general assistance and volunteers organization...

General Aasistance & Volunteers Organization “GAVO” Hay’ada Samofalka Wadaniga Ah ee GAVO GAVO main Office: Berbera Somaliland. Tell; 252 2 740089. Fax: 252 2 743301. Hargeisa office: Tell; 252 2 529416. E-mail:

[email protected] or [email protected] Website: www.gavosom.org

Organizational Profile

General Assistance and Volunteers Organization

Actively serving the Grassroots Community since 1993

September, 2009

Helping Pe

ople to Help Themse

lves

GAVO Organizational Profile 2009 Helping People To help themselves

Berbera Office; Tel: 00252 2 740089, Fax: 00 252 2740215 Hargeisa Office; 00 252 2 529416/529419 Fax: 00 252 2 529419 email: [email protected] or [email protected] Website: www.gavosom.org

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TABLE OF CONTENTS

I. PROCESS OF INFORMATION COLLECTION................................................. 3

II. CHARACTERIZING GAVO’S ORGANIZATIONAL TRAJECTORIES............. 5

III. GAVO’S ORGANIZATIONAL RELATIONSHIPS ........................................... 7

IV. ANALYSIS OF GAVOS’ ORGANIZATIONAL CAPACITY............................. 8

A) CONCEPTUAL FRAMEWORK................................................................................. 8 B) ATTITUDE......................................................................................................... 10 C) VISION AND MISSION; PURPOSE AND WILL ......................................................... 10 D) ORGANIZATIONAL STRATEGY ............................................................................. 11 E) SYSTEMS AND STRUCTURES .............................................................................. 12 F) SKILLS AND ABILITIES........................................................................................ 15 G) HUMAN AND MATERIAL RESOURCES .................................................................. 17

V. ANALYSIS OF GAVO’S MARKS OF DEVELOPMENT................................ 17

VI. “READING” GAVO’S ORGANIZATIONAL DEVELOPMENT PROCESS AND IDEAS FOR FUTURE CONSIDERATIONS. ...................................................... 21

VII. ANNEX: STORIES OF PROJECTS IMPLEMENTED BY GAVO BETWEEN 2002-2005 .......................................................................................................... 22



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3 Process of Information Collection

• This organizational profile is situated as a continuation of the previous organizational

profile of General Assistance and Volunteers Organization (GAVO) conducted in 2002

and published as case study under Horn Africa Capacity Building Program. The latter

covers the period between GAVO’s establishment (1993) to 2009. This organizational

profile covers the last seven years.

• The information was collected from December 26-30, 2005 and re-edited in September

2009 in Hargeisa. Most of the information was collected through a formal conversation

held with GAVO members. Fifteen GAVO members attended the meeting. Additional

information was also collected through informal discussion from some GAVO members.

Information collected from the project officers and their reports during the last

organizational retreat in December 2008. this was further developed through the field

visits that was conducted in July 2009.

• Further addition, information gathered from informal discussion with GAVO

Chairman/Founder, during PACE team meeting (February, 6-10), in Addis Ababa, has

further enriched the profile.

• The 2009 editing of the profile incorporates projects that were implemented and those

that are under implementation



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Introduction GAVO is an acronym for General Assistance and volunteer organization, which is youth

based non governmental, non-profit humanitarian organization based in Berbera, Hargeisa

and Burao, it was founded in 1993 following long period of social strife and political

instability in Somaliland. It has a membership of 11, both young men and women the

organization has enabled team of young volunteers with a strong popular base.

These young volunteers could not watch the plight of the mentally ill and children in difficult

circumstances that were marginalized and were forgotten in the streets of Somaliland’s big

towns, including Berbera, Hargeisa, Burao, Erigavo and Borama. As a result, GAVO was

formed to improve the conditions of these vulnerable groups by first helping the mental

handicapped.

GAVO’s activities at first concentrated on two of the most vulnerable segments of the

society, the mentally handicapped and the street children. The positive impact of this

organization is widely felt and is highly appreciated within its own community.Gavo

increased its area of operation and its activities towards the less prevalaged in its area of

engagement.

The goal of the organization is to facilitate youth-both male and female on an equal

basis, beyond clan division in voluntary development activities aimed at improving the

quality of life of the community.

Vision Our vision is to alleviate stress, poverty and avoidable suffering through out the Somaliland.

Mission GAVO, the general Assistance and volunteers organization, was founded on February

27, 1993, to work with the community and advocate on its behalf especially the mentally

ills, disadvantaged children and victims of emergencies as well as to participate in

rehabilitation programs.

Philosophy GAVO believes that all people deserve equality and should find it an obligation

to volunteer in the service to humanity

Objectives

1. Improve the conditions of the mentally handicapped people through mental

health initiatives

2. Support children in difficult circumstance and promote youth employment

through trainings

3. Advocate gender equity and women empower to articulate their problems and

get them solved.



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4. Promote healthier environment and raise community’s awareness on the HIV

and AIDS

5. Reinforce good governance which entitles to the voiceless to express their issues.

4 Characterizing GAVO’s Organizational

Trajectories

o GAVO’s last seven years organizational trajectory can be generally considered as a

culmination of its organizational expansion commenced in earlier periods. In the past

seven years, GAVO’s organizational growth has reached its peak in range of areas and

aspects. This is more visible in the number and diversity of issues and beneficiaries

addressed by GAVO. The growth is also evident in its current geographical coverage,

status and role. Furthermore, this is obvious in GAVO’s physical growth (size of fund

and employees administered). GAVO undertook and still undergoes structural review to

respond and consolidate these multifaceted organizational growths.

o In the period between 1993 -2009, GAVO has predominately been working on mental

health and street children (child rights) issues. It has also been engaged in information

provision service (By setting up a reading library). In the early years of this period,

GAVO‘s operation has mainly been around Berbera and confined to local level

interventions. In addition, it has been primarily focused on service provision activities

such as caring and rehabilitating mentally handicapped persons. This has expanded as the

organization grew both in capacity and finance

o While still continues working on the above issues, GAVO’s areas of work has been

expanded into various fields in the last seven years1. These includes:

o Urban related issues (market rehabilitation, solid waste management and house-

to-house land management survey);

o HIV/AIDS issues (awareness creation, counseling and trainings);

o Water and sanitation issues (accessing water, rehabilitating water infrastructures,

setting up and training community water management committees);

o A multipurpose youth center (library and information service, recreation facilities,

cultural activities); and

o Democracy related issues (voter education & election monitoring).

• In the same line, GAVO’s target groups have expanded from mentally handicapped and

street children, to urban poor, returnees, farming communities, the entire youth

community and municipality officials.

1 For the detailed report on the projects see Annex: Stories of Projects implemented by GAVO between 2002-

2005.



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o Its local level operations have also expanded to a national level agenda (particularly

through its national mental health project). It has started working in various provinces

and major cities including Hargeisa, Burauo and Boram. Besides, it’s operational

coverage has extended to rural areas.

o GAVO’s dominantly service delivery role has further broadened into capacity building

and community mobilization activities2. GAVO is playing an intermediary role between

citizen and municipality (local government) and started advocating for community

issues3.

o In the past seven years, GAVO’s status has boosted from a dominantly volunteer and

community based local development organization to a recognized and credible national

development organization. It has started administering sizable multi years and multi

sourced funds.

o While for six years GAVO has maintained its head-office in Berbera, the organization

built its new head-office in Hargeisa (the capital city of Somaliland) in wider perspective

of reaching further beneficiaries new offices were also opened in new office Erigavo

(Sanag region) and also in the process of having another branch office in Burao (Tog-

dher region). It’s few and mainly volunteer based services are expanded to various

activities largely run by employed staff. GAVO is now administering close to 53 staffs.

o In the past seven years, GAVO has undertaken governance re-structuring and have

developed administrative guidelines (policies) on various issues. Currently, it is also

engaged in a more comprehensive constitutional review and policy development

endeavor process.

2 This is particularly visible in its water and sanitation projects i.e. through facilitating the formation of

community water management committees and providing capacity building trainings for members of the

committee. See annex section (b) for further detail. 3 This is particularly true in its market rehabilitation project in Berebera. It facilitated smooth relationship

between market vendors and Berbera municipality authorities. Besides, it convinced the municipality to shift

the market rehabilitation fund from chat vendors to other market vendors. See annex section (a) for further

detail.



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5 GAVO’s Organizational Relationships

GAVO

Business Community

CSOs

Reg

iona

l A

uthor

itie

s

External Donors

(INGOs)

Loca

l A

uth

ori

ties

Local Com

munities

(elders, chiefs etc)

UN

Ag

encie

s

Som

alila

nd D

iasp

ora

Com

mun

ity

Religious Groups

Central

Government

GAVO’s relationships have also showed expansion in some areas in the last three years. It

has developed new relationships with local authorities (municipalities), external donor

agencies and Somaliland Diaspora Community. GAVO further strengthen its existing

relationship with religious groups, business community and local communities. But GAVO

still needs to enhance its relationship with local CSOs and the central government.



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IV. Analysis of GAVOS’ Organizational Capacity

6 Conceptual Framework

GAVO’s Organizational Emergence • GAVO’s organizational emergence is primarily a response to inter- clan civil strife and

the lengthy conflict that utterly shattered and devastated Somaliland community in late

80s and early 90s. After the restoration of the peace, some youth in Berbera town

decided to setup an informal forum that will bring together youth from different clan

groups. With a view to bridge the social division and avoid similar future clan conflicts,

the forum, which latter transformed into GAVO, decided to work together beyond clan

division. To bind their commitment, GAVO members decided to address the plight of

mentally handicapped people. Members started voluntary services mainly using local

resources.

• The idea of ‘working beyond clan division’ is one of GAVO’s major frames of reference

to locate itself within the context. There is no doubt that GAVO generally perceive clan

division as the main source of conflict and major development obstacle in Somaliland

context. But, GAVO needs to elaborate further its understanding of how clan division

contributed and will contribute to conflicts in Somaliland. There is a general tendency to

link the idea of clan, tribe or ethnicity with conflict and destruction. Due to this usually

there is an inclination to deny their existence and regard them as obstacles to any peace

building, democratization and development process.

• The post-conflict Somaliland coincided with enormous challenges of coping with trauma,

reconstruction, HIV/Aids, poverty, unemployment among many other social challenges.

The hunger to fill this gap by either the locals or international community in providing

assistance brought into existence.

Major Areas of work • At first, GAVO’s major area of work has been around mentally handicapped people. Its

justification was that due to the long conflict there are significant number of people

experiencing war trauma who needs due attention. GAVO’s argument and activities

around ‘war trauma’ is relevant in post conflict situation. This was evidenced by the

increase in the number of mentally ill people who either sought medical attention in ill-or

unavailable mental health services or found their ways on the streets. What captured the

attention of GAVO was the neglect of this group of people.

• In addition to mental health issues, GAVO has also been engaged in various fields.

Unlike normal situations, development needs different approaches in the post conflict and

highly vulnerable circumstance. Under such difficult context there is huge demand on

development organizations to fill the gaps left by the destruction of the social fabric and

the state infrastructure. There is an immense demand and expectation to provide services



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to ensure the survival of the community and resources to support reconstruction efforts.

GAVO’s involvement on various issues in services provision and rehabilitation efforts

may be justified on this ground.

• In line with above statement, GAVO felt the desired social fabrics to be reconstructed in

post conflict Somaliland as HIV/AIDs interventions, education, good-governance and

democracy and poverty reduction. GAVO thought and still thinks as these as major

impediments to Somaliland’s reconstruction. The organization muscles both human and

financial resource in dealing with these crisis through community based initiatives.

Community development approach

• GAVO’s community development approach is based on various implicit and explicit

frames of references. GAVO'’s philosophy which is the , believes that all people deserve

equality and should find it an obligation to volunteer in the service to humanity”

developed a detailed policy on volunteerism. According to the policy, GAVO encourages

and accepts the involvement of volunteers because it believes that the “achievement of its

goals are best served through the active participation of the community. The policy

implicitly promotes one of the conceptual frameworks of GAVO’s community

development approach i.e. active community participation.

• In addition, community ownership and self-reliance are other implicit conceptual

frameworks of GAVO’s community development approach. GAVO promotes this

partially through its local fundraising program. Like volunteerism, it developed local

fundraising policy. According to this policy, the purpose of the local fundraising is to

provide ways for the community to help themselves without waiting external resources.

The policy further stated that in addition to covering the needs of vulnerable groups such

as mentally handicapped people, the local fundraising also strengthen the relationship

between the community, GAVO and partner organizations. Community consultations and

respect for their views are another strategies adopted by GAVO to promote community

ownership.

• Addressing the real needs of the community and working with authorities are some of the

recent additions that inform GAVO’s community development approach. Similarly,

GAVO has started playing an intermediary role between citizens and community.

Besides, lately it has been engaged in capacity building activities and in community

advocacy role.

• GAVO has been actively involving religious groups, clan leaders and elders in its

activities. In light of the existing strong traditional institutions and weak government

structures in Somaliland, involving such groups is inescapable to materialize any

development initiatives. GAVO is attentive that there is still needs to develop and make

explicit its social transformation approach under such context. GAVO also is conscious



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that such strong traditional institutions may be an obstacle to social transformations

which may also perpetuate the underdevelopment or exploitation of some segments of the

society particularly women and children.

b) Organizational Culture

The invisible aspect “Attitude” • GAVO’ members demonstrated a high level of confidence and responsibility in their

activities. Their confidence is specially displayed in their decision to work on or address

the inter-clan conflict that distress Somaliland community. Their attempt to bring

together youth from different clan groups and to work beyond clan division exhibits a

high level of self-confidence. In addition GAVO decision to use local resource and

promotes self-reliance is another prove of its confidence.

• GAVO members did not complain and deterred by the extremely difficult Somaliland

context when they decided to address the situation. They take initiative to change the

situation through their own effort. This shows high level responsibility on the part of

GAVO members and other respected staff. This is also demonstrated in their decision to

concentrate in their activities on the most vulnerable segments of the society, the

mentally handicapped and the street children.

• While GAVO demonstrated some positive attitude towards gender, it has come long way

in addressing and integrating gender issue both at organizational level and within its

project activities.

c) Vision and Mission; Purpose and Will

• GAVO stated that its goal is “to facilitate youth-both male and female on an equal basis,

beyond clan division in voluntary development activities aimed at improving the quality

of life of the community.” It further indicated that the organizations vision is “to alleviate

stress, poverty and avoidable suffering through out the Somaliland.” Besides, it stated

that its “mission is to work with the community and advocate on its behalf especially the

mentally ills, disadvantaged children and victims of emergencies as well as to participate

in rehabilitation programs”

• It seems that GAVO developed a clearly articulated organizational goal, vision and

mission. But it is very difficult to say that GAVO’ has clarity of focus and coherence

regarding its organizational direction. GAVO’s organizational intentions seem to infer

two parallel trends. First a volunteer based organization that promotes inter-clan youth

participation. Second a development organization focusing on vulnerable groups and

rehabilitation works. While the first focuses on promoting community participation for



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peace building and addressing inter-clan division, the latter mainly focus on

development activities.

• The acronym GAVO, which refers to General Assistance and Volunteer Organization,

seems to indicate both focus areas. According to GAVO’s volunteer policy, it

encourages and accepts volunteers because it believes that the achievements of its goals

are best served through the active participation of the community. According to this

policy, the organization recruits volunteer on pro-active base with the intention of

broadening and expanding volunteer community participation. The policy further stated

that volunteers are recruited through either an interest in specific functions or through a

general interest in volunteering which will later be matched with a specific function. It

appears from these that the purpose of GAVO’s volunteer policy supports the first

direction of the organization i.e. a volunteer organization that promotes inter-clan youth

participation.

d) Organizational strategy

GAVO had developed a comprehensive and integrated organizational strategy. Its first five

years strategy commenced from 2005 and ending 2010 have been developed which ranging a

various prioritized areas of intervention with set of the following identified approaches.

Active community participation approach

• Enhancing volunteerism

• Creation of community’s ownership and self-reliance (local fund raising)

• Advocacy and lobbying

Community development approach

• Alleviate the community vulnerability by helping socially and economically to

help themselves

Organizational development approach

• Enhance organizational Field of expertise

• Preserve Organizational Values and its reflections at all levels

Apart from the above mentioned approaches GAVO has articulated and clarified its strategic

areas as under listed;

� Health

� Education

� Capacity building

� Women and youth development

� Good governance



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e) Systems and structures

Previously, GAVO had a Chairman and an Executive Committee governance structures.

Members of the committee were also responsible for implementing its activities. This

created confusion particularly in relation to accountability. In order to address this issue and

to continue engage its previous members, GAVO created a Board and Executive Director

structures. Founding members including those who left GAVO become board members

started overseeing GAVO’s overall policies. The Executive Director becomes responsible for

running the day-to-day activities of GAVO. GAVO adopted the following governance and

administrative structures in March, 2005.

General Aasistance & Volunteers Organization “GAVO” Hay’ada Samofalka Wadaniga Ah ee GAVO GAVO main Office: Berbera Somaliland. Tell; 252 2 740089. Fax: 252 2 743301. Hargeisa office: Tell; 252 2 529416. E-mail: [email protected] or [email protected]

Website: www.gavosom.org

ORGANIZATIONAL ORGANIGRAM

Board of Directors

Community Capacity

Development Program

General Assembly

Executive Director

Health Program Good-Governance &

Democracy Admin/Finance

Dept

Education Program

Project manager

Assit. A/F officer

HIV Project-

manager

Admin/Finance

officer

Assistance-Proj

manager Berbera V-Training

Centre Assistant

Hargeisa YEP Centre

assistanct

Glap Proj-Manger

Skills training

Section 6 Trainers

Dahir Consultant

HIV/AIDs Proj Mental health Progr

Coordinator

M H Consultant

Berbera M hospital

Social worker

Hargeisa M Ward

Social worker

Berbera C M H

Centre Social/worker

Hargeisa C M H

Centre (social/worker

Berbera Community

M H Centre

Skills training

Section 6 trainers

Literacy/ Numeracy

4 teachers

Literacy /Numeracy

4 teachers

Glap Project

Consultant

Erigavo Field Officer Berbera office

Cashier

Hargeisa office

Cashire

Berbear office

Secratrry

Hargeisa office

Secratrry

Berbear office Driver Hargeisa office

Driver 1

Hargeisa office

Driver 2

Hargeisa office

Cleaner

Hargeisa office

watchman

Berbara office

Cleaner

Berbera office

Watchman

Hargeysa YEP Centre

Watchman

YEP centre cleaner

Berbera VTC

watchman

General Aasistance & Volunteers Organization “GAVO” Hay’ada Samofalka Wadaniga Ah ee GAVO GAVO main Office: Berbera Somaliland. Tell; 252 2 740089. Fax: 252 2 743301. Hargeisa office: Tell; 252 2 529416. E-mail:

[email protected] or [email protected] Website: www.gavosom.org

General assembly

• The general assembly is found at the top of GAVO’s governance structure. But, still

GAVO did not have a designated body constituting the general assembly. GAVO

consider the community in general as its general assembly. Since, GAVO is in the

process of redefining its governing structure; the general assembly is expected to be

formed in the future. But, GAVO has been using various mechanisms, such as

advisory committees, to consult and collect feedbacks from members of the

community.

Board of directors

• At present the board of directors is the highest decision making body in GAVO’s

administrative structure. It is composed of seven members, three are found outside

GAVO, whereas the remaining four are working (as full time employee) within

GAVO. The board set the overall direction of GAVO and decided on policy and

strategic issues. The board also checks whether new projects are inline with GAVO’s

values. Even though the numbers of GAVO’s founding members are decreasing from

time to time, the remaining members are very cautious about recruiting new board

members. It is indicated that board members are still committed to GAVO’s, spirit,

vision and goals; and the latter are serving as a strong binding factors for members.

Management

• GAVO’s day-to-day activities are administered by a full time Executive Director. He

is supported by project/program managers. In its recent organizational profile, GAVO

classified its various projects in to five major program areas. These are Health

Program (metal health and HIV/AIDS projects), Education Program (projects for

children in difficult circumstance on basic education and skill trainings, and youth

multipurpose center project), Water and Sanitation Program (water management

projects, solid waste management projects, Berbera market rehabilitation projects),

Rural Development Program (farming community water infrastructure rehabilitation

Project and Biyo-Gure agricultural water improvements project) and Cross Cutting

Programs (Land management house-to-house survey, FGM and strengthening

Democracy and Good Governance projects).

Monitoring and evaluation

• GAVO uses various mechanisms to monitor its projects. Monitoring, evaluation and

learning handbook is developed and applied to cope all M & E and learning practices.

Project managers conduct daily and weekly monitoring. They also submit monthly

progress reports to the executive director. Both qualitative and quantitative data are



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collected in the reports. Various formats are developed to facilitate the monitoring

process. In addition, site visits are conducted by the Executive Director and Board

members.

Financial System

• GAVO has adopted detailed administrative and financial systems in 2003/04. The

administrative manual contains personnel and financial polices and procedures. The

financial manual includes a comprehensives financial, fixed asset, procurement and

inventory policies. GAVO has an administrative and financial officer responsible for

handling administrative and financial issues. GAVO keeps checks and two-bank

accounts in Dahabshiil and AMAL Private banks in hargeisa and Berbera which

performs as bank/facilitator since there is no other bank in Somaliland. Project funds

are released on quarterly basis. Financial reports are made within the same period, but

there are also some monthly financial reports. Donor organization usually sends their

auditors as noticed and seen the last project’s Audit report conducted by external

auditor from USAID/CARE. GAVO also recruits its own independent internal auditor

when and where is required. Consequently, it is commendable the effectiveness of

GAVO’s financial system which met the IAS (international Accounting system).

f) Skills and abilities

Board members have different qualifications which are applicable and are attentive to their

role and responsibility in the body as Board members. The Board members have also clear

job descriptions.

Board members indicated that they are facing capacity or skill gaps that parallel the

organizational growth of GAVO. They specifically indicate that they need project

management skills particularly around need assessment, monitoring, evaluation and research

skills. They also indicated that they need capacity building around advocacy and policy

formulation skills.

At institutional level GAVO is developing change facilitation, negotiation and capacity

building skills. They are also enhancing their expertise around various issues including

mental health, water and sanitation, HIV/AIDS and promotion job opportunities through

vocational skills trainings.

GAVO’s Skills Indicators

Change facilitation,

negotiation and capacity

building skills

The capability to act as an intermediary between those affected

(market vendors) and those responsible for planning and

implementing the change i.e. rehabilitation of the market.

Successful application of negotiation skills in holding together and

resolving tension: fear from the market vendors and rigidity from



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public officials.

Ability to exercise influence over a poorly designed process (UN

Habitat & Municipality) and potentially disastrous and

unproductive outcomes.

Ability to influence municipal policies on market and improved

financial system.

Influence municipal authorities in making water supply available

to vegetable producers in Biyogore.

Capacity building support to CBOs in Biyogore that resulted in

making their leadership more representative and active.

Resolve tension arising from parochial attitude among local

NGO’s through inclusiveness and mentoring of those objecting

their presence in Burao.

Skills & expertise in

various fields

Case study on GAVO’s facilitation process in the rehabilitation of

Berbera market commissioned by UN and presented in Dubai .

UN Habitat contracts their services to facilitate an integration

process of returnees to Burao. (setting up and management of

water services by the community)

CARE contracted GAVO’s services for school improvements

(water, sanitation etc.) in Sheik, Gidhays and other localities.

GAVO secured support from Forum Syd (Sweden) for

sensitization on HIV/AIDS in Berbera and Hargeisa.

Comic Relief acknowledges GAVO’s contribution to mental

health and willing to commit resources for a multi-year national

initiative.



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g) Human and Material resources

Human Resources

• Currently, GAVO is administering more than 53 staff. A large number of them are paid

staff, while others are volunteers. 30 out of 53 staff is professional and competent to their

roles. The bulk of GAVO’s staffs are found in its mental health, HIV/AIDs-Projects and

education/youth projects. Among these social workers and skilled teachers comprise the

highest number.

Material Resources

• GAVO has two offices in Hargeisa, Berbera and Erigavo. It has four vehicles, a multi-

purpose youth center and psychosocial center in Berbera. It has also two vocational

training center in Hargiesa and Berbera. Both offices are equipped with essential office

furniture and have access to Internet, fixed line and mobile phones. See the inventory list

as Annex attached herewith

V. Analysis of GAVO’s Marks of Development

Un-centered – Awareness- Blindness

GAVO demonstrates the capacity to learn well from its experience and that of others. This is

exemplified by its ongoing efforts to bring experience and knowledge to consciousness of all

members and to draw learning for its own organizational response. GAVO has a clear sense

of its identity in terms of strengths and contributions to society.

The consultation with GAVO indicated a high level of awareness of the potential and

challenges of the communities they are working with. For instance the socio-cultural norms

and attitudes affecting people’s ability to effectively contribute to the democratization

process of Somaliland. GAVO was not blind of the tension prevailing during consultation on

the rehabilitation of the Berbera market. This awareness was pivotal in facilitating the

relationships that contributed to a progressive resolution of the tension.

GAVO works in a volatile environment and its awareness of the nature of the society helps to

manage this volatility.

GAVO is very clear about its capacity gaps vis-à-vis what is required for its institutional

growth. For instance, its ability to monitor and evaluate the impact of its activities.



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Complacency – Self-criticism – Underestimation

GAVO’s story shared during the organizational profile did not reveal direct instances of self-

criticism. However, the identification and articulation of gaps in its institutional capacity

suggests the ability to be self-critical.

Disconcertment – Foresight – Insouciance

GAVO’s progressive move toward the formulation and enactment of policies on mental

health is an indication of its capacity to envision a more comprehensive and sustainable

response to the predicament of those affected by mental disabilities. This enables them to

shift whenever needed their engagement from “social” to “political” matters as illustrated by

Hyden’s framework.

GAVO views its capacity building support for local authorities as a strategic entry point for

the emergence of more participatory form of governance in Somaliland.

Its support to vegetable producers in Biyo-gore enabled market vendors in Berbera to access

cheaper supply and continue supporting the mental hospital in Berbera. For instance, two

cartons of vegetables and fruit are set aside for the mental hospital each time there is a

delivery to the Berbera market. As a result rural people have learned that they can contribute

to development activities for their communities.

GAVO’s experience in effectively managing the rehabilitation project enables them to have

the conviction of the need to work with the local authorities for the long term solutions and

fundamental changes in addressing development obstacles in Somaliland.

Obstinacy & Rigidity – Robustness & Resilience – Frailty & Submission

In the beginning GAVO was suspected of having links with fundamentalist movements

active in the Horn. It took two years for GAVO to overcome community mistrust over this

issue (coupled with the fear of dealing with mental disabilities).

Elders in Berbera were resistant to GAVO’s initial involvement because of the young age of

its members. It took two years for GAVO to gain credibility and to find its place as a

development organization in society.

Faced by parochial attitudes from the part of NGOs and government services in Burao,

GAVO lived up to its commitment to UN Habitat while finding ways to create opportunities

for those local organizations to engage in and learn from the implementation of the returnees

project.

Its involvement in the rehabilitation of the market created moments of anxiety within the

organization and forced GAVO to work with ambiguity and uncertainty in an environment of

tense relationships.



19

These challenges notwithstanding the organization’s able leadership and the self-sacrificing

members took it positively and transformed it to today’s GAVO that is active vibrant and

resourceful.

Stubbornness – Tenacity – Resignation

GAVO has been committed to the promotion of mental health for 13 years. It has deepened

its understanding of the issue, mobilized various stakeholders and is now shifting its agenda

from a local to national platform addressing policy formulation.

Arrogance – Confidence – Indecisiveness

GAVO demonstrated a great deal of confidence in its capacities while engaging with

attitudes such as fear from market vendors and rigidity from some authorities during the

rehabilitation process of the market in Berbera. The vendors’ fear stemmed from experience

of Siad Barre’s regime and concerns about losing their income. Local authorities’ rigidity

emanated from an authoritarian form of governance, which does not encourage consultation

with citizens. By choosing to intervene in a market rehabilitation process that often failed

elsewhere and, which was raising considerable tension within GAVO and among its

constituency in Berbera, GAVO accepted vulnerability by put at risk its reputation and

credibility. There was a conviction in the organization that GAVO could walk forward in

this uncertainty, convinced the organization has something to contribute. Their ability to

negotiate and build bridges contributed to a positive sense of self.

Their ability to manage successfully the rehabilitation of the market in Berbera created a

demand for their skills beyond Berbera. The experience gained through this process enabled

them to respond to this demand in Burao.

GAVO was confident that its experience and understanding of mental health issues in

Somaliland enabled them to contribute to the design of a three-year project support by Comic

Relief.

Pity – Compassion – Indifference

GAVO’s commitment to mentally disabled people, its efforts to improve the design of the

new market in Berbera to provide shelter to the poorer segment of vendors and its

engagement with street children are indication of its deep concerns for the most deprived

fellow citizens.

Potential – Ability – Limitation

GAVO has demonstrated strong negotiation skills throughout the years. For instance, its

capability to engage community’s support to mentally disabled people in Berbera (1993),

securing various levels of government’s support (1993), successfully managing deep tension

arising from the market rehabilitation (2002/3). During this process, GAVO encouraged the

formation of fifteen committees representing market vendors to articulate their concerns and



20

facilitated the creation of a mediation process with the Mayor of Berbera. In addition,

GAVO influenced the re-allocation of funds originally committed to the construction of a

market for chat vendors to improve the original design of the new Berbera market. Those

modification to the construction plan benefited small female traders such as vegetable

vendors.

Ability to seek and apply knowledge. .GAVO is able to apply to its activities new

knowledge it has been exposed. For instance, the impact of the Ambo Encounter on Farhan’s

leadership. The symposium on information and development (Addis 2000) laid to the

creation of a multi-purpose youth center in Berbera. Exposure to Child Rights initiatives in

Ethiopia triggered the sensitization of police force in Berbera.

GAVO’s work in mental health is making the organization more intuitive. GAVO reads and

understands the context in which it works at many levels. It can see and appreciate

sensitivities and has the ability to understand things emotionally as well as intellectually.

GAVO manages a complex web of relationships across society; CBOs, Ministries, municipal

authorities, resource providers, civil society organizations and religious leaders.

Its capacity to manage internal debates and hard conversations contributes to build

enthusiasm, commitment, mutual accountability, coherence and a common vision.

Its ability to work with both conflict and resistance (Berbera market and Burao ) and to

resolve conflicts and maintain harmony not through suppressing discussion but by facilitating

the articulation of dissent.

Potential – Ability �� Limitation

GAVO supports initiatives that allow girls and women’s access to resources and knowledge.

For instance, it facilitated the creation of an Internet café in Berbera managed by young

women. Its Berbera office is managed by a woman. However, GAVO is yet to develop its

capacity to approach and respond strategically to circumstances faced by women in their

areas of intervention. For instance, its psychosocial center in Berbera does not include any

female advisors.

Impetuousness – Creativity – Conventional

The registration of market vendors proved one of the most difficult challenges in the

reorganization of the market. People used different stratagems to secure maximum space in

the new market. In the end, GAVO included respected religious people in the registration

process, which made people morally accountable for their statement. This contributed to

clear out confusion around allocation of space.



21

VI. “Reading” GAVO’s Organizational Development

Process and ideas for future deliberation.

• Until 2002, GAVO’s activities had been limited in terms of geographical coverage,

beneficiaries and issues addressed. Its activities had also been undertaken more

informally. But new internal and external developments witnessed in the year 2002

triggered significant changes in GAVO. The livestock ban on Somaliland was one of the

major external developments. This seriously affected Somaliland’s local economy and

significantly reduced GAVO’s income (contribution) from the local community

particularly from livestock exporters. To some extent this incident put pressure on GAVO

to look for resources from other sources particularly from donor agencies. The

deteriorating situation also creates huge expectations from GAVO.

• But, on the positive side these developments strengthens and make visible GAVO’s

leadership. Before the embargo, one of GAVO’s original initiator, a livestock exporter,

had been leading the organization invisibly. But, after the livestock ban he become

visible and fully engaged in the day-to-day activities of GAVO as Executive Director.

Latter he becomes GAVO’s Chairman.

• Internally, during the same period, some founding members started joining other

organizations and others left for abroad. In addition, as GAVO started dealing with a

growing number of donors, developing a clear accountability system and detailed

administrative manual become mandatory. Due to this GAVO developed administrative

manuals and undertook governance restructuring in 2003.

• These external and internal factors contributed a lot for GAVO’s immense organizational

expansion witnessed in the past three years. So far, GAVO’s organizational development

has been demonstrating the elements of fire (more of impulse, energy) and air

(expansion, experimentation and insight). Its forthcoming organizational development

process is mostly found within the element of earth. This requires translating its

organizational experimentation and insight into concrete and tangible forms.



22

VII. Annex: Stories of Projects Implemented by GAVO

between 2002-2006

a) A market rehabilitation, Solid waste and land management projects

GAVO in collaboration with Berbera and Hargeisa municipalities and UN Habitat had

implemented three urban-based projects between 2002-2006. While the two projects, i.e. the

market rehabilitation and solid waste management were implemented in Berbera, the third

project-the land management was implemented in Hargeisa. GAVO facilitated the

implementation of these projects upon the invitation of the two municipalities.

Among the three, the market rehabilitation was the most difficult but at the same time the

most rewarding for GAVO-in terms of organizational experience and profile. The challenges

GAVO faced while implementing this project were both external and internal to the

organization. Internally, some members were uneasy about GAVO’s decision to take up this

particular project. Due to the complex and tense socio-political situations the project

involves, they considered it as risky for the organization. Though, at times this created

tension and pressure among GAVO members, it also forces them to be very cautious, alert

and sensitive while implementing the project. Such strong vigilance has contributed a lot for

the success of the project.

The external challenges of the project, compared to the internal anxieties, were very deep and

serious for GAVO. But, it was able to overcome them through the consultative, trust building

and creative process it facilitated throughout the project. Initially, GAVO directly consulted

the 400-market vendors about the initiative. It was found out that there was misunderstanding

about the initiative on the part of the market vendors. The latter thought that the market was

already sold to private business and the project was just to facilitate the transfer of the land to

the investor. It was also learnt that the market vendors have general suspicion and fear

towards municipality officials. Besides, it was identified that the vendors were in disarray

and lack common position and structure to undertake meaningful dialogue with the

municipality.

GAVO has to come up and undertake various strategies to deal with these challenges. The

first strategy GAVO employed was facilitating and supporting the market vendors to be

organized and form various committees. Due to business and other conflict of interests, there

was resistance by some vendors to this move. But after 15 consecutive meetings facilitated

by GAVO, the market vendors were able to set up these committees. The market vendors

organized themselves in different committees based on their market specialization i.e. in to

cloth, cereals, meat and fruit vendors committees.

GAVO’s other strategies related to addressing the mistrust of the market vendors towards the

initiative and municipality officials. In this regard GAVO brokered a visit by the mayor to

the market and a meeting with the market vendor about the initiative. GAVO has to make

strong lobbying to persuade the mayor, because individuals around him have been telling him

not to meet the market vendors. No mayor has previously visited the market and usually



23

government initiatives have been implemented through orders and police forces rather than

public consultations. Some municipality officials have been advocating for the usual heavy-

handed approach to implement the initiative. The mayor’s visit was a significant event and he

was received with huge applause from the market vendors.

The consultation with the mayor was also a turning point for the market vendor to deal with

their distrust around the initiative. But prior to the consultation, GAVO has made various

background works to prepare and encourage the market vendor to overcome their fear and

speak their minds. Due to the experience of the past dictatorial régime, the majority of the

public including market vendors have developed strong apprehension towards officials. At

the meeting the mayor explained the purpose of the initiative and the market vendors were

also raised critical issues and concerns from their sides. The consultation was concluded with

both parties reaching consensus on the intention and implementation of the initiative. The

discussion also helps the market vendor to own the initiative.

GAVO’s role is not limited to facilitating a smooth relationship between the two parties, but

it also extended to influencing the decisions of the municipality. Originally, the municipality

prioritized to use the fund –project for chate vendors. The municipality intended to bring

together all chate vendors in one place. But, GAVO convinced the municipality that due to

the nature and preferences of the chate vendors the plan would not be feasible and

productive. They persuaded the municipality to change its priority towards other vendors

such as meat, fruits, and cereals and clothe vendors. This way GAVO also promotes and

strengthen the interest of its main contributors to its mental health project.

In addition, GAVO convinced the municipality and UN-Habitat to participate the market

vendors in the design of the new market infrastructure. Originally, the architectural plan of

new market was prepared by professional hired by UN- Habitat. But, GAVO persuaded them

the advantages of listening the views of the market vendors on the plan. In deed, the market

vendors contribute a lot in the redesign of the architectural plan. One of their major concerns

and also their contribution on the original plan relates to its ventilation system. In the original

plan this was not considered and addressed properly. But, due to the ideas proposed from the

market vendors the design was revised to get a good ventilation system.

GAVO’s other challenges in implementing the rehabilitation project arises from handling the

temporary resettlement and registration process of the market vendors. They have to relocate

provisionally to other sites until the reconstruction is finalized. In doing so GAVO followed a

consultative process to identify the site and undertake the relocation process. The market

vendors themselves handle the whole process in very orderly manner. Here the municipality

and GAVO played a supportive role.

Compared to the resettlement, the registration process was very challenging for GAVO. In

fact its first attempt to register the market vendors in collaboration with municipality officials

was not successful. The market vendors attempted to sub-divide and get as many plot as

possible by bringing their close relatives. This creates potential tension and crises among the

market vendors and on the rehabilitation project. However, in their second attempt, GAVO

involved religious leaders in the registration process. The market vendors were asked to



24

testify in the presence of the religious leaders as to the truthfulness of their statement. The

process was proved effective and the registration process became successful. At the final

stage of the project, GAVO was able to set up clear system for the market vendors. The

project was implemented in 2002/03 and the process of consultation, registration and

resettlement took four months.

The other urban project implemented by GAVO on solid waste management in Berbera

further strengthens its relation with the municipality. GAVO supported Berbera municipality

and local community to improve sanitation and hygiene. It conducts assessments of existing

municipal facilities and community mechanisms on solid waste management. It also provided

trainings to municipal sanitation staff, conducted community awareness rising and surveys at

house hold level.

GAVO also implemented another urban project, a land management house-to-house survey,

in Hargeisa in collaboration with UN-HABITAT. The project aimed at increasing the

revenue earning capacity of Hargeisa local municipality by registering all formal and

informal properties of Hargeisa inhabitants. It was also aimed at promoting better land

management system and misuse of the land and revenues of the municipality. GAVO

provided GIS (geographical information system) house-to-house survey data collection

training to municipality surveyors.

7 A water management, rehabilitation and sanitation projects

In the last three years GAVO’s expanded its operational area and coverage to rural

communities and returnees on water related issues. It has implemented four water

management and rehabilitation projects in various rural villages.

After successful implementation of its market rehabilitation project in Berbera, GAVO was

invited by UN- Habitat to undertake a community water management project in koosaar

camp near Burao. This is GAVO’s first project on water issues and was implemented in

2002/03 with a span of three months. It benefited 6000 returnees resettled in koosaar area.

GAVO provided trainings and community mobilization work on water management, water

tariffs, water and sanitation, water system operation and maintenance to the returnees. This

improved water management and water sanitation in koosaar and facilitated the formation of

water associations to manage the water systems.

In additional, GAVO, in collaboration with CARE, implemented agricultural water

improvement project near Berbera in Biyo-Gure village. Under this project 2000m masonry

irrigation canal were constructed and five existing shallow wells were rehabilitated and de-

silted. Besides, community water management committee have been formed and trained at

the village level. As a result of the project water availability has increased by 30% for 70

farming households in Biyo-Gure village. The farming and agricultural techniques of the

farmers were also improved by the project. Due to this the production and supply of

vegetables to Berbera town increased. This sustains the contribution of vegetable vendors in

Berbera town to GAVO’s mental health activities. Besides, GAVO was able to expand its



25

support base to rural communities. The latter also started contributing fruits and other items

for the mental health hospital.

After successful implementation of the earlier project, CARE contracted GAVO for

additional water and sanitation project in different rural villages: Burao-sheikh, Laso-

Dawao, Gidhays and sheikh. The project aimed at improving the availability and access of

water to communities and schools in these villages. GAVO provided various capacity

building trainings to community water management committees. In their absence, it

facilitated the formation of theses committees. GAVO also provided awareness raising

trainings to committee members, teachers, students and the community in general on best

practices and good water, hygiene and sanitation behaviors.

GAVO’s capacity building trainings for the water management committee are on leadership,

water and livelihood, water and health, water conservation, water system management

(operation and maintenance). They are generally aimed at enhancing committee member’s

skills on effective management of community resources to ensure sustainability and

ownership of the project.

In addition to the three water projects discussed above, GAVO, in collaboration with

ACTION NOR SUD, also implemented similar water infrastructure rehabilitation project in

as rural community in Daragodle village. The project benefited more than 300 farming

communities of the village.

Social mobilization on water and sanitation

GAVO has actively participated and took a very vital role in the social mobilization on water

dieherria breakout in Berbera town. GAVO has been carried out a very innovative

intervention on a way that local community can improve their sanitation and hygiene

practices through collecting garbage, conduct training session on personal hygiene, erect

slogans on the streets for raising awareness and engaging community volunteers in the

villages of Berbera in collaboration with Berbera local municipality. A significant and

symbolic improvements have been made and progressively achieved, obviously it is quite

evidence that the number of the people with water diarrhea in the hospital has drastically

reduced.

C) A National Mental Health Program

GAVO’s other major expansion related to its main area of operation i.e. in mental health

issue. It has been implementing a mental health program in Berbera since 1993. However,

GAVO learnt that due to the conflict and displacement of the large section of the society,

significant numbers of people in Somaliland are experienced war trauma and distress. In light

of this context, it finds it relevant to expand its mental health program to a national level and

work in different cities including Hargeisa.

It developed and started implementing a seven years national mental health program for a

period in from 2004 till 2011. GAVO is implementing this program in collaboration with

Ministry of Health and SORAG/SNR, both an organization set up by Somaliland Diaspora



26

Community. The latter received the fund from a UK based NGO-Comic Relief and Swedish

NGO SYD-forum. GAVO actively participated and negotiated with the latter in developing

the national metal health program. Comic relief in collaboration with Basic needs INGO

based in United Kingdom had sent two staff in Somaliland to participate in developing the

program.

The main objectives of this program were to build the capacity of the staff working in mental

hospitals (Berbera and Hargeisa) through trainings and providing small incentives (Money);

improving the sanitation/hygiene and structural condition of the two mental hospitals;

establishing community mental health centers (psychosocial-Centers) in Berbera and

Hargeisa; improving the conditions of the mentally handicapped people through mental

health initiatives and raising public awareness on mental health issues. The program was

launched in Hargeisa where a top key politicians and most respected members from

community varieties participated including Somaliland Vice President, Ministry of Health

and representatives of municipalities. Government commits to levy tax on cigarette and chat

sale to support mental health program. The program also advocates for a change within the

ministry level and recently achieved to convince to the authority to establish a mental health

unit within the ministry of health and labour.

Expansion of mental health program to Burao Togdher region

In 2007 GAVO has expanded its mental health program to Burao where Somaliland Diaspora

community constructed and established mental health ward and currently the program has

contributed a lot to those in need for support of their mentally retired relatives. Outreach

activities has been initiated to reach mental health service to poorest people in the local

community those have no access and ability whatsoever for treatment and medication. Apart

from that, numerous training workshops have been organized for the staff in Burao mental

hospital. They helped in improving the skills of case management such as recognizing the

various symptoms of mental-illnesses, classifying the various illnesses and reaching proper

diagnosis.

Mental health Outreach program

In 2006 and to date 2009, GAVO has been providing medical and psychosocial support to 34

outreach patients (who were pervious ex-combatants, suffering from severe psychotic

problems) and their carers in conjunction with Konstanz University/VIVO in the city of

Hargiesa. A significant number of these clients have so far improved with this sort of support

which gives medication and follow-up support on monthly bases. d) Support children and Youth

GAVO has been supporting children in difficult circumstance through provision of basic

alternative education, skills training and feeding since 1997. In the last three years, GAVO

has expanded its vocational training centres to receive more children and diversify.

Vocational and Skills training: GAVO in collaboration with SCF/Denmark and Berbera

municipal authority established Center for children in difficult circumstance (vocational skill

training and alternative basic education) for vulnerable children early in the year of 2001.

The aim of the program was to reduce the number of children in the streets drastically and



27

educate illiterate young women, and ensure sustainability of the program to alleviate the

living conditions by equipping them with skills and alternative basic education. A

fundamental stride has been made for the last two years. (See GAVO’s program achievements)

The center is currently implementing the following vocational training skills:-

• Electricity

• Carpentry

• Plumbing

• Computer

• Basic fishing

• Solar energy

Subsequently in 2006, GAVO has alwo achieved to establish another similar skills training

centre in Hargeisa with the collaboration of NRC (Norwegian Refugee council). This centre

in hargeisa caters 120 trainees per year and offers the same skills training to the young

trainees. Establishment of Youth multi-purpose

development centers: YMDC (youth multi-purpose

development center) approach that was initiated by

GAVO in collaboration with Berbera local

municipality and UNICEF which established its first

youth multi-purpose development center at the heart

of Berbera city is a participatory bottom up, capacity

oriented process that positions information resource

center as building block for youth development

movement. The methodology focuses on the building

youth and community information resources that

matter to the youth people and on the creation and nurturing of community structures around

it by aligning information and recreational services, reading, learning and playing with

development the approach aims to:

� Increase the use of new information and knowledge to help youth to manage

changes, to improve their skills and thinking and to learn better health

practices to protect themselves and their families

� Bring out the capacities of the youth community, and their deep and rich

knowledge that was marginalized by chat chewing, clan divisions and other

discouragements.

� Limit idleness and redundancy that will otherwise involve the youth to path of

destruction ie the participation of inter ethnic war, drug and other substance

abuse among others and instead focus their conscious on been resourceful in

to the themselves,their country and humanity

Adult education

GAVO also has been offered adult education for 300 illiterate young women in Berbera

which lasted Novemb.er 2007 due to financial challenges most of the graduated women has

been enabled to read and right and 40% out of the 300 has been enrolled to computer and

beauty therapy in GAVO vocational training center. In addition to that, GAVO has initiated a

Youth education pack (YEP) through the formation of youth education centers aimed to

support and empower youth and destitute children those belonged to IDPS and returnees in



28

order to foster self reliance, revitalization and to generate income for their families, so far a

number of 60 youth and children have been enrolled for literacy, numeracy, skills training

and family skills.

Child protection in police forces

GAVO has been very active taking a tremendous role in working and supporting child rights

protection at all levels in the local community through various means. GAVO has organised

consultation and awareness workshop on child rights and as well training workshops and

other events on child rights protection. In recent years, GAVO has successfully achieved the

promotion of effective child rights protection in police station. Establishment of child

protection units in Berbera police station, training sessions for educating police, provision of

office equipment and capacity support are among other methods those have been used in

child rights protection

e) Good governance

PACE program came into existence following the Horn of Africa Capacity Building

Programme (HOACBP) which is a regional development initiative financed by the Canadian

International Development Agency (CIDA) and co managed by Oxfam Quebec and Oxfam

Canada. The Partnership for Cross-sectoral Engagement (PACE) will support the new

development discourse currently emerging from Ethiopia, the deepening of the

democratization process in Somaliland and the new space for civic engagement created by

the Comprehensive Peace Agreement (CPA) in Sudan. Those changes are creating

opportunities for local stakeholders to form and strengthen the kinds of relationships required

to mutually support their own process of development; to hone their ability to navigate

change and crisis; and to lay a foundation of their ongoing independent and interdependent

development.

The Program is designed to strengthen the ability to facilitate a continuously improving

virtuous cycle of active citizenship. This cycle is fuelled by the dynamics of articulation and

mobilization around un-freedoms experienced by ordinary women and men. PACE

Somaliland project has translated this dynamics into four outcomes contributing to a body of

social learning that supports the progressive realignment of relations between Local

municipal authorities, Civil Society Organizations and Business communities.

PACE has translated this dynamics into four outcomes contributing to a body of social

learning that supports the progressive realignment of relations between public authorities and

citizens in the Horn of Africa.



29

Cycle of Active Citizenship

Outcome 1: ARTICULATION of organizational

responses to unfreedoms (development obstacles).Outcomes 2 & 3: MOBILIZATION

through negotiation, engagement and

actualization of relationships to

advance organizational responses to

unfreedoms.

Outcome 4: DISTRIBUTION:

management of relationships & influence

on unfreedoms Body of social learning

GAVO and Oxfam Canada have been working together since 1996 and had long term

Partnership Corporation, Somaliland become one of the countries in the Horn of Africa in

which PACE program will be implemented. GAVO in collaboration with Berbera, Hargeisa

municipalities and other stakeholders with funding support from Oxfam Canada will

implement and entitled to carry out the PACE project in Somaliland.

Purpose:

� To increase intersectoral relationship capabilities of civil society, state structures and

business to interact and work together.

Objectives:

� Promoting participatory local governance

� To advocate for enactment of mental health policy

� To train and adopt participatory local governance

� To network with other partners who are implementing the project in the region

Scope of the project

The PACE project in Somaliland will be mainly focused and executed in two regions of

Hargeisa (North west region) and Berbera ( Sahil region) with the intervention of the

following areas;

2. Formulation for policies.



30

• Organize and conduct training workshop on policy formulation.

3. Advocating for a change.

• Sensitization activities around policy, lobbing and advocation the development of the

policy.

4. Capacity building in participatory local governance.

• Organize and conduct training workshop on local participatory Governance.

• Innovative exposure visits.

5. Regional networking among program specific beneficiaries

• Through exposure visits

6. Promotion of links between communities and local municipalities for better services

delivery to the community and active community participation.

• Small grant projects

f) Local fundraising: As GAVO believes, the richest resource of a community is not the money raised from donor

agencies. The most important resource is the will of the people for sustaining their socio-

economical activities. One of the key elements in achieving sustainability is participation of

the local community in the full range of all activities.

Due to that fact and learning from previous experiences, GAVO planned strategies that are

assuring the sustainability of its activities through the following approaches. GAVO has

succeeded in securing the contributions of virtually every key player in the local economy.

Local resources providers include market vendors (mostly women), fuel importers, livestock

exporters, hay merchants and other small scale business people and various government

departments apart from that, GAVO’s links with Somali Diasporas community in Europe and

north America and their support towards GAVO have taken a vital and major role for

sustaining and expanding GAVOs community needs intervention programs.

GAVO capacity to sustain its local resource base is associated with the credibility of the

Its members. Somaliland has a Muslim community and people expect high moral standards

from GAVO’s members. GAVO has never shied away from dismissing those who failed to

meet those expectations. This has enabled to build a sense of identity with and respect for

GAVO.

The local resources mobilization which is under GAVO’s active community participation

approach is designed to strengthen the ability to facilitate a continuously improving virtuous

cycle of active citizenship

The importance of creating effective management systems for local resource mobilization for

GAVO’s current projects and its future sustainability and the ideas “to help poor people to

help them selves is the driving force to fundraise locally to assist the vulnerable members in

the community. GAVO establishes project management committees to involve local

community in participation in project planning, designing and implementation.



31

3 HIV & AIDS program

GAVO is one of the active organizations that are taking leading role in the advocating for

better and realistic approaches to deal with pandemic in order to break the grip of HIV/AIDS

in Somaliland. Currently GAVO with its respected partners under takes culturally

reintegrated approach to reach the local community and especially the youth that are more

prone to disease. An initiatives those will provide information, knowledge and skills on

prevention HIV/Aids will be the essential larger population and specifically to residents of

Berbera, Hargeisa City and its surroundings.

The aim of this is to reduce the risks of the HIV/AIDS through awareness raising, trainings

and other innovative approaches;

In 2007 GAVO has strengthened its HIV/AIDS project in berbera and hargeisa while its

work has expanded to Erigavo in Sanaag region by providing capacity development to

community based organizations and educating religious groups so that they can take a vital

role in the HIV/AIDS activities in Erigavo. Apart from that the establishment of child

protection units in schools of Berbera and Hargeisa are one of new approaches brought to

tackle the epidemic.

Scope of the program

• Building general awareness and knowledge, especially among vulnerable groups to ensure

they are well aware of the basic facts on HIV/ AIDS such as what it is, how it spreads,

prevention measures etc.

• Advocating for expanded involvement in HIV/AIDS prevention and care by all sectors of

society through involving groups as well as individuals. Such groups include; other local

NGOs, CBOs, youth groups, religious leaders and students. Such groups have closer links

with the local community and can have influence on issues surrounding them. Therefore by

educating and encouraging them to participate in HIV awareness raising campaigns and

strengthening solidarity will have greater impact in the community as whole. Also the

formation of groups that will encourage open discussions on the prevention of the disease

will be the most important activity

• Encouraging the use culturally and socially acceptable methods of preventing the spread of

HIV. It will encourage healthy behaviors and advocate for change of risky behaviors which

lead to spread of the disease. Abstinence and faithfulness, which are both culturally and

religiously acceptable, will be the main message that will be passed to the community. High

risk groups as well as individuals particularly the youth will be made aware on how to take

personal responsibilities for preventing HIV infection.

• Throughout the years of 2002-2007 GAVO constantly/regularly conducted the

commemoration activities of the World AIDs Day-WAD (1st December of every year) in

Sahil Berbera.



32

GAVO’s source of funds for its activities in Hargeisa, Berbera and Burao:

Project name (type) Project period

Current status

Source of funds

1. Biyo-gure Agricultural Water Improvements

4 months Completed CARE INTERNATIONAL

2. Solid waste management

Six months Completed UN-HABITAT

3. Psychiatric rehabilitations program in Berbera

4 years Completed GRT/UNA

4. Support children in difficult circumstance

Six months Completed CIDA

5. Capacity building program

One year Completed OXFAM CANADA

6. Organizational capacity building and HIV/AIDS

Two years Completed ICD

7. Establishment of Berbera community resource center

Completed Save the Children USA

8. Farming community water infrastructure rehabilitation in Daragodle village

Four months

Completed ANS/HANDICAP INTERNATIONAL

9. 3 months extension support of VTC/alternative basic education

Three months

Completed Danish Refugee Council

10. Koosaar community water management

Four months

Completed UN-HABITAT

11. HIV and SOCSIS project

6 months Completed NOVIB (Oxfam Netherlands)

12. Youth multi-purpose development center

Six months Ongoing UNICEF



33

13. Berbera and Hargeisa mental hospital drugs supplies

Two years

Ongoing

WHO ( world health organization)

14. Hargeisa & Borama land management data collection (GIS)

One year

Completed

UN-HABITAT

15. Community mental health initiative

3 years Completed Comic Relief/ SORAG

16. Skills training and non formal education

One year Ongoing Save the Children Denmark

17. Promotion for employment through trainings (PETT)

One year

On-going

SCF/Denmark

18. food for work to Berbera mental hospital and children’s center in Berbera

Last two years

On-going WFP (World food programme)

19. Burao GIS project Four months

Completed. UN-Habitat

20. Partnership for cross-sectoral engagements

Two years On-going Oxfam Canada

21. water and sanitation improvement for primary schools in sahil region

6 months

Completed

CARE international

22. YEP (youth Education Pack) skill training in Hargeisa

One year

Ongoing

NRC

23. support to Burao, Hargeisa and Berbera mental hospitals

Two years

Ongoing

Sydforum/SNR

24. establishment of community mental health centres in Hargeisa and Berbera

Two years

Ongoing

Sydforum/SNR

25. social mobilization on sanitation improvement Berbera

Two months

Completed

Unicef

26. Support traditionally marginalized people in sheikh and Berbera

Six Months Ongoing CARE international



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27. Geographical information data collection (GIS project) in Berbera

4 months Ongoing UN-Habitat/UNDP

28. Community based on HIV/AIDS preparedness in Erigavo, Sanaag Region

3 Years Ongoing G/fund for HIV/AIDs through UNICEF

29. educating community owned organisations in proper HIV/AIDS documentation and Communication.

Two years

Ongoing SIDA through Forumsyd/SNR

30. Improving the mental health conditions and advocating for a change

Four years Ongoing SYD-forum through SNR

31. Adolescent participation in HIV/AIDs

Ongoing UNICEF/

32. AIMS “assessment instrument for mental health system for Somaliland” Country Profile

33. Supply of psychotropic to Somaliland mental heal facilities

Three years

Ongoing

WHO

34. Establishment of skills training centre in Hargeisa

Three years Ongoing NRC

35. Distribution of medication as an outreach in Hargeisa city

Four year Ongoing VIVO

36. Awareness raising campaign on Child rights protection in the Community

One year

Completed

Save the children Denmark

37. Distribution of Relief food to poor urban and IDP communities of Berbera and Burao

One year

Ongoing

WFP



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38. Monitoring and evaluation of emergency nutritional response “provision of ready-to-use foods” Plumby doze

One year

Ongoing

UNICEF



36

Gender action learning “good governance and democracy

One year Completed Oxfam Canada

Establishment of Child protection units in TWO Berbera Police Stations

One yaer

Completed

SCF/Denmark



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39. Local Contributions 1. Vegetable &

meat to Berbera hospital

2. Rent of the premises of GAVO offices in Berbera & VTC

3. Renovation of the Vocational training center in Berbera

4. Renovation of the Berbera mental hospital

5. Dry food to Berbera mental hospital and children’s feeding center

6. Berbera mental hospital

7. Water and electricity supply to the Berbera mental hospital

8. 150 Pcs of bread to the patients in Berbera mental hospital

9. support to the different activities as in kind donations and material

10. livestock (sheep, goats and camels ) to the Berbera mental hospital

11. Construction of 10 rooms in Berbera Mental hospital

12. Cloth for the patients in Berbe

13. ra mental hospital

14. Mattresses for the two mental

Last two years Last two years One month Two months Last two years Two years Last two years Last two years Last two years Last two years Two months Irregularly Irregularly

On-going Ongoing Completed Completed On-going On-going On-going On-going Completed On-going Completed On-going Completed

Berbera market vendors Berbera local municipality Berbera Local Municipality Somali Diaspora women in Norway Local business individuals Raised during two Eid festivals Berbera local municipality Berbera local municipality Berbera Local municipality and Berbera port Livestock exporters and individuals Berbera local municipality and Berbera port Berbera port porters and other individuals Middle scale business person



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40. Contributions from Diaspora Somalis

1. Construction of Orphanage center

2. Clean Berbera mental hospital

3. Improving sanitation and hygiene of the Hargeisa and Berbera mental hospitals

4. Support to the GAVO activities

Six months One year One year irregularly

Completed Completed On-going Completed

Somaliland Forum in Europe and America SNR ( Somaliland Nordic relief) in Sweden SNR ( Somaliland Nordic relief) in Sweden Un-named individuals

general assistance and volunteers organization...

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