Sustaining and Improving local Livelihoods In Burao By Developing Market facility

and Creating Basic Social Support Services:

Project Name: Developing Market and Social Service Facility:

Requesting Agency: Camel Livestock Animal Support Services (CLASS).

Contact Persons: Mohamed Qasal

Tel: + 252 2 435 33 92
Email: classdevelopment@gmail.com

Dr. Ali Ahmed Elmi

Tel: + 252 2 715 474
Mob: + 252 2 4431 757
Email: vetcollege.haydar@gmail.com

1-Brief Introduction.

Burao is the regional capital of Togdher and the second largest city in Somaliland. Burao
was and, still is, a major LS trade centre or route in the region and services many pastoral
communities and LS producers, Pastoralists, in various eastern regions. Due to this long
standing relations and connections with rural pastoralists, Burao is attracting many
failing/former pastoralists and rural communities. As well as many struggling and least
well of pastoral families who rear small LS not far from the city..

As a result, Burao’s population is rapidly increasing and anecdotal information/evidence

indicates that its population is between 250-350 thousand people. Most local families
and households are very poor and unemployed as well. Needless to say, there are no
meaningful social welfare services and support what so ever.

2-Context

This market facility development project is exploring ways of creating nearer and
accessible market stalls or groceries in selected neighborhoods in Burao. This
project is targeting outlying neighborhoods which are very far from central market
in down town Burao. At present, all residents in these neighborhoods had to walk
for more than an hour to buy their daily shopping, food and cooking items, from
the central market. Since this is the only market in town all residents, the most
poor and vulnerable groups/HH, are experiencing tremendous hardships rather
needlessly. Burao and its outlying neighborhoods constitute the eventual target
areas in which this project intervention aimed to focus.
These neighborhoods have experienced localized poverty condition that
triggered an alarming hunger and lack of opportunities felt by these communities.
In addition, Togdher is one of the most neglected/isolated regions and
structurally vulnerable setting within Somaliland. This is why the target
region/neighborhoods lagged behind in terms of general infrastructural
development and access to basic social services. The project will put spotlight on
generating jobs and business opportunities for local households (HH) through the
provision of new market facility development for targeted stakeholders (SH).

The target population is affected by stagnant economic situation which prompted

critical and high unemployment as result of past civil conflict/war which has
caused complete or partial failure of civic and authority structures in the region.

The following problems are already in effect or expected to take a tighter grip on
the target community in the near future if situation is not addressed:

• Severe and increased unemployment and jobless rates.

• Increased livelihood uncertainties among the affected poor households due to
lack of opportunities and access to services and resources
• The expensive central market food, goods and services siphoned large
portion of the family budget and may result severe malnutrition or hunger
• Possible out break of civil conflict and unrest due to lack of meaningful
support services and opportunities in these neighborhoods.

3. Interventions

3.1 Objectives

Main goal
The overall goal of the project is to create and bring basic daily service needs to
local residence of targeted outlying neighbourhoods, particularly for vulnerable
poor households/communities who are the majority.

Specific objectives
• Generate and create business and job opportunities for local residence.
• Provide quality basic social services nearer to their neighborhoods
• Stabilize and reduce ever increasing poverty and despair.

3.2 Project strategy

The project will and intent to deploy two parallel components or approaches to ensure
local market service availability and improved economic status for local SH in these
neighborhoods.

3.2.1-The project will develop market/service facilities/building in one of the targeted

neighborhoods.

3.2.2-The project will also prioritize and support local residence and relevant SH to work
and set-up businesses by renting developed facilities and market stalls.

The following are highlights of the implementation procedure:

• CLASS will locate and identify a suitable land/space to build facility

• Recruit program development manager.
• Set up a Steering Group (SG) from relevant SH to guide and advice on all
project delivery and implementation activities.
• Contract a builder of market facility and ensure high building standards
• Develop selection criteria of tenants relevant market regulations
• UB will supervise and ensure that project support and services reaches all
intended beneficiaries.
• Between 150-200 small family or individual businesses will be
supported/assisted. Create 5-10 employment opportunities and improve
the economic status and activities in these neighborhoods.
• CLASS will ensure the smooth management/running of the project and
resolving of any problems and disputes.

The project will start its core activities with preparation of contract agreement with
program staff and contractors.

The local leaders/authorities and regional administrations of the target areas

were met and consulted during proposal development. They will therefore be
involved in the actual project delivery and implementation so that all stakeholders
participate and ensure transparency of this vital programme.

3.3 Assumption and Risk analysis.

• Timely recruitment and deployment of P Manager and building contractor
• Project funds are secure and arrive on scheduled time frame.
• Optimum collaboration by local residence, SH and local authority in
smooth implementation of the project
3.4 Project location:

Project main target site will be in Mohamed Ali or adjacent neighborhood/s,

depending on suitable land availability

3.5 Expected results of the projects

• A new market or communal service facility or structure.
• Bringing basic social services nearer to local residence
• Creating sustainable small business and employment
opportunities for local SH
• Suitable spaces/rooms to setup relevant social service- health,
education and advocacy outlets.
• Cleaner and safer market and shopping environment.

4. Human and material resources to be involved

4.1 Human Resources in the field

1. Project Coordinator: The Project Coordinator will be based with CLASS,

closely work with and assist CLASS’ management in managing all field
activities related to the project. Organise field delivery, implementation,
regular contact and correspondence with local SH and staff. Also service and
inform relevant project management committees/groups, Supervise and
oversee market facility development. Also monitor the progress of the project
and its impact on local communities, service delivery and access.

2: Project Administrator (PA: The PA will be charged with the responsibility of

documenting all payments incurred during the project. Preparation of financial
supports services, contracts and procurement of all project items/equipment.
The PA will also ensure that cost match allocated budget lines.
.

4.2-Calender and Actionplans:

The project will start as soon as the funds are made available or approved, and
market facility will completed and operational within ten months..

Activities Month1 Month2 Month3 Month4 Month5 Month6 Mon7-10

Preparation, staff recruit
Setup SG and buy land
Contracting MF Builder
MF Construction
Develop a letting
scheme
Recruit facility staff
Rent MF to potential Ts
Open MF for local
Open MF for local users
Final reports and M+E

4.3 Total Cost of the Project

The total project cost requested from DONORS= 196,610 USD
CLASS/Community contribution = 0
Total amount of the project = 196,810 USD

5-Monitoring:

Planed Measurable Means of Important Actual outputs Date of

project indicators verification assumptions or achievements verification
objective
s or
activities
Purpose Number of people UB field Timely Improved access At end of the
that will benefit monitoring, approval and to basic daily project duration
from MF assessments disbursement services by target
development. and progress of the project Neighbourhood
report. fund HHs
Number of jobs
and businesses SG monthly Sustained
created in the monitoring and livelihood due to
neighbourhoods reports business and
employment
Time and money creation by MF
saved by local
HHs in using local
MF rather than the
central one

Output Building a new MF UB supervision, Availability of Quality and Monthly MON.

for targeted monthly reports suitable land or accessible MF reports
neighbourhood/s and monitoring space for MF services/shoppin
(96 sq. metres) g environment for progress report
Delivery log Proper local residents
Generate 100-200 sheets coordination and both providers CLASS and
Small family/HH supervision of all and users. project records
 businesses and 4- SG monitors project
8 jobs. stakeholders.

Activities -Recruiting PM UB monitoring Availability of Daily access to Daily monitors’

and obtaining land + report suitable land or quality/nearer record
-Setup a SG from space when local services,
local SH Weekly/Daily funds are shopping or Weekly or
-Contracting MF activity records available otherwise monthly
construction and reports. supervision
-Renting MF to Potential tenants report and
potential local SG reports and prices to progress report.
residents and attract local
others. residents/users

5.2-Indicators for Monitoring

The following indicators have been foreseen to ensure the success of the project:

Result One: Creating a market and service facility in outlying neighbourhoods.

Monitoring indicator
- One new market and service facility in selected neighbourhood..

Result Two: Generate local business (150-200) and job (5-10) opportunities for
local residence and SH in targeted neighbourhoods.
Monitoring indicator:
• Number of businesses and job created for targeted local residence and
SH.

Result Three: Improved availability and accessibility of basic local social

services for targeted neighbourhoods and communities
Monitoring indicator:
• Number/type of services developed and number of service users

Result Three: Contributing towards quality and nearer local social support
services leading to improving livelihoods among the identified beneficiaries
Monitoring Indicator:
• Reduced journey times and costs for local residence
• Improved safety for local HH and economic activities in targeted
neighbourhoods.
• Decreased number of theft and car accidents by local residence
6-Background information of CLASS:

CLASS was established to tackle and address lack of basic LS services in the
region and help local LS SH. Since May, CLASS managed the following:

-Facilitated MLF free watering scheme for tenths of pastoral HH and thousands
of livestock. Saved lives and livelihood assets of poor pastoralists
-Engaged and encouraged many local groups and organisations
-Conducted baseline/field social and LS related surveys and studies in Burao
neighbourhoods and Kabadhere area.
-Developed quality and appropriate program proposals based on survey findings
and local needs
-Presented surveys and proposals to relevant regional, development and
authority institutions.
-Conducted lobby campaigns to pressure key ministers and officials in Hargeisa.
-Managed to convince and influence both CAS and UB management to take a
lead role in supporting and pushing developed proposals.
-Willingness to develop and create basic LS service and generate sustainable
businesses for vulnerable local families and HH in Burao
-CLASS facilitated practical field training sessions for CAS students on AH,
nutrition and feed related activities.
-Unlike other local ngos, CLASS deployed practical strategies and adopted
transparent approach in managing programs/activities which convinced CAS/UB
to joint forces.

7. Budget:

Budget for Developing AFR production and Services in Burao, Togdher.

CLASS
Unit cost No. No. Total cost Donor contrib' Grand
. Item $ units months $ Contrib'n $ n$ Total $
1 Personnel
1.1-Project Manager/Co-ordinator 2,000 1 10 20,000 20,000 0 20,000
1.2-Project Administrator 1,000 1 10 10,000 10,000 0 10,000

Sub-total personnel costs 30,000 30,000 30,000

2 Project Inputs
2.1-Land/Space costs 3,000 8 24,000 24,000 0 24,000
2.2-Facility construction costs 90,000 1 90,000 90,000 0 90,000

Sub-total project inputs 114,000 114,000 114,000

3 Agency administration
3.1 Communication - email/phone/fax 300 1 10 3,000 3,000 0 3,000
3.2 Stationery 100 1 10 1,000 1,000 0 1,000
3.3 Office rent 300 1 10 3,000 3,000 0 3,000
3.4 Managing committee/s costs 3,000 2 6,000 6,000 0 6,000
Sub-total agency administration 13,000 13,000 13,000

4 Transport & storage costs

4.1 Vehicle rent 1,500 1 10 15,000 15,000 0 15,000

4.2 Fuel 14.5 1 12X30d 5,040 5,040 0 5,040

Sub-total transport & storage costs 20,040 20,040 20,040

Subtotals 191,040 191,040 191,040

5 Contingency @ 2% 3821 3821 3821

6 Total 194,861 194,861 194,861

7. Money Transfer costs (1 %) 1949 1949 1949
8 Total 196,810 196,810 196,810

The total amount of funds requested from Donor is $ 196,810 USD.

A relevant survey by CLASS to justify above program/funding proposal.

Abstract
Market or grocery shopping outlets and basic social service facilities/delivery in few out
lying neighborhoods in Burao- Jarmalka, M Ali, Tuurta etc- were surveyed based on field
visits/observations and interview of selected households as well as some discussions with
neighborhood residents. A semi-structured questionnaire was used for interviewing 30
randomly selected pastoralists. Informal discussions were also held with a group of HH in
the surveyed n-hoods as well as with the development agents in the localities. The
collected data were analyzed using descriptive statistics.

The survey showed that there are no market/grocery and social service (health in
particular) outlets in all above neighborhoods. The main ((and only) market and health
outlets servicing neighborhoods in discussion are old market and hospital in down town
Burao. Besides, transport to these outlets is either non-existent or not reliable or very
crowded. Service delivery and access are also extremely poor and expensive too. Apart
from few private pharmacies and small rundown shops, there are no any other social
services and support in these neighborhoods. Thus, lack of social service facilities and
outlets remains to be the main problem issues, among others, in out lying neighborhoods.
Hence, more emphasis should be given to build and develop outlets, create meaningful
and accessible services and management of developed structures/services. Programs and
efforts to tackle and address present lack of facilities/services must be prioritized by all
development SH in the region, particularly development and authority institutions. This is
particularly needed in order to generate new businesses, jobs and reverse the present
precarious situation on the ground.

Materials and methods

General characteristics of surveyed neighborhoods

This survey/study was carried out in couple of neighborhoods in Burao, Togdher. The
City (area) is characterized by high population influx from rural or pastoral districts in the
region. Most of them are former pastoralists who either failed or abandoned LS rearing.
The neighborhoods are predominantly occupied by jobless/unemployed households
whose livelihood is mainly dependent on support from close relatives and others. They
mainly consist of women, young and old people. The city is willfully neglected and
isolated by both development and authorities for more than a decade now.

Survey methodology

The survey/assessment was carried out in 10-15 October 2009 and it was based on house
visits and interviews of selected households and group discussions with the residents
(including different age groups). A semi-structured questionnaire was prepared and used
for interviewing randomly selected households A total of 50 households were
interviewed. During the assessment discussions were held with relevant officials and
other local SH. In addition to the structured questionnaire, informal discussions were held
with a group of households in the area assessed. The collected data were analyzed using
descriptive statistics. The following were the main focal points in the assessment.

-Lack of market/shopping and basic service outlets in neighbourhoods

-The daily early morning trips and hassles in going to central market which is over
crowded, unsafe, unhygienic and very far as well.
-The associated transport costs and related issues.
-The high possibilities of becoming a victim of theft, accidents and unexplained price
hikes as few retailers dominate the market.
-Lack of business and employment activities and opportunities in NH.
-Side discussions on how to tackle and address above problem issues.
-Explored way forward in developing market facilities and other basic service outlets in
neighbourhoods.
-Whether local HH will use or setup their own businesses if a local market was built.
-What type of groceries and services will HH like to find in such facilities and outlets?
And so on.
Results and Discussions

Table-1: This table shows number of items bought, cost of transport and journey times of
surveyed HH (N=50) in using old down town market.

Table-1
Description Mean Range Combined HH
Totals,per day.
1-No of items bought 7.19 4-11 357
2-Cost of transport 4,360 0-8,000 so.sh 218,016
3-Journey times 52.0 10-90 2625
Source: CLASS, Burao, Togdher. Datet: October 2009.

This table clearly indicate the following key points or issues:

-The average monthly transport costs per HH are 130,800 so.sh ($ 10).
(Though not much, but $10 is far too much burden for many HH whose monthly income
is between $50-100, or may less for some , $20-50. The main reason why more than half
of surveyed HH are forced to walk to the market on daily basis.)

-More alarmingly, HH pay such daily costs and time (roughly one hour) only to buy very
few groceries/items, 4-11, each day. According to participants, this happening because of
i) majority of items are meat, milk and perishable goods, and most HH don’t have
refrigeration facility to store them at home ii) most HH either earn their LH on daily
basis or simply can’t afford to buy items in advance.

Main other side discussions

During the survey many other issues were discussed in which local and HH participants
managed to highlight their concerns and views as follows.

-The daily early morning trips and hassles in going to central market which is over
crowded, unsafe, unhygienic and very far as well.
-The associated transport costs and related issues.
-The high possibilities of becoming a victim of theft, accidents and unexplained price
hikes as few retailers dominate the market.
-According to some participants, current retail prices of meat and other basics does not
reflect the actual costs. They believe that retailers in this market are ruthless and ripping
them off. This why it is common to see some are selling meat under trees in various place
in these neighbourhoods
-We found out that neighbourhood residents are funding some common social
programmes. For example, the only police station in these four neighbourhoods was and,
still is, funded by local residents, including the wages of officers manning it. Residents
also fund 8 night security patrol officials in their neighbourhood.
-Clearly, local authority has abdicated their responsibility to service local residents and
it’s practically impossible for local HH to fund all common social needs/services in their
neighbourhoods.
-Needless to mention, we presented to and confronted this with relevant local officials in
Burao. Their indifference and often stated excuses were obvious and apparent. We also
presented above to development programs/officials in the area and they were equally
useless and would rather prefer wasting resources on activities that no body wants or
understand. Despite our present efforts, it is very difficult to see and find out what they
actually do
-In brief, for further details and information, please see and refer to below survey data. Or
contact CLASS at classdevelopment@gmail.com , Based on above survey result and
discussions, CLASS has developed a program proposal not only build market outlet/s in
these neighbourhoods, but also create sustainable basic services for local SH which will
be funded by income generated from market facility/ies.

Survey Data of Urban HH’s Daily Trips to the Central Market in Burao.
(From Few Out Lying Neighbourhoods- Tuurta, Jarmalka, Lafoley and MA)

Table-1: shows Survey Data of Urban HH’s Daily Trips To The Central
Market in Burao. (From Few Out Lying Neighbourhoods- Tuurta, Jarmalka,
Lafoley and MA)

HH No of No/type Method Cost of Journey Main

No. trips of items of transport time/min problems,
per bought transport per day. s obstacles
day. (So/sh)
1 1 5 Bus 6,000 30 B waiting
2 1 8 Walking 0 90 Costs
3 1 9 Walking 0 60 Expensive
4 1 7 Walking 0 80 Unclean
5 1 9 Bus 8,000 40 Busy
6 1 6 Walking 0 90 Crowded
7 1 5 Bus 6,000 40 Crowded
8 1 8 Bus 6,000 30 Early
9 1 9 Walking 0 90 Time
10 1 7 Walking 0 70 Walking
11 1 8 Lift 0 20 Unsafe
12 1 9 Walking 0 60 Wet days
13 1 6 Bus 6,000 35 Theft
14 1 5 Walking 0 60 When
 sick
15 1 9 Car 15.000 20 Parking
16 1 6 Walking 0 60 Crowded
17 1 5 Walking 0 60 Crowded
18 1 5 Bus 8,000 40 Early
19 1 8 Walking 0 80 Crowded
20 1 9 Bus 8,000 40 Danger
21 1 7 Bus 6,000 30 Crowded
22 1 5 Walking 0 70 Theft
23 1 8 Walking 0 60 Unsafe
24 1 9 Bus 6,000 40 Crowded
25 1 7 Walking 0 60 Tiring
26 1 5 Bus 6,000 30 Costs
27 1 8 Bus 6,000 40 Costs
28 1 9 Walking 0 50 Time
29 1 7 Walking 0 60 Time
30 1 5 Bus 8,000 40 B waiting
31 1 8 Walking 0 60 Early trip
32 1 9 Bus 6,000 30 Crowded
33 1 7 Bus 6,0000 40 Crowded
34 1 5 Walking 0 70 Unsafe
35 1 8 Walking 0 80 Heat
36 1 9 Bus 6,000 40 Costs
37 1 7 Walking 0 60 Tiring
38 1 11 Car 20,000 30 Costs
39 1 6 Lift 0 20 Pick pock
40 1 7 Walking 0 60 Uneven R
41 1 6 Bus 6,000 40 Costs
42 1 5 Walking 0 80 Time
43 1 4 Walking 0 70 Unsafe
44 1 9 Walking 0 80 Unsafe
45 1 7 Walking 0 80 Time
46 1 10 Car 20,000 10 Theft
47 1 6 Bus 6,000 40 Crowded
48 1 7 Bus 6,000 40 Crowded
49 1 6 Bus 8,000 40 Expensive
50 1 9 Walking 0 80 Time
Totals 50 357 218,015 2625
Mean 1 7.19 ---- 4,360 52.6 --
Range 1-1 4-11 Walk-car 0-8,000 10-90
Source: CLASS, Burao, Togdher Date: Oct 2009