past work achievements for five years' time

1. 1
In 2012, I was recruited to work for Maruf Relief Foundation, local NGO in Mogadishu
established in 2005, and funded to deliver aid to the displaced and vulnerable Somalis in
Banaadir, lower Shabell, middle shabelle, Hiran, Galgaduud, Bay and Bakool regions. Before, I
came to this organization, Maruf used to work in an environment where rules and regulations
are not practiced due to lack of expertise. For Example, in the case of financial flows, only the
cashier who was the accountant, and finance officer used to prepare cheques, sign and collect
money from the bank. In the procurement process, everyone used to purchase wherever he/she
wants and how he/she wants. In this situation, Maruf was getting heavy funds from OIC, Turkish
Red Cresent and Hasena, “if monitoring team from our donors come to Maruf to check its
capacity and internal management Maruf would have failed”, Said by Mahdi Ali Mire in April
2012, Director of Maruf. After I was taken to work as Program Manager, I have introduced the
practices of internal systems policies and procedures (ISPP). The ISPP composed of four
manuals including the administrative manual, financial manual, human resources manual, and
operations/projects manual. Following the ISPP, the entire payment process was changed into
standard one in the sense that when making payment to a creditor there must be a purchase
order issued at the first place, the delivery and receipt notes shall be filed, and then invoice is
raised by the supplier. The accountant must collect all these notes (purchase order paper,
delivery and receipt notes, and invoices), then the cheque to pay this bill shall be prepared
together with all supporting documents must be submitted to the chairman/program manager for
approval and final signature (note, in this case, the cheque is signed by two more important
persons including either the chairman or the program manager with the accountant and the
bank has the copies of these signatures).lastly, the accountant puts his signature and gives the
cheque to the supplier. On weekly basis, the bank will send statement to Maruf so that accounts
are reconciled. In addition, I have prepared five years strategic plan for the organization, I
trained the field officers on the best way to prepare reports, I submitted successful project
proposals to the OIC (Organization of Islamic cooperation), UNICEF Mogadishu and other
donors, and I had attended couple of national and international conferences representing Maruf
making presentations on its achievements in its aid mainstreamed services. After six months,
monitoring team from OIC and Hasena (biggest donors for Maurf) came to check the internal
management of Maruf, as the organization was using standard ISPP; the monitoring team
drafted good recommendation letter praising on the aid management systems of Maruf. As the
result of my work, I have saved more than 300,000 dollars in Maruf’s bank account which would
have subjected to thief or fraudulence acts. This has also increased the organizational capacity
to respond to the donor requirements by 50%.

2. 2
In 2014, I worked for Deegaan Waste Management services as financial consultant (waste
management firm based in Mogadishu), I introduced the use of receipt vouchers to be used
when collecting monthly cash payments from clients, I have introduced the use of three column
cashbook where the company writes all its cash movements in and out, I mentored the finance
officer to draft bank reconciliation statement on monthly basis, I introduced the allocation of
provision for bad debts and for depreciation so that profits are not overestimated, and I achieved
to draft final statements for the company which was lately audited by external auditing firm and
recommendation letter of fairness was given to the company. My efforts has helped the firm to
get recommendation letter of fairness from external auditing firm and that in turn helped the
company to get loans from local banks such as Dahabshiil, Salaam Bank and Amal investment
bank. I have increased the organization’s financial management capacity by 30%. Getting
extension contract during 2015(Jan-sept), I continued working for Deegan Waste Management
services as Project Officer implementing cleanup project targeting most hazardous areas of
Mogadishu having close collaboration with Banaadir region authority. This project was funded
by IOM. Firstly, I had drafted the project proposal with technical budget, prepared
implementation plan when the proposal was accepted, and drafted accounts closure with
enough supporting documents when activities were finalized. In addition, I introduced drop out
box where activities and the use of the budget are shown (activities done and budget used,
balances of budget, plans to be done and budgets to be used) so that IOM could easily monitor
remotely without coming to the office of Deegaan and working fields. I invented new garbage
collection strategies through established sanitation committees at district levels. Moreover, I
have successfully used the managerial techniques abbreviated in POSDCORB (Planning,
Organizing, staffing, directing, coordinating, reporting and budgeting as my working tools to
influence and use people to get job done.
Project Management in NGOs,Project planning, execution and gender balance:
In earlier of 2010, when I was Program Officer at YODO (Youth Development Organization),
local NGO worked in central and northern regions of Somalia during 1997-2010. YODO
competed for UNPOS (united national political office for Somalia) grants to implement computer
training program targeted to the IDP and host communities in Galkaio and Bosaso cities, most
IDP populated regions in central and northern regions of Somalia. During the planning stage, I
have conducted an observation in couple of IDPs and have seen that the girls are heavily
disadvantaged when it comes to education. Based on this notion, I suggested that the trainees
for this program are designed to 60 percent for IDP girls and 40 percent for IDP and host
communities’ boys. YODO won to implement the project, and I have submitted implementation
plan to UNPOS with the budget breakdowns. In February of 2010, 60 trainees were taken for
the computer training course in the beginning turn, 36 of them were IDP girls whose families
were not able to pay fees of computer studies so that their girls learn at private schools. The
course has gone successful and 59 trainees graduated. I have learned that girls got very good
marks and that they were good at learning, attending, doing assignments, and reacting with the
trainers. In the second term, YODO increased the number of trainees into 121, 73 of them were
IDP girls and 48 boys from both IDP and host communities. Similarly, the course has gone well
and 119 trainees finished the course. YODO advocated for the employment of the course
graduators and 40 of them, mostly girls, were taken by local companies including Dahabshiil

3. 3
Money transfer, Golis Telecommunication Company, and Maqir trading enterprise. The total
direct beneficiaries of the computer project were 127 trainees, but indirectly the numbers of
beneficiaries were near to thousand persons in the IDP and host settlements. In the impact
studies, it was studied that the girls from the IDPs who were employed by local companies were
helping their families and they were able to get even schools for their younger brothers and
sisters. The effort YODO was doing was also part of large campaign targeting to increase the
number of girls attending schools in Somalia in 2010.
In 2012, in Maruf Relief Foundation, Maruf got to distribute the largest food ration of aid delivery
from the Turkish government to the Somali people. More than 800 ton of food comprising of
rice, flour, sugar, cooking oil, milk and dates were stored into Maruf warehouses in Mogadishu.
We, the operations team, sit to plan for the rightful beneficiaries and the distribution scheme,
regions were registered according to their malnutrition level and the effects of the conflict, and
the remoteness since regions where transportation were difficulty suffered a lot and through this
process eight regions were found more vulnerable than others. Selected regions included
Banaadir region, the capital city had an influx of IDPs from other regions where the consecutive
wars hit, Middle shabelle, lower shabelle, Bay, Bakool, Hiraan, Galgaduud and Mudug regions.
It was planned that the distribution starts from the capital city, the base of Maruf, then go to the
lower Shabelle and to other regions step by step. I have organized the regional elders, police
forces and clan militias so that when the Lorries carrying the food arrive in the region, it is safely
handled and that the distribution occurs safely without conflicts and disputes. In Mogadishu, the
targeted areas were all IDP camps and vulnerable families in the host communities and the
names of these families were registered and ID numbers given prior the distribution. And the
same method was applied to every region. During the food distribution in Mogadishu, the
distribution team of Maruf encountered an obstacle from the district police- secret forces as they
wanted their share of the food, when I learned I communicated to the commander in chief of
Mogadishu police and informed him about the situation and the limitation from the district police
forces then the chief commander of the police force of Banaadir region told me that people want
food for their families then I have automatically informed to the distribution team to register the
names of the families of the police and secret forces in every district in Mogadishu giving ID
numbers. The police and secret forces were satisfied to have their families accepted as
beneficiaries of the food distribution. Lessons learned from Mogadishu food distribution work
was taken as inputs into the food distribution plans in Lower Shabelle, and the lessons learned
from Lower Shabelle was taken as inputs into the operations in upper Shablle and so on. At the
end, the last region where the food was distributed was Mudug region. Photos were taken from
every region when the food distribution was underway, the sessions of community sensitizations
were also filmed, and public feedback was noted during the monitoring and the evaluation
process. As the result of my efforts, the food distribution operations were concluded within four
months without conflicts.
Similarly, In the middle of 2012 and in Maruf, Maruf acquired to implement tailoring project to
provide vocational training to the single mothers who have lost their husbands in the prolonged
wars in south central regions of Somalia. To count the number of orphans in Mogadishu house
by house was difficulty for Maruf and the deadline for the proposal submission was coming
closer. Then I suggested to look for secondary data relating to the number of orphanage

4. 4
families in Mogadishu and in the search we found recent data collected by UNICEF Mogadishu
through its schools’ support programs. Using this list of single mothers with more than 5 children
without permanent source of income, 55 single mothers who were literate and more vulnerable
with young children were taken from the list and included into the proposal. After the project was
approved by Munazama Al-Dawa, there was a need to purchase tailoring sewing machines for
the training sessions. In Maruf, there was a guideline to follow when making procurement of any
material supplies. The administration officer has conducted market studies; there were three
main markets in Mogadishu Bakara market, Suuq bacaad Market and Hamarweyne market. The
studies were to know the cost of the sewing machines in these markets, and compare to know
where to find quality machines with reasonable price. First, the administration department
recommended purchasing from Hamarwene market was cheaper but later I identified that the
machines are cheaper in Baraka market, and it was nice to find one good supplier who could
deliver higher quality machines on demand from Dubai with reasonable price. Maruf has issued
purchase order to the supplier to supply 25 sewing machines, and then the supplier delivered
the machines within 2 weeks. When the machines were delivered to Maruf, delivery notes were
prepared, and receipt notes was also drafted and signed. The supplier has sent an invoice to
Maruf office, the accounting department received the invoice with all other supporting
documents following cheque was prepared and submitted to the Program Manager (me), the
chairman was absent at this time, and I signed after checking the validity of the payable money
to the creditor and the cheque was given to the supplier. The learning sessions started and after
every learning session it was to make practices on the sewing machines. This has enhanced
the capacity of the trainees and within only two months the trainees were excellent in
measuring, cutting and sewing processes. During the training, I achieved to get food for training
from UNWFP to the single mothers through Maruf Relief Foundation on monthly basis. When
the training course ended, I have advocated getting sewing machines to the single mothers so
that they can work either in their houses or in markets to get food for their children. And Hasen
Foundation, international Germany organization, has accepted to provide the funds for supply of
45 sewing machines to 45 female tailoring operators. In the evaluation stage, it was found out
that 39 of the women who have received the gift machines were working and getting food and
schooling for their children.
Ability to work in a non-partisan manner, sensitivity to ethnic and cultural differences:
In 2013, I was recruited by Smart Vision for Consultancy and Development Firm to work as data
collector and later promoted to Team Leader in Galgaduud region. In my life, I have never
travelled and worked in Galgaduud before that time. My journey plans started from Mogadishu
where I was based before the promotion. Using university friends, I have tried to meet with
senior members of Ahlu-Suna Waljamea (political Islamist group who are ruling Central
provinces of Somalia) so that my organization will be collecting primary data from Galgaduud
region. When I came to Guriel, the base district of Ahlu-Suna Waljamea, I met with the chief of
security for Ahlu-Sunna and he agreed that Smart Vision operates in Galgaduud and works in
Guriel as its base station but one condition was that the staffs working as data collectors should
not be hired from other regions rather they must be taken from here. I have shared the result of
the meeting with Ahlu-Suna with my head office in Garowe and I got the go ahead to open an
office in Guriel. Using my old university friends’ help, I could find good building where to open an

5. 5
office, and purchased computer and office furniture and fittings from the district then in the next
day the office was equipped and an internet was installed. Due to shortage of time, it would take
long to put advertisement on the international and even national websites and channels rather I
have contact one local radio operating in these districts and negotiated to advertise 5 posts of
data collectors open at Smart Vision Consultancy and Development firm with a deadline of 10
days. After getting enough applications for the five posts with the assistance from the office of
DRC in Guriel, I shorted listed and contacted to the shortlisted people to attend in DRC office for
an examination. 26 applicants attended the written examination, 10 were again shorted listed
and called for an interview and finally 5 were taken for the posts. Having consultations from
DRC office, these data collectors were selected according to their districts of origin, every one of
them had to come from different district so that when making field trip denominators may not get
stuck from clan militias. Mostly, when the team are getting data collection trip to villages, I used
to follow them to make sure that they are getting the right people interviewed and that they are
interacting with the communities appropriately. One day, we have travelled to Abudwaaq,
notably the people in Guriel and those in Abudwaaq are different clans but they share the region
(Galgaduud), and it is normal that people ask you which clan are you and where are you from,
questions like that. A man came to ask me which clan I am, and I replied to him that I am
coming from clan X. He responded that clan X killed his brother years back and he would have
liked to retaliate. When I have seen how seriously he was talking, I have given him counselling
from the Islamic perspective and explained to him that I am not the one who killed his brother
and that I am not coming here on behalf of clan X but that is my genetic classification. Besides, I
told to him my mission here, and that Somali people are all my brothers and sisters and that I
don’t support those who killed his brother. The man replied to me that I am good man and I
don’t deserve to be only one clan. I didn’t know how sensitive the situation is when I am in the
remote pastoral areas. Fortunately, we have finished filling the questionnaires forms which we
were carrying successfully. In our way back, I have informed to the rest of the team about the
shocking story of the pastoral man and me. I have learned from there to forget to claim specific
tribe when I am in these remote pastoral areas where killings are based on past conflicts. I have
taken the discipline to maintain close frankly relationship with all of the clans in the region and
no to intervene into the clan division affairs remaining on the execution of my duties which was
collecting of the data relating to the drop outs of the pastoral communities who may be in need
for restocking.
Experience of working in complex political sensitive contexts and excellent political
judgments: in December last year, my organization (Somali Institute for Development and
Research Analysis) signed a contract with UNDP-Garowe to conduct study on women’s political
participation in Puntland state Somalia. The top management team of SIDRA decided to
conduct primary data collection operations in the main cities of Puntland state (Bosaso, Garowe,
Gardo and Galkaio). In the case of Galkaio, it was planned that 500 questionnaires are to be
distributed in randomly selected residents so that unbiased information is gathered from the
public. On the questionnaires, the name of Puntland was written in bold. Notably, Galkaio is
divided into two parts, one part is ruled by Galmudug state which is the southern side, and the
other part is under the control of Puntland government. SIDRA TMT had this confusion, since
they knew about Galkaio sensitivity and the repetitive conflicts but they didn’t have any ideas on

6. 6
how explosive is this step if it is conducted without taking extreme measures to avoid disputes
and conflicts in the work. From Puntland perspective, citizens of Puntland belief that Galkaio lies
in their territory and so the other side has the same attitude and the arguments are constant.
Accordingly, I have shown my concerns on this design which is distributing 500 questionnaires
in all Galkaio blocks, then I have shared with my team about a lesson that I have learned in
Galkaio, Galmudug state during sometimes in November last year, below is the summarized
story:
In November 2015, I was leading the team SIDRA has sent to Galkaio to hold discussion forum
in Galmudug state, to collect public opinion regarding the alternatives for the 2016 elections in
Somalia. Galmudug was among randomly selected states in Somali as target for public data
collection. After the invitation was done, and participants gathered in the conference hall, my
support staff distributed the discussion questions and the profile of SIDRA. As we know, the
previous profile-manual of SIDRA had pictures of Puntland vice presidents and some cabinet
members on it. Before we started the opening remarks, participants started to scream loudly
and say that SIDRA is advertising Puntland government, and they don’t recognize it, and this
man is not their president etc. it was terrifying that we couldn’t control their emotions and anger,
we really scared, and later I have tried to make them come down listening to their concerns on
the manual and the pictures of the president and his cabinet members. After long explanations
of SIDRA to them, the participants have accepted to continue to discuss on the subject matter
and my team was lucky to have the forum on truck. Currently, if SIDRA sends data collectors to
Galkaio, part of Galmudug carrying questionnaires with Puntland name, then these people will
get hurt and SIDRA will be responsible on that.
When the TMT (Top Management team) heard my experience and conclusions, they have
taken pens back and changed the data collection implementation strategy limiting the
questionnaires to be distributed and filled from the residents in only Puntland administered area
of Galkaio. Safely, the 500 questionnaires forms were filled, collected and the project was
finalized with final presentation was made and reports is submitted to UNDP Somalia. In short, if
I am taken for this post, I will be using my skills and experiences to perform may daily duties
and I assure you that I will be a valuable asset to your organization.

7. 6
how explosive is this step if it is conducted without taking extreme measures to avoid disputes
and conflicts in the work. From Puntland perspective, citizens of Puntland belief that Galkaio lies
in their territory and so the other side has the same attitude and the arguments are constant.
Accordingly, I have shown my concerns on this design which is distributing 500 questionnaires
in all Galkaio blocks, then I have shared with my team about a lesson that I have learned in
Galkaio, Galmudug state during sometimes in November last year, below is the summarized
story:
In November 2015, I was leading the team SIDRA has sent to Galkaio to hold discussion forum
in Galmudug state, to collect public opinion regarding the alternatives for the 2016 elections in
Somalia. Galmudug was among randomly selected states in Somali as target for public data
collection. After the invitation was done, and participants gathered in the conference hall, my
support staff distributed the discussion questions and the profile of SIDRA. As we know, the
previous profile-manual of SIDRA had pictures of Puntland vice presidents and some cabinet
members on it. Before we started the opening remarks, participants started to scream loudly
and say that SIDRA is advertising Puntland government, and they don’t recognize it, and this
man is not their president etc. it was terrifying that we couldn’t control their emotions and anger,
we really scared, and later I have tried to make them come down listening to their concerns on
the manual and the pictures of the president and his cabinet members. After long explanations
of SIDRA to them, the participants have accepted to continue to discuss on the subject matter
and my team was lucky to have the forum on truck. Currently, if SIDRA sends data collectors to
Galkaio, part of Galmudug carrying questionnaires with Puntland name, then these people will
get hurt and SIDRA will be responsible on that.
When the TMT (Top Management team) heard my experience and conclusions, they have
taken pens back and changed the data collection implementation strategy limiting the
questionnaires to be distributed and filled from the residents in only Puntland administered area
of Galkaio. Safely, the 500 questionnaires forms were filled, collected and the project was
finalized with final presentation was made and reports is submitted to UNDP Somalia. In short, if
I am taken for this post, I will be using my skills and experiences to perform may daily duties
and I assure you that I will be a valuable asset to your organization.