EVALUATION OF THE HOLISTIC
RESOURCE MANAGEMENT IN SOMALIA
FOR
RESOURCE MANAGEMENT SOMALI
NETWORK (RMSN) 2003-2007
Contract Number: Som-501979-0000694 and Som-501979-4871
Final Draft Report
January 2009
Submitted by :
ETC East Africa Ltd
ABC Place, Waiyaki Way,
East
Africa Ltd
P.O. Box 76378, Nairobi, Kenya.
Phone: +254 (0)20 4 445 421/2/3 Fax: 254 (0)20 4 445 424
Email :office@etc-eastafrica.org.
Acknowledgements
The evaluation of ‘Holistic Resource Management Project in Somalia for 2003-2007 was commissioned by Resource
Management Somali Network (RMSN) and carried out by ETC East Africa Ltd. The study was conducted by a team
of three consultants - Bell Okello (Principal Consultant and Team Leader), Mohamed Gure and Mohamed Ahmed
Moallim between June 20th and July 31st first with preparatory activities in Nairobi followed by field work in different
regions of Somalia, and finally, data analysis and report writing in Nairobi.
The team of consultants wish to express their gratitude to all those who contributed to making the evaluation study a
success, resulting in the production of this report. Specifically, the consultants heartily thank the beneficiaries who
willingly volunteered information and participated in the interviews and focus group discussions. Special thanks go to
Ahmed Ibrahim Awale, the Chair of Board of Directors – RMSN, Ibrahim Gure (Coordinator of RMSN), staff of the
coordination Officer, Staff of all 14 member organisations visited, Government Officers interviewed, Candlelight and
Horn Relief organisations for support in logistics, and the Governor of Sanaag in Erigavo. We cannot forget all who
participated in the restitution workshop to fill in gaps, correct errors and engender stakeholder ownership of the report
The consultants bear responsibility of the contents of this report.
Final Report – Evaluation of Holistic Resource Management of RMSN in Somalia – February 2009
Submitted by ETC East Africa Ltd to Resource Management Somali Network (RMSN)
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TABLE OF CONTENTS
TABLE OF CONTENTS ............................................................................................................ iii
LIST OF ABBREVIATIONS ..................................................................................................... vi
EXECUTIVE SUMMARY ......................................................................................................... viii
1
PREAMBLE .......................................................................................................... 1
1.1
Background: Evolution of an Indigenous Natural Resources
Management-Based Network in Somalia/Land ............................................ 1
1.2
Vision, Mission and Objectives of RMSN ....................................................... 1
1.3
Structure and Roles of RMSN Organs ........................................................... 3
1.5
Structure of the Report.................................................................................... 4
2
THE HOLISTIC RESOURCE MANAGEMENT PROJECT................................... 5
2.1
Background to the Project............................................................................... 5
2.1.1
The holistic resource management approach............................................... 5
2.1.2
Objectives of the project – Holistic Resource Management (HRM) .......... 5
2.1.3
Expected outcomes of the project: ................................................................ 6
2.2
Project Context and Rationale ........................................................................ 6
2.2.1
Project context................................................................................................... 6
2.2.2
Rationale ............................................................................................................. 7
2.3
Project Objectives and Purpose of Evaluation ............................................. 7
2.3.1
Key outcomes, objectives and activities under evaluation ........................ 7
2.3.2
Objectives of the evaluation ............................................................................ 9
2.3.3
Approach and Methodology ............................................................................. 9
3
RMSN ACTIVITIES AND ACHIEVEMENTS .....................................................11
3.1
The Evolution of a Nationwide ‘Green’ Network .........................................11
3.1.1
Establishment of RMSN coordination office .................................................11
3.1.2
Roles of the coordination office .....................................................................11
3.1.3
The Board of Directors ....................................................................................11
3.1.4
The Annual General Assembly .......................................................................12
3.1.5
Categories of network members and their preferred thematic areas .....12
3.2
RSMN Activities as Implemented by Network Members ...........................14
3.2.1
Rangeland and general wasteland rehabilitation ........................................14
3.2.2
Sensitisation and awareness creation on environmental management .16
3.2.3
Grazing management ......................................................................................17
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3.2.4
Support to improved livelihoods and enhanced incomes for poor
communities .....................................................................................................18
3.2.5
Wildlife conservation........................................................................................18
3.2.6
Marine conservation – fishing and mangroves............................................19
3.2.7
Promotion of alternative energy sources and energy saving devices .....19
3.2.8
Lobbying and advocacy ...................................................................................20
3.2.9
Networking and information sharing ............................................................21
3.2.10 Celebration of key world calendar events ....................................................22
3.2.11 Organizational development and institutional strengthening ...................22
3.2.12 Fund raising (resource mobilisation) ............................................................23
3.2.12 Cross cutting issues .........................................................................................23
3.3
3.3.1
Staffing ..............................................................................................................24
3.3.2
Achievements of the coordination office ......................................................24
3.4
4
Summary of physical achievements .............................................................25
EVALUATION JUDGEMENT..............................................................................27
4.1
Perspectives of Stakeholders on Performance of the Network ................27
4.1.1
Perspectives of the coordination office .........................................................27
4.1.2
Perspectives of network members ................................................................28
4.2
Observations of the Mission ...........................................................................29
4.2.1
Network activities .............................................................................................29
4.2.2
RMSN Board of Directors ................................................................................30
4.3
Judgement on Activities Implemented by Network Members ..................31
4.1.1
Relevance, Effectiveness and Efficiency .......................................................31
4.1.2
Impacts and sustainability ..............................................................................35
4.4
Activities of the RMSN Coordination Office .................................................36
4.2.1
Relevance, efficiency and effectiveness .......................................................36
4.4.2
Impact and sustainability ...............................................................................37
4.5
5
Activities of RMSN Coordination Office ........................................................24
Cross Cutting Issues .......................................................................................38
4.5.1
Gender ...............................................................................................................38
4.5.2
Technical competence .....................................................................................38
4.5.3
Financial management ....................................................................................38
CONCLUSIONS AND RECOMMENDATIONS..................................................40
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6
5.1
Difficulties experienced in carrying out the assignment ...........................40
5.2
Conclusions .......................................................................................................40
5.3
Recommendations ...........................................................................................42
ANNEXES ...........................................................................................................44
Annex 1: Terms of Reference .........................................................................................45
Annex 2: Approach and Methodology............................................................................51
Annex 3: Tools Used for Data Collection ......................................................................52
Annex 4: Consultants’ Itinerary .....................................................................................60
Annex 5a:List
of
Key
People
Consulted
in
the
field
............................................................................................................................62
Appendix 5b: List of Participants at RMSN Restitution Workshop .............................63
Annex 6: Roles of RMSN Staff ........................................................................................64
Annex 7: List of RMSN Board of Directors ....................................................................66
Annex 8: SOFO AND SWOT ANALYSES .........................................................................67
Annex 9: Summary Review of Project Documentation ..............................................71
Annex 10:Pictures
of
Project
Activities
............................................................................................................................74
Annex 11:List
of
Documents
Consulted
............................................................................................................................75
Annex 12:Response
to
comments
on
the
first
draft
............................................................................................................................76
Final Report – Evaluation of Holistic Resource Management of RMSN in Somalia – February 2009
Submitted by ETC East Africa Ltd to Resource Management Somali Network (RMSN)
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LIST OF ABBREVIATIONS
AFRENET
African Energy policy Research network
AGM
Annual General Meeting
ARAN
Environment Concern Group of Middle Shabelle
ASAL
Action in Semi Arid Lands
BoD
Board of Directors
CANDLELIGHT
Candlelight for Health, Education and Environment
CIDA
Canadian International Development Agency
ENAHO
Environment and Health Organisation
F&A
Finance and Administration
FSAU
Food Security and Analysis Unit
GECPD
HARDO
Galkayo Education Centre for Peace and Development
Humanitarian Action for Relief and Development Organisation
GOOSE
Golis Organisation for Saving the Environment
HMI
Holistic Management Institute
HORN RELIEF
Horn of Africa Relief and Development Organisation
HRM
Holistic Resource Management
NGO
Non Governmental Organisation
NRCO
Natural Resources Conservation Organisation
PM&E
Participatory Monitoring and Evaluation
PME
Planning Monitoring and Evaluation
PRA
Participatory Rural Appraisal
RMCO
Regional Marine Conservation Organisation
RMSN
Resource Management Somali Network
RMSOOL
Resource Management Sool Organisation
SCSERD
Somali Centre for Sustainable Environment and Rural Development
SECDO
Sanaag Environment Development and Conservation Organisation
SOCIS
Strengthening of Civil Society Involving Systems
SOFO
Successes, Obstacles, Failures and Opportunities
SWC
Somali Women Concern
SWOT
Strengths, Weaknesses, Opportunities and Threats
ToR
Terms of Reference
UNDP
United Nations Development Programme
UNEP
United Nations Environment Programme
Final Report – Evaluation of Holistic Resource Management of RMSN in Somalia – February 2009
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UNEP
United Nations Environment Programmes
UNICEF
United Nations Children’s Fund
WFP
World Food Programme of the United Nations
WFP
World Food Programme of the United Nations
Final Report – Evaluation of Holistic Resource Management of RMSN in Somalia – February 2009
Submitted by ETC East Africa Ltd to Resource Management Somali Network (RMSN)
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EXECUTIVE SUMMARY
Background
The Resource Management Somali Network (RMSN) was established in 1997 following
concerns by interested individuals, groups of individuals and Non Governmental Organisations
to take action on the deteriorating environmental situation in Somalia with technical and financial
support from Oxfam Novib. An external evaluation conducted in 2002 recommended a several
changes on the operations of the network, including the establishment of an independent
coordination office and the evolution of network members (hitherto teams or loose interest
groups and a few NGOs) to become legal recognised organisations.
The network, which currently has 14 members unanimously resolved to adopt these
recommendations, and with support from Oxfam Novib, a coordination office staffed with a
Coordinator and Finance Officer was set up in Bosaso in 2002.
According to its revised charter, RMSN was formed for the purpose of ‘providing a forum and
focus for the management of natural resources in Somalia and the Greater Horn of Africa. Its
mission is stated as: ‘We strive for wholeness in the management of our natural land and
marine resources, bringing understanding and healing to regain a stable, productive ecosystem.
Only in this way can human livelihoods improve and wildlife thrive, generating the foundations of
Happy, Healthy, Peaceful and Just Society’. The network has defined seven objectives and
works in six thematic areas:






Livelihoods and resource management practices;
Resources conservation and environmental protection measures;
Environmental education and public awareness;
Information and knowledge production and exchange;
Alternative energy; and
Resource based conflicts.
Oxfam Novib has funded RMSN since its inception under four project grants, but it is the last
three that are the subject of this evaluation: SOM-501979 – 0719; 0000694; 00004871 from
2002 to 2008 to the tune of about € 1.2 million. All the grants were given under the title of
Holistic Resource Management in Somalia. RMSN commissioned ETC East Africa Ltd. to carry
out the assignment. The purpose of this evaluation is to:
Provide stakeholders and donors with an overall assessment of RMSN’s performance and
potential, and to identify potential areas of improvement for the consideration of the RMSN
management, in RMSN’s role and performance as a network and in suitability and
comprehensiveness of its current portfolio.
Key Findings
The evaluation was carried out by a team of three consultants who gathered information by
visiting projects implemented by all the members of the network and the coordination office
using questionnaires, checklists to guide focus group and key informant discussions, and
discussions with beneficiaries and other actors/stakeholders in the project areas. Data collected
was collated and analysed, and a draft report written and shared with the client.
The following are the main findings of the evaluation:
1. RMSN has a fully established, well equipped and functioning coordination office located
in Bosaso. The office is staffed with a Coordinator, A Finance and Administration Officer,
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2.
3.
4.
5.
6.
7.
8.
9.
Information and Communication Officer, and support staff including a driver, cleaner and
watchmen. The coordination office has set up a website (www.rmsn.net) and resource
centre for sharing information among members and with the outside world.
Members of the network have effectively been implementing activities as stated in the
various proposals to Oxfam Novib. Most of the activities centre on restoration of
ecosystem health, soil and water conservation, marine ecosystem conservation, grazing
management and lobbying and advocacy on environmental issues.
Most of the activities implemented have been successful largely because of the
approaches used including massive sensitisation and community awareness created,
and involvement of beneficiaries in the implementation and management of the projects.
Among the successful projects include rehabilitation of hundreds of acres of grazing
land, water harvesting, healing of gullies and reduction of soil erosion especially in hill
areas, the return of wildlife in some areas like Deri-mara, increased rangeland
productivity as evidenced by higher milk yields e.g. Galole, embracing of sustainable
fishing techniques by fisher-folk in the Red Sea, adoption of energy saving technologies
like Kenya Ceramic Jiko and limited adoption of solar cookers, the banning of charcoal
exports, promotion of Prosopis juliflora as a source of charcoal and the use of mass
media (TV, Radio, Newsletters and Newspapers) to carry out environmental education.
Activities implemented by members were either fully funded by grants from RMSN or cofunded from RMSN and other grants. More established organisations implemented cofunded activities, and this enhanced efficiency. It is noted that some members have fully
established offices with permanent staff while a few operate on a voluntary basis, and
this had a big difference in how they implemented their activities.
Members of the network used participatory approaches to implement activities. Because
of the involvement of beneficiaries (all gender) and also targeting some activities for
women and the youth, many project activities are now manned by the beneficiaries.
Beneficiaries also contributed to project activities through labour, ideas, providing land,
information and ideas.
The mission found that members did not carry out baseline studies as promised in the
proposals, and because of this, the network does not have valuable information on the
areas where they operate.
The coordination office on the other hand has supported members to evolve into legally
recognised organisations, an evolution from loose teams to organisations. At the time of
this evaluation, most members were legally registered organisations with structures in
place. Information from members and other practitioners in environmental management
internationally are sent to members regularly. Also, the coordination office has continued
to disburse grants to members as planned. However, in the last year, the network –
because of delays by members to submit reports – has decided to fine members who
delay to enhance compliance with the internal rules. Despite this, some members still
delay to submit reports for various reasons.
A key function of the coordination office was to raise funds. However, the office has not
been successful in mobilising resources and broadening the resource base of the
network. This is a major threat to the continued existence of the network.
In addition to the above failure, the network has not established a newsletter as
proposed in the proposal to Oxfam Novib, and no reason was advanced for this. Even
though the network has a website, new information has not been uploaded for months –
despite having a fulltime Information and Communication Officer. Members use AGMs
as a physical forum for exchange of information and ideas on environment, although
data shows that quite a few members are not aware of the activities carried out by the
coordination office and other network members.
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10. Technical competence of the network needs to be enhanced, especially on critical areas
like understanding the ecology of rehabilitation and crop husbandry. Whereas members
were trained on Holistic Management, it is apparent that most lacked basic knowledge
on the subject, and the training did not quite filter through.
11. Another area that lacked technical competence is monitoring and evaluation. Although
there is an M&E framework in the proposal, this has not been put to use. The
coordination office carried out a few monitoring visits, but it is clear from their reports that
they lack the technical capacity to undertake useful monitoring that can benefit the
network.
12. RMSN has successfully advocated and lobbied for the ban on charcoal trade. However,
it does not have guidelines or strategies on lobbying and advocacy. (there is a comment
that RMSN have a manual on this, but there was no evidence that it has been
nstituionalised) For this reason, it was felt that lobbying and advocacy areas of the
network require some improvement despite the volatile political and security situation.
13. On examining the finance reports of the network, the following observations are made;
a. That the coordination office has professionally managed the finances at its
disposal, and that it conducts annual audits through eternal auditors;
b. Network members were at different levels of accounting for grants they received.
There is need to standardise financial reporting by the members; and
c. A disproportionate share of the RMSN budget is used to fund the coordination
office. The Network should either reduce the number of staff in this office, or
support it to mobilise more resources to support the staff compliment.
In summary, the mission concludes that RMSN has grown over time although the evolution of
members is not yet complete. Network members are very enthusiastic, passionate and diligent
in implementing activities that directly enhance ecosystem health, reverse negative
environmental dynamics, while promoting sustainable management practices that impact
positively on the livelihoods of the beneficiaries.
RMSN used very practical participatory approaches that encouraged participation by local
beneficiaries and other stakeholders in their activities. Therefore, beneficiaries have taken over
management of most of the activities, in the process assuring sustainability of most of the
initiatives. The network has made several noteworthy achievements including the ban on
charcoal exports, reduced harvesting of important tree species, embracing of sustainable
natural resources management technologies on both land and sea, and sensitising and creating
awareness among stakeholders and the citizenry.
Recommendations
1. On activity implementation: The network should explore possibilities of enhancing the
technical competencies of staff among the members. This can be done through capacity
building courses locally and abroad; if need be, interns and volunteers with requisite
skills should be seconded to the coordination office to support members of the network
in implementation and thereby building their capacities. Technical competencies are
required in the areas of rangeland rehabilitation, soil and water conservation, crop
production and sustainable fisheries.
2. In areas of implementation that were not very successful like promotion of alternative
sources of energy, it is proposed that the network re-examines its approaches and
designs new ones that are more practical and socially acceptable.
3. The network has recently developed several organisational governance instruments
through support from SOCSIS. These instruments should be institutionalised by all
members of the network. In addition, it is time now for the network to develop a
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comprehensive strategic plan that includes clear strategies on resource mobilisation,
advocacy and lobbying, capacity building of members and monitoring and evaluation.
4. So far, RMSN has not been able to carry out value adding monitoring activities. It is
proposed that in the short-run, the coordination office should outsource consultancy
services for internal monitoring. In the long run, a flexible, practical and robust M&E
system or framework should be designed. This will also entail better project planning
with clear indicators and targets.
5. RMSN should review its grants disbursement criteria. While granting equal amounts of
money to members was done to enhance harmony, a mixed model that ensures each
member receives a minimum, but allows members with good proposals or capacity to
get more should be discussed and explored.
6. Although the BoD of RMSN has steered the network competently over the last few
years, it is necessary that it be strengthened to offer better oversight including
monitoring and appraising the coordination office more rigorously. Retreats for the board
should be organised whenever there is a significant change in the office holders during
the AGMs. An area that requires immediate attention of the Board is a thorough review
of the staffing, especially the necessity of the Information and Communication Officer vis
a vis the network’s resources. The board should work with the coordination office to
reduce the overhead costs in the budget from 25 to 15% over a set period of time, or
support the office to seek additional sources of funding to run the secretariat.
In conclusion, given the accomplishments of the network (both members and coordination
office), this mission recommends that Oxfam Novib continues to support RMSN activities.
Whereas such support should be based also on the strategic objectives of Oxfam Novib, an
agreement that covers at least two-three year phases would best suit the network and ensure
that it can sustain itself without Oxfam Novib support.
Final Report – Evaluation of Holistic Resource Management of RMSN in Somalia – February 2009
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1
PREAMBLE
1.1
Background: Evolution of an Indigenous Natural Resources ManagementBased Network in Somalia/Land
The Resource Management Somali Network (RMSN) is a voluntary, non-profit organisation
network of 14 local organisations spread throughout Somalia (Somaliland, Puntland and SouthCentral Somalia) with deep concerns and interest in the sustainable management of ‘Somalia’s’
natural resources. The network’s formation can be traced to 1996, following a series of
assessments and meetings funded by Novib (OXFAM Netherlands) in the village called Buran,
which typified the conditions of a rural Somali community with increasing stresses on its natural
resources. RMSN formally became a network in 1997 after the last of the initial
trainings/workshops on sustainable management of the environment. It identified its purpose as
a ‘network to provide a forum and a focus for the management of natural resources in
Somalia/Somaliland’1.
At its formation, the network was a loose grouping of teams and Somali Non Governmental
Organisations (NGOs), coordinated by Horn Relief (a respected International NGO founded in
Somalia, and which was the only registered and recognised NGO at the time). RMSN defined its
goals and specific objectives geared towards addressing clearly identified environmental issues.
As the coordinating member, Horn Relief provided a Coordinator and managed all the
administrative and financial issues, including reporting. The Coordinator was paid an
‘honorarium’ for her time. However, it is clear from past reports that the network did not have a
clear structure, vision or mission but rather, unanimously agreed on global action points to work
towards.
The loose nature of the network made up of organisations at varying levels of organisational
and institutional development had teething problems and faced many obstacles operating in
harmony. Disagreements on resource sharing; political differences among members from the
various regions also cropped up, and suspicions on how resources and benefits were shared
dogged the network. It is important to note that to their credit, members held several meetings to
try and resolve the issues. After an external evaluation in 20012 followed by an Annual General
Meeting (AGM), members of the network unanimously resolved to have an independent
coordination secretariat, with an office independent from the members. Therefore in 2002,
RMSN hired its first and only Coordinator to date, who set up the network’s nerve centre in
Bosaso.
1.2
Vision, Mission and Objectives of RMSN
With above mentioned change, RMSN crystallised its Vision and Mission; it also refined the
main thematic areas that it would address (Text Box 1). A driving force in formulating these
hierarchical objectives was the need to find answers that went beyond environment, but which
touched on people’s livelihoods.
1
Since the collapse of the central government in Somalia in 1991/2, the former British protectorate has claimed its independence
and operates as Somaliland, and though not recognized internationally, it is now largely known as an independent state –
Somaliland. The northwestern region, known as Puntland is also a breakaway state, but remains firmly committed to be a state of
Somalia.
2
Evaluation of the Resource Management Somali Network, March/April 2002 (draft report).
Final Report – Evaluation of Holistic Resource Management of RMSN in Somalia – February 2009
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Text Box 1: Vision and Mission of RMSN
Vision
“We strive for wholeness in the management of our natural land and marine resources, bringing
understanding and healing to regain a stable, productive ecosystem. Only in this way can human
livelihoods improve and wildlife thrive, generating the foundations of Happy, Healthy, Peaceful and
Just society”
Mission
To provide a forum and focus for the management of natural resources in Somalia and the Greater
Horn of Africa
Goal
‘To work with local communities to address the root causes of resource mismanagement problems
affecting Somalia and the greater Horn of Africa’
Even at this early stage in the report, a proposal is made that the vision statement of RMSN is
too long and wordy, and should be made short, sharp and concise.
RMSN identified six thematic areas to address as follows:






Livelihoods and resource management practices;
Resources conservation and environmental protection measures;
Environmental education and public awareness;
Information and knowledge production and exchange;
Alternative energy; and
Resource based conflicts.
Objectives of RMSN
1. To improve quality of life of the community through the promotion of productivity and
production systems that are sustainable.
2. To work with local communities and encourage management practices that conserve
land and marine resources.
3. To increase public environmental awareness and advocacy through training, meetings,
media, etc.
4. To generate environmental database and share information within the network, with
policy/decision makers at national, regional and international levels as well as
organisations with similar objectives.
5. To explore alternative energy sources that are environmental friendly.
6. To support communities in resolving resource based conflicts.
7. To monitor and document environmental changes in the network coverage area.
The organisational structure of RMSN as presently constituted comprises of three key organs:
The AGM made up of 14 members, a Board of Directors (BoD) of seven persons elected by the
AGM and the coordination office headed by a Coordinator (Fig 1). RMSN’s operations are
guided by a constitution, its vision and mission statement, broad objectives and a plan of action.
It is important to stress that members carry out activities, while the coordination office has
largely been playing a coordination function. To date, all the activities of the network have been
funded by Oxfam Novib starting in the 1997-2002, which RMSN considers to be a learning
phase, followed by a short bridging phase in support of setting up the coordination office and its
Final Report – Evaluation of Holistic Resource Management of RMSN in Somalia – February 2009
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staff, a second phase 2003-2006 (Holistic Resource Management in Somalia Som-5019790000694), and a third phase 2007-2008 (Som-501979-4871), which included this evaluation as
one of the activities and basis for a strategic review and planning session. In early 2008, RMSN
entered into contract negotiations with ETC-EA to provide consultancy services to evaluate the
network activities covering the period 2003-2007. This study was commissioned in June 2008
and field work carried out in July 2008.
Fig 1: Organogram showing organs of RMSN and officers in coordination unit
General Assembly
Board of Directors
Management Committee
Coordinator
Finance & Administration
Information & Communication
Officer
Driver
1.3
Cleaner
Watchmen
Structure and Roles of RMSN Organs
According to the Charter of RMSN that was reviewed and approved at the 8th AGM in January
2005, the network structure is made up of three key organs – the Annual General Assembly
(AGM), the Board of Directors (BoD), - which has an executive Management Committee – (MC)
and the coordination office, which serves as the nerve centre of the network. Operations of
RMSN are guided first and foremost by its charter that gives specific powers to various organs.
In a nutshell, the key organs have the following roles and duties:
a) AGM – an annual general meeting of all members at a place determined by the
members, during which each member organisation is represented by two voting
members (preferably a man and a lady). Additional representatives from any member
organisation may attend subject to being accredited by the organisation and RMSN. The
AGM is the supreme organ of the network that sets agenda for its strategies and plans.
A typical AGM lasts between 2-5 days, during which several issues are discussed.
Final Report – Evaluation of Holistic Resource Management of RMSN in Somalia – February 2009
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b) The Board of Directors is made up of seven elected persons for a three-year term and
the Coordinator as the secretary. The Board is charged with controlling and overseeing
all the affairs of the network on behalf of the AGM. In addition, a Management
Committee composed of the Chairman, Vice Chairman and the Treasurer are charged
with making executive decisions for the network.
c) The coordination office was established in 2002 to enhance networking and improve
efficiency in the network. It is headed by a Coordinator, and currently has a Finance and
Administration Officer and Information and Communication Officer. A driver and cleaner
support the coordination office. All staff are hired by the Board of Directors or the
Management Committee. According to the charter, the coordination office has the
following responsibilities:
i)
ii)
iii)
iv)
v)
vi)
vii)
viii)
ix)
x)
xi)
xii)
xiii)
Day-to-day management;
Coordinates with the BoD, member organizations/Teams and fund raising organisation (s);
Secretarial jobs of the BoD meetings;
Coordination of fundraising responsibilities of RMSN;
Monitor and evaluation members’ activities;
Distribute and allocated funds to member organizations;
Ensure progress, final and financial reports by members are submitted at due times;
Disseminate information to teams /organisations;
Compile team reports and submit to funding and fundraising agencies;
Conduct training needs assessment of members;
Process applications of the applying organisations;
Improve capacities of member organizations; and
Financial accountability to the Annual General Assembly, BoD and the funding agencies.
These roles have been redefined into five key functions:
1.
2.
3.
4.
5.
Forum for information and experience exchange;
Facilitation of skills development of members;
Initiation of lobby and advocacy for environmental awareness;
Linking members with the outside world; and
Channelling funds to member organisations for resource management projects.
It is important to note that the approved RMSN charter makes a clear distinction between RMSN
coordination office and the members as being legally different entities.
1.5
Structure of the Report
This report is made up of four key chapters preceded by a preamble that provides background
to RMSN. Chapter two serves as an introduction to the projects under implementation and
provides the rationale for the evaluation. Chapter three presents findings of the network’s
activities – from the perspective of members and the coordination unit, while chapter four is
devoted to a detailed assessment of the findings. The report ends with conclusions and
recommendations for possible options to improve the activities, network operations and
coordination in chapter five.
The report also provides detailed Annexes at the containing important data on various issues
including the approach, tools, and findings (already discussed in chapters two to four).
Final Report – Evaluation of Holistic Resource Management of RMSN in Somalia – February 2009
Submitted by ETC East Africa Ltd to Resource Management Somali Network (RMSN)
4
2
THE HOLISTIC RESOURCE MANAGEMENT PROJECT
2.1
Background to the Project
2.1.1
The holistic resource management approach
During its formative years, especially after several workshops and training sessions on various
strategies and approaches towards sustainable management, RMSN made a decision to try the
Holistic Resource Management approaches to its activities. Consequently, it has titled its
projects Holistic Resource Management in Somalia Project. This name covers all the phases
since 2003 to 2008, except the interim grant of 2002 to establish the coordination secretariat.
Since its formation in 1996, RMSN has received support for the implementation of its activities
entirely form Oxfam Novib (table 1).
Table 1: Summary of RMSN Projects funded by Oxfam Novib under Holistic Resource
Management
#
Period
Name of Project
Project number
Euro
1
1997 – 2002*
2
2002
Interim Grant (6 months)
SOM-501979-0719
38,386.0
3
2003 – 2005
Holistic Resource Management in Somalia
SOM-501979-0000694
701,805.0
4
2006
Holistic Resource Management in Somalia
SOM-501979-0000694
113,061.0
5
2007 - 2008
Holistic Resource Management in Somalia
SOM-501979-0004871
365,000.0
*This was implemented before the independent coordination office was established is not subject to this
evaluation.
This support has come in the years 1997-2002; Inter2003-2005; 2006 was bridging phase and
the last phase in 2007-2008. Up until December 2007, Oxfam Novib had supported RMSN
projects directly to the tune of some € 1.2 million. The activities supported have more or less
remained the same since 2003, the general themes being; Contextual link between environment
and sustainable development and Food security through sustainable land use. Broadly put,
support from Oxfam Novib has been directed towards natural resources management targeting
production systems in Somalia including livestock, crop production, wood/timber, tree gums,
honey, traditional plant uses, wildlife, fresh water and marine fisheries. Efforts were also
targeted at lobbying and advocacy and organisational development/institutional strengthening
(OD/IS).
2.1.2
Objectives of the project – Holistic Resource Management (HRM)
The aim of the project is: To enhance the livelihood opportunities of the most vulnerable
population in selected regions of Somali/Land.
Project purpose is to reduce the number of people living in poverty among pastoralists, agropastoralists, small-holder farmers, and fisher-folk in ten regions of Somalia/Land achieve food
and income security as well as greater access to protection of and control over the natural
resources on which they depend.
Final Report – Evaluation of Holistic Resource Management of RMSN in Somalia – February 2009
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2.1.3




Expected outcomes of the project:
Food and cash security achieved through improved productivity of land and marine
resources and resilience of livelihood systems;
Income of households to reduce vulnerability and enhance food security improved;
Capacity of local communities and institutions for sustainable management of local
resources enhanced; and
Institutional learning to improve the production and delivery of information and
knowledge developed
Each of the 14 organisations had specific activities to implement, with clear indicators to match
them.
2.2
Project Context and Rationale
2.2.1
Project context
Somalia has been without a central government for close to two decades now (since 1991)
following the collapse of Siad Barres’ government. The governance and administrative vacuum
that followed has seen the country slide into numerous conflicts, lawlessness and in some
places anarchy. Without a central government, many things have gone wrong, and the former
British protectorate – British Somaliland formerly broke off and declared its independence from
Somalia (although it has not received official international recognition). Added to the civil strife
have been numerous cases of natural calamities including increasingly frequent and intense
droughts, flooding and the Tsunami disaster of 2004. These natural calamities severely
undermined the livelihoods and coping mechanisms of population, especially the poor, majority
of who live in the rural areas as pastoralists (nomadic and semi-sedentary). Indeed, most of
Somalia is classified as rangeland, which receive very erratic and unreliable rainfall.
Livestock is the mainstay of people’s livelihoods, although many families now depend on other
sources including businesses, employment and remittances from relatives who fled abroad. For
those who remained, dependence is on livestock production, especially camels and sheep and
goats (shoats). Famine and food relief are now a permanent feature of Somalia’s socioeconomic landscape.
In order to survive, many people have turned to the exploitation of natural resources, mostly in
ways that are not sustainable, but for which they probably had very little choice. Most of the
rangelands (grazing areas) have been overgrazed and lie in varying states of degradation. With
degraded rangelands, livestock are barely able to survive if at all during prolonged droughts,
thereby significantly impacting on household food security. Having lost most or all of their
livestock, many pastoralists turned to exploiting the primary resource base – vegetation by
cutting down trees and making charcoal for sale – locally and in international markets,
especially in the Middle East. Others resorted to unscrupulous exploitation of priced trees,
harvesting of wildlife (animals for food) and even for illegal export. Opportunistic business
people have been quick to jump into the fray, to exploit these resources by employing poor
locals to basically destroy their basic resource base. Not surprisingly, competition for these
resources has fuelled conflicts, some that lead to loss of lives and even displacement of people.
General insecurity because of inter-clan or fighting between regions or political factions has
further exacerbated the problem by providing an enabling environment for warlords (who also
control local economies) to prosper.
At the coast, the vacuum in central administration has proved very attractive for illegal fishing,
especially from developed and developed countries, who in essence, mine the vast Somali
coast of its marine resources using big ships and trawlers. In recent years, these ships have
Final Report – Evaluation of Holistic Resource Management of RMSN in Somalia – February 2009
Submitted by ETC East Africa Ltd to Resource Management Somali Network (RMSN)
6
attracted a new set of actors – sea-pirates, further complicating the little businesses that still
take place in the shores of Somalia.
2.2.2
Rationale
In an effort to positively contribute towards arresting the deteriorating environmental situation,
RMSN was formed with technical and financial support from Oxfam Novib, to among other
things, provide a forum for Somalia based environmental practitioners, activities, lobbyists and
interested parties to deliberate and take action to remedy the situation. Starting as a loose
network of individuals that later transformed into teams representing various regions and also
key environmental sectors, RMSN has evolved into a full-fledged network with a coordination
office, and now boasts of 14 members.
The scope of activities undertaken by the network has increased over time, and although largely
environmental in nature, issues of policy, advocacy and lobbying have taken on increasing
significance over the years. The guiding principle for the activities implemented by the network
is Holistic Resource Management, a philosophy of managing natural resources expounded by
Allan Savory3. However, despite the expansion in activities and choice of approach to
implement the many activities that could lead to environmental rehabilitation and sustainable
livelihoods, Oxfam Novib remains the only donor to date. Members of the network are spread
over all the regions of Somalia, insecurity, distance and difficulties in travelling make it difficult
for the coordination unit to offer adequate support.
2.3
Project Objectives and Purpose of Evaluation
2.3.1
Key outcomes, objectives and activities under evaluation
Activities implemented by RMSN (coordination office and its members) have been funded under
three distinct funding agreements from 2003 – 2007/8 (Table 1). Whereas the theme of the
proposals until 2006 was the same, the 2007/8 had a more strategic angle to it, with
organisational and institutional strengthening given significant prominence. The activities,
outputs and outcomes promised under each of the funding agreements are summarised here to
act as quick reference and guide to the presentation on the key findings.
Proposal for 2002-2006. This was prepared in the period preceding the establishment of the
coordination office. Main objective of the proposal was to work with local communities to
address the root causes of environmental problems affecting Somalia and the greater Horn of
Africa. Specific objectives were to:






Establish an independent coordination office;
Collect detailed data on technical work being undertaken by members on the ground,
documentation of the process and results, and dissemination of the information to all
interested parties and stakeholders;
Prepare detailed work plans for 2003-2006 on the basis of baseline data collected;
Launch a revived campaign at network level aimed at addressing the charcoal export
problem;
Launch a common Network Newsletter; and
Diversify the donor funding base and form linkages with other external players.
However, there seems to have been some mis-interpretation between Oxfam Novib and RMSN
on the funding agreement period, the former believing the agreement to have been for 2003-
3
Allan Savory – Biologist and founder of Holistic Management for managing natural resources
Final Report – Evaluation of Holistic Resource Management of RMSN in Somalia – February 2009
Submitted by ETC East Africa Ltd to Resource Management Somali Network (RMSN)
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2006, while the latter believed the financing agreement ended in 2005. Therefore, Oxfam Novib
agreed to give RMSN funding for 2006.
The Board changed the objective of developing and launching a common Network Newsletter,
and replaced it with creation of the RMSN website. This move was in order and is indeed
lauded. But the change should have been better communicated to all in reports.
Proposal for 2006: This funding was in essence a continuation of the previous funding 20032005, and has the same project number (Table 1). However, in this funding, the proposed
outputs were rephrased as follows:




Food and cash security achieved through improved productivity of land, livestock and
marine resources;
Resources conservation interventions supported and environmental protection measures
promoted;
Environmental education provided; and
An institutional learning developed.
By this time, members had identified thematic areas of interest, and the proposal more or less
specified the themes that the 14 members would concentrate on.
2007-2008: The last phase that Oxfam Novib supported is contained in the proposal for 20072009, but for which the funding agreement states that the period is two years – 2007 to 2008.
Under this phase, the theme was ‘Sustainable livelihoods through holistic resource
management’ in line with RMSN’s philosophy of Holistic Resource Management in addressing
environmental rehabilitation and conservation (Text Box 2).
Text Box 2: Expected Outcomes from the Project
Network function 1: Forum for information and experience exchange:
 By 2008, 605 of network members have adopted and assisted communities to implement
community resource management plans in 8 localities;
 By 2008, 2800 households in 14 localities have given up charcoal production as a source of
income, and changed to alternative sources of income, including bee-keeping, artisanal
fishing, poultry, farming etc; and
 By 2008, 2000 households in major urban areas have changed their energy source from
charcoal to alternative sources of energy such as LPG, kerosene solar etc;
Network Function 2: Facilitation of skills development of members:
 By 2008, 80% of network members produce proper project proposals; have proper financial
management and organisational structures and procedures in place.
Network function 3: Initiation of lobby and advocacy for environmental awareness:
 By 2008, the environmental awareness of some sections of the Somali public (especially
school children and youth) has been raised, attitudes and behaviour have changed; and
 By 2008, as a result of RMSN’s lobbying and advocacy towards the governments of different
Somali regions, they have shown to include environmental concerns in their policies and
enforcing actively their environmental acts.
Network function 4: Linking members with the outside world:
 By 2008, 60% of the network members have improved their expertise on the thematic areas by
linking with (regional and international) research and network institutions outside of the RMSN
network; and
 By 2008, 3 ‘third group’ member organisation have received project funds from external donors
through direct (linking0 or indirect (capacity building) activities of the RMSN coordination office.
Network function 5: Channelling funds to member organisations for resource management projects:
 By 2008, all network members have implemented several different pilot projects for innovative
resource management.
Final Report – Evaluation of Holistic Resource Management of RMSN in Somalia – February 2009
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The general outcome for the network under this proposal is:

By end of 2008, RMSN has improved on strategic thinking and clearly outlined the
strategies and polices of the network (based on an external evaluation planned for end
of 2007).
It is noteworthy to mention that the agreement for 2007-2008 is probably the most concise, yet
comprehensive RMSN proposal with very clear outcomes and deliverables of the entire
proposals that RMSN submitted for funding. This is important in that monitoring the
implementation of the activities is clearer and easier than the rest.
2.3.2
Objectives of the evaluation
RMSN has had one external evaluation in 20024 during its existence of almost 12 years, which
made radical recommendations on how the network was to be structured, run and managed.
Among the key recommendations made in this evaluation were:



Establishment of an independent coordination office. This has been achieved;
Improvement in monitoring and evaluation – this has not been fully achieved; and
Capacity enhancement of the teams.
For this evaluation, RMSN has provided a detailed Terms of Reference (ToR), which defines the
purpose, objectives and scope of the evaluation (Annex 1). The evaluation will target two key
areas; first, focus will be on the activities implemented by the network members; secondly, the
evaluation will focus on the performance of the coordination office.
Purpose of evaluation:


To provide stakeholders and donors with an overall assessment of RMSN’s performance
and Potential; and
To identify potential areas of improvement, for the consideration of RMSN management,
in RMSN’s role and performance as a network and in suitability and comprehensiveness
of its current portfolio of activities.
The ToR has elucidated the specific objective as follows:

2.3.3
To provide independent evaluation of the RMSN’s progress to date in fulfilling its
mission; and to assess its impact and effectiveness in the main areas of its mandate.
The ToR further requests that the evaluation differentiates between activities
implemented by the members, and the activities of the coordination office.
Approach and Methodology
The ToR specifically requested that a team of three consultants undertake the assignment, with
at least two of them being Somali nationals, and led by an experienced international expert. In
addition, the ToR requested that the consultants use participatory approaches, taking gender
considerations in carrying out the assignment. The mission complied with these requests and a
detailed approach and methods used is presented in Annex 2. Tools used have been
summarised in Annex 3, while the consultants’ itinerary is presented in Annex 4. Members of
the network the mission interacted with is presented in Annex 5.
As requested in the ToR, the main theme of this evaluation was to examine how the network
has performed in executing its mandate from both the membership and coordination office, its
4
Evaluation of RMSN 2002
Final Report – Evaluation of Holistic Resource Management of RMSN in Somalia – February 2009
Submitted by ETC East Africa Ltd to Resource Management Somali Network (RMSN)
9
organisational direction and orientation with focus on relevance, cost-effective growth, impact
and sustainability.
In brief, a team of consultants was constituted, two local Somali consultants headed by an
external principal consultant. The principal consultant reviewed project documents, developed
tools for the evaluation and shared these with the team as well as the leadership of RMSN. The
team of consultants met in Hargeisa over a two day period to harmonise the tools, plan for the
fieldwork and logistics, and carry out the fieldwork. Data collection entailed emailing
questionnaires to member organisations, using a pre-designed checklist to guide discussions
with staff of member organisations, field visits where focused group discussions were held with
beneficiaries, physical visits to the implementation sites, and key informant interviews with
selected people. The principal consultant also engaged a number of network members through
email and telephone discussions. Data collected was collated and analysed in Nairobi where the
draft report was written, shared with the team of consultants and submitted to the client.
Final Report – Evaluation of Holistic Resource Management of RMSN in Somalia – February 2009
Submitted by ETC East Africa Ltd to Resource Management Somali Network (RMSN)
10
3
RMSN ACTIVITIES AND ACHIEVEMENTS
3.1
The Evolution of a Nationwide ‘Green’ Network
3.1.1
Establishment of RMSN coordination office
Following recommendations of the first evaluation mission of RMSN activities and resolutions
passed during the Annual General Meeting of 2002, Oxfam Novib supported RMSN with
resources to set up an independent coordination office or an independent network secretariat in
Bosaso. This support was given without a documented proposal from RMSN.
The mission found that the Board of RMSN moved quickly and competitively appointed a
Coordinator in late 2002, who took up the position immediately. The Coordinator was tasked
with establishing the coordination office, and setting in motion measures to strengthen the
operations of the network. Among the officers to support the Coordinator were a Finance Officer
assisted by an Administrative Assistant, a driver, a cleaner and guards. The position of
Administrative Assistant has since been done away with, and the duties placed under the
Finance Office.
Funds from Oxfam Novib were to cover costs of basic equipment including computers, a car,
printer, generator, and office running costs. Despite a few delays, the mission found that the
coordination office was established and is functional with all the basic equipment that supports
an enabling environment for workers to achieve desired outputs.
3.1.2
Roles of the coordination office
The revised RMSN charter of 2008 has listed thirteen roles for the coordination office. However,
these were condensed five key functions:





Forum for information and experience exchange;
Facilitation of skills development of members;
Initiation of lobby and advocacy for environmental awareness;
Linking members with the outside world; and
Channelling funds to member organisations for resource management projects.
The coordination office is headed by a Coordinator supported by the Finance & Administration
Officer, and an Information & Communication Officer (Fig. 1). The specific roles of these
respective officers are presented in Annex 6. Following its establishment, the coordination office
was expected to be the nerve centre of RMSN operations, coordinating members’ activities and
disseminating information. This mission interviewed the three key officers from the coordination
office and found them to be working in harmony as a team. But members of the network had
mixed views on its performance, ranging from poor to excellent, although a majority were
satisfied with its performance.
3.1.3
The Board of Directors
Following amendments to the constitution of the network over the years, the Board is
responsible for oversight role over the network. Seven members elected from different regions
make up the Board. The Board is mandated to have a Management Committee made up of the
Chairman, Vice Chairman and the Treasurer to support the coordination office with running the
affairs of the network. Current Board members are listed in Annex 7.
Final Report – Evaluation of Holistic Resource Management of RMSN in Somalia – February 2009
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11
3.1.4
The Annual General Assembly
The network holds an AGM every year rotated among the regions represented by members.
Currently, the network has 14 member organisations, and each is eligible to send in two voting
members. Additional officers from member organisations can take part in the AGMs, but are not
eligible to vote. Members interviewed noted that no AGM was held in 2007 because of
insecurity within the proposed host region. Additionally, the AGMs are expensive to host
because members travel long distances. Attendance at AGMs is highly dependent on the
security situation, although regional differences (read clan and politics) also play a role in some
members opting not to attend under a guise of insecurity excuses. However, AGMs have been
instrumental in providing a forum for discussing critical network issues, adopting far reaching
resolutions e.g. setting up the coordination office, the most cited clarion call of ‘change or perish’
– for members to evolve to functioning organisations among other activities. It is during these
AGMs that members have opportunities to physically share, bond, and exchange experiences
and ideas. In addition, the AGMs elect new Board members as per the constitution of the
network.
3.1.5
Categories of network members and their preferred thematic areas
Members of the network can be categorised into three major groups based on the level of
organisational development at time of inception and currently.



The first category is for members who were already registered organisations/NGOs at
the time of formation. Such members have permanent employees, diversified sources of
funding (although Oxfam Novib funds quite a huge proportion of these activities) and
have offices with clearly focused agenda for their activities.
In the second category are members that were either in groups of interested
environmental teams, or embedded in or working with some of the groups in the first
category. They may have salaried employees or not, have offices, but are still
considered weak. Members in this category may undertake other activities and have
additional sources of funding, but rely heavily on RMSN grants.
In the third and last category are members made up of unregistered groups that were
either individuals or teams of interested individuals, but not organised in any form. Most
lack structures and are basically run by volunteers who rely almost exclusively on
resources from RSMN for almost all their activities.
The network resolved that all members strive to make it to category one (change or perish),
where all are registered legal entities, with diverse activities. This evolution has been a bit slow,
although progress has been made. The distribution among the three categories is presented in
Table 2. The members are spread throughout Somalia/Land, and have identified thematic areas
of interest. Despite choosing a thematic area, some members still overlap into other thematic
areas in response to the environmental needs of the beneficiaries, and region/location of
operation. Distribution of the members among the regions and thematic areas are also
presented in Table 2, which also indicates the progress the organisation has made with respect
to organisational development.
A rapid analysis of the network members indicates that about four of them have not made
significant progress with respect to organisational development. Indeed, it is feared that one
may have regressed. There were no reasons for the observed stunt in organisational
development, although insecurity was cited as a possible cause. It is also feared that some
member organisations believed that receiving funding from RMSN for their activities was a right
and took it for granted! Each receives a grant of USD 10,000 annually. These members
probably make no effort to develop further. Of course – and as presented later – there is need to
Final Report – Evaluation of Holistic Resource Management of RMSN in Somalia – February 2009
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12
address this assumption, and alternative means of justifying the grants disbursed to members
be designed so that the aim of setting up the network is attained.
Table 2: Distribution of network members according to category, thematic area and region of
operations
Organisation
Category
Thematic area
Region of operation
Middle
Shabelle,
South central regions
ARAN
3




ASAL
2


CANDLELIGHT
1






ENAHO
3




GECPD
1



GOOSE
3



HARDO
1
HORN RELIEF
1
NRCO
3
RMCO
2














Agro-pastoralism
Land management
Environmental conservation
Firewood
dynamics
and
domestic energy sources
Community
awareness
on
resource management
Training
on
Holistic
Management
Data collection
Lobbying and advocacy
Range, forestry and wildlife
conservation
Environmental education
Climate change
Conservation
of
marine
resources
Alternative energy
Wildlife and animal health care
Environmental education and
awareness
Forest
and
rangeland
management
Environmental education
Environmental newsletters
Data
collection
and
environmental research
Soil and water conservation
Forest conservation
Research
on
indigenous
environmental knowledge
Range management
Soil and water conservation
Community awareness
Range and forest management
Alternative energy
Data collection and research
Charcoal production
Lobbying & advocacy on NRM
Community awareness
Data collection and research
Lobbying and advocacy
Mangrove ecology
Fisheries development
Capacity building
Bari
and
regions
Progress
Index
2
Karkaar
2
Sahil,
Hargeysa,
Sanaag and Togdheer
regions
1
Lower Shabelle
2
Mudug region
1
Hargeysa
Sahil
3
Hiran
1
Eastern and western
Sanaag
Bari regions
1
Sanaag
2
Puntland,
Benadir,
Lower
Jubba
and
Somaliland
1
Final Report – Evaluation of Holistic Resource Management of RMSN in Somalia – February 2009
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Organisation
Category
SCSERD
2
SECDO
3
SRMO
3
SWC
3
Thematic area










Lobbying and advocacy
Cross boarder charcoal trade
Land management
Soil and water conservation
Soil and water conservation
Range management
Wildlife conservation
Charcoal issues
Community awareness
Data collection and research on
deforestation,
wildlife
and
charcoal
 Forest conservation
 Community awareness
 Environmental education
Region of operation
Progress
Index
Gedo
3
Western Sanaag
2
Sool region
2
Mudug
regions
and
Nugal
2
Key to Indices: 1 indicates the highest level of progress in organisational development with the organisation having
been legally registered as an NGO, with internal operating procedures in place and has attracted or in the process of
attracting additional sources of funding
2 indicates that the organisation has at least made progress to be legally registered, with a Board and in the process
of developing its internal procedures and guidelines
3 denotes a member that has either shown a marked regression with respect to organisation development or has not
moved to be legally registered.
Source: Interviews with members
Table 2 shows that the network is not really sure of the major themes, there is confusion in the
thematic areas – some are repeated, while synonyms are used for one and the same theme –
making them look different. Without exception, all members are engaged in some form of
environmental education and awareness, and this cannot be a theme. In the section that
follows, these themes are further examined with respect to findings during the evaluation. It is
also instructive to already point out the fact that the stated roles and key functions of RMSN
often differ in different documents. For instance, resource based conflict management, which is
a major activity is often left out in documentation, and is surprisingly not among the major
themes. Likewise, gender perspectives in sustainable environmental management are missing.
These two areas should be included even as cross-cutting issues, and documented so that they
are not ‘forgotten’ during implementation.
3.2
RSMN Activities as Implemented by Network Members
The coordination office disburses funds to all members twice a year for implementation of
activities as detailed in the plans of action, largely also by thematic area. Each member of the
network is entitled to USD 10,000 a year for its activities, (an exception is the RMCO who
receive USD 15,000 per year),disbursed in two instalments of USD 5,000 each for a period of
about six months. The following is a summary of key activities member organisations
implemented during the period under review. Because of the diffuse nature of the thematic
areas presented in Table 2, the mission presents the findings under modified thematic areas as
discerned from the field activities.
3.2.1
Rangeland and general wasteland rehabilitation
Most of the grazing lands in Somalia have been overgrazed and undergoing various stages of
degradation. Rehabilitation of these lands is key to rejuvenating livelihoods of thousands of
Final Report – Evaluation of Holistic Resource Management of RMSN in Somalia – February 2009
Submitted by ETC East Africa Ltd to Resource Management Somali Network (RMSN)
14
households in Somalia. It must also be noted that though many studies have come up with
several and distinct livelihood types e.g. by the Food Security Assessment Unit (FSAU) reports,
the truth is that most, if not all these livelihoods are strongly interrelated, involving more or less
the same households spanning from the businesses in urban centres to the nomads and to the
fishermen on the shores. The aim of these activities is to try and bring back the health of these
degraded lands to conditions of sustainable production, and also put a halt to further
degradation. All the activities are implemented with full and active involvement of beneficiary
communities – who contribute in terms of man-power, indigenous technical knowledge,
leadership and other practical ideas. All lands that are rehabilitated are left under the
management of the beneficiary communities, and therefore, local leadership and Management
Committees are often trained (in local workshops) and their capacity strengthened as part of the
rehabilitation activities.
Rehabilitation of these lands took various forms including:










Grazing management - Resting of grazing areas from livestock for long enough to
enable grass to seed and mature;
Water harvesting using various techniques;
Disturbing soils – using Allan Savory’s holistic management approach to encourage herb
layer germination;
Discouraging the harvesting/exploitation of native trees and shrubs, that act a ‘pull’ for
vegetation regeneration;
Activities to reduce surface runoff and soil erosion, by making water harvesting bunds,
rock check dams, in some places use of gabions and stabilizing soils bunds with sisal;
Setting up of nurseries to support tree planting initiatives. The network has probably
more than 20 functional nurseries scattered all over the project implementation sites;
Tree planting, especially indigenous species like the Acacia genus. It is estimated that
more than 20,0005 seedlings of trees and fruit trees have been given or sold to
beneficiaries annually for planting. Although no records exist on survival, crude
estimates indicate at least 50% of the seedlings planted on communal lands survive, and
close to 70% of the seedlings planted by individuals survive;
Stopped wanton harvesting of indigenous trees and reduced charcoal burning,
especially from Acacia bussei the main target. Focus is turning on ‘useless trees and
shrubs’ like Prosopis juliflora as source of charcoal; and
Awareness creation and training of beneficiaries on proper grazing management, and
encouraging them to explore other non – exploitative uses of range resources like beekeeping as alternative sources of income.
Around 50 square kilometres of previously degraded rangelands is now regenerated
after community with facilitation of ASAL banned charcoal burning and wildlife hunting in
Xabaal Reer of Bari region.
Text Box 3 summarises a case on a young man driven to conserve indigenous trees species
in the Sheikh area, and receives support from RMSN through GOOSE/Golis.
5
It was not possible to get a good estimate of seedlings planted
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Text Box 3: Cabdoo Hussein Jama – Indigenous Trees Nursery Operator in Shiekh
Cabdoo is a young man who was taken over by the marvels of the environment, especially trees. He
loathes seeing people cut trees, and noted the rapid depletion of indigenous tree in Sheik, especially in
the Tarikho Hills, which is part of the extensive Golis range that cuts through to Ethiopia
He took it upon himself to do something about indigenous trees in the Sheikh area, by establishing a
nursery tree for conservation of indigenous trees. He collects the seeds from the forest himself,
although after several years of doing this, many young and old people collaborate with him to identify
seedlings and seeds of rare indigenous species.
He also teaches locals about forestry, especially how to take care of seedlings, some of which he gives
or sells to the local community. In recent times, he has extended his forestry extension activities to
nearby schools, where he teaches students and teachers some elementary basics on conserving the
environment, and in particular, taking care of indigenous trees.
Cabdoo raises over 3000 seedlings a year, and sells about 800. He uses the income to run the nursery
as well as fend for himself. Goose/Golis noticed his interest and entrepreneurship skills in environment
and enlisted him as one of their volunteers.
Golis has given him some training opportunities, to enhance his skills. He is an integral member of the
Tarikho rehabilitation project that GOOSE runs in the area, where rock check dams are used to
rehabilitate degraded valley and gullies. He uses his seedlings, skills and knowledge to support the
rehabilitation process, for which all within the community appreciate and are proud of.
He aspires to expand his nursery, which unfortunately suffers during droughts when water is
inadequate. In addition, his mission is to educate the local community on the importance of conserving
indigenous tree species. He attributes ‘climate change’ in the areas to destruction of indigenous trees.
Golis is committed to supporting him with funds from RMSN/Oxfam Novib.
He recently attended the RMSN restitution workshop and Annual General Meeting in Hargeisa as part
of the process of building his capacity as a representative of GOOSE.
3.2.2
Sensitisation and awareness creation on environmental management
Through years of experience, network members found out that adequate sensitisation and
awareness campaigns were critical towards achieving change in the way natural resources are
used. The aim is to bring all key actors and users of natural resources to embrace actions and
approaches that are eco-friendly and result in sustainable use of the natural resources.
By far, the most extensive and intensively implemented activity is sensitisation and creating
awareness among beneficiaries and other stakeholders on sustainable environmental
management, focusing on natural resources like the rangelands, soil and water conservation,
tree planting, fisheries and even wildlife. This is necessitated by the fact that many resource
users, and people in the resource use chain do not fathom the consequences of their actions
today on their livelihoods in a few years to come. Secondly, being without a central government
that can promulgate and implement policies has left everyone on their own, to do as they wish.
It is also recognized that business people also encourage the unsustainable exploitation of the
available natural resources including trees and wildlife without consideration and regard for the
future consequences.
Natural calamities like droughts and floods for which individuals have little capacity to cope with
have also had their impact on the environment, especially the vegetation resources. But
because of these calamities coupled with lack of a central government, the tragedy of the
commons has played itself out like a text book. Everyone is prepared to reap maximum benefits
as individuals and share in the burden of the consequences – and this often hurts the poor and
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weak most (Garret Hardin 19686). Therefore, awareness campaigns on sustainable
management of the environment target everybody from primary to tertiary users of natural
resources, and the environment. Awareness creation is of course primarily aimed at the
beneficiaries who use and manage the resources, and who, it is believed, ‘own’ the resources
including grazing lands, forests, hills and valleys, marine resources, towns and markets etc.
Awareness creation within RMSN member networks has taken many forms including:
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3.2.3
Direct messaging to the target groups through physical contact, by organizing
community training and workshops which are mostly used in the rural areas;
Newsletters, bulletins and posters – especially in the urban areas. A notable newsletter
is one produced by Candlelight – DEEGAANKEENNA (Our Environment);
Radio and TV programmes and talk shows;
Traditional gatherings and ceremonies;
The internet – through several websites with high visitation;
Talks and teaching in schools;
Group to group exchanges;
Meetings with local and ‘national’ leaders;
Participation in ‘international’ environmental events;
Giving out seedlings, organizing garbage collection etc;
Music shows and concerts;
Encouraging beneficiaries to hold regular meetings to discuss their environment; and
Mobilisation of beneficiaries and communities in general during important international
events.
Grazing management
Quite a significant amount of rangeland degradation can be directly attributed to poor grazing
management, with overgrazing and over-stocking the major causes. The aim of the network
then is to encourage pastoralists to adopt grazing approaches that are beneficial to the range.
Of course the first step towards realising this is sensitisation, education and awareness
campaigns coupled with practical demonstrations.
RMSN members have engaged local communities through education, awareness creation and
on-range demonstrations on better grazing management regimes, suitable for the degraded and
recovering rangelands. It must be noted that local users of these rangelands had indigenous
technical know-how on grazing management, and in later years, the central government had a
department dealing with range management issues. However, the collapse of the central
government, insecurity and natural calamities like droughts largely contributed to
mismanagement of the rangelands. Measures used include encouraging beneficiaries to
embrace grazing management practices that have beneficial effects on the range including
rotational grazing, resting and optimal stocking rates are stressed. To achieve this, members
are working towards promoting the livestock production chain, with lobbying and advocacy for
international livestock markets to open up in order to ease pressure on the land, and efforts at
grassroots organisations for livestock traders to attract the best prices from the sales.
As well, some members have promoted growing of forages including grasses and fodder trees,
better fodder harvesting techniques (like shaking off tree pods as opposed to cutting off
branches – pollarding or pruning) to restore and enhance ecosystem health.
6
The Tragedy of the Commons," Garrett Hardin, Science, 162(1968):1243-1248.
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3.2.4
Support to improved livelihoods and enhanced incomes for poor communities
Many member organisations have realized that all activities aimed at sustainable management
of the environment are geared also towards enhancing local livelihoods and incomes. This is
also in line with the key principles of Holistic Management. The aim of these activities is to
provide value chain linkages from sustainable management of the environment and its natural
resources through prudent and optimal resource harvesting to product value addition that
contribute to improved incomes among all in the chain. To this end, some organisations have
carried out the following activities:
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Rain water harvesting;
Reclamation of waste lands for agro-pastoralism;
Introduction and spread of bee-keeping;
Management of tree nurseries, including fruit trees like tamarind, lemon, guava;
Production, harvesting and selling of hay – at 120 USD a load (a load is equivalent to
about 6 tonnes);
Better grazing management for increased production;
Supporting producer-market linkages; and
Supporting better livestock and crop production practices.
Some of the activities are geared towards opening up new or alternative means of earning a
living for the beneficiaries – e.g. production of energy saving stoves, and proposed plans for
eco-tourism e.g. in Berbera, Sheikh etc.
3.2.5
Wildlife conservation
Many parts of Somalia/Land had abundant wildlife in the period preceding the war, but wildlife is
no longer a common site even in what were former national parks. However, not all were killed,
and the aim is to support local communities to enhance the health of wildlife habitats, dissuade
them form consumptive use, and seek their support in guarding against poachers. In addition,
the network works with local authorities and regional governments to put in place legal
measures that protect wildlife.
Wildlife numbers are on the increase in some of the rehabilitated areas (Ga’an Libah, Sheikh)
and areas like Garaad and preserved rangelands areas of Xabaal Reer in Bari region supported
by ASAL.. Predictably, ‘business people’ have seen the opportunity to reap from where they did
not sow, by trapping and selling either live or carcasses of these wildlife, especially the
antelopes like Oryx Beisa (Oryx) and Kudu?. Candlelight and Goose have sensitised
communities to be vigilant on poachers and other unscrupulous business people from killing
their wildlife. These organisations have also enhanced measures to improve the habitat quality
for wildlife, by planting trees, encouraging social fencing of critical habitats, and sensitising the
local communities and beneficiaries on how to better conserve the area.
It is noted that wildlife had almost completely disappeared from large rangelands and parks in
Somalia following the never ending civil conflict – and the reappearance of Oryx (thought to
have been completely decimated) was greeted with joy, especially in Deri-mara after the
community had worked with RMSN to restore the health of the ecosystem. Furthermore,
because of the perception that all wildlife had been decimated, many environmentalists and
conservationists erroneously claim that the wildlife are endangered and on the brink of being
extinct.
In addition to creating awareness among the communities on the need and importance of
conserving wildlife, the Network has been involved in advocacy and lobbying for institutional
measures to protect the remaining wildlife. However, the tenuous nature of the relatively weak
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regional governments is a major obstacle towards promulgation and enforcement of requisite
legislation. Although the governments may be weak and lack the resources to enforce such
legislation, the mission is satisfied that with the degree of awareness creation achieved by the
network, local communities will play an active role in helping enforce such laws.
3.2.6
Marine conservation – fishing and mangroves
Due to the lack of controls following the collapse of the central government and its management
institutions, use of Somalia/Land’s marine resources is largely a free for all, especially with
fishing and harvesting of mangrove trees. Network activities are aimed at encouraging order in
the exploitation of marine resources, discouraging illegal fishing (especially destructive trawling),
and conserving mangrove ecosystems by working with communities and regional authorities.
RMCO is the lead organisation on marine conservation within the network. Activities
implemented include:
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Capacity building of other members and fisher-folk on sustainable fisheries;
Advocacy and lobbying on illegal fishing;
Conservation of mangrove ecosystem including tree nursery, planting mangrove
seedlings etc;
Celebration of world ocean day; and
Production of an environmental conservation manual and translated into Somali.
These activities are set to continue, especially because RMCO has attracted other sources of
funds for its activities. Fisher-folk along the Red Sea and also parts of the Indian Ocean have
been organising themselves into viable groups to promote sustainable fishing techniques, and
also fighting illegal fishing in their waters. To this extent, efforts by Horn Relief, with funding from
Canadian International Development Agency (CIDA) and Oxfam Canada, has held several
workshops for fisher-folk on appropriate fishing techniques, and recently produced a
documentary on these techniques and a study on promotion of the tuna industry in the region.
3.2.7
Promotion of alternative energy sources and energy saving devices
The aim of the network here is to promote practical, affordable and acceptable technologies that
use less of biomass (wood and charcoal) as sources of fuel, or which enhance the efficiency of
biomass fuels.
A major cause of wanton tree harvesting is the huge demand for charcoal for cooking purposes,
especially in the urban areas and previously in the Middle Eastern countries. Demand for
firewood is also high, because fuelwood is the primary source of energy for cooking in most
households in Somalia/land. It is noted that the population within the urban areas continues to
grow, with increasing demands for cooking energy. Charcoal happens to be the cleanest and
most affordable energy for the urban dwellers. However, its production results in massive
wastes of up to 85% of the energy value.
In order to reduce the pressure on the raw material for charcoal – trees, member organisations
of RMSN have been involved in intensive campaigns for the use of other sources of energy.
Solar and wind power have been promoted, especially by Horn Relief. In addition, there are
concerted efforts aimed at popularizing the energy saving charcoal stoves among the
beneficiaries. To this end, Candlelight and Horn relief have trained local business women as
artisans to make the stoves -Kenya Ceramic Jiko (KCJ), and who make a living out of it (Text
Box 4).
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Text Box 4: Sentiments of Farah Ambavo – KCJ artisan and trader in Hargeisa
Farah is an elderly woman living in the slums of Hargeisa. She was trained by Candlelight to make and
sell lined energy saving stoves – Kenya Ceramic Jiko (KCJ) as part of a women group that later broke
up. Out of ten, only six were in practice. She has since trained two other women groups to make the
stoves.
She makes about 40-50 KCJs a month. She says that there is a market for the stoves, but the costs of
production are rising. On a monthly basis, the makes profits of about USD 50. According to her
observations, there is a big market for the stoves, but there is need for more marketing. The KCJ, she
reckons, has reduced her charcoal costs by half.
Farah learnt about RMSN – Candlelight initiatives through the radio programmes that she listens to.
Farah is full of praise of the work done by RMSN, and plans to venture into the world of solar if she can
get training and seed money to start the business. She is also keen to expand her business but cites
inadequate capital as a major constraint.
To satisfy the demand for charcoal, research into how to make charcoal from a problem weedy
species – Prosopis juliflora7 was carried out and some charcoal burners trained on how to
enhance pyrolysis. However, most users prefer charcoal from Acacia trees, because it has
superior qualities like burning for longer, less smoke, it releases more energy and therefore
cooks faster among other reasons.
This mission finds that promotion of alternative and energy saving technologies in Somalia is a
difficult process. Whereas solar cookers are a viable option, the initial costs are too high for
most households (USD 270 a piece, and this is subsidized!), even when given on credit.
Secondly, the culture of cooking in most of Somalia is such that women (who undertake most of
the cooking), prefer to cook in enclosed areas (secrecy), while also other factors like sanitation
(because of dust and wind) have to be taken into account. Demand for KCJ is high, but with the
recent inflation, the cost of making one is high, and this has to be passed on to the end users.
Although a lot of promotional activities through public forums, Radio and TV have been
undertaken, it is not surprising that the adoption rates are low even in the urban areas.
On a positive note, there are strong indications that demand for the KCJ is rising, and efforts
should be stepped up to help the local artisans produce more, and also market the finished
products. However, KCJ only saves a little energy, but is not a cure for the demand for charcoal
production, which is a major cause of destruction of trees and shrubs in the rangelands. There
are two choices to be made; either affordable and acceptable alternative energy sources (LPG,
solar, kerosene etc) are explored and actively promoted, or alternative sources of wood/trees for
making charcoal are introduced including fast maturing woodlots that can be harvested on a
sustained yield basis. The latter seems to be a more affordable and practical short-term
measure in a country like Somalia/land. However, strategies for long-term solutions should be
continuously refined with the evolving socio-economic dynamics.
3.2.8
Lobbying and advocacy
Some measures to conserve the environment and promote sustainable use of natural resources
need legislative support. The aim in advocacy and lobbying is to bring about legislative power to
bear on those using these resources. In addition, there is need to ensure compliance with such
legislation. Therefore, the network works with various stakeholders including governments, the
7
Studies by Candlelight
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private sector, and local communities to take action that promotes sustainable use of the
environment.
Despite the absence of a central government and subsequent collapse of key governance
institutions, there are at least two ‘autonomous’ governments and one semi-autonomous one.
These ‘governments’ are influential in setting ‘developmental agenda’ and implementing policies
for the broader development of their areas of jurisdiction. Because of their importance and
influence, they have become critical targets in efforts by the civil society to engender the culture
of sustainable environmental management practices. RMSN members have been intensely
involved in lobbying and advocacy targeting all key actors and specific areas of sustainable
environmental management. Major issues on which RMSN members have advocated and
lobbied for are:
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Ban of international charcoal trade from Somalia;
Ban on harvesting Acacia bussei trees for charcoal burning;
Ban on trade in wildlife (endangered animals);
Ban on illegal fishing along coastal waters – Red Sea and Indian Ocean;
Legislation on paper bags – Bosaso and Hargeisa;
Lobbying for implementation of legislation; and
Advocacy and lobbying on the dumping of toxic waste.
The ban on international charcoal trade has been successful and taken effect in Puntland, from
where most exports to the Middle East took place. It is noteworthy that local communities from
where charcoal burning for export was taking place have embraced the ban. Usually, charcoal
burners and traders are not local people, but business oriented persons. Through its members,
the network has effectively sensitised and mobilised local communities against unscrupulous
felling of trees for charcoal production. It is highly successful in the Sool and Sanaag regions.
However, this success has come with high costs involving fatal conflicts between the local
communities and charcoal burners/traders who are still bent on making profit from the trade
irrespective of the effects and impacts their actions on the environment and local livelihoods.
In Somaliland, Candlelight and Goose have been instrumental in reducing the number of A.
Bussei trees harvested for charcoal, and instead, promoted the use of P. juliflora, which is
largely an invasive species that renders land wasteland in a short period of time.
The network through its members has more or less successfully lobbied for legislation amongst
the regional governments against exportation of endangered animals. In addition, beneficiaries
have been sufficiently sensitised and mobilised to participate, whereby they become custodians
of the wildlife.
3.2.9
Networking and information sharing
Networking and sharing information on areas of interest in environmental management was
among the key reasons for the formation of the Network. The aim of networking and information
sharing activities is to foster the objectives of the network, achieve synergy, bring in new
knowledge, experiences and broaden/market the network as a critical cog in the governance
and management of Somalia/Land’s natural resources.
AGMs are the best and most reliable forums for members of the RMSN to network and share
information, experiences, ideas etc. Some members, depending also on their interests, do share
views, information and documents though e-mail. The Network established a website through
which members could discuss topical issues and also access information up-loaded from
members’ activities and reports. However, networking and information sharing among members
can be described as limited as most members send their information (reports and other
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documents) to the Network coordination office, which then uploads it in the website, but hardly
share information among themselves.
A probable reason for poor information sharing, and hence networking amongst member
organisations is lack of or inadequate documentation of activities. Few if any organisations write
proposals requesting for money from RMSN coordination office, while few document their
activities and outcomes although all write brief narrative and financial reports while seeking for
the next funding disbursement. To a large extent, writing skills are weak and need improvement.
Reports from monitoring and evaluation are a useful source of information for engendering
learning is from monitoring and evaluation. There is no evidence to indicate that individual
member organisations conducted any internal monitoring, hence, there is very little to share with
respect to lessons learnt from such an activity. Of course, the network coordination office
organised a few monitoring missions, but there was very little to learn from these activities as
well.
A few organisations like RMCO, Candlelight, SWC and Horn Relief have established networks
and linkages with likeminded organisations outside Somalia (international organisations), and
they have benefited immensely from investing in such networks and linkages in terms of
knowledge and resources. However, most of the members have not established effective
linkages and networks beyond the local boarders although a few were in the process of doing
so. This mission finds that networking and information sharing among members has a big room
for improvement, and the coordination office has a role to play here.
3.2.10 Celebration of key world calendar events
Members of the network have been active participants in celebrating key word events like the
World environment day, climate change conventions, conferences on conservation of
biodiversity, ocean days etc. Most members use their own resources to participate in these
events, but some members also liaise with the coordination officer and hold joint events and
activities. A few members use RMSN resources to celebrate some of the events.
It is important to note that events like the world environment day are also used in creating
awareness, networking with local and national authorities, are used for lobbying and advocating
issues of environmental importance, and usually involve activities like tree planting (including
fruit trees, shade trees, trees of medicinal value, mangrove trees) etc. Some members organise
workshops in their thematic areas for beneficiaries e.g. RMCO for marine conservation and
Goose, Candlelight etc for rangeland rehabilitation.
The mission was impressed that network members use these occasions to fully involve
beneficiaries in environmental conservation and awareness activities. In some instances,
members have used the occasion to help resolve natural resource use conflicts between or
among clans.
3.2.11 Organizational development and institutional strengthening
The mission has already given a background on the formation of the network. In order to
strengthen the network, it was imperative that the constituent members be strong and develop
institutions to enhance their operations. Many organisations were weak, without structures and
strategies to become more impactful organisations. Therefore, the Network through resolutions
made at the AGM adopted a motto of ‘change or perish’ – to encourage members to evolve or
transform themselves into viable development entities.
Some members have used internal resources and own efforts, as well as support from the
Network to develop into full-fledged organisations with legal status (registration), and even set
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up governance institutions like a Board of Directors and internal management procedures.
However, most organisations still have a lot of room for improvement, because their institutional
policies and procedures need to be improved and institutionalised.
3.2.12 Fund raising (resource mobilisation)
Apart from members in category one, most members totally relied on RMSN to fund their
activities. The mission found that most organisations did not have resource mobilisation
strategies, write poor proposals, timing of the proposals is often outside the funding calendars
for most donor organisations, and activities for which funds are requested are not often of
interest to the donors. There is indeed need for building the capacities of these organisations to
better organise their resource mobilisation strategy including writing skills for reports and
proposals. Furthermore, there is need to build their capacities on project design, planning
monitoring and evaluation (PME).
3.2.12 Cross cutting issues
The major cross cutting issues are gender mainstreaming, conflict management and financial
management. Gender mainstreaming in environmental management has been long recognised
as a practical and viable strategy of achieving desired aims faster, more effectively and with less
resources. Although most gender mainstreaming activities targeted the involvement of women,
the network has also identified the youth as major actors if sustainable natural resource
management is to be achieved. Activities implemented include:
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Involvement of all gender (especially youth and women) in community mobilisation,
sensitisation, awareness creation and conflict management;
Their active participation in various eco-based committees;
Targeting them in the promotion of alternative or additional income generation activities
like bee-keeping, tree/nursery management; and
Participation in workshops for training trainers in environmental issues among others.
To further enhance the participation of youth and women in environmental affairs, practically all
the network members have employed youth and women in positions of responsibility e.g. as
project officers.
On natural resource based conflict management, the aim is to empower local communities to
resolve in amicable ways, conflicts over resource use. It is a fact that conflicts over resource use
have fuelled environmental degradation as impunity sets in. Also, communities and beneficiaries
interviewed ascertained that most of the destruction of natural resources are carried out by
people who live far away from the resources – e.g. illegal fishing, charcoal trade, and trade in
wildlife and its products.
Often, local communities after being sensitised and mobilised to lay strategies for sustainable
management of their resources are confronted by the wanton exploiters of natural resources,
e.g. charcoal burners. These conflicts often lead to loss of lives, although many beneficiaries
were happy to have stood up to the ‘intruders’. Frequently, disagreements arise over mundane
issues like access to pastures and trees for building/charcoal to serious complex ones like
mining of minerals. It is here that the network has empowered local communities with skills of
resolving their differences and conflicts amicably. An important occurrence within the network is
internal conflicts amongst the members. Although many people interviewed down-played the
issue, a few frank and open members believe that differences among members (even in the
Board) exist, and occasionally plays out in the open.
Care must be taken when examining the whole concept of conflicts. It is common to refer to
simple disagreements in opinions on various issues as conflict – although conflicts can arise
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because of such differences. This mission takes the view that there were conflicts over natural
resources. It is these conflicts that members targeted in their implementation. Also, members of
the network often had differences of opinions on some issues, but have since learned to
manage these differences. The mission is satisfied that given the socio-economic and political
situation in most of the project areas, and taking special consideration of the insecurity and
poverty levels, the network through its members have done a marvellous job with respect to
implementing planned activities.
On finances, the mission is hesitant to make a clear statement because RMSN accounts held
by individual members were not reviewed. But members interviewed were confident that they
put to good use all the grants from Oxfam Novib, even though some did not have standard
financial management procedures.
3.3
Activities of RMSN Coordination Office
3.3.1
Staffing
Establishment of the secretariat was necessitated by the need to move the network forward,
with independence of the coordination office a major reason. Staff and organogram of the
coordination office is presented in Fig. 1. The main functions of the coordination office have
been presented in section 3.12 and reproduced in 3.3.2.
3.3.2
Achievements of the coordination office
Although this mission evaluated the activities and achievements of the coordination office, it
must be noted that the office, despite having key functions spelt out, has never had set targets
or milestones to achieve. Secondly, the network has over the years modified the roles of the
coordination office as things unfold, but never set any targets to be achieved. The key functions
of the coordination office are reproduced here for ease of reference:
1.
2.
3.
4.
5.
Forum for information and experience exchange,
Facilitation of skills development of members,
Initiation of lobby and advocacy for environmental awareness,
Linking members with the outside world, and
Channelling funds to member organisations for resource management projects.
The coordination unit has been able to successfully carry out the following activities, which are
important achievements:
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First and foremost, the establishment of a functional coordination office in 2002 is
commended.
The coordination office facilitates information and experience exchange:
o Distributing through emails, important information on environment, including
technical material, some on a daily basis;
o Its website – www.rmsn.net, which provides a forum for discussion on topical
issues on the environmental situation in Somalia/Land. However, the website is
not active, reports are not accessible;
o Hosting Annual General Meetings that are rotated amongst the network
members. During these meetings, strategy and work-plans for the forthcoming
years are discussed.
o A resource centre has been set up;
o Monitoring visits; and
o Hosting and celebrating with some network members important international
events of environment significance like the World Environment Day, and
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participating in some international conferences with environment significance e.g.
the convention on climate change.
The coordination office has supported the strengthening of member organisations from
groups to formally registered and recognized organisations. Most members have been
legally registered as NGOs or in the process of doing so with support and guidance from
the coordination office.
Advocated and lobbied for the enactment and implementation of legislation to halt the
international trade in charcoal from Somalia, especially PUNTLAND, which was a major
cause of rangeland degradation.
RMSN has tried to link its members with other actors in the field of environmental
restoration, including linking up with Holistic Management International (HMI).
Candlelight, member of RMSN effectively linked up Kenyan experts on various aspects
of the environment including African Energy Policy research Network (AFREPEN) and
roped in ASAL and ARAN. On the same breadth, RMSN has tried to support its
members by circulating calls for proposals from various donors. However, very few if any
of the members have accessed funds from these donors.
The coordination unit spearheads members in the celebration of important international
environmental events.
Recently, RMSN completed the development of its internal policy documents including a
finance procedure, human resources manuals. Some network members actively
participated in the Strengthening of Civil Society Involving Systems (SOCSIS)
workshops that were the basis for development of these internal management
procedures.
Coordination of the SOCSIS project funded by Oxfam Novib, which is an organisational
capacity building process for local NGOs in Somalia.
RMSN has also continued to disburse resources from Oxfam Novib to the members,
where each member organisation receives approximately USD 10,000 a year in two
instalments of USD 5,000 every six months. In support of its members’ activities, RMSN
conducts monitoring missions among members areas of operation.
Collation and writing of reports – technical and financial from members
The coordination office has also linked members to an online course for skills improvement in
environmental management although it was not clear how many people or organisations have
benefited. Over the years, the coordination office has linked members to other donors. Some
members were successful, receiving support from World Food Programme (WFP) etc. The
office has continued to notify members of funding opportunities. However, the coordination
office has not been able to diversify its sources of funding, depending entirely on resources from
Oxfam Novib.
3.4
Summary of physical achievements
A quick summary of the physical achievements aggregated from all network members is
presented in Table 3
Table 3: Summary of key physical achievements of RMSN activities
Attribute
Quantity
Comments
Area rehabilitated
1,817 ha planted with trees or
rehabilitated
950,000,000 ha of range forest
land protected from charcoal
Area under or already rehabilitated is
probably much higher because data from
three organisations missing.
Rehabilitation includes fencing off, soil
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Attribute
Quantity
Comments
harvesting
erosion control measures like check dams
across gullies, reforestation
Land under protection is debateable. But a
lot of land has now been fenced off from
grazing,
810 rock dams covering almost
1000 ha of hill lands
More rock check dams than reported. Very
successful activity in sites visited - Deri Mara
and Sheikh (Tarikho) are shining examples
Seedlings raised
91,600 seedlings
42,519
distributed
to
beneficiaries
12,728 seedlings sold out
18,000 beneficiaries received
seedlings
Many more seedlings were raised and
distributed to different categories of
stakeholders. Important to note that in some
areas, school children were given seedlings.
Seedlings surviving
22,215 reported as established
and surviving
Monitoring of survival weak, data shows only
24% survival rate
Direct beneficiaries
Male – 11,223
Very few organisations had records of their
direct beneficiaries. Number given is an
approximate estimate.
Number does not include millions who listen
to radio and TV shows over the last 5 years.
More men than women – at all levels is
worrying.
Rock check
constructed
dams
Women - 9585
Total 29,944
Length of Bunds
10 km
Like in other attributes, no data hence
relatively low achievement. Bunds have been
very useful in range rehabilitation especially
in Sool and Sanaag. Need for better
documentation and reporting
Charcoal for export
30 ships, 56450 metric tons*
Data from ENAHO. Indicates that charcoal
export still goes on in some areas, a serious
threat to the environment and livelihoods.
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4
EVALUATION JUDGEMENT
In this section, a value judgement is placed on the activities implemented and performance of
the network (members and the coordination office). First, perspectives of the coordination office
on the performance of the members is presented, followed by that of members on the
coordination office. The mission’s observations are then presented followed by a value
judgement under five evaluation criteria; relevance, efficiency, effectiveness, impact and
sustainability. In making this value judgement, also based on the field findings through a
Successes, Obstacles, Failures and Opportunities (SOFO) and Strengths, Weaknesses,
Opportunities and Threats (SWOT) analyses (Annex 7), activities implemented by the members
have been separated from the functions of coordination. However, it must be noted that
members and the coordination office often shared activities.
4.1
Perspectives of Stakeholders on Performance of the Network
4.1.1
Perspectives of the coordination office
The coordination office was very complimentary about the activities carried out by the members
of the network, and was proud of its achievements to date. Key among these include the
lobbying and advocacy that has seen Puntland State government ban export of charcoal,
adoption of the Holistic Management philosophy that has contributed to rehabilitation of
thousands of acres of previously degraded land, members’ activities on various issues like
awareness creation, sensitisation, participation in key world events and international forums of
interest.
However, the coordination office was disappointed that a few members have not evolved from
their previous status to the desired one, where they become well organised legal entities that
are well governed. In addition, a few member organisations have not been as active in network
activities as was expected of them, while a few believe that receiving disbursements from
NOVIB grants were a right. Of course, a question is asked – what has the coordination body
done to change this? Some members delay in submitting reports submit financial statements
without supporting documentation and thereby, generally delaying others who have complied.
A major failure – from either or both the coordination office and network members is the lack of
baseline data or information on the environmental and socio-economic status of the areas
where they work. As such, monitoring and evaluation of activities remains largely subjective.
One area where the network members did not do enough is collection of appropriate baseline
information and monitoring data. It is difficult to state how much achievements have been made
without such data. A possible reason is that officers working for the member organisations do
not have adequate skills and experience to collect such information, or if they collected it, did
not analyse it. Therefore, this area warrants some form of intervention in future projects.
It also emerged during discussions with members of the coordination office that some would like
it to carry out a few activities in addition to lobbying/advocacy and fundraising. Such an idea
would defeat the purpose for which the office was created, encourage competition for resources
between members and the coordination office, and will invite questions on who will play the
coordination role? This mission strongly suggests that the coordination office holds back its
ambitions of entering the implementation realm, and fully concentrates on implementing its
mandate of coordinating activities, fundraising and being the focal point for lobbying and
advocacy.
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4.1.2
Perspectives of network members
Member organisations had mixed reactions on the performance of the coordination office. Most
(10 out of 14 members) felt that the coordination office had achieved tremendous results, while
others were not as complimentary. All members were in agreement that RMSN coordination
office has implemented some of its key activities very well, including the development of a
website, design of organisational procedures (HR, Financial etc). However, these procedures
are only used by RMSN as a coordination body, the young and upcoming members have not
institutionalised them
Most of the ‘former teams’ have now evolved to become organisations, though at different
stages of organisational development. At least, most are now registered, operate from known
offices, have critically important contacts, and present their activity and financial reports.
Members report mixed relationships between themselves, the coordination office and the Board.
Of course insecurity and large distances (between members location and the coordination
office) play a big role, but quite a number of members would like to feel the presence of the
coordination office. Among the critical issues members are not happy or comfortable with on the
performance of the coordination office include:

To date, RMSN coordination office has not succeeded in carrying out any meaningful
fundraising.
 Small and weak organisations have not been significantly strengthened. Almost 40% of
the members do not know if RMSN has definite planning cycle, management and
governance procedures etc.
 Monitoring and evaluation activities of the office are weak and reports from such
missions are not useful. Indeed the coordination office has not adopted an M&E
framework that it put in the proposals submitted to Oxfam Novib.
 With respect to fostering networking and working towards synergy, members had hoped
that with establishment of the office, there would be more encouragement in the
exchange of ideas, strategies and information. However, there is plenty of information on
a one way traffic, largely from the coordination office to the members, a little from the
members to the coordination office, and minimal flow from member to member.
 Members had anticipated that the coordination office would lead to significant
development and enhancement of capacities within the network. Of course there seems
to be a mis-match between these expectations because on the one hand, the
coordination office has opened several avenues for members to enhance their capacities
including overseas course, online courses and even locally based workshops, while on
the other hand, some members expected the coordination office to literally build their
capacities.
 Whereas the coordination office has always communicated to the members
opportunities for funding, some members expected the coordination office to help them
write these proposals.
 Although the website is up and running, it has been down for quite a long time – with no
acceptable explanation being preferred.
 A few members have questioned – despite passing this during the AGMs – the number
of staff at the coordination office. Are they getting value for their money? Indeed,
between 20-30% of the budget goes towards RMSN coordination office – while most
members would prefer to spend a little more on the bolts and nuts of environmental
management.
 Lastly, some members have pointed out the lack of technical competencies at the
coordination office – none of the senior employees manning the office have a technical
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background in environmental issues – especially those affecting the beneficiary
communities like range management, livestock production etc.
4.2
Observations of the Mission
4.2.1
Network activities
The mission found that the coordination office accomplished some of its mandated functions
and fully implemented many of the activities proposed in the proposals as already mentioned in
previous sections. But the mission has several questions on the performance of the coordination
office including the following:





Despite being in operation since 2003, the coordination office has not raised any
additional funds to date. This may be traced to lack of a resource mobilisation policy,
inadequate guidance and support by the Board or inadequate initiative on the part of the
Coordinator.
Monitoring and evaluation. Being a learning institution, the coordination office should
have developed a practical and comprehensive PM&E framework to monitor and learn
from the many activities its members are implementing all over the country. The reports
from the few missions do not have lessons learnt or add value to the implementing
agencies or the network. In crude language, these reports made no attempt at
synthesising the information collected. This mission recognises the inadequate technical
expertise with respect to project design, monitoring and evaluation, especially of
environment and natural resource management related activities within the network.
Probably, the network should outsource internal monitoring services. In addition, the
coordination office should ensure that members collect baseline information, have it
analysed and disseminated to members as promised in the proposals.
The mission questions the level of staffing within the coordination office – whereas the
coordination office justified the need for a Coordinator and Finance Officer, there is still
no compelling reason to have a full time Information and Communication Officer. In
addition, the communication officer is taking on added responsibilities of coordinating
Strengthening of Civil Society Involving Systems (SOCSIS), calling into question
whether his role in the office was really necessary in the first place. The office had
options like outsourcing technical people to load, upload and maintain the network
website on a needs basis.
The role of the coordination office with respect to advocacy and lobbying is not clear.
Whereas as it should – technically speaking – lead the lobbying and advocacy, this does
not seem to be the case. A probable reason for this is that the coordination body does
not have a clear budget line to support this activity, and the lack of a clear lobbying and
advocacy strategy. It works together with network members to push for the desired
positions. The mission recommends that the coordination office needs to set a budget to
support lobbying and advocacy activities.
On a very positive note, the mission finds that the coordination office has been very
prudent in the management of funds. The network has made savings and currently has a
surplus in its account. All funds are audited by qualified auditors and approved by the
Board. Similarly, the Board approves annual budgets of the network.
The coordination office has tried its best to write and share all its reports in time with members,
the donor and international community through emails and its website. However, delays in
submitting activity and financial reports by members undermine the efforts of the coordination
office. To promote compliance, the network resolved to fine those who present their findings
late, which is a welcome innovation to deal with the problem. This mission proposes that
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members together with the coordination office design templates for reporting in each thematic
area, for ease of reporting. A proposal to do reports in the local Somali language is good, but
there is need for quality translation into international languages for consumption by a wider
audience.
The Coordinator is a very important officer, and the portfolio of activities is optimal for the
position. It is the position of the mission that as presently designed, the Finance and
Administrative officer is ‘under-employed’ in the sense that the workload over a year’s period
does not qualify for a full time job. Funds are received and disbursed twice a year; reports are
done twice a year, while financial auditing is done annually. Of course the head of the mission
did not have the benefit of visiting the coordination office, but little would change over these key
activities. Theoretically, the Coordinator could, and should actually be able to handle petty cash,
while hiring on a needs basis, qualified accountants to prepare financial reports (which in actual
sense are not complicated). Despite this misgiving about the under-employment of the Finance
Officer, the mission rationalised the necessity of the position for the following reasons:



managing finances requires special skills, and it would not be wise to have these
portfolio under the Coordinator;
the position has developed very critical systems and procedures for the organisation,
and is needed to follow them through – implementation; and
In furtherance of the objectives to strengthen network members, especially on
organisational and institutional aspects, the Finance Officer would be very critical in
offering training and support supervision.
On the Information and Communication Officer, the mission remains baffled as to why the
position was ever created. Interviews with the officer indicate that he has taken over other
responsibilities e.g. coordination of SOCSIS, M&E etc. In the opinion of the mission, the officer
has no skills and experience in PME or PM&E. The monitoring activities undertaken so far have
fallen short of the minimum standards expected and added no value to the activities under
implementation. Whereas the mission agrees that the principal functions of this position is
managing information sharing for the network, this is also one of the primary tasks of the
Coordinator. In examining the role of the Information and Communication Officer, the mission
notes that up-loading and updating of information on the web can be outsourced, making it more
cost-effective for the network. However, if the network has to retain these positions, it should
have a clear time line during which it must fundraise to pay the officers, if keeping these
positions is in line with long-term strategy of the Network.
Documentation of Network activities has quite some room for improvement, and probably, there
is need for capacity building on documentation in general. A summary of the assessment on
project documentation is presented in Annex 9.
4.2.2
RMSN Board of Directors
The RMSN Board has a Management Committee that is expected to work closely with the
Coordinator to guide policy and relevant activities. The relationship between the Board
members interviewed and the coordination office ranges from good to great. However, the
mission got the feeling that there was some degree of unease with the Coordinator. On the
other hand, the Coordinator thought that the Board was working very well with the coordination
office given the circumstances of distance and insecurity.
Some Board members felt that a few Board members were no longer committed to the ideals of
the network, with a few not sending representatives to Board meetings and even skipping a few
AGMs altogether. Distance and insecurity were cited as principal causes of failure to attend,
although this mission submits that there are more fundamental and complex issues – including
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political (regional and clan differences). On this, the message from the mission is clear – that all
members of the network have to work together, help each other to achieve synergy. Members
should eschew petty politicking, and mundane issues. The focus should be the network and
Somalia/Land and sustainable management of the environment, not the individuals. The
network is about the people and the environment, not regions or political leanings.
The Board is supposed to provide oversight and leadership to the network, but has it abdicated
some of its roles? For instance, the Board has not set targets for the coordination office to
achieve. The Board has never appraised the Coordinator or coordination office, and the
question is, how can the Coordinator and his officers know whether or not they are on the right
track? A major lesson here is that the Board must set clear and measurable targets for the
coordinator, and use this to appraise the work of the coordination office regularly (once a year).
4.3
Judgement on Activities Implemented by Network Members
4.1.1
Relevance, Effectiveness and Efficiency
a)
Relevance in this report refers to“… extent to which project objectives correctly address
the identified problems or real needs … and relevance of the project design to the
problems to be resolved at the point of project design and at the time of the evaluation.”
The problems that this project has addressed over the years are real problems felt by the
Somali community in general – specifically the degradation of rangelands, overharvesting of
trees and shrubs for charcoal and firewood, soil erosion and formation of gullies, dwindling
numbers of wildlife, illegal fishing in the shores of the country among others, and all these were
significantly contributing towards the erosion of people’s livelihoods, especially the nomads and
agro-pastoralists who depended on natural resources. In addressing these problems, the
network applied itself to a cross section of stakeholders, ranging from the nomads to business
people, local leaders, regional leaders and even to the international community for support.
When the mission visited field activities, it found that most beneficiaries were happy with the
support given to them, especially in rehabilitating their environment and introduction/promotion
of new/additional/alternative sources of livelihoods like bee-keeping. To this end, the mission
concluded that the beneficiaries had adequate absorption capacities to implement the proposed
activities.
At the advocacy level, the mission finds willingness on the part of key stakeholders to implement
a raft of measures that would restore and enhance environmental health. Advocacy was very
successful among the beneficiaries at the grass roots levels, especially because they now
appreciate the possible long-term impacts of their actions today on the environment, and
livelihoods in general following sensitisation/awareness campaigns. In places where the
beneficiaries were not able to fully implement activities, it was largely due to inadequate
resources, tools and in some cases, technical knowhow – but they were willing to do their all in
implementation.
However, this mission finds that the members of the network differed significantly in how they
undertook preparatory activities and application of rehabilitation techniques. Whereas others
undertook preliminary studies e.g. Participatory Rural Appraisal (PRA), others took a short-cut,
by approaching a beneficiaries and starting implementation without first comprehending the
problems of beneficiaries.
On the design of the project, the mission finds that activities listed were relevant. However, their
logical linkages were not clear, and quite often, stated objectives did not have matching
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activities except the last proposal to Oxfam Novib (2007-2008). In addition, the proposals to
Oxfam Novib do not have clear logical frameworks8 – and hence, no indicators were identified or
defined. In general, though the objectives were well stated, activities and implementation plans
were largely unclear – and critical programming elements like risks and assumptions were not
made. The suite of activities proposed in most of the proposals is quite large – even taking into
account that the network has 14 members – and there is need for it to refocus. Therefore, the
mission proposes that more attention should be paid to future programming with focus on
activities that lead to the regeneration or restoration of ecosystems, and probably leave out
activities related to urban pollution. RMSN needs to design an effective, practical and simple to
use PM&E framework or system.
In summary, the mission finds that most of the activities implemented under this project,
including restoration of environmental health through rehabilitation, awareness creation,
capacity building of network members, adoption of sustainable management practices,
advocacy and lobbying, and the approaches used were very relevant to the issues being
addressed. In choosing the Holistic Management principles, the network clearly showed its
appreciation of the poverty-environment linkages, and recognised that environmental
degradation has a direct effect on people’s livelihoods, especially those directly dependent on
the exploitation of natural resources.
b)
Efficiency (“… how well the various activities transformed the available resources into
intended results in terms of quantity, quality and timeliness … and whether things were
done right.” )
Members differed significantly on their organisational capacity (Table 2), and this was reflected
on how efficiently they implemented their activities. Members in category one were more
efficient in implementing their activities because they could combine several activities in
areas/sites where they were working, were already in most cases quite experienced in working
with local communities, and had acquired skills and experiences in project management. Those
in category two were more or less in between. However, the mission found those in category
three to be fairly efficient in implementation – despite some lacking offices and even technical
know-how (Goose and SECDO).
To enhance efficiency, members used several approaches – but the bottom-line was enlisting
the support of local leaders and beneficiaries in general to participate in the activities. Those
with additional resources even supported activities requested by the beneficiaries.
One area the mission found wanting was on monitoring of activities. Monitoring was poor for
several reasons – including the lack of objectively verifiable indicators, inadequate technical
skills to carry out the exercise, lack of baseline information and inadequate resources. Even
where some monitoring took place, the results were hardly documented; hence no lessons were
actually recorded even if the organisations learnt something from the implementation.
With respect to costs and value for money, the mission was not able to make any verification
firstly because it was not able to visit each and every project site (distance and insecurity),
inadequate documentation of the activities and achievements (although a few members had
well documented achievements), and the fact that many activities were implemented with
funding from additional sources. As much as possible, members tried to combine field trips for
RMSN activities with other activities (different donors).
8
Although De Conink et al 2008 argue that projects do not necessarily need a logical framework.
However, it is a tried and tested tool for programming.
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Despite the lack of data to make an objective judgement, it is clear that most beneficiaries are
now benefiting from the implemented activities. Secondly, the activities implemented have been
largely successful, while it is difficult to quantify the value of awareness creation created. Given
that export of charcoal has been effectively stopped, that fishermen are adopting sustainable
fishing technologies while discouraging illegal fishing from the shores, many households have
taken to rehabilitating their grazing lands and that the local and regional governments are at
various stages of putting in place legislation for sustainable use of the environment, this mission
is of the opinion that most of the resources for activities were used cost-effectively. However,
the proportion of funds used at the coordination office is questioned. Currently, this ranges from
25-30% of the total budget received. This issue is explored further in the next section on the
coordination office. On the overall, implementation of activities was carried out efficiently.
c)
i)
ii)
iii)
iv)
v)
Effectiveness “… how far the project’s results were used .. and, whether they achieved the
project purpose.” The key aspects considered under effectiveness are:
Whether the planned benefits have been delivered and received.
Whether behavioural patterns have changed.
Balance of responsibility between stakeholders.
Whether there were any unplanned results.
Cross-cutting issues - environmental protection, gender and governance.
By far, awareness creation among the beneficiaries, other stakeholders and general public
ranks as a major achievement of the network. Most beneficiaries including town dwellers are
quite informed on environmental issues facing them and how to address them. The network
used a variety of strategies, also depending on their location and general governance levels, to
reach a wide array of stakeholders including the direct beneficiaries, government officials, local
leaders and politicians. Most of the awareness was carried out through village workshops, radio,
TV, and newsletters, which are medium that can reach a wide audience. However, none of the
members has carried out an assessment of the impact of using these media to create mass
awareness.
Because of the massive awareness creation efforts, efforts to rehabilitate the range and
wastelands have been largely successful. Some of the techniques used like making earth bunds
and stone check-dams, especially on steep eroded valleys are easy to implement, and now
widely applied. However, upon rehabilitation of the land, beneficiaries moved in to farm, but do
not have appropriate agronomic and soil conservation techniques. Water harvesting, wherever
done, has been successful for a start, but the design for the water harvesting systems needs to
be enhanced for larger amounts of water to be harvested.
Nursery management techniques varied greatly among the members, and there is need for
exchange visits and cross-member trainings for them to learn from each other. Access to water
for maintaining the nurseries remained a critical issue. It is proposed that in future, citing of such
nurseries should take into consideration the availability or accessibility to water.
In Sheikh, which had a nursery of indigenous and probably threatened tree species, the
manager mentioned difficulties to do with access to seeds. The nursery manager has developed
strong networks and linkages with communities living in the wooded hilly areas, who alert him
whenever some of the fast disappearing trees and shrubs seed. Also, the manager has been
able to give extension to local farmers and neighbouring schools, which has attracted a lot of
local and even international attention. However, there is hardly adequate monitoring on survival
and performance rates of seedlings given out, hence it is difficult to ascertain the effects of the
exercise. Despite the uncertainty over the survival of these seedlings, the mission can
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confidently report that it saw several trees and fruit trees in fairly advanced stages of survival,
some have even fruited.
Several hundred acres of grazing land have been rehabilitated especially in different areas.
During field work, the mission estimated about 100km2 of land in Deri-mara was under
conservation; while larger pieces of land were under rehabilitation in Sool and Sanaag.
Following the rehabilitation with earth bunds, rock check-dams and resting, forage production
has increased, livestock production and productivity has also improved as shown in Golole area.
Improvement in production has had a direct effect on local nutritional status and even incomes
(sale of goats and camel milk).
Land has been cured in several areas, especially the hilly valleys within the Golis Mountain
range in Sheikh and Ga’an Libah Mountain. This healing has also come with enhanced
infiltration and reduced soil erosion. The impact has been improved agricultural production e.g.
in Deri-Mara. Water harvesting techniques in Sheikh, Sool areas, and Halal areas contributed to
increased land being put under crop production, thereby enhancing local household food
security among the beneficiaries. Many gullies and eroded valleys are under various stages of
healing, e.g. in Sheikh, Jidali, Midhisho and the Sool/Sanaag plateau in general.
Many beneficiaries have voluntarily accepted to adapt grazing management systems that give
sufficient rest to the rangelands. In fact, an emerging trend – whose long term consequences
are not yet clear – is that of individuals fencing off large tracks of grazing land and putting it
under personal management. The mission could see enhanced vegetation growth, but there are
probably other effects that may not be positive. For instance, fencing-off land results in
numerous conflicts over land because it denies others the opportunity to graze it. Some of those
now ‘owning’ fenced off lands still graze in the communal areas – in effect decreasing the
amount of land available for the entire community, while increasing the intensity with which the
remaining land is grazed – a classical case of the tragedy of the commons at play again.
Over the last five to six years, many beneficiaries have taken to tree planting. Especially popular
and in high demand are fruit trees including guava, mangoes, tamarind and even palm trees
and shade trees like A. bussei. However, there is little evidence of how much area has been
replanted, or how many tree seedlings are surviving. RMCO led communities along the Red
Sea in Bosaso to plant mangrove seedlings, but survival rates are not known.
Indigenous trees like Acacias planted in the Galole area take long to mature – and their impacts
are not often apparent, although beneficiaries have noted improved micro climate around the
trees. Also, grass recovery and colonization has increased in places where trees have been
planted e.g. in Galole, Hilal, Sheikh and the Sool plateau. Some of the fruit trees have matured
e.g. fast growing guava varieties, that have been harvested and mangoes in Ceelayo that are
fruiting.
Beneficiaries have taken it upon themselves to take the lead in rehabilitating their environment
through tree planting, providing labour and enforcing local rules on the use of natural resources.
They also reported that because of their new found knowledge and actions to forestall further
environmental degradation, they often find themselves in conflicts, mainly with powerful
traders/business people keen on making the extra money from their natural resources. In
general, the level of enthusiasm showed by the beneficiaries was quite high, as they have taken
to supporting the rehabilitation and environmental conservation activities very seriously, by
participating and contributing labour and other skills.
There were several unplanned results as well. First, following the airing of programmes on
environmental conservation, the network has received requests from many areas of
Somalia/Land to go and implement activities there. A journalist producing programmes for
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Candlelight on environmental issues is fast becoming an expert on environment. In addition,
several members of the network are often consulted by world organisations to give opinions on
various issues. A few have been invited to participate in international environmental forums. But
the most striking results have been those of beneficiary communities doing all in their powers to
stop harvesting of trees for charcoal burning. Another unplanned result is that of many
individuals fencing off land for it to recover. Whether this is good or bad is debateable – there
are many pros and cons for it. However, for now, creating exclosures has the immediate effect
of helping the range to recover its health.
From the foregoing, the mission concludes that activities of RMSN were implemented
effectively, and that reasonable benefits have been passed on to beneficiaries. (see photos
Annex 10)
4.1.2
a)
Impacts and sustainability
Project Impacts “… the extent to which the benefits received by the target beneficiaries
had a wider overall effect on larger numbers of people.”
As mentioned above, an unexpected result from RMSN activities is that of requests from farflung areas for the network to go and implement activities following radio and TV documentaries
on environmental issues. Activities implemented have created huge impacts on environmental
health and also on the livelihoods of the beneficiary communities. Large areas of rangelands
have been rehabilitated, many gullies and eroded valleys have been treated, and awareness on
sustainable approaches to environmental management has been effectively created.
The greatest impact is massive community awareness and sensitisation on proper ways of
managing the environment, especially the use of natural resources. Secondly, in areas where
the range has been rehabilitated e.g. Galole, livestock productivity has been enhanced. The
mission was told of a two-fold increase in milk yields following the rehabilitation of the range as
compared to previous years. This has had a direct impact on incomes (increased because of
more milk being sold), and the health status of children (better nutrition from the milk). In Halal,
the community has increased food production as a result of water harvesting and soil
conservation measures. In Bosaso, better fishing techniques have resulted in more catches and
better incomes.
The ban on charcoal exports, especially in Puntland has reduced tree loss in most of Sool and
Sanaag regions, while a number of people are turning to P. juliflora as a source of charcoal.
More people have adapted the KCJ to save on cooking energy. However, very few people have
taken into solar based technologies for cooking because of high costs.
The successful ban on charcoal production has given members morale to venture into other
advocacy issues like advocacy and lobbying on sustainable fisheries. There is now a drive to
reduce the use of polythene bags in towns to reduce pollution. Members of the network have
effectively lobbied for the inclusion of environmental education and management in the school
curriculum, although the capacity of the schools and regional governments to implement this is
doubtful.
b)
Sustainability “… whether the positive outcomes of the project at purpose level are likely to
continue after external funding ends, and whether the longer-term impact of the project on
the wider development process can also be sustained at the level of the sector, region or
country.”
Discussions with beneficiaries and other stakeholders point to the fact that most of the
outcomes from RMSN activities will definitely continue long after the project comes to an end.
This is driven by the massive sensitisation and awareness created on sustainable management
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of the environment carried out, the appreciation of beneficiaries and stakeholders of the need to
manage their natural resources sustainably, and the benefits they have already received from
their activities to date. In addition, the approaches members applied in implementing the
activities heavily involved the participation of the beneficiary communities, even though, as
mentioned before, the entire project planning and programming was largely top-down.
Another factor driving sustainability is the continued presence of the implementing agencies
(even if they are implementing different activities), and the fact that some activities are now
completely under the management of the beneficiaries.
It is not anticipated that some of the legislation already passed e.g. on charcoal exports will be
reversed. Additionally, inclusion of environmental education in the school curriculum is likely to
continue, especially if there is some development support to institutionalise it.
On marine ecology and management, fishermen have already formed associations to continue
with advocacy and lobbying, while fisher-folk are increasingly becoming vigilant against ‘illegal’
foreign fishing on their shores.
Some benefits like the slow change towards use of energy saving jikos is likely to continue, also
because of external pressure e.g. inflation and dwindling sources of fuelwood. Already, there is
an increase in number of people adopting the KCJ energy saving stove. Statistics from one of
the KCJ makers indicate sales of about 40-50 stoves a week in Hargeisa town alone. There are
other artisans selling the stoves in other parts of the town, but have not been supported by the
project. Charcoal from P. juliflora is now on the market, although it is not the preferred choice –
but at least using it saves some precious trees like A. Bussei. Harvesting of Prosopis for
charcoal is also an attempt at physically managing its spread, which unfortunately is technically
infeasible because there is poor understanding of its ecology. A few people have taken to solar
energy. Solar energy remains an elitist’s source of energy, largely shunned by the majority who
are poor. The network definitely needs to design a more practical and socially acceptable
strategy of promoting this technology. Very few are able to afford LPG – because of irregularity
in supplies, high initial costs (of equipment), and inadequate knowhow on how to use it well and
economically at home. Moreover, some of the foods cooked require long hours – and this is
where charcoal is preferred.
4.4
Activities of the RMSN Coordination Office
4.2.1
Relevance, efficiency and effectiveness
a)
Relevance
The coordination office was established following an independent evaluation and a
resolution by members in an AGM. The reasons for the establishment of the coordination
office are still relevant – given the socio-economic and political situation in Somalia/Land;
and also in line with many similar networks in the world. All the five key roles of the
coordination office (forum for information and experience exchange, facilitation of skills
development of members, initiation of lobby and advocacy for environmental awareness,
linking members with the outside world and channelling funds to member organisations for
resource management projects) are found to be relevant.
b) Efficiency
In carrying out the above functions, the coordination office effectively uses up more than
25% of all network funds from Oxfam Novib. While this would be understandable in the
formative years, the coordination office must reduce its costs to a maximum of 15% of the
RMSN budget. It is also the position of the mission that the functions of the Information and
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Communication Officer can be shared out with the Coordinator and Finance &
Administration officer. A way out would be for the coordination office to raise funds to run
most of its activities.
Monitoring of members’ activities was very weak, and given the period during which the
coordination office has been in existence, the mission finds no reasons as to why this was
so. Not only have very few members’ activities been monitored, but the monitoring was
poorly done, and documentation process was very poor. In short, there are hardly any
lessons learnt and documented to enhance future implementation. Monitoring was carried
out without reference to any framework, while no indictors were defined. This mission
counted monitoring missions to three (four) organisations only. Even then the monitoring
reports are too skeletal, lack relevant content, and are mere prose on the journey. No
attempt at analysis has been carried out. Visits took place around -c) Effectiveness
Since its establishment, the coordination office has set up a resource centre in Bosaso, been
instrumental in the banning of charcoal exports, encouraged organisational and institutional
development of members through SOCSIS, assisted members to access international training
on environmental issues, enhanced the visibility of the network among other achievements.
Disbursement of grants to members and reporting has gone on smoothly.
However, the coordination office has not been successful in one of its primary functions –
raising funds! A possible reason for this failure is lack of a resource mobilisation strategy.
Failure to raise additional funds is in spite of the network being recognised by international
development agencies (it is often consulted by United Nations Environment Programme
(UNEP), United Nations Development Programme (UNDP), and United Nations Children’s Fund
(UNICEF) etc on matters environment). Therefore, it is questioned why the coordination office
has not been able to raise additional funds despite such strong linkages? It is noted that quite a
few members have been able to raise additional funds to compliment activities under RMSN,
and the coordination office needs to learn lessons from the network members on how to
succeed in resource mobilisation.
The network does not have a coherent strategic plan – almost six years since it established a
coordination office. Again, the question why not has no clear answers? Is it the Board or the
Coordinator?
A review of RMSN documentation indicates that the coordination office is strong in report
writing, although improvements can be made. However, skills for proposal writing are weak and
should be improved. Reports on internal monitoring are weak, lack any synthesis and do not
provide lessons for future programming. A summary of the documentation reviewed is
presented in Annex 8.
In summary, the establishment of the independent coordination office is very relevant not only to
the members, but also for overall network function. However, efficiency is rated low, while the
coordination office could have been more effective in carrying out its functions.
4.4.2
Impact and sustainability
A major impact of the coordination office on its members, vision and mission is enhancing
visibility of the network, and earning international recognition (at least in as far as environmental
issues in Somalia/Land is concerned). Secondly, a visible impact is that of transforming
members from teams to organisations with clear structures, a process that is on-going. In the
last two years (2006-2007), the coordination office has formulated various governance,
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organisational development and institutional strengthening manuals to strengthen the network
and its members.
Because of the capacity building efforts, there is potential for some of the achievements to be
sustained in the long run. Areas where advocacy and lobbying have succeeded are likely to be
sustained, especially because of the massive awareness created, and the support of many in
the local and regional authorities that has been secured.
As an independent coordination office, chances of its continued existence as very low unless it
moves quickly to develop a strategic plan that also clearly spells out a practical resource
mobilisation strategy. Of course a strategy on its own does not raise resources, therefore, it
must be put to use in a more aggressive manner.
4.5
Cross Cutting Issues
4.5.1
Gender
Gender mainstreaming activities have seen a greater involvement of women and youth in
natural resource management at all levels, from beneficiaries to policy making, and also
leadership of the network members. This has encouraged more of the youth and women to get
involved, and because women and the youth are often at home and use natural resources
more, it is envisaged that empowering them will have a longer lasting impact on environmental
management. Already, women groups in Galole are training neighbouring communities on the
benefits of prudent natural resource management use – focusing on conservation of important
and valued indigenous trees.
4.5.2
Technical competence
The mission made a very rapid assessment of the technical capacities within the members of
the network, largely because of some technical mistakes in the field. It transpires that many of
the officers employed in the organisations are very enthusiastic, passionate and highly
committed to environmental issues. However, most do not have the basic knowledge on key
environmental processes, principles of ecology, water harvesting, nursery management, dryland
farming etc. Though this should not be a significant obstacle in implementing activities, there is
need to enhance the technical competences of the officers. In the absence of adequate
resources to provide such technical capacity, other measures should be explored including
organising a training of trainers from among the more knowledgeable and competent officers
within the network, and exploring possibilities of inviting competent volunteers or even interns to
work with the network and provide technical back-stopping. The network has to make a choice
on which direction to take.
Another area that requires a re-examination is the environment-livelihood continuum. Whereas
most of the officers who interacted with mission were aware of this linkage, as evidenced by the
promotion of bee-keeping in rehabilitated areas as an additional or alternative source of
livelihood, there were many instances where beneficiaries were not guided to take optimal
advantage of the rehabilitated environment. Often, beneficiaries used poor agronomic
techniques in their farms after investing heavily in water harvesting and land preparation, yet it
was apparent that the officers themselves did not notice this.
4.5.3
Financial management
The Board has overall oversight over the financial management of the network, but more
specifically, the Board has a Management Committee, which oversees and approves major
financial transactions on behalf of the network. On a day to day basis, the Finance and
Administration Officer, acting under the directions of the Coordinator manages the network
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finances. Network members have their own financial management systems, which they use.
Because of the different financial and general management systems and procedures at the
member levels, there were always differences in how members apply and account for
disbursement received from the coordination office. Therefore, the network, through the Finance
Office has moved to harmonise how members apply for and report on their finances.
Despite efforts to harmonise how monies are applied and accounted for, the mission found
differences in how this is done among the members, with relatively weak (category 3)
organisations adopting a more or less a laissez faire attitude towards financial reporting. It is
difficult to verify the expenses, although the mission had no reason to doubt that funds were
spent on activities. This is made trickier by the situation in Somalia/Land where many service
providers do not keep records and give invoices/receipts for services rendered.
The Finance Office is working towards a solution to this problem. A probable solution lies in
enhancing the capacities of these organisations to adopt prudent finance management
procedures, and maybe providing them with pre-numbered/pre-printed financial management
formats to use. It is worthy to note that the network has managed to raise a bit of money through
membership fees and fines. Its bank balance is positive although the amounts are small.
To summarise the assessment of the mission, reference is made to the first evaluation
conducted in 2002, and comparisons made with the current findings in Table 4.
Table 4:
Comparisons of RMSN key findings between evaluations in 2002 and 2008
Key
finding/recommendation
2002 evaluation
2008 evaluation
General implementation of
activities
and
achievements
Considerable, dedicated
Relevant, impactful, considerable.
Need advanced skills
Implementation without clear targets
Network
Vision unclear and ambiguous
Information exchange needs
improvement.
Proposed
that
network
publishes a newsletter
Vision ambiguous, but modified during
feedback workshop
Information sharing
Funding and fund raising
Members
to
seek
alternative funding
for
Harmony and synergy
Conflicts between and among
members
and
also
coordination body
Skills and competence
Not really assessed
Considerable improvement with design
of website, but most information is one
way – from coordination office to
members
Network and members largely rely on
Oxfam Novib for funding. Some
organisations have mobilised resources
for their activities
Conflicts
reduced,
though
some
differences evident between some key
members and coordination. Some
collaboration and synergy between a
few members
All members need capacity building
from institutional to individual levels
Need to institutionalise developed
organisational management systems
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5
CONCLUSIONS AND RECOMMENDATIONS
5.1
Difficulties experienced in carrying out the assignment
The Terms of Reference had requested for the consultancy to be carried out by a team of three,
a lead international expert and two Local (Somali consultants) with one being a woman.
However, it took quite a while before the local consultants could be recruited. As time ran out, it
was not possible to recruit a qualified female consultant, hence the two local consultants were
both males.
Secondly, despite guidance from the lead consultant, the two local consultants do not have
adequate skills or experience to carry out an evaluation at this level. Therefore, it is not
surprising that some critical information was not collected, especially in the sites/organisations
the local consultants visited. Their analysis and writing skills need to be significantly improved
for useful and quality assessment that can be put to use to be achieved. Indeed, the local
consultants did not make any significant comments on the content of the draft report.
In general, working in Somalia/Land is considered a tricky undertaking due to many logistical
obstacles and security fears. The lead consultant had to travel under heavy guard, especially in
Erigavo, where movement was at time restricted. In addition, the local consultants faced
security obstacles during their travels. This led to delays in carrying out field assessments.
These restrictions has seriously limited the ability of the lead consultant to make objective
assessments of the work carried out by most of the network members. Indeed, the consultant
could not even visit the RMSN offices – largely because of travel difficulties.
Whereas the lead consultant had prepared a questionnaire to collect some information, a few
organisations significantly delayed in remitting the filled in questionnaires, a fact that is
mentioned because of the feeling that some organisations are not very cooperative, especially
with the coordination office and probably the board as well.
Whereas the draft report was released late (also because of delays in getting data from the local
consultants as well as delayed remittances of filled in questionnaires), only a few organisations
responded with comments. Those who made constructive comments/criticisms sent them in
rather late, with the consequence that the final report significantly delayed, because the lead
consultant got engaged in other assignments with long periods of field work. It must be noted
that the lead consultant has incorporated to the extent possible, all the important comments that
have improved the content and context of this report.
5.2
Conclusions
The following conclusions can be drawn from the evaluation of RMSN based on the activities
and analyses presented from chapter two to four:
1. From its formation, especially since the network established an independent
coordination office in 2002, the network has evolved and developed into a formidable
organisation addressing relevant environmental issues affecting Somalia/Land. Many
former loose teams have evolved or evolving into strong organisations, with enhanced
technical, organisation and implementation capacities.
2. The network has played a huge and commendable role in the restoration of
environmental health in Somalia/Land. The approach used – Holistic Resource
Management is equally relevant, although many members do not necessary know,
understand or fully comprehend the meaning, philosophy and practice of the approach.
Therefore, it is proposed that some more capacity building of the technical and practical
aspects of HRM be carried out. Activities implemented by the network have benefited
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3.
4.
5.
6.
7.
8.
large areas of Somalia/Land including inter alia range and wasteland restoration, water
and soil conservation, sensitisation and awareness creation among different
stakeholders, tree planting, and lobbying & advocacy are judged to be very relevant in
addressing the environmental and livelihood issues facing beneficiaries and the country
at large.
The network embraced very participatory approaches that have involved a wide array of
stakeholders and actors in implementation. In addition, the technologies used in
addressing the environmental issues like HRM are appropriate, relevant, effective and
efficient in achieving the desired outcomes. In many cases, especially for members that
had additional activities, combining the implementation of RMSN activities with their
other planned activities, in the process achieving synergy in terms of resource use.
Synergy was also achieved by members and the coordination office participating in joint
activities e.g. celebration of international events. Approaches used have so far seen
communities take over activities, in the process ensuring sustainability of the initiatives –
though not in all areas. Also, the activities have resulted in desired impacts, especially
on issues such as charcoal production, tree planting, gully treatment, range
rehabilitation, and embracing sustainable techniques for range and grazing management
among others. During implementation, gender mainstreaming was successfully and
effectively integrated, and both women and the youth are playing a significant role in
implementation and sustaining activities.
Most members do not have the requisite technical skills and competence to enhance
project implementation and raise it to levels where it can achieve all the desired impacts.
This is not for lack of trying (given the socio-economic and political situation), but the
Network should discuss and find ways round this.
The Network did not implement all planned activities, especially those touching on data
collection, monitoring and evaluation. Indeed, the mission finds that the network does
not have an appropriate PM&E framework, and even the little efforts made towards
monitoring activities fell short of the expectations, and were actually not useful in
improving implementation. The network should pay attention on how it designs and
monitors its projects. It is also a conclusion of the mission that PM&E has not been
institutionalised within the network (members and coordination office), and remains a
largely donor-driven activity, which should not be the case.
As a forum for information and exchange of experiences – learning, the network has
been largely successful, with a website and update of members though emails. But there
is need to encourage more inter-member networking and exchanges of information and
ideas.
Recently, the network finalised and approved instruments of organisational governance
and procedures. These should be institutionalised.
The coordination office effectively disbursed funds to the members; however, there are
questions why all organisations – weak, big, small, effective etc all receive the same
amount of grants for their activities. Whereas there is need for instance to reduce
conflicts and squabbling over un-equal grants - especially given the Somali context, the
mission strongly proposes a review of the granting criteria to embrace a mixed model of
needs and demands. Otherwise, many members would continue taking for granted that
they have rights to these grants. Resource should be based on capacity and
performance instead of distributing the funds equally across the board. This may
motivate weaker organizations to aim for higher and perform better. On the other hand,
there should be a minimum amount over a specified period of time to ensure the small
weaker organisations have some resources to prove themselves. A percentage baseline
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allocation can be worked out, while the rest is shared out based on need, capacity and
performance.
9. The roles of the different organs of the network have been clarified and reviewed over
time but the Board has to a large extent – and despite difficulties of movement, distance
and insecurity, - been unable to effectively offer supervisory support to the coordination
office. It is hoped that with the recently approved management tools, the network will
institutionalise the proposed practices.
10. It is instructive that the coordination unit has not been able to attract new donors or
funding to the network. Part of the reason being lack of a strategic tool for resource
mobilisation and alleged confusion on the roles of the board and coordination office. On
the other hand, most members felt that the coordination unit has had many successes
that should be built on, and this mission is in agreement. However, the coordination unit
should keep its focus on the key roles it was mandated to carry out.
11. On staffing of the coordination office, the mission believes that this could be better
rationalised to reduced the overhead costs to below 20%, and ideally move towards the
12-15% mark. On the other hand, the network should definitely step up its resource
mobilisation activities that would also cater for these overhead costs. Similarly, the
Finance Officer should be supported to help members institutionalise the recently
approved organisational governance procedures e.g. finance procedures.
In conclusion, the mission found that implementation of activities was good, relevant, effective,
impactful and largely sustainable. The coordination office has to a large extent implemented its
role, although it needs firm supervisory support from the Board or management team. However,
organisational development and institutional strengthening still has some way to go, especially
among the members.
5.3
Recommendations
1. Whereas members of the network have implemented several activities that were
planned successfully, the mission recommends a need to enhance the technical
capacities of the members. For a start, small and weak members could learn from the
bigger, stronger and more experienced members on the technical aspects of
implementing activities like soil and water management, gully treatment and crop
husbandry. Also necessary is to encourage beneficiaries to learn from each other
through cross visits, organisation of field days for beneficiaries etc. Eventually, the
network should explore possibilities of accessing resources for practical training in
critical technical areas. Another possibility is to open up the network for qualified and
skilled interns to offer technical support.
2. Still at the technical level, the mission believes that promotion of energy saving
technologies and alternative energy sources can be improved to enhance adoption.
Artisans making the improved jikos (stoves) should be supported or linked with markets,
and more demonstrations should be held.
3. Although a few members deeply engaged officers from government offices in their
activities, such efforts should be encouraged and replicated amongst all network
members to achieve synergy and more significant impacts.
4. All activities implemented should have clear targets and indicators for monitoring. As
such, there is need for baseline information to be collected, and this calls for a practical
framework for monitoring and evaluation.
5. Internal monitoring activities should be done with fairly experienced and knowledgeable
consultants (local), and the findings shared among members through the networks
information sharing medium. Given that the Coordination office does not have adequate
capacity and also because of time constraints, security concerns and long distances to
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be covered, it is recommended that the board outsources a team of consultants spread
theorugh out the project areas to undertake monitoring activities and report to the
coordination unit. Needless to say, very clear Terms of Reference and guidelines on the
reporting should be developed before this undertaking.
6. This mission calls for a review of the disbursement system for the grants from Oxfam
Novib. It is proposed that a mixed system that guarantees a minimum (as opposed to
equal) amount, while the rest is based on needs and demands (through proposals) be
instituted over a time frame. This will encourage members to adopt some of the
organisational management and strengthening tools developed by the network, enhance
member activity, bring in competition, and encourage the deepening of partnerships. As
presently set up, members are guaranteed USD 10,000, and members think this is their
right.
7. The Board should be strengthened to offer better oversight support to the coordination
office, e.g. an induction retreat for the Board to assess its role and review its past
activities should be held annually, preferably immediately after the AGMs. Particular
attention should be paid to appraisal of the coordination office.
8. The coordination office must move quickly to institutionalise its operational procedures,
and spare resources to build the capacity of members to adopt these practices. In
particular, the Finance Officer should be given resources to train members on financial
management and reporting, and in addition, give them supervisory support if need be.
9. The Network needs to urgently develop a flexible resource mobilisation strategy, which
should include raising funds for the coordination office. Attention should be given to the
lobbying and advocacy role to be coordinated by this office. In the absence of additional
funds for the coordination office, the network should rationalise the staff compliment,
target the position of the Information Office and share the duties between the Finance
Officer and the Coordinator. Overheads of the coordination office should be
systematically reduced to between 12 and 15% of the budget, from the current 25-30%.
10. The network should also move quickly and develop a strategic plan for the organisation.
Given the evolution and achievements of the Network over the years, particularly the impact it
has on the ground – on restoring ecosystem health, lobbying and advocacy, the awareness
created and improvements in the lives of the beneficiaries, this mission strongly recommends
that Oxfam Novib continues to support RMSN with funds for another phase. However, in
addition to the recommendations made throughout the report, a better programme should be
designed and the network should commit to institutionalise the recently developed governance
procedures, and also to set targets of diversifying sources of funding. In addition, the network
should develop a strategic plan that among others clearly spells out its resource mobilisation
strategy, lobbying and advocacy strategy and a practical PM&E framework.
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6
ANNEXES
ANNEX 1
Terms of Reference
ANNEX 2
Approach and Methodology
ANNEX 3
Tools used for Data Collection
ANNEX 4
Consultants Itinerary
ANNEX 5
List of People Consulted
ANNEX 6
Roles of RMSN Officers
ANNEX 7
List of RMSN Board of Directors
ANNEX 8
SOFO and SWOT Analyses
ANNEX 9
Summary Review of Project Documentation
ANNEX 10
Pictures of Project Activities (to be submitted with final report)
ANNEX 11
List of Documents Consulted
ANNEX 12
Summary of comments received from client/members and the consultant’s action
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Annex 1:
Terms of Reference
1) Background and context of the evaluation
a) Introduction to RMSN
The Resource Management Somali Network consists of members on regional/area basis
through-out the country, and to date (October 2007) the members of the Network are 14.
As it has been since the beginning, the purpose of the RMSN is: To provide a forum and a
focus for the management of natural resources in Somalia/land.
The goal of the RMSN members is:
“To work with local communities to address the root causes of resource mismanagement
problems affecting Somalia and the Greater Horn of Africa.”
The VISION of RMSN is:
“We strive for wholeness in the management of our natural land and marine resources,
bringing understanding and healing to regain a stable, productive ecosystem.
Only in this way can human livelihoods improve and wildlife thrive, generating the
foundations of Happy, Healthy, Peaceful and Just society”
The portfolio of activities chosen as vehicles for implementing the core objective of RMSN cover
broadly the following six main thematic issues:






Livelihoods and resource management practices
Resources Conservation and Environmental protection measures
Environmental Education and Public Awareness
Information and knowledge production and exchange
Alternative Energy.
Resource Based Conflicts
The source of support for RMSN interventions is provided by Oxfam Novib
b) Main stakeholders of the evaluation
The main stakeholders of this evaluation are communities/target groups, RMSN member
organizations, Oxfam Novib.
c) Period under review
The period under review starts from November 2002, establishment of the independent
Coordination Office, to October 2007
d) The project:
Name: Holistic Resource Management in Somalia,
Number: Som-501979-0000694 and Som-501979-4871
During the period 1997-2002, the network members have carried out their first project activities
which, in many ways, represented a learning phase in the sense that it was the first time that
such a network had been established in the country and such activities undertaken.
But, despite the considerable achievement of the network, the need for continued work by the
network members remained very apparent.
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Thus, a new project dealing particularly with problems related to the productivity of land,
livestock and marine resources; income of households; capacity of local institutions and
institutional development was funded by Oxfam-Novib. This project (Holistic Resource
Management in Somalia, Number: Som-501979-0000694) covered the period 2003-2006. It
was preceded by an interim fund, equally by Oxfam-Novib, aimed to establish an independent
coordination office. For the period of 2007-2008 Oxfam Novib approved a new project (Som501979-4871) which included this evaluation, as a basis for strategic review and planning
sessions to clarify the role of the network and its members.
The main beneficiary groups of this project were pastoralists, agro-pastoralists, and fisher folks
in a number of regions where the target communities suffer the most widespread poverty.
Through forming alliances in a number of priority areas with other national and regional
environmental actors, RMSN members have aimed during this period to respond to the alarming
situation through a holistic resource management approach encompassing:






Awareness raising on the magnitude of the environmental degradation,
Lobbying local and international community for banning charcoal production for export,
illegal fishing by foreign trawlers, and wildlife exports;
Advocating and lobbying for the control of assets and food security of poor people
(pastoralists, agro-pastoralists, and fisher folks) and to participate in and benefit from a
wider range of economic opportunities.
Building the capacity of partner communities to lobby and campaign for changes in
policies, laws and structures.
Supporting communities to rehabilitate the degraded environment and in gaining
improvement of livelihoods.
Knowledge enhancement for informed decision-making
2) Purpose, Objectives, Scope and Key Questions
Purpose: In 2007, RMSN completes ten years of providing a forum and a focus for the
management of natural resource in Somalia. The purpose of this evaluation is to:
1. Provide stakeholders and donors with an overall assessment of RMSN’s performance
and potential.
2. Identify potential areas for improvement, for the consideration of RMSN management,
in RMSN’s role and performance as a network and in the suitability and
comprehensiveness of its current portfolio of activities.
Objectives:
The evaluation will focus on a critical examination of the stated role of RMSN and the extent to
which it has positioned itself to achieve its objectives. In particular the primary objectives of the
evaluation are:


Provide independent evaluation of the RMSN’s progress to date in fulfilling its mission;
Assess its impact and effectiveness in the main areas of its mandate
A clear differentiation will be made in assessing impact and effectiveness of the members’
projects supported by RMSN on the one hand, and the impact of RMSN’s coordinating and
advocacy activities carried out by the RMSN Coordination Office. A framework for distinguishing
between these network roles could be found in the Oxfam Novib Opportunity & Risk Appraisal of
project no. Som-501979-4871.
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Specific objectives of evaluating RMSN’s coordinating role include, among others:
1) Assess the difference made by the establishment of independent Coordination office in
terms of institutional development of member organizations, capacity building, advocacy,
fundraising, cost-effectiveness and sustainability
2) Examine RMSN’s operational effectiveness as a national network of NGOs, including its
internal organizational performance and its interaction with its member organizations.
Both the governance structure and day-to-day management processes will be examined.
3) Assess the network’s coherence and synergy between members and members’
activities
4) Assess the fund-raising capacities of the Network
5) To assess the strengths and weaknesses of the services of Coordination Office to the
member organizations and to recommend ways of improving where necessary
6) To assess the Network’s partnership arrangements and its working relationship; with the
INGOs/UN agencies, local NGOs, the government and communities.
7) To review the management of the Coordination Office so that the management team can
be more effective. Sub issues to review are structure, job descriptions, policies, skills
and attitudes.
Specific objectives of the evaluating:


To evaluate the attitudinal changes made by the project on environmental issues
To ascertain the project’s benefits to participants and stakeholders and the project’s
effectiveness/impact in terms of cost effectiveness and sustainability of the project at the
participant’s level.
Scope: The evaluation will cover all aspects of RMSN’s activities and assess its reach from a
national perspective and its impact at a local level. The time frame of the evaluation will cover
output and outcomes from the last independent evaluation in 2002 until the present.
Key Questions:
RMSN requires the following questions, linked to the project documents (including Oxfam Novib
Opportunity & Risk Appraisal), to be addressed explicitly in a gender-sensitive way.





What outcomes (intended and unintended) have been achieved by RMSN?
Have outcomes been achieved in a cost-effective and cost-efficient way?
Have policy and practice changes occurred to which outcomes have contributed?
Have contributions been made to women’s empowerment and furthering gender
equality?
What lessons can be learned about the effectiveness of the intervention strategies used
in order to achieve outcomes and policy and practice changes?
3) Methodology
The evaluators should describe the methodology they intend to apply in the evaluation. In
particular, the methodology should contain:
- A clear framework for the evaluation should be specified, including indicators, data collection
method/kind of questionnaire and sources of information. Data should be collected and
analysed disaggregated by gender. For this purpose, the evaluators are required to develop a
framework which will be discussed with RMSN before the evaluators start data collection.
- Clear identification of what is going to be evaluated (period under review; geographical areas);
kind of interventions; levels of analysis (for instance target group; RMSN; donors; others).
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Issues of ‘how much travel is involved”, “visits to members’ offices and project areas as well
as number of days each visit (office/sites) will take”, “what kind of activities” and “whom the
evaluators should speak to” will be discussed with RMSN before the evaluators start the
evaluation exercise.
- Reserve sufficient time and money so that the perspectives of different stakeholders can be
included in the evaluation (for example: target groups; other NGOs; government officials, etc.).
The different roles of these stakeholders should be clearly described. How are they involved in
the evaluation? How will their feedback on the evaluation’s results be taken into account?
- Make sure that women and men are involved in the evaluation. If necessary, the methodology
should be adjusted to facilitate the participation of women in the evaluation (for instance: timing
of meetings, language used)
- include a feedback session with the counterpart in which the evaluators present their main
findings, conclusions and recommendations. Thus, factual errors can be corrected.
- Discuss with RMSN for selection criteria for case studies. Cases should be representative and
evaluators should do the final selection.
- Justify methodological choices
4) Evaluation team
The evaluation team shall be composed of three(3) evaluators; one of them a female,
consisting of a pricipal evaluator and two assistants. The pricipal evaluator should be
expeienced in gender issues.
The evaluators should have knowledge of environmental issues, organizational institutional
development issues
The evaluatorsshould have working experience in (environmenta) development projects,
preferably in NGOs,and in evaluation and consultancy workl
The evaluator(s) should have strong analytical skills.
The evaluator(s) has an eye for and deals respectively with , possible differences between
participants in the evaluations(including gender, culture, religous sect, clans, and age).The
evaluator(s) comlies with agreements.
One or two of the evaluators should have knowledge of the Somali context, and be proficient in
the Somali language
5) Evaluation report and any other products
The Evaluation Team will report to the Board of Directors. The main contacts at RMSN will be
the Chairperson of the BoD and the final report will be submitted to RMSN’s Board of Directors.
It will also be presented to the next Annual General Meeting. A copy shall be forwarded to
RMSN’s donor Oxfam-Novib at its Headquarters in The Hague.
The responsibility for the contents of the evaluation report lies with the principal evaluator.
The users of the evaluation report are the communities with which we have been working with,
RMSN member-organizations, Donor (Oxfam Novib) and other stakeholders.
The language of the report shall be English language.
The number of pages of the report, excluding annexes, should be of a maximum of around 30
pages.
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Five hard copies of the evaluation report and an electronic copy should be provided.
RMSN requires that the evaluation report contains the different elements mentioned below. All
parts should be clearly distinguished from each other and of sufficient quality. The evaluation
report shall contain the following sections.
Cover page
Table of contents
An executive summary that can be used as a document in its own right. It should include the
major findings of the evaluation and summarise conclusions and recommendations.
The objectives of the evaluation
The main question or central research question and derived sub-questions.
A justification of the methods and techniques used (including relevant underlying values and
assumptions, theories) with a justification of the selections made (of persons interviewed,
villages or projects visited).
Eventual limitations of the evaluation.
A presentation of the findings and the analysis thereof (including unexpected, relevant findings).
All research questions should be addressed, paying attention to gender issues
Conclusions, which will analyse the various research questions. Conclusions have to be derived
from findings and analysis thereof.
Recommendations should be clearly related to conclusions but presented separately.
Recommendations should be practical and if necessary divided up for various actors or
stakeholders.
Report appendices that include:
The Terms of Reference.
The technique used for data collection (including the people interviewed and locations visited;
the list of questions used or ‘interview guide’ or topic list (also for possible group discussions).
The programme adhered to (data and main features of the activities carried out).
Concepts and list of abbreviations.
List of documents and bibliography.
Composition evaluation team (names, nationality, expertise, current occupation, task in the
evaluation team).
The reporting style should be clear and accessible. References to sources used, such as
interviews, literature, reports, must be given.
6) Logistics and budget
A maximum of 50% shall be paid in advance to the evaluation team beforehand and the other
50% after delivery of the report, provided it meets the specified requirements as stated in the
ToR.
7) Planning
The External Evaluation findings will feed into the strategic planning workshop to be held in
November
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2007 and therefore the time line reflects the need to complete the evaluation by end of
November 2007:
October Analysis of CVs
October Selection of evaluator(s) by the RMSN Board of Directors (Evaluation Sub-Committee)
October Finalization of methodology and submission of inception report to RMSN Board of
Directors
October Preliminary analysis of internal records and reports
October Interviews with key stakeholders
October Administer surveys of participants in RMSN’s activities
October/November Implement review of output quality
October/November Completion of all data collection
October/November Completion of all data analysis
November Submission of draft report to RMSN’s management and B.o.D
November Submission of final report to RMSN’s Board and Coordination Office
November Submission of management response
8) References / bibliography
Below is a list of relevant references and documents that serve as background information for
the Terms of Reference
RMSN 2003, 2004, 2005, 2006 Annual Reports
RMSN Proposals of 2003-2005 and 2006
RMSN 2002 External Evaluation Report
RMSN Internal Evaluation Reports
RMSN 2003, 2004, 2005, 2006 External Auditor’s Reports
RMSN Local M&E Reports
RMSN Counterpart and Project Description 2006
Oxfam Novib Opportunity & Risk Appraisal of project no. Som-501979-4871
RMSN members, contact persons and their geographical area
Final Report – Evaluation of Holistic Resource Management of RMSN in Somalia – February 2009
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Annex 2:
Approach and Methodology
This study was commissioned in June 2008 and commenced in July 2008. The study was done
in three phases:
First, a team of three consultants led by Dr. Bell Okello and consisting of Mohamed Gure and
Moalim Axmed was composed. Bell Okello met with the Coordinator RMSN and harmonised the
understanding of the ToR in Nairobi before commencing the assignment. This was followed by a
review of project documents and design and development of data collection instruments (Annex
3).
The second phase entailed field data collection during which the team of consultants met and
discussed the project (Mr Gure and Mr Moalim are based in Mogadishu, and travelled to meet
with the team leader in Hargeisa). Because the team had not worked together before, Dr Okello
took the team through the ToR and how to use the tools as well as carrying out the entire study.
The team also developed its itinerary (Annex 4) for the remainder of the assignment.
A questionnaire on the RMSN coordination office was emailed to all the members, who
answered and returned them. The consultants visited various members and their activities to
interview and hold discussions with them, their beneficiaries and other stakeholders. A list of
people consulted is presented in Annex 5a. A checklist was used to guide these discussions.
In the last phase, all the data collected was collated and analysed in Nairobi by the team leader.
A draft report was then produced and shared with the team of consultants as well as the client.
Comments received from members have been incorporated in this final draft. This was followed
by a two-day restitution workshop in Hargeisa attended by over 30 people (Annex 5b). The
workshop was used to fill in gaps, correct misrepresentations and engender ownership of the
evaluation report. Workshop participants adopted the evaluation report.
A major limitation of the evaluation was the inability of the principal consultant to visit all the
network members due to insecurity. Time to train the local support consultants was also
inadequate given the delays already experienced in starting off the evaluation process, and
although the local consultants acquitted themselves well, some important information was not
gathered or reported.
Security concerns were so high that the principal consultant was unable to visit RMSN offices in
Bosaso. For security reasons, field visits were fairly brief, and hence some critical
data/information could not be collected. These concerns also made travelling to project sites
quite a task – especially for the locally based consultants who had to several thousand miles to
visit all the members.
Lastly, some members were very slow in responding to information requests through emails or
the phone. Finally, though translators were made available for the principal consultant, language
remains a barrier to effective communication and sharing of ideas between consultant and
beneficiaries, including the client.
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Annex 3:
1
Tools Used for Data Collection
ORGANISATIONAL ASSESSMENT QUESTIONNAIRE JUNE 2008
ORGANIZATIONAL IDENTITY PAGE
Date: …………………......
Place:
Person interviewed:
Position in the organization:
Part 1:
INTRODUCTION
The purpose of this questionnaire is to establish the Organizational Evaluation (OE) status of
your CSO. The information gathered through this questionnaire will assist in identifying, the
capacities that you will need built in order to realize your set objectives.
Part2:
DESCRIPTION AND IDENTITY OF THE CSO
2.1. What is your organization’s name?
2.2. Area of operation:
2.3. Sector of operation:
2.4. Activities:
2.5. When was the organization established?
a. Who established the organization?
b. What was the aim?
2.6. Contacts:
a. Contact person:
b. Postal Address:
c. E-mail:
d. Telephone/Fax:
e. Radio frequency:
A. ORGANISATIONAL STRUCTURE AND GOVERNANCE ISSUES
Aspect
Yes
No
1. Do you clearly understand the structure of RMSN?
2. Do you think the RSMN’s structure supports the mission of the
organisation?
3. Are the roles and responsibilities within RSMN clearly defined?
4. Do you know the tasks and functions of other employees in RSMN?
5. Do you know who the members of the Board of Directors are?
6. Do you know the functions of the Board members?
7. Do you frequently meet with the Board members?
8. Do you know how decisions are made in RSMN?
9. Do you feel that you are adequately involved in the decision making
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Do not know
Aspect
Yes
No
Do not know
Yes
No
Do not know
process?
10. Are decisions made in time?
11. Are decisions implemented in time?
12. Have you witnessed any conflicts in the working relationship
between the Board and staff of RSMN?
13. Are you free and feel encouraged to express new ideas to officers
in RSMN?
14. Have any of your ideas ever been taken on Board and
implemented?
15. Are regular meetings held to discuss issues affecting the
organization?
16. Are minutes of RMSN meetings circulated to all member
organisations?
17. Are the resolutions
immediately?
passed
at
the
meetings
implemented
18. Do you feel that some roles and functions are duplicated in RSMN?
If Yes, give examples.
19. Do you feel that RSMN is well managed as an organisation?
B. ORGANISATIONAL NICHE AND STRATEGY
Aspect
1. Are you familiar with the constitution of RSMN?
2. Does RSMN have a statement of vision which is documented?
3. If yes, is that statement disseminated to all staff and member
organisations?
4. Is the vision statement clear to you?
5. Does RSMN have a statement of mission which is documented and
disseminated to all members?
6. If yes, is that statement disseminated to all staff?
7. Is the mission statement clear to you?
8. Does RSMN have core values and beliefs which are documented
and disseminated to all members?
9. Are the vision, mission, values and beliefs prominently displayed on
all documents and public products of RSMN?
10. Have the statements of vision, mission, values and beliefs ever
been reviewed?
11. Do you think the vision, mission, values and beliefs of RSMN are
relevant in Somalia today?
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Aspect
Yes
No
Do not know
Yes
No
Do not know
Yes
No
Do not know
12. Do you consider that RSMN is focused enough in its activities and
not duplicating what others are doing?
13. Do the current activities of RSMN adequately cover the needs of its
range of possible clients according to its constitution?
14. Do you think that there is enough demand for the services of
RSMN?
C. WORKING PROCESSES
Aspect
1. Does RSMN have definite planning cycles for its programmes and
activities?
2. Are the activities always based on stipulated programme plans?
3. Are programme plans always documented?
4. Are the programme plans always shared with members?
5. Are all staff and members usually involved in planning for RSMN?
6. Does RSMN have definite reporting cycles for its programmes and
activities?
7. Do you think that the staff of RMSN member organisations are
skilled enough to effectively implement RSMN’s funded projects?
8. Do you consider that member organisations follow existing
programme and management procedures?
9. Does each programme activity have a documented plan outlining
goals, strategies, activities, expected outputs, required inputs,
indicators, responsible parties and time frame?
10. Do staff members work together (as a team) to develop RSMN’s
products and services?
11. Are available resources efficiently used to deliver programme
services and products?
12. Does RSMN routinely and in a timely fashion produce annual
reports?
13. Does RMSN have effective mechanisms to follow up on its clients?
D. INFRASTRUCTURE
Aspect
1. Are all reports and other information generated or acquired by
RSMN readily available in a central place for internal and external
users?
2. Where available, is the information stored in an electronic system?
3. Where available, is the information stored in hard copy?
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Aspect
Yes
No
Do not know
Yes
No
Do not know
4. Where available, is the information stored in both hard and
electronic copy?
5. Does RSMN have adequate equipment (computers, photocopiers,
furniture etc) for its work?
6. Does RSMN have a maintenance budget for its equipment?
7. Does RSMN have a budget for replacement of old and obsolete
equipment?
8. Do staff take adequate care of RSMN’s equipment and premises?
9. Does RSMN have
telephones, faxes etc
adequate
communication
facilities
e.g.
10. Is the office building and internal space adequate for RSMN’s
volume of work and number of staff?
11. Are support services (water, electricity) adequate and reliable for
the staff and work of RSMN
12. Is the level of technology in RSMN adequate for its work?
13. Are staff adequately skilled to handle the available technology?
14. Does RSMN have adequate access to external information through
conventional and contemporary information management systems
(e.g. the internet)?
D. FINANCIAL MANAGEMENT
Aspect
1. Are there adequately skilled human resources to undertake
budgeting and financial reporting?
2. Do you consider that the finances of the organisation are properly
managed?
3. Are financial reports regularly produced and distributed to donors,
managers and the Board?
4. Are the auditors of RSMN satisfied with its financial position?
5. Is the Board competent to interpret financial information?
6. Is there a procedure to record and control the assets of RSMN?
7. Is there a clear procedure of payments made to staff and external
parties?
8. Is there a clear procedure of accounting for payments/advances
made to staff?
2
GUIDELINES FOR CARRYING OUT THE RMSN EVALUATION
RMSN as an institution
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1
Issues: Framing of key attributes in the hierarchy of objectives needs to be clarified
further
Goal; vision;
Purpose
2
Review of the thematic areas – some are clearly overlapping
New project – 2003-2006 to deal with:
 Productivity of land
 Livestock
 Marine resources
 Household incomes
 Capacity of local institutions/institutional development
 Coordination office
Key activities:
3
Raising awareness on environmental degradation
How, where, when, to whom, by whom, impact, successes, obstacles, costs, time period,
what more needs to be done, strategy to accomplish this, budgetary implications,
4
Advocacy and lobbying – international charcoal ban:
 How, where, when, to whom, by whom, impact, successes, obstacles, costs, time
period
o Illegal fishing by foreign trawlers
 How, where, when, to whom, by whom, impact, successes, obstacles, costs, time
period
o Illegal wildlife exports
o How, where, when, to whom, which species, by whom, impact, successes,
obstacles, costs, time period
5
Advocating and lobbying for control of assets and food security
How, where, when, to whom, by whom, impact, successes, obstacles, costs, time period
6
Building the capacity of partners
Needs assessment, what capacities, how, when, frequency, results/outputs, impacts,
obstacles, costs, time period, turnovers? New issues
7
Supporting communities to rehabilitate the degraded environment
How, where, nature of rehabilitation, area rehabilitates, impact of rehabilitation,
obstacles, successes, lessons learnt
8
Knowledge enhancement for informed decision making
Who’s knowledge, how was knowledge enhanced, by who, for who, successes, lessons
learnt, impact of the knowledge
9
Coordination office
Stated Roles of the office
Staffing
Full organizational assessment
 Structure and functions
 Job assessments/job descriptions
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 Organizational policies – financial, human resources, core values,
 Constitution
 Financial audits Activities carried out
Assessment of the activities – achievements, successes, etc
Networking
 Who
 Where
 What
 Benefits
 Future plans
Capacity building
Fund raising
 Where, where
 How much
 Time
 Spent on?
Who are the key actors and stakeholders in resource management in Somalia
What are the strengths of your linkages with each of them from 1 weak to 5 very strong
(two way relationship)
PARTNER ORGANISATIONS
1
Brief profile of partner organisation
Name
Date of formation, registration
Membership
Vision, mission, goal, objectives, strategic areas of focus
Area of operations/where activities are implemented
2
When did you begin your partnership/membership in RSMN
3
What have been the benefits of the partnership?
Resources for projects
Organizational strengthening
Technical support – new ideas and ways of doing things
Information dissemination
Project implementation
What projects have been funded
Are there projects that were not funded
How easy has it been for you to access the resources
4
How do you view your partnership/relationship within the network
What are your views on how the network is managed
5
BRIEF ON PROJECTS IMPLEMENTED UNDER RMSN
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6
7
8
9
 Project
 Duration
 Where
 When
 Funding level
 Key objective
 Location
 Status of implementation
 Achievements
 Obstacles
 Lessons learnt
 Staffing levels
 Benefits
 Outcomes/impacts
Which activities related to RMSN have you implemented
What have been the achievements for
The organisation
Environment
RMSN
The beneficiaries
One key objective of RMSN is to enhance livelihoods of beneficiaries at local levels.
Comment on how you have contributed to this through the projects/activities you have
implemented
What were the key lessons you learnt when implementing the project
Which other organisations do you work with or link with
In which activities do you link or collaborate
What has been the result/outcome of these linkages
From which other partners do you receive funding support, capacity building support,
other support?
Has your organisation received capacity building/training on organizational strengthening
When, where, by who
What did you like about the capacity building
What didn’t you like
How would you like capacity building for your organisation to be better organized
or implemented next time
What have been the benefits of the CP you have received so far
Do you receive any supervision support from RMSN?
What support
How frequently
How useful is it
Would you like to restructure such support, how?
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BENEFICIAIRIES
 Do you know the organisation called -___________________
 For how long has it worked with you
 On What activities does it work on
 How have you benefited from the activities
 Which of the activities implemented did you like most
 Which activities did you not really like
 Were you involved in choosing the activities to implement? How
 What kind of future activities related to sustainable management of the environment
would you like them to implement
 What problems or obstacles did you face in implementing these activities
CROSS CHECKING and SUMMARY
1 Activities lined up under RMSN vs those implemented by partner organisations
2 Targets achieved vs planned
3 Successes achieved at various levels – community, organisation, RMSN and
region/country
4 Obstacles faced at different levels
5 Areas that need strengthening
6 Achievements towards RMSN and network member goals
7 Overall contribution towards sustainable environmental management
8 Overall contribution towards improvement of livelihoods
9 Overall challenges faced – from community to National/RMSN level
Final Report – Evaluation of Holistic Resource Management of RMSN in Somalia – February 2009
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Annex 4:
Consultants’ Itinerary
Date
Consultant
Place
Activity
June 08
Bell Okello
Nairobi
Literature review, Preparing tools
09/07
Bell Okello
Nairobi-Addis -
Travelling
Bell Okello
Addis - Hargeisa
Travelling
10/07
Bell Okello
Hargeisa
Meetings with Some RMSN Board
11/07
Bell Okello
Hargeisa
Evaluator’s team meeting and planning.
Mohamed Gure
Hargeisa
Mohamed Ahmed Moallim
Hargeisa
Bell Okello
Deri Mara
Field Work
Mohamed Gure
Road
Travelling to Punt land
Mohamed Ahmed Moallim
Road
Travelling to South Somalia
Bell Okello
Galool
Field work
Mohamed Gure
Road
Travelling to Punt land
Mohamed Ahmed Moallim
Road
Travelling to South Somalia
Bell Okello
Halaal village
Fieldwork
Mohamed Gure
Puntland
Travel to field site
Mohamed Ahmed Moallim
South Somalia
Travel to field sites
Bell Okello
Sheikh
Field work
Mohamed Gure
RMCO
Fieldwork
Mohamed Ahmed Moallim
ARAN
Fieldwork
Bell Okello
Hargeisa
Meetings
Mohamed Gure
NRCO
Field work
Mohamed Ahmed Moallim
Mogadishu
Travelling to sites
Bell Okello
Hargeisa
Meetings
Mohamed Gure
ASAL
Field work
Mohamed Ahmed Moallim
ENAHO
Field work
Bell Okello
Hargeisa
Fieldwork
Mohamed Gure
Puntland
Travelling
Mohamed Ahmed Moallim
Mogadishu
Travelling
Bell Okello
Hargeisa
Meetings
Mohamed Gure
GECPD
Mohamed Ahmed Moallim
HARDO
12/07
13/07
14/07
15/07
16/07
17/07
18/07
19/07
20/07
21/07
Bell Okello
Mohamed Gure
SWC
Field work
Mohamed Ahmed Moallim
Road
Travel to Gedo
Bell Okello
Hargeisa
Fieldwork
Meetings RMSN staff
Mohamed Gure
Galckayo
Travel to Mogadishu
Mohamed Ahmed Moallim
South Somalia
Travel to GEDO
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Date
Consultant
Place
Activity
22/07
Bell Okello
Hargeisa - Erigavo
Travel to Erigavo
Mohamed Gure
Mogadishu
Report Drafting
Mohamed Ahmed Moallim
GEDO
Field work
Bell Okello
Erigavo
Field work – Erigavo, Badhan
Mohamed Gure
Mogadishu
Report Writing
Mohamed Ahmed Moallim
Gedo
Fieldwork
Bell Okello
Badhan
Fieldwork
Mohamed Gure
Mogadishu
Report Writing
Mohamed Ahmed Moallim
Gedo
Travel to Mogadishu
Bell Okello
Dallo
Fieldwork
Mohamed Gure
Mogadishu
Report writing
Mohamed Ahmed Moallim
South Somalia
Travel to Mogadishu
Bell Okello
Erigavo
Focus group discussions Jidali
Mohamed Gure
Mogadishu
Report writing
Mohamed Ahmed Moallim
Mogadishu
Report writing
Bell Okello
Erigavo
Focus group discussion Kulmiye
Mohamed Gure
Mogadishu
Report writing
Mohamed Ahmed Moallim
Mogadishu
Report writing
Bell Okello
Erigavo
Discussions with Horn Relief
Mohamed Gure
Mogadishu
Mohamed Ahmed Moallim
Mogadishu
Report writing
Bell Okello
Erigavo
Meeting local leaders
Erigavo
Travel to Hargeisa
23/07
24/07
25/07
26/07
27/07
28/07
29/07
Ibrahim Gure
Mohamed Ahmed Moallim
30/07
Bell Okello
Ibrahim Gure
Mohamed Ahmed Moallim
1/08
Bell Okello
Hargeisa
Travel to Addis then Nairobi
2/08
Bell Okello
Addis Ababa
Travel to Nairobi
August-September 08
Bell okello
Nairobi
Data Analysis, report writing
Jan
Bell Okello
Hargeisa/Nairobi
Restitution workshop, final report
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Annex 5a:
List of Key People Consulted in the field
NAME
Ibrahim Gure Aden
Ahmed Ibrahim Awale
Osman Mohamed Ali
Amina Mohamud Warsame
Yasmeen Yusuf Farah
Abdirashid Ali Adan
Fadhuma Jebril
Ismail Mohamed
Hassan M Hassan
Mohamed Ali Mohamed
Muse Farah Aden
Saed M Hersi
Hawa Yusuf
Amina Aden
Hawa Aden Mohamed
Mohamed Moalim Abukar
Mohamed Jama Ali Bair
Abdullahi Warsame
Said Haji Nur
Abdirahman Galiar
Abdishakur M Ali
Abdirazak Bashir
Ashah Abdullahi
Farah Ambaro
Hussein Abdullahi
Khadra Yusuf
Eng Omar Er Bart
Bashir Hussein
Jama Omar Ali
Habeb
Saida Gelle Dirie
Maslah Shariff Abukar
Mohamed Abdi Dhimbil
Mohamed Moalime Osman
Abdirazak Mohamed Aden
Abdulle Ahmed
Mohamed Ali Farah
Mohamed Elmi Soyan
Jeylani Busuri Sheikh Mayow
Muktar Ali Osman
Osman Moalim Ali
Maryan Mohamed Nour
Lull Osman Omer
ORGANISATION
RMSN
CANDLE LIGHT
ASAL
GOOSE (GOLIS)
RMSN
RMSN
HORN RELIEF
SECDO
ARAN
ARAN
ASAL
ASAL
GECPD
GECPD
GECPD
HARDO
RMCO
RMCO
RMSOOL
RMCO
HORN RELIEF
CANDLELIGHT
CANDLELIGHT
Business person
Somaliland Radio Hargeisa
HORN RELIEF
HORN RELIEF
HORN RELIEF
NRCO
NRCO
SWC
HARDO
HARDO
HARDO
HARDO
SCSERD
SCSERD
ENAHO
ENAHO
ENAHO
ENAHO
ENAHO
ENAHO
POSITION
Coordinator RMSN
Board chairman
Board treasurer
Coordinator
Finance Officer
Information and communications
Advisor/Founder HR
Manager
Executive Director
Finance and Administration
Finance and Administration
Technical Advisor
Coordinator of Education
Project Officer
Executive Director
Project Officer
Finance and Admin
BoD Chairman
Programme Director
Programme Manager
PYL Team Leader
Coordinator NRM
Project Officer
Proprietor Energy Stoves
Radio Producer
Gender Officer
Advisor
Country Director
Field Officer
Gender Training Officer
Chairperson
Project Manager
Field Supervisor
Field Staff
Field Staff
Chairman
Project Coordinator
Chairman
Vice Chairman
Secretary
Finance
Member
Member
In addition, the mission met hundreds of beneficiaries during on site field visits that have not
been included in this list.
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Appendix 5b:
List of Participants at RMSN Restitution Workshop
Name
Asha Adullahi AlRahman
Abdiqani Suleiman Mohamed
Ahmed Jama Sugulle
Ahmed Madey
Ahmed Basey
Ibrahim Gure Aden
Mohamed E Soyaan
Mukhtar Ali Osman
Husein Haibe Egeh
Mohamed Ali Mohamed
Yasmin Yussuf
Abdirashid Ali Adan
Mohamud Ali M
Hassan M Hassan
Saeed M Hersi
Hawo Yusuf
Awil Ali
Hibo Aden Dine
Yousuf Hussein Adan
Luul Maxmud Jaamac
Ismail M Mohamud
Cabdoo Xusen Jama
Zamzam Muhidin Dahir
Cllaah Hasan
Jaamac Cumar Cali
Abdirazak Bashir
Ahmed Ibrahim
Hawa Aden
Abokor Abdi
Ahmed Gabir Farah
Ingrid Hauffman
Shukri H Ismail
Organisation
CLHE
CLHE
CLHE
HARDO
HARDO
RMSN
ENAHO
ENAHO
RMCO
RMCO
RMSN
RMSN
ARAN
ARAN
ASAL
GECPD
GECPD
SWC
SRMSN
SECDO
SECDO
GOLIS
SWC
SRMSN
NRCO
CLHE
CLHE
GECPD
AMOUD
AMOUD
AMOUD
CLHEE
Position
Gender Officer
NRM Officer
Project Manager
Livelihood Officer
International Relations Officer
Coordinator
Chairman
Secretary
Member
Executive Director
Finance and Admin Officer
Information & Communication officer
Finance and Admin Officer
Executive Director
Vice chairman
Coordinator Education
Natural Resources
Project Manager
Member
Finance and Admin Officer
Chairman
Member
Secretary
Member
Field Officer
Environment Coordinator
Deputy Director
Executive Director
Dean
Professor
Professor
Chairperson
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Annex 6:
Roles of RMSN Staff
Coordinator:

Overall administration of the Network including delivery of work plans;

Coordinate activities of the members, and assist individual members to implement their
activities and ensuring synergy in outputs from the members;

Collect and disseminate RMSN information among members, donors and other parties;

Help organise the Network’s AGM in collaboration with hosting member;

Arrange for monitoring and evaluation of the members’ planned activities;

Manage staff of RMSN;

Identify training needs of members and organise for relevant trainings to be carried out;

Prepare common project proposals for the Network and work together with BoD for fund
raising for the RMSN;

Produce RMSN reports as per set deadlines; and

Maintain an oversight over Network Funds and Assets.
Finance Officer:

Advise coordinator on RMSN’s finances;

Prepare Network Budgets;

Institute and implement budget control/management measures;

Maintain all financial records of Network;

Record and report on the assets, liabilities and incomes of Network;

Monitor payment of funds;

Prepare Network accounts and reports;

Prepare financial reports for auditors and donors;

Carry out bank reconciliation; and

Prepare and submit statutory reports to the government.
Information Officer:

Obtain information from members on major activities and key policy pronouncements;

Obtain information regarding major events, developments in government and in the
donor community of interest to the members;

Conceptualise, design and produce information materials that will serve as medium of
disseminating information to members and the public;

Oversee all publications of the RMSN for quality control;

Maintain and update Network website;

Establish and maintain relations with the mass media;
Final Report – Evaluation of Holistic Resource Management of RMSN in Somalia – February 2009
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
Design and install a cost effective management information system
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Annex 7:
List of RMSN Board of Directors
Name
Organisation
Position
1
Ahmed Ibrahim
Candle Light
Chairman
2
Hassan Mohamed
ARAN
Member
3
Hawa Aden
Galkayo
Member
4
Abdirahman Mohamed
RMSOOL
Member
5
Osman Mohamed Ali
ASAL
Treasurer
6
Amina Milgo
GOLIS
Member
7
Ali Gedo
SCSERD
Member
8
Ibrahim Gure
RMSN
Coordinator/Secretary
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Annex 8:
SOFO AND SWOT ANALYSES
Successes, Obstacles, Failures and Opportunities (SOFO) Analysis
SUCCESSES
OBSTACLES

Network has supported teams to evolves into
fully registered and functional legal entities

Awareness creation and sensitization
 Distance to implementation sites, and between
regions/members is huge and a hindrance to
monitoring

Enviable range and wasteland rehabilitation

Information exchange among members

Reduced charcoal burning from precious trees
like A. bussei promoted P. juliflora as source of
charcoal trees
 Lack of central government makes lobbying and
advocacy a difficult and tricky activity
 Inadequate resources (financial and human) to
carry out all desired activities
 There is subtle infighting based on regions and
clans, that takes a lot of network time

Built in sustainability element by use of
participatory approaches and involvement of
local communities
 Inadequate
technical
competence
in
environmental management and livelihood
improvement

Carried out limited capacity enhancement

Limited
involvement
of
environmental management
 Late reporting of activities and achievements by
members
schools
in
 Technical problems with website

Strengthening
local
development/village
committees to support community rooted
environmental management initiatives

Use, nurturing and promotion of existing local
initiatives
to
enhance
environmental
management

Successful disbursement of funds to member
organisations
 Inadequate cooperation from all stakeholders,
especially business persons, at times resulting
in conflicts e.g. charcoal burners and traders

Almost to an organisation, creation of passion
and commitment to sustainable management
of the environment
 Poor resource mobilization techniques including
proposal development

Solved numerous community conflicts
resource use and management

Effective involvement of different gender in the
implementation of activities.

Involvement of schools and introduction of
environmental education is school curriculum

Established
linkages
with
local
and
international organisations operating in fields of
interest
on
 Inadequate resources for effective technical
support to introduced technologies
 Use of mass media to disseminate information
and create awareness is expensive and has
limited reach
 Inability to quickly respond to beneficiary
community needs – e.g. conflicts, extension, etc
 Insecurity in some areas
 Not all organisations have developed adequate
internal procedures and systems
 Many members work with volunteers, have
inadequate facilities and equipment, some do
not even have offices
 Some beneficiaries demand for money to
participate in activities
 High expectations
communities
FAILURES
from
the
OPPORTUNTIES
Final Report – Evaluation of Holistic Resource Management of RMSN in Somalia – February 2009
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beneficiary

Coordination office was unable to diversify
sources of funds and lack of a resource
mobilization strategy

Strengthening network members due to
resource constraints, poor planning and
distance

Effective monitoring – lack of an M&E
framework. Baseline information not collected
or analysed or shared

Network has not developed an effective
lobbying and advocacy strategy

The Board has not set up effective appraisal
mechanisms for coordination office

Network has no effective strategy to push for
local adoption of energy saving technologies or
alternative energy uses

Information sharing is largely restricted to
coordination unit – members, and little on
member – member.

Poor understanding of the environmentlivelihood linkages, hence more focus on the
environment at expense of other livelihood
activities

Failure to institutionalise procedures for
disbursement and accounting of funds.
Member organisations given money without
clear proposals to the coordination

Network has not developed a strategic plan to
guide it in the coming years

Thematic areas are not clearly defined
 A practical resource mobilization strategy to
diversify and raise funds
 A flexible lobbying and advocacy strategy and
setting aside funds for lobbying and advocacy by
coordination unit

Use of qualified volunteers/interns for specific
technical support

Beneficiary
learning
exchange
visits
to
engender
 Development of an effective M&E framework
and use of local consultants for internal
monitoring activities
 Linking improved and sustainable management
of environment with enhanced local livelihoods
 Strategy for
large
scale
adoption
new/alternative energy saving technologies
of
 Institutionalisation of a flexible Reward/punish
system (incentive for timely reporting)
 Strategy to involve schools with environment
 Promotion of more livelihood enhancing
technologies directly linked with sustainable
management of the environment
 Continuing to engage the fledging governance
institutions for advocacy and lobbying and
support to RMSN initiatives
 Intensification
of
dryland
appropriate technologies –
farming
with
 Teaming up with locally operating international
NGOs for technical and resource support
 Skills on proposal writing –
 Young members should team up with larger
existing
organisations
for
hosting
and
administrative support
 Improve
linkages
intra-member
communication
and
Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis
STRENGTHS
WEAKNESSES

Well established and experienced network –
over 10 years existence

Inadequate or lack of requisite skills among
staff in member organisations

Continued funding from Novib – more than 10
years

No M&E framework, therefore no learning. No
appraisal mechanisms for coordination staff

Committed, enthusiastic, passionate, members

Inadequate capacity for practical technical
Final Report – Evaluation of Holistic Resource Management of RMSN in Somalia – February 2009
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and staff over the last years (among members
and the coordination office)


Communities have realized the importance of
environmental conservation and are offering
their support
Wide recognition among all key stakeholders –
local and international on environmental
workshop

An independent coordination office

Establishment of a resource centre

Annual auditing of accounts

Established strong networks and linkages with
other like-minded organisations/networks and
practitioners

Successful activities – lobbying, advocacy,
range rehabilitation, training and awareness
creation – Goldmann Foundation award
(charcoal), introduction and promotion of new
technologies

Community rooted support – key strength

Support from local leaders

Production of Publications and manuals by
members (documentation)

Combining
sustainable
environmental
management
activities
with
livelihood
enhancing initiatives – bee keeping

Members are fairly spread out – all over
Somalia/Land

Fairly strong gender mainstreaming at the
intervention level – activity implementation
support to members

Lack of feedback on members reports

High costs of the coordination office

Are all officers effectively employed? Some do
not have enough work to justify their positions
e.g. Information and Commuication Officer

Inadequate use of technology to communicate
with all members during AGMS, especially for
those who cannot attend.

Institutionalization of critical procedures and
systems in coordination office and among
members still weak

Inability to effectively monitor members’
activities – technical, logistical, planning,
framework etc

Inadequate cross-membership learning

Board – a bit weak – not pulling together,
Board meetings not fully attended

Lack a strategic plan, relies on an action plan
of a proposal!

Some members enthusiasm on the wane –
should be encouraged to keep going on

Honesty – members do not confront key
issues – are too diplomatic and hence do not
sort out critical issues

Overreliance on one source of funds and
inability to attract more funding
OPPORTUNITIES
THREATS

Internet has provided a major means of
communication

Politics between Puntland and Somaliland


Development
strategy
General insecurity in Somalia that limits
movement


One source of funds
Provide
opportunities
for
skilled
interns/volunteers for technical services

Feuding among some members

Out-sourcing
of
certain
services
consultancies for local monitoring

Weak regional governments

Natural calamities – droughts, floods that setback gains/achievements

Insecurity

Board not working in unison because of
of
a
resource
mobilization
e.g.

Encourage cross- membership learning

Enhancing organizational capacities for self
reliance
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
Enhancing technical capacity of the network

Review allocation of resources – to give
everybody a bit, but amounts based on
proposed activities – s system needs to be
worked out.
absenteeism
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Annex 9:
Summary Review of Project Documentation
One of the reasons for the creation and existence of RMSN is to foster learning among the
member organisations. As such, documentation of activities, innovations, ideas and lessons
learnt is a critically important reason for the network’s existence. Indeed, the network exists to
exchange information, and therefore, documentation of its activities must be carried out in order
to feed the information to be shared. This section makes a rapid assessment of how RMSN and
its members documents its activities.
Project proposals
Over the last two decades, design of development programming has improved in quality in order
to have the desired impacts. All activities designed for any programmatic activities are now
documented in well designed write ups, normally in the form of project proposals. Key in these
write ups are usually the rationale for the proposed activities, the purpose, objectives, outcomes
and outputs, activities and indicators to show the degrees of changes achieved. In order to tag
resources for the proposed project, activity oriented budgeting process are now in vogue.
The mission reviewed three proposals submitted to Oxfam Novib for funding. It is also
understood that Oxfam Novib and RMSN do meet and discuss certain aspects of the proposals
submitted to it, and quite often, outcomes of these meetings are not documented. For many
reasons, RMSN proposal do not normally follow the above format. During the period under
review, RMSN has submitted two main proposals covering 2003-2005, and 2007-2008. It is
noted that RMSN was given two interim funds – 2002 and 2006 without proposals.
It is proposed that the network does more with respect to designing its proposals, and clearly
articulates the expected outputs and outcomes. In addition, budget should as much as possible
be activity oriented. To this end, RMSN should fully engage all the members to contribute
towards the final proposals.
Proposals to the coordination office from the members were flimsy, poorly written and without
verifiable indicators or targets. Given that monitoring has been a tricky issue due to distance,
insecurity and also technical competency, it is important that these critical elements are
reflected in the write-ups submitted by the members.
Project technical narrative and financial reporting
During the period under review, RMSN has submitted annual reports every year since 2003.
The quality of the reports vary greatly, probably written by different persons. The reports contain
a summary of key activities implemented by the member organisations, often with pictures to
illustrate activities and achievements. Therefore, any misrepresentations of activities within the
reports are often the fault of the member organisations. Again, the mission was made to
understand that RMSN had made clear guidelines on what to report after 2006. In the preceding
years, members reported on all their activities – including those not funded or co-funded by
RMSN (Oxfam Novib).
There is need for a clearer format of reporting all RMSN funded and co-funded activities, and
where co-funding is applicable, this must be clearly stated. Reporting should as much as
possible follow up on the key indicators and wherever necessary, the targets specified in the
proposals, again underlying the importance of well designed project proposals. This is further
elaborated in the recommendations section.
Final Report – Evaluation of Holistic Resource Management of RMSN in Somalia – February 2009
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All the financial reports reviewed were well done, with notes indicating any unclear transactions.
However, the mission experienced some difficulty in understanding the financial reports,
especially the approved budgets because of using two different units, at times interchangeably.
It is suggested that whatever unit is used in the approval of budgets, the Finance Officer must
try and harmonise all the financial reports with respect to the units, and where necessary put the
equivalents if both units (Euro and Dollar) must be used.
Internal monitoring reports
This report has already pointed out that monitoring of the network activities has been weak, and
to call a spade a spade, poor and of little value to the implementing members and beneficiaries.
Monitoring reports that we reviewed – Erigavo, Candlelight, Golis etc have not made any
attempt at analysis and synthesis. The monitoring missions were undertaken without a clear
framework, and not surprisingly, none of them has any recommendations on all aspects of the
network members.
Poorly undertaken monitoring missions do not benefit any one or add value or corrective
measures to members and the beneficiaries. A possible reason for poor monitoring and
reporting is that the officers carrying out the exercise do not have the knowledge, skills or
experience in doing so. As far as the mission could interpret the reports, we concluded that
monitoring took place without regard for or reference to the project indicators.
Again, this mission reiterates that RMSN must develop a clear framework for carrying out
monitoring activities, and should develop a policy of reporting such important activities that will
be supportive and corrective to build the members further.
Newsletters
Although in the last proposal for 2007/08 there was an indication that the network would
produce a newsletter, the mission did not find any. Rather, there were newsletters from
individual members. These newsletters were written in both English and Somali languages, and
contents also published in RMSN website as well as other popular websites that the Somali
Diaspora visit frequently. The contents of the newsletters reviewed e.g. DEEGAANKEENA was
informative, and reflected contemporary issues of the day.
RMSN Website
The website www.rmsn.net is the official network website and contains a lot of useful
information about the organisation and its activities. It has provision for a chat forum, although it
is not clear who moderates the chat. Recent visits to the website (June 2008-August 2008)
indicates that no new information has been uploaded. The coordination office needs to move
quickly to upload information. It is also proposed that the network sets a site that is only
accessed by password where it can store information provided by network members, and which
may not be appropriate for international viewership or consumption.
Other documents
RMSN coordination office has recently developed several manuals to guide its internal
operations, improved on its governance charter among others. Whereas these documents
contain very important information and guidelines, one cannot help but to notice the write-up,
Final Report – Evaluation of Holistic Resource Management of RMSN in Somalia – February 2009
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which in most cases tries to borrow from legal language here and there, and mixing it with
layman’s language. The end product is a document that is difficult to read, understand and
interpret. It is for this reason that the mission proposes a review of these documents to simplify
the language – for consumption by a wider audience. Reports of RMSN funded or co-funded
activities and implemented by members are fairly well written, although the mission did not
review a representative sample.
Final Report – Evaluation of Holistic Resource Management of RMSN in Somalia – February 2009
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Annex 10:
Pictures of Project Activities
See separate file
Final Report – Evaluation of Holistic Resource Management of RMSN in Somalia – February 2009
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Annex 11:
List of Documents Consulted
Ahmad J. Yusuf and Sammy K George 1985 – Guidelines to Environmental Impact Assessment
in Developing Countries. Hodder & Stoughton.
Berry Leonard, Campbell David and Olson Jennifer 1992 - Alternative and Sustainable Systems
of Production and Livelihood in Marginal Lands. UNSO Technical Support Division.
Candlelight 2005 - Participatory Rural Appraisal of Deri-Mara Village
Candlelight 2006 – Proliferation of Honey Mesquite (Prosopis juliflora) in Somaliland:
Opportunities and Challenges – a case study by Ahmed I Awale and Ahmed J Sugule.
Dambach F Charles 2003 – Structures and Practices of Non Profit Boards. Governance Series
3. Board Source.
De Coninck John, Chaturvedi Hilesh, Haagsma Ben, Griffioen Hans and Van Der Glas Mariecke
2008 – Planning, Monitoring and Evaluation in Development Organisations. Sage Publications.
DEEGAANKEENNA – OUR ENVIRONMENT 2008 – Environment Newsletter of Candlelight –
Vol 8, Issue 39.
Garret Hardin 1968: The tragedy of the Commons. Science, 162 (1968): 1243-1248
Greenfield M James 2003 – Fundraising Responsibilities of Non Profit Boards. Governance
Series 4. Board Source
Mercy Corps 2004 – Design, Monitoring and Evaluation Guide Book.
Monica Blagescu and John Young 2005 – Partnerships and Accountability: Current thinking and
approaches among agencies supporting Civil Society Organisations. ODI – Working Paper No
255.
Oxfam Novib 2007? – Financing Agreement for Holistic Resource Management 2007-2008.
PNo SOM-501979 -0004871
Oxfam Novib? 2006 – Counterpart and Project Description – RMSN PNo. 501979 – 5279
RMSN – Various internal monitoring reports (GOOSE, CANDLELIGHT, SECDO)
RMSN 2002 – Draft Report: External Evaluation of the Resource Management Somali Network
RMSN 2002? – RMSN Proposal for Extended Phase – January 2003 – December 2006
RMSN 2003 - 2007 Annual Reports
RMSN 2003 -2007 External Auditors’ Reports
RMSN 2005 – The Charter of RMSN
RMSN 2006 – Three Year Plan and Budget 2007-2009.
RMSN 2006 – YEAR 2006 Interim Proposal to Oxfam Novib
The Emergency Capacity Building Project 2007 – The Good Enough Guide: Impact
Measurement and Accountability in Emergencies.
Ulrike Wisser and Karam Karam (internet document – undated) – Practical Guide to Networking,
Lobbying and Advocacy
Worah Sejal, Svendsen Dian and Ongleo Caroline 1999 – Integrated Conservation and
Development.
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Annex 12:
Response to comments on the first draft
Comment 1






Page x: on lack basic knowledge on ecology. Not changed, it is a fact. It is a lack of
basic knowledge on the ecological dynamics – can’t really be substituted.
ISSP manuals on lobbying and advocacy – manuals not seen. Therefore, subject for
restitution workshop. But again, if RMSN has it, has it been institutionalised by members
of the network – who is using it, what have been the outcomes of using the manual?
Page 14 – ASAL’s position in the categorisation of organisations – 2 or 1: corrected
Page 16 and 18 – comments incorporated
Page 59 Table of key contact persons – completed
Page 63 – sofo – financial resources – corrected
-ENDComment 2
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Development of a strategic plan: which I believe is not applicable as we had processed a
detailed strategic plan in Al-Madow of Sanag region during 1998. My understanding is
that RMSN does not have a strategic plan – a plan of activities is not an SP! Even
if this were to be used as an SP, it must be OUTDATED by NOW TEN YEARS
LATER!
SWOT analysis on page 65: Coordinator operating unilaterally without ToR? Yes, but
board is meant to supervise – no blames on the Coordinator. No appraisals done!
Distance may not be a real challenge when BoD effectively governs the organization and
polices are set appropriately that ultimately implemented by the network with
transparency and accountable to all stakes. (I agree, but left unchanged)
Finally, we may recommend that the coordination office to develop into a national
resource management centre, with substantial capacity and expertise in the field of
environment and rural livelihoods. The office can be strengthened yes, but it should
not loose focus on coordination – really not a resource center. If it takes up this
function, need for additional sources of funding. However, adding more personnel
– I do not think is the way forward – they can have a roster of qualified personnel
to call on need, not staff! On short term consultancies – unless there is adequate
work and resources from the network members. As it were, my report questions
the need for a full time comms officer? Also, we need to avoid putting the RMSN
coordination office to the test of being tempted to implement activities that
members should! However, they should work closely with members on issues
such as lobbying and advocacy, etc.
-ENDComment 3
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Bell: Would it be good to suggest resource allocation be related to capacity and
performance instead of distributing the funds equally across the board? This may have
motivated weaker organizations to aim for higher and perform better. This was dealt
with, it has now been reinforced the restitution workshop more or less agreed with the
proposal.
Page 15(an exception is the RMCO who receive USD 15,000 per year), - corrected
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Page 18 – is the oryx locally extinct?? Not resolved.
Page 25 - Bell: RMSN claiming linking some organizations with AFREPREN appeared
in the annual report document prepared by the coordination office. This is not correct. It
was Candlelight’s individual effort to link up with this organization and one of the
products was the Somalia Energy Survey carried out by Candlelight assisted by ASAL
and ARAN. – Corrected.
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Page 35 - Bell: I guess you mean ‘export’ because charcoal is the only available fuel
energy in the country. Ban on charcoal export is limited to Puntland. Charcoal export is
continuing in the south and south central. While in Somaliland, the government has been
very strict on this and there has been no charcoal export in the past and now. Yes –
corrected
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END –
Comment 4
3.1.4 There is no evidence of such thing as of “some members opting not to attend AGMs
under a guise of insecurity excuses”. I cannot change this because it came from the
members perception – and confirmed during the just ended AGM. I stand by it.
3.1.5 RBC is included in the thematic issues and also indicated in the ToR. Please refer to
our profile/brochure and reports. Its worth mentioning RMSN (Coordination office +
Member Organizations) have always been key players and reference fund in the field of
RBC, have been taken a leading role during the past RBC Horn Regional Conference. The
1st RBC Conferences was held in Buran, Sanag Region, and hosted by RMSN. These
facts were exemplary evident in the participation of activities by RMSN, (Coordination
Office + Member Organizations), before, during and after the formation of Regional RBC
Management Network for Horn and East Africa Region
NB: RMSN is one of the founding member of the Regional H&EA RBC Management
Network currently based in Nairobi and also RMSN is a member of Board. Furthermore a
significant number of RMSN Member Organization belong to National RBC Network in
south Central Somalia ,SomaliLand and Puntland. HARDO and RMSN Coordination Office
are focal points for the above zones. The point being made is the inconsistency in the
planning and reporting documents. You can also see from members reports and key
thematic areas that there is a mismatch between the information at RMSN and the actual
activities on the ground. Not changed.
3.2.8 on Lobbying and advocacy Correction:
In addition to the Transitional Federal Government, there are the Somaliland, a self-declared
independent state and the State of Punt-land, an autonomous state within the federal republic.
The entire world knows and appreciates the lack of a central authority in Somalia. Somaliland is
not internationally recognized, and the political arrangement that gives Puntland autonomy is
best described as local arrangements.
4.1.1 Comment:
The coordination office has no ambitions of entering the implementation realm or to compete for
resources meant to the members. This comment serves to reinforce the notion that there is
limited communication between coordinator and other staff as well as members. It has
been clearly expressed, and I’m glad that the coordinator is not keen on implementation
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– yet this is contradicted by working on lobbying and advocacy with the ‘governments’.
The desire by coordination staff to implement activities etc all point to this issue.
4.1.2 on procedures Comment:
These procedures shall be passed to members only after approval of the members at next AGM
– Yes, ok but the fact remains that members are not using them yet.
2.3.1 – decision on newsletter – Ok, appreciated.
On Information and communication officer – The mission stands by its findings – not
necessary to have a full time officer for this purpose. What is the role of the coordinator.
If this role is to be maintained – then RMSN should raise specific funds for it, clearly
elaborate its role etc. The mission feels that the position can be there, but currently,
there isn’t enough work to justify full time employment of a information and
communications officer.
4.1.2 -Budget of the Coordination office was discussed during the RMSN Oxfam Novib
Toolbox exercise and already remedial measures to reduce the 20%-30% budget is being
effected.
What measures are in place? Please let us know
4.2.1 -On the basis of assessment and recommendation of SOCIS 6P project, the
capacity Building unit of Oxfam Novib , Nairobi Office awarded RMSN Coordination
Office, - B+ certificate , depicting it as one of the 5 best Networks supported by Oxfam
Novib After working closely with and at the Coordination office for 6 months , through
attachment to RMSN, the consultants felt that there is need for an officer to man the
Resource Center, besides retaining the current staff.
NB: The SOCSIS 6Pproject was mainly dealing with Organizational Development,
Governance Leadership Advocacy and project management aswell as Internal System
Procedure and practice.
This information was not brought to the consultant’s attention – rather the board made a
decision – which in my considered opinion is wrong. A b+ rating among an unstated
number of networks is not a certificate for excellent performance – we need to know
which these networks are, where they operate, what they do and the level of funding they
get. We have not really questioned the performance of the coordination per see – but
with overheads of over 25%, I do not see how a rating of B+ can be given. In addition, it is
not the presence of the said officer that has boosted the rating – whatever the criteria
used – the questions remain – is the post necessary, and if so, on a permanent basis. A
ready answer is to be found on the fact that the said officer has participated or led M&E
teams to the field (with no tangible findings), is presently coordinating SOCSIS activities
– implying that the officer has plenty of time. Perhaps, we change the title –
4.12 Website not able to upload – this continued for quite a while and there is no good
reason why? Website being updated, need for clear guidelines on what to put there. For
instance, we expect to see some reports from members, best practices etc – not just
news,
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- END –
Comment 5
1. There is little concrete information on achievements. I would have expected the local
data collectors would have brought more factual info with them. E.g. how many hectares
were rehabilitated in which areas, how many kms of bunding, how many trees planted
and survived, how many people benefitted and where (gender-disaggregated, as stated
in the ToR). This should then be related to the total extent of the problem in
Somalia/land. E.g. on page 34 under "Impacts" it says "Large areas of rangelands have
been rehabilitated", but it is not stated how large...To be honest, we can only
realistically list the activities, but it is difficult to estimate the area rehabilitated
because no one really keeps the records. Hence the need for a M&E system. We
had very high (unrealistic) expectations of the local consultants. Members have
tried to update this, but they only gave brief. Some information was collected
indicating some of the achievements, but still not really adequate.
2. There is little concrete and distinctive information on the different RMSN members,
except for the table on p.14. I would like to get a better insight into who is doing what,
who is successful in what activities and why. Table above – I think that few members
have distinct fields, and so far, most are implementing their activities quite well
really.
3. I see in Annex 2 that local consultants were Mohamed Gure and Ibrahim Moalim, while
the Acknowledgements mention Moalim Mohamed. Which one is correct? Why did you
not include a woman, as was requested in the ToR? Mohamed Ahmed Moallim is the
correct one – No woman because we could not find one despite trying. Corrected
4. Some annexes are missing: Consultants' Itinerary (please specify who went where),
Roles of RMSN officers, List of RMSN Board, and Pictures. With regard to the itinerary, I
think it is indispensable info to see how many RMSN members and project sites were
visited by the evaluators, and how much time they spent there. If not all member offices
and projects were visited, I would like to get an explanation as to why not, as this was
specified in the ToR. Ok, this is now done
5. I find the different sections of the report sometimes a bit mixed up and overlapping. E.g.
Chapter 3 gives an Assessment, and Chapter 4 Evaluation Judgement (what is the
difference?), or 4.2.2 gives also members' views which were already dealt with in 4.1.2.
Yes, there is some confusion to a few readers, but the writing is deliberate to emphasise
on certain areas – Title has been changed - To the extent that the evaluation judgement
is a repetition, it is also justified because it now uses the EC PCM evaluation strategy to
give judgement on the assessments – e.g. on efficiency etc. Have changed the chapter
headings.
6. P.21: I do not understand the middle paragraph that starts as "The ban on international
charcoal trade has been successful and taken effect in Puntland, ..." - esp the sentence
"This success has come with high costs involving fatal conflicts between the local
communities and charcoal traders/burners. It is highly successful in the Sool and
Sanaag regions." How can conflicts be successful? If the ban has created conflicts, is
this downside of the success not outweighing the positive results? Section has been recast and phrased better. But the point is that some success was achieved, but one
of the outcomes (not expected) is increased conflict between conservers of the
environment and those bent on destroying by making charcoal/profits.
7. It does not become clear from the report how RMSN is lobbying. They have been
successful on the charcoal case, but how have they managed to reach this effect?
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Whom did they target and how? Lobbying targeted local governments but did not
have an elaborate strategy or guide. This is one of the recommendations, that
lobbying and advocacy be based on a clear strategy with information and data as
foundation.
8. p.26, last sentence states "This mission strongly suggests that the coordination office
with holds its ambitions of entering the implementation realm,..." Do you mean
"withholds" instead of "holds"? I gather that you do not favour that RMSN becomes an
implementing agency...corrected
9. On p.36, second paragraph, you state "very few members' activities have been
monitored." Can you make this more factual? How many visits were made, to how many
members and projects, in which years? I think the local evaluators should have collected
this info...4 members have been visited in the last 5 YEARS
10. p.40, item 10, 2nd sentence: "alleged confusion on the roles of the office and
coordination office"; I guess this should state "alleged confusion on the roles of
the members and coordination office". Roles of board and coordination office
corrected
11. Why do you recommend outsourcing of monitoring activities, if monitoring is within the
job description of the coordinator? Because of distances to be covered, inadequate
internal capacities, insecurity and also time. Also, the coordinator does not seem
to have the requisite skills and experience to carry out ‘real monitoring’. This
activity has been delegated to the information and communications officer, who
shares similar qualities with respect to skills, experience and even competence in
this field.
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END -
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