Reports and Publications

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30 th
Apr 2015

Illegal, Unreported and Unregulated (IUU) Fishing in the Territorial Waters of Somalia

THE UNIVERSITY OF RHODES ISLAND AND TRANSAFRICA CO - 30th Apr 2015

IT IS DIFFICULT TO ESTIMATE THE LOSSES THAT FOREIGN ILLEGAL VESSELS CAUSE IN SOMALIA. ANNUAL ESTIMATES RANGE FROM US$ 100 MILLION TO OVER US$450 MILLION. In addition to loss in revenue, illegal ...

IT IS DIFFICULT TO ESTIMATE THE LOSSES THAT FOREIGN ILLEGAL VESSELS CAUSE IN SOMALIA. ANNUAL ESTIMATES RANGE FROM US$ 100 MILLION TO OVER US$450 MILLION.

In addition to loss in revenue, illegal vessels cause overfishing, reduce fish stocks, affect local catches, harm the marine environment and destroy fishing communities by denying opportunities to catch and export fish. Illegal fishing causes loss of employment in fishing and post-harvest fish handling as loss of revenue that could be generated from landing fees, license fees, taxes and other revenues payable by legal fishing companies.

The indirect harm of Illegal and Unregulated (IUU) fishing to Somalia includes lost income and employment in other sectors in the supply chain upstream (i.e., fishing gear, boats and equipment, etc.) and downstream (i.e., fish processing and packaging, marketing and transport, etc.) from the fishing operation itself . Additionally, illegal fishing vessels use reckless fishing operations. They leave behind them irreversible impacts on target species, the marine ecosystem and vulnerable species such as coral reefs, dugongs and turtles. Furthermore, IUU fishing directly affects fishermen’s livelihoods. It destroys their fishing nets and threatens them at sea by mistaking them for pirates thus depriving them of fully exercising their livelihoods.

The Somali fishery sector is predominantly small-scale. Fishermen use open fiberglass skiffs ranging in length from three to six meters. Most are motorized and equipped with an outboard engine or to a lesser extent, an inboard engine. The average fisherman has been fishing for about 15 years and is on average 38 years old. Most have an elementary level education and live in households with about eight members. More than half own their fishing boats and 50% are members of fishing cooperatives. Over a third fish within 10 km of their communities while 50% of the fishermen fish within 50 km of their communities.

Managing the fisheries begins with registration of fishermen and fishing boats. Fifty-four percent of fishermen reported no requirement for fishing boat registration or painting registration numbers on their vessels while 12% percent did not know about these requirements. When asked which entity was responsible for fishing boat registration, 41% identified the fisheries office and 47% identified the port authority. The latter plays that role in Somaliland and Puntland, while the fisheries office does so in the other states. The absence of information on the number and size of vessels, engine horsepower, and the types and sizes of fishing gear makes management decisions more difficult, if not impossible, to assess optimum sustainable yields.

Read the full report here for more information on IUU Fishing in Somalia and suggested recommendations.

18 th
Nov 2015

2014 Annual Report: Changing the Story

Adeso - 18th Nov 2015

In 2014, Adeso’s humanitarian and development efforts reached nearly 1.9 million people in Kenya, Somalia and South Sudan. One community at a time, our efforts this year focused on ...

In 2014, Adeso’s humanitarian and development efforts reached nearly 1.9 million people in Kenya, Somalia and South Sudan. One community at a time, our efforts this year focused on helping individuals and families build a better life for themselves.

19 th
Jan 2016

Turkana Basket Value-Chain Feasibility Study and Implementation Plan

REGAL-IR - 19th Jan 2016

The Turkana basket and handicrafts sector has been singled out as an opportunity for economic growth.  This  report  outlines the  process  for data collection,& ...

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The Turkana basket and handicrafts sector has been singled out as an opportunity for economic
growth. 

This  report  outlines the  process  for data collection,  critical  analysis and
recommendations, including a draft one-year budget. The report focuses on an implementation strategy  that  roadmaps  a  sustainable  and  scalable  path  to  professionalism,  businessdevelopment, and increased incomes.

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12 th
Feb 2016

Basketry Value Chain Study

12th Feb 2016

The Turkana basket and handicrafts sector has been singled out as an opportunity for economic growth. This report outlines the process for data collection, critical analysis and recommendat ...
The Turkana basket and handicrafts sector has been singled out as an opportunity for economic
growth. This report outlines the process for data collection, critical analysis and
recommendations, including a draft one-year budget. The report focuses on an implementation
strategy that roadmaps a sustainable and scalable path to professionalism, business
development, and increased incomes.
 
The philosophical approach for this study is grounded in transforming challenges into
opportunities. The analysis tools are rooted in a results-driven approach with a market focus.
Business development tools are recommended as a way to increase professionalism in social
entrepreneurship. As producers build professionalism, the industry’s capacity to compete in the global marketplace grows.
Particularly important to success is the inherent value of the Kenyan artisanal export context.
Kenya has important assets lacking in many African countries. These include a vibrant port with
multiple shipping options, experienced buyer agents, a broad selection of highly marketable
products, a strong international buyer base, relative ease of business operations and a stable
government. These factors are the essential foundation for growth of the Turkana handicraft
value chain.
01 st
Aug 2016

Adeso UK Signed Trustees Report and Accounts 20 September 2015

01st Aug 2016

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    01 st
    Aug 2016

    2014 Adeso USA Form 990 Public Disclosure Copy

    Public disclosure copy of form 990  Year 2014

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    01 st
    Aug 2016

    Form 990 2014

    Public disclosure copy form 990 Adeso US 2014

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    25 th
    Jan 2016

    Adeso Capacity Statement- Cash Based Responses

    By

    At Adeso, we don’t decide on the best approach for community development from the confines of our Nairobi or Washington DC offices, but from working and living in the field wi...

    By

    At Adeso, we don’t decide on the best approach for community development from the confines of our Nairobi or Washington DC offices, but from working and living in the field with local communities.

    We pioneered cash transfers as a form of aid that ensures the one thing people never lose is their dignity. Regardless of where we work, our approach is the same: we help vulnerable communities through partnerships and shared decision-making. The Inclusive Community Based Targeting (ICBT) approach is a unique methodology employed by Adeso to target communities in a participatory manner. Our field teams hold regular community meetings, and find a way for every group to have a voice.

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    25 th
    Jan 2016

    Adeso Cash Programming Experience

    By

    Adeso has been involved in cash transfer programming in Somalia since 2003.

    That first project was carried out jointly with Norwegian Peoples Aid and delivered cash grant...

    By

    Adeso has been involved in cash transfer programming in Somalia since 2003.

    That first project was carried out jointly with Norwegian Peoples Aid and delivered cash grants of 50 USD to 13, 830 drought affected families. Since then, Adeso has worked primarily in Somalia.

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    16 th
    Sep 2015

    Adeso IUU Final report 2015

    This report presents the results of a study on illegal, unreported and unregulated (IUU) fishing in the territorial waters of Somalia carried out in Somalia between the months of June and Novemb...

    This report presents the results of a study on illegal, unreported and unregulated (IUU) fishing in the territorial waters of Somalia carried out in Somalia between the months of June and November 2014.

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    01 st
    Sep 2015

    Annual Report 2013: Transforming Lives - Arabic Version

    2013: تحويل الحياة التقرير السنوي ...

    2013: تحويل الحياة التقرير السنوي في العام 2013 ركّزنا على توحيد منظمتنا المتوسعة، وعلى ضمان أن نستمر في دعم معيشة الجماعات السكانية الأضعف. أفخر أن أصرّح بأن مجهوداتنا قد وصلت إلى حوالي 1265000 شخص في كينيا والصومال وجنوب السودان.

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    11 th
    Aug 2015

    A More Dignified and Equitable Humanitarian System

    How to Truly Localize Aid   Rationale   Year-on-year, the world is experiencing disasters with increasing frequency, as well as a growing number of conflicts due to c...

    How to Truly Localize Aid

     
    Rationale
     
    Year-on-year, the world is experiencing disasters with increasing frequency, as well as a growing number of conflicts due to climate change, rapid urbanization, poverty, and environmental degradation, to name a few. More often than not, the international humanitarian system is asked to respond to these disasters and conflicts through the provision of life-saving aid, whenever and wherever it is needed.
     
    At the center of this system are the millions of people affected by crises that the system seeks to serve. 
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    28 th
    May 2015

    Global Network of Southern NGOs Report

    Report Calls for Local Actors to have Greater Say in Humanitarian Efforts

    A Global Network of Southern NGOs Finds Widespread Support, reveals Report

    ...

    Report Calls for Local Actors to have Greater Say in Humanitarian Efforts

    A Global Network of Southern NGOs Finds Widespread Support, reveals Report

    The report finds that there is strong support for a global network of SNGOs that would help strengthen and focus capacity building efforts, enable mutual learning, advance advocacy and deepen the evidence base on Southern engagement

    ”A global network of SNGOs could contribute to improved capacity strengthening efforts, providing a valuable means by which to engage a broader constituency of actors in humanitarian, recovery and resilience efforts, and providing a unique platform that is ‘for SNGOs, run by SNGOs’,” she concluded.

    The report warns that with the escalating threat of climate change, as well as rapid urbanization, the number and complexity of disasters is on the rise making the capacitation of local and national actors all the more critical if the formal sector is going to be able to cope with a rapidly growing humanitarian caseload.

    Interviews

    To interview Degan Ali, Adeso Executive Director; Smruti Patel, Network Advisor; or COAST Executive Director Rezaul Karim Chowdhuryplease contact nbrannigan@adesoafrica.org or call +254 71773348.

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    08 th
    May 2015

    2013 Annual Report: Transforming Live:

    In 2013, Adeso focused on its consolidation – as an expanding organization – and also continued to support vulnerable people to improve their livelihoods.

    In 2013, Adeso focused on its consolidation – as an expanding organization – and also continued to support vulnerable people to improve their livelihoods.

    We are proud to report that these efforts reached nearly 1,265,000 people in Kenya, Somalia and South Sudan.

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    01 st
    Apr 2015

    Development of a Bulk LPG Import and Distribution Business in Puntland and Somaliland

    A very large proportion of the population in developing countries across the world, including those in the Horn of Africa, are highly dependent on bio-mass fuels for coo...

    A very large proportion of the population in developing countries across the world, including those in the Horn of Africa, are highly dependent on bio-mass fuels for cooking and kerosene for cooking and lighting.

    The key objective of this study is to determine the feasibility of establishing a viable Liquified Petroleum Gas (LPG) import supply and distribution business for Puntland/ Somaliland and to set out the financial structures and incentives (if any) required to support the required investment in terminal facilities/ distribution modalities and the creation of a workable Public Private Partnership (PPP).

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