1. DG ECHO ANNUAL PARTNER’S CONFERENCE BRUSSELS, DECEMBER 2009

2. 1.Denial of the existence of humanitarian need or of entitlements to assistance as a matter of policy and/or standard practice 2.Impediments on the entry of agencies, personnel, goods into the country of operations 3.Restrictions on or interference with the passage of agencies, personnel, goods within the country 4.Military operations and ongoing hostilities impeding humanitarian operations 5.Threats and violence against humanitarian personnel, facilities and assets 6.Interference during implementation of humanitarian activities 7.Presence of mines and ERWs 8.Physical environment 9.Organisational security restrictions 10.Restrictions on, or obstruction of, conflict affected populations access to services and assistance MAIN TYPES OF CONSTRAINTS ON ACCESS AS DEFINED BY OCHA

3. HUMANITARIAN CONCERNS

5. TOTAL - 1,549,874 DISPLACEMENT IN SOMALIA 66,956 - 53% in Hargeisa SOMALILAND 103,671 - 67% in Galkaiyo PUNTLAND 1,379,347 - 44% in Afgoye and 30% in Mogadishu SOUTH CENTRAL

6. DISPLACEMENT BY REGION AND NRC PRESENCE

7. Mapping of Actors Transitional Federal Goverment Alshebaab Hisbul Islam African Union forces Ahlu-sunna Waljama’ Warlords imbedded in the TFG Mogadishu civil society group Mogadishu women association Hawiye Elders Committee Somali Islamic Clerics

8. Who Controls Where in Mogadishu?

9. Contextual Analysis Prerequisite for quality programming Reduces risk and presents mitigation options Management tool to identify needs, priorities and access opportunities Contributes to overall strategy, program design, advocacy, implementation and overall effectiveness on delivery of aid Represents credibility towards donors and other important stakeholders Selling point to enhance the overall profile of the mission (NRC) and to attract new donors 358449979989

10. Who Controls Where in Mogadishu?

11. Security Incidents Across Somalia

12. Security Incidents by Type

13. High Risk Areas in Key Locations

14. CHALLENGES SECURITY Shrinking Access Staff Security Delays in Program Implementation Monitoring

15. CHALLENGES SHRINKING HUMANITARI AN SPACE Challenges in Negotiating access with various Factions Humanitarian Principles at stake Lack of Common Approach+Agre ement among Agencies Danger of Assistance being driven by Access vs Need

16. CHALLENGES PROTECTIO N CONCERNS DONOR Conditions on AID Delivery AID Diversion NRC Red Lines and Limitations Evictions & Lack of access for Displaced to seek Assistance

17. NRC Implementation Model Gaining Acceptance and increasing Access in a complex Emergency Situation: The NRC Model:

18. SHELTER TARGETS

19. HYGIENE & SANITATION TARGETS

20. DISTRIBUTION

21. EDUCATION

22. ACCESS: THE ACCEPTANCE MODEL INTERNAL FACTORS NRC OPERATION (ACTIONS AND ACTIVITIES) PROGRAMME ACTIVITIES TARGETED ADVOCACY PRINCIPLED ENGAGEMENT CONTEXTUAL ANALYSIS FUNDRAISING / DONOR RELATIONS SECURITY SET-UP HR POLICIES AND IMPLEMENTATION RESOURCES AND COMPETENCES EXTERNAL FACTORS PERCEPTION ACCEPTANCE ACCESS

23. 1. Contextual Analysis Dynamic management tool to continually identify needs and access opportunities. Decision making tool: helps to set priorities and gives direction. Reduces risk: life saving! Prerequisite for quality programming Contributes to overall strategy, program design, implementation and overall effectiveness on delivery of aid Credibility towards donors and other important stakeholders Powerful tool to increase the NRC profile and provides solid documentation for advocacy

24. 2. Two Steps Ahead To focus on not only what is seen but also what is unseen Maintain extensive networking capacity to understand and predict the political and security developments Ability to translate understanding of the context and access opportunities into practice Being proactive in planning and implementation to deliver aid effectively (continuous C. Planning)

25. 3. Competent Local Staff Core elements, skills and motivation Socialisation process and Organisational culture Flexible utilisation of human resources ( all staff takes part of all activities) Inclusive approach in programming and decision making Diversified local staff to facilitate access ( All clans) are represented Capacity building

26. Recruitment of competent NRC local staff Socialisation process aimed at value transformation Internalization of NRC values, procedures and routines Control Mechanisms +Monitoring and evaluation Desired Organisational culture DECIPLINEDECIPLINE Desired organisational culture From Clan to “NRC”

27. From NRC to beneficiaries Beneficiaries and stakeholders take part activity design and implementation Most radical group al-shebaab are invited to witness NRC implementation methodology Gain acceptance based on fair allocation of resources Gain acceptance from the community and beneficiaries through determination and persistence Bypass gate keepers in the settlements 4. Fair and transparent delivery of assitance

28. 5.Working with all stakeholders The only way to negotiate access is the ability to work with all stakeholders on the ground All stakeholders should understand the importance of delivering assistance to the most vulnerable people Understanding the formal/informal boundaries of all actors The crucial role of the beneficiaries and host community

29. 6. Holistic provision of services Quick and visible assistance with noticeable impact Targeting the same beneficiaries with different activities over time Continuous monitoring of the assistance provided Viable trust between the agency and beneficiaries IDPs are skeptical of aid agencies

30. 7. Experence Based Methodology Lessons identified and learnt All core activities developed experience based methodology of implementation Continues refining of the methodology by the staff on the ground based on daily operational experiences Simple and to the point Project managers are responsible for the methodology

31. Our ability to deliver fairly to all groups increases access and our security Beneficiary selection criteria‘s NRC targets settlements where we can target all beneficiaries Blanket coverage reduces the risk of threats from beneficiaries 8. Blanket Coverage

32. 9. Opportunistic implementation of activities Identify and utilize windows of opportunities Contingency planning Ability to respond to emergencies whenever access emerges Development of response plans per sector Monitoring and tracking on events on a daily basis Strategic contextual analysis to make sensible implementation decisions

33. Beneficiaries Assisted 07-09 THANK YOU ANY QUESTIONS?