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Action Africa Help Somalia
Country Strategy Plan 2015-2018

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Acknowledgement
Somalia faces many challenges and opportunities. AAH Somalia (AAHS) Country Office (CO) embarked
on this strategic planning process in the light of Somalia’s unique operational context. This Strategy for
Action Africa Help International’s (AAH-I’s) Somalia Country Programme is designed to support
delivery of AAH-I’s regional/corporate Strategic Plan 2014–18 and is aligned with this plan. It is the
guiding document for the Somalia Country Programme; and will inform programming, resourcing and
other decisions. It is designed to be updated in accordance with the changing context in Somalia.
This Strategy will be implemented through a work plan that will form the basis of the annual planning
programme for the Somalia Country Programme; this will link to, and feed into, the organisation-wide
planning process.
The process of formulating this document was consultative and participatory. A strategic planning
workshop was conducted in September 2015 in Hargeisa and was facilitated by Mr. John Muinami from
the partnerships department AAH- I Nairobi .We are grateful to the AAH-S and AAH-I staff who
participated in the workshop for their valuable contributions. We would like to thank our various partners
who took time to review and add on to this document.
We would like to thank Ms Christine Kalume and Mr. Mutuku Nguli for their leadership and
commitment to this process. We are also indebted to AAH-I Executive Director, Dr. Caroline Kisia, who
was very clear that Somalia needed a strategic plan. Special thanks also go to the AAH-I Communications
team for editing, design, layout and publishing of this plan.

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Executive Summary
Action Africa Help International (AAH-I) is a regional not for-profit humanitarian and development
agency with headquarters in Nairobi, Kenya and Country Programmes in Somalia, Kenya, South Sudan,
Uganda, and Zambia. AAH-I has over 20 years’ experience working with communities in conflict and
post-conflict situations and has been in operation in Somalia since 1991 Integrating Basic Health
Services, providing solar cookers in Gardo, Ishkushuban, and Bender Beyla Districts, Bari Region,
Puntland State, Somalia and Support of the Health System Delivery in Somalia, Bosasso Hospital
rehabilitation of the 90-bed Bosasso Hospital, one of the two regional hospitals in Bari Region.
Currently AAH Somalia projects target a variety of populations and cover the following areas;
Livelihoods/Self-Reliance Project with refugees in Hargeisa, Somaliland (Daami, Huisbigar, Statehouse
and Hera-Awar Districts); Logistics- AAH Somalia manages two warehouses in Mogadishu for UNHCR
ensuring effective management of UNHCR supplies to more than eleven implementing UNHCR partners.
AAH Somalia Strategic Plan 2015-2018 outlines the framework for the country programs and activities as
guided by the institution’s vision, mission and core values. The plan is a result of processes that identified
AAH Somalia’s competitive advantage, analysis of how to sustain that comparative advantage and
identified critical success factors that would contribute to implementation of the strategy.
This plan in the next five years will focus on the following strategic objectives:
1. To develop, promote and implement innovative entrepreneurial and sustainable livelihood
programs.
2. To design and deliver sustainable basic services in partnership with livelihood challenged
communities
3. To facilitate humanitarian relief and recovery programs for displaced and returnee populations to
attain sustainable resettlement
4. To strengthen the capacity of implementing partners for sustained service delivery and
governance.
5. To enhance the capacity, efficient, effectiveness and learning of AAH-I to innovative deliver its
mission
Finally, AAH Somalia will continually monitor both the operating environment and key performance
indicators of this plan to ensure it remains relevant to Somalia’s unique operational context.
Mr. Mutuku Nguli
Somalia Country Program Manager.

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Acronyms
AAH-I Action Africa Help International
AAHS Action Africa Help Somalia
CSO Civil Society Organization
CLTS Community Led Total Sanitation
NGO Non-Governmental Organization
INGO International Non-Governmental Organization
WASH Water Sanitation and Hygiene
CD Country Director
ED Executive Director
EMMA Emergency Market Mapping Analysis
GDP Gross Domestic Product
UN United Nations
WFP World Food Programme
WHO World Health Organisation
NFIs Non-Food Items
IDPs Internally Displaced Persons
UNICEF United Nations Children’s Fund
UNHRC United Nations High Commissioner for Refugees
SMT Senior Management Team
M&E Monitoring and Evaluation

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Table of Contents
Acknowledgement ........................................................................................................................................2
Executive Summary......................................................................................................................................3
Acronyms......................................................................................................................................................4
Background...................................................................................................................................................6
AAHS Strategy Rationale.........................................................................................................................6
Somalia Country Operational Context......................................................................................................6
AAH-I & AAHS Background...................................................................................................................8
AAH-I Vision................................................................................................................................................8
Mission..........................................................................................................................................................8
Governance ...................................................................................................................................................8
Key Challenges and Opportunities ...............................................................................................................9
Operational Focus.........................................................................................................................................9
Key Impact Activities per Strategic Direction (SD) ...................................................................................11
Critical Success Factors..............................................................................................................................15
Monitoring & Evaluation Strategy..............................................................................................................16
Budget Costing 2015-2018 .........................................................................................................................17
Funding Strategies ......................................................................................................................................18
Conclusion ..................................................................................................................................................18
Notes...........................................................................................................................................................19
Appendixes .................................................................................................................................................20
Appendix 1: Proposed Somalia Country Programme Organogram........................................................20
Appendix 2: SWOT Analysis .................................................................................................................21
Appendix 4: PESTEL .............................................................................................................................23
Appendix 5: Market Positioning Map/Main Competitor Analysis.........................................................26
Appendix 6 AAH-I Somalia/Somaliland Line of business (LOB) /Priority Setting...............................28
Appendix 7: Partner mapping/Donor partners........................................................................................30
Appendix 8: Risk Management and Mitigation......................................................................................32
Appendix 9:AAHS Global Indicators.....................................................................................................33
Appendix 10 : Somalia Map ...................................................................................................................34
Appendix 12: Milestone plan – Action plan to be completed by team...................................................36
Appendix 13: AAHS Strategy Workshop 2015-2018 Team...................................................................40

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Background
AAHS Strategy Rationale
Any organization that wants to stay aboard in this competitive world has to identify, establish and sustain
competitive advantage. This Strategy is also aligned with the key national/regional documents, including
at the time of writing the Somalia New Deal Social Compact and the Somalia Development Plan. It takes
into account relevant policies and strategies of government and international development partners; these
include the SDGs, national Health Policy1
, the Gender Policy, the Reproductive Health Strategy, the
Tripartite Commission’s2
’ Operations Strategy for the Voluntary Repatriation of Somali refugees from
Kenya to Somalia and the Somalia Solutions Alliance Durable Solutions Framework.
The Strategy was developed from the Country Strategy Workshop held in October 2015 in Hargeisa,
Somaliland, and was shared with, and revised based on meetings held with stakeholders from
Mogadishu/South Central Somalia, Somaliland and Puntland. The Appendices provide some of the
background information and discussions used to inform the strategy3
.
The AAH Somalia strategy formulation provides a living document that has a strong component of
operationalization as well as matches the organisational culture. The AAHS strategy formulation involved
the review of key Somalia context documents and reference materials as well as guided discussions with
staff of AAHS. The formulation of the objectives and strategies is based on Macro and Micro (PESTEL
and SWOT) analysis as AAHS takes into account the current and potential donors and other stakeholders
including the operational around it.
Somalia Country Operational Context
Somalia borders Ethiopia to the West, Kenya to the South and the Indian Ocean to the East; it contains
3,333 km km of coastline from the Gulf of Aden in the North to the Indian Ocean to the South. The
population in 2014 was estimated at 12,316,895 people4 divided generally into five main clans: Darod,
Dir, Hawiye, Isaq and Rahaweyn. Divisions within clans and sub-clans can be as important as clan-
affilliation. Currently, Somalia occupies a space within global discourse around failed states, conflict and
post-conflict rehabilitation; the over 20 years of civil war in Somalia overshadows current debate.
Somalia has a Federal structure; currently it is divided into six states (Somaliland, Puntland, Galmudug,
Hiraan, Southwest Somalia and Jubbaland), 18 administrative regions and 90 districts (see map and Table
1 below). Somalia features five main ecosystem types: desert and semi-desert (38%), grass and shrubs
(36%), interrupted woods (14%), crop and settlements (1%). The arid and semiarid lands (ASALs) cover
over 80% of the landmass and are predominantly inhabited by pastoral and agro-pastoral communities.
1
This was endorsed by the Ministers of Health for the Federal Government and the Governments of Somaliland and
Puntland.
2
The Governments of Somalia and Kenya and the UNHCR
3
The full report of the workshop is available.
4
Population Estimation Survey of Somalia (PESS) UNFPA, Somalia Country Office. 2014.

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After two decades of conflict, Somalia is the world’s most fragile state. The resulting chaos and lack of a
functional government mean the challenges it faces are complex and multiple. Somalia has known periods
of stability and security in recent decades, and some parts of it remain relatively free of violence. But
multiple levels of armed conflict and insecurity exist and are increasing in some parts of the country.
These include localised communal clashes over resources, political clashes over control of the state and
its resources, regional involvement (sometimes through proxies), and violence fuelled by global terrorist
ideologies. The effects of the conflict are far-reaching. There are at least 1.5 million Somali refugees or
Somalis born in Somalia currently living outside Somalia. This includes over 420,000 Somali refugees in
Kenya5; over 350,000 Somalis in Europe6 and approximately 40,000 to 150,000 Somalis in the USA.
Approximately 1.36 million people are internally displaced, and 43% of the population lives on less than
$1 a day. The unemployment rate is above 60%. Women and girls suffer disproportionately. A woman
has a 1 in 12 chance of dying during her reproductive years. Years of conflict, drought and flooding have
caused a prolonged humanitarian crisis. More than 2.3 million people are estimated to be in need of
emergency support7. Education levels are very low, adult literacy rate across the country is at 25% and
literacy rates for women and girls at less than half. Estimates for Somaliland and Puntland are that 44 per
cent and 37 per cent of young women respectively are literate; the figures for South Central Somalia are
thought to be significantly lower.
Instability in Somalia also has broader impacts. It presents risks to regional stability, including in Kenya,
Ethiopia and Uganda. It is the source of serious threats to the region and elsewhere from terrorism, piracy
and migration. Despite the poor development indicators, there has been progress by government at
Federal and State level in the development of national plans and the policy framework for delivery of
basic services. The Somali Compact/new Deal 2014-16 has 5 pillars that guide the work of Government
and of international and local development and humanitarian partners. (PSG 1: Inclusive Politics, PSG 2:
Security, PSG 3: Justice, PSG 4: Economic Foundations, PSG 5: Revenue & Services). The Somaliland
National Development Plan 2012-16 has 5 pillars: Economic, Governance, Infrastructure, Social and
Environmental. A Somali National Development Plan (January 2017 to December 2019) is being
developed. This will articulate the government’s development priorities and align with the Sustainable
Development Goals (SDGs), guide development partner support for this period and importantly serve as
an Interim Poverty Reduction Strategy and provide a structure for budget management which in line with
Somalia’s presence in the HIPC (Heavily Indebted Poor Countries) will enable it to qualify for debt relief.
The Plan will also meet on-going commitments as set out in the Somali Compact.
5
422,951 Source: Operations Strategy for the Voluntary Repatriation of Somali refugees from Kenya to Somalia.
Tripartite Commission, 29 July 2015.
6
190,000 in the UK, UK Office of National Statistics (2010); 57,752 in Sweden (2011); 32,432 The Netherlands
(2014); 36,658 Norway (2014); 18,645 Denmark (2014); 16,721 Finland (2014)

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AAH-I & AAHS Background
Action Africa Help International (AAH-I) is a regional not for-profit humanitarian and development
agency with headquarters in Nairobi, Kenya and Country Programmes in Somalia, Kenya, South Sudan,
Uganda, and Zambia. AAH-I has over 20 years’ experience working with communities in conflict and
post-conflict situations and has been in operation in Somalia since 1991.
AAH Somalia projects target a variety of populations and cover the following areas: Livelihoods/Self-
Reliance Project with refugees in Hargeisa, Somaliland (Daami, Huisbigar, Statehouse and Hera-Awar
Districts). Activities include: support to development and strengthening of community structures and
groups; training to promote groups savings and loans; business and entrepreneurship training and support
to development of business plans; micro-enterprise grants and monitoring and support to businesses.
Initially primarily focused on Ethiopian refugees many of whom had stayed in Somaliland for 10 years or
more, the project has expanded activities to reach Yemeni refugees escaping the conflict there. Logistics
Support to UNHCR Somalia: AAH Somalia manages two warehouses in Mogadishu for UNHCR
ensuring effective management of UNHCR supplies. These are picked up from the warehouse by other
UNHCR implementing partners. The warehouse is managed according to UNHCR warehouse
management standard operating procedures.
AAH-I Vision
Improved quality of life for livelihood-challenged communities in Africa
Mission
To support livelihood-challenged communities in Africa to sustainably improve their quality of life.
Values
• Compassion for livelihood-challenged communities
• Community-centred sustainable solutions
• Respect for all stakeholders
• Partnership, with shared responsibilities
• Integrity in all that AAHS do
• Efficiency in resource utilisation
• Innovation in programming.
Governance
The Somalia Country Programme is overseen by AAH-I’s International Board of Directors.

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Key Challenges and Opportunities
Some of the key challenges and opportunities and risks were captured through a SWOT and PESTLE
exercise during the Strategy workshop (see Appendix 2 & 4).
The main challenges, external and internal, include insecurity and security risks; lack of access, primarily
due to insecurity, especially in parts of South and Central Somalia; the high cost of operations due to
security operations and the import-based economy; dominance of clan structures and systems and
conflicts between clans and sub-clans affecting the speed of entry into project areas and processes for
recruitment and procurement; cyclical drought and famine; low levels of literacy and education
qualifications particularly in parts of South and Central Somalia; the position of minor clans and sub-
clans; the position of women and girls; the near collapse of basic services (health, education, WASH)
particularly in parts of South Central Somalia; weak government institutions and lack of effective taxation
in parts of South Central Somalia creating an over-reliance on external funds and NGO resources.
Opportunities include agricultural potential in many parts of Somalia (as demonstrated by Yemeni
refugee farmers in Somaliland); the potential for aquaculture/fisheries; peace and stability across large
parts of Somaliland and Puntland; the potential for improved range management and Disaster Risk
Reduction approaches to reduce the risk and impact of drought and famine; local skills and expertise and
the desire for development, including education; support from the diaspora; an active private sector and
business opportunities; increasing recognition of the need for multi-year bridging funding to move from
rehabilitation and recovery to development; Islamic and Arab based development partners; the Tripartite
commission’s operational strategy for Somali returnees; the role for AAH-I as a regional African
organisation.
Operational Focus
Locational, Population, Technical Focus
(See Appendix 5: Lines of Business and Lines of Business Priority Setting).
The Country Programme proposes focusing on the following geographical locations (district and region):
South Central Somalia: El Wak (Gedo), Kismayo (Lower Juba) , Baidoa (Bay) and Benadir (including
Mogadishu) Districts (Upper Shabelle) with possibility of expanding to Afgooye and Wanla Weyne
(Upper Shabelle) dependent on the security situation. Somaliland: Borama (Awdal), Hargeisa
(Togdheer), Maroodi Jeex (Maroodi Jeh) and Erigavo Districts (Sanaag): Puntland: Bosasso and Gardo
Districts (Bari). These districts are open to review based on changing context, for instance security and
need, and opportunities.
The Country Programme will work with refugees, returnees, IDPs and host communities. As part of our
commitment to gender equity and youth opportunities, some initiatives will focus particularly on
achieving results for women and girls and others will focus particularly on achieving results for young
people. A participatory and inclusive approach will be used that recognises the importance of clan elders,
religious leaders, and existing social structures as well as approaches that promote the inclusion of
different voices and of accountability to beneficiaries and other stakeholders. The Country Programme

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will also work with and support capacity building of local partners wherever this is appropriate and value
for money8
.
AAHS Approach
AAH-I Somalia’s stand first is:
“Striving for High Impact through Innovation” (See market positioning map and main competitor
analysis Appendix 5.) The Country Programme seeks to build a reputation around: High impact/results
and Innovation through Evidence and learning.
AAH Somalia will use the RRISL Model in all its programing. This is an innovative model that aims at
providing a framework to facilitate the transition from humanitarian to development programming. This
model is built on global approaches with emphasis on self-reliance and lessons learnt from the AAH
Uganda, South Sudan,Somalia, Zambia and Kenya .
Line of Business (LOB)
The Country Programme will continue and increase its humanitarian work. This will include work with
Somali returnees from Kenya in line with the Tripartite Commission’s Operations Strategy for the
Voluntary Repatriation of Somali refugees from Kenya to Somalia and will link to existing and planned
way stations in Kismayo, Baidoa, Mogadishu and Afgoye and Wanla Weyne. It will also include a
continuation of work with refugees (Ethiopian, Yemeni and other) in Hargeisa. Approaches will be in line
with the Somalia Alliance Strategy and UNHCR, supporting self-reliance as a contributing factor to
durable-solutions.
8
Increases the Economy, Efficiency and Effectiveness

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Key Impact Activities per Strategic Direction (SD)
AAH Somalia Strategic Direction
Strategic Objective
Thematic
Area
Key Impact Activities
Theme
Leader
1. To develop,
promote and
implement
innovative
entrepreneurial
and sustainable
livelihood
programmes
Environment
Management
 Promote Sustainable use of Forest and Woodland Resources such as drought resistant trees
 Promoting Appropriate Cooking Technology (Safe Cooking Stove Technology)
 Promote employment opportunities through natural resources/environment management
 Improving selected rangelands by diverting water from roads onto them
 Public environmental awareness raising and advocacy through training, meetings and media events
 Establishment of an environmental database, keeping record of environmental hazardous wastes
incidents;
 Providing support to communities in resolving resource-based conflicts;
 Improving the fertility of the soil in areas where degradation is rampant and reforestation with
introduction of grass species
 Supports PSG 4 of the Somali Social Compact: Economic Pillar; supports the Economic Pillar of the
Somaliland National Development Plan).
PM
Hargeisa
Food
Security
 Livestock health
 Emergency destocking and restocking
 Support to business and entrepreneurship training and start up, building on the existing work with
refugees in Hargeisa and previous work with returnees and refugees in Mogadishu, the work would
also focus on IDPs and host community with potential to include sites in Baidoa, Kismayo, Afgooye
and and Wanla Weyne). Pastoralism/livestock projects will focus on El Wak, Borama, and Erigavo
with the inclusion of Disaster Risk Reduction and environmental/rangeland management activities.
PM
Hargeisa
2. To design and
deliver
sustainable basic
services in
Education
 Assessment of needs in targeted schools
 Plan integrated curriculum (madrasa/Islamic and basic education); pastoralist education, integrated
education9
 Support development of Parent-Teacher Associations or equivalent for accountability.
CPM
9
See the Adeso model and curriculum.

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partnership with
livelihood
challenged
communities
Health
Services
 Needs assessment of physical infrastructure, HRH etc.
 Construction and equipping of facilities and staff recruitment/training following national curriculum
 Focus on basic services – Outpatients and antenatal care according to Essential Package of Health
Services (EPHS), set up of drug revolving funds, , basic Health Management Information Systems
(EPHS)
 Supportive supervision, monthly HMIS,OJT
 Supports PSG 4 and 5 of the Somali Social Compact; the Economic and Social Pillars of the
Somaliland National Development Plan; the Somalia Health Policy, the Somalia Essential Package of
Health Services [EPHS], Reproductive Health National Strategy and Plan, and Gender Strategy.
Supports delivery of Results Chain 6 of the Solutions Alliance Somalia Durable Solutions
Framework).
CPM
Health Policy
 Assessment of government needs and priorities and capacity of key ministry personnel – federal state
level
 Identify key gaps/challenges and priorities with relevant GOS officials
 Link with health systems consultants/organizations for strategic partnership
 Package approaches most relevant - e.g. use DHIS (District Health Information Systems), PLAMAHS
(Planning and Management of Assets in Health Services) Human Resources for Health (HRH) and/or
Health financing approaches.
 Pilot approaches and train users
 Use of high-level tools, where internet allows open source software e.g. DHIS & PLAMAHS.
 HMIS functioning in key geographical areas; physical assets mapped using PLAMAHS and WHO
Health Mapper in states/regions including Benadir, Jubba Land. Government costed plans for
rehabilitation
CPM
MNCH
 Emergency health services, nutrition and infant feeding
 Maternal and newborn mortality audit
 Develop Village Health Committees/Safe Motherhood Groups
 Understand local beliefs and practices, use IEC and SBCC to communicate messages,
 Identify and train birth attendants – upgrade training of skilled birth attendants, link to any facility
referral services that exist providing Basic or Comprehensive Emergency Obstetric Care (B/CEoC)
work with other actors to advocate for/develop B/CEoC in project area.
 Train in “body messaging”: to communicate signs of maternal emergencies, importance of full
immunization; construct maternity waiting
 Community skilled birth attendants, ‘village ‘savings and loans for medical emergencies, transport for
medical emergencies
CPM

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WASH
 Water trucking water and emergency sanitation
 Map water sources and use CLTS methodology for sanitation
 Support development of water user committees and training of same
 Carry out awareness raising and health promotion (hygiene) working with VHC/integrated schools
where exist
 Rehabilitate/protect/build water sources, and build latrines (gender segregated) according to cultural
practices
 Promote water harvesting; use of copper coil etc. for water filtration
 Strengthen water user committees charge users and maintain facilities
3. To facilitate
humanitarian
relief and
recovery
programmes for
displaced and
returnee
populations to
attain sustainable
resettlement
Humanitarian
 Promote livelihood and reliance through cash based interventions.
 Community based disaster risk reduction
 Compliance with humanitarian standards such as EMMA, PVCA, SPHERE
 Emergency shelter
 Community Structure development
PM
Mogadis
hu
4. To strengthen the
capacity of
implementing
partners for
sustained service
delivery and
governance.
 Mapping CSOs and stakeholders management
 Supports PSG 4 and 5 of the Somali Social Compact; supports the Economic and Social Pillars of the
Somaliland National Development Plan).
PM
Hargeisa
5. To enhance the
capacity,
efficient,
effectiveness and
learning of AAH-
I to innovative
deliver its mission
Research and
Documentati
on
 Identify and select possible research question per project area
 Mobilise for funding opportunities to conduct at least one implementation research/ operation
research per year
 Explore possibilities of partnering with research organisations and universities to undertake project
specific research.
 Use existing documents from previous AAH-I experiences in other countries, AAH South Sudan
Logistics experience to improve on our operations.
All

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 AAHS will also emphasise on cross countries exchange visits as part of staff learning and
development and mentorship program
 Document project evaluation (Baseline, Midterm, End Term etc.) through fact sheets with
communications department.
 Ensure all projects reports are produced on time, sent to program management office for quality
assurance and stored on a central folder and or the intranet.
 Work with AAH-I communication, partnership and M&E department to document project best
practices, Success stories, AAHS community self-reliance framework framework/ model
 Develop Annual Somalia country social economic profile.

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Critical Success Factors
The table below outlines the conditions necessary for AAH Somalia strategy to be effective in enabling us
to realise our objectives over the next three years.
AAH Somalia
Critical Success Factors
Must-Have
Conditions
Critical Success Factors What it means for AAHS
1 Demonstrable
impact and
innovation
Innovations identified
and/or developed in each
of AAH-I’s thematic
areas.
Innovation encouraged in
programme approach and
operational processes,
 Use of RRISL model in all programming; identify
expertise (internal and external) to drive
innovation/advise on innovation during concept/proposal
development and implementation.
 Link with funding and implementing partners, including
research organisations and universities, with an emphasis
on innovation.
 Build review and learning into quarterly country
management meetings.
2 Efficient,
effective
systems
Country Programme
following AAH
operating procedures and
reviewing and
strengthening these for
improved effectiveness
and efficiency.
 Quarterly Country Management meetings and monthly
Programme Management Team meetings for joint
planning, including financial planning, review and
evaluation. Communications, ICT (Information and
Communications Technology) and Knowledge
Management Plan developed.
 Country calendar in place and training plan and
recruitment plan in place.
 Key AAH I policies identified and shared with all staff
(translation into Somali as appropriate).
 New budgets are revised to ensure full cost recovery,
adherence to overhead policy and approaches designed to
ensure sustainability are built into projects. Review of
cost of operations at end of year using project case
studies.
3 Highly
motivated
staff team
Staff skills reflect
programme priorities and
needs; performance
appraisals show high
performance levels and
there is a clear
development plan for all
staff.
 Management training for all managers supervising
staff. All staff have Job Descriptions and contracts. All
interns have an agreement. All consultants have a
Terms of Reference.
 All staff have an induction and are signposted to our
policies and procedures on the Intranet. All appraisals
are carried out on time. There are similar staff
packages across offices.
 All staff have a training and development plan, timely
appraisals and regular supervisions (at least every 2
months). Mentoring is promoted.
4 Sufficient
funding for
core
operations
Increase and diversify
funding base including
securing multi-year
funding and increasing
 A donor mapping exercise is carried out and an
aggressive series of meetings with potential funders. A
country resource mobilization plan is developed and
donor engagement strategies for key potential
supporters including EU, German Government, USG,

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unrestricted funding. UKAid etc.
 Identify implementing partners with a history with
these donors. Link to Gulf/Islamic funding e.g. Qatar
Government. Build an Individual Giving funding base
and explore the potential to create overseas presence
(e.g. Germany and Qatar) to do the same.
 The project will look at ways to start to generate project
income through projects (e.g. production unit) and
through social enterprises such as health clinic and
commercial farm.
 Identify technical experts in key areas (internal and
external) to assist with concept and proposal
development.
5 Demonstratin
g impact and
visibility of
AAH Somalia
Evidence of Impact of
AAH S’ work –
particularly innovations-
is provided and this is
made visible to an
international audience
and local stakeholders.
 Ensure MIS system captures impact of interventions,
particularly innovations. Continue to develop the
RRISR model and the associated theories of change.
 Bring on board research/operational research expertise
and/or M&E expertise with strong documentation
skills. Ensure visibility e.g. presentations in external
forums, papers in peer-reviewed journals. Ensure staff
development in report writing and documentation.
 Work with Communications to revamp the Somalia
section of the AAHS website, ensure
success/challenges stories, start a country blog; E
 Engage in national, regional and international fora to
raise AAH Somalia’s visibility.
Monitoring & Evaluation Strategy
AAHS will adopt and use the AAH-I Institutional key performance indicators to plan and report quarterly
at the PMT. This will form the balanced score card approach

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Budget Costing 2015-2018
Cost Estimates in USD
# Strategic Direction 2015 2016 2017 2018 Total
SD1
To develop, promote and implement innovative
entrepreneurial and sustainable livelihood
programs.
115,041 121,264 124,866 128,688 489,860
SD2
To design and deliver sustainable basic services
in partnership with livelihood challenged
communities
239,794 301,803 310,808 320,361 1,172,766
SD3
To facilitate humanitarian relief and recovery
programs for displaced and returnee
populations to attain sustainable resettlement
683,292 708,573 729,766 752,078 2,873,708
SD4
To strengthen the capacity of implementing
partners for sustained service delivery and
governance.
19,064 20,342 20,942 21,619 81,966
SD5
To enhance the capacity, efficient, effectiveness
and learning of AAH-I to innovative deliver its
mission
19,064 20,342 20,942 21,619 81,966
Total 1,076,253 1,172,323 1,207,324 1,244,365 4,700,266

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Funding Strategies
1. Competitors Analysis
 Develop a AAHS competitor analysis per thematic area for AAHS regional positioning as strongest
local/ National or regional partner on humanitarian, livelihood, resilience, advocacy, cash transfers,
2. Engagement strategy
 Donor intelligence gathering, research and re-introduction to relevant departments in the country
Develop and share AAHS package for visibility on Health, FS&L, Education, Wash& Governance,
system strengthening, Gender, HIV aids.
 Relational maintenance and marketing , Internal advocacy with directors to involve AAHS contact
during key donor meetings especially on Health, FS&L, Green energy, WASH.
 Explore and Join the specific consortia - Consortia- SOMREP,, UN Led CHF,CAP, Returnee
consortium, BRICS, REDS and special visits, Use of internship to assist in attending the meetings,
Courtesy call,
3. System Development
 Develop country specific resource mobilisation plan linked to AAHS strategy
 Strengthen management and staff capacities to support resource mobilisation and effectively respond
to funding opportunities.
4. Partners mapping
 Involve the communities in planning & implementation.- Build relationship by Involving the ministry
in our planning and sharing AAHS outputs and outcome, especially to local and national governments
and ministries, Ministry of resettlement, rehabilitation and reconstruction; Interior; Foreign affairs;
National planning & Development; Health; Labor and social affairs, Municipality.
 Develop partnerships through joint concept/proposal development, Sign MOUs /Agreements,
National and international Civil Society Organisations (CSOs)
 Sign MOUs /Agreements for joint research opportunities and internships with research and academic
institutions- ABARSO university, University of Hargeisa, Golis University.
 Develop and Share AAHS package for visibility.
 Bilateral and multilateral donors and UN organisations Market AAHS especially using personal
contacts on MNH, protection, Courtesy call, Courtesy call,
 Secure online platform for mobilisation, Private public partnership (PPP),- CSR TELESOM Co.,
DAHABSHIL, OMAR Int., Jazeera Group of Companies
Conclusion
AAH Somalia Strategic Plan 2015-2018 outlines the framework for the country programs and activities
as guided by the institution’s vision, mission and core values. The plan is a result of processes that
identified AAH Somalia’s competitive advantage, analysis of how to sustain that comparative advantage
and identified critical success factors that would contribute to implementation of the strategy.

19. 19 | P a g e
Notes

20. 20 | P a g e
Appendixes
Appendix 1: Proposed Somalia Country Programme Organogram
Project Manager
(s)
South Central
Somalia Country Director
Head of Programmes Head of Finance and
Admin,
Head of
Security
Project
Manager (s)
Somaliland
Project
Manager(s)
Puntland
HR, Admin, Finance,
Logistics/Procurement
MEL Manager
Communication
Officer
Project and Support staff

21. 21 | P a g e
Appendix 2: SWOT Analysis
STRENGTHS
 Good understanding of the Somalia local context
 Broad experience in working with communities, strong track
record in Somalia
 Multi sectorial track record -work across humanitarian and
development sectors
 Regional headquarters
 MIS in place.
 Long presence in Somalia
 Strong Relationship with the UN
 The country team with diverse skill sets that include:
livelihoods/business; Food Security & Livelihoods; DRR +
WASH; health systems, knowledge management &
communications; organizational development; Arabic,
Somali, English speakers.
 Capacity for rapid project start up
 Use of AAH-I systems as cost share contribution.
 Local staff professionalism (operate outside clan allegiances)
 Development of country strategy
 Availability of expertise in AAH-I regional programs
 AAH-I Policies are already in place
 Access to emerging market business/enterprise models
particularly from Kenya– bring innovation to humanitarian
sector
OPPORTUNITIES
 Support to government health policy and systems
(HMIS, Physical assets management, HRH etc.),
Partnership with Adios, GIZ, BfTW/Diakonia
 Presentation of regional approach to Somali returnee
crisis
 Humanitarian crisis (including Yemen)– ability to offer
Value for Money ‘local’approaches
 Humanitarian context - appeal
 El Nino
 Drought
 Local acceptance
 Links to overseas individual givers – Gulf
States/Europe…etc.
 Pooled funding/consortia
WEAKNESSES
 Limited for investment
 Funding currently is annual; short-term staff contracts
 Lack of enough Somalis at senior level /bi- language skills
 Lack of access to high-level technical expertise for funding
proposals + donor/client meetings
 Staff posts are not adequately covered e.g. medical
 Mogadishu office infrastructure – needs security upgrade and
larger space to serve as country office
 History – AAHS haven’t been working as a team
 Lack of clarity regarding organogram
 Poor team communication
 Poor ICT infrastructure + internet access + server
 Lack of staff training
 Lack of Security Policy, protocols + focal person for country
programme
 Lack of social media presence for AAH Somalia
 Inability to fundraise through offices overseas
 Lack of presence in (high-level) sector meetings e.g. at
Geneva/Nairobi level/in consortia .Insufficient presence of
AAH leadership in regional/global discussions or fora
 Few staff covering a lot of roles – a lot of demands on time
 Project emphasis rather than country programme focus
 Lack of quarterly country team meetings
THREATS
 Competition from other actors e.g. other NGOs have
strong technical expertise in core thematic areas e.g.
health + strong technical/policy networks and presence
 Political instability - geo-political division – creation of
States… unclear relationship with regions etc.
 El Nino
 Insecurity (Govt/ UGUS and intra/inter clan)
 Infrastructure – road and warehouse Mogadishu
 Unclear position of Somaliland within the humanitarian
and development stakeholders
 Cost of doing business
 Clan allegiances

22. 22 | P a g e
SWOT Cont- Strategic Thrust 2015-2018
S How do you leverage your strengths to benefit from opportunities?
 AAHS will use its understanding of the local context, local acceptance and the presence of local staffs to
Implement project that are responsive to the local need while engaging with the partners and stakeholders in
developing context specific approaches.
 AAHS will also use our understanding of the local context to present local approaches that offer value for
money in the humanitarian crisis
 AAHS will use regional headquarters to advocate for a regional Somali returnee crisis preferably through a
regional humanitarian advisor
 AAH Somalia partnership and relation with UN Agencies (UNHCR, UNHABITAT, Unicef, UNDP, FAO,
OCHA) will help in broadening our partnership (ADESO, GIZ, Diakonia, EU, SIDA, DFID) and fundraising
among other donors and partners and increase engagement for further consortia formations.
 AAHS will use AAHI regional expertise and staff’s technical network to build donor relationship and ensure
presence at high level meetings (UNHCR, IOC, UN Geneva, and WHO Health Summit) and in consortium
(Returnee Consortium, BRICS, REDS, SOMRep).
W How will AAHS mitigate its internal weaknesses and explore opportunities
 AAHS will ensure that AAHS utilize internal staff capacity to train and mentor staff for business continuity
 AAHS will ensure that the country office carries out quarterly planning and review meetings to increase
staff cohesion and a coordinated approach to running the projects
 Use the existing policies and structures to increase staff welfare and ensure the local staff are covered under
the project budgets
 AAHS will mobilise AAH-I’s regional expertise to support technical activities in Somalia
 AAHS will develop and implement a country and project specific security plans and Standard Operating
Procedures; AAHS will deploy the El Wak security officer as a country security officer while seeking to
train up an internal staff member as our Security Focal Person; AAHS will continue to advocate with HQ for
a regional security policy
 Mogadishu office being the country headquarters, AAHS need to expand the office space and staffing,
ensure sufficient ICT, and improve security. AAHS will compile the information gathered regarding office
and staffing scenarios and cost these with a view to including in new contracts.
 AAHS will aggressively source and solicit for multi-year funds by leveraging local acceptance and partner
(ADESO, EU, UNHCR, Finnish Church Aid, BfTW, Diakonia, GIZ, DFID) relations.
How do you use your strength to minimize the impact of threats?
 Ensuring that AAHS leverage on the links with overseas funding opportunities to increase investment funds
and diversification of donors to improve security, source for technical and local experts, staff training and
ensure staffs medical schemes and covered
 AAHS will identify our niche area and develop support materials to market ourselves accordingly.
T How will you fix AAHS weaknesses that can make threats have a real impact?
 Using the local presence and acceptance by the local communities, authorities and other stakeholders to
implement context specific programmes that is innovative
 Using the internally available skills and funding from the partners/donors/friends to develop a unique
approach that will be a trade mark for AAHS
 Use the humanitarian and development funding impartially, inclusively to avert any affiliation to any
political and ideological inclination that may affect our operations
 Use of security policy and standards operating procedures to reduce exposure to security incidents
 Introduce a market business model that help in reducing the cost of operation
 AAHS will use its understanding of local context to mitigate the treats of local regions and political
instability
 AAHS will include staff training in new contract AAHS will insure all staff posts to our budget medical
insurance and maternity
 Mobilize fund for investment to reduce cost of business

23. 23 | P a g e
Appendix 4: PESTEL
The group used PESTEL model to review AAH Somalia’s external environment
Political Since 1991, Somaliland has been a self-declared country in the north west of
Somalia. Unfortunately the country unilateral declaration of independence is not
recognized by the international community, even though it is the one part of Somalia
republic that is socially and politically stable and is showing signs of post conflict
recovery. The self-proclaimed state of Somaliland and the region of Puntland run
their own affairs. Somalia was without a formal parliament for more than two
decades and it was not until 2012, when a new internationally-backed government
was installed, that the country began to enjoy a measure of political stability once
more. A provisional constitution was passed in August 2012, and an elected president
in September. The Islamist terrorist organization al-Shabaab remains a potent threat.
There was an upsurge in attacks by maritime pirates off the coast in 2013 and 2014.
Somalia’s central government lacks the ability to administer taxes or provide basic
services effectively. Little effective fiscal policy exists, although some duties and
taxes are collected. Most government expenditures are financed through aid.
Warlords and militias continue to collect levies from the population, particularly in
the south of the country
Economic Since the civil war, the Somalia economy has been based on a deregulated free
market. The major domestic contribution to GNP draws on commercialization of the
traditional system of pastoralism, Somalia’s GDP and living standards are among the
lowest in the world. Economic growth is slowly expanding beyond Mogadishu,
which has been recovering since al-Shabaab retreated to rural areas in 2011.The
primary contribution to GNP is the remittances from the diaspora – migrant labor in
the gulf and from Somalilanders living in Europe and North America. According to
the World Bank report (2002), Somaliland’s income per capita is relatively higher
compared to that of Somalia due to peace and political stability achieved which
enabled faster economic growth. Across Somaliland regions income per capita ranges
from $250 to $350. Assuming an average nominal per capita income $300, and $600
at purchasing parity price (PPP), and a population of 3.5 million, Somaliland’s GDP
would be about $1.05 billion in nominal prices and $2.10 billion in PPP terms. Again
due to dearth of reliable macroeconomic data, we can only go by estimates about the
contribution of agriculture, industry and service to GDP, and according to the most
common figures Agriculture (including livestock) accounts for 65%, services 25%
and industry 10% of the GDP.
According to Somaliland National Development Plan document, total employment
(comprising self-employment, paid employment) among the economically active
population is estimated as 38.5 percent for urban, 59.3 percent for rural. The
weighted average national employment rate is estimated at 52.6 percent. Therefore,
unemployment rates amount to 65.5 percent in urban areas, 40.7 percent in rural
areas, and 47.4 percent for the whole country.
Social According to UNHCR situational analysis and trend assessment 2003, Somali society
is based on a clan system, with sub clans, sub –sub -clans and further lineage group
divisions. Lineage identity can be mobilized for political purposes, segmenting
Somali society in a system of continually changing units poised against one another.
The clans, groups, sub clans act cohesively, in solidarity against a perceived threat,
but then get caught up in schism and internal strife between groups as soon the threat
has pass
Land disputes are endemic to Somali customary pastoral society. Whereas customs
dictates that one clan is resident in an area, other clans should have rights of passage
over the territory, grazing and access leading to custom battles for centuries

24. 24 | P a g e
The clan creates a social security net and the customary law (xeer) remains strongly
influential in urban areas, especially with regard to conflict management. Disputes
including land disputes are often resolved between elders of the different lineage
groups
Blood payment (diya) rules dictate that the price for serious crimes, including
murder, is collective responsibility shared by the murderer’s lineage group which
must shoulder the cost of compensating the victim’s clan.
More than half of the population is illiterate; literacy rates are particularly higher
among women and rural communities, and only one of every three primary age
children goes to schools.
Somalia is an oral society. History traditional wisdom has been passed down orally
through poems songs and stories from generation to generation. The spoken word
still carries a lot of weight in Somali society and radio is the favorite medium for
getting information
According to UNICEF there are higher proportions of boys than girls 65% to 35% in
Education in Somalia – gender disparity within the education system the disparity
extends to the teachers as well attributed to cultural, economic and social factors In
Somalia, poverty is a major contributor to women’s ill health in general
Technological Despite almost nonexistent national governance, the informal agricultural, financial,
and telecommunications sectors have prospered without subsidies. Fibre optic
services launched in 2014 provide high speed internet speeds to most Somali
residents. Somalia’s telecom market is unique, having managed to thrive despite
there having been no central government since 1991 when a dictatorial regime was
overthrown. Through the anarchy which has followed, and which continues in many
areas, the telecoms sector has flourished. It is highly competitive, particularly in the
mobile market where seven networks compete for customers. Some of these
operators also offer fixed-line and internet services. There are no regulations or taxes,
and no service obligations. Tariffs are among the lowest in Africa. However, the
absence of regulation has also led to problems with frequency spectrum coordination
and interconnection between networks
Somalia has taken a huge leap with technology and they are among the first five
African countries to use the smart cards ID system. The government hopes that with
the data collected, it can create a national database of its people, and that will help in
the fight against extremism and groups like al Shabaab.The new ID cards are a
prerequisite for getting Somalia’s new biometric passports as well, measures the
government has put in place to not only safeguard its people but to once again
reconnect them as global citizens, and give them an identity lost to years of war.
Environmental The Somali environment suffers from both natural and man-made problems. Natural
problems center on water scarcity. Somalia is historically prone to frequent droughts
which lead to water shortages and starvation in rural communities, which depend on
rainwater for crop cultivation and livestock rearing activities. Human and animal
lives are lost yearly to drought in Somalia. These deadly droughts are often followed
by devastating floods, particularly in riverine southern Somalia. Local coping
strategies and prevention capacities have been eroded by the decades of conflict and
governmental absence.
Environmental problems of human origin include deforestation for charcoal export,
the dumping of hazardous waste, and livestock and agricultural practices which place
a strain on natural resources. Standing at the intersection of natural and man-made
problems, land degradation is another key environmental issue in Somalia, closely
linked to desertification, drought, and unsustainable livestock and agricultural

25. 25 | P a g e
practices. The practice of deforestation will inevitably affect the nomadic
communities who depend entirely on grazing. Some of the most visible results of this
action are extinction of wildlife and endangered crop species and an irreversible
long-term impact on the agriculture ecosystems.
With over 3,300 km of coastline, Somalia has four major ports in Mogadishu
Kismayo Bossaso and Berbera and a number of seasonal ports --- Somalia coastline
is the longest in Africa and has the greatest variety of marine/coastal ecosystem and
resources in all the western Indian Ocean states. Somaliland coast line stretched up to
850 km along the red sea on the Gulf of Aden. The fisheries sector has been
historically small compared to the pastoral and agro pastoral system which is the
economic backbone of the country Pg.19
Legal There are three formal sources of the law in Somalia, Somaliland: xeer – the
customary law which has its roots in the nomadic pastoral societies. Sharia – Islamic
law, and there are special sharia courts where this law is applied and secular law –
primarily statutes of parliament, municipal bye laws and such like
Land disputes are a major problem in Somalia. Many people lost their title deeds in
the civil war. These had been issued by the Somali government or prior to 1960,
under the British administration.
Women are not involved in justice system and they have never been involved in the
legal panorama historically. The existing different legal frameworks hinder women
from accessing justice caused by multiplicity of rules, the codified the traditional and
the sharia.

26. 26 | P a g e
Appendix 5: Market Positioning Map/Main Competitor Analysis
AAH-I’s Somalia Country Programme will strive to achieve high impact through innovation. Currently
AAHS is below the desired level as shown in the table below.
Market positioning map
Innovation
Regional Local
player
High
Low
Save The
Children
AAH
2018
ADESO IRC
CARE
NRC
WV HIJRA
Mercy
Corps
ARC
Relief
International,
NAPAD
Candle
Light
INTERSOS
COOPI
DRC
ACTED
AAH
2015
CESVI
Low Impact High

27. 27 | P a g e
Appendix 5 cont: Main Competitor Analysis
# Main
Competitor
Thematic Areas Position
( 1- 10)
Strategies used by competitors
1 Relief
International
Livelihood funded by
UNHCR
9 Geneva Presence, Specialized on
livelihood
2 DRC/ NRC Livelihood, WASH, Shelter,
Protection, Education, FSL,
Humanitarian, Resilience,
vocational training
7 Geneva Presence, get fund direct from
their government-Norway & Denmark
3 INTERSOS Livelihood, Humanitarian 5 Geneva Presence
4 ADESO Humanitarian, Resilience,
Advocacy, cash transfers,
4 Regional Positioning as strongest local
partner, Advocacy, Presence where
donors are- Dubai, USA, Belgium
5 ACTED Humanitarian 4 Risk takers- Go where no international
partners go. They are in Borahache,
Kismayo etc., French affiliation,
Marketing- Clear visibility and
documentation
6 Save the
Children
Child protection, health
,MNCH, safe motherhood,
WASH, Education
8 Amalgamation of all country operations-
Save the children alliance, 80% of funds
on contract, Part of DEC- Disaster
emergency committee, Consortium of
British humanitarian agencies, Long term
history- working with celebrities,
Individual giving, Vibrant brand, DFID
Partnership Agreement (PPA)
7 Mercy
Corps
Livelihood, Humanitarian,
Education
5 USA Affiliation, Emergency appeals,
OFDA, Based in Washington
8 IRC Livelihood, protection 5 USA Affiliated institution, Integrated
health in all their protection component
9 ARC Livelihood, WASH, Health, 5 American affiliation, Affiliated to
churches in USA Individual giving/Gifts
1
0
CARE Livelihood, WASH, Shelter,
Protection, Education, FSL,
Humanitarian, resilience
6 DEC, Get contract money to fund
humanitarian, DFID PPA.

28. 28 | P a g e
Appendix 5 cont.: Main Competitor Analysis
Market Positioning
Relief international is our main competitors yet they are only focusing on livelihood and funded
by UNHCR, followed by save the children
Appendix 6 AAH-I Somalia/Somaliland Line of business (LOB) /Priority Setting
Thematic and Locational Strategy
In this exercise, participants identified priority locations and priority thematic areas per selected location
based on a factored weighted average. Workshop participants were divided into two groups, one group
looked at locations in Somaliland, and one group looked at locations in South Central. A repeat exercise
with the full teams will need to look also at potential locations in Puntland.
Criteria used to set priority areas were: Locational Accessibility- The more accessible the place the higher
the score that was given; Security- AAHS works in insecure areas. The more insecure the area the higher
the score that was given, although and the above criteria are slightly problematic as accessibility usually
directly correlates with security – the greater the insecurity the less the accessibility for humanitarian and
development actors.; Availability of services/gaps/need- The greater the lack of services and the more
gaps in services the higher the score; Poverty level- the higher the poverty level the higher the score;
Presence of partners,- the fewer the partners present the greater the score; Acceptability- a previous track
record in an area and/or invitations by partners, governments or donors led to a higher score; Internal
Champion- Where there are internal champions who want to work in a location or thematic area, the
higher the score.
0
1
2
3
4
5
6
7
8
9
10
Position(1-10)
Key 10 Competitor
Key Competitor Analysis
Positio…
9
7
4
7
67
3
4
5
3
4
4
5
5
5
3
5
4
5
6
6
2
3
6
0
2
4
6
8
10
Livelihood
WASH
FSL
Protection
Humanitaria
n
Vocational
training
Advocacy
Competition Niche
Relief International
DRC/ NRC

29. 29 | P a g e
The table below shows the area priority mapping of the 10 focus locations in Somalia/ Somaliland. This
exercise identified the areas highlighted in RED and YELLOW as priority areas for AAH-I in
Somalia/Somaliland..
Thematic Area Versus Location Priority- Ranking (1-5 where one is lowest and five highest)
Thematic
areas
Thematic areas of interest Bardera
Kismay
o
El
Wak
Baidoa
Wala
weyne
Afgooye Banadir Borama
Harg
eisa
Eriga
vo
Basic
services
Integrated basic education 4 4 3 2 2
Maternal New-born & Child
Health/Sexual &
Reproductive Health
4 4 4 4 3
WASH 3 3 4 4 3 3 3
Health policy strengthening 4 4
Health service delivery 4 4 4 4 3
FS&L
Commercial farm/Agri-
Business
2 2 5 3
Returnee & host community 5 5 5 5 5 5
Vocational training-
production unit. Students after
basic training. train through
actual doing of jobs
2 2 2 2 2 2 3 4 2
Business training 3 3 5 2 2 4 5 3 5 2
Pastoralism/Livestock 5 5 5
Environment
al
management
Range management 3 3 4 4
disaster relief reduction
(linked to FS&L)
4 4 4 4 4 4 4
Governance,
civil society
strengthenin
g and peace
building
Peace building and co-
existence
5 5 5 5 5 5 5 2 2 4
Capacity building local
partners
4
Humanitaria
n relief &
recovery
WASH, 4 4 4 1 1
Livelihoods, 5 5 5 5 5 5 5 5 5 5
Returnees – Greater
Somalia…
5 5 5 5 5 5
Logistics 5 5
Research
(for all the
above)
Needs assessments for
geographical/thematic areas
5 5 5 5 5 5 5 5 5 5
Documentation of significant
programmeme experiences
4 4 4 4 4 4 4 4 4 4
M&E 5 5 5 5 5 5 5 5 5 5
Relief international is our main competitors yet they are only focusing on livelihood and funded by
UNHCR, followed by save the children.
Key
1 2 3 4 5

30. 30 | P a g e
Appendix 7: Partner mapping/Donor partners
Partner Names Strategy AAHS will use Key
Contacts
Communities and
community
organisations
Somalia Communities Involve the communities in
planning & implementation.
Local and national
governments and
ministries
Ministry of resettlement,
rehabilitation and reconstruction;
Interior; Foreign affairs; National
planning & Development; Health;
Labor and social affairs,
Municipality.
Build relationship; Involve the
ministry in our planning, Share
AAHS outputs and outcome,
share strategy.
National and
international Civil
Society
Organisations
(CSOs)
NAPAD, CCBRS, HYDA, Legal
Clinic, NRC, Candle light,
Finnish Church Aid, ADESO,
MSH
Joint concept/proposal
development, Sign MOUs
/Agreements,
Research and
academic
institutions
ABARSO university, University
of Hargeisa, Golis University.
Sign MOUs /Agreements for
joint research opportunities and
internships, Offer internships
opportunities
The African Union
(AU) and Regional
Economic
Communities
(RECs)
None
Bilateral and
multilateral donors
and UN
organisations
UNHCR, UNOCHA, UN-Habitat,
EC, ECHO, BfTW
Market AAHS especially using
personal contacts on MNH,
protection, Courtesy call,
Courtesy call, Develop and Share
AAHS package for visibility.
The corporate sector TELESOM Co., DAHABSHIL,
OMAR Int., Jazeera Group of
Companies
Secure online platform for
mobilisation, Private public
partnership (PPP), CSR
Consulting firms Health Partner International in
UK, Samuel Hall for research
Personal Contact

31. 31 | P a g e
Appendix 7 cont. Donor partners
# Donor ( Top 10
donors)
Thematic Areas Engagement strategy to be used
1 USG Health, FS&L,
Education, Wash&
Governance, system
strengthening, Gender,
HIV aids
Research , Identify relevant departments
Contacts with insider or partner with USG,
familiarize with guidelines, Courtesy call,
develop and share AAHS package for
visibility.
2 EU, ECHO Environment, Education,
WASH, Humanitarian
PADOR, Fundraise with EU partner –
ADESO, Finnish Church Aid, NRC, Courtesy
call, Develop and Share AAHS package for
visibility
3 BfDW/ Diakonie Health, FS&L, Green
energy, WASH
Relational maintenance, Internal advocacy
with directors to involve AAHS contact
during BfTW meetings. Identify high level
Germany contacts.
4 DFID, UKaid All particularly women
and girls and
governance, Innovation,
Education, Health
Market AAHS especially using personal
contacts on MNH, protection, Courtesy call,
Courtesy call, Develop and Share AAHS
package for visibility
5 UNHCR Refugees Consolidate key personal relationships,
Relational maintenance
6 SIDA Wash, governance,
Environmental
Courtesy call, Develop and Share AAHS
package for visibility
7 IOC, Qatar
Foundation
Humanitarian,
Education, Health,
Protection
Get recommendation letter to Somalia
embassy in Qatar to meet all donors in Qatar.
Visit donors in Qatar
8 GIZ Livelihood, WASH Re-establish AAHS contact with GIZ focal
persons
9 DANIDA Livestock, Governance Registration, Courtesy call, Develop and
Share AAHS package for visibility
10 Consortia-
SOMREP,, UN Led
CHF,CAP, Returnee
consortium, BRICS,
REDS
Humanitarian,
Livelihood
Explore and Join the specific consortia and
special visits, Use of internship to assist in
attending the meetings, Courtesy call,
Develop and Share AAHS package for
visibility, Devex registration especially
through partnership.

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Appendix 8: Risk Management and Mitigation
#
Risk Name
If it happens then
what
Risk Analysis Risk
Rating
Mitigation Strategies
Impact Likelihood
1=Insignificant
, 2=Minor,
3=Moderate,
4=major,
5=Disastrous
1=Very Low,
2= Low,
3=Medium,
4=High, 5=Very
High
Likelihood
X Impact
1
.
Security risks
that include
office burglary
and staff safety
concerns when
carrying out
official duties.
Loss of the
equipment
2 1 2 Insurance for cash and assets.
Investment in security facilities e.g.
beam gates, barriers, high density
perimeter walls
Institute Safety and security
procedures and insure staff,
evacuation plans, and
communication trees.
2
.
Compromised
personnel
The rest of the staff
will be more
vulnerable/insecure/l
oss of morale
5 3 15 Rigorous screening through the
reliable networks Govt. NGOs etc.
3
.
Institutional
inability to fund
raise as per the
expected target
Lack of resources to
pay staff, run an
office and closure of
projects
4 3 12 Quality designing of proposals and
implementations
4
.
Conflict e.g.
Political or Clan
etc.
Massive
displacement
4 4 16 Adhere to humanitarian principles
e.g. neutrality, impartiality, etc.
5
.
Escalated level
of corruption
Extortions at the
road blocks,
Artificial insecurity
to pay Special
Protection Unit
3 2 6 Compliance with government of the
day regulations and policies
6
.
Change in
donor Priorities
Abrupt project
closure
2 1 2 Keeping abreast of donor changes
and priorities
7
.
Continued
dependency on
one donor
Abrupt closure of
operation
3 4 12 Diversify donors for funding and
investments
8
.
Increased
tensions
between host
community and
population of
concern
Delayed
implementat
ion of
progress,
2 2 4 Awareness raising
Continued implementation of 20%
policy of supporting host
community with Population of
concern
9
.
Calamities Drought, Famine 4 4 16 Develop Early warning planning
systems with the communities
1
0
.
Lack of proper
incentive
(Benefits) for
local staff
may lead staff turn
over
5 4 20 To budget and request HQ to
support.
1
1
.
No Bank
account
May lead to cash
loss which affect our
project
implementation
5 4 20 To open account office

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Appendix 9:AAHS Global Indicators.
Thematic Areas Global Indicators Source
Basic Services
WASH SDG Target 6.1, 6.2, 6.3, 6.4 & 6.5 ,
# of people trained in hygiene promotion,
# of people with access to safe water,
sanitation & hygiene
# of people with increased access to
sanitation facilities,
https://sustainabledevelopment.un.org/?me
nu=1300, www.unicef.org/wash
MNH maternal mortality ration per 100000 births,
under five child mortality, with proportion of
new deaths
% skilled attendant at birth
Postnatal care for mothers & babies within 2
days of birth
% exclusive breastfeeding for 6 months (0-
5months)
www.who.int/women_child_accountability
/progress_information/recommendation2/e
n/
SRH %.contraceptive prevalence
availability of basic/comprehensive essential
obstetric care prevalence of low birth weight
reported prevalence of women with genital
mutilation
knowledge and use of SRH related services
http://apps.who.int/iris/bitstream/10665/43
185/1/924156315X_eng.pdf
Food Security &
Livelihood
SDG Target 1.1, 1.2, 1.4 & 1.5 https://sustainabledevelopment.un.org/?me
nu=1300,https://www.humanitarianrespons
e.info/en/applications/ir/indicators/global-
clusters/6/domain/f1-food-assistance-
642/domain/f14-livelihood-recovery-
646/sector-cross-tagging/r1-economic-
recovery-and-livelihood-706
Environmental
Management
carbon dioxide emissions per capita,
Consumption of ozone depleting substance,
Area protected to maintain biological
diversity to surface areas
https://sustainabledevelopment.un.org/?me
nu=1300,
www.unep.org/yearbook/2012/pdfs/UYB_
2012_CH_4.pdf.
www.oecd.org/env/indicators-modelling-
outlooks/37551205.pdf OECD means
organization for economic development
and cooperation)
Governance,
CSO
Strengthening
SDG 16 & Targets 17 https://sustainabledevelopment.un.org/?me
nu=1300
Humanitarian
Relief &
Recovery
Early recovery indicators ER 1 - ER 7 https://www.humanitarianresponse.info/en/
applications/ir/indicators,
https://sustainabledevelopment.un.org/?me
nu=1300, IASC OCHA Humanitarian
indicators
Research SDG 4 Ensure inclusive & equitable quality
education & promote lifelong learning
opportunities for all
https://sustainabledevelopment.un.org/?me
nu=1300

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Appendix 10 : Somalia Map
Appendix 10 Cont: Somalia Districts
Awdal Region
 Baki
District
 Borama
District
 Lughaya
District
 Zeila
District
Bakool Region
 El Barde
District
 Hudur
District
Bari Region
 Bayla District
 Bosaso
District
 Alula District
 Iskushuban
District
 Qandala
District
 Ufayn
District
 Qardho
District
Bay Region
Middle Juba Region
 Bu'ale
District
 Jilib
District
 Sakow
District
LoAAHSr Juba Region
 Afmadow
District
 Badhadhe
District
 Jamame
District
LoAAHSr Shebelle Region
 Afgooye
District
 Barawa
District
 Kurtunware
y District
 Merca
District
 Qoriyoley
District
 Sablale
District
 WalaAAHSy

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 Rabdhure
District
 Tiyeglow
District
 Wajid
District
 Aato
District
 Yeed
District
Banaadir Region
 Abdiaziz
District
 Bondhere
District
 Daynile
District
 Dharkenle
y District
 Hamar
Jajab
District
 Hamar
AAHSyne
District
 Hodan
District
 Hawle
Wadag
District
 Huriwa
District
 Karan
District
 Shibis
District
 Shangani
District
 Waberi
District
 Wadajir
District
 Wardhigle
y District
 Yaqshid
District
 Baidoa
District
 Burhakaba
District
 Dinsoor
District
 Qasahdhere
District
Galguduud Region
 Abudwaq
District
 Adado
District
 Dhusa Mareb
District
 El Buur
District
 El Dher
District
Gedo Region
 Bardera
District
 Beled Hawo
District
 El Wak
District
 Dolow
District
 Garbaharey
District
 Luuq District
 Burdhubo
District
Hiran Region
 BeledAAHSy
ne District
 Buloburde
District
 Jalalaqsi
District
 Mataban
District
 Mahas
District
 Kismayo
District
Mudug Region
 Galkayo
District
 Galdogob
District
 Harardher
e District
 Hobyo
District
 Jariban
District
Nugal Region
 Burtinle
District
 GaroAAH
S District
 Eyl
District
Sanaag Region
 Badhan
District
 El
AfAAHSy
n District
 Erigavo
District
 Dhahar
District
 El Buh
District
 Las
Khorey
District
Middle Shebelle Region
 Adan
Yabal
District
 Balad
District
 Adale
District
 Jowhar
District
n District
 Leego
District
Sool Region
 Aynabo
District
 Las Anod
District
 Taleh
District
 Xudun
District
Togdheer Region
 Burao
District
 Buhoodle
District
 OdAAHSyn
e District
 Sheikh
District
Woqooyi Galbeed Region
 Berbera
District
 Gabiley
District
 Hargeisa
District

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Appendix 12: Milestone plan – Action plan to be completed by team
The key action plan is derived from the SWOT analysis as follows:
Our key objectives (and supporting activities) to drive our strategy are:
Milestone 1: Ensure innovation across our projects and in our operational systems and procedures
 We will ensure that the RRISR model (see below) is implemented across our projects and
documented and developed further
 We will work with the Enterprise Hub to ensure our budgets support sustainability, through use of
‘business’ approaches that generate funds wherever possible
 We will promote Value for Money10
across our operations through innovations in operations that
increase effectiveness and efficiency.
Action Points 2015/16
 We will explore recruiting a staff member/consultant to introduce and strengthen innovation in
our projects and our approach to programming
 We will plan to recruit an Operations Manager to promote Value for Money11
across our
operations.
Milestone 2: Prioritise staff development
 When planning the growth of the Country Programme to deliver the mission and strategy we
will prioritise development of internal staff to fill emerging gaps
 We will ensure that all staff have appraisal objectives including a training/development
objective and plans and that training is implemented.
 We will ensure that training/staff development is built into all project budgets either as part of
activities or as part of total staff salary/fee rate
 We will seek to mentor staff (particularly staff identified with potential to grow into emerging
posts) through internal and external experts
 We will seek to train and build staff confidence through exposure, e.g., at external events.
 We will recruit interns where appropriate in line with AAH-I’s policy on volunteers and interns
and as part of our support to the nurture and development of local talent.
Action points 2015/16
 We will identify one staff member with potential to act as our Country Security Focal Person and
seek security experts in Somalia to mentor them as well as developing a formal training plan
 We will seek to reposition our warehouse manager as Area Manager for South
Central/Mogadishu.
 We will identify another staff to be developed as our logistics expert and take them to South
Sudan and if possible Zambia to learn from our operations on the ground while developing a
formal training plan for logistics training.
10
Here we are using DFID’s definition of Value for Money, that is: Economy, Efficiency, Effectiveness

37. 37 | P a g e
 We will identify one staff member with potential to act as our Country HR and Administration
person and seek support from HR regional to mentor them as well as developing a formal training
plan for HR and Administration training.
 We will explore the potential for existing national staff to be trained in finance to serve as finance
people in the Hargeisa and Mogadishu while shifting our existing finance person to the role of
Country Finance Manager.
 We will seek to support the continued development of our Livelihoods expertise with a focus on
bringing business and entrepreneurial models into our Humanitarian and other work.
Milestone 3: Leverage regional synergies in our work
 We will seek to build partnerships across country programmes to leverage opportunities from our
regional presence, particularly in relation to AAH-I’s work with Somali returnees (including
projects in Kenya, Somalia/Somaliland and Ethiopia)
 We will seek to leverage innovation from our regional experience, particularly in emerging
markets (Kenya and potentially Ethiopia) to bring innovation to our work for instance, using
entrepreneurial and business models in humanitarian projects.
 We will seek to ensure that we work with other country programmes and regional headquarters to
have a presence at key regional and international events.
Action Points 2015/16
 We will advocate with regional headquarters for a regional Humanitarian Advisor based in
Somalia or South Sudan to ensure higher visibility and a greater voice for AAH-I in
returnee/refugee and other humanitarian debates in the region.
 We will look with other country programmes for regional funding programmes in which we can
participate.
 When designing new projects we will approach colleagues to learn from good practice and track
record from other country programmes.
Milestone 4: To expand and diversify our funding base
 We will focus resources on development of strategic partnerships with funding and implementing
partners to diversify funding and enter new geographical and thematic areas in line with our
Strategic Plan 2014-18.
 We will explore the potential to set up a country presence in key countries for leveraging of
country funds.
 We will seek to generate income through social entrepreneurship models and commercial
activities related to our mission and vision.
Action Points 2015/16
 We will continue to strengthen our relationship with UNHCR (and other UN agencies) by
engaging at regional and national level.
 We will prioritise developing a relationship with German donors, in particular, German Embassy
and GIZ and Diakonia as well as expanding our relationship with BfTW for work in Somalia.

38. 38 | P a g e
 We will prioritise developing a relationship with the EU through researching EU funding in
Somalia and seeking partnerships with organisations that have a strong track record of managing
EU funds.
 We will work with Partnerships to better understand US Government funding for Somalia and to
identify departments within the US Government to approach, and research the same prior to
contacting. We will seek partnership with organisations that have a strong track record of
managing USG funds.
 We will research UK government funding in Somalia and organize an introductory meeting with
the DFID Somalia office.
 We will request the Directors to look at potential to bring a German representative onto the
International Board to ensure continuity of our German history
 We will explore the potential to set up a ‘presence’ for fundraising purposes in Germany and
Qatar with a view to leveraging potential to raise funds from Germany and Islamic donors.
 We will ensure that the team is familiar with, and that all plans and programmes are aligned to
and support delivery of Goverment policies and strategies, including the Somalia Compact (New
Deal), the National Development Plan, the Somaliland National Development Plan, the Somalia
Health Policy, the Somalia Reproductive Health National Strategy 2010-2015, the UNHCR
Somalia Returnee Operational Strategy and Implementation Plan, the Somalia Essential Package
of Health Services (EPHS).
 We will look to deepen or establish relationships with relevant consortia and forums including:
Somalia NGO Consortium, BRICS, SoMREP, REDS, CHF, The Solutions Alliance Somalia
(SAS), the informal Somalia health group.
 We will advocate with regional headquarters to pre-finance at least one project vehicle with funds
for vehicle hire from project/s
 We will explore with the Enterprise Hub the viability of commercial activities linked to our
vision and mission for instance a health clinic that serves our staff as well as the general
public/beneficiaries; set up of a commercial farm that generates income for AAH-I and
beneficiary groups.
 We will seek to recruit 1 or possibly 2 Master-level interns to ensure AAH-I Somalia
representation in key meetings, such as Food Security and Nutrition cluster meetings Nairobi,
Somalia NGO Consortium Security and coordination meetings.
Milestone 5: Build a strong Research/Evidence base
 We will ensure that the team is up-to-date and refers to best practice in terms of effective
approaches and methodologies, incorporating this evidence of what works into new projects and
programmes12.
 We will refer to quantitative and qualitative data regarding the situation on the ground and
generating data where existing data is lacking or unreliable.
 We will use software platforms and tools where possible to increase access to timely, accurate,
quality data and to promote sharing of data and analysis across projects.
 We will implement and refine our RRISR model in all our projects and document our experience
of the same with a view to developing articles for Peer Reviewed journals
 We will seek to build applied/operational research into our larger programmes
 We will emphasise M&E and knowledge management in our programme design ensuring
review, reflection and learning spaces are built into our programme management processes, that
12
This includes reference to Sphere (The Sphere Handbook Humanitarian Charter and Minimum Standards in
Humanitarian Response), and methodologies such as EMMA (Emergency Market Mapping and Analysis, LEGS
(Livestock Emergency Guidelines and Standards) etc.

39. 39 | P a g e
baseline and end-term assessments are carried out and aiming to include M&E/KM as
approximately 10% of the budget of all of our larger programmes
 We will have a session in our quarterly Country Programme meetings designed to share
information on new research/ideas in our thematic areas and to promote discussion of
challenges/learning from our own projects.
 We will strengthen staff capacity to identify, capture, document and share experiences and
learning and will look to build partnerships with local journalists and photographers to get our
messages and those of our beneficiaries out to a wider audience, this includes international
organisations such as BBC Media that are operating in Hargeisa.
Action Points 2015/16
 We will work with Communications to develop a Communication Plan for 2016
 We will seek to fund the Media Project as shared by the Communications team
 We will work with the Communications team to revamp the Somalia section of the AAH-I
website and set up a Country blog
 We will work with the IT officer to create a Somalia Country Programme server and set up
shared Country Programme files on the same.
 We will seek to bring on M&E expertise as soon as funds allow.
 We will ensure that M&E and Knowledge Management/Communications is built into all our
budgets
 We will ensure that our project data is regularly input into AAH-I’s Management Information
System
 We will ensure that at least 2 success/challenges stories are produced per quarter.
 We will aim to secure funds for a dedicated Evidence and Learning Manager role13.
13
This person will have a strong background in operational or applied research as well as and understanding of
M&E/knowledge management.

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Appendix 13: AAHS Strategy Workshop 2015-2018 Team
Standing L-R :James Kuya. John Muinami,XXX, Abdirizack Adan, Abshir Mohammed, Barlet Jaji,
Abdalla Idow
Seated L-R: Emma Akinyi, Christine Kalume, Huda Haroon, Samira Alas Shire,Sara xx,
Nasra,Istahil
1. Christine Kalume Country Program Manager
2. Barlet Jaji Area Manager Somaliland
3. Abdirizack Adan Area Manger South Central
4. James Kuya Somali Coutry Finance Manager
5. Samira Alas Shire Project Assistant Mogadishu
6. Abdalla Idow Assistant Warehouse Manager
7. Huda Haroon Field Officer
8. Abshir Mohammed Field Officer
9. John Muinami Partnership Officer
10. Emma Akinyi Partnership Officer