SomalilandSpecialArrangement! AnnualReport,2014! Special Arrangement Annual...Somaliland Special...

Somaliland Special Arrangement

Annual Report, 2014

TABLE OF CONTENTS 1. Introduction ............................................................................................................................................................................ 1 2. Progress Highlights ................................................................................................................................................................. 3

2.1. PSG 1: Legitimate Politics ......................................................................................................................................................... 3 2.2. PSG 2: Security ......................................................................................................................................................................... 3 2.3. PSG 3: Justice ............................................................................................................................................................................ 3 2.4. PSG 4: Economic Growth .......................................................................................................................................................... 4 2.5. PSG 5: Revenue and Services ................................................................................................................................................... 6 2.6. ....................................................................................................................................................................................................... 7 2.6 Gender ...................................................................................................................................................................................... 8

3. Overview of the Annual Report .............................................................................................................................................. 10 3.1. Structure of the Report .......................................................................................................................................................... 10 3.2. Overview of Somaliland’s National Development Plan and PSGs .......................................................................................... 10 3.3. Budget Allocation for 2014 and 2015 ..................................................................................................................................... 11 3.4. Aid Flows ................................................................................................................................................................................ 12 3.5. The SSA and the Way Forward ............................................................................................................................................... 14 3.6. Next Steps to Strengthen the Report ..................................................................................................................................... 14

4. Traffic Light Report on PSGs ................................................................................................................................................... 15 4.1. PSG 1: Legitimate Politics ....................................................................................................................................................... 15 4.2. PSG 2. Security ....................................................................................................................................................................... 17 4.3. PSG 3: Justice .......................................................................................................................................................................... 20 4.4. PSG 4. Economic Growth ........................................................................................................................................................ 22 4.5. PSG 5. Revenue and Services ................................................................................................................................................. 27

5. Partnership Principles ............................................................................................................................................................ 31 5.1. Government Ownership ......................................................................................................................................................... 31 5.2. Alignment ............................................................................................................................................................................... 32 5.3. Use of Country Systems ......................................................................................................................................................... 32 5.4. Use of Preferred Funding Channels ........................................................................................................................................ 33 5.5. Capacity Development ........................................................................................................................................................... 33 5.6. Harmonisation ........................................................................................................................................................................ 33 5.7. Conflict Sensitvity ................................................................................................................................................................... 34 5.8. Monitoring and Risk and Results ............................................................................................................................................ 35

6. Annex 1: PSG 1. Legitimate Politics ........................................................................................................................................ 36 7. Annex 2: PSG 2. Security ........................................................................................................................................................ 42 8. Annex 3: PSG 3. Justice .......................................................................................................................................................... 50 9. Annex 4: PSG 4. Economic Growth ......................................................................................................................................... 59 10. Annex 5: PSG 5. Revenue and Services ................................................................................................................................. 76

FIGURES Figure 1. Somaliland's preliminary GDP estimates by sector (excluding nomadic populations) ............................................................... 4 Figure 2. Labour Force Survey, 2012 -‐ Burao, Borama and Hargeisa, ILO .................................................................................................. 6 Figure 3. Employment challenges, particularly for youth, Labour Force Survey, ILO, 2012. ..................................................................... 6 Figure 4. Literacy rates, Household Survey, 2012 ...................................................................................................................................... 7 Figure 5. Location of delivery, Household Survey, 2013 Figure 6. Births attended by skilled health attendants in urban and rural Somaliland ............................................................................. 7 Figure 7. Access to water and sanitation, Household Survey, 2013 .......................................................................................................... 8 Figure 8. Current hierarchy of governance, planning and implementation of the National Development Plan, Somaliland ................. 10 Figure 9. Government budget allocations against PSGs .......................................................................................................................... 12 Figure 10. Planned aid flow data for 2014 collected from implementing partners by the Ministry of National Planning and Development ........................................................................................................................................................................................... 13 Figure 11. Aid flows per PSG 2013 -‐2015 collected in Nairobi ................................................................................................................. 13

TABLES Table 1. Objectives of the Somaliland Gender Action Plan as aligned to the PSGs ................................................................................... 8 Table 2. Somaliland National Development Plan (2012-‐2014) Pillars mapped against PSG .................................................................... 11

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Somaliland Special Arrangement Annual Report, 2014

ACRONYMS A2J Access to Justice MoLSA Ministry of Labour and Social Affairs ADRA Adventist Development and Relief Agency MoNPD Ministry of National Planning and Development AIMS Aid Information Management System MOU Memorandum of Understanding AML/CTF Anti Money Laundering/Counter Terrorism Financing MoW Ministry of Water APD Academy for Peace and Development MPF Multi Partner Fund ARC American Refugee Committee MPs Members of Parliament CDR Community Driven Recovery MPTF Multi Partner Trust Fund CEDAW Convention on the Elimination of all forms of Discrimination Against Women NED National Endowment for Democracy CERF Central Emergency Response Fund MSF Medicines Sans Frontiers CID Central Investigation Department MTT Mentoring, Teaching and Training CILPRA Critical Infrastructure & Littoral Protection & Response Agency MTEF Medium Team Expenditure Framework CLTS Community Let Total Sanitation MTFF Medium Team Fiscal Framework CSD Central Statistics Department MVTS Money Value Transfer Service CSP Capacity Surge Project NDP National Development Plan CSR Civil Service Reform NDRC National Demobilization Re-‐integration Committee CVCBs Charcoal Value Chain Beneficiaries NEC National Electoral Commission DAD Development Assistance Database NOC Norwegian Crisis Management DANIDA Danish International Development Agency NPC National Planning Commission DDG Danish Demining Group NSDS National Statistics Development Strategy DDR Disarmament Demobilisation and Reintegration OCHA UN Office for the Coordination of Humanitarian Affairs DFID UK Department for International Development NSI National School of Government International DRC Danish Refugee Council OAG Office of the Attorney General EAC Educate a Child ODF Open Defecation Free EC European Commission OTP Outpatient Therapeutic Programme ECHO European Community Humanitarian Aid Office PFM Public Financial Management EPHS Essential Package of Health Services PHC Primary Health Care EPI Expanded Programme on Immunisation PMTs Project Management Teams EU European Union PPP Public Private Partnership EUCAP Nestor EU Mission on Regional Maritime Capacity Building in the Horn of Africa PSG Peace and Statebuilding Goals FAO Food and Agriculture Organization of the United Nations RED Reaching Every District FIU Financial Intelligence Unit RVI Rift Valley Institute FMIS Financial Management and Information Systems SALW Small Arms and Light Weapons G2S Go to School SAM Severely Malnutritioned Children GBVIMS Gender Based Violence Information Management System SBF Somaliland Business Fund GFATM Global Fund to Combat HIV/AIDS and Malaria SNM Somali National Movement GFS Global Forecasting System SBM School Based Management GGACC Good Governance and Anti-‐Corruption Commission SDC Swiss Development Cooperation GIS Geographic Information System SDF Somaliland Development Fund GIZ Deutsche Gesellschaft für Internationale Zusammenarbeit SGBV Sexual and Gender Based Violence GoSL Government of Somaliland SIDA Swedish International Development Agency GPE Global Partnership in Education SJSP Somaliland Justice Sector Project HJC Higher Judicial Council SL FMIS Somaliland Financial Management Information System HLACF High Level Aid Coordination Forum SLTRC Somaliland Legal Training Resource Centre HOA Horn of Africa SLCG Somaliland Coastguards ICC Independent Complaints Commission SMRSS Somali Maritime Resource and Security Strategy ID National Identity Card SOLJA Somaliland Journalist Association IDPs Internally Displaced Persons SONSAF Somaliland Non State Actors Forum ILO International Labour Organization UNFPA United Nations Population Fund IMFs International Monetary Fund SRH Sexual and Reproductive Health IOM International Organization for Migration SSA Somaliland Special Arrangement IRC International Rescue Committee TIS Transition Initiatives Programme IRI International Republic Institute TVET Technical Vocational and Education Training IT Information Technology UNESCO UN Educational, Scientific and Cultural Organisation IUU Illegal, Unreported and Unregulated Fishing UN United Nations JHNP Joint Health and Nutrition Programme SMRSS Somali Maritime Resource and Security Strategy JHNP Joint Health and Nutrition Programme UNDP United Nations Development Programme JPLG Joint Programme on Local Governance UNICEF United Nations Children's Fund KFW KFW German Development Bank UNODC United Nations Office for Drugs and Crime LCE&D Littoral Community Engagement UNOPS United Nation Office for Project Services MoA Ministry of Agriculture USA United States of America MoERD Ministry of Energy and Regional Development USAID United States Agency for International Development MoERD Ministry Of Environment and Rural Development USD United States Dollar MoI Ministry of Interior VRA Voter Registration Act MoJ Ministry of Justice WFP World Food Programme MoL Ministry of Livestock YFC Youth for Change

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1. INTRODUCTION The international community endorsed the Somaliland Special Arrangement (SSA) at the New Deal Conference on the Somali Compact on the 16th of September 2013 in Brussels. As stated in the SSA, “The Somaliland Special Arrangement is a separate and distinct part of the Somali Compact, and is the sole framework for engaging with Somaliland’s development process under the New Deal Partnership.” Somaliland has made impressive progress in achieving peace, stability, reconciliation and democracy over the past 23 years, and based on this experience of bottom-‐up statebuilding, the SSA sets out a set of concrete priorities extracted from Somaliland’s National Development Plan 2012-‐2016 (NDP). Additionally, based on Somaliland’s experience with leading the identification of priorities through the Somaliland Development Fund which is based on New Deal Principles -‐ a Fund initially supported by the United Kingdom and Denmark, and now joined by Norway and the Netherlands -‐ the SSA sets out partnership principles firmly grounded in the Somaliland context. The SSA is thus a set of priorities owned and identified by the Somaliland people to continue its path as a beacon of hope and success in a mostly volatile region. Somaliland’s continued success in development, maintaining peace and stability is for the benefit not only for Somaliland, but for the region and the global community at large. Somaliland’s bottom-‐up statebuilding, which was shepherded under the guidance of Somaliland’s traditional authorities and through the tireless efforts of its people, serves both as the basis for a context-‐specific approach to development partnership with the international community, as well as an example from which to model similar efforts to build peace and stability throughout the Horn of Africa. One year on, Somaliland has gone a long way in transforming the SSA from concept into reality. In part, this was due to the social capital, institutional effectiveness, political stability, security, freedom of movement and national planning and development processes that Somaliland had already established over time. But it is also a reflection of the firm commitment of the Somaliland government, its people and the international community to translate into reality the principles and ambition of the New Deal in all their development cooperation activities since the process was initiated. As noted by Mr Phil Evans, Head of UK Department for International Development (DFID), Somalia and Somaliland, speaking on behalf of the donors, at the June 2014 6th High Level Aid Coordination Forum in Hargeisa, “We congratulate Somaliland for grasping the New Deal so effectively with the Somaliland Special Arrangement centre stage in our discussions today...” With such momentum, the targets set out for the remaining two years of the SSA’s mandate, Somaliland has the potential to be a shining example of what the New Deal can accomplish, with tangible results for those who have invested in Somaliland to achieve our common goal of poverty reduction, a more peaceful and stable Horn of Africa. This is an opportunity that should not be allowed to go to waste. This is the first annual report on the implementation of the SSA, and was endorsed at the 7th High Level Aid Coordination Forum (HLACF) held on 3rd and 4th October 2014 in Hargeisa. The meeting was officially opened by the President of the Republic of Somaliland H.E Ahmed Mohamed Mohamoud (Silanyo) and co-‐chaired by H.E. Saad Ali Shire, Minister of National Planning and Development and H.E Geert A. Andersen, Ambassador of Denmark, Phil Evans, Head of DFID Somaliland and Somalia, and Sheikh Cisse, UN Resident Coordinator, a.i. Over 220 delegates attended it from the Somaliland Government, members of parliament, and representatives from the civil society and the private sector. International participation included delegations from Australia, Denmark, Germany, the Netherlands, Sweden, Switzerland, Turkey, the United Kingdom, and the United States of America, as well representatives from Inter Governmental Authority on Development (IGAD), the African Development Bank, the European Union, the United Nations, the World Bank and the NGOs Consortium. This was the second time in 2014 in which all the parties met to discuss the development needs and the ongoing partnership between Somaliland and the international community under the Somali Compact. The Ministry of National Planning and Development (MoNPD) has prepared this report based on consultations with the National Planning Commission (NPC), one-‐on-‐one interviews with the relevant Ministers and their staff, and civil society. Data was collected manually from donors and implementing partners. This report sets out an assessment of progress to date against the milestones, targets and partnership principles. However, the assessment is subjective, as Government and international partners have not yet jointly set indicators or developed a mechanism to measure results.

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The SSA Monitoring and Evaluation Framework was endorsed at the 6th HLACF in June 2014. The key elements are set out in Figure 1. Figure 1. Key Components of the M&E Framework

Aid effeckveness

•  Partnership principles: Assessment of mutual commitments made by the government and development partners measured through quanktakve and qualitakve indicators. •  Aid flows: Transparent tracking of aid flows against the Peace and State Building Goals (PSGs).

Milestones

•  Key targets: Short-‐term, concrete objeckves focused on outputs needed to achieve results. Achievement of objeckves will be assessed by the HLACF based on compiled evidence of deliverables.

Results

•  PSG results: Assessment of progress toward the achievement of the PSGs, measured through global PSG indicators complemented by context-‐specific indicators aligned with SSA priorikes.

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2. PROGRESS HIGHLIGHTS 2.1. PSG 1: LEGITIMATE POLITICS Somaliland is a beacon of democracy and stability in East Africa. Its population has held five elections since 2002, all monitored internationally and declared fair and free. In 2015 two elections, a Presidential election and a Parliamentary election, are planned to take place simultaneously. The Government is fully committed to carrying out these elections on time. It has allocated USD 6 million for the national elections and voter registration. However, to ensure that the elections meet the technical, institutional and human capacity requirements to allow for the entire citizenry to take part in voting without concerns over fairness or obstacles, the Government of Somaliland calls on its partners, friends and donors to maintain and build on the generous support it has already provided to Somaliland’s democratization to date. A new National Electoral Commission (NEC) has been appointed to take up responsibility for the election, and all political parties have reached consensus over all major aspects of the electoral process. The election of Members of Parliament (MPs) is just the first step in efforts to further strengthen Somaliland’s representative and legislative capacities. MPs need to maintain close contact with their constituencies to truly represent and voice their interests. That has been a challenge due to lack of resources, but MPs are more actively engaged as the elections draws closer. The press is another cornerstone of democracy, and despite challenges in building a satisfactory regulatory framework for governing relations between the state and the media sector, important dialogue, trust-‐building and consensus-‐building is taking place, with strong leadership from civil society. Somaliland has a dynamic, vibrant and free press, but which needs greater capacity to raise its professional standards. At the same time, the government requires greater capacity to sensitize its police forces and judiciary on ways to enhance cooperative relations and proper conduct when handling issues related to the media. The international community has been supportive to local journalists associations, but more needs to be done.

2.2. PSG 2: SECURITY Somaliland’s coastline and territorial waters host one of the busiest maritime lanes in the world, for which it has national and international obligations to keep it safe and open, a duty which it takes seriously so much so that it managed to keep it free of piracy infestation even with limited means. The Government has determined that development and management of its marine resources is a priority – and has the fisheries sector as a priority. This too requires a stronger coast guard to manage illegal, unreported and unregulated fishing. The Government is committed to building its coast guard, and has benefited from United Nations Office on Drug and Crime (UNODC) and EUCAP Nestor programmes. Transforming our police system from a military system to a civilian system is important. This requires investment in all aspects of security sector reform including training, and particularly improving police community relations. Actors such as Adam Smith International supported by the United Kingdom has made an important contribution to all aspects of security reform. Somaliland shares borders with Djibouti, Ethiopia and Somalia. Given the security situation of the region, Somaliland understands the importance of keeping tight control at border crossings. Contraband, money laundering, illegal immigration and human trafficking are some of the illegal activities that the border police have to manage. International Organisation for Migration (IOM) has been very supportive, but other organizations such as Danish Refugee Council (DRC) have also provided assistance. The border police is coping well, but given the length of the border, it needs more substantive support to strengthen its deterrence, detection, and detention capabilities.

2.3. PSG 3: JUSTICE Justice is the mother of stability. We, in, Somaliland understand this very well. The administration of justice requires a package of well-‐trained judges, court support staff, police force, custodian corps, detention facilities, and proper prisons for men and women and rehabilitation facilities for children. Laws should be known and their application predictable. Somaliland has an established judicial system based on secular courts, tradition and Shariah. At the present time, most of cases are settled outside the courts through the traditional system. But our vision is to establish a modern judicial system that is efficient, effective and accessible to all citizens. To achieve that vision, we committed ourselves to a comprehensive justice reform programme. This requires training and developing all legal professionals and support staff as well as the police; overhauling the case management system; using mobile courts; improving

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physical facilities-‐ courts, detention centres and prison facilities, and strengthening the capacity of the Higher Judicial Council. Moving from one stage of statebuilding to the next means, that Somaliland requires updating many of its laws. Updating laws requires technical support, which means in most instances laws are first drafted in English. Somaliland does not have the legal translation capacity to ensure that when laws are translated into Somali, they accurately represent legal concepts. Furthermore, the Solicitor General plays an important role in ensuring that when laws are updated, they are in fact compliant and harmonised with the relevant legislative framework. Support through UNODC to develop a manual on standardised legal terminology are important steps. However, an under resourced and overburdened Solicitor General’s Office means delays. The Government considers justice as a top priority and has increased its budgetary allocation for the sector by more than 30% in its 2015 budget. But our means are limited, and we need the support of our partners and donors to realize our reform ambitions. United Nations Development Programme (UNDP), UNODC, United Nations Population Fund (UNFPA), Save the Children, UNICEF and others have been our partners in the reform process, but we need that support to be up scaled.

2.4. PSG 4: ECONOMIC GROWTH Somaliland has made remarkable, visible progress in rebuilding its economy in the last two decades. According to the 2013 World Bank/MoNPD Household Survey, Somaliland’s GDP is estimated at USD 1,390.9, with GDP per capita estimated at USD 348. But there is still a long way to go to achieving prosperity as set out in the Somaliland 2030 vision. The country is strategically located and well endowed with natural resources. It has marine resources, mineral resources, as well as good agricultural resources. There is a lot of potential for development. What is lacking is capital, infrastructure and know-‐how. A Figure 1 sets out, livestock industry is the main sector contributing to Somaliland’s GDP. The direct contribution of the livestock industry is 29.5% however, the indirect contribution of the livestock sector is over 60% to the economy, and this includes the whole value chain, much of which is captured in the “services” sector. Figure 1. Somaliland's preliminary GDP estimates by sector (excluding nomadic populations)

As the 2013 Household Survey showed, Somaliland has a very open economy, the ratio of imports and exports to the GDP is 91.5%, the 7th highest in Sub-‐Saharan Africa, and the 45th highest in the world. The Survey also estimates that based on 2012 figures, there is a trade deficit of about USD 496 million or 37.5% of the GDP (USD 883 million: imports, and USD 387 million: exports). In 2012, gross fixed capital formation was at 11.1% (USD 154.4 million) of the

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GDP, with Somaliland ranking 180 out of 188 countries which is low – which emphasises the need to develop Somaliland’s financial sector. The Government is committed to changing this, and attracting direct foreign investment. To create a conducive environment, attractive tax incentives are provided; revised company and investment laws are to be introduced soon; one-‐stop shops for company registration are set up, and one-‐stop shop investment office has been established within the Ministry of Trade and Investment. Challenges to foreign direct investment are access to finance, access to land and transportation. The Government is fully aware of its limitations in accessing international financial credit facilities, but is also aware of the potential for mobilizing domestic capital with the right policy environment and regulatory framework. That is why the Government is working hard to facilitate the development of the banking sector. Both the Central Banking Act and an Islamic Banking Act has been approved and legislated, but the conventional Banking Act is still with Parliament, and Somaliland and the international community need to work together to discuss how the conventional Banking Act can be compatible with the principles enshrined in the Constitution. Access to land and water are critical stress points in Somaliland. The National Planning Commission has allocated funds from the Somaliland Development Fund, to look at best practice in the region on land reform. Infrastructure is absolutely critical to development. Without a good road network, first class ports and airports, and efficient, affordable and accessible energy, economic growth will be painfully slow. In 2014 and 2015, the Government’s development budget has been allocated to improving roads. The National Planning Commission has also made some of the largest allocations from the Somaliland Development Fund to roads. The European Union has recently announced a co-‐contribution to the important rehabilitation Berbera Corridor and the Government continues to fund raise for this and other roads such as the Berbera-‐Erigavo Road through international actors, communities and the diaspora. The Government is also for the first time in recent history investing in upgrading the Burao Airport. The Government is also working on an appropriate legal framework for the mining and oil sector to ensure transparency, prudent management and protection of the environment. This is of the highest priority for the Government, and this the Government cannot do alone. The Government is actively promoting alternative energy for both household and commercial consumption. DFID will be launching a substantial alternative energy program starting 2015, with the promotion of mini-‐grids to supply energy to health facilities during the first phase. It is anticipated that the World Bank will also be providing support with more strategic and policy-‐oriented technical advice. The Government is also in talks with the Ethiopian Government on transit and trade and the development of Berbera Corridor. The Government continues discussions with the Ethiopian Government. Food security is another area on the top of the Government agenda. The country depends largely on imports for its consumption. But it has the potential to grow much of it needs with the right investment in research, extension, marketing and infrastructure. Our development partners: the European Union (EU), and its member states, United States of America (USA), the World Bank, and United Nations (UN) agencies and others have been supportive in developing the economic sector, but greater commitment, particularly in infrastructure is needed to realize the country’s potential. Without proper management of water and environmental resources, an economy like Somaliland will continue to face shocks like in many countries in Africa. The Government has also placed environmental protection as one of the highest priorities, given that it is the backbone of Somaliland’s economy. A matter of great concern to the Government is overall unemployment, but particularly youth unemployment, with over approximately 70% of the youth below the age of 30 years. According to the Population Estimation Survey completed in 2014, the median age across nomadic, rural and urban, and internally displaced persons is 17. The International Labour Organisation (ILO) conducted a Labour Force Survey in 2012 in Borama, Hargeisa and Burao. The findings set out in Figure 7 show that low employment to population ratios, and labour participation rates of women were higher in both rural and urban areas. The same study found that employment was dominated by the service and sales sector with 60% participation by females and approximately 38% participation by males. Figure 2 sets out unemployment challenges. In order to address the youth unemployment challenges set out in in Figure 3, the Government has established a Youth Fund, established job centres, as well as supported sporting and cultural centres

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to not only to address unemployment, but create a space for civic engagement. There have been successful models for vocational educational education and job placement supported by DFID. Such efforts need scaling up. The National Planning Commission has allocated funds through the Somaliland Development to compliment such efforts. The World Bank is also looking at establishing a youth entrepreneurship fund, which is welcome. Figure 2. Labour Force Survey, 2012 -‐ Burao, Borama and Hargeisa, ILO

Figure 3. Employment challenges, particularly for youth, Labour Force Survey, ILO, 2012.

2.5. PSG 5: REVENUE AND SERVICES The Government has a lead role in the country’s economic development and provision of vital social services to the citizenry. To dispense of its responsibilities, the Government is fully aware that it needs not only resources, but also a sound public financial management and motivated and efficient civil service. Hence, the Government has embarked on a public finance reform. Like all reforms, it is challenging and is taking more time than anticipated, but it will be soon put to Cabinet and Parliament for endorsement. The Government has also initiated a civil service reform to improve efficiency, accountability and service delivery. Progress has been made, but a lot more needs to be done. DFID has been key in both efforts. A division of labour has been agreed upon between DFID, the World Bank, and the EU – a model of good coordination through Government-‐led efforts. According to the 2013 Household Survey, export levies and import taxes collected more than 50% of the revenue in 2012. Somaliland’s effective tariff rates stand at 4.15% for imports and 3.34% for exports. The Government is performing well as the budget figures show, but fully understands the importance of expanding the revenue base – and with the support of DFID, the Government will embark on an Inland Revenue Strengthening Project.

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The Government has embraced the principle of decentralization, which is also enshrined in the Constitution. It believes that services are best delivered when the community and their representatives are closely involved in their planning and administration. There are pilot programmes supported through the Joint Programme in Local Governance (JPLG) in seven districts, but the goal is to implement the programme in all the regions. The Government considers access to basic services such as water, health, nutrition and education as an inalienable right of every citizen which must be delivered. Great strides have been taken in all with the support of the international partners, but we are still well short of the Millennium Development Goals targets, As set out in Figure 4, Somaliland stands at below the regional average of 67%, with rates being higher in urban areas at 59% and 47% in rural areas. Almost half of the school age children are not going to school.

Figure 4. Literacy rates, Household Survey, 2012

Life expectancy at birth is less than 50 years, and infant, child and maternal mortalities are unacceptably high. Figure 5 shows that there are large urban-‐rural disparities in access to health services. Figure 6 estimates that almost 79% of births are attended by unskilled birth attendants. Figure 5. Location of delivery, Household Survey, 2013 Figure 6. Births attended by skilled health attendants in urban and rural Somaliland

2.6. Access to water is of critical importance in Somaliland, particularly in the East. Figure 7 sets out that only 3% of the rural population have access to water and sanitation, as opposed to 43% of the urban population in Somaliland. In parts of Somaliland, the water is too brackish for human consumption. The international community particularly the EU has been generous in improving access to water resources in both urban and peri-‐urban areas. The EU, and the Somaliland Development Fund are supporting a major project to improve access to water in Hargeisa. Similarly UNICEF, Terre Sollidali and Somaliland Development are involved in improving access to water in other urban areas. With the support of Somaliland Development Fund, boreholes are being tested in Las Anod to see if there is access to potable water.

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The Government is committed to equity for disadvantaged groups and underserved regions such as Sool and Sanaag, and calls upon our development partners to pay special attention to these groups and regions. The international community, through its many programmes has traditionally supported the social service sector, specially education and health, but the statistics show that there is still a huge gap to fill, particularly in the East. The Government has allocated 2% of the total budget to provide services in the East, in both 2014 and 2015.

Figure 7. Access to water and sanitation, Household Survey, 2013

2.6 GENDER Women have played an important role in the peacebuilding and statebuilding process in Somaliland. However, like in many other countries, women across Somaliland face different experiences and challenges than men in many aspects of life. Historically, women had a smaller role to play in the economic foundations. After 1991, the increased level of urbanization created the conditions for improved women’s participation in the informal sectors of the urban economy. Although there are still challenges in relation to access to education for girls and women, significant progress has been made since 1991. These changes have not immediately resulted in a significant overall improvement of the lives of women in Somaliland, but built the foundations for greater acceptance and gradual access of women into public life, through education and employment. Like in many conflict environments, women took on a greater share of the burden in contributing to the domestic, economic sector and the provision of social services, and such empowerment still has an effect on the status on women in Somaliland. This was enhanced by the major role played by women in the peacebuilding process, and many of those same female leaders now play prominent roles in civil society, government and service delivery (such as Edna Aden and her maternity hospital). The Ministry of Labour and Social Affairs (MoLSA) is the line ministry mandated to cover gender issues. Somaliland has a National Gender Policy, 2009, as well as a National Gender Action Plan (2013 -‐2017). The overall goal of the National Gender Policy is to facilitate the mainstreaming of the needs and concerns of women and men, girls and boys in all areas for sustainable and equitable development and poverty eradication. Table 1 below sets out how the objectives of the Gender Action Plan correspond with the PSGs. Table 1. Objectives of the Somaliland Gender Action Plan as aligned to the PSGs

PSGs Objectives PSG 1 Political participation and decision-‐making. To enhance gender parity in political participation and decision-‐making

at all levels. PSG 2, 3 Sexual and gender-‐based violence. Preventing and eliminating all forms of Sexual and Gender Based Violence

Against Women and girls in Somaliland. PSG 4 and 5

Poverty reduction, economic empowerment and employment. To eradicate obstacles to women’s access to and control over productive assets, wealth and economic opportunities, safe drinking water, shelter, and promoted

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measures for conserving the environment. PSG 5 Education and training. To develop and sustain measures to eliminate gender disparities in access, retention, and

performance in education for both boys and girls. PSG 5 Health and Reproductive Health. Increase access to comprehensive, affordable and quality health care. PSG 5 Nutrition. To advocate for increased food and nutrient intake of women and children to reduce the major nutritional

disorders prevalent in the country.

Women and political participation is a priority that needs to be addressed. Currently, there is only one Member of Parliament, while there are none in the House of Elders or Guurti. President Silanyo has twice proposed a quota proposal for women, however, this has been blocked by Parliament. However, 10 women won seats in local elections in 2012, and MoLSA and others have provided training to ensure they have a voice and actively participate in decision-‐making. MoLSA has carried out an assessment for the impact of female political participation post elections, which can inform the next elections. The EU supported organisations such as Progressio to advocate for the adoption of a women’s quota in political governance in Somaliland. This must be addressed for the next elections through early sensitization of legislative bodies (House of Representative and House of Elders, Guurti, and other stakeholders to the importance of women’s political participation through quotas. Addressing Sexual and Gender Based Violence (SGBV) is a priority for the Government, and MoLSA conducts monthly coordination meetings of national and international actors. A Zero Tolerance SGBV policy has been drafted. With international support, an Anti Rape Bill was drafted. A coordination forum, to address Female Genital Mutilation (FGM) was also addressed. However, challenges remain for example, there is a lack of a common stand among religious leaders on FGM/C. One group preaches total abandonment of FGM/C, while the second group advocates for abandonment of Pharaonic type (infibulation) but condones Sunna. Baahi-‐Koob (counselling) centres which provide medical and counselling to the GBV survivals was launched in Hargeisa and expanded to Burao and Borama regions with the support of UNICEF. Lack of SGBV service providers in the remote and rural areas and community means that that the incidence of SGBV is high. Government, civil society, community leaders and development partners continue to focus on the prevention and response to SGBV cases including FGM practices. All stakeholders should also develop a network of trained focal points for raising awareness on SGBV as well as first-‐responders to SGBV cases to ensure access to justice. The Household Survey shows that women are more active in the economy in both urban and rural settings than men. However, women continue to face challenges to have control over productive assets, wealth and economic opportunities. For example women, including women who have assets have difficulties to access financial institutions as a male is required to stand as witness or guarantor. However, this is one of the priorities in the SSA. There have been a few specific interventions from the private sector. For example Dahabshiil, Salaama Bank, and KAAH remittance provides some micro finance to the poor, particularly women. KAAPA micro finance institution provided female GBV survivors for Islamic micro finance.

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3. OVERVIEW OF THE ANNUAL REPORT

3.1. STRUCTURE OF THE REPORT The report starts with an overview of how Somaliland’s existing National Development Plan (NDP) correspond to the PSGs. This is followed by an overview of the budget for 2014 and 2015 for the five NDP pillars, and estimates for PSGs. Given the different context in Somaliland, where “development” projects have been underway for several decades, rather than post-‐conflict peace-‐building activities, there is much to report on, and details have been provided in an Annex. The overview “Traffic light” report is thus a visual tool of where progress is being made, and where little progress has been made either due to delays on the part of Somaliland stakeholders, or due to a lack of resources. It should be read together with the more detailed report, which sets out some of the achievements, challenges and way forward.

No or little progress towards target. Activities to meet target planned but not started. + Early stages of implementation -‐ Good progress but not completed. + Target met. T

3.2. OVERVIEW OF SOMALILAND’S NATIONAL DEVELOPMENT PLAN AND PSGS The SSA priorities were identified through a consultative process led by the MoNPD prioritized targets from Somaliland’s National Development Plan (2012 -‐2016). The NDP has five pillars (Economic, Infrastructure, Governance, Social and Environment) and the components of the NDP are summarised in Figure 7. Figure 8. Current hierarchy of governance, planning and implementation of the National Development Plan, Somaliland

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Table 2 sets out how the NDP pillars roughly correspond to the PSGs. The five pillars of the NDP are then divided into eight sectors, with the economic sector being split into productive sector, and trade and investment; infrastructure being split into public infrastructure, and water infrastructure; social pillar being split into health and education. These form the basis of sector coordination. Table 2. Somaliland National Development Plan (2012-‐2014) Pillars mapped against PSG NDP Pillars PSG 1: Legitimate Politics PSG2:

Security PSG3: Justice

PSG4: Economic Foundations PSG5: Revenue and Services

Governance Democracy and Good Governance; International Cooperation

Security and Defence

Justice Economy and Planning

Infrastructure Transport; ICT; Telecommunication; Water; Energy and Solid Waste Management

Water and Sanitation

Economy Trade and Financial Services; Tourism; Mining and Drilling; Private Sector; Diaspora and Civil Society Agriculture; Livestock; Fisheries; and Industries

Environment Land Resources; Coastal and Marine Resources; Forests and Woodlands; Wildlife and Biodiversity

Social Sector Health and Social Protection Education; Sports; and Youth

3.3. BUDGET ALLOCATION FOR 2014 AND 2015 • Figure 8 sets out the budget allocations against the NDP pillars. The total budget estimate for 2014 was USD 212

million, including USD 13.7 million from the Somaliland Development Fund which is reported on budget. • The total budget estimate for 2015 is USD 251 million, which includes USD 14.3 million from the Somaliland

Development Fund. • Estimated revenue for the Central Government for the period January – September 2014, was USD 114 million.

Actual revenue for the same period is at USD 122.3 million, which is 7.3% over the estimate for the given period. • The Governance Pillar gets the largest share of the budget as this includes allocations to the security sector, which

constitutes over 50% of the overall budget. Figure 9 sets out budget allocation against the PSGs.

Figure 8. Government budget allocations by NDP Pillar for 2014 and 2015

$95.44

$19.41 $22.67

$13.42 $1.06

$114.5

$25.8 $23.6

$15.0 $1.1

$.000

$20.000

$40.000

$60.000

$80.000

$100.000

$120.000

$140.000

Governance & Rule of Law

Economic Social Infrastructure and natural resource

Environment

2014 (million)

2015 (million)

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Figure 9. Government budget allocations against PSGs

3.4. AID FLOWS • Figure 4 sets out planned aid flows for 2014. This information was collected from INGOs implementing

partners, and UN agencies. • Figure 5 sets out aid flows for 2013, 2014 and 2015. Figures for 2013 are actual disbursements. Figures for

2014 and 2015 are expected disbursements. All figures are indicative and subject to change. This information was collected in Nairobi through information exchanges with Somaliland’s primary donor governments.

• Both these data collection efforts were manual, as the AIMS is not considered to be working. As stated above, both Government and donors have agreed that the AIMS needs to be reviewed in order to get more accurate information, as it is clear there are disparities between the information collected in Nairobi and the information collected through a field survey of implementers.

• Figures for institutional capacity development in Figure 10 is a new measure, meant to capture the degree to which SSA are contributing to Somaliland’s overall institutional capabilities in implementing development projects across all of the PSGs. The low figures indicate that the disaggregation of data on capacity development is work in progress.

• Though the actual figures differ based on the collection process used, the trends that they illustrate are the similar.

§ PSG 5 receives the largest portion of resources, largely due to investments in improving service delivery in key Millennium Development Goal targets of health, water, education and nutrition.

§ PSG 4 is the second most resourced. However, as it encapsulates the entire economic sector—including infrastructure, private sector development, the productive sector, energy—such investment can be seen as low in comparison to overall resource needs. As the Government sees economic growth as the backbone of its long-‐term strategy of peace consolidation, through greater internal revenue resource mobilization for service delivery and the reduction in high levels of unemployment, the resourcing of this PSG is crucial.

§ PSG 2 According to the MoNPD’s figures, PSG 2 is the next most resourced – with increasing support to the Security Sector from the international community. The Somaliland Government also invests a large proportion of its own budget to this PSG.

§ PSG 1 receives relatively high levels of support, based on the figures collected in Nairobi. This is expected to continue with the planned Presidential and Parliamentary elections next year. However, the Government remains concerned that the collective allocation of the Government funds (USD 6 million) and the international community funds will be sufficient to successfully hold technologically robust and institutionally-‐capacitated elections, the kind of which that can guarantee that elections are fair and stable.

§ PSG 3, the justice sector, is one of the priority areas of reform for the Government, which has initiated and later revitalized a Justice Sector Reform Work Plan. However, it is the least resourced sector.

$28.84

$62.36

$3.97

$33.89

$22.94

$36.60

$73.28

$4.21

$41.94 $23.98

$.000 $10.000 $20.000 $30.000 $40.000 $50.000 $60.000 $70.000 $80.000

Governance Security Juskce Economic Foundakon

Service Delivery

PSG1 PSG2 PSG3 PSG4 PSG5

Amount 2014 (Million)

Amount 2015 (Million)

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Figure 10. Planned aid flow data for 2014 collected from implementing partners by the Ministry of National Planning and Development

Figure 11. Aid flows per PSG 2013 -‐2015 collected in Nairobi

$7.02 $7.19 $2.81

$49.24

$101.06

$-‐

$20.00

$40.00

$60.00

$80.00

$100.00

$120.00

PSG1:Inclusive Polikcs

PSG2: Security

PSG3: Juskce

PSG4: Economic Foundakons

PSG5: Revenue and Services

$1.0

$13.5 $12.7 $10.4

$3.6 $5.2 $2.2

$2.4 $3.9 $2.0

$26.3

$35.8

$32.5

$31.2

$55.7

$53.2

$0

$20

$40

$60

$80

$100

$120

2013 2014 2015

USD

Millions

PSG 5: Revenue and Services

PSG 4: Economic Foundakons

PSG 3: Juskce

PSG 2: Security

PSG 1: Inclusive Polikcs

Insktukonal Capacity Development

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3.5. THE SSA AND THE WAY FORWARD The last eighteen months were about learning, consulting, conceptualization, structuring and coordination in the development process of the Somaliland Special Arrangement. It was a learning experience, which was by no means stress free. But now we are clearer about expectations, priorities, and programmes for each PSG. We are also clearer about funding structures, modalities and commitments. We are now edging towards the implementation phase. That does not mean that nothing has been done in terms of policy development and programme execution during the initial phase. On the contrary, significant progress has been made in all PSGs as the traffic lights for targets in this report indicate. What is different is the scale of alignment of programmes to the Somaliland Special Arrangement priorities and the degree of compliance with the partnership principles. There are three critical factors in the next stage. These are division of labour, coordination and accountability. • In the division of labour, the Government will have responsibility for creating a legal, policy and administrative

environment that is conducive and enabling to programme execution and effective delivery. The implementing and donor partners have to provide, on their part, the necessary technical and financial support required for meeting targets and milestones. Between the two parties, coordination is critical for timely, efficient execution.

• For this purpose, the MoNPD has established a dedicated secretariat for the Somaliland Special Arrangement programme which also supports the National Planning Commission. The Secretariat will be responsible for liaising with partners, tracking progress, compiling information, dealing with operational issues as they arise and reporting to the Ministry and the HLACF. On the donor side, there is a need for a focal point for each PSG for better communication, and coordination. It will be also helpful to have a lead donor for each PSG; to serve as the focal point for all the entities engaged in programmes within the PSG.

• Results, of course, depend on commitment and accountability on the part of all parties. The Government and the donors need to agree on specific work plans, preferably annual programmes. Each party will be held accountability for its commitment. Progress will be monitored against targets on regular basis. Results will be shared, and timely corrective measures will have to be taken by concerned parties to keep plans on track.

• With respect to funding modalities, budgetary support tops the list; but where that is difficult, Multi-‐donor-‐trust funding with a modus operandi similar to that of the Somaliland Development Fund, which meet all the partnership principles, will be preferable. As the Somaliland Special Arrangement is a distinct package, separate from the Somalia programme, it is anticipated that funding will come from a separate envelope earmarked for that purpose.

3.6. NEXT STEPS TO STRENGTHEN THE REPORT There are a number of important next steps that the Government and international partners have to take:

• Aid flows: The Development Assistance Database (DAD), which was intended to serve as the comprehensive Aid Information Management System (AIMS) for Somaliland, needs to be reviewed and a system needs to be established to systematize the collection aid flow data in a way that makes reporting easier and more effective. The review is scheduled to commence before the end of 2014.

• Partnership Principles: A limited set of indicators have been selected for measuring the Partnership Principles outlined in the SSA. These draw on global indicators (e.g. Paris Declaration, Bussan, New Deal TRUST indicators), and has been selected through a consultative process taking into account Somaliland’s unique development context. These indicators will be used to conduct a baseline by the end of 2014, which will be used to establish targets for 2015.

• Milestones: The priorities set out in the SSA are extracted from the Somaliland National Development Plan (2012 -‐2016). Milestones for 2014 and 2015 were identified by the Government and civil society and endorsed at the June 2014 HLACF.

• Results: A limited set of indicators will be selected to measure progress toward achieving the PSGs. These will be drawn from the global list of PSG indicators and complemented by context-‐specific indicators to align with the PSG priorities outlined in the SSA. These indicators will draw on statistics and qualitative perception surveys. Baseline data will be collected on most, if not all indicators, as soon as indicators have been selected through a consultative process.

Education and Health Sectors have the EU and DFID as leads respectively, and the impact of this approach is clear. There are well-‐developed and costed sector strategies; financing and division of labour amongst providers is better coordinated through the well-‐resourced sector coordination mechanism. Such an arrangement has also enabled participants from all six regions of Somaliland to participate.

Box 1. Health and Education -‐ Sector Coordination

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4. TRAFFIC LIGHT REPORT ON PSGS 4.1. PSG 1: LEGITIMATE POLITICS Strategic Objective: Build a politically stable and democratic Somaliland that adheres to the principles of good governance. Priority 1 – ELECTIONS: Strengthen electoral processes and practices by reforming the electoral system in key areas, including addressing gaps in representation, such as those faced by women and marginalized communities; conducting voter/civil registration; and developing mechanisms for judicial and public oversight. Milestone 1: Update key electoral legislation. Draft laws necessary for both 2015 elections and the long-‐term institutionalization of electoral reform, through a multi-‐stakeholder consultation and endorsement process Target 1: Voter Registration Law -‐ In progress.

Target 2: Electoral Offense Law -‐ In progress.

Target 3: Parliamentary Elections Law -‐ In progress.

Milestone 2: Carry out civil registration. The MoI to carry out civil registration, a priority for the Government of Somaliland, within the agreed-‐upon deadline Target 1: Draft civil registration legislation through an inclusive process

T Completed. Civil Registration Law before Parliament.

Target 2: Conduct civic education campaign on civil registration

T On-‐going. The Government and civil society organisations have been actively involved in sensitising the community on civil registration.

Target 3: Implement technically robust civil registration programme by the end of the year

+ In progress.

Milestone 3: Enhance voter registration system and undertake other electoral preparations. Build the institutional capacities of the National Electoral Commission (NEC) and civil society to establish a robust voter registration and oversee the holding of the 2015 elections Target 1: Conduct voter registration technical work

T On-‐going. The outgoing NEC has conducted a good deal of voter registration technical work. This will need to be continued with the new NEC that is in the final stages of appointment. The Government has also allocated USD 6 million in the 2015 budget for national elections and voter registration.

Target 2: Support the NEC and civil society to conduct a voter registration civic education campaign

T As above.

Milestone 4: Strengthen political party policy development. Build the capacity of political parties to develop responsive, relevant and comprehensive policy platforms through citizen engagement Target 1: Develop capacity on key issues such as inclusion, issue identification, election platform and programme drafting, communication, fund-‐raising and campaigning

-‐ In progress, and increasing attention with the run up to the 2015 elections. CARE international has an important program on youth leadership.

Priority 2 – ACCOUNTABILITY: Increase Parliamentary accountability and responsibility and responsiveness to the public by developing mechanisms that promote strategic communication, transparency, constituent outreach, coalition development and accountability to party platforms Milestone 1: Strengthen legislative review and oversight. Develop institutional capacity in the Parliament for legislative review and fiscal oversight Target 1: Provide capacity building on legislative oversight

-‐ Some progress. Parliamentary committees have been provided technical support on different issues, which have been very useful. There is however, a need for a comprehensive institutionally focused programme to continue to build the capacity of the Parliament to effectively provide legislative oversight.

Target 2: Provide targeted capacity building of finance-‐related committees within the House of Representatives

+ In progress. This is planned for 2015 as set out in the Government’s Public Financial Management Reform Strategy 2013 -‐2016. However, the Public Accounts Committee has already started playing an active

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for budget procedures and fiscal oversight

role in monitoring the planning, and budget performance

Milestone 2: Improve constituency outreach and communication. Develop internal capacity within Parliament to engage with constituencies through training, hiring of support staff and formalization of outreach activities to both develop party platforms and communicate them Target 1: Establish a constituency outreach department for Parliamentary staff

+ In progress. With the support of International Republican Institute (IRI) and UNDP, political parties have been able to establish branches in every district and conducted initial training. The Government has also increased contribution to the national opposition parties and allocated USD 144,000 in the 2015 budget.

Target 2: Train members of the House of Representatives on policy platform development and implementation, and constituent outreach

-‐ In progress. There have been discussions with Parliament on setting up a communications unit. Once agreement is reached, UNDP plans to provide support to this unit.

PRIORITY 3 – MEDIA: Strengthen relations between citizens, state and the media to better ensure press freedom, by establishing the necessary legal frameworks and stakeholder capacities to protect media rights and promote accountability, integrity, ethics and professionalism of the institution. Milestone 1 Strengthen legal foundations for press freedom. Establish and institutionalize legal mechanisms for safeguarding media rights and ensuring journalistic accountability Target 1: Reform media law through a consensus-‐based process

-‐ Some progress. Civil society have arranged consultations on reform of the media law. The Somali Media Support Group is exploring avenues for support to the media law development process.

Target 2: Develop regulations and codes of conduct for the media sector

Delayed, as it is contingent upon media legislation.

Target 3: Establish independent arbitration and oversight mechanisms

Delayed, as it is contingent upon media legislation.

Milestone 2: Improve media sector capacities and professionalism. Provide the media sector with the institutions and resources to perform roles in line with agreed-‐upon standards and professional qualifications Target 1: Establish a journalism training academy

Delayed. Pending technical and other resourcing

Target 2: Establish a committee of professional journalists

Delayed. The Somaliland Journalist Association (SOLJA) is the civil society organisation responsible to protect the interest of the media industry. A proposal has been submitted to various international bodies for support.

Target 3: Increase equipment, information infrastructure, research tools available to the media sector

+ In progress. This is a longer-‐term priority. The Hargeisa Municipality has allocated land to SOLJA to establish a media centre, however, further funding is required to build the centre. There are a number of programmes supported by the international community such as EU, Denmark, Sweden and others to build the capacity of media, however, this area needs continued support. Programmes include those implemented by Stitching Press Now, Interpeace, Internews, and Free Press Unlimited.

Milestone 3: Enhance Government communication with the public. Enhanced citizen-‐state communication regarding priorities, activities, expenditure and overall governance performance Target 1: Build the capacity of communication hubs within key ministries

+ Good progress. With the support of the Somaliland Development Fund a communications hub has been established in the Ministry of National Planning and Development. The Hub will also be working with communication officers of other Ministries and Agencies supported by Somaliland Development Fund.

Target 2: Pilot community feedback and oversight projects to build state-‐citizen communications

T Completed. Government regularly engages with communities across Somaliland as a part of a long-‐standing cultural tradition of community engagement. Internationally supported programmes such as the Joint Programme on Local Government (JPLG) and the Somaliland Development Fund also have formal mechanisms for their activities. Somaliland Development Fund aims to roll out a perception survey at the end of 2014 to set the

17


baseline for Somaliland Development Fund -‐supported projects. UNDP also supported the Good Governance and Anti-‐Corruption Commission (GGACC) a perception survey on service delivery.

4.2. PSG 2. SECURITY Strategic Objective: Build professional, capable, accountable and responsive Somaliland security institutions that operate in service of the rights, obligations and protection needs of all sectors of society, while safeguarding deep-‐rooted peace and stability. Priority 1 – MARITIME SECURITY: Guarantee the safety and security of Somaliland’s waters by developing and strengthening the necessary policing, investigative, prosecution and incarceration institutions of maritime criminals, in accordance with human rights and maritime law. Milestone 1: Build the capacity of the Somaliland Coast Guard. Develop the Coast Guard’s capacity to protect Somaliland’s maritime realm from illegal activities e.g. sabotage, subversion, terrorism or criminal acts; border exploitation; and illegal damage or removal of marine resources Target 1: Establish a National Maritime Administration with sufficient staff and capacity

-‐ Early days. In Sept 2013, the Government endorsed the Somali Maritime Resource and Security Strategy. EUCAP Nestor Programme as well as the smaller UNODC Maritime Crime Programme are largely supporting this for the Horn of Africa. However, this is a long-‐term effort.

Target 2: Operational activities including investigation and evidence management

-‐ Early days. EUCAP Nestor Programme has engaged with the Somaliland Coast Guard to establish a Tripartite Joint Action Plan for Somaliland to deliver the Coast Guard at the status of Limited Initial Operational Capability by end 2016. In Nov 2014, actors working in the Maritime sector will endorse a EUCAP Nestor led Somaliland Coast Guard “Blueprint 2015” that sets out priorities and a division of labour. Adam Smith International (ASI) with UK funding are also providing support.

Target 3: Safety, precaution and roles/responsibilities

-‐ Early days. EUCAP Nestor has been providing advice on establishing a Critical Infrastructure and Littoral Protection and Response Agency to initiate dialogue in Somaliland on current and future crisis management response. Capability targets have been identified, and there is a need to identify potential synergies with other national programmes and associated cost savings. UNODC have also provided three new mentors to join an existing maritime engineering mentor at the Somaliland Coastguard Base in Berbera. Two of the mentors have extensive expertise to operationally develop the on-‐water capacity with an ultimate focus to build an effective law enforcement of the territorial sea of Somaliland. The mentors have also progressed an audit of operational capacity structured to include an inventory of vessels attached to the Somaliland Coastguard.

Target 4: Provide/improve necessary equipment & infrastructure to meet basic operational capability needs

+ In progress. EUCAP Nestor, UNODC and ASI/UK are all providing some equipment. ASI is supporting a capacity building programme of Somaliland Coast Guard officers in defence and security management through Cranfield University. EUCAP Nestor includes refurbishment of HQ facilities and aims to introduce small medical facilities, and hopes to share this undertaking with other donors. This effort needs to be scaled up.

Milestone 2: Monitoring and detection capabilities strengthened across Somaliland coastal zones. To allow for comprehensive identification and awareness of legal and illegal activities in Somaliland’s waters. Target 1: Adopt relevant maritime legal framework

+ In progress. Somaliland’s Ministry of Fisheries and Marine Resources has passed Regulations on the Registration and Licensing of Fishing Vessels. EUCAP Nestor is developing a Littoral Community Engagement and Development concept that seeks to promote closer cooperation between the Coastguard and local coastal communities. UNODC is also providing support for this target. Draft laws are in place.

Target 2: Conduct training for justice sector actors in maritime laws

T In progress. EUCAP Nestor, UNDP, and UNODC have all provided training. However, this is a long-‐term effort that needs to be well coordinated and harmonised across different providers. EUCAP Nestor also provided legal expertise to draft the Somaliland Coastguard Law, and plans to train prosecutors in 2015.

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Target 3: Provide equipment and trainings to enhance investigation capacities

+ In progress. UNODC has built a maximum-‐security prison with wards specifically designated for convicted pirates. UNODC, Norwegian Crisis Management/EU, EUCAP Nestor have all provided small amounts of equipment to support this, however, this needs scaling up.

Priority 2 – POLICE: Develop a civilian police force that is responsive and accessible to the public; accountable to justice, Parliamentary and civil society institutions; and works in partnership with local communities and other security institutions to maintain law and order while safeguarding human rights. Milestone 1: Improve access to trained, accountable and responsive police force at the community level. Capacities of police strengthened to better respond to the security needs of communities, in line with developed standards and laws Target 1: Undertake police needs assessment at community level

+ By end 2014. Some progress, with the support of UNDP Community Security Project. UNDP will supporting the development of a 5-‐year strategic development plan.

Target 2: Carry out comprehensive training and recruitment Programme

+ Progress, but is a long-‐term goal. Key providers are ASI, UNODC/US State Department, Bureau of International Narcotics and Law Enforcement (INL) and UNDP/ Multi donor support. UNODC finalised module content for the Comprehensive Education Programme for Police Officers, and four separate course frameworks for New recruits, Supervisors, Junior Officers and Senior Officers. The UNDP Programme has supported two model police stations in Hargeisa and Burao with a focus on establishing better community links, and provided training. ASI has built the Counter Terrorism Unit Head Quarters and Central Investigation Department (CID) and provided specialised training.

Target 3: Roll out rights-‐based community awareness-‐raising campaign

T Progress, but is an ongoing effort that needs to be scaled up. Main actors are UNDP (multi-‐donor support), UNFPA, Danish Demining Group (DDG), IOM (focused on migrants and Internally Displaced Persons).

Milestone 2: Improve crowd control and rights-‐based public order procedures. Police engagement with the public around elections, demonstrations and media activity better ensures public safety and freedom of expression Target 1: Develop legislation and codes of conduct on public order, and train police to uphold them.

+ In progress. The Police Act has been drafted, and has been sent to Parliament. It has been sent back to be tabled for further discussion, with key issues being related to the transition from a military to a civilian organisation. UNDP has trained a legal drafter. This needs to be scaled up across the board in all justice sector institutions.

Target 2: Facilitate dialogue between police and security on cooperation, especially around election safety/security

+ In progress. District Safety Committees have been established with the support of groups such as DDG, however, requires more community engagement. ASI is working on police engagement.

Priority 3– BORDER SECURITY: Develop the capacity of the Government to manage the movement of people, finance, goods and other material in and out of its borders in a manner that provides for the safety, security, human rights and dignity of all its citizens, and which prevents against potential dangers posed by smuggling and trafficking of people and materials. Milestone 1. Reduce levels of human trafficking. Investigate and address the root causes of human trafficking, including by undertaking preventative, responsive and protective measures to dismantle networks, raise social awareness and enhance law enforcement capabilities Target 1: Undertake study into the root causes of tahriib.

+ In progress. The DRC supported by the EU will be conducting a study to explore and document specific causes, trends and patterns of human trafficking in Somaliland.

Target 2: Build the capacity of the Regional Mixed Migration Task Force.

+ In progress but more technical expertise and resources needed. The Government established a Mixed Migration Task Force, as well as a Ministerial Committee on Anti-‐Tahriib. IOM have a mixed migration programme which aims to strength the protection of, and provide emergency assistance to irregular migrants in Somaliland, Puntland and Djibouti.

Target 3: Scale up anti-‐tahriib awareness-‐raising campaign.

T On track. Organisations such as IOM supported by the Government of Japan have a border committee with the Department of Immigration,

19


governors and civil society to protect and rescue victims of tahriib, however the committee does not have the resources to function.

Target 4: Conduct border patrol and police training on anti-‐smuggling, and human rights of victims

T On track. IOM has established Counter Human Trafficking Networks and has been providing training to police on human trafficking. Support also includes operational and capacity building of the Migration Response Centres in Somaliland.

Milestone 2: Develop and enforce robust Anti-‐money laundering/Combatting Terrorist Financing (AML/CTF) legal and regulatory framework. Strengthen regulation of the financial and money transfer sectors to ensure compatibility with international standards, while promoting sustainable remittance flows Target 1: Conduct AML/CTF vulnerability and threat assessment

+ In progress. The Government has conducted an AML/CFT threat assessment which has informed the AML/CTF Action Plan.

Target 2: Develop AML/CTF Action Plan, and establish an interagency committee for implementation

+ In progress. In November 2013, UNODC was working on regulation and reporting mechanisms for money or value transfer services. Following a conference organised by the Bank of Somaliland, an Action Plan was been developed, and an interagency committee has been working. The AML Bill has was presented at the conference and approved by Cabinet. Technical support is required to implement.

Target 3: Establish a Financial Intelligence Unit (FIU) and equip with monitoring technology

-‐ Some progress. A supervisory unit has been established, with the goal of establishing an FIU. However, with the support of the World Bank, and others, it is hoped that this will be achieved in 2015.

Milestone 3: Strengthen existing border management regime structure. Enhance deterrence, detection, prevention and lawful interdiction capabilities of border security agencies at existing points of entry, to address illegal cross-‐border activities Target 1: Reform of Immigration Law

Delayed.

Target 2: Border control agencies equipped with documentation, detection and communication technology

+ In progress. IOM has equipped 4 out of 5 official border entry points (with the exception of Las Anod). Requires ongoing capacity development and investment in equipment.

Target 3: Establish specially trained border and checkpoints police

+ In progress, needs to be scaled up. Supported by IOM and ASI.

Priority 4 – SECURITY ARCHITECTURE: Develop a reformed security sector architecture, with more effective mechanisms for coordinating information and intelligence between national, regional and local structures; engaging in proactive threat and crisis prevention and management; and cooperating in international efforts to address global threats to peace and security. Milestone 1. Establish functioning and effective national coordination mechanisms. Build capacity of existing security sector coordination mechanisms and partnerships, and establish information and intelligence-‐sharing infrastructure Target 1: Develop and endorse a National Security Strategy action plan

+ The Government has a National Security Strategy which is to be developed into an action plan.

Target 2: Provide capacity-‐building and guidance to Security Secretariat

+ In progress. ASI/UK is providing capacity building support to the MoI.

Target 3: Install common IT infrastructure across security institutions

+ In progress. ASI/UK is providing IT support. However, requires scaling up and strong coordination amongst different security actors to ensure that IT systems, particularly specialised software is harmonised).

Target 4: Conduct trainings in intelligence and security data management

+ In progress. Support from UK.

Milestone 2: Establish coordinated decentralized security structure. Develop stronger lines of authority, communication, coordination and management from the regional and district level to the centre Target 1: Conduct study on decentralization of security

Delayed.

Target 2: Develop a DDR policy to streamline consolidation of security forces under single structure

-‐ In progress. The National Demobilisation and Re-‐integration Commission (NDRC) is presently registering all police, custodial and military personnel, and is also trying to address the problem of police restructuring. In partnership with the Ministry of Finance and Ministry of Interior, the NDRC is hoping to provide a pensions and retirement scheme.

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The Civil Service Reform Steering Committee has since invited the Minister of Defence and the Minister of Interior on to the Committee to harmonise efforts. The World Bank will be providing technical support on pensions reform. DDG and UNDP are supporting the Government in small arms and light weapons (SALW) management at the national level to limit the proliferation of SALW.

4.3. PSG 3: JUSTICE Strategic Objective: Improve access to an efficient and effective justice system for all.

Priority 1 -‐ CAPACITY: Strengthen the capacity of the courts through extensive training and the provision of required equipment to ensure that they can carry out their core functions. Milestone 1: Establish a case management system. Case management system should include manual and automated options that meets minimum standards Targets 1: Establish case management system procedures and manual

+ Can be completed in 2015. Pending technical and other resourcing.

Target 2: Launch pilot system in at least one district court and one court of appeal

T Completed. Has been piloted. Further work to strengthen capacity.

Milestone 2: Establish the Somaliland Legal Training and Resource Centre (SLTRC). SLTRC should serve as a “centre of excellence” for professional learning and development of all legal professionals Target 1: Construction of the Legal Training and Resource Centre

+ Delayed but interim measure. Government has allocated USD 30,468 to construct the hall for the Ministry of Justice (MoJ). This will be used as an interim measure for training.

Target 2: Develop key reference manuals for different legal professionals to serve as a resource base for the SLTRC

T Will be met end 2014 with the support of implementers such as UNODC with INL funding.

Milestone 3: Strengthen the capacity of the Higher Judicial Council HJC. In order to have an independent judiciary, it is also important to have a capable judiciary Target 1: Finalize procedures, guidelines for the judiciary to transition to an independent and accountable judiciary

+ In progress. Target will be met in 2015. UNDP/EU, UNODC/US State Department, Bureau of International Narcotics and Law Enforcement (INL) and Horizon Institute/United Kingdom Department for International Development (DFID) are all providing support to this important area.

Target 2: Launch “Know you legal rights” campaign

+ In progress. With the support of UNODC/INL, this will be met in 2014.

Priority 2 – STANDARDS: Clarify the roles and responsibilities of law-‐making bodies and strengthen their institutional capacity, including the capacity to prioritize and draft legislation that is harmonized with existing body of law Milestone 1: Develop a comprehensive legal reform strategy. Strategy should clearly delineate roles, processes, and responsibilities for legal drafting, review and amendments Targets 1: Standardize legal terminology T In progress and will be implemented by end 2014. UNODC/INL is

supporting the standardisation of legislative drafting standards and legal terminology. UNDP/EU aims to support the Law Reform Commission with standardized Somali legal terminology by end 2014.

Target 2: Develop a comprehensive legal reform strategy delineating roles and responsibilities for law making

T It is hoped by the end of 2014, a comprehensive law reform strategy is developed with clearly delineated roles and responsibilities.

Target 3: Review and update Penal/Civil Codes and related Procedural Codes

+ In progress. More resources needed to then implement the Codes once approved by Parliament.

Priority 3 – ACCESS: Promote a more responsive and accessible justice system that promotes human rights for all Milestone 1: Launch alternative dispute resolution mechanisms. Mechanism should serve to harmonize the three

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different legal systems in Somaliland: modern, traditional xeer and sharia. Diversion and probation systems should also be strengthened Targets 1: AMENDED -‐ Prepare Legal framework for ADR in criminal cases

+ A 2015 priority and target. The MoJ has started dialogue on this process. UNICEF is supporting the MOJ for diversion of children who come in conflict with the law from formal justice system, and rehabilitation and reunification of these children

Target 2: Monitor impact on women and vulnerable groups

+ In progress. DANIDA funded UNDP to look at gender equality and UN Security Council Resolution 1325. UNFPA is supporting a programme to train police on GBV guiding principles. UNICEF has been working on child protection issues. UNICEF supports the MOJ for establishing child friendly justice system including juvenile justice administration and Ministry Youth in rehabilitation and re-‐integration of children and youth who came in contact with the law through its youth for children Programme and that also includes girls

Target 3: Test diversion guidelines in at least 2 pilot sites

-‐ Early days. UNICEF provides support to the MoJ for developing diversion Programmes as part of the implementation of the Juvenile Justice Plan of Action. UNICEF supported development of the plan.

Milestone 2: Equip mobile court system. System should enable prosecutors and lawyers to travel with mobile courts, providing greater access to the justice system Target 1: Procure 18 vehicles to support mobile courts system in all regions

Delayed.

Target 2: Train justice service providers on records management -‐

Some progress. UNODC is delivering records management capacity support to the Attorney General’s Office.

Milestone 3: Ensure access to public defenders. Strengthening legal aid is a priority Target 1: Explore and pilot sustainable options for Public Defenders Office

+ In progress. Legal Aid Act developed with the support of UNODC has been submitted to the Council of Ministers. Three public defenders recruited in three different regions.

Priority 4 – GENDER: Guarantee the protection of all citizens, but in particular women, against everyday and structural forms of sexual and gender-‐based violence SGBV, including rape, domestic violence and security force misconduct Milestone 1: Strengthen police-‐community partnership in addressing Sexual and Gender Based Violence (SGBV). Police and civil society provided the capacity and support to enact their various roles and responsibilities related to prevention and response to SGBV Targets 1: Strengthen justice sector SGBV case management systems

+ In progress. Support being provided by UNFPA, UNICEF and UNDP to work with justice sector actors on SGBV. UNICEF supports the development of a case management and referral system including Gender Based Violence Information Management System (GBVIMS) and provides services to the survivors including legal services through NGOs and also through Baahi-‐Koob centre (one stop centre)

Target 2: Establish and promote police/society-‐reporting systems. Capacitate MoLSA Gender Department complaint responsiveness and liaison services

++

In progress. Support being provided UNFPA, and UNDP to work with justice sector actors on SGBV. This includes establishment of model police stations. Legal aid clinics and women’s lawyers associations have been given resources with the support of UNDP (A2J Programme). UNCEF provides support to the MoLSA for monitoring and coordination and facilitates reporting GBV cases through the case workers that works in community at large and also in the IDP locations, in particular

Target 3: Strengthen laws and community partnerships in addressing Sexual and Gender Based Violence

+ In progress. Support being provided UNFPA on legislative reforms for the protection of women and girls from GBV. Sexual offenders database has been created. Sexual Assault Referral Centres have been built in Erigavo and Las Anod. The drafting of the Child Act is being supported with other partners, include specific provisions on gender-‐based violence, when it comes to children. UNICEF also provided capacity building and organizational management support to the Women and Children Department of the MoJ.

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4.4. PSG 4. ECONOMIC GROWTH Strategic Objective: Strengthen the management of Somaliland’s natural and productive and human resources, and create an enabling economic and financing environment to maximize economic growth and participation in the regional and global economy. Priority 1 – INFRASTRUCTURE AND INVESTMENT: Develop and implement an investment strategy for public and productive infrastructures, including roads, water, markets, ports and energy Milestone 1: Good practice in extractive industries policy. Develop policies, laws and regulations and strategies that ensures natural resources are exploited in a fiscally and environmentally responsible and transparent way Target 1: Initiate the development of a new petroleum and mining regulatory framework including: Natural Resource Policy, Petroleum Act, Petroleum Revenue Act, Mining Act

+ Early days. Pending technical and other resourcing. Some drafting work has commenced.

Milestone 2: Develop sound regulatory framework for the energy sector and capacity building. The lack of an energy regulatory framework and the lack of skilled workforce are primary impediment to investment and development in the energy sector Target 1: Implement the tenants of the existing Energy Policy and update as necessary

Early days. Pending technical and other resourcing.

Target 2: Initiate the development of a National Electricity Act

+ In progress. Additional expertise and other resources.

Target 3: Develop an energy plan for the country Early days. Pending technical and other resourcing. Possible support through the Horn of Africa Initiative.

Priority 5 – INFRASTRUCTURE: Infrastructure investment to improve access to justice and the protection of human rights Milestone 1: Improve Ministry of Justice Infrastructure. Without adequate presence in the regions, the MoJ cannot provide services effectively Targets 1: Complete 2 regional capacitated offices

+ In progress. Burao Regional office under construction. Government has also allocated USD 50,000 for furnishing regional and district courts, and USD 80,000 for the construction of courts.

Target 2: Build facilities and IT systems for the Ministry of Justice Head Quarters

+ In progress. More resources are needed to meet the needs of the HQ. Once this is met, regional offices should also be supported with IT systems to facilitate better functionality.

Milestone 2: Build detention and prison facilities. Prisons are overcrowded, with inadequate services for women and juveniles Target 1: Complete model blue prints that meet international human rights standards

T Will be completed end 2014. With the support of the Justice Sector Working Group, by the end of 2014, a model prison programmes / blue print that meets human rights standards will be endorsed and finalised. The Government has also allocated USD 300,000 for the construction of a prison in Burao. UNICEF supported the MoJ in prison monitoring in order to understand the situation of children in prisons and police stations with the objective to immediately respond to cases and improve service

Milestone 3: Improve judicial Infrastructure. Old and dilapidated courts in Somaliland are in desperate need of construction and rehabilitation Target 1: Develop a justice sector infrastructure master plan, facilities and financing strategy taking into account proper standards for service delivery that safeguards the rights and security of all

Delayed.

Target 2: Establish at least 1 model district court in regions with priority need with proper staffing, equipment, systems and procedures

Delayed, pending technical and other resourcing.

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Target 4: Capacity development – including human and technical. Upgrade the technical capacity of the Ministry’s Department of Energy to meet its responsibilities in guiding and overseeing the energy sector

To be provided by DFID in 2015. Pending technical and other resourcing

Target 5: Pilot alternative energy pilots at both household and commercial levels

+ In progress. DFID plans to provide support for mini-‐grids. There are household level projects. The Coca Cola factory uses solar power for its operations. The DANIDA office and residence in Hargeisa, has just installed solar panels with the goal of becoming self-‐sufficient.

Milestone 3: Develop an infrastructure investment strategy. Plan should define targeted priorities for airports, ports, roads, cold-‐chain facilities for fisheries based on a realistic financing strategy Target 1: Initiate infrastructure strategy development, incorporating findings of on-‐going and completed studies

+ In progress. Need consolidation and expertise. EU has supported H.P. Gauff to conduct a feasibility study and detailed design for the Berbera Corridor. Through SOMPREP II, supported by Denmark, UK and the World Bank, a feasibility study has completed on Berbera Port Development.

Target 2: Rehabilitate roads, airports, ports, water infrastructure and landing facilities for fishing boats

+ In progress, but long-‐term goal. Government investment and contributions from the diaspora and communities. Somaliland Development Fund investment at approximately USD 7.5 million and planned investment from the EU, the roads infrastructure is being addressed. The Government has allocated USD 6 million for roads construction. With funding from the Gulf, Hargeisa airport is being upgraded. The Government has allocated USD 1 million 2015 towards the construction of Burao Airport. Additionally, the Government has allocated USD 1 million for upgrading of the Egal Airport, Hargeisa. FAO supported by various donors and the Somaliland Development Fund will be rehabilitating Berbera and two other jetties. Terre Solidali, UN-‐Habitat with the support of the EU are working in collaboration with Somaliland Development Fund in improving access to safe and affordable water and livelihoods in Hargeisa. UNICEF is providing access to safe water through urban/peri urban and rural water infrastructure systems.

Target 3: Conduct feasibility study of a strategic road network that connects the country

-‐ Some progress. Additional expertise and other resources. Some work done with the support of ILO and DFID, but a full feasibility study is needed.

Milestone 4: Regional economic integration strategy, Plan should define trade benefits and a competent trade negotiating team Target 1: Finalise Trade and Transit Agreement with Ethiopia

+ In progress. DFID provided some technical support to advise on the trade talks between Somaliland and Ethiopia.

Milestone 5: Establish interconnectivity between telephone companies. The lack of interconnectivity between the main telephone companies in Somaliland is problematic Target 1: Implement the Telecommunications Law

-‐ Some progress. Additional expertise and other resources. Likely support from the World Bank.

Target 2: Operationalize the necessary infrastructure to enable interconnectivity

-‐ Some progress. Additional expertise and other resources. Likely support from the World Bank.

Priority 2 – PRODUCTIVE SECTORS: Strengthen investment in productive sectors, particularly agriculture, livestock, and fisheries; create a legal framework to enable economic growth, including establishing property rights and land registration mechanisms. Milestone 1: Implement the existing Food and Water Security Strategy (FWS). This FWS Strategy highlights the

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priority needs for establishing agricultural seed security and crop diversification programmes Target 1: Establish three well-‐capacitated seed banks Awdal, Gabiley and Abureen

+ In progress. Longer-‐term priority is being supported by FAO, SOMALILAND DEVELOPMENT FUND.

Milestone 2: Build capacity of research and extension system in agriculture, livestock and fisheries. Extension programmes for agriculture, livestock and fisheries should be expanded and enhanced Target 1: Agriculture: Implement extension programme for crop diversification in 3 regions Awdal Gabiley, Marodijeh

+ In progress. Longer-‐term priority is being supported by FAO and Somaliland Development Fund. The Government has allocated funds for the purchase of a bulldozer for the Ministry of Agriculture at USD 46,700.

Target 2: Livestock: Establish programmes for fodder production in Awdal, Burao, and Odweyne

+ In progress with support from FAO and Somaliland Development Fund. Others active in the livestock sector are African Union – Inter-‐African Bureau for Animal Resources (AU-‐IBAR), Terra Nuova, International Fund for Agricultural Development (IFAD), Terre Sollidali, and IGAD.

Target 3: Livestock: Establish 10 fodder banks in Awdal, Gabiley and Marodijeh

+ In progress with the support of Somaliland Development Fund and other agencies such as FAO.

Target 4: Fisheries: Rehabilitate cold storage facilities in Berbera

-‐ Some progress. Some work started with the support of the Somaliland Business Fund (SBF)/ DFID, Denmark and World Bank and the private sector.

Target 5: Fisheries: Establish vocational training for the fisheries sector in order to allow the sector to expand.

+ Early days. This is starting, with support from Somaliland Development Fund.

Milestone 3: Promote commercial and cooperative production and marketing. Cooperatives and Marketing Corporations are important for improving production and marketing in Somaliland Target 1: Establish cooperatives in farming, milk production, fisheries with the consent of communities

+ In progress. FAO, supported by EU for example improves access to livestock markets. VSF Germany and ICIPE with the support of EU are also building the dairy sector. EU is also supporting OXFAM NOVIB, STIDIT to develop the artisanal fishing sector.

Target 2: Re-‐establish and strengthen fishing associations

-‐ Some progress. See above.

Target 3: Develop industrial policy and strategy + In progress. Additional expertise

Target 4: Commence feasibility study for establishing industrial zones targeting light manufacturing and support operations

T Completed. Government has completed a study and has identified land in Berbera, Burao, Hargeisa and Wajale. Additional expertise

Milestone 2: Scale-‐up early warning and response system. Natural and Environment Research and Disaster NERAD Preparedness Authority should have capacity to conduct early warning, establish food reserves and initiate other response mechanisms and systems Target 1: Establish functional early warning system throughout Somaliland

+ In progress. Trainings and plans developed. However, needs scaling up to national level.

Priority 3 – INVESTMENT: Build efficient credit, investment and insurance institutions that contribute to economic growth and higher living standards. Milestone 1: Establish one-‐stop shops for businesses. One-‐stop shops should provide services for business registration and investment Target 1: Operationalize 3 one-‐stop business registration and licensing centres

T Completed. Technical and hardware components installed. Pending legislation through Parliament

Target 2: Operationalize 1 one-‐stop investment office

T Completed. Technical and hardware components installed. Pending legislation through Parliament

Milestone 2: Strengthen the Banking Sector. Better regulated financial sector, including microfinance Target 1: Establish prudential reporting and regulatory framework for supervisory practices

+ In progress. The Cabinet has approved the Banking Act. Pending legislation through Parliament. Need support to provide comparative models of secular banking systems in Islamic countries.

Target 2: Implement the Islamic Banking Act T Completed. Additional expertise and other resources to

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ensure international standards are complied with. Milestone 3: Improve the business environment to facilitate investment and economic growth. Implement the recommendations from studies such as the Enterprise Survey to improve the business environment Target 1: Develop comprehensive Business Environment Action Plan

+ In progress. Work has commenced. Investment strategy developed with the support of Partnership for Economic Growth. Needs further technical support.

Target 2: Approve New Companies Act + In progress. Pending legislation through Parliament

Target 3: Develop a National Microfinance Strategy and associated legislation

-‐ While there are a number of microfinance schemes in place, there is a need for developing a policy and accompanying legislation.

Target 4: Develop and implement a Public Private Partnership (PPP) policy

-‐ Early days. Additional expertise and other resources. Several PPP models being implemented. Needs a regulatory framework.

Target 5: Establish an enabling environment for market access, business start ups and investment targeting women, and vulnerable populations

T Completed. Efforts such as the Somaliland Business Fund/ DFID, DANIDA and World Bank, and the Partnership for Economic Growth/USAID have stimulated this process. Business development, business incubators are required.

Milestone 4: Establish economic free zones. To facilitate trade Target 1: Feasibility study to establish economic free zones in Berbera, and the border between Ethiopia and Somaliland

Gap.

Target 2: Establish an Economic Free Zone Authority

Gap.

Priority 4 – EMPLOYMENT: Generate employment, including through the development of vocational and technical training, and establish a special business fund for young entrepreneurs Milestone 1: Establish vocational training, technical training and internship programmes to skill young people in the labour force. In order to address both unemployment as well as meet the shortage of skilled technical people in Somaliland Target 1: Conduct a study of labour market needs and skills shortages to target vocational and technical training

+ In progress. There have been a few studies completed on the labour market, however, this needs to be updated systematically and regularly.

Target 2: Develop and strengthen institutes that provide vocational and technical certified training based on the market study

Gap. Additional expertise and other resources. There is a need for a Vocational Quality Framework. Main support in initiating youth’s protection policies, strengthening institutions and provision of employment has been provided by ILO, UNICEF and UNDP and other agencies such as the American Refugee Committee.

Target 3: Provide employment and paid internship schemes that provide on-‐the-‐job training

+ In progress. Additional expertise and other resources to scale up.

Milestone 2: Improve workings of the labour market, provide support to job seekers, and facilitate youth entrepreneurship. Employment opportunities should target vulnerable populations in rural and urban contexts through various means Target 1: Establish and staff youth business development and capacity support centres in Hargeisa and one other region TBD

Planned for 2015. Pending technical and other resourcing.

Target 2: Develop programmes to provide seed capital to youth entrepreneurs

+ In progress. There are several schemes being established, including through the DFID/Seeds Programme, Somaliland Development Fund, and one planned by the World Bank.

Priority 5 – ENVIRONMENT: Develop and implement a comprehensive environmental management strategy that addresses desertification, promotes alternatives to charcoal as an energy source, and protects land, water, forest and coastal resources. Milestone 1: Wildlife protection and national parks. To address rampant wildlife trafficking Target 1: Establish one wildlife orphanage centre Gap. Pending technical and other resourcing. Wildlife Act has

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in at least 3 main towns in Somaliland been passed. Milestone 2: Establish seasonal and permanent grazing reserves. In order to prevent overgrazing Target 1: Establish seasonal and permanent grazing reserves in 2 regions

+ In progress with the support of Somaliland Development Fund and UNDP

Target 2: Establish grazing management programmes

+ In progress with the support of Somaliland Development Fund.

Target 3: Conduct community awareness programmes about the negative impacts of overgrazing

+ In progress with the support of Somaliland Development Fund.

Target 4: Rehabilitate grazing land in at least 2 regions

+ In progress with the support of Somaliland Development Fund and potentially included in the anticipated programme of KFW.

Milestone 3: Develop and enforce a land use strategy and policy. Land use is currently managed by a multitude of institutions. Land is one of the biggest sources of conflict. Target 1: An initial study of land use and management to be completed by Somaliland Development Fund with comparative examples of land reform

-‐ Early days. Project commencing with Somaliland Development Fund support.

Milestone 4: Promote watershed management. Promote National Watershed Management system that is in line with international principles of integrated watershed management Target 1: Implement watershed and water catchments protection and rehabilitation measures in especially densely populated areas

T Several projects e.g. Somaliland Development Fund, Terre Sollidali UNDP, UNICEF and planned support by KFW and GIZ, however, needs to be scaled up.

Target 2: Start conducting geophysical survey for all regions for water resources

T Terre Sollidali has conducted detailed studies. Further studies planned with World Bank support, however needs scaling up.

Target 3: Establish an inter-‐sectoral committee on IWM to develop appropriate joint strategy water diversions, water harvesting, etc.

T Committee established and supported by ILO. Need expertise.

Target 4: Develop a public awareness campaign on management of scarce water resources

T Requires stronger coordination, and common messaging.

Milestone 5: Carry out an environmental audit. The environment in Somaliland is under stress. Changes have not been scientifically documented and tracked Target 1: Conduct baseline mapping of the existing environmental situation in Somaliland where possible working with communities to record conditions in the past

+ Good progress. FAO SWALIM conducted studies. Somaliland Development Fund conducting baseline mapping in 6 sites.

Milestone 6: Promote alternatives to charcoal. Alternative energy sources are required to decrease charcoal use for domestic and commercial purposes Target 1: Conduct study to explore solutions for alternatives to charcoal for domestic and commercial use

-‐ Some progress. Norway is supporting UNDP to promote alternatives.

Milestone 7: Improve urban waste management. Somaliland is urbanising at a very fast rate without the accompanying services Target 1: Develop and pilot good practice in dump site waste management standards in 2 urban and two semi-‐urban centres

+ Early days. Additional expertise and other resources

Target 2: Expand and improve the waste management system in urban and semi-‐urban centres

-‐ Early days. Pending technical and other resourcing. UNICEF technically supports waste management improvements in rural and semi-‐urban areas in Sool, Sanaag, Marodijeh and Gabiley

Target 3: Establish a hazardous waste and liquid waste disposal system in Hargeisa

Gap. Pending technical and other resourcing

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4.5. PSG 5. REVENUE AND SERVICES Strategic objective: Build public service capacity to raise revenues, manage resources and ensure the provision of streamlined quality services in an accountable and transparent manner that guarantees inclusiveness and equity Priority 1 – Public Financial Management (PFM) Establish an appropriate system of public financial management PFM based on the PFM Road Map that includes strengthening the budget process, establishing a chart of accounts, and enhancing public procurement. Milestone 1: Enact and implement PFM legislation. PFM legislation should strengthen controls for fiscal discipline and promote transparency and accountability Target 1: Submit following bills to the President’s office and approved by the Council of Ministers: PFM and Accountability Act, Customs Act, Revenue Act, National Audit Act, Procurement Act

T Completed. With the support of DFID, World Bank and Somaliland Development Fund, this will be completed by the end of 2014. Only the translation of Procurement Bill remains. The other bills are now before Cabinet. The PFM Reform Steering Committee will then sensitise Parliament on the critical nature of these bills to be passed.

Milestone 2: Rollout bespoke Financial Management and Information System. Establish an interim SL FMIS that is based on the IMF’s GFS, Chart of Accounts Target 1: Roll out SL FMIS in Berbera, Hargeisa, Burao Local Government Offices, as well as in the Ministry of Finance in Hargeisa and the Accountant General’s Office

T Completed. A phased approach has been adopted and will be completed in 2015. With the support of DFID and the World Bank, progress has been made in the roll out.

Milestone 3: Develop an effective national statistics system. Comprehensive long-‐term support to implementing Somaliland’s National Statistics System is critical for evidence-‐based planning Target 1: Continue to build up Somaliland’s statistical database to allow for quantitative measurement of progress on social and economic conditions of Somaliland population, while building the capacity of the Central Statistics Department of MoNPD to produce and these data in the future

-‐ Early days. Capacity development starting, but this is a long-‐term goal. DANIDA supported the Central Statistics Department to develop a National Statistics Development Strategy. The Government passed a Statistics Law 60/2013 that sets out data collection requirements. Statistics Sweden is developing a programme of support. African Development Bank has a programme of support to start implementing the National Statistics Development Strategy. Important surveys released with the support of the World Bank: Household Survey, Enterprise Survey, Public Expenditure Review, and National Accounts. UNFPA finalising the Population Estimation Survey.

Milestone 4: Policy based budgeting. Medium Term Expenditure Framework as well as a Medium Term Fiscal Framework to inform planning and budgeting institutionalized Target 1: Review National Development Plan 2012-‐2016 against a MTEF and MTFF

Moved to 2015 pending delays with the mobilisation of an international expert.

Priority 2 – SERVICE DELIVERY: Promote the equitable distribution and access to basic services through both the use of clear service delivery mechanisms and standards, as well as the clarification of roles and responsibilities of the central and local authorities and service delivery providers. Milestone 1: Implement service delivery decentralization. A decentralization service delivery policy has been drafted for key services: health, education, water and sanitation. It now needs endorsed and implemented. Target 1: Technical support to amend and add bylaws to the Law on Regional and District Administration 2002 as amended by Law No 12/2007 to fill gaps to full implementation of decentralized governance.

Moved to 2015. Decentralisation Policy was adopted by Cabinet in August 2014 and a road map has since been developed setting out next steps. This will be supported by the Joint Programme on Local Governance.

Target 2: Cabinet endorses policy for decentralized service delivery

T Completed. Decentralisation Policy endorsed by Cabinet in August 2014. Pilots being implemented.

Target 3: Develop regulations on land use + Early days. National Planning Commission has allocated funds through the Somaliland Development Fund to conduct a study. Joint Programme on Local Governance and FAO also engaged. This needs to be closely coordinated.

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Target 4: Carry out a review of institutional arrangements between central and local Governments to ensure more effective service delivery, including revisions to the 2002 tariffs, relating to decentralized functions.

-‐ Some progress. While some work has been done at a sectoral level through JPLG, a more comprehensive review is necessary during the review of the law and regulations setting out decentralisation. Revisions to tariffs are included as a 2015 target in the PFM Reform Strategy.

Target 5: Develop policy on participatory local governance in budgeting, planning, land use and political decision-‐making

+ In progress but 2015 target. Programmes such as Community Driven Recovery and Development (CDRD) implemented by the Danish Refugee Council (DRC), JPLG have set the ground for bottom-‐up planning. The Decentralisation Policy and the Road Map includes this process. The PFM Reform Strategy includes a component on Fiscal decentralisation that needs to be taken into consideration. However, it is important that bottom up and central level planning and budgeting efforts are harmonised.

Target 6: Begin rolling out decentralization model in 3 districts

T Completed. Pilots started in health and education have started in Berbera, Burao and Borama.

Milestone 2: Develop a special service delivery programme for vulnerable populations and underserved regions. Programme should provide priority services -‐ such as health, education and water -‐ to Sool and Sanaag regions to address inequity in service delivery, as well as needs of vulnerable populations such as IDPs. Target 1: Develop integrated regional development plans for eastern regions for health, education, water and sanitation

+ In progress and could be accomplished in 2015. The Ministry of National Planning and Development have developed Regional Development Plans for all the six regions of Somaliland. This can be the basis of the proposed review of the Somaliland National Development Plan (2012 -‐2015), as well as the proposed Medium Term Fiscal Framework, and the Medium Term Expenditure Framework. The results of the Household Survey as well as the Population Estimation Survey are informing better planning.

Target 2. NEW -‐ Support Government and communities to facilitate service delivery in regions by supporting infrastructure development, while ensuring services can be delivered in a sustainable manner

+ Progress in larger infrastructure development, developed in a coordinated manner with Government and communities to ensure sustainability. There are a number of programmes which support small infrastructure development. Many of them are small. However, the ones that have made the biggest impact, or are likely to make the biggest impact are the ones supported by programmes such as USAID funded TIS programme, the Somaliland Development Fund, EU funded Hargeisa Water Upgrade and the SBF. The Government has allocated USD 133,333 for the construction of Ministry of Labour offices in Las Anod and Burao; USD 200,00 for the Ministry of Water; USD 298,000 for the Civil Service Commission; USD 233,000 for a fire fighters office; USD 100,000 for the office for Youth; USD 87;USD 117,000 for the Auditor General’s Office. In addition, other investments are in health and education, and are mentioned in the relevant sections.

Target 3: NEW -‐ Ensure equitable access to quality basic services (shelter, nutrition, health, education, water and sanitation), particularly for vulnerable populations like IDPs

+ Requires better coordination. There are a number of programmes supporting access to vulnerable populations. Organisations such as UNICEF, IOM, WFP, World Vision, International Medical Corp and others are active. The Government has allocated USD 2,659,25 in the 2015 budget for SNM veterans with mental health challenges. The Government has also allocated USD 75,714 for contribution to the orphanage

Milestone 3: Raise access, quality and standard of education. Generally, the quality of education in Somaliland is very low, theoretically based, with an out-‐dated curriculum

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Target 1: Review the curriculum in Somaliland across all levels of education in accordance with the Education Sector Strategy

+ In progress and anticipated to be completed in 2016. With the EU as the lead donor, as well as USAID, UNICEF and others, this process is underway with a large number of implementing partners.

Target 2: Pilot Teacher Training based on key priorities

-‐ Some progress. The Global Partnership for Education is providing some resources for building a Teacher Training Institute, which is being managed by UNICEF however this will require both technical and financial support.

Target 3: Develop a concrete education sustainable financing strategy followed by resource mobilization to upgrade facilities and services provided

T Completed. The Education Sector Strategy is one of the first costed sector strategies. This will be revisited when the MTEF and MTFF are developed.

Target 4: Enrol 200,000 children and youth into school as in line with Go to School (G2S) strategy

-‐ In progress. In 2013/14 an additional 10,000 children were enrolled into primary school.

Target 5: Improve access to sport s, cultural and other facilities for youth (both men and women) in order to promote civic engagement, tolerance and democratic values

-‐ Some progress towards this important area. The EU, UK, Turkey have led the way in supporting the Cultural Centre, the Hargeisa Book Fair, and sports fields. With urbanisation and alarming youth unemployment rates, investments in these types of targets are important to maintain peace and stability in Somaliland. The Government has allocated USD 150,000 for the Hargeisa stadium. The Government has also allocated USD 80,000 for a library in Berbera.

Milestone 4: Rehabilitate and improve quality of care in referral hospitals Target 1: Develop a concrete health sustainable financing strategy followed by resource mobilization to upgrade facilities and services provided

+ In progress and strategy to be completed in 2015. As lead donor in the health sector, DFID will be supporting an effort to develop a health financing strategy which will be completed in 2015. This will help to inform resourcing needs.

Target 2: NEW Improve equitable access to quality primary, secondary and tertiary health facilities

+ In progress, but more focus needs to be placed on tertiary health facilities. Health and education are the two sectors that receive the largest resources from both the Government (in the social sectors), but most of the resources go towards basic health services. This is important, but investment in referral hospitals is equally important. The EU has supported UNOPS to develop a master plan for the Group Hospitals, and is ready for financing. Somaliland Development Fund is planning to refurbish hospitals in Erigavo and Las Anod. The Government has allocated USD 166,666 for the ICU building at the Hargeisa General Hospital.; USD 170,000 for a kidney dialysis machine and USD 164,595 for the construction of MCH’s in the regions. UNICEF constructed the maternity wing of Boroma Hospital with all equipment to be handed over to MoH in Nov 2014. UNFPA is supporting the construction of a central warehouse.

Milestone 5: Improve the quantity and quality of water available in rural and urban areas Target 1: Finalise sanitation policy and strategy with Min of Health

T This target has been met. The policy and strategy has been endorsed by Cabinet. Investment with the support of Caritas and UNICEF technical advice, the Ministry of Health has completed the sanitation policy and strategy. Implementation is the next step.

Target 2: Establish standard guidelines for hygiene and sanitation improvements

-‐ Some progress. This will be met in 2015. Technical support necessary for standards development particularly in relation to priority issues such as waste disposal (e.g. from tanning industries, motor repair facilities), dumping sites, and management of major contaminants such as lead batteries,

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computer toners, refrigerators, hospital waste and slaughterhouses.

Target 3: Improve access to WASH services across Somaliland

T On target. There are many WASH activities around Somaliland funded by numerous donors. Need stronger coordination, and strategic provision of services for results. UNICEF will support the establishment of Inter-‐ministerial WASH Steering Committee

Priority 3 – CIVIL SERVICE: Create a merit-‐based and equitably distributed civil service that delivers high quality basic service and security for all Somaliland citizens Milestone 1: Implement the Quick Wins Workplan for Civil Service Reform. Strategy should be demand-‐led and results focused on the improvement of the capacity of the Somaliland civil service Target 1: Civil Service Reform submits draft capacity building programme to the Civil Service Steering Committee based on a training needs analysis

T In progress will be met end 2014. Baseline capacity assessment conducted by Somaliland Development Fund. Civil Service Institute (CSI) has since reviewed its training strategy, and will be submitting draft capacity development programme to the Steering Committee Q4/2014. DFID and World Bank to provide ongoing support. UNDP supported by EU is currently developing a programme of support based on a division of labour discussed with the Civil Service Reform Steering Committee.

Target 2: Test capacity surge in 5 ministries and/or agencies

T Good progress. With the support of DFID, and the Somaliland Development Fund, the first stage of the capacity surge in 5 ministries/agencies supported by Somaliland Development Fund has just been completed. This will be continued through untilmid-‐2015 and capacity development progress will be monitored against a baseline assessment. Trainers from the Civil Service Institute are shadowing international trainers. This model will continue till the end of the process to ensure skills transfer to the Civil Service Institute. World Bank is also considering this model as part of their wider public sector reform programme.

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5. PARTNERSHIP PRINCIPLES 1. Government ownership T Good progress

Planning and prioritization T Good progress

Consultations and dialogue T Good progress

2. Alignment + In progress

3. Use of country systems -‐ Some progress pending PFM reforms being implemented by Government

4. Use of preferred funding channels

+ In progress

5. Capacity development + In progress

6. Harmonisation -‐ Some progress

7. Transparency and predictability + Needs more work

8. Conflict sensitivity + In progress

9. Monitoring and risk and results + Needs more work

The Partnership Principles are mutual commitments endorsed by the Government of Somaliland and development partners to guide and structure the implementation of the Somaliland Special Arrangement. Whereas the Peacebuilding and Statebuilding Goals (PSGs) identify what should be done, the Partnership Principles outline how the Government and development partners should work together to achieve results. They are based on international best practices in actualizing development through international cooperation, taking into account considerations of sustainability, inclusivity, burden-‐sharing, as well as the efficient cultivation of local and international expertise and resources, through a framework that seeks to consolidate peace and security where it exists, and strengthen peace and security where it is lacking. The Partnership Principles will be monitored through a consultative process, conducted on an annual basis using a defined set of quantitative and qualitative indicators. The methodology for this assessment process and a list of proposed indicators has been circulated for comment. It is expected that ultimate methodological processes will be agreed upon and established by the end of 2014, at which point a baseline assessment will be conducted for use in future monitoring activities. As an interim measure, the Government of Somaliland has prepared a brief narrative report to provide an update on progress in adherence to the Partnership Principles, identifying areas of clear improvement, as well as areas where greater attention must be paid.

5.1. GOVERNMENT OWNERSHIP Planning and prioritization The Somaliland Government has taken on board its role as the driving force of the SSA since it officially endorsed the New Deal in September 2013. It has mainly done so through undertaking planning and prioritization processes of the Somaliland National Development Plan 2012-‐2016 (NDP) that has guided Somaliland’s development activities since 2012—itself an embodiment of the New Deal principle of ownership that predates the SSA. In 2013, this prioritization process was initiated by the National Planning Commission (NPC) of Somaliland through the targeted allocation of financial resources available from the Somaliland Development Fund to select projects outlined in the NDP, selected on the basis of their alignment with 18 peacebuilding and statebuilding criteria. This process helped inform the Government on how to allocate its overall budget, as supplemented with financing from the Somaliland Development Fund, in a more systematic manner, while also identifying currently underfunded priority areas for future investment. This process was repeated by the NPC in 2014, through sectoral consultations that brought together key ministries, implementing partners and civil society organisations to engage in planning and discussion on Government budget and Somaliland Development Fund allocations, as well as prioritization of the SSA.

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Areas for improvement: The Government of Somaliland believes that the NDP, while providing a valuable overarching framework for understanding and engaging with Somaliland’s statebuilding efforts, must undergo a review and reformation process to take into account the new opportunities for international cooperation that the New Deal framework provides. In light of this changed landscape, the USD 1.2 billion that the Government of Somaliland had estimated in its NDP as necessary for meeting its development implementation targets will need to be revised based on a cost analysis of the implementation of the SSA as sequenced over the next two years. The Government of Somaliland has not yet costed the SSA due to lack of capacity and delayed delivery of technical assistance. Such a process will require improved linkages between planning and budgeting. The World Bank intends to provide this support as part of its anticipated involvement in Somaliland’s Public Financial Management Reform. Consultations and dialogue: During 2013 and 2014, the Government developed individualized Regional Development Plans, based on consultations with regional governments, local authorities, and community representatives, for each of Somaliland’s six regions. To ensure the incorporation and consolidation of bottom-‐up and top-‐down planning, the regional offices of the Ministry of National Planning and Development (MoNPD) held monthly meetings with local authorities. There is also growing harmonization between these government-‐led initiatives and those development programmes supporting local Government, such as the UN-‐cosponsored Joint Programme on Local Governance (JPLG). However, to ensure greater local ownership, these harmonization efforts must be further strengthened. Through the Somaliland Development Fund, a Communications Hub was established in October 2014 within the MoNPD. The objective of this hub is to enhance state-‐citizenship relations, one of the crosscutting themes set out in the SSA. The Hub’s focus is to facilitate two-‐way communication and dialogue between the Somaliland government and citizenry on prioritization of development activities and service delivery, while also promoting Government transparency, inclusivity and the expansion of Somaliland’s longstanding tradition of democratic politics. Areas for improvement: While sector coordination working groups, consultations and dialogue have continued to take place, their effectiveness as the main source of on-‐the-‐ground and recurrent cooperation in ensuring harmonization and impact-‐generation of programme implementation needs to be strengthened. This could be achieved through assistance for the creation of a Secretariat for the National Planning Commission, which could provide solid technical support to sector and sub-‐sector coordination of the working groups.

5.2. ALIGNMENT International partners are increasingly deferring to the SSA objectives and targets when engaging on matters of development cooperation with Somaliland. For example, at the 6th High Level Aid Coordination Forum (HLACF) held on 5-‐6 June, 2014 in Hargeisa, the United Kingdom, United States, World Bank, and United Nations pledged their support and agreed upon a division of labour based upon Somaliland’s pre-‐identified PSGs. Subsequently, formulation missions from Denmark, World Bank, Netherlands, European Union and Germany have clearly identified areas of support at the PSG level. UN programmes, such as the Joint Programme on Local Governance, are currently undergoing a recalibration process to better align their work with the SSA. Areas for improvement: Without a functioning Aid Information Management System (AIMS) to compile and organise data about development partner activities, comprehensive knowledge of the distribution of aid activities and how they relate to priority areas is hard to come by, of making it difficult to capture the degree of partnership alignment. With the anticipated review of the AIMS, and in particular the Development Assistance Database (DAD) that has yet to take hold, this information should become easier to verify in 2015.

5.3. USE OF COUNTRY SYSTEMS One of the New Deal principles reflected in the SSA is the commitment to strengthen and use country systems. While there are some signs of progress, this is currently still in its early stages in Somaliland. The following are a few examples of use of country systems in Somaliland:

• The USAID supported Transition Initiatives for Stabilization (TIS) Programme incorporates the National Tender Board during its procurement processes.

• The Somaliland Development Fund uses the National Planning Commission for prioritization, financing allocation and approval of projects presented by line ministries and agencies. Somaliland Development Fund procurement is based on the proposed Procurement Bill, which will be tabled at the next Parliamentary session. The Somaliland Development Fund has an Incentive Fund, part of which includes clear Public

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Financial Management benchmarks which, when met, trigger the release of some funds to the Treasury for the Government to manage directly.

• With a portfolio on recipient-‐executed projects, the World Bank Multi Partner Fund (MPF) will serve as a vehicle for building and using country systems, ensuring ownership and capacity internalization for greater sustainability.

5.4. USE OF PREFERRED FUNDING CHANNELS The Somaliland Development Fund stands out as the only fund to have been reported in the 2014 and 2015 annual budgets submitted to Somaliland’s Parliament. The Government of Somaliland has identified the Somaliland Development Fund, established by the United Kingdom and Denmark in 2012, as its preferred financing mechanism under the New Deal, and development cooperation more generally. In 2014, Norway and the Netherlands also joined the Somaliland Development Fund. The UN Multi Partner Trust Fund (MPTF) and World Bank Multi Partner Fund (MPF) have both recently become operational, and serve as alternative, funding windows for the SSA. Areas for improvement: With the several preferred funding channels operational – Somaliland Development Fund, MPTF and MPF – bilateral donors now have an opportunity to channel funding through pooled mechanisms, thereby reducing the coordination burden on the Government, while strengthening alignment with SSA priorities. However, in line with the principles of legitimate politics and ‘do no harm’, all efforts should be taken to ensure that future decision-‐making on aid allocation to Somaliland is made at forums and through mechanisms where the elected leadership of Somaliland, the Somaliland Government, has the maximal degree of ownership.

5.5. CAPACITY DEVELOPMENT To address acute capacity shortages within the civil service, the Government of Somaliland has inaugurated a Civil Service Reform (CSR) Strategy, which will be carried out through the implementation of a CSR Workplan. This process in being led by the CSR Steering Committee, with oversight by the Good Governance and Anti-‐Corruption Commission (GGAC). The CSR Strategy, which was originally adopted by the Government of Somaliland in 2011, was revitalized thanks to support from DfID, which has mobilized the services of the UK’s National School of Government International to support the implementation of the CSR Workplan. . The Somaliland Development Fund has embedded Project Management Teams (PMTs) within the various ministries and agencies supported by the fund. A training needs analysis of the PMTs has paved the way for an intensive training programme to be initiated for over 60 civil servants at the Civil Service Institute (CSI). The CSI’s own trainers are shadowing international trainers in an embodiment of the Government’s policy of “learning by doing”. This model of long-‐term skills transfer is also being employed though the deployment of international advisers to work with the Government as part of the PMTs. The World Bank is currently planning support that would continue to follow this model, building on the existing coordination structures established within Government. Work is yet to begin on salary harmonization across international organisations to both prevent brain drain out of the Government, and to minimize “project hopping” based on salaries and benefits provided to national advisers. Areas for improvement: The Government of Somaliland has been critical of past capacity development efforts, particularly those targeting the public sector. Future capacity development activities should learn from these lessons. Efforts are perceived to be too supply-‐driven, overly theoretical, with no skills transfer of the kind that would have a real impact on performance. Successful reform of the civil service will require strong leadership, long-‐term commitment and monitoring for results. The CSR Steering Committee brings together representatives from key Government ministries and agencies to perform these very functions. This body could be made more strategic if issues related to its mandate were better clarified, so the group could focus on more substantive reform issues. The committee could also be strengthened through the establishment of a secretariat to facilitate coordination, planning and monitoring.

5.6. HARMONISATION Development aid coordination through the eight sector -‐ (economic sector coordination has been split into productive sectors and economic sector) coordination working groups continues, with active participation from UN and international organisations.

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Many of Somaliland’s most active development partners, while operating across various funding streams, are working closely together to minimise sector fragmentation. For example, the EU, Somaliland Development Fund Secretariat and the World Bank are collaborating on mutually reinforcing and integrated projects in water, roads, environment, and agriculture, with Germany likely to join the collaboration. There is an increasing move towards a division of labour in areas such as Public Financial Management, Civil Service Reform, Justice Sector Reform, and other sectors. Areas for improvement: Aid coordination at the sectoral level requires consolidated support due to its important role in determining the tangible impact of programming in terms of planning, prioritization, implementation and monitoring. While development partners have asked the Government to put forward proposals for assistance in strengthening sectoral coordination, this is yet to come. Through technical advice and the provision of financial resources, the international community can help the Government in developing effective sector coordination systems. It was jointly agreed at the 6th HLACF that the current AIMS is not being used effectively as a tool for tracking and reporting aid flows. In consultation with the MoNPD, the World Bank and UNDP are planning to conduct a strategic review of the system with the aim of establishing a well-‐functioning AIMS in 2015. This review will consider how aid flow information is embedded into national planning and budgeting processes. Currently, as the SOMALILAND DEVELOPMENT FUND is the only fund which has yearly ceilings based on the availability of funds, therefore providing a high degree of predictability not found with most other financing mechanisms currently used for Somaliland. However, now that key multi partner trust funds have been newly operationalized, it is hoped that predictability will be expanded to the vast majority of aid entering Somaliland. Similarly, GIZ has laid out their multi-‐year support package. Areas for improvement: While the UN and World Bank multi partner trust funds have committed to ensure financing based on “do no harm” principles—which takes into account the stability of available government resources as a factor mitigating against political and social volatility—further clarification on how resources will be allocated is required.

5.7. CONFLICT SENSITVITY Development interventions in Somaliland through the New Deal initiative come at a time of promising economic transformation within Somaliland, while also at a time of great political and military upheaval in the surrounding Horn of Africa region. Somaliland’s success in establishing and maintaining peace, stability and reconciliation has been based on a patient, gradual and locally-‐owned process of statebuilding that, while resilient, remains vulnerable to the same shocks that have negatively impacted far more developed societies. It is crucial, therefore, that international interventions into Somaliland’s neighbours in the Horn of Africa occur in such as way as to safeguard and consolidate Somaliland unique and impressive achievements, as well as ensure that Somaliland’s future is determined by the democratic will of the Somaliland people, and not by the political calculations of external actors. Only then can Somaliland serve as a building block in larger efforts at stabilizing the region, and only then will the transformations underway throughout the region be guided by the reward of those actors embodying the values of peace and stability towards a fully legitimate regional configuration. It is therefore crucial to the Government that its development partners adhere to the ‘do no harm’ principle by not supporting any interventions in Somalia that would unnecessarily raise tension or cause conflict with Somaliland. This includes making bold assertions of Somaliland’s place in any federal Somali state, or stipulating any requirements or obligations on Somaliland to report to a government in Mogadishu that has no legitimate claim to represent the Somaliland people, or act in a manner that would undermine the will of the people of Somaliland and their clear expression of independence from Somalia. While reconciliation and an ultimate agreement on relations between the peoples of Somaliland and Somalia is a necessary element for entrenching peace and stability in the region, this must come through a process that fully respects the Somaliland people’s democratic rights, does not sacrifice the long-‐term and hard-‐fought achievements of the Somaliland people in favour of short-‐term political expediency, and which views the responsibility to protect and effectively govern a people as not just a negative determination of state failure, but as a positive indicator of state legitimacy. The United Nations Resident Coordinator’s Office has issued A Guide for Effective Communications in Somaliland and circulated it to development partners. This is a welcome step forward in ensuring greater appreciation and applicability of the principle of “doing no harm”. However, as political developments such as the creation of new boundaries and the conferring of authority over rights to territory, waters, airspace and electoral and constitutional

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governance continues to ramp up as we approach 2016, a more comprehensive strategy for addressing Somaliland’s unique political concerns must be embedded in the international community’s overall policy-‐making that seeks to minimize conflict and promote lasting trust and reconciliation. Areas for improvement: In most instances, Somaliland’s development partners are encouraged to consult the Government before any public statements or announcements in order to minimize the opportunity for conflicts to arise. At times, the Government has been forced to withdraw its participation in certain donor-‐funded projects for fear of creating internal discord among the Somaliland people, or increasing tensions with its neighbour, Somalia. Development partners must continue to ensure that aid is not made conditional on certain political dispensations toward Somalia, but is instead based on Somaliland’s own internal ability to continue to meet its impressive democratic benchmarks. Internal support for Somaliland’s 2015 elections through the Democratic Steering Committee is therefore highly appreciated in this regard, as is international support for initiatives, such as regional initiatives on counter-‐piracy and joint airspace management, that bring Somaliland and Somalia together as equals to work on non-‐political matters of development cooperation.

5.8. MONITORING AND RISK AND RESULTS In 2014, the HLACF approved a M&E framework for the SSA, which will assess three core components: aid effectiveness, milestones and results. These components will respectively focus attention on (1) the process of implementing the SSA, (2) key outputs, and (3) outcomes of development activities. The methodology for the framework is currently being formulated and agreed upon, and baseline assessments will be conducted in 2015. Monitoring tools, results and indicators will have strong linkages with work that the Government and its partners have already done in conducting statistical analyses, as well as in developing data collection methodologies and capacities.

• The National Statistics Development Strategy (2013 -‐2017) was developed with the support of DANIDA in 2013.

• An initial project on statistics capacity development began in late 2014, supported by the African Development Bank.

• Initial conversations are underway for a twinning arrangement between Statistics Sweden and the Central Statistics Department in Somaliland.

• In 2013, the MoNPD conducted a household survey and enterprise survey with support from the World Bank.

Risk Assessments are still performed separately by individual development partners. However, SOMALILAND DEVELOPMENT FUND currently shares its own risk assessments with all of its donors and observers (EU and World Bank). Areas for improvement: While there has been progress achieved in this area, more emphasis now needs to be placed on institutional strengthening for statistics and risk management.

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6. ANNEX 1: PSG 1. LEGITIMATE POLITICS Strategic Objective: Build a politically stable and democratic Somaliland that adheres to the principles of good governance.

Priority 1 – ELECTIONS: Strengthen electoral processes and practices by reforming the electoral system in key areas, including addressing gaps in representation, such as those faced by women and marginalized communities; conducting voter/civil registration; and developing mechanisms for judicial and public oversight.

Milestone 1. Update key electoral legislation. Draft laws necessary for both 2015 elections and the long-‐term institutionalization of electoral reform, through a multi-‐stakeholder consultation and endorsement process

TARGET 1. DRAFT AND APPROVE: VOTER REGISTRATION LAW, ELECTORAL OFFENSES LAW, PARLIAMENTARY ELECTIONS LAW

This is in progress and a 2015 target.

Progress • The Voter Registration Task Force (political parties, National Electoral Commission, Ministry of Interior (MoI)) and

the Government established a clear policy for a ‘dual track’ for a civil registration process and a voter registration process in late 2013.

• The NEC has worked with political parties, civil society and the international community to develop the design of a robust and fit for purpose voter registration process.

• The NEC has ensured appropriate financing commitments from the Government of Somaliland and the international community

• The Guurti and both opposition parties have submitted their nominations for a new National Election Commission to the President, who has added his own nominations.

• The amendment of the Voter Registration Act will be re-‐submitted to the lower House of Parliament in early November and, if approved, will be submitted to the Guurti for final approval as soon as possible. The tireless efforts of civil society, in particular the Academy for Peace and Development (APD), merits special mention for the technical inputs and dedicated support.

Challenges • There is still some confusion around the on-‐going national identity card process and the voter registration

process. Citizens need to be made aware that the Ministry of Interior will be on site during the voter registration process to clarify the citizenship of all those wishing to register as eligible voters.

• The version of the law recently passed by the lower house has not yet been approved by the Guurti and the President demands the registration be completed six months ahead of the election.

• The Guurti rejected the amendment of the voter registration act in October, 2014. It could reject it again unless there is national consensus on key changes being proposed.

• Despite political commitments from the President and a motion from the lower house calling for both Presidential and Parliamentary elections to be held at the same time there is still no consensus on this issue. An integrated electoral timeline needs to be developed by the new NEC in consultation with the three political parties.

• The tenders for the voter registration process have been received and a tender committee will evaluate the bids once the new NEC is in place and has undergone an induction process.

Way forward • There must be continued focus capacitating democratic institutions, particularly the NEC, political parties, civil

society and the media to conduct elections in a timely and democratic manner. • Political parties require further leadership, cadre, and policy development training and skills • Political parties need to be further institutionalised • Citizens need to be further educated on their democratic rights and the alternatives to clan based voting practices

Milestone 2. Carry out civil registration. The MoI to carry out civil registration, a priority for the Government of Somaliland, within the agreed-‐upon deadline

• In mid-‐2014, the Government initiated a dual track process voter registration in preparation for parliamentary and Presidential elections in 2015, as well as civil registration.

TARGET 1. DRAFT CIVIL REGISTRATION LEGISLATION THROUGH AN INCLUSIVE PROCESS

This is in process and a target for end 2014.

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Progress • The amendment of the voter registration act includes articles relating to the civil registration process. This has

now been refined to a national ID process. • The Government undertook a procurement process and awarded the contract for the national ID card project to

Sahal Tech. The President inaugurated the ID card process in September and the data collection for the process is ongoing.

TARGET 2. CONDUCT CIVIC EDUCATION CAMPAIGN ON CIVIL REGISTRATION

This is on target for 2014.

Progress • Somaliland civil society issued a position paper in April 2014 in support of the implementation of the dual track

approaches on voter and national ID registration. Civil society fully supports the options selected by the stakeholders– parallel processes of registration each led by its mandated institution – Voter Registration for NEC and Civil Registration for MOI.

TARGET 3. IMPLEMENT TECHNICALLY ROBUST CIVIL REGISTRATION PROGRAMME BY THE END OF THE YEAR

This is in progress and will be completed in 2015.

• The President has appointed a committee of ministers and Government officials, as well as an executive task force, to oversee the civil registration process, and on 17 March, 2014 the Minister of Interior presented his plan for this process to the public. The civil registration process will seek to build off of the preparatory work done by IOM for their civil registration pilot project for Berbera and Gabiley.

• A deadline has been placed on the MoI to complete the civil registration in a way that complements the voter registration process; if it is not met, the civil registration will be postponed until after the elections.

Challenges • There have been disagreements between the Government and opposition political parties about the concurrent

processes of voter registration in preparation for the next Parliamentary and Presidential elections planned for 2015, and civil registration.

Way Forward • Once the voter registration process is complete every effort should be made to create synergies with the National

ID card / civil registry to ensure sustainability for future elections. • A commitment needs to be made that all future voter lists will come from a sustainable and regularly updated

register.

Priority 3. Enhance voter registration system and undertake other electoral preparations. Build the institutional capacities of the National Electoral Commission (NEC) and civil society to establish a robust voter registration and oversee the holding of the 2015 elections

• The Government has committed to holding the combined 2015 parliamentary and presidential elections on time, with a robust voter registration system a necessary component.

TARGET 1. SUPPORT THE NEC AND CIVIL SOCIETY TO CONDUCT VOTER REGISTRATION TECHNICAL WORK

This is on going and will continue into 2015.

• Interpeace, IRI and the local democratization think tank APD have done extensive background assessments (including the former’s comprehensive Somaliland International Democratization Support Strategy), which can set the agenda and provide background for future meetings.

• An important agreement delegating responsibilities between the voter and civil registration has been reached, paving the way for the NEC to take forward the options for voter registration put forth by the international firm hired to do a technical assessment.

• Interpeace and APD facilitated a retreat with the out-‐going NEC in Addis in September. An induction process is designed and ready to be rolled out for the new NEC in November

• Once inducted, the NEC will play a pivotal role in the tender evaluation that decides on the companies that will support the voter registration process and provide the equipment for the iris scanning biometric system

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TARGET 2. SUPPORT THE NEC AND CIVIL SOCIETY TO CONDUCT A VOTER REGISTRATION CIVIC EDUCATION CAMPAIGN

This will commence end 2014 and continue in 2015.

• IRI held a forum on electoral reform in late 2013 on voter registration involving the MoI, NEC, political parties and civil society.

• The APD convened 9 forums, 14 consultative meetings and 15 workshops on electoral reform. • SONSAF has undertaken stakeholder consultations and produced a policy paper outlining recommendations on

the voter registration process for the Government and international community.

Challenges • The role of women, youth, the disabled and minorities in the electoral process also needs to be strengthened.

Getting this right will be a step change for Somaliland and help to ensure that no Somaliland citizen is left out of the emerging democratic system.

Way Forward • There is a need to get key legislation put in place to reform the basic legal framework under which the 2015

election takes place. This will require forums of stakeholders to ensure that potentially controversial regulation be endorsed by all key actors in the electoral process, so that the elections take place in an environment of trust.

• Undertake all the necessary complementary activities to ensure that the voter registration process is carried out in a transparent, inclusive, comprehensive and legitimate manner from the end of 2014, and in line with the relevant legal frameworks.

• Begin all the necessary work to carry out the technical observation. • NEC capacity-‐building aspects of conducting the elections. • Civic education should place special emphasis on targeting new voters, marginalized groups, or those previously

excluded e.g. Sool and Sanaag and aim at deepening understanding and citizen engagement.

Milestone 4. Strengthen political party policy development. Build the capacity of political parties to develop responsive, relevant and comprehensive policy platforms through citizen engagement

TARGET 1. DEVELOP CAPACITY ON KEY ISSUES SUCH AS INCLUSION, ISSUE IDENTIFICATION, ELECTION PLATFORM AND PROGRAMME DRAFTING, COMMUNICATION, FUND-‐RAISING AND CAMPAIGNING

This is an on-‐going priority for 2015.

• In late 2013, initial training on policy formulation was undertaken by IRI. But this needs to be scaled up as part of a comprehensive programme of developing cohesive or distinctive party platforms, and to support engagement with constituents to communicate and adapt such policy platforms.

• IRI undertook public opinion polls in Baki and Salaxley in 2013, following from the other polls it conducted at the national level (2012) and specifically in Hargeisa (2011). Local pollsters are now heavily experienced and competent.

• SIDA, EU, USAID and DANIDA are some of the key donors supporting implementing partners such as Interpeace, ADRA, Saferworld, DRC and others to promote democratization, inclusion, including women and marginalized groups, and effective participation of Non State Actors in the democratization process. Care has an important proram on youth leadership.

Challenges • Policy development. • Clan dominated voting. • Getting clans to allow women to stand for election. • Women’s democratic representation.

Priority 2 – ACCOUNTABILITY: Increase parliamentary accountability and responsibility and responsiveness to the public by developing mechanisms that promote strategic communication, transparency, constituent outreach, coalition development and accountability to party platforms

Milestone 1. Strengthen legislative review and oversight. Develop institutional capacity in the Parliament for legislative review and fiscal oversight

TARGET 1. PROVIDE CAPACITY BUILDING ON LEGISLATIVE OVERSIGHT

This is an on-‐going target for 2015.

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• Discussions facilitated among parliamentary committees to move forward on drafting and reviewing processes on key relevant legislation, but not through a comprehensive programme and with no formal review of the composition and capacity of Parliament.

TARGET 2. PROVIDE TARGETED CAPACITY BUILDING OF FINANCE-‐RELATED COMMITTEES WITHIN THE HOUSE OF REPRESENTATIVES FOR BUDGET PROCEDURES AND FISCAL OVERSIGHT

This is an on-‐going target for 2015 and 2016.

• The Public Accounts Committee deliberated over the Budget proposal for 2014 for the first time and called the Minister of Finance and the Budget Committee for several hearings.

• The Budget Policy of 2014 and 2015 requires the Ministers of Finance and National Planning and Development to report on the budget, and international development support respectively. Both are required to report to the Parliament on the Somaliland Development Fund allocations.

• The Public Financial Management Reform Strategy also has this has a priority action. The World Bank will likely support this.

Challenges • There are significant gaps in terms of the capacity for party policy-‐making functions, parliamentary oversight and

review that requires targeted capacity building of the House of Representatives. Parliamentary procedures need to be developed.

Way forward • A three-‐stage process will need to be initiated, in which (i) the current capacities of parties to develop responsive

policy platforms are first assessed; (ii) the internal capacities to perform the necessary policy drafting and public consultation activities strengthened; and (iii) the actual drafting, outreach and information-‐gathering activities are then initiated. International support is needed for all of these initiatives.

• Conduct the capacity and composition review of the parliament and its committees; design recommendations and an action plan based on the Somaliland House of Representatives Strategic Plan, APD/Interpeace’s Democracy in Somaliland: Challenges and Opportunities and IRI’s Strategy for International Democratization Support to Somaliland; and then work with all stakeholders and partners to implement the necessary reforms outlined by the recommendations and action plan.

Milestone 2. Improve constituency outreach and communication. Develop internal capacity within Parliament to engage with constituencies through training, hiring of support staff and formalization of outreach activities to both develop party platforms and communicate them

TARGET 1. ESTABLISH A CONSTITUENCY OUTREACH DEPARTMENT FOR PARLIAMENTARY STAFF

On-‐going target for 2016.

• IRI helped political parties set up branches in every district and conducted initial training. • IRI conducted initial joint trainings on citizen outreach for district councillors and political party local branches. • The chairman and/or presidential candidate of both opposition parties have conducted consultations with elders,

politicians and communities in several regions. President Silanyo, the Kulmiye Chairman and other ruling party politicians conducted a nationwide tour of the country in February 2014. The focus was on campaigning rather than consultation and outreach, but included discussions with local representatives on the concerns of their constituencies. A ‘Consultative Dialogue of National Political Parties’ was scheduled to be held in February, facilitated by the Academy for Peace and Development, to discuss the policy priorities and concerns of the country, but this was indefinitely postponed due to pressing political concerns.

• Parliament has also opened regional offices in February 2014 to facilitate constituency outreach with the support of UNDP

TARGET 2. TRAIN MEMBERS OF THE HOUSE OF REPRESENTATIVES ON POLICY PLATFORM DEVELOPMENT AND IMPLEMENTATION, AND CONSTITUENT OUTREACH

• If Parliament sets up a communications unit, UNDP will provide a national expert to support this unit.

Way forward • Begin with a development of the internal capacity of the two Houses of Parliament and their support bodies to

engage with their constituencies through training and hiring consultants and support staff; and then establish the necessary procedures, logistics and knowledge management and communications infrastructure to support the constituent outreach activities.

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Priority 3 – MEDIA: Strengthen relations between citizens, state and the media to better ensure press freedom, by establishing the necessary legal frameworks and stakeholder capacities to protect media rights and promote accountability, integrity, ethics and professionalism of the institution.

Milestone 1. Strengthen legal foundations for press freedom. Establish and institutionalize legal mechanisms for safeguarding media rights and ensuring journalistic accountability

The Netherlands, SIDA and EU are some of the key donors supporting media through implementing partners such as Free Press Unlimited, Stitching Press, Internews, and BBC Action etc.

TARGET 1. REFORM MEDIA LAW THROUGH A CONSENSUS-‐BASED PROCESS

This is now a 2015 target.

• Consultations, arranged by civil society, have been undertaken with regards to reform of the media law and further consultations are expected.

• On the international support side, the Somali Media Support Group is exploring avenues to possibly support Somaliland on development of a media law and associated processes.

TARGET 2. DEVELOP REGULATIONS AND CODES OF CONDUCT FOR THE MEDIA SECTOR

This is now a 2015 target.

• This has yet to take place, as it contingent upon a decision on media legislation.

TARGET 3. ESTABLISH INDEPENDENT ARBITRATION AND OVERSIGHT MECHANISMS

This is a longer-‐term target.

• This has yet to take place, as it contingent upon a decision on media legislation.

Way forward • There is an urgent need to revise Somaliland’s media law in an inclusive and participatory manner. The

Government as a whole, as well as civil society and media institutions, must prioritize the reconsideration, revision, dissemination and implementation of the current media law in order to alleviate the continued challenges faced by the media in Somaliland.

Milestone 2. Improve media sector capacities and professionalism. Provide the media sector with the institutions and resources to perform roles in line with agreed-‐upon standards and professional qualifications

TARGET 1. ESTABLISH A JOURNALISM TRAINING ACADEMY

This is realistically a 2016 target.

• The Somali Media Support Group is exploring avenues to first better coordinate present and planned training opportunities available to Somaliland journalists. In the long-‐term, a local institution would be desirable, but, as a first step, work is being undertaken to ensure better and more effective training be provided.

• While Somaliland journalists benefit from project-‐based training, a more sustainable, and locally driven, solution to on-‐going media training is required.

TARGET 2. ESTABLISH A COMMITTEE OF PROFESSIONAL JOURNALISTS

This is a 2015 target.

• The Somaliland Journalist Association (SOLJA) is the civil society organization responsible to protect the interests of the media industry. However, SOLJA requires increased support. To this end, SOLJA have submitted a proposal to the UNESCO Inter-‐ Governmental Panel on Development of Communication for funding to conduct a rapid organizational review, training on best practice in monitoring freedom of expression, and establishment of a legal aid fund for journalists.

• Decisions need to be made on the form of media regulation in Somaliland. Until then, SOLJA is the civil society organization responsible protecting and promoting the rights of media.

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TARGET 3. INCREASE EQUIPMENT, INFORMATION INFRASTRUCTURE, RESEARCH TOOLS AVAILABLE TO THE MEDIA SECTOR

This is on-‐going through to 2016.

• The Municipality of Hargeisa has provided land in Hargeisa to SOLJA to establish a Media Centre, however further funding is required to build the Centre.

Challenges • A functioning media sector is imperative not only to promote citizen participation in policymaking, but also to

contribute to the process of building strengthening democratic processes and holding state actors accountable.

Way forward • Both Government and the international community place high priority on media development through robust and

comprehensive capacity development programs.

Milestone 1. Enhance Government communication with the public. Enhanced citizen-‐state communication regarding priorities, activities, expenditure and overall governance performance

TARGET 1. BUILD THE CAPACITY OF COMMUNICATION HUBS WITHIN KEY MINISTRIES

Target will be met in 2016

• With the support of the Somaliland Development Fund, a Media Hub composed of 9 staff has been established within the Ministry of National Planning and Development. Purchase of equipment and agreement negotiations with targeted Ministries and Agencies in progress.

• The aim is to establish a functioning and sustainable communications hub in the Ministry of National Planning and Development, communications support to development projects, state-‐citizenship communications in the media and online, and evaluation of citizen awareness.

• There is also a communications hub at the Presidency, as well as the Ministry of Foreign Affairs, and Ministry of Livestock.

TARGET 2. PILOT COMMUNITY FEEDBACK AND OVERSIGHT PROJECTS TO BUILD STATE-‐CITIZEN COMMUNICATIONS

Target will be met in 2014 and 2016

• The Media Hub in the Ministry of National Planning and Development aims to conduct a perception survey by the end 2014 and at the end of 2016.

• The Joint Programme on Local Governance are also planning to do a smaller perception survey in the relevant districts.

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7. ANNEX 2: PSG 2. SECURITY Strategic Objective: Build professional, capable, accountable and responsive Somaliland security institutions that operate in service of the rights, obligations and protection needs of all sectors of society, while safeguarding deep-‐rooted peace and stability. Priority 1 – MARITIME SECURITY: Guarantee the safety and security of Somaliland’s waters by developing and strengthening the necessary policing, investigative, prosecution and incarceration institutions of maritime criminals, in accordance with human rights and maritime law.

Build the capacity of the Somaliland Coastguard. Develop the Coastguard’s capacity to protect Somaliland’s maritime realm from illegal activities (e.g. sabotage, subversion, terrorism or criminal acts; border exploitation; and illegal damage or removal of marine resources).

TARGET 1. ESTABLISH A NATIONAL MARITIME ADMINISTRATION WITH SUFFICIENT STAFF AND CAPACITY

• In September 2013, the Somaliland Government officially endorsed the Somali Maritime Resource and Security Strategy (SMRSS) that will help guide international support for Somaliland’s maritime security and law enforcement activities. Implementation of the SMRSS will be coordinated through the Regional Maritime Coordination Mechanism, with special thematic working groups for law enforcement and security, among others. This is being supported by the EUCAP Nestor program.

• Somaliland is also in the process of drafting a National Maritime Strategy that will provide context specific partnership guidelines, in line with the New Deal/Somaliland Special Arrangement and the National Development Plan (2012-‐2014).

• Other actors such as the UNODC Maritime Program for the Horn of Africa (MCP HoA) is providing support to all the targets under this milestone, however. In 2015, MPC HoA will also move towards supporting the Target “expand patrol capabilities through vessel procurement and embedded advisers.”

Challenges • The need to rapidly introduce the draft Coastguard Law, in line with (the yet to be ratified) Police Law. • Transparency of aid and coordination of maritime capacity building. • Budget (and future budget planning) for the Coastguard to support the transition towards ‘Limited Initial

Operational Capability’. • Lack of knowledge base within the Coastguard (this is starting to be addressed and EUCAP Nestor will aim to

rectify this in during 2014 – 2016). • EUCAP Nestor will predominantly focus on strengthening the knowledge base by investing – through the

Mentoring, Teaching and Training (MTT) activities – in the younger generation Coastguard Officers; and improving the organisation and functioning of the Coastguard Headquarters. This will, amongst other things, include aspects such as HQ staff procedures, writing Operational and Logistic concepts, Standard Operating Procedures (SOPs); but also provide advice on education, training and exercises; career planning etc. These activities will be sequenced and conducted in during 2015 – 2016. In 2015, particular attention will be directed towards establishing basic medical facilities and providing health care to Coastguard personnel.

TARGET 2. OPERATIONAL ACTIVITIES INCLUDING (INVESTIGATION AND EVIDENCE MANAGEMENT)

• EUCAP Nestor has engaged with the Somaliland Coastguard (SLCG) during March – October 2014 with a focus to establish a clear and unambiguous plan (called the ‘Tripartite Joint Action Plan for Somaliland’) to deliver the SLCG a ‘Limited Initial Operational Capability’ by the end of 2016. Part of this plan entails focusing on ‘Mentoring, Teaching and Training’ (MTT) for the young officers of the SLCG which, inter alia, concentrates on HQ functions and procedures, improvement of Somaliland (internal) coordination between ministries and national agencies that deal with (maritime) safety and security. EUCAP Nestor actively seeks to promote the principles of the Comprehensive Approach, which involves not just de-‐confliction, but above all collaboration and coordination with other stakeholders and donors operating inside Somaliland.

• In November 2014, a ‘in the spirit of the Comprehensive Approach’ meeting will be held to define the so-‐called ‘SLCG Blueprint 2015’ that aims to set forth the recognized priorities of work and potential ‘shared projects’ for 2015. By the end of 2016, it is hoped that the SLCG will be able to conduct the following (prioritised) Coastguard Functions: i) Presence Operations; ii) Counter IUU fishing; iii) Search and Rescue; and iv) Provide Environmental Over-‐Watch and Protection. In view of the limited current SLCG afloat capabilities, shore support infrastructure and supplies (such as fuel), the aforementioned tasks will have a limited range and endurance until such time that larger Coastguard vessels are introduced.

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• Oceans Beyond Piracy are providing advice, coordination support and capacity-‐building to the Counter Piracy Office and Counter Piracy Task Force to carry out its maritime law enforcement and governance activities.

• UNODC mentors will incorporate into the future training curriculum of the Coast Guard basic levels in the area of investigation and evidence management, to include topics such as: evidence gathering, contemporaneous evidence gathering, brief preparation, and exhibit handling.

TARGET 3. SAFETY, PRECAUTION AND ROLES/RESPONSIBILITIES

• EUCAP Nestor, under the remit of providing strategic advice, submitted in May 2014 a Discussion Paper under the title ‘Critical Infrastructure and Littoral Protection and Response Agency (CILPRA)’, aimed to initiate internal Somaliland dialogue on current and future Crisis Management Response scenarios and response options that will involve future Coastguard capabilities. Its findings are assessed as pertinent to the identification and prioritisation of the aspired Coastguard ‘Capability Targets’, and to identify potential synergies with other national programmes, and associated cost savings.

• In the first half of 2014, technical expertise in engineering was delivered to the Berbera Coastguard by UNODC’s Marine Engineering Trainer who has been based there since June 2013. He has trained a number of classes of mechanics, established workshops, and increased engineering capacity substantially. More importantly, the mentor laid the foundations for the expansion and intensification of the mentoring programme.

• In September 2014, UNODC MTCP HoA deployed a further three new mentors to join the Engineering Mentor at the Somaliland Coastguard base in Berbera. Two of the mentors have extensive expertise to operationally develop the on-‐water capacity with an ultimate focus to build an effective law enforcement of the Territorial Sea of Somaliland. The team of four are now delivering an intensive package of technical assistance to the Somaliland Coastguard. Focus is on delivering continuous training to Coastguard officers in core maritime policing skills and maintenance of mechanical engines. Technical assistance to the Somaliland Coastguard will be complimented by delivery of material support such as engines, spare parts for engine maintenance, communication radio equipment, office equipment, and more. The mentors will give particular attention to attaining safety equipment to an international standard.

• By October 2014, the mentors have progressed an audit of operational capacity structured to include an inventory of the vessels attached to the Somaliland Coastguard whereby a profile has been created for each vessel including ID No., picture, and information related to capability to perform its task, safety, and any mechanical issues. This profiling will serve as the basis from which to prioritize work related to rehabilitation of these vessels and it will allow for a more strategic approach to procurement and a sustainable model incorporating financial and technical models for the SLCG to build upon. It is UNODC’s assessment that the Somaliland Coastguard is over-‐provided with vessels and submit that a rationalization of vessels will allow for future sustainment of capacity. Estimates are that 60% of them will never be used operationally even if technically seaworthy.

TARGET 4. PROVIDE/IMPROVE NECESSARY EQUIPMENT & INFRASTRUCTURE TO MEET BASIC OPERATIONAL CAPABILITY NEEDS

• UK/Adam Smith International is supporting a capacity building program of Somaliland Coastguard officers in defence and security management through Cranfield University. This includes refurbishment and building of essential infrastructure, including the Zeila Coastguard Station, the Coastguard Headquarters in Berbera (wall and training rooms) and antenna towers and radio units at Berbera, Zeila, Lughaye, Karin and Mayd, as well as the provision of vehicles, radios, engines and engineering tools.

• EUCAP Nestor by way of its ‘light equipment’ donations has provided second-‐hand outboard engines, hi-‐power binoculars, a Rigid Hull Inflatable Boat, miscellaneous safety equipment; and flat screens for use in the Berbera Coastguard Headquarters. A so-‐called ‘deployable IT Learning Environment’ has been procured to support instruction in the use of IT and MS-‐Word programmes at the EUCAP Nestor Field Office in Hargeisa and/or at SLCG Headquarters; this system can also be used to teach and train internal HQ procedures such as file management, stores accounting, personnel management, etc. Part of the aforementioned ‘SLCG Blueprint 2015’ will involve refurbishment of HQ facilities, in principle to be conducted as a shared undertaking between two, or more, donors.

• In July 2014, approximately US$100,000 worth of spare parts for vehicles and boats were delivered to the Berbera Coastguard. The items were placed in a secure storeroom at the Coastguard Headquarters, which was established by the Engineering Mentor. Three storage sheds were cleared out in order to unpack the items onto racking so to progress with an inventory for the accountability of the products. Forms for this process have been created to ensure proper stock use and monitoring.

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• The spare parts are now used for repair and maintenance of the vehicle fleet and boats used by the Coastguard with associated supervision and mentoring from the UNODC mentor team in Berbera. In addition to this, equipment to refurbish the Coastguard's jetty has also been delivered.

TARGET 5. TECHNICAL USE AND UPKEEP OF EQUIPMENT

• UNODC, supported by the UK Government, are training, mentoring and providing equipment for maintenance, engineering, communications, command, management, basic maritime law, human rights awareness and administration. However, there may be an interest in scaling up these programs..

Milestone 2: Monitoring and detection capabilities strengthened across Somaliland coastal zones. To allow for comprehensive identification and awareness of legal and illegal activities in Somaliland’s waters.

TARGET 1. ADOPT RELEVANT MARITIME LEGAL FRAMEWORK

• Somaliland’s Ministry of Fisheries has passed Regulations on the Registration & Licensing of Fishing Vessels to provide the legal framework distinguishing legal fishing from Illegal Unreported and Unregulated fishing, based on Fisheries Law (1994). An updated version of the 1994 law was identified as necessary and amendments are being looked into.

• EUCAP Nestor is developing the so-‐called ‘Littoral Community Engagement & Development’ concept that seeks to promote closer cooperation between the Coastguard and local coastal communities. The LCE&D Concept seeks to achieve the following: o Have the capability for the Future Coastguard to conduct sustained presence operations in the remoter areas

of the Somaliland littoral; o When necessary, be able to provide support to land-‐based Police contingencies from the sea; and o By their sustained presence in the littoral, demonstrate GoSL interest in enduring maritime security; creating

the conditions for economic development to kick off (because the environment is perceived as safer and more secure). Foreign investment is more likely to kick-‐in sooner.

• UNODC MCP HoA is also providing support for this Target. Draft laws are in place, however, the ability to meet this Target is in the hands of the GoSL machinery.

TARGET 2. CONDUCT TRAINING FOR JUSTICE SECTOR ACTORS IN MARITIME LAWS

• EUCAP Nestor has provided legal expertise to draft the Somaliland Coastguard Law. • EUCAP Nestor will plan for 2015 training for prosecutors; and in addition, when necessary, it will aim to facilitate

and provide advice and assistance in relation to the ratification of the Coastguard law. • UNDP trained judicial and prosecution personnel for piracy trials, and to provide capacity-‐building to prosecute

and put on trial pirates in 2012 however, this was not sustained through 2013. • In late March – early April 2014, UNODC’s MTCP HoA delivered a four-‐day training course in Addis Ababa,

Ethiopia, for 16 Somali judges, prosecutors, and legal educators from the Somalia Federal Government, GoSL, Puntland and Galmadug. The course, which was delivered with International Maritime Organisation, and EUCAP Nestor, was designed to provide a detailed introduction to the law relating to maritime crime, for practitioners and educators working in this field. A legal drafting workshop was delivered to judges and lawyers in connection with the training course at which agreement was reached on next steps in the process of ensuring that Somali maritime police and coastguard organisations are placed upon a firm legal basis.

TARGET 3. PROVIDE EQUIPMENT AND TRAININGS TO ENHANCE INVESTIGATION CAPACITIES

• UNODC, which built a maximum-‐security prison with wards specifically designated to hold convicted pirates, continues to provide support to the custodial staff and operational costs, but is scaling down its support for this. UNODC has also facilitated discussions and fact-‐finding missions of donors to secure funding for further building and capacitating of prison facilities to hold convicted maritime criminals.

• EU/Norwegian Crisis Management have equipped Berbera Port with a radar and AIS, and undertook a study for further short-‐term detection support.

• EUCAP Nestor have donated high-‐power binoculars to the Coastguard for coastal observation in October 2014. On ratification of the Coastguard Law (expected by 2015), bespoke MTT will be conducted for selected Coastguard personnel to enhance investigation capacities and procedures for the hand-‐over of evidence.

Challenge • The main challenge is to upgrade, equip and maintain coastal surveillance facilities, and train and educate

dedicated personnel. This is a process that will take several years, beyond 2016. Piecemeal approaches, without

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donor coordination will negatively influence progress in this area. The more remote coastal zones will pose additional challenges in view of lack of infrastructure, lack of basic facilities and services for donors to operate. In particular, enhancing the knowledge base of personnel tasked with monitoring and detection roles; and commence a phased, coordinated approach to upgrade and equip facilities with the necessary equipment.

Priority 2 – POLICE: Develop a civilian police force that is responsive and accessible to the public; accountable to justice, parliamentary and civil society institutions; and works in partnership with local communities and other security institutions to maintain law and order while safeguarding human rights.

Milestone 1: Improve access to trained, accountable and responsive police force at the community level. Capacities of police strengthened to better respond to the security needs of communities, in line with developed standards and laws.

TARGET 1. UNDERTAKE POLICE NEEDS ASSESSMENT AT COMMUNITY LEVEL

• The Police Act has been drafted, it has been sent to the President, however it has been sent back to be tabled and discussed – transition from a military to civilian organization.

• UNODC Criminal Justice Program has trained a legal advisor at the Ministry of Interior on legal drafting, however such specialized skills needs to be better institutionalized in the Ministry due to its wide mandate.

• UNDP will be working with the police to develop a 5-‐year strategic development plan for the police, with a 2-‐year implementation/action plan. This will be completed by end of 2014. UNDP has also completed the following: o Needs assessment on Model Police stations; o Needs assessment on Children & Women desks; o Functional Review of Police HQ; and o Road Safety and Traffic Management plan is developed.

TARGET 2. CARRY OUT COMPREHENSIVE TRAINING AND RECRUITMENT PROGRAMME

• Adam Smith International recently completed projects including police training, building of the Counter Terrorism Unit Headquarters, and Central Investigation Department (CID) specialized training. The UK-‐funded Police Reform & Development Programme began in February 2014, with Adam Smith International leading a consortium targeting the following three areas with the following activities: o Institutional Reform: Includes national review of policing policy, as well as development of other systems

and processes that contribute to a central police command operating as an institution; o Accountability/Oversight: Building the capacity and resource-‐base of the Ministry of Interior oversight

mechanisms (Complaints Unit); Parliamentary Sub-‐Committee on Security, Defence and International Affairs; and the Independent Complaints Commission (ICC); and

o Training: Officers (CID and others) in investigation, including use of forensic labs, oversight officers in Ministry of Interior, parliament and the Independent Police Complaints Commission; and Training of Trainers for Mandera Police Academy in specialized areas. Adam Smith International is going to train trainers in Hargeisa who are going to operate from two pilot regional hubs in Borama and Burao. The trainers will travel to regions and districts.

• UNODC Criminal Justice Program has completed all module content for a Comprehensive Education Programme for Police Officers, and 4 separate course frameworks for New Recruits, Supervisors, Junior Officers and Senior Officers.

• UNDP has conducted Training of Trainers for Mandera Police Academy trainers, as well as for selected police personnel. Under the UNDP program, two Model Police Stations were commissioned in Hargeisa and Burao with all equipment, and some transport, uniforms and communication equipment. The program also provided specialised training for 60 station Commanders.

Challenges • Capacity development for of the police is a long-‐term effort requiring investment in human resources, equipment,

and infrastructure for the police to be truly effective. Funding gaps for trainers and traveling resources remain. • While short-‐term training programs are helpful, there is an urgent need to develop a Comprehensive Education

Program for police that helps design a cohesive course framework.

TARGET 3. ROLL OUT RIGHTS-‐BASED COMMUNITY AWARENESS-‐RAISING CAMPAIGN

There are a number of initiatives supported by various donors on a rights-‐based community awareness campaigns. For example. DDG have a programme that supports communities engage and with local authorities to identify and address their safety concerns. Rift Valley Institute aims to strengthen the participation of non-‐state actors in decision-‐

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making on peace, security and development. Other actors are UNDP and DDG, with IOM focusing on the rights of IDPs.

Challenges • For the Ministry of Interior to discharge its oversight and accountability mandate of the police, there are not only

capacity gaps, but also a lack of equipment and infrastructure. • Demilitarisation of the police requires attitudinal change, and this is an ongoing, long-‐term effort.

Milestone 2: Improve crowd control and rights-‐based public order procedures. Police engagement with the public around elections, demonstrations and media activity better ensures public safety and freedom of expression.

TARGET 1. DEVELOP LEGISLATION AND CODES OF CONDUCT ON PUBLIC ORDER, AND TRAIN POLICE TO UPHOLD THEM.

This target has not been met. The Police Act has been drafted with the support of UNDP however, it has not yet been ratified.

TARGET 2. FACILITATE DIALOGUE BETWEEN POLICE AND SECURITY ON COOPERATION, ESPECIALLY AROUND ELECTION SAFETY/SECURITY

This target has not been met but, should be a 2015 target. • The civil society group SONSAF held a workshop on media-‐state relations where one outcome was that the police

needed to be a larger part of the debate and consultation process on the protection of free speech of the media. • Similarly, International Republican Institute (IRI) held a strategy prioritization workshop in preparation for the

2015 elections where stakeholders expressed the need for training of police on its relationship with the media. This recommendation requires resourcing.

• Under the UK/Adam Smith International program, the institutional reform component target looks at media development, and providing training for a media person. This is a 2015 target.

• A police media hub requires equipment. Ideally, the hub would be headed by someone with media experience who could work along side someone with police experience.

Milestone 3: Improve crowd control and rights-‐based public order procedures. Police engagement with the public around elections, demonstrations and media activity better ensures public safety and freedom of expression.

TARGET 1. DEVELOP A PROGRAMME TO REFORM AND THEN EXPAND DISTRICT SAFETY COMMITTEES TO BETTER SERVE AS A PLATFORM FOR COMMUNITY ACTORS TO COORDINATE IN ADDRESSING LOCAL SECURITY CONCERNS, INCLUDING CONFLICT MEDIATION

• Under the UNDP Program, two Model Police Stations in Hargeisa and Burao have been established with better community links. Lessons need to be learned from these efforts and financing for such initiatives should be scaled up.

• The Danish Demining Group (DDG) is doing some work in relation to this with the UK/Adam Smith International however; the program is still in its early days. District Safety Committees have been established with the support of DDG, however this requires more enhanced police community engagement. DDG is doing the citizen engagement and Adam Smith International is working on the police engagement. In the 2015 work plan for the police program, there are activities to pilot District Safety Committees in Burao and Borama to better engage with local policing there.

Challenge • Based on interviews with the Ministry of Interior, there is a sense that these pilots are useful, however, there is a

need for an overall blueprint for the police. The Police Charter of 2010, does give some aspirations but, implementation is a challenge.

• The 5-‐year Strategic Plan should shape the model when it is implemented. The Strategic Plan needs to be properly costed and funded, with proper leadership from the GoSL.

• The Police Code of Conduct needs updating to reflect the Police Charter.

Priority 3 – BORDER SECURITY: Develop the capacity of the Government to manage the movement of people, finance, goods and other material in and out of its borders in a manner that provides for the safety, security, human rights and dignity of all its citizens, and which prevents against potential dangers posed by smuggling and trafficking of people and materials.

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Milestone 1: Reduce levels of human trafficking. Investigate and address the root causes of human trafficking (tahriib), including by undertaking preventative, responsive and protective measures to dismantle networks, raise social awareness and enhance law enforcement capabilities.

TARGET 1. UNDERTAKE STUDY INTO THE ROOT CAUSES OF TAHRIIB.

• The Danish Refugee Council (DRC), with the support of the European Union, will be conducting a study to explore and document the specific causes, trends and patterns of human trafficking in Somaliland. The study aims to i) contribute to a better understanding of the situation of human trafficking in Somaliland, how it is done, why it is done and the consequences among survivors and the community; and ii) create awareness of human trafficking in Somaliland and inform future policies and actions on prevention protection and response.

TARGET 2. BUILD THE CAPACITY OF THE REGIONAL MIXED MIGRATION TASK FORCE.

• The GoSL established the Mixed Migration Task Force in 2012, as well as a Ministerial Committee on Anti-‐Tahriib and Job Creation in 2013. However, these bodies need capacity development as well as resources to be fully effective and functional.

• IOM have a mixed migration program. The overall objective of this programme is to strengthen the protection of, and provide emergency assistance to, irregular migrants in Somaliland, Puntland and Djibouti, and potential migrants and returnees in Ethiopia, including the assisted voluntary return of the most vulnerable.

TARGET 3. SCALE UP ANTI-‐TAHRIIB AWARENESS-‐RAISING CAMPAIGN.

• IOM have conducted awareness-‐raising campaigns, and have established border committees with the Department of Immigration, some governors and civil society to protect and rescue victims of tahriib, although the committee does not have the resources to function.

TARGET 4. CONDUCT BORDER PATROL AND POLICE TRAINING ON ANTI-‐SMUGGLING, AND HUMAN RIGHTS OF VICTIMS

• IOM has established Counter Human Trafficking Networks in Somaliland, and has held training to enhance the capacity of the police and immigration officers at border areas on how to conduct intelligence-‐led investigations, detect human trafficking and prosecute the traffickers. There is continuous operational and capacity building support of the Migration Response Centres in Somaliland and other areas of the Horn.

Milestone 2: Develop and enforce robust AML/CFT legal and regulatory framework. Strengthen regulation of the financial and money transfer sectors to ensure compatibility with international standards, while promoting sustainable remittance flows.

TARGET 1. CONDUCT AML/CTF VULNERABILITY AND THREAT ASSESSMENT

• This target has not been met, but should be a priority for 2015. Somaliland however participates in Working Group 5 of the Contact Group on Piracy off the Coast of Somalia, which pertains to tackle illicit financial flows and their links to maritime crime.

TARGET 2. DEVELOP AML/CTF ACTION PLAN, AND ESTABLISH AN INTERAGENCY COMMITTEE FOR IMPLEMENTATION

• On 23 November 2013, UNODC organized a workshop on regulation and reporting mechanisms for money or value transfer services (MVTS) in Hargeisa. GoSL and the private sector agreed to common set of objectives, recommendations and guidelines on regulation and supervision of money or value transfer services to take forward. UNODC agreed to coordinate international partners in supporting the GoSL and private sector find a common ground in terms of regulation development and supervision mechanisms, whilst complying with international standards and best practices. However, due to the tragic circumstances in Galkayo, these activities were put on hold.

• The Bank of Somaliland organized a Conference on Remittances, Compliance and Financial Crime on 6 August, 2014. The Governor of the Bank of Somaliland, Mr. Abdi Dirir Abdi, presented a draft Anti-‐Money Laundering Act. The purpose of the Anti Money Laundering Act is to prevent and prohibit the use of the financial system for money laundering or the financing of terrorism. The Act recognizes that money laundering is a criminal offense. An action plan was drafted up as an outcome of the conference.

TARGET 3. ESTABLISH A FINANCIAL INTELLIGENCE UNIT AND EQUIP WITH MONITORING TECHNOLOGY

This has not been accomplished. However, it is set out in the Anti-‐Money Laundering Action Plan

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Milestone 3: Strengthen existing border management regime structure. Enhance deterrence, detection, prevention and lawful interdiction capabilities of border security agencies at existing points of entry, to address illegal cross-‐border activities.

TARGET 1. REFORM OF IMMIGRATION LAW

This target has not been met and requires further technical assistance.

TARGET 2. BORDER CONTROL AGENCIES EQUIPPED WITH DOCUMENTATION, DETECTION AND COMMUNICATION TECHNOLOGY

• IOM has equipped 4 out of 5 official border entry points (with the exception of Las Anod) with Personal ID Systems.

TARGET 4. ESTABLISH SPECIALLY TRAINED BORDER AND CHECKPOINTS POLICE

• Adam Smith International supported by the UK Government has provided basic coordination training to the Intelligence Unit at the Immigration Department HQ.

Priority 4 – SECURITY ARCHITECTURE: Develop a reformed security sector architecture, with more effective mechanisms for coordinating information and intelligence between national, regional and local structures; engaging in proactive threat and crisis prevention and management; and cooperating in international efforts to address global threats to peace and security.

Milestone 1: Establish functioning and effective national coordination mechanisms. Build capacity of existing security sector coordination mechanisms and partnerships, and establish information and intelligence-‐sharing infrastructure.

TARGET 1. DEVELOP AND ENDORSE A NATIONAL SECURITY STRATEGY ACTION PLAN

A national security strategy exists.

TARGET 2. PROVIDE CAPACITY-‐BUILDING AND GUIDANCE TO SECURITY SECRETARIAT

There is some capacity development provided to security actors on security sector reform.

TARGET 3. INSTALL COMMON IT INFRASTRUCTURE ACROSS SECURITY INSTITUTIONS

• Adam Smith International, with support from the UK Government, are providing IT support. This includes updating police communication capabilities and capacity in Hargeisa, Burao and Borama regions. Going forward it is important that different actors providing IT support are coordinated and look to IT integration within the police and the justice sector.

TARGET 4. CONDUCT TRAININGS IN INTELLIGENCE AND SECURITY DATA MANAGEMENT

• There is some training on intelligence capacity development.

Milestone 2: Establish coordinated decentralized security structure. Develop stronger lines of authority, communication, coordination and management from the regional and district level to the centre.

TARGET 1. CONDUCT STUDY ON DECENTRALIZATION OF SECURITY

This target has not been met.

TARGET 2. DEVELOP A DISARMAMENT, DEMOBILISATION AND REINTEGRATION (DDR) POLICY TO STREAMLINE CONSOLIDATION OF SECURITY FORCES UNDER SINGLE STRUCTURE

This target has not been achieved. • The National Demobilisation and Re-‐integration Commission (NDRC) is presently registering all police, custodial

corps and military personnel. The NDRC is leading the GoSL’s efforts to address the problem of police force restructuring. In collaboration with the Ministers of Finance and Interior. The NDRC hopes to provide a pension and retirement scheme for the police, but is underfunded to carry out its task. The Ministry of interior and the Ministry of Defence have been invited to the Civil Service Reform Steering Committee to ensure a harmonised, affordable Pensions and Retirement Scheme is established across the board in Somaliland. It is anticipated that the Pension policy will be developed with the support of the World Bank in 2015.

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• Danish Demining Group and UNDP are supporting the GoSL in small arms and light weapons (SALW) management at the national level, to limit the proliferation of SALW and to maintain a more structured system of security enforcement responsibility.

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8. ANNEX 3: PSG 3. JUSTICE Strategic Objective: Improve access to an efficient and effective justice system for all Priority 1 -‐ CAPACITY: Strengthen the capacity of the courts through extensive training and the provision of required equipment to ensure that they can carry out their core functions.

Milestone 1. Establish a case management system. Case management system should include manual and automated options that meets minimum standards

TARGET 1. ESTABLISH CASE MANAGEMENT SYSTEM PROCEDURES AND MANUAL

This can be completed in 2015 pending funding.

Progress • In 2007, UNDP, with DFID funding, undertook a comprehensive assessment on case management systems of

Somaliland courts. On the bases of that assessment, UNDP introduced methods of case management reform, on a pilot basis. In 2012, UNDP expanded the piloted case management reform methods to lower courts in four main regional Cities (Hargeisa, Berbera, Burao and Borama).

• In 2014, UNDP collaborated with the Supreme Court and Higher Judicial Council to continue supporting this process and developed a court case database -‐ the initial step towards automated court case tracking and management system.

• In addition to supporting the courts, UNDP introduced and supported implementation of the same case management reform methods to the regional offices of the Attorney General in Hargeisa, Burao and Borama and Berbera.

Challenges

• Most regions of Somaliland need district courts to be built in order to absorb case management reform methods. Furthermore, it will be necessary to introduce automated case management systems in the lower courts (Appeal, Regional and District courts) in Hargeisa.

• Until the necessary infrastructure is built, possibilities include implementation of other case management reform methods such as recording and transcribing systems to improve recording of court case proceedings in the 16 courts where other case management reform methods were introduced in the past years.

Way forward

TARGET 2. LAUNCH PILOT SYSTEM IN AT LEAST ONE DISTRICT COURT AND ONE COURT OF APPEAL

This target has been met.

Progress • In 2014, UNDP supported the expansion of pilot case filing and manual case tracking systems in courts of 4 main

regional cities, including in Erigavo , as well as for the Supreme Court. Further training on the application of the introduced case management systems reform is planned for 62 staff members of courts in Hargeisa, Burao, Berbera, Borama and Erigavo.

• UNDP is developing electronic databases for court cases.

Challenges • Implementation of the court case management system reform implies change in the internal organizational

structure of the courts to adopt a court structure with the necessary supporting staff needed for proper implementation. There has been no step taken towards this. UNDP had a plan to support implementation of other important court case management systems reform such as “Electronic Recording and Transcribing of Case Proceedings to Improve the Production of Court Case Transcripts”, but could not provide such support due to lack of funding.

Way forward • Case management piloted in 2012 to be reviewed, improved and rolled out by end 2014 in at least 1 district court

and 1 Court of Appeal. • Case management manual to be completed with accompanying training by end 2014.

Milestone 2: Establish the Somaliland Legal Training and Resource Centre (SLTRC). SLTRC should serve as a “centre of excellence” for professional learning and development of all legal professionals

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TARGET 1. NOMINATE BOARD OF DIRECTORS AND ESTABLISH SECRETARIAT

• The SLTRC will operate as a centre of excellence for professional learning and development of legal professionals. The SLTRC would be a quasi-‐independent institution featuring a Board of Directors, chaired by the MOJ and include the Supreme Court, Attorney General, High Judicial Council, Lawyers, Legal Professionals, Law Review Commission, Custodial Corps and other stakeholders.

• The government has allocated USD 30,468 to construct a Training Hall for the Ministry of Justice which will be used as an interim facility before resources are secured for the SLTRC.

• UNODC has provided support to finalise the project plan to develop the SLTRC, has designed the outline of a Comprehensive Education Programme for Prosecutors, and has commenced training of prosecutors and judges.

Way forward • Capacity building to be conducted for the board of directors, secretariat and faculty • UNODC to finalise Comprehensive Education Programmes for Prosecutors and for Judges.

TARGET 2. DEVELOP KEY REFERENCE MANUALS FOR DIFFERENT LEGAL PROFESSIONALS TO SERVE AS A RESOURCE BASE FOR THE SLTRC

This target will be met by end 2014. • UNDP hired a consultant who had developed and produced a judicial reform training assessment and strategy. • For potential utilization at the SLTRC, UNODC/INL developed the outlines of comprehensive professional

development courses for prosecutors and all levels of the police, and the full content of the professional development curriculum for legal aid practitioners.

• UNODC/INL completed Somali drafts of key reference manuals for legal professionals to create a solid resource base for the SLTRC, including the Legal Aid Manual for legal aid practitioners; a Prosecutors’ Manual; Sentencing Guidelines and Sentencing Policy for Judges; Criminal Trial Courts’ Bench Book for Judges; a Litigants’ Charter for Court Users; Legislative Drafting Manual; Training Manual on Serious Crime Operations for Police, and Standard Operating Procedure (SOP) for Criminal Investigation for Police.

• UNODC/INL will complete module content and lesson plans for prosecutors and police for implementation at the SLTRC. UNODC will develop the outline of a judges’ professional development course.

• Horizon Institute/DFID: The Somaliland Justice Sector Project (SJSP) has committed funds to work with justice stakeholders to support the development of a coordinated and coherent judicial training framework.

• UNICEF is working with the MoJ in the development of training curriculum on juvenile justice to police, judges, prosecutors and lawyers.

Way Forward • UNODC to propose and establish curriculum standards. Milestone 3: Strengthen the capacity of the Higher Judicial Council (HJC). In order to have an independent judiciary, it is also important to have a capable judiciary

TARGET 1. FINALIZE PROCEDURES, GUIDELINES FOR THE JUDICIARY TO TRANSITION TO AN INDEPENDENT AND ACCOUNTABLE JUDICIARY

This target will be met in 2015. • UNDP/ EU has been supporting the HJC for the last 2 years through institutional capacity building of the HJC as

well as enhancing accountability of the judiciary. Key achievements realised were: § Establishment of the secretariat of the HJC, including a new office space and an operational manual for the

HJC. § Judicial Code of Conduct developed and adopted; Inspection scheme was established Judicial Independence

law drafting initiated in 2014. § Capacity of HJC and its secretariat strengthened through training on its core responsibilities by end 2014. .

• UNODC will complete the Criminal Trials Court Bench Book for Judges by end 2014. UNODC will pilot training to judges on the key materials in the Bench Book.

• By the end of 2014, competence of the HJC will be strengthened with the creation of nomination guidelines, processes and the establishment of the best ways of making judges accountable to their actions.

• Horizon Institute / DFID is planning to initiate support to the HJC and its secretariat in areas of its core mandate including a functional review of the institution; development of its systems and procedures (based on a needs assessment).

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• By end 2014, a justice sector retreat will be organized by the government and supported by Somaliland Justice Sector Project (SJSP)/DFID to better clarify the delineation of roles and responsibilities of the Chief Justice, Attorney General, including in regards to how to balance their authority and independence with MoJ oversight and responsibility assurance. Dialogue could be facilitated by independent experts who are familiar with the working relationships between the Ministry of Justice and the judiciary, and from an African country with contextual similarities, such as South Africa.

• By the end of 2014, Horizon Institute aims to work with the HJC to develop tools to raise awareness of the Somaliland Code of Conduct for Judges and Deputy Attorney General's.

Challenges • For 2014, this will require resources and technical support to start building the institutional capacity of the HJC to

take over the administrative functions from the MoJ

Way forward • Implement transition plan. • UNODC to facilitate the development of a management and organizational structure for an independent judiciary. • Adopt fair and transparent process for receiving complaints against the judiciary.

TARGET 2. LAUNCH “KNOW YOU LEGAL RIGHTS” CAMPAIGN

Target will be met in 2014. • A ‘know your rights’ campaign to 100,000 Somalilanders, called the Litigants’ Charter Advocacy Campaign, is

currently being implemented by UNODC alongside NGOs, Legal Aid Providers in all regions.

Way forward • UNODC to roll out the ‘know your rights’ Litigants’ Charter Advocacy Campaign to 500,000 Somalilanders

alongside NGOs, Legal Aid Providers in all regions. Priority 2 – STANDARDS: Clarify the roles and responsibilities of law-‐making bodies and strengthen their institutional capacity, including the capacity to prioritize and draft legislation that is harmonized with existing body of law.

Milestone 1: Develop a comprehensive legal reform strategy. Strategy should clearly delineate roles, processes, and responsibilities for legal drafting, review and amendments

TARGET 1. STANDARDIZE LEGAL TERMINOLOGY

This is a 2015 target. • By end 2014, a comprehensive law reform strategy will be developed with clearly delineated roles and

responsibilities for law making. • This will include the standardization of legal terminology, legal drafting standards, and a clear process map for

each stage of legal drafting, legal review, and legal amendments proposed by Parliament. • UNDP (A2J) hopes to support the SL Law Reform Commission in standardization of Somali legal terminology with

the development of a draft glossary by end of 2014. • UNODC will support the development of an Interpretation Act to codify the definition of legal terms.

Challenges • The Law Review Commission operates as a part-‐time committee expected to review all laws. The Commission

does not have the mandate to draft new laws, only to review existing laws. • The Commission receives no international support, and has only been allocated a small lump sum this year by the

government. It does not have the capacity or resources to make any progress in ensuring the reform of these four laws.

TARGET 2. DEVELOP A COMPREHENSIVE LEGAL REFORM STRATEGY DELINEATING ROLES AND RESPONSIBILITIES FOR LAW MAKING

This target was partially met in 2014, but should be addressed in 2015. • UNODC has developed a legislative drafting manual and has trained legislators to establish common drafting

standards.

Way forward • UNODC to implement advanced training and mentoring on legislative drafting.

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• Establish drafting standards and a process map for each stage of legal drafting, review and amendment as proposed by Parliament. Review and update Penal/Civil Codes and related Procedural Codes

Priority 3 – ACCESS: Promote a more responsive and accessible justice system that promotes human rights for all

Milestone 1. Launch alternative dispute resolution mechanisms. Mechanism should serve to harmonize the three different legal systems in Somaliland: modern, traditional (xeer) and sharia. Diversion and probation systems should also be strengthened

TARGET 1. PREPARE LEGAL FRAMEWORK FOR ADR IN CRIMINAL CASES

This is a 2015 target.

TARGET 2. MONITOR IMPACT ON WOMEN AND VULNERABLE GROUPS

This is an ongoing target through to 2016.

Way forward • Based on lessons, develop a strategy to link the formal to informal systems that ensure justice, particularly for the

most vulnerable

TARGET 3. TEST DIVERSION GUIDELINES IN AT LEAST 2 PILOT SITES

More realistic for 2016. • UNDP’s Community Safety Program (CSP) has, with the MOJ, started a youth for change programme where

prisoners were trained.. When the new Prison Act is adopted it is expected that UNDP/CSP will support launching the parole system.

Way forward • Scale up of parole activities into other regions in line with the Prison Act. Milestone 2. Equip mobile court system. System should enable prosecutors and lawyers to travel with mobile courts, providing greater access to the justice system

TARGET 1. PROCURE 18 VEHICLES TO SUPPORT MOBILE COURTS SYSTEM IN ALL REGIONS

This is delayed, pending funding. • UNDP is supporting operations of the Mobile courts in 5 regions of SL.

Challenges • The mobile court judges cannot function without the presence of the prosecutors and lawyers, particularly when

the case is among those where having a lawyer is mandatory. UNDP has supported the mobile court project in Somaliland since 2010. However, the services of the mobile courts are affected by a lack of sufficient transportation. There are currently only 6 mobile courts in Somaliland, with each region being provided one vehicle by UNDP.

Milestone 3: Ensure access to public defenders. Strengthening legal aid is a priority

TARGET 1. TRAIN JUSTICE SECTOR PROVIDERS ON RECORDS MANAGEMENT

Some targets met in 2014, to be continued in 2015 and 2016. • Strengthening of legal aid is a priority for the GoSL. The Ministry of Justice is committed to establishing a Public

Defenders Office for effective and quality legal aid. The scheme will have a Public Defender Council – an independent public institution – and the Public Defender Officers who provide legal aid in the regions and districts).

• UNDP/EU & UNODC/INL’s existing programs both have activities that aim to strengthen legal aid to all vulnerable groups (A2J for women)

• UNODC/INL Criminal Justice Programme has delivered policy and legislative formulation, and the Legal Aid Act which was endorsed by the Council of Ministers in October 2014.

• UNODC/INL Criminal Justice Programme has written a Legal Aid Manual and Curriculum for legal aid practitioners, and disseminated/piloted both in February 2014.

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• UNDP has a program providing legal aid to the vulnerable and marginalized. It has supported 4 legal aid partners in providing legal aid services including representation, mediation, counselling and advice in all Somaliland 6 regions, including Laas Anod. In 2014, UNDP will continue its support to legal aid provision in SL.

• In 2013, UNDP supported MOJ in preparation and adoption of National Legal Aid Policy, guidelines on access to a lawyer and legal aid services as well as to courts; and legal aid Code of Conduct. In 2014, UNDP is supporting MOJ to undertake dissemination exercises on the adopted legal aid regulatory frame work as well as the enforcement of the same.

On going activities include: • Horizon Institute/DFID will support the MoJ to facilitate the Public Defenders Office’s development meetings with

stakeholders, prepare background comparative study on PDOs and submit a detailed plan to establish a Somaliland PDO (subject to MoJ endorsement).

• Horizon Institute is also working with lawyer’s licensing and Ethics Committee to Introduce systems and procedures for the administration of licenses for independent lawyers, Drafting code of conduct and disciplinary procedures, and train independent lawyers to enhance knowledge skills and professionalism by end of 2014

• UNDP will support the operations of the PDO. UNDP will also support the MOJ in disseminating and enforcing the adopted guidelines on access to lawyers and legal aid services , and the legal aid code of conduct. UNDP is supporting legal aid providers in Somaliland to continue delivering free legal aid services to the vulnerable and marginalized individuals. UNDP also supported and will support in this year operations the Legal Aid Unit of MOJ, a unit responsible for coordination of legal aid in Somaliland.

Way forward • Signing of the Legal Aid Bill into law. • Train legal aid providers.

Priority 4 – GENDER: Guarantee the protection of all citizens, but in particular women, against everyday and structural forms of sexual and gender-‐based violence (SGBV), including rape, domestic violence and security force misconduct.

Milestone 1 : Strengthen police-‐community partnership in addressing Sexual and Gender Based Violence. Police and civil society provided the capacity and support to enact their various roles and responsibilities related to prevention and response to SGBV

TARGET 1. STRENGTHEN JUSTICE SECTOR SGBV CASE MANAGEMENT SYSTEMS

There is progress against this target, but is an ongoing target through till 2016. • Comprehensive FGM policy on zero tolerance was drafted by MoLSA with support from UNFPA, pending the

approval of Parliament. • UNICEF:

§ Supported the development of Standard Operating Procedures. § Provides support for the development of case management and referral mechanism. § Trains social case workers working for identification, reporting and referral to services. § Provides capacity building for using the information management system that including GBV module.

• MOLSA recruited social workers in three districts with UNICEF support who also work on gender based violence; these social workers are trained over the years while working as child protection advocate within the community with UNICEF support.

• Action Plan towards a Gender-‐Responsive Police created for 2013-‐4 and endorsed by the Ministry of Interior. UNDP has funding allocated for 2014 to support the implementation of this plan, including training for Women and Children Desks at police stations. § A ‘National Gender Action Plan’ drafted and endorsed by the Government, with support from UNDP/UN

Women. It contains elements on SGBV prevention. § Greater inclusion of women in security forces: 150 women in the Somaliland National Army; 299 women in

the police services, with plans to recruit and train 150 more. • MoLSA has also conducted stakeholder issue awareness-‐raising campaigns and consultations

§ At the “Girl Summit 2014” held in July 2014, the First Lady of Somaliland expressed the Somaliland Government’s commitment to the elimination of Female Genital Mutilation-‐FGM and Forced marriages within its territorial jurisdiction.

§ By end-‐2014, District-‐level campaign undertaken to strengthen police-‐community partnership and activities designed to promote cooperation to address rape, domestic violence and other forms of SGBV.

§ UNICEF offered support in FGM/C anti-‐ medicalization strategy which is being finalized by the MoH. UNICEF also encouraged religious leaders’ dialogue to facilitate consensus on abandonment of all forms of FGM/C

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which is on-‐going. UNICEF also supports community engagement on FGM/C abandonment. In 2013 in Somaliland, 24 communities abandoned FGM/C.

§ UNFPA has supported training targeting prosecutors and lawyers amongst others, to increase knowledge on GBV issues from a human rights perspective.

§ MoLSA, together with CSO partners, organised large-‐scale community dialogues and sensitisation on the issue of GBV, including zero tolerance to FGM, with support from UNFPA. As a result

o Nearly 20% of population accepted to stop FGM o 150 FGM traditional practices persons agreed to stop o 2,600 youth declared to accept FGM eradication policy and appealing to others to stop FGM o 2,950 fathers announced their acceptance of zero tolerance to FGM in the first 3 quarters of 2014. o Youth engaged in the fight against GBV, HIV/AIDS in school and out of school

Way forward • National and community-‐level coordination structures between women’s groups, police, lawyers, courts, elders

and local government to address instances of SGBV established, capacitated and provided the necessary infrastructure.

• Establishment and launch a MOJ Committee to gain governmental approval of the Convention on the Elimination of All Forms of Discrimination Against Women (CEDAW).

• Establishment and launch a MOJ Standing Committee on Protection and Promotion of Human Rights. • Establishment and launch a MOJ Coordinating Committee on the Rights of the Child. • Legal aid clinics and women’s lawyers associations given resources necessary to create an enabling environment

for their work in Hargeisa, and new clinics and associations established in other regional capitals, including in their capacity to address cases of SGBV.

• Training and awareness-‐raising on SGBV crimes provided to civilian and military oversight bodies of Somaliland’s security institutions, as well as to those atop command structures who hold forces accountable.

• District-‐level campaign undertaken to strengthen police-‐community partnership and activities designed to promote cooperation to address rape, domestic violence and other forms of SGBV.

TARGET 2. ESTABLISH AND PROMOTE POLICE/SOCIETY REPORTING SYSTEMS CAPACITATE MOJ WOMEN & CHILDREN RIGHTS DEPARTMENT COMPLAINT RESPONSIVENESS AND LIAISON SERVICES

There is progress against this target, but is an ongoing target through till 2016. • Establishment of model police stations by UNDP that are designed to specifically address women’s security

concerns, including in cases of sexual offences and gender-‐based violence. • By end-‐2014, SGBV Law drafted and ratified by parliament or sufficiently integrated into Criminal and Penal

Codes, pending debate by justice sector stakeholders. • By end-‐2014, Legal aid clinics and women’s lawyers associations given resources necessary to create an enabling

environment for their work in Hargeisa, and new clinics and associations established in other regional capitals, including in their capacity to address cases of SGBV.

• By mid-‐2014, Consultations held between SGBV/women’s protection defenders (civil society, lawyer’s associations, the GoSL ministries) and security and justice institutions in order to develop a Compact and Action Plan towards greater cooperation and partnership.

• By end-‐2014, Training and awareness-‐raising on SGBV crimes provided to civilian and military oversight bodies of Somaliland’s security institutions, as well as to those atop command structures who hold forces accountable.

• UNICEF provides support to the Women and Children Department of the MOJ by building capacity of the department in terms of developing its organogram, the TORs for the officials, their training on case management and monitoring;

Way forward • Creation of the District Women & Children’s Desks for the attorney general offices and police force, which deals

specifically with SGBV cases, often in collaboration with District Safety Committees. • By end-‐2014, harmonise reporting systems between MoJ and Police to allow for optimal transparency and

coordination.

TARGET 3. STRENGTHEN LAWS, AND COMMUNITY PARTNERSHIPS IN ADDRESSING SEXUAL AND GENDER BASED VIOLENCE

• Justice and security institutions provided with the capacity to prevent, investigate and respond specifically to instances of SGBV enhanced.

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• UNICEF is supporting the development of the Child Act Development, that include specific component on violence against children including sexual gender based violence (SGBV)

• SGBV Law drafted and ratified by parliament or sufficiently integrated into Criminal and Penal Codes, pending debate by justice sector stakeholders.

• Code of Conduct on cases of SGBV drafted and integrated into policy and security force human rights trainings. • Capacity-‐building training provided to police officers and legal practitioners (including lawyers, the Attorney

General’s Office and judges) on human rights instruments, domestic criminal laws and international treaties related to SGBV—with an emphasis on female officers and practitioners.

• Discussion forums and debates conducted for traditional and religious leaders on the negative effects of SGBV on the human rights of women and children, and encourage their positive role in the enabling the security forces and judicial mechanisms to hold SGBV perpetrators to justice.

• Nationwide research study conducted to investigate levels and forms of SGBV and their root causes. • A sexual offenders database created. • Sexual Assault Referral Centres built in Berbera, Erigavo and Las Anod. • CID equipped with necessary investigative forensic and fingerprinting tools and trained on evidence-‐gathering,

analysis, investigation and record-‐keeping.

Way forward • Embed gender responsiveness in security and justice sector reforms by establishing

response/accountability/oversight mechanisms, developing security-‐related legislation and policies that address and sanction against gender-‐based violence, while ensuring women’s participation in the reform process.

• Capacitate and equip women’s groups and lawyers (at the community and regional level) to perform liaison/mediation/representation duties and act as pressure groups between victims, the community, police, relevant government institutions and the court system.

• Design and launch MOJ staff training of Women’s Rights and SGBV. • Train 60 women investigators and 40 male investigators on SGBV (with equitable regional distribution of trainees) • Train 100 women police on basic investigation skills, intelligence-‐gathering, fraud and forensics (with equitable

regional distribution of trainees).

Priority 5 – INFRASTRUCTURE: Infrastructure investment to improve access to justice and the protection of human rights

Milestone 1: Improve Ministry of Justice Infrastructure. Without adequate presence in the regions, the MoJ cannot provide services effectively

TARGET 1. COMPLETE 2 CAPACITATED REGIONAL CAPACITATED OFFICES

• UNODC, funded by the UK government, has implemented the construction of the recently inaugurated MoJ HQ premises.

Challenges • UNDP, in 2012, planned to support construction of Hargeisa Appeal Court as model court and rehabilitation and

construction of additional offices for Berbera Courts and Regional OAG, but funding gaps affected this plan. • Until the SLTRC is operational, the construction of an operational training hall within the MoJ HQ is a matter of

priority.

Way forward • Construction and equipment of regional offices in Marodijeh region and Berbera region. • Two vehicles for the MoJ to reach regional offices.

TARGET 2. BUILD FACILITIES AND IT SYSTEMS FOR THE MOJ HQ

This target has partially met.

Milestone 2: Build detention and prison facilities. Prisons are overcrowded, with inadequate services for women and juveniles

TARGET 1. COMPLETE MODEL BLUE PRINTS THAT MEET INTERNATIONAL HUMAN RIGHTS STANDARDS

This will be met at the end of 2014.

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• UNDP has rehabilitated a new maximum-‐security prison in Hargeisa that can house convicted pirates and other major criminals, but cannot service the judicial requirements of the nation’s capital.

• By end 2014, model prison programs/blueprints that meet human right standards will be endorsed and finalized. • UNODC /EU will have built two prisons, including the maximum-‐security prison in Hargeisa, by end of 2014. • UNODC /EU will be providing assistance in facilitating the transfer of convicted pirates to Hargeisa prison. • In mid-‐2014, UNODC, working with UNICEF, completed a comprehensive assessment of the institutional capacity

of juvenile justice institutions to deliver the Juvenile Justice Law Plan of Action. • UNICEF supports the MoJ in developing and implementing the diversion of children from formal justice system to

their rehabilitation and reintegration into the families and communities. • UNICEF supports the MoJ in prison monitoring in order to understand the situation of children in prison and

police stations and is taking immediate actions if needed.

Challenges • Constructions of the detention centres and prisons are critical and will be necessary to control overcrowding in

prisons. • Overcrowding in prisons and jails in Somaliland police stations leading to cramped conditions in prisoner cell and

holding quarters that can augment unsatisfactory conditions and lead to insufficient provision of duty. • There is a lack of youth rehabilitation centres with juveniles held in adults prisons with hardened prisoners. • Absence of women and juvenile sections in prisons with current prisons Gabiley and Mandera overcrowded. • Lack of sufficient and tailored training for staff at the Custodial Corps in human rights, prison management and

prevention of radicalization inside prisons. • Custodial Corps need vehicles to transport convicted criminals from court to prisons.

Way forward • Construction of two juvenile rehabilitation centres and four pre-‐trial detention centres that would serve the

eastern and western regions. • Rehabilitation of Mandera prison including addition of a juvenile wing • Provision of rehabilitation facilitates to all prisons in the regions for skilled prisoners that are better able to

reintegrate effortlessly back into society • GoSL have budgeted for a prison in Burao in 2015 budget. Last year Las Anod prison expansion (including a

women’s section) was funded from the budget and is now considered the second best after Hargeisa prison. • Others prisons built in Ainabo through community contributions have helped with overflow from the already

overcapacity Burao prison • The Government of Somaliland encourages community and Diaspora participation and contributions as part of it’s

national development agenda – with the community recently completing a prison in Baligubadle adding a barkhad to the water sparse town

Milestone 3: Improve judicial Infrastructure. Old and dilapidated courts in Somaliland are in desperate need of construction and rehabilitation

TARGET 1. DEVELOP A JUSTICE SECTOR INFRASTRUCTURE MASTER PLAN, FACILITIES AND FINANCING STRATEGY TAKING INTO ACCOUNT PROPER STANDARDS FOR SERVICE DELIVERY THAT SAFEGUARDS THE RIGHTS AND SECURITY OF ALL

This target will be met. • UNDP is supporting the MOJ to develop, in partnership with the HJC, a Judiciary/justice facilities plan for the next

5 years.

Challenges • Infrastructure severally lacking in Saylac and Lugahaya with no prisons built nor regional courts, despite the

concern of ‘Tahriib’ illegal migration and threats of terrorism across the boarder.

Way forward • Renovation of Supreme Court of Marodijeh region. • Construction of new Court of Appeal in Berbera to serve the Sahil region alongside a newly rehabilitated and

extended District and Regional court in Berbera. • Extension of Attorney General Office in Berbera.

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TARGET 2. ESTABLISH AT LEAST 1 MODEL DISTRICT COURT IN REGIONS WITH PRIORITY NEED WITH PROPER STAFFING, EQUIPMENT, SYSTEMS AND PROCEDURES

This target has not been met and is pending funding.

Challenges • Sanaag, as the furthest region of Somaliland, is in need of prisons, courts and a regional Attorney General’s Office • Vehicles and fuel for courts and MoJ regional staff are necessary for Sanaag region which has 12 districts covering

a large area of the eastern part of the country.

Way forward • Resources and technical assistance to address challenges. • A CCTV camera system to be piloted in Somaliland courts.

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9. ANNEX 4: PSG 4. ECONOMIC GROWTH Strategic Objective: Strengthen the management of Somaliland’s natural and productive and human resources, and create an enabling economic and financing environment to maximize economic growth and participation in the regional and global economy.

Priority 1 – INFRASTRUCTURE AND INVESTMENT: Develop and implement an investment strategy for public infrastructure such as roads, water infrastructure, markets, ports and energy.

Milestone 1: Enact a Good practice extractive industries policy. Develop policies, laws, regulations and strategies that ensure natural resources are exploited in a fiscally and environmentally responsible and transparent way.

TARGET 1. INITIATE THE DEVELOPMENT OF A NEW PETROLEUM AND MINING REGULATORY FRAMEWORK INCLUDING: NATURAL RESOURCE POLICY, PETROLEUM ACT, PETROLEUM REVENUE ACT, MINING ACT

• Somaliland is committed to developing good practice in the extractive industries. • The Cabinet endorsed the Energy Policy in 2010. A new upstream petroleum legal framework was developed by

the Government – this is to be enacted as legislation in early 2015.

Challenges • The energy sector in Somaliland is both underdeveloped and underserved. • The existing legal and regulatory frameworks governing the petroleum, biomass and electricity sub-‐sectors are

inadequate, and are not protected and guided by specific sub-‐sector legislation. • There is a lack of technical and institutional capacity to implement the policy and laws, and technical support is

required to update these policies and laws in accordance with international best practice.

Way forward • Expert legal support is needed by the Ministry to enact and implement these laws and develop and implement

the regulations that emanate from them

Milestone 2: Develop the energy sector. Upgrade the technical capacity of the Ministry’s Department of Energy to meet its responsibilities in guiding and overseeing the energy sector.

TARGET 1. UPDATE AND IMPLEMENT THE EXISTING ENERGY POLICY

This target needs to be urgently addressed. The main policy goal as set out in the Energy Policy of 2010 is to meet the energy needs of Somaliland in a sustainable, cost effective, and socially acceptable manner, while minimizing the negative impacts of “climate change unfriendly” energy use.

Challenges

• The Ministry of Energy and Mineral Resources lacks capacity to implement the energy policy.

Way forward • Both Government and the international community work in partnership to address this not only as a challenge for

Somaliland, but a global problem.

TARGET 2. DEVELOP A NATIONAL ELECTRICITY ACT

• The Electrical Energy bill is currently being debated in the Council of Ministers. It aims to encourage investment in power generation and distribution infrastructure (and potentially transmission in the long term). Somaliland’s power is currently producing close to the limit of its point of use. There is no transmission, only distribution by Independent Private Providers who own their grids in Somaliland. Somaliland has an unusual “vertically integrated” system (single ownership of generation, transmission and distribution).

Challenges and the Way forward

• The Ministry lacks human resource as well as physical and financial capacity to meet the challenges of the industry.

• There is no national transmission grid in the country. • There is no division of labour in the sector. The same companies generate, transmit and distribute electricity. • Expert legal and technical support is needed to shepherd the bill through enactment into law, and then

implementation. • Capacity development for the Ministry to implement the National Electricity Act.

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TARGET 3. DEVELOP A NATIONAL ENERGY PLAN FOR THE COUNTRY

• The plan is still in its conceptual stage and needs significant technical support.

Challenge • The country relies on charcoal, which is causing rapid desertification and diesel which generates extremely

expensive energy. • There are yet no clear strategies to guide energy investment and planning. • The Ministry is seriously under resourced and needs capacity building in energy planning.

Way forward • A long-‐term energy plan which balances energy sources is needed. • It is anticipated that the World Bank will conduct some diagnostic work that will contribute to this target.

TARGET 4. UPGRADE THE TECHNICAL CAPACITY OF THE MINISTRY’S DEPARTMENT OF ENERGY

• Work will commence in 2015. DFID are planning to launch a two-‐phased programme to pilot mini-‐grids at health facilities. A component of this is to build the capacity of the Ministry of Energy and Mineral Resources.

Challenges

• There are serious policy and institutional deficiencies that have aggravated the structural weaknesses of the energy sector.

• The Government does not have the necessary resources to strengthen the institutions in the energy sector. • There is not only a shortage of technical skills (energy specialists, renewable energy specialists, macro planners,

energy policy makers, regulators etc.), but also managerial and administrative skills.

Way forward • The sector and the Ministry require significant long-‐term support.

TARGET 5. DEVELOP RENEWABLE ENERGY PRODUCTION CAPACITY AT BOTH HOUSEHOLD AND COMMERCIAL LEVELS.

• DFID will be launching a two-‐phased £ 20 million programme on alternative energy in 2015. • The USAID-‐funded Partnership for Economic Growth has granted funds for schemes such as propane cooking

stoves on a lease-‐to-‐pay service, as well as a mini wind farm to meet the energy needs of the Hargeisa airport. • The Somaliland Business Fund has awarded large grants to test wind-‐generated initiatives. • Need a commercial solar power pilot project equivalent to the wind power project at Egal International Airport to

encourage solar power production in Somaliland.

Challenges

• There is lack of engineering skills to maintain renewable facilities. • The absence of a national grid is an obstacle to the development of alternative energy as customers or

independent producers cannot sell excess to the grid at peak production hours.

Way forward • Large scale commercial investment in wind and solar farms is required to achieve economies of scale and bring

down the cost of electricity. • Investment in core skills such as mechanics and engineering both at vocational and higher levels is required.

Milestone 2. Develop a national infrastructure investment strategy.

TARGET 1. CARRY OUT FEASIBILITY STUDIES

• A Feasibility Study for the development of the Berbera Port, supported DFID and DANIDA was conducted by MTBS, a Dutch company, under contract from the World Bank.

• A Feasibility Study of the Berbera Corridor supported by the EU was carried out by Gauff, a German company.

Challenges

• There is no comprehensive long term public infrastructure investment plan and strategy. • Technical capacity to carry out infrastructure feasibility studies is lacking.

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Way forward • Support for long term and short term training to upgrade the skills of public sector engineers is required.

TARGET 2. REHABILITATE AND BUILD ROADS, AIRPORTS, PORTS, WATER INFRASTRUCTURE AND LANDING FACILITIES FOR FISHING BOATS

• For the first time, the Government’s 2015 budget (USD 251 million in total) has made a 10% allocation for infrastructure development.

• Somaliland Development Fund contributions of USD 13.5million for 2014 and USD 14, million for 2015 are also reported on budget – much of which is focused on infrastructure including roads, water infrastructure and landing facilities for fishing boats.

Airport

• With financial assistance from Kuwait, the fencing, rehabilitation and extension of the Hargeisa runway is in the final stages.

• Fencing of Berbera airport has been completed, and a new terminal will be soon finished and opened. • The Government has allocated USD1 million in the 2015 budget towards construction of Burao airport, and

another USD1 million for Hargeisa airport.

Challenges • Borama, Erigavo, and Las Aanod airports are not currently used and need rehabilitation.

Water

• The National Planning Commission has allocated USD 5.54 million from the Somaliland Development Fund towards water projects that include: § Berbera Water Agency: Master Plan design and implementation of the immediate measures. § Burao Water Agency and UNICEF funded by EU implementation of the immediate infrastructural measures

identified in the Burao Master Plan. § Water resource appraisal in Laas Anod (Sool) and drilling of four boreholes. Construction of a small water

distribution system in Hadaaftimo (Sanaag). § Drilling of a borehole and construction of water points for livestock and human consumption in Gargoray. § El Afwein (Sanaag) water development, Fiquifuliye (Sanaag) drilling of new borehole and Kulaal (Sanaag)

borehole rehabilitation. • UNICEF is building the capacity of the water authorities in Tog Wajale, Erigavo, Burao and Borama with

infrastructure components, with partial funding from EU. • Terre Sollidali, in partnership with UNICEF and with partial funding from the EU, is conducting hydrological

studies, developing master-‐plans, producing design of works in certain locations, and conducting a PPP baseline assessment in Borama.

Challenges • Only 3%of rural households have access to safe water. • Water is very expensive in both rural and urban areas and more so during the dry season. • Flooding and sheet erosion are major problems during the rainy season while droughts are common during the

dry season. • Investment in water harvesting is required to deal with the problems of seasonal flooding and recurrent droughts.

Hargeisa Water

• The EU has provided a grant of € 15 million to UN-‐Habitat to upgrade the system over a 42-‐month project timeline. This includes replacing a pipeline system from Geed Deeble Well Field to Hargeisa and enlarging its capacity enlarged, upgrading Biyo Khadar boosting station; rehabilitating, extending, and improving key water supply facilities, and developing capacity at the Hargeisa Water Agency.

• The Somaliland Development Fund will complement this effort by supporting distribution of water in two districts in the South in 2015/2016. The current approved amount for the first tranche is USD 2.2 million. However, the second tranche is likely to be substantially more. Similarly, KFW will assess whether to support two track lines in two other districts the North.

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Challenges

• There is a need for rehabilitation of existing distribution of pipes, particularly as some of the old infrastructures in places like Hargeisa and Berbera contain asbestos. Initial estimates for rehabilitation of the water system in Hargeisa are at USD 18 million. The costs for Berbera would be similar but need to be verified.

• Expansion of the pipeline under Hargeisa Water Agency will provide water to one of the poorest areas in Hargeisa; however, feasibility studies show the requirement to resettle IDPs in these areas where the pipelines will be laid. The Government will require financial support to compensate the IDPs, and perhaps offer incentive schemes such as job creation.

• According to its master plan, Hargeisa Water Agency estimates that Hargeisa needs more than USD 150 of investment to cover the city’s water needs.

Roads

• Since 2014, the Government has been allocating funds towards road rehabilitation through road and other taxes. • Over 2014-‐2015, the Somaliland Development Fund will be supporting a range of rehabilitation activities along

Lafaruk-‐Berbera-‐Sheikh Road estimated at USD 6.5 million, and rehabilitation of the DIla Kalabayd Road at USD 2.76 million.

• In the 2015 budget, the Government has put an allocation of USD 4 million for the rehabilitation of the Erigavo Road, and another USD 2 million for the maintenance of roads.

• Programs such as the Joint Programme for Local Government support the rehabilitation of small feeder roads. • The European Commission has supported a study to develop a detailed design for the Berbera – Tog Wajale road.

This study aims to promote inter connectivity and facilitate trade and transport by developing the Berbera-‐Tog Wajale road link as a missing link along the Berbera-‐Addis corridor.

• There are early indications that there the EU will co-‐finance the Berbera Corridor.

Challenges • Rehabilitation and opening of the Berbera corridor. • Road maintenance is underfunded and potholes are common feature throughout the 780km paved road network

due to lack repair. • Many parts of the country, particularly the highlands and coastal areas are inaccessible due to lack of or poor

feeder roads.

Ports

• The World Bank completed a Strategic Economic Assessment of Berbera Port in 2013. While the Government is preparing an open tender for the management of Berbera Port, smaller efforts are underway.

• The World Bank is in the process of procuring a tug boat for the Port of Berbera with support from the UK. • FAO will rehabilitate the Berbera jetty and provide support to fishing crafts in 2015. • In 2015, Somaliland Development Fund funds will be used to rehabilitate fishing jetties in one or two locations.

Challenges

• Apart from Berbera Port, there no ports along the 850Km coastline of Somaliland.

Way forward • There is a need for a national infrastructure master plan and commitment from the Government to create the

enabling environment and international community to support it.

TARGET 3. CONDUCT FEASIBILITY STUDY OF A STRATEGIC ROAD NETWORK THAT CONNECTS THE COUNTRY

• In 2014, with the support of DFID, an Institutional Development Study for the Somaliland Road Sector was conducted. This included drafting of a Somaliland Roads Bill.

Challenges

• Somaliland Road Development Agency (RDA) lacks the capacity to designing and undertaking feasibility studies.

Way forward • The Government needs to establish an Agency with the proper governance mechanisms. • The agency needs proper facilities, technical support and training for its young engineers which is the

responsibility of the Government, with support from the international community.

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Milestone 3: Develop Regional economic integration strategy. Plan should define trade benefits and a competent trade negotiating team

TARGET 1. FINALISE TRADE AND TRANSIT AGREEMENT WITH ETHIOPIA

Progress

• Negotiating teams met twice this year – first time in Berbera, Somaliland, and the second time in Diridawa, Ethiopia.

• A high level meeting is currently in Somaliland to discuss the next steps in finalising the trade and transit agreement.

• The budget policies for 2014, 2015 call for strengthening and balancing trade with neighbouring countries • DFID’s Technical Advocacy Fund provided technical support to the members of the negotiating team in 2014. • Negotiations are on going on a number of issues.

Challenges

• Lack of trained trade negotiators.

Way Forward

• There is urgent need to build a cadre of trained negotiators for the trade and transit agreement with Ethiopia and other countries

Milestone 5: Establish interconnectivity between telephone companies.The lack of interconnectivity between the main telephone companies in Somaliland is problematic

TARGET 1. IMPLEMENT THE TELECOMMUNICATIONS LAW

• The World Bank, African Union and Internet AXIS Programme are currently establishing a Programme to provide support.

Challenges and way forward

• Provide technical support for the implementation of the Telecommunications Law.

TARGET 2. OPERATIONALIZE THE NECESSARY INFRASTRUCTURE TO ENABLE INTERCONNECTIVITY

• The Government has allocated funds in its 2014 and 2015 budgets for the purpose of procuring interconnectivity equipment.

Challenges

• Dispute over equipment negotiated by the previous Government needs to be resolved.

Way forward • For the Government to resolve matters. • Technical support for equipment specification, evaluation and selection is required. • Training of technical staff for operating and maintaining the equipment is also needed.

Priority 2 – PRODUCTIVE SECTORS: Strengthen investment in productive sectors, particularly agriculture, livestock, and fisheries; create a legal framework to enable economic growth, including establishing property rights and land registration mechanisms.

Milestone 1: Implement the existing Food and Water Security Strategy.

TARGET 1. ESTABLISH THREE WELL-‐CAPACITATED SEED BANKS (AWDAL, GABILEY AND ABUREEN)

• Establishment of seed banks is starting with the support of FAO and the Somaliland Development Fund. • GIZ will also be supporting the Government to implement the Food and Water Security Strategy.

Challenges • Local varieties adapted to local conditions over centuries are disappearing. • Imported genetically modified seeds are replacing local varieties.

Way forward • Protection of local germplasm is urgently needed.

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• Seed production, distribution, and importation policies and regulations are required. • There is need for a national agency responsible for seed production, distribution and control.

Milestone 2: Build capacity of research and extension system in agriculture, livestock and fisheries.

TARGET 1. AGRICULTURE: IMPLEMENT EXTENSION PROGRAMME FOR CROP DIVERSIFICATION IN 3 REGIONS (AWDAL GABILEY, MARODIJEH)

• Work has started on programs supported by FAO. Work will be starting with the Somaliland Development Fund. Activities include: § Training of MoA staff on best agronomic and soil conservation practices. § Community mobilization and formation of Village Development Committees. § Rehabilitation of hillsides, gullies, beads and small earth dams, introduction of roof rain water harvesting

structures, approx. 12,000 beneficiaries. § Training of farmers on improved agronomic practices, marketing and post harvesting management, approx.

10,000 beneficiaries. § Demonstrations plots, fodder shrubs and wind shelter trees.

• There are a number of other smaller activities supported by the Australian, Italian, Danish, German Governments that look at improved food production, associated income generation, and governance of natural resources in drought-‐affected areas, targeting agro-‐pastoralists and IDPs.

TARGET 2. LIVESTOCK: ESTABLISH PROGRAMS FOR FODDER PRODUCTION IN AWDAL, BURAO, AND ODWEYNE

• FAO have pilot fodder production programs in Burao and Odweyne, Gabilay and Borama. Current pilot sites include Beer, Ceelxume, Gabilay and Borama (3 sites).

Challenges

• FAO introduced some seeds that the pastoralists were concerned would become invasive. • The agro pastoralists prefer indigenous fodder species and this is now being trialled. • Programs such as these need to be scaled up and training for the community so that they understand the

program. • Nomads are increasingly becoming settled and semi-‐settled, but as the carrying capacity of the land is low, they

will have to grow fodder to maintain stock levels.

TARGET 3. LIVESTOCK: ESTABLISH 10 FODDER BANKS IN AWDAL, GABILEY AND MARODIJEH

• The Somaliland Development Fund is supporting the establishment of livestock holding grounds in Aroori and Qool Caday. The Somaliland Development Fund and Ministry of Livestock teams have currently launched a comprehensive community mobilization initiative that seeks to spell out the benefits of the project to the communities and to the livestock sector.

• Turkey is planning to construct animal resting and watering places in suitable locations to support animal husbandry.

Challenges

• Illegal enclosures of common land for harvesting fodder is source of major conflict.

Way forward • Farmers need to be encouraged to produce high yield fodder for domestic consumption and export. • Conservation programs for natural pasture which involve local communities are required.

TARGET 4. FISHERIES: REHABILITATE COLD STORAGE FACILITIES IN BERBERA

• The Government cold storage facility in Berbera is currently being rehabilitated by a private company. When completed the capacity will be 400 metric tonnes of cold storage. These facilities will hopefully be operational in 2015.

• Somaliland Fair Fishing, a Danish organisation, has installed an ice making machine and a cold storage r facility of 20 metric tonnes.

• The Somaliland Business Fund supports a number of cold storage facilities established by private fishing companies along the coast

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Challenge and way forward

• Access to electricity is the biggest challenge – cold storage facilities are extremely expensive to run. Somaliland Fair Fishing’s electricity bill is approximately USD 4000 / month -‐ this supports both the cold storage and icemaker.

• Lack of spare parts to rehabilitate former cold storage facilities. • Lack of technical know-‐how for maintaining refrigeration facilities. • Limited cold storage facilities outside Berbera. • There is a need for a national integrated cold chain facility to promote the development of the fisheries sector.

TARGET 5. FISHERIES: ESTABLISH VOCATIONAL TRAINING FOR THE FISHERIES SECTOR IN ORDER TO ALLOW THE SECTOR TO EXPAND.

• There is growing interest in expanding the fishing industry, however there is a lack of local skills. As a result, investors hire fisherman from Yemen and Sri-‐ Lanka to meet needs.

• The Ministry of Fisheries has developed a sector strategy, and a Functional Review was completed under SOMPREPII.

• In 2015, the Somaliland Development Fund will build the capacity of the Berbera Maritime and Fisheries Academy and assist with infrastructure, teachers, curriculum, and scholarship.

• FAO is the process of starting a boat building pilot project at the Academy. • EUCAP Nestor is also planning to support training programs at the Academy. • Other programs are also looking to support the capacity development of the Berbera Marine College, however,

this is a long-‐term effort. • Turkey will be providing four fishing boats to vulnerable fishing communities in Berbera. • EU is supporting OXFAM-‐Novib and STIDET to strengthen the fisheries sector and management of marine and

coastal resources.

Challenge

• Lack of skilled people in this sector is a major challenge. • There are no vocational schools to train fishermen in the country.

Way forward • There is a need to establish vocational training centres and support training programs at Berbera Maritime and

Fisheries Academy with a focus on skill training in fishing gear technology, boat building, marine engines repairs.

Milestone 3: Promote commercial and cooperative production and marketing.

TARGET 1. ESTABLISH COOPERATIVES IN FARMING, MILK PRODUCTION, FISHERIES WITH THE CONSENT OF COMMUNITIES

• Farming. There are various efforts to help farmers organise to have better access to markets such as Terra Nuova and FAO supported by EU.

• Fisheries. With support from the EU, OXFAM-‐Novib will be establishing a system for licensing fishing vessels, and STIDET will be working to strengthen the fisheries sector.

• Milk production. The EU together with its implementing partners ICIPE and FAO launched a new milk sector project to support Somaliland’s milk industry. This € 4 million project aims to support the sector’s value chain by focusing on institutional and sector capacity building.

Challenges

• Production and marketing of fish and milk are currently individual-‐based initiatives – and this is inefficient. • There is no cooperative movement and tradition to pool human, technical and financial resources for commercial

production, increased productivity and higher return. • There is no dedicated agency which promotes and supports production and marketing cooperatives and

associations. • The legal and regulatory framework for governing and promoting cooperatives is absent.

Way forward • Continued investment in the establishment of cooperatives and associations to enable better market access. • The Government to create the enabling environment for this to be possible.

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TARGET 2. DEVELOP INDUSTRIAL POLICY AND STRATEGY

• Industrial policy is in draft, however, needs to be strengthened with technical expertise. On the 25th and 26th of June, 2014 the Ministry conducted a two days consultation with the industry stakeholders and the recommendations were as follows:

§ Maintenance of a stable political and economic climate for industrial development. § Put into practice technical and vocational training centres that prepare workforce for industries. § Nominating a Co-‐ordination Commission for industry stakeholders including Ministries of Industry,

Livestock, Fishery, Agriculture, Commerce, Planning, Finance, National Industries Association, Chamber of Commerce and Quality Control Commission.

§ Rational utilization of existing national resources for industrialization. § Creating an enabling environment for emerging industries and resolving the multi-‐dimensional

challenges before the industrial development in the country. § Establishment of an ad hoc committee for resolving environmental impact and security issues of the

industries. § Learning from the experience of industries of other countries like India. § Conducting periodic consultative meetings aimed at mutual discussion for industrial development. § Creation of industrial and economic zones in each urban area § Establishment of an Industrial Development Fund. § Promotion and support for research development activities.

Challenges

• Lack of technical and legal expertise as well as resources. • The quality of products are of poor quality.

Way forward • Support the Ministry of Industry to implement the recommendations of the consultation, including the

development of an industrial policy and strategy. • Provide technical support to key bodies such as the Quality Control Commission to protect Somaliland from

becoming a dumping ground for poor quality products.

TARGET 3. COMMENCE FEASIBILITY STUDY FOR ESTABLISHING INDUSTRIAL ZONES TARGETING LIGHT MANUFACTURING AND SUPPORT OPERATIONS

• The Ministry has commenced a feasibility study for establishing industrial zones in Berbera, Wajale, Burao, Hargeisa

• The Government has allocated USD 500 in the 2015 budget to purchase land outside residential areas in these areas

Challenges

• Lack of Investment capital funding. • Infrastructure problems, land preparation, irrigation, communication and transport etc. • Selection of suitable zone (location for industrial promotion). • High energy and water cost. • Lack of entrepreneurship skills. • Lack of awareness of the risks. • Insufficient technical and management skills. • Lack of information on market demand and supply. • Foreign competition. • High cost of maintenance and repairing equipment. • Oversupply of certain producers in certain sectors.

Milestone 2: Scale-‐up early warning and response system.

TARGET 1. ESTABLISH FUNCTIONAL EARLY WARNING SYSTEM THROUGHOUT SOMALILAND

• The Natural and Environmental Research and Disaster Response Authority (NERAD) is established to monitor and deal with natural and man made disasters

• OCHA is supporting NERAD to achieve this target through Preparedness Early Warning Systems training through its DRM project (10 days training).

• OCHA has assisted NERAD in developing and updating contingency plans through clusters.

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• In 2015, OCHA will assist in development of disaster contingency plans at the national, regional and district levels.

Challenges • NERAD lacks the capacity to monitor, forecast, pre-‐empt and respond to disasters • It lacks the staff, the information systems, the equipment and the facilities to fulfil its mandate • Absence of reserves (food, water, shelter, medicine etc.) compromises the agency’s ability to deal and cope with

disaster when they happen.

Way forward • A comprehensive capacity building programme which includes staff training, IT systems, transport and facilities is

required

Priority 3 – INVESTMENT: Build efficient credit, investment and insurance institutions that contribute to economic growth and higher living standards.

Milestone 1: Establish one-‐stop shops for businesses. One-‐stop shops should provide services for business registration and investment

TARGET 1. OPERATIONALIZE 3 ONE-‐STOP BUSINESS REGISTRATION AND LICENSING CENTRES

• Through the SOMPREP II program, supported by World Bank, DFID and DANIDA, One-‐stop shops in Hargeisa, Berbera and Burao have been established.

• The Company Act has been amended and is ready to be approved by Cabinet and Parliament to ensure that the system meets all of Somaliland’s legal requirements.

• Commercial Code is also in draft.

Way forward

• Commercial code needs to be passed by Parliament. • Technical support is then needed to implement the laws.

TARGET 2. OPERATIONALIZE 1 ONE-‐STOP INVESTMENT OFFICE

• The office has been established in Hargeisa. • Policy documents are published. • There is also online portal Somalilandinvest.net. This has been accomplished with the support of DAI. Foreign

Investment Act has been amended and is with Cabinet. • Local Investment Act has been completed and is with Cabinet. • The World Bank has also completed a Doing Business in Hargeisa report in 2012. This needs to be revisited and

updated.

Challenges

• People are not yet fully aware of the investment office which should be promoted.

Way forward • Awareness raising to the public and technical capacity development on investment promotion.

Milestone 2: Strengthen the Banking Sector.

TARGET 1. ESTABLISH PRUDENTIAL REPORTING AND REGULATORY FRAMEWORK FOR SUPERVISORY PRACTICES

• The SOMPREP II Programme has been providing support to strengthen the Banking Sector. • The Central bank has established a supervisory unit which has six staff trained by the World Bank. • The final draft of an Anti-‐Money Laundering Act is now ready to go to cabinet for approval. • A Money Transfer Act which is developed to regulate remittances’ operators is also ready for submission to

Cabinet. • A major conference on anti-‐money laundering was organized.

Way forward • The supervisory unit requires further technical and human resource capacity building. • The Anti-‐money laundering act and the Money Transfer act should be approved by Cabinet and Parliament.

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TARGET 2. IMPLEMENT THE ISLAMIC BANKING ACT

• Islamic Banking Act has been legislated. • The regulatory framework is sufficient to license banks • Two Islamic banks, Dahabshiil and Salaama applied for licences. Both have been approved.

Challenges

• Lack of qualified Shariah scholars well versed in Islamic banking is a problem. • Unfamiliarity with Islamic banking products is another challenge.

Way forward • The law requires a knowledgeable Shariah board capable of understanding and approving Islamic banking

products. • The registered banks will have to open accounts with international correspondent banks to engage in

international transactions.

Milestone 3. Improve the business environment to facilitate investment and economic growth. Implement the recommendations from studies such as the Enterprise Survey to improve the business environment

TARGET 1. DEVELOP A COMPREHENSIVE BUSINESS ENVIRONMENT ACTION PLAN

This target has not been met.

TARGET 2. APPROVE NEW COMPANIES ACT

The Companies Act has been drafted, but is yet to be passed by Parliament.

• World Bank will besupporting the implementation of the new Companies Act when passed by Parliament.

TARGET 3. DEVELOP AND IMPLEMENT A NATIONAL MICROFINANCE STRATEGY

This is likely a 2016 target.

• A Microfinance Strategy has been drafted, however needs to be updated with technical support and accompanying legislation developed.

TARGET 4. DEVELOP AND IMPLEMENT A PPP POLICY

This has been partially achieved.

• The Government has developed a PPP policy, however this needs to be developed further, and supported by a proper regulatory framework.

• Currently much of the investments follow some sort of a PPP model, however there is no regulatory framework to properly guide PPP. Including some of the projects supported by the US (e.g. the Partnership for Economic Growth)and, SOMPREP II, supported by DFID, DANIDA and the World Bank amongst others.

• Implementation of PPP policy needs to be brought under the mandate of one Government Institution.

TARGET 5. ESTABLISH AN ENABLING ENVIRONMENT FOR MARKET ACCESS, BUSINESS START-‐UPS AND INVESTMENT TARGETING WOMEN AND VULNERABLE POPULATIONS

• A number of countries such as Italy, Sweden and Norway work with agencies such as IOM to facilitate diaspora-‐led projects for small business-‐start ups and job creation. The Italian programme particularly targets women in rural areas.

• DANIDA is looking at a programme to contribute to reduced vulnerability of pastoral communities by strengthening the use of indigenous resources and increasing market access.

• DANIDA, DFID and the World Bank, through SOMPREP II have invested in various activities, including the Somaliland Business Fund, a matching grant scheme which stands at USD 11.6 million (2013-‐2014) to “mobilise the creative energy and resources of the private sector to increase sustainable employment and incomes for Somalilanders, especially for women and youth.” Grants under USD 50,000 are considered small grants, and those over this amount up to USD 150, 000 large grants. Round 1 in 2013, awarded 59 small grants and 21 large grants. Round 2 in 2014, awarded 73 small grants and 21 large grants.

• DFID, through it’s SEEDS Programme focuses on increasing market-‐related infrastructure, such as slaughter houses in Somaliland; builds the capacity of public and private sector institutions to participate and regulate the markets.

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• Similarly, the USAID funded project, the Partnership for Economic Growth II (Sept 2013-‐Aug 2014) aims to “help local authorities and private sector groups improve the enabling environment for investment in order to generate more productive employment and improve livelihoods activities.” In both phase 1 and phase 2, the project provided USD 1 million in matching grants. Examples include Somaliland’s first salt processing plant, first commercial wind farm in Berbera to support fish cold storage, quarantine facilities for fattening farms in Burao, portable solar fridges for camel dairy farmers, propane cooking stoves on a lease-‐to pay scheme etc.

• The World Bank is supporting the Ministry of Trade and Investment improve the environment for investment in establishing a one stop shop company registration centres in Hargeisa, Berbera and Burao, and an investment office at its headquarters

Challenges

• The private sector is the engine that drives the economy but faces several challenges according to the 2012 World Bank Study including:

§ Accessing credit. There are no lending institutions § Resolving insolvency § Enforcing contracts § Paying taxes § Registering property § Dealing with construction permits

Way forward • These services need to be streamlined, consolidated, and supported with appropriate legislation and regulatory

framework • The Ministry of Trade and Investment has limited capacity and needs to be supported technically and financially

Milestone 4: Establish economic free zones. To facilitate trade

TARGET 1. ESTABLISH AN ECONOMIC FREE ZONE AUTHORITY

This has not been achieved. However a preliminary assessment was made as part of Berbera Port Authority feasibility study under SOMPREP II.

Priority 4 – EMPLOYMENT: Generate employment, including through the development of vocational and technical training, and establish a special business fund for young entrepreneurs

Milestone 1: Establish vocational training, technical training and internship programs to skill young people in the labour force. In order to address both unemployment as well as meet the shortage of skilled technical people in Somaliland

TARGET 1. CONDUCT A STUDY OF LABOUR MARKET NEEDS AND SKILLS SHORTAGES TO TARGET VOCATIONAL AND TECHNICAL TRAINING

• The ILO study showed that in Borama, Hargeisa and Burao labour force participation tends to peak at the age group of 35-‐54 years. This study also found that the labour force participation rate of the youth aged 15-‐24 years were 30% for males and about 20 % for females in both urban and rural areas. The Household Survey completed by the Ministry of National Planning and Development and the World Bank in 2014 estimated that 70 per cent of the population in Somaliland is under 29 years of age.

• OXFAM-‐NOVIB with funding from the EU, has a programme to address youth unemployment. • ARC, supported by DFID’s SEED program, has conducted a local labour market survey to identify marketable skills

trainings that can be offered to the unemployed youth and women in Somaliland. • Similarly, the ILO, supported by DFID and the Japanese Government conducted a study in 2012 on the labour

force in Borama, Hargeisa and Burao. • These studies will help inform related youth employment programs such as those supported by ARC, Somaliland

Development Fund in 2015.

Challenges

• The market is not absorbing youth graduating from universities and vocational training centres. In 2014 alone, there are an estimated 4000 graduates from universities. There are concerns that this youth bulge and ensuing unemployment will result in Illegal migration, piracy, extremism, increase in gang-‐type criminality. This will have an impact on peace.

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• Both the Government and the international community have to actively address the problem of youth unemployment.

• Other than supporting vocational training efforts, there is also a need for investment in sports facilities, other recreational centres, and cultural resource centres such as libraries and museums. See PSG 5, Priority 2, Milestone 3, Target 7.

• There is also a greater need for a girl’s centre, which not only provides services such as sports and cultural facilities, but also other learning opportunities.

TARGET 2. DEVELOP AND STRENGTHEN INSTITUTES THAT PROVIDE VOCATIONAL AND TECHNICAL CERTIFIED TRAINING BASED ON THE MARKET STUDY

This target will be met in 2015 and 2016.

Technical Vocational and Education Training (TVET) in Somaliland is very weak both institutionally and in terms of physical infrastructure.

• The World Bank will be developing programs to support this target in 2015 and 2016. • DFID through the ARC has provided one capacity building training to the staff of the Ministry of Education in order

to enhance their skills. This will assist in improving education services and facilitating transfer of ownership to the Government. A study issued by the EU identified a need for a Vocational Qualifications Framework (VQF) for Somaliland.

• Turkey is planning to establish a vocational training centre in Hargeisa. • USAID is also starting a new initiative called the Somali Youth Leaders Initiative to be implemented by Mercy

Corp, which looks at improving access to, and quality of, technical and vocational education and training.

Challenges

While the Government recognizes the value of TVET for meeting the demands of the market for middle-‐level skilled and semi-‐skilled workforce, there is a need to get skilled trainers and administrators to establish a proper functioning TVET sector.

TARGET 3. PROVIDE EMPLOYMENT AND PAID INTERNSHIP SCHEMES THAT PROVIDE ON-‐THE-‐JOB TRAINING

This is an on-‐going priority target through till 2016.

• The TVET project, supported by the DFID and implemented by the ARC has a youth employment scheme that is informed by local market study and fully inclusive of private sector employers. 150 trainees have graduated from this programme and 85% have secured jobs.

• UNICEF supports a Youth 4 Change (Y4C) project as part of a joint Programmes with ILO and UNDP. The project supports 200 children in Burao, who were either in conflict with the law or are vulnerable to be in contact with the law. The children and youth are supported with services such as non-‐formal´ education leading to their enrolment in formal schools, life-‐skill education, vocational training to the youths, community awareness raising.

• Save the Children have established Employment Promotion Associations for from TVET graduates in the areas of fisheries, carpentry, masonry, electric installation and business administration. The Programme has also provided skills training to 535 youth (255 females), renovated and refurbished two computer laboratories in two TVET centres , established a youth one-‐stop centre in Hargeisa, and expanded the automotive workshops at Hargeisa Technical Institute

• The World Bank will also be developing programs in this important area. • IOM have also implemented successful internship Programmes, where youth are provided internships with local

Government offices or private sector businesses.

Challenges

• Greater investment in practical tools and equipment for vocational skills so that the training is more practical and not theoretical.

• Training programs should consider how to address barriers of access to vocational training – such as access to training centres.

• Changing attitudes of employers so skills are properly used.

Way forward • Establish a functional youth centre in the old premises of the Somaliland Ministry of Youth to serve as a space for

young people. • Establish a 1 year entrepreneurial training for 20 young girls who are out of school.

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Milestone 2: Improve workings of the labour market, provide support to job seekers, and facilitate youth entrepreneurship. Employment opportunities should target vulnerable populations in rural and urban contexts through various means

TARGET 1. ESTABLISH AND STAFF YOUTH BUSINESS DEVELOPMENT AND CAPACITY SUPPORT CENTRES IN HARGEISA AND ONE OTHER REGION (TBD)

This priority target will run through the life of the SSA.

• The Government has established one job centre in Hargeisa in 2014. • UNICEF supported the Ministry of Youth and Sports to develop the Youth Policy and its implementation plan as

well support to establish a Youth Development Fund • Other organisations such as the DFID supported, ARC, Shaqodoon and Havoyoco have also established youth

business development centres. • The Somaliland Development Fund will also be potentially developing a Programme in this area, as will the World

Bank in 2015. • UNFPA also have a small youth participation and employment program. • As part of the USA’s Somali Youth Leaders Initiative to be implemented by Mercy Corp, the programme aims to

empowering youth to participate in and contribute positively and productively to society.

TARGET 2. DEVELOP PROGRAMS TO PROVIDE SEED CAPITAL TO YOUTH ENTREPRENEURS

There are a number of programs starting to provide seed funding for youth entrepreneurs. This is positive, but more needs to be done.

• In 2014, the National Planning Commission has allocated USD 2 million of funds from the Somaliland Development Fund, towards a youth employment project – a component of which will include the provision of seed capital to youth entrepreneurs.

• It is anticipated that the next iteration of SOMPREPII that the World Bank is currently developing will also have a component on seed funds for youth entrepreneurs.

• ARC has provided small business start up grants to some of the TVET graduates who demonstrate a willingness to be self-‐employed.

• In 2014, Silatech, signed an MOU with Kaaba Microfinance to provide microfinance for underprivileged youth, as well as young graduates.

• USA’s Somali Youth Leaders Initiative to be implemented by Mercy Corp aims to support a select number of business start-‐ups for youth.

Priority 5 – ENVIRONMENT: Develop and implement a comprehensive environmental management strategy that addresses desertification, promotes alternatives to charcoal as an energy source, and protects land, water, forest and coastal resources.

Milestone 1: Wildlife protection and national parks. To address rampant wildlife trafficking

TARGET 1. ESTABLISH ONE WILDLIFE ORPHANAGE CENTRE IN AT LEAST 3 MAIN TOWNS IN SOMALILAND

This target is a longer-‐term target, and should extend to 2016.

• There is an Environmental and Conservation and Protection Act 04/98 in place. The Ministry of Environment and Rural Development (MoERD) has confiscated wildlife, especially cheetahs, which are being smuggled to destinations such as Yemen. In 2014, the MoERD confiscated 6 cheetahs in Borama and Hargeisa for export to Yemen. In 2013, 13 were confiscated.

• German Agro Action is supporting MoERD in protecting these rescued animals, however a long-‐term plan to develop a national plan or orphanage centre for confiscated wildlife is necessary. At the moment, there are no orphanages or wildlife parks.

Challenges

• This target was not met because of lack of funds. This is an expensive, but important program, and it is likely the target will only be met in 2016. MoERD has developed a concept note for the conservation and protection of wildlife.

Milestone 2: Establish seasonal and permanent grazing reserves. In order to prevent overgrazing

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TARGET 1. ESTABLISH SEASONAL AND PERMANENT GRAZING RESERVES IN 2 REGIONS

There is an increase in the number of illegal private enclosures in communal rangelands that has affected the restoration of the grazing reserves. There is a Presidential Decree on the Environmental Protection that includes the eradication of illegal enclosures.

• With the support of the Somaliland Development Fund, MoERD aims to restore 6 grazing reserves. The project will start in October 2014 and will end in 2016. A baseline survey and mapping has been completed in all locations. Forestry and rangeland rehabilitation tender documents in progress.

• Community mobilization and negotiation of management structures with local stakeholders in progress. • UNDP have supported the establishment of two grazing reserves in Toghdeer and Maroojideh.

Way forward

• There is an urgent need to develop a land use management policy. With support from the Somaliland Development Fund, there will be an initial scoping study on land use and sources of conflict in Somaliland. The second stage of the study then aims to look at comparative examples in the region, and propose next steps for Somaliland.

TARGET 2. ESTABLISH GRAZING MANAGEMENT PROGRAMS

This target will be met in 2015 and will continue.

• Grazing management is of critical importance to eradicate private enclosures. The Somaliland Development Fund also supports this.

• The MoERD will be providing training and raising awareness on soil erosion, deforestation, over grazing and improper use of range resources.

• Germany, through financial support for a World Vision project on “Agro-‐Pastoralist Farmer Managed Natural Regeneration Program” in four villages in Lughaya district aims to increase environmental restoration, and community awareness.

Way forward

To develop a range resource management strategy which can be nationalized.

TARGET 3. CONDUCT COMMUNITY AWARENESS PROGRAMS ABOUT THE NEGATIVE IMPACTS OF OVERGRAZING

This target has been met and will continue.

• MoERD has community awareness programs both with Somaliland Development Fund support as well as through the national budget.

• MoERD also works on this also works with OXFAM/GB, UNDP, and ILO. Pipeline projects from Adeso, and the World Bank are being developed.

• MoERD has carried out different community dialogue meetings on how to eradicate private enclosures through strengthening community participation and raising awareness within local authorities.

• At the last Sector Coordination meeting, a committee was appointed to develop a concept note on rangeland resource management. This will be shared with the National Planning Commission for funding consideration under Somaliland Development Fund and other donors.

Challenges

• The Somaliland community are 65% pastoralists.

Way forward • The main strategy is to target pastoralists and raise their awareness to minimize recurrent droughts and sustain

the livelihoods of pastoralism.

TARGET 4. REHABILITATE GRAZING LAND IN AT LEAST 2 REGIONS

• This target will be met in 2016 with the support of the Somaliland Development Fund.

Way forward

• For the international community to give more importance to long-‐term projects, particularly environmental conservation, as the environment is the backbone of Somaliland’s economy and livelihood.

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Milestone 3: Develop and enforce a land use strategy and policy. Land use is currently managed by a multitude of institutions. Land is one of the biggest sources of conflict.

TARGET 1. AN INITIAL STUDY OF LAND USE AND MANAGEMENT TO BE COMPLETED BY SOMALILAND DEVELOPMENT FUND WITH COMPARATIVE EXAMPLES OF LAND REFORM

• Terms of Reference for an initial study of land use and management, including land reform, has been developed by the Somaliland Development Fund, following a scoping study on national land issues. UN-‐Habitat Land Policy development in process initiated under the Joint Program on Local Governance II. It is anticipated that this will be completed in 2015.

Way forward.

• Rift Valley Institute (RVI) to be engaged on a single sourcing basis to conduct a scoping study of the National Land issues. The study will propose the actual steps to be taken towards a National Land Policy.

Milestone 4: Promote watershed management. Promote National Watershed Management system that is in line with international principles of integrated watershed management

TARGET 1. IMPLEMENT WATERSHED AND WATER CATCHMENTS PROTECTION AND REHABILITATION MEASURES IN DENSELY POPULATED AREAS

• The Somaliland Development Fund is funding a project to improve rural livelihood of citizens living the Maroojideh Upper Catchment.

• In 2014, UNDP supported the rehabilitation of 11 berkads in the pastoral areas of Burao and Odweyne (Togdheer region). In 2014, UNDP will rehabilitate a dam and 11 berkads in pastoral areas of Burao district.

• GIZ, most likely together with KFW, plans to promote participatory and sustainable resource management, especially for agro-‐pastoralist and catchment areas (as basis for rehabilitation and stabilisation of ecosystems).

Challenges

• There is a need for more investment in watershed management. The topography of the country is mainly mountainous which requires a lot of watershed management interventions to minimize water run-‐off.

• Challenges include lack of funds and the lack of technical expertise in Somaliland that can implement integrated watershed management.

Way forward

• Training programs that focus on integrated watershed management. This is required for the technical staff of the following ministries: Ministry of Agriculture (MoA), Ministry of Livestock (MoL), MoERD, and Ministry of Water Resources (MoWR).

• In 2015 UNICEF will construct 10 water surface catchments/water dams, rainfall harvesting systems and sub-‐subsurface dams

• Develop concrete project proposals on integrated watershed management.

TARGET 2. START CONDUCTING GEOPHYSICAL SURVEY FOR ALL REGIONS FOR WATER RESOURCES

This target is being met, but requires further investment.

• Terre Solidali conducted a geo-‐physical study in Hora Hadley in 2011 and Gadeebly 2008. • The World Bank will be supporting geo-‐physical studies in Las Dhure, hopefully in 2015. • In the future, there is need for a study on the Putche Dam which will provide water in the future for Hargeisa. This

study will need to be followed by infrastructure investment.

TARGET 3. ESTABLISH AN INTER-‐SECTORAL COMMITTEE ON IWM TO DEVELOP APPROPRIATE JOINT STRATEGY (WATER DIVERSIONS, WATER HARVESTING, ETC.)

This target has been met, but requires further investment in capacity development.

• MoERD convenes an inter-‐ministerial meeting on National Resource Management, supported through ILO. • The MoERD, MoWR, and MoA have signed an agreement that prior to any activities related to water or

agricultural development; an Environmental Impact Assessment is conducted, led by the MoERD.

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Challenges

• Currently there is a National Environmental Policy, which includes all the productive sectors, but this needs to be approved by the ministries and implemented on the ground.

Way forward • There must be a comprehensive policy on National Integrated Resource Management and an enforcement

mechanism. To enforce this, the MoERD requires the necessary technical skills, tools, and other resources.

TARGET 4. DEVELOP A PUBLIC AWARENESS CAMPAIGN ON MANAGEMENT OF SCARCE WATER RESOURCES

There are a number of projects that are engaged in this campaign, however, this needs to be expanded, and executed in a coordinated manner.

• There is an urgent need to raise awareness of the public about managing scarce water resources and water harvesting. This has to be supported by a programme of support to enable water harvesting both at household and commercial levels. This will include training on infrastructure needs for water harvesting. This will also require seed funds to buy the equipment to maximize water harvesting at both household and commercial levels.

Milestone 5: Carry out an environmental audit. The environment in Somaliland is under stress. Changes have not been scientifically documented and tracked

TARGET 1. CONDUCT BASELINE MAPPING OF THE EXISTING ENVIRONMENTAL SITUATION IN SOMALILAND (WHERE POSSIBLE WORKING WITH COMMUNITIES TO RECORD CONDITIONS IN THE PAST)

This target will be completed in 2016.

The Somaliland Development Fund will be supporting the MoERD to implement sample sites in 6 regions for baseline mapping. This will likely be completed in 2016.

Challenges

• There is no concrete Land Resource survey. SWALIM surveys were very limited. • This needs to be complemented with efforts to get a complete baseline survey, and carry a land resource

degradation assessment using satellite imagery and other technical resources.

Milestone 6: Promote alternatives to charcoal. Alternative energy sources are required to decrease charcoal use for domestic and commercial purposes

TARGET 1. CONDUCT STUDY TO EXPLORE SOLUTIONS FOR ALTERNATIVES TO CHARCOAL FOR DOMESTIC AND COMMERCIAL USE

This target will be met in 2014 but needs to scaled up through to 2016.

• The Ministry of Energy and Mineral Resources, together with the MoERD have initiated a public awareness campaign for communities to reduce their reliance on charcoal, and have also engaged with the private sector to actively promote alternative energy.

• MoERD has examined possibilities for alternative energies. • Both the Government and the private sector are actively promoting alternatives such as the use of energy

efficient stoves, renewable energy, such as solar lighting, wind energy. • The 2014 and 2015 budgets provide a tax exemption for environmentally friendly devices such as cooking gas

stoves should be text exempted. • Norway is supporting UNDP to delivery a UN Joint Programme for Sustainable Production and Alternative

Livelihoods (PROSCAL) that aims to The specific objectives of the programmes are four: 1) Support Governments to produce pertinent legal instruments and strengthen enforcement mechanisms at national, regional and local levels; 2) Promote alternative sources of energy to reduce local charcoal consumption; 3) Provide alternative livelihoods to the Charcoal Value Chain Beneficiaries (CVCBs) involved in the charcoal production and trade; and, 4) Country wide reforestation and afforestation to regain the productive potential of the environmentally degraded lands. However, the allocation to Somaliland is relatively small. Initiatives such as these need to be given higher priority and scaled up to delivery actual results.

Challenges

• Business people are not interested in importing alternative sources for charcoal both at household and commercial levels.

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Way forward • Alternative energy for commercial levels requires greater investment that is out of reach of many business

people. • More efforts to be made to share best practices from other countries on how Government can facilitate the

import of alternative energies.

Milestone 7: Improve urban waste management. Somaliland is urbanising at a very fast rate without the accompanying services

TARGET 1. DEVELOP AND PILOT GOOD PRACTICE IN DUMP SITE WASTE MANAGEMENT STANDARDS IN 2 URBAN AND TWO SEMI-‐URBAN CENTRES

• MoERD has been working with local Government authorities. But there is still no dumpsite management system in place.

• UN-‐Habitat/Joint Program for Local Governance II have been piloting sector service delivery models in solid waste management. This will be implemented through till 2016. Efforts like this need to be scaled up.

Way forward • There must be an effective coordination mechanism between the local Government and the MoERD with regards

to knowledge sharing.

TARGET 2. EXPAND AND IMPROVE THE WASTE MANAGEMENT SYSTEM IN URBAN AND SEMI-‐URBAN CENTRES

This target has not been met, but requires urgent support.

TARGET 3. ESTABLISH A HAZARDOUS WASTE AND LIQUID WASTE DISPOSAL SYSTEM IN HARGEISA

This target has not been met, but requires urgent support.

• This is a priority for the MoERD. There should be a National Policy on Waste Management. • A Waste Management Act is being developed. The International Republican Institute was to support, this activity,

but their funding ran out. • The first draft has been completed. It is with the sub-‐committee of National Resource Management

Way forward

• Should the Waste Management Act be passed, technical support and investment to implement and enforce the Act is required.

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10. ANNEX 5: PSG 5. REVENUE AND SERVICES Strategic objective: Build public service capacity to raise revenues, manage resources and ensure the provision of streamlined quality services in an accountable and transparent manner that guarantees inclusiveness and equity

Priority 1 -‐ PFM: Establish an appropriate system of public financial management (PFM) based on the PFM Road Map that includes strengthening the budget process, establishing a chart of accounts, and enhancing public procurement.

Milestone 1: Enact and implement Public Financial Management (PFM) legislation. PFM legislation should strengthen controls for fiscal discipline and promote transparency and accountability

To date, DFID has been the main lead donor supporting the Government’s efforts in PFM Reform with technical support from the World Bank. Going forward, DFID’s Programme aims to improve public investment programs, improve domestic revenue raising capabilities and improve PFM in Government line ministries. It is anticipated that the EU through the World Bank will also support the roll out of the PFM Reform Strategy.

TARGET 1. SUBMIT FOLLOWING BILLS TO THE PRESIDENT’S OFFICE AND GET THEM APPROVED BY THE COUNCIL OF MINISTERS: PFM AND ACCOUNTABILITY ACT, CUSTOMS ACT, REVENUE ACT, NATIONAL AUDIT ACT, PROCUREMENT ACT

The target in on course to be achieved by Q4/2014.

The final English versions of the five bills are with the solicitor general for translation following an overall review of all the bills. During the Solicitor General’s review, he commented on all the bills in English version to ensure that they are in line with the Constitution and the existing law. The comments were considered by the steering committee and have been incorporated since.

Challenges • Getting local ownership and buy-‐in. Pre-‐2012 efforts to support Public Financial Management Reform created a

lot of divisiveness amongst PFM reform stakeholders. Past efforts were seen to be supply driven, lacking country-‐ownership. Additionally, when the renewed efforts commenced at the end of 2012, PFM stakeholders were suspicious of the bills, which had been presented and rejected by Cabinet in 2011. In 2012, the Government decided to review all past efforts and develop its own PFM Reform Strategy. the leadership of the PFM Reform invested much time in building support for the bills.

• Lack of support for the establishment of a PFM Reform Unit. The PFM Reform Strategy envisioned both technical and financial support for a PFM Reform Unit. Unfortunately no resources were allocated to this. The Government has allocated USD 200 in its 2015 budget to support the PFM Reform Unit, with the anticipation that international community will reciprocate the Government’s efforts with technical and financial assistance.

• Change management. The Quick Wins Action Plan to implement the PFM identifies the need for technical support from the start, particularly given the history of past PFM reform efforts. Unfortunately, this component remained under funded.

• Under-‐resourced Solicitor General. All legislation to be introduced to Cabinet and then Parliament needs to be cleared by the Solicitor General. However, the Solicitor General is very under-‐staffed and under-‐resourced. With the number of bills being introduced as Somaliland implements various reform programs, as well as updates to a large number of bills, the Solicitor General needs both long-‐term capacity development, additional resources, as well as inputs from short-‐term subject-‐matter legal specialists.

• Lack of skilled English-‐Somali Legal Translators. Similarly, there is a need to build up a cadre of legal translators who can translate laws that are drafted with external technical assistance in English, to Somali. This has caused much of the delay in getting the legislation through the Solicitor General.

Way forward • The above challenges need to be addressed so that the Ministry can commence the transitional phase in

implementing the new acts in 2015.

Milestone 2: Rollout bespoke Financial Management and Information System (FMIS). Establish an interim SL FMIS that is based on the IMF’s GFS, Chart of Accounts

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TARGET 1. ROLL OUT SOMALILAND FINANCIAL MANAGEMENT INFORMATION SYSTEM (SL FMIS) IN BERBERA, HARGEISA, AND BURAO LOCAL GOVERNMENT OFFICES, AS WELL AS IN THE OFFICES OF THE MINISTRY OF FINANCE IN HARGEISA AND THE ACCOUNTANT GENERAL’S

• In preparation for the roll out of SL FMIS, the new Standard Chart of Accounts was introduced to all Director Generals, and, directors of finance and administration of all ministries with the support of DFID. The 2015 Budget is based on the new Standard Chart of Accounts. This will align the budgetary, accounting and monitoring and evaluation systems based on consistent set of codes

• With the support of DFID and World Bank, the GoSL obtained the services of international IT consultants to develop the road map for SL FMIS plus the scope for the phase 1 implementation of SL FMIS program.

• Both the IT support team and a Super user team have been established. • The training of trainers (TOT) was provided by an IT International consultant. These trainers are currently

provided training for all central ministries and entities to enable them to use the system for their 2015 budgets. The IT connectivity for core users in phase 1 is done. The IT infrastructure and hardware requirements for phase I is being funded by UN-‐JLPG (UN-‐HABITAT). The procurement process is underway.

• The SL FMIS is ready to go live in 2015.

Way forward • In order to test the system, the GoSL decided to implement SL FMIS in an incremental manner. The roll out of SL

FMIS in Berbera, Hargeisa, Burao and Borama Local Government Offices will be completed in Phase 2. • The revenue module with billing capability is to be developed in Phase 2 implementation of SL FMIS. • The Ministry of Finance has requested UN-‐Habitat to update cadastral property data for “category A” districts. • Phase 2 will also be a period of intensive training and support Programmes for SL FMIS users. When this is

completed, financial information for management will be available in real time. Audit trail for alerting Auditor General for proactively doing audit tasks and minimizing risks will be accomplished

Milestone 3: Develop an effective national statistics system. Comprehensive long-‐term support to implementing Somaliland’s National Statistics System is critical for evidence-‐based planning

TARGET 1. TO BUILD UP SOMALILAND’S STATISTICAL DATABASE AND CAPACITY TO PRODUCE QUANTITATIVE MEASUREMENT OF PROGRESS ON THE SOCIAL AND ECONOMIC CONDITIONS OF SOMALILAND POPULATION,

• The National Statistics Development Strategy (NSDS 2013 -‐2017) was developed by the Central Statistics Department (CSD)/Ministry of National Planning and Development (MoNPD) with the support of DANIDA. While there have been delays, initial steps to provide longer-‐term support for building the national statistics system has now started in Q4/2014.

• The African Development Bank (AfDB) has started with a project to provide capacity development support to the CSD starting Q4/2014 With a focus on demography, economic statistics, ICT, GIS.

§ The project also supports data analysis for producing the Consumer Price Index. § Two staff from the Central Statistics Department (CSD) was sent to the African Institute of Statistics in

Dar el Salam for training on CSPRO, SPSS and STATA specialization. § Two long-‐term scholarships have also been provided for a demographer and an econometrician. § The AFDB support will also look into implementing elements of the NSDS, especially economic statistics. § The team will be supporting the CSD to implement Statistics Law 60/2013, which includes building the

capacity of the Statistics Advisory Board.

• 2014 also saw the release of a number of major survey data together with the CSD at the Ministry of National Planning and Development.

§ Data collection and entry for 2013-‐2014 Population Estimation Survey has been completed and now data analysis is being completed by UNFPA. AFDB supported technical advisor is cleaning the data, and supporting CSD on data analysis. It is anticipated that the report will be finalized by the end of 2014.

§ The World Bank has been working with the CSD to finalise the Household Survey, National Accounts, and an Enterprise Survey.

• The CSD publishes a Statistics Bulletin, which covers price, foreign exchange and trade statistics. • Statistics Sweden is in the early stages of determining support fort he CSD in 2015 based on the National Statistics

Development Strategy for Somaliland. • USAID’s TIS Programme implemented by DAI will also provide GIS hardware and software equipment to build

national mapping resource centre. The GIS team at the MoNPD have already prepared preliminary mapping data of schools and health facilities in Somaliland.

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Challenges • The CSD faces shortage of qualified and experienced staff, and lacks adequate physical and financial resources. • The National Statistics Strategy envisions longer-‐term twinning with Statistics Bureaus in the region, but this has

yet to be implemented. • Following the 2014 Somaliland Economics Conference co-‐organised by the MoNPD and the World Bank, an Action

Plan was developed which included support for various data collection efforts as set out in the Statistics Law No 60/2013. This Action Plan has yet to materialize.

• The Statistics Departments of Universities in Somaliland are weak institutions. • The AfDB support supports candidates for Masters programs and specialist programs for statisticians in

neighbouring countries. Such efforts need to be scaled up.

Way Forward • Build the capacity of CSD by supporting long term as well as short term training programs for staff. • Provide technical support to enable CSD to produce socio-‐economic data such as the consumer price index (CPI),

unemployment rates, poverty rates, and Gross Domestic Product (GDP) on regular basis. • Facilitate partnership between CSD and regional statistical bureaus such as the Ethiopian Central Statistics

Agency; Kenya National Bureau of Statistics; and Uganda Bureau of Statistics. • Raise the capacity and the quality of statistics departments in local universities. • Carry out Somaliland Demographic Health Survey to assess disease and utilisation of health services and products

for Somaliland population so as to enable appropriate planning for equitable distribution of interventions and resources.

Milestone 4: Policy based budgeting. Build Medium Term Expenditure Framework (MTEF) as well as a Medium Term Fiscal Framework (MTFF) to support planning and budgeting institutions

TARGET 1. REVIEW NATIONAL DEVELOPMENT PLAN 2012-‐2016 AGAINST MTEF AND MTFF

• DFID has allocated resources for PFM technical specialist to support the GoSL on this, but very little progress has been made. Following a 6-‐month delay, a team is now on the ground.

Challenges • It has been difficult to find the right person with the required set of skills at the right time.

Way forward • Provide technical support in the form of embedded consultants within the Ministry of Finance and training for

CSD staff

Priority 2 – SERVICE DELIVERY: Promote equitable distribution and access to basic services through both the use of effective service delivery mechanisms and standards, as well as the establishment of the roles and responsibilities of the central and local authorities and service delivery institutions.

Milestone 1: Implement service delivery decentralization. A decentralization service delivery policy has been drafted for key services: health, education, water and sanitation. It now needs endorsed and implemented.

TARGET 1. PROVIDE TECHNICAL SUPPORT TO AMEND AND ADD BYLAWS TO THE LAW ON REGIONAL AND DISTRICT ADMINISTRATION (2002) TO FILL IN GAPS TO ACHIEVE DECENTRALIZED GOVERNANCE

• The Decentralisation Policy, developed with the support of the Joint Programme on Local Governance supported by SIDA, EC, DFID, Somaliland Development Fund, Italy and Norway, was approved by Cabinet in August 2014, and a road map has since been developed setting out the next steps.

Challenges • Currently there are gaps in the law on administrative, political and fiscal decentralisation, which leaves room for

ambiguities. As Somaliland’s institutions mature, clarifying roles and responsibilities of central and local authorities is a matter of priority.

• Identification of the gaps, and amending the law will require dialogue across the many different stakeholders and should be done in a coordinated, balanced and holistic manner.

Way forward • Provide technical support to assist Government in filling in the legal and regulatory gaps in the decentralization

architecture. This target must be met in 2015. In 2015 UNICEF through Joint Programme on Local Governance will

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provide legal analysis and recommendation for regulatory amendments in sectorial legislation for health education and water.

TARGET 2. CABINET ENDORSES POLICY FOR DECENTRALIZED SERVICE DELIVERY

This target was met in 2014.

• The Decentralisation Policy was endorsed by Cabinet 28 August2014. • The President appointed the Vice President as a champion for local development and appointed an Inter-‐

Ministerial Committee on Local Governance. • Service delivery of health, education and WASH is being decentralized in three pilot districts -‐ Borama, Berbera,

Burao through UNICEF support. For example, in these three districts, there are 165 primary schools supported by UNICEF and out of existing 56 health facilities 55 are supported by UNICEF (10 health centres, 12 primary health units in Burao, 4 health centres, 2 referral health centres, 6 primary health units, 1 regional Hospital in Berbera and 8 health centres, 11 primary health units, 1 regional hospital in Boroma). Decentralised service delivery pilot in education has already brought improvements in the delivery of the decentralised functions – safety and security and hygiene in schools have improved (See Target 6 below on rolling out decentralisation model).

Way Forward • Decentralised service delivery in health, supported by UNICEF will commence by end of 2014 in three pilot

districts – Berbera, Boroma and Burao. • In 2015 UNICEF will support local Governments in decentralised service in one or two more pilot districts.

TARGET 3. DEVELOP REGULATIONS ON LAND USE

• The National Planning Commission has approved a preliminary study on land policy supported by the Somaliland Development Fund starting Q4/2014. The two-‐stage study will be completed in 2015. The second stage will look at comparative models of land reform in the region. Current land use management comes under the ambit of seven ministries.

• The MoI with the consultation and participation with the local Government councils and relevant stakeholders enacted an Urban Land Dispute Regulation and published it through the national gazette. This regulation was financially supported by JPLG

• The MoI established two land dispute tribunals (Berbera and Borama districts) and nominated the tribunals according to article 28 of the Law no: 17/2001 as amended in 2007

• Rehabilitation of Hargeisa district council tribunal office was finalized and the construction of the Berbera and Borama commenced in this year

• Joint Programme on Local Governance will also be looking at Land Policy Development as well as FAO.

Challenges • Due to urbanization, population pressures and a settlement trend among nomads, land has becomes a pricy

commodity which has lead to an extensive land grab sold to those with the wherewithal at the expense of the poor.

• People enclose illegally large swaths of lands in what was hitherto common land restricting the traditional seasonal migration of the nomads and access to pasture

Way forward • There is an urgent need for a comprehensive land use policy and legislation • To ensure that there is strong coordination between all the initiatives to do with land, there is a need for the

Government to establish clear division of labour among the stakeholders to minimise conflict on a highly sensitive issue.

• This should be a 2015 -‐ 2016 Target.

TARGET 4. CARRY OUT A REVIEW OF INSTITUTIONAL ARRANGEMENTS BETWEEN CENTRAL AND LOCAL GOVERNMENTS TO ENSURE MORE EFFECTIVE SERVICE DELIVERY, INCLUDING REVISIONS TO THE 2002 TARIFFS, RELATING TO DECENTRALIZED FUNCTIONS.

• A Functional Review of the Ministry of Interior (MoI) was conducted by UNDP/ Somali Institutional Development Programme (SIDP) in 2014.

• In 2012, a Functional Review of Water and Sanitation, Health, Education and Solid Waste Management was carried out with the support of UNICEF JPLG. Some of the recommendations have guided the piloting of decentralisation in three sectors. See Target 6 under this milestone. More comprehensive review to give effect to

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the Decentralisation Policy will be carried out in 2015 with objective to provide recommendations for regulatory amendments in sectorial legislation, reflecting decentralisation policy and decentralised service delivery.

• Revisions to the Regions & Districts (Self Management) Law (Law No: 23/2002) as amended in 2007, has to be guided by political, administration and fiscal decentralization.

Challenges • In terms of fiscal decentralisation, this has to be guided by law and aligned with the Public Financial Reform

Strategy, in close cooperation with all the stakeholders. • There is a lack of clarity between central and local authorities on roles and responsibilities for service delivery. • Weak structures at local authorities to ensure the provision of quality services. • Inadequate capacity at the central level to supervise services at local level.

Way Forward • It is imperative that programs supporting decentralisation collaborate more effectively with central institutions

and vice-‐versa. Decentralisation requires a strong central Government. Joint Programme on Local Governance-‐UNICEF established strong links with Central Government Ministries. Decentralized Service Delivery is managed through the respective line ministries and oversight is being provided by Ministry of Interior. Policy and strategic guidance is provided by the Office of the Vice Presidents. Capacity development efforts are targeting both central and local Governments. In 2015 UNICEF will support strengthening the planning and coordination mechanism between all levels of governance – village, district, regional and central.

• Highly experienced fiscal decentralization technical expertise with experience in similar contexts to Somaliland needs to help shape the Somaliland transition through the decentralization process.

• Extensive consultations with stakeholders at both central and local levels • All decentralisation efforts need to be harmonized with other major reforms such as Public Financial management

and Civil Service Reform (CSR). • A realistic target for this is 2015 -‐2016.

TARGET 5. DEVELOP POLICY ON PARTICIPATORY LOCAL GOVERNANCE IN BUDGETING, PLANNING, LAND USE AND DECISION-‐MAKING

• With the support programs such as Joint Programme on Local Governance there is a level of participatory planning and decision-‐making, particularly in the 7 districts supported by Joint Programme on Local Governance I and II – District Councils develop District Development Frameworks (DDFs) which sets district priorities. UNICEF has introduced participatory panning methodology and approach at district level. It is now being institutionalized through the Ministry of Interior, which is already providing technical assistance to district Governments for applying participatory planning techniques. In 201 MoI led successfully community consultations in Zeila.

• The MoNPD has developed 6 Regional Development Plans that take into account these DDFs. While this is a good effort to start linking bottom-‐up and top-‐down planning, it is anticipated that the Medium Term Fiscal Framework and Medium Term Expenditure Frame, will provide a more strategy guide for all levels of Government in planning and budgeting. This is planned for 2015.

Challenges • There is disconnect between the planning and the budgeting processes at central and local levels. • Local councils are very protective of their constitutional and legal rights and often consider attempts to

streamline their plans and budgets with central Government development and fiscal plans, as intrusive.

Way forward • There is an urgent need to strengthened cooperation between central and local level Government particularly in

relation to planning, designing and implementing major reforms such as public financial management, civil service reform and security sector reform. As mentioned above – review and harmonization of planning processes in social sectors (health education, water) will be supported by UNICEF in 2015.

TARGET 6. BEGIN ROLLING OUT DECENTRALISATION MODEL IN 3 DISTRICTS

The delivery of education and health services, and to a lesser extent, health and water is starting to be decentralised in three pilot districts -‐ Borama, Burao, Berbera.

• In education, to start off, the district is paying the wages for subordinate staff, minor maintenance expenses, and utility bills. However, it is not at the level of decentralisation where School Based Management (SBM) is being piloted. The Decentralisation Policy envisions that the Ministry will be involved in setting education policy, setting standards, and ensure quality assurance.

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• The Ministry of Health conducted a study on the cost of decentralisation of health services together with the department of Planning of three pilot municipalities. The Ministry of Health has received proposals from the pilot districts on how much they are going to contribute. Berbera, a relatively wealthy district, will take over primary health financing from 2015. The District Medical Officer will be directly accountable to Mayor. The Mayor in Berbera will establish a Social Board for health and education, with the municipalities’ own budget.

Challenges • Lack of predictability of funds to implement the decentralisation reforms has been one of the main challenges.

Ministry of Finance has committed to add 12% to the Joint Programme for Local Governance provided budget for supporting decentralized service delivery at district level in 2015.

• Conflicting funding between Health EPHS and JPLG and WASH PPP and Joint Programme for Local Governance. • Lack of an action plan with tasks, timetable, assigned responsibilities and allocated resources for rolling out the

decentralisation process is another challenge, however the need to address the challenge is included into the road map.

Way forward • Demonstration of leadership and strong commitment from Government and the international community. • Support and capacity building for the Decentralization Department at the Ministry of Interior. • Expand decentralised service delivery in education and water in more pilot districts and increase the number of

decentralised functions transferred to local Governments. • Documentation of the process of decentralised service delivery for outline lessons learned and support the

provision of general guidance and regulatory amendments for institutionalising decentralised functions.

This target will continue to be implemented in 2015-‐2016.

Milestone 2: Develop a special service delivery Programme for vulnerable populations and underserved regions. Programme should provide priority services -‐ such as health, education and water -‐ to Sool and Sanaag regions to address inequity in service delivery, as well as vulnerable populations such as IDPs.

TARGET 1. DEVELOP INTEGRATED REGIONAL DEVELOPMENT PLANS FOR EASTERN REGIONS FOR HEALTH, EDUCATION, WATER AND SANITATION

• MoNPD has developed regional plans for all regions in Somaliland, including Sool and Sanaag through an inclusive process.

• The MoNPD has also collected data on basic services currently being delivered by the central Government in Sool and Sanaag.

• Both in the 2014 and 2015 Budget, the GoSL has allocated 2 per cent of tax revenues for the development of the Eastern regions of Somaliland.

• The expansion of the central Government in the Eastern Regions for service delivery is also specified in the 2015 Budget Policy.

Education • The National Planning Commission allocated funds the Somaliland Development Fund for construction of two

schools in Sool and Sanaag and provision equipment and scholastic materials

• UNICEF supports this target in the following ways:

§ Through the Global Partnership in Education (GPE) project supports salaries of 300 teachers -‐ of that 100 in Sool and Sanaag, salary top-‐up payments for all 837 Somaliland Head teachers, including Head Teachers from Sool and Sanaag. In year 2014 UNICEF supported a gender initiative under which 50 additional female teachers, 13 out of them from Sool and Sanaag, will receive training from UNICEF and be promoted to head teachers positions

§ Supported the collection of all Somaliland teachers profile database including Sool and Sanaag § Supported the 2013/14 School census in 1,109 Somaliland primary and secondary schools, including

schools in Sool and Sanaag § Through Qatar Foundation, started a 3 year Educate A Child (EAC) project for underserved coastal areas

including Sool, Sanaag as well as hard to reach coastal areas in Awdal and Sahil region. Support includes infrastructure, educational supplies and trainings.

§ With core funds, and support from the Netherlands, and DANIDA, UNICEF with other implementing partners, will contribute to the Somaliland Government’s “Go to School” Programme to enable 5-‐24 year olds to have access to quality education in Sanaag

WASH

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• With Central Emergency Response Fund (CERF) funding access to safe water, improved sanitation and hygiene is provided for vulnerable women and children, including high-‐risk poliovirus communities in Sool and Togdheer.

Health and Nutrition • With multi donor funding (SIDA, OFDA; UNICEF, Japan, SIDA, ECHO, DFID), UNICEF will be working with other

implementing partners to improve and maintain optimum child and maternal nutrition status for Under 5 boys and girls and Pregnant and lactating women by ensuring access to and utilization of a quality integrated Basic Nutrition Services Package in Sanaag.

• In 2014, UNICEF supported MoH and partners to carry out joint assessment of the health and nutrition facilities and interventions in Sanaag region and development of micro plans for the extension of EPHS services in the region.

• DFID through implementers such as Muslim Aid is supporting better community and health projects in Sanaag. • UNFPA with a number of implementers such as WAHA, Merlin, and International Rescue Committee etc. have

been supporting a programme to improve access to and utilization of equitable and improved reproductive health services in Sool.

• The National Planning Commission allocated funds the Somaliland Development Fund for rehabilitation of infrastructure, supplies, and diagnostic and staff capacity in Las Anod and Erigavo hospitals.

Challenges • The perception by the international community is that Sool and Sanaag are disputed, unsafe territories is the

biggest challenge. • Poor infrastructure and distance is another challenge.

Way forward • UNICEF is expanding the implementation of EPHS Programme through JHNP funding to Sanaag region this

includes establishment of stabilisation centre and OTPs to provide treatment for Severely Acutely Malnourished children in in Erigavo and Al Afwein districts, establishment of institutional deliveries in all health centres (13), reviving 27 PHC unit services and establishment of integrated nutrition and EPI mobile units to access and provide access to scattered population in the region.

• Lifting of UN restriction on programs which is currently limited to humanitarian assistance. • Provision of technical and financial support for the implementation of Sool and Sanaag regional plans. • The Government recommends the extension of Joint Programme for Local Governance to Sool and Sanaag. • Involvement of local NGOs and Community groups in the development of these regions. • Community and local governments participation in the allocation of the 2% Fund.

TARGET 2. SUPPORT INFRASTRUCTURE DEVELOPMENT TO FACILITATE SERVICE DELIVERY AND ECONOMIC GROWTH IN THE REGIONS

This target is a long term target that will continue to 2016. There is some progress towards this.

• The Government has partnered with local communities to build roads across the regions which are either completed or still under construction, including Borama-‐Dilla Road, Wajale-‐Kalabayd road; Dagah Ad road, Hargeisa-‐Baligubadle Road, Hargeisa Salaxley Road, Burao-‐Odweyne Road and Erigavo-‐In Afmadoobe Road. Local authorities have also invested heavily in urban infra-‐structure.

• TIS-‐DAI is implementing activities worth USD 6,069,844 across Somaliland in Hargeisa, Burao, Las’anod, Erigavo, Berbera, Odweyne, Badhan, Aynabo, Zeila, Goda, Mayd, Gabiley, Baligubadhle and Borama totalling 84 grants.

§ It has partnered with the Ministry of Interior in Construction of the Ministry’s Headquarter Buildings § TIS constructed three regional offices for the Ministry of Public Works Housing and Transport (MPWH&T) in

Las’anod, Berbera and Hargeisa, It has constructed and rehabilitated local Government offices in Borama, Goda, Odweyne , Mayd, Gar’adag, Gabiley, Baligubadle, Sheikh ,Las’anod, and Erigavo.

§ It has invested in construction of roads in Burao, Gabiley, Erigavo and Las’anod. § Construction of marketplaces, rehabilitation and construction of sports stadiums, Women centres and solid

waste management are among other activities TIS has invested in Somaliland.

• Similarly, the Somaliland Development Fund in 2014 and 2015, will be financing the rehabilitation of the roads between Hamaas and Berbera, Between Berbera and Sheikh and between Kalabayd and DIla. It is also supporting the Ministry of Environment and Rural Development to build 7 regional offices to ensure that the Ministry can actively discharge its mandate to protect the environment, and raise community awareness right across Somaliland.

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• Under the Joint Programme for Local Governance, there are smaller investments in infrastructure (between USD 150,000 and USD 250,000) in 7 districts which are based on District Development Frameworks (DDFs). The allocations depend on factors such as performance and population.

Challenges • The international community shies away from investing in infrastructure. • Infrastructure projects cost normally a lot of money, which Governments often get in the form of concessional.

loans from financial institutions. As an unrecognized state, that is an option that is not available to Somaliland. • Infrastructure projects require constant maintenance which is not often budgeted. Way forward • The Local Development Fund of Joint Programme for Local Governance which supports infrastructure

development at the municipality level should be increased as it is currently only 23% of the total allocation to Somaliland.

• The Local Economic Development component of Joint Programme for Local Governance also supports communities to promote economic development.

• A greater proportion of the Government budget should be allocated to infrastructure • The international community needs to increase funding for infrastructure

TARGET 3. NEW: ENSURE EQUITABLE ACCESS TO QUALITY BASIC SERVICES (SHELTER, NUTRITION, HEALTH, EDUCATION, WATER AND SANITATION), PARTICULARLY FOR VULNERABLE POPULATIONS SUCH AS IDPS.

Health and Nutrition • According to PESS 1.7 million Somali women and children are expected to be covered by JHNP in Somaliland -‐ in

Togdheer (721,363), Awdal (673,263) and Sanaag (2 districts covered under JHNP -‐ 363,551). • UNDP and in partnership with the National Aids Commission and the Ministry of Health, UNICEF through Global

Fund to combat HIV/AIDS, TB and Malaria (GFATM) have been supporting a project to halt, reverse, and reduce the impact and spread of HIV in Somaliland by 2015, UNICEF and the Ministry of Health are implementing a Sexual Reproductive Health (SRH) Programme which aims to improve access, supply, and quality of contraceptive programs.

• IOM is supporting a Diaspora-‐led project to improve the health of women and their children in the returnee/IDP settlements in Somaliland.

• UNICEF has several programs in Sool and Sanaag, however being implemented by international and local NGOs addressing the health and nutrition needs of most vulnerable women and children through the support of 21 Health Centres and 47 PHC Units and providing drugs, vaccines, and supplies including nutrition products. The Programme is implemented through UNICEF, the Government, and local and international NGOs. Maternal child services, support to EPI including establishment of regional and district cold chain centres, malaria and HIV program, and nutrition support for management of acute malnutrition through establishment of OTPs and mobile services. In addition to that UNICEF provides support to preventive and health promotion activities including measles, diarrhoea prevention, nutrition, health, hygiene promotion (NHHP) programme and polio eradication programme as part of the global effort to eradication initiatives. Consequently Somaliland remains Polio free since 2007.

• UNICEF also provides health and nutrition support through static and mobile OTP services for Severely Acutely Malnourished (SAM) children and strategically placed Mother Child Health (MCH) centres to IDPs in Somaliland.

• Partners have been identified for Sanaag and the Partnership Cooperation Agreements with 2 EPHS partners in Sanaag region are under process. EPHS Partnership Cooperation Agreements have also been signed in other 2 regions -‐ Awdal and Togdheer. UNICEF and WFP together with International Medical Corp are providing Emergency Nutrition Interventions. UNICEF also supports Severe Acute Malnutrition Stabilisation Centres.

• DFID through implementers such as Muslim Aid is supporting better community and health projects in Sanaag. • UNFPA with a number of implementers such as WAHA, Merlin, and International Rescue Committee etc. have

been supporting a Programme to improve access to and utilization of equitable and improved reproductive health services in Sool.

Shelter • UN-‐Habitat is supporting the reintegration of IDPs through provision of secure land tenure, housing, and skill

improvement of up to 475 families at identified settlement sites in Boroma, Burao, and Berbera. The Ministry of Resettlement is working with UN-‐Habitat in implementing this project.

Education • UNICEF trained 72 Quality Assurance regional supervisors to enhance school supervision/monitoring and the

quality of education.

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• DFID, through its Girls Education Challenge Fund, a global Programme works with NGOs and the private sector to find better ways of getting girls to school, inspire them to stay in school and make sure they graduate from school with the knowledge that enables them to break the cycle of poverty. The fund aims to improve access to education to the poorest and most vulnerable populations.

• With core funds, and support from the Netherlands, and DANIDA, UNICEF with other implementing partners, will contribute to the Somaliland Government’s “Go to School” Programme to enable 5-‐24 year olds to have access to quality education in Sanaag.

WASH • With Central Emergency Response Fund (CERF) funding access to safe water, improved sanitation and hygiene is

provided for vulnerable women and children, including high-‐risk poliovirus communities in Sool and Togdheer. • With multi donor funding (SIDA, OFDA, UNICEF, Japan, ECHO, DFID), UNICEF will be working with other

implementing partners to improve and maintain optimum child and maternal nutrition status for Under 5 boys and girls and Pregnant and lactating women by ensuring access to and utilization of a quality integrated Basic Nutrition Services Package in Sanaag.

• UNICEF established sustainable management framework for urban water management with emphasis in PPP model (2 PPP companies to be formed Tog Wajale and Erigavo).

• UNICEF established one repair centre in Burao to support operation and maintenance of strategic boreholes in drought prone areas of Sool, Sanaag and Togdheer regions.

Challenges • Housing of IDPS is a significant challenge. There are sprawling IDP slums in most of the main towns, particularly

Hargeisa. • Reintegration and support programs are inadequate. • There are no food, medical and shelter reserves to assist vulnerable people affected by calamities.

Way forward • The Government, local authorities and the international donors need to join hands to develop and implement a

resettlement Programme for the IDPs in shanty towns. • Skills training and support for start-‐up businesses is required to deal with poverty among disadvantaged groups. • Physical access to services for disabled people needs to be improved. • Public awareness and education campaigns should be developed and supported to deal with ignorance, prejudice

and stigmatization of vulnerable groups such as minorities and those affected by AIDs. • A national reserve (food, medicine, water, shelter etc.) and preparedness Programme needs to be designed and

implemented with the support of the international community for rapid response to minimize the impact of natural and man made disasters on those affected, particularly vulnerable groups.

Milestone 3: Raise access, quality and standard of education. Generally, the quality of education in Somaliland is very low, academic, with an out-‐dated curriculum

The lead donor in this sector is the EU, with other bilateral development partners such USAID, DFID, DANIDA, Netherlands also playing an important role. Through implementing partners such as UNICEF, Save the Children, Care Netherlands, Adventist Development and Relief Agency, Africa Educational Trust, the education sector, particularly at primary levels, is one of the two social sectors that receives the most resources – both Government and international. Two key plans shape the coordination of support to the sector, the first is the Education Sector Strategy which was revised updated and costed in 2014, and the second is the Go-‐to-‐School strategy which focuses on the prioritised action to enrol an additional 200,000 children and youth into education.

TARGET 1. REVIEW THE CURRICULUM IN SOMALILAND ACROSS ALL LEVELS OF EDUCATION IN ACCORDANCE WITH THE EDUCATION SECTOR STRATEGY

• The EU, USAID, UNICEF together with Save the Children, Care Netherlands, ADRA, Africa Educational Trust are supporting the Ministry of Education to improve access to and quality of education.

• UNICEF under multi-‐year Peace Building project supported the development curriculum framework. • Education sector strategic plan 2012-‐2016 was developed under UNICEF GPE financial and technical support. • The Ministry of Education has Finalized a Draft of the Curriculum for Transformation. • A technical oversight committee has been established and the next step is to identify, select and train curriculum

developers.

Challenges • There is no functioning curriculum development centre.

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• There are very few technical and vocational schools. • There are very few schools with library, computer, and laboratory facilities. • The Ministry of Education’s capacity to supervise and quality assure educational institutions is limited.

Way Forward • There is a need for a Curriculum Centre within the Ministry of Education. • Technical and vocational education should be mainstreamed. • School facilities and learning support systems need to be invested in. • The Ministry of Education needs to be supported to improve its capacity to quality control education.

TARGET 2. PILOT TEACHER TRAINING BASED ON KEY PRIORITIES

• With the support of UNICEF Global Partnership for Education funding the Ministry of Education is constructing a Teaching Training Institute in Hargeisa. Initially, the Teacher Training Institute will focus on primary education. The longer-‐term goal is for the Teacher Training Institute to be a residential facility for both women and men (100 each) with a planned capacity of 600 trainees. It is hoped that there will be 200 residential trainees and 400 non-‐residential trainees.

• UNICEF in partnership with UN-‐Habitat has been providing the technical support, to construct preliminary infrastructure to make the Teacher Training Institute functional within one year.

• With financial support from UNICEF Global Partnership for Education project the Ministry has hired a consultant for 6 weeks to develop a business plan for the Teacher Training Institute.

Key challenge • The Global Partnership for Education is supporting the construction of the Teacher Training Centre for Education

with USD 0.5 million managed by UNICEF under a total GPE budget of USD 1.7 million; however, there is a budget short fall.

• Shortage of qualified and experienced staff to teach at the institute poses another challenge. • Technical and financial support is also needed in the initial years.

TARGET 3. DEVELOP A CONCRETE EDUCATION SUSTAINABLE FINANCING STRATEGY FOLLOWED BY RESOURCE MOBILIZATION TO UPGRADE FACILITIES AND SERVICES PROVIDED

This has been partially achieved.

• There is an annual Joint Sector Review with donors, implementers and Government every year. Through this process, an annual operational plan is developed, and for example in 2014, the review process has costed all the money that is going the sector in 2014. Sector members such as EU, USAID, UNICEF, etc. have primarily supported this.

• The Ministry of Education has established a Free Primary Education Trust Fund. UNICEF supported and distributed 224,000 primary education textbooks. Some funds have been able to be raised, primarily from diaspora sources. However, there is a need to develop strategies and raise funds. Capacity to manage and allocate these resources needs to be strengthened.

• The Education Sector Strategy is one of the few that has been costed, and is step towards a MTEF for the sector. • TIKA is planning to furnish a computer laboratory at a Government designated school as a pilot. • TIKA is contributing to the management of the Vifak High School, which is administered by the Nile organisation.

The school both serves the well-‐off sections of the society with tuitions as well as a significant number of scholarship bearers. School significantly raised quality education with state-‐of-‐the-‐art facilities and educational instruments.

Key challenges • There is an urgent need to strengthen the regulation for the standards of education, at all levels.

Way forward • Greater focus needs to be placed on tertiary education – with a focus on access to more technical studies such as

engineering, statistics, economics, lawyers, environmental scientists. Currently, there is an overabundance of graduates with degrees in development studies, business administration, and political science.

• The Government of Ethiopia currently provides a certain number of scholarships per year to public servants for bachelor and masters studies. This sort of scheme needs to be expanded to countries in the region or elsewhere, to raise the level of tertiary education in Somaliland.

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TARGET 4. NEW: IMPROVE ACCESS TO SPORTS, CULTURAL AND OTHER FACILITIES FOR YOUTH (BOTH MEN AND WOMEN) IN ORDER TO PROMOTE CIVIC ENGAGEMENT, TOLERANCE AND DEMOCRATIC VALUES

• The EU, the National Endowment for Democracy (NED), the Netherlands Prince Claus Fund, and the Rift Valley Institute has provided funding for the Red Sea Cultural Centre, which was launched in August 2014. This new

Centre, the first of its kind, will contribute to the protection of the Somali cultural heritage and the revival of Somali culture. It will create new spaces for cultural exchanges and inter‐generational dialogue, and promote culture as a pillar of reconciliation, recovery and development. • UNICEF is implementing a Programme on Civic Education targeting the youth, school aged children and women’s groups. It aims to improve awareness on roles and responsibilities of Government, but also strengthen the role of communities for participation in decision-‐making. It will

help young people get involved with their local Governments in rising their voice on issues that impact their lives and will provide the forum for children, youth and women to actively participate in the local decision making process.

• The 7th Hargeisa International Book Fair was also held over a week in August 2014. HIBF is the main cultural event in Somaliland and one of the largest public celebrations of books in East Africa. It brings writers, poets, artists and thinkers from Somaliland and from all over the world to share and discuss their art and literary productions with the audience. The main aim of the festival is to promote a culture of reading and writing in the country, by producing and publishing high quality Somali literature and translating international classical literature, (including fiction, poetry and drama) into Somali

• TIKA is planning to:

§ Construct a gymnasium for an orphanage in Hargeisa and will benefit orphans from IDPs. § Rehabilitate a football field in Hargeisa.

Challenges • With the youth bulge, and unemployment estimated at nearly 70%, investment in these types of facilities are

critical to ensure the youth remain engaged in constructive activities, and maintain their cultural heritage.

Milestone 4: Rehabilitate and improve quality of care in all health facilities, particularly referral hospitals

• The lead donor is DFID in the health sector and supports a number of NGOs as well as UN agencies as part of the Health Consortium to support health sector activities. The main outputs include: § Strengthening the health system including building the capacity and accountability of health authorities. § Improving access to health services for the most vulnerable adolescent women, girls and children.

TARGET 1. DEVELOP A CONCRETE HEALTH SUSTAINABLE FINANCING STRATEGY FOLLOWED BY RESOURCE MOBILIZATION TO UPGRADE FACILITIES AND SERVICES PROVIDED

The financing strategy will be completed in 2015. However, funds will then have to be raised from the national budget, and other external sources.

• The Joint Health and Nutrition Programme (UK, AusAID, DFID, SIDA, USAID, Finland) will support a health financing study accompanied by a survey of health costs at the household level across Somaliland. The Ministry of Health is currently selecting enumeration areas. It is anticipated that this study will start in January 2015.

TARGET 2. NEW: IMPROVED EQUITABLE ACCESS TO QUALITY PRIMARY, SECONDARY AND TERTIARY HEALTH FACILITIES IMPROVED.

• UNICEF support from DFID, Netherlands and UNICEF, Population Services International will be improving access to health facilities across Somaliland. Activities include: § Constructed and equipped the maternal wing of the Boroma General Hospital in 2014 with the purpose of

increasing the access and utilisation of maternal and child services. § Supported capacity development of central, regional and district level staff to build capacity on health an

nutrition issues. § Supporting 7 Sexual Reproductive Health (SRH) facilities in Boroma district of Awdal region. The project is

extremely successful and the institutional deliveries increased from 20 to 70% over a period of 2 years. Through this join UNICEF/EU funded project 7 facilities were constructed, equipped and all staff trained.

In 2014 the Government organized regional sports competition including football, basketball, track and field events. 38 days. Khat consumption decreased. Many small businesses were created near the stadium to serve the customers. Tailors, shops that selling uniforms, flags. The entire city was mobilized. Many awareness messages were disseminated on tahrib, anti-‐khat and anti-‐smoking.

Box 2 . The need for more sports competitions

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§ Stabilisation centres have been established and functioning in 4 tertiary care hospitals (Hargeisa, Boroma, Burao, Berbera) providing life-‐saving services to the to manage the Severely Acutely Malnourished (SAM) children with complication.

§ 90 static and mobile Outpatient Therapeutic Programme (OTP) Centres have been established at MCH centres and providing community based management of Severe Acute Malnutrition in all regions and districts of Somaliland.

§ Expanded Programmes on Immunisation (EPI) conducted 10 rounds of Polio Immunisation. § Reaching Every District (RED) approach is implemented in 6 districts Sahil, Togdheer and will be expanded to

6 more districts in Awdal and Sanaag regions by end 2014. § Through GFATM funding, sustained 100% of Somaliland prevention, treatment and care support of malaria

and the majority of treatment and care of HIV. § In context of Health System Strengthening, with GFATM funding supported the rehabilitation and new

construction of HIV facilities and strengthening of standardized national HMIS system at all secondary and tertiary public service delivery levels in Somaliland.

§ In 2014, supported MoH and partners to carry out joint assessment of the health and nutrition facilities and interventions in Awdal region and development of micro plans for the extension of EPHS services in the region.

• Finland is funding IOM through a Programme called MIDA FINNSOM Health that aims to develop the capacity of health institutions and health care professionals in Somaliland through the temporary returns of Somali diaspora health professionals.

• In 2015, the Somaliland Development Fund will support the rehabilitation of infrastructure supplies, diagnostic and staff capacity in Las Anod and Erigavo hospitals. This will help meet the 2015 target of 3 district hospitals.

• TIKA is also planning to provide 5 ambulances to the Somaliland Government. • With the support of the EU, UNOPS has developed a costed master plan for the Group Hospital, which is the

National hospital of Somaliland built by the British in1953. ,. • Through private donations from Italian foundations, Mohamed Aden Hospital for children provides an important

service to children from all around Somaliland. • Sweden through Dalarna University is implementing a web-‐based masters education in sexual and reproductive

health in order to contribute towards the reduction of Somaliland’s mortality and infant mortality rates. • After the decision of MSF to pull out of Somalia and Somaliland in general, OCHA has stepped in to provide

emergency support to Burao hospital where MSF used to provide support. • Similarly, the Swiss Development Corporation is providing support to Gabiley hospital. • With support from Joint Health and Nutrition Programmes funding, UNFPA is supporting two regional hospitals to

provide comprehensive emergency obstetric care services and eventually will scale up to other regions in Somaliland.

• UNFPA with other development partners is currently supporting four mid-‐wifery schools in Somaliland to increase access to skilled birth attendants. (Edna Adan University School of Nursing and Mid-‐wifery Hargeisa Institute of Health Sciences, Amoud University School and Burao School of Health Sciences.

Challenges • While there is support going to secondary and tertiary hospitals, it is not enough to meet the current demand for

services. • There is an urgent need to strengthen the capacity of at least one referral hospital in each region. Currently, the

Group Hospital, which is extremely poorly resourced and equipped, is the only referral hospital in Somaliland. Those who can afford it travel to Dubai, Ethiopia or Kenya for medical care.

• UNOPS has completed a master plan for the Hargeisa Group Hospital, which is a phased plan – financing however, is not forthcoming.

• Facilities such as the Mohamed Aden Children’s Hospital, though providing an important service, providing health care for free, training nurses, private funding sources are unstable, and require further resourcing.

Way forward • UNICEF is planning to implement outreach immunisation activities in coming 6 months all districts and villages of

Maroojideh region with the purpose of increasing the immunisation status of children of Somaliland in general and Maroojideh in particular,

• MoH to finalise and implement community health strategy which is being supported by the Joint Health and Nutritional Programmes.

• Conduct integrated community outreach services/camps in hard to reach and marginalised areas to ensure equity in distribution of health services.

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• UNFPA to ensure reproductive health care strategy is in place and ensure demand for reproductive health commodities and services in all regions of Somaliland through integrated community reproduction health services and camps.

Milestone 4: Improve the quantity and quality of water available in rural and urban areas

TARGET 1. FINALISE SANITATION POLICY AND STRATEGY WITH MINISTRY OF HEALTH

This target has been partially met.

• With the support of Caritas, the Ministry of Health has completed the sanitation policy and strategy and has been endorsed by Cabinet.

• The Ministry is also working with agencies such as UNICEF on WASH activities that are in line with the Water Sector Strategy.

• The next step is to develop realistic costed action plan for the Water Sector Strategy as a whole, which then needs to be financed.

Way forward • Strengthen the coordination capacity of the Ministry of Water Resources and Rural Development, the and the

various water authorities to coordinate the work of international and national implementers in accordance with the action plans in the different areas and the different water authorities so that efforts are cohesive and have a real impact.

• Raise community awareness about water use, sanitation and hygiene.

TARGET 2. ESTABLISH STANDARD GUIDELINES FOR HYGIENE AND SANITATION IMPROVEMENTS

This target has not been reached, but will be met in 2015.

• The Ministry of Water and Rural Development has included this in the Water sector Strategy: “Increase equitable access to sustainable sanitation services and promote hygiene behaviour change at rural, urban and household levels through integrating with water resources development as means of WASH sector development”.

• While there are a number of projects that support this strategic objective, these needs to be better coordinated and scaled up to a national-‐level Programme for real impact.

Challenges include • Need to finalise the sanitation policy and strategy with the collaboration of Ministry of Health. • Lack of technical capacity to develop these guidelines, particularly in relation to waste disposal, management of

dumping sites, management of major contaminants such as industrial waste (tanning) engine oil, lead batteries, toners, refrigerators, hospital waste and waste from slaughterhouses.

Way forward • Establishment of regular water supply chlorination system in the major urban towns and households chlorination

in the rural areas. • Construction of sanitary facilities in schools, villages and Maternity and Child Health Centres accompanied by

water and sanitation awareness. • Introduce media programs to increase the awareness of the water users. • Conduct training for water sanitation to the schoolteachers, students, women organizations etc.

TARGET 3. NEW: IMPROVED ACCESS TO WASH SERVICES ACROSS SOMALILAND

This is an on-‐going and longer-‐term target.

• There are a number of smaller projects supported by donors such as the Australian High Commission, EU, Germany, Sweden and Japan, supporting agencies such as World Vision, UNICEF, Caritas/Luxembourg and IOM to develop these services. The objective of these programs is to reduce morbidity in vulnerable communities by providing these facilities in schools and health centres; sustained and access to safe water and sanitation facilities; community awareness on healthy behaviours; and strengthened capacity of local service provides on providing quality WASH services. Many of these programs focus on vulnerable women and children.

• UNICEF is rehabilitating and constructing 20 urban/peri urban and rural water supply systems and constructing WASH facilities in 10 schools and 5 MCHs

Challenge • Coordination of service providers and maintenance. • Lack of community awareness.

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Way forward • 2015 UNICEF plans to conduct capacity building focussing on water utilities in urban towns and WASH sector to

support sustainable management of urban and rural water systems, based on capacity gaps analysis • In 2015 UNICEF plans to increase the number of rehabilitated, constructed 20 urban/peri urban and rural water

supply systems to 30, raise the number of open defecation free (ODF) villages from 75 to 100 through Community let total sanitation (CLTS), drill and equip 10 strategic boreholes and expand the construction of WASH facilities from 10 to 20 schools and 5 MCHs

• UNICEF will work with the MoH and other concerned ministries to address the identified challenges, as well as many more rural WASH issues, in 2015

Priority 3 – CIVIL SERVICE: Create a merit-‐based and equitably distributed civil service that delivers high quality basic service and security for all Somaliland citizens

Milestone 1: Implement the Quick Wins Workplan for Civil Service Reform. Strategy should be demand-‐led and results focused on the improvement of the capacity of the Somaliland civil service

TARGET 1. CIVIL SERVICE REFORM COMMISSION SUBMITS DRAFT CAPACITY BUILDING PROGRAMME TO THE CIVIL SERVICE STEERING COMMITTEE BASED ON A TRAINING NEEDS ANALYSIS

With the support of DFID, and technical support from DANIDA, the Civil Service Reform Commission Steering Committee, supported by their technical staff, Ministry of the Presidency, Civil Service Institute, Good Governance Commission, Ministry of Education, Ministry of Health, met in Addis on a retreat in an effort to rejuvenate Civil Service Reform. The Somaliland delegation, which was led by Dr Saad Ali Shire, Minister of National Planning and Development, was joined by representatives DFID, DANIDA, the World Bank, EU and UNDP, and discussions were facilitated by the UK National School of Government International (NSGI).

• The Somaliland delegation assessed progress of Civil Service Reform efforts to date, and discussed how to accelerate the pace of reform.

• A quick wins agenda was set out, as well as the commitment to revisit the Civil Service Reform Strategy, to develop a Workplan that was more actionable. With initial support from UNDP, the Civil Service Reform Technical Team, with the Secretary supported by Somaliland Development Fund, distilled the Workplan to 4 logical components.

• A division of labour between different donors was discussed, with the main donors being DFID, World Bank and the EU, with UNDP implementing parts of the program.

• The four main Components include: i) Review and implementation of the legal and institutional framework; ii) Effectively structured institutions efficiently carrying out functions according to mandate; iii) Civil servants effectively recruited, managed and compensated; and iv) Competent and client-‐focused staff.

• One of the important recommendations from the Addis Retreat was to include the Minister of Interior (being charged with both Security Sector Reform as well as Decentralisation) as well as the Minister of Defence onto the Steering Committee to ensure that efforts are harmonized across the entire public service.

• The Civil Service Institute have since reviewed their strategy and focus to building the capacity of the civil servants.

• The Government also embarked on an important mission to clarify mandates of different institutions. The Government Administration Bill has been cleared by Cabinet, and is on the Parliament’s agenda.

• There have been various efforts such as a Training Needs Analysis of five ministries supported through the UNDP/Somali Institutional Development Program; as well as Functional reviews of four agencies.

• The World Bank also conducted functional reviews of two ministries (Ministry of Environment and Rural Development and Ministry of Fisheries.

• With the support of DFID and Somaliland Development Fund, a baseline training needs analysis was conducted at a more in-‐depth level for all the Ministries and Agencies with funds allocated to them through the Somaliland Development Fund. (See more below).

• Based on all these studies, the Civil Service Institute will be presenting a draft capacity development plan to the Civil Service Commission.

Challenges • While the Technical Team supporting the Civil Service Reform Commission Steering Committee identified

activities that could be initiated by themselves, it is clear that both technical assistance as well as resources are needed to ensure that what is proposed is not only appropriate for the Somaliland context, but represents international best practice.

• Other than DFID, and the Somaliland Development Fund, financing has been delayed for this important effort.

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• Efforts at the local level, supported by JPLG have not been aligned with the efforts of the Civil Service Commission.

TARGET 2. TEST CAPACITY SURGE IN 5 MINISTRIES AND/OR AGENCIES

This target has been achieved.

• The Capacity Surge Project (CSP) is a recent initiative to enhance project management and related knowledge and skills in the first six Ministries/Agencies that have received funding under the Somaliland Development Fund: Hargeisa Water Agency, Ministry of Agriculture, Ministry of Environment and Rural Development, Ministry of Livestock, Ministry of Water Resources and Roads Development Agency. The CSP is funded by DFID, as additional support under the Somaliland Development Fund.

• Over a period one year, a total of seventy-‐five Somaliland Development Fund Project Management Team members and other senior staff of the six Ministries/Agencies will undertake a variety of courses in project management, ICT and professional English. The courses were selected based on priorities indicated by the trainees themselves through a Training Needs Assessment. Each trainee takes a selection of courses that he/she signed up for.

• The training programmes kicked off on 13 September, 2014 and will last until July 2015. Until now, fifty-‐seven trainees have completed the first course, on Project Cycle Management (PCM), and fifty-‐six trainees attended a Sharing Workshop. The PCM course was conducted by international trainer and co-‐trainer from the Civil Service Institute (CSI). The Sharing Workshop was facilitated amongst others by Somaliland Development Fund Senior Capacity Development Expert who led a session on Human Resources Management, and by two experts from the UK National School of Government (NSGI), who gave a presentation on policy, vision, mission and strategic planning.

• The CSP will be a vital entry point for the overall civil service capacity building as a part of the Civil Service Reform that the Government of Somaliland has initiated. It will take an important step forward towards building a cadre of civil servants with critical project management competencies. In addition, the CSP, by equipping the six Somaliland Development Fund Ministries/Agencies with the necessary knowledge and skills, is expected to contribute to the success of the Somaliland Development Fund projects.

• The CSP works closely with the CSI in delivering all training under the project. It is expected that by the end of the CSP, the CSI can take over the teaching of the courses. To that end, CSP is ensuring on-‐the-‐job training of CSI trainers as ‘understudies’ and will hand over all contents and materials of the courses.

• Progress as a result of CSP is being monitored at three levels: the trainees, and the six concerned Project Management Teams and Ministries/Agencies. To that end, three baseline assessments have been undertaken and the same assessments will be repeated after one year.

• At the end of the CSP training Programmes, the trainees will receive a certificate from CSI listing the courses which they met the requirements, which includes a minimum of 80% attendance.

• UNICEF is funding Civil Service Institute 4 month’s long capacity building programme for 30 Planning Statistic Unit staff of all Ministries. Essential focus was initially on social sector ministries – MoH, MoEHS, MoWR, MOLSA, MoJ, MoI, MoNPD in order to enhance their monitoring, evaluation and reporting capacity yet due to frequent change of PSU staff in all Ministries, one PSU staff from each Ministry was included into capacity building support project

• It is anticipated that KFW will also be providing technical support to the water, environment, and agriculture sectors in particular.

• Similarly, the World Bank is also planning to provide “capacity surge” type activities starting 2015. • SIDA has also been funding IOM to provide diaspora expertise in Justice and Health in Somaliland.

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