Somaliland Special Arrangement
Annual Report, 2014
Introduction ........................................................................ 4
Next steps to strengthen the report ........................................ 4
Summary overview of the Annual Report ............................ 5
Structure of the Report ............................................................ 5
Aid Flows .................................................................................. 5
Progress Highlights .................................................................. 6
PSG1 ......................................................................................... 6
PSG2 ......................................................................................... 6
PSG3 ......................................................................................... 6
PSG4 ......................................................................................... 6
PSG5 ......................................................................................... 7
Way Forward............................................................................ 7
PSG 1: Legitimate Politics .................................................... 8
PSG 2. Security ....................................................................10
PSG 3: Justice ......................................................................13
PSG 4. Economic Growth ....................................................15
PSG 5. Revenue and Services ..............................................19
Partnership Principles .........................................................23
Government ownership ......................................................... 23
Alignment............................................................................... 24
Use of Country Systems ......................................................... 24
Use of Preferred funding channels ........................................ 24
Capacity Development ........................................................... 24
Harmonisation ....................................................................... 25
Conflict Sensitvity .................................................................. 25
Monitoring and Risk and Results ........................................... 26
Annex 1: PSG 1: Legistimate Politics…………………………………….27
Annex 2: PSG 2: Security………………………………………………………33
Annex 3: PSG 3: Justice…………………………………………………………40
Annex 4: PSG 4: Economic Growth……………………………………….48
Annex 5: PSG 5: Revenue and Services………………………………..63
Somaliland Special Arrangement Annual Report, 2014
AIMS
AML/CTF
APD
ARC
CEDAW
CERF
CILPRA
CSD
CSP
CSR
CVCBs
DANIDA
DDG
DDR
DFID
DFID
DRC
EC
ECHO
EU
EUCAP
FAO
FMIS
GFS
GGACC
GIS
GIZ
GIZ
GoSL
HJC
HLACF
HOA
IDPs
ILO
IMFs
IRC
IRI
IT
JPLG
KFW
LCE&D
MoA
MoERD
MoERD
MoI
MoJ
MoL
MoNPD
MoNPD
MOU
MoW
MPF
MPTF
MSF
MTEF
Aid Information Management System
Anti Money Laundering/Counter Terrorism Financing
Academy for Peace and Development
American Refugee Committee
Convention on the Elimination of all forms of Discrimination Against Women
Central Emergency Response Fund
Critical Infrastructure and Littoral Protection and Response Agency
Central Security Division
Capacity Surge Project
Civil Service Reform
Charcoal Value Chain Beneficiaries
Danish International Development Agency
Danish Demining Group
Disarmament Demobilisation and Reintegration
UK Department for International Development
UK Department for International Development
Danish Refugee Council
European Commission
European Community Humanitarian Aid Office
European Union
European Union Regional Maritime Capacity Building Mission in the Horn of Africa and
the Western Indian Ocean
Food and Agriculture Organization of the United Nations
Financial Management and Information Systems
Global Forecasting System
Good Governance and Anti-Corruption Commission
Geographic Information System
Deutsche Gesellschaft for Internationale Zusammenarbeit
Deutsche Gesellschaft für Internationale Zusammenarbeit
Government of Somaliland
Higher Judicial Council
High Level Aid Coordination Forum
Horn of Africa
Internally Displaced Persons
International Labor Organization
International Monetary Fund
International Rescue Committee
International Republic Institute
Information Technology
Joint Program on Local Governance
KfW Development Bank
Littoral Community Engagement
Ministry of Agriculture
Ministry of Energy and Regional Development
Ministry Of Environment and Rural Development
Ministry of Interior
Ministry of Justice
Ministry of Livestock
Ministry of National Planning and Development
Ministry of National Planning and Development
Memorandum of Understanding
Ministry of Water
Multi Partner Fund
Multi Partner Trust Fund
Medicines Sans Frontiers
Medium Team Expenditure Framework
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Somaliland Special Arrangement Annual Report, 2014
MTFF
MVTS
NDP
NDRC
NEC
NED
NOC
NSDS
NSI
OAG
PFM
PPP
PSG
RIV
SALW
SBF
SBM
SDC
SDF
SDF
SGBV
SGBV
SJSP
SL FMIS
SLTRC
SLTRC
SMRSS
SOLJA
SONSOF
SSA
TIS
TVET
UN
UNDP
UNFPA
UNICEF
UNODC
UNOPS
USAID
USD
USD
VRA
WFP
Medium Team Fiscal Framework
National Development Plan
National Demobilization Re-integration Committee
National Electoral Commission
National Endowment for Democracy
Norwegian Crisis Management
National Statistics Development Strategy
National School of Government International
Office of the Attorney General
Public Financial Management
Public Private Partnership
Peace and Statebuilding Goals
Rift Valley Institute
Small Arms and Light Weapons
Somaliland Business Fund
School Based Management
Swiss Development Cooperation
Somaliland Development Fund
Somaliland Development Fund
Sexual and Gender Based Violence
Somaliland Gender Based Violence
Somaliland Justice Sector Project
Somaliland Financial Management Information System
Somaliland Legal Training Resource Center
Somaliland Legal Training Resource Centre
Somali Maritime Resource and Security Strategy
Somaliland Journalist Association
Somaliland Non State Actors Forum
Somaliland Special Arrangement
Transition Initiatives Program
Technical Vocational and Education Training
United Nations
United Nations Development Programme
United Nations Population Fund
United Nations Children's Fund
United Nations Office for Drugs and Crime
United Nation Office for Project Services
United States Agency for International Development
United States Dollar
United States Dollar
Voter Registration Act
World Food Programme
3
Somaliland Special Arrangement Annual Report, 2014
INTRODUCTION
The international community endorsed the Somaliland Special Arrangement (SSA) at the New Conference on the Somali
Compact in 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.”
This is the first annual report and will be shared with the High Level Aid Coordination Forum for review, validation and
endorsement. The Ministry of National Planning and Development (MoNPD) has prepared this report based on
consultations with the National Planning Commission (NPC), one-one-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 indicators have not yet been jointly set by government and international partners.
A SSA Monitoring and Evaluation Framework was endorsed at the 6 th HLACF in June 2014. The key elements are set out in
Figure 1.
Figure 1. Key Components of the M&E Framework
Aid
effectiveness
Milestones
Results
• Partnership principles: Assessment of mutual commitments made by the government and
development partners measured through quantitative and qualitative indicators.
• Aid flows: Transparent tracking of aid flows against the PSGs.
• Key targets: Short-term, concrete objectives focused on outputs needed to achieve results.
Achievement of objectives will be assessed by the HLACF based on compiled evidence of
deliverables.
• PSG results: Assessment of progress toward the achievement of the Peacebuilding and
Statebuilding Goals (PSGs), measured through global PSG indicators complemented by
context-specific indicators aligned with SSA priorities.
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) 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, Busan, New Deal TRUST indicators).
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.
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Somaliland Special Arrangement Annual Report, 2014
SUMMARY OVERVIEW OF THE ANNUAL REPORT
STRUCTURE OF THE REPORT
The overview “Traffic light” report is 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
AID FLOWS


Figure 2 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 indicative and subject to change.
However, this data collection effort was a manual exercise as the Aid Information Management System (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.
Figure 2. Allocations per PSG, 2013-15
$120
$100
$55.7
$80
PSG 5: Revenue and Services
USD Millions
$53.2
PSG 4: Economic Foundations
$60
$31.2
PSG 3: Justice
PSG 2: Security
PSG 1: Inclusive Politics
$40
$35.8
Institutional Capacity Development
$26.3
$20
$32.5
$2.4
$3.6
$3.9
$5.2
$13.5
$12.7
2013
2014
$2.0
$2.2
$10.4
$1.0
2015
$0
2013
2014
2015
Institutional Capacity Development
$
0.2
$
0.4
$
1.0
PSG 1: Inclusive Politics
$
13.5
$
12.7
$
10.4
PSG 2: Security
$
3.6
$
5.2
$
2.2
PSG 3: Justice
$
2.4
$
3.9
$
2.0
PSG 4: Economic Foundations
$
26.3
$
35.8
$
32.5
PSG 5: Revenue and Services
$
31.2
$
55.7
$
53.2
$
77.2
$
113.6
$
101.4
5
Somaliland Special Arrangement Annual Report, 2014
PROGRESS HIGHLIGHTS
PSG1
Somaliland is beacon of democracy and stability in East Africa. There have been 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 be held at the same time. The government is fully committed to holding the elections on time. It allocated USD6
million for the national elections and voter registration. Of course, the process will much more than that and we hope our
partners, friends and donors will support us generously in this process. A new a national electoral commission has been
appointed to take up responsibility for the election. The election of MPs is just the first step in parliamentary democratic
process. MPs need to maintain close contact with their constituency to truly representative them. 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. We have a dynamic, vibrant, and free press, but which needs capacity building to raise media
professional standards. The international community has been supportive to local journalists associations, but more needs
to be done.
PSG2
Somaliland has terrestrial boundaries and territorial waters that host 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 is committed to building its coast
guard, and has benefited from UNODC and EUCAP Nestor programs. 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. IOM has been very supportive, but other organizations such as DRC have
also provided assistance. The border police is copying well, but given the length of the border, it needs more substantive
support to strengthen its deterrence, detection, and detention capabilities.
PSG3
Justice is mother of stability. We, in, Somaliland understand that 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,
women and children. Somaliland has a well established a functioning judicial system based on modern courts, tradition and
Shariah. At the present time of the cases are settled outside the courts through the traditional system. But our vision is to
establish a modern system that is efficient, effective and accessible to all citizens. To achieve that vision, we committed
ourselves to a comprehensive justice reform. This requires training and developing all the legal professionals and support
staff as well as the police; overhauling the case management system; improving police community relations; using mobile
courts; building better police community relations; improving physical facilities- courts, detention centers and prison
facilities, and strengthening the capacity of the Higher Judicial Council. 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 the our partners and donors to realize our reform ambitions. UNDP, UNFPA and others have
been our partners in the reform process, but we need that support to be up scaled.
PSG4
Somaliland has made remarkable, visible progress in rebuilding its economy in the last two decades. But there is still a long
way to go to achieving prosperity as set in the national 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, infra-structure and know-how. 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 the 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. The government is also committed to
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 onestop shop investment office has been established within the ministry of Trade and Investment. The government is also
working on appropriate legal frame work for the mining and oil sector to ensure transparency, prudent management and
protection of the environment. The government is also in talks with the Ethiopian government on transit and trade and the
development of Berbera Corridor. 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. 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
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Somaliland Special Arrangement Annual Report, 2014
infrastructure. Our development partners: the EU, member states, USA, the World Bank, and 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.
PSG5
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 allot more needs to be done. 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 programs supported through the JPLG program in seven districts, but the goal is to implement the program in all
the regions. The government considers access to basic services such as water, health 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 Goals targets: half of the school age children are not going to school;
life expectancy at birth is less than 50 years, and infant, child and maternal mortalities are unacceptably high. The
government is also committed to equity for disadvantaged groups and marginalized 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 programs has traditionally supported the social service sector, specially education and health, but the
statistics show that there is still a huge gap to fill.
WAY FORWARD
TO BE DRAFTED TODAY
 Closer cooperation
 Commitment
 Support Reform Efforts
 SSA execution
 Support for SSA secretariat
 Donor focal point
 Donor sector leader
 Partnership principles
 Trust fund modality
 Up scaling existing projects
 Increasing investment in Infrastrucure
 Monitoring
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Somaliland Special Arrangement Annual Report, 2014
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
Targets 1, 2 and 3: Draft and approve
- In progress
Milestone 2: Carry out civil registration. The MoI to carry out civil registration, a priority for the GoSL, within the agreedupon deadline
Target 1: Draft civil registration T Completed. Civil Registration Law before parliament.
legislation through an inclusive process
Target 2: Conduct civic education T Ongoing. The government and civil society organisations have been actively
campaign on civil registration
involved in sensitising the community on civil registration.
Target 3: Implement technically robust + In progress
civil registration program by the end of
the year
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 T Ongoing. The outgoing NEC has conducted a good deal of voter registration
technical work
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 T As above.
society to conduct a voter registration
civic education campaign
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 - In progress, and increasing attention with the run up to the 2015 elections.
such as inclusion, issue identification,
election platform and program drafting,
communication,
fund-raising
and
campaigning
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 - Some progress. Parliamentary committees have been provided technical
legislative oversight
support on different issues, which have been very useful. There is however,
a need for a comprehensive institutionally focused program to continue to
build the capacity of the Parliament to effectively provide legislative
oversight.
Target 2: Provide targeted capacity + In progress. This is planned for 2015 as set out in the government’s Public
building of finance-related committees
Financial Management Reform Strategy 2013 -2016. However, the Public
within the House of Representatives for
Accounts Committee has already started playing a more active role in the
budget procedures and fiscal oversight
planning, budgeting and reporting process.
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 + In progress. With the support of IRI and UNDP, political parties have been
outreach department for parliamentary
able to establish branches in every district and conducted initial training.
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Somaliland Special Arrangement Annual Report, 2014
staff
The government has also increased contribution to the national opposition
parties and allocated USD 144,000 in the 2015 budget.
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.
Target 2: Train members of the House of Representatives on policy platform
development and implementation, and
constituent outreach
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 - Some progress. Civil society have arranged consultations on reform of the
consensus-based process
media law. The Somali Media Support Group is exploring avenues for
support to the media law development process.
Target 2: Develop regulations and codes
Delayed as it is contingent upon media legislation.
of conduct for the media sector
Target 3: Establish independent
Delayed as it is contingent upon media legislation.
arbitration and oversight mechanisms
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
Delayed. Pending technical and other resourcing
academy
Target 2: Establish a committee of
Delayed. The Somaliland Journalist Association (SOLJA) is the civil society
professional journalists
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, + In progress. This is a longer term priority. The Hargeisa Municipality has
information infrastructure, research
allocated land to SOLJA to establish a media center, however, further
tools available to the media sector
funding is required to build the center. There are a number of programs
supported by the international community to build the capacity of media,
however, this area needs continued support.
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 + Good progress. With the support of the Somaliland Development Fund, a
communication hubs within key
communications hub has been established in the Ministry of National
ministries
Planning and Development (MoNPD). The Hub will also be working with
communication officers of other Ministries and Agencies supported by SDF.
Target 2: Pilot community feedback and T Government regularly engages with communities across Somaliland as a
oversight projects to build state-citizen
part of a long-standing cultural tradition of community engagement.
communications
Internationally supported programs such as the Joint Programme on Local
Government (JPLG) and the SDF also have formal mechanisms for their
activities. SDF aims to roll out a perception survey at the end of 2014 to set
the baseline for SDF-supported projects. UNDP also supported the Good
Governance and Anti-Corruption Commission (GGACC) a perception survey
on service delivery.
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Somaliland Special Arrangement Annual Report, 2014
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 deeprooted 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 - Early days. In Sept 2013, the government endorsed the Somali Maritime
Maritime
Administration
with
Resource and Security Strategy. This is being largely supported by EUCAP
sufficient staff and capacity
Nestor Program as well as the smaller UNODC Maritime Program for the Horn
of Africa. However, this is a long term effort.
Target 2: Operational activates - Early days. EUCAP Nestor Program has engaged with the Somaliland Coastal
including
investigation
and
Guard to establish a Tripartite Joint Action Plan to deliver a Limited IInitial
evidence management
Operational Capability for young officers by end 2016.
In 2014, actors working in the Maritime sector will endorse a Somaliland Coast
Guard Blueprint that sets out priorities and a division of labour. UNODC are
also supporting some activities.
Target 3: Safety, precaution and - Early days. EUCAP Nestor has been providing critical advice on Critical
roles/responsibilities
Infrastructure and Littoral Protection and Response Agency to initiate dialogue
in Somaliland on current and future crisis management response. Capability
targets have been identified, to identify potential synergies with other national
programs 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 + In progress. EUCAP Nestor, UNODC and Adam Smith International (ASI)/ UK
necessary
equipment
&
are all providing some equipment. ASI is supporting a capacity building
infrastructure to meet basic
program of Somaliland Coast Guard officers in defence and security
operational capability needs
management through Cranfield University.
EUCAP Nestor includes
refurbishment of HQ 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 + In progress. Somaliland’s Ministry of Fisheries and Marine Resources has
legal framework
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 T In progress. EUCAP Nestor, UNDP, and UNODC have all provided training.
justice sector actors in maritime
However, this is a long-term effort that needs to be well coordinated and
laws
harmonised across different providers. EUCAP Nestor also provided legal
expert to draft the Somaliland Coastguard Law, and plans to train prosecutors
in 2015.
Target 3: Provide equipment and + In progress. UNODC has built a maximum-security prison with wards
trainings to enhance investigation
specifically designated for convicted pirates.
capacities
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
10
Somaliland Special Arrangement Annual Report, 2014
police strengthened to better respond to the security needs of communities, in line with developed standards and laws
Target 1: Undertake police needs + By end 2014. Some progress, with the support of UNDP Community Security
assessment at community level
Project. UNDP will be looking to develop a 5-year strategic development plan.
Target 2: Carry out comprehensive + Progress, but is a long-term goal. Key providers are ASI, UNODC/INL and
training and recruitment programme
UNDP/ Multi donor support.
The UNDP Program 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 T Progress, but is an ongoing effort that needs to be scaled up. Main actors are
community
awareness-raising
UNDP (multi-donor support), UNFPA, IOM (focused on migrants and IDPs).
campaign
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 + In progress. The Police Act has been drafted, and has been sent to the
codes of conduct on public order,
Parliament. It has been sent back to be tabled for further discussion, on the
and train police to uphold them.
key issues of 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 + In progress. District Safety Committees have been established with the
between police and security on
support of groups such as Danish Demining Group, however, requires more
cooperation,
especially
around
community engagement. ASI is working on police engagement.
election safety/security
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 + In progress. The Danish Refugee Council (DRC) supported by the EU will be
root causes of tahriib.
conducting a study to explore and document specific causes, trends and
patterns of human trafficking in Somaliland.
Target 2: Build the capacity of the + In progress but more technical expertise and resources needed. The
Regional Mixed Migration Task
Government established a Mixed Migration Task Force, as well as a Ministerial
Force.
Committee on Anti-Tahriib.
The International Organisation for Migration (IOM) have a mixed migration
program 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 T In progress, but needs scaling up. Organisations such as IOM supported by the
awareness-raising campaign.
government of Japan have established border committee with the Department
of Immigration, 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 T In progress, but needs scaling up. IOM has established Counter Human
police training on anti-smuggling,
Trafficking Networks and has been providing training to police on human
and human rights of victims
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 + In progress. The government has conducted an AML/CFT threat assessment
vulnerability and threat assessment
which has informed the AML/CTF Action Plan.
Target 2: Develop AML/CTF Action + In progress. In November 2013, UNODC was working on regulation and
Plan, and establish an interagency
reporting mechanisms for money or value transfer services. Following a
committee for implementation
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.
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Somaliland Special Arrangement Annual Report, 2014
Target 3: Establish a Financial
Some progress. A supervisory unit has been established, with the goal of
Intelligence Unit and equip with
establishing an FIU. However, with the support of the World Bank, and others,
monitoring technology
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 + In progress. IOM has equipped 4 out of 5 official border entry points (with the
equipped with documentation,
exception of Las Anod). Requires ongoing capacity development and
detection
and
communication
investment in equipment.
technology
Target 3: Establish specially trained + In progress, needs to be scaled up. Supported by IOM and ASI.
border and checkpoints police
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 + The Government has a National Security Strategy which is to be developed into
National Security Strategy action
an action plan.
plan
Target 2: Provide capacity-building + In progress. Adam Smith is providing capacity building support to the MoI.
and guidance to Security Secretariat
Target 3: Install common IT + In progress. Adam Smith International/UK is providing IT support. However,
infrastructure
across
security
requires scaling up and strong coordination amongst different security actors.
institutions
Target 4: Conduct trainings in + In progress. Support from UK.
intelligence and security data
management
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
To be confirmed
decentralization of security
Target 2: Develop a DDR policy to
In progress. The National Demobilisation and Re-integration Commission
streamline consolidation of security
(NDRC) is presently registering all police, custodial and military personnel, and
forces under single structure
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.
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 Steering Committee has asked the World Bank for technical
support.
The 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.
-
-
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Somaliland Special Arrangement Annual Report, 2014
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 + Can be completed in 2015. Pending technical and other
procedures and manual
resourcing.
Target 2: Launch pilot system in at least one T Completed. Has been piloted. Further work to strengthen
district court and one court of appeal
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 + Delayed. Government has allocated USD 30,468 to construct the
Resource Centre
hall for the Ministry of Justice. This will be used as an interim
measure for training.
Target 2: Develop key reference manuals for T Will be met end 2014 with the support of implementers such as
different legal professionals to serve as a resource
UNODC with INL funding.
base for the SLTRC
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 + In progress. Target will be met in 2015. UNDP/EU, UNODC/INL
judiciary to transition to an independent and
and Horizon Institute/DFID are all providing support to this
accountable judiciary
important area.
Target 2: Launch “Know you legal rights” campaign + 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 end 2014. UNODC/INL is supporting the
development of an Interpretation Act to codify the definition of
legal terms. UNDP/EU aims to support the Law Reform
Commission with standardized Somali legal terminology by end
2014.
Target 2: Develop a comprehensive legal reform T It is hoped by the end of 2014, a comprehensive law reform
strategy delineating roles and responsibilities for
strategy is developed with clearly delineated roles and
law making
responsibilities.
Target 3: Review and update Penal/Civil Codes and + In progress. More resources needed to then implement the
related Procedural Codes
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
different legal systems in Somaliland: modern, traditional xeer and sharia. Diversion and probation systems should also
be strengthened
Targets 1: AMENDED - Prepare Legal framework + A 2015 priority and target. The Ministry of Justice has started
for ADR in criminal cases
dialogue on this process.
Target 2: Monitor impact on women and + In progress. DANIDA funded UNDP to look at gender equality and
vulnerable groups
UN Security Council Resolution 1325. UNFPA is supporting a
program to train police on GBV guiding principles. . UNICEF has
been working on child protection issues.
Target 3: Test diversion guidelines in at least 2 - Early days.
pilot sites
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
Delayed.
courts system in all regions
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Somaliland Special Arrangement Annual Report, 2014
Target 2: Train justice service providers on records - Early days.
management
Milestone 3: Ensure access to public defenders. Strengthening legal aid is a priority
Target 1: Explore and pilot sustainable options for + In progress. Legal Aid Act submitted to the Council of Ministers.
Public Defenders Office
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 + In progress. Support from UNFPA, and UNDP to work with
management systems
justice sector actors on SGBV.
Target 2: Establish and promote police/society - In progress. Support from UNFPA, and UNDP to work with
reporting systems. Capacitate MoLSA Gender
justice sector actors on SGBV. This includes establishment of
Department complaint responsiveness and liaison
model police stations. Legal aid clinics and women’s lawyers
services
associations have been given resources with the support of UNDP
(A2J Programme).
Target 3: Strengthen laws and community + In progress. Support from UNFPA on legislative reforms for the
partnerships in addressing Sexual and Gender
protection of women and girls from GBV. Sexual offenders
Based Violence
database has been created. Sexual Assault Referral Centers have
been built in Erigavo and Las Anod.
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, ad USD 80,000 for the construction
of courts.
Target 2: Build facilities and IT systems for the + In progress. More resources are needed to meet the needs of
Ministry of Justice Head Quarters
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 T Will be completed end 2014. With the support of the Justice
international human rights standards
Sector Working Group, by the end of 2014, a model prison
programs / 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.
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
Delayed.
master plan, facilities and financing strategy taking
into account proper standards for service delivery
that safeguards the rights and security of all
Target 2: Establish at least 1 model district court in
Delayed, pending technical and other resourcing.
regions with priority need with proper staffing,
equipment, systems and procedures
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Somaliland Special Arrangement Annual Report, 2014
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 + Pending technical and other resourcing
and mining regulatory framework including: Natural
Resource Policy, Petroleum Act, Petroleum Revenue
Act, Mining Act
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
Pending technical and other resourcing
Policy and update as necessary
Target 2: Initiate the development of a National + Additional expertise and other resources
Electricity Act
Target 3: Develop an energy plan for the country
Pending technical and other resourcing
Target 4: Capacity development – including human and
Pending technical and other resourcing
technical. Upgrade the technical capacity of the
Ministry’s Department of Energy to meet its
responsibilities in guiding and overseeing the energy
sector
Target 5: Pilot alternative energy pilots at both + Additional expertise and other resources. There are
household and commercial levels
household level projects. The Coca Cola factory uses solar
power for its operations.
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, + Need consolidation and expertise
incorporating findings of on-going and completed
studies
Target 2: Rehabilitate roads, airports, ports, water + In progress, but long term goal. Government investment
infrastructure and landing facilities for fishing boats
and contributions from the diaspora and communities. SDF
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 millioin
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 SDF will be
rehabilitating Berbera and two other jetties.
Target 3: Conduct feasibility study of a strategic road - Some progress. Additional expertise and other resources.
network that connects the country
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 + In progress. DFID provided some technical support to advise
Ethiopia
on the trade talks between Somaliland and Ethiopia.
Milestone 5: Establish interconnectivity between telephone companies. The lack of interconnectivity between the main
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Somaliland Special Arrangement Annual Report, 2014
telephone companies in Somaliland is problematic
Target 1: Implement the Telecommunications Law
Additional expertise and other resources. Likely support
from the World Bank.
Target 2: Operationalize the necessary infrastructure to - Additional expertise and other resources. Likely support
enable interconnectivity
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. This FWS Strategy highlights the priority needs
for establishing agricultural seed security and crop diversification programs
Target 1: Establish three well-capacitated seed banks + In progress. Longer-term priority is being supported by FAO,
Awdal, Gabiley and Abureen
SDF and in the future, likely KFW.
Milestone 2: Build capacity of research and extension system in agriculture, livestock and fisheries. Extension programs
for agriculture, livestock and fisheries should be expanded and enhanced
Target 1: Agriculture: Implement extension program for + In progress. Longer-term priority is being supported by FAO
crop diversification in 3 regions Awdal Gabiley,
and SDF.
Marodijeh
The government has allocated funds for the purchase of a
bull dozer for the Ministry of Agriculture at USD 46,700
Target 2: Livestock: Establish programs for fodder + In progress with support from FAO and SDF.
production in Awdal, Burao, and Odweyne
Target 3: Livestock: Establish 10 fodder banks in Awdal, + In progress with the support of SDF and other agencies such
Gabiley and Marodijeh
as FAO.
Target 4: Fisheries: Rehabilitate cold storage facilities - Some progress. Some work started with the support of SBF,
in Berbera
and the private sector.
Target 5: Fisheries: Establish vocational training for the + Early days. This is starting, with support from SDF.
fisheries sector in order to allow the sector to expand.
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 + In progress. Additional expertise and other resources
production, fisheries with the consent of communities
Target 2:
Re-establish and strengthen fishing - Some progress. Additional expertise and other resources
associations
Target 3: Develop industrial policy and strategy
+ In progress. Additional expertise
-
Target 4: Commence feasibility study for establishing T Completed. Government has completed a study and has
industrial zones targeting light manufacturing and
identified land in Berbera, Burao, Hargiesa and Wajale.
support operations
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 + In progress. Trainings and plans developed. However, needs
throughout Somaliland
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 T Technical and hardware components installed. Pending
registration and licensing centres
legislation through Parliament
Target 2: Operationalize 1 one-stop investment office
T 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 + The Cabinet has approved the Banking Act. Pending
framework for supervisory practices
legislation through Parliament. Need support to provide
comparative models of secular banking systems in Islamic
countries.
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Somaliland Special Arrangement Annual Report, 2014
Target 2: Implement the Islamic Banking Act
T
Additional expertise and other resources to 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 + Work has commenced. Investment strategy developed with
Environment Action Plan
the support of Partnership for Economic Growth. Needs
further technical support.
Target 2: Approve New Companies Act
+ Pending legislation through Parliament
Target 3: Develop a National Microfinance Strategy and - While there are a number of microfinance schemes in place,
associated legislation
need a policy and accompanying legislation.
Target 4: Develop and implement a Public Private - Additional expertise and other resources. Several PPP
Partnership (PPP) policy
models being implemented. Needs a regulatory framework.
Target 5: Establish an enabling environment for market T Efforts such as the SBF and the Partnership for Economic
access, business start ups and investment targeting
Growth have stimulated this process. Business
women, and vulnerable populations
development, business incubators are required.
Milestone 4: Establish economic free zones. To facilitate trade
Target 1: Feasibility study to establish economic free
No progress
zones in Berbera, and the border between Ethiopia and
Somaliland
Target 2: Establish an Economic Free Zone Authority
No progress
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 + There have been a few studies completed on the labour
skills shortages to target vocational and technical
market, however, this needs to be updated systematically
training
and regularly.
Target 2: Develop and strengthen institutes that
Additional expertise and other resources. There is a need
provide vocational and technical certified training
for a Vocational Quality Framework.
based on the market study
Target 3: Provide employment and paid internship + Additional expertise and other resources to scale up.
schemes that provide on-the-job training
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
Pending technical and other resourcing
development and capacity support centres in Hargeisa
and one other region TBD
Target 2: Develop programs to provide seed capital to + There are several schemes being established, including
youth entrepreneurs
through the DFID/Seeds Program, SDF, 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 in at
Pending technical and other resourcing. Wildlife Act has
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 + In progress with the support of SDF and UNDP
reserves in 2 regions
Target 2: Establish grazing management programs
+ In progress with the support of SDF and anticipated
program with KFW
Target 3: Conduct community awareness programs + In progress with the support of SDF and anticipated
about the negative impacts of overgrazing
program with KFW
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Somaliland Special Arrangement Annual Report, 2014
Target 4: Rehabilitate grazing land in at least 2 regions
In progress with the support of SDF and anticipated
program with 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 - Project commencing with SDF support.
to be completed by SDF with comparative examples of
land reform
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 T Several projects e.g. SDF, UNDP and planned through KFW
protection and rehabilitation measures in especially
support, however, needs to be scaled up.
densely populated areas
Target 2: Start conducting geophysical survey for all T Terra Sollidali has conducted detailed studies. Further
regions for water resources
studies planned with World Bank support, however needs
scaling up.
Target 3: Establish an inter-sectoral committee on IWM T Committee established and supported by ILO. Need
to develop appropriate joint strategy water diversions,
expertise.
water harvesting, etc.
Target 4: Develop a public awareness campaign on T Requires stronger coordination, and common messaging.
management of scarce water resources
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 + Good progress. FAO SWALIM conducted studies. SDF
environmental situation in Somaliland where possible
conducting baseline mapping in 6 sites.
working with communities to record conditions in the
past
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 - Norway is supporting UNDP to promote alternatives.
alternatives to charcoal for domestic and commercial
use
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 - Early days. Additional expertise and other resources
waste management standards in 2 urban and two semiurban centres
Target 2: Expand and improve the waste management
Pending technical and other resourcing
system in urban and semi-urban centres
Target 3: Establish a hazardous waste and liquid waste
Pending technical and other resourcing
disposal system in Hargeisa
+
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Somaliland Special Arrangement Annual Report, 2014
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 T With the support of DFID, World Bank and SDF, this will be
office and approved by the Council of Ministers:
completed by the end of 2014. Only the translation of
PFM and Accountability Act, Customs Act,
Procurement Bill remains. The other bills are now before Cabinet.
Revenue Act, National Audit Act, Procurement Act
The PFM Reform Steering Committee will then sensitise
Parliament on the critical nature of these bills to be passed.
Milestone 2: Roll-out 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, T A phased approach has been adopted and will be completed in
Burao Local Government Offices, as well as in the
2015. With the support of DFID and the World Bank, progress has
Ministry of Finance in Hargeisa and the
been made in the roll out.
Accountant General’s Office
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 - Capacity development starting, but this is a long-term goal.
statistical database to allow for quantitative
DANIDA supported the Central Statistics Department to develop
measurement of progress on social and economic
a National Statistics Development Strategy. The Government
conditions of Somaliland population, while
passed a Statistics Law 60/2013 that sets out data collection
building the capacity of the Central Statistics
requirements.
Department of MoNPD to produce and these data
Statistics Sweden is developing a program of support. African
in the future
Development Bank has a program 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
Moved to 2015 pending delays with the mobilisation of an
2012-2016 against a MTEF and MTFF
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
Moved to 2015. Decentralisation Policy was adopted by Cabinet
bylaws to the Law on Regional and District
in August 2014 and a road map has since been developed setting
Administration 2002 as amended by Law No
out next steps. This will be supported by the Joint Program on
12/2007 to fill gaps to full implementation of
Local Governance.
decentralized governance.
Target 2: Cabinet endorses policy for T Decentralisation Policy endorsed by Cabinet in August 2014.
decentralized service delivery
Pilots being implemented.
Target 3: Develop regulations on land use
+ Early days. National Planning Commission has allocated funds
through the SDF to conduct a study. JPLG and FAO also engaged.
This needs to be closely coordinated.
Target 4: Carry out a review of institutional Some progress. While some work has been done at a sectoral
arrangements between central and local
level through JPLG, a more comprehensive review is necessary
governments to ensure more effective service
during the review of the law and regulations setting out
delivery, including revisions to the 2002 tariffs,
decentralisation.
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Somaliland Special Arrangement Annual Report, 2014
relating to decentralized functions.
Revisions to tariffs are included as a 2015 target in the PFM
Reform Strategy.
Target 5: Develop policy on participatory local - 2015 target. Programs such as Community Driven Recovery and
governance in budgeting, planning, land use and
Development (CDRD) implemented by the Danish Refugee
political decision-making
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 T Target met. Pilots started in health and education have started in
in 3 districts
Berbera, Burao and Borama.
Milestone 2: Develop a special service delivery program for vulnerable populations and underserved regions. Program
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 + In progress and could be accomplished in 2015. The Ministry of
development plans for eastern regions for health,
National Planning and Development have developed Regional
education, water and sanitation
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 + Progress in larger infrastructure development, developed in a
communities to facilitate service delivery in
coordinated manner with government and communities to
regions by supporting infrastructure development,
ensure sustainability. There are a number of programs which
while ensuring services can be delivered in a
support small infrastructure development. Many of them are
sustainable manner
small. However, the ones that have made the biggest impact, or
are likely to make the biggest impact are the ones supported by
programs such as USAID funded TIS program, the SDF, 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 figthers 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 + Requires better coordination. There are a number of programs
basic services (shelter, nutrition, health,
supporting access to vulnerable populations. Organisations such
education, water and sanitation), particularly for
as UNICEF, IOM, WFP, World Vision, International Medical Corp
vulnerable populations like IDPs
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
Target 1: Review the curriculum in Somaliland + In progress and anticipated to be completed in 2016. With the EU
across all levels of education in accordance with
as the lead donor, as well as USAID and others, this process is
the Education Sector Strategy
underway with a large number of implementing partners.
Target 2: Pilot Teacher Training based on key - In progress. The Global Partnership is providing some resources
priorities
for building a Teacher Training Institute, however this will require
both technical and financial support.
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Somaliland Special Arrangement Annual Report, 2014
Target 3: Develop a concrete education
sustainable financing strategy followed by
resource mobilization to upgrade facilities and
services provided
Target 4: 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
+
The Education Sector Strategy is one of the first costed sector
strategies. This will be revisited when the MTEF and MTFF are
developed.
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 + In progress and strategy to be completed in 2015. As lead donor
financing strategy followed by resource
in the health sector, DFID will be supporting an effort to develop
mobilization to upgrade facilities and services
a health financing strategy which will be completed in 2015. This
provided
will help to inform resourcing needs.
Target 2: NEW Improve equitable access to quality + In progress, but more focus needs to be placed on tertiary
primary, secondary and tertiary health facilities
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.
SDF 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.
Milestone 5: Improve the quantity and quality of water available in rural and urban areas
Target 1: Finalise sanitation policy and strategy T This target has been met. The policy and strategy has been
with Min of Health
endorsed by Cabinet. Investment with the support of Caritas, 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
-
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, computer toners,
refrigerators, hospital waste and slaughter houses.
Target 3: Improve access to WASH services across T In progress. There are many WASH activities around Somaliland
Somaliland
funded by numerous donors. Need stronger coordination, and
strategic provision of services for results.
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 T In progress will be met end 2014. Baseline capacity assessment
capacity building program to the Civil Service
conducted by SDF.
Steering Committee based on a training needs
Civil Service Institute (CSI) has since reviewed its training
analysis
strategy, and will be submitting draft capacity development
program to the Steering Committee Q4/2014. DFID and World
Bank to provide ongoing support.
UNDP supported by EU is currently developing a program of
support based on a division of labour discussed with the Civil
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Somaliland Special Arrangement Annual Report, 2014
Target 2: Test capacity surge in 5 ministries and/or
agencies
T
Service Reform Steering Committee.
Good progress. With the support of DFID, and the SDF, the first
stage of the capacity surge in 5 ministries/agencies supported by
SDF 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 program.
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Somaliland Special Arrangement Annual Report, 2014
PARTNERSHIP PRINCIPLES
1.
Government ownership
Planning and prioritization
Consultations and dialogue
2.
Alignment
3.
Use of country systems
4.
Use of preferred funding channels
5.
Capacity development
6.
Harmonisation
7.
Transparency and predictability
8.
Conflict sensitivity
9.
Monitoring and risk and results
T
T
T
+
+
+
+
+
+
Good progress
Good progress
Good progress
In progress
Some progress pending PFM reforms being implemented by Government
In progress
In progress
Some progress
Needs more work
In progress
Needs more work
The Partnership Principles are mutual commitments made by the Government of Somaliland and development partners by
endorsing 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.
The Partnership Principles will be monitored through a consultative process on an annual basis using quantitative and
qualitative indicators. The methodology for this assessment process and a list of proposed indicators has been circulated
for comment. The methodology will be finalized by the end of 2014, at which point a baseline assessment will be
conducted to be used for future monitoring.
As an interim measure, the GoSL has prepared a brief narrative report to provide an update on the Partnership Principles,
identifying clear areas of progress and improvement.
GOVERNMENT OWNERSHIP
Planning and prioritization
The Somaliland government has already demonstrated full ownership of the SSA while demonstrating progress in planning
and prioritization of the Somaliland’s National Development Plan, 2012-2016, (NDP). In 2013, the National Planning
Commission (NPC) of Somaliland underwent a prioritization process of the NDP in order to make financing allocations from
the Somaliland Development Fund (SDF) based on peacebuilding and statebuilding criteria. This process helped inform the
government on how to allocate the government’s budget, financing from the SDF, and identified priorities that remained
unfunded. This process was repeated in 2014 by the National Planning Commission (NPC), through sectoral consultations
including with implementing partners and civil society organisations for the Government budget, SDF and prioritization of
the SSA.
Areas for improvement: While the GoSL has estimated the cost of the NDP to be USD 1.2 billion – there are plans to revisit
the NDP. The GoSL has not costed the SSA due to lack of capacity and delayed delivery of technical assistance. It will
require improved linkages between planning and budgeting. The World Bank intends to provide this support under its
anticipated support to Somaliland’s Public Financial Management Reform Strategy.
Consultations and dialogue: During 2013 and 2014, the Government developed six Regional Plans for Somaliland based on
consultations with regional and local authorities and local communities. The regional offices of the Ministry of National
Planning and Development (MoNPD) held monthly meetings with local authorities to try and enhance bottom-up and topdown planning. There is also growing harmonization between programs supporting local government, for example, the
Joint Program on Local Governance (JPLG) and central-government programs, however this needs to be further
strengthened.
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Somaliland Special Arrangement Annual Report, 2014
Through the SDF, a Communications Hub was established in October 2014 within the MoNPD. The objective of this hub is
to enhance state-citizenship relations. The Hub’s focus is to facilitate two-way communication and dialogue on
prioritization of development activities, service delivery, and promote government transparency.
Areas for improvement: Through the sector coordination working groups, consultations and dialogue have continued –
however, the working groups need to be strengthened. This could be achieved through support to a Secretariat for the
National Planning Commission, which could provide solid technical support to sector and sub-sector coordination for the
working groups.
ALIGNMENT
Development partners are increasingly referring to the SSA objectives and targets. For example at the 6th High Level Aid
Coordination Forum (HLACF), held on 5-6 June, 2014 in Hargeisa, the United Kingdom, United States, the World Bank, and
the United Nations identified which PSGs they would support. Subsequently formulation missions from Denmark, World
Bank, the Netherlands, the 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 process to align their work
with the SSA. Others have drilled down further to programmatic alignment.
Areas for improvement: Without a functioning Aid Information Management System (AIMS), information about
development partner activities, alignment has been difficult to capture. With the anticipated review of the AIMS, this
information should become easier to verify in 2015.
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 (TIS) Program incorporates the National Tender Board during its
procurement processes.
 The SDF uses the National Planning Commission for prioritization, financing allocation and approval of projects
presented by line ministries and agencies. SDF procurement is based on the proposed Procurement Bill which will
be tabled in the next Parliamentary session. The SDF has an Incentive Fund, part of which includes clear Public
Financial Management benchmarks. When these benchmarks have been met, some funds will be released to the
Treasury for the Government to manage.
 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.
USE OF PREFERRED FUNDING CHANNELS
The SDF is the only fund that has been reported in the 2014 and 2015 annual budgets submitted to Parliament. The GoSL
has identified the SDF, established by the United Kingdom and Denmark in 2012 as the preferred financing mechanism. The
SDF has since been joined by Norway, and the Netherlands in 2014. The UN Multi Partner Trust Fund (MPTF) and World
Bank MPF, funding windows for the SSA, are both operational.
Areas for improvement: With the several preferred funding channels operational – SDF, MPTF and MPF – bilateral donors
now have an opportunity to channel funding through pooled mechanisms, thereby reducing the coordination burden on
Government, while strengthening alignment with SSA priorities.
CAPACITY DEVELOPMENT
To address the acute capacity shortages within the civil service, the GoSL has established a Civil Service Reform (CSR)
Workplan for implementing the CSR Strategy. This is being implemented by the CSR Steering Committee, with oversight by
the Good Governance and Anti-Corruption Commission (GGAC). The Workplan is in line with the broader Civil Service
Reform Strategy, which was revitalized with the support of the UK’s National School of Government International, with the
support of DFID.
The SDF has established Project Management Teams (PMTs) in the ministries and agencies supported by the SDF. A
training needs analysis of the PMTs has led to an intensive training program for over 60 civil servants at the Civil Service
Institute (CSI). The CSI’s own trainers are shadowing international trainers – respecting the Government’s policy of
“learning by doing”. The PMTs have international advisers embedded in the Government in an effort to provide the longer24
Somaliland Special Arrangement Annual Report, 2014
term transfer of skills. 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 from the
Government, and to minimize “project hopping” based on salaries and benefits provided to national advisers.
Areas for improvement: The GoSL 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 real skills transfer to 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. This body could be
made more strategic if issues of mandate were clarified, so the group could focus on more substantive reform issues. The
group could also be strengthened through the establishment of a secretariat, to facilitate coordination, planning and
monitoring.
HARMONISATION
Development aid coordination through the seven sector coordination working groups continues, with active participation
from UN and international organisations.
The World Bank, GIZ, the EU and the SDF Secretariat work closely together to minimize sector fragmentation. For example,
the EU, SDF Secretariat and the World Bank are working in close collaboration on projects in water, roads, environment,
and agriculture. 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 sectoral level needs consolidated support because of its important nature at
planning, prioritization, implementation and monitoring. While development partners have asked the Government to put
forward proposals for support, this is yet to come. This is an area that needs to show improvement in 2015 with the
support of technical and financial resources.
It was jointly agreed at the 6th HLACF that the current AIMS is not being used effectively to track and report 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 SDF is the only fund which has ceilings for each year based on the funds available, it is the only fund that
provides a degree of predictability. However, it is hoped that this will change in 2015 with the other newly operationalized
multi partner trust funds. Similarly, GIZ has laid out their multi-year 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; further clarification on how resources will be allocated is required.
CONFLICT SENSITVITY
It is 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 statements on the issue of federalism and any requirements or obligations on Somaliland to report to Mogadishu or
act in a manner that would undermine the will of the people of Somaliland and their clear expression of independence
from Somalia.
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”.
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, which may
force the Government to withdraw its participation in certain donor-funded projects.
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Somaliland Special Arrangement Annual Report, 2014
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 — which respectively focus attention on the process of implementing the SSA, key outputs, and
outcomes of development activities. The methodology for the framework is being developed, and baselines will be
conducted in 2015.
Monitoring results will have strong linkages with work on statistics.
 The National Statistics Development Strategy (2013 -2017) was developed with the support of DANIDA.
 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 individually by development partners. However, SDF currently shares the its 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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Somaliland Special Arrangement Annual Report, 2014
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
Draft and approve: Voter Registration Law, Electoral Offenses Law, Parliamentary Elections Law
This is in progress and a 2015 target.

The Voter Registration Task Force (political parties, National Electoral Commission, Ministry of Interior) 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 to be implemented.
 The National Election Commission 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.
 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, merits special mention for the technical inputs
and dedicated support.
Challenges
 There is still some confusion around the on-going national ID 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 but not yet approved by the Guurti and the President
demands the registration be complete six months ahead of the election.
 The Guurti rejected the amendment of the voter registration act in October. 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.
Gaps and 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 GoSL, within the agreedupon 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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Somaliland Special Arrangement Annual Report, 2014


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 on going.
Conduct civic education campaign on civil registration
This is on target for 2014.

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. The 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.
Implement technically robust civil registration program 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 2.
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 Academy for Peace and Development (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 National Electoral Commission (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
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 Ministry of Interior, National
Electoral Commission, political parties and civil society.

Think tank Academy for Peace and Development 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.

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Somaliland Special Arrangement Annual Report, 2014
Challenges
 The role of women, youth, the disabled and monitories 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
Gaps and 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 program
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 not as part of a comprehensive program
of developing a cohesive or distinctive party platform, or to support engagement with constituents to communicate
and adapt such policy platforms.
 IRI undertook public opinion poll 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, Danish Refugee Council and others to promote democratization, inclusion, including women and
marginalized groups, and effective participation of Non State Actors in the democratization process.
Challenges
Policy development
Clan dominated voting
Getting clans to allow women to stand for election
Women’s democratic representation
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Somaliland Special Arrangement Annual Report, 2014
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.

Discussions facilitated among parliamentary committees to move forward drafting and reviewing processes on key
relevant legislation, but not through a comprehensive program and with no formal review of the composition and
capacity of parliament.
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 require 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.
Gaps and 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
Ongoing target for 2016.
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
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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
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.
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Gaps and 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.
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.
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, BBC Action etc.
Target 1.
Reform media law through a consensus-based process
This is now a 2015 target.
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
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.
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.
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.
Gaps and 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.
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
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 ongoing media training is required.
Establish a Committee of Professional Journalists
This is a 2015 target.
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
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, the Somaliland Journalist
Association (SOLJA) is the civil society organization responsible protecting and promoting the rights of media.
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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.
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.
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 Program on Local Governance are also planning to do a smaller perception survey in the relevant districts.
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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 deeprooted 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, UNODC Maritime Program for the Horn of Africa (MCP HoA) is providing support to all the targets
under this milestone, however, these are relatively small compared to the need for a sustained, longer-term effort to
establish and build up the capacity of a National Maritime Administration. In 2015, MPC HoA will also move towards
supporting the Target “expand patrol capabilities through vessel procurement and embedded advisers.”
Challenges
Implementers such as EUCAP Nestor the following main challenges exist:
 Lengthy procedures for major projects; and approval of budgets.
 EUCAP NESTOR security protocols limit mobility, especially to more remote coastal areas.
 Lack of redundancy; and continuity of experts available to support activities.
For Somaliland (from the perspective of EUCAP Nestor):
 The need to rapidly introduce the draft Coastguard Law, in line with (the yet to be ratified) Police Law.
 Transparency of aid coordination.
 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 de-confliction, 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 end
of 2016, it is hoped that the SLCG will be able to conduct the following (prioritised) Coastguard Functions: i) Presence
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
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.
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 mentors have extensive expertise to operationally develop the onwater 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 Maydh, 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 Hulled 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.
 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.
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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, programs such as this need 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 6. 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 7. 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, 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 8.



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 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.
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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 9. 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 10. 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, Defense 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 carried out a training and recruitment programme.
 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 11. ROLL OUT RIGHTS-BASED COMMUNITY AWARENESS-RAISING CAMPAIGN
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.
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 12. 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.
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TARGET 13. 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 14. 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.
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 15. 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 16. 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.
 The International Organisation for Migration (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.
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TARGET 17. 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 18. 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 19. 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 20. 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 21. 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
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 22. REFORM OF IMMIGRATION LAW
This target has not been met and requires further technical assistance.
TARGET 23. 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 24. 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 25. DEVELOP AND ENDORSE A NATIONAL SECURITY STRATEGY ACTION PLAN
This target has not been met.
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TARGET 26. PROVIDE CAPACITY-BUILDING AND GUIDANCE TO SECURITY SECRETARIAT
This is dependent on Target 1 being met.
TARGET 27. 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 28. 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 29. CONDUCT STUDY ON DECENTRALIZATION OF SECURITY
This target has not been met.
TARGET 30. 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.
 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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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.
 In 2007, UNDP, with DFID funding, undertook a comprehensive assessment on case management systems of
Somaliland courts. And 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 main 4
regional Cities (Hargeisa, Berbera, Buroa and Boorama).
 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 same case management
reform methods to the Regional offices of the Attorney General in Hargeisa, Burao and Borama and Berbera.
Challenges and way forward
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
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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.
Scaling up and roll out of the case management system to all SL courts, with accompanying training.
Until the necessary infrastructure is built, possibilities include implementation of other case management reform
methods such as recording and transcribing system to improve recording court case proceedings in the 16 courts in
which the other case management reform methods were introduced in the past years.
TARGET 2. LAUNCH PILOT SYSTEM IN AT LEAST ONE DISTRICT COURT AND ONE COURT OF APPEAL
This target has been met.
 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 and 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, Boorama 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
TARGET 3. NOMINATE BOARD OF DIRECTORS AND ESTABLISH SECRETARIAT
This target will be met by end 2014.
 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
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Supreme Court, Attorney General, High Judicial Council, Lawyers, Legal Professionals, Law Review Commission,
Custodial Corps and other stakeholders.
UNODC has provided support to finalise the project plan to develop the SLTRC
By end 2014, GoSL intends for board of directors to be nominated and is committed to starting the process (i.e.
nomination of board and establishment of secretariat)
Way forward
 Capacity building to be conducted for the board of directors, secretariat and faculty
 Begin conducting training of prosecutors and judges
TARGET 4. 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; a Litigants’ Charter for Court Users,; 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.
 UNODC/INL will complete and publish, with full endorsement from the appropriate government counterpart key
reference manuals for legal professionals, to create a solid resource base for the SLTRC: Legal Aid Manual for legal aid
practitioners; A Prosecutors’ Manual; Criminal Trial Courts’ Bench Book for Judges; Sentencing Guidelines and
Sentencing Policy for Judges; Litigants’ Charter for Court Users; Training Manual on Serious Crime Operations for
Police, and Standard Operating Procedure (SOP) for Criminal Investigation for Police.
 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.
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 5. 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:
o Establishment of the secretariat of the HJC, including a new office space and an operational manual for
the HJC.
o Judicial Code of Conduct developed and adopted; Inspection scheme was established Judicial
Independence law drafting initiated in 2014.
o 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 Higher Judicial Council (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).
 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 of 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
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
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 and way forward
 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
 Facilitating the development of a management and organizational structure for an independent judiciary
 Adopt fair and transparent process for receiving complaints against the judiciary
 Launch “Know you legal rights” campaign
Target will be met in 2014.
 Litigant’s Charter campaign is currently being implemented by UNODC alongside NGO, Legal Aid Providers in all
regions. UNODC is also supporting the “know your legal rights” campaign.
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 6. 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 is supporting development of an Interpretation Act to codify 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 lumpsum 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.
Way forward
TARGET 7. 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 train legislators to establish common drafting standards.
Way forward
 Establishing 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 8. TRAIN AND CERTIFY AT LEAST 30 DESIGNATED PEOPLE FROM THROUGHOUT SOMALILAND ON ADR
This is a target that is realistic for 2016.
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
The government has submitted the Prisons Act, which contains a new provision for parole system, to parliament.
There are plans and/or efforts underway to establish the following new justice processes:
 Alternative dispute resolution (ADR) mechanisms
 Alternative dispute resolution acts
 Parole system
A holistic justice sector that harmonizes and formalizes society’s three legal systems (modern, traditional [xeer] and
sharia) – A Sharia Offices Establishment Act has been drafted that establishes government oversight and regulation of
sharia courts, which will operate under the existing district court structure.
TARGET 9. 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 10. TEST DIVERSION GUIDELINES IN AT LEAST 2 PILOT SITES
More realistic for 2016.
 UNDP’s Community Safety Program (CSP) has, with 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 11. 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. The international community has not supported the
operation of any mobile courts. .
 UNDP has supported the mobile court project in Somaliland since 2010. However, the services of the mobile courts
are affected by a lack of suffcicient transportation. There are currently only there are 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
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 existing programs both have activities that aim to strengthen legal aid to all vulnerable (A2J
for women)
 UNODC/INL Criminal Justice Programme has delivered policy and legislative formulation, and the Legal Aid Act (due to
be validated in May 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.
 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 Anood. 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:
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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 of the Legal Aid Unit of MOJ, a unit
responsible for coordination of legal aid in Somaliland.
Way forward
 Completion of Legal Aid Bill that will govern legal aid professionals
 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 12. STRENGTHEN JUSTICE SECTOR SGBV CASE MANAGEMENT SYSTEMS
There is progress against this target, but is an ongoing target through till 2016.
 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 GoSL, 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.
 Conduct 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.
Way forward
 National and community-level coordination structures between women’s groups, police, lawyers, courts, enders 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 13. 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.
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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.
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 14. STRENGTHEN LAWS, AND COMMUNITY PARTNERSHIPS IN ADDRESSING SEXUAL AND GENDER BASED
VIOLENCE

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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
Justice and security institutions provided with the capacity to prevent, investigate and respond specifically to instances
of SGBV enhanced.
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 15. COMPLETE 2 CAPACITATED REGIONAL CAPACITATED OFFICES
 UNODC funded by the UK government has implemented the construction of the recently inaugurated MoJ HQ
premises..
Challenges and way forward
 UNDP , in 2012, planned to support: Construction of Hargeisa Appeal Court as model court & Rehabilitation and
construction of additional office for Berbera Courts and Regional OAG, but funding gaps affected this plan.
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Until the SLTRC is operational, the construction of an operational training hall within the MoJ HQ is a matter of
priority.
Construction and equipment of regional offices in Maroodi Jeeh region and Berbera region
Two vehicles for the MoJ to reach regional offices
TARGET 16. 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 17. COMPLETE MODEL BLUE PRINTS THAT MEET INTERNATIONAL HUMAN RIGHTS STANDARDS
This will be met at the end of 2014.
 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 prisonst, 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 an assessment of the institutional capacity of juvenile justice
institutions to deliver the Juvenile Justice Law Plan of Action.
 By end 2014, Horizon Institute will support the MoJ in preparing a fundraising strategy and drive for the construction
of juvenile rehabilitation centres that are based on international standards.
Challenges
 Constructions of the detention centres and prisons are critical and will necessary to control overcrowding in prisons
that are way over capacity
 Overcrowding in prisons and jails in SL 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 18. 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 .
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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 Maroodi Jeex 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
TARGET 19. 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
 A CCTV camera system to be piloted in Somaliland courts
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Somaliland Special Arrangement Annual Report, 2014
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 20. Initiate the development of a new petroleum and mining regulatory framework including: Natural Resource
Policy, Petroleum Act, Petroleum Revenue Act, Mining Act
Progress
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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 and the wayforward
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.
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 21. Update and implement the existing Energy Policy
Progress
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 energy use.
Challenges and the way forward
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The Ministry of Energy & Minerals lacks capacity to implement the energy policy.
This needs to be urgently addressed.
Develop a National Electricity Act
Progress
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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 “verticallyintegrated” system (single
ownership of generation, transmission and distribution).
Challenges and the Way forward
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The Ministry lacks human resource as well as physical and financial capacity to meet the challenges of the industry
There is 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 support is needed to shepherd the bill through enactment into law
Capacity development for the Ministry to implement the National Electricity Act.
Develop a national energy plan for the country
Progress
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The plan is still in its conceptual stage Challenge and Way forward
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Somaliland Special Arrangement Annual Report, 2014
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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
The Ministry needs capacity building in energy planning
A long 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.
Upgrade the technical capacity of the Ministry’s Department of Energy
Progress
There are serious policy and institutional deficiencies that have aggravated the structural weaknesses of the energy sector.
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There are currently no clear strategies to guide energy investment and planning, nor coherent policies to put
objectives and strategies into effect.
 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. This will require significant long-term
support.
Challenges and way forward
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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.
The sector and the Ministry require significant long-term support.
Develop renewable energy production capacity at both household and commercial levels.
Progress
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Some pilot programs using wind, solar, biogas are currently being tested.
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.
DFID have conducted a feasibility study of using alternative energy sourced mini-grids to meet the energy needs of
health facilities.
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 and way forward
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There is lack of engineering skills to maintain renewablefacilities
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
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 22. Carry out feasibility studies
Progress
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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 and way forward
There is no comprehensive long term public infrastructure investment plan and strategy
Technical capacity to carry out infrastructure feasibility studies is lacking
Support for long term and short term training to upgrade the skills of public sector engineers is required
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Somaliland Special Arrangement Annual Report, 2014
Rehabilitate and build roads, airports, ports, water infrastructure and landing facilities for fishing boats
Progress
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For the first time, the Government’s 2015 budget has a 10% allocation for infrastructure development .
SDF contributions of USD USD13.5million 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.
o Airport
With financial assistance fromKuwait, 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
Water
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The National Planning Commission has allocated USD 5.54 million from the SDF towards water projects that include
Berbera Water Agency: Master Plan design and implementation of the immediate measures,
Burao Water Agency: 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)
boreholerehabilitation.
UNICEFis building the capacity of the water authorities in Tog wajale, Erigavo and Borama with infrastructure
components.
Terra Sollidali, with funding from the EU, isconducting hydrological studies, developing master-plans, producing
design of works in certain locations, and conducting a PPP baseline assessment in Borama.
Hargeisa Water
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The European Union 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 intends to support two track lines in two other districts the
North.
Challenges
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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.
Roads
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Since 2014, the Government has been allocating funds towards road rehabilitation through road and other taxes.
Over 2014-2015, SDF will be supporting a range of rehabilitation activities along Lafaruug-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 ofUSD4 million for the rehabilitation of the Erigavo Road,
and another USD2 million for the maintenance of roads
Programs such as the Joint Program 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.
Ports
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Somaliland Special Arrangement Annual Report, 2014
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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
FAO has decidedto rehabilitate the Berbera jetty and provide support to fishing crafts in 2015.
In 2015, SDF funds will be used to rehabilitate fishing jetties in one or two locations.
Challenges and way forward
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Borama, Erigavo, and Las Aanod airports are not currently used and need rehabilitation
Only 3%of rural households have access to clear 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
Accroding to its master plan, Hargeisa water agency recons that Hargeisa needs more than USD150 of investment to
cover the city’s water needs
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
Apart from Berbera Port, there no ports along the 850Km coastline of Somaliland
There is a need for a national infrastructure master plan and commitment from the international community to
support it
Rehabilitation and opening of the Berbera corridor.
Target 3. Conduct feasibility study of a strategic road network that connects the country
Progress
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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 and way forward
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Somaliland Road development agency(RDA) lacks the capacity to designing and undertaking feasibility studies
The agency needs proper facilities, technical support and training for its young engineers
Milestone 3: Develop Regional economic integration strategy. Plan should define trade benefits and a competent trade
negotiating team
Finalise Trade and Transit Agreement with Ethiopia
Progress
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Negotiating teams met twice this year – first time in Berbera, Somaliland, and the second time in Diridawa, Ethiopia.
A high level meeting is planned before the end of the year
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 and Way Forward
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Professional negotiating capacity is lacking
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 23. Implement the Telecommunications Law
Progress
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The World Bank, African Union and Internet AXIS program arecurrently establishing a program to provide support.
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Somaliland Special Arrangement Annual Report, 2014
Challenges and way forward
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Provide technical support for the implementation of the Telecommunications law
Operationalize the necessary infrastructure to enable interconnectivity
Progress
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The government has allocated funds in its 2014 and 2015 budgets for the purpose of interconnectivity equipment
Challenges and way forward
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Dispute over equipment negotiated by the previous government needs to be resolved
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 24.
Establish three well-capacitated seed banks (Awdal, Gabiley and Abureen)
Progress
 Establishment of seed banks is starting with the support of FAO and the SDF.
 GIZ will also be supporting the government to implement the Food and Water Security Strategy.
Challenges and Way forward
 Local varieties adapted to local conditions over centuries are disappearing
 Imported genetically modified seeds are replacing local varieties
 Protection of local germplasm is urgently needed
 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 25.
Agriculture: Implement extension program for crop diversification in 3 regions (Awdal Gabiley, Marodijeh)
Progress
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Work has started on programs supported by FAO. Work will be starting with SDF. 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 droughtaffected areas, targeting agro-pastoralists and IDPs
Livestock: Establish programs for fodder production in Awdal, Burao, and Odweyne
Progress
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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
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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
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Somaliland Special Arrangement Annual Report, 2014
Livestock: Establish 10 fodder banks in Awdal, Gabiley and Marodijeh
Progress
(ANY PROGRESS ON AWDAL , GEBILEY AND MARODIJEH fodder banks)
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The Somaliland Development Fund is supporting the establishment of livestock holding grounds in Aroori and Qool
Caday. The SDF 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 and way forward
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Illegal enclosures of common land for harvesting fodder is source of major conflict
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
Fisheries: Rehabilitate cold storage facilities in Berbera
Progress
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The government cold storage facility in Berbera is currently under rehabilitation by a private business 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 Charity, 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
Challenge and way forward
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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
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
are looking to hiring fisherman from Yemen and Sri- Lanka to meet needs.
Progress
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In 2015, SDF 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
EU Cap Nester 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.
The Ministry of Fisheries has developed a sector strategy.
Turkey will be providing four fishing boats to vulnerable fishing communities in Berbera.
Challenge and way forward
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Lack of skilled people is a major challenge.
There are no vocational schools to train fishermen in the country.
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 26.
Establish cooperatives in farming, milk production, fisheries with the consent of communities
Progress
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Oxfam will be establishing a system for licensing fishing vessels.
The European Union together with its implementing partners ICIPE and FAO launched a new milk sector project to
support Somaliland’s milk industry. This 4 million Euro project aims to support the sector’s value chain by focusing on
institutional and sector capacity building.
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Somaliland Special Arrangement Annual Report, 2014
Challenges and Way Forward
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Production and marketing of fish and milk are individual initiates which are 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
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 the Ministry conducted two days workshop on Consultation with the industry Stakeholders
and the outcome was 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 the 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 enabling environment for the 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 (SL government
 Establishment of Industrial Development Fund
 Promotion and support for research development activities
Challenges
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Lack of technical and legal expertise
Commence feasibility study for establishing industrial zones targeting light manufacturing and support operations
Progress
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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
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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
Multiple copying of local producers
Milestone 2: Scale-up early warning and response system. Establish functional early warning system throughout
Somaliland
Progress
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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.
In 2015, OCHA will assist in development of disaster contingency plans at the national, regional and district levels.
Challenges and Way Forward NERAD lacks the capacity to monitor, forecast, pre-empt and respond to disasters
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Somaliland Special Arrangement Annual Report, 2014
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It lacks the staff, the information systems, the equipment and the facilities to fulfil its mandate
A comprehensive capacity building program which includes staff training, IT systems, transport and facilities is
required
Absence of reserves (food, water, shelter, medicine etc.) compromises the agency’s ability to deal and cope with
disaster when they happen.
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 27. Operationalize 3 one-stop business registration and licensing centres
Progress
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SomPrep II, funded by DFID, DANIDA and the World Bank, through its SomPrep II program, supported by DFID and
DANIDA has just established One-stop shops in Hargeisa, Berbera and Burao.
The Company Act has been amendment 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.
Challenges and way forward
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Commercial code needs to be passed by Parliament
Operationalize 1 one-stop investment office
Progress
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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 and Way Forward
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People are not yet fully aware of the investment office which should be promoted
Staff should be provided with training to upgrade their skills and study tours to benefit from successful
Milestone 2: Strengthen the Banking Sector.
Target 28. Establish prudential reporting and regulatory framework for supervisory practices
Progress
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The SomPrep II program 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
A major conference on anti-money laundering was organized
Challenges and Way Forward
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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
Implement the Islamic Banking Act
Progress
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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 and way Forward
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The law requires a knowledgeable Shariah board capable of understanding and approving Islamic banking products
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Somaliland Special Arrangement Annual Report, 2014
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Lack of qualified Shariah scholars well versed in Islamic banking is a problem
Unfamiliarity with Islamic banking products is another challenge
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 29. Develop a comprehensive Business Environment Action Plan
This target has not been met.
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.
Develop and implement a National Microfinance Strategy
This is likely a 2016 target.
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Microfinance Strategy has been drafted, however needs to be updated with technical support.
Develop and implement a PPP policy
This has been partially achieved.
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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.
Establish an enabling environment for market access, business start-ups and investment targeting women and vulnerable populations
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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 program particularly targets women in rural areas.
DANIDA is looking at a program 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 program 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.
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-topay 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 and way forward
The private sector is the engine that drives the economy but faces several challenges according to the 2012 World Bank
Study including:
 Accessing credits. There are no lending institutions
 Resolving insolvency
 Enforcing contracts
 Paying taxes
 Registering property
 Dealing with construction permits
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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 30.
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 31. 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 3554 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.
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, SDF in 2015.
Challenges
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The market is not absorbing youth graduating from universities and vocational training centres. In 2014 alone, there
are anestimated 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.
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.
There is also a greater need for a girl’scentre, which not onlyprovides services such assports and cultural facilities, but
also other learning opportunities.
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.
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The World Bank will be developing programs to support this target in 2015 and 2016.
The DFID throughthe American Refugee Committee (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 European Union identified a need for a Vocational
Qualifications Framework (VQF) for Somaliland.
Turkeyis planning to establish a vocational training centre in Hargeisa.
USAIDis also starting a new initiative called the Somali Youth Leaders Initiative to be implemented by Mercy Corp,
which looks atimproving 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.
Provide employment and paid internship schemes that provide on-the-job training
This is an on-going priority target through till 2016.
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The TVET project,supported by the DFID and implemented by the ARC has a youth employment scheme that
isinformed by alocal market study and fully inclusive of private sector employers. 150 trainees have graduated from
this programme and 85% have secured jobs.
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 program 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 worshops 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
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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.
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 32. 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.
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The Government has established one job centre in Hargeisa in 2014.
Other organisations such as the DFID supported, ARC, Shaqodoon and Havoyoco have also established youth business
development centres.
The SDF will also be potentially developing a program 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 program aims to
empowering youth to participate in and contribute positively and productively to society.
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.
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In 2015, the SDF has allocated USD 2 million towards a youth employment project – a component of which will include
the provision of seed capital to youth entrepreneurs.
World Bank: It is anticipated that the next iteration of SOMPREPII will also have a component on seed funds for youth
entrepreneurs.
ARChas 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 33.
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.
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There is an Environmental and Conservation and Protection Act 04/98 in place. The Ministry of Environment and Rural
Development (MoERD) has confiscated many wildlife, especially cheetahs, who are being smuggled to destinations
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such as Yemen. In 2014, the MoERD confiscated 6 cheetahs in Borama and Hargeisa for export to Yemen. In 2013, the
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
Target 34. Establish seasonal and permanent grazing reserves in 2 regions
Progress
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.
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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.
Establish grazing management programs
Progress
This target will be met in 2015 and will continue.
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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 its Agropastoralist 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.
Conduct community awareness programs about the negative impacts of overgrazing
Progress
This target has been met and will continue.
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MoERD has community awareness programs both with SDF support as well as through the national budget.
MoERD also works on this also works with OXFAM/GB, UNDP,and ILO. Pipeline projects fromAdeso, and the World
Bank and 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 SDF and other donors. .
Challenges and way forward
The Somaliland community are 65% pastoralists. The main strategy is to target pastoralists and raise their awareness to
minimize recurrent droughts and sustain the livelihoods of pastoralism.
Rehabilitate grazing land in at least 2 regions
This target will be met in 2016 with the support of the Somaliland Development Fund.
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Way forward
For the international community to givemore importance to long-term projects, particularly environmental conservation,
as theenvironment is the backbone of Somaliland’s economy and livelihood.
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 35.
reform
An initial study of land use and management to be completed by SDF with comparative examples of land
Progress
Terms of Reference for an initial study of land use and management, including land reform, has been developed by the
SDF, following a scoping study on national land issues. UN-Habitat Land Policy development in process initiated under
JPLG. 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 36.
areas
Implement watershed and water catchments protection and rehabilitation measures in densely populated
Progress
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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 (Tougher
region). In 2014, UNDP will rehabilitate a dam and 11 berkads in pastoral areas of Burao district.
GIZ plans to implement an integrated watershed management program
Challenges
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There is a need for more investment in watershed management as 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
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Training programs that focus on integrated watershed management. This is required for the technical staff of the
following ministries: MoA, MoL, MoERD, MoW
Develop concrete project proposals on integrated watershed management.
Start conducting geophysical survey for all regions for water resources
Progress
This target is being met, but requires further investment.
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Terra 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.
Establish an inter-sectoral committee on IWM to develop appropriate joint strategy (water diversions, water harvesting,
etc.)
Progress
This target has been met, but requires further investment in capacity development.
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MoERD convenes an inter-ministerial meeting on National Resource Management, supported through ILO..
The MoERD, MoW, and MoA have signed an agreement that prior to any activities related to water or agricultural
development; an EIA is conducted, led by the MoERD.
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Challenges and way forward
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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.
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.
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 done 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 program 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.
ne 5: Carry out an environmental audit. The environment in Somaliland is under stress. Changes have not been
scientifically documented and tracked
Target 37. Conduct baseline mapping of the existing environmental situation in Somaliland(where possible working
with communities to record conditions in the past)
Progress
This target will be completed in 2016.
SDF project of MoERD is going to implement sample sites in 6 regions for baseline mapping.This will likely be completed in
2016.
Challenges
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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 38.
Conduct study to explore solutions for alternatives to charcoal for domestic and commercial use
Progress
This target will be met in 2014 but needs to scaled up through to 2016.
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The Ministry of Energy and Mineral Resources, together with the Ministry of Environment and Rural Development,
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 Program for Sustainable Production and Alternative Livelihoods
(PROSCAL) that aims to The specific objectives of the programme 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 and way forward
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Business people are not interested in importing alternative sources for charcoal both at household and commercial
levels.
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.
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Milestone 7: Improve urban waste management. Somaliland is urbanising at a very fast rate without the accompanying
services
Target 39. Develop and pilot good practice in dump site waste management standards in 2 urban and two semi-urban
centres
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MoERD has been working with local government authorities. But there is still no dumpsite management system in
place.
UN-Habitat/JPLG 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.
There must be an effective coordination mechanism between the local government and the MoERD with regards to
knowledge sharing.
Expand and improve the waste management system in urban and semi-urban centres
This target has not been met, but requires urgent support.
Establish a hazardous waste and liquid waste disposal system in Hargeisa
This target has not been met, but requires urgent support.
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This is a priority for the MoERD. There should be a National Policy on Waste Management.
A Waste Management Act is being developed. IRI 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
Challenges and 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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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 program 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.
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
Progress
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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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
Progress
 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 programme 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 40. To build up Somaliland’s statistical database and capacity to produce quantitative measurement of
progress on the social and economic conditions of Somaliland population,
Progress
 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.
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2014 also saw the release of a number of major survey data together with the CSD at the Ministry of National Planning
and Development.
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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.
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 Program 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
Milestone 4: Policy based budgeting. Build Medium Term Expenditure Framework as well as a Medium Term
Fiscal Framework to support planning and budgeting institutions
Review National Development Plan 2012-2016 against MTEF and MTFF
Progress
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 41. 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
Progress
 The Decentralisation Policy, developed with the support of the Joint Program on Local Governance (JPLG) supported
by SIDA, EC, DFID, SDF, 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
Cabinet endorses policy for decentralized service delivery
This target was met in 2014.
Progress
 The Decentralisation Policy was endorsed by Cabinet 28 August2014.
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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 to a lesser extent is being decentralized in three pilot districts - Borama,
Berbera, Burao. For example, in these three districts, there are 165 primary schools, some health facilities. (See Target
6 below on rolling out decentralisation model)
Develop regulations on land use
Progress
 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
 JPLG 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.
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.
Progress
 A Functional Review of the Ministry of Interior (MoI)was conducted by UNDP/ Somali Institutional Development
Program (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 JPLG. Some of the recommendations have guided the piloting of decentralisation in three sectors.
See Target 6 under this milestone. However, a more comprehensive review to give effect to the Decentralisation Policy
is necessary.
 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. Key challenges
 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.
 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
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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.
Develop policy on participatory local governance in budgeting, planning, land use and decision-making
Progress
 With the support programs such as JPLG, there is a level of participatory planning and decision-making, particularly in
the 7 districts supported by JPLG I and II – District Councils develop District Development Frameworks (DDFs) which
sets district priorities.
 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 disconnection 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 as intrusive attempts to
streamline their plans and budgets with central government development and fiscal plans
Way forward
There is 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.
Begin rolling out decentralisation model in 3 districts
Progress
The delivery of education and health services, and to a lesser extent, water is starting to be decentralised in three pilot
districts - Borama, Burao, Berbera.
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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.
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 the One of the main challenges
 Lack of an action plan with tasks, timetable, assigned responsibilities and allocated resources for rolling out the
decentralisation process is another challenge
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
This target will continue to be implemented in 2015-2016.
Milestone 2: Develop a special service delivery program for vulnerable populations and underserved regions. Program
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 42.
sanitation
Develop integrated regional development plans for eastern regions for health, education, water and
Progress
 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.
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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.
The National Planning Commission allocated USD 3.5 million from the SDF for:
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Rehabilitation of infrastructure, supplies, diagnostic and staff capacity in Las Anod and Erigavo hospitals.
Construction of two schools in Sool and Sanaag and provision equipment and scholastic materials
UNICEF has several programs in Sool and Sanaag, however being implemented by international and local
NGOs.
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, 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.
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” program to enable 5-24 year olds to have access to quality
education in Sanaag
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, IRC etc. have been supporting a program to improve
access to and utilization of equitable and improved reproductive health services in Sool.
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
 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
 Extension of JPLG program 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
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.
Progress
 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, Wajaale-Kalabayd road; Dawga Ad road, Hargeisa-Baligubadle
Road, Hargeisa Salaxley Road, Burao-Oodweyne 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 83 grants.
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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.
Under the Joint Programme for Local Governance (JPLG), 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.
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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 JPLG 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 JPLG 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
NEW: Ensure equitable access to quality basic services (shelter, nutrition, health, education, water and sanitation),
particularly for vulnerable populations such as IDPs.
Progress
 UNDP and in partnership with the National Aids Commission and the Ministry of Health, UNICEF 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) program which aims to improve access, supply, and
quality of contraceptive programs.
 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
 IOM is supporting a Diaspora-led project to improve the health of women and their children in the returnee/IDP
settlements in Somaliland.
 UNICEF and WFP together with International Medical Corp are providing Emergency Nutrition Interventions.
 DFID, through its Girls Education Challenge Fund, a global program 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 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.
Challenges
 Housing of IDPS is a huge 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 central government, local authorities and the international donor need to join hands to develop and implement a
resettlement program 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 program needs to be designed and
implemented with the support of the international community for rapid response to minimize the impact 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 European Union, 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, ADRA, 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.
Target 43.
Strategy
Review the curriculum in Somaliland across all levels of education in accordance with the Education Sector
Progress
 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
 The Ministry of Education has Finalized a Draft of the Curriculum for Transformation.
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A technical oversight committee has been established and the next step is to identify, select and train curriculum
developers.
Challenges
 There is no curriculum development centre
 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
Pilot Teacher Training based on key priorities
Progress
 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.
 UN-Habitat has been providing the technical support, to construct preliminary infrastructure to make the Teacher
Training Institute functional within one year.
 The Ministry has hired a consultant for 6 weeks to develop a business plan for the Teacher Training Institute in an
effort to provide a clear plan and raise funds.
Key challenge
 The Global Partnership supports the Teacher Training Centre for Education at 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
Develop a concrete education sustainable financing strategy followed by resource mobilization to upgrade facilities and
services provided
This has been partially achieved.
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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. 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.
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
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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
In 2014 the Government organized regional sports competition
promote culture as a pillar of reconciliation, recovery and
including football, basketball, track and field events. 38 days.
development.
Khat consumption decreased. Many small businesses were
creatednear the stadium to serve the customers.Transport.
The 7th Hargeisa International Book Fair (HIBF) was also held over
Tailors, shops that selling uniforms, flags. The entire city was
a week in August 2014. HIBF is the main cultural event in
mobilized.
Somaliland and one of the largest public celebrations of books in
Many awareness messages were disseminated on tahrib, antiEast Africa. It brings writers, poets, artists and thinkers from
khat and anti-smoking.
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 44. 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 Program (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.
NEW Improved equitable access to quality primary, secondary and tertiary health facilities improved.
 Finland is funding IOM through a program 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 in 1953.
 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.
 With support from DFID, Netherlands and UNICEF, Population Services International will be improving access to
health facilities across Somaliland.
 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 SDC is providing support to Gabiley hospital.
Challenges
 While there is some support going to secondary and tertiary hospitals, it is not enough to meet the current
demand for services.
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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.
Milestone 4: Improve the quantity and quality of water available in rural and urban areas
Target 45.
Finalise sanitation policy and strategy with Ministry of Health
This target has been partially met.
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With the support of Caritas, the Ministry of Health (MoH) 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
Establish standard guidelines for hygiene and sanitation improvements
This target has not been reached, but will be met in 2015.
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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 program 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.
NEW: The provision of WASH services through improved access to WASH Services.
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.
Challenge
Coordination of service providers and maintenance
Community awareness
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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 46. Civil Service Reform Commission submits draft capacity building program 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).
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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 SDF. (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 SDF, financing has been delayed for this important effort.
 Efforts at the local level, supported by JPLG have not been aligned with the efforts of the Civil Service Commission.
Test capacity surge in 5 ministries and/or agencies
This target has been achieved.
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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 SDF: 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 SDF.
Over a period one year, a total of seventy-five SDF 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
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Somaliland Special Arrangement Annual Report, 2014
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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 programme 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 SDF 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 SDF
Ministries/Agencies with the necessary knowledge and skills, is expected to contribute to the success of the SDF
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 programme, the trainees will receive a certificate from CSI listing the courses which they
met the requirements, which includes a minimum of 80% attendance.
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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