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Impact & strategy

Credibility first. Proven delivery. Lasting change.

Our first three years focus on organisational credibility and proven delivery, not visibility alone. Here is what we commit to achieve by 2029, and how we will hold ourselves to it.

Strategic direction 2027–2029

Build. Deliver. Connect.

Three strategic directions, nine goals and a clear outcome for each by 2029.

BUILD

Organisational strength

  1. 1.Complete federal and state registration and adopt core policies

    By 2029 → Fully registered, with board-approved finance, HR, procurement, safeguarding and MEAL policies

  2. 2.Establish sound financial and programme systems

    By 2029 → Clean annual external audits; passes UN and INGO partner capacity assessments

  3. 3.Build a skilled, diverse team

    By 2029 → Core team in place, with women in at least 30% of leadership roles

DELIVER

Locally led resilience

  1. 4.Deliver integrated programmes across the four pillars in Middle Shabelle

    By 2029 → Documented, community-validated results in resilience, education, health and peace

  2. 5.Establish community early warning and anticipatory action

    By 2029 → Target villages have functioning early warning committees and contingency plans

  3. 6.Expand in phases to Hiraan and Lower Shabelle

    By 2029 → Operations active in at least two additional regions

CONNECT

Partnerships and influence

  1. 7.Become an active partner in humanitarian coordination

    By 2029 → Participates in clusters and state forums and is eligible for pooled funds

  2. 8.Diversify partnerships and funding

    By 2029 → Funding from at least four partners; no single donor above 50% of income

  3. 9.Generate and share community evidence

    By 2029 → Assessments and learning briefs published and used in district and state planning

Quality assurance

Four quality gates on every programme

Results only count when they are verified, validated by communities and handed over with a plan to last.

  1. Gate 1

    Inception

    Needs, targeting, risks, safeguards and community agreement confirmed before work begins.

  2. Gate 2

    Verified delivery

    Beneficiary lists, distributions and works checked and documented.

  3. Gate 3

    Community validation

    Results reviewed with communities and authorities, including complaints and gaps.

  4. Gate 4

    Handover and learning

    Assets handed over with maintenance plans; lessons documented and applied.

Portfolio integrity

SHARAN clearly separates founders' past experience, current projects and pipeline concepts. Concepts are never described as awarded grants, and past work of individuals is never presented as organisational results.

Strategic alignment

From village to global commitments

Our work starts with community priorities and connects upward to state, national, regional and global frameworks, so local results contribute to shared goals.

Community

Village and community action plans; local peace agreements

Community-led planning, committees and ownership of assets

District & State

District development plans; Hirshabelle State priorities; state disaster management and line ministries

Joint assessments, early warning links, delivery of state priorities in remote villages

National

National development plan; National Disaster Management Policy (SoDMA); HNRP; Education Sector Strategic Plan; National Durable Solutions Strategy; Somalia's NDC

Local implementation, field data and civil-society input into national processes

Regional

IGAD IDDRSI; AU Agenda 2063; AU Kampala Convention on IDPs

Riverine and cross-border resilience practice; durable solutions in line with the Kampala Convention

Global

2030 Agenda (SDGs); Sendai Framework; Paris Agreement; Grand Bargain, Charter for Change and the Humanitarian Reset; CHS; Sphere; INEE

Locally led, principled and quality-assured action that contributes to global goals

Sustainable Development Goals we contribute to

Focused on the 5Ps of the 2030 Agenda: People · Planet · Prosperity · Peace · Partnership

SDG1SDG2SDG3SDG4SDG5SDG8SDG11SDG13SDG15SDG16

Sustainable resourcing

Diversified, and carefully stewarded

We avoid dependence on any single funding source and treat every grant and donation with careful stewardship.

Women leading donkeys loaded with water containers across dry scrubland
Carrying water from the Shabelle in the dry season, Hiraan · Photo: AMISOM Public Information (CC0)

SHARAN will build a modest emergency reserve so it can respond to floods and drought before external funds arrive.

  • 01

    Pooled and humanitarian funds

    Build eligibility for the Somalia Humanitarian Fund and rapid-response funds through strong systems and coordination.

  • 02

    UN agencies and INGOs

    Implementing and consortium partnerships with clear roles and fair overhead sharing.

  • 03

    Bilateral and climate funds

    Resilience, climate adaptation and education grants, alone or in consortia.

  • 04

    Somali private sector and diaspora

    Partnerships with local businesses, telecoms and money transfer companies; diaspora giving and matched funding.

  • 05

    Community contribution

    Labour, land, materials and maintenance funds that build ownership and sustainability.

  • 06

    Earned income

    Assessments, training and research services that strengthen independence while protecting the mission.

Partner with SHARAN

Invest in communities that are ready to lead their own resilience.

We welcome partners who value local ownership, accountability and lasting results.

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