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Somaliland Special Arrangement

Annual Report, 2014

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

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

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

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

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

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

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

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

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Somaliland Special Arrangement Annual Report, 2014

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

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

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

Aid effeckveness

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

Milestones

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

Results

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

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

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

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

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

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

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

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

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

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

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

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

Figure 4. Literacy rates, Household Survey, 2012

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

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

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

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

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

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

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

Against Women and girls in Somaliland. PSG 4 and 5

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

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

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

disorders prevalent in the country.

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

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

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

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

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

Security PSG3: Justice

PSG4: Economic Foundations PSG5: Revenue and Services

Governance Democracy and Good Governance; International Cooperation

Security and Defence

Justice Economy and Planning

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

Water and Sanitation

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

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

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

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

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

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

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

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

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

$95.44

$19.41 $22.67

$13.42 $1.06

$114.5

$25.8 $23.6

$15.0 $1.1

$.000

$20.000

$40.000

$60.000

$80.000

$100.000

$120.000

$140.000

Governance & Rule of Law

Economic Social Infrastructure and natural resource

Environment

2014 (million)

2015 (million)

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Figure 9. Government budget allocations against PSGs

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

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

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

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

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

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

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

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

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

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

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

$28.84

$62.36

$3.97

$33.89

$22.94

$36.60

$73.28

$4.21

$41.94 $23.98

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

Governance Security Juskce Economic Foundakon

Service Delivery

PSG1 PSG2 PSG3 PSG4 PSG5

Amount 2014 (Million)

Amount 2015 (Million)

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

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

$7.02 $7.19 $2.81

$49.24

$101.06

$-

$20.00

$40.00

$60.00

$80.00

$100.00

$120.00

PSG1:Inclusive Polikcs

PSG2: Security

PSG3: Juskce

PSG4: Economic Foundakons

PSG5: Revenue and Services

$1.0

$13.5 $12.7 $10.4

$3.6 $5.2 $2.2

$2.4 $3.9 $2.0

$26.3

$35.8

$32.5

$31.2

$55.7

$53.2

$0

$20

$40

$60

$80

$100

$120

2013 2014 2015

USD

Millions

PSG 5: Revenue and Services

PSG 4: Economic Foundakons

PSG 3: Juskce

PSG 2: Security

PSG 1: Inclusive Polikcs

Insktukonal Capacity Development

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

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

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

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

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

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

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

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

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

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

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

Box 1. Health and Education - Sector Coordination

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4. TRAFFIC LIGHT REPORT ON PSGS 4.1. PSG 1: LEGITIMATE POLITICS Strategic Objective: Build a politically stable and democratic Somaliland that adheres to the principles of good governance. Priority 1 ELECTIONS: Strengthen electoral processes and practices by reforming the electoral system in key areas, including addressing gaps in representation, such as those faced by women and marginalized communities; conducting voter/civil registration; and developing mechanisms for judicial and public oversight. Milestone 1: Update key electoral legislation. Draft laws necessary for both 2015 elections and the long-term institutionalization of electoral reform, through a multi-stakeholder consultation and endorsement process Target 1: Voter Registration Law - In progress. Target 2: Electoral Offense Law - In progress. Target 3: Parliamentary Elections Law - In progress. Milestone 2: Carry out civil registration. The MoI to carry out civil registration, a priority for the Government of Somaliland, within the agreed-upon deadline Target 1: Draft civil registration legislation through an inclusive process

T Completed. Civil Registration Law before Parliament.

Target 2: Conduct civic education campaign on civil registration

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

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

+ In progress.

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

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

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

T As above.

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

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

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

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

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

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

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for budget procedures and fiscal oversight

role in monitoring the planning, and budget performance

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

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

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

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

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

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

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

Delayed, as it is contingent upon media legislation.

Target 3: Establish independent arbitration and oversight mechanisms

Delayed, as it is contingent upon media legislation.

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

Delayed. Pending technical and other resourcing

Target 2: Establish a committee of professional journalists

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

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

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

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

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

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

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

17


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

4.2. PSG 2. SECURITY Strategic Objective: Build professional, capable, accountable and responsive Somaliland security institutions that operate in service of the rights, obligations and protection needs of all sectors of society, while safeguarding deep-rooted peace and stability. Priority 1 MARITIME SECURITY: Guarantee the safety and security of Somalilands 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 Guards capacity to protect Somalilands maritime realm from illegal activities e.g. sabotage, subversion, terrorism or criminal acts; border exploitation; and illegal damage or removal of marine resources Target 1: Establish a National Maritime Administration with sufficient staff and capacity

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

Target 2: Operational activities including investigation and evidence management

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

Target 3: Safety, precaution and roles/responsibilities

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

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

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

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

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

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

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

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Target 3: Provide equipment and trainings to enhance investigation capacities

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

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

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

Target 2: Carry out comprehensive training and recruitment Programme

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

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

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

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

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

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

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

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

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

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

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

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

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

19


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

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

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

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

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

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

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

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

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

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

Delayed.

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

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

Target 3: Establish specially trained border and checkpoints police

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

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

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

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

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

Target 3: Install common IT infrastructure across security institutions

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

Target 4: Conduct trainings in intelligence and security data management

+ In progress. Support from UK.

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

Delayed.

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

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

20


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

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

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

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

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

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

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

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

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

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

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

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

Target 2: Launch Know you legal rights campaign

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

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

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

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

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

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

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

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

21


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

+ A

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