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Final Report
Somalia: Floods in Qardho

DREF Operation Operation n° MDRSO009

Date of Issue: 18 December 2020 Glide number: FF-2020-000221-SOM
Operation start date: 27 May 2020 Operation end date: 30 October 2020
Host National Society: Somali Red Crescent Society Operation budget: CHF 328,070
(SRCS).
Number of people affected: 50,000 people (8,200 HHs) in Number of people assisted: 20,639 people (3,440
Qardho SRCS Branch of Puntland State, Somalia. HHs)
Partner National Society(ies) involved in the Operation: None
Other Partner organizations actively involved in the operation: Humanitarian Affairs and Disaster
Management Agency (HADMA), UN(OCHA, WFP, HCR, FPA), INGOs( SC, CARE, WVI, Islamic Relief,
NRC) and NNGOs (KAALO, PDO, PSA, among others.

The major donors and partners of the Disaster Relief Emergency Fund (DREF) include the Red Cross Societies and
governments of Belgium, Britain, Canada, Denmark, Germany, Ireland, Italy, Japan, Luxembourg, New Zealand,
Norway, Republic of Korea, Spain, Sweden and Switzerland, as well as DG ECHO and Blizzard Entertainment,
Mondelez International Foundation, Fortive Corporation and other corporate and private donors. The Netherlands Red
Cross Society contributed to replenishing the DREF for this operation. On behalf of Somali Red Crescent Society
(SRCS), the IFRC would like to extend gratitude to all for their generous contributions.

<Please click here for the financial report and here for the contacts>

A. SITUATION ANALYSIS

Description of the Disaster

Heavy rains affected most parts of Somalia starting

on 20 April 2020, causing overflows in all-season
and seasonal rivers. Qardho is the Regional Capital
of Karkar Region of Puntland State. On 27 April,
heavy downpour in Qardho and its seasonal rivers
catchments triggered heavy flooding with wide-
ranging impact on Qardho City with a population of
120,000 people (approximately 20,000 households).
The resultant widespread flooding caused damages
to infrastructure (road networks and
telecommunications), settlements/Shelter leading to
some deaths and population displacements,
contamination of water sources, disrupted
livelihoods, social services (especially Health) and SRCS Volunteers on Hygiene awareness promotion during the Qardho Floods
market functionality. The most affected households DREF Operation in July 2020 ©SRCS
were settled in the high-flood risk lowlands and needed urgent humanitarian assistance. In response, a DREF Operation
was launched within 14 days on the 10 May 2020, initially targeting overall 9,000 people (1,500 HHs) with Shelter /
Household Items; Expanded emergency healthcare, Access to clean water and improved hygiene / sanitation practices.
For more details see the EPoA.

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Summary of response

Overview of Host National Society Response

In response to the Qardho floods, SRCS Bosaso / Qardho Branches carried out a rapid familiarization assessment. The
objective was to establish and monitor the evolving humanitarian needs of the affected areas. The findings of the SRCS
initial rapid familiarization assessment were further corroborated by a subsequent Interagency multisectoral assessment
led and coordinated by Government under HADMA on the 29 April, in which SRCS also participated. Both assessments
informed the SRCS Partners call on the 05 of May, where IFRC Somalia County Office, ICRC, Turkish Red Crescent
(TRC) among others participated and a resolution reached to activate DREF targeting 9,000 people (1,500HHs) with
Shelter / HHIs, WASH and expanded Emergency Health interventions building on the already running static / mobile
health clinics. For more details see the EPOA.

Shelter / HHIs: Initial activities undertaken included Shelter / HHIs assessment, Mobilization / Training of 50 Volunteers
on Safe Shelter construction, Registration of beneficiaries and production of IEC materials. Due to unanticipated
procurement challenges for Shelter / HHIs and the likely protracted repeat procurement process as recommended by
the Regional Logistics, Shelter / HHIs response became inappropriate due to the changed needs of the beneficiaries.
To address this development, SRCS Field teams held discussions with IFRC SCO during which it was resolved to
change the intervention strategy from Shelter / HHIs to Livelihoods (Unconditional / Multipurpose Mobile Cash Transfer)
through an operation update published on 22 June 2020. For more details see the Operational Update.

Livelihoods: The initially targeted 9,000 people (1,500 HHs) under Shelter / HHIs were the same ones targeted under
this component of the Operation Update. SRCS carried out a beneficiary accountability awareness raising during their
re-verification and registration for the planned one-off unconditional mobile cash transfer worth 100 dollars per
household, determined by the prevailing July MEB from the Cash Working Group. SRCS developed a new Beneficiary
register of 1,500 HHs complete with verified individual beneficiary Household Head (HHH) phone number as opposed
to the planned purchase and distribution of new sim cards. For more details see the Operational Update.

Emergency Health: Under this operation, SRCS activated two emergency mobile clinics in addition to one that was
already running in the area prior to the floods disaster. The clinics were adequately staffed and operated for five months
reaching a population of 11,639.

Water, Sanitation and Hygiene (WASH): Through this DREF operation, Bosaso Regional Branch and Qardho Sub-
branches mobilised a total of 50 volunteers and 4 staff. The fifty (50) volunteers were trained (refresher) on hygiene
promotion after which some were deployed to only undertake hygiene promotion and WASH monitoring components at
household level. The Local Authority delivered aqua tabs and soap after the DREF allocation had been approved to
provide the same WASH relief items, so SRCS no longer provided these as had been initially planned.

Overview of Red Cross Red Crescent Movement in country

IFRC, through Somalia Country Office, provided financial support to SRCS through this DREF grant. The Somalia
Country Office and Africa Regional office based in Nairobi provided SRCS with technical and logistical support,
respectively. Direct responsibility for the operation in Puntland-Somalia sat with the Somalia Country Office. SRCS was
responsible for field level implementation and reporting. The IFRC SCO Health Delegate based in Hargeisa, Somaliland,
provided remote health technical support to the operation; the Senior DRM Officer provided technical coordination under
the guidance of the Head of Somalia Country Office. There were no actions undertaken by PNSs and the ICRC, specific
to this operation.

Overview of other actors’ actions in country

SRCS continued to maintain a good working relationship with the Government-led interagency humanitarian
coordination mechanisms with actors such as the World Food Programme, who were already supporting with emergency
food and nutritional supplements for children identified with moderate acute malnutrition (MAM). UNICEF provided
protection services as well as vaccines for the immunization of children and women of childbearing age, alongside
nutritional supplements for children diagnosed with severe acute malnutrition (SAM). INGOs such as CARE
International, Norwegian Refugees Council and ADRA supported with WASH, Health / Nutrition and shelter, among
others. All these actors were coordinated by HADMA and UNOCHA, with SRCS active participation in the Interagency
Coordination mechanisms.

Needs Analysis, Targeting and Scenario Planning and Risk Assessment.

Needs Analysis
The flooding affected at least 50,000 people (Approx. 8,200 Households). On Shelter / HHIs - 22,000 people (Approx.
3,750 Households) were displaced from their homes with 750 Shelters / Houses destroyed; 28,000 people (Approx.
4,600 HHs) suffered partial damage to property and loss of HHIs. On Livelihoods, 13,500 people (approx. 2,214 HHs)
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equivalent to 27% of the affected households lost their small businesses and the market functionality was disrupted. In
terms of gender, 67% and 33% of the affected households were male- and female-headed, respectively. While SRCS
did not initially plan to respond to the livelihoods needs of the flood-affected population, SRCS continued participating
in the Livelihoods Coordination mechanisms to identify emergency reprogramming and Early-to-Long term programming
opportunities.

The Healthcare system in entire Somalia, especially in Qardho, was already fragile. Access to basic healthcare services
was and remains limited to-date. Malaria and other water-borne diseases are endemic in Qardho and SRCS with support
from partners was already running one mobile and two static health clinics that were rendered inadequate by the
emerging floods disaster-related health / WASH needs.

For detailed needs analysis, please refer to the EPoA.

Targeting
This DREF operation initially targeted at least 9,000 people (1,500HHs) in need of immediate humanitarian assistance
covering Shelter / HHIs, WASH and expanded Emergency Health – see EPoA for details. However, due to unforeseen
procurement challenges for the Shelter / HHIs component that delayed timely procurement and delivery of Shelter /
HHIs supplies, an Operational Update was developed and approved. This update sought to replace the Shelter / HHIs
with Livelihoods support (Unconditional Mobile Cash Transfer) intervention strategy for the same target population. This
was based on the changed needs of the targeted beneficiaries. For more details see the Operational Update.

Scenario planning
For details see the EPoA and Operational Update for scenario planning.

Risk Analysis
The anticipated risks scenarios did not materialize hence, zero impact on the operation. For more details see the EPoA.

Internal and External Coordination

To ensure quality implementation, internal coordination was led by the SRCS Bosaso Branch Coordinator, working very
closely with IFRC Somalia Country Office. The IFRC Somalia Country Office in Nairobi ensured that all Movement
partners were informed of the operation and all procurement processes were risk informed. SRCS Bosaso Branch and
Qardho Sub-Branch strengthened their BERTs and CERTs Cash programming capacities and deployed to conduct
targeting, registration, verification, distribution and post-distribution monitoring.
Externally, IFRC Somalia Country Office coordinated technical cooperation between SRCS Bosaso and Danish Refugee
Council (DRC Bosaso) Field office on COVID-19 sensitive Post Distribution Monitoring of the Cash Transfer. The
seamless coordination with Government through HADMA saw the Mayor of Qardho award a Certificate of Recognition
to IFRC Somalia Country Office.

B. OPERATIONAL STRATEGY
The overall objective of this update was to provide livelihoods support to 1,500 households (9,000 people) affected by
floods in Qardho by providing them with the means to access basic needs, as well as providing them with health and
WASH support. The overall timeframe for this operation was five (5) months.
Specific objectives include:
a) Ensure flood-affected population access to basic needs through provision of cash grants.
b) Ensure access to emergency healthcare services for flood-affected population.
c) Improve access to WASH services for flood-affected populations.

To note, a strategic change from Shelter and NFI distribution to Livelihoods and basic needs using cash was operated
through the Operation Update. This was done through the reallocation funding from Shelter / NFI interventions and
related logistical costs as planned in the EPoA, to cover Livelihoods through Unconditional Mobile Cash Transfer
(UMCT) targeting the same 1,500 households (9,000 people) displaced by floods. This change of strategy and activities
led to a decrease of the budget to CHF 317,420, from initially allocated CHF 328,070, since the cost of procurement
and transportation of goods turned out to be higher than providing cash to targeted households. However, as the CHF
328,070 had already been allocated, the budget remained the same. For more details on Operational strategy, see the
EPoA and Operational Update.

Overall, this operation directly reached 20,639 people of which 9,000 people (1,500HHs) were reached through the
livelihoods and WASH interventions and 11,639 people (1,940 HHs) reached through the health interventions. Details
on achievements under this operation are highlighted in section C. Detailed Operational Plan below.

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Operational Support Services

Human Resources: Four (4) SRCS Staff and 50 community-based volunteers (CBVs) were deployed to support the
response. Deployment of an internal SRCS surge staff was facilitated from Mogadishu Office to support with the
registration of beneficiaries in readiness for the mobile Cash transfer. All volunteers were already insured for a previous
operation this year and equipped with protective gears.
Logistics, Procurement and Warehousing: All procurements were done in line with SRCS / IFRC logistics and
financial procedures. IFRC Somalia Country Office, supported by the Regional Logistics Unit, provided procurement
oversight and support.
Communication and Visibility: SRCS supported protection and visibility items for 50 volunteers. These included Red
Crescent reflector bibs from existing stocks and banners.

Security: To minimize safety and security risks to SRCS, IFRC and beneficiaries, SRCS undertook active situational
surveillance. Information gathered alongside IFRC, ICRC and INSO’s intelligence informed a package of mitigation
measures.
Planning, Monitoring, Evaluation and Reporting (PMER): PMER ensured effective project implementation and
continuous monitoring at field level through SRCS Bosaso Branch Staff and Volunteers. The Branch was further
internally remotely supported by SRCS Coordination office in Mogadishu. Pre- and Post-distribution verification and
monitoring was conducted by SRCS Bosaso Branch Coordinator with remote support from the IFRC Somalia Country
office team. Approaches included phone calls to 20% of the beneficiaries, among others. Monthly updates were provided
on activity progress made and identified challenges encountered during implementation. A planned lessons-learnt
workshop at the end of the operation was facilitated by the Branch.

C. DETAILED OPERATIONAL PLAN

Shelter
People reached: 0
Male: 0
Female: 0

Indicators: Target Actual

% of displaced HH with access to emergency shelter out of the total number of 18.75% 0%
total HH targeted
# of people / households provided with household items (HHIs) 9000 people or 0%
1500 HHs
Narrative description of achievements during the reporting period.
• SRCS participated in the Interagency Initial Rapid
Needs Assessment led by Government’s HADMA
in May. In mid-July, SRCS mobilized 50
Volunteers and conducted training on Safe
Emergency shelter construction. IEC Materials
were produced and utilized during the training.
This was critical as the training component was
not part of the Turkish Red Crescent Shelter only
support to beneficiaries through the SRCS.
• In June SRCS rolled out a comprehensive 7-day
registration process of the 1500 beneficiaries
based on the developed targeting criteria. Some
earlier trained volunteers were deployed to
undertake the exercise and a comprehensive
Shelter / HHIs Beneficiaries Register was finalized
for use during the actual Shelter / HHIs
distribution. Group photo of 50 volunteers mobilized for Shelter training ©SRCS
• In June / July, SRCS conducted a procurement
process for the HHIs with guidance from IFRC Somalia Country Senior Admin / Logistics officer. On reviewing
the procurement process, the Regional Logistics team did not approve of it, recommending a fresh process

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that would have further delayed the delivery of the HHIs, negating the IFRC Principles, especially the
Humanitarian Imperative – timely delivery of humanitarian aid.
• Given the changed humanitarian needs of the initially targeted 1500Households, SRCS in consultation with the
Local Authorities discussed with IFRC Somalia Country Office on the need to change the intervention strategy
from HHIs to Livelihoods Support - Unconditional / Multi-purpose mobile cash transfer for the same number of
beneficiaries.
• In agreement, IFRC SCO developed an Operation Update that was submitted and approved by Geneva through
the DREF Delegate for Africa.
• In July, SRCS through this DREF conducted post-distribution monitoring (PDM)for the Shelter component
funded by the Turkish Red Crescent (TRC). The PDM had not been provided for by TRC.
Challenges
• Strengthening the procurement capacity of the SRCS needs to be prioritized since emergency humanitarian
situations do not wait. There is equally the need for pre-positioning of stocks.
Lessons Learned
The affected beneficiaries were somehow able to meet their emergency HHIs needs. And the change from HHIs to
Unconditional Mobile Cash Transfer (UMCT) was well-received and appropriate to the beneficiaries.

Livelihoods and basic needs

People reached: 9,000
Male: 4,410
Female: 4,590

Indicators: Target Actual

% of displaced HH reached with multipurpose cash grants to support their basic 18% or 1,500 18% or 1,500
needs HH HH
Number of Registers of verified beneficiaries 1 1
Number of verified beneficiary households registered 1500 1500
Number of Agreements made with Financial Services Provider (FSP) 1 1
Number of Beneficiary Cash transfers made 1 1
Number of PDMs conducted 1 1
Number of Volunteers mobilized and trained on Cash transfer 50 0
Narrative description of achievements during the reporting period.
• Two inception meetings held, one each with the Local
Authorities and the other with the beneficiaries. The
objective of both meetings was to explain change of
strategy from Shelter / HHIs to Unconditional Mobile
Cash Transfer (UMCT) targeting the same 9 000 (1500
Households) beneficiaries.

• Community / Beneficiary mobilization undertaken. The

objective was to identify, verify and register
beneficiaries afresh in line with changed strategy.
Beneficiary personal mobile phone numbers was the
additional information requirement. The planned
purchase of 1500 SIM Cards was not necessary. A
cleaned-up beneficiary register was finalized.

• SRCS launched procurement process for the Financial

Woman and her children being registered for Cash transfer by
Service Provider (FSP). Since the process was entirely SRCS Volunteers in July 2020 ©SRCS
online, the budget line was not utilized. Request for
single sourcing was granted and GOLIS Telecoms was
selected and a Contract entered after a thorough independent background check with Cash Working Group
members utilizing the same FSP. On Preparedness for Effective Response (PER), a long-term agreement for
future operations only chargeable on activation was agreed in principle. IFRC directly transferred 151 500
USD to the FSP in line with IFRC Financial Risk management regulations for Somalia. Each of the 1500
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beneficiaries received an entitlement of 100 USD with the FSP charging 1500 USD for the service during the
month of September.
• To strengthen SRCS Post-Disbursement Monitoring (PDM) capacity, a partnership between Danish Refugee
Council (DRC) Bosaso Field Office was facilitated and their experience field enumerators recruited as SRCS
Volunteers to roll out the Covid-19 compliant PDM.
Challenges.
• The face-to-face Cash Transfer training for 50 mobilized volunteers did not take place due to Covid-19 travel
restrictions. Internet connectivity challenges could not allow for online training.
• The main challenge was the FSP procurement process that would have taken up to 8 weeks to conclude. This
would have further delayed the intervention. However, the approved single sourcing alleviated the situation.
The SRCS procurement and PDM capacity needs to be strengthened.
Lessons Learned.
• Single sourcing (request and approval) of the FSP was a very innovative procurement action - made it possible
to meet the needs of beneficiaries without further delays.
• UMCT is a conflict-sensitive option where unforeseen delays in delivering relief commodities in circumstances
where humanitarian needs are changing fast.
• Using one sector beneficiary register to target beneficiaries in a different sector. The Shelter / HHIs Beneficiary
register was used for the Livelihoods UMCT - reducing conflict and time.
• All 1500 Household Heads had a functioning mobile phone, an indication of reliable telecommunication
networks. No beneficiary had to be taught how to use the service.

Health
People reached: 11,639 People
Male: 3,144
Female: 3,839
Children: 4,656

Indicators: Target Actual

18.75% or 129% or 11
% of people assisted over the total number of people targeted
9000 people 639 people
# of mobile medical clinics deployed 2 2
220
132 (66 days
# of days the mobile medical clinics deployed (110 days for
for each clinic)
each clinic)
Narrative description of achievements during the reporting period.
• Overall, both clinics received and served a total of 11,639 people (4,656 <5 Children, 3,144 males and 3,839
females). The clinics also treated for the five common diseases (Table 3a/b below).

Targeted population (Baseline)

Table 1: Demographics of the area served by the two emergency Health Clinics.
Mobile Health Clinic Total < 5yr <1yr Pregnant Women Total
Population Mothers (Child-bearing age)
(affected area)
Emergency Mobile Health 15931 3186 637 637 3505 7 965
Clinic 1
Emergency Mobile Health 14862 2972 594 594 3269 7 429
Clinic 2
Total 30793 6158 1231 1231 6774 15 394

Patients Attendance.

Table 2: Breakdown of patients reached by the two extra Emergency Mobile Health Clinics 1 and 2
Health Clinic / Age <5s Female <5s Male >5s Female >5s Male Total
Emergency Mobile Health Clinic 1 1389 1226 2158 1843 6 366
Emergency Mobile Health Clinic 2 984 1057 1681 1301 5273
Total 2373 2283 3839 3144 11 639
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Table 3a and Table 3b below shows a summary of common diseases prevalent and treated among targeted
beneficiaries who accessed the two Emergency Mobile Clinics 1 and 2.

Table 3a: A total of 920 under-fives (546 females and 374 males) accessed the two emergency mobile clinics.
Emergency Clinic Mobile 1 Mobile 2 Total
Common disease <5 female <5Male <5Female <5Male
Acute Respiratory Infections (ARI) 599 411 483 293 1786
Skin disease 327 211 288 168 994
Eye disease 111 85 42 36 274
Diarrhea 70 50 123 96 339
UTI 0 0 5 3 8
Total 1 107 757 941 596 3401

Table 3b: A total of 1163 over-fives (714 females and 449 males) accessed the two emergency mobile clinics.
Emergency Clinic Mobile 1 Mobile 2 Total
Common disease >5 female >5Male >5Female >5Male
ARI 528 369 364 236 1497
Skin disease 536 273 141 89 1039
Eye disease 67 51 61 44 223
Diarrhea 58 45 47 32 182
UTI 196 101 642 277 1216
Total 1385 839 1255 678 4157

In respect to the Extended Programme on Immunization (EPI – BCG, OPV 1-3, Penta 1-3 and Measles), a total of
1,118 children aged below and above 1 year accessed these services from the two Emergency mobile clinics over
the DREF period of 5 months.

On TT Vaccinations (TT1-5) targeting reproductively active women, a total of 966 (479 pregnant and 487 non-
pregnant) women accessed these services from the two Emergency mobile clinics over the DREF period of 5
months.

Nutrition Services (Screening and Surveillance): 4,276 Children aged 6-59 months were screened, 318 children
were put on Zinc, 126 on Vitamin A and 186 others dewormed. On nutritional status (MUAC or W/H), only 526
children were found to be moderately malnourished while 23 were severely malnourished.

The two extra Emergency Mobile health clinics also focused on Infant / Young Child feeding promotion and
counselling services. Summary achievements are shown in Table 4 below.

Table 4: Beneficiaries of Infant and Young Child Services.

Emergency Mobile Clinic Services. Mobile 1 Mobile 2 Total
No. of individual Counseling Sessions (0-6months) 200 180 380
No. of individual Counseling Sessions (7-24months) 291 238 529
No. of individual Counseling Sessions (pregnant women) 209 182 391
Total No. of individual counseling sessions 699 600 1300
Sessions 18 15 33
Group (Men and Women) Counseling Females 1032 1103 2135
Males 560 510 1070
Total 1610 1628 3205
Total people reached 2309 2213 4505

Safe Motherhood Services:

These services included Ante-Natal, Delivery and Post-Natal clinical care. During Ante-Natal care, a total of 255 and
221 pregnant women visited Emergency Mobile Clinics 1 and 2 respectively. The first, second and third visits to
clinic 1 were made by 89, 79 and 87 pregnant women, respectively. Similarly, 92, 78 and 51 pregnant women visited
mobile clinic 2. One hundred and fifty-seven (157) pregnant women were also provided with Iron Folic as treatment
for anaemia in both Clinics. Fifty-four (54) were screened for multiple micronutrients.

Both Emergency Mobile health clinics 1 and 2 successfully midwifed 40 and 45 normal deliveries, respectively. Sixty-
five (65 in Clinic 1 and 60 in Clinic 2) attended Post-Natal clinics, with a total of 62 being put on Iron Folic for anaemic
treatment. A further 79 newly delivered mothers (39 in Clinic 1 and 40 in clinic 2) initiated early breast feeding (within
1 hour of delivery).
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On CBHFA, both clinics rolled out Health promotion activities focused on handwashing when caring for the sick that
saw a total of 898 (335 males and 563 females) people reached. In Clinic 1, 156 males and 289 females participated
while Clinic 2 engaged 179 males and 274 females. In October, the focus was on Covid-19 awareness and
prevention that reached 1429 (535 males and 894 females) people for both emergency mobile clinics. WASH (safe
potable water handling) Health promotion reached 1292 (429 males and 863 females) for both clinics.

Challenges
• Procurement and delivery of some medical kits. There is need for pre-positioning.

• Routine Data collection formats need improvement. Not much can be interpreted from a group defined as
above 5 years (especially for females) for UTI. It also blurs some critical medical needs that may go
unattended to such as SGBV, PSEA, FGM that may require SRH programmatic interventions.

Lessons Learned
Need for improvement of data collection sheets to ensure details emerge to ease interpretation of information
collected.

Water, sanitation and hygiene

People reached: 9,000 people
Male: 4,410
Female: 4,590

Indicators: Target Actual

% of people assisted over the total number of people affected. 18.75% 100%
# of Aqua tabs procured and distributed. 90 000 0
# of bars of soap procured and distributed. 9,000 0
# of refresher hygiene trainings conducted. 1 1
# of hygiene promotion sessions conducted. 3 3
# of monitoring sessions conducted 3 3
Narrative description of achievements.
• Improve daily access to safe water that meets SPHERE / WHO standards and promote hygiene: The
operation did not procure and distribute water treatment (aqua tabs) products and bar soap as planned. The
reason was because the Local Authority stepped in to supply the same to all affected households after the
approval of this DREF request. However, this Government intervention did not cover the related software and
monitoring components that SRCS implemented for the 1500 households (100%). The objective of this
software component was to raise community awareness in improving water hygiene to prevent waterborne
diseases.

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Photo 6, 5th-6th July: Left – section of the 22 volunteers (17 females, 5 males) trained and deployed for hygiene
promotion. Right – A volunteer demonstrating use of aqua tabs in water treatment and monitoring .©SRCS

Challenges
No challenges were reported.

Lessons Learned
Improving coordination to ensure that NS does not budget for items which are not needed as that money could have
been useful in another area. Better coordination would have avoided budgeting for these items which were provided for
other partners. Also, Local Authority is demonstrating speed in meeting select humanitarian needs of citizens. IFRC
needs to be innovative in determining what it can do best beyond the reach of Government.

Strategies for Implementation

Indicators: Target Actual
# of volunteers insured 50 50
# of community feedback mechanism set up and operational 1 1
# of stories on the operation shared with local and international media 2 0
# of monitoring visits undertaken 2 2
# of lessons learned workshop conducted 1 1
Narrative description of achievements
• The Fifty (50) volunteers were mobilized were already insured so this operation did not pay for volunteer
insurance.
• One functional community feedback mechanism was set up.
• Inaccessibility due to safety/security could not allow IFRC SCO monitoring field missions. These were
internally conducted by SRCS.
• One lesson learned workshop was held and facilitated by SRCS.
Challenges
. Weak communications capacity of SRCS undermined deliverable in this area.
Lessons Learned
Need to strengthen the NS Project management and Communications capacity and reporting.

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D. Financial Report
The overall initial allocation for this operation was CHF 328,070. This amount was revised downwards to CHF 317,420
following an Operation Update that changed the intervention strategy from initial Shelter / HHIs to Livelihoods Support
(Unconditional Mobile Cash Transfer – UCMCT) for the 1500 households. As such, out of the initial CHF 328 070
allocated, a total of CHF 233 056 (71%) was spent. The balance of CHF 95,014 is here declared returned to the DREF
pot.

Explanation of variances:

- AOF 2 Shelter: The negative expenditure was because of change of intervention strategy (see Operation
Update) from Shelter to Livelihoods (AOF3). Prior to this change of strategy, expenditure had already been
incurred on preparatory work on Shelter such as Shelter needs assessment, training of 50 volunteers and
beneficiary registration against zero budget.

- AOF 3 Livelihoods and Basic Needs: The variance of CHF 21000 equivalent to 12.2% was occasioned by
non-procurement of SIMcards (CHF 2250) as beneficiaries were already connected and using mobile cash
services prior to the disaster. Only CHF 1500 of the budgeted CHF 6000 as FSP service charge was utilized.
Procurement process of the FSP was all online hence the CHF 1500 budgeted for was not utilized. The budgeted
CHF 5000 for training did not take place because of Covid-19 public health travel / meetings restrictions that
also affected planned PDM (CHF 3000).

- AOF4 Health: The variance of CHF 3466.71 equivalent to 5.3% needs no explanation.

- AOF5 WASH: The variance of CHF 33000 equivalent to 93% resulted from non-procurement and distribution
of water treatment products (aqua tabs) sufficient for 60days for 1500HHs (CHF 18000). Also, not procured and
distributed were 6 bars of soap per household (CHF 13500). Both products were procured and distributed by
Government ahead of the approved DREF and without a monitoring component that SRCS covered from this
DREF operation.

- SFI3 Influence others as a leading strategic partner: No Research and Evaluation were undertaken during
the operation. Covid-19 restrictions could not allow field level travels and meetings with beneficiaries. This was
complicated further by the short operation time. Therefore, a total budget of CHF 6500 was not spent.

- SFI4 Ensure a strong IFRC: The only costs here were the bank changes with a variance of 58%. This Was
because of change of intervention strategy from relief items (Shelter / NFIs) to Mobile Cash Transfer. This
drastically reduced bank-related transaction costs.

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bo.ifrc.org > Public Folders > Finance > Donor Reports > Appeals and Projects > DREF Operation - Standard Report Page 1 of 2

DREF Operation Reporting Timeframe

Selected Parameters

2020/5-2020/10 Operation MDRSO009

Budget Timeframe 2020/5-2020/10 Budget APPROVED
FINAL FINANCIAL REPORT Prepared on 25/Nov/2020
All figures are in Swiss Francs (CHF)
MDRSO009 - Somalia - Floods
Operating Timeframe: 13 May 2020 to 31 Oct 2020

I. Summary

Opening Balance 0

Funds & Other Income 328,070

DREF Allocations 328,070

Expenditure -233,056

Closing Balance 95,014

II. Expenditure by area of focus / strategies for implementation

Description Budget Expenditure Variance

AOF1 - Disaster risk reduction 0
AOF2 - Shelter 8,114 -8,114
AOF3 - Livelihoods and basic needs 183,713 147,262 36,450
AOF4 - Health 70,267 62,512 7,755
AOF5 - Water, sanitation and hygiene 37,808 3,581 34,226
AOF6 - Protection, Gender & Inclusion 0
AOF7 - Migration 0
Area of focus Total 291,787 221,470 70,318
SFI1 - Strenghten National Societies 1,677 1,677
SFI2 - Effective international disaster management 5,858 3,285 2,572
SFI3 - Influence others as leading strategic partners 11,715 5,625 6,090
SFI4 - Ensure a strong IFRC 6,383 2,676 3,707
Strategy for implementation Total 25,633 11,586 14,046
Grand Total 317,420 233,056 84,364

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Saving lives, changing minds of Red Cross and Red Crescent Societies
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DREF Operation Reporting Timeframe

Selected Parameters

2020/5-2020/10 Operation MDRSO009

Budget Timeframe 2020/5-2020/10 Budget APPROVED
FINAL FINANCIAL REPORT Prepared on 25/Nov/2020
All figures are in Swiss Francs (CHF)
MDRSO009 - Somalia - Floods
Operating Timeframe: 13 May 2020 to 31 Oct 2020

III. Expenditure by budget category & group

Description Budget Expenditure Variance

Relief items, Construction, Supplies 203,197 146,301 56,896

CAXB CAXBWater, Sanitation & Hygiene 31,500 31,500
CAXBMedical & First Aid 11,947 8,026 3,920
CAXBCash Disbursment 159,750 138,274 21,476
Logistics, Transport & Storage 40,165 32,499 7,666
CAXF CAXFDistribution & Monitoring 9,693 2,570 7,123
CAXFTransport & Vehicles Costs 27,972 29,929 -1,957
CAXFLogistics Services 2,500 2,500
Personnel 35,746 26,416 9,331
CAXH CAXHNational Staff 1,703 -1,703
CAXHNational Society Staff 29,171 24,280 4,891
CAXHVolunteers 6,575 433 6,142
Workshops & Training 10,000 9,377 623
CAXJ CAXJWorkshops & Training 10,000 9,377 623
General Expenditure 8,940 4,240 4,699
CAXL CAXLInformation & Public Relations 1,443 -1,443
CAXLCommunications 2,655 2,655
CAXLFinancial Charges 5,993 2,512 3,481
CAXLOther General Expenses 291 285 6
Indirect Costs 19,373 14,224 5,149
CAXP CAXPProgramme & Services Support Recover 19,373 14,224 5,149
Grand Total 317,420 233,056 84,364

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Contact information

For further information, specifically related to this operation please contact:

Reference documents
 In the Somali Red Crescent Society coordination office:
Click here for: • Yusuf Hassan Mohamed, President SRCS; mobile: +254 722 144 284; email:
• Operation Update 1 benebene1@hotmail.com
• Emergency Plan of
In the IFRC operational office in Somaliland:
Action • Surein Peiris, Head of IFRC Somalia Country Office, Nairobi, phone: +254 20
2835 132; email: surein.peiris@ifrc.org
• Oyundi Nehondo, Senior Disaster Management Officer, IFRC Somalia Office,
mobile: + 254 721 293206; email: oyundi.nehondo@ifrc.org

IFRC Office for Africa Region:

• Adesh TRIPATHEE, Head of Africa DCPRR, email: adesh.tripathee@ifrc.org,
phone: +254 731 067 489

In IFRC Geneva:
• Nicolas Boyrie, Operations Coordinator, phone +41 791 525 147, email:
nicolas.boyrie@ifrc.org
• Eszter Matyeka, Senior Officer DREF, phone +41 22 730 4236, email:
eszter.matyeka@ifrc.org

For IFRC Resource Mobilization and Pledges support:

• IFRC Africa Regional Office for resource Mobilization and Pledge: Franciscah
Cherotich Kilel, Senior Officer, Partnership and Resource Development, Nairobi,
email: franciscah.kilel@ifrc.org, phone: +254 202 835 155.

For In-Kind donations and Mobilization table support:

• IFRC Africa Regional Office for Logistics Unit: RISHI Ramrakha, Head of
Africa Regional Logistics Unit, email: rishi.ramrakha@ifrc.org; phone: +254 733
888 022
For Performance and Accountability support (planning, monitoring, evaluation and
reporting enquiries):
• IFRC Africa Regional Office: Philip Komo Kahuho, PMER Coordinator, Email:
Philip.kahuho@ifrc.org; +254 732 203 081

How we work
All IFRC assistance seeks to adhere to the Code of Conduct for the International Red Cross and Red Crescent
Movement and Non-Governmental Organizations (NGO’s) in Disaster Relief and the Humanitarian Charter and
Minimum Standards in Humanitarian Response (Sphere) in delivering assistance to the most vulnerable. The
IFRC’s vision is to inspire, encourage, facilitate and promote at all times all forms of humanitarian activities by
National Societies, with a view to preventing and alleviating human suffering, and thereby contributing to the
maintenance and promotion of human dignity and peace in the world.

MDRSO009 – Somalia Qardho Floods – DREF Operation Final Report