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FINAL EVALUATION REPORT

REGIONAL SUPPLY HUB MECHANISM AS A STRATEGY FOR WASH EMERGENCY

RESPONSE IN SOMALIA

Prepared by:

Regina Juma Apiyo P.O.Box 4233, 00506

Nairobi, Kenya Tel. +254 721518291

Email: apiyoregina@yahoo.com

October 2014

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TABLE OF CONTENTS

LIST OF TABLES ........................................................................................................... 3

LIST OF FIGURES.......................................................................................................... 3

AKNOWLEDGEMENT .................................................................................................... 4

ACRONYMS ................................................................................................................... 3

EXECUTIVE SUMMARY ................................................................................................ 4

1.0 INTRODUCTION ....................................................................................................... 9

1.1 BACKGROUND OF THE PROGRAM ....................................................................................... 9

2.0 EVALUATION METHODOLOGY ............................................................................ 10

2.1 DATA COLLECTION METHODS ........................................................................................... 10

2.2 DATA COLLECTION TOOLS ............................................................................................... 10

2.3 SAMPLING METHODOLOGY............................................................................................... 10

2.4 SAMPLE SIZE .................................................................................................................. 10

2.5 CHALLENGES AND EVALUATION LIMITATIONS ..................................................................... 10

3.0 KEY FINDINGS OF THE EVALUATION ................................................................. 11

3.1 THE RSH MODEL ......................................................................................................... 11

3.2 SOCIO – DEMOGRAPHIC CHARACTERISTICS OF THE RESPONDENTS ................. 15

3.3 IMPACT OF THE RSH PROGRAM ............................................................................... 17

3.5 RELEVANCE OF THE PROGRAM DESIGN ................................................................. 21

3.6 RELEVANCE OF THE WASH SUPPLIES ................................................................ 23

3.7 PROGRAM EFFICIENCY ............................................................................................. 23

3.8 PROGRAM EFFECTIVENESS ..................................................................................... 27

3.9 POTENTIAL EXTENSION OF THE RSH APPROACH TO NUTRITION AND HEALTH

SECTORS .......................................................................................................................... 32

3.10 STRENGTHS AND WEAKNESSES OF RSH PROGRAM ........................................... 32

3.11 CHALLENGES EXPERIENCED DURING THE PROGRAM IMPLEMENTATION ........ 33

3.12 PROGRAM SUSTAINABILITY .................................................................................... 34

3.13 EXIT STRATEGY FOR THE RSH WASH EMERGENCY PROGRAM .......................... 35

4.0 CONCLUSIONS AND RECOMMENDATIONS ....................................................... 36

4.1 CONCLUSIONS ................................................................................................................ 36

4.2 RECOMMENDATIONS ....................................................................................................... 37

5.0 LESSONS LEARNT ................................................................................................ 39

REFERENCES .............................................................................................................. 40

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LIST OF APPENDICES ................................................................................................ 41

LIST OF TABLES Table 1 List of individuals/Organizations interviewed ............................................................ 11 Table 2 Locations of the RSH ............................................................................................... 13 Table 3 Number of participants sampled for the quantitative data collection ......................... 15

LIST OF FIGURES Figure 1 Distribution of respondents by level of education .................................................... 16 Figure 2 Description of the beneficiaries vis a vis household size ........................................ 16 Figure 3 Description of the beneficiaries versus the level of education ................................. 17 Figure 4 The various uses of the WASH supplies ................................................................. 18 Figure 5 The Impacts of WASH supplies at household level ................................................. 19 Figure 6 Water treatment before drinking in regard to level of education .............................. 20 Figure 7 Cholera cases ........................................................................................................ 22 Figure 8 Process map on information management in the supply chain ............................... 26 Figure 9 Proposed hierarchical order for the roles involved in the RSH program .................. 31

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AKNOWLEDGEMENT This evaluation was undertaken by Regina Juma Apiyo. First, I wish to express my sincere gratitude to Gedi Abdi Mohamed, the local consultant hired for this assignment for his wonderful support, time and the dedication he accorded to the lead consultant throughout the RSH evaluation period. He accompanied the lead consultant to the field, introduced the consultant to the target respondents and bridged the communication gap between the consultant and the study participants. He also collected data on behalf of the lead consultant in areas that were considered as unsafe for the lead consultant. I extend my sincere gratitude to the data collection teams that were nominated by the RSH managers to conduct the in-person interviews with the community members that has provided the quantitative data for this evaluation. Thank you for the support. I wish to acknowledge and thank the Regional Focal Points, local authorities, MCHs and WASH Cluster partners. They granted the evaluation consultant appointments despite their busy schedules. I highly appreciate your contribution. I wish to thank the RSH managers and/or Warehouse Managers who participated in this evaluation. You provided rich insights to this evaluation that have provided a bench mark to the RSH evaluation report. I am indebted to the UNICEF Somalia staff, WASH Cluster Secretariat and UNOCHA staffs who participated and facilitated the management of the evaluation. Lastly, I would like to thank all the people that contributed, in one way or another to the success of this evaluation but whose names have not been mentioned in this piece of work. Your effort was not in vain; it is eminent and much appreciated.

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Members of the Evaluation Team Abdi Gedi Mohamed Local Consultant Regina Juma Apiyo Lead Consultant

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ACRONYMS AMISOM African Union Mission in Somalia APD Academy for Peace and Development ASEP Action for Social and Economic Progress AWD Acute Watery Diarrhea BASDO Bay Sanitation and Development Organization CCC Community Care Centre CTC Community Therapeutic Care DMO Deegroor Medical Organization DRC Democratic Republic of Congo DRR Disaster Risk Reduction EDRO Elbon Development and Relief Organization FGD Focus Group Discussion GPS Global Positioning System GRRN Golweyne Relief and Rehabilitation Network IDPs Internally Displaced Persons MCH Maternal and Child Health NRC Norwegian Refugee Council ORS oral rehydration solution OTP Out-Patient Therapeutic Program PCA Project Cooperation Agreement RSH Regional Supply Hub SADO Social-Life and Agricultural Development Organization SAF Somalia Aid Foundation SHRA Somali Humanitarian Relief Action SPSS Statistical Package for Social Sciences SRDA Somali Relief and Development Action SYPD Sustainable Development and Peace Building Initiative SOPHPA Somali Public Health Professional Association TOTs Training of Trainers UN United Nations UNICEF United Nations Children's Fund UNISDR United Nations International Strategy for Disaster Reduction UNOCHA United Nations Office for the Coordination of Humanitarian Affairs USSC UNICEF Somalia Support Centre WARDI WARDI Relief and Development Initiatives WASH Water, Sanitation and Hygiene WOCCA Women and Child Care Organization

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EXECUTIVE SUMMARY a. Overview of the evaluation Somalia is characterized by a diverse nature of emergencies ranging from conflicts, floods, drought, internally displaced persons and AWD/Cholera cases that pose a threat to human life. The absence of a functioning government has further complicated issues since the existing government cannot provide for the needs of the population. This has resulted in the country falling among those with the highest child and maternal mortality rates in the world. Only 32 per cent of Somalia’s population has access to safe drinking water sources and 29 per cent sanitation facilities. At the end of 2010 when drought was declared, UNICEF in collaboration with Somalia Water, Sanitation and Hygiene (WASH) Cluster scaled up its activities. However, the situation deteriorated in 2011 and caused large-scale displacement within the country and to the neighboring countries. During the famine period of 2011/12, UNICEF through the WASH cluster brought together over 150 local and international NGOs, government departments and UN agencies working in WASH sector to support the people in need of humanitarian assistance.

In response to the humanitarian needs in Somalia, UNICEF Somalia developed the Regional Supply Hub (RSH) mechanism as a strategy for WASH Emergency Response in Somalia with the objective of improving the timeliness of WASH responses. The WASH supplies and equipments were distributed to ten WASH Cluster partners – the Regional Supply Hub Managers for an emergency response in their areas of operation. UNICEF Somalia commissioned a consultant to conduct an evaluation on the Regional Supply Hub Mechanism as a strategy for WASH Emergency Response in Somalia. The purpose of the evaluation was to provide UNICEF Somalia, the WASH cluster and the cluster partners with sufficient information on the relevance, impact, effectiveness, efficiency and sustainability of RSH approach, and make recommendations for future needs and support that may be required for interventions. The evaluation also determined the relevance of the roles of the staff who are involved in the RSH program. b. Evaluation methodology The evaluation was conducted during the months of April to August 2014. This evaluation employed both qualitative and quantitative data collection methodologies. The desk review methodology formed part of the sources of data for this evaluation. Data was collected from the community members, local authorities, MCHs, WASH Cluster partners, RSH managers, UN agencies, including UNOCHA, UNICEF and WASH Cluster Secretariat. Summary of key findings The key findings from the evaluation include; i) Relevance of the RSH program design Somalia is characterized by a number of emergencies that pose a threat to human lives. Lack of access to basic needs such as proper sanitation and clean water is likely to contribute to high risks of diseases such as AWD/cholera. Therefore, the WASH supplies distributed to the community members have helped contribute to a reduction of AWD/Cholera cases within areas of RSH operation. The UNICEF Somalia supply chain is characterized by a lot of bureaucracies, which are time-consuming and consequently, a hindrance to a timely response during emergencies. However, the presence of the RSH has helped minimize time wastage. When emergencies such as conflicts and floods strike, the roads become impassable and at times blocked, thus transportation of humanitarian assistance and the WASH supplies becomes a challenge. The RSH have therefore made it possible for the vulnerable community members to access WASH supplies on time. Areas where AMISOM operations are on-going as well as areas captured by the Al-Shabaab, are normally inaccessible, therefore, for the community members to receive the WASH supplies, there is a need to have the regional supply hubs where supplies can easily be accessed within the vicinity. This prompted UNICEF

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Somalia to design the RSH mechanism to help respond to these emergencies with ease to reduce the impact of emergencies and avert a crises such as loss of lives. Relevance of the WASH supplies The soaps distributed to the community members helped improve the levels of hygiene and hence contributing to a reduction of disease infection among community members. The collapsible jerricans are used for water storage, consequently, promoting water availability in homes for a longer period of time. The jerricans are used for transportation of milk to the markets for sale, and likewise; the buckets are useful for measurement of milk during sale. The community members also use the jerricans for carrying oil. The aqua tabs, water markers and chlorine have helped in water treatment in addition to improving the safety of water that the community members use and as a result contributing to reduced incidence of water-related diseases such as cholera and/or AWD. ii) The Impact of the RSH program The RSH program tried to lay a foundation of improving on timely response during emergencies. The program contributed to reduced incidence of water-related disease prevalence, improved hygiene among community members, empowered the community with knowledge on hygiene promotion, and improved community mobilization resulting into initiation of other projects by the community members themselves, for example, the digging of the rubbish pits. The program also strengthened the skills of the RSH managers in programming as a result of the RSH programming. The program promoted stakeholder buy in of the RSH concept as an emergency response mechanism and improved the livelihoods of the personnel who are directly involved in the management of the program. In addition, the program has also catered for a significant percentage of household items for the vulnerable community members through the provision of buckets and collapsible jerricans. However, some community members also felt that the RSH program has deprived them their source of livelihood, especially the traders who stock WASH supplies such as aqua tabs in shops and potters who make the pots since the program beneficiaries do not buy these items from the shops because they receive them from the RSH program. iii) Program Efficiency Procedure for receiving the WASH supplies The approval of the WASH supply requests by the WASH Cluster Coordinator is subject to request done by the WASH Cluster partners having conducted a comprehensive assessment to ascertain the vulnerability status. The requests that do not meet the necessary requirements are not approved. Likewise, requests of those who present scanty or conflicting information are not approved on time since verification has to be done, which consumes a lot of time thus causing delays. Therefore, there is a need to empower the WASH Cluster partners with information on all the documentations and requirements that need to be met in application for the WASH supplies. Nevertheless, the WASH supplies are normally distributed on time despite being received late. Delivery of WASH supplies to the RSH The logistics department delivers the WASH supplies to the RSH having received the release order from the WASH department; the transporters are engaged in the delivery of the WASH supplies by ship to Mogadishu and in the delivery to the UNICEF warehouse in Mogadishu. This is followed by clearance and dispatches to the RSH. However for the RSH that are located close to the border between Kenya and Somalia delivery is made by road. The supply-chain department faces the following challenges in executing their tasks; logistical challenges due to poor infra structural systems in Somalia, delays by suppliers in delivery of goods, late or lack of documentation of transactions, and late provision of a distribution plan by the sections. The evaluation established that the WASH department is organized; they do their plans on time thus facilitating timely procurement and transportation/shipment of the WASH

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supplies to the respective partners. However, the UNICEF supply chain is characterized by a lot of bureaucracies; a lot of consultations and confirmations have to be done before a decision can be made and this slows down the process. Moreover, the Nairobi office takes a lot of time to respond to requests. Likewise, management of documentation and follow ups takes a lot of time, thus the need to minimize paperwork. It was also recommended that the WASH supplies sourced from either Dubai or Kenya needs to be shipped directly to Somalia and not pass through UNICEF warehouse in Kenya to reduce the delays resulting from the paper work that is involved. Efficiency of RSH in storing and distributing supplies In general, the RSH visited did not have adequate space for the storage of the WASH supplies except for one RSH. Notable among these RSH was the SHRA RSH that is well ventilated, spacious, organized, under proficient management, proper documentation in place with a team of dedicated staff. The SHRA hub is known by the community members. The RSH has the required logistics and staff for the distribution of the WASH supplies. The GRRN, on the other hand, is located in a good place though secluded and not known to the community members, the hub is not well-organized and is congested. There is the lack of commitment from the Warehouse Manager on the operation of the hub. They have the required logistics for the distribution of the WASH supplies but not the staffing. The APD hub is located in a safe place but it is not known to the community members; the hub is disorganized and it has a number of other supplies, including nutrition and health supplies. The hub is very small with limited ventilation. The staff does not have the capacity to manage the hub since they do not have the competence and there is no designated staff assigned the role of the hub management, the field coordinator has been assigned the role of taking care of the hub, although he does not have the required competence. APD does not have the capacity for distribution in terms of staffing. The Soma-Action hub is not known to the community members; however, the hub is spacious and well ventilated. Likewise, the staff does not have the capacity to manage the hub since they do not have the competence and there is no staff designated to manage the hub. This hub is also managed by the field coordinator who does not have the required skills. Soma-Action does not have the capacity in distribution, especially in terms of staffing. Accountability UNICEF Somalia developed various tools that are used to monitor stocks in the RSH; these include the calculator which is used to determine the number of supplies that each vulnerable community member should receive. Reports are done on a monthly basis to share with UNICEF the stock levels. However, the reporting is not normally done on a timely manner. The RSH managers share pictures of WASH supply distributions with UNICEF Somalia. The WASH Cluster Coordinator verifies the WASH supply requests before approving the requests. To improve on accountability, however, the WASH Cluster partners need to provide names of their beneficiaries, photographs of the WASH supply recipients coupled with signatures of the beneficiaries, fingerprints and phone numbers where possible. Program monitoring system The monitoring of the program activities is normally conducted at different levels; at the field level, the RSH managers do conduct monitoring on behalf of UNICEF Somalia, and this is because the RSH program is being implemented in areas that are considered unsafe for UNICEF staffs. Follow ups at the community level are conducted to determine how the community members are using the WASH supplies, and necessary guidance is provided where essential. UNICEF Somalia field based staff normally provide technical support to the RSH managers whenever required. At Nairobi level, review meetings are organized among the RSH managers to share the progress, challenges and lessons learnt on the implementation of the program. UNICEF Somalia also receives monthly reports on stock levels from the RSH for purposes of accountability.

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RSH relationship with the local authorities The WASH Cluster partners and the RSH managers have good working relationships with the local authority. However, the evaluation established that the local authority’s involvement in the program is negligible. This is a challenge since in areas where programs are managed by WASH Cluster partners, it is normally anticipated that the local authority would take over the management of the program once the implementing agency phases out. Therefore, it is important for UNICEF Somalia, Regional Supply Hub Managers and WASH Cluster partners to consider involving the local authority in their areas of operation as this would promote program sustainability. Strengthening and working through partner organizations UNICEF Somalia partnered with a number of local organizations in Somalia to implement the RSH mechanism as a strategy to respond to emergencies in Somalia. This was an efficient way of managing the program based on the fact that these organizations have a presence within the program target areas, and they are known by the community members since they implement projects funded by other donors in these areas. A number of these organizations have the required logistics and staffing for the program. This saved UNICEF Somalia the time and costs since UNICEF Somalia does not do direct program implementation. UNICEF Somalia facilitated these organizations by providing the funding for the management of the hubs and the WASH supplies. However, UNICEF Somalia needs to strengthen the capacity of the RSH managers for effective quality service delivery and results. Efficiency of Cluster Partners ability to assess the situation during emergency The evaluation established that three RSH managers that participated in this evaluation have the required competence in conducting assessments; SHRA has conducted eight assessments since the inception of the RSH program; seven were done through observation and minimal question and answer, while one major assessment was done and sent to the Cluster. GRRN has conducted over 21 assessments in Bay and Bakool Regions, including baseline survey, pre and post implementation assessments and rapid situational assessments. Likewise, Soma-Action has conducted seven assessments.

iv) Program Effectiveness Meeting the short/long term community needs The RSH program has met the needs of the community members, in short term in several ways. First, the collapsible jerricans and buckets have helped in water storage. Second, the soaps have helped promote hygiene practices thus reducing chances of contracting water-related diseases. Third, the knowledge acquired by the community members have helped improved on hygiene levels, and it is envisaged that this knowledge will be transferred to the younger generations thereby promoting sustainability and consequently contributing to reduction in disease infection. Fourth, the aqua tabs and chlorine are used for water purification, and this has improved the safety of water. Consumption of clean water and safe water is a long-term health investment as it ensures that the community members are healthy now and in the future thus prolonging their lifespan.

RSH program standard operating procedures A number of standard operating procedures have been put in place for effective program management. First, the program ensures that 25% of the WASH supplies are maintained in the hubs for emergency purposes. Second, the RSH managers can only give out the WASH supplies to WASH Cluster partners whose requests have been approved. Third, monthly distribution reports are shared with UNICEF Somalia. The evaluation established that the RSH managers adhere to these set standard operating procedures though reporting is not always done on a time.

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Information Management in the Supply Chain

Whenever there is an emergency in the community, the community members inform the local authority who in turn informs the WASH Cluster partners. Once the WASH Cluster partners receive this information, they share it with the WASH Focal Points who conduct assessment to ascertain the levels of vulnerability. The WASH Cluster partners conduct assessments and make requests to the Cluster Coordinator. The Cluster Coordinator verifies the information before approval is done. Once approval is made the WASH department are informed who in turn instruct the Supply-Chain Department to release the WASH supplies to the various hubs. The RSH managers are instructed to release the WASH supplies to the WASH Cluster partners who distribute them to the community members.

v) RSH Program Sustainability The RSH program is not sustainable; it depends on replenishment of WASH supplies in the various hubs. The current RSH program interventions that have brought processes of operational and institutional sustainability include; capacity building; the program’s empowerment of the community on hygiene promotion, hand washing at critical times and water treatment and its importance. The skill acquired by the RSH managers on RSH programming is envisaged that will be used beyond the implementation of the RSH program.

Key recommendations The followings are the set of recommendations that are derived from the regional supply hub mechanism as a strategy for WASH emergency response in Somalia evaluation;

1. The community needs to be involved in the program for purposes of ownership. 2. Timely reporting – reporting is key in emergency management since information

sharing is the basis of planning and any delay is likely to cause loss of lives. RSH managers and WASH Cluster partners need to report on time and accurately to promote timely response.

3. Capacity building; all relevant stakeholders such as community members, volunteers and staff need to be trained on hygiene promotion, hand washing and water treatment and its importance. It is envisaged that this information would be transferred to other generations thus promoting sustainability of the program.

4. Streamline the WASH supplies delivered in each hub in accordance to the emergencies that are experienced in each region for efficient and maximum use of space in each hub and to reduce the chances of WASH supplies expiring before they are used.

5. Strengthen local authority involvement in the RSH program for purposes of sustainability.

6. Scale up the scope of the program areas, the RSH are located at regional levels, there is a need to replicate this mechanism at district levels to improve on WASH supply access among Cluster partners located far from the existing RSH.

7. Improve on the quality of items stocked in the RSH, especially the collapsible jerricans that are perceived as not long lasting.

8. Funding –UNICEF Somalia, RSH managers and WASH Cluster partners need to source for funding for the RSH program and the RSH concept needs to be marketed to other potential donors for purposes of fundraising to promote continuity of the program activities.

9. Incorporate the health and nutrition departments in the RSH program 10. Follow up on areas that RSH program is being implemented but are considered as

insecure to determine the progress of the RSH program. 11. Incorporating the RSH program activities in the strategies of the partners would help

promote sustainability.

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1.0 INTRODUCTION 1.1 Background of the program Somalia being a chronic humanitarian situation rather than a rapid onset emergency, the response has been largely focused on short-term interventions with limited capacity of cluster partners, limited physical access and high turn-over of staff. As restricted access also limits the ability to conduct needs assessments, district focal points were established and tasked to report any changes of needs and humanitarian situations. Regional focal points were also instituted for the same reason. During the conflict, famine and mass displacements of 2011/12, needs of the affected population changed rapidly. The capacity of the district focal points for acute watery diarrhea/cholera (AWD/Cholera) and flooding responses were strengthened to report on the level of preparedness, response and gaps using simple but standard formats and to provide local knowledge to other agencies on the outbreaks as required.

UNICEF through the cluster facilitated the establishment of Regional Supply Hubs (RSH). The RSH are run by local NGOs for prepositioning of WASH AWD/Cholera supplies with the aim of improving on the timeliness of WASH responses. The supplies and equipment were given to ten WASH cluster partners and the Regional Supply Hub Managers, mainly to support the timely response to any emergency situation that may occur in the operational area of the WASH Cluster partners. The program is being implemented in ten regions in South-Central Somalia.

1.2 Objectives of the evaluation The overall objective of the evaluation was to conduct a comprehensive evaluation of the RSH that would provide UNICEF, the WASH cluster and the cluster partners with sufficient information as to the relevance, impact, effectiveness, efficiency and sustainability of RSH approach and make recommendations for future needs and support that may be required for interventions.

A particular focus of the evaluation was the role of the UNICEF field staff, UNICEF WASH team at USSC, the WASH cluster secretariat, sub-regional WASH cluster coordinator, the regional/district focal points and that of the local authorities and provide recommendations in hierarchical order about the relevance of each of the above and how their role could be strengthened, and/or better supported in the future.

1.3 Evaluation outputs The key outputs of this evaluation include: 1. An overview of the principle features of the overall Regional Supply Hub as a program

strategy for humanitarian response to include objectives, major components, locations, commitments/resources provided and disbursement made, any significant changes to approach/activities and reasons for the changes.

2. An assessment of the relevance of the problems the RSH program was intended to address and any recommendations for improvements for future submissions. In particular, this was to look at the critical path in the supply chain/pipeline as the underlying structure.

3. An evaluation of the efficiency, effectiveness, the impact so far and/ or the prospect of the medium and longer term as well as the potential sustainability of the RSH as a program strategy.

4. An assessment of the achieved and expected impact on the core UNICEF target group, children, in particular, under the aims of the “Young Child Survival and Development” focus area in the UNICEF 2011-2015 Country Program Action Plan.

5. The assessment should outline both strengths and weaknesses, present lessons learned and where possible and/or relevant, make any recommendations for further improvements and sustainability.

6. Potential extension of the RSH approach to other sections/sectors like nutrition and health

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2.0 EVALUATION METHODOLOGY The evaluation was conducted from 22nd July to 1st August 20141. Data collection was conducted in six districts namely; Luuq, South Gedo Region, Baidoa, Bay Region, Ceel Waaq, North Gedo Region, Afmadow, Lower Juba Region and Dharkeynley, Benadir Region in South-Central Somalia. 2.1 Data collection methods A number of participatory methodologies were employed in this evaluation, including examination of secondary data, focus group discussions, key informant interviews, observations and household interviews2. 2.2 Data collection tools The data collection tools that were used in this evaluation include interview schedule, in-person surveys and observation checklist3. 2.3 Sampling methodology This evaluation employed various sampling methodologies for data collection. The household survey employed the random sampling methodology while the qualitative survey employed purposive and quota sampling methodologies. 2.4 Sample size A total of nine focus groups, 32 key informant interviews and 125 household interviews were conducted. Table 1: List of Individuals/Organizations interviewed

No. List of individuals/organizations interviewed

Interview method Number of respondents

1. UNICEF Staff Key Informant Interviews 9

2. UNOCHA Staff Key Informant Interviews 2

3. WASH Cluster partners Key Informant Interviews 10

4. RSH managers Key Informant Interviews 6

5. Regional Focal Points Key Informant Interviews 3

6. MCHs Key Informant Interviews 2

7. Sub – regional cluster coordinator Key Informant Interviews 1

8. Community Qualitative – FGDs 9

9. Community Household Interviews 125

10. Local Authorities In-depth interviews 2

2.5 Challenges and evaluation limitations

Evaluation timelines: the time schedule for the RSH evaluation was 53 days; however, the whole exercise surpassed its projected time limit.

The lead consultant was not able to visit some regions that were sampled for this evaluation, for example, North Gedo and Lower Juba as they were considered unsafe. However, a local consultant who was hired in this project collected data from these areas on behalf of the consultant.

A translator was used in all the field trips. The responses depended highly on how well the translator understood and translated the information between the audience and the consultant.

1 Appendix 2: Field work plan 2 Table 1 List of organizations and/or list of individuals interviewed 3 Appendix 3 Guide

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3.0 KEY FINDINGS OF THE EVALUATION The RSH program is being implemented in South-Central Somalia; the RSH are hosted by ten

organizations who act as the RSH managers.

3.1 THE RSH MODEL 3.1.1 Background of the RSH Program The chronic humanitarian situation in Somalia characterized by lack of a stable government, poor infrastructure, diverse emergencies, including drought, conflicts, floods, AWD/cholera and IDPs have led to inaccessibility to basic services such as sanitation facilities and access to clean water. Thus, in 2011 UNICEF Somalia through the cluster was prompted to establish the Regional Supply Hubs to respond to the humanitarian needs of the population. The RSH are run by local NGOs for prepositioning of WASH supplies. UNICEF Somalia provides USD 2,000 per month for the management of each of the 10 RSH in addition to the WASH supplies that have been pre-positioned in the RSH that are distributed to the vulnerable community members during emergencies.

3.1.2 The objectives of the RSH program The objective of the RSH program is to promote timelines of WASH responses during emergencies thus reducing loss of lives as well as prevention of WASH-related diseases. The evaluation established that this objective was partly achieved; this is because during the year 2013, there were approximately 13 emergencies and all these emergencies were responded to in a timely manner. The RSH have also promoted easy access to WASH supplies considering the context of Somalia that is characterized by instability, poor infrastructure and diverse emergencies. On the contrary, the coverage of the RSH program is optimal since the regional supply hubs are not located in all the districts. Likewise, some WASH Cluster partners are inaccessible to the RSH due to the logistical costs that are involved in the transportation of the WASH supplies. The WASH Cluster partners have also not been distributing the WASH supplies as a kit for a considerable duration due to lack of knowledge, however, the situation has since changed after they were informed by the WASH Cluster Coordinator. In addition, not all the beneficiaries who require WASH supplies receive all the supplies; a problem attributed to inadequacy of some WASH supplies in the RSH at times. The objective of this program was partly realized due to the efforts made by UNICEF Somalia in ensuring that WASH supplies are replenished in a timely manner. In addition, the various stakeholders involved in the RSH program have ensured that they undertake their responsibilities with diligence4.

3.1.3 Locations of the RSH The Regional Supply Hubs are located in 10 regions5. However, this evaluation was conducted in five regions namely; Lower Juba, Bay-Bakool, North Gedo, Benadir and South Gedo.

4 3.8.3 Effectiveness of the Supply-Chain Actors 5 Table 2

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Table 2: Locations of the RSH

No.

RSH Manager

Regions Covered Location

Population of each target districts

Numbers and types of emergencies occurred during the program operations

Number of cluster partners in the district

Number of partners that received supplies

Number of kits distributed

1.

APD Lower Juba Dhobley

Missing information Missing information Missing

information 2 – JLO and SORDES

Attached in Appendix 5

2.

CPD Mudu-Galgadud Adado

395,051 Floods in Abudwak two times and Baladweyn by WARDI, and AMISOM offensive in El-bur

Around 32 partners

Wardi, Hopel, COOPI, CPD and SRC

Attached in Appendix 5

3.

GRRN Bay-Bakool Baidoa

Bay Region Burhakaba - 147,789 Baidoa - 268,691 Khansadhere - 110,637 Dinsor - 88,976 Berdale - 115,462 Bakool Region Wajid - 84,7254 Rabdure - 36,628 Huddur - 113,670 Elberde - 44,6654 Tieglow - 110,605

Bay - Bakool Region Conflict Drought AWD/Cholera

WASH 25 Nutrition 24

13 WASH - Coopi, GREDO, INTERSOS, BWB, DAYAH, BASDO, GREENHOPE, DAYAH, BWMC, WWSC, DAREDO, HARDO, READO 12 Nutrition - BAY REGIONAL HOSPITAL, BASDO, DMO, KYDO, SOS HOSPITAL, HORSEED MCH, HOWLWADAG MCH, ISHA MCH, BAYHAW HOSPITAL, SAMA NGO, CCC NGO, DAYAX OUTREACH

Attached in Appendix 5

4. JCC

Middle Juba Buale

309500 12 6 Partners 12,615 Kits

5. SAREDO Lower Merka 310,185 Floods 4 3 83,308 – Attached

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Shabelle Conflicts in Appendix 5:

6.

SHRA North-Gedo Luuq

Luuq – 75,000 Dollow – 45, 000

Drought IDP

15 agencies 7 - SHRA, EDRO, CAFDARO, SRDA, EDRO, NRC, SOLIDARITY INTERNATIONAL

Attached in Appendix 5:

7.

Soma - Action

South -Gedo

Ceel Waaq

125,000

Number of emergencies: 7

Types: 1. Drought;

interventions done 4

2. AWD; interventions done 2

3. Conflict; interventions done 1

Number: 7 1. SADO 2. Solidarit

y 3. ACTED 4. HDC 5. WDC 6. Red

crescent 7. COOPI

Number: 5 1. SADO 2. Solidarity 3. ACTED 4. HARD 5. WDC

1. Soap- 1800 boxes

2. Chlorine-28 drums

3. Collapsible jerrycan-26815 pcs

4. Aqua tabs- 160boxes

5. Plastic buckets- 12000 pcs

6. Water makers- 87 boxes

8.

SOPHPA Banadir Mogadishu

Missing information Missing information Missing

information SAACID Attached in

Appendix 5

9.

WARDI Hiraan Belet Weyne

182,940 Floods AWD/Choler

a

15 cluster partners are on the ground but active partners 5

5 partners received supplies (International and national organization)

Missing Information

10. WOCCA

Middle Shebelle Jowhar

62,000 (UNDP 2010) AWD Floods

7 5 – Farjarno, Local Authorities, EVSO, INTERSOS, SYPD

Attached in Appendix 5

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3.2 SOCIO – DEMOGRAPHIC CHARACTERISTICS OF THE RESPONDENTS A random sampling methodology was used to select the respondents for the quantitative data collection. A total of 125 respondents participated in this evaluation. These respondents were equally distributed across the five participating regions6. The respondents were randomly selected among the program beneficiaries. The quantitative data collection was conducted by staff nominated by the RSH managers from the specific hubs.

Table 3 Number of participants sampled for the quantitative data collection

No.

Region RSH District Villages Total number of beneficiaries

reached

Number of participants

1. South Gedo

SHRA Luuq Halako, Hillac and Waberi villages

38,984 25

2. North Gedo

Soma-Action

Elwak Garse, Tawakal and Barwaqo villages

115,525 25

3. Bay GRRN Baidoa Horseed, Holwadag and Berdale villages

16,754 25

4. Benadir SOPHPA Dharkeynley Garasbaley Missing Information

25

5. Lower Juba

APD Afmadow Bulakatur, Kowat and

Wabari villages

Missing Information

25

Total 125

3.2.1 Gender Gender is a very important socio-economic feature in the society. It is especially vital in decision-making processes and also determines the roles one plays in the society. A total of

70% female and 30% male respondents participated in this evaluation. The high number of participation of women in comparison to men is attributed to the fact that when this evaluation was conducted a number of men were out of the IDP camps fending for their families and the majority of persons found at home were women. A blessing in disguise, women are also more conversant with WASH-related activities since they deal with such issues daily than men.

3.2.2 Household size

The participants had various household sizes 1% had one person; 17% had two people; 49% had three to eight people; 26% had 9 to 14 people; 6% had 15 to 20 people, and 1% had more than 20 people. Majority of the participants, 49% had three to eight people; this is a major factor that needs to be taken into consideration during targeting of the program beneficiaries, since at the moment WASH supplies are standardized and all beneficiaries get an equal amount irrespective of the household sizes. Persons with large families require more WASH supplies since their water usage is higher compared to small sized families.

3.2.3 Highest level of education completed Various literacy levels for the respondents were identified; 9% of the respondents had nursery school education while a majority of the respondents 43% never completed primary school, 28% had primary education; 9% had not completed secondary education, while O and A Levels had 4% each7. Education has an impact on the RSH program since it is a determinant factor in making informed choices on whether to adopt or not to adopt an innovation or idea. The women had relatively low levels of education compared to the men a worrying trend since most of the time it is the women who are tasked with the responsibilities of taking care of the home which involves fetching water and use of the aqua tabs for the treatment of water.

6 Table 3 7 Figure 1

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Therefore, the need to continuously empower the community members on the use of WASH supplies to improve on their knowledge and skills. Figure 1 Distribution of respondents by Level of Education

3.2.4 Description of the beneficiaries The beneficiaries who participated in this evaluation had been affected by conflict (56%), drought (34%), AWD/cholera (5%) and floods (4%). From figure 2 below, all households had been affected by conflict but interestingly more households were affected by drought than floods. This is important in understanding the role played by the WASH supplies in times of emergencies. Buckets and jerricans distributed to the community members are helpful during floods as they enable the community members to store water. However, during dry spells water storage is minimal due to its scarcity. Therefore, the WASH supplies are very crucial at all times. Households with more than 20 members have a problem in storing water. Thus, it is important for UNICEF Somalia to consider reviewing targeting based on the household sizes to enable families with large sizes to access adequate number of WASH supplies, especially the buckets, jerricans and aqua tabs that would enable them to store water during floods since their usage and consumption are higher than persons with small families. Figure 2 Description of beneficiaries vis a vis household size

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Figure 3 Description of the beneficiary versus level of education

Although the level of education of an individual is an important social and economic indicator, it is worth noting that people who are well-educated and informed are better placed in managing emergencies and disasters. However, from the findings of this evaluation all respondents irrespective of their educational background were affected by conflict. Nevertheless, diarrhea-AWD/ cholera was a manageable case, especially for respondents who were educated and informed. They attributed low cases of diarrhea/ cholera to their ability to treat water before drinking using diverse methods, including; use of WASH supplies and boiling, washing hands with soap during critical times and practice of good hygiene. Therefore, for those who have adopted the WASH program, they have been able to manage their households well in regard to waterborne diseases.

3.3 IMPACT OF THE RSH PROGRAM This impact is evaluated according to the “Young Child Survival and Development” focus area in the UNICEF 2011 – 2015 Country Program Action Plan8. The goal of the country program is to accelerate progress towards the Millennium Development Goals by further increasing access to basic services for accelerated child survival and development, strengthening the institutional capacity of government, and enabling children and women to claim their rights. Under child survival, the program component aims to achieve the following results: fewer children die before the age of five because they and their mothers have access to higher-quality healthcare, water, sanitation and hygiene education and nutrition services; children and women access lifesaving support of the Core Commitments for Children in Humanitarian Action as a standard in 80 per cent of all reported health, WASH and nutrition emergencies or disease outbreaks within accessible areas; household knowledge is enhanced to enable household members to adopt a series of basic healthy behaviors; fewer women die during childbirth and mothers are better able to care for their children; and administration ownership and leadership to promote and protect public health is enhanced.

Based on the components of the UNICEF 2011 – 2015 Country Program Action Plan, the impacts of the RSH program include;

8 Page 7

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3.3.1 Achieved and expected impacts of the RSH program The pre-positioning of the RSH within the regions has promoted timely response during emergencies thus averting chances of disease occurrences during emergencies and hence saving lives. This has further improved the communities’ levels of preparedness to respond to emergencies whenever they strike. Previously, UNICEF used to take approximately 32.5 days to deliver WASH supplies to the WASH Cluster partners; this was attributed to poor road infrastructure, threats from Al Shabaab and lack of scheduled ship to Somalia. However, this has been drastically reduced to six days as a result of the establishment of the RSH. The RSH program has contributed to reduced incidence of water-related diseases, including AWD/Cholera prevalence as a result of the WASH supplies that the community members received; the aqua tabs and chlorine have improved on the safety of the water due to water treatment. A total of 83% of the respondents who participated in the household interviews confirmed that they had received WASH supplies in the last 12 months. The WASH supplies have been put to various uses, including water storage 65%, water treatment 56% and cleaning of household items 58%.9. Majority of the respondents put the WASH supplies into a proper and desired use. However, in Middle Shebelle it was reported that some beneficiaries at times normally sold the WASH supplies. A total of 17% of the respondents who had not received WASH supplies attributed this to lack of access to the WASH supplies and some were not aware of the existence of the RSH. Therefore, there is need for awareness creation on the existence of the RSH and community education on the use of the WASH supplies.

Figure 4 The various uses of the WASH supplies

9 Figure 4

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The soaps have enabled community members to maintain high levels of hygiene. Community members use the soap for hand washing at critical times; for bathing, cleaning clothes as well as maintaining household cleanliness. This has contributed to reduced chances of contracting diseases and promoted high levels of hygiene10. In hospitals, the rates of defaults have reduced as a result of the RSH program since the patients also benefit from the WASH supplies. In Benadir Region, it was reported that patients who attend the MCHs with skin diseases are provided with soaps and due to high hygiene standards that are observed, a number of patients have been cured, which has reduced the spread of diseases and thus contained infection rates. This attribute is in line with UNICEF 2011 – 2015 Country Program Action Plan program component priority number one; the program advocates for reduced child mortality, especially before the age of five, a situation that is remedied by mothers access to higher-quality healthcare, water, sanitation and hygiene education and nutrition services. At the household level, the WASH supplies have had a positive impact; there has been an improvement on hygiene, health, change in the general environment, increase in household items, prevention of diseases, reduced cost of treatment and community members have also learnt the importance of hand washing11.

Figure 5 The impact of WASH supplies at household level

Community members have acquired knowledge on hygiene promotion as a result of the RSH program. This knowledge has helped the community in promoting hygiene through water treatment before use, washing of hands at critical times and generally observing cleanliness within the households and the community12. Household interviews confirmed that 86% of the community members normally treat water before use, using the following methods; water treatment tablets (aqua tabs and water markers) 65%, boiling 30%, ceramic filters 4% and sun exposure 1%. It is evident that majority of community members use water treatment tablets in water treatment, which shows the major role played by the RSH in the lives of the community members. Community members who did not treat water before use (82%) indicated that their

10 Figure 4 11 Figure 5 12 The WASH Assessment Report for IDP Camps in Luuq done by SHRA – Appendix 6.

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main reason for not treating water was because they did not have the knowledge on water treatment, 9% indicated that they do not have access to aqua tabs, and 9% did not provide any concrete reason for not treating their water before use. Thus, there is need to organize a training to the community members on the use of WASH supplies. The RSH program has promoted behavior change among the community members; the community members are aware that they need to wash their hands at critical times, and to treat water before use. A total of 63% of the respondents who participated in household interviews indicated that they had been explained to and/or trained on how to use WASH supplies which has helped improve their knowledge. However, 37% of the respondents indicated that they had not received any training on the use of WASH supplies thus there is need for the RSH managers and WASH Cluster partners to continue providing training to community members on WASH supplies to increase awareness among community members. It is envisaged that if the community is empowered, they will transfer this knowledge to other community members and therefore, increase awareness levels and promote sustainability.

In addition, the community members are also conversant with reporting procedures in case of an emergency; they know whom to tell. At the beginning of the program the community members’ knowledge on WASH supplies was very low and in Jowhar it was reported that some community members were using chlorofoc as medicine which caused some health challenges among community members. However, to avert this situation, awareness was conducted in the community to educate the community members on the use of WASH supplies. This attribute is in line with UNICEF 2011 – 2015 Country Program Action Plan component number three; household knowledge is enhanced to enable household members to adopt a series of basic health behavior.

The evaluation also established that the community members were treating their water irrespective of the level of education. This is a good indicator, and it shows that a number of community members had actually been informed on the need to treat the water before use, and they were not being influenced by their levels of education as illustrated in figure 6 below.

Figure 6 Water treatment before drinking in regard to level of education

The RSH program has led to community organizations; in Baidoa District, the community members are organized, and they are involved in cleanliness of the community to maintain high hygiene and health standards. The community members have dug a rubbish pit for dumping all the rubbish to maintain hygiene in the community. This attribute is in line with

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UNICEF 2011 – 2015 Country Program Plan component number five which advocates for the enhancement of administration ownership and leadership to promote and protect public health. The community members are taking the lead in the project in some areas, and they are becoming the change agents.

The RSH managers skills have also been strengthened through the management of the RSH program; they have acquired skills in various areas, including implementation and management of the RSH program.

The stakeholder buy in of the RSH program concept as a mechanism for an emergency response in Somalia is an achievement that will go a long way and there is hope in the future that other NGOs, the local authority, MCHs and the community may market the concept to other donors in future thus making the program sustainable.

The RSH program has also improved the community livelihood, especially those who are directly involved in the program. A number of personnel are employed to offer services in management of the hubs, including warehouse managers, guards and loaders. They earn a living from the program even if it is little.

On the contrary, the RSH program has also deprived some community members their source of income. In areas where RSH program is implemented, traders feel that the community members are not buying WASH supplies stocked in shops since they receive WASH supplies from the RSH. In addition, the WASH supplies provided to the community members, for example, the collapsible jerricans and the buckets are handy in water storage; they have replaced the traditional pots that the community members previously used, thus leaving the potters without any source of livelihood. However, this is to the advantage of the community members in emergencies since in most cases, they cannot afford the costs of the WASH supplies due to their poor economic status.

Impact of the WASH supplies distribution on children

Children have benefited from these WASH supplies distributed to the community members since the WASH supplies are used within the households to which they belong and within which they live. As a result, they grow up appreciating the importance of WASH supplies in maintaining high standards of hygiene as indicated early promoting information transfer from one generation to the next.

3.5 RELEVANCE OF THE PROGRAM DESIGN Somalia is characterized by a number of emergencies, including; insecurity, famine, floods, re-current droughts and in-flux of IDPs as a result of conflicts leading to mass displacement of the population to the IDP camps with limited or no access to basic needs. These emergencies cause shortage and/or lack of access to clean water thus making the community susceptible to water related diseases such as cholera and diarrhea. This situation prompted UNICEF Somalia to design a program that would help mitigate the impacts of these emergencies and promote timely response during emergencies to avert a crisis such as loss of lives. There has been a steady decline in the number of cholera cases since the year 2011 to date13. Since January, more than 7000 cases have been reported, including 77% (5390) children under the age of 5. Sixty deaths were also reported14.

13 Figure 7 14 WHO Somalia Situation Report May – July 2013

22

Figure 7 Cholera cases

Lack of a stable government in Somalia has contributed to the humanitarian situation in the region. Currently, the responsibilities that ought to be carried out by the government are being done by non-governmental organizations. This is a huge burden considering the fact that they are not able to reach all the populace who are in dire need of humanitarian assistance. Thus, having a RSH within the vicinity helps improve on the situation. The RSH have reduced the costs associated with shipment of the WASH supplies, especially during emergencies thus improving on the response time and contributing to reduced incidence of water-related deaths. When emergencies such as conflicts and floods strike, the roads become impassable and at times some are blocked. Transporting of humanitarian assistance, including the WASH supplies therefore becomes a challenge and the only option to reach the vulnerable community members would be through airlifting the WASH supplies which in most cases is extremely expensive. Therefore, having the RSH helps bridge this gap.

The AMISOM operation in Somalia necessitates the need to have regional supply hubs since during the operation, the areas are closed; roads blocked and there is no way through. Therefore, to respond to the needs of the people, it is important to have the regional supply hubs. Likewise, areas that have been captured by the Al-Shabaab, completely become inaccessible and for the community to receive the WASH supplies, necessitating the need to have the regional supply hubs.

UNICEF Somalia supply chain is a good process, but it is characterized by a lot of bureaucracy; a lot of paper work is involved, and consultations are required from a number of people before a decision is made, which consumes a lot of time and therefore, timely response might not be achieved in case of an emergency. Thus, having the hubs within reach has helped improve on the response time and also contributed to a reduction of AWD/Cholera cases.

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3.6 RELEVANCE OF THE WASH SUPPLIES Community members affected by emergencies received the following WASH supplies from the WASH Cluster partners; soap, collapsible jerricans, aqua tabs, buckets, water marker, chlorofoc etc. Community members reported awareness on the WASH program interventions that have been implemented and/or on-going in their communities, 85% of the respondents reported awareness on the WASH interventions that had been and/or were on-going in their communities, including; hygiene 84%, water supply 39%, sanitation 84%, assessment 28%, and WASH supplies distribution 74%. 3.6.1 Relevance of the soap The soap distributed to the community helped improve the levels of hygiene and contributed to a reduction in levels of disease infection; the soap is used for bathing, cleaning of the clothes, utensils and hand washing at critical times. In hospitals, patients with skin diseases who received soaps reported that they had been cured as a result of high levels of hygiene that is observed. 3.6.2 Relevance of the collapsible jerricans and buckets The vulnerable community members also received jerricans and buckets. The jerricans are used for water storage thus promoting water availability at home for a longer period of time. The jerricans are also used for carrying oil, transportation of milk to the markets for sale and likewise; the buckets are useful for measurement of milk during sale. However, cleaning of the jerricans is a challenge to a number of community members. Community members, therefore need to be trained on maintaining hygiene while using the jerricans to avoid milk getting spoilt and also to control possible diseases that would result from poor hygiene. 3.6.3 Relevance of the aqua tabs, chlorine and chlorofoc The aqua tabs, chlorine and chlorofoc distributed to the community members have helped in water treatment in addition to improving the safety of water that the community members use and as a result contributing to reduction of incidents of water-related diseases such as cholera and/or AWD. There is need to diversify the emergency WASH supplies that are currently stocked in the RSH to include other items, for example, the mosquito nets, ORS and dignity kits for girls. These items are equally important and necessary during emergencies. The evaluation established that these WASH supplies are standard across all the hubs and does not consider the unique emergencies that are specific to each region. In Baidoa and Benadir Regions community members use shallow wells as their sources of water; these wells are considered as safe and thus do not need the use of water markers for water purification, yet, a number of water markers (341 cartons) are stocked in Benadir hub and have not been put to use. Therefore, in the future it is important for WASH supplies to be streamlined based on the emergencies that are experienced in the specific regions to avoid chances of WASH supplies expiring without being put into use.

3.7 PROGRAM EFFICIENCY

3.7.1 Efficiency of UNICEF’s delivery of supplies

3.7.1.1 Procedure for receiving the WASH supplies WASH Cluster partners’ receipt of WASH supplies is subject to approval of the WASH supply requests by the WASH Cluster Coordinator after a comprehensive assessment of an emergency in their areas of operation to ascertain the vulnerability status, nature and extent of emergency. This information together with the filled-in WASH supply request form is sent to the WASH Cluster Coordinator in Nairobi for verification and approval. Requests that meet all

24

the requirements with proper documentation are approved, and the WASH Cluster partner receives the WASH supplies from the RSH. Incomplete requests with invalid information are not approved, and consultations are done with Focal Points and RSH managers before approval is done. This has an impact on the time of receipt of WASH supplies since delays are inevitable. A total of 65% of the respondents who participated in the household interviews reported that they received WASH supplies on a timely basis. However, the WASH Cluster partners ensure that the WASH supplies are distributed on time to the beneficiaries. The WASH Cluster partners also expressed concerns that occasionally there is a communication gap between the Cluster and UNICEF; sometimes emails on WASH supply requests are not responded to on time. Therefore, there is a need to engage and inform partners on the status of the delay in approval of their WASH supply request to bridge the communication gap. In addition, the WASH Cluster partners need to be informed on all the documentations and requirements for WASH supply requests. 3.7.1.2 Delivery of WASH supplies to the RSH The logistic department receives a release order from the WASH department that prompts the engagement of transporters in the delivery of the WASH supplies by ship to Mogadishu and delivery to the UNICEF warehouse in Mogadishu. This is followed by clearance and dispatches to the RSH. However, for the RSH that are located close to the border between Kenya and Somalia delivery is made by road15. This task is susceptible to a number of challenges, including logistical challenges, due to poor infra structural systems in Somalia, delays by suppliers in delivery of goods, lack of documentation of transactions and late provision of a distribution plan by the sections. This evaluation established that the WASH department is organized; they do their plans on time thus facilitating timely procurement and transportation/shipment of the WASH supplies to the respective partners.

The evaluation established that UNICEF supply chain processes are bureaucratic; a lot of consultations and confirmations are done before a decision can be made, and this slows down the processes of supply delivery. In addition, Nairobi office takes a lot of time to respond to requests sometimes it takes between two to three months. Likewise, management of documentations and follow ups takes a lot of time thus the need to minimize paperwork. It was recommended that the WASH supplies sourced from either Dubai or Kenya needs to be shipped directly to Somalia to reduce the paper work and bureaucracies involved. 3.7.2 Efficiency of RSH in storing and distributing supplies In general, the RSH visited do not have adequate space for the storage of the WASH supplies except for one RSH. The SHRA RSH is spacious, well ventilated and has room to cater for more supplies. The warehouse is also properly organized and arranged, and one can tell that the RSH Manager actually understands his role as a host for the RSH based on the staffs that have been employed to manage the hub. They are committed to their work; they are aware of their responsibilities, and they are executing their task well. Records of the supply hub operations have also been put in place and are available for scrutiny upon request. The RSH is also well known to the community members both by location and by name. The location of the hub is also perfect for an ideal warehouse, and it stands out in the community. The RSH has the required logistics and staff for the distribution of the WASH supplies. However, the WASH Cluster partners based in Dollow District are not accessible to this hub due to distance and the logistical costs that are involved in the transportation of the WASH supplies. Dollow is 90 km from Luuq District.

The GRRN hub, on the other hand, is located in a secluded place far from GRRN office, the community members are not aware of the location and the organization that hosts the hub. Though located in a secure and in a good residential house, the hub is not well organized; it is

15 Appendix 5: WASH Supplies stock levels

25

congested and not spacious. There is also the lack of commitment from the Warehouse Manager on the operation of the hub though the hub has the required logistics for the distribution of the WASH supplies. Therefore, the need for UNICEF Somalia to facilitate training for the Warehouse Manager on store management to improve on their ability to deliver quality services. The stock levels in this RSH are still adequate enough to respond in case of an emergency. It was also reported that a number of organizations do not pick WASH supplies from this hub due to logistical challenges. The APD hub is located in a safe place but it is not known to the community members. The hub is disorganized, and it has a number of other supplies, including nutrition and health supplies. The hub is very small with limited ventilation. The staff does not have the capacity to manage the hub due to lack of competence and there is no designated staff assigned the role of the hub management; the field coordinator takes up the role of hub management, though he lacks the required skills. APD does not have the capacity for distribution in terms of staffing, though they have logistics in place. The WASH Cluster partners located in Kismayu and Hagaa District have a challenge accessing this hub due to the logistical costs involved. Hagaa District is 200 km from Dhobley. The Soma-Action hub is not known to the community members; but the hub is spacious and well ventilated. Likewise, the staff does not have the capacity to manage the hub since they do not have the competence, and there is no staff designated to manage the hub. This hub is also managed by the field coordinator who does not have the required skills. Soma-Action does not have the capacity in distribution, especially in terms of staffing, though they have the required logistics.

3.7.2.1 Accountability UNICEF Somalia developed various tools that are currently used to monitor stocks in the RSH. These include the calculator which is used to determine the number of supplies that each vulnerable community member should receive and the full hygiene kit consisting of five bars of soap, 200 aqua tabs (or chlorofocs), one jerrycan and one bucket. However, this evaluation established that the RSH managers have not been providing a complete kit to the program beneficiaries for a considerable duration of time due to lack of knowledge but this anomaly has since been corrected. The RSH managers have a way bill that determines the stocks that have been distributed and these tallies with the documentations in the records kept by the RSH managers. Reports are done on a monthly basis and shared with UNICEF Somalia. However, the evaluation established that reporting is not normally done in a timely manner. The RSH managers share pictures of WASH supply distributions to UNICEF Somalia who also verifies the WASH supply requests before approving the requests through the Cluster. To improve on accountability, it is important for WASH Cluster partners to not only provide names of their beneficiaries but also provide evidence in terms of photographs of the WASH supply recipients coupled with signatures of the beneficiaries, fingerprints and phone numbers where possible.

3.7.2.2 Program monitoring system Monitoring of the program activities is conducted at different levels; at the field level, the RSH managers conduct monitoring on behalf of UNICEF Somalia, and this is because of UNICEF security protocol. A number of the RSH programs are being implemented in volatile areas that are considered as unsafe to UNICEF staffs. In addition, both the RSH managers and the WASH Cluster partners normally conduct follow ups at the community level, to determine the use of WASH supplies by the community members, and guidance is provided where necessary. UNICEF also has staff based in the field in areas such as Baidoa District who are on standby to provide technical support to the RSH managers. However, this evaluation established that due to the vastness of the region, the UNICEF technical staffs at the disposal of the RSH managers, and the WASH Cluster partners are limited and do not always meet all their demands. At Nairobi level, review meetings are organized among the RSH managers to

26

share on the progress, challenges and lessons learnt on the program. UNICEF Somalia receives monthly reports on stock levels from the RSH for purposes of accountability. Both the resources and the WASH supplies in the RSH have been put into good use but irregularities in terms of sale of WASH supplies was reported among beneficiaries from Middle Shebelle. The consultant was not able to travel to Middle Shebelle due to conflicts in the region at the time of the evaluation. The consultant cannot, therefore, prove the authenticity of this information, and UNICEF Somalia needs to follow up to determine the authenticity of this information.

3.7.2.3 RSH relationship with the local authorities The WASH Cluster partners and the RSH managers have good working relationships with the local authority. However, the evaluation established that the local authority’s involvement in the program is negligible; the local authorities are neither involved in conducting any assessments nor are they involved in identifying beneficiaries. This is a challenge since in areas where programs are managed by WASH Cluster partners because it is normally anticipated that the local authority would take over the management of the program once the implementing agency phases out. Therefore, it is important for UNICEF Somalia, Regional Supply Hub Managers and WASH Cluster partners to consider involving the local authorities in their areas of operation, especially in areas where local authority is functional as this would help promote program sustainability.

3.7.4.3 Strengthening and working through partner organizations UNICEF Somalia partnered with a number of local organizations in Somalia to implement the RSH mechanism as a strategy to respond to emergencies in Somalia. This was an efficient way of managing the program based on the fact that these organizations have a presence within the program target areas, and they are known by the community members since they implement projects funded by other donors in these areas. A number of these organizations have the required logistics and staffing for the program. This saved UNICEF Somalia the time and costs since UNICEF Somalia does not do direct program implementation. UNICEF Somalia facilitated these organizations by providing the funding for the management of the hubs and the WASH supplies. However, UNICEF Somalia needs to strengthen the capacity of the RSH managers for effective quality service delivery and results.

3.7.3 Efficiency of Cluster Partners ability to assess the situation during emergency The evaluation established that RSH managers that participated in this evaluation have the capacity to conduct assessments during emergencies; SHRA has conducted eight assessments since the inception of the RSH program; seven were done through observation and minimal question and answer, while one major assessment was done and sent to the Cluster. SHRA have the capacity to conduct assessments in terms of staffing. GRRN has conducted over 21 assessments in Bay and Bakool Regions, including baseline survey, pre and post implementation assessments and rapid situational assessments. Likewise, Soma-Action has conducted approximately seven assessments. The target beneficiaries for the RSH program are selected based on the vulnerability status, including; children headed households/orphans, women headed households, elderly women and IDPs. The challenges experienced in the selection process include; Persons not targeted for the distribution sometimes normally turn up during distribution demanding the WASH supplies, insecurity; threats from terror gangs including Al-Shabaab, the WASH supplies at times do not meet the needs of the needs of the targeted beneficiaries since they are less, community expectations are very high and the implementing agencies cannot meet, and delay in approval of WASH supply requests jeopardizes the process. A case was presented in North Gedo when BASDO went for a distribution, and the community members rejected the WASH supplies since the targeted beneficiaries outnumbered the available WASH supplies. A meeting had to be organized to explain the situation to the agitated community members, after the meeting the situation calmed down and the targeted beneficiaries accepted the WASH supplies.

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3.7.4 Information Management in the Supply Chain Whenever there is an emergency in the area of operation of the WASH Cluster partners, they share this information with the WASH Focal points who conduct assessments to ascertain the levels of vulnerability. The WASH Cluster partners also conduct an assessment and make WASH supply requests to the Cluster Coordinator. The Cluster Coordinator verifies the information and makes approval based on the authenticity of the information. However, in case of doubt confirmations are done from the WASH Focal points before approval is done. Once the approval is done, the WASH department are informed who in turn instruct the Supply-Chain Department to release the WASH supplies to the various hubs. The RSH are instructed to release the WASH supplies to the WASH Cluster partners who in turn distribute to the community members16. Each of these decision points is important since they play a role in information management17. Figure 8 Process map on information management in the supply chain

3.8 PROGRAM EFFECTIVENESS 3.8.1 Meeting the short/long term community needs In the short term, the collapsible jerricans and buckets have helped in water storage thus meeting immediate needs. The soaps have enabled the community to promote hygienic practices as a result reducing their chances of contracting water-related diseases. The knowledge acquired by the community members will go a long way in hygiene promotion within the community. It is anticipated that the knowledge that the community gained on hygiene promotion will be transferred to younger generations thus promoting sustainability and

16 Figure 12 17 3.8.3 Effectiveness of the Supply-Chain Actors

Delivered to RSH

Partner

Cluster Assessment

of needs

Cluster approval of

distribution

Supply procured by

UNICEF

UNICEF and Cluster

monitors

distribution

RSH Partner

distributes to

cluster partners

Cluster reports on

distribution

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reducing disease infection. The aqua tabs and chlorine are used for water purification, and this has improved the safety of water consumed by the community members. The consumption of clean water is a long-term health investment as it ensures that the community members are healthy now and in the future thus reducing their chances of being infected by water-related diseases and therefore, promoting a longer lifespan.

3.8.2 RSH program standard operating procedures The standard operating procedures that have been put in place for effective program management include ensuring that 25% of the WASH supplies are maintained in the hubs for emergency purposes. The RSH managers are expected not to give out supplies without request; they subscribe to the standard operating procedures since they also request for supplies from UNICEF Somalia. Monthly distribution reports are shared with UNICEF Somalia. The evaluation established that the RSH managers adhere to these set standard operating procedures although reporting is not done in a timely manner.

3.8.3 Effectiveness of the Supply-Chain Actors

Major components of the RSH program The components of the RSH program include:

a) Procurement of the emergency supplies b) Management of the partners at the local level c) Managing of the emergency situation d) Coordination of the partners

a) Procurement of the emergency WASH supplies The procurement of the WASH supply is done by the Supply-Chain department. The WASH supplies are procured from Kenya, Somalia and Dubai. The procurement process starts with planning on the supply requirements of the WASH department. This is followed by the development of a plan which provides guidance on estimation of the funding for the purchase of the supplies based on the quantity of supplies required and locations for delivery. Sales order requests are provided by the departments and are received from the departments; they are reviewed by the supply-chain division after which procurement is done. Once procurement is done, the logistics department takes over the process to deliver the items to the UNICEF warehouses either by ship or road. The key roles of the supply-chain division include; coordination between departments, responding to clarifications from departments, and provision of advice on procurement and logistics.

b) Management of the partners at the local-level UNICEF Somalia plays a key role in the supply chain. UNICEF Somalia provides the WASH supplies, funding for the management of the 10 RSHs, supervision of the activities of the RSH managers and provision of technical support to the RSH managers on the management of the RSH. UNICEF Somalia also provides capacity building to the WASH Cluster partners and RSH managers in a number of issues, including management of the hubs. However, there is a limitation in this role since most of the time UNICEF does not conduct monitoring, this is done by the RSH managers on their behalf, which might not have the required competency to conduct monitoring. Therefore, to strengthen the role of UNICEF Somalia in this program it is important for UNICEF Somalia to strengthen the capacities of RSM Managers on monitoring, to enable them to conduct their activities effectively. UNICEF Somalia needs to task its partners to produce monitoring reports. Proper systems should be in place with indicators for tracking in monitoring. In addition, the evaluation established that UNICEF field staff especially the ones based in Mogadishu are not fully involved in the management of the RSH program. Therefore, for the successful implementation of the RSH program, it is important to incorporate UNICEF field staff in the program as they would provide better supervision of RSH Managers activities in the field compared to the USSC staff.

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c) Managing of the emergency situation UNICEF Somalia has pre-positioned WASH supply stocks in 10 RSH in South-Central Somalia for an emergency response. These RSH are managed by the RSH managers who are tasked with the following responsibilities; hosting of the RSH, ensuring safety of the WASH supplies in the respective RSH, keeping stock of the various WASH supplies, keeping records of the WASH supplies that are delivered to the RSH and distributed to the community members as well as the WASH Cluster partners. Other responsibilities of the RSH managers include; conduct distribution of the WASH supplies to both the community members as well as to the WASH Cluster partners, conducting assessments when there is an emergency to verify the exact number of beneficiaries, organizing logistics that are involved in the management of the RSH, and conducting monitoring on behalf of UNICEF Somalia to determine the progress of the RSH program. However, the RSH managers roles are limited by a number of issues, including; inability of the WASH Cluster partners to access the RSH due to their locations, which has an effect on the role of the RSH which are supposed to promote timely response. Insecurity hinders the RSH managers from accessing some villages targeted for distribution, thus, denying community members a chance to be reached during emergencies. The RSH managers also have limited skills on humanitarian issues, and as a result this affects their levels of quality service delivery. In addition, the RSH managers are not involved in the decision-making process on approval of the WASH supply requests as at times they might have information about the operations of the WASH Cluster partners that might either jeopardize or promote the operation of RSH program.

To enable the RSH managers to discharge their duties effectively, it is important to strengthen their capacities in a number of areas by organizing refresher trainings in key areas in the management of the RSH, including; store management, Disaster Risk Reduction, WASH supply management and training RSH managers as trainers of trainers. In addition, a training of trainers’ manual needs to be developed for these trainings that should be adopted by the RSH managers/WASH Cluster partners and be used to train the community members. This knowledge will go a long way in promoting sustainability of the program, since the community trained will be expected to transfer this knowledge to other community members. Availability of technical expertise from UNICEF Somalia should be at the disposal of the RSH managers.

The RSH managers need to implement the RSH guidelines fully, assessments to establish the vulnerability status need to be conducted before distribution, a complete hygiene kit should be given to the target beneficiaries and evidence of the recipients of these hygiene kits in terms of photographs coupled with signatures of the beneficiaries, fingerprints and phone numbers where possible should be provided. Spot checks, follow ups and monitoring needs to be conducted to determine how the WASH supplies are being used. It is important to strengthen the coordination, collaboration and communication among UNICEF, the RSH managers, the WASH Cluster partners, the local authority and the community. This will help to improve on efficiency and rationalization of duties and responsibilities. The involvement of the local authority in the program management will promote sustainability so that the local authority can take over the management of the program once the implementing agency phases out. Besides, community involvement promotes ownership of the program. The funding for the management of RSH needs to be reviewed since the cost of the management of the hubs has gone up in a number of regions. An example was provided of Mogadishu where the cost of living has gone up as a result of economic development that is fast catching up in the region, and this affects the operation of the RSH managers since they need to meet the high standard of living and at the same time offer quality services. In addition, a number of WASH Cluster partners have shown interest in the program. However, logistics is a challenge to them since sometimes they cannot afford the transport cost involved.

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This often hinders their effectiveness in the program and in service delivery to community members. Focal points The focal points are tasked with the following responsibilities; reporting on disasters/emergencies that occur in their respective areas of operations. They conduct rapid assessment whenever there is an emergency to determine the needs of the community. They are a link between UNICEF and the RSH and the WASH Cluster partners. However, the Focal Points have a limitation in discharging their duties since they do not have adequate funding and whenever there is an emergency, they are expected to conduct a rapid assessment and report on the findings yet they do not have adequate funding for such kind of an assessment. The high community expectation is yet another limitation that affects the role of the focal points; the community expects too much from them yet they are not in a position to meet all the needs of the community members. To strengthen this role it would be important for UNICEF Somalia to scale up the scope of project areas as this would improve on coverage and also reduce the distances currently covered by the focal points. Funding needs to be sourced for to support the role of the focal points, especially in conducting assessments. WASH Cluster partners Whenever there is an emergency in the area of operation of the WASH Cluster partners, they conduct an assessment to ascertain the type of emergency, the number of people affected and their needs. This information enables the WASH Cluster partners to request for the WASH supplies from the WASH Cluster Coordinator. Upon approval of the WASH supply requests, the RSH managers are instructed to release the WASH supplies to the respective WASH Cluster partners. Once the WASH Cluster partners receive the WASH supplies, they are tasked with the responsibility of distributing the WASH supplies to the target beneficiaries. The WASH Cluster partners are also responsible for educating the community on the use of WASH supplies and creating awareness on the existence of the regional supply hubs and WASH supplies to the community members. Limitations of the role of the WASH Cluster partners The WASH Cluster partners are faced with a number of limitations in discharging their duties. First, the community’s expectations are too high and in most cases, the WASH Cluster partners are not able to meet these community demands and needs. Secondly, a number of WASH Cluster partners are located far from the RSH; to be precise, some WASH Cluster partners are between 100 – 300km away from the RSH. This jeopardizes their chances of accessing the WASH supplies from the existing RSH due to the logistical costs involved consequently resulting in a non-response during emergencies. Third, a number of WASH Cluster partners are weak in terms of their capacities coupled with inadequate knowledge on humanitarian and emergency issue, and this has an impact on the quality of their service delivery since they are not able to provide high-quality services. Strengthening of the role of the WASH Cluster partners To strengthen the role of the WASH Cluster partners it is important for UNICEF Somalia to consider providing a waiver in terms of transport to the WASH Cluster partners who are located far from the hubs to enable them access the hubs with ease and therefore respond to emergencies as a temporary measure. Long-term measures should involve scaling up of the scope of RSH program to increase access of the WASH supplies among the WASH Cluster partners. UNICEF Somalia also needs to strengthen the capacities of the WASH Cluster partners in humanitarian and emergency issues as well as RSH management to enable them to provide quality services.

Funding also needs to be sourced to cater for the logistical costs of for WASH Cluster partners who cannot afford transport costs in their areas of operation to the RSH to increase their access to WASH supplies. Concrete, accurate and detailed assessment reports need to be

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provided to the WASH Cluster Coordinator in a timely manner to facilitate timely processing of the WASH supply requests. Sub zonal WASH Cluster Coordinator The Sub zonal WASH Cluster Coordinator is tasked with the responsibility of coordination between the WASH Cluster and UNICEF, assesses the capacity of the WASH Cluster organizations in project implementation, and as well confirms and verifies the number of vulnerable community members. In summary, all the roles that participated in this program are all important and relevant for this program. The proposed hierarchical order would be the UNICEF Somalia (USSC) be at the top and should liaise with the UNICEF field staff who should liaise directly with UNICEF field staff who come second in this hierarchy. The RSH managers come third in this hierarchy; they are the hosts of the RSHs and they do direct implementation through distribution of the WASH supplies to the various WASH Cluster partners as well as the community. The WASH Cluster partners come fourth in the hierarchy; they receive the WASH supplies from the RSHs and they distribute to the community members. The last unit in this hierarchy would be the community members who receive the WASH supplies from the WASH Cluster partners and/or RSH managers. The focal points and the local authority play an oversight role in the program as illustrated in figure 9 below. Figure 9: Proposed hierarchical order for the roles involved in the RSH program

UNICEF

Somalia/

Cluster

UNICEF Field Staff

RSH managers

WASH Cluster partners

Local authority

Focal points

Community

Local authority

Focal points

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d) Coordination of the partners – UNICEF Somalia organizes coordination meetings with WASH Cluster partners and the RSH managers to share lessons learnt, progress and challenges being experienced in the management of the RSH program. These coordination meetings have helped in the improvement of the program since challenges identified are shared and solutions to these challenges provided.

3.9 POTENTIAL EXTENSION OF THE RSH APPROACH TO NUTRITION AND HEALTH SECTORS The RSH mechanism would be a good model to be replicated and used in health and nutrition sectors based on the context of Somalia that is characterized by emergencies and poor infra structural facilities coupled with insecurity. However, the current regional supply hubs cannot accommodate the health and nutrition supplies based on their sizes and the available spaces. They are small, and they cannot hold a substantial volume of additional supplies considering the fact that the nutrition supplies are bulky, and they require ample space. Similarly, the hubs do not meet the required storage standards for health supplies due to limited space, inadequate air circulation as well as lack of specialized equipments such as refrigerators in the existing RSH. Therefore, for effective replication of the RSH mechanism to other sectors, it would be important for UNICEF Somalia to liaise with the RSH managers in identifying supply hubs that would meet their current needs.

3.10 STRENGTHS AND WEAKNESSES OF RSH PROGRAM

3.10.1 Strengths of the RSH program The strengths of the RSH program that were established from this evaluation include:

The RSH program is managed by community-based organizations and/or non-governmental organizations that are known by the community members and these organizations as well understand the community and the dynamics in the areas of operations. Thus, even during emergencies such as conflicts, they can still reach the community members.

RSH program has demonstrated that it is the most effective strategy to reach community members in times of emergencies when roads are either blocked as a result of conflict or cut off during floods. Thus, the fact that it is operational in volatile areas demonstrates its strength.

The items stocked in the RSH are simple, and the program is easy to implement. In addition, the program revolves around distribution of WASH supplies during emergencies, and therefore, social mobilization is easy.

The RSH program is also operational in rural areas – the economic status of persons who are based in these areas tends to be extremely low and in times of emergencies, they might not have the required resources to purchase the WASH supplies. Thus, having the supply hubs within these localities gives the WASH Cluster partners an opportunity to respond in times of emergencies.

3.10.2 Weaknesses of the RSH program The RSH program is a wonderful initiative to the community but the program is perceived to have a number of weaknesses, including:

The WASH supplies are restricted for use during emergencies and to the vulnerable community members only yet there are other community members who require these supplies even though they are not undergoing emergencies. For example, water treatment supplies need to be provided to all the community members irrespective of their vulnerability status since water is used by all community members, whether at risk or not.

Some of the WASH supplies that are distributed to the community members are also not long lasting, for example, the collapsible jerricans. The community members feel

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that these jerricans can easily be pricked by thorns and sharp stones thus rendering them useless.

“The items, especially the jerricans are poor in quality and sometimes people refuse to

take them.” SADO

In addition, some WASH supplies stocked in some RSH have short shelve lives. It was reported that there were two drums of chlorine that had already expired in SAREDO RSH by December 2013, yet no action has been taken since then.

The RSH are also located at the regional levels, and thus some WASH Cluster partners are not accessible to these hubs due to their locations away from the RSH which jeopardizes their chances of accessing the WASH supplies.

The WASH supplies within the RSH are sometimes not adequate enough to cater for all the needs of the community members during emergencies, in North Gedo Region, some WASH Cluster partners reported that they did not receive all the WASH supplies that they requested for from the hubs. An example is SRDA that reported that they once requested WASH supplies for 2000 households, and they only received WASH supplies for 400 households.

The RSH program is strictly accessible to active WASH Cluster partners with regular PCAs with UNICEF thus this deters other organizations from accessing the WASH supplies even if there are emergencies in their areas of operations.

The targeting process for the beneficiaries of the WASH supplies is perceived to have some shortcomings because each household receives a standard amount of WASH supplies despite the household size while, in reality, large households requires more WASH supplies compared to small-sized families.

The RSH program is dependent on replenishment of the WASH supplies thus this affects sustainability in the long run.

The management of the hubs is too costly – funding is required for the purchase of the WASH supplies, continuous replenishment, hub management and shipment of WASH supplies to the hubs.

3.11 CHALLENGES EXPERIENCED DURING THE PROGRAM IMPLEMENTATION Transportation costs – Some WASH Cluster partners do not have adequate funding to

cater for transportation costs of the WASH supplies from the Regional Supply Hubs to their warehouses in their respective districts, and this hinders their chances of accessing the WASH supplies from the Regional Supply Hubs. An example provided was the WASH Cluster partners that are based in Dollow District, North Gedo Region, that is CAFDARO, ASEP, PADO and TROCAIRE who at times cannot access the WASH supplies in the RSH based in Luuq District. In addition, WASH Cluster partners located in Kismayu District in Lower Juba also face the same predicament of not accessing WASH supplies in APD due to the transport costs involved.

Lack of knowledge among the community members on the existence of the RSH coupled with the low levels of knowledge on WASH supplies is a deterrent in the management of the program since the community members do not take the initiative to inquire about the WASH supplies. A majority of the community members who participated in the quantitative data collection had not completed primary education (48% women and 11% men); only 2% women and 8% men had an O and A level education18. This has contributed to low levels of knowledge among the community members on the existence of the RSH and the use of WASH supplies.

Poor weather patterns normally render some areas inaccessible, especially during the rainy seasons. This jeopardizes the implementation process and the overall objective of

18 Figure 1

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the RSH program which is to promote timely response since the supplies might not be delivered to the community members on time.

WASH Cluster partners have a lot of expectations from UNICEF Somalia, and this has an impact on the sustainability of the proramme since the hub managers rely on UNICEF Somalia for the provision of the WASH supplies, shipment and management of the RSH.

3.12 PROGRAM SUSTAINABILITY Program sustainability is determined by whether the program can sustain itself after the donor funding is over as well as whether the projects implemented have a longer-term impact on the developmental process and could be sustained by the community members. Developing sustainability strategies at the community levels involve strengthening existing structures that govern the management of community resources as well as involving the community in the implementation and management of the project activities to promote community ownership. This evaluation established that the RSH program is not sustainable at the moment since it depends a lot on replenishment of WASH supplies in the various hubs. UNICEF Somalia provides funding for the management of the RSH as well as the WASH supplies to organizations managing the RSH. Nonetheless, the current RSH program interventions that have brought processes of operational and institutional sustainability include: 1. Capacity building; the program empowered the community on various aspects, including

hygiene promotion, hand washing at critical times and water treatment and its importance in areas where RSH was implemented. It is envisaged that this information and the skills and knowledge acquired by the community members will be transferred to other community members thus promoting sustainability.

2. The skill acquired by the RSH managers on RSH programming will be used beyond the implementation of the RSH program and will also be applied in other projects that are currently being implemented by the RSH managers that are funded by other donors.

The measures that were suggested that would promote sustainability of the RSH program in future include: 1. Local authority involvement in the RSH program is important in promoting sustainability

since once the implementing agency phase out from the program; the local authority takes over project management. In areas where there are elements of functional local authority presence, they need to be involved in the program. The local authority would also play an oversight role in the program by monitoring the activities being implemented by WASH Cluster partners and provide advice on the way forward.

2. The collapsible jerricans provided to the community members are perceived as not long-lasting, therefore, to promote sustainability it is important for UNICEF Somalia to consider improving the quality of the items stocked in the RSH, especially the collapsible jerricans.

3. WASH Cluster partners need to incorporate RSH program in their strategies and budget for RSH program activities as, this would promote sustainability of emergency programs. SRDA reported that they have a resilience program that incorporates hygiene promotion activities thus promoting sustainability.

4. Actors in emergency management need to be mobilized including humanitarian actors, the local authority, the Diaspora, the community itself to support the RSH program. These actors need to be influenced to buy into the RSH program concept and source for funding for the program.

5. Funding needs to be sourced to cater for emergency issues. Funding is required for the management of the hubs, including the payment of all the personnel; purchase of WASH supplies and other expenses.

6. Capacity building; the community needs to be empowered on various aspects, including hygiene promotion, hand washing and water treatment and its importance. It is envisaged that this information would be transferred to other generations thus promoting sustainability. Volunteers in the community need to be trained on RSH program for purposes of program continuity. Likewise, there is a need to strengthen the capacity of the

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staff and organizations that are involved in the management of the RSH program so that they can transfer the skills acquired to other staffs and train the community members as well.

7. The community needs to be involved in the program for purposes of ownership. Community committees need to be established at the community level to influence the continuity of the program at the community level. These committees are essential in program implementation, management and monitoring at the community levels. In areas where there are established community committees they need to be incorporated in the program.

3.13 EXIT STRATEGY FOR THE RSH WASH EMERGENCY PROGRAM UNICEF Somalia needs to adapt the current OXFAM M-WASH program that is being piloted in South-Central Somalia as its exit strategy for the RSH WASH emergency program. OXFAM identified five super agents (large-scale traders) who were provided with WASH supplies from the RSH. The super agents work with field agents (local shop owners) in the distribution of the WASH supplies to the community members. OXFAM provides a small fee to the super agents to compensate for their services. However, for the community members to participate in this program, they have to be registered by the local telephone company (Hormud) in order to access M-vouchers from OXFAM that gives them access to the WASH supplies from the local shop owners. OXFAM engages the community members on emergencies through an interactive platform to inform them on possible emergencies and empower them on preventive measures and use of WASH supplies. The M-WASH program has been successful, and it has reached a total of 630,000 persons in South-Central Somalia. The M-WASH program is much cheaper compared to pre-positioning of the WASH supplies in the RSH as the logistical costs are the responsibility of the super agents. Therefore, if UNICEF Somalia decides to adopt this strategy, they would cut down the logistical costs that are currently incurred in the shipment of the WASH supplies to Somalia. The M-WASH program does not require management fee that is incurred in the management of the RSH. The program would also empower the Somalia community economically. However, for effective implementation of the RSH WASH emergency exit strategy; UNICEF Somali needs to have an exit plan in place. First, UNICEF Somalia needs to identify the super agents and pre-qualify them as suppliers for the RSH program. Second, the super agents need to identify registered local shop owners whom they would work with in the program. Third, UNICEF Somalia would be tasked with the responsibility of introducing the mobile platform in the program and train the WASH Cluster partners on its use. Fourth, UNICEF Somalia would purchase the sim cards to be used in the program. The WASH Cluster partners would be expected to send the M-vouchers to the vulnerable community members who would be instructed to pick the WASH supplies from the local shop owners.

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4.0 CONCLUSIONS AND RECOMMENDATIONS

4.1 Conclusions

4.1.1 Opportunities to improve and inform the design of the Regional Supply Hub mechanism as a strategy for WASH emergency response in Somalia There is a need to establish sub-Regional Supply Hubs and/or RSH at the district levels to reach more affected community members. Despite having the Regional Supply Hubs at the regional level, a number of community members are not reached in times of emergencies since a number of WASH Cluster partners cannot afford the logistical costs that are involved in transporting WASH supplies. There is a need to incorporate all community members in some WASH supplies distribution, for example, water treatment supplies, since water affects all community members irrespective of their vulnerability status since everyone uses water. The RSH managers need to undergo refresher training on Regional Supply Hub management in order to improve their management skills. In addition, RSH managers need to be trained on humanitarian issues to complement their skills in emergency management. The knowledge acquired by the community on hygiene promotion, hand washing at critical times and water treatment is an opportunity that can be used by the community members themselves to create more awareness on the importance of use of clean and safe water to reduce water-related diseases in the community. The achievements of the RSH program should be documented and shared with all stakeholders, including the community members, the local authority, the Diaspora and the donor agency for purposes of soliciting for funding for the program. The RSH program has influenced organization of the community members, and the communities have learnt to save and make their own contributions during emergencies. Thus, the willingness by the community members to support the RSH program is an opportunity that the implementing agencies need to capitalize on. In regions where there are community structures, these structures need to be developed and empowered to run the various projects at the community levels. In areas where there are no community structures, the community members should be encouraged to establish community committees. These committees should be empowered to manage community projects by themselves to promote community ownership. An example was given in Baidoa District, Abare community that has contributed their own money to start a community clinic that they run on their own. This should be replicated in other areas. The evaluation of the RSH program is an opportunity to be capitalized upon by UNICEF Somalia and other stakeholders. The findings of this evaluation will go a long way in helping improve on the RSH program in the future. The recommendations from the evaluation should be shared with all the stakeholders for information and learning purposes. The successes of the program should be marketed to the donors for purposes of fundraising. The weaknesses of the program should be addressed to make the RSH a better mechanism. A number of areas in Somalia are also becoming liberated from the various gangs that have long held communities in Somalia captives depriving them their peace, comfort and their livelihood. Therefore, in areas where there is peace and tranquility it is important for UNICEF Somalia to empower the local agencies to take over management of the recovery process in these areas.

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This evaluation established that the local authority involvement in the RSH program has completely been left out yet the local authority is a key player in the implementation and management of a program. Areas where there are functional government departments in Somalia is an opportunity that should be capitalized on; the government agencies/local authorities need to be incorporated in the program for purposes of sustainability. The RSH program is a learning and reference point, and the success stories of this program need to be shared with other humanitarian actors for learning and be replicated in their areas of operation. An example was provided of IOM and Intersos as organizations that would be approached to take over this initiative based on their experience. 4.2 Recommendations Key recommendations that are derived from the Regional Supply Hub mechanism as a strategy for the WASH emergency response in Somalia program evaluation include: Recommendations at RSH managers and UNICEF WASH Cluster partner’s levels

1. Community involvement in RSH program implementation and management The community needs to be involved in the program for purposes of ownership. Community committees need to be established at the community level to influence the continuity of the program at the community level. These committees are essential in program implementation, management and monitoring at the community levels. Likewise, the community understands its own problems and is likely to provide solutions to challenges facing them. In areas where there are established community committees they need to be incorporated in the program.

2. Timely reporting Reporting is key in emergency management since information sharing is the basis for planning, and any delay is likely to cause loss of lives. RSH managers need to report on time and accurately. All the partners implementing the RSH program should have all the documentations for the RSH program kept in one project file, including the assessment reports, monitoring reports, distribution reports and final reports. All monitoring reports should be shared with UNICEF to update on the progress of the program.

Recommendations at UNICEF level

Short term

3. Strengthen the capacity of RSH staff and cluster partners involved in the RSH program management

It is important for UNICEF Somalia to consider organizing refresher trainings for the staff involved in the management of RSH programs as well as the WASH cluster partners to strengthen their capacities in management of the RSH program. The Warehouse Managers need to be trained on warehouse management to equip them with necessary skills in warehouse management. UNICEF Somalia needs to develop a training package that is inclusive of ToTs to equip both the WASH cluster partners, and the RSH managers with competencies required to train community members on WASH supplies.

4. WASH supplies delivered in each hub should correspond to the emergencies experienced in each region

The WASH supplies that are stocked in the RSH are standard across all the hubs, that is; aqua tabs, collapsible jerricans, chlorine, water marker, etc., However, the emergencies experienced in these areas are unique and specific to each region. Thus, it is important for UNICEF Somalia to consider streamlining the WASH supplies in accordance to the emergencies that are experienced in each region. This will not only create space in the hubs but will also reduce the chances of WASH supplies expiring without use and moreover, streamlines responses.

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5. Strengthen the involvement of the local authority in the RSH program In areas where local authority is functional, it is important for RSH managers to actively involve the local government in the management of the RSH program for purposes of sustainability and ownership.

Long term

6. Scale up the scope of program areas The RSH program initiative is implemented at the regional levels. There is a need to scale up the scope of the program areas to replicate the initiative at the district levels to enhance accessibility of WASH supplies by WASH Cluster partners. A number of WASH Cluster partners cannot access the Regional Supply Hubs due to the costs related to transportation. It is important to replicate the RSH program in Dollow District in North Gedo under the supervision of SHRA. The RSH program also needs to be replicated in Bay Region not under the supervision of GRRN but another WASH Cluster partner. The concept also needs to be replicated in Kismayu District in Lower Juba. This is because Kismayu is a vast district and to be precise, it is 200km from Dhobley where the current hub (APD) that services all the WASH Cluster partners in Lower Juba Region is located. Thus, due to distance a number of WASH Cluster partners are not able to access WASH supplies from APD Regional Supply Hub. Kismayu is prone to re-current emergencies, for example, floods, conflict, disease outbreaks, IDP population and a likely place of return of Somalia refugees in Kenya (Dadaab) that further qualifies it as a probable area to locate the hub. There are also a number of national non-governmental and/or community-based organizations that work in Kismayu, including Dial Africa, SORDES, URDU, AID Africa and JEDA that would probably be considered as potential hosts of the hub. The international non-governmental organizations that work in Kismayu include Oxfam, IRC, Muslim Aid, WFP and ICRC. Kismayu is also strategic in nature as it is the capital of Juba land administration, and it has a port that would be handy in the shipment of the WASH supplies.

7. Improve on the quality of the WASH supplies The collapsible jerricans distributed to the community are perceived to have a short lifespan since they are not long lasting. They can hardly last a year and therefore, there is a need to replace these jerricans with stronger jerricans that can last for a considerable duration of time. In addition, there is a need to diversify the emergency WASH supplies to include other items, for example, the mosquito nets, ORS and dignity kits for girls. A total of 70% of the community members reported the use ORS for diarrhea treatment. In the same vein, items that are stocked in the Regional Supply Hubs should have longer shelf lives to avoid spoilage.

8. Funding The RSH program is not sustainable as it relies a lot on replenishment of the WASH supplies. UNICEF Somalia, RSH managers and WASH Cluster partners need to market this concept to potential donors to source for more funding. Funding is necessary for this program for the overall management of the RSH and purchase of the WASH supplies.

9. Incorporate the health and nutrition departments in the RSH program There is a need to replicate the RSH program in health and nutrition sectors based on the context of Somalia. Thus, the RSH program will enable WASH Cluster partners access the nutrition and health supplies with ease. However, the existing RSH cannot accommodate the health and nutrition supplies based on the current space available in the RSH; the hubs are too small to accommodate the bulky nutrition supplies. The conditions of the hubs can also not accommodate the health supplies such as vaccines that may require specialized equipments such as coolers and refrigerators. Therefore, there is a need to acquire spacious hubs with specialized equipments that would accommodate both the WASH, health and nutrition supplies.

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10. Follow up on areas that RSH program is being implemented but are considered as insecure

UNICEF Somalia needs to make a follow up on areas that were sampled for this evaluation, and the consultant was not able to visit to determine the progress of the RSH program. 11. There is a need to link the WASH supply activities with WASH Cluster partner strategies to avoid the impression that the partners are used as conduits to distribute the WASH supplies to the community but rather the RSH program should also adequately build the capacity of the WASH Cluster partners on RSH programming. Likewise, the RSH program needs to be integrated with other projects that are implemented by UNICEF Cluster partners in the future as a way of promoting sustainability as well as project continuity. 5.0 LESSONS LEARNT Lesson learning is an important component of effective program management and implementation. A lesson is a new idea, process, experience or understanding, which goes to improve the way the project is managed and contributes to greater effectiveness and wider impact of an activity. Usually, interventions do not turn out exactly the way they were planned; sometimes the needs are not immediately clear or cannot be easily understood; circumstances also do change. The lessons learnt from this evaluation have some similarities with an evaluation that was conducted in DRC on Rapid-Response Mechanism as a strategy for an emergency response. The following are the key lessons emerging from this evaluation: There is a need to incorporate all sectors during an emergency response. The RSH

program has been handy in responding to community needs through the provision of WASH supplies. However, the community still feels that all their needs are not being addressed, communities in emergency require shelter, food, medical care and protection. All agencies in the different sectors (nutrition, health, shelter) should be incorporated during a response to at least try to address some of the needs of the community members at risk, if not all. The evaluation established that despite the community members having WASH supplies, a significant percentage of their needs are not covered during emergencies thus still rendering them vulnerable.

Timely emergency response to a community requires concerted efforts, coordination and collaboration from all the stakeholders, including; non-governmental organizations, community-based organizations, donor agencies, the local authority and the communities themselves. One organization cannot do it a lone.

Pre-positioning of the WASH supplies in the RSH in Somalia has improved access to WASH supplies during emergencies thus enhancing the organizations’ preparedness levels in times of emergencies. This has in turn helped achieve the main objective of the RSH program which is timely response and saving lives. This mechanism needs to be replicated in other regions and/or districts where the RSH program is not operational.

Communities are aware that emergencies such as drought, floods, conflicts, diseases, including AWD/Cholera are part of their lives and they need to prepare to mitigate their impacts. The communities should be informed of the existence of the RSH, the host organizations of these hubs and the exact locations so that they can make use of them during emergencies in terms of WASH supply acquisition. The community should also be trained on the use and importance of WASH supplies as this knowledge would be handy during emergencies and would form part of the community preparedness.

Communication is an essential part of emergency management; communication needs to be done frequently and on time, this helps improve on timely response thus reducing the impact of the emergencies and loss of lives. UNICEF Somalia needs to strengthen its communication with its WASH Cluster partners and bureaucracies should be eliminated.

The RSH mechanism is a new concept in Somalia and thus a lesson learnt as a mechanism for an emergency response. This concept should be thoroughly understood, nurtured and well executed by the implementers. This mechanism also needs to be replicated in the health and nutrition sectors.

40

REFERENCES Internet sources

Central African Republic. 2014. Appeal - Nutrition, Health, Water, sanitation and hygiene Child protection Education HIV and AIDS Rapid Response Mechanism

http://www.unicef.org/appeals/car.html

Danailov, Silvia and Michel, Steven. 2008. UNICEF DRC. Humanitarian Exchange Magazine. Ensuring the predictability of emergency response: the DRC Rapid Response Mechanism

http://www.odihpn.org/humanitarian-exchange-magazine/issue-39/ensuring-the-predictability-of-emergency-response-the-drc-rapid-response-mechanism

Kropf, Philippe. 2012. OCHA Bukavu. DRC: Rapid Response Mechanism in South Kivu faces funding crisis.

http://www.unocha.org/top-stories/all-stories/drc-rapid-response-mechanism-south-kivu-faces-funding-crisis

Country Program Document 2011 - 2015. Somalia.

International Strategy for Disaster Risk Reduction 2009. UNISDR Terminology on Disaster

Risk Reduction.

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LIST OF APPENDICES Appendix 1: Terms of Reference Appendix 2: Field work plan Appendix 3: Guides Appendix 4: List of people consulted Appendix 5: WASH supply stock levels Appendix 6: WASH Assessment Report for IDP Camps in Luuq

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Appendix 1: Terms of Reference for Evaluation of the Regional Supply Hub Mechanism as a strategy for WASH Emergency Response in Somalia RE-ADVERTISEMENT VACANCY ANNOUNCEMENT REF: UNICEF-SOM/2014/012 Evaluation of the Regional Supply Hub Mechanism as a strategy for WASH Emergency Response in Somalia Title: Evaluation of the Regional Supply Hub Mechanism as a strategy for WASH Emergency Response in Somalia Category Contract: Special Service Agreement Length of Contract: 57 working days Organization Unit: WASH Duty Station: Nairobi, with frequent travel to Somalia Date of Issue: 21 March 2014 Closing date of Application: 31 March 2014 RE-ADVERTISEMENT Background and Context In the last two decades, few countries have experience a more protracted emergency than Somalia. Absence of a functioning central government and ongoing conflict, has led to the lack of access to basic services, resulting in the country falling among the highest child and maternal mortality rates in the world. Only 32 per cent of Somalia’s population has access to improved drinking water sources and 29 per cent improved sanitation facilities. At the end of 2010 when drought was declared, UNICEF in collaboration with the Somalia WASH Cluster scaled up activities. However, the situation deteriorated in 2011 and caused large-scale displacement within the country and to neighboring countries. During the famine period of 2011/12, UNICEF through the WASH cluster brought together over 150 local and international NGOs, government departments and UN agencies working in WASH sector to support the people in need of humanitarian assistance. Somalia, being a chronic humanitarian situation rather than a rapid onset emergency, the response has been largely focused on short-term interventions with limited capacity of cluster partners, limited physical access and high turn-over of staff. As restricted access also limited the ability to conduct needs assessments, district focal points were established and tasked to report any changes of needs and humanitarian situations. During the conflict, famine and mass displacements of 2011/12, needs of the affected population changed rapidly. Regional focal points were also instituted for the same reason. The capacity of the district focal points for acute watery diarrhea/cholera (AWD/Cholera) and flooding responses were strengthened to report on the level of preparedness, response and gaps using simple but standard formats and to provide local knowledge to other agencies on the outbreaks as required. UNICEF through the cluster facilitated the establishment of Regional Supply Hubs (RSH). The RSH are run by local NGOs for prepositioning of WASH AWD/Cholera supplies with the aim of improving on the timeliness of WASH responses. The supplies and equipment are given to ten WASH cluster partners, herein referred to as Regional Supply Hub Managers, mainly to support the timely response to any emergency situation that may occur in the operational area of the partner. Objectives To conduct a comprehensive evaluation of the RSH that will provide UNICEF, the WASH cluster and the cluster partners with sufficient information as to the relevance, impact, effectiveness, efficiency and sustainability of RSH approach, and make recommendations for future needs and support that may be required for interventions.

43

A particular focus of the evaluation will be the role of the UNICEF field staff, UNICEF WASH team at USSC, the WASH cluster secretariat, sub-regional WASH cluster coordinator, the regional/district focal points and that of the local authorities and recommendations in hierarchical order the relevance of each of the above and how their role could be strengthened, and or better supported in future.

Scope of Work This evaluation aims to provide evidence-based, credible, reliable and useful information on the RSH; enabling the timely incorporation of findings, recommendations and lessons for the improvement of the RSH approach as a strategy for timely response to WASH emergencies. It will focus on expected and achieved accomplishments, examining the results chain, processes, contextual factors and interconnection, in order to understand achievements or the lack thereof. It aims at determining the relevance, impact, effectiveness, efficiency and sustainability of RSH approach.

Overall, the evaluation ensures that the commitments of UNICEF and WASH cluster partners, as custodians of resources for the reduction of infant and child mortality in humanitarian action, are met by helping to understand if those resources are being used effectively and efficiently. This implies a decisive readiness to make changes should it emerge that the results are not satisfactory. Deliverables The expected deliverables of the study will include:

1. An overview of the principal features of the overall regional supply hub as a program strategy for humanitarian response; to include objectives, major components, locations, commitments/resources provided and disbursement made, any significant changes to approach/activities and reasons why;

2. An assessment of the relevance to the problems it was intended to address and any recommendations for improvements for future submissions. In particular this should look at the critical path in the supply chain/pipeline as the underlying structure.

3. An evaluation of the efficiency, effectiveness, the impact so far and or the prospect in the medium and longer term as well as potential sustainability of the RSH as a program strategy.

4. An assessment of the achieved and expected impact on the core UNICEF target group, children, in particular under the aims of the “Young Child Survival and Development” focus area in the UNICEF 2011-2015 Country Program Action Plan.

5. The assessment should outline both strengths and weaknesses; present lessons learned and where possible and/or relevant, make recommendations for improvements and sustainability.

6. Potential extension of the RSH approach to other sections/sectors like the nutrition and health.

Remuneration

The evaluation fees will be set according to UNICEF standards applicable for national and international evaluators. The contract will be processed in accordance with UNICEF standard procedures for special service agreements.

Evaluators will be expected to have Medical Insurance before signing the contract. No hazard/danger pay shall be paid to the evaluators whilst in Somalia. UNICEF Somalia will be responsible to cover return air tickets from and to the home

country. The Office will also cover travel to/from and within Somalia. The Office will be responsible to cover costs related to security matters.

Management, Organization and Timeframe The WASH cluster coordinator in conjunction with UNICEF WASH section in close collaboration with regional and district as well as the regional supply hub managers will take

44

the responsibility of guiding the evaluation. The evaluator will report to the Chief of WASH Program. Regular updates and briefs will be organized for cluster partners including RSH managers. The evaluator will be supported by a local Somali translator and contextual expert that will facilitate the administrative, logistical and field work for data gathering and security related undertakings of the evaluation.

In line with the stated objectives, the exercise will be organized such that the evaluator will liaise with regional supply hub managers to develop and agree on the appropriate methodology. A short literature review of the existing documentations related to the RSH will be carried out by the evaluator and can be carried out from the home-base. Additional information might be requested by the evaluator in order to clarify issues identified during the desk review. The evaluator will use the material collected to compare the situation prior to the RSH initiatives with the current situation in order to understand how and why the approach developed as it did. At this point, the desk review may raise new questions about the overall scope of the evaluation and about the evaluation methodology to be used. The results of the discussions should be reflected in the Inception Report before the field work starts. A detailed work plan will be prepared, based on the outcome of the short literature review.

The evaluator will be expected to sign a contract as soon as possible and commit him/herself to commence the actual evaluation and providing the agreed upon services on agreed upon dates.

Qualification, Specialized knowledge and Experience Advanced university degree preferably in public health and related fields, social sciences,

research methodology and related fields, with extensive work experience (at least 5 years). Knowledge of the humanitarian reform (2005) and cluster approach, effectiveness of

humanitarian responses and strategies for strengthening of partnerships would be an added value.

Experience with participatory processes and methods – ability to organize and facilitate planning workshops is an added advantage.

Excellent analytical skills and proven ability to formulate and articulate ideas clearly in English (writing skills are critical);

Experience of the socio-cultural setting of Somalia, preferably with previous working experience in Somalia or similar working environment.

Ability to work with people from a broad range of cultures – willingness to work in difficult circumstances.

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Appendix 2: Field Work plan

ITINERARY FOR EVALUATION OF RSH Program

Date Activity Responsible Person

22nd – 26th June 2014 Field work in North Gedo Region Regina and Gedi

26th June – 3rd July 2014 Field work in Baidoa District Regina and Gedi

6th – 10th July 2014 Field work in Mogadishu Regina and Gedi

22nd – 24th July 2014 Field work in South Gedo Region Gedi

2nd – 4th August 2014 Field work in Lower Juba Gedi

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Appendix 3: Guides

Stakeholders guide

Local authorities

Relevance 1. Are you aware of the regional supply hubs?

Are the community members using the supplies from the regional supply hubs/NGOs?

2. What was your role in this program? Was it necessary to have this role in the program? What limitations were associated with this role? How were these limitations managed? What recommendations would you provide to strengthen this role in the program in

future? 3. Was the RSH program relevant? 4. Has the RSH program met the needs of the intended beneficiaries? 5. The program appropriateness i.e. has the RSH program addressed the problems its

was intended to address Cholera Acute Watery Diarrhea

Sustainability 6. How well prepared is the local authority in terms of taking over the responsibilities and

activities of the implementing NGOs once the project lifespan comes to an end? Are there schedules and guidelines for transfer of responsibility and activities to

government departments and/or development organizations? 7. What influence do existing networks (national and international non-governmental

organizations) have on the implemented interventions? 8. To what extent are local capacities developed or strengthened through the

humanitarian interventions?

Lessons learnt 9. What lessons have been learnt from the RSH program that could be relevant in future?

Challenges 10. What challenges are associated with this RSH program?

What do you think can be done to address these challenges?

Opportunities/Recommendations 11. What opportunities exist in improving and informing the design of RSH program? 12. What further improvements would you suggest in future to improve the RSH program? 13. Would you recommend the implementation again and expansion of the RSH program

to other areas?

Monitoring 14. Were you involved in the program monitoring? What was your role?

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Community guide Separate male and female groups will be conducted. Selection of program beneficiaries

1. How are the WASH program beneficiaries selected? What is the selection criteria? In your opinion is it a fair process? Why do you say so? Are their challenges experienced in the selection process? If yes, what kind of

challenges WASH Supplies

2. Are community members aware of places/organizations where they can get WASH supplies in the case of an emergency?

3. Where do you get your WASH supplies during emergencies? From the nearest school Community leaders pick on behalf of the affected households

4. What supplies did you and/or your households receive and why? What quantity of the WASH supplies did you and/or your family receive? Did you use/Are you using the WASH supplies well? If yes, how? If no, why not? What did you use the supplies for? From whom/organization did you receive the supplies from? Did you receive the WASH supplies on time when you needed them?

5. Is there a follow up from the WASH supply distributing organization after distribution? If

yes, what do they do during follow ups? If no, why? Relevance 6. Were the distributions of the WASH supplies relevant?

Was it useful, necessary? Water 7. Do you treat water in your household before drinking? If yes, why? If no, why not?

How do you treat your water?

Diarrhea – AWD/Cholera 8. What are the causes of diarrhea (AWD/Cholera) in this community? 9. What is the community doing to prevent themselves from diarrhea (AWD/Cholera)

infection? 10. What are the impacts of diarrhea (AWD/Cholera) in this community?

Are there deaths reported in this community as a result of diarrhea (AWD/Cholera)

Effectiveness 11. Did the project meet your needs (WASH supplies)?

Short/medium term Long term

Impact and/or change as a result of the project on the beneficiaries

12. What is the impact of this project to the community members during the time (s) of flood, drought, disease outbreaks, conflict? Negative and positive changes

Operation and coordination

13. Was the community involved in the project planning and project monitoring?

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Lessons learnt

14. What lessons have been learnt from the WASH supply program? Opportunities to improve and inform the design of WASH supply program

15. What opportunities exist in improving and informing future WASH supply program? Recommendation

15. What recommendations would you provide for this program to make it better in future (distribution of WASH supplies)?

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Stakeholders guide Cluster partners This guide targets NGOs that receive WASH supplies from the RSH managers Relevance / Appropriateness 1. Are you aware of the RSH program? 2. What was your role in this program?

Was it necessary to have this role? What limitations were associated with this role? How were these limitations managed? What recommendations would you provide to strengthen this role in the future?

3. Is the RSH program relevant? 4. The program appropriateness i.e. has the RSH program addressed the problems its was intended to address

Cholera Acute Watery Diarrhea

5. Are the community members using supplies from the regional supply hubs?

What are you doing to ensure that all community members get WASH supplies during emergencies?

6. Is the RSH program in line with the local needs and priorities of the community? 7. How are the WASH program beneficiaries selected?

What is the selection criteria? In your opinion is it a fair process? Why do you say so? Are their challenges experienced in the selection process? If yes, what kind of

challenges Effectiveness 8. Were the supplies delivered and/or offered at the right time according to response to emergencies? 9. What is the process/procedure of receiving supplies? Impact

16. What do you do in case an emergency arises in your area of operation? 17. What are the impacts of the RSH intervention to the targeted program beneficiaries?

Negative or positive impacts 18. Were the WASH responses during emergencies done on a timely basis? 19. Is there a reduction in the number of deaths as a result of AWD/Cholera?

Sustainability 20. What sustainability measures have been put in place to ensure that the community

continues to receive these WASH supplies in times of emergencies? Trained staff Financial sustainability Integration of the emergency programs in the NGO strategic plans Links with local private sector Involvement of relevant government departments

Weaknesses and strengths of RSH program 11. What are weaknesses and strengths of the RSH program? Lessons learnt 12. What lessons have been learnt from the RSH program?

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Challenges 16. What challenges were experienced in the course of the implementation of the RSH

program? How did the challenges affect the overall program management? What was done to address the challenges?

Opportunities/Recommendations 14. What opportunities exist in improving and informing the design of RSH program? 15. What further improvements would you suggest to improve the RSH program in future? Cross cutting issues To what extent has the project taken into account cross-cutting issues such as children, community DRR approaches, Gender Based Violence and Accountability in the planning and implementation of the action?

Any indication of increased involvement of children in program activities. Incorporation of RSH programming in community DRR approaches with specific

emphasis to resilience Gender Based Violence Accountability

MONITORING Was program monitoring conducted? How regular was monitoring reviewed for improvement?

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Regional Supply Hub Managers Relevance / Appropriateness

1. What was your role in the RSH program? Was it necessary to have this role? What limitations were associated with this role? How were these limitations managed? What recommendations would you provide to strengthen this role in the future?

1. Was the RSH program relevant? 2. The program appropriateness i.e. has the RSH program addressed the problems its

was intended to address Cholera Acute Watery Diarrhea

3. Are other partners (WASH/Nutrition/Health) aware of the regional supply hubs? Are

they using the RSH?

4. To what extent was planning, design and implementation of RSH program take into consideration the local context?

Local needs Community ownership Accountability Cost effectiveness

5. Was the RSH program in line with the local needs and priorities of the community? 6. Did the RSH program follow the donor policy?

Effectiveness

7. To what extent have the project objectives been achieved? What are the key parameters/determining factors that have influenced the

achievement of the objectives? 8. Has the RSH program interventions met the needs of the intended beneficiaries? 9. What standard operating procedures were put in place for effective program

implementation and management? Did you adhere to all the standard operating procedures? Were there instances where things had to be done differently and why?

10. How did the coordination meetings influence the overall program implementation and management? Who were involved in these meetings? How often/frequent were the meetings conducted? What were the agendas of these meetings?

Efficiency

11. How were the resources utilized in the course of project implementation so far? (supplies, expertise, time and finance) Commitments/resources provided and disbursement made

12. Were the resources adequate enough to meet the needs of the beneficiaries? 13. How efficient was it to work with partners (government, UNICEF Somalia, Cluster

partners and the community)? Challenges experienced Evidence of success How the partnership influenced efficiency in project management

Impact

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14. What are the key achievements of the RSH program? 15. What are the impacts of the RSH intervention to the targeted program beneficiaries?

Negative or positive impacts

16. Were the WASH responses during emergencies done on a timely basis? 17. Is there a reduction in the number of deaths as a result of AWD/Cholera?

Sustainability 18. Is the RSH program sustainable? 19. What sustainability measures have been put in place to ensure continuity of this program?

Trained staff Supplies in the RSH Are there policies in place to promote sustainability Capacity building of the partners organizations to maintain the program Financial sustainability

Weaknesses and strengths of RSH program 20. What are weaknesses and strengths of the RSH program? Lessons learnt 21. What lessons have been learnt from the RSH program? Challenges

17. What challenges are experienced in the course of the implementation of the RSH program?

Supply chain/pipeline challenges How did the challenges affect the overall program management? What was done to address the challenges?

Opportunities/Recommendations 23. What opportunities exist in improving and informing the design of RSH program? 24. What further improvements would you suggest to improve the RSH program in future? Cross cutting issues To what extent has the project taken into account cross-cutting issues such as children, community DRR approaches, Gender Based Violence and Accountability in the planning and implementation of the action?

Any indication of increased involvement of children in program activities. Incorporation of RSH programming in community DRR approaches with specific

emphasis to resilience Gender Based Violence Accountability

MONITORING (RSH managers and WASH NGOs)

Was program monitoring conducted? How regular was monitoring reviewed for improvement? How often was technical advice provided – from UNICEF Somalia (Mogadishu,

Galkayo, Baidoa and Nairobi), NGOs and externally? Was there an M&E framework developed? Was it satisfactory? How did the regional coordination meetings influence the operation and management

of the RSHs in your Zone?

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UNICEF Staff – WASH groups (Nutrition and Health partners)

Relevance / Appropriateness

1. Are you aware of the RSH program that is currently being used by the WASH department for WASH supply distribution?

2. Is the RSH program relevant? Was it necessary to have regional supply hubs for WASH supplies?

3. Do you find the RSH program useful in your programs? Would you be willing to invest or make financial contribution to the RSH

program Sustainability

4. What do you think can be done to promote sustainability of this RSH program? Weaknesses and strengths of RSH program

5. What are weaknesses and strengths of the RSH program? Opportunities/Recommendations

18. What do you think can be done to improve the design of the RSH program to make it better?

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OCHA Focal person

1. UNICEF Somalia, WASH department is currently using RSH program to distribute its WASH supplies to community members during emergencies, are you are aware of such an initiative?

What are your thoughts on this program, is it relevant? Is it useful? Is it necessary

2. Would you advocate the use of RSH in emergency situations? 3. In your capacity as OCHA, how would you promote the use of RSH in emergency

situations to promote access to humanitarian services to communities in need? Policy development Funding Capacity building Strengthening existing networks

4. Is this an approach you would recommend to be used by other UNICEF Sections (Health, Nutrition)?

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UNICEF Staff – WASH department Relevance / Appropriateness 1. What are the objectives of the RSH program? 2. Have these objectives been achieved? 3. Has this program met your expectations? 4. How are the emergency WASH supplies handled differently from the normal program supplies?

Critical path in the supply chain/pipeline as the underlying structure Challenges

19. What challenges were associated with this program? How were these challenges managed?

Sustainability 5. What sustainability measures have you put in place for the continuity of this program in future by the RSH managers and Cluster partners? Weaknesses and strengths of RSH program 6. What are weaknesses and strengths of the RSH program? Opportunities/Recommendations 7. What opportunities exist in improving and informing the design of RSH program? 8. What further improvements would you suggest to improve the RSH program in future? MONITORING

How often and in what ways did you provide technical advice to your partners? Was reporting done on a timely basis by your partners? Commitments/resources allocated and disbursements made Was funding put into good use by your partners?

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Questionnaire This questionnaire targets community members – beneficiaries of WASH supplies

Region

Regional supply hub

District

Village

Partner Staff Name

Date

INTRODUCTION Good morning Sir/Madam. My name is .............................. We are currently conducting an evaluation on behalf of UNICEF Somalia on its WASH activities (WASH supplies) that families have received in this area. Your views are very important and we would appreciate if you could spend some time to help us with our evaluation. I would like to assure you that whatever we will discuss today here today will be kept confidential and will only be used for reporting. Socio-demographic characteristics of the respondents

1. Gender

a) Female

b) Male

2. How old are you?

3. Household size

a) 1 Person

b) 2 People

c) 3 to 8 people

d) 9 to 14 people

e) 15 to 20 people

f) More than 20 people

4. What is your highest level of education?

a) Nursery school

b) Never completed primary school

c) Primary school

d) Never completed secondary school

e) O level

f) A level

g) University degree

h) Masters degree

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5. Description of the beneficiary

a) Conflict affected

b) Flood affected

c) Drought affected

d) Diarrhea – AWD/Cholera affected

20. Others…………….(Specify)

Water, sanitation and hygiene (WASH) Interventions 5. (a) Is there a WASH program intervention that has been implemented in this community or is on-going?

a) Yes

b) No Go to question 7

c) I do not know Go to question 7

6. (b) If yes to question 6 (a) above, which WASH program intervention is/ are this/these? (Tick all that apply)

a) Hygiene

b) Water supply

c) Sanitation

d) Assessment

e) Supplies distribution

6. © Who/which organization is implementing this WASH program?

a) NGO (specify)

b) Health centre

c) UNICEF cluster partner

d) UNICEF

e) Other (specify)

WASH Supplies

6. Has your family received any WASH supplies in the last 12 months?

a) Yes

b) No Go to Q13

c) I do not know Go to Q13

7. What WASH supply did your household receive? (Tick all that are applicable)

WASH Supply Tick Quantity

a) Water purification tablets (Aqua-tabs, water maker)

b) Jerricans

c) Buckets

c) Soap

d) Chlorine

e) Other (specify)

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8. How many times has your family received WASH supplies in the last 12 months?

a) 1 time

b) 2 times

c) 3 times

d) 4 times

e) 5 times

f) More than 5 times

9. What did you use the WASH supply for?

a)

b)

c)

d)

e)

f)

10. When did you/your family receive the WASH supplies?

a) When my family was affected by conflict

b) When my family was affected by flood

c) When my family was affected by drought

d) When my family was affected by AWD/Cholera

e) I always receive any time even when my family does not have any problem

21. Others…………….(Specify)

Knowledge Skill Transfer

11. (a) Were you and/or your family member explained to/trained on how to use WASH supplies?

TICK

a. Yes Go to question 13 (b)

b. No Go to question 14

12. (b) What type of training/explanation did you/your family get on WASH?

a)

b)

c)

d)

e)

12. (© From which organization (s) did you receive this training/explanation on WASH?

a)

b)

c)

d)

e)

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Water

13. (a) Do you treat water before drinking?

a) Yes

b) No

c) I do not know

13. (b) If yes, in question 13 (a) above, how do you treat your water before drinking?

a) Filter with cloth

b) Filter with sand

c) Ceramic filter

d) Use Water purification tablets (Aqua-tabs, water maker)

e) Boiling

f) Sun exposure

g) Other (specify)

13. © If no, in question 13 above, what are your reasons for not treating water before drinking?

a)

b)

c)

Causes of diarrhea/cholera

22. What causes diarrhea in your community during emergencies? (Tick all that are applicable)

a) Eating contaminated food

b) Drinking contaminated water

c) Witchcraft, curse, etc

d) Too much milk

e) Lack of sanitation facilities

f) Not washing hands at critical times (after visiting latrine, before eating, before preparing food, after cleaning a child)

e) I do not know/ not sure

23. What do people in this community do when someone has diarrhea? (Tick all that are applicable)

a) Use traditional herbs

b) Visit clinic/health centre

c) Use ORS

d) Pray

e) Visit traditional healer

f) Drink Coke/Chew Khat /other

g) Buy medicines

h) Use Water purification tablets (Aqua-tabs, water maker)

I) I do not know

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24. What are the impacts of diarrhea – AWD/Cholera?

a) Loss of lives

b) Inability to work

c) Frequent illnesses

d) High poverty levels

e) Lack of adequate food

f) General body weaknesses

25. How can diarrhea/cholera be prevented? (Tick all that are applicable)

a) Use mosquito net

b) Vaccination

c) Witchcraft/curse, etc.

d) Use Water purification tablets (Aqua-tabs, water maker)

e) Hand washing with soap at critical times (after visiting latrine, before eating, before preparing food, after cleaning a child)

f) Covering food

g) Washing food well before cooking

h) Cooking food well

i) I do not know

j) Other

Timeliness of WASH supply distribution 18. (a) Whenever there is a problem in this community, be it conflict, flood, drought, cholera outbreak etc. Do you normally receive WASH supplies on time for prevention of AWD/cholera outbreaks/ prevention of further spread of cholera?

a) Yes

b) No

c) I do not know

18. (b) What are the main reasons for the response above?

1.

2.

3.

4.

5.

Program Impact

19. What has changed in your household as a result of the WASH supplies that you and your family have received?

a)

b)

c)

THANK YOU VERY MUCH FOR YOUR TIME!!!

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Appendix 4: List of people consulted

Focus group discussions

Halako Village, Luuq District, North Gedo Region 23 June 2014

1. Kayua Jaama Ali Community member

2. Halima Abdulle Maraade Community member

3. Kaltuma Abdi Jman Community member

4. Abdi Bille Handulle Community member

5. Shaiye Mohumed Osman Community member

6. Fatuma Dahir Osman Community member

7. Haawo Osman Mahat Community member

Jaziira 1 Village, Luuq District 24 June 2014

8. Hussein Hassani Hassan Community member

9. Nuuriye Liban Isack Community member

10. Habiba Hussein Abeli Community member

11. Kadija Mohamed Noor Community member

12. Nuurta Abdi Falow Community member

13. Abshire Isack Ibrahim Community member

14. Aden Basow Aden Community member

15. Ali Maalim Ibrahim Community member

Jaziira 2 Village, Luuq Distric 24 June 2014

16. Deeka Ali Ahmed Community member

17. Fatuma Mohamed Mohumed Community member

18. Sannira Ismail Ishak Community member

19. Haawd Snkay Diyat Community member

20. Fatuma Sheik Siido Community member

21. Ruun Mohmed Hafi Community member

22. Boostaya Abdullahi Sheik Community member

23. Rukya Aden Hic Community member

Ijaba Village, Luuq District 24 June 2014

24. Omar Adow Ali Community member

25. Dahir Ali Mohamed Community member

26. Ali Dhub Osman Ibrahim Community member

27. Hussein Mohamed Jamaa Community member

28. Fatuma Farah Community member

29. Hahma Sheik Abdi Abdalla Community member

Horseed Village, Baidoa District, Bay – Bakool Region 29 June 2014

30. Halima Hassan Mohamed Community member, IDP

31. Kalama Ali Issack Community member, IDP

32. Muslima Mohamud Issack Community member, IDP

33. Hadija Qaadi Adan Community member, IDP

34. Saadia Issack Madey Community member, IDP

35. Habiba Hassan Mohamed Community member, IDP

36. Fatuma Mohamed Adan Community member, IDP

37. Muslima Mohamed Kheer Community member, IDP

38. Hawa Mohamed Ali Community member, IDP

39. Amina Maalim Warrow Community member, IDP

Holwadag Village, Baidoa District, Bay – Bakool Region 29 June 2014

40. Haretha Hassan Mohamed Community member, IDP

42. Fatuma Abdirahman Ibrahim Community member, IDP

43. Nurta Ali Mohamed Community member, IDP

44. Fatuma Yussuf Mohamed Community member, IDP

45. Fatuma Samon Mohamed Community member, IDP

62

46. Hawa Abdirahman Hassan Community member, IDP

47. Ximira Issack Abukar Community member, IDP

48. Fatuma Issack Ali Community member, IDP

49. Johara Nurow Ibrahim Community member, IDP

50. Maryam Madey Ali Community member, IDP

Berdale Village, Baidoa District, Bay – Bakool Region 30 June 2014

51. Ibrahim Keeraf Adan Community member, IDP

52. Buule Sankuus Abdi Community member, IDP

53. Ali Hussein Hassan Community member, IDP

54. Nuuna Ali Mohamed Community member, IDP

55. Amina Abdi Muusa Community member, IDP

56. Hawa Hassan Issack Community member, IDP

57. Afifa Sheik Ali Community member, IDP

58. Fatuma Samon Abdi Community member, IDP

59. Farey Abdow Mohamed Community member, IDP

60. Amina Abdi Mohamed Community member, IDP

Bantu 1 village, Elwak, North Gedo Region

61. Muktar Mohamed Abdi Community member

62. Abdinuur Daud Community member 63. Hidigo Amiin ali Community member 64. Amina Adan Ali Community member 65. Ahmed Guhad Omar Community member 66. Dabane Adan Hussein Community member 67. Yussuf Isack Adan Community member Kutur village, Dhobley, Lower Juba

68. Halima Abdi Osman Community member

69. Muhuba Sheik Yussuf Community member

70. Ali Abukar Jama Community member

71. Kadra Hire Abdi Community member

72. Seynab Mohamed Ali Community member

73. Abdullahi Yussuf Abdi Community member

74. Hamida farey muse. Community member

75. Abdullahi Maalin Adow Community member

76. Yussuf Ali Kalif Community member

Key Informants

77. Dahir Abdirahman Abdi Deputy Regional Focal Point – ASEP – North Gedo Region

78. Cleophas Ochieng’ RSH Manager – North Gedo Region

79. Abdullahi Mohamed Hassan SRDA

80. Bilow Sheik Hassan ERDO

81. Ibrahim Abdullahi Irbat ERDO

82. Feisal Issack Mohamud RSH Manager – Bay – Bakool Region

83. Abdullahi Jama Hassan RSH Manager – SOPHPA

84. AbdiRahman Ahmed Abdi RSH Manager – SOPHPA

85. AbdiNoor Baudle Ali Project Manager, BASDO

86.. Fashia Sheik Ibrahim Program Assistant, BASDO

87. Sheikh Isack Mohamed Sankis Baidoa Water Board

88. Adan Isack Derow Baidoa Water Board

89. Hassan Moalim Ibrahim Program Coordinator, Community Care Centre – MCH

90. Abdirahim Moalim Mohamed Deegroor Medical Organization – MCH

91. Abdullahi Nur Aden Nutrition Cluster Focal Point – UNICEF Somalia, South Central Mogadishu

63

92. Shukri Mohamed Ali Sub Zonal WASH Cluster Coordinator - Banadir, Lower and Middle Shabelle

93. Thomas Ondari Nyambane Humanitarian Affairs Officer, Baidoa Somalia, UN OCHA

94. Crispen Rukasha Head of South Central Office, UN OCHA

95. Mohamoud Ali Hassan Administrator, CTC program – SAACID

96. Mohamed Isak Nor WASH Focal Point, Middle Shabelle Region, Somalia – SYPD

97. Adan Abdallah Regional Supply Hub Manager, WOCCA

98. Abdi Hakim Southern Aid

99. Abdi Dubow Juba Light Organization

100. Shem Okiomeri WASH department, UNICEF Somalia

101. Amna El. El Mamoun El Mardi Procurement and Contract Specialist, USSC

102. Cormac O’ Sullivan UNICEF Somalia Logistic Specialist, USSC

103. Rage UNICEF Somalia, Logistics Assistant

104. Fatuma Ali Cluster Support Officer

105. Sayed Ezatullah Majeed Chief, Nutrition, UNICEF Somalia Support Center

106. Kamal Bahadur Kunwar WASH department, UNICEF Somalia

107. Safia Ahmed Mohamed Regional Focal Point, NRC

108. Patrick Laurent WASH Cluster secretariat

109. Joseph Wahome RSH Manager, Soma-Action

110. Ali Shaley SADO

111. Abdi Noor SAF

112. Jessie Kinyanjui Global M-Link Coordinator, OXFAM

67

Appendix 5: WASH supply stock in and stock out sheets SHRA Regional Supply Hub

UNICEF SUPPLY HUB STOCK

Balance from Inception to 24.06.2014

No. Item Description Unit Total Quantity Received

Total Quantity Distributed

Balance in Store

1 Collapsible Jerry Cans (20L) Liter

75,908

35,863

40,045

2 Collapsible Jerry Cans (10L) Liter

37,388

25,973

11,415

3 Bar Soap Pcs/Bar

2,280

1,428

852

4 Plastic Bucket (20L) Liter

23,220

12,675

10,545

5 Chlorofloc, Water Maker Purification Carton

384

300

84

6 Chlorine/Calcium Hypochlorite Drum

35.5

-

35.5

7 Water Purifier ( 67mg Tablets) Boxes

284

76

208

8 Mat Pcs

840

786

54

9 Water Filter Ceramic Pcs

1,000

-

1,000

10 School Hygiene Poster Pcs

5,780

1,350

4,430

11 Bladder Tank Pcs

4

-

4

12 Family Water Kit (for 10 Families) Pcs

12

12

-

13 Poly Sack (Brown Bag 25kgs) Pcs

2,000

-

2,000

14 Polypropylene Bag, 50kgs Pcs

400

-

400

15 Submersible dewatering Pump & Generator Pcs

1

-

1

Prepared by: Abdifatah Hire Ali Prepared by: Cleophas N. Ochieng

Signed: ________________________ Signed: ________________________

Date: ________________24.06.2014__________

Date: _________24.06.2014_________________

68

GRRN Regional Hub

UNICEF SUPPLY HUB STOCK

Balance from Inception to Date

No. Item Description Unit Total Quantity Received

Total Quantity Distributed

Balance in Store

1 Laundry soap Ctn

1,939

332.2

1,607.8

2 Chlorine Drum

66

28

38

3 Aqua tabs Ctn

216

67

149

4 Water maker Ctn

76

27

49

5 Squatting plate plastic Pcs

258

60

198

6 Collapsible jerry cans Pcs

74,328.0

9,176

65,152.0

7 Jerry can non collapsible Pcs

342

32

302

8 Water tank plastic 1500 lts Pcs

3

-

3

9 Mat plastic or straw Pcs

750

-

750

10 Bucket Plastic 20lts w/reinforce, lid Pcs

11,980

1,130

10,850

11 Polysacks, Laminated Brown Bag 25kgs Pcs

2,000

-

2,000

12 Bag poly propylene 50kg Pcs

200

-

200

13 Basic family water kit for 10 families KIT

6

-

6

Data entered by: Gedow M. Yare

Reviewed by: Iman Ali Abdi

Signed: ________________________

Signed: ________________________

Date: 30.06.2014__________________________ Date: 30.06.2014__________________________

69

CPD Regional Supply Hub

Date Item Unit Qty

Agencies that

received the

supplies

Emergency

04/2013 Aqua tab EA 32 WARDI

floods in

Baladweyn

04/2013 Clorfloc Box 50 WARDI

04/2013 Chlorine Drums 2 WARDI

05/2013 Family kit Set 40 HOPEL

Floods in

Abudwak

05/2013 Aqua tab EA 13 COOPI

05/2013 Clorfloc Box 14 COOPI

03/2014 Bar Soap Bar 178.56 CPD

AWD outbreak

cases in Abudwak

03/2014 Aqua tab EA 4.65 CPD

03/2014 Jerry Can Pcs 744 CPD

04/2014 Bar Soap Bar 80 COOPI

AWD outbreak

cases in Abudwak

04/2014 Aqua tab EA 2.5 COOPI

04/2014 Jerry Can Pcs 400 COOPI

05/2014 Bar Soap Bar 50 SRC

Amisom+SNA

offensive in El-bur

05/2014 Aqua tab EA 1.6 SRC

05/2014 Jerry Can Pcs 250 SRC

70

REVISED MONTHLY SUPPLY HUB STOCK REPORT WASH Contingency Stocks

PCA Reference: __PCA/CSZ/2013/4242_____________________________________________ Warehouse Location:__APD_____Dhobley_________________________________ Date:______11/02/2013__________

#

Item Description

UNIT

Balance in stock (from

previous Month)

Quantity Received

Quantity lost/

damaged

Quantity Distributed

Quantity in stock (actual)

Remarks

To affected Households*

To other WASH cluster Partners**

Total Units Total target HHs

Total Units Total target HHs

1 Bar soap bars 6259 0 0 0 0 5448 908 811

2 Aqua Tabs tabs 736,100 0 0 0 0 90800 908 645,300

3 10 Lt collapsible jerrican

PCS 4703 0 0 0 0 0 0 4703

4 20Lt Buckets PCS 14,617 0 0 0 0 908 908 13,709

5 Water marker (purifier)

sachets

103,000 0 0 0 0 0 0 103,000

6 Chlorine drum 19 0 0 0 0 0 0 19

7 20 LT collapsible jerrican

PCS 24,700 0 0 0 0 908 908 23,792

8 Plastic mat pcs 272 0 0 0 0 180 908 92

9 Basic Family Kit for 10 families

E.A 6 0 0 0 0 0 0 6

10 Polysack (25kg) pcs 3000 0 0 0 0 0 0 3000

11 Polypropylene (50Kg) pcs 400 0 0 0 0 0 0 400

Certification

Storekeeper: Project Officer

Name Signature Name Signature

1.Hussein Hassan 1. Aden Abdiwahab

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REVISED MONTHLY SUPPLY HUB STOCK REPORT WASH Contingency Stocks

Warehouse Location: Karan District_______SOPHPA___________________________ Date: _01_/02/2014___________

#

Item Description

UNIT

Balance in stock (from

previous Month)

Quantity

Received

Quantity lost/

damaged

Quantity Distributed

Quantity in stock (actual)

Remarks

To affected Households*

To other WASH cluster Partners**

Total Units Total target HHs

Total Units Total target HHs

Soap 420cartons

192 carton SAACID

800 HH 1068 Carton

Plastic bucket 9248 pcs 800 PCs Saacid

800 HH 11128 PCs

Collapsed jerry can 970 pcs 800 PCs SAACID

800 HH 1676.4 sacks

Aqua tab 359 cartons

5 cartons Saacid

800 HH 416 cartons

Water marker 340 carton

348 carton

Basic family kit 181 carton

181 carton

Chlorine drums 2 Drums 2 Drums

Squatting, plastic w/o PAN, 120x80CM

350Ms/R012/0650

350Ms/R012/0650

Water tanks 2000 liters 2 pcs 2 pcs

Water tanks 5000 17 pcs 17 pcs

Water tanks1000 liters 5 pcs 5 pcs

Pump submersible dewat /desludging, w/

2 2

72

Brown bag 9000 sacs 9000 sacs

Solar powered/water pump

1 item 1 item

Megaphone 20 pcs 20 pcs

Battery charger external

20 pcs 20 pcs

Battery rechargable 200 pcs 200 pcs

Mat, 800 mats 500 Mats SAACID

300 mats

Polyproleyne 50 kg 40pcs 40pcs

73

SAREDO Regional Supply Hub

WASH SUPPLIES DISTRIBUTION FORM

PCA Reference: PCA/NAT/2012/3483

Warehouse Location: Merka/Mogadishu

# Date Organisation District Location/Village Item Description Unit Total Units distributed

Total Target HHs

1 17/02/2013 Hawo A.Foundation Lafole Hawa Abdi village Loundry soap BAR/EA 500 3,000

2 05/08/2013 COSV Merka Sigale bari & Sigale Degta Loundry soap BAR/EA 4,800 800

3 05/08/2013 COSV Merka Sigale bari & Sigale Degta Plastic Buckets EA 800 800

4 05/08/2013 COSV Merka Sigale bari & Sigale Degta Aqua taps EA 80,000 800

5 05/08/2013 COSV Merka Sigale bari & Sigale Degta Jerry can 20 lit EA 800 800

6 28/08/2013 ORDO Afgoye Flood affected Villages of Loundry soap BAR/EA 5,100 850

7 28/08/2013 ORDO Afgoye Flood affected Villages of Aqua taps EA 85,000 850

9 28/08/2013 ORDO Afgoye Marerey Sabid ,Anole Soaps Bar 624 104

9 28/08/2013 ORDO Afgoye Marerey Sabid ,Anole Plastic buckets EA 104 104

9 28/08/2013 ORDO Afgoye Marerey Sabid ,Anole Aqua tabs EA 10400 104

9 28/08/2013 ORDO Afgoye Marerey Sabid ,Anole 20L Jerry cans EA 104 104

10 28/08/2013 ORDO Afgoye Balguri Soaps Bar 612 102

10 28/08/2013 ORDO Afgoye Balguri Plastic buckets EA 102 102

10 28/08/2013 ORDO Afgoye Balguri Aqua tabs EA 10200 102

10 28/08/2013 ORDO Afgoye Balguri 20L Jerry cans EA 102 102

11 28/08/2013 ORDO Afgoye Baladul Amin Soaps Bar 600 100

74

11 28/08/2013 ORDO Afgoye Baladul Amin Plastic buckets EA 100 100

11 28/08/2013 ORDO Afgoye Baladul Amin Aqua tabs EA 10000 100

11 28/08/2013 ORDO Afgoye Baladul Amin 20L Jerry cans EA 100 100

12 28/08/2013 ORDO Afgoye Yumbis Soaps Bar 552 92

12 28/08/2013 ORDO Afgoye Yumbis Plastic buckets EA 92 92

12 28/08/2013 ORDO Afgoye Yumbis Aqua tabs EA 9200 92

12 28/08/2013 ORDO Afgoye Yumbis 20L Jerry cans EA 92 92

13 28/08/2013 ORDO Afgoye Damaley Soaps Bar 546 91

13 28/08/2013 ORDO Afgoye Damaley Plastic buckets EA 91 91

13 28/08/2013 ORDO Afgoye Damaley Aqua tabs EA 9100 91

13 28/08/2013 ORDO Afgoye Damaley 20L Jerry cans EA 91 91

14 28/08/2013 ORDO Afgoye Jambalul Soaps Bar 522 87

14 28/08/2013 ORDO Afgoye Jambalul Plastic buckets EA 87 87

14 28/08/2013 ORDO Afgoye Jambalul Aqua tabs EA 8700 87

14 28/08/2013 ORDO Afgoye Jambalul 20L Jerry cans EA 87 87

15 28/08/2013 ORDO Afgoye Bayan Soaps Bar 570 95

15 28/08/2013 ORDO Afgoye Bayan Plastic buckets EA 95 95

15 28/08/2013 ORDO Afgoye Bayan Aqua tabs EA 9500 95

15 28/08/2013 ORDO Afgoye Bayan 20L Jerry cans EA 95 95

16 28/08/2013 ORDO Afgoye Barire Soaps Bar 528 88

16 28/08/2013 ORDO Afgoye Barire Plastic buckets EA 88 88

16 28/08/2013 ORDO Afgoye Barire Aqua tabs EA 8800 88

16 28/08/2013 ORDO Afgoye Barire 20L Jerry cans EA 88 88

17 15/12/2013 WOCCA Jowhar Flood Affected Villages Loundry soap BAR/EA 30,000 5,000

18 15/12/2013 WOCCA Jowhar Flood Affected Villages Aqua taps EA 496,000 5,000

19 15/12/2013 WOCCA Jowhar Flood Affected Villages Jerry can 20 lit EA 10,000 5,000

20 01/07/2014 SAREDO Marka Conflict Affecetd Villages of Loundry soap BAR/EA 19,200

3,200

75

21 01/07/2014 SAREDO Marka K50,Fedmuse, Abo'o 20 lit Jerry can EA 3,200 3,200

22 01/07/2014 SAREDO Marka Ay-butey, Sagarole, 20 lit plasic buckets EA 3,200 3,200

23 01/07/2014 SAREDO Marka Bulo-Barow, Bulo-Jinni, Aqua taps EA 96,000 3,200

24 01/07/2014 SAREDO Marka Busley Da'ud, Bulo-Arundo & El-Warego Mats Pcs 300

3,200

26 12/01/2014 EVSO Jowhar Flood Affected Villages Water purif. (NADCC) 67MG EA 40 14,178

27 01/12/2014 EVSO Jowhar Flood Affected Villages Chlor-Floc Water purif.powder CRT 30 14,178

28 02/10/2014 ARC Solution Banadir Others Laundry Soap CRT/Pcs 425 1,200

29 03/02/2014 SACCID Banadir Others Laundry Soap CRT/Bar 17,400 2,900

30 03/02/2014 SACCID Banadir Others Aqua taps EA 29,000 2,900

31 03/02/2014 SACCID Banadir Others 20 lit plastic buckets Pcs 2,600 2,900

32 03/02/2014 SACCID Banadir Others 10 liter Jerry cans Pcs 2,900 2,900

33 25/03/2014 SAREDO Marka Bulo- Jaan/Beylow/Kayf Laundry soap BAR/EA 108 54

34 25/03/2014 SAREDO Marka Bulo- Jaan/Beylow/Kayf 20 lit plastic buckets Pcs 54 54

35 25/03/2014 SAREDO Marka Bulo- Jaan/Beylow/Kayf 20 lit Jerry can Pcs 54 54

36 25/03/2014 SAREDO Marka Bulo- Jaan/Beylow/Kayf Aqua taps Tabs 1,620 54

76

WASH ASSESSMENT REPORT FOR IDP CAMPS IN LUUQ 1.0 Introduction An assessment was conducted between 4th and 5th july 2014 on Jazira, Balanmbale, Halako and Dayah IDP camps in Luuq to inform the need to distribute wash supplies to the IDPs.A questionnaire of minimum wash assessment guideline was administered to a total of 20 households and distributed as follows jazira1 -11HH, Balanmbale 5HH and 4HH for Halako and Dayah against a total population of 382HH for jaziraI,184HH for Balanmbale IDP camp,35HH for Dayah and 76HH for Halako camp. 2.0 Background/Demographic information The household size of the IDP camps that were interviewed ranges from 4-8 people per household. In the last three months a total of 150-180 people came into the four IDPs as new arrivals. The main NGO that is providing assistance for the IDPs is SHRA distributing wash supplies directly or in through other partners with support from UNICEF and SRDA that is distributing food with support from WFP.All the households interviewed in all the three IDP camps regarded food, container for storing water, education, medication and provision of mosquito nets as of urgent priorities. 3. Health Across the four IDPs camps that the questionnaire was administered, the most common disease that adult suffer from is malaria at 90%(18 out of 20), Typhoid is also prevalent among adults at 60%(12 out of 20) while common cold is at 45%(9 out of 20) with diarrhea and cough being at 35%(7 out of 20) and 30% (6 out of 20 )respectively. With regard to the under five children the most common disease that is prevalent is Malaria at 60%,common cold at 55%(11 out of 20) .pneumonia cough at 40%(8 out of 20) while stomach ache/typhoid was found to be 25%(5 out of 20) prevalent among the households interviewed. When they were asked about whether adults or children under five suffered from diarrhea in the last two weeks only 25% (5 out 20) said they suffered from the diarrhea while 55%(11 out of 20) households interviewed said their children under 5 suffered from diarrhea in the last two weeks.

4. Water supply The quantity of water collected by the IDPs within the households interviewed was found to be 60%(12 out of 20) for between 75-100 litres,25%(5 out of 20) for less than 75 litres and only 15%(3 out of 20) for more than 100 litre.The source of water from which those interviewed in Jazira camp collects water is tap/piped which is less than 1km from their homes while the other IDP camps i.e Balanbambe,Halako and Dayah all collects their water from the river which is 1-1.5km away from their homes. All the households interviewed said the displaced populations have access to existing water source. Regarding the safeness of the source point at which the household collects water, only respondents from Jazira camp said their point source is safe, other IDP camps whole household collects water from river eluded their safety fears to drowning into the river during high flows, fear of being attached by crocodile and possible snake bites. When asked about the health the water they drink give them, those that use tap water especially in Jazira said the water do not give them any problem however all those interviewed who uses river water especially balanmbale,Halako ,Dayah and some jazira camp resident said the river

77

water gives them the problem of stomach ache. All the household interviewed said they have containers for storing and fetching water of the size 10 and 20 litres of plastic or collapsible however majority of such container were observed to be worn out with some broken and with no handles. With regard to efforts to improve the quality of the water they drink only Jazira Camp said they treat water they drink either through the use of aquatabs, boiling etc while other IDPs camps i.e Balanmbale, Halako and Dayah said they do not do anything to improve the quality of the water possibly because they had run out of aquatabs stock since the last distribution was three months ago. 5.0 Sanitation A cross the Four IDP camps that were interviewed none of the household said they have their own latrine. One latrine is being shared by averagely 20-30 people in jazira camp while in the other three IDPs the ration of one latrine to users ranges between 30-40 people. When they were asked whether they think its very important to use latrine all the respondents in the Four camps said its important in order to avoid open defecation. 6.0 Hygiene All those that were interviewed in Jazira camp said they wash their hands with soap and ash plus water. In Blamable 60%(3 out of 5) wash their hands with ash while 40%(2 out 5) wash their hands with water only.For Halako and Dayah,75%(3 out 4) households that were interviewed said they wash with water only while only 25% said they wash their hands with soap and ash. With regard to the critical hand washing times only Jazira Camp had the knowledge and practicing hand washing at the 5 critical times. In Balanmbale, Halako and Dayah camps most households interviewed said they wash their hands after defecation and cleaning childs bottoms and before eating.When the households were asked on accessibility to soap,all the households across the four camps said they are not accessible to it because they cant afford to buy and the last time soap distribution was done was 3 months ago. Concerning the items that are available or accessible to the families all the households interviewed said they are accessible to containers for collecting and storing water however they are worn out with some broken and missing handles. None of the households said they are accessible to water treatment chemicals and soap. Concerning their opinion with regard to importance of soap, all the households interviewed said soap was very important as they use it in bathing, washing clothes and utensils, Hand washing, and cleaning baby’s bottom. 7.0. Vector borne Diseases Across all the four IDPs whose households were interviewed none responded to be in possession and is using mosquito net. This findings validates the high prevalent of malaria cases at the household level as a common disease with adults from the household sampled being at 90% prevalent and the children under 5 being at 60% prevalent. 8.0 Shelter All the households that were interviewed lives in Manyatta made of twigs and some with a tent structure .The major problem they witness in these structures they live in is congestion since they are small in size and household size bigger, colds especially at night and during rainy season, exposure to dusts hence spread of air borne diseases especially coughs. 9.0 Miscellaneous The emergency situation the households that were interviewed currently lives in has affected the lives and the living standard of the women and girls negatively as a result of low living standard due to low income, no education due to inadequate schools at the camps, poor living

78

conditions, lack of sanitation pads among others. With regard to access to market and livelihood, all the households interviewed said the emergency situation has resulted to low access to market and poor livelihood due to low income levels. Concerning access to water, latrines and medical waste facilities in their local health facilities only the households from Jazira camp said their health centre have the above facilities, the other IDP camps that were interviewed said they don’t have such facilities. 10.0 Other observation and conclusion As was being observed during the assessment, most containers within the households are worn out and some broken hence there is need for replenishment to all the four IDP camps. There is also need to conduct more hygiene promotion sessions in Balanmbale, Halako and Dayah since most households do not have the knowledge of critical hand washing times, Household water treatment and the general observation of hygienic living conditions. There is also need to distribute mosquito nets to the IDPs since none reported to be using the nets. This will go a long way in reducing the high prevalent of mosquito.