Strategic Plan 2024-2028

1.0. Introduction 2

1.1. MOPIED 2

1.1.1 Mandate 3

1.1.2 Institutional Context 3

1.1.3 Policy Context 4

1.1.4 Composition and Structure 5 1.2. The Alignment of with the strategic plan with global and regional initiatives and commitments 5

1.2.1 Global context 5

1.2.2 Regional context 8

1.2.3 Rationale and methodology 10

1.3. Rationale 10

1.3.2. Methodology 10 CHAPTER 2: SOMALIA SITUATIONAL ANALYSIS 13

2.0. Introduction 14

2.1. Performance review 14

2.1.1 Achievements 14

2.1.2. Areas of Improvement 15

2.2. SWOT analysis 15 23. PESTEL analysis 18

2.4. Stakeholder analysis 23

2.6. Key emerging issues 25 MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) iii STRATEGIC PLAN (2024-2028) 2 2 CHAPTER 3: STRATEGIC DIRECTION 28

3.0. Introduction 24

3.1. Vision 29

3.2. Mission 29

3.3. Core values 29 3.4. Key result areas (KRAs), strategic objectives and strategies 30 CHAPTER 4: IMPLEMENTATION STRATEGY 36

4.0. Introduction 37

4.1. Description of the current organizational structure 37

4.2. Creation of new Departments and SAGAs 47

4.3. Staff establishment 49

4.4. Risk analysis 50 CHAPTER 5: MONITORING, EVALUATION, REPORTING AND LEARNING 53

5.0. Introduction 54

5.1. Monitoring process 54

5.2. Evaluation strategies 54

5.3. Guiding principles in monitoring the strategic plan 56

5.4. Monitoring indicators 56

5.5. Reporting and learning 59

5.5.1. Reporting 59

5.5.2. Learning 59 Appendices 61 Appendices 1: Implementation matrix 61 iv MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) STRATEGIC PLAN (2024-2028) LIST OF TABLES Table 2.1: SWOT analysis 16 Table 2.2: PESTEL analysis 18 Table 2.3: Stakeholder analysis 23 Table 3.1: A summary of KRA, strategic objectives and strategies 31 Table 4.1: Potential risks and mitigation measures 50 LIST OF FIGURES Figure 4.1: Proposed organization structure of the Ministry 38 MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) v STRATEGIC PLAN (2024-2028) 4 4 ABBREVIATIONS AND ACRONYMS ACO Aid Coordination Office ATMIS The African Union Transition Mission in Somalia AU Africa Union BMOs Business Member Organizations BRA Benadir Regional Administration COMESA Common Market for East and Southern Africa COVID -19 Coronavirus 2019 DACs Displacement-Affected Communities DG Director General EAC East African Community EPZs Export Processing Zones ESG Environmental, Social, Governance FDIs Foreign Direct Investments FGD Focus Group Discussion FGS Federal Government of Somalia FIL Foreign Investment Law FMS Federal Member States GDP Gross Domestic Product HIPC Highly Indebted Poor Countries Programme ICSID International Centre for Settlement of Investment Disputes ICT Information Communication Technology IGAD Intergovernmental Authority on Development IMF International Monetary Fund IPRS Interim Poverty Reduction Strategy Paper JDs Job Descriptions KPIs Key Performance Indicators KRAs Key Result Areas MIGA Multilateral Investment Guarantee Agency MIS Monitoring Information System MOPIC Ministry of Planning and International Cooperation MoPIED Ministry of Planning, Investment and Economic Development NDC National Development Council NDP National Development Plan NEC National Economic Council NGOs Non-Governmental Organizations vi MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) STRATEGIC PLAN (2024-2028) NIMES National Integrated Monitoring and Evaluation System NIPS National Investment Promotion Strategy OSC One Stop Centre PAR Public Administration Reforms PESTEL Political, Social, Economic, Technological, Environmental, Legal PFM Public Financial Management RBM Result-Based Monitoring RECs Regional Economic Communities RRF Resilience and Recovery Framework SAGAs Semi-Autonomous Government Agencies SDGs Sustainable Development Goals SEZs Special Economic Zones SMART Specific, Measurable, Achievable, Relevant, and Time-Bound SNA Somalia National Army SNBS Somalia National Bureau of Statistics SOMINVEST Somalia Investment Promotion Office SSA Sub-Saharan Africa SWOT Strengths, Weaknesses, Opportunities and Threats UN United Nations WTO World Trade Organization MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) vi STRATEGIC PLAN (2024-2028) 6 6 FOREWORD The Ministry of Planning, Investment and Economic Development (MoPIED) takes the pleasure of presenting its 5-year Strategic Plan covering the period between 2024 and 2028 in recognition that Strategic planning forms a foundation for good leadership, management, and governance in the This strategic Ministry. This Strategic Plan therefore Plan will further sets out the context and institutional strengthen analysis, strategic direction and key the Ministry result areas and its implementation ‘s capacity in framework in the next five years. discharging its mandate This plan is intended to enable the Ministry take advantage of the particularly in opportunities available, and to address the challenges that could impede its developing and progress towards achievement of the development targets and attainment coordinating of the strategic objectives and Key Result Areas (KRAs). effective sectoral This strategic Plan will further strengthen the Ministry ‘s capacity in and national discharging its mandate particularly in developing and coordinating effective development sectoral and national development policy planning. Additionally, the strategic policy planning. plan will ensure alignment of National Budget and support from development partners with national development priorities. It is my conviction that based on this strategic plan, the Ministry is on a firm footing to achieve its vision of “Realizing sustainable national socio- economic planning and development” and its mission of leading and facilitating Somalia’s socio-economic development through a multifaceted approach that integrates planning, coordination, investments, and strategic partnerships. I am particularly grateful to the President of Somalia H.E. Hassan Sheik Mohamud and Prime Minister H.E. Hamza Abdi Barre for their leadership and guidance. I commend the State Minister Hon. Abdirashid Jire Khalinle and Deputy Minister Mr. Mohamed Abdulkadir Ali for their continued role and support. vi MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) STRATEGIC PLAN (2024-2028) A lot of dedicated effort and commitment has gone into the development of this strategic plan. I therefore take this opportunity to express my gratitude to the Director General Mr. Mohamed Shire for his initiative and support in the development of the Strategic Plan. I also acknowledge the role and the entire senior management team in the development of this strategic plan. I look forward to successful implementation of this Strategic Plan exemplified by cooperation and synergy building not only for the Ministry but more significantly all stakeholders in Somalia Government. Hon. Mohamud A. Sheikh Farah (Beene Beene) The Minister of Planning, Investment and Economic Development MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) vii STRATEGIC PLAN (2024-2028) 8 8 PREFACE This five Strategic Plan covering the period 2024 - 2028 presents the strategic direction that the Ministry of Planning, Investment and Economic Development (MoPIED) will take to achieve optimal performance in fulfilling its mandate. It also provides a roadmap outlining how the Ministry will conduct its business during the Strategic Plan period. It sets out a realistic strategic activities and program that will allow the Ministry to build and strengthen its current capacity, The Strategic leverage the potential opportunities, and mitigate risks and challenges. Plan provides direction for The Strategic Plan provides direction for the Ministry in responding to the the Ministry in changing environment and associated challenges in the domestic, regional, responding to and global economic and developmental realities. This strategic plan is the changing driven by the overarching ministry vision, mission and core values. The environment Strategic Plan provides clear strategies and detailed activities for realizing and associated its strategic objectives and Key Result areas (KRAs). It further provides the challenges in actual process through which the strategic objectives will be achieved, the the domestic, requisite resources needed and assigns responsibility for action and follow regional, up. The Strategic Plan has been broken down into detailed annual plans and and global a monitoring and implementation framework to be implemented by the economic and respective departments and agencies under the Ministry. developmental realities. The Plan further identifies the key strategic issues and assesses the Ministry’s strengths, weaknesses, threats, and opportunities based on which the strategic outcomes, strategies, and objectives that the Ministry will pursue over the short term has been formulated. The strategic plan is therefore pivotal in guiding the Ministry in the quest to deliver its mandate, particularly through improved performance. The preparation of this strategic plan followed an elaborate process, involving all key stakeholders, thereby fostering a common understanding of the plan which enhances ownership and commitment to its implementation. ix MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) STRATEGIC PLAN (2024-2028) I would like to particularly appreciate the support of the following Directors: Investment Promotion, Mohamed Dubo; Planning, Muse Mohamed; Economic Development, Abdu-Nasir O. Katib; Monitoring and Evaluation, Mohamud S. Nur; Aid Coordination Office, Abdifatah O. Hassan; Human Resource, Adow M. Adan; Durable Solutions and Poverty Reduction, Zahra A. Mohamed, and the newly created Planning Institute, Fouzia A. Warsame. The new planning institute will build human capacity of civil servants across the two levels of government, while envisaged communication unit will not only strengthen information management systems but also lead the ministry’s public communication and media relations. I am grateful to Dr. Simon Githuku for his support during the formulation of the five-year strategic plan for the Ministry. I am confident that the plan will improve the performance of the ministry and foster national economic planning and growth. I will continue to advocate for the effective and comprehensive implementation of the strategic plan. Mr. Mohamed Shire Director General MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) x STRATEGIC PLAN (2024-2028) 10 10 EXECUTIVE SUMMARY This Strategic Plan which covers the period 2024 - 2028 presents the strategic direction that the Ministry of Planning, Investment and Economic Development (MoPIED) will take to achieve optimal performance in fulfilling overarching its mandate. It also provides a roadmap outlining how the Ministry will conduct its business during the Strategic Plan period. It sets out a realistic strategic program that will allow the Ministry to build on its current strengths, leverage the potential opportunities and mitigate against its weaknesses and challenges. The Strategic Plan provides direction for the Ministry in responding to the changing environment and associated challenges in the domestic, regional, and global economic and developmental realities. This strategic plan is driven by the vision of “Realizing sustainable national socio-economic planning and development” through its corresponding mission which is “To lead and facilitate Somalia’s socio-economic development through a multifaceted approach that integrates planning, coordination, investments, and strategic partnerships”. The Strategic Plan is further anchored on and buttressed with core values namely: public good; commitment to excellence; higher integrity and ethical standards; accountability and transparency; inclusive growth; and critical analysis and policy delivery. The document has identified an array of emerging issues through extensive review of existing literature, use of different participatory processes, and application of analytical tools such as SWOT, PESTEL, Stakeholders and Risk Analysis, that it should strive to address. These emerging issues have been distilled and summarized as: Heavy indebtedness; Negative impacts of climate change; Financial resource constraints; Weak and underrepresented private sector; Human capital resource gaps; Weak policy, regulation, and legislative environment; Inadequate institutional and organizational capacity; Presence of many forced displaced persons; Numerous cross-cutting issues that are not well mainstreamed: Lack of an enabling framework for the Diaspora; and lack of costed development plans. It provides clear strategies and detailed activities for realizing its strategic objectives and Key Result areas (KRAs). The plan provides eight (8) KRAs namely: Development planning and intergovernmental coordination; Sustainable socio-economic development; Enhanced investments xi MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) STRATEGIC PLAN (2024-2028) (domestic and foreign-FDI); Monitoring, evaluation, tracking and reporting on the implementation of government policies, plans, programs, projects, and strategies; Improved institutional and organizational capacity; Cross-cutting issues; Resource mobilization, and Poverty reduction and durable solution for vulnerable and displacement affected communities. It further provides the actual process through which the strategic objectives will be achieved, the requisite resources and assigns responsibility for action and follow up. The Strategic Plan has been broken down into detailed annual plans and a monitoring and implementation framework to be implemented through respective departments and agencies under the Ministry. This is detailed in an implementation matrix appended to this document. The preparation of this Strategic Plan followed an elaborate process, involving all key stakeholders, thereby fostering a common understanding of the plan which enhances ownership and commitment to its implementation. It took the active participation and involvement of key leaders from the Ministry, technocrats, and a wide range of stakeholders. MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) xii STRATEGIC PLAN (2024-2028) 12 12 The Strategic plan is organised as follows: CHAPTER ONE provides the general overview and general background of the Ministry including: legal and policy context; mandate of the ministry of planning, investment, and economic development; the alignment of with the strategic plan with global and regional initiatives and commitments; The Strategic plan is organisedrationale and methodology; and process and methodology. as follows: Chapter One provides the general overview and general background of the Ministry CHAPTER TWO including: legal and policy context; mandate ofunderscores the ministry of planning, a review investment,ofand of the performance the Ministry economic development; the alignment of withduring the strategic plan 2017-2022 with It period. global and further regionalthe scrutinizes contextual and initiatives and commitments; rationale and methodology; operating environment process and through methodology.analyzing its Strengths, Weaknesses, Opportunities and Threats (SWOT); and the external operating context by analyzing Chapter Two underscores a review of the performance of the Ministry during 2017-2022 the impact of Political, Economic, Social, Technological, period. It further scrutinizes the contextual operating environment Environmental through whether and Legal (PESTEL)- analyzing promoting its Strengths, Weaknesses, Opportunities and Threats (SWOT); and the external or hindering - on its operations. operating context by analyzing the impact of Political, Economic, Social, Technological, Environmental and Legal (PESTEL)- whether promotingCHAPTER or hindering - on its operations. THE THREE captures the strategic direction to be adopted Chapter Three captures the strategic direction to beduringadopted during theItplan period. STRATEGIC the plan period. provides the Vision, It provides the Vision, Mission, and Core Values. The Strategic Plan articulates the key Plan Mission, and Core Values. The Strategic articulates the key result areas (KRAs) or broad PLAN result areas (KRAs) or broad objectives, the specific strategies, and broad activities to be objectives, the specific strategies, and broad undertaken in actualizing the strategy. activities to be undertaken in actualizing the strategy. Chapter Four provides organizational structure and the institutional and functional frameworks for implementing the strategic plan. The structural organization seeks to CHAPTER FOUR deliver value to the stakeholders in an efficient and cost-effective provides manner. The organizational structure structure and the portrays a direct relationship the strategic plan and the management or implementation for institutional and functional frameworks structure. implementing the strategic plan. The structural organization seeks to deliver value to the stakeholders in an efficient and cost-effective Chapter Five provides the Monitoring, Evaluation, Reporting manner.and TheLearning Framework structure portrays a direct relationship the strategic plan and the management or Appendices mainly provides the Implementation Matrix implementation structure. CHAPTER FIVE Five provides the Monitoring, Evaluation, Reporting and Learning Framework. APPENDICES mainly provides the Implementation Matrix. This Strategic Plan will be implemented at a total cost of US$ 76,432,300. 1 CHAPTER ONE: INTRODUCTION 2 MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) STRATEGIC PLAN (2024-2028) CHAPTER ONE: INTRODUCTION

1.0. Overview 1962 This Strategic Plan covers the period 2024 - 2028. It presents the strategic direction that the Ministry of Planning, Investment and Economic Development (MoPIED) (henceforth the Ministry) will take to achieve optimal performance in fulfilling its mandate. It also provides a roadmap outlining The year how the Ministry will conduct its business during the Strategic Plan period. It the MoPIED sets out a realistic strategic program that will allow the Ministry to build on its started rolling current strengths, leverage the potential opportunities and mitigate against out National Development its weaknesses and challenges. Plans (NDPs) since 1962 To The Strategic Plan will provide direction for the Ministry in responding to the achieve social, changing environment and associated challenges in the domestic, regional, economic, and global economic and developmental realities. This strategic plan is driven and political by the overarching vision of “Realizing sustainable national socio-economic development of planning and development” through its corresponding mission of “To lead Somalia and facilitate Somalia’s socio-economic development through a multifaceted approach that integrates planning, coordination, investments, and strategic partnerships”. The Strategic Plan provides clear strategies and detailed activities for realizing its strategic objectives and Key Result areas (KRAs). It further provides the actual process through which the strategic objectives will be achieved, the requisite resources and assigns responsibility for action and follow up. The Strategic Plan will be broken down into detailed annual plans and a monitoring and implementation framework to be implemented through respective departments and agencies under the Ministry.

1.1. MOPIED The Ministry (MOPIED) can be traced from the defunct Ministry of National Planning established in the 1960s and remained central to policymaking in Somalia until the government’s collapsed in 1991. The Ministry of Planning and International Cooperation (MOPIC) was created by the transition government to operationalize the Somali Compact and its five-state peacebuilding and state building goals. The transition from MOPIC to MoPIED has involved significant administrative reorganization of the ministry to reflect the widened policy responsibility and to permit the introduction of modern management approaches such as management by objective. A major aspect of the re-organization and simplification process has involved MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 3 STRATEGIC PLAN (2024-2028) 3 3 allowing new functions to become autonomous or semiautonomous such as the establishment of an independent Somalia National Economic Council (NEC) and Somalia National Bureau of Statistics (SNBS). To achieve social, economic, and political development of Somalia, the MoPIED has been rolling out National Development Plans (NDPs) since 1962 with NDP-9 as the latest A major aspect plan. of the re- organization and simplification

1.1.1. Mandate process has The mandate of MoPIED consists of the following: involved allowing i. Informing the country’s socio-economic vision and turning it into new functions practical policy actions in order to support macroeconomic stability to become and sustainable growth. autonomous or semiautonomous ii. It spearheads the overarching national planning, investment promotion, such as the and economic coordination through sector-wide development, establishment of resource planning and effective Inclusive Growth. an independent Somalia National iii. The ministry promotes government development through monitoring Economic Council and evaluation and tracks progress made implementation of public (NEC) and Somalia projects and programs outlined in the NDPs and it fosters good National Bureau of governance, transparency, accountability, and learning. Statistics (SNBS). iv. The Ministry is responsible for macro planning and the coordination of development priorities and activities at the federal level and in close coordination with the Federal Member States as well as national and international development and humanitarian partners. v. The Ministry also takes lead in monitoring the direction of socio- economic development in Somalia through macro-economic and sector strategic plans..

1.1.2. Institutional Context MOPIED is one of three core Federal Government institutions with responsibilities that cut across the social and economic development work of technical ministries, departments, and agencies (the others being the Ministry of Finance and Ministry of Interior, Federal Affairs and Reconciliation). MOPIED’s success in the execution of its mandate therefore depends on its ability to coordinate, convene, and facilitate across numerous institutional boundaries and interests at the federal level. 4 MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) STRATEGIC PLAN (2024-2028) Similarly, the Ministry plays an important role in the Federal Government’s relationship with the five Federal Member States (FMS) and Benadir Regional Administration (BRA). In particular, the quality of its interaction with the five FMS ministries of planning is central to sub-national involvement in national planning and coordination processes. MOPIED’s relationship and work with the FMS is further strengthened by the National Development Council (NDC), which is a periodic forum that brings together federal and FMS ministers and directors general of planning to 3.9% coordinate around issues of shared strategic importance.

1.1.3. Policy Context The IMF estimates that The existing policies, legal and regulatory frameworks governing MoPIED are Sub-Saharan listed below: Africa (SSA) economies grew • The Federal Republic of Somalia, 2012 Provisional Constitution. by an average of • The Somalia Statistics Act (2020). 3.9% in 2022 • The 9th National Development Plan (NDP-9). • Interim Poverty Reduction Strategy Paper (IPRSP). • The Five-Year Performance Review (2017-2022) report. • The 2018 national Resilience and Recovery Framework (RRF). • The National Durable Solutions Strategy (2020 – 2024). • The Foreign Investment Law (FIL) in 2015 which created the Foreign Investment Board (FIB) and the Somalia Investment Promotion Office (SOMINVEST). • SOMINVEST Strategic Plan 2021-2024. • Company law (Dec 2019). • Land Laws (December 1980). • The National Integrated Monitoring and Evaluation Framework (2023) • The National Monitoring and Evaluation Policy (2023) • Somali Communications Act (2012). • Fisheries Law (November 1985). • Labour Code (1972). • Procurement Legislation (November 2015). • Cooperatives Law (October 1973). • Civil Code (June 1973). • Civil Procedure Code (July 1974). • Annual performance review reports. MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 5 STRATEGIC PLAN (2024-2028) 5 5

1.1.4. Composition and Structure The Ministry’s mandate is implemented by a workforce of 353 personnel, who fall into three categories: • Permanent/civil servants • Temporary • Advisors and consultants who are paid by the Development Partners. Those with diploma, degree, post-graduate studies and technical education comprise about 5%, 70%, 15% and 10% of total staff establishment, respectively. This Strategic The Ministry is led by the Minister supported by Deputy and Assistant Ministers. Plan is The Ministry’s work is conducted through eight departments under the therefore supervision of the Director General. The eight departments are: meant to inject strategic The eight departments are: thinking that the leadership • Planning of the Ministry • Economic Development requires to • Monitoring and Evaluation visualize • Investment Promotion (SOMINVEST) the future, • Poverty Reduction and Durable Solutions critically analyze where • Aid Coordination the Ministry • Human Resources has come • Administration and Finance from, where it is now and Detail of each of these departmental functions is provided in Chapter 4. where the Leadership want the

1.2. The Alignment of with the strategic plan with global and regional Ministry to be initiatives and commitments in the next five years.

1.2.1 Global context According to the International Monetary Fund (IMF), global growth is projected to fall from an estimated 3.4% in 2022 to 2.9% in 2023, then rise to 3.1% in 2024. The rise in central bank rates to fight inflation and Russia’s war in Ukraine continue to weigh on economic activity. The 2030 United Nations Sustainable Development Goals (SDGs) integrate well with the role of the Ministry in ensuring sustainable economic growth and development. For Somalia, ongoing narrative and policies around supporting fragile states 6 MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) STRATEGIC PLAN (2024-2028) has been shaped at the highest levels of the development community by bilateral and multilateral actors including international financial institutions like the World Bank, African Development Bank, IMF, and the Islamic Development Bank. This is good news because these institutions were traditionally established for, and focused on, supporting those member countries that were simply able to borrow for development and pay back their loans. Now, with the global challenges of rising conflict, the war in Ukraine, the climate emergency, and regular environmental shocks, plus the lingering economic pain of the COVID-19 impact across most parts of the world, addressing fragility has rightly become a serious concern for the main international development players. The drivers of The drivers of fragility in Somalia are various and include conflict, extreme fragility in So- poverty, weak governance, and, sadly in some cases, a lack of commitment by malia are vari- governments to undertake real socio-economic reforms to improve the future ous and include of their countries and the lives of their citizens. These are often compounded conflict, extreme poverty, weak by the underlying risks that make fragile states even more likely to remain governance, and, fragile or regress into an even worse state of conflict and violence – factors sadly in some such as rising inequality, youth unemployment, lack of basic public services and cases, a lack of political disagreements or instability. commitment by governments to Somalia, by all international measures, is one of the most fragile countries in undertake real the world. This is due to the legacy of almost three decades of civil strife, lack socio-economic of government and public institutions as well as conflict. Since 2012, when reforms to im- Somalia had its first internationally recognized government, led by President prove the future Hassan Sheikh Mohamud – then serving his first term, and currently serving of their countries his second, a decade later – the Somali authorities have been working hard to and the lives of reverse the country’s fortunes. This has not been easy. Fragile countries cannot their citizens. just wake up one morning and be better. For Somalia, the journey from fragility to sustainability is long, tough, and very much ongoing. Most people who have not seen Somalia in the past decade still have images of a failed state. Somalia is no longer a failed state, but the negative stereotypical lazy depiction is understandable because the global media narrative is such that unless you have a seamless, possibly miraculous transformation process in this new age of globalization and hyper-global connectivity and interdependence, a country and people’s efforts to develop are not worth mentioning. This narrative ignores the daily activities of the Somali government, people and all international partners that go into paving the way for this positive developmental transformation to happen sustainably going forward. MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 7 STRATEGIC PLAN (2024-2028) 7 7 What makes, and keeps, a state fragile is complex and requires a thorough understanding of the country and its people’s history, culture, values, geography and even capabilities. In Somalia, despite all the civil strife, the Somali people have developed their resilience by supporting each other through a network of kinship, community solidarity, and in business even in the absence of a functioning state. Today, Somalia has one of the most advanced telecommunication networks in East Africa and remains a pioneer in the use of mobile money which is crucial for financial inclusion and reducing poverty. The Somali Diaspora still sends home over one billion US dollars in remittances to their families. Successive Somalia has Somali governments have been actively and successfully fighting the Al- one of the most Qaeda linked international terrorist group Al-Shabaab with the support of advanced tele- regional and international partners. communication networks in East Africa and More importantly, Somalia is on track to complete its economic reform remains a Programme guided by the International Monetary Fund (IMF) and is expected pioneer in the to secure debt relief under the Highly Indebted Poor Countries Initiative by use of mobile the end of this year. This will no doubt be a socio-economic game changer money which is and a major achievement for a country that remains among the most fragile crucial for in the world. financial inclu- sion and reduc- The most important question now is, how can Somalia successfully transition ing poverty. from fragility to stability and, eventually, sustainable development? On the face of it this should be straightforward. Somalia is strategically located in the Horn of Africa and has one of the longest coasts in the world, 8.5 million hectares of arable land, and vast amounts of livestock, natural resources including oil and green energy and blue economy potential. The Somali government has been working hard for years to pass the legislations to improve the investment environment and instill the legal frameworks to attract and increase inward and foreign investment in all these untapped sectors. However, despite all these and domestic revenue mobilization efforts and public financial management improving significantly since 2012, Somalia’s national budget is still small compared to all neighbouring states and over 50% of this comes from external donors. Furthermore, according to the World Bank, currently only 4.4 % of GDP comes from national taxes, which is the lowest in Africa and the world. 8 MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) STRATEGIC PLAN (2024-2028)

1.2.2. Regional context The IMF estimates that Sub-Saharan Africa (SSA) economies grew by an average of 3.9% in 2022, but growth is expected to decline to 3.6% in 2023 before and recover in 2024 to grow at 4.2%. These economies are facing major global headwinds arising from persistent global inflation and tightening monetary conditions. This has increased borrowing costs and led to depreciation of domestic currencies against major global currencies such as the U.S Dollar. These conditions have negative implication on Somali households through erosion of purchasing power and increased poverty. Possibility of Somalia accession to the East African Community (EAC) is The IMF likely to lead to better growth prospects through trade. The agenda 2063 estimates that of the African Union (AU) which prioritizes inclusive social and economic Sub-Saharan development aligns well with the Ministry’s mandate and have been Africa (SSA) integrated into the 9th National Development Plan (NDP-9). economies grew by an average of Somalia continues to make progress towards reaching the Heavily Indebted 3.9% in 2022, Poor Countries (HIPC) Initiative Completion Point by end of the calendar but growth is year 2023, following re-engagement with the International Development expected to Association (IDA) and the clearance of arrears to International Financial decline to 3.6% Institutions. Currently, Somalia is in the HIPC interim period and all HIPC in 2023 before and recover in Completion Point legislative reforms have passed through both houses 2024 to grow at of Parliament and negotiations with creditors are in the process of being 4.2%. concluded. The International Monetary Fund (IMF) concluded their 6th review of the Extended Credit Facility (ECF) program from September 11 - 21, 2023 jointly with discussions on a new IMF-supported Program, this is the last review ahead of the Completion Point (CP). On reaching the (CP), Somalia will qualify for full and irrevocable debt relief, which could reduce the debt-to-GDP ratio from 41% in 2022 to 6%, meaning that debt is sustainable in a forward- looking sense, contingent on the full delivery of HIPC, Multilateral Debt Relief Initiative, and beyond-HIPC assistance. Somalia must continue maintaining macroeconomic stability, come to an agreement with all creditors, and must implement its ninth National Development Plan (NDP9). Political relations in the region are experiencing dynamic change, with new opportunities for Somalia to benefit from trade and regional integration as it prepares to become the eighth member of the East African Community. As Somalia moves out of fragility, it needs to gradually transition from relying on humanitarian aid to sustainable development approaches. MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 9 STRATEGIC PLAN (2024-2028) 9 9 Throughout 2022, and for five consecutive seasons, poor rains put the country in severe drought conditions surpassing the 2010–2011 and 2016– 2017 droughts in terms of duration, severity, and scale. The number of people suffering from food insecurity and needing humanitarian assistance grew to 8.3 million people in the country (over 50%) and displaced over 2 million people from their homes in search of water, food, and pasture. Grants including social safety net programs (mainly targeted to rural poor/vulnerable households) and remittances are helping to mitigate the humanitarian crisis. In 2022, partners mobilized more than $1.5 billion in relief. As Somalia continues to rebuild economic governance institutions, it The number has several opportunities—rapid urbanization, the growing use of digital of people technologies, planned investments in energy, ports, education, and health— suffering from so building resilience to shocks is a priority to support economic growth and food insecurity job creation. However, severe drought, rising food prices, falling exports, and and needing humanitarian slowing growth in remittances are preventing the economy from sustaining assistance a modest rebound. grew to 8.3 million people Amid repeated shocks, growth in GDP averaged only 2% from 2013 to 2020. in the country Owing to the multiple crises, GDP contracted by 0.2% in 2020. GDP growth (over 50%) and recovered to 2.9% in 2021 but is projected to have fallen to 1.7% in 2022 displaced over under the regional drought and worsening global economic conditions. GDP 2 million people growth is forecast to rebound to 2.8% in 2023 and 3.7% in 2024. from their homes in search Implementing reforms that can support Somalia in reaching the HIPC of water, food, Completion Point will be critical for rebuilding human capital, strengthening and pasture. institutions, and fostering an environment for inclusive, private-sector-led growth. Currently, Somalia is a member of the following Regional Blocks: COMESA, IGAD and AU. Regional blocs have been considered essential in protecting economies, facilitating free movement of goods, services and people as well as encouraging monetary union. In Africa, different regional trade exists to engender broader social economic and political goals. Membership to these blocks potentially affords Somalia access to low-priced, high-quality goods, lower prices overall, greater efficiency and innovation in production, increased economic development and living standards, and overall economic growth 10 MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) STRATEGIC PLAN (2024-2028)

1.3. Rationale and methodology

1.3.1. Rationale The Ministry’s Leadership requires a practical and pragmatic SP to guide the Ministry for the next five years commencing from January 2024 to December 2028. This Strategic Plan is therefore meant to inject strategic thinking that the leadership of the Ministry requires to visualize the future, critically analyze where the Ministry has come from, where it is now and where the Leadership want the Ministry to be in the next five years. The Ministry must perform its functions as planned and as the mother Ministry in charge of economic planning. The strategic plan seeks to provide vision, direction, and The strategic leadership to effectively manage and sustain the desired results. It provides plan seeks to a roadmap for the Ministry to transform itself into an effective, sustainable, provide vision, direction, and and visible entity. leadership to effectively Further the strategic looks to streamline, develop, strengthen the entire manage and policy, regulatory and legislative environment as well as enhance the sustain the institutional and organizational capacity of the Ministry to better carry out desired results. its mandate. The strategic plan considers resource mobilization as a key cog It provides a in resourcing and budgeting for its plans. roadmap for the Ministry to Additionally, despite the numerous national and sectoral plans and transform itself frameworks that already exist in the country, a Strategic Plan is still necessary into an effective, because it creates a sense of ownership, collaboration, and collective sustainable, and responsibility. A Strategic would enable MoPIED to be proactive rather than visible entity. reactive to countless situations. The Plan will help predict their future and be adequately prepared, as well as keep abreast with constantly changing trends, always staying one step ahead of the adversary. Besides, the Strategic Plan would lead to increased operational efficiency and service delivery. It will help to align the functional activities of the organization to achieve the established objectives. It would guide management discussions and decision-making to determine resource needs to achieve previously defined objectives and thereby increase operational efficiency.

1.3.2. Methodology The assignment employed a participatory and consultative approach where the key stakeholders were fully involved in each step of the strategy planning to promote ownership of the results. It also ensures that the client and the consultant remain on the same page in terms of interpretation and MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 11 STRATEGIC PLAN (2024-2028) 11 11 understanding of the assignment. Among the key stakeholders who steered the process include the Senior Officers in the Ministry including the Director General (DG) and all the Directors. The following steps were important to facilitate successful delivery of the Strategic Plan: a) Desk review The consultant undertook extensive literature review by looking at all available documents within and outside the MoPIED to provide direction and insights into the issues affecting the Ministry and the avenues available within the legal framework to deal with the issues. Some of the documents to be reviewed will include but not limited to; The Federal Republic of Somalia, 2012 Provisional Constitution; the Somalia Statistics Act (2020); the 9th National Development Plan (NDP-9); interim Poverty Reduction Strategy Paper (IPRSP); the Five-Year Performance Review (2017-2022) report; the 2018 national Resilience and Recovery Framework (RRF); the National Durable Solutions Strategy (2020 – 2024) and SOMINVEST Strategic Plan 2021-2024. b) Development of data collection tools The consultant developed data collection tools targeting the different categories of respondents in the Ministry including the Minister, DG, Director of Admin & Finance, Director of Planning, Director of M&E and Durable Solutions, Director of Economic Development and Director of SOMINVEST. Primary data was collected through a structured questionnaire as well as round table discussions. Development of the data collection tools was guided by the information to be collected and the list of key informants to participate in the strategic planning process. c) Inception meeting Inception meetings and interviews were conducted with Minister, the DG and the Directors using a structured questionnaire. Some of the aims were to align on the rationale, expected outcomes, outputs, and timelines. d) Primary data collection Data for use on situational analysis was derived through structured questionnaires and focus group discussion (FGD) relying upon three main approaches: 12 MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) STRATEGIC PLAN (2024-2028)  SWOT Analysis: An analysis of the Ministry’s strengths, weaknesses, opportunities, and threats (SWOT) was conducted through FGD and was complemented with secondary data to determine the internal and external situation facing the Ministry.  PESTEL analysis: An analysis of the political, economic, social, technological, environmental, and legal environment was conducted through FGD with stakeholders. Review of available documents was also carried out to determine the contextual issues surrounding the Ministry that could influence its performance either positively or negatively. To ensure that  Stakeholder analysis: A stakeholder analysis was undertaken through FGD the process of discussions with stakeholders to describe and appreciate the environment developing the strategic plan under which the Ministry operates and identify the key stakeholders, the is as inclusive nature of relationships and the linkages that exist in the Ministry. as possible, the e) Data Processing and report writing draft plan shall be subjected to Data collected during the various stages was sorted, cleaned, keyed in, and a stakeholder analyzed and interpreted guided by the objectives and scope of work. The validation preliminary report was a draft outlining the background of the Ministry, a workshop situational analysis, the strategic issues identified and the strategic direction for thorough (vision, mission, core values, strategic objectives, and strategies), an discussions implementation, monitoring and evaluation framework and implementation after which the matrix. This was compared with field data, available secondary data, and stakeholders literature. will validate the report. f) Validation Workshop To ensure that the process of developing the strategic plan is as inclusive as possible, the draft plan was subjected to internal validation meetings for thorough discussions to elicit feedback. g) Production of final strategic plan A final report of the strategic plan was produced after incorporating feedback received during the internal validation meetings. 13 MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) STRATEGIC PLAN (2024-2028) 2 CHAPTER TWO: SOMALIA SITUATIONAL ANALYSIS MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 14 STRATEGIC PLAN (2024-2028) 14 14 CHAPTER TWO: SOMALIA SITUATIONAL ANALYSIS

2.0. Introduction This chapter underscores a review of the performance of the Ministry during 2017-2022 period. It further scrutinizes the contextual operating environment through analyzing its Strengths, Weaknesses, Opportunities and Threats (SWOT); and the external operating context by analyzing the impact of Political, Economic, Social, Technological, Environmental and Legal (PESTEL)- whether promoting or hindering - on its operations. Additionally, a detailed Stakeholder Analysis was conducted to establish the nature of relationship with the ministry. All this analysis was conducted through comprehensive and candid brainstorming with top Ministry officials (including the Minister for MoPIED, the Director General, Directors of Departments, Heads of Programmes such Barwaaqo and other key stakeholders.

2.1. Performance review

2.1.1 Achievements Performance of the Ministry This will be the first Strategic Plan for the Ministry implying that general in the last five performance of the ministry can only be assessed through other sources of years will be information. To be more specific, performance of the Ministry in the last five gauged using years will be gauged using five-year (2017 -2022) Performance Review and five-year Annual Progress Report 2020. A summary of notable achievements includes (2017 -2022) the following: Performance Review and i. Internal reorganization through rationalization of functional Annual Progress departments including the creation of semi-autonomous agencies Report 2020. such as the Somali National Bureau of Statistics (SNBS) and the National Economic Council (NEC). ii. The Ministry also established the Durable Solutions Unit in November 2018 with the aim of coordinating solutions to Somalia’s protracted displacement situation. Shortly after the DSU formulate Somalia’s first ever National Durable Solutions Strategy (NDSS) effectively aligning all durable solutions programs ongoing in Somalia with the NDSS. In 2023, the Durable Solutions Unit has now been expanded to Poverty Reduction and Durable Solutions Department with a wider mandate. iii. Aid Management, Coordination and Monitoring has been transferred from the Office of the Prime Minister to MoPIED to ensure alignment of Aid to national development priorities as provided for in NDP-9. An Aid Coordination Office Department has been created in MoPIED. 15 MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) STRATEGIC PLAN (2024-2028) iv. The preparation of the ninth National Development Plan (NDP-9) for 2020-2024) period which was compliant with IMF Interim Poverty Reduction Strategy Paper (IPRSP). This played a useful role in the country’s admission into to the Highly Indebted Poor Countries (HIPC) Initiative for debt relief. v. Development of flagship policy strategies such as the Somalia Through Recovery and Resilience Framework (RRF) in 2018 to provide long- detailed, highly term solution to persisting national emergencies; the Growth and participatory, Economic Transformation Strategy (GETS) in 2021 as a comprehensive and consultative growth strategy; the National Durable Solutions Strategy 2020-2024 brainstorming to provide a long-term solution to internal displacement. sessions, an evaluation vi. The Ministry has been charged with the responsibility of coordination of MOPIED’s national projects and programs that are cross-cutting, that is, Strengths, their implementation is carried out by more than one Ministry or Weaknesses, government agency. National Monitoring and Evaluation (M&E) is now Opportunities under the Ministry. and Threats vii. The Aid Coordination Office (ACO) was created to enhance national (SWOT) was aid coordination through closer oversight of the alignment of off- conducted, budget aid flows with national (NDP-9) development priorities. To which further increase accountability and transparency of aid use in the information country, the Aid Information Management System (AIMS) has been was buttressed established. with existing documentation.

2.1.2. Areas for improvement i. Poor linkages between policy, planning and budgeting. ii. Poor resource mobilization strategies. iii. Weak planning systems at the federal level. iv. Weak institutional capacity of the Ministry to implement its core mandate due to amongst others, inadequate human resources, and funding.

2.2. SWOT analysis Through detailed, highly participatory, and consultative brainstorming sessions, an evaluation of MOPIED’s Strengths, Weaknesses, Opportunities and Threats (SWOT) was conducted, which information was buttressed with existing documentation. The analysis provided MOPIED with an opportunity to evaluate the best match between internal and external environmental factors and provide strategic direction for the Medium-Term Strategic Plan. The analysis came up with the strengths to take advantage of weaknesses for intervention, opportunities to grab and threats to mitigate against during the implementation of this Strategic Plan as stipulated in Table 2.1. MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 16 STRATEGIC PLAN (2024-2028) 16 16 Table 2.1: SWOT analysis Internal Environment Strengths Weaknesses  Continuity with programs and projects  Overlap of functions with other ministries of previous regime despite differing and agencies on wider public policy philosophies and ideologies. issues.  The existence of SOMINVEST as One Stop  High turnover of senior management Centre (OSC) for Investor support and personnel due to lack of schemes of facilitation. service such as entry level behavior, progression and promotion, pension, etc.  Political support and goodwill from top government leadership.  Performance review not linked with National Budget allocation.  Strong Leadership and Commitment.  Inadequate Monitoring and Evaluation of  Strong work ethics and commitment to systems. planning national resources.  Limited financial and human resources.  Positive and collaborative working relationship with other ministries.  Overreliance on foreign aid.  Network with Local, International community  Lack of/ inadequate office space. and Somali Diaspora.  Inadequate equipment such as vehicles  The successful completion and adoption of  Inadequate ICT resources & capacity IPRSP-complaint NDP-9. to implement management information  Existence of Somalia National Bureau of systems is a major challenge. Statistics (SNBS) as a semi-autonomous  Heavy reliance on few expatriates government agency (SAGA).  Low visibility and branding (communication gap).  Inadequate repository system (no Information Management System as well as Library).  Lack of well-defined structures and functions within the ministry.  Inadequate data to monitor policies and implementation of NDP9. 17 MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) STRATEGIC PLAN (2024-2028) External Environment Opportunities Threats  Political support and goodwill from top  Vagaries of climate change such as government leadership. floods, droughts, and famine.  Prospects for debt relief under the Highly  Weak policy, legislative and regulatory Indebted Poor Countries Programme environment is a threat to business e.g., (HIPC) on SEZs and EPZs.  The Existence of Investment Protection  Lack of independent commissions and Law. authorities may lead to bad governance thus failure to achieve planned activities.  Existence of sectors that would boost development environment such as  Weak Private Sector coupled with weak agriculture, fisheries, mining, tourism. or no membership organizations for employers, Manufacturers, Producer  Easy access to support from stable Organizations, weak Chamber of neighbors such as Kenya. Commerce etc.  Existence of global and regional economic  Global instabilities such as wars and and trading blocs and treaties. economic downturns.  Willingness by the local and international  Pandemics such as COVID 19. development partners to support the ministry work e.g., the World Bank, IMF,  High cost of energy impacts coupled Qatar. with inadequate supply impact all the other sectors of the economy.  The Ministry is in-charge of the National M&E.  Limited resources to support reform and capacity building.  Improved security in Mogadishu and throughout the country (Conflict  Possibility of return to Political Instability recovery).  Weak coordination in both development  Availability of prospective competent programming and implementation staff. leading duplication of effort and other inefficiencies.  Access to Diaspora support and network.  Infrastructural constraints e.g.,  Ease of transfer of funds through deplorable state of roads. established institutions with global reach particularly Hawala.  Well-developed and cheaper telecommunications services MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 18 STRATEGIC PLAN (2024-2028) 18 18

2.3. PESTEL analysis A comprehensive and broad assessment of Political, Economic, Social, Technological, Environmental and Legal (PESTEL) operating context was undertaken in preparing this Strategic Plan through participation of key stakeholders. The PESTEL analysis enabled a candid description of the operating environment and hence an appreciation of the factors that will either support or impede the process of implementing the strategic plan. Table 2.2 presents a synthesis of the outcome of the PESTEL analysis: Table 2.2: PESTEL analysis Factor Issue Analysis Political Federal  The Federal structure of government accommodates Structure of regional concerns and issues and fosters accountability government and equity as well as peace in the country.  The provisional 2012 constitution has transformed political and economic governance and strengthening accountability and public Inclusive Growth. Membership  Somalia is a member of regional and international to Regional & organizations and subscribes to relevant treaties e.g., international UN, AU, COMESA, IGAD and Arab League. Somalia is also in the process of WTO accession. organizations  Network of local and international partners, stakeholders & private sector players.  Inadequate representation in international investor source markets. Peace and  Regional peace, security and stability are key to security Somalia’s development agenda.  Restoration of peace after 15 years of conflict is a boon for her development.  Somalia armed forces and ATMIS are effectively coping with insecurity and restoring peace in the country.  Political goodwill from the Country’s top leadership.  Ongoing efforts directed at security sector reform and reconstitution of SNA. 19 MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) STRATEGIC PLAN (2024-2028) Governance  Perception of bad governance and corruption affects and rule of law investor confidence.  Transparency and accountability in management of public affairs and resources are important to improve the country’s image.  Recognition and respect within the government and stakeholders.  Somalia is implementing Public Financial Management (PFM) Reforms and Public Administration (PAR) Reforms. Economic Globalization  Somalia has globally positioned itself and is striving to establish a conducive investment environment.  Somalia is seeking debt relief through the HIPC initiative this will enable higher resources to be allocated to development programs and projects.  The economy is projected to continue a growth trajectory with 2.9 % of GDP in 2018 and projected annual average growth of 4 to 5 % over the medium- term period.  Real GDP growth was mainly driven by livestock sector, fishing, financial services, transport, telecommunications, and trade sectors as well as sustained remittances and donor inflows.  The business-enabling environment has improved as well; Somalia is implementing reforms to improve its ranking in the World Bank’s Ease of Doing Business Indicators.  Adoption of prudent macroeconomic policies will help support Somalia’s economic recovery and economic performance.  Globalization presents both opportunities and threats for Somalia Potential for  Somalia has the longest coastline in Africa on both a Regional the Indian Ocean and Red Sea. It has the potential to Economic Hub be the hub of trade and investment in the region.  It has GDP per capita of USD $ 332 and GDP growth of 2.9 % in 2018, inflation 3.2% in 2018; GDP 4.72 billion USD $ in 2018.1 1 See: World Development Indicators of the World Bank. See https://datatopics.worldbank.org/world-development-indicators/#:~:text=The%20WDI%20 helps%20data%20users,%2C%20regional%2C%20and%20global%20estimates. MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 20 STRATEGIC PLAN (2024-2028) 20 20  Availability of Development funding for solutions.  Infrastructural constraints – Lack of adequate capacity and infrastructure such as building, vehicles and equipment, due to shortage of funds.  Ease of transfer of funds through established institutions with global reach. Social Progress  Somalia’s 9th National Development Plan (2020-2024) towards has included all 17 SDG targets. achieving SDGs  An online Somalia Data Portal has been established that reports progress on the SDGs.  National IDP policies and frameworks developed, NGO Bill presented for parliament consideration, Durable Solutions Strategy on displacement prepared.  NDP-9 Compliance check criteria developed.  Good and positive relationship with the management and departments of the Ministry of Planning with FGS and FMSs ministries. Growing  The World Bank estimates the population of Somalia and youthful at 17.60 million in 2022. population  The population is overwhelmingly young with the proportion of youth comprising about 75% of the total population.  About 69% of the population live below the poverty line ($1.90 per day).2  The unemployment rate for 2022 was estimated at 20.05% (World Bank estimates).  Youth unemployment stood at 35.60% in 2022 (ILO estimates).  Addressing the skills gap between market requirements and the education curriculum will be major goals.  Somalia stands to reap demographic dividend from its predominantly young population.  Presence of youthful workforce graduating from local universities. 2 See https://blogs.worldbank.org/developmenttalk/relationship-between-poverty-and-violence-against-civilians-evidence- somalia#:~:text=conflict%2Daffected%20country.-,Somalia%20is%20one%20of%20the%20poorest%20countries%20in%20Sub%2DSaharan,of%20 %241.90%20(Figure%201). 21 MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) STRATEGIC PLAN (2024-2028) Protracted  An estimated 3.8 million Somalis are internally Displacement displaced within Somalia with no access to basic socio-economic services, security of tenure and livelihood opportunities.  Most of these displaced people are women, children, and youth.  The displacements are recurrent and result from conflict, insecurity and natural disasters compounded by climate change effects such as droughts, floods, locust infestations and COVID-19. Technological ICT  Development of a modern telecommunications infrastructure in Somalia, capable of delivering effcient and affordable info-communications services.  Somalia is rated to have one of the cheapest mobile internet data costs in the world.  Only around 15% of the population have internet access.  ICT advances over the past few decades have seen the convergence of broadcasting, telecommunications, computing, and content.  Plans to develop PPP options supporting the ICT sector and broadband connectivity are underway.  ICT is playing the central catalytic role in pushing the development process forward and boosting the effciency of the increasingly integrated global economy.  Increased access to the Internet, coupled with mobile money and internet banking is also driving e-commerce in Somalia.  There has been donor support such as the World Bank’s ICT Sector Support Program (Phase 2) and the European Union’s AfricaConnect 2 program, which has allowed SomaliREN to invest in internet connectivity, and provide access to the high-speed internet and open educational resources. Digitization of  This has prospects of increasing access, transparency, government and citizen empowerment. services Digital literacy  Given that Somalia’s total literacy rate stands at 37.8% (2020 estimates), one of the lowest in the world, digital literacy must be lower. MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 22 STRATEGIC PLAN (2024-2028) 22 22 Legal Legislative &  Interim 2012 Constitution creates a firm foundation Investment for an effective and stable government. Policy  The Foreign Investment Law (2015) governs the Framework foreign investment regulatory regime in Somalia.  Other Pro-investment laws and policies include the National Investment Promotion Strategy (NIPS),  Foreign Investor Protection Framework.  All the above laws and other business enabling laws to have contributed to an enabling investment environment in Somalia.  Somalia has ratified the World Bank’s Multilateral Investment Guarantee Agency (MIGA) agreement.  One of the key strategic interventions of this Plan is for the country to be a member of the International Centre for Settlement of Investment Disputes (ICSID) which arbitrates against investor-state disputes. Federal  Federal system of government can be efficient and Member States effective at solving problems governments face today, such as just distribution of income, efficient and effective allocation of resources in the regions, and balanced growth and development. International  MoPIED has an obligation to foresee the achievement commitments of national, regional, and global commitments such as the SDGs/ESG and Agenda 2063. Commercial  The Country does not have a dedicated commercial Court Court to arbitrate business disputes. Environmental Environmental  The President has initiated “Greening of Somali conservation dryland” initiative.  Sustainable investments in line with SDG goals and environmental standards (Clean development mechanism)  The green economy has been proposed as a means for catalyzing renewed national policy development.  The push for a greener economy has been further entrenched in the SDGs Climate Change  Global warming and adverse climate have negatively affected Somalia’s economy. Natural  Somalia faces frequent droughts and famine, disasters pestilence and flooding which disrupts government plans and programs especially through diversion of funds to address the emergencies. 23 MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) STRATEGIC PLAN (2024-2028)

2.4 Stakeholder analysis Successful implementation of this Strategic Plan will require goodwill, support, and cooperation from all stakeholders and particularly both the National and Federal Governments, and the Regional Economic Communities (RECs) among others. It is critical that the stakeholders’ expectations are clear to the Ministry while the Ministry knows what to expect from the stakeholders. Table 2.3 captures the analysis. Table 2.3: Stakeholder analysis Stakeholders Stakeholders’ expectation MoPIED expectations Office of the  Support realization of  Political goodwill and support. President President’s vision through the Ministry. Office of the  Ensure continuity through  Clear mandate. Prime Minister reduced reshuffle of top  Political goodwill and support. leaders. Other  Effective and efficient  Alignment of plans, policies, and Ministries and coordination of government programs to NDP9 priorities. Government plans, policies, and programs.  Timely execution of plans, policies, Agencies and programs. The Federal  Submission of draft bills,  Approval of legislation. Parliament of regulations, and policies for  Approval of budgets. Somalia (Senate approval. & the National  Oversight on the use of public funds.  Prudent and efficient utilization Assembly) of public resources.  Timely response to summons and questions. Judiciary  Abiding to the law to  Fair, just, and timely dispensation of reduce litigation risks to the justice. government. Federal States  Create a level playing field for  Timely follow up and implementation investment promotion and of plans and support in policy, facilitation. administrative, regulatory, and legal interventions. The public  Well planned programmes and  Active participation in development projects. activities and policy formulation.  Public participation in planning.  Regular payment of taxes.  Support development plans and programs. MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 24 STRATEGIC PLAN (2024-2028) 24 24 Stakeholders Stakeholders’ expectation MoPIED expectations Development  Up to date information and data  Technical Support. partners and on planned programmes and  Capacity Building. international achievement. Organizations  Resource Mobilization.  Partnership and liaison.  International linkages and reference. Regional  Accessibility to a wider range of  Harmonize trade and investment Economic products and services. policies. Communities  Updated and accurate  Cooperation in cross-border (RECs) information for investors. investments.  Deeper integration. Civil Societies  Up to date information and data  Technical Support and Non- on planned programmes and  Capacity Building Governmental achievement. Organizations  Resource Mobilization  Partnership and liaison (NGOs)  International linkages and reference Media  Periodic sharing of information.  Positive/accurate reporting of information.  Timely communication on new developments/ happenings in  Publicity on the Ministry’s matters. the Ministry. Private sector  Timely delivery of services.  Higher investment levels. and Business  Return on Investment.  Job creation. Member Organizations  Higher Foreign exchange inflows. (BMOs).  Transfer of technology & skills. Parliament  Sound economic plans  Timely enactment of laws and legislations that promote business.  Increased economic growth  Amendment of offending laws. Foreign  Well-conceived, thought out  Promoting Somalia’s interests Embassies and and actionable economic abroad. Missions In development plans.  Sourcing investors from host Somalia  Up to date data and information countries. on key programmes and  Information sharing. projects.  Disseminating information to their nationals.  Linkage with private sector organizations & potential investors. 25 MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) STRATEGIC PLAN (2024-2028)

2.5. Key emerging issues From the output of the 2020 performance review, and the SWOT, PESTEL and stakeholder analyses conducted as part of this strategic planning exercise, a number of key issues may be identified. These issues, which drive the formulation of strategic priorities presented in the following section, are summarized as follows: i. Heavy indebtedness: Being a Highly Indebted Poor Country (HIPC), Somalia is heavily burdened by debt. This high indebtedness in Somalia inhibits her from accomplishing many of her planned activities. However, it is estimated by the IMF that the debt reduced from $5.2 billion in 2018 to $ 557 million in 2023 which accounts for 10% of GDP thanks to the HIPC program. Additionally, it is projected that there will be further debt $557 MILLION relief under the HIPC program.3 ii. Negative impact of climate change: The vagaries of climate change Somalia’s debt and environmental degradation have taken their toll on Somalia. This in 2023. It is has been characterized by floods that have displaced people. Drought estimated by the IMF that the and famine, desertification, and drying of rivers. All these adverse debt reduced effects have necessitated the need for food aid and other humanitarian from $5.2 billion assistance among other impacts. in 2018 which iii. Financial resource constraints: This has mainly been occasioned by accounts for prolonged armed conflict, weak tax revenue collection systems and 10% of GDP structures, and the informal nature of the economy. Further, whereas thanks to the the country has huge mineral resources and agricultural potential, these HIPC program. have not been exploited. iv. Weak and poorly organized private sector: There are a few weak private sector players who lack robust representation in government but also among themselves. Additionally, they lack umbrella bodies to champion their cause and offer alternative policy suggestions to the government. This is exacerbated by a weak policy, regulatory and legislative environment. v. Human capital gaps: There is a dearth of human capital resource in Somalia in which not only low but lack requisite experience and skills in public service delivery. The same applies to human resource management traditions which are bereft of necessary experience. Some of the human resource challenges that should be overcome over the plan period include: Most of the staff have undergraduate studies and hence the need for training opportunities; Regular training needs assessments 3 https://www.imf.org/en/Publications/CR/Issues/2023/07/28/Somalia-Poverty-Reduction-Strategy-Paper-Joint-Staff-Advisory-Note-537311. MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 26 STRATEGIC PLAN (2024-2028) 26 26 are required; not all staff have job descriptions (JDs); the Ministry lacks mechanisms for attraction and retention of staff and current structure has no room for career progression, not scheme of service that is available, no pension and insurance plans for staff. vi. Weak policy, regulation, and legislative environment: Somalia, has generally weak management, administrative and policy frameworks. There is numerous policy, regulatory and legislative gaps in which these documents are either non-existent or inadequately adhered to. For example, the country lacks a clear policy on human resource management, particularly scheme of service, retirement plans. This is compounded with lack of regulatory and legislative frameworks on a cross-section of important areas of governance. Furthermore, the government lacks important authorities and independent commissions which are important for checks and balances for good governance. The Ministry vii. Inadequate monitoring and evaluation capacity: While the Ministry has does not have a fully-fledged Department for M&E, which is also responsible for M&E adequate policies, in the entire country, and has developed M&E Policy and frameworks, procedures and it is hugely understaffed and lacks sufficient skills and resources. The manuals that M&E Department is currently developing a digital National Integrated regulate the Monitoring and Evaluation System (NIMES) to ensure efficiency in way business monitoring and evaluation processes in the country. is done by the viii. Inadequate institutional and organizational capacity: The Ministry organization. does not have adequate policies, procedures and manuals that regulate the way business is done by the organization. Furthermore, there are inadequate infrastructural deficits such as office space, and lack of tools of trade such as vehicles, computers, projectors, and laptops. ix. Inadequate knowledge management and reporting systems: The ministry lacks a library, repository systems and clear reporting procedures to streamline operations. x. Presence of many forced displaced persons: Somalia has an estimated 3.8 million internally displaced persons who could be placed into three categories: Those displaced by floods and other natural calamities; conflict; refugees and returnees. These IDPs and returnees need to be permanently and sustainably settled and the root causes addressed. Currently, this problem is being addressed through the Durable Solution Program led by the Durable Solutions Unit that has now been expanded to new Poverty Reduction and Durable Solutions Department. 27 MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) STRATEGIC PLAN (2024-2028) xi. Numerous cross-cutting issues that are not well mainstreamed: There are several cross-cutting issues or themes which must be mainstreamed through incorporation into all ongoing programs and projects. The most significant cross-cutting issues are gender, climate change and human rights. Also important are the semi-autonomous government agencies (SAGAs) and development projects involving many Ministries but coordinated by MoPIED. xii. Lack of an enabling framework for the Diaspora: Although Somalia Diaspora is renowned for its high remittances, there are no supportive legal and institutional frameworks for upscaling Diaspora involvement in development programs. xiii. Lack of costed development plans: The Ministry has Development plans that are not supported by budgets implying the plans can only exist on paper and cannot be implemented. Somalia has an estimated 3.8 million internally displaced persons who could be placed into three categories: Those displaced by floods and other natural calamities; conflict; refugees and returnees. MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 28 STRATEGIC PLAN (2024-2028) 28 28 3 CHAPTER THREE: STRATEGIC DIRECTION MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 29 STRATEGIC PLAN (2024-2028) 29 29 CHAPTER THREE: STRATEGIC DIRECTION

3.0. Introduction This Chapter provides the strategic direction to be adopted during the plan period. The Strategic Plan articulates the key result areas (KRAs) or broad objectives, the specific strategies, and broad activities to be undertaken in actualizing the strategy. More fundamentally, the Ministry will be driven by a set of clearly defined vision, mission, and goals as well as unequivocally stipulated values to be espoused by all the stakeholders. These have been elaborated in detail in this chapter.

3.1. Vision “Realizing sustainable national socio-economic planning and development”.

3.2. Mission “To lead and facilitate Somalia’s socio-economic development through a multifaceted approach that integrates planning, coordination, investments, and strategic partnerships”.

3.3. Core values The Ministry shall be guided and espouse the following core values: i. Public Good: The Ministry endeavors to provide service to the public, the Somalia government, and other stakeholders that is consistent with its mandate. It expects to be held accountable to the public it serves. ii. Excellence: The Ministry commits to continually improving and striving for the highest standards of performance. iii. Integrity and ethical standards: The Ministry seeks to adhere to the highest standards of honesty, fairness, and discretion in its dealings with the public, its employees, and other stakeholders. iv. Accountability: Everyone in the Ministry will take ownership of their actions and responsibilities. v. Inclusive Growth: Strive to provide exceptional stakeholder engagements, participation, consultations in a leave-no-one behind approach. 30 MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) STRATEGIC PLAN (2024-2028) vi. Critical analysis and Policy Delivery: Ministry leadership, management and staff commit of critical analysis and policy delivery towards Somalia’s socio-economic transformation.

3.4. Key result areas (KRAs), strategic objectives and strategies After a comprehensive analysis of the Ministry’s Mandate, Vision, Mission, the situational analysis, and the country’s development agenda, KRAs can be identified as follows: Development planning and Cross-cutting issues. intergovernmental coordination. Monitoring, evaluation, tracking and reporting Sustainable socio-economic on the implementation of government policies, development. plans, programs, projects, and strategies. Improved institutional and Resource mobilization. organizational capacity. Poverty reduction and durable solution Enhanced investments for vulnerable and displacement (domestic and foreign-FDI). affected communities. MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 31 STRATEGIC PLAN (2024-2028) 31 31 Table 3.1 gives a summary of KRA, strategic objectives and strategies. Table 3.1: A summary of KRA, strategic objectives and strategies Key result area Strategic objectives Strategies (KRA) 1. Development Strengthen national  Develop practical, issue-based development planning and development plans to address identified challenges. intergovernmental planning at the  Develop FGS/FMS annual workplans. coordination Federal State (FG) and Federal Member  Ensure government manifesto, projects State (FMS) levels. and programs are aligned with the national development plans.  Ensure that development plan programs are costed.  Update the implementation of the Drought Impact & Needs Assessment (DINA)/FINA and Recovery and Resilience Framework (RRF).  Coordinated implementation of the Drought Impact & Needs Assessment (DINA)/FINA and Recovery and Resilience Framework (RRF).  Coordinate Food Security Crisis Preparedness Plan Implementation.  Lead the Recovery and Resilience Secretariat both at FGS and FMSs levels.  Co-lead Triple-nexus initiative (Humanitarian, Peace, and Development).  Lead post-HIPC recover strategy.  Facilitate and coordinate the planning and implementation of policies and programs across various government departments and agencies.  Ensure resources are directed towards sectors and programs that are aligned with the country’s development priorities.  Capacity building and awareness creation on Lead National Development Plans. 32 MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) STRATEGIC PLAN (2024-2028) Key result area Strategic objectives Strategies (KRA) Strengthen the Aid  Align aid flow with the national development Coordination Office priorities. (ACO)  Increase accountability and transparency of aid use in the country.  Develop Aid policy to efficiently coordinate and allocate foreign assistance to address the nation’s pressing humanitarian, development, and security needs. 2. Sustainable Strengthening  Enhance fact or data-driven policy decision socio-economic the capacity of making. development policymakers in  Provide analysis, policy advice, and evidence-based consultation to government agencies, the decision making private sector, and other stakeholders in the economy.  Provision of capacity building initiatives that support in increasing the capacities of economic pillar-based institutions at FGS and FMS. Establishment and  Strengthen national ownership, collaborations, coordination of information sharing and harmonization of national economic economic programs to achieve the national working groups at development priorities. FGS and FMS level  Promote effective intergovernmental coordination in prioritizing and implementing government programs. Supporting and  Promote strategic partnerships. strengthening of international economic cooperation including coordination with regional, national, and international development partners. MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 33 STRATEGIC PLAN (2024-2028) 33 33 Key result area Strategic objectives Strategies (KRA) 3. Enhanced Promote, attract, and  Increase the number of companies in Somalia. investments facilitate investments  Support and visit existing investments in Somalia. (domestic and foreign-FDI)  Upscaling FDI priority sectoral and sub-sectoral studies  Increase investments by creating a conducive business climate.  Promote brand Somalia positively 4. Monitoring, Strengthen M&E  Institutionalize and cascade NDP9 M&E evaluation, tracking systems across FGS framework at both levels of government. and reporting on and FMS  Create an effective M&E framework for the implementation NDP10. of government policies, plans,  Implementation of the NDP10 M&E programs, projects, framework and strategies  Strengthened M&E systems and advocacy.  Operationalize national M&E technical working group.  Conceptualize and design of M&E capacity development program.  Strengthen M&E systems and advocacy.  Capacity building and training of staff in M&E  Acquisition of appropriate software to support the M&E system.  Conduct periodic impact assessment surveys and evaluations.  Develop standardized data collection tools and methodologies that are consistent across both levels of government.  Establish a baseline by collecting relevant data before project implementation to measure changes accurately. 34 MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) STRATEGIC PLAN (2024-2028) Key result area Strategic objectives Strategies (KRA) Reporting and  Establish reporting and knowledge knowledge management systems. management  Strengthen knowledge management infrastructure. Rationalize research,  Develop data quality assessment tools. data collection  Harmonize M&E tools. process and tools  Develop procedures and guidelines for data collection and reporting.  Institute result-based financing.  Strengthen M&E research 5. Improved Strengthen the  Provide short-term and long-term capacity institutional and capabilities of staff to building and training for staff. organizational improve productivity  Create a structured succession management capacity system. Increase staff  Have clear policies on staff acquisition and retention and terms compensation. of service  Provide appropriate tools of trade.  Improve general infrastructure.  Enhance office and staff security. Put in place policies,  Develop policies, procedures and regulations systems, procedures on finance, Asset management, ICT, for institutional procurement, and programming. strengthening  Ensure adherence to policies, procedures, and regulations. Strengthen the  Establish the Communication Unit. communication  Improve internal and external communication. function of the Ministry  Improve media engagement and management.  Leverage potential of the social media and the internet. MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 35 STRATEGIC PLAN (2024-2028) 35 35 Key result area Strategic objectives Strategies (KRA) Establish a Planning  Establishing the Planning Institute. Institute  Strengthen the capacity of the Planning Institute. 6. Cross-cutting Mainstream  Develop KPIs related to environmental, issues environmental, climate change and gender issues. climate change and  Provide training and capacity-building gender issues across programs for staff to enhance their the Ministry understanding of environmental, climate change and gender issues. 7. Resource Mobilize resources to  Develop and implement a resource mobilization finance the strategic mobilization strategy. plan 8. Poverty Promote poverty  Formulate a National Poverty Reduction reduction and reduction initiatives Strategy. durable solution for displacement-  Implementing the poverty reduction strategy. for vulnerable affected and and displacement vulnerable  Create a National Technical Working Group on affected communities Poverty Reduction. communities. Provide durable  Complete implementation of the National solutions to Durable Solutions Strategy (2021-2025) and displacement commence drafting a new one. affected  Development of a government-led durable communities (DACS). solutions project to provide sustainable solutions and poverty reduction.  Strengthen coordination and oversight on durable solutions and poverty reduction programs and projects.  Implementation of the NDSS M&E framework. Enhance the  Developing DAC-driven community initiatives. resilience of displacement affected communities (DAC) 36 MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) STRATEGIC PLAN (2024-2028) 4 CHAPTER FOUR: IMPLEMENTATION STRATEGY MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 37 STRATEGIC PLAN (2024-2028) 37 37 This organizational structure provides the institutional and functional frameworks for implementing the strategic plan.

4.0. Introduction This organizational structure provides the institutional and functional frameworks for implementing the strategic plan. The structural organization seeks to deliver value to the stakeholders in an efficient and cost-effective manner. The structure portrays a direct relationship between the strategic The Ministry is plan and the management or implementation structure. in the process of creating

4.1. Description of the current organizational structure Communication & Public Figure 4.1. gives a description of the proposed structure of the Ministry and Engagement can be broadly categorized into policy and technical levels. The policy level is Department and headed by a Minister assisted by a state minister and a Deputy Minister. At the the Planning technical level, the Director General (DG) is the senior-most official supported Institute by Directors, namely: Planning, Economic Development, Monitoring and as a Semi- Evaluation, Administration and Finance, Investment Promotion, Human Autonomous Resources, Aid Coordination Office (ACO), Poverty Reduction and Durable Organization. Solutions. The Ministry is in the process of creating Communication Unit and the Planning Institute as a Semi-Autonomous Organization. MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 38 STRATEGIC PLAN (2024-2028) MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT ORGANIZATIONAL CHART MINISTER STATE MINISTER DEPUTY MINISTER DIRECTOR GENERAL SPECIAL ADVISORS LEGAL AND INTERNAL AUDIT COMMUNICATION AND PR DURABLE SOLUTION ECONOMIC INVESTMENT PLANNING ADMIN & FINANCE AID COORDINATION HR DEPARTEMENT M&E DEVELOPMENT PROMOTION INSTITUTE ECONOMIC ADMIN DONOR POVERTY RECRUITMENT INVESTMENT DEVELOPMENT MONITORING RELATIONS REDUCTION PROMOTION FINANCE AND DURABLE RESEARCH TALENT INTER-GOV INVESTMENT EVALUATION SOLUTIONS MANAGEMENT EXTERNAL FACILITATION PROCUREMENT DEPARTMENT AND ON- ECONOMIC SUPPORT M&E POLICY AIMS BOARDING COOPERATION ASSET TRAINING AND COMMUNICATION MANAGEMENT FORUMS ECONOMIC CAREER MIS POLICY AND MANAGEMENT RESEARCH AND LEARNING COORDINATION COMPENSATION POLICY ADVOCACY & KNOWLEDGE AND CONDITIONS MANAGEMENT OF SERVICE CAPACITY RESULT-BASED MONITORING (RBM) 39 MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) STRATEGIC PLAN (2024-2028) a) Department of Planning Planning is one of those core departments in the Ministry of planning, investment, and economic development. It works closely with national and sub-national level institutions and international partners and coordinates national development programs. The Department is comprised of the following units:  Recovery and Resilience  Policy Planning Unit  NDP Secretariat Unit Recovery and Policy NDP Coordination  Coordination Unit Resilience Unit Planning Unit Secretariat Unit Unit The main mandate of the department includes: i. Policy development and implementation regarding the planning and economic development of the country. ii. Proposing all relevant policies and regulations with respect to the Ministry mandate. iii. Strengthening the coordination with the International Donors and International Organizations. iv. Coordination and Standardization of all development programs and projects in the country. v. Implementing and coordinating National development plans. vi. Prepare Ministry’s Strategic Plan after every five years. vii. Establish project feasibility team b) Department of Economic Development The economic development department provides macroeconomic advice, economic direction, and guidance on the social and economic development of the country while working closely with Government institutions and line Ministries, federal member states and international partners. Particular attention is given to the government economic and social development policies. The main mandate of the department includes: i. Develop a national economic development framework. ii. Contribute efforts to ensure integrated economic policies and plans between the federal and federal member states aligned with National Development Plan. MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 40 STRATEGIC PLAN (2024-2028) 40 40 iii. Engage and maintain active collaboration and coordination economic pillar-based institutions. iv. Develop micro and macroeconomic policies and strategies targeted at accelerating the development of economic sectors. v. Assess the economy and identify existing main sectors for both The economic development formal and informal economy. department vi. Encourage innovation and entrepreneurship in key growth sectors. provides macroeconomic vii. Conduct research and studies to inform and strengthen the advice, capacity of policymakers to better formulate sectoral economic economic development policies which are in line with the NDP. direction, and viii. Gather data from the Bureau of National Statistics to support guidance on the social and identifying drivers and conducting trend analysis Socia-Economic economic Indicators such of GDP, consumer price index (CPI), employment, development and revenue generated from the export producing Somalia of the country Economic Outlook (SEO) while working closely with Government institutions and line Ministries, federal member states and international partners. 41 MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) STRATEGIC PLAN (2024-2028) c) Department of Monitoring and Evaluation The role of the department in carrying out the ministry’s mandate and mission includes: i. Development and implementation of the National Monitoring and Evaluation Framework and the National M&E Policy. ii. Provide guidance and supervision of all M&E related work. iii. Coordinate all M&E activities in the country. iv. Leading on joint implementation agenda for closer monitoring of alignment of international projects and programmes with NDP9 priorities. v. Monitor and Evaluation the implementation of projects and programs in the country. vi. Monitoring and evaluating the progress towards the NDP9 implementation across all sectors. vii. Conducting performance reviews for the MDAs (Ministries, Departments and Agencies). viii. Produce value money assessment and reviews the program and project expenditure against budgets to gauge cost effectiveness. ix. Conducts research and analysis to inform policy development and produce policy briefings using futuristic implementation purposes. x. Development of the performance and result-based financing strategy with the specific intention of the holding implementing actors accountable of their promises and reaching their targets. xi. Development of the localized sustainable development target reports. xii. Spearhead capacity development initiatives for both national and state level M&E departments, staff to improve the knowledge and skills for conducting the core functions. xiii. Produce NDP annual progress report to measure the progress per pillar and cross cutting imperatives. MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 42 STRATEGIC PLAN (2024-2028) 42 42 d) Department of Investment Promotion The Department of Investment Promotion, also known as the Somalia Investment Promotion Office (SOMINVEST) is mandated to: i. Promotion of Foreign Direct Investment inflow to Somalia. ii. Facilitate in-ward investments to Somalia. The Department of Administra- iii. Support existing foreign investments in Somalia. tion and Finance iv. Building impactful strategies to retain existing investors. oversees the daily operations v. Development and maintenance of accurate and quality investment of the Minis- related data that can aid investors in making smart choices to invest try of Planning in Somalia. with finances, procurement, vi. Provision of investment advisory services. administration, vii. Establishment of investor outreach platforms and missions to and logistics facilitate investor entry. forming some of its jurisdiction. viii. Promotion and creation of investment promotion zones. ix. Facilitation of joint ventures. x. Promotion of innovation-driven investment, including investment in knowledge economy sectors. xi. Facilitate blended financing for investment projects. xii. Execution of a robust communication strategy to position Somalia as a favorable investment destination. xiii. Provision of aftercare support and dispute avoidance/resolution mechanism to improve investor experience. xiv. Offering policy advocacy and support across the investment cycle. xv. Serving as a “one-stop shop” for investors seeking to invest in Somalia xvi. Active development of relationships with federal member state investment coordinators to expand SOMINVEST’s reach of influence with key decision makers at FMS level xvii. Development and maintenance of “Best Foreign Investor” annual award program. e) Department of Administration and Finance This department oversees the daily operations of the Ministry of Planning with finances, procurement, administration, and logistics forming some of its jurisdiction. It is led by the Director of Administration and Finance supported 43 MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) STRATEGIC PLAN (2024-2028) by three-unit heads in charge of Finance, Procurement and Administration. The main mandate of the Department includes: i. Ensuring the adequate provision of administrative and financial support to all Departments of the Ministry. The mandate ii. Organizing the enforcement of financial procurement and records of the Human management policies, procedures, and systems. Resources (HR) iii. Managing the preparation and monitoring of the Ministry’s annual Department financial and procurement plan budgets. encompasses various respon- iv. Supervising the installation and use of financial management and sibilities related internal control systems to minimize risk and fraud. to managing and developing the v. Overseeing the procurement and contract management functions of ministry work- the Ministry. force. vi. Assessing the financial impact of the Ministry’s work plans and budgets. vii. Supervising annual financial audits and providing appropriate management responses to audit queries. viii. Ensuring the effectiveness and functionality of the records management system, including confidential and personal records. ix. Managing the general welfare and discipline of the Ministry staff in accordance with the civil service rules, regulations, and security policies. x. Coordinating the recording of minutes during staff and management meetings. xi. Efficiently managing logistics and other physical assets of the Ministry. xii. Developing and maintaining corporate estate plans and ensuring cleanliness, sanitation, and hygiene control in Ministry premises. xiii. Coordinating the development and implementation of staff training plans for each department. xiv. Preparing and implementing annual work plans and budgets. xv. Coordinating the creation of the Department’s risk management framework, risk profiling, reporting, and monitoring. MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 44 STRATEGIC PLAN (2024-2028) 44 44 f) Department of Human Resource The Department of Human Resources develops and implements career paths and reward systems for ministry employees that keep them motivated and interested in their work. It is entrusted to foster a better, healthy, and skilled workforce through a transparent recruitment process and employee development schemes. The mandate of the Human Resources (HR) Department The mandate encompasses various responsibilities related to managing and developing the of the Human ministry workforce. The primary mandates of the HR department typically Resources (HR) include: Department encompasses i. Recruitment and Selection: Sourcing and selecting the right qualified various respon- sibilities related candidates for job openings within the Ministry. This involves creating to managing and job descriptions, advertising vacancies, conducting interviews, and developing the making hiring decisions. ministry work- ii. Employee Onboarding and Offboarding: Facilitating the smooth transition force. of new employees into the ministry by providing orientation, completing necessary paperwork, and ensuring they have the necessary resources to perform their job effectively. Additionally, the HR department handles the offboarding process when employees leave the organization, including exit interviews and necessary paperwork. iii. Training and Development: Facilitating the learning and development of employees by identifying training needs, designing training programs, and organizing workshops or seminars. HR also supports career development initiatives and may provide opportunities for employees to enhance their skills and knowledge. iv. Performance Management: Overseeing performance appraisal processes, ensuring employees receive regular feedback on their work performance. HR may develop performance evaluation systems, set performance goals, and provide guidance on performance improvement. v. Policy Development and Compliance: Developing and implementing policies and procedures that align with legal requirements and best practices. HR ensures compliance with labor laws, employment regulations, and internal policies. vi. HR Information Systems: Managing and maintaining HR information systems and databases to store and retrieve employee data, such as personal information, employment history, performance records, and training records. 45 MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) STRATEGIC PLAN (2024-2028) vii. To oversee and guide the management of employee discipline. viii. Legal Compliance: Ensuring the Ministry complies with labor laws, employment standards, and regulations pertaining to employee rights, diversity, inclusion, and workplace safety. ix. To undertake employee guidance and counselling in human resources related issues such as career and work-related matters. In delivering the above mandate and key functions, the HR department seeks to reposition itself as a partner to other departments in strategy execution to be an agent of continuous change and development. g) Department of Poverty Reduction and Durable Solutions The Department of Poverty Reduction and Durable Solutions (Formerly Durable Solutions Unit) primarily coordinates and monitors the implementation of the National Durable Solutions Strategy at the national and sub-national level working with government institution and development partners. The department’s overall objective, therefore, is to implement comprehensive and sustainable social development solutions that alleviate poverty, build resilience, and find durable solutions for displacement-affected-communities (DACs) and vulnerable populations, enabling them to combat rising poverty levels in the attainment of the NDP-9 and the Sustainable Development Goals (SDGs). The main mandate of the department includes: i. Strengthening government leadership in addressing protracted dis- placements. ii. Facilitating durable solutions through planning, coordinating across sectors, delivering, and monitoring and oversight on durable solutions interventions implemented in the country. iii. Creating a platform for enhanced coordination and cooperation between key line ministries involved in durable solutions initiatives in each state and the FGS, as well as between the government and implementing partners. iv. Ensuring the successful implementation of the National Durable Solutions Strategy. v. Coordinating the Durable Solutions Technical Working Groups MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 46 STRATEGIC PLAN (2024-2028) 46 46 vi. Lead fundraising and resource mobilization efforts for durable solutions and poverty reduction programs in Somalia. vii. Conducting monitoring and oversight of durable solutions and poverty reduction programs in Somalia. viii. Developing, coordinating, and implementing comprehensive poverty reduction programs that target Displacement-Affected Communities (DACs) and vulnerable host communities. ix. Providing access to income-generation activities, vocational training, and microfinance opportunities to empower individuals to escape the cycle of poverty. x. Establishing partnerships with local businesses, NGOs, and development agencies to create employment opportunities for DACs. xi. Contribute to building the resilience of displacement-affected communities (DACs) and vulnerable populations against future shocks and creating a more stable and adaptable environment, thereby reducing displacement-related vulnerabilities, and enhancing the overall well-being of these communities. xii. Implementing programs in line with the National Durable Solutions Strategy that promote long-term preventative measures to displacement. xiii. Working closely with local authorities, federal government, and development partners to develop context-specific resilience strategies for DACs and vulnerable host communities. xiv. Incorporating gender-sensitive and participatory approaches to ensure the inclusion and engagement of all community members in program design. h) Aid Coordination Office (ACO) The ACO main goal is to enhance ownership, transparency, and effectiveness of Official Development Assistance (ODA) to benefit both the Somali Public as well as the taxpayers of the donors and in doing so significantly contribute to an enabling environment for the implementation of the iPRSP-compliant NDP-9 in congruence with the principles of Paris, Busan, and Accra Declaration on Aid Effectiveness. The specific objectives of ACO include: 47 MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) STRATEGIC PLAN (2024-2028) i. To provide a mechanism for a more coordinated response by the Government of Somalia and its (upstream) development partners to the country’s evolving development needs based on the Aid Architecture document released by the Somali Government on May 25, 2020. The Communi- ii. To enhance the efficiency and effectiveness of interaction between cation Unit to the Government of Somalia and its (upstream) development partners be under the through the promotion of transparency and proactive information Office of the DG sharing. will play a crucial role in ensuring iii. To serve as the first point of contact for the development partners effective com- regarding NDP-9/IPRSP alignment. munication, iv. To ensure national ownership, harmonization, and managing progress transparency, in congruence with the principles of aid effectiveness related to and engagement development programs/projects. with the public, stakeholders, v. To institutionalize and support an effective implementation of NDP-9 and various part- across the government ministries. ners. vi. Aid policy to efficiently coordinate and allocate foreign assistance to address the nation’s pressing humanitarian, development, and security needs.

4.2 Creation of new Departments and a SAGA a) Communication Unit The Communication Unit to be under the Office of the DG will play a crucial role in ensuring effective communication, transparency, and engagement with the public, stakeholders, and various partners. Proposed functions for the Unit include the following: i. Develop and implement public awareness campaigns to educate citizens about the importance of planning, the impact of various policies, and how they can participate in the planning process. ii. Build and maintain relationships with the media to ensure accurate coverage of the ministry’s activities. iii. Provide journalists with accurate information, arrange press briefings, and respond to media inquiries. iv. Develop a range of communication materials such as infographics, videos, brochures, and reports to simplify complex planning concepts and make them accessible to the public. MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 48 STRATEGIC PLAN (2024-2028) 48 48 v. Establish mechanisms for collecting feedback from the public, stakeholders, and experts such as online surveys, comment boxes, and dedicated email addresses. vi. Collaborate with FMS to enhance their communication efforts regarding local planning projects and policies by availing resources for effective local engagement. vii. Prepare strategies and protocols for addressing crises or controversies related to planning issues to mitigate any misunderstandings and negative perceptions. viii. Regularly assess the effectiveness of communication and engagement efforts through feedback analysis, participation rates, and public sentiment analysis. ix. Ensure that communication materials and engagement efforts are accessible to all individuals, including those with disabilities, and that efforts are made to engage marginalized or underrepresented communities. x. Support in managing and updating the Ministry’s official website and social media platforms to provide easily accessible information, updates, and resources related to planning initiatives and policies. b) Re-operationalizing SIPSED (Planning Institute) as SAGA The Somali Institute for Planning, Statistics, and Economic Development (SIPSED) is committed to supporting the development and effectiveness of government institutions through capacity building and research initiatives. This is through allocation of resources for capacity building and research activities in government institutions, aiming to enhance their capabilities, improve decision-making processes, and foster sustainable development. This aligns with SIPSED’s mission to promote evidence-based planning and strengthen the capacity of public institutions. The following are the proposed functions of the Planning Institute: i. Training and capacity building: Conduct targeted training programs, workshops, and seminars to address capacity gaps and enhance the skills and knowledge of government officials. These programs aim to enhance the knowledge, skills, and competencies of government officials and staff to improve their performance and effectiveness in delivering public services. 49 MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) STRATEGIC PLAN (2024-2028) ii. Research and knowledge production: Promote a research culture within government institutions, encouraging evidence-based approaches, data-driven decision-making, and innovation. Conducting research and feasibility studies that improve policymaking and planning for national development. iii. Technical Assistance and Mentoring: Provide technical assistance and mentoring support to government institutions, including advisory services, guidance on policy formulation, and assistance in implementing best practices and improving efficiency. iv. Institutional Assessments and Reviews: Conduct periodic assessments and reviews of government institutions to identify skill gaps and provide tailored recommendations for enhancing institutional processes and performance. v. Knowledge Sharing and Dissemination: Establish platforms and mechanisms for sharing knowledge, research findings, and best practices among government institutions, facilitating collaboration and learning. vi. Library: The institute will act as the central repository for data and documentation for the Ministry.

4.3. Staff establishment The Ministry has 353 staff who can be categorized into three: 353 • Permanent/civil servants • Temporary • Advisors and consultants who are paid by the Development Partners. Those with diploma, degree, post-graduate studies and technical education comprise about 5%, 70%, 15% and 10% of total staff establishment, The number respectively. Some of the human resource challenges that should be of staff at the Ministry. overcome over the plan period include:  Most of the staff have undergraduate studies and hence the need for training opportunities.  Regular training needs assessments are required.  Not all staff have job descriptions (JDs).  The Ministry lacks mechanisms for attraction and retention of staff.  The current structure has no room for career progression, no scheme of service that is available, no pension and insurance plans for staff. MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 50 STRATEGIC PLAN (2024-2028) 50 50

4.4. Risk analysis Risk analysis during strategic planning is an essential process that involves identifying, assessing, and mitigating potential uncertainties that could impact the successful execution of an organization’s strategic objectives. Effective strategic planning is not solely about setting ambitious goals; it is also about understanding the terrain upon which those goals will be pursued. Table 4.1 identifies risks that might impact realization of the strategic objectives and proposes mitigation measures. Table 4.1: Potential risks and mitigation measures Name of risk Category Mitigation measures High staff H  Hiring process improvement. turnover  Improving work environment.  Offer competitive compensation and benefits.  Provide professional development opportunities for skill development, training, and career advancement.  Create clear pathways for growth within the organization.  Foster a positive and inclusive workplace culture that values diversity, collaboration, and open communication.  Recognize and reward employees for their achievements and contributions.  Implement employee engagement initiatives such as team-building activities, workshops, and events. 51 MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) STRATEGIC PLAN (2024-2028) Name of risk Category Mitigation measures Inadequate H  Develop a detailed budget that outlines all expenses and financial resources revenue sources for presentation to the Cabinet and Parliament.  Prioritization of expenditures.  Identify areas where costs can be reduced without compromising quality or safety.  Focus on improving operational efficiency to make the most of existing resources.  Apply for grants and donations that align with the Ministry’s mission and activities. Inadequate H  Internal reorganization to optimize the available space. infrastructure  Embrace technology solutions that can optimize and extend the functionality of existing infrastructure.  Develop a long-term infrastructure roadmap that considers future growth and expansion. Corruption H  Develop and communicate clear codes of conduct and ethics policies.  Strengthen internal controls to prevent and detect fraudulent activities.  Establish transparent and competitive procurement processes that prevent favoritism and bribery. Poor coordination M  Strengthen coordination structures. within FG and  Regular consultations and meetings. between FMS MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 52 STRATEGIC PLAN (2024-2028) 52 52 Name of risk Category Mitigation measures Insecurity H  Access control systems like keycards, biometric scanners, or keypad entry to restrict unauthorized access to the office premises.  Use visitor management systems to keep track of visitors and ensure they are authorized.  Always have a visible security presence to deter potential threats.  Install intruder alarms that trigger alerts in case of unauthorized access or security breaches.  Educate staff about security protocols, including how to identify and report suspicious activities.  Reinforce the perimeter wall with sandbags.  Develop and communicate emergency response plans for various scenarios, such as fire, natural disasters, or security breaches.  Establish clear security policies and guidelines that all employees must follow. Tied aid or H  Establish a mutual accountability framework where both conditionalities donors and the Ministry are responsible for achieving by development agreed-upon goals. partners  Involve civil society, private sector and other relevant local stakeholders in the design and implementation of aid programs and conditionalities.  Seek funding from multiple sources to reduce dependency on any single donor and minimize the influence of specific conditionalities.  Capacity building of staff involved in negotiating aid from Development Partners. 53 MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) STRATEGIC PLAN (2024-2028) 5 CHAPTER FIVE: MONITORING, EVALUATION, REPORTING AND LEARNING MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 54 STRATEGIC PLAN (2024-2028) 54 54 CHAPTER FIVE: MONITORING, EVALUATION, REPORTING AND LEARNING

5.0. Introduction The Ministry will make monitoring and evaluation an integral part of the entire process of the implementation of the strategic plan. This will be done with an aim of measuring and assessing performance to draw lessons from the implementation experience. The findings of the monitoring and evaluation exercises will inform the decision-making processes. The system will largely use the strategic objectives and indicators that have been incorporated in The findings of the strategic plan detailed in the implementation matrix. the monitoring and evaluation

5.1. Monitoring process exercises will inform the de- The monitoring process will be done internally jointly by the M&E Department cision-making and other Ministry staff and will entail the tracking of the progress of the day- processes. to-day activities against the strategic objectives, strategies, and objectives. The areas to monitor will include but not limited to: Performance, utilization of resources, context, and institutional capacity. It will involve regular collection and analysis of information on the progress of the strategic plan implementation. Specifically, the following areas will be monitored: i. Whether the implementation is on course as planned. ii. Documentation of progress and key learning. iii. Continuous decision making for progressive improvement. iv. Determine whether resources are being used for the intended purpose and whether they are cost-effective (value for money).

5.2. Evaluation strategies Evaluating the effectiveness of a strategic plan for the Ministry is essential to ensure that goals are being met and that the plan is driving positive outcomes. The evaluation will seek to identify the following aspects of implementation: 55 MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) STRATEGIC PLAN (2024-2028) Relevance, effectiveness, efficiency, impact, and sustainability. Each of the measures will determine the progress or the efficacy of the strategic plan implementation as follows: i. Relevance: This aspect will measure whether the Ministry undertook activities that addressed the actual needs of the Ministry. An end-of-term ii. Effectiveness: This will measure whether resources were used comprehensive optimally or whether there was value for money. review will be iii. Efficiency: This will measure the timeliness or otherwise of the carried out at implementation. the conclusion of the strate- iv. Impact: This will establish whether the implementation has brought gic plan period positive changes to the Ministry. with the aim of v. Sustainability: It measures whether the implementation strategies determining the were self-perpetuating/replicable or not. plan’s overall effectiveness, Three main evaluations will be conducted periodically: Mid-term review; end- achievements, of-term review and ad hoc review: challenges, and lessons learned. i. Mid-term review will be conducted half-way through the strategy implementation to assess the strategic plan’s performance against its original objectives. If there will be need, strategies will be adjusted based on the review’s findings. ii. An end-of-term comprehensive review will be carried out at the conclusion of the strategic plan period with the aim of determining the plan’s overall effectiveness, achievements, challenges, and lessons learned. iii. An ad-hoc review will allow the Ministry to respond swiftly and effectively to unexpected developments that can impact the strategic plan and may be conducted outside of regular review cycles. This may be triggered by specific events, changes, or concerns that require immediate attention. MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 56 STRATEGIC PLAN (2024-2028) 56 56

5.3. Guiding principles in monitoring the strategic plan Monitoring a strategic plan for the Ministry requires a systematic and well- defined approach. Here are the guiding principles for monitoring of the strategic plan: i. Clarity and alignment: The strategic plan’s objectives and goals Key stake- should be clear, specific, measurable, achievable, relevant, and time- holders will be bound (SMART). involved in the ii. Key performance indicators (KPIs): The KPIs should be quantifiable, monitoring pro- realistic, and linked to the overall success of the strategic plan. cess, including representatives iii. Regular review and reporting: A regular review cycle will be from various established for tracking progress against the plan’s goals and departments objectives to communicate progress to the senior leadership, staff, within the Min- and external partners. istry, relevant iv. Long-term perspective: While monitoring short-term progress will government be undertaken, a focus on the long-term impact of the strategic agencies, and plan on the Ministry’s overall development and objectives will be external part- emphasized. ners to receive feedback and v. Stakeholder engagement: Key stakeholders will be involved in input from the the monitoring process, including representatives from various stakeholders. departments within the Ministry, relevant government agencies, and external partners to receive feedback and input from the stakeholders. vi. Risk management: Identification of potential risks that could hinder the successful implementation of the strategic plan will be carried out so as to develop contingency plans to address these risks and mitigate their impact on the plan’s execution. vii. Adaptability and flexibility: There will be an appreciation that circumstances and priorities may change over time, necessitating adjustments to the strategic plan. viii. Data-driven decision-making: Decisions will be based on reliable and up-to-date data and information. ix. Continuous improvement: Regularly assessment of the effectiveness of the monitoring process itself and apply lessons learned from monitoring to refine both the strategic plan and the monitoring approach for greater efficiency and impact. 57 MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) STRATEGIC PLAN (2024-2028)

5.4. Monitoring indicators Indicators are tools used to measure and assess progress or performance in a particular area. In this Strategic Plan, monitoring and evaluation, will assess different types of indicators to be used to measure progress and success. These are: i. Input indicators Input indicators provide information about the resources that have been invested in a program, project, or intervention and are typically used to measure the efficiency of the program or project. Examples of input indicators may include budget; personnel; materials; and time: ii. Output indicators Output indicators are a type of performance indicator that measure the immediate products or services that result from a program or project. Output indicators provide information on the quantity and quality of the goods or services that have been produced and are typically used to assess the effectiveness of a program or project implementation. iii. Outcome indicators Outcome indicators are a type of performance indicator that measures the specific and measurable changes in behavior, knowledge, skills, attitudes, or condition that result from a program or project. Outcome indicators provide information on the intended and unintended consequences of the program or project and are typically used to assess the effectiveness of the program or project. iv. Process Indicators Process indicators are a type of performance indicator that measures the activities, steps, or processes that are required to implement a program or project. Process indicators provide information on how a program or project is being implemented and are typically used to assess the quality and efficiency of the implementation process. v. Impact indicators Impact indicators are a type of performance indicator that measure the long- term and sustainable effects of a program or project on its target population or environment. Impact indicators provide information on the extent to which MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 58 STRATEGIC PLAN (2024-2028) 58 58 the program or project has achieved its overall goals and objectives and are typically used to assess the effectiveness of the program or project in achieving lasting change. vi. Efficiency indicators Efficiency indicators in monitoring and evaluation are used to measure the cost-effectiveness of a program or project. They assess whether the resources invested in a program or project are being used efficiently to achieve the desired outcomes such as cost unit output, resource utilization rates, time required to achieve outputs etc. vii. Effectiveness indicators Impact indica- Effectiveness indicators in monitoring and evaluation are used to measure tors are a type the extent to which a program or project is achieving its intended outcomes of performance or objectives. They assess whether the program or project is producing the indicator that desired results and meeting the needs of its target. measure the long-term and viii. Performance Indicators sustainable Performance indicators are used to measure the performance of a program effects of a pro- or project in achieving its goals and objectives. These indicators help program gram or project managers to evaluate the effectiveness of their interventions and make on its target informed decisions to improve program performance. population or environment. ix. Sustainability indicators This measures the organization’s capacity to self-perpetuate, replicate or expand. This will be measured through four areas: Financial, environmental, social and governance sustainability. 59 MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) STRATEGIC PLAN (2024-2028)

5.5. Reporting and learning Reporting and learning will involve systematic collection, analysis, and dissemination of data and insights to inform decision-making, improve program effectiveness, and enhance accountability.

5.5.1. Reporting All the Departments in All the Departments in the Ministry will be involved in the monitoring and the Ministry will reporting process based on KPIs of the strategic plan. Reporting will involve be involved in structured communication of M&E findings, data, and results to various the monitoring stakeholders, such as senior leadership of the ministry, development partners, and reporting government agencies, beneficiaries, and program coordinators. process based on KPIs of the Key aspects of reporting in M&E will include: strategic plan. i. Regular reporting: Reports by Departments will be produced at scheduled intervals: monthly, quarterly, semi-annually, annually, mid- term and end-term reports to provide updates on program activities, outcomes, and performance against established indicators. ii. Data collection and analysis: Data on various indicators will be collected to measure progress and outcomes. This data will then be analyzed to generate insights and conclusions. iii. Indicator tracking: Indicators, both quantitative and qualitative, will be tracked to demonstrate the extent to which goals, objectives and processes are being achieved.

5.5.2. Learning Learning will involve analyzing M&E findings, identifying lessons, and using insights to inform decision-making and improve program design and implementation. Key aspects of learning in M&E will include: i. Identifying successes and challenges: Learning will involve appreciating both successes and challenges or failures to understand what contributes to positive outcomes and what requires attention. MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 60 STRATEGIC PLAN (2024-2028) 60 60 ii. Adaptation: Based on insights from M&E, programs will adapt strategies, approaches, and activities to optimize results. iii. Scaling up/replicating: Lessons learned from successful interventions will be scaled up to benefit a larger audience or replicate success in different contexts. iv. Course correction: Learning from M&E will permit the Ministry to make course corrections in situations where the programs do not achieve the intended results. v. Knowledge sharing: A culture of sharing lessons learned with internal teams, partners, and stakeholders will be created to foster a culture of continuous improvement. vi. Feedback loop: The learning process will feed back into the planning and implementation phases of a program to ensure that improvements are made. MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 61 STRATEGIC PLAN (2024-2028) APPENDICES Appendices 1: Implementation matrix Strategic Objective Expected Strategy Expected Target for Target per year Budget per year (US) Accountable outcome output 5 years person KPIs 1 2 3 4 5 1 2 3 4 5 KRA 1: Development planning and intergovernmental coordination Strengthen national Development Develop practical, Existence of NDP10 2,000,000 Director of development planning planning at issue based NDP development 500,000 at the Federal State (FG) the FG and 10 to address iden- plans for FG Planning and Federal Member FMS levels tified challenges & FMS State (FMS) levels strengthened 1 1 1 - - - - - - Develop FGS/FMS Annual work- Annual Policy/Co- annual workplans plans workplans 80,000 80,000 80,000 80,000 80,000 for NDP10 imple- produced ordination mentation 30 6 6 6 6 6 Unit Ensure govern- Projects No of 25 ment manifesto, aligned with projects projects and pro- national NDP Unit grams are aligned development with the national plans development plans 5 5 5 5 5 - - - - - Ensure that Existence of Annual 5 RRF docu- development plan budgets costing ment Policy 40’000 40’000 -40’000 -40’000 40’000 programs are reports Planning/ costed 1 1 1 1 1 NDP Unit Update the imple- Updated RRF RRF 1 mentation of the document document Drought Impact Resilience Unit & Needs Assess- ment (DINA)/FINA 1,500,000 and Recovery and Resilience Frame- work (RRF) - 1 - - - - - - MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 62 STRATEGIC PLAN (2024-2028) Strategic Objective Expected Strategy Expected Target for Target per year Budget per year (US) Accountable outcome output 5 years person KPIs 1 2 3 4 5 1 2 3 4 5 Coordinated imple- Reports, Coordination 10 mentation of the results meetings Drought Impact & Needs Assess- Resilience Unit ment (DINA)/FINA and Recovery and Resilience Frame- 80,000 80,000 80,000 80,000 80,000 work (RRF) 2 2 2 2 2 Coordinate Food Reports, No of co- 20 Security Crisis results ordination Preparedness Plan meetings Implementation Resilience Unit 50,000 50,000 50,000 50,000 50,000 4 4 4 4 4 Lead the Recovery Strength- Functional Functional Resilience & Coordination Unit and Resilience ened Re- Secretariat Secretariat Secretariat both covery and Functional Secretariat Functional Secretariat Functional Secretariat Functional Secretariat Functional Secretariat at FGS and FMSs Resilience levels. Secretariat - - - - - MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 63 STRATEGIC PLAN (2024-2028) Strategic Objective Expected Strategy Expected Target for Target per year Budget per year (US) Accountable outcome output 5 years person KPIs 1 2 3 4 5 1 2 3 4 5 Co-lead Triple-nex- Well-coor- Functioning Functioning Functioning triple-nexus Functioning triple-nexus Functioning triple-nexus Functioning triple-nexus Functioning triple-nexus us initiative (Hu- dinated hu- triple-nexus triple-nexus manitarian, Peace, manitarian, initiative initiative Coordination Unit and Development) Peace, and Development initiative initiative initiative initiative initiative initiative - - - - - Lead post-HIPC Post-HIPC Number of 20 recover strategy projects bankable projects Director Plan- 60,000 60,000 60,000 60,000 60,000 ning 4 4 4 4 4 Facilitate and coor- Responsive Policy and 10 dinate the planning policies and program and implementa- programs to documents tion of policies and the needs of programs across the people Policy Unit various govern- 50,000 50,000 50,000 50,000 50,000 ment departments and agencies 2 2 2 2 2 Ensure resources Optimization % of devel- 80% are directed to- of resource opment proj- wards sectors and use ects aligned programs that are with NDP aligned with the country’s develop- NDP Unit ment priorities 40% 50% 60% 70% 80% - - -- - - MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 64 STRATEGIC PLAN (2024-2028) Strategic Objective Expected Strategy Expected Target for Target per year Budget per year (US) Accountable outcome output 5 years person KPIs 1 2 3 4 5 1 2 3 4 5 Capacity building -Training Number of 30 and awareness reports trainings creation on Lead NDP/Coordination Unit National Develop- -Quality ment Plans national develop- ment plans, policies, and 100,000 100,000 100,000 100,000 100,000 reports 6 6 6 6 6 Functional and Align aid flow with Aid sup- Reports, 100% effective ACO the national devel- port reflect plans and opment priorities government projects priorities Director ACO 100% 100% 100% 100% 100% - - - - - Reports 5 Director ACO/AIMS Manager 13,000 13,000 13,000 13,000 13,000 1 1 1 1 1 MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 65 STRATEGIC PLAN (2024-2028) Strategic Objective Expected Strategy Expected Target for Target per year Budget per year (US) Accountable outcome output 5 years person KPIs 1 2 3 4 5 1 2 3 4 5 Develop Aid policy Efficient use Policy in 1 to efficiently coor- of foreign place dinate and allocate assistance foreign assistance to address the Director ACO nation’s pressing humanitarian, 15,000 development, and security needs - 1 - - - - - - - Sub-total budget 933,000 3,948,000 433,000 433,000 433,000 MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 66 STRATEGIC PLAN (2024-2028) Strategic Objective Expected Strategy Expected Target for Target per year Budget per year (US) Accountable outcome output 5 years person KPIs 1 2 3 4 5 1 2 3 4 5 KRA 2: Sustainable socio-economic development Strengthening the Quality and Enhance fact or Existence of Economic capacity of policymak- impact of deci- data-driven policy data outlook Director 163,500 163,500 163,500 163,500 163,500 ers in evidence-based sions made by decision making Economic decision making policy makers Develop- 5 ment strengthened 1 1 1 1 1 Socio- economic Director 73,500 73,500 73,500 73,500 73,500 studies Economic Develop- 5 1 1 1 1 1 ment Provide analysis, Well-co- Stakeholder policy advice, and ordinated participation Director Economic consultation to development reports government agen- work/service cies, the private delivery Development sector, and other 89,400 89,400 89,400 89,400 89,400 stakeholders in the economy 20 4 4 4 4 4 Provision of capac- Strength- Number of ity building initia- ened delivery trainings 6 2 1 1 1 1 - - - - - tives that support of services Number of in increasing the by FGS and staff trained capacities of eco- FMS Director Economic nomic pillar-based institutions at FGS and FMS 95,280 19,980 19,980 19,980 19,980 Development 35 15 5 5 5 5 MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 67 STRATEGIC PLAN (2024-2028) Strategic Objective Expected Strategy Expected Target for Target per year Budget per year (US) Accountable outcome output 5 years person KPIs 1 2 3 4 5 1 2 3 4 5 Establishment and Existence of Strengthen na- Existence of Plans and Director Economic Devel- coordination of national national eco- tional ownership, harmonized policy docu- economic working nomic working collaborations, in- plans, pro- ments groups at FGS and FMS groups at FGS formation sharing grams and level and FMS level and harmonization priority opment of economic pro- grams to achieve the national devel- opment priorities 80% 50% 55% 60% 70% 80% - - - - - Promote effective Harmonized Economic intergovernmental and coordi- Development Director Eco- coordination in nated devel- Units in the prioritizing and opment FMS nomic Develop- 88,040 88,040 44,020 implementing gov- ernment programs 5 2 2 1 - - - - ment Supporting and Membership Promote strategic Increased Number of strengthening of to regional partnerships Membership partnerships Director 50,000 50,000 international economic and global to regional Economic cooperation includ- organization and global Develop- 2 ment ing coordination with increased organiza- - 1 1 - - - - - regional, national, and tions Signed proto- international develop- cols Director ment partners. Economic Develop- 2 - 1 1 - - - - - - - ment 509,720 484,420 440,400 346,380 346,380 Sub-total budget MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 68 STRATEGIC PLAN (2024-2028) Strategic Objective Expected Strategy Expected Target for Target per year Budget per year (US) Accountable outcome output 5 years person KPIs 1 2 3 4 5 1 2 3 4 5 KRA 3: Enhanced investments (domestic and foreign-FDI). Promote, attract, and Increased Increase the num- Number of Number of Head of Head of facilitate investments domestic and ber of companies companies companies foreign invest- 10,000 10,000 10,000 10,000 10,000 in Somalia increased ments 50 Investment investment 10 10 10 10 10 Support and visit Thriving Number of existing invest- invest-ments visits 6,000 6,000 6,000 6,000 6,000 Facilitation Promotion ments in Somalia in Somalia 300 60 60 60 60 60 Upscaling FDI FDI sec- Number of priority sectoral tors and sectoral and Head of Research and sub-sectoral sub-sectors sub-sectoral studies increased studies and Policy Advo- 10 20,000 20,000 20,000 20,000 20,000 cacy Section 2 2 2 2 2 Increase invest- Existence of Number of ments by creating supportive, supportive, Head of Research a conducive busi- rules and rules and ness climate. regulations regulations and Policy Advoca- 10 20,000 20,000 20,000 20,000 20,000 cy Section 2 2 2 2 2 Head of Promote brand Up scaled Number Somalia positively branding and types of Communica- 20,000 20,000 20,000 20,000 20,000 initiatives initiatives 10 2 2 2 2 2 tions Section 76,000 76,000 76,000 76,000 76,000 Sub-total budget MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 69 STRATEGIC PLAN (2024-2028) Strategic Objective Expected Strategy Expected Target for Target per year Budget per year (US) Accountable outcome output 5 years person KPIs 1 2 3 4 5 1 2 3 4 5 KRA 4: Monitoring, evaluation, tracking and reporting on the implementation of government policies, plans, programs, projects, and strategies Strengthen M&E Effective M&E Institutionalize and M&E frame- Framework 500,000 systems across the two for govern- cascade NDP9 work in place document Director governments ment projects M&E frame-work at FGS and FMS 1 - - - - - - - - M&E Create an effective M&E frame- NDP10 M&E 350,000 M&E framework work for framework Director for NDP10 NDP10 1 1 - - - - - - - - M&E Implementation of Improved Evaluation 100%-im- 500,000 500,000 500,000 500,000 500,000 the NDP10 M&E performance reports plementa- Director 100% framework tion - 20% 50% 80% M&E Strengthened M&E advoca- M&E 50,000 Direc- M&E systems and cy strategy strategy in tor advocacy. place 1 1 - M&E M& E advocacy implementa- Director M&E tion-meet- ings, con- 90,000 90,000 90,000 90,000 90,000 ferences & workshops 25 5 5 5 5 5 Operationalize M&E Techni- Coordination Director M&E national M&E cal Working Meetings, 120,000 120,000 120,000 120,000 120,000 technical working Group in and perfor- group place mance prog- ress reports 20 4 4 4 4 4 MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 70 STRATEGIC PLAN (2024-2028) Strategic Objective Expected Strategy Expected Target for Target per year Budget per year (US) Accountable outcome output 5 years person KPIs 1 2 3 4 5 1 2 3 4 5 Conceptualize and Existence Number design of M&E of M&E of M&E Director M&E capacity devel- capacity capacity op-ment program development development 40,000 40,000 40,000 40,000 40,000 program programs in place 15 2 2 2 2 2 Strengthen M&E -Existence Number of Director M&E systems and ad- of an M&E staff trained vocacy strategy on M&E and 50,000 applying it -Awareness 1 1 creation on Director M&E M&E (Advo- cacy) 25 50,000 50,000 50,000 50,000 50,000 5 5 5 5 5 Capacity building Staff trained Number of and training of on M&E and trainings Director staff in M&E applying it 40 8 8 8 8 8 - - - - - M&E Number of 500,000 500,000 500,000 500,000 500,000 staff trained Director on M&E and applying it 200 40 40 40 40 40 M&E Acquisition of Appropri- Type and Software Software 150,000 appropriate soft- ate M&E number of Director wares to support softwares in softwares M&E the M&E system place - - - - - - - - Manual in Director Manual Manual place - - - - - - - - - M&E MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 71 STRATEGIC PLAN (2024-2028) Strategic Objective Expected Strategy Expected Target for Target per year Budget per year (US) Accountable outcome output 5 years person KPIs 1 2 3 4 5 1 2 3 4 5 Conduct periodic Impact Number impact assess- assessment of reports ment surveys and surveys and on impact Director M&E evaluations evaluations assessment 300,000 300,000 300,000 300,000 300,000 conducted surveys and evaluations 30 6 6 6 6 6 Develop standard- Existence of Standardized ized data collec- standardized M&E reports tion tools and data collec- Director M&E methodologies tion tools that are consistent 20,000 across both levels of government. 1 1 - - - - - - - - Establish a base- Baseline Baseline sur- line by collecting survey con- vey report relevant data ducted Director M&E before project 250,000 implementation to measure changes accurately. 1 1 - - - - - - - - Reporting and knowl- Clear report- Establish reporting Existence of Knowledge edge management ing lines and and knowledge reporting and management Data utilization strategy Data utilization strategy knowledge management knowledge structures management systems management and systems practices systems Director M&E 60,000 - - - - - - - - MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 72 STRATEGIC PLAN (2024-2028) Strategic Objective Expected Strategy Expected Target for Target per year Budget per year (US) Accountable outcome output 5 years person KPIs 1 2 3 4 5 1 2 3 4 5 Strengthen knowl- Knowledge Number edge management management and type of infrastructure infrastruc- knowledge Database (100%) ture in place management Director M&E infrastruc- ture 30% 60% 80% 100% 210,000 210,000 140,000 140,000 - - Rationalize research, Research, Develop data quali- Existence of Types and data collection process data collection ty assessment data collec- number of Director M&E and tools structures tools tion tools data collec- in place and tion tools 20,000 20,000 20,000 20,000 20,000 strengthened 10 2 2 2 2 2 Harmonize M&E Seamless M&E struc- tools M&E sys- ture Director tems 100% 20% 40% 60% 80% 100% - - - - - M&E Develop pro- Produces Policies and cedures and and guide- manuals guidelines for data lines avail- collection and able Director M&E reporting 15 24,000 24,000 24,000 24,000 24,000 3 3 3 3 3 MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 73 STRATEGIC PLAN (2024-2028) Strategic Objective Expected Strategy Expected Target for Target per year Budget per year (US) Accountable outcome output 5 years person KPIs 1 2 3 4 5 1 2 3 4 5 Institute Existence of Strategy in result-based result-based place 100,000 financing financing Director 1 1 - - - - - - - - M&E Strengthen M&E M&E strat- Strategy in research egy place Director 80,000 M&E 1 - - 1 - - - - - - 3,174,000 1,854,000 1,934,000 1,784,000 1,784,000 Sub-total budget KRA 5: Improved institutional and organizational capacity Strengthen the capabil- Effective and Provide short-term Number of -Number of ities of staff to improve efficient public and long-term ca- staff trained, staff trained productivity service deliv- pacity building and nature of ery teams training for staff training and -Number of duration scholarships, HR Director internships, 105,000 126,000 189,000 231,000 189,000 attachment, short-term courses 200 25 30 45 55 45 Create a struc- Terms of Policy doc- tured succession service in ument and management place manuals system 10,000 HR Director 1 - 1 - - - - - - - MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 74 STRATEGIC PLAN (2024-2028) Strategic Objective Expected Strategy Expected Target for Target per year Budget per year (US) Accountable outcome output 5 years person KPIs 1 2 3 4 5 1 2 3 4 5 Increase staff retention Motivated and Have clear policies Increased Number of and terms of service active staff on staff acquisition trust and staff joining HR Director and compensation productivity the organiza- 432,000 432,000 432,000 432,000 432,000 of staff as tion well as reten- tion 300 60 60 60 60 60 Provide appropri- Well facil- Number and HR 127,500 ate tools of trade itated and types of tools 37,500 37,500 37,500 37,500 supported of trade staff 600 50 50 50 50 50 Director Number of 210,000 Director 40,000 40,000 40,000 80,000 vehicles 12 7 1 1 1 2 A&F Improve general Good work- Number New office block/ New office block/ HR Director / Ad- infrastructure ing environ- and types of ment infrastruc- 2,100,000 ture projects increased floors increased floors min & Finance completed - - - - - - - - Enhance office and Office and Security CCTV CCTV Director 10,000 staff security staff security arrange- improved ments and camera camera of A&F measures in - - - - - - - - place Access card Access card HR Director system system 5,000 - - - - - - - - MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 75 STRATEGIC PLAN (2024-2028) Strategic Objective Expected Strategy Expected Target for Target per year Budget per year (US) Accountable outcome output 5 years person KPIs 1 2 3 4 5 1 2 3 4 5 Director 10,000 Alarm Alarm system system - - - - - - - - of A&F Put in place policies, Strengthened Develop policies, Seamless Policies and systems, procedures for institutional procedures and operations procedures in institutional strength- capacity regulations on place Director A&F ening finance, Asset management, ICT, 10,000 70,000 procurement, and programming 3 2 - 1 - - - - - Ensure adher- Clear terms Policies and ence to policies, of engage- procedures in procedures, and ment place Director regulations 100% 100% 100% 100% 100% 100% - - - - - A&F Strengthen the commu- Effective Establish a Com- Established Unit in place Head of nication function of the internal and munication Unit Unit Ministry external com- Communica- munication 1 1 - - - - - - - - - tion Unit Improve internal Seamless Communica- Head of Com- and external com- internal and tion policy in munication external place munication 10,000 communica- tion 1 1 - - - - - - - - Unit Improve media Effective Media policy Head of Com- engagement and media in place management engagement munication 10,000 and manage- ment 1 - 1 - - - - - - - Unit MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 76 STRATEGIC PLAN (2024-2028) Strategic Objective Expected Strategy Expected Target for Target per year Budget per year (US) Accountable outcome output 5 years person KPIs 1 2 3 4 5 1 2 3 4 5 Leverage potential Optimized ICT policy in Head of Com- of the social media use of the place and the internet social media munication 10,000 and the internet 1 - - 1 - - - - - - Unit Establish a Planning Planning Insti- Establishing the Planning Physical & Director Plan- Institute tute estab- Planning Institute Institute in institutional lished place facility 30,000 30,000 30,000 30,000 30,000 ning Institute 1 1 1 1 1 1 Strengthen the Systems, Identify HR capacity of the procedures needs Staff estab- Director 10,000 Planning Institute and manuals Planning in place lishment 1 - - - - - - - - Institute ToRs & contracts for Provision Director staff to be continuous Planning recruited every year - - - - - - - - - - Institute Systems and 4 (HR, Fi- procedure in nance, Pro- Director 20,000 20,000 place curement, Planning M&E) 2 2 - - - - - - Institute Staff recruit- Director ment Planing 1 - - - - - - - - - Institute Strategic Director 30,000 plan Planning 1 1 - - - - - - - - Institute MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 77 STRATEGIC PLAN (2024-2028) Strategic Objective Expected Strategy Expected Target for Target per year Budget per year (US) Accountable outcome output 5 years person KPIs 1 2 3 4 5 1 2 3 4 5 Strategic plan imple- Director mentation 100% Planning - 20% 40% 60% 80% - - - - - Institute Training needs as- Director 50,000 sessment Planning 1 1 - - - - - - - - Institute Develop training 100,000 Director program Planning 1 1 - - - - - - - - Institute Implementa- tion of train- 140,000 140,000 Director 35,000 70,000 ing programs Planning 55 - 5 10 20 20 - Institute Director Plan- Research, knowledge 200,000 200,000 200,000 production ning Institute and dissemi- nation 15 - - 5 5 5 - - Financial 2,000,000 resource 400,000 400,000 400,000 400,000 400,000 Director mobilization Planning - - - - - Institute 1,489,500 760,500 1,078,500 1,110,500 1,108,500 Sub-total budget MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 78 STRATEGIC PLAN (2024-2028) Strategic Objective Expected Strategy Expected Target for Target per year Budget per year (US) Accountable outcome output 5 years person KPIs 1 2 3 4 5 1 2 3 4 5 KRA 6: Cross-cutting issues Mainstream environ- Increased re- Develop KPIs All activities -Policies in HR Director mental, climate change sponsiveness related to environ- and projects places and gender is-sues to environ- mental, climate incorporate across the Ministry mental, cli- change and gender environmen- -Reports mate change issues across the tal, climate and gender Ministry. change 10,000 10,000 issues and gender issues 2 - 1 - 1 - - - - Provide training Projects and No of staff HR Director and capacity-build- activities trained ing programs for incorporate staff to enhance discussions their understand- on environ- ing of environmen- mental, cli- tal, climate change mate change 7500 7500 7500 7500 7500 and gender issues. and gender issues 50 10 10 10 10 10 7,500 17,500 7,500 17,500 7,500 Sub-total budget KRA 7: Resource mobilization Mobilize resources to A well-re- Develop a resource Resource Director 10,000 finance the strategic sourced and mobilization mobilization plan funded Minis- strategy strategy 1 - 1 - - - - - - - A&F try effectively Amount of 500,000 100,000 150,000 200,000 implementing Director 50,000 resources planned activ- mobilized ities - - - - - - A&F 10,000 Sub-total budget - - -- - MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 79 STRATEGIC PLAN (2024-2028) Strategic Objective Expected Strategy Expected Target for Target per year Budget per year (US) Accountable outcome output 5 years person KPIs 1 2 3 4 5 1 2 3 4 5 KRA 8: Poverty reduction and durable solution for vulnerable and displacement affected communities Promote poverty Reduce Formulate a Na- Strategy in Strategy reduction initiatives for poverty for tional Poverty Re- place document Director Durable displacement-affected displaced duction Strategy. Solutions & Pov- 300,000 and vulnerable commu- persons and nities vulnerable communities 1 1 - - - - - - - - erty Reduction Implementing the Programs poverty reduction Director strategy. Durable Solutions & Poverty 5 1 1 1 1 1 - - - - - Reduction Create a National Working Minutes, Director Technical Working Group in reports Poverty Group on Poverty Place 20,000 20,000 20,000 20,000 20,000 Reduction Reduction. and Durable 20 4 4 4 4 4 Solutions Provide durable Reduction in Complete imple- National End-of-term Director Poverty Reduction and solutions to the number mentation of the Durable review displacement affected of forced National Durable Solutions communities (DACS). displaced Solutions Strategy Strategy persons. (2021-2025) and (2021-2025) commence draft- completed ing a new one and a new Durable Solutions one in place 50,000 1 - 1 - - - - - - - MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 80 STRATEGIC PLAN (2024-2028) Strategic Objective Expected Strategy Expected Target for Target per year Budget per year (US) Accountable outcome output 5 years person KPIs 1 2 3 4 5 1 2 3 4 5 New strategy Director 300,000 Poverty Reduc- tion and Durable 1 - 1 - - - - - - - Solutions Development of a Durable solu- Proposal Director Poverty government-led tion projects developed durable solutions Reduction and project to provide sustainable solu- Durable Solutions tions and poverty reduction 1 1 - - - - - - - - - Resources Director Poverty 100,0000,000 mobilized 20,000,000 20,000,000 20,000,000 20,000,000 20,000,000 Reduction and Durable Solu- 40,000 40,000 40,000 40,000 40,000 tions Project Director launched Poverty Reduction and Durable 1 1 - - - - - - - - - Solutions Strengthen Strength- Coordination Director Poverty Reduction coordination and ened Meetings- oversight on du- government Minutes rable solution and leadership poverty reduction on durable programs and solution and Durable Solutions projects and poverty reduction 80,000 80,000 80,000 80,000 80,000 programs and projects 20 4 4 4 4 4 MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) 81 STRATEGIC PLAN (2024-2028) Strategic Objective Expected Strategy Expected Target for Target per year Budget per year (US) Accountable outcome output 5 years person KPIs 1 2 3 4 5 1 2 3 4 5 Reports Director Poverty Reduction and Durable 20 4 4 4 4 4 - - - - - Solutions Implementation Measure Reports Director of the NDSS M&E progress Poverty framework of durable 50,000 50,000 50,000 50,000 50,000 Reduction solution and Durable programs 5 1 1 1 1 1 Solutions Enhance the resilience Developing Communi- Number 10,000,000 10,000,000 10,000,000 10,000,000 10,000,000 Director of displacement affect- DAC-driven com- ty-driven of DAC Poverty ed communities (DAC) munity initiatives projects initiatives Reduction launched and Durable 5 1 1 1 1 1 Solutions 10,490,000 10,540,000 10,190,000 10,190,000 10,190,000 Sub-total budget 16,679,720 17,690,420 14,159,400 13,957,380 13,945,380 Grand-total budget 76,432,300 82 MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED) STRATEGIC PLAN (2024-2028) MINISTRY OF PLANNING, INVESTMENT AND ECONOMIC DEVELOPMENT (MOPIED)