Somalia Humanitarian Fund (SHF)

The Somalia Humanitarian Fund (SHF) - previously known as the Common Humanitarian Fund was established in June 2010 by the Humanitarian Coordinator, as a country-based pooled funding mechanism. The SHF receives unearmarked donor contributions and allocates the funds to meet the most critical humanitarian needs in Somalia.

The SHF allocates resources through two modalities; 1) Standard allocation, which allocates funds according to the Humanitarian Response Plan strategic objectives, and 2) Reserve allocation, which provides timely funding to support response to unforeseen emergencies.

The SHF improves humanitarian response by:

  • Providing flexible, predictable and timely funding
  • Responding to common and agreed priorities
  • Providing timely response to unforeseen emergencies
  • Strengthening coordination and the leadership of the Humanitarian Coordinator in line with the Transformative Agenda.

The four objectives of the SHF:

  • Improve humanitarian response by expediting allocation of funds to priority humanitarian needs through an inclusive and coordinated field level process.
  • Strengthen the leadership of the Humanitarian Coordinator.
  • Contribute to the implementation of the Humanitarian Response Plan within the context of the Humanitarian Program Cycle (HPC).

The Humanitarian Coordinator for Somalia manages the SHF with support from OCHA as the SHF Secretariat and Managing Agent, and the UNDP Multi-Partner Trust Fund Office as the Administrative Agent of the Fund.

The Fund has an Advisory Board comprising four NGOs, four UN agencies and donor agencies to provide strategic and policy guidance of the Fund to the HC.

Accountability and Operational Modalities

The SHF rolled out an Accountability Framework in 2013 to increase accountability of the fund, mitigate risks arising from the management of funds as well as monitor and report on project activities and outputs.

The Framework consists of four interlinked pillars which include; partner capacity assessments, monitoring (field and remote call), reporting and project audits.

Data emerging from the Framework is used to inform the choice of partners during the standard and reserve allocations to the implementation plan of projects in the field.

     I.        Partner Capacity Assessment & Due Diligence

The Capacity Assessment component of the Accountability Framework was developed to ensure better fund management and improve the effectiveness of the SHF by:  

  • Acquiring a portfolio of eligible implementing partners to receive resources from SHF
  • Shifting from a control-based approach to a risk-based management approach
  • Mitigating risk
  • Identifying gaps for capacity building

The 2013 exercise entailed the assessment of four capacities: institutional, management, financial and technical. However, in view of the above experience, future SHF capacity assessments will endeavor, where possible, to synthesize the previously used and successful methodology, while upholding the provisions of the new pooled fund guidelines. In this context the Fully Fledged Partner Capacity Assessment Tool forms an important component where the expanded capacities namely: Organizational information (10 per cent), Technical capacity (per cent), Funding (5 per cent), Coordination and partnerships (5 per cent), Financial management (30 per cent), Human resources (10 per cent), Logistics (15 per cent) and Monitoring and Evaluation (10 per cent) will be assessed for each potential partner.

  II.        Monitoring

Monitoring of partners’ projects is carried out in accordance with a monitoring plan that is developed for each allocation of funds. The risk level of the partner, the standard activities and project locations determine the prioritization of projects to be monitored.

Monitoring activities are meant to assess the level of implementation of partners’ projects and qualitative aspects of interventions. They are conducted remotely through a call-centre and field audits. Invaluable experience and lessons gained from past monitoring exercises as well as technical consultations with respective stakeholders has led to the improvement of relevant monitoring methodologies.

As a result, the following types of monitoring are currently undertaken by the SHF:

  • Third party monitoring for non-accessible areas
  • Remote call monitoring
  • GPS enabled mobile phone photographic monitoring

III.        Reporting

Reporting under the SHF Accountability Framework involves the rigorous quality review and analysis of mid-term and final narrative reports submitted by NGOs. At the reporting stage, partners are encouraged to immediately communicate to the Humanitarian Coordinator and/or OCHA any constraints (e.g. financial, logistical, security) leading to significant changes to the project.

  IV.        Audit

The independent external audits of all SHF funded projects has been an ongoing exercise since the establishment of the fund. The customized project audits contain a number of findings and recommendations that point out areas of improvement in order to enhance partner performance and capacity.



SHF Reports
SHF Interim Update 2016
CHF Annual Report 2015
CHF Annual Report 2014
CHF Interim Report 2014


Useful Links
Country-Based Pooled Funds (CBPF) Business Intelligence Portal
UNDP Multi-Partner Trust Fund Office
Central Emergency Response Fund