Shelter Cluster Somalia ShelterCluster.org
Coordinating Humanitarian Shelter
The Shelter Cluster in Somalia
Linking Relief Rehabilitation and Development
LRRD
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Shelter Cluster Somalia ShelterCluster.org
Coordinating Humanitarian Shelter
PART 1
INTRODUCTION TO THE HUMANITARIAN
COORDINATION MODEL
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WHY DO WE COORDINATE?
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THE HUMANITARIAN COORDINATION MODEL
“When disaster strikes, empowered and accountable leadership is a prerequisite to an
effective humanitarian response”
“Coordination does not happen automatically”
“There is plenty of duplication , disagreement and inefficiency”
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Coordinating Humanitarian Shelter
WHAT IS COORDINATION?
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THE HUMANITARIAN COORDINATION MODEL
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THE HUMANTIARIAN REFORM PROCESS: the transformative agenda
The cluster
approach was
adopted in 2005,
following an
independent
Humanitarian
Response Review,
to address gaps
and to increase the
effectiveness of
humanitarian
response by
building
partnerships.
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THE HUMANITARIAN REFORM PROCESS
EXPECTED OUTCOMES
1. Humanitarian responses are predictable and accountable 2. Strong leadership through clear division of labor 3. Stronger cooperation with other stakeholders and
authorities 4. Cluster approach should strengthen the other existing
coordination systems 5. Stronger role in preparedness
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THE IASC TRANSFORMATIVE AGENDA
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THE IASC TRANSFORMATIVE AGENDA
LESSONS LEARNED
1. We have not been able to get to levels of collaboration 2. It is a UN dominated coordination system, not sharing leadership 3. Partners remain driven by their own mandate and organizational-
specific activities (competition in-between agencies) 4. National actors are rarely included in coordination due to lack of
capacity, time, language and technology. 5. The system is very demanding on processes without concrete
added value (fatigue with partners) 6. Lack of importance of government involvement and handover
(clusters to strengthen the gov to take its responsibility)
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IASC TRANSFORMATIVE AGENDA
The Project
Management
Cycle with a
strong emphasis
on preparedness.
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THE IASC TRANSFORMATIVE AGENDA
TIPS: coordinating successfully
1. Don’t over-simplify tasks. The more complex the task, the more commitment you are asking.
2. It is easier to work with smaller groups 3. Bring organizations together with similar needs 4. Coordination should be done independently from the lead agency 5. De-centralize cluster coordination to the field 6. Agree upon roles and responsibilities 7. Good information management relieves coordination 8. Facilitation and social skills are key
Shelter Cluster Somalia ShelterCluster.org
Coordinating Humanitarian Shelter
PART 1b
INTRODUCTION TO
THE SOMALIA SHELTER CLUSTER
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PRESENTATION SHELTER CLUSTER SOMALIA
SOMALIA STATISTICS
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Coordinating Humanitarian Shelter 13
SHELTER OBJECTIVES
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SHELTER STATISTICS
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Coordinating Humanitarian Shelter
Non- dedicated
Field coordinators
(international staff)
Community
liaison
Holding
meetings
Limited
Gov. liaison
Coordinator
Support Officer
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TASKS FIELD
COORDINATOR
STRENGHTENING THE SHELTER CLUSTER ARCHITECTURE
FORMER STRUCTURE IN 2013: ALL UNHCR STAFF
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MAIN CHALLENGES AND CONSTRAINTS IN A SOMALIA CONTEXT
*Weak commitment at field level for coordination purposes *Weak Secretariat at National level *No standardized tools for the shelter cluster partners *No data management of assessments, monitoring or evaluation. *Long process of humanitarian gap analysis (>4 months) *Static needs assessments - the rapid changes in displacement patterns often means our needs assessments are outdated when the aid arrives, *Difficult Access - getting materials and expertise to the interior of the South. *Lack of partners - in certain regions there are insufficient reliable partners
REMOTE MANAGEMENT
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STRENGTHENING THE COORDINATION CAPACITY:
a step by step approach
* Regional coordinators were selected from the stronger agencies who were voluntary wanting to provide support to cluster coordination according to an agreed upon terms of reference. * Strong focus on capacity building. Since 2013, in total 8 trainings were provided to the regional coordinators (1-week trainings on coordination and other shelter cluster topics). Trainings are now held on a bi-annual basis. * Strong continuation of all regional coordinators (only 2 have changed)
Shelter Cluster Somalia ShelterCluster.org
Coordinating Humanitarian Shelter
30% dedicated
NON PAID
Field coordinators
(Shelter Partners)
Contingency
planning
Community
liaison
HLP advisor
PROTECTION
CLUSTER
Coordination
Advocacy
Gov. liaison
Coordinator
IM/GIS expert
Support Officer
Remote support
GENEVA 18
TASKS FIELD
COORDINATOR
SHELTER CLUSTER REFORM PROCESS A DE-CENTRALIZED CLUSTER SYSTEM in 2014
SYPD
FIELD OFFICES SECRETARIAT
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Coordinating Humanitarian Shelter
NO MAIN CHANGES IN STRUCTURE COMBINED UN AND NGO LEAD FIELD STRUCTURES
SYPD
2013 2016
?
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Coordinating Humanitarian Shelter
PART 2
INTRODUCTION TO
THE HUMANITARIAN DATA PARADIGM
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What is the main problem regarding information
management and communication in the humanitarian sector?
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PRESENTATION SHELTER CLUSTER SOMALIA
Shelter Cluster Somalia ShelterCluster.org
Coordinating Humanitarian Shelter
ORGANIZATIONS SERVERS & CALL CENTRES
COMMUNITIES
SUPPLIERS PRIVATE PLATFORMS
LACK OF SHARING LACK OF COORDINATION LACK OF CONNECTIVENESS
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Coordinating Humanitarian Shelter
Answer?
Data is Power. As the humanitarian sector is becoming more and more competitive, there is a lack of willingness to work together. Too many agencies have invested in organizational and
sectorial platforms.
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PRESENTATION SHELTER CLUSTER SOMALIA
Shelter Cluster Somalia ShelterCluster.org
Coordinating Humanitarian Shelter
PART 2b
INTRODUCTION TO
THE SOMALIA SHELTER CLUSTER &
INFORMATION MANAGEMENT
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HOW CAN WE GET BETTER BASELINE
DATA ‘JOINTLY’ ON INTERNAL DISPLACED
POPULATION GROUPS TO
BETTER ADVOCATE FOR THEIR NEEDS?
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PRESENTATION SHELTER CLUSTER SOMALIA GENEVA
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* Standardization of tools and especially baseline data collection on IDPs -Infrastructure mapping exercise -SIRNA (Somalia Initial Rapid Needs Assessment) -Market survey tools -Monitoring tools (including 4W matrix) -Use of a Digital platform to facilitate the data collection
The Shelter Cluster as a CAPACITY BUILDER
* More than 500 people involved in collection of data since 2014 * More than 120.000 data points (GIS) collected with a database of more than 140.000 pictures in more than 20 urban centers * SIRNA tool adopted as an ICCG tool * Market surveys done in all major cities * Local Building Culture Assessment rolled out in parts of Somalia * More than 20 organizations trained on the new M&E framework
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Coordinating Humanitarian Shelter
THE INFRASTRUCTURE MAPPING EXERCISE
The mapping exercise provides a quick snap shot of the access that IDPs have to basic services based
on direct observation. It also provides general data from Key Informants and also levels of congestion
in the settlements.
On average it takes 12 persons to map out 60.000 IDPs within 10 days.
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COLLECTION OF BASELINE DATA
WATER&LATRINES
DENSITIES OTHER FACILITIES
KII&PERIMETER
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AUTOMATION
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OVERVIEW MAPPING
EXERCISES IN SOMALIA
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VISUALIZATION: online maps and reports
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Coordinating Humanitarian Shelter
THE DENSITY CHECKS, WHY?
One of the main problems in the Somalia context is updated figures on internal displaced population groups. Since 2011, more than 75% of the 1.1
million internally displaced populations have been categorized as the most vulnerable regarding
nutrition and food-security standards.
The figure of 1.1 million has been static for the last 6 years. Donors and other stakeholders would like
to see this number updated.
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Coordinating Humanitarian Shelter
LINKING THE DENSITY CHECKS WITH A HOUSEHOLD ESTIMATE?
There seems to be an interest from the DTM (displacement
tracking matrix) and the PRMN (Protection Return Monitoring Network) to user the data from the Mapping Exercise to link it
to a new update on household estimates. The University of Oxford has also shown a strong interest in supporting this.
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5 DIFFERENT CASE STUDIES
• OPTION 1: Random sampling of points within the Settlement with the use of the 7*30 methodology (UNICEF) – TOO COMPLEX AS SATELITE IMAGERY IS OUT OF DATE.
• OPTION 2: Random sampling of points within the Settlement with use of GPS device (diameter XXX meters) – TOO COMPLEX AS SATELITE IMAGERY IS OUT OF DATE AND COMPLEX TO WORK WITH GPS IN THE FIELD
• OPTION 3: Split up settlement into identifiable segments (roads) and randomly sample of segments. – PROVIDED AN INTERESTING UNDERSTANDING OF CONGESTION LEVELS, BUT NOT GOOD ENOUGH FOR HH ESTIMATE
• OPTION 4: We tried a more subjective as we asked enumerators to categorize shelters in low, medium and high density. VERY INTERSTING BUT VERY SUBJECTIVE
• OPTION 5: Use a rope of 100 meters (800m2 surface area, diameter 32m) and random sample areas within a settlement. PROVIDED VERY INTERESTING DATA ON CONGESTION LEVELS. RESEARCH NEEDS TO BE DONE IN MAKING THIS MORE STATISTICAL.
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OPTION 1: Random sampling of points within the Settlement with the use of the
7*30 methodology (UNICEF)
• Process • The field teams collect information on a random sampling of clusters of 7
households and measure how much space they occupy (red is main shelter and green is second shelter). Total size = 18*16 big steps = 288 m2. So each household occupies 41m2/household.
• Possible problems • If the Perimeters are not taking properly, this will give us a very in-accurate
household estimate as we will still not know the total amount of built up area.
• Recommendations • Not to be used in this exercise.
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OPTION 2: Random sampling of points within the Settlement with use of GPS device
• Process • After the first phase of the project, we will randomly select points where
the persons will need to go back and capture everybody within a radius of XXX meters. GPS devices can be programmed to beep/vibrate when you enter or exit a circle.
• Computer programs can be used to randonly select points within a given area and get very precise probability estimates.
• Possible problems • It will be very difficult to pre-programme all GPS devices with this software
(beep/vibrate) and therefore it will be difficult to use this methodology.
• Recommendations • See with MFIELDWORK if this could be done in the future.
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RANDOM DENSITY CHECKS
OPTION 2
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OPTION 3: Split up settlement into identifiable segments of similar size and random sampling of
segments.
• Process • After the first phase of the project, we will split up the settlements into
identifiable segments of similar size. • We will randomly select segments and map out everybody living in that
segment.
• Possible problems • What should be the perfect size of a segment? Minimum XXXm2/segment? • Is this random enough to get a good confidence interval?
• Recommendations and Action • For example, there are around 60.000 IDP persons in 40 settlements living
in Bossaso . They occupy (perimeter surface area) 158 hectares (1.580.000m2).
• We could divide the settlements into segments of approximately 0.8 hectares (10.000m2). This would mean that we would have around 200 segments. In each segment, on average 300 persons will live in each segment (50 families).
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RED=SAMPLED
BLUE=NON SAMPLED
OPTION 3
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OPTION 3: segments that the coordinators had taken were not very convincing.
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OPTION 4: Subjective way of looking at shelter density: LOW, MEDIUM AND HIGH shelter density
• Process • Data to be collected on full enumerations in 10% of the settlements
(URBAN-RURAL) and random sampling in the rest. • People had received guidance on what low, medium and high shelter was
and how to classify them.
• Possible problems • All enumerators will look at shelter density differently. One person looking
at all settlements.
• Recommendations and Action • Very interesting, but statistically not good enough.
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LOW SHELTER DENSITY
HARGEYSA GAALKACYO MOGADISHU
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MEDIUM SHELTER DENSITY
HARGEYSA BOSSASSO MOGADISHU
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Coordinating Humanitarian Shelter 45
HIGH SHELTER DENSITY
HARGEYSA BOSSASSO MOGADISHU
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OPTION 4: Subjective way of looking at shelter density: LOW, MEDIUM AND HIGH shelter density
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OPTION 5: Go back to the stone age, use a rope
• Process • Random sampling of different areas in each settlement • Take a rope of 100 meters and make a circle • Sample all people inside the circle.
• Possible problems • Seems to be the easiest to roll out
• Recommendations and Action • How can we make this more systematic and statistical
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OPTION 5: Subjective way of looking at shelter density: LOW, MEDIUM AND HIGH shelter density
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Coordinating Humanitarian Shelter
PART 3
The Shelter Cluster and
STRATEGIC PROGRAMMING
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Shelter Cluster Somalia ShelterCluster.org
Coordinating Humanitarian Shelter
“Question: Although progress has been
made in providing more longer term housing solutions, we have not been able to
scale-up this approach in Somalia. Why?
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PROBLEM STATEMENT
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Coordinating Humanitarian Shelter
REASONS:
“Low humanitarian funding (global and Somalia)”
“Somalia = linked to food-security crisis”
“Durable Solutions is linked to Development Programming”
“High cost of the shelter”
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PROBLEM STATEMENT
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SUSTAINABLE SHELTER SOLUTIONS
SUSTAINABLE SHELTER SOLUTIONS
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SUSTAINABLE SHELTER SOLUTIONS
SHELTER IS MORE THAN JUST A ROOF CONSIDER SHELTER AS A PROCESS AND NOT A PRODUCT PROVISION OF INFORMED CHOICES INCLUSION OF BENEFICIARIES LINKING BACK TO CONTEXTUAL ANALYSIS LOCAL AREA BASED APPROACHES
Strong link with livelihoods,
especially in urban centres
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SUSTAINABLE SHELTER SOLUTIONS
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Coordinating Humanitarian Shelter
Question: Have people been brainwashed that cement-based products are better and
more durable?
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PROBLEM STATEMENT
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Just look at the strength of advertisement…
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PROBLEM STATEMENT
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Questions: Why should we promote more
local building techniques compared to cement-based techniques?
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PROBLEM STATEMENT
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Coordinating Humanitarian Shelter
REASONS:
“Cement = very high carbon footprint”
Majority of poor population groups have always lived in earth construction houses.
“Local Building Culture = more livelihoods”
More resources are put at the bottom part of the construction triangle
“Cement materials = expensive”
Beneficiaries receiving cement based products are not able to expand their house with the same construction material
making the product less sustainable.
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The construction pyramid: OWNER VERSUS CONTRACTOR DRIVEN
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MEDIUM COMPAINIES
SMALL TRADERS
BIG COMPANIES
SKILLED LABOURERS
UN-SKILLED PERSON
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Coordinating Humanitarian Shelter
HOW CAN THE SUSTAINABLE SHELTER SOLUTIONS BE
TRANSLATED INTO PRACTICAL ACTIONS TO SCALE UP LONGER
TERM SOLUTIONS?
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SUSTAINABLE SHELTER SOLUTIONS
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SUSTAINABLE SHELTER SOLUTIONS
LOCAL BUILDING CULTURE
HOW CAN WE MAKE THE SHELTER PROJECTS MORE SUSTAINABLE AND LOCALLY SUITABLE? 1. It is generally known that we have promoted construction techniques that are not sustainable as they are not adapted to the purchase capacity of the beneficiaries. For example: less than 5% of the beneficiaries who received a cement block house were able to expand their house with the same construction technique.
2. A thorough study of local building culture needs to be done, linking this to the access to natural building resources like sand, rock and soil. 3. Using and understanding LBC helps to reduce the cost of the shelter.
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SUSTAINABLE SHELTER SOLUTIONS
HOUSING LAND AND PROPERTY
HOW CAN WE ENSURE THAT FULL HOUSING LAND AND PROPERTY RIGHTS ARE INCLUDED? . 1. HLP is not only the plot of land that the people own. 2. IDPs (willing to locally integrate) also need access to the natural resources surrounding the relocaiton site (grazing lands, access to boreholes/berkads, agricultural land…) 3. IDPs should also have access to natural building materials that surround the relocation site (sand quarry, natural rock, soil…)
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SUSTAINABLE SHELTER SOLUTIONS
OWNER DRIVEN APPROA CHES
HOW CAN WE REDUCE THE COST OF CONSTRUCTION AND INCREASE OWNERSHIP? . 1. It is generally known that owner driven housing projects have a better value for money compared to contractor driven approaches. 2. To ensure quality, a strong component of capacity building needs to be incorporated. 3. A strong focus should be made on providing the beneficiaries with informed choices. Everybody has different needs and capacity.
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SUSTAINABLE SHELTER SOLUTIONS
BUILDING BACK SAFER
HOW CAN WE MAKE OUR SHELTER PROJECTS BETTER VALUE FOR MONEY? It is generally known that many buildings can be reduced in cost with simple components of building back safer. 1. Invest in a good foundation and a good hat to protect your building. This should be done with water-resistant materials. 2. Use local building cultures (non-cement based materials) for the construction in-between the roof and foundation. 3. Disaster Risk Reduction: choose the locaiton of the building properly 4. Include localized constraints in technical solutions: termites, water-barrier, bracing of building for high winds…
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PILOT PROJECT KISMAAYO
Shelter Cluster Somalia ShelterCluster.org
Coordinating Humanitarian Shelter
PART 4
LINKING RELIEF REHABILITATION AND
DEVELOPMENT
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WORKING IN AN INTEGRATED MISSION IN SOMALIA, IT IS
CRUCIAL TO LINK THESE EFFORTS TO THE NATIONAL DEVELOPMENT
PLAN (NDP) LED BY THE GOVERNMENT.
THE PRIVATE SECTOR IS LEADING
THIS PROCESS NOW…
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SUSTAINABLE SHELTER SOLUTIONS
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Coordinating Humanitarian Shelter
WORKING IN AN INTEGRATED MISSION IN SOMALIA, IT IS
CRUCIAL TO LINK THESE EFFORTS TO THE NATIONAL DEVELOPMENT
PLAN (NDP) LED BY THE GOVERNMENT.
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SUSTAINABLE SHELTER SOLUTIONS
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SUSTAINABLE SHELTER SOLUTIONS
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HOW CAN WE GET THE DEVELOPMENT ACTORS ON BOARD TO CONTRIBUTE TO LONGER TERM
SOLUTIONS?
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SUSTAINABLE SHELTER SOLUTIONS
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BURKINA FASO 2010
A CASE STUDY
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For more information
www.sheltercluster.org/response/somalia
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