Final Draft – 27th Feb 2007

Delegation of the European Commission in Kenya,

Somalia Operations

Contract No: 514-NGO-L12-04

Somali Animal Health Services Project

Mid-Term Project Evaluation Report

By

Professor Mark M. RweyemamuMark.rweyemamu@btinternet.com

January 2007

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LIST OF CONTENTS

List of Tables:

Table 1: Rinderpest (RP) Vaccination and Observed Antibody Prevalence in Gedo,

Middle Juba and Lower Juba regions of Southern Somalia

Table 2: Result 3 – Surveillance Gap Analysis

Table 3: SAHPS Summary of Expenditure to 30 Nov 2006

Table4: Veterinary Council of Tanzania

Table 5: Available Statistics about Veterinary Human Resource in the SAHSP Project

Area

List of Figures:

Fig 1: SAHSP Role in Public-Private Partnership Development

Fig 2: Principles of Risk Management of Transboundary Animal Diseases

Fig 3: A Vision for a future Public-Private Synergy for Somali Veterinary Services

Fig 4: A Proposed Programme Structure for a possible Follow-up Project

ACRONYMS

EXECUTIVE SUMMARY

MAIN REPORT

SECTION A: PROJECT DESIGN

A1: Introduction and Background

A2: Genesis of SAHSP

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A3: Project Objectives and Design

A4: Project Design

A5: The Logical Framework.

A5.1: Indicators

A5.2: Assumptions and Risks

A6: Project Start-Up

A7: Method Used in the Evaluation

SECTION B: KEY FINDINGS

B1: Overall Assessment

B2: Summary of Key Findings by Expected Results (See Annex 1 for details)

B2.1: Expected Result 1: Capacity of Somali insti tutions to effectively deliver

and regulate animal health services strengthened

B2.2: Expected Result 2: Measures for the eradication of Rinderpest from the

Somali ecosystem implemented in collaboration with AU/IBAR/PACE

and neighbouring countries.

B2.2.1: Chronology of rinderpest events:

B2.2.2: Rinderpest surveillance results from the Kenyan side of the

Somali-ecosystem

B2.2.3: Interpretation of results from the 2006 rinderpest survey in

Somalia

B2.3 Expected Result 3: Mechanisms for reducing vulnerability of nomadic

Somali l ivestock to threats of major epizootics strengthened through the

establishment of a surveillance system

SECTION C: PROJECT MANAGEMENT

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C1: Project Management Structure

C2: Project Expenditure Pattern

C3: Project Coordination

C4: Project Linkages

C5: Monitoring and Evaluation

C6: Linkages between Ethiopia, Kenya and Somalia – an epidemiological

cluster

C7: Interaction with AU-IBAR

C8: Interaction with FAO

C9: Interaction with OIE

SECTION D: PROJECT IMPACT AND EFFECTIVENESS

D1: Project Impact – Perception of Stakeholders

SECTION E: RECOMMENDATIONS FOR THE WORK PLAN TO END OF

CURRENT PROJECT

SECTION F: PROJECT SUSTAINABILITY AND LONG-TERM VISION FOR

SOMALI ANIMAL HEALTH SERVICE

F1: Context

F2: Basic Concepts for Risk Management of Trade Limit ing Diseases

F3: Public and Private Sector Synergy

F4: Animal Disease Surveillance and Laboratory Services

F5: Veterinary Legislation

F6: Who Pays and how to Ensure Long-term Sustainabil ity

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Section G: RECOMMENDATIONS FOR A POSSIBLE FOLLOW-UP PROJECT

SECTION H: ANNEXES:

Annex 1: Project Effectiveness by the Log-frame

Annex 2: Idle training facil it ies at Buran, Sanaag Region in Puntland

Annex 3: Gaps Analysis for the SAHSP Animal Disease Surveillance Network

Annex 4: SAHSP Project Expenditure to 30 th November 2006

Annex 5: Terms of Reference

Annex 6: List of Persons Met

Annex 7: Projected End-of-Project Management Arrangements

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ACRONYMS

AU/IBAR African Union / Inter-African Bureau of Animal ResourcesARIS Animal Resources Information System BENALPA Benadir Livestock Professionals’ Association

CAHC Community-Base Animal Health Care

CAHW Community-based Animal Health Worker

CBPP Contagious Bovine Pleuropneumonia

CCPP Contagious Caprine Pleuropneumonia

CERELPA Central Regions Livestock Professionals’ Association

CSU Common Service Unit AU/IBAR PACE Project

CVL Central Veterinary Laboratory

CVO Chief veterinary Officer (=Director of Veterinary Services)

DG Director General DfID Department for International Development, UK Government

DVO District Veterinary OfficerDVS Director of Veterinary Services (=Chief Veterinary Officer)EC European Commission ECHO European Commission Humanitarian Office

ECSALI Enhancement of Capacity of Somali Agricultural and Livestock Institutions

ProjectECSU European Commission – Somalia Unit EDMU Epidemiology and Data Management UnitEMPRES Emergency Prevention System for Transboundary Animal and Plant

Pests and Diseases - a priority global programme of FAO

EXCELEX Export and Certification of Livestock for Export Project

EW Early Warning

FAO Food and Agriculture Organisation of the United Nations

FVM Faculty of Veterinary Medicine

GDP Gross Domestic Product - a measure of total economic activity of a nation

GLEWS Global Early Warning System for TADs and Zoonoses - at FAO HQ on behalf

of FAO, OIE and WHO

GPS Geographical Positioning System

GREP Global Rinderpest Eradication Programme – coordinated by FAO

ILRI International Livestock Research Institute

INGO International Non-Governmental Organisation

ITP Itinerant Training Programme

KARI Kenya Agricultural Research Institute

KWS Kenya Wildlife Services

LICUS Low Income Countries Under Stress

MoL Ministry of Livestock, Somaliland

MoLAE Ministry of Livestock, Agriculture and Environment, Puntland

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MoU Memorandum of Understanding

NAHA Nomadic Animal Health Assistant

NGO Non-Governmental Organisation

OIE Office International des Epizooties (World Organisation for Animal Health)

PACE Pan African Control of Epizootics

PDS Participatory Disease Search

PMU Project Management Unit

PPR Peste des Petits Ruminants

PULPA Puntland Livestock Professionals’ Association

RP Rinderpest

RPT Reporting

RVC Regional Veterinary coordinator

RVF Rift Valley Fever

RVO Regional Veterinary Officer

SAHSP Somali Animal Health Services Project

SCIU Somali Co-ordination and Implementation Unit

SEDMU Somali Epidemiology and Data Management Unit

SERECU Somali Ecosystem Rinderpest Eradication Coordination Unit

SHA Swiss Humanitarian Aid

SOWELPA South Western Livestock Professionals’ Association

SoLNAVA Somaliland National Veterinary Association

SLPF Somali Livestock Professionals’ Forum

SSS Somalia Support Secretariat

STVS Sheikh Technical Veterinary School - located in Somaliland

SVP Somali Veterinary Professional

TA Technical Advisor

TAD Transboundary animal disease

TADInfo Transboundary Animal Diseases Information System

TAWIRI Tanzania Wildlife Research Institute

TFG Transitional Federal Government of Somalia

ToR Terms of Reference

ULPA United Livestock Professionals’ Association

UN United Nations

UNDP United Nations Development Programme

VIC Veterinary Investigation Centre

VSF Veterinaires sans Frontiere

WAHD World Animal Health Information Database - of the OIE

WHO World Health Organisation of the United Nations

WTO World Trade Organisation

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Project basic data

Project Tit le: Somali Animal Health Services Project (SAHSP)

Contract No: 514 – NGO – L12-04

Starting date of contract: 1stApril 2005

Ending date of contract: 30thSeptember 2007.

Recipient Organization: Terra Nuova

Partners: UNA and COOPI

Location: County-wide with field offices in Somaliland (Hargeisa), Puntland

(Garowe), Central Somalia (Jowhar/Belet-Weyne) and Southern Somalia

(Dinsor/Afmadow).

Total contracted amount: Euro 3,157,718

• EC Contribution: Euro 2,999,832

• Other Contributions: Euro 157,886

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MID-TERM EVALUATION OF THE SOMALI ANIMAL HEALTH SERVICES

PROJECT (SAHSP)

EXECUTIVE SUMMARY

The Somali Animal Health Services Project (SAHSP) was established as a contract between

the European Commission, represented by its Delegation in Kenya, and the Terra Nuova, on

behalf of a consortium of 3 NGOs (Terra Nuova, UNA and COOPI) with over 10 years

experience in the livestock sector of Somalia during the prolonged period of unsettled civil

security. The project became operational on 1st April 2005 and is due to end on 30th

September 2007.

The specific objective (i.e. purpose) of SAHSP has been defined by the contracting parties as:

“To improve delivery and regulation of animal health services in order to enhance livestock

production, domestic and export trade in livestock and livestock products”. Project Outputs

are supposed to be delivered through 3 main Expected Results, namely:

• Capacity of Somali institutions to effectively deliver and regulate animal health

services strengthened.

• Measures for the eradication of Rinderpest from the Somali ecosystem implemented

in collaboration with AU/IBAR/PACE and neighbouring countries.

• Mechanisms for reducing the vulnerability of nomadic Somali livestock to threats of

major epizootics strengthened through the establishment of a surveillance system.

The contracting parties agreed to commission an independent mid-term evaluation (MTE) in

order to assess the progress in implementation of the project, the relevance of SAHSP

objectives and activities to the identified needs and to make recommendations for the

remaining period as well as for any possible follow up similar initiative. The evaluation was

undertaken from 3rd to 22nd January, 2007. It included field visits to Puntland and Somaliland

from 6th to 15th January. Because of the prevailing security concerns it was not possible to visit

Central and Southern Somalia. Instead, the SAHSP Zonal Coordinators, SAHSP Field

Officers and representatives of the two professional associations, SOWELPA and CERELPA,

came to Hargeisa, by road, to meet the consultant. The consultant undertook a literature

review of documents and reports generated by the project and conducted interviews with

several stakeholders both in Nairobi and in the field in Somalia as well as a gap analysis with

specific reference to the capacity for surveillance. The preliminary findings were presented to

a stakeholder debriefing session at the AU-IBAR HQ in Nairobi on 22nd January 2007 and an

Aide Memoire was submitted through project management to the donor and the

implementation partners.

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Key Findings:

The design of SAHSP built on the achievement of the Somali PACE project and the

experience of the implementing partners of having been involved in the Somali livestock

sector for some 10 years. Three of the Technical Advisors had also been involved in the

implementation of the Somali PACE project. Accordingly, both the design and the

implementation of SAHSP have focused on consolidating issues that had been identified

during PACE, such as the surveillance that would determine the rinderpest status of the

Somali eco-system, promoting service delivery through the private veterinary sector by

strengthening and collaborating with the veterinary professional associations as well as the

nascent public sector where possible. The project has also either consolidated or set up some

strategic interventions that would have a long term impact, such as initiating a system for

disease surveillance, disease information and disease emergency preparedness, developing

livestock policy documents, Master Plans and Veterinary Codes. Therefore, both the design

and implementation of SAHSP have focused on priority areas for the livestock sector bearing

in the national and regional perspectives. SAHSP has also been driven by a long-term vision

and thereby focused in setting in motion features of a future national veterinary service

system rather than by simply concentrating on delivery of immediate animal health

operations.

The continuing security uncertainty has meant that the Project Management Unit for SAHSP

had to be maintained in Nairobi. Nevertheless, the 4 Thematic Technical Advisors were

located within Somalia. So the coordination and management of the project depended

considerably on the availability of ECHO flights between Nairobi and the different project

zones.

From the scientific perspective, overall, the project delivery was found to be satisfactory and

the quality of the outputs to be of a technically high standard. Project delivery was on

schedule despite such extraneous factors as continued uncertainties about security,

disruptions in ECHO flights and a weaker than expected capacity of the public sector

counterpart in Puntland and Somaliland plus an under-funding of two of the Results, which

has been rectified during the course of project implementation.

The project achievements can be summarised as follows:

• High calibre staff - both Somali and Technical Advisors

• Good morale among staff

• Scientific Output of high standard

• Surveillance is better developed in Central and Southern Somalia than in Puntland

and Somaliland Project Zones

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• Expenditure is on target in relation to budget

• Impact of SAHSP is rated as high by stakeholders; the project is valued and

respected

• Consensus among stakeholders that SAHSP is vital to the Somali livestock sector

• Collaboration in SERECU is regarded as highly valuable by SAHSP as well as by the

veterinary services of Kenya and Ethiopia

• Current evidence does not rule out the possibility of low grade rinderpest virus activity

in Southern Somalia.

At project-end it can be expected that a framework for disease surveillance and animal

disease information will be in place, the rinderpest status of Southern and Central Somalia will

have been determined and that this will have enabled the Somali authorities to make an

appropriate declaration to the OIE and thereby embark on the OIE Pathway for rinderpest

eradication, the livestock policy, master plan and veterinary codes would have been

introduced into Puntland and Somaliland and the use of private veterinary service providers

would have been consolidated. Short-term training of both public and private sector veterinary

personnel as well as some rehabilitation of basic veterinary infrastructure will also have been

undertaken. To achieve these targets it will be essential to adjust the project work plan as

recommended below.

The activities of SAHSP are standard approaches for rehabilitating a national veterinary

service. SAHSP has started a process that will need to be consolidated and be placed on a

sustainable basis in a follow-up project as recommended below.

Recommendations for the Remaining Project Period

Two recommendations have been highlighted as the most crucial for the remaining part of the

current project cycle. These are (a) the installation of a working framework for disease

surveillance and animal disease information in each of the project Zones as well as at the

PMU HQ; (b) the undertaking of a SERECU coordinated rinderpest survey in collaboration

with Kenya and Ethiopia in such a way that the outcome would be an agreed definition of the

status of rinderpest viral activity in Southern Somalia and a clear advice to the countries, AU-

IBAR and the donor on an action plan that should emanate from such an analysis. Several

proposals have been made in order to facilitate the focus on the two activities. These include

financial incentive payment in Puntland and Somaliland to the public servants involved in the

setting up of the Epidemiology and Data Management Units (EDMUs) there and the training

of the National Epidemiologist to enable him take an active role in setting up the disease

database.

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With respect to the rinderpest status, it is recommended that important for SAHSP to develop

and rehearse a contingency operational plan with appropriate costing (which hopefully

might not be activated) for a focused rinderpest vaccination in parts of Southern Somalia (i.e.

preparedness for a worst case scenario), should the SERECU coordinated analysis of the

planned rinderpest survey conclude (with the collaboration of AU-IBAR and FAO) that the risk

for rinderpest virus circulation in the previously suspected areas of Southern Somalia still

exists and that such a focus needs to be eliminated by blitz or immuno-sterilisation

vaccination as previously happened in northern Tanzania in 1997/98 and in north-eastern

Kenya in 2003. It should be emphasised that whatever conclusion the SERECU analysis

reaches, it will still be necessary to maintain an active rinderpest surveillance in Southern

Somalia until at least 2010/2011 to be able to satisfy the current stipulations of the OIE

Terrestrial Animal Health Code for freedom from rinderpest infection.

Other recommendations are:

i. Having a common template between SAHSP and ESCALI for developing an effective

public-private sector synergy in animal health delivery and in developing associated

policies and regulations.

ii. Adjusting the job description of the National Coordinator to enable him to actively

participate in the development of the emergency preparedness project portfolio.

iii. Deferring the recruitment of the replacement Epidemiology Advisor until a follow-on

phase has eventually been approved.

iv. Modifying the design of the website that is in progress to reflect wider aspects of Somali

Animal Health than just projecting SAHSP activities.

v. Instituting and convening a Steering Committee

vi. If there are savings, seeking a No-Cost-Extension in order to allow for effective

completion of the two priority activities cited above and for wide stakeholder

consultations as well as negotiations with FAO about modalities for future FAO

backstopping by the normative Technical Divisions, particularly the EMPRES

Programme.

Recommendations for a Possible Follow-up Project

SAHSP has laid a solid foundation for a long-term institutional capacity building project with a

view to long-term sustainability. It is now important to start a dialogue among the various

stakeholders on the vision of a future veterinary service system in Somalia which will also

determine the shape of projects in the animal health fields. Such a dialogue would need to be

at policy level and is probably best co-initiated by the EU and FAO, building on the 2004

report of the Joint FAO-EU-World Bank study on a future livestock development strategy for

Somalia.

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At the project level, the MTE recommends that there be a follow up SAHSP-2 project with the

following considerations:

1. Assured 2-cycle funding (i.e. 60 -72 months) with funding from one phase to the next

being contingent on performance evaluation of the on-going phase.

2. A negotiated formal arrangement that will facilitate the technical support and back-

stopping by FAO normative system (especially EMPRES) to the SAHSP-2.

3. Should there be an extension to SAHSP, as suggested above, the end of the present

phases for both SAHSP and ESCALI will be close. In such an event consideration

could be given to integrating the livestock policy elements of ESCALI into the new

SAHSP-2 project so as to have a coherent approach by design rather than by

coincidence as in the current phase, which works well because Terra Nova is

involved in the implementation of both SAHSP and ESCALI. If the implementation of

ESCALI had been awarded to a different agency, the close collaboration that now

exists between SAHSP and ESCALI would have been fortuitous. The activities of the

new SAHSP-2 can therefore be re-arranged along 4 technical themes, while retaining

the current administrative structure (H&R, Finance and Procurement) to underpin the

technical inputs. The technical themes would be:

• Surveillance and Early Warning to cover:

o Lab & Epidemiology capacity;

o Rinderpest surveys;

o Animal disease information system;

o disease reporting;

o early warning;

o Somali surveil lance network

• Preparedness and Response systems to cover

o Preparedness and Contingency Plans

o Outbreak investigations

o Somali disease intervention network

• Livestock/Veterinary Policy to cover:

o Public-Private-Partnerships;

o Regulations;

o Norms, Standards and international conventions;

o Boards;

o Associations;

o Cross-cutting issues e.g. socio-economics, gender,

HIV/AIDS

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• Knowledge Transfer and Management to cover:

o Training for all levels,

o Communication & Stakeholder awareness

4. Strengthening the newly formed Veterinary Boards to enable them to become

effective custodians of ethics and standards, registration of private practices and

promotion of public-private partnerships.

5. Setting up a training scheme for veterinary assistants (i.e. 2 year animal health

course after Secondary School). There is a dire shortage of trained primary animal

health care and service delivery personnel in Somalia, namely veterinary/animal

health assistants. Two approaches are suggested:

a. The first, which would address a short term approach, could be achieved by

making some adjustment to the curriculum of the Sheikh Technical Veterinary

School (STVS) to allow it to issue both Certificate and Diploma qualifications.

By this approach the SVTS would be allowed a large intake of Secondary

School leavers primarily into a 2 year programme a leading to a Certificate in

Animal Health. Some of the Certificate graduates and some serving animal

health assistants could be offered a 1 year specialist course leading to a

diploma in animal health or in commodity sanitary inspections as already

planned for the SVTS.

b. The second, and more medium term approach, would be to utilise the

dormant facilities at Buran in Sanaag Region to run a dedicated

veterinary/animal health assistant training programme, along the lines of

similar institutions in Kenya and Tanzania. It will not duplicate what is planned

for the Sheikh Technical Veterinary School as it caters for a different

objective.

By instituting both Certificate and Diploma programmes it will be possible to start

addressing the dire need for middle cadre technical personnel, a core issue for

sustainable animal health service delivery. Another advantage is that the scheme will

start bringing Somalia into line with practices in East Africa and the definitions of the

OIE Terrestrial Animal Health Code for veterinarians (i.e. professionals) and para-

veterinarians /para-professionals.

6. In the short–term the shortage of fully qualified veterinarians (as defined by the OIE

Code) in Somalia could be addressed through the provision of scholarships,

preferably, tenable at veterinary faculties in universities in the rest of Africa.

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MAIN REPORT

SECTION A: PROJECT DESIGN

A1: Introduction and Background

Livestock is the main stay of the Somali economy. It contributes about 60% to the incomes or

subsistence of the Somali population. Livestock exports are estimated to account for about

40% of the national GDP and 80% of foreign currency earnings. About 60% of the Somali

population are nomadic pastoralists. Somali pastoralism differs from other forms of pastoral

production in that it is a market-integrated commercial system despite being subsistence-

oriented in many areas. Exporting livestock is a long standing tradition. Until 1975, Somalia

was the world’s largest exporter of live animals and in 1985 ranked third after Australia and

Turkey in the number of exported sheep and goats. Over 90% of livestock exports are

destined for the Arabian Peninsular and the Gulf Countries1. In recent years a growing

diversification has been the construction of large abattoirs and export of meat.

With such a high dependence on livestock export, it is not surprising that whenever Saudi

Arabia and other Middle Eastern Countries have imposed import bans for fear of disease

introduction, such bans have had serious consequences on the economic performance of

Somalia.

Despite the civil strife that has characterised Somalia during the last 16 years, the livestock

sector has continued to enjoy the most support from the international community and relief

agencies, including NGOs. A major factor for this continued involvement has been the

realisation that livestock plays a central role in the livelihoods of the Somali people.

The Somali Animal Health Services Project (SAHSP) is one such project which aims at

restoring a credible veterinary service that is underpinned by disease surveillance. The

project time frame is 1st April 2005 to 30th September 2007. This mid-term evaluation (MTE) of

SAHSP was launched in order to provide the donor and the project implementation team with

an assessment of the progress in implementation of the project. Emphasis was placed on the

relevance of SAHSP objectives and activities to the identified needs, the efficiency of its

implementation and its effectiveness to date. The potential and requirements for

institutionalisation and sustainability of SAHSP outputs by the beneficiaries was also

assessed.

1 The information in this paragraph is primarily derived from the PhD Dissertation of Dr S. Tempia (2006). The Dynamics of Rinderpest in Nomadic Pastoral Systems: The Somali Surveillance Example. In partial fulfilment of the requirements for the Degree of Doctor of Philosophy Colorado State University Fort Collins, Colorado

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A2: Genesis of SAHSP

The SAHSP started on 1st April 2005 and is a follow up to the Somali PACE project which ran

from 1st October 2001 to 31st March 2005. This in turn was preceded by a series of EC-funded

projects implemented by Terra Nuova and its partners since 1994. The current SAHSP builds

on a sustained experience of Terra Nuova and its partners in the field of animal health and

livestock services delivery in Somalia which extends over 10 years. The genesis of SAHSP

can be summarised as follows:

• 1994 – 1996: Private Sector Support Programme. Development of therapeutic skills;

• 1997 – 1998: Itinerant Training Programme (ITP-phase 1) – focus on private service

delivery to livestock producers; Export Related Veterinary Services Project in

Puntland and Somaliland

• 1999-2001 (ITP-2): Initiate disease surveillance; some support to the public sector in

Somaliland – Master Plan & Vet Code;

• 2002-2005 (ITP-3): Extend ITP to Central and South Somalia;

• 1998 – 2000: Somali Pan African Rinderpest Campaign (PARC) project within the

context of the Pan-African Campaign for Rinderpest Control which focused on both

rinderpest control and establishing enabling veterinary systems like reducing the role

of the State in animal health services delivery.

• 2001 – 2005: Somali PACE Project – rinderpest surveillance linked to Regional PACE

programme under IBAR; Consolidation of support to public institutions and Livestock

Professionals’ Associations.

• 2005 to-date: SAHSP.

Thus the SAHSP project is a successor project to initiatives that started some 10 years

earlier. It builds directly on the experience of both PARC and PACE. While members of the

current consortium of Terra Nova, UNA and COOPI have collaborated in the past, SAHSP is

the first initiative that binds all three together in managing a common project.

In designing SAHSP the implementation partners would also have taken into account the

contents of the FAO-EU-WB study for a Somali livestock sector2, which was completed in

2 FAO-European Union-World Bank (29 April 2004). SOMALIA: TOWARDS A LIVESTOCK SECTOR STRATEGY. FINAL REPORT. Report No.: 04/001 IC–SOM

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April 2004, as well as the recommendations of the Somali PACE Evaluation which took place

in January-February 2004.

A3: Project Objective, Purpose and Strategy

The overall objective of the project has been defined as:

To contribute to the improvement of livelihoods by enhancing food security and

income generation through the control and eradication of major epizootic diseases of

livestock.

The specific objective (or purpose) of SAHSP has been defined as:

To improve delivery and regulation of animal health services in order to enhance

livestock production, domestic and export trade in livestock and livestock products.

From the above it can be deduced that the strategy of SAHSP would be to facilitate the re-

establishment of a public goods veterinary services system in Somalia through addressing

trade limiting transboundary animal diseases3 (TADs), developing codes of veterinary

governance and regulatory systems that are compatible with the OIE Terrestrial Animal

Health Code, engagement of the livestock dependent communities in the understanding and

risk management of TADs and contracting of licensed private veterinary practitioners/service

providers in undertaking public good activities such as sampling of animals for

epidemiological surveillance, disease notification/reporting and inspections under the

supervision of either official veterinary personnel or SAHSP staff in the 4 Project Zones (i.e.

Puntland, Somaliland, Central Somalia and Southern Somalia).

This strategy is in line with modern thinking for the risk management of transboundary animal

diseases (TADs), which are trade limiting.

A4: Project Design

The design focuses on laying the ground or strengthening the existing elements of the public

sector as well as continuing the development and strengthening of the role of the private

sector in the delivery of public goods veterinary services. The project, therefore, lays the

practical foundation for a future veterinary administration that will recognise the pivotal role of

the private veterinary sector.3 Transboundary animal diseases are defined as: those infectious diseases of animals that are of significant economic, trade and/or food security importance for a considerable number of countries; which can easily spread to other countries and reach epidemic proportions; and where control/management, including exclusion, requires cooperation between several countries.

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The project has been designed using an Outcomes based Logical Framework in line with the

guidelines of the European Commission for development projects.

Accordingly, the project has set out 3 Main Outputs as Expected Results. These are:

1. Capacity of Somali institutions to effectively deliver and regulate animal health

services strengthened

2. Measures for the eradication of Rinderpest from the Somali ecosystem implemented

in collaboration with AU/IBAR/PACE and neighbouring countries.

3. Mechanisms for reducing the vulnerability of nomadic Somali livestock to threats of

major epizootics strengthened through the establishment of a surveillance system.

A5: The Logical Framework.

There are several aspects of the design of the logical framework where the verifiable

indicators have been set at an ambitious level. These were revised downwards quite early in

the project cycle. Nevertheless several extraneous factors are likely to compromise delivery.

The following account summarises an assessment of the Indicators, Assumptions and Risks

given in the revised logical framework.

A5.1: Indicators

Purpose (or specific objective):

The purpose of improving the delivery of animal health services is quite pertinent.

The indicator of a 50% increase by March 2007 of the number of pastoralist

communities and livestock traders accessing professionally supervised animal health

services could not readily be verified quantitatively as the project reports do not

readily report on such statistics and the sources of verification indicated in the logical

framework were not readily available to the MTE. In any case it would have been

difficult to assess a 50% increase as the baseline data were not given in the logical

framework. Also project reports do not show explicitly the statistics regarding

household incomes, disease prevalence reductions and number of pastoralists

accessing professionally supervised animal health services. So only a qualitative

assessment was possible. This could only be deduced from stakeholder perceptions,

which were all positive as discussed under Section D1.

Result 1:

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The indicators are reasonable. However the timeframe is optimistic in several cases.

For example, the target for a 50% (originally 80%) implementation of

recommendations of the Master Plan within 20 months ignores the financial

implications of the recommendations and the fact that the document that was

prepared by the Somali PACE Project for Puntland was only advisory, the public

sector had to adopt the concepts, transform the recommendations into a government

document and submit to parliament before implementation can commence. It is also

ambitious to forecast the completion of laboratory rehabilitation, training of staff,

purchase and installation of equipment and have the laboratories operational within

14 months. Most of the indicators should have been targeted for effective operation

during the last 6 months of the project.

The reference of the Epidemiology and Data Management Units (EDMUs) seems to

be misplaced. This should be under Result 3.

Result 2:

The indicators are reasonable. However they emphasise technical activities rather

than links to specific rinderpest eradication targets in relation to the OIE Pathway and

the FAO-GREP Blueprint towards global rinderpest eradication by 2010. The caution

was probably dictated by the security uncertainties.

Result 3:

The surveillance targets, including the operational capacity of the EDMUs were set at

an ambitious level considering that this activity was being introduced into the 4 project

zones for the first time. A more realistic target would have been to ensure that the

framework (i.e. basic elements) for the EDMU system is in place in all the 4 zones by

project end, rather than being fully operational. Countries in the rest of Tropical Africa,

with stable and functioning public sectors, have taken longer than 26 months to have

a functional system.

A5.2: Assumptions and Risks

The SAHSP project is primarily an institutional capacity building project. It is unrealistic that

the purpose of the project, which basically is improved veterinary services to a sustainable

level can be fully realised in 30 months. A major assumption should be continued donor

support and Somali stakeholder collaboration. Neither of these two assumptions is listed in

the logical framework.

The project was designed and is being implemented by highly dedicated personnel, who

expect to achieve results notwithstanding some obvious risks and assumptions that are

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extraneous to the project operations. For example, although inter-clan rivalry is cited by many

outside observers as a risk factor in project implementation, the SAHSP logical framework

makes no reference to such a risk. This probably reflects the expertise that has evolved over

a 10-year engagement by members of the SAHSP consortium in the Somali livestock system

that has created a level of trust and confidence in the operations of SAHSP, which are taken

to be purely technical without impinging on political or inter-clan rivalry. Project staff has

evolved this relationship with the Somali stakeholders that they no longer seem to regard it as

a major risk mitigation achievement.

The assumptions and risks listed in the logical framework are quite valid. However, there is no

mention of risk mitigation factors. For example, many of the activities under Results 2 and 3

require an effective outreach system despite unsettled security. Both the Somali PACE and

SAHSP projects have developed mitigation systems which rely on engagement of Somali

resident professionals and community animal health workers (CAHWs) for the outreach

system, which functions well. Yet this is taken for granted and is not reflected in the

assumptions, risks and risk mitigation measures.

There are also extraneous factors which depend on the counterpart capacity of the public

sector which were not adequately reflected in the assumptions. Three factors stand out as the

most prominent: the non-effectiveness of the Transitional Federal Government which was

formed five months before SAHSP (i.e. in October 2004) and to-date is not yet fully

operational in the livestock sector; a much weaker than expected counterpart public sector in

both Puntland and Somaliland, and thirdly, an under-funding of some Outputs. This last factor

has been partly addressed either by supplementary funding of Result 3 (Preparedness) or by

the funding of the Project for Enhancement of Capacity of Somali Agricultural and Livestock

Institutions (ECSALI) which complements Result 1 of SAHSP.

The targets for disease emergency preparedness plans make no reference to access to a

contingency fund for preventing initial disease spread. As SAHSP is not primarily a disease

intervention project, effective disease emergency control would depend on interaction and

collaboration with other partners whose primary activity is the control of disease emergencies.

Such an assumption and measures for verification need to be reflected in the logical

framework.

Apparently, the Rift Valley fever risk prediction model was intended to be developed jointly

with FAO, and therefore was contingent upon an agreement with FAO. This is not indicated in

the assumptions.

20

A6: Project Start-Up

The Grant Contract No. 514-NGO-L12-04 was signed in December 2004 between the

European Community, represented by the EC Delegation in Kenya and Terra Nuova for a

total of €3,157,718 as part of the EDF 5th Rehabilitation Programme for Somalia. The

expected start date for implementation of the Action covered by the contract was 1 st April

2005. Indeed the Project Management Unit (PMU) was set up on 1st April 2005 with the Chief

Technical Advisor, the Project Epidemiology Advisor, the Project Administrative and Human

Resources Advisor and the National Administrator. By the end of August 2005 all project staff

at the PMU and in the Zonal Offices were in place. The project was able to produce a detailed

inception report for the initial 4 months in August 2005.

While the start up was uneventful, expatriate and PMU-based project staff have had to be

either evacuated or relocated temporarily on six occasions between August 2005 and January

2007, totalling about 85 equivalent work days. Nevertheless as the TAs are expected to

spend 70% of their time away from their duty stations, it was possible to reschedule their

programme of work appropriately.

A7: Method Used in the Evaluation

This evaluation was undertaken from 3rd to 22nd January, 2007. It included field visits to

Puntland and Somaliland from 6th to 15th January. Because of the prevailing security concerns

it was not possible to visit Central and Southern Somalia. Instead, the SAHSP Zonal

Coordinators, SAHSP Field Officers and representatives of the two professional associations,

SOWELPA and CERELPA came to Hargeisa, by road, to meet the consultant.

From the Terms of Reference (Annex 5), it could be synthesised that the evaluation would

focus on 4 main thrusts:

• The design and relevance of the project

• The processes including implementation schedule of activities and project delivery in

accordance with the logical framework and the Grant Contract

• The pathway towards an institutionalised and sustainable system for public sector

animal health management through the oversight of the risk management of trade

limiting TADs, including the competencies for veterinary operations and institutional

capacity building

• Linkages that SAHSP is developing with Somali institutions, other internationally

funded animal health related projects in Somalia, with veterinary services in the TADs

21

epidemiologically linked areas of Ethiopia and Kenya under the umbrella of AU-IBAR

as well as linkages with the normative guidance of AU-IBAR, OIE and FAO-Animal

Health (especially EMPRES).

The consultant undertook a literature study of the project documents and reports, undertook

interviews with various stakeholders (See Annex 6: List of Persons met) and undertook a

gaps analysis workshop directly with project personnel from Somaliland, Central Somalia and

Southern Somalia plus representatives of livestock professional associations from these

zones. This was joined by the CTA, the National Coordinator, the TA for Surveillance and the

TA for Policy & Communication. The TA from Puntland took part remotely.

22

SECTION B: KEY FINDINGS

B1: Overall Assessment

Overall, the project delivery is satisfactory and the quality of the outputs is acknowledged as

being of a technically high standard. The extraneous factors cited above and the unavailability

of one TA has slowed down some aspects of project delivery.

The project achievements can be summarised as follows:

• High calibre staff - both Somali and Technical Advisors

• Good morale among staff

• Scientific Output of high standard

• Surveillance is better developed in Central and Southern Somalia than in Puntland

and Somaliland Project Zones

• Expenditure is on target in relation to budget

• Impact of SAHSP is rated as high by stakeholders; the project is valued and

respected

• Consensus among stakeholders that SAHSP is vital to Somali livestock sector

• Collaboration in SERECU is regarded as highly valuable by SAHSP as well as the

veterinary services of Kenya and Ethiopia

• Current evidence does not rule out the possibility of low grade rinderpest virus activity

in Southern Somalia.

The detailed consolidated project achievements on activity-by-activity basis according to the

logical framework are given in Annex 1.

The account below provides a narrative of the key findings for each of the three major results.

B2: Summary of Key Findings by Expected Results (See Annex 1 for details)

B2.1: Expected Result 1: Capacity of Somali insti tutions to effectively deliver

and regulate animal health services strengthened

a) Capacity building: The stakeholder and other training workshops have been held

on schedule. These have included the training of representatives of Veterinary

Professional Associations in elements of business management and project proposal

preparations. The Hargeisa laboratory has been refurbished and equipped for basic

activities; some training has also taken place. However, the refurbishing and

equipping of the laboratory in Puntland has been delayed. Nevertheless four

23

laboratory technicians from Puntland have undertaken the basic training in Hargeisa

alongside the personnel from Somaliland.

From May 2006, SAHSP started focusing also on additional aspects of the

institutional capacity building: human resources and financial management. These

two aspects were considered essential tools in enhancing ministerial management

and transparency, which are important preconditions to improve service delivery,

public trust and to help the government to re-build a sustainable modern

efficient/effective public administration.

Puntland has the worst capacity for qualified veterinary personnel of all the 4 project

Zones: There are only 5 qualified veterinarians, the youngest of whom is 50 years.

PULPA whose membership is by veterinarians, veterinary assistants and animal

production scientists started at 64 and now stands at 53 without any resignations.

There is a most URGENT need to train veterinary assistants (a course of 2 years

after secondary school) especially for Puntland, as the baseline of the veterinary

cadre for primary animal health care. Two approaches have been recommended

(Section G) which on the one hand could involve some adjustment of the curriculum

of the Sheikh Technical Veterinary School to allow it to offer both Certificate and

Diploma courses and on the other would involve the use of the idle facilities at Buran

in Sanaag Region (Annex 2) with buildings that appear to be structurally sound,

running water and electricity in order to run a dedicated animal health certificate

programme for veterinary/animal health assistants.

b) Regarding the policy and regulatory framework, a livestock policy document for

Somaliland was prepared by a Task Force comprising representatives of the public

and private sectors under the guidance of the TA responsible for Policy and

Communication. This was submitted to the Minister of Livestock in December 2006.

In Puntland the Veterinary Code has been enacted and the Veterinary Board has

been partially constituted. The Master Plan advisory document prepared by the

Somali PACE Project for Puntland has been converted into a government document

entitled: Institutional Procedures and Regulations of the Ministry of Livestock,

Agriculture and Environment. However, so far, it has not been debated and approved

by Parliament. The Minister has asked for a cost-benefit analysis of the implication of

implementing the Master Plan. The SAHSP has commissioned a consultancy for the

study which is expected to be completed by April 2007. In Somaliland the enactment

of the Veterinary Code has been delayed by a series of amendments in parliament

and revisions in the Ministry. It is hoped that the process will be completed during the

next 3 months.

24

This Result will be supplemented by the newly launched ECSALI project which will focus

on the Enhancement of Somali Agriculture and Livestock Institutions which will include

policy and regulatory frameworks as well as promoting public-private sector partnerships

in the delivery of veterinary services (€1,111,111 for 24 months). This project will work

closely with SAHSP and by design will follow the SAHSP Zonal structure.

B2.2: Expected Result 2: Measures for the eradication of Rinderpest from the

Somali ecosystem implemented in collaboration with AU/IBAR/PACE

and neighbouring countries.

B2.2.1: Chronology of key rinderpest events

From the scientific perspective this Output has had a remarkable achievement. The work of

the Project Epidemiology Advisor (Dr Stefano Tempia) under both Somali PACE and SAHSP

has resulted in the award of the degree of Doctor of Philosophy (PhD)4 by the Colorado State

University, at Fort Collins, Colorado, USA.

From this thesis, the published literature and the Technical Reports of both the Somali PACE

Project and SAHSP the following chronology of suspected or confirmed rinderpest in the

Somali eco-system of Somalia and Kenya can be deduced:

i. 1980-1983: a moderately severe epidemic of suspected RP entered Mandera and

spread to extensive areas of Southern Somalia (no laboratory confirmation).

ii. 1985-1988: a second wave of suspected RP affected the Middle and Lower Juba

Regions of Somalia (no laboratory confirmation).

iii. 1991-1993: coincident with the onset of drought in 1991, two waves of suspected RP

spread out from Wajir District, Kenya and eventually spread to Lower Juba causing

moderate to severe mortality (30 to 70%) at Tabta, Bilis Qooqaani, Afmadow, and

Badhade in Somalia (no laboratory confirmation).

iv. 1994-1996: Suspected RP in Mandera District persisted and assumed a mild form.

From Mandera the disease spread to no-mans-land between El Wak, Kenya and El

Wak, Somalia where it was sighted by Somali veterinary personnel in mid-1994 (no

laboratory confirmation). Subsequently this wave seems to have spread up to Gedo in

Southern Somalia.

4 Tempia, S (2006). The Dynamics of Rinderpest in Nomadic Pastoral Systems: The Somali Surveillance Example. In partial fulfilment of the requirements for the Degree of Doctor of Philosophy Colorado State University Fort Collins, Colorado

25

v. 1996, low to moderately severe outbreaks occurred in border regions on both sides of

the Kenya-Somalia border until the onset of the rains in early 1996. Ocular and nasal

swabs from affected cattle at Fino and Hashino were posit ive for the presence of

RP antigen in AGID tests conducted by the KARI NVRC Muguga laboratory,

Kenya. NB: The 1994 – 1996 wave in the Somali eco-system may well have been the

origin of rinderpest Lineage-2 (virus isolat ion and genetic characterisation ) in

wildlife (buffalo and eland) in the Tsavo National Park (1994-5) south-eastern Kenya

and the Nairobi National Park (1996).

vi. In 1998 – 1999 clinically mild cases of RP were detected in several locations of

Afmadow District. In Lower Juba, Middle Juba and Gedo Regions of southern

Somalia 1,693 serum samples were tested using the RP cELISA H test and 152

were detected antibody positive (8.9%).

vii. In April 1998, a boat from Somalia carrying infected cattle was turned away from the

port of Dubai and is believed to have unloaded the animals at Kismayu in southern

Somalia. In early 1999, there were reports of an outbreak among cattle in southern

Somalia and high mortality among warthogs. In the Lower Juba Region, clinical signs

were observed in cattle, which were suggestive of mild rinderpest; no deaths were

observed.

viii. In 1999, vaccination ceased in Gedo and Lower Juba; vaccination in Middle Juba had

ceased in 1993.

ix. In 1999-2001 serological investigations5 carried out on unvaccinated young stock

showed positive results (using the RP cELISA H) in various locations of Hiran, and

Galgadud Regions of Central Somalia.

x. In October – November 2001 an outbreak of mild RP was detected and confirmed

(genetic characterizat ion) in buffalo in the Meru National Park.

xi. During 2002 - 2003 a cross-sectional sero-survey based on a 2-stage cluster

sampling design showed a RP sero-prevalence especially in Gedo (18%), Middle

Juba (16%) and Lower Juba (17%).

xii. In February 2003 a participatory disease search (PDS) was carried out in Middle

Juba. Some cases with signs resembling mild rinderpest were rinderpest positive in

the pen-side test of the WRL Pirbright. However these results were not confirmed

by PCR testing at KARI, Muguga, Kenya.

5 All results of sero-surveys quoted relate to young cattle between the ages of 1 and 3 years, unless otherwise stated.

26

xiii. In September 2003 participatory disease searches in north-east Kenya detected

clinical signs suggestive of mild rinderpest in Garissa District of north-east Kenya.

Samples collected from affected cattle tested positive in the PCR at KARI Muguga but

sequence data at the World Ref. Lab at Pirbright indicated a relationship with the

RBOK vaccine strain rather than Lineage-2, the expected cause. The Kenyan

authorities carried out ring vaccination (150,000 doses) and Somali-PACE vaccinated

the contiguous part of Lower Juba (50,000 doses).

xiv. In 2005 another cross sectional sero-survey also demonstrated sero-positive results

in the same cluster of Gedo (5%), Middle Juba (2%) and Lower Juba (4%). The sero-

prevalence percentages were lower than those detected in the 2002-2003 survey.

xv. January 2006 participatory disease search and purposive sero-survey was

undertaken in Central and Southern Somalia (but not Gedo). Animals with suspicious

clinical signs of mild rinderpest were sampled for virus testing. All samples were

negative for rinderpest. With respect to serology all the sera (1,035) from Hiran,

Middle and Lower Shebele in Central Somalia were negative for RP antibody, as

were those from Bay (298) in Southern Somalia. Sero-positive sera were detected in

Middle Juba (2.3%) and Lower Juba (0.4%).

xvi. July – August 2006 a cross-sectional random survey was carried out in Southern

Somalia concurrently with similar surveys in the Kenyan and Ethiopia parts of the

Somali eco-system. The activities in Kenya and Ethiopia were funded by the PACE

programme and the survey in the entire eco-system was coordinated by SERECU to

ensure harmonised procedures. While Kenya and Ethiopia reported a zero sero-

prevalence, the results from Somalia showed some sero-prevalence especially in

Gedo (2.6%), Middle Juba (2.9%) and Lower Juba (1.2%).

27

Table 1: Rinderpest (RP) Vaccination and Observed Antibody Prevalence in

Gedo, Middle Juba and Lower Juba regions of Southern Somalia

Region Rinderpest Vaccination RP Observed Prevalence and 95% Confidence interval (%)

Last

Vaccination

Coverage Sero-

conversio

n (%)

2002 - 2003 2005 Feb

2006

July 2006

Gedo Jan 1999

(Terra Nuova)

87,356/

612,900

(14.2%)

69 17.8

(15.3–20.7%)

5.2

(2.5–7.8)

Not

done

2.6

(1.6 – 3.6)

Middle

Juba

1993

(International

Red Cross/

Crescent)

?? ?? 16.0

(13.8–18.4)

3.7

(1.7–5.7)

2.3 2.9

(1.0 – 4.8)

Lower

Juba

March 1999

(Terra Nuova,

Somali PACE)

103,703 /

999,450

(10.3%)

78 16.9

(14.6–19.6)

1.7

(1.0–2.3)

0.4 1.2

(0.3 – 2.0)

(NB: surveys in 2003, 2005 and July 2006 were randomised cross-sectional; survey in

February 2006 was non-randomised sampling; it was purposive; this was accompanied by

participatory disease search)

B2.2.2: Rinderpest surveillance results from the Kenyan side of the

Somali-ecosystem

The Kenyan veterinary authorities kindly allowed the consultant access to the results of the

PDS and sero-survey results on the Kenyan side of the Somali eco-system since 2004.

Although the SERECU coordinated survey of July 2006 was the first time that Kenya

undertook a cross-sectional random survey, records do show an increasingly intense

surveillance activity on the Kenyan side of the Somali eco-system especially since 2003. Prior

to the random survey of 2006, purposive surveys in Kenya had indicated some rinderpest

sero-positive prevalence. For example in 2004 moderate RP antibody prevalence in cattle in

Mandera (2.81%) and Tana River (2.65%), in 2005 low prevalence in Tana River (0.37%) and

Ijara Districts (1.11%). As already remarked in 2006 the results from the Kenya side of the

28

Somali eco-system were RP sero-negative. Investigations by Kenyan veterinary teams had

attributed such results to either mis-aging of cattle (i.e. inclusion of animals that had been

vaccinated in 2003) or to laboratory false positives. Also there had been some low rinderpest

sero-positive prevalence in the Rinderpest Disease Free Zone of Kenya. Investigations

related such results to bleeding >3 year old animals that would have been vaccinated before

the Declaration of Disease Freedom. There was no evidence of clustering of sero-positive

results repeated during successive surveys. The Kenyan results are not dissimilar to those

previously obtained in Tanzania within 2 years of cessation of vaccination when some low-

grade RP sero-prevalence could be detected for similar reasons as advanced by Kenya.

Thereafter, in Tanzania, results of sero-surveys in cattle have consistently been RP negative6.

In the time available the consultant was unable to ascertain to what extent the SAHSP and

Kenyan survey teams worked in tandem in the border regions so as to ensure uniform

coverage of the homogeneous cattle population that transcends the Kenya-Somali border. So

the sharp distinction between a zero RP sero-prevalence on the Kenyan side and a positive

sero-prevalence on the Somali side remains an enigma that should be addressed

dispassionately by the SERECU team, hopefully with the support of the FAO-GREP

expertise. One area to start with may be to segregate the serological results from Southern

Somalia between those from the area that was vaccinated in 2003 with the rest and compare

such results with those of the truly contiguous part of Kenya. Incidentally, it should be noted

in passing that all the PDS surveys in the eco-system since 2004 on both sides of the Kenya-

Somali border have consistently failed to demonstrate clinical signs of rinderpest that resulted

in laboratory confirmation, following the 2003 vaccinations. Therefore, there has been no

evidence of either vaccination or clinical rinderpest in the eco-system for more than 3 years.

This has been the basis for both Kenya and Somalia to resolve to declare Provisional

Rinderpest Freedom.

The consultant did not visit Ethiopia and thereby had no direct access to Ethiopian rinderpest

surveillance data.

B2.2.3: Interpretation of results from the 2006 rinderpest survey in

Southern Somalia

There was no consensus on the interpretation of the obtained results by the three countries.

Both Kenya and Ethiopia, which recorded negative sero-prevalence, concluded that

rinderpest was absent from their side of the Somali eco-system. However the Somali results

show a prevalence (albeit low compared with results obtained previously in 2002 and 2005) of

sero-positive results in Gedo, Middle and Lower Juba, areas that are contiguous to Kenya

and Ethiopia. The tendency in SERECU seems to be that the declining prevalence indicates a

progressive disappearance of rinderpest virus from the eco-system.6 The consultant is grateful to the Director of Veterinary Services of Tanzania for permission to access Tanzania’s rinderpest surveillance data.

29

It is possible that the 2003 vaccinations in north-east Kenya and in the neighbouring part of

Southern Somalia, i.e. Lower Juba, may well have eliminated the primary endemic focus for

the Somali eco-system and hence the declining sero-prevalence and absence of sero-positive

results in Kenya in 2006. As rinderpest transmission depends on close contact and mild

rinderpest of Lineage-2 is supposed to spread slowly (i.e. low basic reproduction number), the

expectation would be that the infection will die out on its own accord. However, it is difficult to

comprehend how there could be such a sharp distinction between contiguous herds in Kenya

and Somalia that mix regularly. Furthermore, there was no vaccination in either Gedo or

Middle Juba in 2003; the last vaccination there was respectively in 1999 and 1993. For the

2005 and 2006 surveys, there is a remote possibility for mis-aging in lower Juba where

vaccination was carried out in 2003. However, it is difficult to envisage that such mis-aging

could account for the regular clustering in Gedo, Middle and Lower Juba, especially that it is

not always the same individuals that carry out sampling in these areas. In any case, for Gedo

any animals between 1 and 6 years of age and for Middle Juba animals aged between 1 and

13 years old should be expected to be rinderpest sero-negative. SAHSP staff discounted the

possibility of clandestine vaccination in Gedo and Middle Juba as it would be very difficult to

hide such information consistently over the 5 years of repeated surveys and participatory rural

appraisal inquiries. During the MTE, it was brought to the notice of the consultant that one

Middle Eastern livestock importing country insists on having sheep and goats vaccinated

against Rift Valley fever in the Bosasso port. This is carried out by veterinary inspectors from

the importing country and any residual vaccine is destroyed in the port. There was no

indication that rinderpest vaccination was taking place even in the port. The practice of

vaccination at port is not confined to the Bosasso Port. In Somaliland, the MTE consultant

was informed that an importing country from the Arabian Peninsular insists on cattle being

vaccinated against FMD in the port of Berbera before boarding. This was openly undertaken

by Somaliland veterinary authorities and the consultant was shown a stock of the vaccine in a

cold store in Hargeisa. Once again there was no indication of rinderpest vaccination in the

port.

In contrast with cattle, wildlife surveys in Kenya and Southern Somalia during 2006 were

rinderpest sero-negative, which was consistent with repeated sero-negative results that

Kenya had obtained in 2004 and 2005. It should be noted that with respect to wildlife

surveillance, systematic studies in the entire Somali ecosystem have only been carried out in

Kenya over the last 11 years, principally by the Kenya Wildlife Services (KWS) and AU-IBAR

PACE programme. Therefore, these form the point of reference for the ecosystem for wildlife

surveillance.

After extensive discussions with various stakeholders and examining data from Somali PACE,

SAHSP and the thesis by Dr Tempia, this Evaluation has concluded that the available

evidence does NOT exclude the possibility of low-grade rinderpest viral activity in cattle in

30

Southern Somalia during an inter-epidemic period. Mariner and his colleagues estimated in

2005 that such an inter-epidemic period for the Lineage-2 mild rinderpest in the Somali eco-

system would be about 5 years7.

Members of SERECU have agreed to undertake a repeat survey in June-July 2007. The

design by Dr Tempia is scientifically sound and should once again be the basis of the survey.

But it is important for SAHSP to persuade SERECU and the other two countries that the

design be followed meticulously and that each country undertakes the verification of the

process as is detailed in the October 2006 SAHSP Technical Report. If the security conditions

permit, the survey should allow for teams from the three countries to work in tandem in the

border areas in order to ensure uniform coverage of the homogeneously mixing cattle

population. It would be advisable to include an agreed common guideline for aging cattle in

this eco-system. It should be noted in any case that it will be 4.5 years after the last rinderpest

vaccination in the Kenya-Somali ecosystem. All animals between the ages of 1 and 3 years

would be expected to be sero-negative. Sero-positive results in this age category would

indicate rinderpest viral activity in the field. Therefore, SAHSP should persuade SERECU

management and the partner countries to agree on a contingent line of action in advance

should rinderpest sero-positivity continue to be detected in Southern Somalia, as has been

the case during the last 5 years. It would be advisable to seek GREP expert advice also in

advance.

B2.3 Expected Result 3: Mechanisms for reducing vulnerability of nomadic

Somali l ivestock to threats of major epizootics strengthened through the

establishment of a surveillance system

a) Surveil lance: The field disease reporting system and Zonal Epidemiology and Data

Management Units have been set up in Central Somalia and Southern Somalia. A

gap analysis workshop (Annex 3) with staff from these Zones, which was facilitated

by the consultant, demonstrated that the activity was on schedule in these Zones.

However it was behind schedule in Somaliland, although the initial progress was

satisfactory and practically it had not taken off in Puntland on account of the Ministry

7 Mariner, J.C., McDermott ,J., Heesterbeek , J.A.P., Catley, A. and Roeder, P. (2005). A model of lineage-1 and lineage-2 rinderpest virus transmission in pastoral areas of East Africa. Preventive Veterinary Medicine 69: 245–263

31

there having not appointed and placed key persons both in the field and in the

designated EDMU. Nevertheless, SAHSP has started to submit Somali consolidated

animal disease reports from the four project zones to AU-IBAR derived from all the

Zonal reports. SAHSP has also undertaken retrospective surveys for PPR and CBPP

on stored sera. Overall the workshop rated the activities in Puntland as very low, in

Somaliland as low and those in Central and Southern Somalia as respectively

moderate and good, as show in Table 2 below.

Table 2:Result 3:Surveillance Gap analysis

Good931003232Southern

Moderate69782127Central

Low12291242Somaliland

Very lowTotal rpt = 8 from 4 districts

12.5432Puntland

Overall rating

Av. Reports per month

% Reporting

Districts submitting reports

No. Districts

Project Zone

The underlying reasons seem to relate to an over-estimate of the capacity of the

public sectors in Puntland and Somaliland. The staffing levels of the EDMUs in both

areas are inadequate and practically non-existent in Puntland.

There have also been problems encountered with the use of the ARIS software,

which seem to be intrinsic in the software configuration itself. Some of these could not

be readily resolved by the AU-IBAR PACE group. Should the software problems

persist SAHSP would be well advised also to experiment with the FAO TADInfo

system, at least as a back-up system. Fortunately the TA Surveillance is familiar with

both the ARIS and TADInfo systems. It should therefore be possible to install the

TADInfo as a back-up system.

The 4-stage animal disease information system that has been selected by SAHSP for

Somalia is valid and is in line with other countries, such as Tanzania, that have a

zonal approach to disease surveillance.

32

b) Preparedness: This Result is behind schedule on account of the absence of a TA.

Nevertheless, several key achievements have been attained. Examples include the

preparation of the rinderpest contingency plan, which has been submitted to AU/IBAR

for scrutiny, a document has been developed as a guide to the SAHSP preparedness

strategy. Several investigations of suspected disease outbreaks have been

undertaken promptly upon receipt of reports of suspicion (e.g. avian influenza, Camel

disease, PPR and RVF).

33

SECTION C: PROJECT MANAGEMENT

C1: Project Management Structure

Project staff is recruited by the 3 consortium partners (Terra Nuova, UNA and COOPI). In

theory this could have led to problems of multiple allegiances. In order to create a coherent

chain of project management and to avoid such potential conflicts, the Consortium signed a

specific Memorandum of Understanding to govern the administrative and financial

relationships in the operations of the project. The day-to-day management of the project has

been entrusted to a Project Management Unit which is headed by a Chief Technical Advisor

(CTA). Thus all project staff is accountable to the CTA for all aspects of the project

implementation.

Project Staff at the PMU HQ in Nairobi

Chief Technical Advisor National Coordinator

Epidemiology Advisor National Epidemiologist

Human Resources and Financial Advisor National Administrator

Plus 4 Kenyan support staff comprising a secretary, an accountant, a driver and a

receptionist

The structure for staff based in the 4 project Zones is as follows:

Zone Staff Category

Southern Somalia

• TA Surveillance and disease

reporting

• Zonal Veterinary Coordinator

• Field Veterinary Officer

• Zonal Administrator

• Secretary/data entry clerk

Central Somalia

• TA Policy and Communications

• Zonal Veterinary Coordinator

• Field Veterinary Officer

• Zonal Administrator

• Secretary/data entry clerk

34

Puntland

• TA Institutional Capacity Building and

Training

• Zonal Veterinary Coordinator

• Zonal Administrator

• Secretary

• Driver

Somaliland

• TA Emergency Preparedness and

response

• Zonal Veterinary Coordinator

• Zonal Administrator

• Secretary

• Driver

During the period of review the full complement of staff of Somali and Technical Advisors was

in place except for:

• The Zonal Coordinator for Puntland, who sadly passed away on 31st December 2006.

• The TA for Disease Emergency Preparedness, who had resigned on 1st July 2006

and had not been replaced, although the recruitment process for the replacement was

in train. A candidate had been identified and is expected to start in March 2007. The

recruitment process appears to have been unduly long. However this is mitigated by

the fact that the project made an attempt to recruit somebody with Somali experience

and an understanding of Somali culture.

It was also learnt that the Epidemiology Advisor would be leaving the project on the 19 th of

January 2007.

The consultant was impressed by the level of competence and morale of the project team as

well as positive interaction within the team. On several occasions the TAs who are ordinarily

resident in Somalia had to be either evacuated or relocated on account of security but none

appeared to be unduly distressed.

All professional staff have more than the requisite qualifications and experience. The team is

both highly qualified and competent and compares favourably with peers in the region. In this

regard, the project is likely to feel the loss of the current Epidemiology Advisor who will soon

be joining the CDC outfit in Rwanda. It would be advisable for SAHSP to seek to secure his

services as a consultant to support the new team and to ensure continuity, particularly as he

will be within the East African Region.

35

There are, however, 3 underlying discrepancies which project management and the donor

need to address regarding the technical sustainability of the project outputs:

• For both Puntland and Somaliland there has been an assumption that the public

sector would provide staff. This has resulted in the difference in the functions of the

Zonal Coordinators in these two zones from their counterparts in Southern Somalia

and Central Somalia. The Zonal Coordinators in the latter 2 zones carry the primary

responsibility for the EDMUs in their zones of responsibility. Furthermore, they are

assisted each by a fully qualified veterinarian as a field officer, who also has

responsibility for the EDMU and the secretary doubles up as a data entry clerk. In

contrast, the project does not take primary responsibility for the EDMUs in Puntland

and Somaliland beyond training of government assigned staff. Consequently the

EDMUs in Puntland and Somaliland are under-staffed.

• Surveillance and Preparedness are key functions for a future public sector veterinary

service in Somalia. Yet there are no Somali counterparts for these two key functions.

• The National Coordinator and National Epidemiologist at the PMU do not seem to

have specific primary areas of technical responsibility. Even in a 5-year project

period, it is difficult to envisage how the two individuals could shift from under-study to

full technical responsibility of the respective portfolios. At best they can only be

expected to assume general administrative and coordination roles. Accordingly, the

MTE has recommended that the two individuals also work as counterpart personnel

to the TAs for Preparedness and Surveillance respectfully so that they can start

assuming some skills in these two key areas of the project.

The Zonal Coordinators and the National Administrator at the PMU are expected to take over

primary administrative and coordination roles in their areas of responsibility. The process is

proceeding well. Unfortunately the process in Puntland has been put back by the recent death

of the Zonal Coordinator. Therefore, except for the special conditions of Puntland, the MTE is

satisfied that the administrative and coordination targets at the Zonal level will be attained by

the end of the current project phase.

C2: Project Expenditure Pattern

The expenditure analysis was possible only up to November 2006, the time of the request of

the 3rd financial instalment from the EC. This represents 67% of the total period and therefore

at that point there was still some 33% of the contracted period remaining. Expenditure up to

that moment was some 57% and a forecast of 43% for the remaining period. Therefore as of

November the project had a 10% saving. While it was not intended that this MTE would be an

accounts audit exercise, the consultant was satisfied that the level of expenditure was in line

36

with budget (See Table 3 below and Annex 4). As already remarked two Results have

benefited from additional budget allocations either in the form of supplement (€160,000 for

emergency disease preparedness) or the new complementary project ESCALI (€1,111,111)

for Result 1. The overall expenditure reflects the weight of activity with 45% of the expenditure

being for the most costly activity, namely rinderpest (Result 2) and 40% for Results 1 which

encompasses 3 outputs, namely: capacity building, policy and regulatory framework. The

relatively low (15%) expenditure for Result 3 reflects both the 4 months without the cost of the

TA for this Result and an under-budget that has now been rectified by the supplement

referred to above.

Table 3: SAHPS Summary of Expenditure to 30 Nov 2006

EDF Component - Contract No. 514-NGO-L12-04

GENERAL SUMMARY From 01/04/05 to 30/11/06

INSTALMENTS

RECEIVED Received

Requested Received

Consortium

contribution

s

EDF

InstalmentsTOTAL €

25/05/2005 0 999,500 999,500

11/01/2006 41,575 0 41,575

11/04/2006 0 999,849 999,849

03/01/2007 700,500 700,500

0 0 0

TOTAL € 41,575 2,699,8492,741,42

4€ 2,741,424

EXPENSES SUBMITTED Spent

Report No. up to Consortium EDF TOTAL €

1st 30/09/2005 16,926.18 321,597.34 338,524

2nd 31/12/2005 17,013.84 323,263.00 340,277

3rd - a 31/01/2006 2,926.49 55,603.22 58,530

3rd - b 31/03/2006 13,524.98 256,974.68 270,500

4th 30/06/2006 14,268.80 271,107.22 285,376

5th 30/09/2006 18,647.51 354,302.74 372,950

6th - a 30/11/2006 6,331.92 120,306.52 126,638

6th - b 31/12/2006 0.00 0.00

7th 0.00 0.00 0

Total € 89,639.721,703,154.7

1

1,792,79

4€ 1,792,794

37

BALANCES Balance

Consortium EDF TOTAL €

Total € -48,065 996,694 948,630 € 948,630

% 215.6 63.1 65.4 % 65.4

Period reviewed (20 month) as % of total 67Expenditure as % total budget (i.e. €1.792,794/3,157,832) 57

C3: Project Coordination

So far, the Steering Committee for SAHSP has not been constituted and convened. Also the

consultant has not been made aware of in-country coordination mechanisms among the

different livestock related projects in 3 of the 4 project Zones (i.e. Somaliland, Central and

Southern Somalia). In Puntland, the Ministry of Livestock, Agriculture and Environment

(MoLAE) convenes regular coordination meetings involving public and private sector

institutions, international NGOs and international agencies involved in the livestock sector. In

Somaliland, the Minister for Livestock confirmed the absence of such a mechanism. This is an

aspect that SAHSP will need to work out in collaboration with other partners. Ideally such

coordination should be through the Ministries responsible for Livestock or suitable alternative

Somali institutions where such Ministries are not yet functional.

C4: Project Linkages

The project has developed close collaboration with several organisations and institutions in

the region through either formal MoUs or simply interpersonal relationships. In this regard the

role of the veterinary laboratory institutions in Kenya (Central Veterinary Laboratory at Kabete

and the Kenya Agricultural Research Institute Veterinary Research Centre and the

Biotechnology Centre Laboratories) have been crucial in enabling SAHSP to realise several

of the Expected Results, particularly Results 2 and 3, through the testing of all samples

collected from the field in Somalia.

SAHSP has collaborated with and been part of the Somali Ecosystem Rinderpest Eradication

Coordination Unit (SERECU) in AU/IBAR as well as PACE Coordination also at AU/IBAR.

The SAHSP Epidemiology Advisor has taken the leading role in designing the cross-sectional

random survey that has been undertaken concurrently by the SERECU participating

countries, namely Kenya, Ethiopia and Somalia.

38

Although there has been no specific MoU between SAHSP and projects implemented by

FAO-Somalia, there has been a close collaboration between the two, for example in sharing

the cost of rehabilitation and equipping the Hargeisa veterinary laboratory. Terra

Nuova/SAHSP has also been sub-contracted by FAO-Somalia to provide a laboratory training

consultant in 2006 and to undertake field surveillance for Rift Valley fever (RVF). NB: This

latter contract was being processed during the course of this Evaluation. SAHSP and FAO-

Animal Health Service in Rome tried to develop a collaborative arrangement particularly with

the GREP Secretariat within the Infectious Diseases-EMPRES Group. However, up to the

time of the MTE (nearly two years later) the 3 administrative systems (FAO, EC-Somalia and

Terra Nuova), had not been able to settle a mutually agreeable financial arrangement.

SAHSP has close collaboration with two other EDF funded and Terra Nuova implemented

projects, namely the Improvement and Diversification of Somali Livestock Trade and

Marketing project and the ECSALI project. The latter has particular complementarity with

Result 1 of SAHSP.

At the Nairobi level, SAHSP is a member of the Livestock Working Group of the Somalia

Support Secretariat (SSS).

C5: Monitoring and Evaluation

Although the project does not include an internal M&E, there is close monitoring of activities.

The Technical Advisor responsible for Livestock and Environment within the EC Somalia

Operations in the EC Delegation in Nairobi has a close interaction with the PMU and is

regularly up-dated both formally and informally. The project has quarterly work plans; it

produces quarterly summary technical reports and six-monthly interim technical and financial

reports. There are specific technical reports for specific tasks such as surveys, trainings and

workshops which, incidentally, are written in the format of a scientific paper. For each major

activity the project develops written strategies, which again are written in the form of a

research proposal and therefore is subject to peer scrutiny before undertaking the work. Both

of these features are unique to SAHSP in the region. The project produces a quarterly Bulletin

which is widely circulated to stakeholders and partners and is currently developing a website.

Also in its effort to engage the livestock dependent communities in the understanding and risk

management of TADs, the project has carried out regular awareness creation campaigns

through the British Broadcasting Corporation (BBC) Somali radio programme and other local

Somali radios.

39

C6: Linkages between Ethiopia, Kenya and Somalia – an epidemiological

cluster

As an off-shoot of the Global PACE project under AU-IBAR, a special project was set up in

2005 to coordinate the rinderpest eradication process in the Somali eco-system that includes

the whole of Somalia (but with an emphasis on Southern Somalia) plus Zone V of South-east

Ethiopia and North-eastern Kenya. The project is known by the acronym of SERECU (Somali

Ecosystem Rinderpest Eradication coordination Unit). The SAHSP rinderpest activities are

totally linked to complementary work in Kenya and Ethiopia through SERECU.

This is the first epidemiological cluster based project for dealing with a transboundary animal

disease in Africa. Whilst this MTE is not evaluating SERECU, it must be stated that it

would be a tremendous development if the countries that participate in SERECU, as well as

the AU-IBAR, were to consider ways of institutionalising and extending the objectives of

SERECU beyond rinderpest. The eco-system that is being addressed for rinderpest is

epidemiologically important for a wider spectrum of transboundary animal diseases (TADs)

including RVF, FMD, PPR, CBPP and CCPP. It would be important for the sub-region to rank such TADs according to a commonly agreed TADs risk management strategy. A common practice is to rank such a list of diseases into 3 categories:

• The first would be Strategic Diseases: This would be a set of one or two diseases for which there would be a commonly agreed long-term programme for coordinated progressive control. At the moment rinderpest would fall into this category.

• A second category would be referred to as Tactical Diseases. This would include a set of TADs identified as requiring a surveillance strategy to establish a baseline of acceptable risk plus a preparedness programme emphasising regional capacity for early detection/ early warning and for rapid reaction in case of an outbreak. Rift Valley fever, PPR, CCPP and the camel disease (which so far is of undetermined aetiology) would seem to fall readily into such a category.

• The third category would be referred to as Exotic or Emerging Diseases of high risk to the sub-region. The required action for such a set of TADs would be diseases that demand a high alert, preparedness and early warning. This category would also prompt access to a specialised laboratory(ies), preferably in the sub-region with a practical capacity for early detection and identification of such diseases (i.e. detection of the unexpected disease). Avian influenza readily falls into this category and hopefully in the next few years rinderpest can find its place into this category.

A precedent for such an approach already exists in the SADC region8.

C7: Interaction with AU-IBAR

8 Musisi, F.L. (2003). FAO Regional Workshop of National Chief Veterinary Officers on FMD and Other Transboundary Animal Diseases in Southern Africa, Pretoria 21 -22 July 2003- organized by FAO through project TCP/RAF/2809. pp 129.

40

Apart from project coordination and involvement, AU-IBAR serves a very important regional

role in animal health strategic issues for Africa. SAHSP as a project that helps to restore a

public sector veterinary service in Somalia must always keep a close contact and

collaboration with the normative side of IBAR both directly and through any future public

veterinary sector that emerges in Somalia. One such important side is disease reporting and

collaboration in regional disease intervention systems.

C8: Interaction with FAO

As already remarked SAHSP has a close collaboration with the FAO emergency and

rehabilitation programme through the activities of projects implemented by FAO-Somalia.

Over and above that, SAHSP is trying to introduce into the 4 project zones concepts of TADs

risk management based on the prime elements of the FAO-EMPRES programme which

include the coordination of the Global Rinderpest Eradication Programme (GREP). It is

important, therefore, that SAHSP finds a mechanism for formal linkage with the normative

activities of FAO, especially through the EMPRES Programme. This is particularly important

especially as there is no other institutional back-stopping mechanism for SAHSP.

C9: Interaction with OIE

All national veterinary services in the world do have a reporting obligation to the OIE and have

to operate within the guidelines of this World Organisation for Animal Health, especially the

OIE Terrestrial Animal Health Code.

This is well recognised by the various stakeholders of SAHSP. It is gratifying to note that the

EC Somalia Operations has agreed to facilitate the back-payment of financial dues to the

OIE. This will enable Somalia to participate legitimately in the OIE, including disease reporting

and to participate in the OIE Pathway towards verified rinderpest eradication.

41

SECTION D: PROJECT IMPACT AND EFFECTIVENESS

D1: Project Impact – Perception of Stakeholders

Although no quantitative analysis has been carried out, the results of interviews with various

stakeholders show that SAHSP has a high visibility and is highly regarded by all. One

indication is that the CTA of SAHSP is the Co-chair of the Livestock Working Group of the

SSS in Nairobi. In the field, SAHSP is rated as higher than the average NGO project. Several

stakeholders are already seeing value adding by SAHSP activities to their own objectives. All

were categorical that a cessation of SAHSP at this stage would have gross negative

consequences on the Somali livestock sector. The following examples are an indication:

i. The MoLAE Minister in Puntland regards SAHSP TAs as his best technical

advisors;

ii. The MoL Minister in Somaliland explicitly stated that SAHSP and the FAO

projects in Somaliland were the most important projects for his Ministry;

iii. A private veterinarian who is a member of SOWELPA found that the disease

reporting and surveillance that SAHSP undertakes helped members of the

Association to plan their purchase of medicines for the treatment of endemic

diseases;

iv. An NGO told the MTE consultant that the disease surveillance and survey results

including prevalence or risk maps that SAHSP circulates provide the NGOs a

science based evidence for planning their disease control interventions. NGOs no

longer simply rely on community assessment schemes to define their intervention

strategy.

v. FAO-Somalia regards the work of SAHSP as an absolutely necessary

complement. FAO-Somalia is trying to install inspections and certifications along

the trade chain. They realise however that health assurance must start at the

farm level. The surveillance that SAHSP is putting into place fulfils that role.

vi. A Livestock export trader in Bosasso responded that all projects, including

SAHSP are 80% useless. When the same question was repeated listing the

activities of SAHSP without disclosing their source, he rated every one of them as

very useful to the Puntland livestock sector. When it was disclosed to him that the

activities he had rated highly were all what SAHSP had been doing, he retorted

by saying that that was what constituted the 20% usefulness of projects. So even

such a critic regards highly the work of SAHSP.

vii. The Director of Veterinary Services in Kenya regards the work of SAHSP and

SERECU as providing a useful interlocutor with Somalia in matters of animal

health.

42

Some areas of enhancing the impact and visibility could include the following:

• The surveillance gaps analysis by SAHSP staff from Somaliland, Central and South

Somalia identified the need for posters and pamphlets in the Somali language plus a

Somali edition of the SAHSP Bulletin to improve the disease recognition knowledge of

the pastoralists and livestock traders.

• It would also be useful to have a wider cross-section of FAO Manuals that have been

produced by FAO-EMPRES since 1996.

• A useful addition would be to subscribe to the internet version of the AVIS Multimedia

system for the major animal diseases, including access to the FAO-EMPRES

program on Good Emergency Management Practices in Animal Health - see

www.aviscollege.com .

• Consideration could be given to launching a SOMALI ANIMAL HEALTH website

instead of just the project site. This will encourage all stakeholders to participate.

43

SECTION E: RECOMMENDATIONS FOR THE WORK PLAN TO END OF

CURRENT PROJECT

During the remaining part of the current project cycle, it is strongly recommended that project

management adjust the work-plan in order to ensure the realisation of two crucial activities (a)

the installation of a working framework for disease surveillance and an animal disease

information system in each of the four project zones as well as at the PMU HQ; (b) the

undertaking of a SERECU coordinated rinderpest survey in collaboration with Kenya and

Ethiopia in such a way that the outcome would be an agreed definition of the status of

rinderpest viral activity in Southern Somalia and a clear advice to the countries, AU-IBAR and

the donor on an action plan that should emanate from such an analysis. In this regard, it is

important for SAHSP to develop and rehearse a contingency operational plan with

appropriate costing (which hopefully might not be activated) for a focused rinderpest

vaccination in parts of Southern Somalia (i.e. preparedness for a worst case scenario), should

the SERECU coordinated analysis of the planned rinderpest survey conclude (with the

collaboration of AU-IBAR and FAO) that the risk for rinderpest virus circulation in the

previously suspected areas of Southern Somalia still exists and that such a focus needs to be

eliminated by blitz or immuno-sterilisation vaccination as previously happened in northern

Tanzania9 in 1997/98 and in north-eastern Kenya in 2003. It should be emphasised that

whatever conclusion the SERECU analysis reaches, it will still be necessary to maintain an

active rinderpest surveillance in Southern Somalia until at least 2010/2011 to be able to

satisfy the current stipulations of the OIE Terrestrial Animal Health Code for freedom from

rinderpest infection.

The specific recommendations are as follows:

i. As surveillance is a highly valued activity of SAHSP, it is recommended to concentrate

effort during the remaining part of the current phase of SAHSP on having the skeleton

EDMUs set up in Puntland and Somaliland to at least the current level in Central

Somalia and Southern Somalia. Also set up the basics of the consolidated Somali

EDMU at the SAHSP HQ. The following measures are recommended in order to

accelerate the process:

a. Proceed with the recruitment of the TA Emergency Preparedness. However,

for the rest of the project period he should also work closely with the

surveillance and disease reporting TA to set up a working EDMU in Hargeisa.

9 Taylor W.P., Roeder, P.L., Rweyemamu, M.M., Melewas, J.N., Majuva, P., Kimario, Mollel, J.N., Mtei, B.J., Wambura, P., Anderson, J., Rossiter, P.B., Koch, R., Mlengeya, T. and Van den Ende R. (2002). The control of rinderpest in Tanzania between 1997 and 1998. Trop. Anim. Hlth Prod 34:471-487

44

b. Agree with the Ministry of Livestock, Agriculture and environment in Puntland

that the new SAHSP Zonal Coordinator will have as his/her primary

responsibility the supervision of the Puntland EDMU for the rest of the current

project period.

c. Consider employing SAHSP Field Officers for Puntland and Somaliland as in

Central and Southern Somalia. These Field Officers should also be posted in

the EDMU and additionally should work with the respective Ministries on

systems for disease data flow from the field.

d. Consider a performance related bonus for the two public sector veterinarians

posted to the EDMU in both Hargeisa and Garowe. It should be noted that

other NGOs already operate a similar scheme for the use of public sector

staff.

e. The TA surveillance and disease reporting and the Somali National

Epidemiologist at the PMU to collaborate in setting up the Somali EDMU at

HQ. It will be necessary for the National Epidemiologist to undergo some

training not only in the operation of the ARIS software but also to have some

basic training in data management and Geographical Information Systems

(GIS) as well as disease mapping.

ii. Prepare for and undertake the next cross-sectional rinderpest survey as outlined under

Result 2 above.

iii. Use both the rinderpest surveillance and the RVF investigations to stimulate disease

data collection from the field.

iv. The job description of the National Coordinator should be adjusted to allow him to work

closely with the TA Emergency Preparedness in terms of both developing expertise and

facilitating the understanding and adoption of the disease emergency preparedness

concept by both the Somali stakeholders and those implementing partners, including

NGOs, that have a disease emergency relief portfolio.

v. SAHSP and ECSALI to collaborate closely in setting up a common template for public-

private partnerships in all the 4 SAHSP project zones. SAHSP’s role in developing

public-private sector synergies has been underrated by stakeholders. The perception is

that it is not readily apparent that SAHSP has actually either been strengthening

nascent public sectors or putting into place structures and practices that can readily be

incorporated into a future public sector veterinary services. This is the unsung song of

the activities of SAHSP in developing public-private partnerships. The model that has

been developed by SAHSP seems to be appropriate. This can be summarised by the

chart below (Fig 1):

Fig 1: SAHSP Role in Public-Private Partnership Development

45

SAHSP Unsung Song inSAHSP Unsung Song inPublicPublic--PrivatePrivate--PartnershipsPartnerships

Ministry/SAHSP Zonal

RVC/SAHSP Field OfficerRVO/RVC RVO/RVC

Private Vet Professionals through SVP Associations

{Vet + Vet Assistants + NAHAs/CAHWs}

Design, Contracts, Regulate, Supervise, QC, Feedback

The new approach by SAHSP and ESCALI should start taking into account issues of

long-term sustainability as discussed in Section F below.

vi. Defer the recruitment of the replacement Epidemiology Advisor until a follow-up phase

has eventually been approved. The savings could be used for short term consultancies

to provide analytical capacity and/or support the setting up of the emergency

preparedness portfolio.

vii. As it seems likely that the project might have some savings at the end of the current

phase, request the EC for a no-cost extension. Apart from the technical work indicated,

this period could be used for stakeholder consultations about the content and priorities

to be taken into account in the new project. Also this period could be used for a tripartite

negotiation between The EC, Terra Nuova Consortium and FAO about modalities for

FAO’s normative support and back-stopping of the new SAHSP-2 project in order to

avoid the frustrations of the current phase. Finally, the extension will bring the project

end for SAHSP close to that of ESCALI, which would facilitate a future integration of the

livestock policy and regulatory activities of ESCALI and SAHSP in the next project

cycle, should there be a follow up project implemented by the same consortium.

viii. Consider launching an umbrella Somali Animal Health website instead of simply a

project website. This is important in terms of project credibility and disease information

transparency from the 4 SAHSP project zones. It will also help in persuading other

partners to provide data to the disease database that is being set up by SAHSP as well

as to participate in the disease response and intervention network.

46

ix. A steering committee should be formed and convened to advise not only on the

direction of current activities but also on strategies for the follow-up project.

47

SECTION F: PROJECT SUSTAINABILITY AND LONG-TERM VISION FOR

SOMALI ANIMAL HEALTH SERVICE

F1: Context

The intrinsic weaknesses in the Somali institutions that were pointed out by the Somali PACE

Evaluation Report10 some 3 years ago are largely still valid. SAHSP has been addressing the

identified weaknesses remarkably well considering the security uncertainties that have

prevailed up to now and the intrinsic weaknesses of the nascent public sector already

discussed above. Much has been done to strengthen the operational and ethical capacity of

the Livestock Professional Associations.

It is important for SAHSP to be perceived as primarily supporting a future public sector which

recognises the pivotal role of the private sector in veterinary services delivery at the field

level. So SAHSP should be perceived as either modernising the public sector or setting in

place best practices that promote public-private sector synergies and developing a capacity

that will be taken over readily by a future veterinary administration.

Accordingly, this section focuses more on the issues for long-term sustainability rather than

repeating issues that were recently covered by the Somali PACE Evaluation Report and are

being attended by SAHSP. The issues of long-term sustainability were not adequately

covered by the Somali PACE Project Review.

F2: Basic Concepts for Risk Management of Trade Limit ing Diseases

A recent Foresight paper on future control strategies for animal diseases11 has listed 3 factors

as the most areas of impact by transboundary animal diseases. It sates as follows:

“Epidemic or transboundary animal diseases (TADs) are generally accepted as a

primary impediment to the economic development of livestock, mainly from three

perspectives: (i) they affect livestock viability as major animal killers; (ii) they are an

impediment to sustained market access; and (iii) some of them can cause disease or

even death in humans. As the realisation grows that livestock constitute a major

10 Somali Pan-African Programme for the Control of Epizootics (PACE). Evaluation

Mission draft final report February 2004. Prepared by: agrisystems limited – agriconsortium lead member framework letter of contract n° Quince/17/2003/KE/TER

11 Rweyemamu, M.M., Musiime, J., Thomson G. Pfeiffer D and Peeler E (2006). Future control strategies for infectious animal diseases. Case study of the UK and sub-Saharan Africa. In: Foresight Infectious Diseases: preparing for the future. Office of Science and Innovation, London.http://www.foresight.gov.uk/Previous_Projects/Detection_and_Identification_of_Infectious_Diseases/Reports_and_Publications/Final_Reports/D/d3_2.pdf

48

pathway out of poverty and food insecurity, the control of TADs and other diseases

will increasingly be seen as a necessary risk management tool for the livestock-

dependent goals of rural poverty reduction and food security in sub-Saharan Africa.”

This statement is nowhere more relevant than for Somalia where pastoralism is deeply

involved in trade. The impact of sanitary related trade bans by countries of the Arabian

Peninsular and the Gulf region on Somali livestock commodity imports is felt by a wide cross-

section of communities in Somalia, including pastoralists, livestock traders, transporters,

abattoir owners and commerce at large.

For Somalia, therefore, the most crucial elements in planning the risk management of trade

related TADs need to encompass the following:

• A disease surveillance (passive and active) that is transparent and that reports

regularly to the OIE, other regional and international organisations as well as to the

trading partners. Such a surveillance system should be underpinned by access to a

laboratory service (in-country or outside the country). It is important for Somalia to

establish sanitary credibility with its trading partners and the international animal

health community.

• This will lead to an agreed level of risk that will be acceptable to the trading partners

and which will take account of international norms as defined in the OIE Terrestrial

Animal Health Code.

• It is important that Somalia has a credible system for disease control not only of

endemic diseases but also one that can intervene promptly to investigate new

disease outbreaks, which threaten the acceptable level of disease risk, and that can

mount a response intervention in accordance with pre-determined disease

emergency preparedness criteria. A disease emergency preparedness plan should be

underpinned by specific disease contingency plans and contingency funding.

• A sanitary certifying system in the marketing chain from pasture to market and

slaughter.

Now that the prospects for a lasting peace are beginning to look hopeful, it will be important to

start developing a dialogue among the various stakeholders, including the nascent public

sector, on the vision of a future veterinary system that is based on public-private sector

synergies within the OIE norms of veterinary governance as well as on its long-term

sustainability. Such a dialogue should start from a realisation of the conditions that prevail in

Somalia, learning from recent experience and not simply unqualified translocation of

experience from elsewhere, even in Africa. The approach needs to be both innovative and

rooted in the realisation of the importance of the private sector to the effectiveness of a future

veterinary service.

49

The FAO-EU-World Bank study of 2004 highlighted 3 main areas of technical intervention,

namely animal health, marketing/trade and animal production. The first two are interlinked,

since the most pressing issue is sanitary assurance to facilitate market access and trade.

A secured market will have a consequential demand for quality animal production. While the

FAO-EU-WB study provides a starting point, it is not sufficiently detailed to deal with the

critical issues of risk management of TADs so as to provide a sanitary assurance to sustained

livestock and livestock commodity trade from Somalia. Nevertheless, the FAO-EU-WB

document has provided the basic guideline to the various agencies that are involved in

livestock development activities in Somalia. In order to facilitate the emergence of sustainable

animal health delivery systems, the MTE believes that it is now important to start a dialogue

among the various stakeholders on the vision of a future veterinary system in Somalia which

will also determine the shape of projects in the animal health fields. Such a dialogue would

need to be at veterinary technical policy level and is probably best co-init iated

by the EU and FAO, building on the 2004 report of the Joint FAO-EU-World Bank study

on a future livestock development strategy for Somalia.

The basic principles for a risk management strategy for transboundary animal diseases

(TADs) can be summarised in the diagram below.

Fig 2: Principles of Risk Management of Transboundary Animal Diseases

Risk management of TADs

EarlyWarning

Early Reaction

Clinical observation

Presumptive diagnosis

(CAHWs/Vet Assist/Veterinarian)

Lab diagnosis & identification

Investigation/ Surveys/data

Epidemio-analysES

Define acceptable risk

Dis. Monitoring

Contingency plan

Stakeholders

Simulation

Contingency resources

Outbreak investigation & surveillance

Emergency interventions

Parameters for emergency end

Cost-effective

Science based

TADs Risk management

(Disease control)

SURVEILLANCE PREPAREDNESS

50

Figure 2 above emphasises on-farm risk management, which will need to be complemented

by sanitary assurance measures in the market chain.

It will be important that the proposed stakeholder dialogue not only focuses on the technical

interventions but also covers the development of a common concept for the enabling

structures. The underlying considerations include the following:

• 16 years of unsettled security have resulted in weak or practically absent public

veterinary Services

• Much valuable expertise has left the Public Sector

• The professional human resource has declined

• Contact with pastoral communities has become much reduced

• But a robust private veterinary sector has evolved

• Yet, Public Veterinary Services are required as a national certifying authority for

animal health assurance and human health protection.

F3: Public and Private Sector Synergy

Before 1991, the veterinary service in Somalia was highly centralised and the State provided

for all livestock services free of charge. It is unlikely that there will be much desire to revert to

such a system. The growth of the Somali Livestock Professional Associations and a strong

private sector for animal health delivery should be seen as a major development on which to

build.

There is also beginning to be a realisation of the boundaries of responsibilities between the

public and private sectors. However, these are still couched in quite generic terms. One

should not under-estimate the inertia on the one hand for a private sector that has remained

largely unregulated for 16 years and on the other a nascent public sector administration that

might feel comfortable with the familiar systems of the old days which emphasised the

supremacy of the State in every operation. It is not clear, even from Puntland and Somaliland,

that there is a determined effort for building a lean but efficient and well qualified public

veterinary sector. So it must be questioned whether at this stage it is realistic to plan for

placement of a veterinary officer (i.e. qualified veterinarian in the public service) in every

district. And what is the most appropriate way to provide effective outreach systems for

animal health service delivery and disease surveillance at the local level which incorporates

community animal health workers (CAHWs) into the chain of delivery by the private veterinary

sector?

One vision that the stakeholder consultation might wish to consider would be to deliberately

limit the physical presence of a public sector veterinary officer (i.e. qualified veterinarian) to

the Regional Veterinary Office (RVO) or Coordination (RVC) and to encourage, through a

51

variety of incentives, the development of district based veterinary practices with a registered

private veterinarian at the apex of such a practice which will include veterinary assistants and

CAHWs in the outreach. The district private veterinary practice would earn its income from

both private goods veterinary activities such as pharmacies, clinical treatment for endemic

diseases as well as from assured public sector contracts to include vaccinations and other

mass treatments, sample collection for public sector determined surveys and for disease

reporting from the District to the RVO/RVC. Such district based veterinary practices would

need to be registered by the Veterinary Board and be regularly inspected for their ethical

dispositions as well as maintenance of professional standards and competence. Their public

goods work, which would be contracted from the public sector, would be supervised and

controlled by the RVO/RVC, operating on behalf of the Director of Veterinary Services/Chief

Veterinary Officer/Minister.

Fig 3: A Vision for a future Public-Private Synergy for Somali Veterinary

Services

A vision for PublicA vision for Public--Private Sector Private Sector Synergy for Somali Veterinary ServicesSynergy for Somali Veterinary Services

DVS/CVO(Ministry Livestock)

RVO/RVC RVO RVO

Minister

District Private Vet. Practice

{Veterinarian + Vet Assistants + NAHAs/CAHWs}

Design, Contracts, Regulate, Supervise, QC, Feedback

Such a system should be able to function irrespective of the political system that is eventually

agreed upon. It cannot be over-emphasised that the risk management of the trade limiting

TADs has to be approached as a purely veterinary technical issue, in accordance with the

basic definition of transboundary animal diseases12, which stipulates collaboration between

countries.

12 Transboundary animal diseases are defined as: those infectious diseases of animals that are of significant economic, trade and/or food security importance for a considerable number of countries; which can easily spread to other countries and reach epidemic proportions; and where control/management, including exclusion, requires cooperation between several countries.

52

F4: Animal Disease Surveillance and Laboratory Services

These are public goods activities under the overall leadership of the public sector.

The animal disease information system that is being installed by SAHSP recognises 4 levels

of operation: the field, the district or region, the Zone and the Somali-wide nodes. As already

remarked, this is a valid structure. In the public-private sector synergy described above, it is

envisaged that the private district veterinary practice will be responsible for primary data

collection under contract and supervision by the public sector. It is also important to develop

mechanisms that will ensure that all disease data, including those collected by NGOs and

other projects (irrespective of source of funding) be channelled to a common disease

database at the Zonal EDMUs and Somali EDMU in order that the disease database would

be comprehensive.

Animal disease surveillance and inspections need to be underpinned by a laboratory service.

It is reasonable to target having a basic laboratory in each of the SAHSP project Zones. But it

is also important to ensure that the Somali animal disease surveillance network has access to

a competent reference laboratory to provide credible specialist diagnostic service, on

contract. From the perspective of effective disease surveillance, it is more important to have a

network of zonal laboratories that are capable to undertake primary diagnosis of the most

common diseases, than to have one major national laboratory without such an outreach. In

the short-term the specialised laboratory service could continue to be outsourced through the

mechanisms that have been set up by Somali PACE and SAHSP. However support to

primary diagnosis and inspection cannot readily be outsourced.

F5: Veterinary Legislation

The first stage of re-establishing a regulatory system in Puntland and Somaliland has rightly

focused on drawing from experience that is familiar to the veterinary personnel in the areas.

However, in the wider sector consultation that is advocated in this report, there may be need

to extend the catchments for exemplars. For example, the current Veterinary Code is a bit too

comprehensive covering issues that would normally be included in 2 or three Acts (separating

Animal Diseases from Regulation of the Veterinary Profession and from Food and Drugs

Regulation) and incorporates issues that would normally be relegated to enabling regulations.

The independence of the Veterinary Board is vague. It will be important to envisage a

stronger Veterinary Board that will be able to exercise effective regulatory supervision over

both the private and the public sectors. An example of the functions of a recently reconstituted

Veterinary Board in the region is that for the Veterinary Council of Tanzania (Table 4)

Table4: Veterinary Council of Tanzania

53

http://www.mifugo.go.tz/council/index.php

The Veterinary Council of Tanzania has been established under the Veterinary Act No 16 of 2003.

According to this Act the Veterinary Council is responsible for regulation of the performance of veterinary professionals (i.e. veterinarian), paraprofessionals (para-veterinarian) and paraprofessional assistants, and for regulation of veterinary practice facilities. The Council has a secretariat which is headed by the Registrar responsible for facilitation of the following activities for the Council:

• To effect registration, enrolment and enlistment of veterinary professionals, paraprofessionals and paraprofessional assistants,

• To monitor the performance of veterinary professionals, paraprofessionals and paraprofessional assistants,

• To register and regulate the veterinary practice facilities • Coordinate formulation updating and dissemination of guidelines

and standards for these practices • To advise and make recommendations to the Minister on any

matters related to veterinary practice • To recognize qualifications training facilities training institutions

and colleges • To collaborate with other relevant institutions or bodies in

accrediting courses of training curriculum, which provide qualifications for registration, enrolment and enlistment of veterinary professional and paraprofessional and paraprofessional assistants

• Exercise effective disciplinary control over the professional ethics and conduct of veterinary practice

• Arrange and conduct qualifying examinations to establish competence in the veterinary education and practice

• To promote and encourage educational advancement with regard to practice of the veterinary profession

So the new veterinary legislation in Puntland and Somaliland covers well the current situation.

However, there may be need to examine its future adequacy in the light of the visionary

consultation that is advocated in this MTE. The experiences of Namibia, Botswana, Tanzania,

Kenya and Ethiopia might offer additional insights from within Africa.

F6: Who Pays and how to Ensure Long-term Sustainabil ity

In Somalia, rehabilitation is still paramount. However, as the FAO-EU-WB study showed, it is

important to start planning for a stable Somalia and to embed some basic guiding principles

into such planning. Sustainability evolves around technical and financial capacity and a will to

pursue a public-private sector engagement in a synergistic way. The developments that have

taken place in the private sector means that the major considerations would not be so much

54

of finding service providers as putting into place a regulatory and quality assurance system by

the public sector.

There seem to be few reliable data on the economic value of the Somali livestock industry.

However, an indirect measure can be gleaned from the impact of import bans resulting from

perception of disease outbreaks. For example, the import ban that was imposed by Saudi

Arabia in 1997, because of Rift Valley fever, was reported by various agencies as having

resulted in an export drop from nearly three million head in 1997 to just over one million in

1998, equivalent to around US$100 million of lost exports from the port of Berbera alone.

Since then the volume of export from both Berbera and Bosasso has increased to about 3

million head a year and there has been a major development in exporting slaughtered

carcasses. Livestock export also impinges on other areas of commerce as it is also used to

acquire goods from the Arabian Peninsular and the Gulf. It is therefore possible that the

economic value of the livestock commodity export from Somalia may be in the region of $157

million annually13.

With such wealth it should be possible to evolve a mechanism that allows the private sector

(especially the livestock trading sector) to make a contribution to the long-term financing of a

competent veterinary public sector service either through a levy system or by direct

disbursement. Such funding should not be simply for the running of a large bureaucracy; it

should go a long way towards funding such public goods activities as disease surveillance

and promoting the type of public-private sector synergy that is described above whereby a lot

of field operations would actually be undertaken by the private veterinary sector on contact by

the public sector. The contribution by the private sector (especially the livestock trading

sector) can also be in the form of direct payment for such services as inspections, laboratory

testing and certification. It is important that the revenue from such service charges be

ploughed back into the operation and improvement of the veterinary service system rather

than be assimilated into the general revenue of the Treasury. In any case, it is imperative to

start engaging the private sector in the discussions of long-term funding of the public goods

aspects of the animal health service at an early stage in the process. The private sector is

likely to cooperate if it is engaged at the planning stage and if it can be assured that its

contribution will facilitate the development of a credible and sustainable animal health

assurance system for the benefit of sustained access to the international livestock commodity

markets, especially of the Middle East. The Livestock Boards that have recently emerged as

well as the Somali Livestock Professionals Forum provide a mechanism for such

consultations, although it needs to be pointed out that the future viability of the SLPF was in

question at the time of the MTE. In passing, it should be noted that the veterinary services of

countries like Botswana and Namibia are funded through livestock export levies on livestock

13 Deduced from CIA World FactBook Somalia https://www.cia.gov/cia/publications/factbook/geos/so.html#Econ

55

commodities. For example, in Namibia the annual value of the livestock commodities exports

was estimated at about $100 million in 2003. Maintaining this kind of market access means

that Namibia has to maintain a veterinary service public sector costing the country some US$

6-7 million per annum. The Namibian livestock industry recognises that the money invested in

Veterinary Services is yielding a dividend far out of proportion to the size of the investment 14.

Accordingly, there has been a positive dialogue between government and the Namibian Meat

Board on the level of levy that is necessary to sustain a credible veterinary service. Both

Botswana and Namibia have had a shortfall in the number of qualified indigenous

veterinarians. They have used their livestock wealth to be able to attract competent foreign

veterinarians to buttress the national veterinary service.

Intrinsically, in a peaceful Somalia, it can be envisaged that for the livestock sector, there will

be a greater need for technical assistance than for financial assistance per se, if a proper

analysis can be made of the value of the livestock industry and the long-term cost of

sustaining an effective and credible public sector veterinary service. In the short-term, of

course, Somalia will continue to require both financial and technical assistance. But it is

important that discussion on a long-term vision of a future veterinary service be initiated fairly

soon so that Somali institutions can be prepared adequately for a time when external donor

funding will eventually phase out as more and more Somali funding phases in without creating

either shocks or gaps in technical competence.

This MTE did not set out to analyse the human resource capacity in the animal health

services sector. However, it would be inadequate to discuss sustainability without reference to

the potential for post project human resource capacity. An important consideration is that for

16 years there have been no new veterinary graduates and no new veterinary assistants. So

the professional and technical category is an ageing group. For example, in Puntland the

MTE was informed that there were only 5 qualified veterinarians and the youngest was 50

years old. The most recently available statistics from the Somali Veterinary Associations

indicate that the whole of Somalia has a total of 91 veterinarians (Table 5). This is to be

compared with over 500 and nearly 1000 respectively for Tanzania and Kenya. In both Kenya

and Tanzania it can be expected that the ratio of veterinarian to veterinary technicians

(diploma and certificate) would be 1 :> 5. The corresponding ratio for Somalia is about 1:2.

This indicates that in Somalia there is already a gross deficit in the technical capacity for

primary animal health care and delivery. There is an urgent need, therefore, for launching at

least 1 training programme for a 2-year post secondary school training in basic animal health

for the cadre of veterinary/animal health assistant in order to avoid future

professional/technical breakdown in animal health service provision by a trained cadre.

14 Paskin, R. (2003). Economic and Social Welfare Importance of Transboundary Animal Diseases. In: Musisi, F.L. (2003). FAO Regional Workshop of National Chief Veterinary Officers on FMD and Other Transboundary Animal Diseases in Southern Africa, Pretoria 21 -22 July 2003- organized by FAO through project TCP/RAF/2809. pp 129.

56

Table 5: Available Statistics about Veterinary Human Resource in the SAHSP

Project Area (Derived from the SVP databases and records available within SAHSP).

Project

Zone

Veterinarian

s

Vet

Diploma

(3 yr vet

course

after Sec

Educatn

Vet/Anim

Assistants

(2yr vet

training

after Sec

Educatn

Anim. Productn

Scientists in

vet activit ies

Veterinar

y

Auxiliarie

s

(CAHWs

etc)

Southern

Somalia 16 - 51 5 415

Central

Somalia 21 - 53 3 113

Puntland 5 2 16 - 4

Somaliland 36 - 48 4 206

Mogadishu 13 - 27 6 1

Somali

TOTAL 91 2 195 18 739

TANZANI

A

(Courtesy

of the

Registrar

Veterinary

Council of

Tanzania)

557 2,000 Ca. 4,000

Not l isted as

these are an

extension and

not a

veterinary

cadre

Many; but

not l isted

Through the activities of various NGOs as well as projects that have been implemented in

Somalia by members of the SAHSP consortium, there has been a tremendous effort to train

community based animal health workers (CAHWs). While the CAHWs are a very valuable

asset to the outreach system, they cannot constitute a credible stand alone service. They

need to be supervised by the better qualified cadre. In Africa, the core of primary animal

health care is the Veterinary (or Animal Health) Assistant cadre. The veterinary diplomates

57

and veterinarians (or veterinary doctors) are the specialists who provide guidance, a specialist

secondary service and manage the animal health delivery system. The CAHWs are the

grassroots task-specific auxiliaries. It is the Veterinary/Animal Health Assistant cadre that is at

the core of primary animal health care and service delivery.

The training plans that have been available to the MTE consultant do not seem to include the

generation of new Veterinary/Animal Health Assistants. The Sheikh Technical Veterinary

School (STVS) in Somaliland, which is a regional training centre for Somalia, Ethiopia,

Djibouti and Kenya under the auspices of AU-IBAR, is intended to produce diplomates in

Animal Health Inspection and Livestock Commodity (meat, milk, eggs, hides and skins)

Inspection for the entire region. It is intended that the STVS will also run short refresher

courses for serving veterinarians, veterinary assistants and laboratory technicians. It can also

be envisaged that ultimately this School, which is linked to the Veterinary Faculty of the

Bologna University in Italy, could end up producing veterinary graduates (veterinary doctors).

In the short-term the shortfall of new veterinary graduates could readily be covered by a

system of scholarships to veterinary faculties of the universities in the Eastern African region.

All such most pertinent and welcome initiatives still leave a serious gap at the veterinary

assistant level, the core for primary animal health service delivery. In Puntland, the MTE

became aware of a vacant facility under the Ministry of Livestock, Agriculture and

Environment located at Buran in Sanaag Region. This facility could readily be refurbished into

a training centre for veterinary/animal health assistants. Whether this or another facility is

considered, the important issue is that the long-term sustainability of a credible public and

private veterinary service provision will crucially depend on the training and production of a

cadre of animal health/veterinary assistants, i.e. a 2-year course after secondary school. This

issue needs to be addressed in the proposed stakeholder consultation and it could be a

candidate for piloting public-private funding (See Recommendations #6 and 7 of Section G).

58

Section G: RECOMMENDATIONS FOR A POSSIBLE FOLLOW-UP PROJECT

Section F above provides a strategic framework for future project engagement that will take

into account the need for the sustainability of the project interventions. It is clear that another

project phase will be necessary. Therefore, the MTE recommends that there be a follow

up SAHSP-2 project with the following considerations.

1. The SAHSP project is primarily an institutional capacity building aiming at the

development of a new veterinary service. This is likely to take longer than the

traditional 30-36 month EDF project cycle. There is therefore a strong case for an

assured 2-cycle funding (i.e. 60 -72 months) with funding from one phase to the next

being contingent on performance evaluation of the on-going phase.

2. There is a need to have a formal arrangement that will facilitate the interaction of

SAHSP with the FAO system. There are two reasons that are pertinent:

a. The SAHSP project and projects that are implemented by FAO-Somalia

target complementary aspects of the Somali public sector with FAO-Somalia

focusing on quality assurance and certification of livestock and meat trade

while SAHSP focuses on veterinary surveillance and service delivery at the

field level. There will be areas of overlap in policy, the regulatory framework

and laboratory support to both systems. There is already a good collaboration

between SAHSP and the FAO-Somalia projects. It is important, however, to

have this collaboration placed on a formal footing, especially as the same

donor (EC) is funding large measures of both aspects.

b. Several activities of SAHSP would benefit from the back-stopping and

collaboration with the FAO normative Technical Divisions. Some of the areas

of collaboration were already identified in the current project. These

concerned the back up by EMPRES in rinderpest surveys, development of

emergency preparedness competencies in Somalia, disease early warning

systems and disease modelling (especially with respect to prediction of Rift

Valley fever) and on such cross-cutting issues as livestock and the

environment (an important consideration in Puntland), gender and HIV/AIDS

as well as in facilitating the training and formation of Somali technical

personnel in a wider network beyond Kenya. A mechanism would need to be

established at the time of the preparation of the next project cycle. A

mechanism for engaging the expert services of FAO and access to wider

expertise through the FAO system would have to be pre-agreed with FAO at

the time of formulating the next project cycle rather than try to negotiate such

an arrangement after a new project has been agreed and signed between the

donor and an executing consortium.

59

3. The current project structure is in some ways activity driven and Results 1 and 3 each

address more than one theme. It is, therefore, recommended to re-arrange the

activities along the following 4 overlapping technical themes, while retaining the

current administrative structure (H&R, Finance and Procurement) to underpin the

technical inputs:

• Surveillance and Early Warning to cover:

o Lab & Epidemiology capacity;

o Rinderpest surveys;

o Animal disease information system;

o disease reporting;

o early warning;

o Somali surveil lance network

• Preparedness and Response systems to cover

o Preparedness and Contingency Plans

o Outbreak investigations

o Somali disease intervention network

• Livestock/Veterinary Policy to cover:

o Public-Private-Partnerships;

o Regulations;

o Norms, Standards and international conventions;

o Boards;

o Associations;

o Cross-cutting issues e.g. socio-economics, gender,

HIV/AIDS

• Knowledge Transfer and Management to cover:

o Training for all levels,

o Communication & Stakeholder awareness

Fig 4: A Proposed Programme Structure for a possible Follow-up Project

60

SAHSP-2 Programme (Terra Nuova and Partners)

Surveillance

Knowledge Transfer and Management

Preparedness and Response

Policy

Should there be an extension to SAHSP, as suggested in Section E above, the end of

the present phases for both SAHSP and ESCALI will be close. In such an event

consideration could be given to integrating the livestock policy elements of ESCALI

into the new SAHSP-2 project so as to have a coherent approach by design rather

than by coincidence as in the current phase, which works well because Terra Nova is

involved in the implementation of both SAHSP and ESCALI. If the implementation of

ESCALI had been awarded to a different agency, the close collaboration that now

exists between SAHSP and ESCALI would have been fortuitous. It is therefore

preferable that in the next phase the livestock policy theme in SAHSP-2 would

combine the current activities of ESCALI and SAHSP with respect to the livestock

policy and regulatory framework.

4. The current project has employed and developed a cadre of competent Zonal

Coordinators who are progressively assuming increasing areas of responsibility both

on the technical and administrative/financial aspects of the project. Hopefully this

process will have matured sufficiently by the end of the current project so that the

next project phase will be designed with the SAHSP Zonal Coordinators assuming all

the administrative and financial aspects of field operations in their respective zones

right from the start of the project (annex 7). This would mean that the thematic TAs

would concentrate on developing the technical capacity in each of their respective

domains. These aspects in time will be progressively handed over to their Somali

counterparts.

5. In the new Somali animal health service provision conglomerate, the newly formed

Veterinary Boards are the weakest link, yet they are supposed to be the custodian of

ethics and standards, registration of private practices and promotion of public-private

partnerships. Therefore, the next SAHSP project should seriously consider

61

proactively supporting the nascent Veterinary Boards in order for them to become

operational and authoritative.

6. As already remarked there is a serious shortage of veterinary personnel, especially in

Puntland. It is recommended that a high priority be given to the refurbishing of the

facilities at Buran in Sanaag Region and provision of technical assistance in order to

open a school for training veterinary assistants, the core of primary animal health care

by trained personnel. This could be complemented by a short-term intervention that

would introduce an animal health certificate course into the curriculum of the Sheikh

Technical Veterinary School. Therefore, the following two approaches are suggested:

c. The first, which would address the short term approach, could be achieved by

making some adjustment to the curriculum of the Sheikh Technical Veterinary

School (STVS) to allow it to issue both Certificate and Diploma qualifications.

By this approach the SVTS would be allowed a large intake of Secondary

School leavers primarily into a 2 year programme a leading to a Certificate in

Animal Health. Some of the Certificate graduates and some serving animal

health assistants could be offered a 1 year specialist course leading to a

Diploma in Animal health or Commodity sanitary inspections as already

planned for the SVTS.

d. The second, and more medium term approach, would be to utilise the

dormant facilities at Buran in Sanaag Region to run a dedicated

veterinary/animal health assistant training programme, along the lines of

similar institutions in Kenya and Tanzania. It will not duplicate what is planned

for the Sheikh Technical Veterinary School as it caters for a different

objective.

By instituting both Certificate and Diploma programmes it will be possible to start

addressing the dire need for middle cadre technical personnel, a core issue for

sustainable animal health service delivery. Another advantage is that the scheme will

start bringing Somalia into line with practices in East Africa and the definitions of the

OIE Terrestrial Animal Health Code for veterinarians (i.e. professionals) and para-

veterinarians /para-professionals.

7. In the short–term the shortage of fully qualified veterinarians (as defined by the OIE

Code) in Somalia could be addressed through the provision of scholarships,

preferably, tenable at veterinary faculties in universities in the rest of Africa.

62

SECTION H: ANNEXES

Annex 1: Project Effectiveness by the Log-frame

Achievements towards Result 1

Expected Result Targets Achievements against targets Comments

Result 1: Capacity of

Somali institutions to

effectively deliver and

90% of SVPs resident in Somalia

are members of the Zonal

associations and the umbrella

body- SLPF by end of the action

All Zonal Associations operate under

the umbrella of SLPF. On average 81%

of SVPs are registered with Zonal

Associations.

Overall, an estimated at 90%

achievement has been met

90% are member of CERELPA , 60% SOWELPA,

80% in Somaliland and 100% in Puntland.

The SLPF was not fully functional at the time of

the MTE. The SAHSP needs to project itself more

as fulfilling a public sector role than simply

working with SVPs. The work with the SVPs,

including the SLPF, should be seen as facilitating

the development of responsible private veterinary

sector rather than a counterpart entity.

Two public sector administrations

prepare annual work plans, budgets

& reports from mid 2006

This is behind schedule as the training

to enable this is currently on-going.

Achievement towards this activity is

estimated at 50%

Both Somaliland and Puntland administrations

have some annual plans and rudimentary budgets

for their ministries. However, these budgets are

not rationally derived hence the ongoing training in

63

regulate animal health

services enhanced

budgeting. The major constraint in Puntland is

human capacity..

Two veterinary laboratories

providing basic diagnostic services

operational by August 2006.

Behind schedule. One laboratory at

Hargeisa rehabilitated and equipped

and staff training is on-going. This

laboratory will not be fully functional for

the limited objective before mid 2007.

Tenders for construction of a laboratory

in Galkayo and rehabilitation at

Bossaso awarded in December 2006

Estimated at 40% achievement

Personnel from this laboratory and from Bosasso

are undergoing training. Construction of a

laboratory in Galkayo was delayed resulting is

reduced momentum towards this activity.

.

Veterinary codes enacted and

enforced in two zones by

December 2005

Veterinary codes are drafted in both

Puntland and Somaliland. In Puntland,

the code has been serialized and

enacted into law.

This activity has achieved an estimated

50% success.

In Somaliland, the Veterinary law codes are under

discussion by Council of Elders before

serialization.

Enforcement of the law codes in Puntland is a

challenge because of low capacity in the region.

Veterinary Boards inaugurated in

two zones by June 2006.

Veterinary Board was inaugurated in

Puntland in June 2006.

Ownership of the Board by the Puntland

authorities is awaited by completing appointments

64

40% achievement to the Board by MoLAE and receiving a

Presidential ascent. Again, like most other sector

areas in Puntland, capacity to attract competent

personnel to appointments by MoLAE to the

Board may prove a challenge.

The Veterinary Board in Puntland will need to be

facilitated by the SAHSP before it can be

effective. At present it is nominally in place.

By end of 2006, SVPs operating

clinics and pharmacies Increase

outreach through CAHWs by 10%.

Assessments not yet completed to

provide data to measure achievements.

A trainer of trainers (ToT) course was carried out

for 12 out of a total of 100 (excluding Benadir

region) selected SVPs operating clinics to enable

them outreach to CAHWs. The number of SVPS

operating clinics in Central Somalia are 36, South-

western is 26, Puntland 12 and Somaliland 26.

The trainees were derived from all regions except

Somaliland which did not wish to promote the

CAHWs concept.

Feedback from the persons trained is awaited.

Two public administrations develop Estimated at 40% In Puntland, the veterinary board has already

65

animal health strategies in

consultation with stakeholders by

March 2007.

been formed and inaugurated. However, in

Somaliland, formation of the veterinary boards still

awaits enactment of the veterinary code by the

Somaliland Government.

The process for developing the livestock policies

in both Puntland and Somaliland has been slower

than anticipated. It is unlikely that a coherent

animal health strategy will have been developed

by either administration by March 2007 as

envisaged. The target should be towards the end

of the current project phase. Even then the

strategy will still be rudimentary.

Cost-benefit analysis of improved

animal health services in Puntland.

70% completed This is the subject of a consultancy study currently

being undertaken to be completed by Mid –

February 2007

EDMUs operational in 4 zones by

March 2007.

60% completed EDMU operational in Somaliland, Central and

Southern Somalia. However, the reporting levels

are very low in Somaliland and improvements are

needed in all Zones.

The installation in Southern Somalia and Central

Somalia so far has covered 2 of the 5 modules of

the standard software. This is normal progress

66

even for countries with fully functional public

service.

The progress in Somaliland is low and that in

Puntland has been assessed to be very low

Achievements towards result 2

Expected Result Targets Achievements against

targets

Comments

Result 2: Measures for

the eradication of

rinderpest from the

Rinderpest zoning based on available data

completed and notified to OIE by April 2006.

Zonations completed but

a notification awaited

appointment of the CVO

for Somalia.

Following the CVO appointment, a decision was

made to prepare a provisional declaration of

freedom for disease on a country-wide basis.

The zonation will serve surveillance and

rinderpest risk management. It would have been

inappropriate for OIE recognitions

Status of active RP virus circulation confirmed

through two rounds of PDS in Central and

Southern Somalia by April 2006.

PDS activities completed

did not detect active virus

circulation. 100%

achievement.

Serological results from PDS detected clusters of

RP sero-positivity in Middle and Lower Juba

Regions.

6 SVPs trained in wildlife sampling techniques

by August 2006.

More than 100%

achieved

8 SVPs trained in Feb. 2006 in collaboration with

AU/IBAR/PACE/SERECU

Wildlife surveys completed in 2 zones by 50% achieved Surveys conducted only in Southern Somalia’

67

Somali Ecosystem

implemented in

collaboration with

AU/IBAR/PACE

August 2006 and results contribute to

delineation of areas for the final eradication of

rinderpest by October 2006.

Rinderpest emergency preparedness plan

endorsed by AU/IBAR/PACE by March 2006.

Delayed. AU/IBAR/PACE/SERECU comments received in

January 2007 will be incorporated in final

document

At least 8000 sera tested from 2 cross-sectional

surveys in infected and surveillance zones by

September 2006.

100% achieved Results analysed and discussed with partners

under SERECU. But no consensus has been

reached among the parties on the interpretation of

data.

It is important that a consensus be reached within

SERECU, preferably with the technical support of

FAO-GREP/EMPRES, on the significance of

rinderpest sero-positive cattle detected in

Southern Somalia, if these continue to be

detected in the next round, which has been

agreed for June/July 2007.

Strategy for the final eradication of rinderpest

from the Somali ecosystem endorsed by

SERECU, Ethiopia, Somalia and Kenya by

December 2006.

80% achieved SERECU follow on project agreed by December

2006 but final strategy dependent on results of

forthcoming surveys.

68

2 exchange visits to field sites in Kenya and

Ethiopia to see delivery systems undertaken by

end of 2005.

100% completed Activity implemented by SERECU consultants

69

Achievements towards Result 3

Expected Result Targets Achievements against

targets

Remarks

SAHSP emergency preparedness intervention

strategy endorsed by stakeholders in all Zones by

April 2006.

100% achieved Lack of an emergency preparedness Technical

Advisor has hampered operationalisation of the

strategy

EDMUs operational in all Zones by May 2006 60% achieved EDMU operational in Somaliland, Central and

Southern Somalia. However, the reporting levels

are very low in Somaliland and improvements are

needed in all Zones.

The installation in Southern Somalia and Central

Somalia so far has covered 2 of the 5 modules of

the standard software. This is normal progress

even for countries with fully functional public

service.

The progress in Somaliland is low and that in

Puntland has been assessed to be very low.

60% of Regions in Somaliland & Puntland and 29% in Somaliland, Greater efficiency of reporting achieved in regions

70

50% of the Regions in Central/Southern Somalia

provide monthly disease reports by September

2006.

12.5% in Puntland, 69%

in Central and 93% in

Southern Somalia

with reporting through private Associations than

those through the public sector.

At least 50% of outbreaks reported to EDMUs

investigated and followed up within 10 days.

90% achieved. All outbreaks reported to EDMU/SAHSP were

investigated within 2 – 3 weeks.

Performance indicators for Zonal disease

surveillance systems operational by October

2006.

100% achieved Progress made in Somaliland, Central and

Southern Somalia.

Risk analysis model developed to predict Rift

Valley fever outbreaks in 2 zones by March 2007.

Not done Awaits contractual arrangements with FAO-

EMPRES

Baseline prevalence data for RVF, CBPP and

PPR in 4 zones established using stored sera and

follow-up surveys designed by July 2006.

50% completed RVF and PPR baseline data available for

Somaliland and Puntland. CBPP data partially

available for Southern Somalia and RVF and PPR

surveys planned for Jan/Feb 2007

There is a need for publishing the results of such

surveys in the interest of transparency. SAHSP

should establish an agreed position with the

stakeholders including the public sector.

Emergency plans and responses formulated in

consultation with stakeholders in 4 zones by

March 2007.

Not done Lack of an emergency preparedness Technical

Advisor has hampered progress.

71

Achievements towards cross-cutting issues

Expected Result Targets Achievements against

targets

Remarks

Environment Integration of awareness on environmental

issues into SAHSP activities.

50% Environmental issues were included in all the

activities of SAHSP. This was especially the case

during stakeholder’s workshops and in livestock

sector policies that were formulated in Somaliland.

This activity was undertaken through mutual

agreements rather than contractual obligation

HIV/AIDS Awareness creation 70% HIV/AIDS has always been included in awareness

creation activities, especially in major centres

where the risk of spread is high. In Central

Somalia, the project staff has been actively

involved in distribution of HIV/AIDS awareness

creation materials prepared by health-sector

NGOs

This activity was undertaken through mutual

agreements rather than contractual obligation

Gender: Participation

of female stakeholders

Inclusion of vulnerable members of

communities in SAHSP activities.

80% In all the zones, the project made a deliberate

attempt to have Women and youth represented in

72

in SAHSP activities all the SAHSP activities.

This activity was undertaken through mutual

agreements rather than contractual obligation

73

Annex 2: Idle training facil it ies at Buran, Sanaag Region in Puntland

Idle training facil it ies at Burang, Sanaag Region in Puntland , which could be

readily refurbished as a Training Institute for Animal Health/Veterinary Assistants - i.e. 2

years basic animal health training after secondary education. NB: Veterinary/ Animal health

Assistants are the core of primary animal health care and service delivery in Sub-Saharan

Africa.

Idle Facilities in Buran, Sanaag Region, Puntland Structures for Classrooms, Kitchen, dining , washing, toilets are in reasonable condition

Separate Girls’ and Boys’ dormitory buildings Working solar electricity and running water

74

Annex 3: Gaps Analysis for the SAHSP Animal Disease Surveillance Network

GAP ANALYSIS FOR THE PROPOSED ANIMAL DISEASE INFORMATION

SYSTEM

By

SAHSP Coordinators from Somaliland, Central Somalia and Southern Somalia

and Representatives of SOWELPA and CERELPA, plus the SAHSP CTA and

TAs for Disease Surveil lance and Policy/Communication

At

SAHSP Zonal Offices, Hargeisa 11 to 15 January 2007.

The following scheme was accepted as being in line with the aspirations of setting up a

Somali surveillance network for TADs

National level

EDMU

Puntland

EDMU

Somaliland

SOMALI ANIMAL DISEASE INFORMATION FLOW

SEDMU

Field level District/

Region

Zonal level

Regional and International reporting

Research (Livestock & Wildlife)

Management/Planning

•Action

•Strategy & Policy

EDMU

Central Somalia

EDMU

South SomaliaDRFPs

Livestock owners

Private vets

Vet Assistants

NAHAs/CAHWs

Livestock owners

Public /Private Veterinarians

Vet Assistants

D/RVO

NAHAs/CAHWs

Surveys

Vet. lab

Surveillance

Data storage

Data analysis

Action

75

This scheme was compared with that in Tanzania, which also operates on a zonal basis. The

SAHSP design of the Somali system is comparable to that in Tanzania, except that in the

SAHP project area does not yet capture data from other projects.

National Epidemiology UnitData inputData storageData Analysis

••Abattoir/

S/slab

ResearchCVL & Ref Labs

FVMTAWIRI

Management/Planning•Action

•Strategy & Policy

RegionalInternational

reporting

Livestock Farmers

Field staff

DVO

Surveys

Wildlife

Animal Disease Information Flow in Tanzania

7 Zonal VICs

Zonal laboratory

Surveillance / ER

Private vet RPT

EW

Livestock projects

(Courtesy DVS, Tanzania)

1. Gaps and Weaknesses at Field Level

• Lack of public/private veterinarians or veterinary assistants in remote pastoral areas;

Weak veterinary outreach in the pastoral areas;

• Disease reporting is voluntary. Hence it is difficult to assure regular reporting from the

field.

• Need to improve the awareness among stakeholders, especially pastoralists and

traders, for recognition and importance of major animal diseases in the project area -

The impact of stakeholder workshops could be augmented by posters and pamphlets

in Somali plus a Somali edition of the SAHSP Bulletin.

• Livestock farmers getting a serum collection fatigue; repeated surveys without either

a clear feed back to them or a disease management intervention do not excite the

collaboration. So livestock farmers not associating surveys with their own interests.

Some remedial measures identified included:

o Awareness campaigns to emphasise the practical value of surveys to

livestock farmers (e.g. producing evidence for combating the bans by

livestock importers) ;

76

o Institute a feed back mechanism for informing livestock farmers of what is

done with the data arising from the surveys and reporting (e.g. planning

timely disease prevention interventions);

o Visible evidence that survey results and the entire surveillance system is

helping to define disease response interventions by a wide range of service

providers (Veterinary Associations, Private veterinary clinics, NGOs).

o SAHSP (or related project) to include a modest element for outbreak

investigations and initial response;

o Surveillance data to be analysed into guidelines for Professional Associations

to help their members to plan drug purchases, vaccinations and treatments

for endemic diseases.

2. Gaps and Weaknesses at Distr ict/Regional Level

Reporting:

Project

Zone

Number

of

District

s

Number of

Distr icts

submitt ing

Reports

Per cent

report in

g

Average

number

of

reports

in a

month

Who

reports

Who

coordinate

s reporting

from field

Overall

rating

by mtg.

Puntland 32 4 * 12.5% 8 reports

in total

from 4

districts**

Public

Sector

DVO/RVO

Public

Very low

Somalilan

d

42 12 29 12 Public

Sector

DVO/RVC

Public Low

Central

Somalia

27 21 78 69 Private

vets/ vet

assistant

members

of Vet

Associatio

n

Private and

SAHSP

Moderat

e

77

South

Somalia

32 32 100 93 Private

vets/ vet

assistant

members

of Vet

Associatio

n

Private and

SAHSP

Good

Overall collection of field disease reports is better in Central and Southern Somaliland than in

Puntland and Somaliland. Some of the contributing factors include the use of motivated and

organised private veterinary associations. The two Project Zones also have more experience

at field disease surveys, disease searches since they have been involved in such work also

during the Somali PACE project.

Some members of the veterinary associations in Central and Southern Somalia are beginning

to identify disease reporting data as useful for their planning of the purchase of inputs (drugs

and vaccines) as well as planning for the control of endemic (private goods) diseases.

Furthermore there is an understanding that all being equal the Veterinary Associations would

tend to favour the selection of those members who also have a good record for disease report

returns.

3. Gaps and Weaknesses at EDMU Level

Staffing of Zonal EDMUs

Project Zone Who runs Number and grade of staff Equipment

78

EDMU Status

Puntland Ministry

One Veterinarian,

designated but not yet in

post;

One data entry clerk yet to

be appointed

One

computer;

ARIS

software

Practically non-

functional; training of

field staff undertaken;

equipment installed; but

training of EDMU staff

has not started

Somaliland Ministry One veterinarian;

One data entry clerk

One

computer;

ARIS

software

Beginning to function in

one module; had

software problems

resulting in data loss;

Now data entry and

production of summary

table of results

Central

Somalia

SAHP

(Zonal

Coordinator)

Two veterinarians;

One data entry clerk

One

computer;

ARIS

software

Functional at data

entry, report generation

and initial experience in

generation of maps

South

Somalia

SAHSP

(Zonal

Coordinator)

Two veterinarians;

One data entry clerk

Two

computers;

ARIS

software

Functional at data

entry, report generation

and initial experience in

generation of maps

Comment:

• The experience from Central and Southern Somalia indicates that the minimum

staffing level required is 3 persons, one of whom should be a fully qualified

veterinarian, preferably with some epidemiology background.

• The staffing levels (actual or planned) in Somaliland and Puntland are inadequate

even for the current phase of relatively low throughput of reports.

• The authorities in Puntland and Somaliland lack resources to employment and offer

competitive remunerations to EDMU staff (NB: sentiment also repeated by the

Minister of Livestock in Somaliland).

• All EDMUs, except Central Somalia, have only one computer. There is also no

system for data back-up. Note Somaliland has already lost all data on the hard disk

79

when the ARIS software jammed and could not be rectified by IBAR without loss of

data.

4. Gaps and Weaknesses at Somali-EDMU (SEDMU) Level

This has not been set up yet and the staffing level has not been determined formally. Its

requirement is not explicitly stated in the project document/contract although there is an

expectation within the PMU for the SEDMU to be set up at the SAHSP HQ

The immediate target for the whole animal disease information system at both the zonal

and HQ levels appears to be improvement of disease reporting.

It is uncertain whether an early warning and use of data for designing disease control

interventions will be achieved before the end of the current project phase

5. Wildlife Surveys

These have been confined to South and Central Somalia where there is a substantial

number of rinderpest susceptible wildlife.

6. Natural Counterpart of SAHSP

There was general consensus that the natural counterpart for SAHSP is the public sector

Ministries responsible for Livestock Development.

The current arrangements in Central and Southern Somalia should be viewed as

transient. However it should be noted that SAHSP has laid down good practices for a

public-private partnership system for managing and delivery of veterinary services.

Therefore the current functions of SAHSP need to be seen as building the elements of a

modern veterinary service that facilitates, contracts, supervises and regulates the private

sector as currently represented by the Professional Associations.

The meeting recommended that the development and management of EDMUs in

Southern and Central Somalia should remain under SAHSP until when the functions and

units can be transferred to the public sector.

80

The EDMUs in Puntland and Somaliland, which are already within the public sector, need

to be strengthened urgently through new arrangements between the Ministries of

Livestock and SAHSP.

7. Long-term role of SAHSP Zonal Coordinators

The consensus was that the current SAHSP Zonal Coordination should be seen as

destined for eventual assimilation into the public sector. The Zonal Coordinators will have

gained experience not only in project management but also in understanding and

operating public-private partnerships in veterinary service delivery and they will have

developed high competence in managing disease reporting, disease data analysis and

the coordination of animal disease surveillance all of which are public sector

responsibilities.

8. Software – ARIS database

The ARIS modules (Passive surveillance, Active surveillance, Veterinary services etc) are

appropriate for the Somali epidemiological data management. However, the following

problems have been encountered which seem to be intrinsic to the software itself:

• Instability: Failure of ARIS to start and run, possibly due to conflict

between Oracle and other programs. The Data Management Unit in

AU/IBAR has not been able to explain this.

• When ARIS fails to run, it is difficult to reconfigure – Reconfiguration can

not be done by EDMU personnel. Recently the EDMU in Somaliland lost

passive disease data entered between April and July 2006 because we

had to format the computer and reinstall ARIS.

• Data entered in the database cannot be accessed again for editing or

update (i.e. it is not possible to recall and edit data when there is a need

to do so).

• With the current design of ARIS, automatic data upload from EDMUs (or

receiving data from zones) at Federal/National level is not possible.

Hence, consolidation of data from EDMUs has to be done manually

81

82

83

Annex 4: SAHSP Project Expenditure to 30 th November 2006

CODE DESCRIPTION Spent in Euro RESULT 1 RESULT 2 RESULT 3Total result

1+2+3

1 CAPACITY BUILDING 362,497

HUMAN RESOURCES PMU 129,703 103,763 19,455 6,485 129,703

HUMAN RESOURCES FIELD 143,735 114,988 21,560 7,187 143,735

10 WORKSHOPS 204 204 204

100 ZONAL LIVESTOCK POLICY DEVELOPMENT 0

11 TRAINING 38,054 38,054 38,054

113 SVPs TRAINING IN BUSINESS MANAGEMENT 0

114 INSTITUTIONAL CAPACITY BUILDING TRAINING 0

115 ToT TRAINING IN CENTRAL SOMALIA SEP06 0

116 CAHWS ASSESSMENT TRAINING 0

12 STUDY TOURS 393 393 393

121 KVA ANNUAL MEETING APR06 0

13 INFRASTRUCTURES 14,088 14,088 14,088

130 REHABILITATION WORK (PUNTLAND LAB) 0

131 REHABILITATION MOL HARGEYSA - SOMALILAND 0

14 AWARENESS CREATION 18,722 18,722 18,722

140 1st AWARENESS CREATION WORKSHOP - DEC05 0

15

AWARENESS (MATERIAL, BULLETIN AND

PUBLICATIONS) 6,184 6,184 6,184

84

CODE DESCRIPTION Spent in Euro RESULT 1 RESULT 2 RESULT 3Total result

1+2+3

150 QUARTERLY SAHSP BULLETIN 0

151 SERIALIZATION OF THE VET. CODE IN PUNTLAND 0

152 PRODUCTION OF AWARENESS MATERIAL 0

17 TASK FORCES 4,917 4,917 4,917

170 SUPPORT LOBBY FOR VET. CODE ENACTMENT (SL) 0

171 FORMATION OF VET. BOARDS (SL/PL) 0

172 POLICY DEVELOPMENT 0

18 SUPPORT SLPF AND ZONAL ASSOCIATIONS 6,496 6,496 6,496

180 NATIONAL VET ASSOCIATION OF S/LAND 0

181 SLPF REVITALISATION MEETING 0

182 STRENGTHENING SLPF S/LAND 0

3 DISEASE SURVEILLANCE (GENERAL) 555,265 0

HUMAN RESOURCES PMU 192,035 134,425 57,611 192,035

HUMAN RESOURCES FIELD 209,671 146,769 62,901 209,671

30 TRAINING 7,105 7,105 7,105

300 TRAINING PASSIVE DISEASE REPORTING 0

301 TRAINING DISEASE REPORTING FOCAL POINT 0

31 CROSS SECTION RINDERPEST SURVEYS 90,151 90,151 90,151

310 1st RP SURVEY - C/SOMALIA AUG05 0

DESIGN OF CROSS-SECTION SURVEY FOR

RINDERPEST, AWARENESS CREATION ON RP

0

85

CODE DESCRIPTION Spent in Euro RESULT 1 RESULT 2 RESULT 3Total result

1+2+3

SURVEY, PREPARATION FOR THE CROSS SECTION

SURVEY, TRAINING ON RP SURVEY (CENTRAL &

SOUTHERN), SURVEY FOR RINDERPEST,

PREPARATION OF DATABASE FOR RP, SAMPLE

SUBMISSION AND LAB TESTING

311

2nd RP SURVEY - C/ AND S/SOMALIA JAN06

(POSTPONED IN JUN-JUL06) 0

DESIGN OF CROSS-SECTION SURVEY FOR

RINDERPEST, AWARENESS CREATION ON RP

SURVEY, PREPARATION FOR THE CROSS SECTION

SURVEY, TRAINING ON RP SURVEY (CENTRAL &

SOUTHERN), SURVEY FOR RINDERPEST,

PREPARATION OF DATABASE FOR RP, SAMPLE

SUBMISSION AND LAB TESTING 0

34 SCREENING OF AVAILABLE SAMPLES 36,515 22,615 13,900 36,515

340 TESTING OF SAMPLES 0

35 WILDLIFE SURVEILLANCE 13,217 13,217 13,217

350 WILDLIFE SURVEY 0

351 WILDLIFE TRAINING 0

37 DATA COLLECTION AND DISTRIBUTION 6,572 6,572 6,572

370 EDMU SOMALILAND 0

4 DISEASE SURVEILLANCE (PDS) 20,835 20,835 20,835

401 1st PDS RP C/ & S/ SOMALIA FEB06 0

86

CODE DESCRIPTION Spent in Euro RESULT 1 RESULT 2 RESULT 3Total result

1+2+3

402 2nd PDS RP C/ & S/ SOMALIA MAR06 0

5

DISEASE SURVEILLANCE (OUTBREAK

INVESTIGATIONS) 8,667 8,667 8,667

501 OUTBREAK INVESTIGATION IN MEREREI APR05 0

502 OUTBREAK INVESTIGATION IN BOROMA SEP05 0

503 WILDLIFE INVESTIGATION IN BARDERE - DEC05 0

504 OUTBREAK INVESTIGATION IN M/SHABELI OCT05 0

505

PPR OUTBREAK INVESTIGATION IN SOMALILAND

FEB06 0

506 OUTBREAK INVESTIGATION IN PUNTLAND FEB06 0

507 AVIAN FLU INVESTIGATION IN C/SOMALIA MAR06 0

508 AVIAN FLU INVESTIGATION IN P/LAND APR06 0

509 AVIAN FLU INVESTIGATION IN S/LAND JUL06 0

510 AVIAN FLU INVESTIGATION IN S/SOMALIA JUL06 0

511

RVF INVESTIGATION IN SOUTHERN AND CENTRAL

SOMALIA JAN07 0

9 CO-ORDINATION/ Shared cost 845,530 0

HUMAN RESOURCES CO-ORD AND ADM PMU 253,451 126,726 101,380 25,345 253,451

HUMAN RESOURCES CO-ORD AND ADMIN

FIELD 173,896 86,948 69,559 17,390 173,896

90 OFFICES RUNNING COSTS 389,571 194,785 155,828 38,957 389,571

900 RUNNING SOMALIA BASES 263,455 0

87

CODE DESCRIPTION Spent in Euro RESULT 1 RESULT 2 RESULT 3Total result

1+2+3

901 RUNNING PMU NAIROBI 126,115 0

92 INTERNATIONAL WORKSHOPS 13,519 0

920

PACE ANNUAL COORD MEETING DAKAR - JUL05 -

Result 2 and 3 634 317 317 634

921

ANIMAL EXPORT RISK ANALYSIS LILONGWE - JUL05

- Result 3 5,761 5,761 5,761

922 ISVEE XI CAIRNS (AUSTRALIA) - AUG06 - Result 2 82 82 82

923

PACE COORDINATION MEETING - ADDIS ABABA -

MAY - Result 2 and 3 1,416 708 708 1,416

924

PACE COORDINATION MEETING - BAMAKO - JUN06

- Result 2 and 3 1,848 924 924 1,848

925

PACE COORDINATION MEETING - DUALA - JUL06 -

Result 2 and 3 1,526 763 763 1,526

926 OIE GIS CONFERENCE - ITALY - SEP06 - Result 3 2,252 2,252 2,252

93 MEETINGS 7,093 2,364 2,364 2,364 7,092

930 SAHSP GENERAL PLANNING MEETING 0

931 SAHSP ADM GENERAL MEETING 0

933

7TH CONFERENCE OF MINISTERS, RWANDA -

NOV05 0

95 AUDITS AND REVIEWS 8,000 2,667 2,667 2,667 8,001

950 MID-TERM REVIEW 0

951 ADM CONTRACTUAL AUDIT 0

TOTAL EXPENDITURES 1,792,794 721,299 803,620 267,875 1,792,794

88

CODE DESCRIPTION Spent in Euro RESULT 1 RESULT 2 RESULT 3Total result

1+2+3

Per cent of Total 100 40 45 15 100

89

Annex 5: Terms of Reference

TERMS OF REFERENCE FOR THE MID-TERM EVALUATION OF THE SOMALI

ANIMAL HEALTH SERVICES PROJECT

A. Introduction

Project Tit le: Somali Animal Health Services Project (SAHSP)

Contract No: 514 – NGO – L12-04

Starting date of contract: 1stApril 2005

Ending date of contract: 30thSeptember 2007.

Recipient Organization: Terra Nuova

Partners: UNA and COOPI

Location: County-wide with field offices in Somaliland (Hargeisa), Puntland (Garowe),

Central Somalia (Jowhar/Belet-Weyne) and Southern Somalia (Dinsor).

Total contracted amount: Euro 3,157,000

• EC Contribution: Euro 2,995,000

• Other Contributions: Euro 162,000

B. Objectives of the evaluation

The mid-term evaluation (MTE) of SAHSP will assess the progress in implementation of the

project. Emphasis will be placed on the relevance of SAHSP objectives and activities to the

identified needs, the efficiency of its implementation and its effectiveness to date. The

potential and requirements for institutionalisation and sustainability of SAHSP outputs by the

beneficiaries will also be assessed.

The MTE is intended to provide the European Commission Somalia Operations (ECSO), the

SAHSP implementing NGO consortium (Terra Nuova, UNA and COOPI), the SAHSP

management team, FAO/GREP and AU/IBAR/PACE/SERECU with an independent

evaluation of progress in the implementation of SAHSP. It will assess project progress and

the accountability of the project, identify lessons learnt for forthcoming activities, and advise

on possible need for re-orientation to assure the achievement of its objectives in the

remaining time-frame of implementation. Other key partners including the Minister of

Livestock of the Transitional Federal Government of Somalia, the Ministries of Livestock in

Somaliland, the Ministry of Livestock, Agriculture and Environment in Puntland and the

Somali Livestock Professionals’ Associations will benefit from the findings of this evaluation.

90

C. Background

Context and evolution of SAHSP

Since 1994 several relief, rehabilitation and development projects have been undertaken to

enhance the professional competence of Somali Veterinary Professionals (SVPs), provide

support for the establishment and operation of Veterinary Professionals’ Associations and

public sector animal health institutions in Somaliland and Puntland. Between 1stOctober 2001

and 31st March 2005, the EC funded the implementation of the Somali PACE Project that

supported capacity building for public and private sector animal health workers, the

strengthening of public sector institutions through development of master plans and support

for enactment of veterinary law codes, the strengthening of five livestock professional

Associations and a national umbrella organization. The Somali PACE project also conducted

training of Somali veterinary professionals for subsequent engagement in large-scale

epidemiological surveys for major transboundary diseases of livestock. However, by the end

of the Somali PACE Project, the veterinary sector master plan was yet to be implemented in

Puntland and was only partially implemented in Somaliland. The veterinary codes were not

yet enacted in both Somaliland and Puntland. Epidemiological surveillance for livestock

diseases and emergency preparedness planning were not institutionalized within the nascent

public sector institutions and the fear of negative economic consequences resulting from

trade bans prevented the transparent dissemination of some disease survey results. To date,

suspicions persist that Southern Somalia represents the last focus of endemic Rinderpest that

prevents the global eradication of the disease. The Livestock Professionals’ Associations had

revised constitutions and developed strategy papers to guide their future development but still

lacked the ability to independently mobilize their members as animal health service providers.

The Somali Animal Health services project (SAHSP) was designed to consolidate the

achievements of the Somali PACE Project. It aims to enhance access by Somali livestock

sector stakeholders to improved animal health services that comply with internationally

acceptable standards for participation in safe domestic and export trade in livestock and

livestock products. The overall objective is to contribute to the improvement of livelihoods at

household level by enhancing food security and income generation through the control and

eradication of major epizootic diseases of livestock. The specific objective is to improve

delivery and regulation of animal health services to enhance livestock production, domestic

and export trade in livestock and livestock products.

The Project has three expected results as follows:

• Result 1: Capacity of Somali institutions to effectively deliver and regulate animal health

services enhanced

91

• Result 2: Measures for the eradication of Rinderpest from the Somali Ecosystem

implemented in collaboration with AU/IBAR/PACE

• Result 3: Mechanisms for reducing the vulnerability of Somali livestock to the threats of

major epizootics strengthened through the establishment of a disease surveillance

system.

SAHSP has operated country-wide through four zonal offices in Hargeisa (Somaliland),

Garowe (Puntland), Jowhar (Central Somalia) and Dinsor (Southern Somalia). This Zonal

approach to implementation takes into account the socio-political differences between the

zones and allowed continuation of project activities even when the security situation

deteriorated in one or two zones. The Project Management Unit (PMU) was established and

maintained in Nairobi as a central coordination unit to provide technical, administrative and

logistical support to the Zonal Offices. To facilitate the smooth implementation of activities, the

Project signed memoranda of understanding (MoUs) with the Ministry of Livestock in

Somaliland and the Ministry of Livestock, Agriculture and Environment in Puntland. Contact

was also established with the Minister of Livestock, Forestry and Range of the Transitional

Federal Government of Somalia and dialogue initiated on the needs for capacity building to

revitalize public sector institutions under the TFG Ministry of Livestock, Forestry and Range.

Activities towards the eradication of rinderpest entailed regional cooperation, and

harmonisation of approaches with Kenya and Ethiopia under the overall coordination of the

AU/IBAR/PACE/Somali Ecosystem Rinderpest Eradication Coordination Unit (SERECU). A

memorandum of understanding was signed between SAHSP and AU/IBAR to facilitate this

cooperation.

Due to the absence of laboratory testing facilities in Somalia, a memorandum of

understanding was developed with the Kenya Agricultural Research Institute (KARI) to

facilitate testing of samples collected in Somalia for Rinderpest, Pest des petits ruminants

(PPR), Rift Valley Fever (RVF), Contagious bovine pleuropneumonia (CBPP) and contagious

caprine pleuropneumonia (CCPP).

Current state of implementation

In all the Zones, the project convened stakeholders’ workshops to obtain inputs in

strengthening of animal health delivery systems. Support for building the capacity of public

sector institutions is still limited to Somaliland and Puntland as the development of public

sector institutions in Central and Southern Somalia is yet to be undertaken. In Somaliland, the

project supervised the completion of rehabilitation works on buildings of the Ministry of

Livestock and the construction of new buildings to house a laboratory, offices and library at

the Ministry of Livestock Headquarters in Hargeisa. The project also purchased office

furniture for the new premises and computer equipment installed with the AU/IBAR/PACE

92

ARIS programme for the Epidemiology and Data Management Unit (EDMU). In Puntland, the

planned rehabilitation of laboratories and a Regional Veterinary Office in Galkaiyo was

delayed due to difficulties in securing the targeted public buildings from unauthorized

occupants coupled with a cabinet reshuffle that interrupted the continuity of the activity as

there was no effective handover between the out-going and in-coming MoLAE Ministers. The

process of rehabilitation of public premises to house a veterinary laboratory and Regional

Veterinary office in Galkaiyo, Puntland is currently underway.

In Central and Southern Somalia, SAHSP consulted the TFG Minister of Livestock, Forestry

and Range on modalities for enabling livestock sector stakeholders in the two zones to

contribute to discussions on needs for institutional development for the sector. The Minister

convened an initial briefing meeting with NGOs and international agencies operating in the

livestock sector in Nairobi on 14th June 2006.

Training of MoL personnel to operate the EDMU was initiated in Hargeisa and plans are

underway to conduct training for EDMU personnel in Puntland, Central and Southern

Somalia.

The establishment of financial and human resources management systems to enhance

efficiency and transparency in MoL and MoLAE was initiated and will be extended to the

Livestock Professional Associations if successful in the public sector.

SAHSP provided support and guidance for the establishment of a Veterinary Board in

Puntland following enactment of the Veterinary Code by Parliament. This included facilitation

of a visit by the Chairman of the Kenya Veterinary Board to attend a stakeholders’ meeting in

Puntland where he outlined the purpose and operations of a National Veterinary Board as a

regulatory body. The Project also provided funds and technical support for the serialisation of

the Veterinary Code in the Puntland newspapers, radio stations and various Somali web-sites

to enhance understanding of the requirements for its enforcement among stakeholders. In

both Somaliland and Puntland, SAHSP encouraged the implementation of the Master Plans

for MoL and MoLAE respectively. However, inadequate budgetary allocations prevented the

full implementation of the recommendations of the Master plans. In Somaliland, the budgetary

allocation for MoL operations in 2006 was increased two-fold as a result of intense lobbying of

the Ministries of Planning and Finance by the Minster of Livestock.

The project conducted training in business management and contract preparations for 31

selected private SVPs operating pharmacies and clinics.

In both Central and Southern Somalia, the project implemented participatory disease search

(PDS) activities as part of the Rinderpest surveillance activities agreed jointly with

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AU/IBAR/PACE/SERECU, PACE Kenya and PACE Ethiopia. A total of 292 samples were

collected from suspected clinical cases tested negative for rinderpest while 2,111 sera were

tested for rinderpest antibodies. A major random serological survey for rinderpest that was

initially scheduled for implementation in January-February 2006 was postponed to June-July

2006 due to severe drought conditions with resultant concentration of livestock in areas with

pasture and water. A total of 5,760 to 6,528 sera were targeted for collection during this

survey. Using the results so far obtained from earlier surveys for rinderpest, SAHSP

requested AU/IBAR to make a declaration to the OIE of provisional freedom from rinderpest

on a zonal basis for Somalia. A draft emergency preparedness plan for rinderpest for

Somalia was submitted to AU/IBAR for review and approval.

To facilitate planned rinderpest surveillance activities in wildlife, eight Somali Veterinary

Professionals were trained in wildlife capture and sampling techniques in February-March

2006. Selection of the SVPs was done by SAHSP in consultation with SOWELPA while the

training was arranged by the AU/IBAR/PACE/SERECU in collaboration with the Kenya

Wildlife Service. The training was carried out during wildlife surveillance field activities in

Kenya. In Somaliland, the Project supervised and supported epidemiological assessments of

a PPR outbreak in preparation for a vaccination intervention. However, the vaccination was

not carried out due to disagreements between the Ministry of Livestock and ULPA on

modalities for its implementation. In Puntland, SAHSP provided logistical and financial

support for field interventions led by VSF-Suisse following outbreaks of pneumonia in camels,

sheep and goats. SAHSP also supported field investigations of three disease events

suspected to be CCPP and avian flu in Central Somalia and Rinderpest in Southern Somalia.

The testing of stored sera to obtain baseline data on key diseases affecting livestock trade

was initiated with the testing of 8,522 sheep, goats and camel sera collected in Somaliland

and Puntland during earlier Rift Valley Fever surveys for PPR virus antibodies. The testing of

all stored sera collected from cattle in Central and Southern Somalia for CBPP sero-

prevalence was initiated.

Constraints

Implementation of SAHSP activities was constrained by the following:

• Delayed recruitment of the some expatriate and Zonal Technical staff and the later

resignation of one Technical Advisor delayed project start-up and implementation.

• A cabinet reshuffle with resultant loss of institutional memory at MoLAE that slowed the

pace of activities in Puntland.

• Recurrent incidents of insecurity that necessitated the temporary evacuation of Technical

Advisors and relocation of a Zonal office.

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• Dormancy of the Somali Livestock Professionals’ Forum denied the project an effective

local partner and presented challenges for the mobilisation of the five Zonal Associations

towards the establishment of a national umbrella organisation.

• Conflict between MoL and the ULPA Executive Committee prevented joint field

interventions.

• The temporary suspension of ECHO flights to some locations in Southern Somalia

prevented access of SAHSP staff to some field locations.

• Severe drought conditions caused the postponement of a large-scale random cross-

sectional serological survey for rinderpest scheduled for January 2006.

• Expectations by stakeholders that SAHSP should produce rapid results with tangible

short-term impacts indicated lack of understanding for long-term institutional capacity

building approaches.

• The lack of financial allocations for the Ministries responsible for Livestock development

in Somaliland and Puntland to enable the timely employment and deployment of staff

recommended in the respective master plans.

• The lack of structured livestock institutions under the TFG presented challenges to

SAHSP approaches in Central and Southern Somalia.

D. Issues to be studied

The MTE should examine the achievements and constraints experienced during the

implementation of SAHSP since its inception on 1st April 2005. The relevance of SAHSP

objectives and activities to the identified needs, the efficiency of its implementation and the

effectiveness of its approaches should be assessed. The MTE should also provide guidance

on the potential for institutionalisation and sustainability of SAHSP outputs by the

beneficiaries. The lessons learnt should enable recommendations on any changes required to

assure the attainment of SAHSP results and specific objective.

E. Methodology

The consultant will be expected to be familiar with the following documents: Project financing

agreement (including the SAHSP Project document), the SAHSP inception report, all the

project summary and interim technical reports, the Somali PACE Final Project report, and the

Somali PACE Mid-term review report, SERECU Project documents and reports. The Somalia

livestock sector strategy document (April 2004) commissioned by World Bank, FAO and the

European Commission will make valuable reading for the consultant. It is anticipated that the

consultant will interact with SAHSP personnel and beneficiaries and collect data and

information for the evaluation through various methods including key informant interviews,

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focus group discussions with selected beneficiaries, questionnaire interviews, and personal

observation of project activities or outputs of their implementation. The consultant will be

expected to consult other key stakeholders from regional and international organizations with

an interest in the outcomes of SAHSP implementation. These will include AU/IBAR,

SERECU, FAO-GREP and the veterinary authorities in Kenya and Ethiopia. The consultant

should provide every possible opportunity for SAHSP stakeholders and beneficiaries to

participate in and contribute to the MTE. The consultant should review the project logical

framework and make suggestions for its revision to realistically focus project outputs towards

achievement of the purpose in the remaining time-frame of its implementation.

Evaluation criteria

The evaluation should assess the SAHSP Project for its relevance, the efficiency of its

implementation and its effectiveness and the sustainabil ity of its outputs. The

following key issues should be examined:

Relevance of SAHSP

The MTE should assess the appropriateness of SAHSP and its approaches in the context of

Somalia

• Are SAHSP objectives consistent with the needs of the beneficiaries, regional and global

priorities and donor’s policies?

• What is the internal coherence of the SAHSP logical framework (relationships between

overall objective, purpose and the results defined in the log-frame)? Particular attention

should be given to the log-frame in the project proposal and the working log-frames

followed during implementation.

• Was the project purpose realistic and relevant to the overall objective?

• What are the institutional linkages between SAHSP and other Projects carrying out

related activities in the Somali livestock sector? How did these affect the relevance of

SAHSP?

Efficiency and effectiveness of SAHSP

The efficiency of SAHSP implementation will be assessed against its specific objective.

The MTE should assess how project resources/inputs (funds, expertise, equipment, time etc)

have been converted into results and to what extent have SAHSP objectives been achieved

or are likely to be achieved on a priority basis.

The MTE should pay particular attention to the following:

• Evaluate SAHSP implementation at all levels (PMU and Zonal Offices and the field

levels).

• Assess SAHSP financial and logistics management aspects at PMU level, Nairobi.

• Evaluate the coherence of SAHSP activities in order to achieve the expected results.

96

• Evaluate the relationships between the activities and the results so far achieved by

SAHSP taking into account the resources mobilized.

• Evaluate the need for any eventual extension to assure attainment of the planned results

given the remaining time-frame for SAHSP implementation. Priority areas of work should

be clearly identified, the cost effectiveness of any additional support demonstrated and

the time-frame defined.

Key issues pertaining to SAHSP co-ordination and cross-cutting issues will also be addressed

including:

• Analysis of how SAHSP approaches and strategies have contributed to attainment of the

objectives and how they have translated to project activities and work-plans.

• Assess the internal monitoring and evaluation mechanisms and the timeliness and

adequacy of project reporting.

• Assess the contribution of the Project implementing NGO consortium (Terra Nuova, UNA

and COOPI) to the attainment of SAHSP expected results and purpose to date.

• Assess the performance of the technical assistance provided by the various Technical

Advisors and consultants assigned to specific aspects of the project.

The MTE should also assess the appropriateness, efficiency and effectiveness of the

organization, management and reporting systems established under SAHSP.

Potential for sustainability of SAHSP outputs

The MTE will assess the potential for sustainability of the results of SAHSP and suggest

mechanisms that need to be put in place to assure this. Key issue to address will include:

• The absorption capacity of local (counterpart) institutions and their ability to sustain

outputs from the project. Do the local counterpart institutions have sufficient human and

financial resources to carry out the roles expected of them after the end of SAHSP? What

needs to be done to enhance the ability of counterpart institutions to effectively perform

their roles in the prevailing socio-political circumstances?

• Has sufficient attention been given to the development of the public and private sector

institutions and the establishment of mutually beneficial and productive linkages between

them?

• Is the mixture of expatriate and Somali staff effective in addressing the needs of the

project and its beneficiaries and are there adequate arrangements in place to ensure

hand-over of responsibilities from expatriate to Somali personnel?

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F. Report ing and feedback

The consultant will be expected to present an inception report for approval by the EC Somalia

Operations (ECSO). This report will outline the methods proposed for carrying out the

evaluation and the timing of field visits and presentation of feedback and reports to the ECSO.

The consultant will then conduct the evaluation of SAHSP both at the PMU level in Nairobi

and in the field offices in Dinsor, Beled-Weyne, Garowe and Hargeisa.

Following completion of the field evaluations, the consultant will debrief TN and ECSO

through presentation of an Aide-Memoire (this should be a de-briefing presentation at EC

office) of their provisional findings and likely recommendations. The consultant will then

prepare a draft final report of the key findings and recommendations for submission to TN and

ECSO not later then 14 days after completion of the field evaluation. The draft final report will

be circulated by TN for comments by stakeholders as appropriate.

The consultant will then finalize the report and resubmit the final report to TN (who will copy it

to EC for approval) not later then 7 days after receipt of consolidated comments from TN.

iii) Planned outputs

Inception report (five hard copies and one electronic version in Word format), 3 days after

arrival of mission in Nairobi

Aide-Memoire (five copies hard copies), following completion of field activities and before

leaving Kenya (if applicable)

Draft final report (five hard copies and one electronic version in Word format), latest 10 days

after completion of field evaluation

Final report (five hard copies and one e-copy on CD-ROM in Word and PDF format), latest 7

days after receipt of comments from TN

G. Expertise required

The consultant should be a veterinarian with a post-graduate degree in epidemiology or an

animal health related discipline. He/she should have at least 10 years experience and

knowledge in establishment of livestock disease surveillance and emergency response

systems. The consultant should also have at least 5 years experience in animal health

institutional capacity building in developing countries. Additional experience and knowledge in

development of livestock sector legislation and policy as well as project management will be

98

desirable. The consultant should be familiar with the Project Monitoring Cycle (PMC)

approach and the European Commission (EC) rules, procedures and formats that relate to

project evaluations. The consultant must be fluent in English.

H. Work Plan and Time schedule

The evaluation should be carried out for a total of 30 calendar days commencing not later

than 3rd January 2007. This process will entail the following:

International travel (if required) 2 days

Review of the literature (3 days)

Field work (17days including travel to and from Somalia and meetings in Nairobi)

Report writing and presentations (8 days).

The consultant will be expected to undertake visits as follows:

• EC Somalia Operations (ECSO) in Nairobi.

• SAHSP PMU office in Nairobi for meetings with the project management team and

the Representatives of the SAHSP implementing NGO consortium (Terra Nuova,

UNA and COOPI). Further meetings will be arranged separately with each of the

partners as required.

• African Union Inter-African Bureau for Animal Resources (AU/IBAR) including the

Somali Ecosystem Rinderpest Coordination Unit (SERECU)

• Field visits to Somaliland, Puntland, Central and Southern Somalia to visit SAHSP

Zonal Offices and to contact various SAHSP stakeholders and beneficiaries in the

zones.

• Visits to the KARI laboratories and the Central Veterinary Laboratory, Kabete

The consultant should provide a detailed and time bound work schedule to cover all these

aspects in his/her offer.

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Annex 6: List of Persons Met

NB: The consultant wishes to thank all the persons listed below for their kind collaboration

and assistance during the course of this MTE.

SAHSP Project Management Unit (PMU), Nairobi

Dr Henry Wamwayi, Chief Technical Advisor, (NB: Dr Wamwayi accompanied the

MTE Consultant to all meetings listed below)

Dr Mohamad Farah Dirie, SAHSP National Coordinator

Dr Stefano Tempia, Epidemiology Advisor

Dr Mohamud Hagi Hassan Ali, National Epidemiologist

Mr Dario Zecchini, Project Administrative and Human Resources Advisor

Mr Mohamed Haibe, National Administrator

EC Delegation to Kenya, Somalia Operations

Dr Friedrich Mahler, Technical Advisor in charge of Livestock and Environment

Terra Nuova Eastern safrica

Mr. Federico Veronesi, Ag Regional Representative

Mr. Riccardo Costagli, Project Manager Livestock Trade, Marketing and

Diversification Project

Dr Olare Isaya Ouma, Project Manager, ESCALI Project - Livestock

Mr. Phares Ragwa, TA ESCALI - Agriculture

Ms Lucy Wood, Educationist Sheikh Technical Veterinary School,

Mr. Sam Ogola, Educationist, Sheikh Technical Veterinary School

COOPI: Cooperazione Internationale

Ms Paola Grivel, Regional Representative

Ms Emmanuella Olesambu, Programme Manager, Pastoral Emergency Interventions

UNA Consort ium

Mr. Raffaele Del Cima, Regional Representative

Department of Veterinary Services, Kenya

Dr Joseph Musaa, Director of Veterinary Services (DVS)

Dr Simon N. Kimani, Chief Veterinary Field Officer

Dr Harry Oyas, PACE Kenya, National Coordinator

Kenya Agricultural Research Institute (KARI), National Veterinary Research

centre, Muguga

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Dr John Mugambi, Centre Director

Dr Eunice Ndungu, Serologist

Dr Peter Mirangi, Head of Virology Division

AU-IBAR, Nairobi

Dr Modibo Traore, Director

Dr Kebkiba Bidjeh, PACE Epidemiologist

Dr Joseph Litamoi, FAO Advisor Avian Influenza Epidemiology

AU-IBAR/PACE/Somali Eco-System Rinderpest Eradication Coordination Unit

(SERECU) at AU-IBAR

Dr Dickens Chibeu, SERECU Coordinator,

Dr Elizabeth Wambwa, Wildlife Expert

Dr Annie Lewa, Specialist in Animal Health Delivery Systems

Dr Ahmed Mohamed Hashi, Liaison Officer for Somalia (and Ag. Somali delegate to

the OIE)

Dr Bernard Mugenyo, Liaison Officer for Kenya

Dr Nesru Hussein, Liaison Officer for Ethiopia

FAO Somalia

Mr. Graham Farmer, FAO Representative to Somalia

Dr Massimo Castiello, Livestock Expert

Dr Jotham Musiime, Livestock Consultant

Puntland, Bosasso

H.E. Mr. Said Jama Ali “Qorshal”, Minister for Livestock, Agriculture and Environment

Dr Samuel Wakhusama Wanyangu, SAHSP Technical Advisor, Institutional Capacity

Building and Training (Based in Puntland)

Dr Francis Sudi, SAHSP Technical Advisor, Disease Surveillance and Reporting

(Normally based in Southern Somalia)

Dr Ernest Njoroge, SAHSP Technical Advisor, Policy and Communication (normally

based in Central Somalia)

Mr. Mohamed Jama, SAHSP Zonal Administrator, Puntland

Dr Abdusalaam Mohamed Warsame, Former Port veterinary Officer, who had just

been designated to head the Puntland EDMU and Laboratory Services

Dr Abdulrazak Jama, Chairman Puntland Veterinary Board

Mr. Nur Farah, Private Sector Representative on the Puntland Veterinary Board

Dr Abdulrashid Hashi, Public Sector Representative on the Puntland Veterinary Board

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Dr Liban Chairman of PULPA

Dr Faduma Hussein Vice-Chair PULPA

Mr. Mahad, Chairman Puntland Livestock Board

Mr. Noor Ali Mohamed, Manager Mandeeq Milk Factory Qhardo

Plus 2 traders at Bosaso Livestock market and various individuals at Port loading

livestock.

Plus representatives of the Buran Community in Sanaag Region

Somaliland, Hargeisa

H.E. Dr Idris Ibrahim Abdi, Minister of Livestock

Dr Abdullahi Director of Animal Health

Dr Mohamoud Ismail Ali (Shire), Head of Hargeisa Laboratory

Dr Abdillahi Adan Jama, Head EDMU, Hargeisa

Dr Ahmed Haji Abdullahi, Chairman of the Board of Management of ULPA

Mr. Ismael Wasame, Chair ULPA

Mr. Ali Mohamed Ali, Secretary, ULPA

Mr. Daudi Isaac Nuru, Treasurer, ULPA

Dr Elmi Ibrahim Wais, Chair SOLNAVA

Dr Ibrahim Omar Osman, Livestock Trade, Marketing and Diversification Project

(Terra Nuova)

Dr Ibrahim Said Ismael, Chairman of the Chamber of Commerce

Dr Mohamed Muse Yusuf (Afrika), SAHSP Zonal Coordinator, Somaliland

Mr. Jibri Ahmed, SAHSP Zonal Administrator, Somaliland

Dr Mohamed Ali Hamud, Ag. SAHSP Zonal Coordinator and Field Officer, Central

Somalia

Dr Abdul Kadir Abdi Mohamed, Member Executive Committee of CERELPA

Dr Omar Dirie Mumir, Member of CERELPA

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Dr Ahmed Abdi Gedi, SAHSP Zonal Coordinator, Southern Somalia

Dr Ali Roble Mohamed, SAHSP Veterinary Field Officer, Southern Somalia

Dr Abdirashid Sheikh Ahmed, Chairman SOWELPA

Dr Ali Sheikh Mohamed, Administrative Officer and Executive Committee Member of

SOWELPA

Dr Mohamad Farah Dirie, SAHSP National Coordinator at the PMU

Dr Francis Sudi, SAHSP Technical Advisor, Disease Surveillance and Reporting

(Normally based in Southern Somalia)

Dr Ernest Njoroge, SAHP Technical Advisor, Policy and Communication (normally

based in Central Somalia)

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Annex 7: Projected End-of-Project Management Arrangements

104

PUNTLANDZONAL VET CO-

ORDINATOR

C/ SOMALI AZONAL VET CO-

ORDINATOR

S/ SOMALI AZONAL VET CO-

ORDINATOR

SOMALI LANDZONAL VET CO-

ORDINATOR

SOMALI NATI ONAL ADMI NI STRATOR& I . S. ASSI STANT

SOMALINATI ONAL

EPI DEMI OLOGI ST

ALL 4ZONAL VETCO-ORDs

SAHSP ORGANOGRAMM – 3rd STAGE

SAHSP CONSORTI UM

CHI EF TECHNI CAL ADVI SOR

SOMALI NATI ONAL CO-ORDI N.

SAHSPPMU NAI ROBI

SUPPORT STAFF

SECRETARYLOGIST./DRIVER

RECEPT./CLEANER

ZONAL OFFI CE

SUPPORT STAFF

SECRETARYDRIVER

SECURITY

ZONAL OFFI CE

SUPPORT STAFF

SECRETARY(DRIVER)SECURITY

ZONAL OFFI CE

SUPPORT STAFF

SECRETARY(DRIVER)SECURITY

ZONAL OFFI CE

SUPPORT STAFF

SECRETARY(DRIVER)SECURITY

FI ELD SUB OFFI CE

SUPPORT STAFF

SECURITY

LEGENDA:CHAINE OF COMMANDSUPERVISION RESPONSIBILITYTECHNICAL INPUT

H.R. & FINANCIAL ADVISOR

PROJECTEPIDEMIOLOGIST

ADVISOR

SECTORAL TECHNICAL ADVISORS

INSTITUTIONAL SUPPORT ADVISOR & INTERNATIONAL CONSULTANTS / FACILITATORS

PMUACCOUNTANT

ZONAL ADMIN.

ZONAL ADMIN.

ZONAL ADMIN.

ZONAL ADMIN.

FIELD OFFICER

FIELD OFFICER

ALL 4 ZONAL ADMI N.

SOMALI CONSULTANTS

AND FACILITATORS

SOMALI CONSULTANTS

AND FACILITATORS

105