Somaliland: National Development Plan III (2023-2027)
Made 2023 · Text as of 2026-10-01
Public law and official guidance, published as research. Not legal, tax or financial advice.
About this law
- Language
- English
- Kind
- policy
- Country
- Somalia · Somaliland
- Subjects
- Agricultural and rural development, Livestock, Energy, Environment, Food and nutrition, Fisheries and aquaculture, Mineral resources, Water, Wild species and ecosystems, Waste and hazardous substances, General
- Keywords
- business/industry/corporations, education, equity, financing, gender, innovation, labour, social protection, tourism, governance, human rights, court/tribunal, international cooperation, community management, public health, youth, agricultural development, agricultural extension, rural development, animal feed/feedstuffs, animal production, livestock water use, sustainable use, grazing, climate change, resource/damage valuation, sustainable development, fishery management and conservation, hygiene/sanitary procedures, food safety and quality, school feeding, early warning system, hazards, potable water, water shortage/drought, water supply, waterworks, biodiversity, endangered species, marine protected areas, protected area, protection of species, energy conservation/energy production, renewable energy, minerals, mining, effluent waste water/discharge, solid waste, waste prevention, waste management
- Categories
- *, metals-base, metals-precious, minerals-critical
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1.1 Introduction. ............................................................................................................................................................................................................ 4
1.2 Demographics of Somaliland............................................................................................................................................................................ 4 2. Achievements Towards Vision 2030 Goals. ........................................................................................................................ 6
2.1 Somaliland Vision 2030 and NDP III Structure..............................................................................................................................................7
2.2 Poverty and Inequality. .......................................................................................................................................................................................7
2.3 Social Development.............................................................................................................................................................................................7
2.4 Economic Development..................................................................................................................................................................................... 8
2.5 Environmental Management. ...........................................................................................................................................................................11
2.6 The Somaliland Development Fund...............................................................................................................................................................11 3. Macroeconomic Analysis ......................................................................................................................................................13
3.1 Gross Domestic Product.....................................................................................................................................................................................14
3.2 Sectoral Contributions to Economic Growth...............................................................................................................................................14
3.3 Fiscal Operations................................................................................................................................................................................................15
3.4 Financial Sector Development........................................................................................................................................................................16
3.5 Balance of Payments......................................................................................................................................................................................... 17
3.6 Exchange Rate Development .........................................................................................................................................................................18
3.7 Price Development (Inflation)...........................................................................................................................................................................18 4. Macroeconomic Strategies for Growth ...............................................................................................................................19
4.1 Introduction. .........................................................................................................................................................................................................20
4.2 Fiscal Policy.........................................................................................................................................................................................................20
4.3 Monetary Sector Developments ....................................................................................................................................................................21
4.4 Financial Stability and Safeguards.................................................................................................................................................................21
4.5 Domestic Currency and the Debt Market. ...................................................................................................................................................21
4.6 Improving the Business Environment............................................................................................................................................................21 5. Mainstreaming Climate Change in NDP III Implementation ........................................................................................... 23
5.1 Introduction. .........................................................................................................................................................................................................24
5.2 Climate Change Adaptation Approaches...................................................................................................................................................24
5.3 Financing Climate Change Mitigation and Adaptation . .........................................................................................................................25 6. Economy Sector..................................................................................................................................................................... 26
6.1 Introduction . ........................................................................................................................................................................................................27
6.2 Situational Analysis...........................................................................................................................................................................................27
6.3 Challenges and Key Issues ............................................................................................................................................................................29
6.4 NDP III Outcomes and Priority Interventions..............................................................................................................................................30
6.5 Cost Estimates per Outcome and MDA.......................................................................................................................................................33 7. Energy and Extractives Sector. ............................................................................................................................................ 35
7.1 Introduction ..........................................................................................................................................................................................................36
7.2 Situational Analysis............................................................................................................................................................................................36
7.3 Challenges and Key Issues . ........................................................................................................................................................................... 37
7.4 NDP III Outcomes and Priority Interventions. ............................................................................................................................................. 37
7.5 Cost Estimates per Outcome and MDA. ......................................................................................................................................................40 8. Production Sector...................................................................................................................................................................41
8.1 Introduction . ........................................................................................................................................................................................................42
8.2 Situational analysis............................................................................................................................................................................................42
8.3 Challenges and Key Issues............................................................................................................................................................................. 47
8.4 NDP III Outcomes and Priority Interventions..............................................................................................................................................48
8.5 Cost Estimates per Outcome and MDA........................................................................................................................................................51 9. Infrastructure Sector.............................................................................................................................................................. 52
9.1 Introduction . ........................................................................................................................................................................................................53
9.2 Situational Analysis...........................................................................................................................................................................................53
9.3 Challenges and Key Issues ............................................................................................................................................................................54
9.4 NDP III Outcomes and Priority Interventions..............................................................................................................................................55
9.5 Cost Estimates per Outcome and MDA.......................................................................................................................................................57 10. Governance Sector...............................................................................................................................................................58
10.1 Introduction.........................................................................................................................................................................................................59
10.2 Situational Analysis. ........................................................................................................................................................................................59
10.3 Challenges and Key Issues. ..........................................................................................................................................................................63
10.4 NDP III Outcomes and Priority Interventions. ...........................................................................................................................................65
10.5 Cost Estimates per Outcome and MDA......................................................................................................................................................70 11. Education Sector................................................................................................................................................................... 73
11.1 Introduction ......................................................................................................................................................................................................... 74 Republic of Somaliland National Development Plan III
11.2 Situational Analysis........................................................................................................................................................................................... 74
11.3 Challenges and Key Issues. ........................................................................................................................................................................... 77
11.4 NDP III Outcomes and Priority Interventions ............................................................................................................................................ 78
11.5 Cost Estimates per Outcome and MDA. .....................................................................................................................................................83 12. Health Sector........................................................................................................................................................................86
12.1 Introduction ........................................................................................................................................................................................................ 87
12.2 Situational Analysis. ........................................................................................................................................................................................ 87
12.3 Challenges and Key Issues. ..........................................................................................................................................................................88
12.4 NDP III Outcomes and Priority Interventions ...........................................................................................................................................88
12.5 Cost Estimates per Outcome and MDA......................................................................................................................................................93 13. Water, Sanitation, and Hygiene .........................................................................................................................................95
13.1 Introduction ........................................................................................................................................................................................................96
13.2 Situational Analysis..........................................................................................................................................................................................96
13.3 Challenges and Key Issues. ..........................................................................................................................................................................96
13.4 NDP III Outcomes and Priority Interventions . ..........................................................................................................................................97
13.5 Cost Estimates per Outcome and MDA. ....................................................................................................................................................98 14. Social Protection . ................................................................................................................................................................99
14.1 Introduction ......................................................................................................................................................................................................100
14.2 Situational Analysis .......................................................................................................................................................................................100
14.3 Challenges and Key Issues. ........................................................................................................................................................................ 102
14.4 NDP III Outcomes and Priority Interventions. ......................................................................................................................................... 102
14.5 Cost Estimates per Outcome and MDA. .................................................................................................................................................. 104 15. Environment Sector............................................................................................................................................................ 105
15.1 Introduction ...................................................................................................................................................................................................... 106
15.2 Situational Analysis. ...................................................................................................................................................................................... 106
15.3 Challenges and Key Issues. ........................................................................................................................................................................ 107
15.4 NDP III Outcomes and Priority Interventions.......................................................................................................................................... 107
15.5 Cost Estimates per Outcome and MDA.................................................................................................................................................... 110 16. Judiciary Sector................................................................................................................................................................... 112
16.1 Introduction........................................................................................................................................................................................................ 113
16.2 Situational Analysis. ....................................................................................................................................................................................... 113
16.3 Challenges and Key Issues .......................................................................................................................................................................... 114
16.4 NDPIII Outcomes and Priority Interventions............................................................................................................................................. 114
16.5 Cost Estimates per Outcome and MDA.................................................................................................................................................... 116 17. Cross-cutting Themes......................................................................................................................................................... 117
17.1 Introduction. ....................................................................................................................................................................................................... 118
17.2 Gender................................................................................................................................................................................................................ 118
17.3 Gender: Challenges and Key Issues........................................................................................................................................................... 118
17.4 NDP III Outcomes and Priority Interventions............................................................................................................................................ 119
17.5 People With Disabilities (PWDs)................................................................................................................................................................... 119
17.6 PWDs: Challenges and Key Issues............................................................................................................................................................. 120
17.7 NDP III Outcomes and Priority Interventions. .......................................................................................................................................... 120
17.8 Displacement Affected Communities (DACs).......................................................................................................................................... 120
17.9 DACs: Challenges and Key Issues............................................................................................................................................................... 121
17.10 NDP III Outcomes and Priority Interventions. ........................................................................................................................................ 122
17.11 Children’s Rights ............................................................................................................................................................................................ 122
17.12 Children’s Rights: Challenges and Key Issues....................................................................................................................................... 123
17.13 NDP III Outcomes and Priority Interventions.......................................................................................................................................... 123
17.14 Youth ................................................................................................................................................................................................................ 124
17.15 Youth: Challenges and Key Issues............................................................................................................................................................ 125
17.16 NDP III Outcomes and Priority Interventions.......................................................................................................................................... 125
17.17 HIV/AIDs .......................................................................................................................................................................................................... 125
17.18 HIV/AIDS: Challenges and Key Issues..................................................................................................................................................... 126
17.19 NDP III Outcomes and Priority Interventions.......................................................................................................................................... 126
17.20 Rural Development...................................................................................................................................................................................... 126
17.21 Rural Development: Challenges and Key Issues.................................................................................................................................. 127
17.22 NDP III Outcomes and Priority Interventions......................................................................................................................................... 127
17.23 Cost Estimates per Outcome and MDA.................................................................................................................................................. 129 18. Resource Mobilisation Strategy. ....................................................................................................................................... 131
18.1 Introduction....................................................................................................................................................................................................... 132
18.2 Overview of Somaliland’s Finance Sector............................................................................................................................................... 132
18.3 Domestic Public Revenue............................................................................................................................................................................ 132
18.4 Remittances..................................................................................................................................................................................................... 133
18.5 Official Development Assistance............................................................................................................................................................... 133 Republic of Somaliland National Development Plan III 8
18.6 Climate Finance.............................................................................................................................................................................................. 134
18.7 Future Trends in Development Financing for NDP III. .......................................................................................................................... 134
18.8 NDP III Costing . ............................................................................................................................................................................................. 135
18.9 Financing Gap Analysis................................................................................................................................................................................ 135
18.10 Strategies for Closing the Funding Gap ................................................................................................................................................ 135
18.11 Additional Tables on Financing...................................................................................................................................................................137 19. NDP III Implementation Arrangements........................................................................................................................... 142
19.1 Introduction....................................................................................................................................................................................................... 143
19.2 Alignment and Coordination....................................................................................................................................................................... 143
19.3 NDP III Implementation Modalities. ........................................................................................................................................................... 145
19.4 Establishment of the National Development Fund . ..............................................................................................................................147
19.5 Monitoring, Evaluation, Accountability, and Learning. ..........................................................................................................................147
19.6 NDP III Communication Strategy................................................................................................................................................................ 149 NDP MEAL Supplement. ......................................................................................................................................................... 153 ANNEX 1: Sector RBM Matrices. .............................................................................................................................................174 RBM Matrices – Economy Sector....................................................................................................................................................................... 175 RBM Matrices – Energy and Extractives Sector............................................................................................................................................. 179 RBM Matrices – Production Sector.................................................................................................................................................................... 182 RBM Matrices – Infrastructure Sector. ...............................................................................................................................................................187 RBM Matrices – Governance Sector................................................................................................................................................................... 191 RBM Matrices – Education Sector.....................................................................................................................................................................200 RBM Matrices – Health Sector........................................................................................................................................................................... 207 RBM Matrices – Water, Sanitation, and Hygiene Sector............................................................................................................................... 210 RBM Matrices – Social Protection Sector. ....................................................................................................................................................... 213 RBM Matrices – Environment Sector................................................................................................................................................................. 215 RBM Matrices – Judiciary Sector....................................................................................................................................................................... 220 RBM Matrices – Cross-cutting Themes............................................................................................................................................................. 221 ANNEX 2: Glossary. .................................................................................................................................................................227 ANNEX 3: Resources. ..............................................................................................................................................................229 Monitoring and Evaluation. ................................................................................................................................................................................. 229 Development Indicators. ..................................................................................................................................................................................... 229 Somaliland Surveys and Statistics .................................................................................................................................................................... 229 ANNEX 4: UN Sustainable Development Goals. .................................................................................................................230 ANNEX 5: Somaliland Population Reference Tables (2021-2027).................................................................................... 231 ANNEX 6: NDP III National Technical Team..........................................................................................................................234 Republic of Somaliland National Development Plan III 9 FOREWORD The Government of Somaliland has developed successive development plans to ad- dress its national development challenges. The National Development Plan (NDP III, 2023-2027) is a medium-term strategy designed to unlock the country's potential in all sectors of the economy to achieve inclusive, sustainable development and poverty reduction. The NDP III builds on the achievements and lessons learned during the NDP II period (2017-2021), which concluded in December 2021, and aims to achieve the socio-economic transformation envisioned in the Somaliland National Vision 2030. During the NDP II period, the country grappled with external shocks and the persistent drought in the sub-region. The global shock of the COVID-19 pandemic taught Somalil- and – and the entire world – the importance of building resilience in the economy, especially for the poor and vulnerable. As such, one of the notable updates to the NDP III is the addition of the Social Protection sector and climate change adaptation alternatives to strengthen the economy's resilience to recurrent shocks. The NDP III envisages a diversified and resilient economy anchored on the principles of sustainable development. The plan prioritizes physical and human capital develop- ment as conduits to economic development. The NDP III will include significant invest- ments to uplift infrastructure, mining and extractives, water facilities, and food security, and build on achievements in the health and education sectors. As in the past, the government’s investments in the overall governance architecture remain high, as no meaningful development can occur without democracy and the rule of law. The NDP III has many strategies to support economic development by improving the business environment for the active participation of domestic investors and attracting foreign direct investment. The plan will continue to emphasise easing the process for registering businesses through one-stop shops, enhancing financing conditions, improving energy access, and lowering costs to reduce the burden on businesses. The NDP III outcomes and cost estimates are the aspirations of the various sectors and government institutions over the next five years. The plan is meant to clarify the direction and structure of Somaliland’s national development, providing common ground for dialogue, facilitating the participation of a wide range of stakeholders and development partners, and promoting synergies to achieve shared goals. In this context, an essential precondition of successful implementation is "mutual alignment". As the government is committed to aligning resources from the national budget with the NDP III, development partners are encouraged to follow suit based on internation- al principles of development cooperation, as enshrined in the Paris Declaration on Aid Effectiveness. As part of the NDP III implementation strategy, the government has initiated a National Development Fund (NDF) that is based on transparent and accountable governance principles to facilitate joint financing of priority interventions. The government will engage with development partners to build the NDF into a central financing mechanism for Somaliland's long-term development. The implementation of the NDP III will also involve the government engaging with its development partners and inviting them to jointly formulate National Flagship Programmes (NFPs) with clearly defined plans, budgets, implementation arrangements, and committed finances. These NFPs are designed to address the following priorities: • Boosting Somaliland's economic and private sector development and exploring and maximizing opportunities and multiplier effects created by recent significant private sector investments. • Improving the resilience and livelihoods of agro-pastoral and pastoral communities in areas most vulnerable to climate change and recurring droughts. • Developing climate-smart infrastructure in partnership with local governments and the private sector to improve access to affordable services crucial for developing value chains and private sector initiatives, such as energy, water, roads, information and communications technology, and markets, among others. • Broadening and accelerating support to the decentralisation process that was started with support from the UN Joint Pro- gramme on Local Governance (JPLG). The government will commit sufficient resources to monitor the NDP III during its implementation. All ministries, departments, and agencies (MDAs) are called upon to reinforce their internal capacity to continuously monitor progress through outcome targets and annual operational benchmarks. A separate NDP III Monitoring, Evaluation, Accountability, and Learning (MEAL) supplement provides technical guidance to MDA staff to harmonise monitoring and reporting efforts across government institutions. The learning from the mid- and end-term evaluations will offer vital recommendations for the formulation of Somaliland's next Vision Paper. It is critical that monitoring and evaluation are conceived and implemented as joint exercises, leading to broad ownership of conclusions and recommendations. Finally, I want to reiterate the importance of alignment by all stakeholders in terms of objectives, choice of interventions, financial commitments, institutional and implementation arrangements, and monitoring and reporting on progress. I am confident that with the spirit of alignment, the NDP III will successfully improve the lives of my fellow citizens. H.E. Muse Bihi Abdi President of the Republic of Somaliland Republic of Somaliland National Development Plan III 10 ACKNOWLEDGEMENTS The preparation of the National Development Plan III (NDP III, 2023-2027) has been inclusive and participatory to include the needs and priorities of different districts and regions in Somaliland. The NDP III preparation benefited from the lessons learned from the NDP II, resulting in the formulation of a plan that will guide the achievement of national development priorities. The methodology involved consultation with a wide range of stakeholders to collect inputs into the formulation of the plan, while the min- istries, departments, and agencies of the government, together with the Ministry of Planning and National Development’s (MoPND’s) technical team, have developed the sector chapters of the plan. To increase local ownership, diverse participants, including government representatives, the private sector, youth, women, people with disabilities, traditional leaders, religious leaders, and other groups were all involved in the NDP III preparation process. This process was only possible with the significant contributions of a wide variety of stakeholders who helped guide and validate the NDP III. The MoPND recognises the commitment and continued support of the President of the Republic of Somaliland to the NDP III preparation process. The MoPND is also grateful to the National Planning Committee, who oversaw and advised the preparation process. I would like to recognise my predecessors' efforts who laid the groundwork for the NDP III preparation. I also express my sincere gratitude to the NDP III technical team for their incredible efforts and perseverance in delivering the project. I want to particularly thank the core team, including Technical Team Leader Khadar Ahmed Abdi Gadhere, M&E Expert Antony Christiaan van de Loo, Economic Development Expert Momodou K. Dibba, and Nimo Ahmed Ismail for their hard work and leadership in delivering the project. In addition to their leadership roles, Mr. Van de Loo and Mr. Dibba also served as cross-cutting consultants for all NDP III chapters. I also want to thank the Director General of the Ministry, Mr. Ahmed Yasin Muhumed Hasan, and other technical team members, sector leads, and support staff mentioned in Annex 6 who also contributed to this project. On behalf of the Government of Somaliland, I want to thank the Somaliland Development Fund (SDF), which made a significant techni- cal and financial contribution to the NDP III preparation, and the United Nations agencies who provided financial and advisory support at different stages of the NDP III process. I also want to recognise Plan International Somaliland's financial contribution to the quality assurance and graphic design of the NDP III document and all the organisations and people who readily gave their time, information, and perspectives to contribute to preparing the NDP III. Finally, implementing the NDP III requires enormous financial and technical resources. The President of the Republic of Somaliland H.E. Muse Bihi Abdi and the MoPND fully understand this challenge and commit to successfully implementing this development strategy. The implementation arrangements are built on existing institutional structures, which increases the sustainability and impact of the development programmes. Hon. Dr. Ahmed Adan Ahmed Buhane Minister of Planning and National Development Republic of Somaliland National Development Plan III 1 Chapter 1 BACKGROUND & CONTEXT
1.1 Introduction is indicative of the improved investment climate in the country, with increased opportunities for Foreign Direct In 1991, Somaliland had the enormous task of building a Investment (FDI) into other underdeveloped sectors such functional state after the devastating effects of the civil war as fisheries and commercial agriculture. The oil exploration that caused tremendous damage to the country. With de- deal with Taiwan is another example of the improvements termination, successive governments laid the foundations to and confidence in the business environment in Somalil- upon which to build future developments. and. Thus, the country’s development evolved out of a process 1.2 Demographics of Somaliland of more than twenty years of grassroots peacebuilding and state-building. Over this time, the Somaliland government The population of Somaliland was estimated to be 3.6 started engaging a range of international partners, includ- million in 2014 (47.9 percent male and 52.1 percent female) ing the United Kingdom, Denmark, Germany, Norway, the and projected to increase to 4.2 million in 2020, using a Netherlands, the European Union, the World Bank, the growth rate of 2.93 percent, with the bulk of the population African Development Bank, and a range of United Nations living in urban centres. agencies and national and international non-governmental organisations (NGOs/INGOs). The population of Somaliland has an average household size of six with 48 percent of the population being under The first joint effort to work towards a common under- the age 15 and roughly 72 percent of the population being standing of the priorities of Somaliland was the 2006 Joint under 30 years. Similarly, 48 percent of the population is Needs Assessment (JNA), leading to the 2007-2010 Recon- within the working age group (15-64). struction and Development Plan (RDP), conducted together with the United Nations and the World Bank. Somaliland’s population is young and has become more urbanised over time due to several factors, including re- These processes informed the thinking behind Somalil- peated droughts. However, there is still a significant pro- and’s first National Development Plan (NDP I, 2012-2016). portion of Somaliland’s population living outside of urban The then Ministry of National Planning and Development areas, whether living in rural settlements or as nomadic (MoPND) went on to develop the Somaliland Vision 2030. pastoralists. Urban, rural, and nomadic households differ NDP I was written to operationalise the country’s vision and significantly in terms of economic activities, sources of in- communicate with citizens and the diaspora. come, and consumption patterns, but also in terms of public service delivery challenges, such as the basic services of At the start of NPD I, Somaliland was considered, by World education, health, water, and sanitation. Although poverty Bank estimates, to be one of the poorest countries in is present across the country, those in non-urban areas are Sub-Saharan Africa, with a per capita Gross Domestic Prod- more deprived. uct (GDP) of US$347. At the time, this was the fourth lowest in the world, ahead of Malawi, the Democratic Republic of The different population groups stand at 53 percent urban the Congo, and Burundi. dwellers, 11 percent residents in rural settlements, and 34 percent nomadic and agro-pastoral communities. Mean- With perseverance and much needed reforms, including while, two percent of the population lives in settlements improved budgeting and planning of domestic resources, for Internally Displaced People (based on government and the National Development Plan II (2017-2021) achieved UN estimates). Having one of the highest fertility rates in steady growth for the period, with GDP per capita increas- the world, Somaliland has a broad-based age pyramid. ing from US$557 to US$775. Compared to initial estimates The population is demographically very young, with nearly in 2012, this is a jump from the fourth poorest country in the two-thirds (61 percent) of Somaliland’s population aged less world to the eighteenth poorest in the world. than 25 years and around three-quarters (74 percent) aged below 30 years. This steady growth has caused changes to the structure of the economy. Although still largely pastoralist and with Youth between 15-29 years of age constitute 26 percent of livestock rearing a mainstay in the economy, other sectors the population, while older persons (65 years and above) have witnessed significant growth over the years. This is comprise only 6 percent of the total population. Nearly half especially true of the service sectors, notably in retail trade, (48 percent) of the population is within the working age (15- tourism (due to relative peace), and financial services, 64 years), highlighting the need to create jobs and ensure with remittances playing a catalytic role in the economy. that training or education address the needs of the labour Leveraging the significant diaspora population, remittances market. The sex and age distribution of the population is continue to be the main flow of finance into the country presented by the population pyramid in Figure 1. together with development assistance. These serve as both a social safety net and key contributors to the growth The growing urban population is already reshaping the in various sectors, especially in construction. socio-economic dynamics in Somaliland. More individuals in cities mean an increased demand for services and jobs. The re-emergence of the Berbera Port, with investments Also, this new trend is putting pressure on prices, particu- of US$440 million from Dubai Ports World, and its comple- larly for food and housing. mentary infrastructure, the Berbera Corridor, is a testimony to the growing strategic role Somaliland could play in the Somaliland’s economy is based on a dichotomous employ- Horn of Africa, reaping a peace and stability dividend. This ment situation. Unemployment levels in urban Somaliland are exceptionally high – as much as 70 percent nationally. Republic of Somaliland National Development Plan III 3 On the one hand, there is an emerging service sector, which is generating increasing levels of quality jobs, but which are not adequately catered for by the local educational and training institutions. On the other hand, the bulk of the population is engaged in the traditional sectors of pastoralism, agro-pastoralism, artisan fisheries, and trade, which require minimum levels of education and are not expected in their present situa- tion to lead to improved livelihoods. To the contrary, these sectors are coming under increased threats due to the consequences of climate change. Diversifying the income sources of the population is a chal- lenge that Somaliland must face. The creation of meaning- ful and adequate employment sources is a challenge every government must tackle. Figure 1: Population Pyramid of Somaliland Source: MoPND estimates for 2016, based on UNFPA Republic of Somaliland National Development Plan III 4 Chapter 2 ACHIEVEMENTS TOWARDS VISION 2030 GOALS
2.1 Somaliland Vision 2030 and NDP communities, where the poverty headcount stood at 37 percent. The urban areas were slightly better, with 29 per- III Structure cent of the urban population considered living in poverty. Pillars and Sectors It is important to mention that significant changes occurred In 2011, after 20 years of remarkable progress as an inde- between 2013 and the present, with the economy moving pendent country, Somaliland decided to embark on the away from livestock dependency to be more service-orient- formulation of a vision that could encapsulate its long-term ed. The GDP per capita increased from an initial US$347 in aspirations. The Somaliland National Vision 2030: A Sta- 2013 to US$681 in 2022. This is likely to impact the popu- ble, Democratic and Prosperous Country Where People lation in different ways, ranging from economic activities to Enjoy a High Quality of Life was developed, considering employment rates and household sources of income. Somaliland’s past, present, and envisioned future. Based on the last labour force survey (2015), 50 percent of Since its inception, the Somaliland National Vision 2030 the population is in the labour force, but the poverty head- has provided common goals concerning Somaliland’s count ratio remains high among the economically active. future, enabling the country to take ownership of its de- velopment agenda. It also inspires the nation and its lead- 2.3 Social Development ership to mobilise resources and overcome development challenges to attain higher standards of living. Moreover, Education the vision guides development partners to align their assis- As in many other countries, education is highly correlated tance with national priorities and aspirations. Importantly, it with poverty in Somaliland, and it can be a route out of provides a framework upon which national strategies and poverty. Household heads with higher education levels are implementation plans can be anchored. less likely to be in poverty. Although adult literacy is close to the Sub-Saharan Africa average, Somaliland children are The pillars upon which the Somaliland National Vision 2030 much less likely to attend primary school than children in rests are i) Economic Development, ii) Infrastructure Devel- other countries in the region. opment, iii) Good Governance, iv) Social Development, and v) Environmental Protection. Children who do not attend primary education are likely to grow up lacking basic cognitive skills. The lack of basic Expanding upon the five pillars of the National Vision 2030 cognitive skills will reduce their productivity and wages as and the NDP II, and based on requests from the affected adults as well as reduce their ability to adapt to changes government institutions, the National Planning Commission and shocks in their environment. Children in rural areas of (NPC) decided to introduce changes in the planning struc- Somaliland are much less likely to attend secondary school ture of NDP III. compared to those in urban areas, raising concerns about the disparities in education access between rural and ur- Please note: ban Somaliland. Cognizant of its obligation under Article 6 • The Judiciary Pillar was added to accommodate the of the Universal Declaration of Human Rights, which states courts. The Ministry of Justice remains in the Gover- that every child has a right to education, the government nance sector. of Somaliland has initiated various programmes over the • The Social Protection sector was added to the Social period of NDP II. Despite the challenges, the Gross Enrol- Development pillar. ment Rate in primary education has improved only margin- ally from 29 percent in the 2018/19 academic year to 32 Underpinning and Cross-cutting Themes percent in 2020/21. However, the Gross Enrolment Rate in As in the NDP II, the underpinning themes of Resilience and secondary education remained the same at 18 percent. Human Rights are key and critical conceptual areas that provide the foundational basis for development that each The Gender Parity Index at both primary and secondary sector rests upon. levels decreased from 0.84 to 0.81 and 0.78 to 0.75, respec- tively. These are areas NDP III will strive to improve upon Cutting across each of the ten sectors are the following over the next five years. thematic areas: • Displacement affected communities Figure 3 compares educational attainment by sex. Edu- cational attainment is higher for men than it is for women. • Gender Overall, 21 percent of women have no education, compared • Children’s rights to 17 percent of men. Approximately 50.9 percent of wom- en and 42.9 percent of men in the households surveyed • HIV/AIDS have not completed primary education. Ten percent of men • People with disabilities attended secondary or higher schooling, compared to 9 • Youth percent of women.
2.2 Poverty and Inequality Data on poverty and inequality dates back to the poverty report in 2013, done in collaboration with the World Bank. The findings suggest that poverty is more prevalent in rural Republic of Somaliland National Development Plan III 6 Figure 2: Changes to pillars and sectors in the NDP III planning structure Health Related to out-of-pocket expenditures, the Somaliland Although there are still considerable challenges in the Health Demographic Survey (SLHDS) reports on house- health sector, noticeable progress has been registered in holds' expenditures on health services based on the last many health outcomes, as per the Health and Demograph- month prior to the survey, showing that 27 percent of ic Survey from 2020. households spend less than $US50, whereas 28 percent spend US$50-99, 18 percent spend US$100-199, 7 percent Maternal mortality was reduced from 732 per 100,000 live spend US$200-299, and 20 percent spend US$300 or births to 394 per 100,000 live births during the NDP II peri- more on healthcare. od. It is important to note in this context that the proportion of births attended by skilled health personnel increased Water, Sanitation and Hygiene According to the recent SLHDS, 41 percent of households from 33 percent to 40 percent in the same period. get their drinking water from improved water sources. However, there is a slight discrepancy between the urban Between 2016 and 2021, the under-five mortality rate went and rural population, as shown in Figure 4. down from 137 per 1,000 live births to 91, and the infant mortality dropped from 85 to 72 per 1000 live births. How- This data shows that less than half of the population has ever, neonatal mortality went up slightly, from 40 to 42 access to improved drinking water sources, defined as per 1,000 live births. Breastfeeding is almost universal in piped water on premises and other drinking water sources, Somaliland, with 94 percent of children born over the last like public taps or standpipes, tube wells or boreholes, two years being breastfed and the prevalence of early initi- protected dug wells, protected springs, and rainwater col- ation of breastfeeding in the first hour of birth is 69 percent. lection. Table 1 shows the number of additional functioning Malnutrition improved marginally from 14 percent in 2016 to improved drinking water sources constructed or rehabilitat- 13 percent in 2021. ed during the NDP II period. Also, in the context of communicable diseases, the inci- The main interventions by the Ministry of Water Resources dence of new HIV infections per 1,000 uninfected people Development (MoWRD) are the construction (drilling) or dropped from 6.8 to 0.03, while the incidence of tubercu- rehabilitation of boreholes, together accounting for 50 losis dropped from 285 to 200 per 100,000 people and percent of the 639 additional water supply systems, and the incidence of hepatitis B dropped from 150 to 51 per the establishment or rehabilitation of mini-water systems 100,000 people. (27.5 percent). Figure 3: Education levels by sex 2.4 Economic Development The Impact of Drought In recent times, particularly beginning in 2010, there have been repeated droughts in Somaliland due to low and errat- ic rainfall. Currently, Somaliland is experiencing a drought. The drought has led to a severe reduction in the quantity and quality of grazing pastures and the water available for livestock. The effect on livestock herds has been dev- astating. Some regions have seen herd sizes fall by over half due to death, distress selling, and low birth rates. As a result, some families have lost their entire herd. Republic of Somaliland National Development Plan III 7 Figure 4: Access to improved drinking water sources Livestock Livestock exports represent about 80-90 percent of the to- tal value of all exported goods and services of Somaliland, indicating their importance. The Kingdom of Saudi Arabia (KSA), Yemen, Oman, and the United Arab Emirates (UAE) are the main destinations for Somaliland livestock exports. The bulk of the live animals being exported are small rumi- nants (sheep and goats). Saudi Arabia is the main destina- tion for these animals, with 70 percent of the exports taking place during the Hajj season. Based on health grounds, Around half of the population are pastoralists and livestock Saudi Arabia imposed a ban on imports between Novem- play a crucial role in supporting their livelihoods. They are ber 2016 and May 2020, based on claims that it found Rift a source of income and calories as well as a major capital Valley Fever (RVF) in Somali livestock. A second import ban asset. For many pastoralists, livestock are the only asset was instituted in March 2020 following the onset of the they own. Their living standards are intimately connected COVID-19 pandemic and was ended in December 2022. with the health of their livestock. Figure 5 shows the export figures for sheep and goats be- Besides a damaging impact on the health of livestock herds, tween 2016 and 2020. The clear drop after the 2016 peak the drought has had a significant direct impact on those year is explained by the combined effect of the drought who are engaged in agricultural production. It has also had and the Saudi Arabia import ban. an indirect impact on those working in the non-agricultural sector through reduced economic growth and inflation. Over the same period, stable numbers of live animals were slaughtered annually for domestic consumption in Crop Production the seven urban slaughterhouses (approximately 530,000 Somaliland’s agriculture is dominated by subsistence goats and sheep, 23,000 camels, and 18,000 cattle per farming, mainly dependant on traditional small-scale sor- year). In the domestic market, the negative impact of the ghum-based dryland agriculture (mono-cropping), although drought was compensated by the fact that more animals maize is also grown, especially in years with better rainfall. were available for the domestic market due to the Saudi Mono-cropping has made soil less productive and is one Arabia import ban. of the attributed factors to land degradation in traditional farmlands. Most agriculture related programmes focus on Fisheries emergency response and resilience enhancement, with More than 95 percent of fish currently caught in Somaliland very few working on agricultural development. are estimated to be from registered national fishing boats, with an estimated 80 percent of this coming through the Table 2 below shows how both yields/ha and the total culti- Berbera Port. Data from other locations (Maydh, Las Kho- vated area vary widely from year to year. rey) is currently not reliably collected. Table 1: Number of water supply systems constructed or rehabilitated during the NDP III period Table 2: Cereal production between 2015 and 2019 (cultivated land, production, and yield) Republic of Somaliland National Development Plan III 8 Figure 5: Number of live goats and sheep exported during the NDP II period International vessels can operate through a locally estab- by the Ministry of Energy and Mining (MoEM) to reduce the lished partner company and are currently (as of 2021) limit- average tariff charged by energy service providers have ed to a maximum of four licensed vessels after a complete been a priority and during the NDP II period there has ban was imposed by the Ministry of Livestock and Fishery been a reduction of 35 percent, according to a survey in Development (MoLFD) in 2018 and 2019. The growth of the 9 major towns, which slightly surpassed the 30 percent the annual catch from international vessels is therefore target. limited. The official annual catch from international vessels dropped from 830 tons in 2017, to zero during the period It is estimated that 16.2 percent of the total installed 150 of the imposed ban, and back to 219 tons in 2020 and 162 MW capacity comes from renewable energy sources, con- tons in 2021. siderably above the NDP II target of 10 percent. The main renewable energy projects implemented during the NDP II The limitations have been imposed for environmental rea- period include: sons, as MoLFD does not have the capacity to regularly • Energy Security and Resource Efficiency Somaliland conduct stock assessments and establish sustainable (ESRES) was a US$34 million clean energy investment fishing quotas or ensure sufficient oversight to limit the and technical assistance programme in Somaliland. damage to coral reefs. • The Somali Electricity Access Project (SEAP) is a US$2.6 million clean energy investment and techni- Figure 6 shows a steady increase of the annual catch from cal assistance programme in Somaliland. registered national fishing vessels over the NDP II period, with a total increase of 74 percent between 2016 and 2021. • Somaliland Energy Transformation was a US$4 mil- lion renewable investment that targeted maternal The fleet of national fishing vessels that were registered and child health facilities, schools, and water points with the Fishery Department consisted in 2021 of 245 in the rural areas of Somaliland. smaller vessels with an engine capacity of less than 25 hp, • A US$2.6 million investment in solar streetlights and 123 vessels with an engine capacity between 25 hp and renewable energy installations for Las Anod and 100 hp, and only seven bigger vessels with an engine ca- Erigavo hospitals. pacity of more than 100 hp • The Berbera Solar Project that installed 7 MW of solar Energy capacity in Berbera. The recently updated National Energy Policy estimates that In terms of improving the policy and legal framework, the 80.7 percent of Somaliland urban households have access Somaliland Electrical Act was passed by the parliament to electricity, whereas 20.3 percent of rural and nomadic in 2018 and signed off by the president. However, there households have access to electricity. These figures are are important sections, such as tariff regulation, that were slightly below the target outcome indicators of the NDP II. removed by the parliament during the review. Energy is relatively expensive, which has a negative impact Upon the approval of the Act, the Somaliland Electricity on household income and business development. Efforts Commission was appointed, and they are currently regu- Figure 6: Annual catch from registered national fishing vessels over the NDP II period (in tons) Republic of Somaliland National Development Plan III 9 lating the sector. The Commission is currently working to constructed at Arabsiyo, Dabis, Aw Barkhadle, Diinqal, El establish the certification and licensing system of the elec- Ayfwein, and Balli Gubbedle. trical workers and contractors. The MoEM also developed and endorsed the temporary distribution guidelines. Communal Grazing Reserves Five communal grazing sites were brought under the man- In early March 2017, consultancy services were contracted agement of the local communities of Bancawl, Casuura, for the development of a Power Master Plan. This Power Bookh, Aroori, and Tuuyo. An additional 20 potential com- Master Plan captures the current situation within the So- munal rangeland sites have been assessed, while dozens maliland power sector as well as suggests ways to improve of illegal private enclosures were eliminated, mainly in the efficiency. The Power Master Plan of Somaliland was Maroodi Jeex and Togdheer regions. A rangeland demon- launched in 2020. stration site was established at Illinta Bari. Extractives Forestry and Tree Planting The MoEM formulated and facilitated a multi-client 2D seis- Approximately 820,000 seedlings were distributed to ma- mic project, which it presented to all international oil com- jor urban centres and at least 70 percent of trees were suc- panies that have production sharing agreements with gov- cessfully planted. Five new tree nurseries were established ernment. The first project of the multi-client arrangement in Debis, Geeddeeble, El Afweyn, Ainaba, and Shurko and was concluded in January 2018, with the acquirement of an additional five nurseries were rehabilitated in Borama, 3500 km of 2D seismic surveys for Genel Energy on blocks Berbara, Erigavo, Burao, and Hargeisa. SL6, SL7, SL10, and SL13. The second project was conclud- Reduction of the Use of Charcoal ed six months later in July 2018, with the acquirement of The Ministry of Environment and Climate Change, with 800 km of 2D seismic surveys for RAK GAS on block SL9. support from its development partners, distributed 15,000 In mid-2019, both RAK Gas and Genel carried out seepage energy-saving cooking stoves, 4,000 liquefied petroleum analysis surveys. These oil and gas exploration surveys gas (LPG) cylinders, and 3,000 kerosene stoves covering covered 17 percent of Somaliland’s land mass, exceeding all regions of Somaliland. the NPD II target of 10 percent. The policy and legal instruments were put in place to in- The extractives sector has also implemented numerous troduce a tax exemption for LPG and a tax reduction for mineral exploration undertakings, including the following: equipment related to alternative energy. The ministry has • Small scale jade mining also provided a subsidy for private investors interested in • Abdulqadir Mining exploration survey producing charcoal from mesquites (Prosopis juliflora), an • Dhagax Guure mining exploration survey invasive tree species in farmlands, especially in the west of the country. • Sheiklh (Sule Malable) mining exploration survey • Laaso Surad mining exploration survey Key Policies and Legal Instruments Table 3 shows the policy formulation processes in each • Exploration and small-scale mining of gold in Sanaag sector that were completed and led to approved policies • Siimoodi gemstone project. during the NDP II period. Table 4 shows several other policy formulation processes
2.5 Environmental Management that led to draft versions that are available but have not yet The following developments are noteworthy achievements been submitted to or approved by the cabinet. during the NDP II period:
2.6 The Somaliland Development Biodiversity Protection A total of 5,000 km² of land has been gazetted as pro- Fund tected areas and four biodiversity hotspot sites have been The Somaliland Development Fund (SDF) is highlighted identified and evaluated. here as an excellent example of a jointly-managed devel- opment fund under the chairmanship of the Government In terms of wildlife protection, 90 cheetahs, approximately of Somaliland, leading to the successful implementation of 40 antelopes, and numerous birds of prey, wild cats, cara- projects in several sectors at the value of almost US$60 cals, and about 400 lizards and tortoises were saved. Three million. It has been often recognised as the government’s wildlife orphanage centres have been established in Dabis, preferred financing mechanism. Masalaaha, and Geeddeeble. The Ministry of Environment and Climate Change signed an agreement with Sweden Phase one of the SDF was successfully concluded at the for a project to assist in the establishment of Somaliland’s end of 2018 and phase two has been initiated. As Table 5 first marine conservation area, to be established during the shows, phase one had a total of just over US$59 million in NDP III period. donor contributions, used to finance 12 major projects. Soil and Water Conservation In total, just under 500 procurement contracts were han- Various soil and water conservation programmes have dled for the supply of goods and services for the design, been implemented, including the construction and reha- preparation, implementation, and conclusion of these proj- bilitation of 30 berkhads in Togdheer and 11 berkhads in ects. The vast majority (approximately 90 percent) of these Sanaag, as well as soil bunds, stone terraces, check dams, contracts were awarded to local contractors, providing a and gabions. Four sand dams and two earth dams were boost to the Somaliland economy as well as reinforcing Republic of Somaliland National Development Plan III 10 entrepreneurial skills and routines in operating under pro- fessionally executed contracts. One important reason for the operational success of the SDF projects is the Project Preparation Facility (PPF) at the SDF Secretariat. Once an initial Project Concept Note is approved, this will unlock financial resources for technical assistance to support the requesting ministry in developing a professionally designed Final Project Proposal with a detailed budget. Table 5 shows that just over US$50,000 was spent for the PPF assisting the line ministries in preparing 12 proj- ects, with a total value of US$58.5 million, or less than 0.1 percent of the overall investments. The establishment of a Project Preparation Facility could greatly enhance the capacity of ministries, departments, and agencies (MDAs) to operationalise the NDP III and formulate properly de- signed interventions with sound budgets. Lessons could be learned from global funds that work with such a facility, such as the Green Climate Fund. Table 3: Approved policies per sector during the NDP II period Table 4: Draft policies that have been formulated during the NDP II period Table 5: SDF funded projects during Phase 1 (August 2013-December 2018) Republic of Somaliland National Development Plan III 11 Chapter 3 MACROECONOMIC ANALYSIS Figure 7: GDP growth rates between 2013 and 2020
3.1 Gross Domestic Product The GDP at constant prices rose from US$1.9 billion in 2012 to US$2.3 billion in 2020, and GDP per capita (at current Somaliland started measuring its annual Gross Domestic prices; 2017 base year) rose from US$544 to US$697. This Product (GDP) in 2012, with technical assistance from the highlights the significant potential for growth yet to be fully World Bank, and later the Government of Sweden and the exploited due to economic vulnerability to external related African Development Bank (AfDB). This coincided with the shocks. first National Development Plan (NDP I, 2012-2016). The economy registered a steady growth from 2013 to 2016, 3.2 Sectoral Contributions to averaging 2.6 percent for the period under consideration (see Figure 7). Economic Growth Somaliland is attempting to develop non-livestock sources The start of the National Development Plan II (NDP II) coin- of growth for the economy to create additional revenues cided with negative growth, with the economy contracting for the government to invest in social sectors, as well as to at -1.1 percent, which was mainly attributed to the drought reinvest into the economy. The NDP II had strategies and and restrictions imposed on livestock imports by Saudi interventions in agriculture, mining, manufacturing, and the Arabia. The subsequent two years registered significant ever-growing service sector, while identifying programmes growth under the circumstances, with 2.5 percent and to promote resilience to maintain comparative advantage 6.2 percent in 2018 and 2019 respectively. As Somaliland in and grow the livestock sector. has one of the most open economies in the region and is connected to the world economy through trade, COVID-19 Based on estimations from Somaliland’s GDP figures, impacted the economy in 2020, as in most countries, with which is computed using an expenditure approach, sector a contraction of -3.1 percent. contributions to GDP in the last two years confirm the grow- ing importance of the service sector. Table 6 highlights the various components based on classifications of the System of National Accounts 2008 guidelines. The major contribu- Table 6: Contributions to Somaliland’s GDP by sector tions of the three main economic sectors to GDP in 2020 were 8.1 percent from agriculture (production sector), of which livestock clearly stands out, 18.6 percent from indus- try, and 73.3 percent from services. The Agricultural and Production Sector The contribution of the agriculture and production sector to GDP dropped from 8.1 percent in 2019 to 6.9 percent in 2020. The drop is mainly attributed to the impact of COVID-19 that curtailed livestock exports into the main market of Saudi Arabia, as there was limited Hajj and Um- rah participation. Somaliland is the Horn of Africa’s largest exporter of livestock - mainly goats, sheep, and cattle - into Saudi Arabia and other Gulf States, particularly during the Hajj. The livestock sector contributes over 75 percent of the total value of exports, as well as to the agriculture sector. Pastoralism continues to be the dominant economic activity for most of the six regions across Somaliland, creating jobs and employment for the greater part of the population. Source: Central Statistics Department, MoPND, GDP Data, and author's estimations There is limited economic activity in forestry, fisheries, and Republic of Somaliland National Development Plan III 13 crop production. With a coastline of over 800 kilometres, eased due to improved health responses, the administration fisheries are one of the most underdeveloped sub-sectors. of COVID-19 vaccines and increased international travel. There is just one commercial fish processing factory in However, the outlook for the tourism sector remains fragile the country. Despite livestock’s significant contribution to due to uncertainties surrounding the potential appearance the Somaliland economy, all three sub-sectors, including of new variants of the COVID-19 virus and potential need livestock, continue to lag due to their strictly subsistence for new travel restrictions. nature.
3.3 Fiscal Operations The Industrial Sector The Government of Somaliland’s fiscal position over the The contribution of the industrial sector to GDP dropped last three years of NDP II was strong despite challenges slightly from 18.6 percent in 2019 to 15.0 percent in 2020. posed by COVID-19 for revenues and unexpected expen- All the sub-groups, i.e., construction, manufacturing, and ditures. In the fiscal year 2019, the overall budget balance mining, registered drops in overall activity. The construction (including grants) was a surplus of SlSh 90.4 billion. Due industry remains the most buoyant, contributing to 93.4 per- to the pandemic, the deficit widened to SlSh 29.7 billion in cent of industry, with both private and public investment in 2020, attributed mainly to a reduction in grant flows as well the sector. The construction sub-sector is highly dependent as increased spending on goods and services. on remittances from Somalilanders abroad. Mining and quarrying contributions to growth remain largely underde- The budget balance was restored from a deficit to a positive veloped whilst manufacturing is mainly in light industries. of SlSh 97.2 billion in 2021 as economic activities bounced The Services Sector back. Figure 8 highlights the government’s fiscal balances The contribution of the services sector to GDP increased considering grants and loan repayments. The objective of slightly from 73.3 percent in 2019 to 78.1 in 2020. All the analysis is to delineate the effect of grants and loan re- sub-sectors showed a great deal of resilience despite the payments on current efforts to gain a strong fiscal position. pandemic, with just moderate drops in a few instances. The budget balance (excluding grants) and primary balance (excluding grants and loan repayments) were both positive Food and beverages constitute 58.1 percent of the total for the last three years of NDP II. The budget balance, ex- services sector, followed by other services, which include cluding donor funds and loan repayments, was consistently wholesale and retail, telecoms, financial services, hospi- positive, reflecting good fiscal management. tality, etc. Public administration remains strong, especially from the central government, constituting 6.4 percent of Domestic Revenue Domestic revenue, as indicated in Figure 9, increased by the sector, a drop from seven percent in 2019. Prospects 26 percent from SlSh 1.8 billion to SlSh 2.0 billion, or 7.9 in the service sector depend on the rebound of activities in percent of GDP in 2020. The revenue-GDP ratio highlights accommodation, professional services, administration, re- the need for significant improvement in revenue genera- mittances (to support consumption), and hospitality, which tion, as the World Bank’s minimum recommended ratio is contracted during the pandemic due totravel restrictions. 14 percent for Sub-Saharan Arica countries. Tax revenue continued to be the main source of revenue for the gov- The tourism sector could pick up as travel restrictions are Figure 8: Somaliland’s fiscal balances, 2019-2021 (SlSh) Figure 9: Revenue composition in Somaliland (SlSh) Republic of Somaliland National Development Plan III 14 Figure 10: Government expenditures (SlSh) Figure 11: Repayment on loans ernment over the NDP II period, accounting for 87.8, 86.8, eral financial institutions, all of the country’s debt is domes- and 80.8 percent of total revenue in 2019, 2020, and 2021 tic. Additionally, due to an absence of financial assets such respectively. The contribution of taxes to domestic revenue as treasury bills and central bank bonds, all loans accrued is slowly reducing as non-tax revenues grow, a positive are mainly arrears accumulated by MDAs and central bank development in expanding the revenue base. advances. There is an existing debt manual that guides the validation and payment of debt. Government Expenditures Similarly, government expenditure grew in nominal terms Total domestic debt payment as of December 2021 amount- alongside revenues. Compensation of government employ- ed to SlSh 86.5 billion, dropping from a high of SlSh 111.9 ees continues to be the main expenditure, with a majority billion in 2020, a 22 percent reduction (see Figure 11). going to the security sector. Of particular importance is the increase in project financing 3.4 Financial Sector Development from the government over the years, which grew from SlSh Financial indicators of the banking industry remain within 27.7 billion to SlSh 182 billion, an increase of over 500 per- prudential requirements, indicating a well-capitalised and cent. To address the infrastructure deficit, which is required highly liquid industry. to spur economic growth, this trajectory must be sustained. Growth in the banking industry is evident in its asset base. Donor funds using Somaliland’s country systems continue Total assets grew by 22 percent from 2019 to stand at to be extremely low compared against recommendations US$290.6 million by the end of December 2020. Overall, set out in the Paris Declaration, which encouraged donors the assets of the banking industry grew by 64 percent from to use country systems as opposed to creating parallel 2017 to 2020. There was also a significant rise in bank de- structures. posits from US$120.3 million in 2017 to US$291.1 million by the end of 2020. This is a significant indicator of the banking Domestic Debt Market Developments sector’s liquidity and ability to supply credit to the economy. The domestic debt market remains shallow and is con- Although there is considerable room for improvement, the stituted largely of arrears accumulation by Ministries, De- banking sector’s catalytic role and contribution to the econ- partments, and Agencies (MDAs). There is no accessible omy is growing. Gross loans as of December 2020 stood capital market for the government or private sector to raise at US$184.3 million, up from US$49.7 million at the end of required funding for investments. Due to a lack of access to 2017, a growth of 271 percent. Private sector credit growth, international financial markets and financing from multilat- a universal indicator of business growth, grew 124 percent Table 7: Financial soundness indicators of the banking sector in Somaliland Republic of Somaliland National Development Plan III 15 Figure 13: Inflows and outflows of remittances vs. the trade balance Figure 14: Exchange rate and trade balances Source: MoPND, GDP Database Source: Central Bank of Somaliland in 2020. Unfortunately, there is no data on Non-Performing The non-bank financial sector serves the informal compo- Loans (NPLs). This makes it impossible to estimate signifi- nent of the economy and is often used as a good indicator cant asset quality measures, such as gross NPLs to gross of financial inclusion. In Somaliland, non-bank financing is loans, provisions to NPLs, earning assets to total assets, provided by microfinance institutions (MFIs) and mobile etc. financial services. Both are expanding, in volume and in value, contributing to the rapid expansion of the digital Table 7 shows that the banking industry capital adequacy financial space. ratio averaged 12.9 percent at the end of December 2020, compared to 13.2 percent a year ago, representing a drop MFI’s assets, capital, and income continue to grow. Total of 0.3 percentage points. Although 12.9 percent is above capital grew by 21 percent from US$5.7 million at the end of the prudential requirement of 10 percent, the rate at which December 2018 to US$6.8 million at the end of December it dropped since 2018 is concerning. 2019. MFIs registered 24 percent and 27 percent growth in total assets and total loans, from US$7.4 million and US$6.0 The industry remained highly liquid, with a liquid to total million in 2018 to US$9.4 million and US4 7.5 million, re- asset ratio of over 80 percent since 2017, reaching a peak spectively. Finally, MFIs registered their highest recorded of 90 percent at the end of December 2020. This is well growth rates during this period, rising from US$252,118.47 above the prudential requirement of 30 percent. This indi- to US$ 484,867.69, an increment of 92 percent. cates that banks are holding onto significantly more cash than required, possibly due to the lack of safe investment 3.5 Balance of Payments options. The ratio of liquid assets to deposits as of Decem- The balance of payment is not estimated in Somaliland ber 2020 was 89 percent, high enough to meet short-term as the system of national accounts is not fully estimated. liabilities. As a result, this section analyses the goods and services of a typical current account, depicting persistent deficits Return on Assets (ROA) and Return on Equity (ROE) from financed through remittances and official flows. The goods the end of December 2019 to the end of December 2020 account balance is estimated to be at a deficit of US$109.8 rose from 0.8 percent and 7.7 percent to 0.7 percent and million as of December 2021, compared to a deficit of 6.9 percent, respectively. The moderate returns could be US$106.6 million the previous year. The deterioration in attributed to excessive liquidity, as some of the liquid as- the goods account balance mainly reflects an increase in sets could be invested for higher returns. the importation of goods, which offsets the slight growth in exports. Figure 12: Goods, services, and trade account balances (in USD millions) Source: MoPND, GDP Database Republic of Somaliland National Development Plan III 16 The services account balance decreased 14 percent, from In this regard, the stability of the shilling from 2017-2020 a deficit of US$16.3 million in 2019 to US$ 18.6 million in bodes well for inflation and overall macroeconomic stability. 2020. The widening deficit is attributed to a drastic drop in The Bank of Somaliland intervened in the market on both tourism and personal travel due to COVID-19. multiple occasions in 2021 to influence the market rate of the shilling. Overall, the net injection was SlSh 48 billion, Both the services and goods accounts persistently record- indicating a strong performance of the shilling against the ed increasing deficits from 2017 to 2020. As a result, the US dollar. trade balance worsened over the same period, exerting more pressure on financing the deficit. As depicted in Fig- 3.7 Price Development (Inflation) ure 12, the trade deficit widened from US$ -93.2 million in Although Somaliland is vulnerable to external shocks that 2017 to US$ -128.4 in 2020, representing a negative growth can spike inflation, such as high imports (imported infla- of 38 percent. tion), persistent trade deficits, and exchange rates, inflation has been low and stable over the last two years. Headline The main sources of financing the trade deficit are remit- inflation has consistently been below double digits since tances from abroad and Official Development Assistance August 2018, when it was 13.6 percent following high (ODA). There is limited data on Foreign Direct Investment spikes in much of 2017 and 2018. Over the last two years, (FDI) and Portfolio Investment Flows (PIFs) into the country. prices have, to a large extent, been stable within the central Figure 13 compares the trade deficit with remittance flows. bank target of single digit inflation. Much of the inflation is driven by food inflation, except from April 2021 to July 2021
3.6 Exchange Rate Development as depicted in Figure 15. The price stability towards the end The foreign exchange market continues to be awash with period of NDP II is much more pronounced, as the last six liquidity largely due to export receipts and ODA. However, months of 2021 registered subdued prices, peaking at one it is equally under pressure as net flows of remittances percent in July 2021. registered in 2021 were negative. The rise in food prices is influenced by the increase in “food The Central Bank of Somaliland’s main monetary policy tool crop and related items” prices, which increased by 3.7 to manage inflation is the exchange rate corridor. Based on percent in July and 1.8 percent in August before declining movements in the market, the bank embarks on open mar- 0.2 percent in September. The other volatile component of ket operations, through auctions, to stabilise the Somalil- headline inflation is energy prices, which also remained low and shilling. The bank injects more shillings into the market in the last six months, peaking in December at 2.6 percent. when the value of the currency is considered overvalued As expected, core inflation is less volatile than food and (appreciates) against the US dollar. Alternatively, when the non-food inflation. This is because core inflation measures shilling depreciates, which impacts price stability, the bank fundamental changes in prices of goods and services in the intervenes by withdrawing more shillings using the US dol- economy, minus the volatile items. For the last six months, lar. The market volume for US dollars then increases and core inflation has never reached one percent. In fact, in slightly depreciates against the shilling. December 2021, it was constant at 0.5 percent from the previous month. Indeed, the economy has experienced In Figure 14, the exchange rate (period average) depreciat- price stability for the past two years, aided by central bank ed 10 percent from 2017 to 2018. Subsequently, the shilling monetary operations which keep inflation at reasonable appreciated by 14 percent in 2019 and one percent in 2020. levels as COVID-19 continues to impact lives and liveli- Overall, currency depreciation or appreciation within a five hoods. percent band is acceptable, as it is considered non-volatile. Figure 15: Inflation rates from 2017 to 2021 Source: MoPND Republic of Somaliland National Development Plan III 17 Chapter 4 MACROECONOMIC STRATEGIES FOR GROWTH DRIVERS OF GROWTH IN SOMALILAND
4.1 Introduction For inland revenue: • The revenue base will be expanded by encouraging The Somaliland economy continues to grow, riding on the Micro, Small, and Medium Enterprises (MSMEs) into peace dividend as well as the government’s commitment formal structures and/or improving overall compli- to diversify the economy away from pastoralism. Prospects ance in the informal sector. remain good in the medium and long term. The macro- economic framework to support growth within the period • The Integrated Tax Administration System (ITAS) in of NDP III, in line with the objectives of Vision 2030, will the Public Financial Management (PFM) reform strat- specifically include, among others, the following reforms: egy will be prioritised in phase II of the World Bank • Growth diversification project, replacing the PFM Support project. The au- tomation will improve general taxpayer information • Revenue mobilisation and expenditure rationalisa- and, eventually, compliance. tion • The capital gains tax will be reformed so taxes will be • Domestic money market development paid after disposal. It is beneficial to have a specific • Improved monetary policy framework tax on the sale value or a percentage of the consider- • Financial sector stability, competitiveness, and safe- ation made, whichever is higher. Presently, any gain guards or loss from the disposal of an asset is included in gross income or the loss is permitted as a deduction • Business environment improvements of gross income. This is prone to non-compliance. • Strengthened statistics via an inter-agency macro- • Telecoms taxation will be improved by introducing an economic working group excise on telecoms, a Global System for Mobile Com- munication (GSM) tax on all calls, and the standard
4.2 Fiscal Policy corporate tax on profits payable by GSM companies. Domestic revenue (tax and non-tax) mobilisation is imper- This will be followed by telecoms audits, possibly ative to generate additional revenue and achieve greater with external technical assistance. budgetary flexibility, especially on development and project In the context of customs revenue: financing. The fiscal envelope will be expanded to increase • In line with the PFM Strategy, the customs department expenditures on social services and infrastructure devel- will receive funding to transition to the Automated opment. Options include improving revenue collection System for Customs Data (ASYCUDA) system, which and streamlining expenditures to more strategic issues. will reduce most of the current manual valuation. Although sensitive for a low-income country, taxation will • Utilising the Berbera Oil Terminal, and the overall be fair and non-distortionary, forming the bedrock of sus- Barbera Corridor, the government will continue to tainable revenue mobilisation. devise strategies to increase imports from Ethiopia, Revenue Mobilisation including fuel. Independent and semi-autonomous revenue authorities • The taxation regime on khat, cigarettes, and other have proven to be effective in improving compliance in tobacco products will be overhauled based on World many areas. As a result, the Somaliland Revenue Authority Health Organisation (WHO) recommendations. There will be established. Tax exemptions will be streamlined for will be an ad valorem tax and a specific tax on all both inland revenue and customs. The exemption rules and tobacco products. procedures will be strict. There will also be improved tax exemption reporting for inland revenue as part of annual Rationalised Expenditures tax returns and partner funds will be incorporated into the With limited domestic resources, the government will ra- budget. tionalise expenditures to be efficient and effective, reduc- ing waste and improving impact. Republic of Somaliland National Development Plan III 19 In line with the PFM Strategy, the government will work on the potential to improve financial inclusion via an electronic the establishment of the Procurement Authority, working payment platform in the country. closely with the National Tender Board (NTB) and parlia- ment. This will pave the way to decentralise procurement Risk-based bank supervision and the enforcement of in government, improving capacity at the MDA level and prudential ratios must be introduced based on the Basel increasing value for money. Committee recommendations. The whole range of financial sector indicators will be subjected to prudential require- Linking the budgeting process to the National Develop- ments. ment Plan will address the mismatch between the annual budgets and the NDP III. Additionally, extrabudgetary ex- 4.5 Domestic Currency and the penditures will be reduced to keep arrears at sustainable Debt Market level by MDAs. The government of Somaliland, through the Central Bank,
4.3 Monetary Sector Developments will work on modalities to introduce money markets into the country in line with the principles of Islamic banking, as Currently, the only monetary policy tool utilised by the required by the Islamic Banking Act. Central Bank is the exchange rate corridor. This requires building foreign exchange buffers as part of the reserve Due to limited domestic resources, much of Somaliland’s management. There are downside risks to the effectiveness development budget comes from international partners. of this strategy, particularly the vulnerability of livestock Domestic revenue is mainly comprised of taxes, especially exports, volatile inflow of remittances, and reduced ODA. on international trade. The government doesn’t have ac- cess to multilateral financial institutions, hence the need to In the near future, the Central Bank intends to adopt a create an avenue to raise funds both from domestic eco- monetary targeting regime using Narrow Money (M1) and nomic players and Somaliland’s diaspora. This will serve Broad Money (M2). It will consider reserve requirements as both the government and corporate sectors, as there is one of its morphing strategies. A well-capacitated research a need for a domestic money market to raise capital for department, rather than a monetary policy unit, will be es- investments. tablished to help the bank’s continuous assessment of the economy to prescribe the right policies for price stability, For the establishment of a domestic debt market, strictly financial sector management, and economic growth. based on Shariah-compliant investments, the government will study the model in other Islamic countries and Sukuk On financial inclusion, a credit information system will be markets and adjust for local context. Furthermore, a nation- established to reduce possible excessive credit concen- al development forum on domestic market development tration and work on creating a platform for guarantees for will be organised, including discussions on establishing SMEs. Presently, Somaliland’s banks have too much liquidi- diaspora bonds, a financial tool available in other countries ty. Therefore, financial sector policies to incentivise lending in the region. to the private sector will be promoted. This will create a win-win situation, where liquidity could increase yields for Prior to the establishment of the money market, a debt banks while providing needed credit to the private sector. law must be enacted. The law can legislate the “golden
4.4 Financial Stability and rule principle”, taking debt only for capital expenditures. Moreover, it can introduce an explicit debt anchor by, for Safeguards example, targeting a specific debt-to-GDP ratio. A debt The banking sector is in good condition, but financial management strategy will then be developed based on the inclusion remains limited despite recent gains, especially proposed legislation, based on the objectives of contract- among women in the informal economy. The sector is dom- ing debt at the lowest cost and risk to future generations. inated by a few large players, organised in an oligopolistic structure, with limited information provided to the Central 4.6 Improving the Business Bank on important indicators that gauge asset qualities, Environment such as on Non-Performing Loans (NPLs). The Central The business environment in Somaliland remains good, Bank will continue to build its supervisory capacity, utilising but improvements will further support private sector-led standard reporting tools for all bank and non-bank finan- growth. The World Bank’s 2012 Doing Business Index (DBI) cial institutions. There is a need to improve data sharing ranked Hargeisa 174 out of 183 in doing business. Since obligations so that banks and non-banks regularly supply then, there was no other DBI report that included Somalil- information to the Central Bank, especially on credit dis- and. Recently, the Ministry of Finance Development con- tribution. This information will help the government avoid ducted a study of the business environment in the county, credit concentration and develop incentives to stimulate based on the recommendations in the 2012 DBI report. borrowing in critical sectors of the economy. Besides the This study concluded that: building of a credit information system to reduce possible excessive credit concentration and improve inclusion, Momentum needs to be sustained in the following areas: a platform for guarantees for MSMEs must be created to • The number of days it takes to register a business enhance inclusion. has been reduced and Somaliland is now compet- itive among East African countries. Only Rwanda is Regulations and the payment architecture for mobile bank- doing better, with just 4 days. ing need to be improved. Mobile banking services have Republic of Somaliland National Development Plan III 20 • Continue the one-stop shop for investors. Improvements are needed in the following areas: • Improvements in the energy sector will be geared towards reducing costs, establishing a national grid, improving the energy mix for sustainability, strength- ening regulations, and enhancing standardisation. • Access to credit remains a challenge - out of the eleven indicators in the 2012 DBI report, access to credit was ranked the lowest. The policies mentioned previously under the financial sector are expected to improve this indicator. • Although competitive in the region, paying taxes will be made more efficient for the taxpayer and less costly for the government to collect, especially for land and buildings. There will be an inter-agency committee to review reforms and create a roadmap on how to address reforms, if needed. • Land banking for investment will be prioritised based on the recently approved Land Policy in 2021, which establishes reforms to the land tenure system. Overall, these strategies are anticipated to address the maroeconomic risk summarized in Table 8. Table 8: Macroeconomic risk assessment matrix Republic of Somaliland National Development Plan III 21 Chapter 5 MAINSTREAMING CLIMATE CHANGE IN NDP III IMPLEMENTATION
5.1 Introduction predict the weather. However, these typical climate patterns no longer exist or are more difficult to predict because of Somaliland is highly vulnerable to the risks of climate climate change. Early warning systems are becoming a change and extreme weather conditions. The NDP III critical adaptation measure that can reduce the damage comes at a time when Somaliland has experienced five of droughts to the economy, specifically for agro-pastoral- consecutive failed rainy seasons, and forecasts indicate ists and vulnerable groups. In the NDP III implementation, that the rainfall in 2023 will be below the average, dev- the Government of Somaliland will establish the National astatingly impacting the ecosystem. These droughts and Meteorological Agency (NMA) for the documentation and shocks are increasingly becoming recurrent and dispro- timely dissemination of climate information to stakeholders portionally affecting vulnerable groups, including women to prepare for eminent droughts and other climate patterns. and girls, children, the elderly, people with disabilities, and other marginalized groups. Frequent and intense droughts Water Supply and Security undermine food security and worsen livelihood conditions, Recurrent droughts from declining rainfall have significant- fuelling societal grievances, increasing competition over ly reduced the availability of water in Somaliland. Water scarce resources, and exacerbating existing community scarcity kills livestock, dries crops, and forces pastoralists tensions and vulnerabilities. Climate change has complex and agro-pastoralists to move from one place to another in and interlinked implications for natural resources, peace search of water and pasture. In urban areas, families prior- and security, human health, migration and displacement, itise water for cooking and drinking and forgo bathing and gender equality, and vulnerable and marginalized groups. washing clothes during dry seasons when water is scarce Hence, the NDP III is adopting a climate resilience approach and expensive. In its implementation, the NDP III invests in in its implementation by mainstreaming climate change mit- rainwater harvesting systems to increase water availability. igation and adaptation strategies to respond to the needs These measures will be complemented by the installation and priorities of different communities. of green technology, such as solar water sources, to im- prove water supply sustainability and reduce the cost of Compared to other nations, Somaliland emits relatively low operations and maintenance. It is also vital to adopt a policy levels of carbon dioxide (CO2) into the atmosphere but of Integrated Water Resource Management (IWRM), which suffers from the impact of global greenhouse gas emis- considers the entire water cycle from source and distribu- sions. In the NDP III, Somaliland is committed to reducing tion to treatment, reuse, and return to the environment in a the emission of greenhouse gases by increasing the share sustainable manner of renewable energy sources and generation and planting trees in urban and rural areas. Natural Landscape Restoration and Reforestation Over the past two decades, the degradation of natural
5.2 Climate Change Adaptation resources and deforestation, mainly driven by charcoal Approaches production and overgrazing, have rapidly increased So- maliland’s vulnerability to climate change-induced droughts The NDP III will embed climate change adaptation ap- and desertification. The Environment chapter of the NDP proaches in its implementation to combat the climate crisis III outlines nature-based solutions or ecosystem-based and achieve Somaliland’s national development priorities. adaptations for the climate crisis. This includes planting trees in urban and rural areas and on mountain slopes and Climate-resilient Infrastructure planting mangroves in coastal areas to significantly reduce Somaliland aims to build advanced infrastructure that en- heatwaves, provide natural sea defences from storm surg- ables economic and social development while facilitating es, and prevent desertification. local, regional, and global trade. The priority is a domestic road network that connects the different parts of the coun- Sustainable Production Practices try. 37.71 percent of the cost of the NDP III is dedicated to In Somaliland, most food production depends on weather building to climate-resilient infrastructure such as roads, conditions as a majority of the country’s agriculture is rain- bridges, ports, airports, and telecommunication lines that fed. Changing rainfall patterns make it difficult for farmers can withstand shocks from extreme climate impacts. Invest- to determine when to sow the seeds, which can lead to ing in resilient infrastructure is a key strategy for adapting reduced food production and availability. For example, to climate change and will save billions of dollars worth farmers typically sow their fields in February each year of damages while reducing vulnerabilities. More resilient and expect rainfall between March and May, while finally infrastructure assets pay for themselves with extended harvesting in July or August. However, infrequent rain and lifecycles and more reliable services. shifting rainfall patterns lead to smaller yields or, in some cases, total crop failure for the year. The Production chapter Early Warning Systems of the NDP III outlines the implementation of sustainable ag- Somaliland relies on regional institutions for climate infor- ricultural practices to achieve food through strengthening mation and early warning systems. Although the Ministry of communities’ resilience and adaptive capacity, while also Agriculture Development (MoAD) keeps weather records protecting marine resources and adopting climate-resilient at specific meteorological stations across the country livestock management approaches. and NADFOR disseminates periodic weather information through radio, rural communities seldom access this infor- Considerations for Vulnerable Groups mation to take necessary actions. Historically, rural commu- The NDP III reflects the needs and priorities of the vul- nities have relied on natural indicators like wind direction, nerable group in the Cross-cutting Themes chapter while the location of stars in the sky, and cloud movements to also being inclusive in its implementation. Implementing Republic of Somaliland National Development Plan III 23 the NDP III strengthens vulnerable groups' resilience and • The Adaptation Fund Climate Innovation Accelerator reduces their exposure and vulnerability to climate-relat- (AFCIA). ed events and shocks. For example, the implementation • The Green Climate Fund (GCF). of national social protection systems and measures for vulnerable groups, including women and children, people • Strengthening Endogenous Capacities of Least with disabilities, displacement affected communities, and Developed Countries to Access Finance for Climate people living with HIV/AIDS, will strengthen resilience and Change Adaptation (UNI-LEAD) and others. adaptive capacity to climate-related hazards and natural Moreover, the announcement of a global Loss and Damage disasters. Moreover, ensuring that vulnerable groups have Fund at the most recent United Nations Climate Confer- equal rights to economic resources, access to basic ser- ence (COP27) is an opportunity for Somaliland and other vices, and ownership and control over productive resourc- developing countries to finance their climate mitigation and es will further insulate them from climate-related crises. adaptation needs. Since Somaliland is likely to face restric- tions and challenges in accessing climate change adapta- Long-term Planning tion and mitigation financing, the country needs to develop The NDP III envisages climate adaptation solutions that an innovative strategy to coordinate with UN agencies and could be more effective if integrated into national develop- other multilateral agencies to benefit from available funds. ment policies, strategies, and plans. Somaliland will develop a National Adaptation Plan (NAP) which will consolidate and harmonize strategies, plans, and policies to strategically prioritize adaptation needs to address climate change-re- lated crises. The NAP will inform government decisions on investments and regulatory and fiscal framework changes and raise public awareness of climate change risks. Given the unique case of Somaliland, the government will work with the UN Environment Programme (UNEP) to explore ways to support the development of the NAP, which will also be used to improve adaptation elements for Nationally Determined Contributions (NDCs), which are a central part of the Paris Agreement.
5.3 Financing Climate Change Mitigation and Adaptation Somaliland is committed to upholding the UN Framework Convention on Climate Change (UNFCCC) and other in- ternational treaties in tackling the risks of climate change. Although Somaliland cannot directly participate in global climate change discussions as a state, it can still participate and play an active role through the UN, regional bodies, friendly states, and other multilateral agencies. For exam- ple, in collaboration with the UN Development Programme (UNDP), the Ministry of Environment and Climate Change (MoECC) organizes annual climate change forums where participants exchange updates about the impacts of cli- mate change and adaptation strategies. The MoECC will expand these forums by inviting all relevant public and private institutions, development partners, and think tanks and research firms. The MoECC will also organize regional events to cascade climate change discussions to affected communities and their governance structures. Furthermore, the MoECC will coordinate with relevant stakeholders, such as UNEP, to formulate the NAP that will guide the national adaptation needs. Like many other developing countries, Somaliland needs to finance its climate change mitigation and adaptation mea- sures. There are several global funds available for climate change mitigation and adaptation. While Somaliland may not be able to benefit directly from these funds as a state, it can still access financing through the UN, specifically UNEP, and other multilateral agencies. These funds include: • The Global EbA Fund provides grants to innovative approaches to ecosystem-based adaptation (EbA). Republic of Somaliland National Development Plan III 24 Chapter 6 ECONOMY SECTOR
6.1 Introduction Table 9: Policies and legal instruments developed during NDP II Somaliland’s Vision 2030, with respect to the state of the POLICIES ACTS economy, is to be “a nation whose citizens enjoy sustained Somaliland Invest- The Public Procurement economic growth and reduced poverty levels”. To achieve ment Policy 2019 Act: Law no. 82/2018 this objective, the government will prioritise expenditures on core sectors such as health, education, and water. The National Employment Anti-money Laundering emphasis will be on improving human capital as a bedrock Policy 2020 /Counter Financing of of development. Furthermore, development will always be Terrorism Act: Law no. anchored on sound macroeconomic policies and enabling 79/2019 factors, such as trade facilitation and investment policies, which will lead to job creation and ultimately improve liveli- National Insurance Remittance Act: Law no. hoods through increased incomes. Policy 2021 86/2019 Mobile Money Business Licensing Act: The anchor of the Somaliland economy used to be live- Regulation 2022 Law no. 98/2021 stock and livestock-related activities, but over the years this has shifted, at least in terms of market value, to the Public Private Part- Companies Act: Law no. service industry. This is a common trajectory of economies nership Policy 2022 80/2018 in Sub-Saharan Africa - skipping growth in industrialisation National Micro, Small Somaliland Labour Act: and instead focusing on services. and Medium Enter- Law no. 31/2020 prise Policy 2019 In the services subsector, the dominant players are retail trade, telecoms, tourism, and financial services. Remittanc- Clearing House Civil Service Act: Law no. es play a catalytic role in the economy and are supported Regulation 2022 97/2022 by the large diaspora population. Remittances and the Cash Management Armed Forces Pension export of livestock ensure a steady supply of much-needed and Control Policy Act: Law no. 88/2019 foreign currency to finance the persistent account deficit. 2021 The economy is growing as an important logistics hub for Standard Chart of National Insurance the Horn of Africa, riding on the Berbera Corridor and the Accounts 2022 Authority Act: Law no. peace dividend. The successful Dubai Ports World invest- 92/2020 ment in the Berbera Port and a logistic hub by trading giant National Tax Policy Insurance Company Act: Trafigura are good indications of the investment climate in 2021 Law no. 104/2022 the country. Investments in fish processing from artisanal fishing can be an important source of value added in the National Fixed Asset Special Economic Zones economy. Management Policy Law: Law no. 93/2021 2019 Notwithstanding these gains, Somaliland’s economy International public remains vulnerable to shocks. To grow on a sustainable sector accounting path, a reform agenda should be pursued to improve the standard policy 2021 enabling business environment. A key component of this is expanding the financial sector to support economic growth, which will be complemented by public sector reforms. The reforms in Table 9 highlight the commitment of the government to continually improve the business environ-
6.2 Situational Analysis ment for improved inclusive economic growth. The NDP II period witnessed successes and challenges Public Financial Management regarding the economy. Although external factors contin- Public Financial Management (PFM) was driven by its reform ue to hinder the growth of the economy, challenges also strategy, which has several important reform programmes, remain on the domestic front. This section highlights the i.e., in the budgeting process, increasing domestic revenue, progress as well as the challenges in this sector. automating the country’s payment system, and building the capacity of public services to better manage the country’s Policies and Legal Reforms finances. The government’s role in a typical liberal economy is to cre- ate an enabling environment through appropriate policies The Ministry of Planning and National Development led a and legal instruments for the private sector to prosper, as prioritisation process of Somaliland’s NDP II (2017-2021), well as to address market failures and the provision of pub- and subsequent budget cycles were informed by these lic goods. The policies and laws in Table 9 were approved outcomes. The Ministry of Finance Development has also during the implementation of NDP II. engaged with communities and held public hearings on the budgetary process to enhance citizen engagement and accountability. One of the PFM targets included improving human capital, IT infrastructure, and automation, as well as legal and regulatory frameworks. This has been partially achieved, as mentioned in the policies and reforms sub- section. Republic of Somaliland National Development Plan III 26 There has been a strong focus on improvements to the new entrant was granted a license by the Central Bank. inland revenue system. As a result, the government has updated its tax policy – which aims to broaden the tax The Central Bank granted licenses to over 1,200 foreign ex- base – and has introduced progressive and fair taxes, change dealers between 2017 and 2021. It also took a bold modernised tariffs, and has improved overall efficiencies in step towards organising foreign exchange traders through the tax system. support from mobile money service providers. In line with the PFM Strategy, the government has reviewed Insurance its fiscal transfer provisions, particularly concerning local The Insurance Authority was established in 2021 and is governments, which has led to improvements in this area. mandated to regulate and supervise the growing number of insurance companies in Somaliland that were previously The Somaliland Financial Management Information System regulated by the Central Bank. While the insurance industry (SLFMIS) has been operational since 2017. The system has is still in its infancy stage, there are now nine licensed insur- had significant positive impacts on government public finan- ance companies in Somaliland. cial management, including improvements in the accuracy and efficiency of processing transactions and reporting, The Gross Premium in the emerging insurance subsector more efficient domestic revenue collection and reporting, increased from US$1 million to US$1.7 million in 2021. Major improved budget discipline for government spending, and business portfolios included the medical, marine, and mo- enhanced transparency and accountability in the collection tor industries, amounting to 99 percent of the total gross and utilisation of public funds. premiums written within the insurance industry in Somalil- and in 2021. The SLFMIS has enabled the government to align budget classifications with international standards, such as the Table 10: Categorisation of MSMEs Classification of the Functions of Government (COFOG), Enterprise Employees Annual sales/turnover as well as the development of charts of accounts that are or total assets compliant with the International Monetary Fund Govern- Micro Enterprises 1-4 Up to USD 5,000 ment Financial Statistics (IMF-GFS) guidelines. Small Enterprises 5-20 Between USD 5,000 – On budget transparency and accountability, the govern- 50,000 ment has been actively engaging the public, especially civil society. The Ministry of Finance Development has Medium Enter- 21-100 Between USD 50,000 published all budgets since 2017, the Ministry’s Strategic prises – 500,000 Plan 2019-2023, and annual fiscal reports, as well as key Large Enterprises Over 100 Over USD 500,000 statistics, such as on annual trade. Importantly, a citizens' budget has also been prepared and disseminated. Micro, Small, and Medium Enterprises Finance and Banking Micros, Small, and Medium Enterprises (MSMEs) play a The Central Bank of Somaliland regulates the country’s key role in inclusive growth and employment. In Somalil- finances, with a key mandate to ensure price stability with a and, MSMEs are enterprises that employ less than 100 target of inflation of, at most, 10 percent. This goal has been people and have sales turnover or total assets of less than achieved despite global economic shocks. US$500,000. Key steps taken include managing the fluctuations in the MSMEs contributed significantly to the post-war recovery exchange market as well as building the capacity and rais- in Somaliland following independence and remain a core ing awareness of financial institutions to pending policies, element of the country’s private sector-driven economy. laws, and regulations. A 2017 study by Cardiff University and Gollis University showed that most enterprises in Somaliland are informal As Somaliland is a dollarised economy, there must be a suf- and involved in trade. The study estimated that in Hargeisa ficient supply of foreign currency in the market. The Central alone, the informal economy provides 77 percent of the Bank intervenes in the market to stabilise the exchange city’s total employment. To facilitate the ease of doing busi- rate to avoid volatility passing onto prices. ness, the Ministry of Trade and Tourism has established a Business Information Centre (BIC), or Xogsiiye-9444, aimed On banking regulations and licensing, the Central Bank has at providing information to small businesses. The BIC pro- streamlined the registration and licensing of all financial vides information across Somaliland in Somali, English, and institutions operating in Somaliland. A total of six banks are Arabic on business start-up practices, access to finance, currently in operation. A banking association was estab- and business development services. lished to increase collaboration on financial intermediation and interbank activities in all areas of operations, including Following the approval of the MSME Policy 2019, the minis- financing and credit references. The Central Bank has also try drafted a roadmap for implementation and established a developed the 2022 Clearing House Regulation. technical working group to guide the process. Four non-banking financial service providers were licensed The Ministry of Trade and Tourism established a business between 2018-2021. There were only two licensed mobile licensing inspection team that has been undertaking money service providers before 2017. However, in 2019, a inspection activities since 2018 to ensure that all types of Republic of Somaliland National Development Plan III 27 businesses operating in the country legally exist and are Several successful programmes were implemented with a registered. This measure aims to reduce the growing num- focus on youth entrepreneurship and creating jobs. Most ber of unregistered and unlicensed enterprises. of these programmes are implemented by international non-governmental organisations (INGOs). The one-stop shop platform for business registration and licensing was established in 2021, which aims to ease the The government initiated the National Service Programme process of registering businesses by both national and (NSP) in 2018, aimed to foster youth employment and cre- international investors. This will help streamline and auto- ate a platform that provides internships to young profes- mate business registration as well as increase certainty and sionals. In September 2022, the Civil Service Commission transparency in setting up businesses, which will increase announced the placement of 482 NSP trainees (171 women investor confidence. and 311 men) as full-time government employees in all six regions of the country. This was the third batch of NSP The government extended COVID-19 support to business- trainees given job placements since the programme was es in 2020 by cutting the cost of registering a business in launched by the president in 2018. Somaliland by both citizens and foreign nationals by 50 percent. In addition, 20 start-ups were granted a 65 per- In 2018, the Labour Act was amended and the first guide- cent reduction on business registration and licensing fees. lines for work permits for foreign workers were developed. Furthermore, an online system for work permits has been Tourism established and made operational. A labour union was On tourism, the government undertook certain measures established to promote and strengthen social dialogue. primarily linked to the protection and preservation of histor- ical and archaeological sites in Somaliland. Sites that have 6.3 Challenges and Key Issues been protected include Laas Geel, Dhagah Kuurre, Abba- The major challenges identified for the NDP III period are sa, Qiblatayn, Dhagah Nabi Galay, and Old Amoud, among the following: others. These measures are geared towards contributing • With limited funding - attributed to the international to their long-term preservation, especially the Laas Geel status of the country - fiscal sustainability is a key heritage site, which is being promoted as a tourist attrac- challenge. Domestic resources alone are not suffi- tion so it can to be better integrated into the local economy. cient for major capital investments and the prioriti- Trade and Investment sation of funding for critical social sectors remains a The Investment Policy 2019 and the Investment Act (Law concern. No. 99/2021) introduced measures to promote, strengthen, • Human resources and technical capacity needed to and streamline foreign and domestic investment in Somalil- support institutions in the economy remain limited. and, as well as improvements to productivity and compet- Additionally, the effective utilisation of external finan- itiveness. The Berbera Corridor is considered a strategic cial and technical assistance remains a challenge. trade and transit route for the Horn of Africa and beyond. To leverage this opportunity, the Government of Somalil- • The economy is minimally diversified, depending and established the Berbera Special Economic Zone (SEZ), mostly on imports of goods from abroad, making which extends 12 km from the Port of Berbera, to be the it vulnerable to external shocks such as conflicts, leading integrated maritime, logistics, and industrial hub in pandemics, and supply chain disruptions. Due to the Horn of Africa. The Somaliland Special Economic Zones the structure of the economy, domestic revenue is Law 93/2021 was passed in 2021 and aims to provide local dependent more on customs (77 percent) than inland and foreign investors with a conducive and competitive revenue. environment for investment and trade. • There is a low uptake of insurance products due to low levels of awareness. Additionally, insurance The SEZ’s one-stop shop will be managed by Dubai Ports authorities lack the capacity to support a conducive World and provide a range of fiscal and non-fiscal incen- environment for insurance service providers or edu- tives. These include exemption from corporate taxes, cate the public about the benefits of using insurance duty-free storage of goods and 100 percent foreign owner- services. For a modern economy with risk and uncer- ship, as well as the ability to operate through branches of tainty, this limits possible international investments. foreign companies. • Access to finance is one of the key challenges facing the private sector, especially for MSMEs, and could Complementary investments by partners to build the road hinder attracting investment in key sectors. This is leading to Ethiopia and the Hargeisa bypass, as well as related, to some extent, to the state of the financial other investments at the border town of Tog-Wajaale, were sector. Modern capital market structures that align all geared towards leveraging the Berbera Port. Dubai with Islamic principles, such as Sukuk markets, are Ports World and the Ethiopian Ministry of Transport signed limited. There are also no commercial banking laws a Memorandum of Understanding (MoU) in 2022 with the in Somaliland. aim of developing the Ethiopian side of the road, linking Addis Ababa to Berbera, with the goal of establishing a • Somaliland must strengthen the efficiency and effec- major trade and logistics corridor in the region. tiveness of the regulatory framework for MSMEs to address business environment constraints. Labour and Employment • MSMEs with high potential for job creation must be The key labour focus during NDP II was promoting employ- more effectively supported, especially priority sec- ment-related programmes that target youth and women. tors where value chains are limited. Republic of Somaliland National Development Plan III 28
6.4 NDP III Outcomes and Priority Outcome 2: By 2027, Somaliland will have strengthened the capacity of domestic financial Interventions institutions to encourage and expand access to banking, insurance, and financial services for all. Strategic Objective 1: To promote a sound and stable macroeconomic environment. The Central Bank of Somaliland will achieve this outcome through the following priority interventions: Outcome 1: By 2026, Somaliland will achieve inclusive 1. Improving financial intermediation in the economy, and sustainable economic growth through sound especially interbank transactions for overnight lend- macroeconomic frameworks and policies. ing. Currently, financial penetration through banks The Ministry of Finance will achieve this outcome through remains low, especially for MSMEs and women-led the following priority interventions: businesses. Additionally, there are virtually no inter- 1. Establishing policy and administrative reforms to bank transactions in Somaliland, which is an issue strengthen compliance and improve domestic reve- that must be remedied in collaboration with the nue mobilisation. On domestic revenue generation, Bankers’ Association. Relatedly, developing subre- as the country has a large informal sector, this means gional banking links with Ethiopia will be prioritised expanding the tax base to include MSMEs by further to ease trade financing and support transit trade with encouraging their integration into the formal econo- Ethiopia. my. Key reforms may include increased automation 2. Undertaking financial sector reforms, including of tax collection through a more integrated structure, expanding money markets based on Islamic Sukuk such as the widely used Integrated Tax Adminis- principles as used in other countries. tration System (ITAS). This includes the adoption of 3. Regulating the financial sector in line with mar- ASYCUDA World software and systems for customs ket-based principles. This will be the foundation on operations. which a national payment system for the country will 2. Stringently enforcing a tax exemption regime for both improve interbank connectivity. international trade and inland revenue. Particular em- 4. Developing innovative financial products to support phasis will be placed on domestic taxes, as current growth. This is especially important for financial in- tax expenditures are only monitored for revenue loss clusion, especially for MSMEs and women. on international trade. Furthermore, the National Insurance Authority will achieve 3. Exploring different financing schemes due to limited this outcome through the following priority interventions: access to development financing from multilateral 1. Developing the insurance industry to help mitigate development banks. This includes climate financing, risks for businesses and consumers. This ensures blended financing, diaspora bonds, and Islamic cap- that slight shocks, disasters, and vulnerabilities have ital markets. a limited impact on businesses and individuals. 4. Continuing to realign the budget and prioritising ex- 2. Enhancing the oversight and supervision of the in- penditures for growth-enhancing sectors, as well as surance industry. The regulatory environment will be the provision of social services. Priority will be given strengthened to protect all policyholders and bene- to education, health, livestock and fisheries, envi- ficiaries. The speed at which claims are addressed ronmental management, food security, the digital will be crucial to building confidence in the industry. economy, and growth-inducing expenditures in the This will promote the maintenance of a fair, safe, and areas of oil and gas, infrastructure, trade facilitation, stable insurance industry. and soft infrastructure, among others. 3. Increasing insurance uptake. There will be more 5. Ensuring that the Budget Committee, chaired by the advocacy programmes to increase awareness of and minister of planning, allocates resources in line with education on the strategic role insurance can play in national development goals, barring any emergency the economy. circumstances. 6. Strengthening the democratic gains of the country Strategic Objective 2: To facilitate a conducive environment and upholding budget transparency. The national for investment and private sector development, whilst budget, monthly budget reports, and the citizens’ promoting decent work conditions and labour productivity. budget will be made widely available to the public. Outcome 3: By 2027, Somaliland will have It is envisaged this will generate a feedback mecha- strengthened institutions and regulatory frameworks nism for future consultations with the public. through the development and promotion of Furthermore, the Central Bank of Somaliland will prioritise development-oriented policies and acts that support the following interventions: productive activities, entrepreneurship, decent job 1. Maintaining domestic monetary policy for price sta- creation, creativity, and innovation. bility. The ultimate objective for all Central Banks is The Ministry of Trade and Tourism will achieve this outcome price stability, and the Somaliland Central Bank is no through the following priority interventions: exception. The bank will continue to pursue policies 1. Strengthening the legal frameworks that support the geared towards expanding the toolkit at its disposal business environment, private sector, and production to fight inflation. Currently, the only mechanism is sector, such as frankincense production and tourism, exchange rate market intervention. A broad-based to foster their development. approach, including targeting monetary aggregates, will be established. 2. Improving the enabling environment for businesses Republic of Somaliland National Development Plan III 29 through a private sector development programme traders and their partners, especially the MSMEs, that: which could be used to improve the livelihoods of • Fosters the formalisation of informal businesses cross-border communities. • Provides adequate fiscal incentives in line with 3. Eliminating tariff and non-tariff barriers to regional existing fiscal policies trade routes. These will complement the gains made from infrastructure development along the Berbera • Promotes Alternative Dispute Resolution (ADR) Corridor. and enables better access to commercial jus- tice for MSMEs 4. Designing and implementing capacity-building pro- grammes for MSMEs, ranging from entrepreneurship • Enables the simplification of regulatory pro- skills and bookkeeping to improving e-commerce cesses for business registration and licensing to skills, with the goal of equipping MSMEs with skills to lower transaction costs, and improve timeliness conduct online business. Outcome 4: By 2027, Somaliland will have expanded 5. Formulating intellectual property law and commercial its programmes and policies that promote codes to encourage innovation and protect budding sustainable tourism to create jobs and promote entrepreneurs. This will also encourage more foreign Somaliland’s local culture and products. investment and business activity, as the enforcement of contracts is an integral component of business The Ministry of Trade and Tourism will achieve this outcome confidence indicators. through the following priority interventions: 1. Conserving and restoring archaeological sites, which 6. Creating platforms to increase the access of informa- are currently the main tourism assets for the country. tion to traders through various mechanisms such as trade fairs, business-to-business meetings, and the 2. Developing more culture-based tourism products, use of trade magazines and brochures for publicity. leveraging the wider Somali culture spread through the diaspora population. The Somaliland SEZ Authority will achieve this outcome 3. Supporting the design of more tourism products. through the following priority interventions: 4. Formulating and implementing tourism-friendly leg- 1. Strengthening the legal framework, governance islation. structures, management systems, and human capa- 5. Implementing research-backed marketing through bilities of the authority to attain higher productivity. activities such as strengthening data, research, and 2. Creating 1,200 employment opportunities in five statistics and improving tourism movement facilita- years through the SEZ scheme. tion (visas, movement facilitation forms, etc.). 3. Establishing a collaboration mechanism with key 6. Developing marketing strategies based on: stakeholders (public institutions and the private sec- • Attending travel and tourist fairs such as World tor) to foster the functionality of the SEZ. Travel Market (London, UK), Vakantiebeurs 4. Boosting trade facilitation through an efficient SEZ (Utrecht, Netherlands), Fitur (Madrid, Spain), by: and ITB (Berlin, Germany) • Offering fiscal incentives for all operators in the • Using social media to promote the destination SEZ of Somaliland • Attracting FDI by relaxing restrictions in the SEZ • Conducting joint marketing with airlines already and in Somaliland in general operating in the country • Improving government processes, such as cus- • Establishing an agency for destination market- toms clearance for goods and other re-export ing, similar to other African countries products Outcome 5: By 2027, Somaliland will have diversified • Developing infrastructure for the SEZ its economy through improved trade facilitation and Outcome 6: By 2027, Somaliland will have adopted economic cooperation. Investment and industrial development regimes to The Ministry of Trade and Tourism will achieve this outcome promote sustainable development. through the following priority interventions: The Ministry of Investment and Industrial Development will 1. Developing a Somaliland trade policy that will pro- achieve this outcome through the following priority inter- vide an evidence-based strategic direction for export ventions: promotion, import substitution, value-addition, and 1. Creating and strengthening the enabling environ- the overall trade balance. This will be aligned with ment for investment in Somaliland, based on invest- the Industrial Policy and the Tariff Policy to assess the ment policy guidelines. This includes one-stop shops potential impacts of targeting specific markets and for investors to improve the clarity and speed of sectors. This will contain specific targets for exports, government procedures. Furthermore, The Ministry imports, and value-additions. will strengthen the collaboration amongst national 2. Deepening economic integration through bilateral institutions related to investment facilitation MOUs, especially in the subregion. These platforms 2. Developing a sound and comprehensive industrial will facilitate partnerships between Somaliland Republic of Somaliland National Development Plan III 30 sector policy and strategy, and aligning harmonised procedures, regulations, and guidelines. 3. Developing and establishing Industrial Zones for all regions in Somaliland. 4. Prioritising the Public-Private Partnerships (PPP) poli- cy and legal frameworks to encourage PPP projects, especially in infrastructure. 5. Attracting foreign investments from diaspora com- munities in strategic sectors including real estate, manufacturing, services, and infrastructure, poten- tially in the form of diaspora bonds, which are used in countries such as Ghana and Ethiopia. 6. Promoting investments in critical, climate-smart infrastructure to improve trade and industrial de- velopment. This will establish a path for sustainable industrial productivity. 7. Conducting industry-related data collection, re- search, and studies to increase access to industrial information for the country. Outcome 7: By 2027, Somaliland will have increased decent employment for women and men, including for young people and persons with disabilities, and equal pay for work of equal value. The Ministry of Employment, Social Affairs, and Family will achieve this outcome through the following priority inter- ventions: 1. Bridging the skills mismatch between education and the labour market. MESAF will embark on activities geared towards skills development needed to in- crease employability, especially through TVET pro- grammes, in collaboration with other partners, such as the Higher Education Commission. 2. Promoting employment protection for those already employed and labour market reforms to ease labour market entry, especially for lower skill sectors of the economy. This will contribute to a more competitive labour force. 3. Promoting economic opportunities and equitable livelihood schemes for vulnerable groups. Republic of Somaliland National Development Plan III 31
6.5 Cost Estimates per Outcome and MDA ECONOMY SECTOR SECTOR TOTAL (USD) 52,218,000 MINISTRY OF FINANCE DEVELOPMENT USD 16,500,000 CENTRAL BANK USD 17,225,000 NATIONAL INSURANCE AUTHORITY USD 3,525,000 MINISTRY OF TRADE AND TOURISM USD 2,800,000 SPECIAL ECONOMIC ZONE AUTHORITY USD 0 MINISTRY OF INVESTMENT AND INDUSTRIAL DEVELOPMENT USD 3,018,000 MINISTRY OF EMPLOYMENT, SOCIAL AFFAIRS AND FAMILY USD 9,150,000 SDG NDP Outcome NDP Outcome Indicator Unit Baseline (2021)(*) Target (2027) COST ESTIMATE ECO - 1: By 2027, Somaliland will achieve ECO - 1.A: Gross Domestic Product per inclusive and sustainable economic capita (at current prices) USD 775 1,160 growth through sound macroeconomic SDG- 10 frameworks and policies. ECO - 1.B: Proportional share of tax % 9.5% 15.0% 31,540,000 revenue in GDP. ECO - 1.C: Annual inflation in Somaliland stays within its target margin % 5.6% <10,0% during the NDP III period. MoFD 16,500,000 OUTCOME ECO - 1: Cost estimate per government instiution / MDA CB 15,040,000 ECO - 2: By 2027, Somaliland will have ECO - 2.A: Average completion rate of strengthened domestic financial all the Outcome's operational SDG - 8 institutions to encourage and expand benchmarks access to banking, insurance, and % -- >60% 5,710,000 financial services for all. CB 2,185,000 OUTCOME ECO - 2: Cost estimate per government instiution / MDA NIA 3,525,000 ECO - 3: By 2027, Somaliland will have ECO - 3.A: Average completion rate of strengthened institutions and regulatory all the Outcome's operational frameworks by developing policies and benchmarks SDG - 8 acts that support productive activities, % -- >80% 700,000 decent job creation, entrepreneurship, creativity, and innovation. OUTCOME ECO - 3: Cost estimate per government instiution / MDA MoTT 700,000 ECO - 4: By 2027, Somaliland will have ECO - 4.A: Average completion rate of expanded its programs and policies that all the Outcome's operational promote sustainable tourism to create benchmarks SDG - 8 jobs and promote Somaliland’s local % -- >80% 1,450,000 culture and products. OUTCOME ECO - 4: Cost estimate per government instiution / MDA MoTT 1,450,000 ECO - 5: By 2027, Somaliland will have ECO - 5.A: Average completion rate of diversified its economy through improved all the Outcome's operational SDG - 8 trade facilitation and economic benchmarks % -- >60% 650,000 cooperation. MoTT 650,000 OUTCOME ECO - 5: Cost estimate per government instiution / MDA SEZA 0 ECO - 6: By 2027, Somaliland will have ECO - 6.A: Proportion of customers that adopted Investment and industrial find the One-stop shop service for SDG - 9 development regimes to promote investors at least satisfactory in the % N.A. >70% 3,018,000 sustainable development. Customer Satisfaction Survey. OUTCOME ECO - 6: Cost estimate per government instiution / MDA MIID 3,018,000 ECO - 7: By 2027, Somaliland will have ECO - 7.B1: Employment to population increased decent employment for women ratios in the age group 15 to 24 years and men, including for young people and old have increased 25% as compared to persons with disabilities, and equal pay for the rates from the Labour Force Survey % 6% / 4% 7,5% / 5% work of equal value. 2012 in Hargeisa, Borama and Burcao (M/F). ECO - 7.B2: Employment to population ratios in the age group 25 to 34 years old have increased 16% as compared to SDG - 8 the rates from the Labour Force Survey % 36% / 15% 42% / 17,5 % 9,150,000 2012 in Hargeisa, Borama and Burcao (M/F). ECO - 7.B3: Employment to population ratios in the age group 35 to 54 years old have increased 10% as compared to the rates from the Labour Force Survey % 42% / 23% 46,2% / 25,3% 2012 in Hargeisa, Borama and Burcao (M/F). OUTCOME ECO - 7: Cost estimate per government instiution / MDA MESAF 9,150,000.00 (*) The Outcome baseline value is from 2021, unless indicated otherwise Republic of Somaliland National Development Plan III 32 ECO - 6: By 2027, Somaliland will have ECO - 6.A: Proportion of customers that adopted Investment and industrial find the One-stop shop service for SDG - 9 development regimes to promote investors at least satisfactory in the % N.A. >70% 3,018,000 sustainable development. Customer Satisfaction Survey. OUTCOME ECO - 6: Cost estimate per government instiution / MDA MIID 3,018,000 ECO - 7: By 2027, Somaliland will have ECO - 7.B1: Employment to population increased decent employment for women ratios in the age group 15 to 24 years and men, including for young people and old have increased 25% as compared to persons with disabilities, and equal pay for the rates from the Labour Force Survey % 6% / 4% 7,5% / 5% work of equal value. 2012 in Hargeisa, Borama and Burcao (M/F). ECO - 7.B2: Employment to population ratios in the age group 25 to 34 years old have increased 16% as compared to SDG - 8 the rates from the Labour Force Survey % 36% / 15% 42% / 17,5 % 9,150,000 2012 in Hargeisa, Borama and Burcao (M/F). ECO - 7.B3: Employment to population ratios in the age group 35 to 54 years old have increased 10% as compared to the rates from the Labour Force Survey % 42% / 23% 46,2% / 25,3% 2012 in Hargeisa, Borama and Burcao (M/F). OUTCOME ECO - 7: Cost estimate per government instiution / MDA MESAF 9,150,000.00 (*) The Outcome baseline value is from 2021, unless indicated otherwise Please note that each NDP III Sector Outcome has a separate detailed RBM Matrix, which specifies Critical Outputs and Operational Benchmarks. These are important for monitoring and can be found in Annex 1 of the NDP III MEAL Supplement. Republic of Somaliland National Development Plan III 33 Chapter 7 ENERGY AND EXTRACTIVES SECTOR
7.1 Introduction Hundreds of local people are employed either directly or indirectly via sub-contractors in the extractives sector. Local The energy and extractives (mining) sector is critically im- businesses are often sub-contracted to supply food, fuel, portant for Somaliland’s current and future socio-economic vehicles, water, heavy machinery, and security services. development and is represented within two pillars of the National Vision 2030. Energy is a key component of Pillar 7.2 Situational Analysis Two (infrastructure development), with a vision for Somalil- and to become a nation with an advanced infrastructure Energy: Policy and Legal Reforms network that facilitates economic and social development. The energy industry in Somaliland is dominated by the Extractives has a key role in Pillar One (economic devel- private sector as the government continues to create the opment), which envisions a nation whose citizens enjoy enabling environment for them to thrive. Over the period sustained economic growth and reduced poverty levels. A of NDP II, various legal and policy reforms were prioritised. sound energy sector will stimulate economic growth, social development, agriculture productivity, industrialisation, and Key among these are: mining. In this sense, the vision for the broader energy and • The Somaliland Electrical Act, 2018 extractives sector is to contribute to social and economic development through the sustainable utilisation of the • The establishment of the Somaliland Regulatory country’s energy, minerals, and petroleum resources. Commission pursuant to the Electrical Act, 2020 • The Power Masterplan, 2019 The 2018 Electrical Act sets the legal frameworks for the • The Draft Energy Policy, 2020 provision of electricity and electricity-related activities, in- cluding the regulation of private sector players, which con- Access to Electricity tinues to be a pivotal factor in the energy and extractives Investments by the government, development partners, sector. Similarly, in the area of extractives, the 1984 Mining and the private sector significantly increased access to Code and Regulations are still the guiding policies in the electricity across the country. It is now estimated that 80.7 sub-sector. With respect to petroleum, the Upstream Pe- percent of Somaliland urban households and 20.3 percent troleum Act was passed by the parliament in 2022, whilst rural and nomadic households have access to electricity. other related bills are still under consideration. While these figures are slightly below the NDP II targets (85 percent in urban centres and 35 percent in rural centres), Energy is key to modern economic activities and is often the progress is impressive given the 2017 starting point of regarded as one of the main enablers of business in So- 77 percent for urban households and 17 percent for the maliland. The growth and expansion of industrialisation re- rural areas. lies heavily on the success of government and stakeholder interventions in the energy sector. As there is no national Affordability of Electricity grid or transmission system, all of Somaliland’s power The general reduction in electricity tariffs over the course generation is produced close to its point of use. Only local of the NDP II period is significant for increasing affordability. level distribution systems operated by private Energy Ser- The average tariff reduction is estimated to be around 35 vice Providers (ESPs) exist. In this context, it should also be percent across the assessed major towns (Badhan, Bora- noted that power generation, transmission, and distribution ma, Budhodle, Burao, Gebiley, Sheikh, Berbera, Erigavo, are done by the same provider, and that the unbundling of Lasanod, and Hargeisa). This exceeds the target indicator these activities is generally considered to be an important in the NDP II of 30 percent. However, the tariff reduction prerequisite to improve electricity provision in the country. is not uniform across communities. In general, increased tariff reductions in rural areas have been set as a major Despite the challenges, recent investments by various priority for the government due to disparities in access and actors, particularly in renewable energy installations, have affordability compared to the major towns. improved service delivery. Similarly, streetlights, including solar powered lights, have enabled economic activity Relatedly, transmission losses affected consumer prices as well as improved security. Investments in solar water and energy affordability. Technical losses have reduced pumps at the household and community levels have signifi- drastically, as reported in a 2020 losses study, from 40 cantly improved access to water. These small pilot projects percent in 2016 to approximately 32 percent in 2020. The demonstrate the potential for continued growth in the en- reduction in inefficiencies is crucial for a thriving energy ergy sub-sector. Key priorities are to increase efficiencies, sub-sector, especially as a private sector dominated in- provide better regulation, introduce a dynamic tariff pricing dustry. ESPs have also invested in new Transmission and mechanism, and continue to invest in technical skills and Distribution (T&D) systems with support from the govern- infrastructure. ment and partners based on the T&D guidelines. Lessons learned in the losses study continue to be relevant as the The extractives sub-sector can potentially have positive sector moves forward. impacts in Somaliland on job creation, community devel- opment, and local economies. To secure this potential, Renewable Energy the Somaliland government promotes the principle of The proportion of energy provision using renewable energy corporate social responsibility when granting exploration sources is estimated to be 16.2 percent, which exceeds the rights to private companies. This can take the form of NDP II target of 10 percent. The total estimated renewable co-financing local investments in community infrastructure, energy capacity installed in the country is 24.4 MW out of such as health facilities, schools, the provision of education a total capacity of 150 MW. This is a conservative estimate, materials, and the drilling of boreholes. as there are many small renewable systems that have been Republic of Somaliland National Development Plan III 35 installed by private businesses, public institutions, and export of minerals, in 2020-2021, the contribution of the households (both rural and urban), that are not factored mining sub-sector to government revenue is estimated at into this estimate. US$271,684.75. Target of investments in renewable energy technology, 7.3 Challenges and Key Issues infrastructure, and research for NDP II was estimated at The major challenges identified for the NDP III period are US$30 million cumulatively. By the end of 2021, mainly due the following: to multiple collaborations with partners, the total amount invested surpassed the US$30 million target. Energy • Expanding the capacity and quality of urban electric- Improved planning helps in the efficient utilisation of limited ity supply for domestic consumption and to support capacity. This is vital for both service provision and regula- commercial activities and industrialisation. tion. To support this, geospatial surveys and planning was • Improving operational efficiencies to reduce the high accelerated to enable energy actors to successfully plan cost of electricity for all users in all regions. electricity for each location across the country. This pro- cess will be digitalised and available on an online platform • Expanding access to renewable energy to improve that can readily enable authorities to track load demand the energy mix of conventional and renewable dynamics more easily. sources. Extractives: Policy and Legal Reforms Extractives To improve preparedness and the capacity to respond to • Expanding the number of areas explored for minerals demands, the following policies and strategies were adopt- and petroleum. ed: • Creating the laboratory capacity to analyse minerals • The Petroleum Act 2020 in Somaliland. • The Upstream Petroleum Policy • Promoting investments by marketing opportunities in the extractives sub-sector in terms of exploration, Exploration for Oil and Gas exploitation, and value-addition (export of polished A multi-client 2D seismic project was developed and pre- gems). sented to all international oil companies with production sharing agreements with the government. The first project of the multi-client arrangement was concluded in January 7.4 NDP III Outcomes and Priority 2018, which acquired 3,500 km of 2D seismic data for Interventions Genel Energy on blocks SL6, SL7, SL10, and SL13. The second project was concluded in July 2018, acquiring 800 Strategic Objective 1: Increase access to safe, affordable, km of 2D seismic readings for RAK Gas on block SL9. In and reliable energy and improve efficiencies. mid-2019, RAK Gas and Genel carried out seepage analysis surveys. These oil and gas exploration surveys covered 17 Outcome 1: By 2027, Somaliland’s urban electricity percent of Somaliland’s land mass, exceeding the 10 per- supply will increase to a total of 50 megawatts for a cent outcome indicator of the NPD II. total of 30,000 customer connections. The Ministry of Energy and Mining will achieve this outcome Exploration for Minerals through the following priority interventions: Mineral exploration in various forms and sizes were con- 1. Strengthening the capacity of the Somaliland Energy ducted over the years. These projects are dispersed across Commission (SEC) to regulate the electricity market, different regions. These projects include: in addition to improving the legal, regulatory, and • Small scale jade mining institutional frameworks of the sector. The key policy, • The Abdulqadir Mining Exploration Survey legal, and institutional reforms that will be developed and endorsed in the coming five years include: • The Dhagax Guure Mining Exploration Survey • An update to the National Energy Policy • The Sheiklh (Sule Malable) Mining Exploration Survey • The amendment and approval of the Electrical • The Laaso Surad Mining Exploration Survey Energy Law No.82 (Act) • The exploration and small-scale mining of gold in • Licensing procedures and fees for ESPs to Sanaag provide electricity • The Siimoodi Artisanal Gemstone Project • Procedures for setting and approving tariffs • Reviewing the national power master plan In addition, all geological data from the country has been collected. • Creating an energy research centre Revenue Generation • Further developing overall human capacity in The revenue generated through the taxation of minerals the sector has increased following a modification and expansion of 2. Mobilising resources to invest in additional renew- mineral licenses. The different categories of licenses now able energy capacity, mini grids, off grids, and grid include prospecting, dealing, small mining, and quarry extensions. This includes improving the efficiency of licenses. Although COVID-19 affected the production and existing hybrid mini grids (diesel and solar/wind) by Republic of Somaliland National Development Plan III 36 optimising the generation capacity and the possible to the main distribution power supply point. Addition- reduction of the diesel consumption by enhancing ally, it will enable the interconnection of all current installed capacity and hybridisation with a battery operating ESPs in Hargeisa into a single distribution storage system. The systems will be interconnected network, operated by an independent entity. with existing ESPs’ privately owned generation sys- 2. Supporting other ESPs outside Hargeisa to improve tems. In line with the Power Master Plan, additional their distribution networks for better system efficien- efficient diesel generators will complement the re- cy. newable energy component. 3. Collaborating with ESPs to implement recommenda- 3. Working on viable PPP projects, using PPP guidelines tions from the losses study that could improve the and regulations, to increase access to electricity and performance of their distribution networks. Among improve affordability. This will be an opportunity for other priorities, this will include smart metering and rural communities to access affordable electricity. other measures to increase the efficiency of systems This is the most feasible approach to provide elec- to reduce cost. This will include incorporating unmet- tricity access to marginalised and poor people in ered customers in public and community facilities for rural and peri-urban communities. sustainability. Outcome 2: By 2027, 25% of national energy 4. Using BESS to store and save energy. Despite the generation will be provided by renewable energy initial challenges of increased technical capacity, resources upfront capital costs, and system management and 1. Providing incentives to pilot and scale the use of ap- maintenance, the benefits of BEES outweigh the propriate renewable energy technology. There is rel- challenges. Recommendations on the possible appli- atively limited application of appropriate technology cations of batteries in hybrid solutions needs to be in the production sector (agriculture, livestock, and revisited. fisheries) and this needs to be promoted along value 5. Developing capacity building programmes targeting chains. The usage of renewable energy and appro- specialised skills. One of the main limiting factors priate technology can be improved in value addition across the energy sub-sector is the lack of suitable activities such as cold storage and processing. Addi- technicians and engineering firms that can provide tional applications of solar power will be considered installation of and long-term maintenance for energy for daytime water pumping for urban and agricultural systems. water supplies. This will free up diesel fuel costs and permit diesel generators to be re-tasked for electric- Strategic Objective 2: Sustainable and environmentally ity generation for other commercial or urban loads. sound exploration and exploitation of the country’s minerals and petroleum resources for the benefit of all. 2. Investing in renewable energy capacity for the electri- fication of health facilities and schools in Somaliland. Outcome 4: By 2027, 27% of Somaliland’s land mass This intervention will also consider the application will have been explored for oil and gas (land mass = of Battery Energy Storage Systems (BESS) for health 177.000 sq. km). facilities, schools, and water points. This will require The Ministry of Energy and Mining will achieve this outcome the regulation of quality materials, as well as the through the following priority interventions: technical know-how to install, operate, and maintain 1. Working with lawmakers to finalise key regulations, such systems. such as on upstream petroleum revenue and pro- 3. Expanding the availability of affordable micro and duction, as well as regulations on health and safety, solar home systems as part of initiatives to increase environmental protection, data management, nation- access in rural communities and reduce the cost of al content, and petroleum measurement fees, among energy. Incentives will be provided to the private sec- other key issues. tor to expand the use of quality pico- and micro-grid 2. Continuing community engagement and develop- home-based solutions, particularly for rural and no- ment to ensure that communities directly benefit madic communities. Guidelines will be developed to from the oil and gas drilling through the community support these grid extensions. engagement programme developed during the 4. Piloting the use of biomass energy as an alternative exploration stage. This includes outreach activities use of fuel for cooking and heating, in cooperation such as the election of community committees and with the Ministry of Environment and Climate Change. community engagement officers, mobilisation work- shops for community leaders, and community aware- Outcome 3: By 2027, the average electricity ness raising through local media, public debates, price charged by the ESPs will be reduced by radio programmes, and billboards. 15% compared to 2021 levels through increased efficiencies in the energy value chain. 3. Intensifying the marketing of the extractive sub-sec- tor, ranging from petroleum and gas to other miner- The Ministry of Energy and Mining, together with sector als. This includes establishing bilateral relations and stakeholders, will achieve this outcome through the follow- participating in regional and global oil and gas fairs. ing priority interventions: Subsequently, the MoEM will conduct rounds of bid- 1. Establishing a city grid for Hargeisa to serve as a ding for licenses for various empty blocks. distribution supply point. This will enable various ESPs and their distribution networks to have access 4. Developing capacity building programmes to im- Republic of Somaliland National Development Plan III 37 prove the human resources of the Ministry of Energy Outcome 7: By 2027, increase the number of and Mining. These will include a mix of targeted investments in mining and value addition. long-term trainings as well as short-term and on- The government aims to promote exports in gemstones the-job training programmes including on geology, that have been cut and polished, rather than only raw ma- gemstone cutting, and gemology. terials, by: Outcome 5: By 2027, 18% of Somaliland’s basement 1. Establishing a Gemstone Value Addition Centre, area with potential for mineral exploration will have where private miners will be able to bring their gem- been explored (Total area = 30,000 sq. km). stones for cutting and polishing services. The centre will also provide gemstone identification services. The Ministry of Energy and Mining will achieve this outcome through the following priority interventions: 2. Deploying complementary measures, including 1. Enhancing the overall contribution of the extractives product diversification, unlocking trade restrictions, sub-sector to the economy through viable public and and setting local content requirements and fiscal private sector engagement. To improve the enabling policies. environment by the government, the policy and reg- 3. Conducting product promotion and marketing to at- ulatory environment needs to be improved. MoEM tract local and international investors. The MoEM will will work towards the approval of both the mining host mineral exhibitions, with a focus on gemstones, policy and code as building blocks for the sector. for the benefit of interested investors. 2. Providing training to develop and implement the min- ing and minerals regulations to continuously improve the legal, regulatory, and institutional framework of the sub-sector. MoEM will draft and implement supportive regulations on environmental protection, health and safety, licensing, and mining services. 3. Providing geographic and scientific data to investors to reduce explorative risk. The government will pro- vide comprehensive primary geo-data to investors and support the private sector, when necessary, with additional data requirements. Additionally, the MoEM will work on commercialising these activities to im- prove sustainability. 4. Attracting investors in the exploration and exploita- tion of the unoccupied mining blocks. Where it con- cerns small scale local miners, the MoEM will: • Develop training programmes for artisanal min- ers to build their capacity in safe mining prac- tices, improved extractive techniques (including environmental safeguards), and gem handling. • Support training programmes for artisanal miners, including literacy and numeracy skills, business skills, enterprise/cooperative organi- sations, and access to market information. • Support for artisanal miners in the establish- ment of cooperatives and small-scale mining businesses. Outcome 6: By 2027, Somaliland’s capability on minerals laboratory analysis will be enhanced. The Ministry of Energy and Mining will achieve this outcome through the following priority interventions: 1. Establishing a mineral analysis laboratory to routinely perform multi-element analysis, targeting a wide va- riety of elements in many types of sample matrices. In addition, the laboratory will design tailor-made analytical packages and provide a high level of stan- dardised service. 2. Establishing a minerals registration system and a geo-data bank which will be available to different stakeholders depending on needs and user access arrangements. Republic of Somaliland National Development Plan III 38
7.5 Cost Estimates per Outcome and MDA ENERGY AND EXTRACTIVES SECTOR SECTOR TOTAL (USD) 158,890,003 MINISTRY OF ENERGY AND MINING TOTAL MoEM (USD) 158,890,003 SDG NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) COST ESTIMATE EEX - 1: By 2027, Somaliland urban EEX - 1.A: Expansion of electricity electricity supply will increase by a total of services through regulated Electricity MegaWatt 135 185 SDG - 7 2,200,003 50 megawatt for a total of 30,000 Service Providers (ESPs) in the urban additional customer connections areas Customer Baseline value connections 78,796 + HGA + 30,000 0.769889 EEX - 2: By 2027, 25 % of national energy EEX - 2.A: Proportion of national energy SDG - 7 generation will be provided by renewable generation that is provided by % 16.2% 25% 45,000,000 energy resources renewable energy resources EEX - 3: By 2027, the average electricity EEX - 3.A: Average kW price charged by price charged by the ESPs will be reduced ESPs in 10 assessed major towns USD 0.57 0.48 SDG - 7 by 15 %, compared to 2021 levels, through increased efficiencies in the 11,250,000 EEX - 3.B: Average proportion of Energy energy value chain. Service Providers' energy losses % 31.9% 27.0% EEX - 4: By 2027, 27 % of Somaliland's EEX - 4.A: Somaliland land mass % 17% 27% SDG - 8 land mass will have been explored for oil explored for oil and gas and gas (Land mass = 177.000 sqkm) 97,240,000 sqkm 30,000 48,000 0.96814 EEX - 5: By 2027, 18 % of Somaliland's EEX - 5.A: Part of Somaliland basement basement area with potential for mineral area explored for minerals % 8% 18% SDG - 8 2,000,000 exploration will have been explored (Total area = 30.000 sqkm). sqkm 2,373 5,400 EEX - 6: By 2027, Somaliland's capability EEX - 6.A: The majority of Somaliland's on minerals laboratory analysis will be mineral samples will be analyzed locally No. of labs 0 1 SDG - 9 enhanced. in the newly established Mineral Analysis Laboratory according to 990,000 % of samples international standards. 0% 80% analyzed locally EEX - 7: By 2027, increase in investments EEX - 7.A: Gemstone Value Addition SDG - 9 in mining and value addition. Centre is operational and serviced Boolean provided to local mining companies. (Yes/No) No Yes 210,000 Please note that each NDP III Sector Outcome has a separate detailed RBM Matrix, which specifies Critical Outputs and Operational Benchmarks. These are important for monitoring and can be found in Annex 1 of the NDP III MEAL Supplement. Observations • Increasing the proportion of this generation capacity Outcome 1 targets improvement in access to electricity. coming from renewable energy from 16 percent (of This activity is estimated to cost US$2.2 million. As part of 135 MW) to 25 percent (of 185 MW), coming mainly improving the energy mix and provide power from renew- from already committed investments in new solar en- able sources, an estimated US$45 million is needed to re- ergy systems and increasing the availability and sale alise Outcome 2. This is the largest proportion (77 percent) of micro-solar home systems through twelve private of the investment needed for the electricity component. In sector suppliers. Outcome 3, interventions are geared towards affordable • Expanding the areas explored for petroleum and electricity through reduced tariffs. gas from 30,000 to 48,000 hectares, as well as for minerals, from 2,373 to 5,400 hectares. Outcomes 4 and 5 indicate progress made in the explora- tion for oil, gas, and minerals. The estimated cost for the • Boosting the local economy by creating the capac- exploration of oil and gas constitutes the highest for the ity to analyse mineral samples in-country in a local sector, amounting to US$97.2 million, while the explora- laboratory by 2023 and promoting a local gemstone tion of minerals is projected to cost US$2 million over the polishing industry through the establishment of a planned period. For a thriving extractive industry that loca- Gemstone Value Addition Centre. lises earnings, improved capacity on laboratory analysis will be needed, estimated to cost US$990,000 under Outcome 6. Similarly, investments will be needed to increase value additions in the mining industry, for example in gemstones. The interventions under Outcome 7 are estimated to cost US$210,000. The following outcome targets include: • Increasing the urban centre installed energy genera- tion capacity by 37 percent over the planned period, from the current 135 MW to 185 MW in 2026. This is expected to lead to an additional 30,000 customer connections. The MoEM indicated that currently it cannot provide reliable data about the installed ca- pacity in rural areas. Republic of Somaliland National Development Plan III 39 \ Chapter 8 PRODUCTION SECTOR
8.1 Introduction 8.2 Situational analysis The production sector consists of the livestock, agriculture ,and fisheries sub-sectors and is important for Somaliland’s Livestock food security. Somaliland has a large livestock population estimated at 18.6 million, consisting mainly of camels, sheep and goats, Food security is an outcome of people’s ability to secure and cattle. Livestock is a valuable asset for the national access to and utilise adequate quantities of food, either by economy, contributing in most years to more than 80 per- producing it, purchasing it, or a combination of both. Sim- cent of foreign exchange earnings. It plays a crucial role in ilarly, at the national level, food security can be achieved rural poverty reduction with significant effects on the live- through a combination of self-sufficiency (growing food lihoods of people in rural areas. As such, there is a strong within the country) and self-reliance (importing food from case to invest in the development of the livestock value the world market). Food security in the Somaliland context chain. is intimately linked to the availability and access to water, particularly in rural areas where agriculture and livestock The nomadic and agro-pastoralist systems characterise the are the main livelihood sources. country’s livestock industry. The nomadic pastoralists keep small herds of sheep, goats, and camels for subsistence. Most small farmers and pastoralists are unable to feed their In nomadic livelihoods, pasturelands are mostly communal. households due to their narrow production base and unfa- On the other hand, agro-pastoralists keep smaller herds vourable terms of trade for their livestock. Their livelihood of mostly cattle, goats, and a few camels, and grow crops base is not sufficiently diversified to insulate them and in rain-fed farms. The dominant land use is pasture-based their households from external shocks, most often drought. livestock production on communal land in varying scales of Therefore, Somaliland relies on imports as its main source intensity. The main livestock products include milk, ghee, of food supply. With high global demand and low domestic meat, hides, skins, manure, and draught power. food production, Somaliland is facing upward pressure on food prices in the country with deteriorating terms of trade Type of livestock Estimated population and a larger food import bill to pay. The urban and rural Camels 1.6 million poor, disabled people, elderly people, the unemployed, and IDPs are the most negatively affected. Sheep and goats 16.6 million Cattle 0.4 million Furthermore, high food prices are adversely impacting fish- ermen, small farmers, and pastoralists. They are net buyers Policy and Legal Reforms in value terms because they sell their produce at low prices The operations of the livestock subsector are guided by at harvest time to finance essential needs, repay loans and the following national laws, policies, and strategic plans: buy back the same common commodities at high prices 1. Meat Inspection and Control Act (Law No. 57/2012) later in the season when they run out of their stocks. The 2. Livestock Production Law No. 34/2006 dollarised market has other negative consequences which hardly documented. 3. Somaliland Animal Production Strategy (2018-2022) 4. National Livestock Policy 2006-2016 (outdated) The interventions from the production sector have there- 5. Standard Operating Procedures (SOPs) for nine pri- fore to be seen in the wider context of food and water ority diseases, including quarantines (2015) security. The Somaliland Food & Water Security Strategy (2011) was formulated by the Government of Somaliland 6. Dairy Act, 2013 (draft) through a consultative and participatory process under 7. Somaliland Food and Water Security Strategy, 2013 the guidance of the Ministry of Planning and National De- velopment, with technical support from the UN Food and 8. The National Veterinary Code (Law No. 34/2006), Agriculture Organisation (FAO), the International Fund for reviewed in 2015 (draft) Agriculture Development (IFAD), the UN Development Pro- 9. The National Livestock Policy, 2006, reviewed in gramme (UNDP), the World Food Programme (WFP), and 2015 (draft) other development partners. 10. Animal Welfare Code (passed through ministerial decree) in 2015 Although more than ten years old, the basic premises of the Somaliland Food & Water Security Strategy have not 11. Institutional Procedures and Regulations of the Min- changed, and based on its situational analysis three out of istry of Livestock, 2008 seven strategic goals are directly relevant to the produc- 12. Six disease contingency plans, 2015 (draft) tion sector: 13. Assessment Report of the Somaliland Livestock • Increase agricultural production and productivity Sector Human Resource Requirements and Plans in (crops, livestock, and fisheries) 2012 • Develop export markets for livestock and fisheries, including added-value products • Improve nutrition and food safety Republic of Somaliland National Development Plan III 41 Rangelands Emirates (UAE) are the main destinations for Somaliland Somaliland has diverse ecosystems, including coastal livestock exports. Saudi Arabia is the main destination for plains, escarpments, plateaus, and woodlands. Goats and small ruminants (sheep and goats) as 70 percent of the camels thrive more in the woodlands (Hawd) and escarp- exports takes place during the Muslim Hajj season. Yemen ments, whereas sheep, cattle, and donkeys flourish in open and Oman are two major destinations for cattle exports. plains. Rural households often keep a few donkeys for Only male animals are exported whilst the females are domestic transport. The number of cattle shrunk in the past reserved for breeding and domestic use. ten years because of successive droughts and dwindling indigenous grass species. Based on health grounds, importing countries imposed several bans on livestock exports from Somalia’s ports. The productivity of the Somaliland rangelands has been Saudi Arabia was responsible for most of the bans, based declining over the decades due to climate change, live- on claims that it found Rift Valley Fever (RVF) in Somali live- stock population increases, poor natural resource man- stock. Livestock exportation data from 2010-2021 shows agement, uncontrolled land grabbing, and limited policy a steep decline since 2016, mainly due to large livestock enforcement. The government destroys illegal enclosures mortality from droughts. For example, 3,175,650 sheep and from time to time, but with limited success. goats were exported through Somaliland’s ports in 2015, compared to only 864,179 in 2021. Fodder Production in Private Enclosures The agro-pastoralists conserve fodder in their enclosures Heavy dependence on the three month-long Hajj season while competing with the nomadic pastoralists in the com- for livestock exports puts pastoralists in a difficult income mon grazing lands during wet seasons. The landowners ei- situation, as the sale of animals is the main source of ther leave the grass in the field for the animals to graze on household income. Alternative markets outside of Hajj during dry spells or cut and pile it in their homesteads. The season must be explored to spread out pastoralist income farmers also store sorghum and maize stalks for the same opportunities throughout the year. purpose. During recent droughts, when pastures became scarce and fodder reserves were exhausted, the herders Although there are significant external factors that affect fed animals with boiled grains and other complementary the export of live animals, the MoLFD should: feeds. • Rigorously implement all international animal health requirements (vaccinations, quarantines, certifica- Landowners cut grass with sickles and pile it on higher tions, risk-based disease analysis, etc.) for the export grounds on the farm or carry it to the homestead. The grass of livestock. is often cut when very dry, but ideally should be cut when • Build and maintain effective infrastructure, including still green. The quality of the fodder is affected by exces- quarantine stations, livestock holding grounds, and sive heat, rain, and strong winds. When taking it to other community managed grazing reserves (in collabora- locations, the fodder is heaped on trucks with ropes, rather tion with the MoECC). than baled, which is more efficient. • Promote public and private partnerships to ensure Grazing Reserves the availability of water and fodder at key spots along The establishment of grazing reserves in strategically livestock trading routes. chosen locations is an important measure taken during droughts to increase resilience. The areas can also be used Moreover, the MoLFD, with support from development part- as livestock holding grounds. ners, should commission extensive marketing research to identify opportunities for the export of live animals, meats, According to data from the Ministry of Environment and and meat products. Climate Change (MoECC), a total of 116,700 hectares of The Domestic Livestock Market grazing reserves have been brought under community Although less important in volume than livestock exports, management. This is an area where coordination and co- there is an important domestic market for meat consump- operation between MoLFD and the MoECC are of crucial tion, mainly in urban areas. Depending on the year, the importance. The ministries simultaneously achieve import- domestic livestock market is estimated to be about 20-50 ant targets for the livestock sector and improved environ- percent of the live-animal export market. As a result of its mental management. size, the domestic livestock market can only absorb the livestock export market to a small degree. The seven main The grazing reserve in the Aroori plateau, located between urban centres’ slaughterhouses, where a majority of ani- the towns of Burao and Odweyne, is a prime example of mals are brought for slaughter, need substantial improve- indigenous plant species regeneration. Closing strategic ments. Data from urban slaughterhouses is readily avail- locations across the country would enhance the gene able, whereas reliable records in the semi-urban and rural preservation and regeneration of indigenous plants. areas are not available as most animals are slaughtered in Livestock Exports the homestead. Animals slaughtered for domestic use are Livestock exports are important for income generation, mostly consumed on the same day. Butchers sell the meat government revenue, foreign currency earnings, and the spread on tables in open markets with minimum sanitary exchange of other commodities, including food. standards. The MoLFD should set sanitary standards and inspect meat markets. Livestock exports represent, in most years, more than 80 percent of the value of Somaliland’s exports. The Kingdom Despite the sharp decline in livestock exportation in re- of Saudi Arabia (KSA), Yemen, Oman, and the United Arab cent years, the price of meat in the local markets remains Republic of Somaliland National Development Plan III 42 beyond the economic means of poor urban households. are now exported to Gulf countries. Chinese companies Red meat is the only commodity in Somaliland that is not were historically the major buyers of Somaliland hides and imported. This creates an opportunity for chicken and fish skins, but they moved to Tanzania following the closing of consumption, as they are relatively cheaper products. the Dacarbudhuq tannery due to environmental concerns. Traditionally, hides and skins are mainly cured through Dairy Products salting and drying (dry salting). Hides and skins are often of Nomadic pastoralists keep mixed camel herds for milk low quality due to defects accumulated before, during, and production and continually migrate in search of water and after the slaughtering of animals. pasture. Agro-pastoralists, on the other hand, mostly reside in the western regions and rear dairy cattle of East African The development of a policy framework for leather pro- Zebu type. The herders send the daily milk yields of their duction should, among priorities, emphasise improving the herds in plastic containers to their agents in the markets. quality of hides and skins and upgrading the existing ani- The plastic containers, mostly with small necks, are often mal slaughter facilities. Other aspects should include the not properly sterilised. For improved preservation, the adoption of salt recovery technologies such as those being milk is pasteurised or sterilized by heating, or sometimes used in tanneries in Ethiopia, to make the industry more antibiotics are added. The MoLFD should inspect milk in environmentally friendly, and the intensification of value the local markets for antibiotics that cause antibiotic resis- addition beyond the wet blue stage to produce finished tance. The ministry has registered 15 milk cooperatives in leathers as well as leather products. urban centres. Disease Control and Prevention Milk consumption is high, both in urban and rural locations, Measures as milk is often the only accessible and affordable drink The disease control and prevention measures implement- and is traditionally important for pastoral communities. The ed by the MoLFD consist mainly of vaccinating sheep and high demand for milk is stymied by supply bottlenecks and cattle, the mandatory quarantine of live animals for export, a lack of capacity in the dairy process industry. At the same general disease control, treating parasites, and oversight of time, water and electricity, which are crucial for dairy pro- veterinary medicine imports. cessing, are expensive in Somaliland and are not always reliably accessible. Disease control and vaccination interventions are conduct- ed across Somaliland twice per year. With the financial and The prevailing demand for milk is supplemented by the material assistance of the UN Food and Agriculture Organ- importation of powdered and bottled milk, mainly sourced isation (FAO), and other development partners, the MoLFD from Saudi Arabia, Yemen, New Zealand, and Holland, carries out periodic vaccination and treatment campaigns. among others. In the period from 2019-2021, the country imported 35,601,103 kg of powdered milk and 23,072,179 Somaliland lacks a vaccine production institute to be able to kg of bottled milk, which extracted millions of USD from the produce inexpensive vaccines and prevent transboundary country (Ministry of Finance Customs Office, 2022). animal diseases of economic significance from impacting national herds. Businesspeople and diaspora groups are increasingly es- tablishing commercial dairy camel farms on the outskirts of Egg Production cities. The milk from these farms is transported in standard Somali society traditionally does not appreciate white metallic containers to restaurants and distribution centres meat. Nevertheless, twelve small to medium poultry farms twice a day. With increased urbanisation, the demand for have recently been established in the country. On average, milk and other dairy products remains high and the current a poultry farm holds between 300 and 60,000 chickens, supply cannot satisfy market demands. Hence, the importa- mostly for laying eggs. European breeds are kept on farms, tion of powdered milk and other dairy products. which have a difficult time adapting to the local weather and existing endemic diseases. The core limitations of An estimated 50-60 percent of the milk produced in So- the poultry industry include the high feed cost, lack of maliland comes from camels. Cow milk contributes about local availability of chicks, limited experience of farmers 35 percent of total production, while goat and sheep’s milk in poultry rearing, and absence of local agencies that pro- make up 10 percent. The processing of dairy products into duce low-cost vaccines for the control of endemic poultry yogurt and cheese is limited. There is also a small industry diseases. that processes milk from imported powder milk. Some households keep a few hens of the local breed, most- Hides and Skins ly for egg production. If well managed, small-scale poultry The export of hides and skins, although potentially im- rearing can be a good source of supplementary income for portant, has dropped from approximately 13.5 million total households. The local breeds are characterised by low pro- exports in 2011 to less than two million annually in recent duction and productivity, and established farms with local years. Value addition in hides, skins, leather, and leather breeds are for egg production. Therefore, imported chilled products would foster the diversification of Somaliland chicken is available in supermarkets. The ministry should exports. According to a recent study, the hides and skin encourage the establishment of farms for broilers. sub-sector employs over 1,190 individuals (88 percent of which are male). Agriculture Sorghum is the dominant crop in Somaliland, taking up The exportation of hides and skins from Somaliland has about 70 percent of the rain-fed farmlands. Another 25 drastically declined since 2019 and only limited quantities percent is covered by maize, mainly grown as food for Republic of Somaliland National Development Plan III 43 human consumption. Other crops are cowpea, sesame, able agricultural development, which reduces widespread watermelon, millet, groundnut, and beans. Around 20-25 poverty in rural areas. Based on basic technical know-how, percent of the Somaliland population depends directly on these farmers produce quality fruits and vegetables, largely the agriculture sector for their livelihoods and means of for major markets in large cities and towns. employment, particularly in rural settings. Crop production contributes to only 10 percent of cereal consumption in Greenhouses for commercial vegetable production are ex- Somaliland. panding in both dryland and irrigated farming areas. These enterprises use hybrid and genetically modified seeds and The Ministry of Agriculture’s National Agriculture Strategic apply both chemical and organic fertilizers and pesticides. Plan (NASP, 2021-2023), defines the following strategic Commercial farming is often done without sufficient re- goals: search on the soil type, appropriateness of seeds, climate, 1. Increase agricultural production market demand and conditions, and quality of water for 2. Improve access to agricultural markets and market- irrigation. Farmers also often do not consider the shelf lives ing services and preservation of farm produce when the markets are unfavourable. Nevertheless, there are successful commer- 3. Promote natural resource management cial farming enterprises in the Arabsio and Burao areas. Policy and Legal Reform Agricultural Research and Extension • National Agriculture Atrategic Plan (NASP) 2021- The NASP expresses MoAD’s commitment to ensuring that: 2023 • Agricultural production is increased through farm- er-focused training and extension to enable the • National Agriculture policy (draft) farmer to utilise appropriate farming techniques and • Seed policy (draft) technologies • National pesticides policy (draft) • Enhanced institutional capacity exists to plan, devel- • Draft agriculture cooperatives policy op, and provide agricultural support packages that are sustainable • Dryland Farming • The focus will be on quality farm produce and im- The agro-pastoralists in the dryland areas grow a six month proved marketing, leading to national food security maturing sorghum variety (Elmi Jama) for human food and fodder for livestock. In addition, a short cycle variety has Finding appropriate technologies and disseminating them recently been introduced in the Odweyne district. To cope to farmers under agro-socio-ecological conditions like in with unpredictable climatic patterns, farmers also grow Somaliland is a complex challenge anywhere in the world. maize, cowpeas, millet, and beans for food, plus sesame, This is even more challenging due to the face that there watermelon, groundnuts, onions, and tomatoes as cash are currently no ongoing broad-based agricultural research crops. Dryland farmers are also steadily adopting fruit and extension interventions in the country. trees such as citrus, guava, lemons, and mangoes through 1. Research: The MoAD manages the dryland Agricul- improvised drip irrigation during the sapling and flowering ture Research and Training Institute (SIAR) at Aburin stages. Agricultural Research Station, which has been reha- bilitated with funds from the Somaliland Develop- Most subsistence farmers use appropriate farming tech- ment Fund as a farmer’s training and on-farm varietal niques passed down from generation to generation. It evaluation centre. The institute is located about 42 is a low-input, low-output farming system, which has not kilometres outside of Hargeisa city, within Somalil- changed much over time. Technology transfer has shown and’s prime dryland agro-ecological zone. Farmers very little success, despite heavy investments by NGOs in from across the country take theoretical and practical farmer training. Both the total area under cultivation and short training courses at the SIAR and serve as junior the yield per hectare fluctuate heavily from year to year, extension workers in their respective localities. The mainly as the result of rainfall patterns. MoAD and partners should commission a study ex- ploring the relevant technology for the local farming Main Crop Production Areas systems. It would take time and needs functional Rain-fed farming is suitable in pockets across the country. links with agricultural research stations operating in Maroodi Jeex, Awdal, and Togdheer are the main food similar agro-climatic zones. In this context, the MoAD baskets of Somaliland, where farmers practice both rain- must pursue stronger collaborative institutional links fed and small-scale irrigated farming. Agro-pastoralists in with relevant Consultative Group for International the Sanaag and Sahil regions also grow sorghum, mostly Agricultural Research institutes, a global partnership for animal fodder. Farmers in those regions also grow cash that unites international organisations engaged in crops along the dry rivers and streams through irrigation research about food security. from shallow wells. 2. Extension: The agricultural extension department Commercial Farming has limited capacity in terms of effective boots on Investment in agri-businesses seems to have increased the ground, so conventional ways of getting valid during the last five years, although no reliable data is cropping messages to farmers through a national available. This seems to have taken place without any no- network of field-level extension workers are not fea- ticeable assistance from either the Ministry of Agricultural sible. Therefore, in collaboration with development Development (MoAD) or aid organisations. Commercial partners, the MoAD transfers appropriate farming and farming could be a key driver to market-oriented sustain- natural resource management techniques through Republic of Somaliland National Development Plan III 44 Farmer Field Schools (FFS) and demonstration farms. to be promoted to spur the market. The MoAD must find innovative, demand-driven, cand ost-effective ways to reach and support farm- The MoLFD is mandated to regulate and promote the So- ers. maliland fishery sector. However, the sector is still in the early stages of development, and the legal and regulatory Agricultural Inputs and Credit frameworks that ensure effective governance are still being Both supply and demand for agricultural inputs – like cer- introduced, developed, and enforced. tified seeds, pesticides, implements, equipment, etc. – are very limited and dispersed. Local dealers sell poor-quality The Somaliland Fishery Law is the only legal framework for imported farm inputs from overseas due to limited control the fishery industry. FAO and other development partners and quality guarantee mechanisms. Genetically modified work with the MoLFD in reviewing and formulating its policy and untested vegetable and horticulture seeds from di- framework. verse sources are replacing indigenous seeds. On the oth- er hand, farmers store seeds of cereal and legume crops Legal Frameworks from their harvest, purchase them from open food markets, The legal frameworks governing the fishers are fragmented or receive them through donations. Since farmers cannot and the implementation and enforcement have gaps. The easily access credits, traders often pre-finance the farmers Somaliland Government has introduced the following legal and take the products at prices that may not be fair to the instruments: producers. • Somaliland Fishery Law (Law No. 84/2018); it was recently revised and amended and will be submitted Although the ministry and its development partners pro- to the Cabinet. mote climate-smart agriculture, including the use of organic • Registration & Licensing of Fishing Vessels (No. pesticides, farmers often use globally banned chemical 1/08/2012). The ministry worked on a fishery vessel products and apply them to crops at different stages, registration exercise in 2022 and 455 fishery vessels including a few days before harvesting. Also, farmers use were registered and are active in Somaliland waters. animal manure for enhancing soil fertility. The ministry issues licenses to foreign fishing vessels for limited periods with specified fishing equipment. Agricultural Markets The cash crops from the local farms are mostly consumed • Somaliland company law gives licenses to fishing in the main towns of Somaliland. Farmers recognise that groups operating as companies. local harvests cannot satisfy market demand, and as a • A fishery boat management regulation was devel- result, similar commodities are imported from Ethiopia and oped in 2022. Somalia. The farmers send their products to their marketing • Cooperative guidelines were developed in 2022, as agents, or traders purchase the harvests at the farm gate. well as bylaws for cooperatives. The vegetables and fruits are transported to the markets in small crates, carton boxes, and sacks on trucks. The The MoLFD issues identification numbers and cards to the peasant farmers face numerous problems, such as poor boats and fishermen, and licenses for the local and foreign access to markets, high transportation costs, unstable mar- fishing companies and cooperatives. The SLCG ensures ket prices, lack of processing facilities (value addition), and compliance with the regulations for every sea-going boat ineffective farmer organisations. and its crew. In addition, the government collects taxes from fishing activities. Non-public Stakeholders The MoAD collaborates with international and local part- Equipment and Facilities for Fishing ners to realise the NASP milestones. About 20 partners Groups and Fishmongers support the ministry in enhancing the technical skills of The Somaliland artisanal fishery sector predominantly op- the farmers and staff, natural resource management, water erates in the inshore areas. Most fishermen use motorized for irrigation, climate change, tillage hours, seeds, etc. The boats equipped with drift nets and lines for catching the partners also invest in strengthening farmer organisations. fish. About 250 small and medium-scale boats of 7 m and 8.5m long, equipped with 15 and 25 hp Yamaha engines, The engagement strategy of most NGOs focuses mainly are used for fishing. The small boats are useful for the daily on emergency management and implementing resilience catch within a few kilometres from the shore, whilst the programmes, which may include farmer group training, medium-scale boats, mostly with Volvo engines, can spend distribution of inputs, water-harvesting, construction of over a week at sea and sail up to 50km from the shore. In soil bunds, and/or support of income generation activities addition, individual fishers go to the sea on paddled canoes through market gardening. to catch small quantities of fish. The MoAD must step up its efforts to coordinate stakehold- Fishing boats are insulated or equipped with coolers to ers in the sector and jointly identify potential interventions preserve the fish on the boats while at sea. Fishers take for upscaling. sufficient quantities of ice flakes, packaged in 50 kg bags, depending on the fishing trip. The boat owners employ Fisheries fishermen (4-5 per boat) for each fishing trip. The fishery sector is recognised as a vital economic driver for job creation and economic growth in Somaliland. Al- Fishing jetties were established and are operational in though meat consumption is high in the urban areas, the coastal Berbera and Maydh towns. The ministry also man- consumption of fish is limited, and fish consumption needs Republic of Somaliland National Development Plan III 45 ages a workshop in Berbera town for repairing boats and Fish Markets fishing gear, which are relatively expensive in Somaliland. The fishmongers send the fish stocks on improved vans The boat owners order the fishing gear and spare parts from with large quantities of ice cubes. Around 80 percent of Bossaso, Mogadishu, or Dubai, where they are cheaper. the fish catch ends up in Hargeisa and Burao cities, while smaller quantities go to Borama, Erigavo, Wajaale, Gabiley, Cold Chain Facilities Odweyne, and Las Anod towns. The ministry and devel- There are limited cold storage facilities in Somaliland’s opment partners have established fish markets in Berbera coastal towns. The fishmongers store fish stocks in freez- and Burao towns with the necessary facilities. ers of 500 kg capacity whereas six enterprises have cold chains and icemaking plants, mostly in Berbera town, for The fishmongers sell a kilo of fish at SlSh 13,000( US$1.5) short-term storage. The enterprises serve the fishermen and resell it at SlSh 18,000 (≈US$2) to the traders at the end and the fishmongers in the Berbera district with ice cubes markets, who in turn sell each kilo at around SlSh 29,000 and storage facilities. A kilogram of ice costs SlSh 1000 (US$3.4) to hotels and restaurants, and SlSh 40,000 (US$0.12 USD) in Berbera. ($US4.7) to individual customers. In addition, the Fishery Centre Enterprise, constructed Foreign Fishing in Somaliland Waters by Fairfishing in Berbera and currently managed by the The MoLFD issues fishing licenses to large foreign vessels ministry, has a freezer room to freeze the fish to -40 oC for for a limited period in the Somaliland Exclusive Economic indefinite periods. However, the room is seldom used due Zone (EEZ). Somaliland charges US$0.46 per kilogram of to expensive and unreliable electricity in Berbera. fish on licensed foreign vessels. Due to limited monitoring capacity, the ministry, however, is concerned that foreign Fish Species in Somaliland Waters vessels of all sizes are illegally encroaching into the So- The fish species in Somaliland waters are classified into maliland territorial waters. Illegal fishing has huge impacts pelagic (migratory) and demersal (sedentary). The Pelagic on the marine habitats and sustainability of fish species species include the tuna family (yellowfin tuna, frigate tuna, from destroying coral reefs and using trawling equipment. longtail tuna, sailfish tuna, skipjack tuna, etc.) and Spanish Despite small units of navy guards in the coastal towns, mackerel. The common demersal species are scavengers, Somaliland is ill-equipped to monitor and protect its marine groupers, snappers, grunts, sharks, turtles, threadfin resources. In the recent past, between 2017 and 2019, breams, lizardfish, goatfish, rays, and sea breams. foreign trawlers were banned from Somaliland waters to protect the coral reefs. The ministry currently only issues a Despite Somaliland society historically consisting of no- very limited number of licenses to foreign operators. madic pastoralists with plenty consumption of red meat, fish consumption has been steadily growing in the urban Commercial Fish Processing areas due to the expatriate and diaspora returnee popula- Large-scale fish processing is still developing in Somaliland. tions, as well as due to health benefits, nutrition, and me- Few companies have emerged in the past two decades dia influences. Yellowfin tuna, long-tail tuna, sailfish tuna, to produce, preserve, and market for commercial purpos- sharks, and kingfish are the most preferred fish species in es. However, those companies have either closed their the consumer markets for their high unit value and slow businesses or managed only ice plants and cold storage decomposition. The fish’s body mass and consumer prefer- facilities in Berbera town. ence determine the price of the fish in the market. Although Somaliland’s 850 km sealine is endowed with rich fishery 8.3 Challenges and Key Issues resources, local fish consumption is relatively limited. The major identified challenges in the production sector for Seasonal Fish Production and Marketing the NDP III period are the following: Access to the sea and availability of fish is determined by Livestock the southwest and northeast monsoons. Between May • Improving rangeland management and preservation, and August (sometimes mid-September), the southwest including in local communities as indigenous plant monsoon makes the sea cold and rough for the small species are being replaced by exotic species, such boats. In this season, access to the pelagic fish species as prosopis juliflora and parthenium weed. Trees are (the preferred) becomes scarce in Somaliland waters, as also cut indiscriminately for firewood and charcoal they migrate to places with higher ambient temperatures. production in many places. Between September and April, pelagic fish species are abundant in the Gulf of Aden because of a higher ambient • Investing in a meat processing industry, as livestock temperature and the availability of prey. is exported on the hoof. The recipient countries of- ten send back livestock shipments from Somaliland Opportunities exist for investors to partner with local fishing because of enzootic diseases such as brucellosis. companies or invest in developing the fishing industry. No Exporting chilled meat would add value and increase official fishery stock assessment was conducted for the earnings in foreign currency, as well as reduce the last 30 years to determine the status of the fishery stock risk of rejected shipments and high mortality of live- in Somaliland waters and determine the potential of the stock enroute. industry, which FAO currently estimates at 40,000 tonnes • Improving sanitary measures for livestock and the per year. However, the annual registered catch over the last handling of livestock products, like meat and milk. few years has been around 3,000 tonnes, or less than 10 For example, it is important to avoid the spread of percent of the estimated potential. disease when livestock from different locations converge in unsanitary conditions. Regulations and Republic of Somaliland National Development Plan III 46 inspection need to improve to impose better hygiene operations, while the Somaliland Coastguard may and sales conditions in markets. tow the boats back to shore. • Promoting the availability of essential tools, gear, and Agriculture equipment for fishermen (like fish detecting instru- • Improving the subsector’s policy, legal, and regula- ments, GPRS, overcoats, life jackets, fire distinguish- tory framework. The ministry has a three year stra- ers, communication equipment, and first aid kits) and tegic plan (2021-2023), a draft national agriculture fishmongers at the markets (like proper gutting and policy, a seed policy, a plant protection policy, and a filleting knives, weighing scales, and cutting boards). farming cooperatives’ policy. Furthermore, the min- Storms and cyclones may capsize the fishing boats istry should review the Somaliland Agriculture Land far into the sea. When stranded in the sea, the boats Ownership Law No. 08/99 in line with the recently do not have communication facilities to appeal for approved land policy. assistance whilst the rescue mission cannot easily • Addressing in a more systematic way land conserva- locate the distressed crew. tion, management, and erosion control, together with • Promoting measures that will allow the availability of other relevant government institutions, like MoLFD, cost-effective cold-chain facilities and rental space MoECC, and MoRD. Soil fertility in agricultural areas accessible to fishmongers, while guaranteeing the has declined over time due to poor farming practices, stability of a sustainable electricity supply. inadequate natural resource management, and wind and water erosion. • Expansion of the Berbera fishery jetty, which current- ly can handle only a few boats at any given time. This • Mobilising additional resources so the MoAD is bet- results in long queues for access to the landing site ter placed to pursue its national mandate of creating which can cause the fish to perish if not unloaded an enabling environment for sustainable agricultural and frozen on time. Also, an unhygienic landing site production. This would enhance the capacity of the may contaminate the fish. ministry to identify, formulate, and enforce sectoral policies and guidelines and deliver necessary ser- • Additional investments to improve transport infra- vices to farmers, including training, certified seeds, structure. The traders deliver fish on improvised and on-farm trials. vans, which do not meet the fish delivery standards, compounded by poor road networks and other infra- • Promoting private sector investments in activities structure. A significant percentage of fish stocks are like crop production, agro-processing, horticultural lost before consumption due to poor handling and production in greenhouses, and the availability of inadequate cooling systems while in transit, making quality agricultural inputs, equipment, and facilities. postharvest losses unnecessarily high. To increase crop production, farmers should be able to access quality and regulated certified seeds, farm • Working towards meeting Hazard Analysis Critical machinery, botanical pesticides, affordable fuel for Control Point (HACCP) standards in the fishery sec- tillage, and irrigation facilities, among others. tor. This would allow it to export fish to neighbouring countries, Europe, or the United States. Somaliland’s • Promoting practices that reduce crop losses from fishery sector currently supplies only the local mar- pests and diseases or from inadequate on-farm stor- kets and exports only insignificant amounts of orna- age facilities. mental fish to Djibouti. • Promoting better access to markets. Despite the • Promoting eating and preparing fish to challenge the extensive mobile phone network in Somaliland and cultural attachment to red meat and limited cooking other modern communication technologies, local skills. Cultural factors discourage many people from farmers either have limited market information or are eating fish and has caused several companies to bonded to pre-financing traders in the end markets. leave the market within a short period. In addition, farmers lose a significant percentage of yield value due to market saturation with unfavour- able prices immediately after the harvest.
8.4 NDP III Outcomes and Priority Interventions Fisheries • Improving the availability of information about the Strategic Objective 1: To improve resilience and livelihoods status of Somaliland’s marine ecosystem i.e., coral of rural communities by promoting sustainable production reefs, sponges, and seaweeds, which are the main in livestock and agriculture with sound natural resource habitat of many organisms. This information is import- management. ant for investors, fishermen, and other stakeholder Outcome 1: By 2027, livelihoods in rural and semi-rural who wish to invest in the fishing sector. areas will have improved due to better resilience in • Establishing a standby rescue system for stranded pastoralist and agro-pastoralist communities. fishermen and missing properties in the sea. The In collaboration with development partners, the Ministry of fishermen (fish harvesters) do not have diving kits Livestock and Fishery Development will achieve this out- to search for missing properties (e.g., anchors) and come through the following priority interventions: persons in distress. Fishing groups now employ pri- 1. Improving access to effective animal health services vate boats for rescue operations and hire expensive through quality drugs, disease surveillance, treat- kits from local vendors for such incidents. The mu- ment, and vaccination campaigns. nicipality occasionally contributes fuel for the rescue Republic of Somaliland National Development Plan III 47 2. Investing in livestock holding grounds (LHG), quar- Strategic Objective 2: To develop sustainable market- antine station farms, strategic water points, and fat- oriented climate-smart value chains in the production tening farms to improve the resilience of the sector sector, involving all stakeholders. towards drought. Outcome 3: By 2027, the meat, dairy, feed, and fodder 3. In collaboration with MoECC, establishing communi- value chains will have considerably improved. ty managed grazing reserves and seed banks for the preservation of resilient and nutritious indigenous In collaboration with development partners, the Ministry grassland varieties. of Livestock and Fisheries Development will achieve this outcome through the following priority interventions: 4. Capacity building for veterinarians and animal health 1. Addressing regulatory gaps for livestock, livestock workers in animal health and communications skills. products, and the export of live animals to facilitate This will improve access to effective animal health competition. Implementing and enforcing the laws, services through the utilisation of quality drugs, regulations, and standard operating procedures will disease surveillance, and treatment and vaccination help access markets. The following are other docu- campaigns. ments that are to be developed within the NDP III 5. Promoting public health protection measures against timeframe: zoonotic diseases. This would improve the safety of • Emergency preparedness and response (EP&R) meat and milk for consumers in both rural and urban laws, regulations, and guidelines. settings. The ministry will inspect the meat and milk at the abattoirs and distribution (market) centres. • A more comprehensive pharmacy and poisons act, bringing together the veterinary and medi- The Ministry of Agricultural Development and its devel- cal services. opment partners will achieve this outcome through the following priority interventions: • A pesticides act addressing veterinary, agricul- 1. Proactively leading coordination of all intervening tural, and environmental concerns. organisations working in Somaliland with a focus • A veterinary code of ethics. on enhancing the resilience of rural communities by • An aquatic animals and products act. improving their ability to adapt to climate change. 2. Capacitating all actors in the livestock value chains 2. Ensuring on-going research programmes have a (meat, dairy, fodder) in good production practices. sufficient focus on appropriate technology that have This will complement the continuous professional the potential to improve rural communities to adapt development of livestock extension workers towards to climate change. overall improvement of knowledge and skills in the 3. Increasing farmer field school (FFS) groups, if war- subsector, including breed selection and improve- ranted by recommendations, and undertake a field ment. study on joint stakeholder FFS experiences in So- 3. Establishing demos for good animal production maliland. practices, fodder banks, and feed lots through Outcome 2: By 2027, the promotion of sustainable climate-smart practices. The seed banks will be of natural resource management will lead to a more improved varieties. This will lead to increased fodder sustainable use of land and water resources in the production, seeds, and techniques. production sector. 4. Supporting actors in the fodder value chain regard- The Ministry of Livestock and Fisheries Development, ing value addition of fodder, (baling, concentrates, together with its development partners, will achieve this milling, grinding, etc.), including the provision of outcome through the following priority interventions: inputs for pilot schemes to engage in such activities. 1. Conducting at least one fish stock assessment to de- 5. Rehabilitating and improving infrastructure in the termine the sustainable exploitation of fish and other dairy value chain (cold chain, processing). marine resources (fishing quotas). 6. Establishing a livestock marketing agency. The agen- 2. Establishing marine protected areas in collaboration cy will prioritise trade facilitation initiatives across the with the MoECC. value chain, dissemination of market information, and The Ministry of Agricultural Development and its devel- the development of market systems. The agency will opment partners will achieve this outcome through the work with all stakeholders to strengthen certification, following priority interventions: inspection, and quality control, especially regarding 1. Promoting the development and sustainable utilisa- requirements of export markets. tion of agricultural land resources. Farmers will be 7. Strengthening extension advisory services to the pri- sensitised and trained on climate-smart agriculture vate sector to improve farm management and overall and sustainable land use practices. farming practices. 2. Promoting the development and efficient use of wa- Outcome 4: By 2027, MoAD will have increased ter resources. Farmers will be trained on the efficient institutional capacity to effectively support farmers use of water for irrigation such as drip irrigation and to increase marketed production. solar-powered systems. The Ministry of Agricultural Development and its devel- opment partners will achieve this outcome through the following priority interventions: Republic of Somaliland National Development Plan III 48 1. Developing a financially sustainable, innovative, and facilities to strengthen the fishery value chain: producer-oriented support approach, together with • Extension, expansion, and rehabilitation of all value chain stakeholders. The MoAD will study existing fishing jetties and landing sites and the the agriculture value chains, explore innovative solu- construction of new jetties. tions, and develop financially sustainable producer support models. • Supporting increased capacity of existing cold storage facilities in seven coastal areas and 2. Aligning the MoAD’s institutional structure and capac- establishing new facilities in two areas, plus ity with a more producer-oriented support approach. facilities for ice-making. The ministry will review its internal structures for effectiveness and devolve the technical operations • Promoting the establishment of commercial closer to farmers. fish processing plants (canning, drying, sorting, smoking, and fish meal). 3. Enhancing the MoAD’s human resource capacity. The ministry has an adequate number of specialised • Construction of fish market centres in Erigavo, staff whose technical skills shall be upgraded. Spe- Hargeisa, and Wajaale. cial emphasis will be given to the staff at the regional • Supporting the establishment of operational offices. fishing gear shops in Berbera, Zeylac, and 4. Developing the necessary MoAD physical infrastruc- Maydh. ture and equipment provision. The office facilities • Improving the mechanical workshop for marine and necessary equipment will be provided to the engine maintenance in Berbera and establish- regional and district offices and, where necessary, at ing two mobile workshops in Zeylac and Maydh. headquarters. • Establishing a Fishery Training Centre for train- 5. Increasing access to quality inputs for both rain-fed ing young fishermen. and irrigation farmers. The MoAD will ensure the • Improving commercial fishing knowledge and quality of seeds, pesticides, and other farm inputs. disseminate to all relevant stakeholders. The farmers will be encouraged to use natural pes- ticides and will be advised on the safe use of agro- 2. Capacity building of key actors in the fish value chain chemicals. The MoAD will also inspect agrochemical (fishermen, fishmongers, mechanics, etc): pesticides in local markets and certify traders in this • Training local fishermen in modern fishing gear context. techniques (hooks, long lines, trolling, etc.) 6. Encouraging and regulating the growth of green- • Training of trainers in maintenance and repair houses. The number of greenhouses has increased of marine engines, cold storage facilities, solar in Somaliland over past ten years. The MoAD will installations, etc. promote greenhouses and develop regulatory frameworks. Farmers will also be advised on appro- 3. Strengthening and streamlining the policy, legal, and priate irrigation systems. regulatory framework in the fishery sector and its implementation: 7. Developing a conducive environment for agricultural marketing investment. Somaliland businesspeople • Improving the legal framework for the establish- and foreign investors will be encouraged to invest in ment of fishery cooperatives. agribusinesses. • Updating the fish quality control act to include 8. Establishing a marketing information system for the specific requirements related to the fish value effective provision of market information to farmers chain. and other market players. The ministry will develop • Improving the capacity to monitor and protect effective marketing information systems which will against illegal, unregulated, and unreported be easily accessible to farmers, traders, and other fishing, among other issues, through a vessel agribusiness players. monitoring system. 9. Developing marketing sales promotions for agricul- • Improving and encouraging local fish export tural products. The annual exhibition will be held in and certification. all Somaliland regions. In addition, the ministry will • Improving and modernising the fishery licens- explore e-markets for agricultural produce. ing system. 10. Improving physical market infrastructure. In collab- 4. Promoting market access (including export markets) oration with municipalities, farmer facilities will be by engaging in trade facilitation, dissemination of improved, such as warehouses, cold chains, etc. market information to all operators, marine products Outcome 5: By 2027, the Somaliland fishery sector certification, and the establishment of a food safety will have grown substantially in a sustainable control system (HACCP). manner. The Ministry of Livestock and Fisheries Development and its development partners will achieve this outcome through the following priority interventions: 1. Expanding and upgrading necessary infrastructure Republic of Somaliland National Development Plan III 49
8.5 Cost Estimates per Outcome and MDA PRODUCTION SECTOR SECTOR TOTAL (USD) 159,966,045 MINISTRY OF LIVESTOCK AND FISHERIES DEVELOPMENT USD 132,508,045 MINISTRY OF AGRICULTURAL DEVELOPMENT USD 27,458,000 SDG NDP Outcome NDP Outcome Indicator Unit Baseline (2021)(*) Target (2027) COST ESTIMATE PRO - 1: By 2027, livelihoods in rural and GOV - 2.A: Average completion rate of semi-rural areas will have improved due the Outcome's combined operational SDG - 2 to better resilience in pastoralist and agro- benchmarks. % 0% >80% 64,947,040 pastoralist communities. OUTCOME PRO - 1: Cost estimate per government instiution / MDA MoLFD 64,947,040 PRO - 2: By 2027, the promotion of PRO - 2.A: Average completion rate of sustainable Natural Resource the Outcome's combined operational % 0% >80% Management will have led to a more benchmarks. sustainable use of land and water PRO - 2.B: The total number of farmers resources in the production sector. considered early adopters of soil and water conservation practices on their Number of crop Not available 200 farm, as reported on by all participating production farmers SDG -15 partners. 20,800,000 PRO - 2.C: For all relevant fish species, the annual fish catch does not surpass the corresponding fishing quotas that NO Boolean have been established on the basis of (No assessment based YES (Yes / No) carried out stock assessments in the fishing quotas) NDPIII period. MoAD 16,800,000 OUTCOME PRO - 2: Cost estimate per government instiution / MDA MoLFD 4,000,000 PRO - 3: By 2027, the meat, dairy, and PRO - 3.A: Increase of 20% in the export feed and fodder value chains will have of live sheep and goats, comparing five- considerably improved. year averages (equals 3,1% growth per No. of animals 1,546,917 1,856,300 year). PRO - 3.B: Increase of 20% in the export of live cattle, comparing five-year No. of animals 112,896 135,475 averages (equals 3,1% growth per year). SDG -2 PRO - 3.C: Increase of 20% in the export 43,715,000 of live camels, comparing five-year No. of animals 33,377 40,053 averages (equals 3,1% growth per year). PRO - 3.D: Domestic meat consumption from goats, sheep, camels, and cattle processed by main slaughterhouses in Kg 719,772 800,000 Somaliland (Hargeisa, Burco, Borama, Berbera, and Erigavo). OUTCOME PRO - 3: Cost estimate per government institution / MDA MoLFD 43,715,000 PRO - 4: By 2027, MoAD will have PRO - 4.A: Increase of 20% in the total increased institutional capacity to production of cereals (maize and Rolling 5-year average effectively support farmers to increase sorghum), comparing five-year averages in Tons 20,046 24,000 10,658,000 SDG -2 marketed production. (equals 3,1% growth per year). PRO - 4.B: Average completion rate of the Outcome's combined operational % 0 >80% benchmarks. OUTCOME PRO - 4: Cost estimate per government instiution / MDA MoAD 10,658,000 PRO - 5: By 2027, the Somaliland fishery PRO - 5.A: A 20% increase of the annual sector will have grown substantially in a catch of fish (equals 3,1% growth per Tons of fish 3,244 3,900 SDG - 14 sustainable manner. year) PRO - 5.B: A 50% increase in the 23,846,005 number of registered local fishing Registered local fishing 445 670 vessels (equals 7% growth per year). vessels OUTCOME PRO - 5: Cost estimate per government instiution / MDA MoLFD 23,846,005 (*) The Outcome baseline value is from 2021, unless indicated otherwise Republic of Somaliland National Development Plan III 50 Chapter 9 INFRASTRUCTURE SECTOR
9.1 Introduction Public Works, Land, and Housing • The Ministry of Public Works, Land and Housing Infrastructure is key to facilitating and accelerating so- (MoPWLH) archives the original copies of all town cio-economic development as envisaged in Somaliland plans in the country and maintains an asset register Vision 2030. The country aims to be a nation with an ad- of public assets. There are currently 15,428 assets vanced infrastructure network that enables economic and registered in the asset registry. The MoPWLH licens- social development. Therefore, improved infrastructure is es an increasing number of engineers and skilled critical to Somaliland’s competitiveness to facilitate local, technicians, as well as the registration of building regional, and global trade. The priority has always been contractors, real estate developers, and quarries. an internal road network that connects the different parts Currently, the MoPWLH has registered 1,465 contrac- of the country, which will also indirectly support economic tors and 1,550 engineers. The contractor licensing re- activities such as being a transit trade hub, access to health quires the owner to have engineering qualifications. facilities, and linking production to potential markets. • The ministry has developed construction permit It was in pursuit of the above objectives that, in addition application guidelines and trained the ministry and to the Berbera-Wajaale road, the Hargeisa bypass was district engineers in implementing the guidelines for conceived, together with partners. Other strategic road the approval and oversight of building permit appli- networks include connections between Erigavo, Burao, cations. The ministry has designed and supervised and Las Anod. This will then establish good, paved road 182 projects since its inception in 1994. links between all the regional capitals and major cities. • MoPWLH works closely with the Ministry of Transport and Roads Development (MoTRD) and local govern- Closely linked to the road network are developments in ments to identify primary and secondary roads to the maritime transport infrastructure. The Berbera Port and plan and manage cities’ traffic volumes. This is taken its economic zone are intertwined with the existing road into consideration when conducting town planning. network and planned road investments. The Berbera Port is quickly becoming the nucleus of economic opportunities • The MoPWLH has completed the feasibility studies in Somaliland. This ranges from being a major source of and detailed design of 400 government employee government revenues to being a key hub in the interna- houses. The MoPWLH has allocated public-owned tional livestock trade. The development of other jetties, like land for the construction of affordable housing and is the one in Maydh, expands opportunities for more rural currently exploring potential funding sources. communities. To realize its full potential, Somaliland also needs a thriving aviation industry. Developments at Egal Road Transport International and Berbera airports will ensure that connec- • Community fundraising has been a critical source tivity to Somaliland is easy for its citizens and businesses. of finance for constructing paved roads in rural and The recent resumption of domestic flights to Erigavo sig- urban areas. Examples of such funding models are nals opportunities for domestic air connectivity. the roads connecting Borama and Dila (35 km), Har- geisa and Ina Guuhaa (about 30 km out of 80 km), The basis for a modern digital economy is a transformative Hargeisa and Balligubadle (about 15 km out of 80 telecommunication sector which adopts to the fast-chang- km), and Erigavo and Ina Af-Madow (about 150 km ing digital world. As envisioned in Vision 2030, a good out of 280 km). communication network will support the government’s • The Roads Development Authority (RDA), together drive towards a modern digital world. This is expected to with key partners, has delivered several vital roads. support e-economy, e-government, and e-learning. The Since 2013, Somaliland, together with the SDF, has government’s main role is to create the enabling environ- invested in the rehabilitation of 149.5 km of paved ment for the private sector to thrive. The recent develop- roads, which included 130.3 km of paved road be- ments on the fibre optic cable deployment will further boost tween Hargeisa and Sheik and rehabilitating 19.2 km the industry and ensure that internet access and internal of paved road between Kala-baydh and Dila. supported economic activities will increase. Connectivity • The upgrades to the Berbera Corridor, which links to the international fibre optic cable will also help increase the Berbera Port to Ethiopia, are significant devel- internet access to every home, business, school, and gov- opments. Road upgrades will be completed by the ernment department. end of 2022 with investments from the Abu Dhabi Fund (US$90 million), the Prosperity Fund of the UK
9.2 Situational Analysis Government (US$33 million) for the Hargeisa Bypass, and the European Union, which has upgraded the Policy and Legal Reforms road from the bypass to Gabiley. The RDA has been Policy and legal instruments approved and enacted to a key partner in this process. Berbera Port, Berbera improve the infrastructure landscape are limited. These Airport and the Berbera Corridor Road connecting to policies, and a host of new ones, will continue to guide the Ethiopia are nearly completed. sector in the foreseeable future. Key among them are: • Four sustainable urban master plans developed for • The Erigavo road, constructed with government Las Anod, Erigavo, Borama, and Gabiley districts. funds and an extensive community fundraising effort, both in Somaliland and from the diaspora, is expect- • Land Policy (2022) ed to be completed at the end of 2022. Despite this • Fixed Asset Registry Policy progress, infrastructure remains one of the biggest • E-Government Strategy (2021-2024) challenges for businesses in Somaliland, particularly transportation. Republic of Somaliland National Development Plan III 52 Maritime Transport itive in the region as international calls made from • There is a new container terminal at Berbera Port, Somaliland are some of the cheapest in Africa. So- a quay of 400 m, and three Ship-to-Shore (STS) maliland is also one of the most active mobile money gantry cranes which can handle the largest container markets in the world, with 26 percent of subscribers vessels in operation today and increases the port’s using mobile money to pay bills – one of the highest container capacity from the current 150,000 Twen- user rates in the world. ty-Foot Equivalent Units (TEUs) to 500,000 TEUs • The Ministry of Information and Communication Tech- annually. The terminal includes a modern container nology (MoICT) established a spectrum management yard with eight Rubber-Tyred Gantry Cranes (RTGs). monitoring system for the first time. The spectrum A new port one-stop service centre is also being built management system regulates radio frequency to and will be ready in 2022. The port can handle up to promote efficient service, mitigating radio spectrum two million TEUs a year and multiple large container pollution and maximizing the benefit of usable radio vessels simultaneously. spectrum. • Recent investments, albeit small, in regional jetties • In 2021 an innovation zone was launched. The main have the potential to develop an interconnected ma- objective of the innovation zone is to train public rine transportation network which will open potential servants, as the government transitions to providing markets, promote value chains, and improve local e-services and rolls out its digital transformation economic development in many rural areas. strategy. The facility is expected to develop into an • The Maydh Jetty in Sanaag has also been upgraded, e-learning, e-health, and e-commerce platform, and which will improve interconnectivity by sea between supports a data exchange platform and capacity Berbera and Sanaag and parts of the Togdheer re- building. It is expected, at later stages, to provide gions. It is expected that with complementary invest- advanced trainings on topics such as programming, ments in the road to Erigavo, this upgrade could spur digital marketing, and cybersecurity. economic potential benefiting about 750,000 people • A significant development in early 2022 is the pub- and providing opportunities for economic diversifica- lic-private partnership with three leading telecommu- tion with investments in the fisheries sector. nication providers agreeing to share the landing and operation of submarine cables to enter the country. Air Transport Each telecommunication provider will own 31.67 per- • Air access has improved in recent times, with four cent of the new joint company, while the government international airlines currently operating in the coun- will own five percent. Currently, a total of 1,200 km try providing daily flights from Mogadishu, Djibouti, of optic fibre cable has been laid and four out of six Addis Ababa, and Dubai. The United Nations and the regions are connected. European Commission have weekly humanitarian • Following the laying of foundations to reopen postal flights linking neighbouring countries. services in the country, the international postal ser- • Berbera International Airport reopened for inter- vice resumed in March 2019 following an agreement national air travel in November 2021. The airport with Djibouti. International post will be channelled upgrades complemented the expanded port of Ber- through the Djibouti Postal Agency (La Poste de Dji- bera, and both play an important role in the potential bouti). The Djibouti Postal Agency agreed to repre- success of the SEZ in Berbera, which will transform sent Somaliland at all the regional and international Berbera into an integrated maritime, industrial and conferences that Somaliland cannot attend due to logistics hub in the Horn of Africa. lack of recognition. • The government has rehabilitated the Erigavo airport with an unpaved runway and currently there are local 9.3 Challenges and Key Issues flights to and from Hargeisa. There are six major So- The major challenges identified for the NDP III period are mali-owned and operated fleets. the following: • Improving the large physical infrastructure deficit Telecommunications Infrastructure to support the population in different facets of their • A mobile phone penetration rate of only 45 percent lives. The land, sea, and air access routes need to and fierce competition has led mobile network oper- be strengthened for a more frequent, efficient, profit- ators to offer some of the world’s cheapest mobile able, and sustainable means of transport services. rates. • Strengthening the ICT infrastructure to support the • The telecommunications industry invested heavily to transformation of digital services. The expansion improve connectivity, with 3G and 4G already rolled of the fibre optic cable network and the provision out across Somaliland. The port city of Berbera is to of quality and affordable internet services form the be connected to the Eastern Africa Submarine Cable cornerstones of this challenge. System (EASSy), a medium of internet connectivity carrying telecom traffic for all African operators • Strengthening physical planning, which will serve from the Eastern and Southern African markets to as the catalyst to increased access to decent and connecting cable networks in Europe, Asia, and the affordable housing with green and socio-environ- Americas. mentally friendly surroundings. • The telecommunications industry remains compet- • Republic of Somaliland National Development Plan III 53 • Reviewing and updating the legal and regulatory updating. A new tower and flight information centre framework in the infrastructure sector. A robust will be built, supported by a runway lighting system regulatory framework will boost investor confidence, to improve air navigation and safety. delivering safer and better regulated and maintained 2. Improving domestic aviation and overall connectivity public and private infrastructure. by air, a runway and terminal will be built at Burao and Erigavo airports.
9.4 NDP III Outcomes and Priority 3. Conducting feasibility studies of Las’anood Airport, Interventions Borama Airport, and Kalabaydh Airport to consider airport expansions to other cities. Pursuant to the Strategic Objective 1: Expanding the building and adequate findings of the study, a master plan will be developed maintenance of safe and sustainable transport, housing, and on overall airport developments in the country. ICT public infrastructure, according to the requirements of the country. 4. Developing a national air transport policy to build the foundations of a thriving aviation industry in consul- Outcome 1: By 2027, transport services by land, tation with industry players. The policy will guide the sea, and air are safer and more frequent, efficient, airspace management systems and facilities needed. profitable, and sustainable. Following the policy, all existing rules and regulations will be reviewed and updated to conform to IATA and The Ministry of Transport and Roads Development will ICAO standards. All airport operation and security contribute to this outcome through the following priority manuals will then be updated accordingly. interventions: 1. Having modern paved roads is critical for develop- 5. Establishing an aviation academy to support the edu- ment. A good, paved road has a positive impact on cation and training of national aviation professionals. fuel use efficiency, reduced vehicle maintenance cost, and an overall increase in road safety, especial- Outcome 2: By 2027, a more widely available robust ly with road signage. The MoTRD has identified the ICT Infrastructure resulted in an expansion of quality following road networks as priorities to be paved in internet-based e-services. the next five years: The Ministry of Information and Communication Technolo- • Lawyaddo-Fardaha-Borama road (270 km) gy will achieve this outcome through the following priority interventions: • Burao-Oodweyne-Hargeisa Road (190 km) 1. Expanding universal access to ICT services through • Erigavo-Maydh (Tabca) road (78 km) various mechanisms, including promoting and estab- lishing incubators, innovation, parks, and ICT training • Las’anood to Kalabaydh road (40 km) centres. The government will also create and register • Borama-Baki Road (37 km) one or more top level domains. • Berbera-Las-iidle Road 2. Accelerating digitalisation of its services (e.g., e-pro- • Hargeisa-Salahley Road (71 km) curement) with secured networks by building off existing and expanded optic fibre cable networks. • Hargeisa – Balligubadle Road (65 km) To improve on efficiency, a national data centre will • Dhubato-Cadaadley Road (40 km) be established to host all data related to government In addition, the Wadamago-Qoralugud-Buhodle e-services and others. The secured, fast, and reliable Road (90 km) will be upgraded but remains unpaved. internet will also be a catalyst for the development of private sector services and to expand online educa- 2. Conducting a feasibility study, as part of the Berbera tion through e-learning platforms and systems. Corridor development, for the Berbera-Hargei- 3. Developing the required policies, laws, and regula- sa-Aware-Shilabo railway, road, and natural gas pipe- tions for interconnectivity. Interconnection is the nu- line. Based on the findings of the study, a financing cleus of modern telecommunications, be it internet mechanism will be determined. service providers or mobile telephone operators. To 3. Improving the coordination and management of realize the full potential of telecommunications in transport services in Somaliland. The issuing of ve- the economy, interconnectivity between operators is hicle circulation books and driving licenses will be key. decentralised to the regional level. 4. Establishing and reinforcing postal and delivery 4. Establishing policies and guidelines related to provid- structures to ensure Somaliland has the necessary ing government transport services and vehicles, their structures for local and international postal service effective management, and improved coordination. delivery and related services. The traditional role of the postal service has been expanded to include 5. Registering all maritime vessels operating in the other emerging services. Whereas the traditional country as well as the licensing of skippers. sending of letters has dwindled worldwide, parcel Furthermore, the Civil Aviation and Airports Authority will delivery services have boomed, in part because of contribute to this outcome through the following priority e-commerce. An important step will be the inclusion interventions: of all regions in a GIS based address system, making 1. Upgrading the Hargeisa Airport, which serves as the it easier for smaller private sector operators to step main entry port but has limited facilities that need into niche markets. Republic of Somaliland National Development Plan III 54 Outcome 3: By 2027, improved physical planning has • Transport Cooperation Code led to increased access to decent and affordable • Motor Vehicle Inspection Act housing with green and socio-environmentally friendly surroundings. • Roads Act The Ministry of Public Works, Land and Housing will achieve • Carriage of Goods by Roads Act this outcome through the following priority interventions: Maritime transport 1. Integrating spatial planning into urban development • Maritime Transport Act in Somaliland. The MoPWLH recognises that the • Marine Insurance Act development of urban centres needs to be guided by spatial plans, considering public services and in- The Ministry of Information and Communication Technolo- frastructure, economic activities, and environmental gy will achieve this outcome through the following priority concerns. A basic urban planning manual was devel- interventions: oped in 2010 with technical support by UN-Habitat. 1. Developing, reviewing, or amending the following The MoPWLH intends to develop a national spatial policy and legal instruments, including their respec- development plan, six integrated urban development tive regulatory frameworks: plans, and 23 spatial master plans for electoral dis- • Telecommunications Act tricts. Besides being important safeguards for future developments in the country and large population • Cyber-security Act centres, these spatial plans are also instruments • Data Sharing and Privacy Act that can play a role as part of a finance mobilisation The Electronic Transactions Act will also include the devel- strategy. opment of improved regulations for the management and 2. Conducting research on low-cost housing, building utilisation of the national frequency spectrum resources, materials, and technologies to maximise the benefits and the establishment of the national postcode and postal of using scarce resources. Decent and affordable addressing systems. housing (shelter) is a basic human right and the government is committed to providing a facilitating The Ministry of Public Works, Land & Housing will achieve environment. this outcome through the following priority interventions: 3. Creating a national housing database which will feed 1. Developing, reviewing, and/or amending the follow- into policies on housing allocation, amongst others. ing policy and legal instruments: Relatedly, civil engineers at all levels of government Housing and urban development: administration will be trained on surveying using • National Urbanization Policy Geographic Information System technolog. The • Comprehensive National Housing Policy increased capacity within both central and local gov- ernment will then be utilised to develop and maintain • National Leasing and Office Space Accommo- an efficient land information system. dation Policy 4. Providing housing for government employees. The • Eligibility criteria for the allocation of govern- ministry expects to oversee the design and construc- ment employee housing tion of 600 new housing units and the rehabilitation Adoption of spatial plans as enforceable legal and maintenance for another 500 existing units. instruments: 5. With respect to additional public infrastructure, the • National Spatial Plan Ministry MoPWLH expects to: • Integrated urban development plans (6) • Design and supervise the construction of 500 • District special master plans (23) new government buildings and supervise the Land management renovation and maintenance of another 100 • Comprehensive Land Law government buildings across all regions • Urban Land Management Law • Design and supervise the construction of ten bridges in urban centres, pending the approval The attendant regulations to both laws will be developed, of urban development plans including components on land registration and public land management. These regulations will complement domestic Outcome 4: By 2027, a stronger legal and regulatory resource mobilisations to ensure there are proper valua- framework in the infrastructure sector has led to the tions for the purpose of property income taxes. delivery of safer, better regulated and maintained public and private infrastructure of higher quality. The Ministry of Transport and Road Development will achieve this outcome through the following priority inter- ventions: 1. Developing, reviewing, or amending the following policies and legal instruments: Road transport • National Road Safety Policy and Strategy • National Transport Policy Republic of Somaliland National Development Plan III 55
9.5 Cost Estimates per Outcome and MDA INFRASTRUCTURE SECTOR SECTOR TOTAL (USD) 922,471,000 MINISTRY OF PUBLIC WORKS, LAND & HOUSING USD 68,285,000 MINISTRY OF INFORMATION AND COMMUNICATION TECHNOLOGY USD 22,668,000 MINISTRY OF TRANSPORT AND ROADS DEVELOPMENT USD 948,000 ROADS DEVELOPMENT AUTHORITY USD 779,470,000 CIVIL AVIATION AND AIRPORTS AUTHORITY USD 51,100,000 SDG NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) COST ESTIMATE INF - 1: By 2027, transport services by INF - 1.A: Number of international No. of passengers land, sea, and air are safer and more passengers arriving at Hargeisa and 172,271 290,000 per year frequent, efficient, profitable, and Berbera airport in the year. sustainable. INF - 1.B: Number of domestic SDG - 9 passengers departing from Hargeisa, No. of passengers per year 0 10,000 831,322,000 Berbera, Erigavo, and Burco airports in the year. INF - 1.C: Kilometres of paved road Km. of paved road completed during the NDP III period and constructed or -- 1,535 in use. rehabilitated. RDA 779,400,000 OUTCOME INF - 1: Cost estimate per government instiution / MDA MoTRD 822,000 CAAA 51,100,000 INF - 2: By 2027, more widely available INF - 2.A: Total length of fiber optic cable Km. of cable 1,200 5,000 robust ICT Infrastructure resulted in an laid out in Somaliland expansion of quality internet-based e- INF - 2.B: Number of regions that have services. fast internet services available using the No. of regions 4 6 fiber optic cable network. INF - 2.C: No. of MDAs connected through the fiber optic network managed No. of MDAs 0 ALL SDG - 9 by the MoICT. 20,699,000 INF - 2.D: Robust and secure government e-platforms services No. of e-platforms 2 16 available for the general public. INF - 2.E: Expanded and secure postal services available in all Somaliland No. of regions 1 6 regions including e-postal services OUTCOME INF - 2: Cost estimate per government instiution / MDA MoICT 20,699,000 INF - 3: By 2027, improved physical INF - 3.A: No. of District Spatial Master planning has lead to Increased access to Plans (DSMP) that are enforceable legal No. of legally decent and affordable housing with green instruments to guide district/urban 0 20 enforceable DSMPs SDG - 11 and socio-environmental friendly spatial development. surroundings. 67,740,000 INF - 3.B: No. of newly constructed housing units in the NDP III period, No. of civil servant 0 1,500 destined for civil servants, that are housing units actually occupied by civil servants. OUTCOME INF - 3: Cost estimate per government instiution / MDA MoPWLH 67,740,000 INF - 4: By 2027, a stronger legal and INF - 4.A: No. of regions with a No. of quality control regulatory framework in the infrastructure functioning construction quality control 0 6 laboratories sector has lead to the delivery of safer, laboratory fully operational. SDG - 9 better regulated and maintained public INF - 4.B: Average completion rate of the 2,710,000 and private infrastructure of higher Outcome's combined operational % 0 80% quality. benchmarks. RDA 70,000.00 MoPWLH 545,000.00 OUTCOME INF - 4: Cost estimate per government instiution / MDA MoICT 1,969,000.00 MoTRD 126,000.00 Please note that each NDP III Sector Outcome has a separate detailed RBM Matrix, which specifies Critical Outputs and Operational Benchmarks. These are important for monitoring and can be found in Annex 1 of the NDP III MEAL Supplement. Republic of Somaliland National Development Plan III 56 Chapter 10 GOVERNANCE SECTOR
10.1 Introduction and additions) Law (No. 63/2013, 2019) Good governance is critical for economic, political, envi- • Police regulations are under process to ensure the ronmental, and social development. It directly concerns efficient operability of the police law management of the development process, involving all • A police strategic plan has been drafted to promote stakeholders. Functional democracy, with strong public an effective, efficient, professional, and accountable participation, is a crucial element in governance as it pro- police force motes sustainable development policies and programmes. • Sector ministries completed the review of legal Accountability is a fundamental pillar in a democratic insti- gaps that need to be addressed to expand the local tution. For this reason, public resource governance is the government’s responsibilities in service delivery in broad objective when pursuing proper management of the education, health, and water, and forwarded these to human, financial, and material resources of a country. the IMC for review A secure environment is a pre-condition for sustainable • A by-law requesting all districts to implement partici- socioeconomic development. This involves ensuring the patory planning and accountability reporting safety and security of citizens and property. Effective rule of law ensures that the justice system is resolving disputes Security in an appropriate manner, protecting citizens’ rights, and Various security entities are involved in this sector. Their ensuring equal access to public services and due process. working relationship, the level of their coordination, and the Democratic governance is based on the rule of law and synergy of their activities are key for sustainable security. respect for human rights, and contributes to long-term, Ministry of Interior (MoI) sustainable economic and social development. Diplomatic The MoI is the chair of the security sub-sector and member- and international cooperation and engagement are ex- ship includes all law enforcement agencies. tremely difficult for an unrecognised polity. Achieving de jure recognition remains the ultimate goal for Somaliland, To reduce possession and counter the availability and traf- so that Somaliland becomes a fully-fledged member of the ficking of small arms and light weapons, the MoI continued international community. with the registration of small arms and light weapons in an improved small arms registration system.
10.2 Situational Analysis Security is a factor to be considered in elections in all Policies and Legal Reforms circumstances. Due to election related risk, the MoI con- Knowing the importance of the legal and policy frame- ducted risk assessments before the combined elections works, and of complying with the related regulations, the of the parliamentary and local councils to ensure that the Ministry of Interior was instrumental in the formulation and elections were conducted in a peaceful environment. The enactment of the following laws and policies that are being MoI worked closely with the commanders of the security implemented: agencies to supervise and coordinate the overall security of combined elections of the parliamentary and local coun- • Decentralisation Policy and Expansion Strategy cil elections in 2021. • Lands Management Policy 2017 • Ministry of Interior Human Resource Strategy Inter-clan conflict over revenge killings, land, and water disputes remains an internal security challenge in Somalil- • Amendments and supplements to the Anti-Narcotics and. The MoI devoted considerable resources and time in law, Law No. 21-2021 resolving or mitigating inter-clan conflicts. The MoI has suc- • Amendments and supplements to the Police Force cessfully resolved prolonged clan-conflicts of Cel-Afwayn Act, Law No. 63-2013 and Fadhi Gab in the eastern regions. • Amendments and supplements to the Autonomous To make police services available to all the people in So- Regions and Districts Law, Law No. 23-2019 maliland in a democratic manner, reflecting respect for the • Money Laundering Prevention Act. Law No. 87-2019 Somaliland constitution and laws, the Somaliland Police • Somaliland Urban Waste Management and Sanita- Force Reform Policy was implemented. As a result, there tion Law No. 83-2018 was an improvement in police service to the public. In ad- dition, amendments and additions to the Police Force Act • Somaliland Coast Guard Act 2018 were written in 2019. • Airport Security Duties Act No. 61-2013 • Code of Conduct and Public Safety Law. 51/2012 Regional security cooperation and integration are crucial for Somaliland, both politically and economically. In this • Anti-Piracy Law. 52/2012 context, the Counter Piracy Coordination (CPC) Office had • Small Arms Control Act Polit Law No. 32/2010 more engagements, collaboration, and cooperation with international and regional maritime forums by attending • Citizenship Act. 22/2002 meetings and conferences concerning maritime security of • Urban Land Management Act Exc. Law No. 17-2001 the Western Indian Ocean, the Gulf of Aden, and the Red Progress in terms of the legal and policy front includes: Sea in the past five years. The CPC Office continued to • Replacing the Police Law No. 63/2013 (2017) with a share and receive information on maritime security with na- consolidated Somaliland Police Force (amendments tional and international agencies to prevent piracy threats Republic of Somaliland National Development Plan III 58 in the coastal waters of Somaliland. band while striving to promote lawful entry and exit. During the COVID-19 pandemic, the SIBC introduced COVID-19 Police Force guidelines for those entering and leaving the country. The Somaliland Police Force (SLPF) has grown over the years into a functioning force that keeps relative peace, Capacity-building support was provided to the SIBC to im- maintains high levels of personal commitment, and closely prove their capability to meet their mandates and responsi- works with communities along with their traditional lead- bilities. Assistance offered to the SIBC includes: ers to resolve disputes and render justice. Furthermore, • Establishing telecommunication channels the SLPF enjoys a level of public recognition and support across Somaliland’s communities. The Police Academy • Installing solar systems at Wajale, Lowyo’addo, and was established in 2020, along with the Mandheera Police Berbera immigration offices Training School, to provide training to enhance the perfor- • Building the Immigration Training Academy (Haleeya) mance of the SLPF. • Establishing an information management system at A notable successful operation for the Somaliland police, the border entry and main offices in cooperation with other security institutions, was for the • Recruiting more officers and staff 2021 election. More than ten thousand police officers were deployed during voting registration and election process The Fire Brigade (pre-election, during the election, and post-election). The National Fire Brigade was not included in NDP II. How- ever, the following are some of their achievements since The police made notable progress in the following areas: they were established: • Community policing, counterterrorism • Setting up an emergency 24/7 call centre • Riot control • Rescuing 577 people from dangerous situations • Training in various fields • Saving financial assets, with an estimated value of US$ 9,927,729 • Construction of over 30 police stations • Saving a total of 439 animals and 223 vehicles from • Modernising communication systems dangerous situations • Improving criminal investigation capabilities • Recruitment of police officers from the National Ser- Ministry of Defence (MoD) vice Program A functional review of the MoD was carried out. As a re- sult of the functional review, additional departments were To have both short and long-term capacity-building inter- established: Policy & Planning, Mine Action, Pensions & ventions for the police forces, a training needs assessment Welfare, Public Communications, and Disarmament, Demo- was conducted. Similarly, to measure the capacity of the bilisation, and Reintegration (DDR). police force to counter and combat the ongoing terrorist threat, a counter-terrorism assessment was commissioned Knowing the dangers associated with land mines and their by the SLPF. effect on people’s lives and movements, the MoD under- Coast Guard took various interventions to mitigate this threat. These ac- The Somaliland Coastguard (SLCG) was established in tivities include clearing land mines in most of Somaliland’s 1995 as part of the Somaliland National Armed Forces. The regions. Furthermore, the MoD conducted an awareness long coastline is divided into four sectors, which consist campaign on the threats and hazards of land mines in most of Berbera, Maydh, Zeila, and Laqoray. Each sector has of Somaliland’s regions. several observation posts, with a total of twelve along the coastline. The National Army, in its role to defend the country and preserve its territorial integrity, undertook military security Protecting and guarding the 850 km coastline is a signifi- operations in eastern Somaliland, countering hostile forc- cant task for the SLCG. Capacity-building support and im- es. It also actively participated in intervening in clan-based provements in infrastructure and equipment that are critical conflicts, election security, the response to COVID-19, and for coastal security were provided to the SLCG. As such, distributing relief aid to famine and drought-stricken areas. the capacity of the Somaliland Coastguard was enhanced, allowing them to actively patrol the sea to prevent illegal Other notable achievements of the National Army are re- fishing, smuggling, and piracy, in addition to providing train- cruiting female officers and soldiers for the first time and ing to newly recruited officers. the passage of the Military Pension Law by Parliament in 2019. An advanced communication system for the coastguard Democratisation and Decentralisation was established for communication between sea stations In the case of Somaliland, democratisation and decentrali- and headquarters, along with the installation of an AXIOM sation are seen as effective models of governance that can international database system. Improvements were also contribute to sustainable peace and prosperity. Since the made to maritime infrastructure and facilities. introduction of multi-party democracy in 2002, Somaliland Immigration and Border Control made notable progress on democratisation and decentral- The Somaliland Immigration and Border Control (SIBC) has isation, and it is imperative to build on these successes to made a considerable effort to protect the borders from the further consolidate gains. Somaliland’s National Electoral illegal movement of people, weapons, drugs, and contra- Commission (NEC) organised elections in 2021. The NEC Republic of Somaliland National Development Plan III 59 also attained a certain level of cohesion and discipline, procedures of local governments have increased their gaining them trust and confidence from political parties and revenue base. This has enhanced the ability of the councils the general public. to deliver basic services to the citizenry. In line with the broader Public Finance Management Strategy, basic public Elections in Somaliland largely depend on external funding. finance management systems were introduced in seven However, recently, the share of the international financing districts, which improved the efficiency and transparency in the electoral process has declined. In that context, the of local governments’ public resource management. Four government of Somaliland is increasingly providing the of these systems are linked to the central government’s lion’s share of election expenditure. In the 2015 presiden- public finance systems to improve the accuracy and time- tial elections, the government covered over 50 percent of liness of the financial reports of both the central and local election costs. Subsequently, in the combined parliamen- governments. tary and local council elections in 2021, the government covered more than 70 percent of the costs. More than ten districts have District Development Frame- works (DDFs), which are five-year plans that identify the A consolidated law covering the president, the House of basic needs and priorities of these districts, their local eco- Representatives, and local council elections, as well as the nomic opportunities, and contain a scoping of its natural Voter Registration Act, was passed in 2020 and became resources. The consultative process of producing the DDFs known as the General National Elections and Voter Regis- has enhanced the capacity of the planning departments in tration Law (Law No. 19/2020). those local governments in terms of creating participatory development plans. Another benefit of the public consul- The Ministry of Constitutional Affairs (MoCA) has also or- tations is that they have strengthened the relationship ganised several activities to educate young people and between local governments and the public, local leaders, the public on the Somaliland constitution to prepare them civic groups, and international agencies. To ensure the for citizenship and to take part in civic life. These activities implementation of these development plans, the MoI de- include: veloped Monitoring and Evaluation (M&E) tools to monitor • Awareness-raising campaigns on the Somaliland local government activities. constitution across the country for 34,500 people, comprising of civil servants, police, security depart- Under the first decentralisation policy (2013-2020) in 2014, ments, and the general public. These civic education the Somaliland government and the UN Joint Programme campaigns were disseminated through national tele- on Local Governance (JPLG) piloted a service delivery vision, radio, social media networks, private media, programme in three districts, which assumed limited re- and the website of the MoCA. sponsibilities in the education, health, and water sectors. • More than 60,000 copies of the Somaliland consti- In 2021, under the JPLG Programme, eight districts under- tution were distributed to communities, the first time took specific responsibilities in the provision of education that a paper copy of the constitution was made avail- and health service, such as paying the salaries of security able to the public. Moreover, 3,000 young people personnel and cleaning staff for primary health facilities in Somaliland learned about the Constitution of So- and schools. In partnership with the JPLG, INGOs, and maliland and citizenship via a centre for constitution the public, local governments undertook the construction, and civic education. The centre provided courses on expansion, or rehabilitation of roads, primary schools, and the constitution and citizenship to national service maternal and paediatric health clinics. students from 2019 to 2021 under a civic education programme on election processes called “Responsi- An awareness campaign was developed to improve the ble Citizens”. understanding of local officials and the public about the decentralisation policy and its time frame, the role of the • Many provisions in the constitution end with the Boundary Commission, and the periods of the local council phrase “shall be determined by a special law” and elections. most of these special laws are still pending. In this context, the MoC conducted an assessment survey A Local Government Institute (LGI) was established in 2018 on Somaliland’s constitution to identify outstanding to enhance the capacity of local government civil servants. “special laws". Since then, the LGI has provided short and long-term train- ing courses to improve the skills and competence of local Decentralisation governments’ civil servants. Moreover, during the 2021 The MoI is responsible for the implementation of the So- local government election, the MoI carried out induction maliland decentralisation process. The MoF, MoE, MoH, training for all the newly elected councillors on i) the roles and MoW work along with the MoI to realise political, and responsibilities in law 23, ii) decentralisation and local administrative, and fiscal decentralisation. The role of the governance and their relevance for local council devel- MoI and these ministries is to initiate and formulate regula- opment, and iii) the computerised financial system for all tions, policies, and strategies, as well as provide technical electoral districts. support to and monitoring of the implementation process. Local governments, on the other hand, are responsible for Rule of Law and Human Rights implementing national policies and strategies through local Somaliland continues to recognise the importance of pro- development plans, taking into consideration their unique moting the rule of law to achieve these development goals. local needs, priorities, and resources. In recent years, im- This sub-sector covers rule of law and human rights and the provements in the financial and accounting policies and institutions that are responsible to administer, manage and Republic of Somaliland National Development Plan III 60 ensure fair access to justice equitably through the protec- process tion and promotion of human rights. • Training of 300 law enforcement officers on human Justice rights and in specific areas such as observing and re- The Ministry of Justice (MoJ) of Somaliland, which was es- specting freedom of expression rights, due process, tablished in 1997 under Act 81/96, promotes justice and the and the fundamental human rights enshrined in the rule of law. Since its establishment there has been steady Constitution progress in the functionality of the judicial and rule of law • Supporting 450 people who complained about hu- systems that include the following achievements: man rights violations through counselling, mediation, • Reforms of existing legislation, regulations, and legal and referring them to related agencies codes • Opening offices in Awdal, Sahil, Burao, Las Anod, • Expanding the court systems, penitentiary facilities, and Erigavo to expand the work of the SLNHRC and law enforcement services, particularly in the urban centres • Securing the release of 30 detainees, in cooperation with other rights actors • Improvement in public trust in and utilisation of the formal justice system • Publishing the annual report on the human rights situation in the country since 2017 To expand the justice service to rural areas, Alternative Dispute Resolution (ADR) Centres were established in four Parliamentary Relations and Constitutional regions (Maroodi Jeh, Sool, Sanaag, and Togdher). ADR Affairs centres link the traditional means for dispute resolution The Ministry of Parliamentary Relations and Constitutional with the formal justice systems, as a majority of the people Affairs (MoPCA) was established in 1995 by presidential in Somaliland continue to rely on customary law decree No. 59/95. Educational and vocational training has been provided to MoPCA has conducted studies and assessments on sever- the inmates of four prisons. The number of male inmates al issues and topics during the NDP II period related to the who received such education and training was 314. Out rule of the law: of that number, 132 inmates finished their coursework in • A study of the penal code and public opinion late 2020. In 2022, a vocational training programme was established in the Gabiley Female Prison. So far, 30 female • A study on Islamic jurisprudence inmates benefited from this programme, which is expected • A study on adultery in the Islamic context to continue into 2023. • A study on stealing and Islamic view on this issue Since 2018, at least 20 officers were trained in prison • A study on the Islamic view of imprisonment management each year and then deployed in different jails • Research on the penal code and other facilities in the country. In addition, 80 female Similarly, the MoPCA has reviewed Somaliland’s Criminal custodial corps officers were trained in 2021 and 2022 in Law and Civil Law to update them and make them more prison management and the protection of the human rights comprehensive. of inmates. To improve prison conditions, several prisons were either built or rehabilitated: Public Resource Management • The following prisons were newly constructed: The Several institutions are tasked with different facets of pub- Baki, Odwayne, Burao, and Borama prisons, a new lic resource management whose interventions should lead prison in Hargeisa, and the Juvenile Rehabilitation to better opportunities for all Somalilanders. Centre in Geel Lowkor in the Sahil region Finance and Accountability (MoFD, NAO, NTB) • The following were rehabilitated and expanded: Ga- The Ministry of Finance Development (MoFD) ensures, with biley, Hargeisa, Mandera, and Berbera prisons. good public finance management principles, accountability for all revenue and expenditures of the state. The second Human Rights Public Finance Management Reform Programme (PFM The Somaliland National Human Rights Commission (SL- Programme) was launched and aims to build on the first NHRC) is a statutory body established by an act of parlia- programme. Through the Budget Committee, the PFM ment (Law No. 39/2010) entitled “The Somaliland National Programme ensures both internal controls and budget Human Rights Commission Act”. The act was entered into allocations anchored in the NDP as well as Vision 2030. force in December 2010 and identifies the establishment of the SLNHRC, its broad mandate, functions, and institutional A fundamental part of public finance management is pro- structure. Since its inception, the SLNHRC has taken the curement, which is handled by the National Tender Board, following interventions: a central procurement authority for all major purchases of • Improving human rights education public goods and services. All these processes are then • Monitoring of detainees and detention centres for subjected to an independent external audit by the National the protection and promotion of basic human rights Audit Office. The National Audit Office is tasked with en- • Enhancing the rights of vulnerable people through suring value for money for government. These processes periodic assessments and reporting on their situa- by different institutions are geared towards accountability tions and probity. • Advocating for the freedom of expression and due The reforms under the first PFM Programme improved Republic of Somaliland National Development Plan III 61 the budget calendar, management, financial controls, and established in Berbera. Before 2022, Somaliland lacked financial reporting mechanisms of the Government of So- the required quality infrastructure mechanisms to check maliland. This includes, among other things, the national the quality of imported goods. budget policy and processes, including fiscal transfers to the local authorities. The National Quality Control Commission (NQCC) created technical committees, which are comprised of members The Budget Policy Committee, chaired by the MoPND, has from academia, the business community, local industries, improved transparency and equity in the national planning independent experts, and consumers. They developed 24 and budgeting process, ensuring that annual budgets are standards in total. aligned with the overall National Plans and communities Somaliland National Printing are engaged in the process. To better inform the public The National Printing Agency (NPA) is mandated for state about government expenditures, the budget classification printing, both for accountability and ensuring the security now uses the Classification of Functions of Government of government information. For this reason, the Gazette (COFOG) international standards. and other government publications are mandatory to be printed by the NPA. However, there has been a low level of For a more transparent procurement process, a National utilisation of the NPA. Tender Board Act was enacted to ensure value for money. The authority has started working on several policy issues, The Government of Somaliland invested over US$1 million such as the Public Procurement Policy, regulations for pub- in the printing agency, which was used to construct a new lic procurement, and an overall strategy for the NTB, which building and purchase new printing machines to help take will steer the direction of procurement in the country. on more sophisticated tasks. Over the NDP II period, the The Civil Service NPA started printing the road tax sticker and Somaliland The human resources of any country are its most import- Central Bank cheques. ant factor for development. Somaliland’s civil servants are recruited by the Civil Service Commission (CSC) and Foreign Relations and International supported, through lifelong learning, by the Civil Service Cooperation Institute (CSI). The broad objective is to provide all Somalil- On the diplomatic front, Somaliland organised missions anders the opportunity to serve the country. This should to the UK and US to promote the strategic position of So- be achieved through a more merit-based recruitment and maliland and its quest for international recognition. Some promotion system. outcomes include: • Winning the support of some UK MPs, which led to The CSC, through the CSI, supports the capacity develop- the UK Parliament debating the case of recognition ment of civil servants in different disciplines. It also devel- of Somaliland on 18 January 2022 ops internal policies and strategies geared towards a more • Cultivating support in the US Congress that led to effective civil service. The payment and grading policy the visit of some US Congressional delegations to are being developed, as well as the civil service pension Somaliland to increase US engagement directly with scheme. The civil service law was amended, and a five-year Somaliland strategic plan was approved, guiding the recruitment and development of civil servants. • The US Congress-Somaliland Partnership Act to counter Chinese influence in the region Good Governance Somaliland’s institutions must comply with the ethos of • Engaging with the international community - Somalil- good governance, which forms the bedrock of effective and has mission offices in Ethiopia, Djibouti, Kenya, development. This is administered by the Somaliland Good the UAE, Yemen, the UK, USA, and Germany, among Governance Commission (GGC), which is responsible for others creating and maintaining a culture of good governance and a system of public administration that is free from misman- 10.3 Challenges and Key Issues agement and corruption. The GGC carried out the following The major challenges identified for the NDP III period are activities: the following: • Developing and implementing public awareness campaigns on corruption and its impact on society Ministry of Interior and the economy • Formulating an institutional development strategy for the MoI, detailing the organogram of the MoI • Promoting coordination and collaboration of public with clear management structures, and improving institutions regarding accountability and transparen- the working space of needed human resources as cy required by the strategy. • Prioritising the clarification and separation of certain • Strengthening communications and information shar- government institutional mandates to prevent con- ing, as well as equitably managing limited resources fliction to improve efficiencies. Improving Standards • Providing transport, equipment, and infrastructure A quality control laboratory was established in Berbera in support to the different security apparatuses, espe- 2022 for testing drugs and cosmetics with investments cially the Coast Guard to fight illegal fishing. This also through the national budget. A food laboratory was also includes capacity building and riot control equipment Republic of Somaliland National Development Plan III 62 for the police and an improved communication sys- Ministry of Justice tem for counterterrorism. • Eliminating overlapping and ambiguous mandates. • Harmonising the three legal systems: the Sharia law, Ministry of Defence customary law, and formal justice systems. • Strengthening civilian authority over the National Army by improving coordination between the MoD • Introducing alternatives to imprisonment (parole, and the National Army. probation, diversion, rehabilitation). • Strengthening the sharing of operational informa- • Increasing the knowledge of custodial corps person- tion and intelligence among security institutions to nel. improve the coordination of activities and lateral communication, especially at the operational level. Somaliland Human Rights Commission • Increasing collaboration between human rights • Strengthening the development of national capacity stakeholders, including law enforcement agents. for explosive hazard management. • Increasing community knowledge and awareness of • Increasing the security presence in Eastern Somalil- human rights and related laws. and, especially in view of the upcoming economic activities in the region on oil exploration. • Improving conditions to ensure staff retention of experienced personnel. Fire Brigade • Implementing human rights-related laws, such as the • Strengthening the response mechanism of the Fire law on rape, fornication, and other related offenses Brigade. (Law No. 78/2020). • Integrating town planning in terms of the street lay- • Addressing gaps in legislation, like the anti-discrim- out and addresses to improve access to operational ination law and compensation in instances where areas. human rights are violated. Generally, there is no • Nationwide public awareness of fire safety. national human rights policy in Somaliland. Somaliland Immigration and Border Ministry of Parliamentary Relations and Control Constitutional Affairs • Increasing resources and funds. • Increasing funding for both the activities of the MoI as well as investing in more workspace. Democratisation • Institutionalising formal conflict management in de- Public Resource Management mocracies, such as in parliament and the judiciary, to • Promoting a more decentralised procurement struc- resolve political disputes in a just and timely manner. ture with increased capacity for procurement at the sector level. Additionally, the funding mechanism of • Regular and sustained voter or civic education to the tender board could be improved as the limited foster a democratic culture. resources affect their operations. • Institutionalising election management bodies that • Strengthening the policies and laws to improve do- can hold regular and timely elections. mestic revenue mobilisation of the country, including • Organising a reliable population census and defining on automation and the amalgamation of inland reve- constituencies to allocate parliamentary seats. nue and customs. • Enacting a balanced media law, which protects the • Jointly assessing the performance of the devel- freedom of expression but also ensures that the opment coordination architecture and introducing media act in a responsible manner and are held reforms to boost its efficacy. accountable. • Implementing the most important statistical surveys to ensure continuity of data availability and the iden- Decentralisation tification of comparative trends. • Holding timely local elections to avoid councils act- ing beyond their mandates. • Improving the performance of NDP III monitoring and evaluation under guidance of the MoPND’s Central • Full devolution of service to local governments as Statistics and M&E departments. envisioned by the constitution to provide basic edu- cation, primary healthcare, policing, and water. Some • Developing a pay policy which addresses the low of these responsibilities remain with the central salaries of civil servants. government. • Improving technical capacity and equipment at the • Addressing the persistent challenge of developing NPA, which will improve business from government and enacting a comprehensive legal framework cov- and related institutions. ering all aspects of decentralisation to allow gradual • Strengthening and harmonising policy and legal and meaningful political decentralisation. frameworks in government to promote good gover- • Classification of the district and municipal councils. nance. The gaps and overlaps in the respective authority of these officials needs clarification. Republic of Somaliland National Development Plan III 63 Foreign Affairs and International 1. Promoting and ensuring adherence to the principles of good governance to achieve improved public Cooperation trust in government institutions and effective service • Attracting more professional and competent per- delivery. sonnel to develop and implement a realistic foreign policy strategy Outcome 2: By 2027, Somaliland government • The deadlock in the Somaliland-Somalia dialogue, institutions will have a more efficient workforce leading to continued non-recognition of Somaliland allowing a more effective delivery of their mandates. by the international community. • Collaboration with regional powers to spearhead Security Somaliland’s cause for recognition. The Ministry of Interior will contribute to this outcome through the following priority interventions: • Organising and setting directions for diaspora 1. Increasing in-service professional training for secu- involvement in both economic development and rity agency personnel to improve their performance, organised movements for the advancement of the community relations, and accountability. independence cause in host countries. 2. Strengthening the capacity of traditional elders in clan affairs and conflict management to promote
10.4 NDP III Outcomes and Priority social cohesion and a peaceful environment. Interventions 3. Improving the skills and knowledge of senior security officers through professional trainings that focus on Outcome 1: By 2027, Somaliland will have a stronger leadership, management, planning, and decision institutional framework that promotes inclusive making governance, accountability, and public transparency. 4. Building capacity of staff on gender and human rights Security related issues. The Ministry of Interior will contribute to this outcome The Somaliland Police Force (SLPF) will contribute to this through the following priority interventions: outcome through the following priority interventions: 1. Making the National Civil Registration System more 1. Improving the SLPF’s capacity in community policing. comprehensive to include vital events (births, mar- The Somaliland National Fire Brigade will contribute to this riages, divorces, and deaths). outcome through the following priority interventions: 1. Increasing and expanding the firefighting and rescue Democratisation and Decentralisation capacity of the Somaliland Fire Brigade. The Ministry of Interior will contribute to this outcome through the following priority interventions: 1. Increasing women’s representation in local councils Rule of Law and Human Rights The Ministry of Parliamentary Relations and Constitutional and local government administrations to enhance Affairs will contribute to this outcome through the following women’s involvement in the local decision making priority interventions: process. 2. Rolling out the Financial Management Information 1. Enhancing the capacity of staff through professional System (FMIS) to districts graded A, B, and C to training to improve their knowledge and skills to improve their financial and accounting systems and effectively discharge their core functions. operations. 3. Rolling out the Service Delivery Model (SDM) to all Public Resource Management electoral districts to enhance their service provision The Ministry of Planning and National Development will abilities as part of the decentralisation policy and contribute to this outcome through the following priority strategies. interventions: 1. Organising and coordinating the training of PSU staff Public Resource Management members in all MDAs, including the ministry itself, The Ministry of Planning and National Development will regarding NDP III planning and monitoring related contribute to this outcome through the following priority issues, based on the PSU needs assessment survey interventions: conducted in 2019. 1. Strengthening the existing Sustainable Development The Civil Service Commission will contribute to this out- Goals (SDGs) unit in the ministry to ensure that the come through the following priority interventions: national development priorities align with the SDGs. 1. Building the capacity of civil servants through train- 2. Establishing the Somaliland National Bureau of ing to improve their professionalism and obtain new Statistics with the mandate of data and information skills and qualifications to carry out their responsibil- management, conducting the census, and other ities. socio-economic surveys needed for the country’s 2. Developing and implementing an effective training development. needs assessment and training impact assessment The Good Governance and Anti-Corruption Commission in collaboration with all CSC development institutes. of Somaliland (GGACC) will contribute to this outcome 3. Introducing a coaching and mentorship programme through the following priority interventions: in the civil service to provide employees with the op- Republic of Somaliland National Development Plan III 64 portunity to develop and become more competent Outcome 4: By 2027, increased national and in their roles. international coordination and cooperation will allow The National Audit Office will contribute to this outcome Somaliland’s government institutions to be more through the following priority interventions: efficient and effective. 1. Enhancing the technical knowledge and skills of NAO staff to understand public procurement pro- Security cesses, relevant procurement tools and techniques, The Ministry of Interior will contribute to this outcome and regulations. through the following priority interventions: 1. Establishing pre-conflict resolution and management 2. Installing IT systems to help NAO’s audit teams to mechanisms to prevent repeated and protracted move through the workflow efficiently and effective- conflicts. ly, from formulating the annual audit plan to closing the audits and follow up. 2. Delineating the mandates of national maritime agen- cies on the prevention of transnational organised 3. Adopting standard approaches and processes that crime committed at sea, including illicit traffic in nar- ensure high quality, impactful, and timely audits. cotic drugs, wildlife, smuggling of migrants, firearms, The National Tender Board will contribute to this outcome and violent threats, including piracy, armed robbery through the following priority interventions: at sea, and terrorism. 1. Training staff and MDAs in basic and specialised 3. Identifying and countering threats originating outside procurement skills to develop public procurement the country through more effective coordination with professionalization in the NTB. existing regional and international partners. 2. Decentralising procurement services to enhance The Special Police Force will contribute to this outcome access and accountability. through the following priority interventions: 3. Amending and implementing the Somaliland Public 1. Creating effective partnerships with other Somaliland Procurement Act 82/2018. agencies and institutions to develop a more coherent approach to security and justice issues. 4. Developing the e-Government Procurement System to improve efficiency, transparency, and responsive- The Somaliland Coast Guard will contribute to this outcome ness of public service provision. through the following priority interventions: 1. Providing essential support services to other relevant Outcome 3: By 2027, Somaliland will have a stronger agencies on the number of illegal and unregulated justice system with better guarantees for the fishery activities. protection of human rights. Public Resource Management Rule of Law and Human Rights The Ministry of Planning and National Development will The Ministry of Justice will contribute to this outcome contribute to this outcome through the following priority through the following priority interventions: interventions: 1. Rolling out access to justice and legal aid services to 1. Strengthening coordination to ensure improved remote areas of the country, with special consider- alignment between the national budget and NDP ation for vulnerable social groups. III priorities. NDP III implementation requires strong 2. Improving the human rights protections of prisoners, coordination between MoPND and the Ministry of ensuring they are treated in a respectful and digni- Finance Development. fied manner. 2. Strengthening Somaliland’s development coordina- 3. Expanding government sponsored formal and infor- tion architecture, such as the High-Level Develop- mal education and skills trainings to prisoners. ment Coordination Forum (HLDCF) and the Sector and Inter-sector Coordination Forums, to pursue 4. Building the capacity of duty bearers by providing alignment with the NDP III and avoid duplication and them with regular trainings on human rights princi- gaps in development and humanitarian efforts. ples and standards. 3. Facilitating and improving the overall coordination 5. Strengthening the level of compliance with human with development partners. MoPND will strive to: rights principles and standards in public and private institutions. • Develop a toolkit that serves as a one-stop shop for development partners in Somalil- The Somaliland Human Rights Commission will contribute and,regarding registration, legal frameworks, to this outcome through the following priority interventions: communication, and other relevant information 1. Capacitating duty bearers on human rights principles that creates an enabling environment for their and standards, improving their knowledge, skills, and operations. attitudes regarding the respect for human rights. • Develop a national aid information management 2. Organising frequent inspection visits to public and system database to register aid flows, which will private institutions (police stations, prisons, and men- improve accountability and transparency and tal health centres) to monitor their compliance with assist national planning and decision making. human rights principles and standards. 3. Enhancing public awareness and knowledge on human rights through various platforms. Republic of Somaliland National Development Plan III 65 Foreign Affairs and International 2. Expanding justice services by investing in regional infrastructure (MoJ regional offices). Cooperation The Ministry of Foreign Affairs and International Coopera- 3. Establishing a juvenile rehabilitation infrastructure by tion will contribute to this outcome through the following constructing and equipping additional centres. priority interventions: 1. Building on progress made on Somaliland’s quest for Public Resource Management international recognition. The Civil Service Commission will contribute to this out- come through the following priority interventions: Outcome 5: By 2027, improved physical infrastructure 1. Expanding CSC offices at regional and district levels and work surroundings will allow government to decentralise service delivery. institutions in the governance sector to better execute their mandates. The National Quality Control Commission will contribute to this outcome through the following priority interventions: 1. Constructing two laboratories in Berbera and Wajaale Security for the testing of livestock and livestock products, as The Ministry of Defence will contribute to this outcome well as a facility for testing agricultural products and through the following priority interventions: a facility for testing electrical products. 1. Improving the essential infrastructure and equipment of the national army and provide professional train- ing for the effective discharge of their functions. Foreign Affairs and International 2. Building the capacity of maritime personnel by pro- Cooperation The Ministry of Foreign Affairs and International Coopera- viding professional training and improving maritime tion will contribute to this outcome through the following domain-related infrastructure and facilities for the priority interventions: effective discharge of their mandates. 1. Building the diplomatic institute for MoFAIC staff to The Ministry of Interior will contribute to this outcome produce Somaliland diplomats and foreign service through the following priority interventions: civil servants who promote Somaliland’s national 1. Improving the working conditions of the MoI by interests abroad. investing in infrastructure (buildings, furniture, equip- ment). Outcome 6: By 2027, improved information and knowledge management contributes to better 2. Establishing a Maritime Rescue Coordination Centre institutional performance. (MRCC) with adequate response capability to con- duct emergency maritime search and rescue. Security The Somaliland Police Force will contribute to this outcome The Somaliland Police Force will contribute to this outcome through the following priority interventions: through the following priority interventions: 1. Expanding physical infrastructure to address the 1. Establishing a criminal record data centre. challenges of the SLPF, including communication The Somaliland Coast Guard will contribute to this outcome equipment to better support the accurate and timely through the following priority interventions: deployment of resources. 1. Establishing a fully secure data centre for onshore 2. Constructing new model immigration referral centres and/or marine operations. and safe houses in Hargeisa, Burao, Berbera, Eriga- The Somaliland Immigration and Border Control will con- vo, Karin, Maidh, Hiis, Zaila, Borama, and Las Anod. tribute to this outcome through the following priority inter- The Somaliland Fire Brigade will contribute to this outcome ventions: through the following priority interventions: 1. Ensuring Migration Data Analysis System (MIDAS) 1. Establishing new fire stations with all facilities, includ- connectivity of all border posts to the central HQ ing satisfactory access to paramedics for emergency server in Somaliland. This will facilitate access to treatment for firefighters. critical data by border force agents to crack down 2. Establishing a fire academy and training school. on illegal activities while contributing to national security. 3. Equipping the Somaliland Fire Brigade to improve the efficacy and safety of its fire fighters. This includes country-wide radio communication, GPS trackers for Rule of Law and Human Rights The Ministry of Justice will contribute to this outcome equipment, hand-held thermal image cameras, per- through the following priority interventions: sonnel location equipment, fire engines, fire trucks, 1. Improving information and data management in judi- and fireboats, utility and tanker trucks, Caterpillar ciary institutions to achieve operational efficiency in tractors, bucket trucks, crane trucks, and firefighting justice services. helicopters and drones for forest fires. 2. Enhancing public awareness and knowledge of hu- Rule of Law and Human Rights man rights to promote a culture of human rights. The Ministry of Justice will contribute to this outcome through the following priority interventions: Public Resource Management 1. Improving prison conditions by constructing new The Ministry of Planning and National Development will prisons, rehabilitating existing prisons, and providing contribute to this outcome through the following priority necessary equipment. interventions: Republic of Somaliland National Development Plan III 66 1. Conducting research on development related topics will contribute to this outcome through the following prior- including poverty, inequality, climate change, envi- ity interventions: ronmental degradation, and the economy to inform 1. Conceiving public awareness campaigns and the national development interventions in the coun- programmes to educate the public about national try. development priorities using various media and 2. Strengthening the national statistics systems for pub- social networks to expand coverage and reach the lic institutions to ensure improved data collection, population. storage, and sharing. This also includes capacitating 2. Establishing a national cultural heritage archive to civil servants to operate and manage the national protect and promote Somali cultural heritage. statics systems. The Ministry of Parliamentary Relations and Constitutional 3. MoPND’s Central Statistics Department (CSD) will be Affairs will contribute to this outcome through the following engaged in conducting the following data surveys, in priority interventions: collaboration with various national and international 1. Improving access to civic education to the public by partners: utilising various media and social network outlets and • The Population and Housing Census with by creating interactive civic education programmes, technical assistance from UNFPA. The CSD as well as through traditional means such as poetry, oversees the Population and Housing Census drama, and role-playing. per Somaliland’s Amended Statistics Act No. 60/2013. The pre-census stage is currently be- Public Resource Management ing undertaken to determine the capacity of the The Good Governance and Anti-Corruption Commission CSD and establish the required mechanisms of Somaliland (GGACC) will contribute to this outcome to implement the full census programme in the through the following priority interventions: country. 1. Improving public awareness of the principles of good governance. • The Household Survey, the Labour Force Sur- vey, the Agriculture Survey, and the Business Outcome 8: By 2027, an improved institutional, policy, Survey to collect data and information critical legal, and regulatory framework will have created in planning and achieving the national develop- a stronger foundation for public institutions in the ment priorities. Governance sector. 4. Coordinating the implementation of the NDP III midterm review and its end of term review, ensuring Security they are conducted in a timely manner and accord- The Ministry of Interior will contribute to this outcome ing to jointly agreed TORs. This includes a process through the following priority interventions: and feedback mechanism that ensures that major 1. Formulating a National Security Strategy that out- findings, recommendations, and lessons learned lines a plan of action to confront security challenges will contribute in a constructive way to the national facing Somaliland, defining the role of each security development process. organ and providing a mechanism for coordination, to ensure the safety and security of all Somalilanders. The Civil Service Commission will contribute to this out- come through the following priority interventions: 2. Developing a policy to implement the army pension 1. Making the Human Resource Information Manage- system. ment System (HRIMS) available for public servants. 3. Establishing the Somaliland Maritime Authority (SMGA) under the MoI. Outcome 7: By 2027, there is an improved public awareness and better general understanding related 4. Adjusting the maritime policy, legal, and regulatory to key matters of importance for the general public. framework, in line with the NSF. 5. Developing the civil registration policy. Security 6. Reviewing and amending the Small Arms Act and the The Ministry of Interior will contribute to this outcome Citizenship Act. through the following priority interventions: 1. Raising awareness about the dangers and miscon- 7. Assessing and reviewing legislative gaps in the se- ceptions regarding irregular migration. curity sector: 2. Improving public awareness on the possession of • The Traditional Act illegal small arms and light weapons. • The Anti-Trafficking and Smuggling Act The Somaliland Fire Brigade will contribute to this outcome • The Fire Brigade Establishment Act through the following priority interventions in the security • Legislation regarding refugees and asylum sub-sector: seekers 1. Increasing public awareness of the important rules of fire safety to promote health and safety in the The Somaliland Fire Brigade will contribute to this outcome workplace. through the following priority interventions: 1. Rolling out preventive fire security programmes in Democratization and Decentralisation the private and public sector. The Ministry of Information, Culture and National Guidance Republic of Somaliland National Development Plan III 67 Democratization and Decentralisation The Civil Service Commission will contribute to this out- The Ministry of Interior will contribute to this outcome come through the following priority interventions: through the following priority interventions: 1. Improving employment conditions in the civil service 1. Ensuring DDFs are properly aligned with NDP III, to boost productivity and improve employees’ mo- taking into consideration the guidelines set by MoI rale. and MoPND. The Auditor General will contribute to this outcome through The Ministry of Information, Culture and National Guidance the following priority interventions: will contribute to this outcome through the following prior- 1. Reforming the existing legal framework to guarantee ity interventions: the institutional independence of the Auditor Gener- 1. Strengthening the legal and regulatory framework to al and National Audit Office. regulate the Somaliland media without infringing on The National Quality Control Commission will contribute to freedom of expression. this outcome through the following priority interventions: 2. Developing the National Quality Policy during the Rule of Law and Human Rights plan period to provide strategic direction – and later The Ministry of Justice will contribute to this outcome certification schemes – for Somaliland’s industries. through the following priority interventions: This will ensure guidelines on quality are in line with 1. Developing a national crime prevention strategy to national policies. Strengthening Conformity Assess- limit crime by reducing opportunities and motivation. ment services (standards, testing, and inspection) 2. Developing and/or reviewing the following legal and will be scaled up to ensure minimum standards are policy frameworks: enforced in the economy. • Non-custodial legal and policy frameworks 3. Establishing a metrology service for a more har- (parole, probation, diversion, and rehabilitation). monised system of measuring and testing. It is a critical component of the industry, especially to boost • The National Justice Policy competitiveness in export markets. To implement • The Legal Aid Act standards, the initiation of ISO17025 will be done as • The Custodial Corp Act a matter of necessity. This specifies the requirements for the competence, impartiality, and consistent op- • The Ma’dun Act eration of laboratories. • The Public Notary Act Outcome 9: By 2027, appropriate interventions will 3. Carrying out a Legislation Impact Assessment. have led to improved public safety and national The Somaliland Human Rights Council will contribute to security on the land, sea, and air. this outcome through the following priority interventions: 1. Improving internal systems, processes, and proce- Security dures of the SLHRC. The Somaliland Coast Guard will contribute to this outcome The Ministry of Parliamentary Relations and Constitutional through the following priority interventions: Affairs will contribute to this outcome through the following 1. Improving preventive action on human trafficking and priority interventions: the smuggling of weapons, drugs, and contraband. 1. Continuing with reviewing and reforming Somalil- The Somaliland Fire Brigade will contribute to this outcome and’s legal instruments (laws, penal codes, etc.) in through the following priority interventions: collaboration with the Law Reform Commission (LRC) 1. Creating passive protection emergency responses and parliament. related to fire extinguishing and rescue. Public Resource Management The Ministry of Planning and National Development will contribute to this outcome through the following priority interventions: 1. Ushering various regulatory frameworks to facilitate the achievement of the country’s national develop- ment priorities, including the National Planning Poli- cy, the Monitoring and Evaluation Policy, the National Planning Act, and the Somaliland NGOs Act. All of these are in the draft stage and need to be approved. 2. Drafting, enacting, and executing the National Strat- egy for Development Statistics (NSDS), the Data Dissemination Policy, the National Development Coordination Policy, and the Data Regulation and Privacy Policy. 3. Developing a five-year strategy for the MoPND to guide the delivery of its mandate and medium-term interventions to contribute to national development. Republic of Somaliland National Development Plan III 68
10.5 Cost Estimates per Outcome and MDA GOVERNANCE SECTOR SECTOR TOTAL (USD) 185,428,524 MINISTRY OF INTERIOR USD 67,362,351 MINISTRY OF DEFENCE USD 6,683,000 MINISTRY OF PARLIAMENTARY AND CONSTITUTIONAL AFFAIRS USD 880,000 MINISTRY OF JUSTICE USD 12,580,000 MINISTRY OF FOREIGN AFFAIRS AND INTERNATIONAL COOPERATION USD 16,785,010 MINISTRY OF INFORMATION, CULTURE AND NATIONAL GUIDANCE USD 2,034,692 MINISTRY OF PLANNING AND NATIONAL DEVELOPMENT USD 25,627,100 SOMALILAND POLICE FORCE USD 5,734,425 SOMALILAND FIRE BRIGADE USD 2,400,000 COUNTERPIRACY COORDINATION OFFICE (CPC) USD 1,049,000 SOMALILAND COAST GUARD USD 4,050,000 SOMALILAND IMMIGRATION AND BORDER CONTROL USD 8,100,000 SOMALILAND HUMAN RIGHTS COMMISSION USD 2,400,000 GOOD GOVERNANCE COMMISSION USD 1,012,000 CIVIL SERVICE COMMISSION USD 4,350,000 CIVIL SERVICE INSTITUTE USD 2,873,925 NATIONAL PRINTING AGENCY USD 3,483,000 NATIONAL AUDIT OFFICE USD 5,954,021 NATIONAL TENDER BOARD USD 2,220,000 NATIONAL QUALITY CONTROL COMMISSION USD 9,850,000 SDG NDP Outcome NDP Outcome Indicator Unit Baseline (2021)(*) Target (2027) COST ESTIMATE GOV - 1: By 2027, Somaliland will GOV - 1.A: Proportion of selected have a stronger institutional managerial positions held by % 19.5% 30.0% framework that promotes inclusive women in the public sector (All SDG - 16 governance, accountability and categories below) public transparency. GOV - 1.B: Proportion of citizens, 16 60,912,851 years or older, who hold a National % 28.1% 50.0% Identity card. GOV - 1.C: Completion rate of all % 0% >60% the Outcome's operational benchmarks. MoI 59,296,351 OUTCOME GOV - 1: Cost estimate per government instiution / MDA GGC 687,000 MoPND 929,500 GOV - 2: By 2027, Somaliland GOV - 2.A: Completion rate of all government institutions will have a the Outcome's operational more efficient workforce allowing a benchmarks more effective delivery of their SDG - 16 mandates. calculated as (("No. of fully completed % 0% >60% 12,151,025 miles tones by end NDPIII * 100% + Proportional completion of each quantitative operational benchmark) divided by (the total number of operational benchmarks for this outcome)). MoI 705,000 MoD 2,773,000 SPF 1,390,000 MoPCA 400,000 CSI 1,404,425 OUTCOME GOV - 2: Cost estimate per government instiution / MDA CSC 1,845,000 SIBC 400,000 CPC 208,000 SLCG 600,000 MoPND 205,600 NTB 2,220,000 GOV - 3: By 2027, Somaliland will GOV - 3.A: Prisoner parole hearings have a stronger justice system with are taking place according to the Boolean No Yes better guarantees for the protection newly established rules and (Yes/No) of human rights. regulations. GOV - 3.B: Percentage of PUBLIC instutions, which received repeat inspection missions during the NDP III period for upholding human % of repeatedly rights and that showed improved inspected PUBLIC 0% 80% performance based on recorded institutions SDG - 16 evidence comparing their last 4,710,000 inspection report with the previous one(s). GOV - 3.B: Percentage of PRIVATE instutions, which received repeat inspection missions during the NDP III period for upholding human % of repeatedly rights and that Republic ofshowed Nationalinspected improved Somaliland PRIVATE Plan III 0% Development 80% 69 performance based on recorded institutions evidence comparing their last SLCG 600,000 MoPND 205,600 NTB 2,220,000 GOV - 3: By 2027, Somaliland will GOV - 3.A: Prisoner parole hearings have a stronger justice system with are taking place according to the Boolean No Yes better guarantees for the protection newly established rules and (Yes/No) of human rights. regulations. GOV - 3.B: Percentage of PUBLIC instutions, which received repeat inspection missions during the NDP III period for upholding human % of repeatedly rights and that showed improved inspected PUBLIC 0% 80% performance based on recorded institutions SDG - 16 evidence comparing their last 4,710,000 inspection report with the previous one(s). GOV - 3.B: Percentage of PRIVATE instutions, which received repeat inspection missions during the NDP III period for upholding human % of repeatedly rights and that showed improved inspected PRIVATE 0% 80% performance based on recorded institutions evidence comparing their last inspection report with the previous one(s). MoJ 3,810,000 OUTCOME GOV - 3: Cost estimate per government instiution / MDA SLHRC 900,000 GOV - 4: By 2027, increased national GOV - 4.A: Completion rate of all and international coordination and the Outcome's operational SDG - 16 cooperation will allow Somaliland's benchmarks % 0% >60% 11,057,010 government institutions to be more efficient and effective. MoI 1,155,000 MoPCA 35,000 CPC 787,000 OUTCOME GOV - 4: Cost estimate per government instiution / MDA MoPND 455,000 MoFAIC 8,625,010 NPA 70,000 GOV - 5: By 2027, improved physical GOV - 5.A: Completion rate of all infrastructure and work surroundings the Outcome's operational SDG - 16 will allow government institutions in benchmarks the Governance Sector to better % 0% >60% 46,436,511 execute their mandates. MoI 2,705,000 MoD 3,910,000 CPC 160,000 SPF 3,490,000 SFB 1,766,000 SIBC 4,330,000 SLCG 1,250,000 OUTCOME GOV - 5: Cost estimate per government instiution / MDA MoJ 6,720,000 CSI 461,500 CSC 186,000 NPA 2,568,000 NAO 4,830,011 NQCC 5,900,000 MoFAIC 8,160,000 GOV - 6: By 2027, improved GOV - 6.A: Completion rate of all information and knowledge the Outcome's operational SDG - 16 management that contributes to benchmarks better institutional performance. % 0% >60% 25,365,000 SIBC 2,570,000 MoPCA 250,000 OUTCOME GOV - 6: Cost estimate per government instiution / MDA MoJ 2,050,000 MoPND 20,415,000 CSC 80,000 GOV - 7: By 2027, improved public GOV - 7.A: Completion rate of all awareness and a better general the Outcome's operational SDG - 16 understanding related to key matters benchmarks of importance for the general public. % 0% >60% 3,172,017 SFB 384,000 MoICNG 1,286,017 MoPCA 50,000 OUTCOME GOV - 7: Cost estimate per government instiution / MDA SLHRC 1,025,000 Republic of Somaliland National Development Plan III CPC 102,00070 GGC 325,000 OUTCOME GOV - 6: Cost estimate per government instiution / MDA MoJ 2,050,000 MoPND 20,415,000 CSC 80,000 GOV - 7: By 2027, improved public GOV - 7.A: Completion rate of all awareness and a better general the Outcome's operational SDG - 16 understanding related to key matters benchmarks of importance for the general public. % 0% >60% 3,172,017 SFB 384,000 MoICNG 1,286,017 MoPCA 50,000 OUTCOME GOV - 7: Cost estimate per government instiution / MDA SLHRC 1,025,000 CPC 102,000 GGC 325,000 NPA 840,000 GOV - 8: By 2027, an improved GOV - 8.A: Completion rate of all institutional, legal, and policy the Outcome's operational SDG - 16 framework will have created a benchmarks stronger foundation for public % 0% >60% 13,769,685 institutions in the Governance sector. MoI 3,501,000 CPC 102,000 SIBC 800,000 MoICNG 748,675 SLHRC 475,000 MoPCA 145,000 OUTCOME GOV - 8: Cost estimate per government instiution / MDA MoPND 3,622,000 CSI 1,008,000 CSC 2,239,000 NPA 5,000 NAO 1,124,010 NQCC 3,950,000 GOV - 9: By 2027, appropriate GOV - 9.A: Completion rate of all interventions will have led to the Outcome's operational SDG - 16 improved public safety and national benchmarks % 0% >60% 2,450,000 security on the land, sea, and air. SLCG 2,200,000 OUTCOME GOV - 9: Cost estimate per government instiution / MDA SFB 250,000 (*) The Outcome baseline value is from 2021, unless indicated otherwise Please note that each NDP III Sector Outcome has a separate detailed RBM Matrix, which specifies Critical Outputs and Operational Benchmarks. These are important for monitoring and can be found in Annex 1 of the NDP III MEAL Supplement. Republic of Somaliland National Development Plan III 71 Chapter 11 EDUCATION SECTOR
11.1 Introduction percent of children in ECE are over pre-primary age. The right to education, as enshrined in Article 21 of the UN Equity in Early Childhood Education Charter on Human Rights, affirms the ultimate obligation of Formal pre-primary education is predominantly an urban all states to provide education to its citizens as a fundamen- phenomenon. Quranic schools have the highest coverage tal human right, especially free education in the elementary in both urban and rural areas. and fundamental stages. Somaliland’s Vision 2030 envis- ages that education will be among the fundamental pillars Primary Education on which the modern knowledge society will be built. The Access to Primary Education and Infrastructure government reaffirms its commitment in always providing Since 2016, the number of primary schools rose from 1,145 accessible and quality education. in 2015/2016 to 1,240 schools in 2020/2021, representing an 8.3 percent increase. Primary education enrolment Education and training provide equality of opportunities for has grown from 255,716 in 2015/16 to 280,561 in 2021, individuals to participate in local and national development. representing an increase of 9.7 percent. Primary education The overall education strategy is to improve access to qual- improvements also include revisions of textbooks and im- ity education and training within a holistic approach. There proving textbook availability and accessibility. are policies, acts, and related regulations which guide the sector towards achieving these objectives, yet the policy Due to continuous efforts to increase enrolments, the and legal frameworks at times still need strengthening. primary education GER has increased from 29 percent in 2018/19 to 32 percent in 2020/21, representing an increase There are also many non-government providers of educa- of 3 percent. Nevertheless, this means that only just over tion and training at all levels, such as non-governmental or- 3 out of every 10 children of primary school age are in fact ganisations (NGOs), charity-based organisations (ChBOs), attending primary school. and community-based organisations (CBOs). The contribu- tion of these partners in the sector has been immense. As the availability of classrooms is one of the major con- straints to drastically increasing enrolment, immense efforts Quranic schools, under the Ministry of Endowment and Re- in building new infrastructure are needed during the NDP III ligious Affairs, are an important pillar of religious education period to ensure a substantial increase in the GER. in Somaliland. Equity Aspects of Primary Education Efforts have been made to improve equity, and as a result Moving forward, the education sector, during the plan pe- more girls and other children from vulnerable groups, such riod of 2022-2026 will have a broad strategic thrust that as children with special education needs (SEN), refugee aspires to both vertical and horizontal development of the children, and nomadic children have enrolled in basic ed- sector in improving access, affordability, and quality to bet- ucation. However, this has not translated to an improved ter serve the development needs of the population and the Gender Parity Index (GPI), which is the ratio of female to country alike. male enrolment. The NDP II target of a GPI of 0.94 in 2021
11.2 Situational Analysis has not been achieved, with the primary education GPI decreasing from 0.89 in 2015/16 to 0.81 in 2020/21. These The Ministry of Education and Science (MoES) successfully efforts need to be increased considerably during the NDP implemented the Education Sector Strategy over the last III period. In this context, it is important to note that in the five years (2017-2021), and the formulation of the next Sec- academic year 2020/21 only 19 percent of primary school tor Strategy, exactly coinciding with the NDP III period, is in teachers were female. its approval stage. Children with special needs’ access to primary education The Education Sector Situational Analysis of 2021 con- has moved from 0.46 percent in 2015/16 to 1.78 percent in firmed that progress has been achieved in the key areas 2018/19, before falling to 0.8 percent in 2020/21. It was es- of access, equity, and quality across all sub-sectors of ed- timated that there were 1,179 children with special needs in ucation. In addition, gains have been made in governance, primary schools in the 2015/16 academic year, of which 45 administration, planning, human resources, infrastructure, percent were female. This rose to 2,777 (45 percent female) and finance, as well as in other key institutional structures in 2018/19, before falling to 2,453 in the 2020/21 academic that support education delivery. As access to education is year. closely linked to the expansion of available appropriate infrastructure, they are jointly presented below. The number of refugee children accessing mainstream primary education increased from 1,412 in 2015/16 to 1,855 Early Childhood Education (51 percent female) in 2020/21. Access to ECE and Infrastructure Quality Aspects of Primary Education There are currently 263 pre-primary schools across Somalil- There have been improvements in primary education and, serving an estimated Early Childhood Education (ECE) teacher development and management. The Somaliland population of approximately 265,000 four- to five-year- National College of Teacher Education (SLNCTE) has been olds. In the past five years, 26 public pre-primary schools established and is functional. As of 2021 the College grad- have been constructed and furnished, of which 15 are man- uated and certified approximately 229 pre-service qualified aged by the Pharo Foundation on behalf of the MoES. The teachers. Primary teachers have benefited from training Gross Enrolment Rate (GER) has increased slightly over the that focused on child friendly spaces, early childhood train- past five years to 1.25 percent, or 3,037 students. About 1.7 Republic of Somaliland National Development Plan III 73 ing, school-based mentoring, and early grade literacy and The percentage of female secondary teachers has in- numeracy. creased from two percent (80) in 2015/16 to 7.5 percent (172) in 2018/19 before steeply declining to 3.7 percent (90) The number of primary teachers increased from 7,819 in in 2020/21. The ESSP target of eight percent has not been 2015/16 to 9,206 in 2018/19 before reducing to 8,977 in achieved. 2020/21. A total of 1,820 unqualified teachers who are Quality Aspects of Secondary Education currently serving government schools are undergoing Overall, the number of secondary school teachers has in- training to upgrade their knowledge and pedagogical skills creased from 1,958 in 2015/16 to 2,257 in 2020/21. This rep- at SLNCTE. Teachers who complete the two-year in-service resents an increase of 299 teachers, or 15 percent, which is programme and pass the subsequent teacher examina- only half of the proportional increase in enrolment and new tions will be awarded a diploma in Primary Education. This infrastructure, and the availability of qualified teachers may qualification will allow them to be registered as qualified therefore become a growing bottleneck, possibly leading and certified teachers. to a negative impact on class size. The national average “pupil-to-qualified-teacher” ratio has The national secondary schools’ Pupil-Teacher Ratio (PTR) improved from 47 down to 40, although there are still con- has increased from 26:1 in 2015/16 to 30:1 in 2020/21. This siderable variations between rural and urban areas. ratio masks likely disparities between schools situated in urban and rural areas. The primary schools’ “pupil-to-textbook” ratio has also improved from 2.9 in 2015/16 to 2.5 in 2020/21. However, The national secondary school’s Pupil-Classroom Ratio there are noticeable disparities between rural and urban (PCR) has increased from 42.2 in 2015/16 to 48 in 2020/21, areas, as well as between public and private schools. representing an increase of 5.8 children. The official MoES secondary school PCR is 45 children in a classroom of 9 m The latest Education Management Information System x 8 m. (EMIS) data of 2020/21 indicates that a low primary educa- tion repetition rate of 1.3 percent (1.4 percent female) has In secondary school ten different subjects are taught, and been achieved and a low primary education dropout rate of each student is therefore supposed to receive the ten 3.5 percent (3.9 percent female) has been attained. A high books for his/her form, or an ideal Pupil-Textbook Ratio of retention rate of 89 percent from grades one to five has 10:1. However, the MoES reports in the 2020/21 Statistics been attained and a good primary average promotion rate Yearbook a Pupil-Textbook Ratio of 2:1 in government of 95.5 percent has been attained as well. schools. Private secondary schools (83 out of 210) rely Secondary Education mostly on student-owned textbooks. The availability of properly equipped laboratories and libraries is also a key Access to Secondary Education and concern in most secondary schools. Infrastructure During the NDP II period, the number of secondary schools A low repetition rate of 1.1 percent has been achieved in increased by 28 percent, from 164 in 2015/16 to 210 in secondary education, as well as a low national average 2020/21, while the absolute number of children enrolled dropout rate of 4.15 percent (5.3 percent for girls). There is in secondary education in this period went up from 51,011 a relatively good transition rate of 94 percent from form two to 66,170 in 2020/21, representing a 29.7 percent increase to form three, i.e., from lower secondary to upper second- (Somaliland in Figures, 2014 and Education Statistics Year- ary school. There has also been a good average secondary book, 2020-2021). It is not surprising that there is a straight- promotion rate of 94 percent across all forms (one to four). forward positive correlation between the proportional increase in infrastructure and the proportional increase in enrolments, meaning that any ambition to increase the GER Non-formal Education in education must be accompanied by a similar ambition in Alternative Basic Education increasing funds for infrastructural development. As stated earlier, about 70 percent of primary school age children are not accessing formal primary education due It is also noteworthy that the growth in secondary school to a variety of reasons. Alternative Basic Education (ABE) is enrolments surpassed population growth, and as a result, a complementary initiative to bring formal basic education the GER of Secondary Education increased from 14.5 per- services to marginalized children and those with diverse cent in 2015/16 to 16 percent in 2020/21. needs to promote access to free basic education for all. Equity Aspects of Secondary Education The number of children with disabilities enrolled in second- Enrolment figures from the 113 ABE schools show an ary education has reduced from 659 in 2015/16 to 357 in increase from 4,085 learners (44 percent female) in the 2020/21. This represents a reduction of 302 children, or 2015/16 academic year to 9,096 learners (51 percent fe- 55 percent, which is of concern. As opposed to primary male) in 2020/21, or an increase of 122 percent. The ABE education (see above), the GPI of secondary education has curriculum has been reviewed and made outcome-based increased from 0.68 in 2015/16 to 0.78 in the 2020/21 aca- in line with that of the formal primary education curriculum, demic year, representing a 0.1 increase and only narrowly but there are concerns about rollout and implementation missing the Education Sector Strategic Plan (ESSP) target practices, particularly as the number of ABE schools are of 0.8. unknown and unregulated. Republic of Somaliland National Development Plan III 74 Adult Learning Quality Aspects of TVET In 2021 there were a total of 55 Adult Learning Centres Comprehensive criteria and admissions requirements for (ALC) and 26 Family Life Education Centres (FLEC) with a the TVET programme are important to ensure that the total of 9,136 enrolments (90 percent female). quality of graduates meet the ever-increasing demand for skilled workers. A total of 15 FLECs and ALCs were renovated over the course of NDP II. According to the 2018 Joint Review of EMIS reports indicate that there are 393 qualified TVET the Education Sector (JRES), 90 literacy and numeracy trainers. The MoES has created a functioning TVET Instruc- non-formal education facilitators were trained on teaching tors Training Unit, however there are no continuing pro- methods, educational psychology, measurement, and eval- fessional development opportunities for TVET instructors, uation. hampering career development. Technical Vocational Education and All TVET courses offered between 2016 and 2021 were Training (TVET) popular in demand and led to high employment levels after graduation. A TVET tracer study has shown that Policy and Legal Reforms 84.6 percent of the vocational graduates were employed The government, in collaboration with its partners, has or self-employed within 6 months after graduation. It is developed a comprehensive TVET policy, strategy, and worth mentioning that relevant TVET centres need to be other guiding instruments such as a qualification frame- upgraded to a polytechnic level to substantially reduce the work, occupational standards, operational manuals, and an dependence on foreign skilled teaching staff. internship and employment policy. These instruments are expected to improve the institutional and organisational Higher Education capacity of TVET stakeholders. Access to Higher Education and Infrastructure 17 new TVET competency-based curricula for different For the last two decades, the number of higher education trades were developed during the period covered by the Institutions in Somaliland has risen from one university in ESSP for 2017-2021. There is a draft vocational qualifica- 1998 to thirty-four universities in 2021, with only eight of tion framework in place which sets out the hierarchy of them being public. It is estimated that between 50,000 to qualifications. Under the new qualifications framework, a 53,000 students are enrolled in higher education institu- strategy for prior experience/competence recognition and tions. The average annual intake of all universities is about certification is being developed. The Somaliland National 13,770. Review of university access figures indicates that Education Board (SLNEB) has a functioning TVET Unit, most learners are enrolled in private universities as com- which sets, administers, and certifies all TVET exams, and pared to the public universities. trainees that pass exams are also certified by the SLNEB. Equity Aspects of Higher Education Access to TVET and Infrastructure Equity in higher education has improved with the provision Two new technical secondary schools were constructed in of scholarships to promising students from disadvantaged Berbera and Beer, in addition to the already existing TVET backgrounds. At the beginning of every year, the govern- schools, namely the Hargeisa Technical Institute, the Bu- ment provides 95 scholarships to needy first year students rao Technical Institute, and the TVET school at the Kuwait who qualify to enrol in public universities. This scholarship Educational Complex. Countrywide TVET enrolment has lasts until they complete their first degree. The government slightly increased from an estimated 5,000 in 2015/16 to also expects all universities to provide some scholarships 6,115 in 2021. TVET provisions are mainly free and provided based on their overall intake of first-year students (eight primarily by international NGOs. percent for public universities, six percent for private universities, and ten percent for international universities Private TVET centres provide the bulk of technical and based in Somaliland). Overseas scholarships are provided vocational training. However, it is difficult to determine the by Ethiopia (370 per year) and Taiwan (33 per year). number of TVET centres and their trainees because regis- tration is not mandated. Most of these institutions are small The gender balance in participation in higher education private enterprise-based businesses where trainees or has improved. It is estimated that in higher education insti- workers acquire skills on the job while earning small wag- tutions located in big cities such as Hargeisa, Borama, and es. Overall, the 2018/19 EMIS data indicated that there were Burco, the proportion of females is between 45 percent to 53 TVET centres across all of the regions of Somaliland, 50 percent. In the institutions located in the other regions, comprising mainly of government and NGO types. the share of female students ranges between 30 percent to 37 percent. It should be noted, however, that universities Equity Aspects of TVET do not register the origin of their students in terms of urban TVET courses in Somaliland are largely separated by gen- or rural. However, there are critical concerns about the low der. EMIS 2021 reports show that only male students partic- number of female lecturers in both public and private uni- ipated in mechanical, construction, welding, and plumbing versities, estimated at two percent for the academic year courses. Conversely, courses on tailoring and cooking 2020/21. were largely comprised of female students. Quality Aspects of Higher Education There is increased collaboration between the five public universities in the areas of research and community en- gagement programmes. Universities have strengthened the quality of their courses by engaging more qualified Republic of Somaliland National Development Plan III 75 lecturers and by enhancing the professional and academic The continuity of education during the peaks of COVID-19, development of their young graduates. There are also through recorded and broadcast lessons for primary, sec- concerns about funding, governance, access, equity, and ondary, and ABE, along with the integration of special sign quality of education. language curriculum, is testimony to the relevance of EIE. Also: Institutional and Governance Aspects • Conflict-affected area schools were rehabilitated, re- Education Service Delivery Model opened, and are now functional to provide learning. The decentralised Education Service Delivery Model (SDM) • Teachers, headteachers, and Community Education has been piloted initially in Berbera, Burao, and Borama Committees (CEC) affected by community conflict since 2014. The Education SDM was rolled out in Gabiley were provided psychosocial training. and Hargeisa in 2017 and 2018 respectively. The initiative is now being rolled out in Zeylac, Odweyne, and Sheikh. A • Remedial classes were established to recover lost Memorandum of Understanding was signed between the lessons resulting from community conflicts. MoES and the implementing partners (district councils). A joint drought response plan was developed by the min- istry and its partners to mitigate the impact of drought on The MoES has created Decentralised Education District teaching and learning. In 2021 the droughts affected 103 Committees (DEDC) in the 23 electoral districts. There are schools in Sool, Sanaag, and Togdheer. These schools currently 412 primary schools located in the districts who received a three-month temporary feeding programme, are involved with rolling out the Education SDM. which improved child retention and wellbeing. The 103 schools also received water tanks to improve the capacity Curriculum Development of water storage, along with the provision of water trucking The capacity of the National Curriculum Institute has been for three months to maintain access to clean water. built with the support of the MoES’ partners. The key achievements are as follows: Islamic Education • Development of a competence-based curriculum According to Somaliland in Figures (Nov. 2022), in 2020 framework in 2015, followed by the revision of the there were 2,441 Quranic schools in Somaliland, with 7,195 primary education curriculum in 2015, and the curric- teachers (25 percent female) and 192,970 students (43 ula for ABE in 2020 and ECE in 2021. percent female). The first unified curriculum for Quranic • The development of a pre-service teacher training schools was created in 2020, with a scheduled review curriculum in 2019 and the in-service teacher training once every five years. With regards to Sharia institutes, curriculum in 2021. where Islamic scholars are educated, a mapping exercise of existing syllabi took place in 2022, which resulted in an Consequently, the Somaliland curriculum is widely used in estimation of the number of courses needed. The first uni- both public and private schools (pre-primary to secondary). fied curriculum will be created in 2023. There are currently The estimated coverage was reported to be above 95 93 Sharia institutes in the country. percent. Most stakeholders acknowledged that the new curriculum meets the needs of the nation, community, and 11.3 Challenges and Key Issues learners, even as there is still scope for improvement. The major challenges identified for the NDP III period are Somaliland National College of Teacher the following: Education • Increasing access to education and participation at The first phase of construction of the Somaliland Nation- all education levels. Any serious attempts to increase al College of Teacher Education was completed in 2016, enrolment ratios must be accompanied in almost all whilst the second phase is currently underway. The MoES education levels by an equally ambitious matching has deployed governance and administrative staff to the construction programme to increase infrastructural College. The College continues to provide training to capacity. In most levels of education, it must also be teachers at all levels. accompanied by a matching drive to educate and prepare enough quality teaching and management Education in Emergencies staff. The Education in Emergencies (EIE) cluster has clear func- tional terms of reference for the provision of education in • Persistent challenges in educational equity and emergency situations. Through these platforms, the MoES inclusion, especially for disadvantaged regions has synergised and harmonised technical and financial re- and people such as nomads and IDPs. The drive to sources from partners to avoid overlap and duplication of increase the number of female students should be resources. The MoES has established district education de- accompanied by an increase in female teaching and velopment committees to respond to and support schools management staff as well, as their recruitment levels in coping during education emergency situations. are very low. • Improving the quality of education at all levels, from The ministry and its partners developed and implemented pre-primary school to higher education, remains an the Education Cannot Wait (ECW) Multi-Year Resilience important challenge for many years to come. Non-for- Programme (MYRP), which is ongoing and covers much of mal education is meant to improve overall numeracy the emergency interventions in the education sector. Fur- and literacy skills in line with supporting livelihoods. thermore, a comprehensive EIE contingency plan has been TVET education needs to be more demand-driven to developed and used for the past three years, and four EIE meet the skill set requirements of the job market. assessments were conducted in the last two years. • Improving overall institutional capacity in terms of Republic of Somaliland National Development Plan III 76 governance, management, and leadership capacity constructed in existing primary schools where the to deliver quality education. need is greatest. 2. Developing guidelines of establishing double shifts
11.4 NDP III Outcomes and Priority in all schools to better utilise existing resources, Interventions including staff and infrastructure. Adapting learning timeframes to the needs of rural and nomadic chil- Strategic Objective 1: To achieve access for all to quality dren/adolescents. education in soundly governed institutions, at all levels of 3. Providing a school feeding programme to 200 ad- education and vocational training (as stated in the goals and ditional formal primary and ABE schools, targeting objectives of the ESSP, 2022-2026). the neediest primary school children in marginalised areas. Outcome 1: By 2027, a significant increase in educational access and participation will have been achieved at all levels. Secondary Education The outcome target for the secondary education GER has been set by the MoES to increase from 18 percent in 2021 Pre-primary Education to 35 percent in 2026. An increase of 17 percent of the The outcome target for the pre-primary education GER has secondary school age population in 2026 (±492,000) is been set by the MoES to increase from five percent in 2021 approximately 83,800 children of 14 to 17 years old. to 20 percent in 2026. An increase of 15 percent of the pre-primary school age population in 2026 (±307,000) is The Ministry of Education and Science will achieve this approximately 46,000 children of four to five years old. outcome through the following priority interventions: 1. Constructing 50 new secondary schools consisting The Ministry of Education and Science will achieve this of four classrooms, a library, a laboratory, and staff through the following priority interventions: space, giving priority to rural areas in disadvantaged 1. Constructing and furnishing 50 new pre-primary regions. Existing infrastructure will be expanded, schools, each consisting of two classrooms and an renovated, and refurbished in selected regions. adequate playground and ensuring regional equity and inclusivity of special education needs children 2. Conducting a feasibility study on secondary edu- whilst continuing to operate the existing 31 public cation demand in both urban and rural areas. The pre-primary schools. study should explore the introduction of alternative secondary schools, where possible learning lessons 2. Introducing a two-year quality pre-primary education from the primary ABE model. that will realise the objectives of this level of edu- cation. Plans will be in place to improve access and 3. Conducting bi-annual student re-entry campaigns participation in the programme for children. after dropout and providing support, including to married female students. 3. Developing a comprehensive ECE advocacy and fundraising strategy spearheaded by the MoES and 4. Conducting a feasibility study on the establishment of supported by partners. sustainable boarding schools in rural nomadic areas and strengthening the existing ones. Subsequently, 4. Conducting comprehensive mapping of ECE constructing three pilot low-cost secondary boarding sub-sector provisions during the first year of ESSP schools in nomadic areas. implementation and conducting a feasibility study to explore ways of integrating different categories of ECE provisions. Non-formal Education The MoES has set an ambitious target of increased partic- 5. Integrating access to pre-primary education with ipation in FLECs and ALCs from 9,136 in 2021 to 35,000 in issues of school-based child protection, safety, and 2026. nutrition. The Ministry of Education and Science will achieve this Primary Education outcome through the following priority interventions: The outcome target for the primary education GER has 1. Constructing 14 new Family Learning Centres (FLECs) been set by the MoES to increase from 32 percent in 2021 and 14 new Adult Learning Centres (ALCs), while con- to 50 percent in 2026. An increase of 18 percent of the tinuing to operate the existing ABE centres, FLECs, primary school age population in 2026 (±1,128,500) is ap- and ALCs. proximately 203,000 children of six to 13 years old. 2. Conducting quarterly advocacy and community pub- licity campaigns of ABE centres, FLECs, and ALCs to The Ministry of Education and Science will achieve this increase enrolment rates. outcome through the following priority interventions: 1. Constructing and furnishing 200 new primary schools 3. Developing guidelines to utilise existing primary, and expanding 50 rural schools by adding four class- secondary. and other public/community facilities rooms. This includes multi-purpose solutions where a for adult literacy and numeracy programmes. There school can be used for both ABE and formal primary will be emphasis on personal and livelihood skills to education. Rural areas with low enrolment levels will attract more adults. be prioritised. In addition, 300 gender segregated 4. Introducing a hardship allowance for all ABE teach- pupils’ toilets and 100 girl-friendly spaces will be ers in rural areas. Republic of Somaliland National Development Plan III 77 Technical and Vocational Education and Primary Education Training (TVET) 5. Constructing more classrooms at the primary level, The outcome target for TVET learners has been set by toilets to improve sanitation, and sanitation kits, the MoES to increase from 2,769 students in 2020/21 to especially for girls in rural areas, to improve the 25,000 students in 2025/2026. friendliness of schools for girls in disadvantaged areas. These improvements, as well as the design The Ministry of Education and Science will achieve this structures of the classroom, will ensure the spaces outcome through the following priority interventions: are SEN friendly. 1. Constructing additional TVET secondary schools in 6. Providing free primary education at all public primary areas that have the least access to TVET (Borama, schools and annual school capitation grants to all pri- Erigavo, and Las Anod), and ten new public TVET mary schools. Similarly, establishing a targeted fund centres in regions that do not have adequate access. for MVC to cover the indirect cost of education for Concurrently, the MoES will rehabilitate, maintain, unique learners. In addition, take-home rations will and continue operating the existing 53 public TVET be provided for nutritional purposes. centres and five technical secondary schools. 7. Adapting the new primary curriculum and supporting 2. Creating clear pathways into different levels of TVET teaching and learning materials for SEN children in by operationalising the TVET Qualification Frame- primary education. To support this initiative, teacher work. This will include recognising prior learning to training courses will have an integrated component attract mature students. of special needs education teaching. 3. Conducting annual TVET fairs and awareness and 8. Establishing remedial learning classes for 20,000 promotion campaigns in all regions to boost enrol- children to promote MVC’s survival and progression ment. rates in primary education. Higher Education Secondary Education The National Commission for Higher Education will achieve 9. Adapting 100 existing and all new secondary school this outcome through the following priority interventions: designs to facilitate inclusive education in 150 1. Ensuring access to higher education, irrespective of schools. income status, by mobilising more funds to provide 10. Conducting quarterly awareness raising and sen- scholarships to students. The goal is to ensure that sitisation campaigns for families and communities no one is left behind due to financial constraints. to change cultural attitudes hindering access to The subjects for which the scholarships provided secondary education by the most vulnerable groups, by higher education institutions and the National particularly girls and SEN learners. Commission for Higher Education (NCHE) are made available will be increasingly aligned with national 11. Developing a framework to guide education inter- priorities and needs. vention in vulnerable areas and groups. In addition, the MoES is going to equitably distribute qualified Outcome 2: By 2027, significant improvements in teachers to ensure the learning of children in disad- educational equity and inclusion will have been vantaged areas is supported, especially in mathe- achieved at all levels. matics, sciences, and English. The Ministry of Education and Science will achieve this out- 12. Creating incentives to attract pupils will include come through the following interventions, amongst others: scholarships for disadvantaged people, provision of medical and necessary equipment to support SEN Pre-primary Education children, and girl-friendly spaces in schools. 1. Providing special funding mechanisms to local gov- ernments in category C and D to invest and expand Technical and Vocational Education and ECE schools in their areas of jurisdiction. Training (TVET) 2. Upgrading 760 existing ECE schools, plus training 13. Conducting a gender, regional, and people with dis- 240 new teachers in special needs education skills abilities survey targeting potential trainees. This will and establishing a targeted scholarship for the 3,000 fill the knowledge gap in understanding the key is- most vulnerable children (MVC) to participate in sues affecting these disadvantaged groups. This will pre-primary education. be followed by sensitising communities on cultural 3. Improving the design of 50 new public pre-primary attitudes hindering access to TVET for girls, IDPs, schools to make them SEN friendly and targeting people with disabilities, and those in rural areas. half of them to be built in disadvantaged regions and 14. At the policy level, providing monetary and non-mon- districts. etary incentives, medical support, and adaptive 4. Adapting a new curriculum and conducting annual learning needs. awareness and education campaigns to change cul- 15. Constructing new TVET secondary schools and cen- tural issues and attitudes towards educating children tres in regions and rural areas that do not have access with disabilities. Additionally, providing disability to TVET provisions. This will include female-friendly gadgets and appropriate teaching and learning ma- spaces. terials. Republic of Somaliland National Development Plan III 78 Higher Education and operationalise it at the school cluster level. This The National Commission for Higher Education will achieve will include in-service training to secondary school this outcome through the following priority interventions: teachers, as well as new teachers, especially in sub- 1. Establishing mechanisms and incentives to promote jects with teacher shortages. It will also target new the employment of female lecturers, like preferential female teachers. treatment related to scholarships and study leave. 13. Creating and operationalising secondary school The foundation of such schemes will further the de- clusters as the basis for sharing resources and good velopment of policies and procedures to mainstream professional practices. A resource centre will be cre- gender issues. ated for each secondary school cluster. Furthermore, clear and better partnerships will be developed be- Outcome 3: By 2027, a significant increase in tween public and private secondary schools through educational quality and efficiency will have been the cluster system. achieved at all levels. 14. Reviewing and rolling out the secondary education The Ministry of Education and Science will achieve this curriculum to make it competence-based. This will outcome through the following priority interventions: improve the integration and adoption of ICT in sec- Pre-primary Education ondary school teaching and learning. Students will 2. Deploying two (one male, one female) ECE experts also have access to laboratories and computers. to provide support to the MoES, SLNCTE, and public ECE schools. Non-formal Education 15. Conducting a comprehensive assessment of the sta- 3. Organising one ECE study tour for key stakeholders tus of all categories of NFE (ABE, FLECs and ALCs) to a regional country with best practices. through the MoES, in collaboration with relevant 4. Providing technical, physical, and financial resources partners. to SLNCTE to develop a two-year diploma course 16. Increasing the resources and capacity of SLNCTE to and enable them to train 240 new ECE teachers and train adult learning facilitators. Recruitment, training, provide in-service training for 760 existing teachers. and deployment of more adequate qualified teachers Furthermore, an ECE teacher competency system and instructors to teach ABE, FLEC, and ALC centres. will be introduced, and a competency-based assess- ment deployed. 17. Developing a curriculum framework and implemen- tation strategy for FLECs and ALCs, including the 5. Disseminating and operationalising the new ECE training of teachers on implementing the ABE curric- curriculum across all ECE schools with new learning ulum and developing standardised adult literacy and materials distributed to ensure the usage of the new numeracy teaching and learning materials. ECE teacher training curriculum. 18. Conducting effective quarterly mentoring, super- 6. Establishing free child health and nutritional pro- vision, and monitoring visits to all NFE schools and grammes (school feeding) and promoting child pro- centres to ensure that NFE programmes are of tection and safety in all pre-primary schools. sufficient quality. This includes linkages between literacy and numeracy programmes and TVET skills Primary Education development. 7. Constructing separate WASH facilities and 100 girls’ friendly spaces, targeting schools that need it most. Technical and Vocational Education and 8. Providing Continuous Professional Development Training (TVET) (CPD) to primary teachers targeting the subjects of 19. Improving the system’s governance, management, pedagogy, maths, English language, and sciences. and leadership capacity to deliver quality TVET edu- This will include affirmative action to increase the cation, starting with developing a competency-based number of female teachers. To motivate teachers, TVET curriculum for different trades and levels. This a hardship allowance will be provided to primary will feed into the TVET qualification framework and teachers in hardship-designated areas. occupational standards. Provide operational finan- 9. Conducting a quarterly school-based supervision cial support to TVET technical secondary schools and mentoring programme to all primary schools, tar- and TVET centres. geting schools that are least performing in national 20. Assessing the capacity of physical infrastructure, examinations. facilities, and equipment countrywide and renovating 10. Procuring and distributing ICT equipment (and as- the existing TVET institutions’ physical infrastructure. sociated solar panels in areas without electricity) to 21. Enhancing the capacity of Hargeisa Technical Insti- broadcast pre-recorded lessons to 300 schools. tute to serve as a TVET instructor training institute. 11. Procuring and providing supplementary reading and Conducting a needs assessment for TVET instructors arithmetic materials to children in primary one to and Training of Trainers (TOT) culminating in a more primary three. targeted training of new TVET diploma instructors’ over a five-year period. Secondary Education 22. Implementing market demanded enterprise-based 12. Developing a comprehensive and structured CPD and institution-based TVET, including the intro- programme/courses for secondary school teachers duction of highly specialised technical skills for Republic of Somaliland National Development Plan III 79 the most needed trades in selected TVET centres. ECE leadership. Subsequently, developing the industrial attachment framework for TVET trainees and TVET instructors. Primary Education 1. Conducting a comprehensive review of all school Higher Education level governance policies and guidelines. This will The National Commission for Higher Education will achieve also include the appointment (and training) of head- this outcome through the following priority interventions: teachers and their deputies and the management 1. Reviewing the curriculum for higher education and and coordination of practices between schools, adjusting appropriately in line with the needs of the regional offices, and national level offices. country for all higher education institutions. This is 2. Enhancing the capacity of school CECs and DEDCs important to ensure it is better aligned with labour in matters relating to effective school leadership, in- market requirements. cluding public finance management. This will include 2. Preparing the students for the requirements of the the capacities of formal and non-formal education competitive domestic and international labour mar- departments as recommended by ABE. kets through compulsory pre-admission accelerated English language course for all incoming students. Secondary Education This will also improve the chance of students to ben- 1. Developing, translating, and disseminating second- efit from the plethora of knowledge on the internet, ary school governance policy. This will provide the mostly in English. basic guidelines on issues such as criteria for select- 3. Conducting tracer studies for graduates of different ing and deploying secondary school headteachers programmes as part of monitoring the quality and rel- and deputies. evance of the programmes and their employability, 2. Providing technical and financial support for SLCTE and employee satisfaction. to develop the curriculum for a school leadership 4. Establishing a more stringent higher education in- course. Based on this, designing a MoES-validated stitutions (HEIs) quality assurance system. This will secondary school leadership and management include the accreditation of academic staff and a re- course for secondary headteachers and their depu- view of operational procedures, all with the intention ties, and training Regional Education Officers (REOs), of enhancing the quality of education and structures District Education Officers (DEOs), and QASS on available to the students. Furthermore, mechanisms governance policy. at the regulatory level will ensure that there is 3. Developing a performance management framework continuous improvement of the capacity of higher for headteachers and their deputies. education academic staff. These steps will also help in research and community outreach programmes by Non-formal Education higher education institutions. 1. Reviewing the NFE Policy Framework and Implemen- 5. Improving textbooks for all programmes of higher tation Guidelines. education by procuring sample textbooks for each 2. Building the capacity of the NFE department to en- course. sure that there is effective supervision and monitor- ing of all NFE facilities. Outcome 4: By 2027, significant improvements in governance and institutional capacity will have been 3. Improving the certification and accreditation of all achieved at all levels. categories of NFE graduates and determining the best measure of adult literacy rates using consistent The Ministry of Education and Science will achieve this definitions. outcome through the following priority interventions: Pre-primary Education Technical and Vocational Education and 1. Promoting awareness, understanding, and interpre- Training (TVET) tation of ECE policy and minimum standards. Sub- 4. Disseminating, translating, and implementing TVET sequently, developing procedures and guidelines to policy, strategy, and occupational standards. Addi- enforce the application of ECE minimum standards tionally, developing an accreditation system of TVET in both ECE infrastructure and programme delivery. institutions. 2. Providing capacity development for the MoES ECE 5. Enhancing the leadership and management capac- Unit and other professionals involved in ECE in the ity of TVET centre managers and staff, as well as areas of leadership and management. support services from the MoES at the central and 3. Promoting greater collaboration and coordination regional level. between the MoES and the Ministry of Religion and 6. Developing and implementing guidelines to promote Endowment (MoRE). linkages between TVET institutions and relevant 4. Collecting and analysing detailed data on the ECE industries so that they can pursue a joint economic subsector and producing regular reports, thus facili- development agenda. tating periodic assessments of ECE. 5. Training and mentoring the headteachers and dep- uties of 253 primary and 253 pre-primary schools in Republic of Somaliland National Development Plan III 80 Higher Education The National Commission for Higher Education will achieve this outcome through the following priority interventions: 1. Finalizing and approving the Higher Education Act. This will set the foundation for the overall regulatory framework, in line with the broader objectives of the education sector strategy. The Act and its associated regulation will guide all higher education institutions in the country. In addition, it is envisaged that the higher education subsidy guidelines will be devel- oped and approved. 2. Creating a conducive working environment for the Higher Education Commission to perform its duties by building new infrastructure to house the Com- mission. Relatedly, a Higher Education Management Information System, supporting NCHE’s manage- ment needs, will be put in place. This will improve the overall capacity of the regulator of the Higher Education sub-sector. 3. Increasing opportunities for Technical and Vocational Education at the tertiary level to improve specialised skills for the population and increase their employ- ability. In furtherance of this objective, functional polytechnic colleges will be built. Strategic Objective 2: To increase awareness and the practice of Islam, and to promote Islam as a religion of tolerance and peace through education and religious institutions. Outcome 5: By 2027, there will be improved access to Islamic Centres, Quranic education, and other community services provided by them. The Ministry of Religion and Endowment will achieve this outcome through the following priority interventions: 1. Constructing and furnishing 17 additional Quranic schools and upgrading teachers employed in 2,458 Quranic schools in the country. 2. Constructing and furnishing 17 Sharia institutes and hiring and training 500 teachers to be employed in 110 Sharia institutes. 3. Developing an Islamic Institutions Information Management Database for improved administrative management of Quranic Schools, Sharia institutes, and Mosques. 4. Developing the Islamic/traditional-based Healing Centres (Cilaajs) Act and the Sakaat Act. Republic of Somaliland National Development Plan III 81
11.5 Cost Estimates per Outcome and MDA EDUCATION SECTOR SECTOR TOTAL (USD) 331,806,693 MINISTRY OF EDUCATION AND SCIENCE TOTAL MoES (USD) 322,158,693 Pre-primary Education USD 25,129,450 Primary Education USD 148,606,124 Secondary Education USD 89,328,233 Non - Formal Education USD 18,506,365 Technical and Vocational Education & Training USD 40,588,521 NATIONAL COMMISSION FOR HIGHER EDUCATION TOTAL NCHE (USD) 4,833,000 Higher Education USD 4,833,000 MINISTRY OF ENDOWMENT AND RELIGIOUS AFFAIRS TOTAL MoERA (USD) 4,815,000 Quranic Education USD 4,815,000 SDG NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) COST ESTIMATE Outcome EDU - 1: By 2027, a significant increase in Education access and participation will have been achieved at all levels. EDU-KG - 1: By 2027, significant increase EDU-KG - 1.A: Gross Enrollment Rate in access and participation in Pre-primary (GER) in 2-year Pre-primary Education % 5% 20% 6,323,925 Education. EDU-PE - 1: By 2027, significant Increase EDU-PE - 1.A: Gross Enrollment Rate in access and participation in Primary (GER) in Primary Education % 32% 50% 40,002,460 Education. EDU-SE - 1: By 2027, significant Increase EDU-SE - 1.A: Gross Enrollment Rate in access and participation in Secondary (GER) in Secondary Education % 18% 35% Education. 13,438,512 EDU-SE - 1.B: Proportion of students transiting from lower to upper secondary % 44% 64% SDG - 4 education. EDU-NF - 1: By 2027, significant Increase EDU-NF - 1.A: Increased participation in in access and participation in Non-Formal Non-Formal Education (FLECs and No. of participants 9,136 35,000 15,102,774 Education. ALCs) EDU-TV - 1: By 2027, significant Increase EDU-TV - 1.A: Increased participation in in access and participation in Technical TVET centres (mostly 4 - 6 month No. of students 3,372 25,000 and Vocational Education and Training. courses) 19,654,088 EDU-TV - 1.B: Increased participation in Technical Secondary Schools (4 yrs) No. of students 2,769 6,500 EDU-HE - 1: By 2027, significant Increase EDU-HE - 1.A: Number of students in access and participation in Higher enrolled in HEIs No. of students 39,525 50,000 1,110,000 Education. MoES 94,521,759 OUTCOME EDU - 1: Cost estimate per government instiution / MDA NCHE 1,110,000 Outcome EDU - 2: By 2027, significant improvements in Education equity and inclusion will have been achieved at all levels. EDU-KG - 2: By 2027, significant EDU-KG - 2.A: Gender Parity Index in 2- improvements in equity and inclusion in year Pre-primary Education fGER/mGER 0.79 0.92 Pre-primary Education. EDU-KG - 2.B: Proportion of SEN children that are attending Pre-primary % 0% 5% 2,880,130 schools. EDU-KG - 2.C: Proportion of children in the rural areas that attend Early % 0% 16% Childhood Education. EDU-PE - 2: By 2027, significant EDU-PE - 2.A Gender Parity Index in fGER/mGER 0.81 0.91 improvements in equity and inclusion in Primary Education Primary Education. EDU-PE - 2.B: Percentage of female 16,177,597 teachers in Primary Education % 19% 30% EDU-SE - 2: By 2027, significant EDU-SE - 2.A: Gender Parity Index in SDG - 4 fGER/mGER 0.75 0.85 improvements in equity and inclusion in Secondary Education Secondary Education. EDU-SE - 2.B: Percentage of female teachers in Secondary Education % 4% 10% EDU-SE - 2.C: Percentage of children in 9,729,890 rural areas enrolled in secondary % 6% 20% education EDU-SE - 2.D: Percentage of Special Education Needs children enrolled in % 0% 5% secondary schools. EDU-TV - 2: By 2027, significant EDU-TV - 2.A: Gender Parity Index in GPI 0.68 0.78 improvements in equity and inclusion in TVET Technical and Vocational Education and 3,362,514 EDU-TV - 2.B: Percentage of female Training % 5% 15% instructors in TVET EDU-HE - 2: By 2027, significant EDU-HE - 2.A: Proportion of female improvements in equity and inclusion in enrolment in HEIs % 48% 52% 745,000 Higher Education. MoES 32,150,131 OUTCOME EDU - 2: Cost estimate per government instiution / MDA NCHE 745,000 Outcome EDU - 3: By 2027, a significant increase in Education quality and efficiency will have been achieved at all levels. EDU-KG - 3: By 2027, significant increase EDU-KG - 3.A1: No. of qualified and in quality and efficiency in Pre-primary certified ECE teachers in public schools No. of teachers 33 273 (Early Childhood) Education. 15,007,821 EDU-KG - 3.A2: No. of additional qualified and certified ECE teachers in No. of teachers -- 300 Republic private schools of Somaliland National Development Plan III 82 EDU-PE - 3: By 2027, significant increase EDU-PE - 3.A: % of qualified Primary % 55% 75% in quality and efficiency in Primary Education teachers improvements in equity and inclusion in enrolment in HEIs % 48% 52% 745,000 Higher Education. MoES 32,150,131 OUTCOME EDU - 2: Cost estimate per government instiution / MDA NCHE 745,000 Outcome EDU - 3: By 2027, a significant increase in Education quality and efficiency will have been achieved at all levels. EDU-KG - 3: By 2027, significant increase EDU-KG - 3.A1: No. of qualified and in quality and efficiency in Pre-primary certified ECE teachers in public schools No. of teachers 33 273 (Early Childhood) Education. 15,007,821 EDU-KG - 3.A2: No. of additional qualified and certified ECE teachers in No. of teachers -- 300 private schools EDU-PE - 3: By 2027, significant increase EDU-PE - 3.A: % of qualified Primary % 55% 75% in quality and efficiency in Primary Education teachers Education. EDU-PE - 3.B: Pupil - Class ratio in Pupils/Class 50 45 28,353,809 Primary Education EDU-PE - 3.C: Primary Education % 95,9% / 95,1% 96% / 96% promotion rate (M/F) EDU-SE - 3: By 2027, significant increase EDU-SE - 3.A: % of qualified Secondary % 76% 86% in quality and efficiency in Secondary Education teachers Education. EDU-SE - 3.B: Pupil - Teacher Ratio in Pupils / Classroom 45 45 Secondary Education SDG - 4 EDU-SE - 3.D: Pupil - Class ratio in Secondary Education Pupils / Teacher 48 45 26,326,289 EDU-SE - 3.E: Secondary Education % 3,0% / 5,3% drop-out rate (M/F) EDU-SE - 3.F: Secondary Education % 95% / 94% promotion rate (M/F) EDU-NF - 3: By 2027, significant increase EDU-NF - 3.A: Proportion of NFE centers Standards to be in quality and efficiency in Non-Formal approved according to set quality % determined 50% 3,135,477 Education. standards. EDU-TV - 3: By 2027, significant increase EDU-TV - 3.A: Percentage of TVET in quality and efficiency in Technical and graduates employed six months after % 84.6% 95.0% 16,750,427 Vocational Education and Training graduation. EDU-HE - 3: By 2027, significant increase EDU-HE - 3.A: Proportion of university in quality and efficiency in Higher programmes accredited by the NCHE % 0% 12% Education. 2,768,000 EDU-HE - 3.B: Proportion of undergraduate lecturers with at least a % 60% 70% Master’s degree MoES 89,573,823 OUTCOME EDU - 3: Cost estimate per government instiution / MDA NCHE 2,768,000 Outcome EDU - 4: By 2027, significant improvements in governance and institutional capacity will have been achieved at all levels. EDU-KG - 4: By 2027, significant EDU-KG - 4.A: Proportion of Pre-primary improvements in governance and schools applying and passing minimum enhanced Institutional system capacity in standards % 0% 50% 917,574 Pre-primary Education EDU-PE - 4: By 2027, significant EDU-PE - 4.A: % of primary schools improvements in governance and (both formal and ABE) meeting minimum Standards to be enhanced Institutional system capacity in standards % 50% 64,072,258 determined Primary Education. EDU-SE - 4: By 2027, significant EDU-SE - 4.A: Average completion rate improvements in governance and of the Outcome's combined operational enhanced Institutional system capacity in benchmarks. % Not applicable 80% 39,833,542 SDG - 4 Secondary Education. EDU-NF - 4: By 2027, significant EDU-NF - 4.A: Average completion rate improvements in governance and of the Outcome's combined operational enhanced Institutional system capacity in benchmarks. % Not applicable 80% 268,114 Non-Formal Education. EDU-TV - 4: By 2027, significant EDU-TV - 4.A: Average completion rate improvements in governance and of the Outcome's combined operational enhanced Institutional system capacity in benchmarks. % Not applicable 80% 821,492 TVET. EDU-HE - 4: By 2027, significant EDU-HE - 4.A: NCHE has recruited at improvements in governance and least 90% of adequate technical staff as enhanced Institutional system capacity in in validated recommendations of the Boolean (Yes/No) No Yes 210,000 Higher Education. Human Resource Needs Assessment. MoES 105,912,980 OUTCOME EDU - 4: Cost estimate per government instiution / MDA NCHE 210,000 Outcome EDU - 5: By 2027, improved access to Islamic Centres, Quranic education, and other community services provided by them. EDU-QE - 1: By 2027, improved access to EDU-QE - 5.A: Number of operational Islamic Centres, Quranic education, and Quranic schools. Number 2,441 2,458 other community services provided by SDG - 4 them. 4,815,000 EDU-QE - 5.B: Number of Sharia institutes for the education of Islam Number 93 110 scholars that are operational . OUTCOME EDU - 5: Cost estimate per government instiution / MDA MoERA 4,815,000 Please note that each NDP III Sector Outcome has a separate detailed RBM Matrix, which specifies Critical Outputs and Operational Benchmarks. These are important for monitoring and can be found in Annex 1 of the NDP III MEAL Supplement. Republic of Somaliland National Development Plan III 83 Observations The education sector will, in line with international guide- lines and across all levels of education, continue to pursue four main outcomes related to i) access, ii) equity and in- clusion, iii) quality and efficiency, and iv) improvements in governance of the sector. A summary of the cost estimates table is as follows: • With regards to the cost of interventions at different levels of education, primary education constitutes the largest share with 45.6 percent of the total education sector budget, followed by secondary education at 27.2 percent. • Based on the indicated estimates, Outcome 4 on governance and institutional capacity building is the highest priority of the sector, as it is expected to have an overall impact on all levels and other outcomes. It represents 32 percent of the total sector budget, followed by the budget on access to education and quality and efficiency at 29 percent and 28 percent respectively. Republic of Somaliland National Development Plan III 84 Chapter 12 HEALTH SECTOR
12.1 Introduction care services in every district of the country. MoHD also focused on improving service quality at the secondary A healthy nation is a wealthy nation. To improve the overall healthcare level that is provided at district or regional outcomes of wellbeing and economic development, So- hospitals. The emphasis is on ensuring that every citizen maliland Vision 2030 aspires for a nation whose citizens can access affordable and quality secondary healthcare have equitable access to quality healthcare. This is para- services throughout the country. mount as the nation, then and now, continues to grapple with health challenges in terms of relatively high child Maternal and Child Mortality and maternal mortality, high mortality rates from prevent- Maternal mortality was considerably reduced from 732 able diseases such as TB, as well as non-communicable deaths per 100,000 live births in 2017 to 396 deaths per diseases. To achieve the objective of quality healthcare, a 100,000 live births in 2020 (SLHDS 2020), slightly sur- combination of community health services and well-regu- passing the ambitious NDP II target of 400. Over the last lated private healthcare, supported by a well-trained health five years, a considerable reduction of infant mortality and workforce, will be delivered to the citizens of Somaliland. under-five mortality was also observed, coming down from 85 per 1,000 live births to 72 per 1,000 live births and 137 Despite continuous challenges, access to healthcare has per 1,000 live births to 91 per 1,000 live births respectively. increased substantially over the years, largely thanks to the The Total Fertility Rate (TFR) among women in Somaliland collaboration between the government and its partners and is 5.7. The recent Health and Demographic Survey reports the invaluable role played by private healthcare providers. that only 13 percent of children aged 12-23 months were The latter are especially more active in the urban areas. completely vaccinated, which includes BCG (tuberculosis), polio (3x), pentavalent (3x), and measles. Due to the disparity in health outcomes, the rural popu- lation had priority focus during the last five years where Malnutrition basic infrastructure that delivers essential health delivery Malnutrition (Global Acute Malnutrition and Severe Acute packages has been established. Newly constructed health Malnutrition) poses a serious public health problem centres continue to operate in places where no other throughout the country and is further aggravated by recur- health facilities had previously existed. District and regional rent droughts. The following statistics collected during the hospitals were upgraded to deliver better clinical services. recent nationwide demographic health survey clearly show In addition, medical stores are operating in all six regions, the current situation: which contributed to improving quality and timely distribu- • As a measure of chronic malnutrition, 21 percent of tion of essential supplies to all districts. children under the age of five are stunted or are a lower-than-average height for their age, which is be- On human capital, as emphasised by Vision 2030, the total low the Africa region average of 30.7 percent (Global health workforce has largely increased, yet significant dis- Nutrition Report 2021). parities among the regions and between urban and rural • As a measure of acute malnutrition, 13 percent of chil- areas remain. This is a major constraint in service delivery, dren under-five have a lower-than-average weight as an expanded health workforce could increase both the for their height, which is above the Africa region access to and quality of services when the healthcare-work- average of 6 percent (Global Nutrition Report 2021). er-to-patient ratio improves. • 69 percent of newborns are breastfed in the first
12.2 Situational Analysis hour of their life, whereas 30 percent of Somaliland children aged 0-5 months are exclusively breastfed. Policy and Legal Reforms Several policy and legal instruments were approved and Major Communicable Diseases • Tuberculosis (TB): TB remains as one of the major enacted to improve health service delivery. These policies public health problems in Somaliland, though the will continue to guide the sector in the foreseeable future. disease incidence has been dropping progressively. Key among these are: According to MoHD data, TB infections have fallen • National Expanded Programme on Immunization from 285 per 100,000 people in 2016 to 200 per (EPI) Policy 2020 100,000 people in 2020. • National Health Policy 2021 • HIV/AIDs: Data collected at sentinel sites for preg- • Mental Health Policy nant women indicates that the mean HIV prevalence • Nutrition Sub-sector Strategy 2019 has been dropping since 2004, when it was at 1.4 percent, reaching 1.01 percent in 2010 and 0.67 per- • Health Sector Strategic Plan 2017-2021 cent in 2014. The decline, which is statistically sig- nificant, continues through the most recent sentinel The Essential Healthcare Package survey of 2018, when it was 0.15 percent. Services (EHPS) • Malaria: The seven districts of Baki, Borama, Lugha- The EHPS policy aims to expand affordable essential health ya, Zeila, Gabiley, Hargeisa (rural), and Berbera services to improve overall health outcomes, including in account for over 90 percent of all malaria cases in hard-to-reach areas, with a focus on vulnerable segments the country. Human activity in urban areas has led to of the population, particularly mothers, children, and peo- an increase in favourable mosquito breeding spots in ple with low socioeconomic status. Currently, the Ministry typically small, shallow, open, and sunlit water pools. of Health Development (MoHD), in conjunction with partner Nonetheless, the country has had nearly zero deaths organisations, provides highly subsidized primary health- Republic of Somaliland National Development Plan III 86 from malaria for the last five-to-ten years. types of specialists needed in the sector. These • Hepatitis B: Hepatitis is a major public health chal- include anaesthesia, physiotherapy, pharmacy, and lenge in terms of morbidity and mortality. To combat biomedical engineers. This is exacerbated by the the disease, hepatitis B vaccination has been intro- limited opportunities for professional capacity devel- duced in routine immunization programmes. There opment and compensation. has been additional focus on hepatitis B vaccination • Developing a realistic financing strategy for the for high-risk populations, including health workers, health sector, aimed at mobilising funds from dif- and screening for both hepatitis B and C among ferent sources. The sector is underfunded due to clinical at-risk groups and vulnerable populations. limited budget allocation. As a result, the infection rate has dropped from 150 • Improving the quality of healthcare in most settings, per 100,000 people to 51 per 100,000 people, which as well as expanding the provision of essential is well under the NDP II target of 130 per 100,000 services, particularly to the nomadic population and people. remote rural communities. • Other major communicable diseases: These include • Strengthening the Health Information Management diarrheal diseases, acute respiratory infections, and Systems, with emphasis on data collection and anal- a few neglected tropical diseases (leprosy, schisto- ysis at all levels to support evidence-based decision somiasis, and leishmaniasis). Access to sanitation making, policy development, and health research. facilities continues to be a major challenge, with only 38 percent of households having access to • Combatting the widespread use of sub-standard an improved sanitation facility and only 41 percent drugs, irrational medicine use, and the misuse of of households using improved sources of drinking health technologies. water. Water, health, and sanitation (WASH) pro- grammes should be strengthened to include the 12.4 NDP III Outcomes and Priority provision of safe water, the expansion of adequate water treatment and storage in the home, improved Interventions handwashing facilities and practices, and the use of Strategic Objective 1: To increase access to acceptable adequate sanitation facilities. quality healthcare services. Non-communicable Diseases (NCDs) Outcome 1: By 2027, improve coverage of the Cardiovascular issues, diabetes, cancer, and chronic re- Essential Package of Health Services (EPHS). spiratory problems are continuing to rise and put a heavy The Ministry of Health Development, with support from its burden on the health system, as well as on individuals and partners, will achieve this outcome through the following households. Lifestyles are critical in the prevention of the priority interventions: majority of NCDs. Tobacco use and smoking in all its forms, khat consumption, low physical exercise levels, especially 1. Strengthening services for Reproductive, Maternal, in schools and for women, a high intake of salt and sugar, Newborn, Child, and Adolescent Health (RMNCAH). and a poor diet in general are the common risk factors for Reproductive and maternal services constitute the most of NCDs. provision of services and interventions involving women before and during pregnancy. Newborn care Mental health disorders are widespread, namely schizo- consists of the first 28 days of life. Children are con- phrenia, depression, and psychosis, due to substance sidered years 0-5 and adolescents between ages 10 abuse, such as khat, and other socioeconomic factors. As to 19 (WHO). part of a new initiative, community-based programmes in strong partnership with civil society organisations have • Improving information management for ev- been launched and a national strategy has been developed idence-based decision making to improve to tackle these issues. performance at all levels. • Supporting and expanding integrated maternal,
12.3 Challenges and Key Issues neonatal, and childcare services. This includes The major challenges identified for the NDP III period are antenatal care, Basic Emergency Obstetric the following: Care (BemOC), postnatal care, immunizations, • Strengthening the participation and inclusion of all nutrition, and all related support services. This stakeholders in the design and formulation of policy also means increased coverage of Comprehen- instruments for different themes. Public health laws sive Emergency Obstetric and Newborn Care and regulations need to be aligned with the most up- services (CEmONC). dated policies of the sector. This will require a major • Promoting community involvement in all inter- review of most existing legal frameworks. ventions. • Addressing the weak coordination structures (or lack • Tackling major adolescent health issues in- thereof) to improve health service delivery. Function- cluding STIs, road injuries, mental health, and al national, regional, and district level coordination substance abuse. forums need to be established. 2. Strengthening nutritional services. • Addressing human capacity constraints, both in • Supporting preventive services against malnu- terms of the number of healthcare workers and the trition in children under-five, with an emphasis Republic of Somaliland National Development Plan III 87 on the first 1,000 days of life and provide care • Developing the NCD Policy and Strategy, with and appropriate treatment for acute/chronic attention to multisectoral aspects, and review- malnutrition. ing the overall regulatory frameworks in the 3. Preventing and controlling communicable diseases. sector. • In principle, the strategy regarding communi- • Establishing a National Cancer registry and cable diseases is to increase awareness on National Oncology Centre. prevention and early detection of infections to • Capacity building for healthcare workers across reduce the risk of transmissions. The following all NCDs, with an emphasis on mental health- interventions are based on this principle. care providers. • Enhancing the health referral system and im- HIV/AIDS proving collaboration with the private sector. 4. Ensuring people know their status by encouraging This will further boost emergency response universal HIV counselling and testing. capabilities. 5. People living with HIV (PLWHIV) will be provided with 14. Strengthening the health referral system and health life-long treatment through a range of interventions service quality. as well as enhanced HIV/TB collaborative services. • Enhancing the referral system to ensure better 6. Reducing the number of HIV infections by targeting access to quality secondary health services in Behaviour Change Communication (BCC), enhancing cooperation with private sector health facilities. the provision of post-exposure prophylaxis for target populations, eliminating vertical transmissions, and Outcome 2: By 2027, a more resilient health system improving testing and treatment. has been built guided by the sector’s Health System Conceptual Framework Tuberculosis A resilient health system is one where the health actors, 7. Increasing TB treatment coverage through: institutions, and population can adequately respond to a • Improving access to TB diagnosis and care, crisis while maintaining core services. It requires an inte- including for children grated approach ranging from policy and coordination to • Increasing the utilisation of community health collaboration between actors. workers for TB screening Building the health system includes the following building • Establishing a cross-border TB patient monitor- blocks: ing system • Leadership and governance • Expanding and strengthening on-going in-ser- • Health information system vice training for all health workers on TB control • Health workforce 8. Ensuring the uninterrupted supply of quality-con- trolled drugs at all facilities, taking a communi- • Medicine and technology ty-based approach to Directly Observed Treatment • Infrastructure (DOT) of resistant TB cases. • Health financing 9. Increasing annual case detection of MDR-TB and The Ministry of Health Development, with support from its improving the management MDR-TB through the partners, will achieve this outcome through the following supply of the quality assured detection equipment in priority interventions: all National TB Programme (NTP) facilities as well as increased training and expanded treatment capacity. Leadership and Governance 1. Developing sound policies, strategies, and plans for Malaria the health sector. 10. Ensuring universal access to appropriate malaria • Strengthening the existing policies, strategies, prevention and improving case management in- and plans for the sector, ensuring they are terventions. This will help reach the target of the anchored in the overall National Health Policy. country-wide malaria elimination drive of at least 10 malaria-free districts. • The policy development will be inclusive and encompassing, involving the private sector and Hepatitis partners in the health sector. 11. Raising awareness of viral hepatitis through cam- 2. Strengthening the health legislative and regulatory paigns from both public and private healthcare framework. providers. • This must be done in line with the new policies 12. Monitoring health sector responses to viral hepatitis and will require amendments to existing public by monitoring trends of transmission, stopping moth- health laws. er-to-child transmission of hepatitis B, and preventing • The laws must also systematically address healthcare related transmission of hepatitis B and C. oversight by accrediting and licensing health- 13. Reducing the burden of non-communicable diseas- care professionals and health service delivery es, including mental health: institutions. Republic of Somaliland National Development Plan III 88 3. Improving coordination and partnership and foster- health workforce development. ing effective decentralisation. • Ensuring pre-service education institutions • This will be done by revitalising coordination have sufficient capacity for graduate students forums at all levels and creating an enabling with the requisite clinical, technical, and man- environment for effective decentralisation. agement skills. 4. Improving public-private partnerships (PPPs) and • Continued expansion in the surgical skills and private sector regulations. capacity of specialists in surgery and related • MoHD will strengthen the capacity of the rele- disciplines through local training and other vant PPP Unit to support the development of possible avenues. public-private partnerships. • Recruit specialised diaspora and local medical • MoHD will also systematically address oversight doctors, nurses, and midwives through the MIDA by speeding up the accreditation of healthcare FINNSOM Reproductive Health Programme to professionals and the licensing of health service support the provision of services for mothers delivery and training institutions. and children. 9. Improving management of human resources. Health Information System • MoHD will improve the recruitment, deploy- 5. Improving and innovating the health information ment, retention, motivation, regulation, and system. performance assessment of health workers. • The current District Health Information System • Furthermore, it will promote continuous profes- (DHIS2) will be improved by fully or partially sional development and improve the full and integrating all vertical health programmes into timely payment of salaries. the platform. Also, digitized data entry will be made possible at the health facility level and Medicine and Technology in some of the districts. This will improve data 10. Strengthening the national drug regulatory authori- quality, management, analysis, interpretation, ties. and dissemination mechanisms at all levels. • Developing and reviewing the relevant policy 6. Conducting critical health research activities. and legal instruments to ensure all medicines • With sufficient data, through the Health Infor- conform to standards. This will strengthen the mation system, critical health research activities national drug regulatory authorities and ensure will be undertaken at the national level to appropriate health technologies are adopted. inform policy and preventive and curative inter- • Upgrading and ensuring the effective use of ventions. the national logistics management information 7. Strengthening and improving the sector’s monitoring system (LMIS) will be pivotal to improve the and evaluation (M&E) system. availability of essential medicines distributed to • A results-based monitoring framework will be all facilities. established that allows for annual reviews of • Effective tools for supply chain management operational benchmarks and mid- and end of will be developed, while also ensuring the avail- term evaluation activities. This will feed into the ability of adequate well-trained staff in supply overall NDP III evaluations. chain management. Table 11: DHIS2 integration • Developing regulations on the production, use, and sale of traditional medicine. 11. Ensuring the availability of essential medicines at all levels. • The formal list of essential medicines will be reviewed and updated so it will be consistent with public health priorities. • Measures will be in place and monitored to ensure that medicine stocks are effectively and efficiently stored and distributed to all function- ing health facilities. 12. Ensuring the availability of appropriate health tech- Health Workforce nologies. 8. Sustaining the production of adequate health work- • Conducting a health system technology assess- ers. ment to identify appropriate, affordable, and • Regular and coordinated health workforce accessible technology at all levels. planning, involving regional and/or national • Developing capacity for biomedical technicians Ministries of Health, Education, and Finance. for repair and maintenance. • Developing realistic and needs-based plans for Republic of Somaliland National Development Plan III 89 Infrastructure • Promoting access to safe drinking water through 13. Ensuring the presence of functioning health infra- better testing and treatment techniques to en- structure across the country. sure access to good quality drinking water. • The construction of new health facilities based 3. Improving communication mechanisms on public on population needs, health priorities, and eq- health issues. uity considerations. • Continued awareness raising on better health • Continuing the maintenance and rehabilitation lifestyles, using appropriate and effective chan- of health infrastructure, including buildings, nels such as at healthcare facilities, religious equipment, and vehicles. structures, schools, women and youth associ- ations, within academia, and through private • Purchasing new ambulances to strengthen the sector. These mechanisms will be continuously health referral system. assessed for efficacy. 14. Improving management systems for infrastructure • Advocacy programmes and community en- and medical equipment at all levels. gagements to conduct voluntary screenings, • Conducting a health infrastructure assessment individual risk assessments, and immunization and developing a health infrastructure improve- campaigns. ment plan based on its recommendations. 4. Promoting the safe management and disposal of • Reviewing and updating the design and stan- medical waste. dard protocols for building new health facilities, • Assessing existing medical disposal practices with a special focus on medium-term operation in healthcare delivery facilities, with a view to and maintenance efficiency and effectiveness improve the existing disposal of medical waste. requirements. This includes pathological waste, infectious waste, sharps (needles, syringes, etc.), and Health Financing pharmaceutical and chemical waste. 15. Developing a financing strategy for the health sector. • The formulation of a more detailed government Strategic Objective 2: To improve the management of, and approach in response to the Abuja Declaration response to, catastrophic public health emergencies. (April 2001) of African governments pledging Outcome 4: By 2027, a stronger Public Health to allocate at least 15 percent of their national Emergency Preparedness and Response system budget to healthcare. (PHEPR) responds more effectively to public health • The health facilities will also strengthen reve- emergencies. nue raising, pooling, and strategic purchasing The Ministry of Health Development, with support from its for healthcare. partner organisations, will achieve this outcome through • Furthermore, advocacy tools will be developed the following priority interventions. for mobilising domestic and external resources 1. Strengthening and sustaining the national and including targeted taxation, private sector con- regional capacity to prepare, mitigate, and prevent tributions, community initiatives, and diaspora health emergencies. contributions. • Pursuing international health regulation guid- Outcome 3: By 2027, Somaliland will have enhanced ance and promoting health security operations health promotion and community engagement. and cross-border issues. The Ministry of Health Development, with support from its • Enhancing existing collaborative emergency partner organisations, will achieve this outcome through programmes with the relevant stakeholders. the following priority interventions: • Building health workforce leadership capacities and technical skills on emergency prepared- 1. Enhancing health promotion, communication, and ness and response. community awareness through a holistic approach. 2. Strengthening the national surveillance capacity to • Conducting the required medical and clinical detect, respond to, and contain epidemics and out- interventions: screening, individual risk assess- breaks. ments, and immunization services. • Establishing an effective national Integrated • Carrying out essential health education, social Disease Surveillance and Response (IDSR) marketing, and skill development. framework. Additionally, reinforcing existing 2. Strengthening national efforts on hygiene and sani- mechanisms for responding and controlling tation and ensure access to safe drinking water. health emergencies at all levels. • Strengthening community efforts by reinforcing 3. Establishing a functioning national referral laboratory. existing interventions for safeguarding health • Enhancing the skills of lab staff as well as by improving the control of harmful physical strengthening public health laboratories with environmental factors, with focus on human modern and better equipment. waste. • Bolstering partnerships with relevant stake- Republic of Somaliland National Development Plan III 90 holders to develop a sustainable, reliable, and effective laboratory network. 4. Enhancing risk management system for outbreaks and community engagement. • Strengthening leadership and governance on community involvement in programme design, implementation, and monitoring. Subsequently, involving community participation in all phases related to outbreak prevention, response, and mitigation. • The community involvement will be guided by policy and operational guidelines, which will include appropriate health education using culturally acceptable messaging. Republic of Somaliland National Development Plan III 91
12.5 Cost Estimates per Outcome and MDA HEALTH SECTOR SECTOR TOTAL (USD) 383,074,089 MINISTRY OF HEALTH DEVELOPMENT TOTAL MoHD (USD) 383,074,089 SDG NDP Outcome NDP Outcome Indicator Unit Baseline Target (2027) COST ESTIMATE HEA - 1: By 2027, improved coverage of HEA - 1.A: Maternal mortality ratio. No. of deaths per 396 238 the Essential Package of Health Services 100.000 live births (EPHS). HEA - 1.B: Child mortality rate (under- No. of deaths per 91 / 72 / 42 77 / 61 / 30 fives / infants / neonatal). 1.000 live births HEA - 1.C1: Percentage of moderately and severely malnourished children under five (MAM and SAM rate = % of under-fives 3% / 23% 1.5% / 18% Moderate/ Severe Acute Malnutrition). HEA - 1.C2: Prevalence of stunting among children under 5 years of age. % of under-fives 20.7% 16.0% HEA - 1.C3: Prevalence of wasting among children under 5 years of age. % of under-fives 12.6% 11.0% SDG - 3 HEA 1.D: Proportion of children aged 12 157,060,376 - 23 months that are fully vaccinated by % of children 13% 50% public health facilities. under 2 yrs HEA - 1.E1: Incidence of Tuberculosis No. of new cases per per 100.000 population (new infections). 250 230 100.000 people HEA - 1.E2: % of Tuberculosis patients that completed their treatment and were % of TB patients 85% >95% cured (TB treatment Success Rate) HEA - 1.F1: Proportion of people living % of people 65% 90% with HIV that know their status. HEA - 1.F2: % of people diagnosed with % of people 43% 90% HIV infection receiving ART. HEA - 2: By 2027, a more resilient Health HEA - 2.A: Annual HMIS report with System has been built, guided by the clear evidence-based recommendations Boolean 0 5 Health System Conceptual Framework disseminated to all Health Stakeholders. (Yes/No) that has been adopted by MoHD. HEA - 2.B1: No. of medical doctors Medical doctors per serving in the public sector per 10,000 0.99 1 10,000 pop. population (M/F). HEA - 2.B2: No. of nurses serving in the Midwives per 10,000 public sector per 10,000 population 6.1 7 SDG - 3 pop. (M/F). 180,810,970 HEA - 2.B3: No. of midwives serving in Nurses per the public sector per 10,000 population. 1.5 2 10,000 pop. HEA - 2.B4: No. of Health Workers in the Health workers per public sector per 10,000 population. 9 11 10,000 pop. HEA - 2.C1: No. of functioning public Health facilities per health facilities (excluding PHUs) per 6 8 100,000 pop. 100,000 population. HEA - 3: By 2027, Somaliland will have HEA - 3.A: % of health facilities strengthened its health promotion and providing the standardized package of SDG - 3 % of health community engagement. health education (HE) sessions facilities 0% 45% 16,089,112 regularly. HEA - 4: By 2027, a stronger emergency HEA - 4.A: Existence of a stronger preparedness and response system that Emergency Preparedness and can more effectively respond to public Response System, based on a SDG - 3 health emergencies. comparative assessment of Boolean No Yes 29,113,631 Somaliland's PHEPR using the WHO (Yes/No) "Toolkit for assessing health-system capacity for crisis management" in consecutive years. Please note that each NDP III Sector Outcome has a separate detailed RBM Matrix, which specifies Critical Outputs and Operational Benchmarks. These are important for monitoring and can be found in Annex 1 of the NDP III MEAL Supplement. Republic of Somaliland National Development Plan III 92 Observations The government is committed to improving health out- comes with support from its partner organisations, based on internationally accepted guidelines and standards. Pro- viding basic health services and building a strong and re- silient health system constitute the bulk of the expenditure in this sector. The “Cost estimates per outcome and MDA” table shows that the total cost to provide the Essential Package of Health Services, under Outcome 1, is estimated at US$157.1 million, while building resilience in the sector, under Outcome 2, will cost US$180.8 million over the five year period. Together, they account for 90 percent of the total estimated budget. Health promotion and education is key to preventative healthcare. An estimated US$16.1 million under Outcome 3 is expected to be spent over the plan period. The COVID-19 pandemic has shown the importance of disaster response and preparedness for public health. For this reason, an estimated US$29.1 million, under Outcome 4, will be needed to build this structure for continued re- sponse to the pandemic and any future health disasters. Regarding the outcome targets, the positive results obtained during the NDP II period, because of providing the EPHS, are expected to improve at approximately the same steady pace. However, efforts will be considerably in- creased to improve the number of fully immunized children between 12 and 23 months according to WHO standards. Republic of Somaliland National Development Plan III 93 Chapter 13 WATER, SANITATION, AND HYGIENE
13.1 Introduction the contract of the Hargeisa City Distribution Net- work, budgeted for 23 million euros. Water, sanitation, and hygiene (WASH) are essential for human health. In recognition of this, as well as the adverse • In 2018, HWA constructed four reservoirs of 900m3 water situation in the country, the Somaliland Vision 2030 each, plus 62 km of transmission and distribution prioritises waterworks and distribution systems, as well as pipes. solid and liquid waste disposal systems for households and • In 2018, HWA constructed a new high-capacity all establishments. The National Water Policy and National booster station at Geed-Deeble. Between 2019 and Water Act guide the government and partners in address- 2021, the wellfield collector pipe was completed, ing the acute water situation in the country, especially in connecting 17 boreholes with the booster station. the eastern regions where communities are more affected by droughts. Sanitary facilities remain a challenge in rural Water Infrastructure Development in areas, as well as in expanding urban areas. Urbanization Other Areas has also exerted more pressure on existing infrastructure. The other major towns that had their water supply ex- The government and its partners continue to invest in the panded in the aforementioned period are Wajale, Erigavo, WASH sector, guided by the Integrated Water Resources Burao, and Las Anod. Total additional water infrastructure Management and Investment Plan (IWRMIP) 2020-2050, developed in the NDP II period: which systematically sets out to improve the overall water • 164 new boreholes drilled supply in the country. As a country in a semi-arid region with frequent droughts, the importance of the IWRMIP can- • 155 boreholes rehabilitated not be overemphasised, as underground water remains the • 176 mini-water systems established or rehabilitated main source of drinking water in Somaliland. • 79 shallow wells constructed or rehabilitated Livestock rearing is an important source of livelihoods for • 65 earth dams constructed or rehabilitated most rural communities and the nomadic population, and a crucial economic activity for the country. It is therefore Sanitation and Hygiene: Policy and Legal imperative to involve rural communities in a sustainable Reforms water management system which integrates the provision To improve sanitation and hygiene, the following policies of water for people and livestock. and strategies were adopted: • The National Water Act (2011, amended in 2018) Despite recent gains, sanitation and hygiene remain a challenge against a backdrop of scarce water and insuf- • Somaliland Waste Management and Sanitation Law ficient sanitation infrastructure, even for public facilities (No. 83 of 2018), as amended like schools and hospitals. This exacerbates the situation for women and vulnerable communities like Internally Dis- Sanitation and Hygiene Outreach placed People (IDPs). • The distribution of hygiene kits in conjunction with hygiene promotion through the mass media has tak-
13.2 Situational Analysis en place in all regions, reaching more than 400,000 households while also targeting Internally Displaced Water: Policy and Legal Reforms Persons (IDPs). The National Water Act (2011) mandates the Ministry of • Open defecation is still a common practice in the Water Resources Development with the overall responsi- rural areas, leading to serious public health risks. The bility of water resources development and management. “Community-Led Total Sanitation” approach, through Subsequently, its regulation, complementary policies, and awareness campaigns and technical assistance in procedural manuals were developed to support the effec- the construction of pit-latrines, has been an important tive implementation of water development. Key among instrument during the NDP II period in helping entire these are: villages become free of open defecation. Villagers • The National Water Act (No. 49 of 2011) use their own resources in building the latrines. • National Water Regulation • National Water Policy 13.3 Challenges and Key Issues • Rural Water Management Manual The major challenges identified for the NDP III period are the following: • Operations and Maintenance Manual • Urban Water Management Manual Water • Rehabilitation and expansion of water source infra- structure in strategic areas. Water Infrastructure Development in Hargeisa • Coordination of interventions between the govern- Water development in Hargeisa showed significant prog- ment and WASH partners to optimise scope and ress, bringing the proportion of the population with access impact by reducing duplication and improving econ- to improved water sources to an estimated 35 percent (out omies of scale. of 1.2 million people). The following developments can be • Effective policy coordination with stakeholders on highlighted: drought mitigation measures. • In 2018, the Hargeisa Water Agency (HWA) signed Republic of Somaliland National Development Plan III 95 Sanitation and Hygiene Outcome 3: By 2027, there will be increased access • Eliminate infrastructure deficiencies in public insti- for the rural population to adequate, safe, and tutions, such as education and health facilities, and affordable drinking water for domestic use and ensure that all have gender-segregated facilities. livestock. • Community-led initiatives to increase ownership and The Ministry of Water Resource Development will achieve awareness and promote the construction of latrines. this outcome through the following priority interventions: 1. Developing mini water systems, construction of • Policy and legal reforms to strengthen synergies shallow wells, drilling of boreholes, construction of between government institutions. more earth dams and Hafir dams, and development of springs by using renewable energy.
13.4 NDP III Outcomes and Priority 2. Implementing water desalination plants in rural areas Interventions with brackish water sources due to geological and During the plan period, the government and stakeholders hydro-ecological rock formations. will strive to build on the successes of past years and tackle 3. Constructing new water harvesting schemes for the constraints and lingering issues in the sector. Broadly, agro-pastoralist communities to increase resilience these are the strategic objectives of the sector. to drought/climate change. Strategic Objective 1: Provide adequate, safe, and affordable 4. Installing solar power systems in 300 rural water water to the population of Somaliland sources to improve water supply sustainability and reduce the cost of operations and maintenance. Outcome 1: By 2027, there will be strengthened institutional capacity and adequate regulation 5. Installing rainwater harvesting systems, with a spe- enforcement capacity in line with the amended cial focus on public infrastructure in rural areas. National Water Act. 6. Establishing and capacitating of community water The Ministry of Water Resource Development will achieve supply management committees/operators for rural this outcome through the following priority interventions: water facilities. 1. Approving and implementing the National Water Strategic Objective 2: Increase equitable access to Strategy. sustainable hygiene and sanitation services. 2. Addressing regulatory gaps in line with the amended Water Act. Outcome 4: By 2027, a larger proportion of the population will be using improved sanitation and 3. Raising knowledge and awareness of key decision practicing basic hygiene measures. makers concerning required policies and regulatory frameworks to address climate change, along with The Ministry of Water Resource Development, in collabora- the implementation of climate-adaptive measures. tion with other MDAs, will achieve this outcome through the following priority interventions: 4. Building institutional and technical capacity for better 1. Finalizing the National Sanitation Policy in collabora- service delivery and effective coordination, informa- tion with the MoECC, and subsequently develop a tion management, and quality assurance. National Advocacy Strategy in line with this policy. The Hargeisa Water Agency will achieve this outcome 2. Constructing hygiene and sanitation facilities in pub- through the following priority interventions: lic institutions. 1. Developing manuals and the training of technical staff to improve operation and maintenance. 3. Upscaling existing community-led total sanitation initiatives. 2. Institutional and technical capacity building to ade- quately support the sector. 4. Coordinating amongst stakeholders in sanitation such as government agencies and the wider stake- Outcome 2: By 2027, there will be increased access holders. for the urban population to adequate, safe, and The Ministry of Health Development, in collaboration with affordable drinking water for domestic use. other MDAs, will achieve this outcome through the follow- The Ministry of Water Resource Development will achieve ing priority interventions: this outcome through the following priority interventions: 5. Establishing community health promotion pro- 1. Conducting hydro-geological studies and monitoring grammes regarding good hygiene and sanitation of groundwater in the strategic catchment areas. practices (developed by all relevant MDAs under 2. Implementing master plans and expansion of water leadership of MoHD). supply systems for major urban and peri-urban areas, as well as the integration of climate-smart approaches. The Hargeisa Water Agency will achieve this outcome- through the following priority interventions: 1. Expansion of the water supply infrastructure and supporting systems for Hargeisa based on the Water Master Plan. Republic of Somaliland National Development Plan III 96
13.5 Cost Estimates per Outcome and MDA WASH SECTOR SECTOR TOTAL (USD) 171,760,750 MINISTRY OF WATER RESOURCES DEVELOPMENT TOTAL MoWRD (USD) 158,820,000 HARGEISA WATER AGENCY TOTAL HWA (USD) 12,940,750 SDG NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) COST ESTIMATE WSH - 1: By 2027, strengthened WSH - 1.A: Evidence-based institutional capacity and adequate performance report shows satisfactory regulation enforcement capacity in line performance for at % of public with the updated National Water Act of least 80% of public sector service Not applicable 80% service providers 2017 providers in the water sector, supported by data from inspection visits. SDG - 17 3,131,800 WSH - 1.B: Evidence-based performance report shows satisfactory performance for at % of private least 80% of private sector service Not applicable 80% service providers providers in the water sector, supported by data from inspection visits. MoWRD 3,000,000 WSH 1 - Cost estimate per government instiution / MDA HWA 131,800 WSH - 2: By 2027, increased access for WSH - 2.A: Proportion of urban the urban population to adequate, safe, population using improved drinking SDG - 6 and affordable drinking water for domestic water sources. % 51.1% 61.3% 53,658,950 use. MoWRD 40,850,000 WSH 2 - Cost estimate per government instiution / MDA HWA 12,808,950 WSH - 3: By 2027, increased access for WSH - 3.A: Proportion of established the rural population to adequate, safe, and rural population using improved drinking % 39.8% 49.8% SDG - 6 affordable drinking water for domestic use water sources. and livestock. 105,900,000 WSH - 3.B: Proportion of nomadic population using improved drinking % 37.7% 47.1% water sources. WSH 3 - Cost estimate per government instiution / MDA MoWRD 105,900,000 WSH - 4: By 2027, a larger proportion of WSH - 4.A: Proportion of urban the population are using improved households that are using an improved % 63.1% 75.0% sanitation. sanitation facility. SDG - 6 WSH - 4.B: Proportion of rural 9,070,000 household that are using an improved % 29.7% 45.0% sanitation facility. WSH - 4.C: Number of villages with No. of villages 86 216 "zero open defecation". WSH 4 - Cost estimate per government instiution / MDA MoWRD 9,070,000 Please note that each NDP III Sector Outcome has a separate detailed RBM Matrix, which specifies Critical Outputs and Operational Benchmarks. These are important for monitoring and can be found in Annex 1 of the NDP III MEAL Supplement. Observations percent of service providers will be showing a “sat- The WASH sector will continue to pursue the following isfactory” performance based on the inspection visit objectives: reports, both for public and private operators. • Capacity building within the sector, partly through • In both urban and rural water supplies, it is expected strengthened and enforced regulations for public that an additional ten percent of the population will and private service providers. have access to clean drinking water sources, bring- • Improved water access both in urban and rural areas, ing access to urban water supplies to just over 60 as well as improving sanitation in the country. percent and access to rural water supplies to just under half of the population at the end of the NDP Outcome 2 concerns urban water supplies, and the Har- III period. geisa Water Agency interventions towards this outcome account for 23.9 percent of the total estimated resources of US$53.7m, with the rest for the Ministry of Water Resource Development in the remaining six urban centres. Lack of access to drinking water is also severe in rural communi- ties, both for people and livestock. In a bid to improve this, a total of US$105.9 million is needed from the government and its partners under Outcome 3. The following outcome targets merit highlighting: • After addressing the regulatory gaps of the National Water Act and allowing for a reasonable period for service providers to modify their operations to en- sure compliance, the MoWRD will capacitate staff and initiate inspection visits to enforce the amended regulations. It is expected that by 2026 a total of 80 Republic of Somaliland National Development Plan III 97 Chapter 14 SOCIAL PROTECTION
14.1 Introduction Table 12: Social protection legislation and policies in Somaliland Article 19 of the Somaliland Constitution articulates that Common laws Employment-re- Child and gen- “the state shall be responsible for the health, care, devel- lated policies der protection opment, and education of the mother, the child and the dis- and laws laws and policies abled who have no one to care for them, and the mentally handicapped persons who are not able and have no one Somaliland National National Child to care for them.” Recognising this, the Somaliland Vision Constitution, Internship Policy Protection Policy 2030 aspires to build a nation with an effective social pro- Article 19 (approved) (approved) tection system that cares for the poor, vulnerable, and at risk. In line with the constitution and the National Vision, the Social Protection National Em- Alternative Child social protection sector envisions achieving a resilient and Policy (draft) ployment Policy Care Policy socially cohesive society in which all members can access (approved) (approved) the minimum protection that enables them to maintain and National Gender improve their living standards throughout their life. Policy (approved) Somaliland Child Rights Act Labour Law (approved), No. Most families in Somaliland live on very low incomes and Rape and (approved) 102/2022 are vulnerable to a range of shocks throughout their lives, Adultery Control which impact their living standards at any given point in Act (draft) Review and Juvenile Justice time. Entire communities in Somaliland are frequently Amendment Act (No. 36/2007) affected by natural disasters such as recurrent droughts Sexual Offense of Labour Law or epidemics. The frequency and severity of these are Bill (draft) (approved) Somaliland increasing due to climate change. These circumstances Labour Law (No. were worsened by the COVID-19 crisis, causing a severe National FGM/C Labour Dispute 31/2020) setback to Somaliland’s economy and negatively impacting Policy (draft) Regulation livelihoods. (approved) The Personal Individuals and families are continuously vulnerable to com- Status Bill/Family Work Permit mon risks faced throughout their lifetimes, which frequently Law (draft) Regulation cause insecurities in household income, consumption, and (approved) accumulation of productive assets. These challenges un- Disability Rights derline the importance of establishing a sustainable social Act and Disability Employment Reg- protection system that protects citizens throughout their Policy Amend- ulation for the lifetimes and enables them to maintain a dignified life. ments (drafts) Private Sector (approved) Social protection models recognize that social transfers Armed Forces serve three important functions: to provide for those unable Pension Act Trade Union Act to provide for themselves, to prevent vulnerable house- (approved), No. (draft) holds from shocks, and to help families lift themselves out 88/2019 of poverty. National Pension
14.2 Situational Analysis Policy (draft) Policy and Legal Framework National Pension The overarching social protection legal and policy frame- Act (draft) work aims to protect the rights of citizens throughout their lifetimes. The government recognises that all members of society are vulnerable to poverty, but certain demographic groups are at greater risk, such as women, children, older people, and persons with disabilities. In addition, the Ministry of Employment, Social Affairs, and Family (MESAF) has established internal regulations Table 12 summarizes the national legislative and policy that guide the delivery of cash transfer programmes with instruments setting out the relevant rights of citizens for development partners in Somaliland. These are not legally social protection. binding regulations, but guidelines endorsed by parties to increase local ownership and accountability and maximize the impact of the cash transfer programmes. Social Protection Schemes in Somaliland There is a longstanding religious and cultural heritage that promotes social solidarity among citizens. Traditional and informal institutions strongly promote charitable giving and have provided mechanisms for redistribution across society. Somaliland’s social protection systems are broadly categorized into four major components. Republic of Somaliland National Development Plan III 99 Traditional and Informal Support Even though the Public Pension Scheme’s legal frame- works are currently being drafted, public service members Mechanisms are already enrolled in the scheme and make monthly con- The Islamic value of almsgiving is embedded in Somalil- tributions. The scheme is co-financed by contributions from and’s society. This is an integral part of the national social public servants and from the Government of Somaliland. contract, which promotes social solidarity and voluntary The contribution rate for public servants is five percent of giving, even before formal public administration started in their monthly salary, while the Government of Somaliland the country. The main existing instruments are zakat and contributes seven percent of their respective salary. Upon sadaqah, alongside instruments such as Qaandhaan and reaching the retirement age of 65 years, all eligible public others, which are administered as voluntary giving. servants will be entitled to a monthly retirement benefit, with the amount received calculated based on the number Due to their voluntary nature, no reliable data is available of years of service and the salary earned during the last on their coverage, but these instruments are a mainstay month of employment (up to a maximum of 50 percent of in society and are mostly community-led. For example, in salary). If public servants retire early due to a disability or Awdal, zakat funds mobilise voluntary contributions from illness, they can access a gratuity payment as a lump sum. citizens and private companies (as well as international In the event of the death of the entitled recipient, benefits remittances) to finance education and infrastructure in ad- will be transferred to the surviving spouse, child, or parent dition to the usual income support. A demonstrative case for the remainder of their lifetime or a fixed period. is in Borama, where zakat also financed both education and infrastructure projects. The peak periods of giving are Social Care Services during Ramadan and Eids. Due to limited human resources and financial capacity, social care service provision is limited in Somaliland and Moreover, the Department of Zakat Registration in the relies strongly on the support of local and international Ministry of Endowment and Religious Affairs sometimes re- NGOs. The MESAF partners with SOS Children’s Village ceives zakat voluntarily from public and private institutions Somaliland for the Family Strengthening Programme, which and redistributes the funds to vulnerable communities. aims to prevent family separation and provide support to children at risk of losing parental care through case man- Social Transfer Pilot Schemes and agement support. The programme is active in three regions Project-based Interventions of Somaliland, assisting 912 families and 6,011 children. Through the support of Somaliland’s international partners, several social protection schemes provide long-term and WAAPO Safe House provides care services for gen- predictable support to certain communities across the der-based violence (GBV) survivors and other vulnerable country. Development partners coordinate funds with groups with funding from UNICEF, UNHCR, and UNFPA. the Government of Somaliland to provide direct transfer There are 48 childcare centres across the country provid- payments to the most vulnerable people in communities ing shelter, education, food, and other services for children affected by crisis, including droughts, where incomes, without parents or at risk of losing parental care who are livelihoods, employment opportunities, or economic pro- living in vulnerable circumstances. The MESAF fully funds ductions are minimal or have ceased to exist. three of these centres from the national budget, while Islamic organisations primarily sponsor the others. MESAF Development partners such as the World Bank, WFP, also supports two special needs schools in Hargeisa and UNICEF, Save the Children, World Vision, Concern World- Borama, and two rehabilitation centres for people with wide, and Care International have partnered with govern- disabilities (PWDs) that provide physiotherapy, mobility de- ment agencies such as the MESAF, the National Disaster vices, and counselling services. The MESAF is also running Preparedness and Food Reserve Authority (NADFOR), the a mental health centre with national budget funding while National Displacement and Refugee Agency (NDRA), and providing guidance and supervision for the Somaliland local partners to transfer much-needed cash to crisis-af- HIV/AIDS Network’s (SAHAN) mental health services, with fected communities. The ongoing social transfer project in- funding from the Red Crescent. cludes a World Bank-funded safety net for a human capital project. The Government of Finland funded the child-sen- The MESAF runs a 24/7 hotline service providing free in- sitive social protection project and shock-responsive social formation and support for people facing difficulties or who protection project, and the EU-funded ILED project has a are at risk. The MESAF has set up child protection desks at social safety net component. the Wajaale and Lawyo-Ado migration corridors, providing case management services such as family identification, Social Insurance public health and safety, and transport services for migrant The Public Pension Scheme was launched during the NDP children. The MESAF’s counselling service centre deals II period, which established a contributory system for the with family issues, providing spousal dispute resolution ser- armed forces and civil servants that includes pensions and vices including a grant of US$500-1,000 to start businesses benefits provided in the event of sickness, injury, or dis- if the dispute is related to household family difficulties. This ability. The pension scheme for the armed forces is already is part of the MESAF’s income generation grants for about in existence and is governed by the Somaliland Armed 100 women each year with funding from the national bud- Forces Pensions and Gratuities Law (No. 88/2019), while get. the pension scheme bill for civil servants is going through the process of becoming a law. The civil servants’ pension scheme bill includes the establishment of the National Pension Authority, which will manage public pension funds. Republic of Somaliland National Development Plan III 100
14.3 Challenges and Key Issues making regarding vulnerable people in the country. • Developing a functional Social Protection Policy that 4. Strengthening the existing social protection coordi- sets the strategic direction of the sector, provides nation mechanisms. The MESAF will strengthen and leadership, and improves coordination to ensure co- unify the social protection coordination mechanism herence and avoid duplication to efficiently manage for all sector stakeholders and expand operations to limited resources. the sub-national level. • Expanding the currently limited legal and regulatory 5. Strengthening social protection institutions’ capac- frameworks to facilitate the delivery of social protec- ities both at national and sub-national levels. The tion interventions. MESAF will strengthen the capacity of government institutions on social protection both at the national • Resolving the conflict of mandates among govern- and sub-national levels, ensuring mandated agen- ment institutions. These can lead to a duplication cies will have the capacity to deliver social protection of efforts and impede the efficient delivery of social schemes for poor and marginalized communities. protection services. • Mobilising additional resources to deliver needed Outcome 2: By 2027, vulnerable households can social protection services for vulnerable groups access social transfers to address socioeconomic in the community. The sector still relies heavily on risks. humanitarian and development actors to provide The Ministry of Employment, Social Affairs, and Family will protection, which are usually short term in nature and achieve this outcome through the following priority inter- therefore unsustainable. ventions: • The absence of labour unions to advocate for and 1. Providing benefits to children under-five in the four protect labour rights increases vulnerability and the regions in Somaliland that have the highest preva- need for social protection schemes for those who lence of stunting among children under five years become unemployed or receive less income to sus- of age. The MESAF will gradually expand this Child tain decent living conditions. Benefit Scheme to these four regions, reaching all children aged zero to four years by 2028. This will be achieved through the registration of children at
14.4 NDP III Outcomes and Priority birth in the targeted regions, without removing any Interventions children who have been benefiting from the scheme since its first year of implementation. At this point, the capacity of government agencies will have been Strategic Objective 1: To build a resilient and cohesive strengthened to deliver the Child Benefit Scheme. society in which all members can access minimum protections that enable them to maintain and improve their 2. Designing and implementing a universal child living standards. disability benefit for the most vulnerable children in Somaliland. The government will prioritise the Outcome 1: By 2027, robust, well-functioning social implementation of a child disability benefit scheme, protection systems are in place at national and including transportation, medical treatment, therapy, sub-national levels. and specialised schooling, for some of the most vulnerable children at risk of social and economic The Ministry of Employment, Social Affairs, and Family will exclusion. The Child Disability Benefit also intends achieve this outcome through the following priority inter- to compensate families who experience a loss in ventions: income due to having to give up work to care for 1. Finalizing and enforcing the Social Protection Policy. their children with higher needs. The Child Disability The MESAF will submit the draft policy to the cabinet Benefit will initially cover all children with disabilities for approval. This policy is the sectoral guiding docu- aged zero to 15 years. ment, and therefore, the finalization and meaningful implementation of this policy is vital for building a 3. Providing humanitarian cash transfers for those fam- robust social protection system in Somaliland. ilies affected by shocks and climate emergencies. In collaboration with other mandated public institutions, 2. Developing technical guidelines for the Social Pro- the MESAF will create a shock-responsive social pro- tection Policy and Strategy. The MESAF will effective- tection mechanism for responding to emergencies ly operationalise the National Social Protection Poli- such as droughts, floods, and other climate shocks. cy by translating the policy objectives into concrete actions, a comprehensive implementation strategy, 4. Strengthening and expanding social care service and relevant technical guiding documents. delivery at the national and sub-national levels, in- cluding the expansion of childcare services to all six 3. Developing a single registry for social protection regions of Somaliland, as well as social care services schemes. This single registry system will facilitate for the elderly and people with a disability, providing the cross-coordination of social protection schemes specialised care when needed. in the country. The registry will be consolidated into a single common database, structuring and organising socio-economic and demographic data on house- holds. This will create a single entry point for all programmes and improve evidence-based decision Republic of Somaliland National Development Plan III 101 Outcome 3: By 2027, effective social insurance mechanisms for the working-age population have been established. The Ministry of Employment, Social Affairs, and Family will achieve this outcome through the following priority inter- ventions: 1. Conducting a scoping study to identify frameworks to build a multi-tiered social insurance system. This will identify opportunities to build a package of social insurance benefits. The government will explore the feasibility of implementing unemployment, materni- ty, survivors, sickness, and potentially other social insurance mechanisms that allow the working-age population to draw benefits when they experience certain contingencies. 2. Assessing the feasibility of implementing short-term complementary interventions for rural communities, such as weather-based and livestock insurance products that enhance income protection for those relying on livestock and agricultural livelihoods. This is important as it will take time for rural communities to benefit from social insurance. 3. Establishing robust social insurance systems. Based on the outcomes of the scoping study on the social insurance sector, the Somaliland government will start incrementally building a social insurance sys- tem for vulnerable populations. This will also require strengthening operational systems and adminis- trative processes for delivering social protection services across the country. 4. Implementing a universal pension scheme for civil servants. The government will prioritise the imple- mentation of a basic universal social pension by 2025. This will be a contributory pension scheme co-financed by public servants and contributions from the Somaliland government. Public servants will receive benefits when they retire, as well as in cases of disability or long-term illness. In the case of death, the next of kin will receive those benefits. Republic of Somaliland National Development Plan III 102
14.5 Cost Estimates per Outcome and MDA SOCIAL PROTECTION SECTOR SECTOR TOTAL (USD) 45,119,819 MINISTRY OF EMPLOYMENT, SOCIAL AFFAIRS AND FAMILY TOTAL MESAF (USD) 45,119,819 SDG NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) COST ESTIMATE SOC - 1: By 2027, robust well-functioning SOC - 1.A: Average completion rate of social protection systems are in place at the Outcome's combined operational SDG - 1 national and sub-national levels. benchmarks. % -- >80% 816,606 SOC - 2: By 2027, vulnerable households SOC - 2.A: Targeted Child Benefit can access social transfers to address scheme is ready for operations socioeconomic risks. according to an independant Social Protection Institutional Review at Boolean Non-existing Yes national and sub-national level, (Yes/No) approved by the relevant authorities/ stakeholders. SOC - 2.B: Universal Child Disability Benefit scheme is ready for operations according to an independant Social SDG - 1 Protection Institutional Review at Boolean Non-existing Yes 43,776,213 national and sub-national level, (Yes/No) approved by the relevant authorities/ stakeholders. SOC - 2.C: Emergency Family Cash Transfer scheme is ready for operations according to an independant Social Protection Institutional Review at Boolean Non-existing Yes national and sub-national level, (Yes/No) approved by the relevant authorities / stakeholders. SOC - 3: By 2027, effective social SOC - 3.A: Average completion rate of insurance mechanisms for the working- the Outcome's combined operational SDG - 1 age population have been established. benchmarks. % -- >80% 527,000 Please note that each NDP III Sector Outcome has a separate detailed RBM Matrix, which specifies Critical Outputs and Operational Benchmarks. These are important for monitoring and can be found in Annex 1 of the NDP III MEAL Supplement. Republic of Somaliland National Development Plan III 103 Chapter 15 ENVIRONMENT SECTOR
15.1 Introduction In situations where the degraded grazing land has not been irreversibly damaged, application of appropriate The overall goal of the sector is anchored in the Somaliland grazing management is an ecologically viable solution for Constitution and Vision 2030, which call for the need for their restoration. This is particularly necessary for grazed natural conservation. Subsidiary legislation such as the lands with a long history of grazing by large herbivores, Forest and Wildlife Act (2015) and the National Environment including livestock. Excluding domestic animals from such Protection Act (2018) reinforce proper management of flora ecosystems may lead to several ecological problems, such and fauna to support sustainable livelihoods. as a loss of biodiversity and devastating wildfires. As populations grow, economic activities to support live- To support livestock rearing as a crucial sector of the econ- lihoods often exert pressure on the environment. For in- omy, 20 grazing reserves were successfully assessed and stance, livestock rearing is a mainstay in the economy, as it four were restored. In addition, five additional communal is one of the main foreign exchange earners for the country grazing sites were established and brought under com- and a major source of income and employment, especially munity management in the Toghdeer and Sool regions, for the rural population. Livestock rearing depends largely an increase in the surface area of grazing reserves from on forest cover for grazing and sustainable management of 20,000 to 116,700 hectares during the NDP II period. A water. The sustainable management of grazing land is thus demonstration rangeland site was established at Illinta Bari. needed for continuous support to the sub-sector. Illegal enclosures, which limit access to communal grazing lands, were removed, primarily in the Maroodi Jeex and Due to its geographic location, persistent drought in the Togdheer regions. region affects Somaliland’s socio-economic development, hence the prioritisation of the sector both as a pillar in the Marine Reserves Vision 2030 and a sector in the National Development Through collaboration with stakeholders and development Plans. Overall, Somaliland intends to be a state with a partners, work to protect biodiversity hotspots has started healthy and well-managed environment that is productive in Zeylac. It was inaugurated as the first marine protected and sustainable. area in the country in early 2020. It will provide protection for coral reef and mangrove ecosystems while conserving
15.2 Situational Analysis valuable fish stocks for local fishermen. Environmental Protection and Climate Wildlife Protection With the collaboration of stakeholders, wildlife protection Change: Policy and Legal Reform initiatives were embarked on to protect certain species Building on the National Environment Policy that was ap- and reign in illegal trafficking in the region. In the past few proved in 2015, several policies and laws were approved years, 90 cheetahs, 40 antelopes, birds of prey, wild cats, and enacted to mainstream environmental management caracals, and over 400 lizards and tortoises were rescued issues, strengthen resilience, and promote measures to from being illegally trafficked out of Somaliland. With the improve adaptive capacity to climate-related hazards and support of specialist wildlife conservationists, three wildlife natural disasters. Key among these are: orphanage centres (Dabis, Masalaaha, and Geedeeble) • The National Environmental Management Act have been established. (79/2018) • The Waste Management Act (83/2018) Deforestation and Soil Erosion Deforestation and soil erosion continue to threaten the • Formulation of the Climate Change Policy livelihoods of communities throughout the country, varying • The Land Policy (2022) by location. To address this, seven nurseries (in Debis, • Ongoing capacity development for the domestica- Geedeeble, El Afweyn, Las Anod, Owdweyne, Ainaba, tion of international conventions and Shurko) were established. Similarly, five nurseries in Borama, Berbera, Erigavo, Burao, and Hargeisa have been Fiscal Incentives rehabilitated. A total of 1,200,000 multi-purpose seedlings The government aligned its economic policies towards were produced in these nurseries and distributed widely to supporting its commitment to sustainable management of major urban centres and rural settlements, with 70 percent the environment by adopting tax policies to incentivise be- of trees successfully planted. havioural change on consumption and production patterns. Community Awareness Campaigns These include a tax exemption for the use of liquefied pe- Comprehensive awareness programmes were conducted troleum gas (LPG), targeted to reduce the use of charcoal; a using various communication methods (Radio Hargeisa, tax reduction for equipment needed to produce renewable social media, trainings, workshops, and field trips). There energy; tax relief for small-scale factories that produce are plans to integrate these programmes into the school alternatives to plastic bags; waste recycling schemes (e.g., curricula. The initial discussions with the Ministry of Educa- plastic bags to tiles); and subsidies for private investors tion have already started. who produce briquettes from mesquite trees — an invasive species which affects productive land. Drought Resilience The National Disaster Preparedness Strategy (2019) in- Grazing Reserves cludes mechanisms to improve drought resilience. In line Grazing lands are the most degraded land type in the with this strategy, various soil and water conservation pro- world, particularly in arid and semiarid areas, as a result grammes were embarked on, including the rehabilitation of improper human activities such as overgrazing coupled of 30 berkhads in Togdheer and 11 berkhads in Sanaag, as with drought. Republic of Somaliland National Development Plan III 105 well as the establishment of four sand dams in the Maroodi 15.3 Challenges and Key Issues Jeex region and two earth dams in Ceel-Afwayn and Bal- li-Gubadle districts. The major challenges identified for the NDP III period are the following: Reduction of Charcoal Consumption As part of measures to reduce the dependency on charcoal Environmental Protection and Climate for cooking, 20,000 fuel-efficient stoves were distributed to Change households, and the government subsidized and distribut- • Accelerating the protection of natural resources by ed 7,000 LPG cylinders to poor households in major towns establishing gazetted protected areas for biodiversi- throughout the country. ty hotspots with endangered flora and fauna, marine life, and grazing reserves, while regulating the sus- Frankincense tainable exploitation of natural resources whenever Frankincense trees produce an aromatic resin, called frank- possible. incense or olibanum, which is used in incense and per- fumes. It is obtained from trees of the genus Boswellia by • Under leadership of the MoECC, improving the “tapping”, a process of making incisions on the bark for coordination of multi-sector stakeholders that are exudates. The trees grow wildly in vast regions and are engaged in environmental management and build- owned by clans who have control over production and ing resilience to climate change through adaptive marketing. measures and mitigation. • Improving the management of solid waste while Frankincense trees are important to Somaliland’s economy, transforming it into renewable resources by pro- producing gums and resins that support over 70 percent of moting private sector involvement in the recycling households’ incomes in producing areas. The annual export industry. value in 2021 was US$18.2 million. However, over-exploita- • Reducing the use of charcoal from indigenous spe- tion from unsustainable tapping greatly affects existing cies by promoting alternatives for the use of energy frankincense trees in Somaliland. High demand and pover- in domestic settings, especially in the urban areas. ty have increased tapping rates, reducing the regeneration of trees and increasing rates of tree mortality. • Sustainably growing and harvesting frankincense trees, working with all stakeholders active in the Disaster Preparedness and Response: value chain. Policy and Legal Reform To improve disaster preparedness and response capacity, Disaster Preparedness and Response the following policies and strategies were adopted or draft- • Strengthening the country’s disaster preparedness ed: by investing in technologically advanced early warn- • The Draft National Disaster Risk Management Policy ing systems and improving international networking. (2019) • Strengthening the emergency relief supply chain • National Disaster Preparedness Strategy (2019) and reducing the country’s disaster response time by boosting NADFOR’s access to financial resources, • National Disaster Contingency Plan (2019) physical infrastructure, and means of transport. • National Food Reserves Policy (2021) • Multi-Hazard Early Warning Framework (2021) 15.4 NDP III Outcomes and Priority Food Reserves Interventions The government constructed seven food reserve ware- During the plan period, the government and stakeholders houses across the country, in Burao, Berbera (two), Hargei- will strive to build on the successes of past years and tackle sa, Abaarso, and Gabiley (two). To complement the efficient the constraints and lingering issues in the sector. Broadly, use of these facilities, relevant personnel were trained on these are the strategic objectives of the sector. quality control and food reserve management, disaster risk Strategic Objective 1: Promote climate resilience through reduction, early warning systems, and geographical infor- sustainable natural resource management, targeted mation systems. Furthermore, more response offices were conservation and protection activities. constructed in Gabiley, Berbera, Borama and Abaarso. Outcome 1: By 2027, 120,000 hectares of protected Community Engagement areas will be restored and legally gazetted for Community engagement on community-based disaster biodiversity conservation with respect for risk management was conducted, covering 150 villages endangered species (fauna and flora). across the country. Early warning committees were estab- lished in Sanaag and Togdheer. Following Cyclone Sagar, The Ministry of Environment and Climate Change will NADFOR was involved in the restocking of 9,000 heads of achieve this outcome through the following priority inter- livestock in Awdal and Maroodi Jeex. Water tankers have ventions: been provided by the National Disaster Preparedness and 1. Identifying biodiversity hotspots by surveying, Food Reserve Authority (NADFOR) during times of drought, mapping, and creating an inventory of endangered and flood protection measures were introduced in Awdal, species of flora and fauna in Somaliland. Gabiley, and Maroodi Jeex. 2. Preparing and submitting complete dossiers for the approval of new conservation areas by presidential Republic of Somaliland National Development Plan III 106 decree. Outcome 4: By 2027, two protected marine reserves 3. Training forest rangers to protect and conserve will be established in Somaliland’s waters and biodiversity hotspots, based on inclusive and gen- the sustainable use of marine ecosystems will be der-aware community-based approaches. implemented, specifically mangroves and other associated habitats. Outcome 2: By 2027, institutional capacity will be The Ministry of Environment and Climate Change will developed in the context of environmental protection achieve this outcome through the following priority inter- and climate change. ventions: The Ministry of Environment and Climate Change will 1. Building institutional capacity through trainings on achieve this outcome through the following priority inter- marine environmental protection and conservation. ventions: Target groups include MoECC staff and MoLFD staff, 1. Drafting and implementing key policy and regulatory the Somaliland Coast Guard, and local governments instruments to address climate change and other along coastal communities. environmental issues, including: 2. Assessing, mapping, and demarcating at least two • The development of the Somaliland Maritime marine protected areas to be gazetted through pres- Policy. idential decree. • Approval of the Somaliland Climate Change 3. Developing inclusive marine and mangrove ecosys- Policy. tem protection plans and implementation strategies with the community members. Training will be pro- • A review and amendment of the Somaliland vided to community members to implement these Environment Management Act, incorporating marine management plans. protection of the marine environment, with the attendant regulations. Strategic Objective 2: Regulate production and consumption • Drafting and approval of regulations related to patterns to promote environmental protection and climate the Somaliland Forestry and Wildlife Act. resilience. 2. Establishing a High-Level Inter-ministerial Climate Outcome 5: By 2027, the regional capitals of Change Task Force (HICCTF) for the coordination Somaliland will have made significant progress in and implementation of appropriate climate adapta- managing liquid and solid waste and reducing point- tion and mitigation strategies. source pollution. 3. Building the capacity of policy and decision makers The Ministry of Environment and Climate Change will in key institutions on environmental protection and achieve this outcome through the following priority inter- climate adaptation. This would include: ventions: • Development of inclusive and gender-sensitive 1. Drafting regulations to implement the Waste Manage- training materials on integrating environmental ment Act. An extensive community awareness-raising and climate adaptation processes in all aspects scheme will be needed, targeting different segments of policymaking, planning, budgeting, and co- of the community, including private sector actors ordination. and local governments. The target is for five urban centres to have adopted the regulations of the Waste • Training on mainstreaming environmental pro- Management Act and begin implementation. tection and climate change issues. 2. Creating at least three Urban Environmental Man- Outcome 3: By 2027, an additional eight potential agement Plans, working together with local govern- grazing reserves will be established and restored ments, and beginning their implementation. These in four regions in Somaliland, with 10,000 hectares plans will consider the different roles and responsi- of degraded land inside their boundaries restored bilities of community members in implementing the through soil and water conservation measures. plan, including environmental awareness-raising in The Ministry of Environment and Climate Change will schools and workplaces. achieve this outcome through the following priority inter- 3. Providing incentives — in collaboration with the Min- ventions: istry of Finance Development, local governments, 1. Identifying potential grazing reserve areas by survey- and the Ministry of Trade and Tourism — for the es- ing and mapping. As a result of these assessments: tablishment of at least five waste recycling facilities • At least eight community-protected grazing in major urban centres. The government, together reserves will be established. with the private sector, will develop bankable proj- ects to raise funds for establishing these facilities • Women and men from the communities will be either through public-private partnerships or other trained on using integrated soil and water man- arrangements. agement methods that protect the environment. • Communities will be supported to develop community management plans and inclusive management committees will be established. Republic of Somaliland National Development Plan III 107 Outcome 6: By 2027, the consumption of charcoal 7. Establishing a government-led multi-stakeholder co- from indigenous trees is reduced by 25 percent in ordination system with the participation of all disaster urban areas. management stakeholders. The Ministry of Environment and Climate Change will 8. Mainstreaming and streamlining disaster risk man- achieve this outcome through the following priority inter- agement policies, operations, and programmes at all ventions: levels. 1. Stimulating the production of charcoal from mesquite (Prosopis juliflora), which is an invasive plant predom- Outcome 9: By 2027, enhance the country’s disaster inantly in the regions of Awdal and Maroodi Jeex. preparedness and response mechanisms at all levels. 2. Identifying and testing promising alternative tech- The Somaliland National Disaster Preparedness and Food nologies and sources of energy (biogas, solid waste, Reserve Authority will achieve this outcome through the solar, wind, etc.). following priority interventions: 1. Constructing six strategic warehouses in the Sool, 3. Training of local artisans to produce energy-saving Sanaag, Maroodijeh, and Awdal regions. stoves with assistance in establishing links between buyers and sellers. 2. Establishing an integrated system for food reserve surveillance across all regions. Outcome 7: By 2027, government interventions will 3. Establishing a National Disaster Relief Fund, man- have contributed to a more level playing field to aged by NADFOR, to enhance the country’s disaster improve private sector and community participation response capacity. in the environmentally sustainable economic exploitation of gums and resins for the benefit of all 4. Establishing and mobilising regional early warning value chain stakeholders. committees. The Ministry of Environment and Climate Change will 5. Establishing a well-equipped and technologically ad- achieve this outcome through the following priority inter- vanced national multi-hazard early warning system ventions: centre, with the following objectives: 1. Working with all stakeholders along the value chain • To strengthen NADFOR’s capacity by utilising to put a policy and legal framework in place that a modern, technology-based early warning seeks to balance environmental aspects with stake- system (with GIS, remote sending, web-based holder interests. data, and space-based technology) to provide 2. Promoting the dissemination of knowledge and skills relevant information to citizens in a timely and increasing awareness in relevant communities manner, with a focus on climate-related disaster on the sustainable exploitation of gums and resins. risks, particularly droughts and flash floods. 3. Organising inspection visits to enforce the improved • To improve NADFOR’s cooperation with region- legal instruments that safeguard the sustainable ex- al and international early warning and climate ploitation of frankincense trees. forecast centres. • To enhance NADFOR’s access to up-to-date, Strategic Objective 3: Reduction of the impact of disasters climate-related information on hazards, leading on people’s livelihoods and social, economic, and to a better prediction and understanding of environmental assets at the communal and national level. disaster risks. Outcome 8: By 2027, develop and strengthen the institutional mechanisms, legal frameworks, and capacities of NADFOR. The Somaliland National Disaster Preparedness and Food Reserve Authority (NADFOR) will achieve this outcome through the following priority interventions: 1. Reviewing and amending the current act that is the basis of NADFOR’s operations. 2. Improving the legal framework for disaster manage- ment through the development of relevant strategies and policies. 3. Operationalising disaster risk management (DRM) policies, plans, and strategies. 4. Strengthening the institution’s disaster management technical capacity through trainings and knowl- edge-building. 5. Preparing manuals, guidelines, and other enabling tools to streamline disaster management operations. 6. Enhancing coordination mechanisms for disaster response through the application of technological systems. Republic of Somaliland National Development Plan III 108
15.5 Cost Estimates per Outcome and MDA ENVIRONMENT SECTOR SECTOR TOTAL (USD) 36,164,060 MINISTRY OF ENVIRONMENT AND CLIMATE CHANGE TOTAL MoECC (USD) 25,254,060 SDG NDP Outcome NDP Outcome Indicator Unit Baseline Target (2027) COST ESTIMATE ENV - 1: By 2027, 120,000 hectares of ENV - 1.A: Surface area (ha) legally protected areas restored and legally gazetted for biodiversity conservation Hectare 96,769 216,769 gazetted for biodiversity conservation and protection. SDG-15 with respect for endangered species ENV - 1.B: % of the number of 4,750,030 (fauna and flora) endangered species in Somaliland on % 0 50% the IUCN - Red List that are protected and conserved. ENV - 2: By 2027, institutional capacity ENV - 2.A: High-level Climate Change developed in the context of environmental Task Force established, and Performance protection and climate change. satisfactorily operational and effective, Not applicable Satisfactory category according to external Performance SDG - 13 Evaluation report. 530,000 ENV - 2.B: Number of Government and Non-Government Organizations that have changed procedures for No. of institutions 0 20 mainstreaming environmental and climate change issues. ENV - 3: By 2027, an additional 8 grazing ENV - 3.A: Number and surface area of No.of grazing 6 14 reserves established and restored in 4 grazing reserves that are protected, reserves regions in Somaliland, with 10,000 community-managed and restored. Area (ha) of SDG - 15 hectares of degraded land restored inside 116,700 236,700 grazing reserves their boundaries. 1,735,000 ENV - 3.B: Surface area of degraded land inside newly established grazing Area (ha) of 0 10,000 reserves that is restored. restored land ENV - 4: By 2027, established 2 protected ENV - 4.A: Number of established and marine reserves in the Somaliland waters legally gazetted protected marine Number 0 2 and implemented the sustainable use of reserves marine ecosystems, specifically ENV - 4.B: Total surface area of SDG - 14 mangroves and other associated habitats established and legally gazetted Hectare 0 79 1,750,000 protected marine reserves. ENV - 4.C: Number of mangrove/marine ecosystem management plans that are Number 0 2 operational. ENV - 5: By 2027, the regional capitals of ENV - 6.A: Urban centres with an Urban Somaliland have made significant Environmental Management Plan in No. of cities 0 2 progress in managing solid waste and place, and with at least 30% of financial SDG - 12 reducing point-source pollution resources secured. ENV - 6.B: Private companies registered 739,020 with MoECC and Ministry of Trade that No. of private are engaged in waste recycling and 0 4 companies employ at least 20 people. ENV - 6: By 2027, the consumption of ENV - 7.A: Reduction of the number of charcoal from indigenous trees is reduced charcoal bags registered and No. of bags 1,194,592 900,000 SDG - 12 by 25% in the urban areas fined/taxed when entering the urban centers between 2021 and 2026. 12,300,010 ENV - 7.B: ENV - 7.B: Annual marketed production of mesquite charcoal Tons 1,380 14,900 (Prosopis juliflora). ENV - 7: By 2027, government ENV - 5.A: Export value of franckincense interventions will have contributed to a (gums and resins) more level playing field to improve private sector and community participation in the SDG - 15 environmentally sustainable economic US$ 18,211,400 50,000,000 3,450,000 exploitation of Gums and resins for the benefit of all value chain stakeholders . NADFOR TOTAL NADFOR (USD) 10,910,000 SDG NDP Outcome NDP Outcome Indicator Unit of measurement Baseline (2021) Target (2026) COST EST(USD) ENV - 8: By 2027, develop and strengthen ENV - 8.A: Number of evidence-based the institutional mechanism, legal policy briefs that were presented to No. of policy briefs 0 3 frameworks and capacities of NADFOR relevant decision-makers SDG - 13 ENV - 8.B: Newly established 1,160,000 government-led disaster management coordination mechanism operational Performance category Not applicable Satisfactory according to ToR, with satisfactory performance ENV - 9: By 2027, the country’s disaster ENV - 9.A: Multi-hazard Early Warning preparedness and response mechanism Centre established and disseminating Boolean (Yes/No) NO YES are strengthened at all levels early warning reports according to SDG - 13 agreed standards 9,750,000 ENV - 9.B: Number of regions with permanent NADFOR presence through No. of regions 3 6 staffed offices and warehouses Republic of Somaliland National Development Plan III 109 Observations Overall, the cost of interventions aimed at achieving the objectives of the sector amounts to an estimated US$24.3 million for the two institutions within the sector, as depicted in the cost estimates table. The budget for the Ministry of Environment and Climate Change is mainly for coordination activities, improving legislation, and capacity building to be able to perform a leading role in environmental management issues. It is noteworthy to mention that approximately US$12 million is expected to be contributed from development partners as investments in sustainable charcoal production, as well as contributions from the private sector in this endeavour. The government will support these investments by provid- ing appropriate fiscal incentives, in line with the overall goal of sustainable environmental management. The following outcome targets merit highlighting: • A more than doubling of Somaliland’s nature reserves and protected areas: • Gazetted biodiversity conservation areas are expected to go from 96,770 hectares in 2021 to 216,770 hectares in 2026, an increase of 124 percent. • Protected community-managed grazing areas are expected to go from 116,700 hectares in 2021 to 236,700 hectares in 2026, an increase of 102 percent. • The first two marine reserves will have been ga- zetted with a total surface area of 79 hectares. • In urban areas, a reduction of 25 percent in the consumption of charcoal for domestic purposes is expected by promoting LPG and stimulating the local production of charcoal made from the invasive exotic mesquite (Prosopis juliflora) by offering grants for the private sector. Total production is expected to go from the 1,380 tonnes per year that are currently produced by the three existing plants to 14,900 tonnes over the entire NDP III period by doubling the number of industrial plants, with a projected growth of charcoal production per plant of 18.5 percent per year. • The establishment of a National Disaster Relief Fund under NADFOR. This is an important mechanism to channel and pool funds from the national budget (contingency funds) and emergency relief partners once a national disaster has been officially declared, thus improving NADFOR’s response time. Republic of Somaliland National Development Plan III 110 Chapter 16 JUDICIARY SECTOR
16.1 Introduction have a judicial branch that adjudicates proceedings be- tween the government and the public, as well as between The Somaliland judiciary is established under chapter four members of the public. The main functions of the Attorney of the constitution (Articles 97-98). The judiciary consists General’s Office (AGO) are pursuing criminal charges on of the courts and the procuracy. The judges and members behalf of the state, directing investigations and criminal of the procuracy are independent when exercising their cases, supervising the conditions of prisons and prison judicial functions and are guided by the law as stipulated inmates, assisting vulnerable individuals in civil suits, and by Articles 97.2 and 99.2 of the constitution. According to participating in civil suits in which the government is a party article 97.2, “the judiciary shall be independent of other or if public interest so requires. branches of the government.” Judicial Commission (JC) The constitution provides for the establishment of a Judges, other than Supreme Court justices, are appointed Supreme Court (which also serves as the Constitutional by the Judicial Commission (JC), which was established Court), courts of appeals (regional level), regional courts, under Articles 107 and 108 of the Somaliland Constitution. district courts, and the Courts of the Armed Forces (which Judges hold office until their retirement, generally at 65 are to be governed by a separate act of parliament). This is years of age. The Chairman of the Supreme Court chairs in line with the principle of separation of powers stipulated the JC, which also consists of two other Supreme Court jus- in Article 37.3 of the constitution. Furthermore, to ensure tices, the attorney general, two high-ranking civil servants the independence of the judiciary, the constitution placed (the minister of justice and the head of the Civil Service the judiciary under the administrative authority of the High Agency), and four members of the public selected once Judicial Commission. every two years by the two houses of parliament. The JC handles the promotion and, when necessary, disciplining of There are also several other constitutional provisions of judges, the procedures of which are established in Articles the judiciary that act as guiding principles. One of those 35-43 of the Organization of the Judiciary Law. is Article 10.2 of the constitution in which the Republic of Somaliland commits itself to respect and abide by inter- Supreme Court of Somaliland (SCS) national law, including international conventions on civil The chairman and judges of the Supreme Court of Somalil- and political rights, the Universal Declaration of Human and (SCS) are appointed by the president, in consultation rights (Article 10), the United Nations Basic Principles on with the JC, under Article 105 of the constitution. The the Independence of the Judiciary, and a number of other appointment of the chairman must be confirmed at a joint international agreements, such as on children’s rights and session of both houses of parliament. The president may the Convention on the Elimination of All Forms of Discrim- dismiss the chairman of the SCS, subject to the approval of ination Against Women (CEDAW). Moreover, chapter three both houses. of the constitution enshrines the fundamental rights and Somaliland Courts of Law freedoms of citizens, with the courts serving as the custo- The Somaliland courts of law are four different but hier- dian of these rights and freedoms (Article 21.1). Without the archically complementary courts: district courts, regional protection of the judiciary, these rights and freedoms could court, courts of appeal, and the SCS, which also serves as be infringed upon or eroded, either by acts of parliament or the constitutional court. With the addition of four members by actions and policies of the executive branch. selected by the two houses of parliament, the SCS also serves as the High Court of Justice. Another constitutional provision which safeguards the • The district courts of Somaliland are responsible for rights and freedoms of citizens and has direct relevance to adjudicating claims based on matters relating to fam- the judiciary is in Article 21.2, which stipulates that “the arti- ily law and succession, hearing civil litigation case cles which relate to fundamental rights and freedoms shall suits of up to three million Somaliland shillings, and be interpreted in a manner consistent with the international hearing criminal cases punishable by imprisonment conventions on human rights and also with the internation- of up three years or fines not exceeding three million al laws referred to in this constitution.” This is particularly Somaliland shillings. important, as legal interpretation is a key role of the judicia- ry (Article 98.1.a). Hence, the development of the judiciary • The regional courts are responsible for adjudicating sector remains critical for the protection of human rights all civil litigations and criminal cases beyond the and upholding the rule of law to ensure citizens’ rights. district courts’ jurisdiction, dealing with all labour or employment law claims, and hearing any claims
16.2 Situational Analysis arising out of local council elections. • The courts of appeal have a territorial jurisdiction, Legal Frameworks hearing all appeals from their respective district Reference is made to the following policy and legal frame- and regional courts. The courts of appeal consist works: of five appellate sections: general appellate, assize • Somaliland Law of The Organization of The Judiciary appellate, family law, juvenile law, and taxation and 24/2003; 8/2008 finance. • The Penal Code and Criminal Procedure Code (CPC) • The Supreme Court of Somaliland is the highest or- • Somaliland Judiciary Strategic Plan (2018-2021) gan in the judiciary system and has jurisdiction over all territory of the Somaliland Republic. It currently Attorney General’s Office (AGO) consists of eleven members, including the chief jus- Article 97 of the constitution stipulates that the state shall tice. The SCS deals with: Republic of Somaliland National Development Plan III 112 • All appeals from the appeals courts need to improve to ensure the confidentiality and privacy • Administrative suits against the decisions of of the clients. public bodies
16.3 Challenges and Key Issues • Declaration of general elections results (both The primary challenges identified for the NDP III period are: presidential and parliamentary elections), and • Revising judicial processes and procedures to meet complaints relating to these elections, as well relevant demands as hearing appeals from lower courts relating to local council elections • Improving security for judiciary personnel regarding terrorists and clients with grievances that may threat- • Jurisdiction issues between courts of the land en to harm them and reviewing its own decisions under the relevant articles of criminal and civil procedure • Enhancing infrastructure and other necessary facili- codes ties to improve working conditions and avoid unnec- essary costs put on clients The SCS also serves as the Constitutional Court of Somalil- and to: • Upgrading the CMIS, as it is currently confined to • Adjudicate suits from interested parties relating to specific courts and cannot easily be accessed across the constitutionality of acts of decisions of the legis- the court system lative and executive branches • Facilitating access to judiciary services for people in • Interpret the constitution and laws when specific remote locations through mobile courts provisions become subject of controversy • Updating laws to meet the requirements of the • Decide on court decisions which are challenged as criminal justice system. The current legal framework being unconstitutional is a mixture of laws from Somaliland’s British Protec- torate, the Italian colonial era, and the subsequent The Constitutional Court of Somaliland sits as a full bench. period from 1960 to 1990. In particular, the British Co- Furthermore, with an additional four members elected by lonial Indian Penal Code is in critical need of revision. the two chambers of the national parliament, the Supreme Court constitutes the High Court of Justice to hear and • Appointing female judges, as male judges dominate reach decisions on cases against members of parliament the judiciary. No female judges have, so far, been and the Council of Ministers. appointed to the bench due to the Sharia school of thought. Instead, qualified women are appointed to Legal Frameworks and Judiciary Reform other roles, such as court clerks or prosecutors. The Organization of the Judiciary Law (24/2003) provides a defined framework for appointing and dismissing judges and prosecutors, as well as the functions of the AGO and
16.4 NDPIII Outcomes and Priority courts. However, judiciary reform is imperative if the func- Interventions tions of the judiciary and the AGO are to be well-defined. Constitutional and legal provisions must be consistent with Strategic Objective 1: To provide access to justice for all the principle of the separation of powers to preserve judi- and build effective, accountable, and inclusive judiciary cial independence. institutions and mechanisms at all levels. Management and Resources Outcome 1: Somaliland’s judiciary is accessible to The administration and management of courts depend the citizenry, residents, refugees, asylum seekers, heavily on administrative systems and personnel. These visitors and any other person or entity in the country. factors are also related to the physical infrastructure where 1. Establishing mobile courts to improve court outreach personnel work. Without sufficient resources in place to to the public, particularly in remote and hard-to-reach facilitate smooth administration, the quality and delivery of areas. justice are compromised. 2. Upgrading the CMIS, among other systems, to im- The Code of Conduct prove internal data management for the judiciary. Somaliland has a code of conduct for judges and prosecu- 3. Upgrading justice services to juveniles, women, tors. The Department of Inspection and Monitoring at the marginalized groups, and people with disabilities to JC is responsible for enforcing the code of conduct. The provide better guarantees for equitable access to capacity of the Inspection and Monitoring Scheme (IMS) justice. under the JC needs to be strengthened to deliver on its mandate. Furthermore, public awareness and continued Outcome 2: Improved institutional capacity of the legal education on ethics for judges are required to protect Somaliland judiciary system. judicial independence. 4. Drafting, reviewing, and enacting regulatory frame- Case Management works to refine the judiciary sector’s functions, deci- The current Case Management Information System (CMIS) sions, and operations. focuses only on criminal cases and has limited functionality, 5. Reviewing and restructuring judiciary sector institu- capturing only some cases across the courts and from the tional functions, infrastructure, and facilities AGO. There is a need to review and upgrade the CMIS to 6. Improving internal communication and logistical facil- facilitate caseload allocations, case tracking and mapping, ities across judiciary institutions, leading to improved and electronic case recording. Data protection regulations Republic of Somaliland National Development Plan III 113 personnel and workplace safety. 7. Educating judiciary personnel on ICT, administrative procedures, ethics, leadership, human rights, Sharia law, judgement writing, safety, and organised crime to accelerate court services and improve case man- agement 8. Rehabilitating current facilities and constructing new courts across the regions and districts and establish- ing a judicial training institute. Republic of Somaliland National Development Plan III 114
16.5 Cost Estimates per Outcome and MDA JUDICIARY SECTOR SECTOR TOTAL (USD) 67,500,000 SUPREME COURT USD 67,500,000 SDG NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) COST ESTIMATE JUD - 1: Somaliland's judiciary is JUD - 1.A: Average completion rate of accessible to the citizenry, residents, the Outcome's combined operational % -- >80% refugees, asylum seekers, visitors and benchmarks. any other person or entity in the country. SDG - 16 JUD - 1.B: Proportion of district courts, 21,250,000 which have operational mobile units that -- hold regular sessions in remote and % (District mobile courts 75% hard-to-reach areas (out of a total of 58 to be created) district courts) OUTCOME JUD - 1: Cost estimate per government instiution / MDA Supreme Court 21,250,000 JUD - 2: Improved institutional capacity of JUD - 2.A: Average completion rate of SDG - 16 the Somaliland judiciary system. the Outcome's combined operational % -- >80% 46,250,000 benchmarks. OUTCOME JUD - 2: Cost estimate per government instiution / MDA Supreme Court 46,250,000 Please note that each NDP III Sector Outcome has a separate detailed RBM Matrix, which specifies Critical Outputs and Operational Benchmarks. These are important for monitoring and can be found in Annex 1 of the NDP III MEAL Supplement. Republic of Somaliland National Development Plan III 115 Chapter 17 CROSS-CUTTING THEMES
17.1 Introduction The SLHDS underlined that over 70 percent of women had experienced forms of domestic violence, ranging This chapter discusses the cross-cutting themes of gender, from physical assault and the denial of education to forced People with Disabilities (PWDs), Displacement Affected marriage, rape, and sexual harassment. Similarly, a 2020 Communities (DAC), children’s rights, youth, HIV/AIDS, and rapid Gender-based Violence/Female Genital Mutilation rural development. These themes should be an integral (GBV/FGM) assessment by UNFPA shows an increase in dimension of the NDP III interventions’ design, implementa- both GBV and FGM incidents since the onset of Covid-19. tion, monitoring, and evaluation geared towards achieving In response to these challenges, a sexual offence bill was national development priorities. It will involve assessing drafted and GBV services were expanded at the regional the implication for these groups by any planned action, level during the NDP II period. including legislation, policies, and programmes, in all areas and levels. This means that all the phases of the NDP III Article 8 of the Somaliland Constitution stipulates that “all interventions should consider and respond to the needs Somaliland citizens shall enjoy equal rights and obligations and priorities of these groups to ensure an inclusive devel- in the practice of the law and shall not be accorded pre- opment outcome. cedence on the grounds of clan, birth, language, gender, property, status, opinion, etc.” In addition, the Somaliland
17.2 Gender National Vision 2030 envisages “a caring society meeting Patriarchal social structures relegate women to domestic the basic social needs of its members”. Furthermore, the activities and often deny them full participation in social, overall objective of the National Gender Policy is to facili- economic, and political spheres. According to the 2020 tate the mainstreaming of the needs and concerns of wom- Somaliland Health and Demographic Survey, the unem- en and men, girls, and boys in all areas for sustainable and ployment rate for women in Somaliland stands at 30.1 equitable development and poverty eradication. The draft percent compared to 16.4 percent among men. This dis- Sexual Offence Bill (SOB), draft Family Law, and National parity is even higher among youth, with 53.8 percent of Employment Policy (2020) are the existing legal frame- women aged 15-24 unemployed or in education, compared works that advance women’s rights and gender equality. to 24.4 percent of young men in the same age range. Female-headed households are more likely to be poor To increase women’s political representation, the So- than male-headed households. Although four months of maliland government, civil society organisations, and paid maternity leave followed by a breastfeeding period is international partners have provided financial and logis- stipulated in Somaliland laws, women in the informal labour tical support to female candidates regarding campaign market and self-employed individuals do not enjoy these strategies and election-related undertakings. Twenty-eight rights. female political aspirants effectively competed in the 2021 parliamentary and local elections. Although they secured On education, there is a long way to go in achieving uni- a significant number of votes, only ten have secured seats versal educational attainment targets. Only two-fifths of in the local councils of small towns. On the other hand, the women (41 percent) aged 15-49 are literate (SLHDS 2020). number of women in executive leadership positions have Inequitable access prevails in education, especially for ru- improved, including within cabinet (5.6 percent), and as di- ral communities, the urban poor, and for those with special rector generals (7.7 percent), and department directors (23.1 needs. Somaliland’s 2020-2021 gross primary enrolment percent). Furthermore, women’s overall representation in rate (GER) is 32 percent, of which 36 percent were boys the civil service has increased from 23.4 percent in 2016 to and 29 percent were girls (Education Statistics Yearbook, 26.3 percent in 2020. May 2021. This constitutes a gender parity index (GPI) of
0.81. In secondary schools for the same period, the overall In collaboration with humanitarian agencies and CSOs, the GER was 18 percent, of which 20 precent were boys and 15 Ministry of Employment, Social Affairs, and Family (MESAF) percent were girls in, with a GPI of 0.75. In addition, training promotes women’s economic empowerment and control modules offered in TVET programmes often discourage over resources through self-help groups and access to fi- women’s enrolment, affecting their access to employment. nancial services, including credit facilities. The ministry lob- Furthermore, gender inequities extend to the number of fe- bies with other public institutions, private enterprises, and male teachers in the system. The 2021 Education Statistics employers for affirmative action in recruitment processes. Yearbook indicates 19 percent of primary school teachers Furthermore, multiple local and international organisations and only 4 percent of secondary school teachers are fe- support the Ministry of Education and Science in promoting male. education and TVET programmes. The Somaliland govern- ment pays stipends to public school primary teachers to The Somaliland Health and Demographic Survey (SLHDS) encourage the enrolment and retention of children from showed that only 40 precent of deliveries were performed poor households. with the help of trained professionals, which means 60 per- cent of the births were delivered at homes. Antenatal and 17.3 Gender: Challenges and Key postnatal care is in short supply. Nonetheless, Somaliland’s maternal mortality rate (MMR) has fallen to 396 deaths Issues per 100,000 live births, down from 418 in 2014. However, Although there are interventions that are targeted for im- improvements are needed in nutrition, 6 percent of women proving gender equality, the enormous challenges women in Somaliland aged 15-49 were moderately to severely face continues to widen the gender inequality gap. malnourished, with a BMI less than 17 and a height below • Women face complex engendered issues such as 145 cm. patriarchal structures, violence, lack of control over Republic of Somaliland National Development Plan III 117 productive resources and limited access to markets. 17.5 People With Disabilities These issues often reinforce each other and exacer- bate poverty and exclusion while widening gender (PWDs) inequality. The 2020 SLHDS indicated that 5 percent of Somaliland’s • Harmful traditional practices, social norms, religious population is disabled, equivalent to 210,000 persons. Dis- dogmas, and societal expectations deny women’s ability tends to be framed only within a medical and welfare participation in economic, social, and political spheres framework and misunderstood as an “individual’s prob- in which critical decisions that affect their lives are lem”. Therefore, societal responses are often geared to reached. Women’s absence in such decision making “help them” or “make them normal” through health-related creates procedures, policies, and even legal regimes interventions. In such approaches, people with disabilities that increase gender inequality. are identified as ill, different from their non-disabled peers, and only in need of care. Because the emphasis is on the • Women and women-owned businesses’ access medical or “special” needs of people with disabilities, there to financial services is challenging due to the neg- is a corresponding neglect of their rights and other needs, ative attitude towards women’s entrepreneurship which deepens their exclusion and marginalization. entrenched in cultural, religious, and social miscon- ceptions, which impose unfavourable terms and con- PWDs are not homogenous; their experience with disability ditions on women seeking loans from formal financial varies according to personal and socio-economic factors. service providers. Children, women, the elderly, persons with multiple disabil- • The roles and responsibilities ascribed to women ities, and persons with intellectual and mental impairments from childhood hold them back – keeping them in pri- are more vulnerable. Moreover, PWDs who live in rural vate spheres and excluding them from participating settings are more vulnerable than those in urban centres. in society’s social, political, and economic spheres. PWDs are often reduced to being dependents and not In addition, cultural and social norms limit women’s equally valued members of their community, defined by mobility to fully participate in the community. an inability to work and being viewed as burden to their families and the state. PWDs face different environmental,
17.4 NDP III Outcomes and Priority institutional, attitudinal, and economic barriers that exclude them from full participation in the social, economic, and Interventions political development spheres. Although a presidential decree (2013) obliges all service providers to ensure that Outcome 1: Reduced gender disparities in buildings are accessible to PWDs, the public and private fa- social, economic, and political outcomes due to cilities that offer services like health, education, or informa- strengthened gender-responsive services and tion are widely inaccessible. Their access to employment systems. opportunities and participation in the labour market is very The Ministry of Employment, Social Affairs, and Family and limited. Although MESAF initiated sign language training will achieve this outcome through the following priority and certification, most sources of information for citizens interventions: are largely inaccessible due to limited sign language re- 1. Advocating for meaningful representation and full sources, audiotapes, braille, or pictorial aids. Therefore, it participation of women in local and national deci- is imperative to improve Somaliland’s collective conscious- sion-making structures. MESAF will work with rele- ness and challenge societal barriers so that PWDs can real- vant stakeholders to achieve fair women’s represen- ize their rights and live prosperous and independent lives. tation in elected and appointed leadership positions in Somaliland public structures. Article 19 of the Somaliland constitution stipulates “the state 2. Protecting women and girls from sexual and gen- shall be responsible for the welfare of persons with disabil- der-based violence through prevention and a GBV ities.” The Somaliland national vision 2030 elaborates on response. MESAF will continue hosting and chairing the need “to build a nation with an effective social protec- the GBV working group and scale it to the regional tion system that cares for the weak and the vulnerable”. and district levels to advance women’s rights and The overall goal of the National Disability Policy (2019) is to gender equality. promote an inclusive, barrier-free, and rights-based society for PWDs. The disability bill is still a draft and should be 3. Advancing women’s rights and economic justice, fa- enacted and enforced in the NDP III period. cilitating increased access of women’s businesses to the available financial services and entrepreneurship Although PWDs continue to face significant challenges, opportunities. various MDAs have made efforts to advance PWDs’ rights. 4. Advocating for gender equality in accessing social MESAF, in partnership with development partners, has services such as education, healthcare, sanitation, conducted awareness-raising and advocacy interventions and water. MESAF will lobby with mandated public that have improved attitudes and behaviours towards institutions, CSOs and international agencies to pro- PWDs, but structured and targeted national and community vide gender-responsive social services, particularly endeavours are needed for a sustainable solution. The for vulnerable and marginalized groups. Ministry of Education and Science increased access to ed- ucation of Children with Disabilities (CWD) through schools that respond to their specific needs and priorities, such as the Hargeisa School for Deaf and the Somaliland Braille Centre. However, there still needs to be increased access Republic of Somaliland National Development Plan III 118 to education and educational attainments for PWDs. blind or visually impaired students. This causes many disabled children to miss school because of a lack The Somaliland National Disability Federation (SNDF) is of qualified teachers, relevant curricula, and other a consortium of disabled people’s organisations in So- infrastructure that could facilitate inclusive education maliland and coordinates efforts to advance their rights. at schools. The SNDF, in partnership with MESAF, SDF member local • Generally, disabled women, children, the elderly, and NGOs, and development partners, conducted discussions people with HIV/AIDS face more social, economic, to address the challenges and barriers facing PWDs and and political exclusion. Women suffer from engen- empower PWDs to claim their rights. dered inequalities due to cultural, religious, and tra- ditional dogmas. Disability increases the vulnerability
17.6 PWDs: Challenges and Key of these groups to sexual harassment, exploitation, Issues and poverty. Moreover, the organisations repre- PWDs face a variety of challenges: senting PWDs are male-dominated, and the voices • Although a presidential decree (2013) obliges all of these groups are not included in their decision service providers to ensure that buildings are acces- making, advancing their marginalization. sible to PWDs, the public and private facilities that offer services like health, education, or information 17.7 NDP III Outcomes and Priority are widely inaccessible. For example, most govern- Interventions ment institutions are housed in two- or three-story buildings with no ramps, making it difficult for PWDs Outcome 2: Barriers that exclude People with to access them. This excludes PWDs from enjoying Disabilities (PWDs) are challenged to ensure their their education, health and information rights and inclusion and participation in their communities. continues to confine them in private spheres, nega- The Ministry of Employment, Social Affairs, and Family will tively impacting their overall well-being. achieve this outcome through the following priority inter- • Generally, unemployment is a critical issue in So- ventions: maliland, but it is exceptionally high among PWDs. 1. Promoting inclusive and equitable social services for Although a 2018 presidential decree reserved 5 PWDs to fully participate in their communities’ social, percent of national employment for PWDs, it is hardly economic, and political activities. enforced, and the majority of PWDs remain unem- 2. Challenging harmful attitudes and discriminatory be- ployed. The National Disability Policy (2014-2018) haviour PWDs. MESAF will work with development was approved in 2014, but an updated version is partners to promote and design interventions that expected to guarantee further rights for PWDs. The address discriminatory behaviours, attitudes, and policy puts the rights of the PWDs at the centre, such perceptions against people with disabilities. as through access to mobility devices, health and information services, and inclusive education. 3. Drafting, reviewing, and enacting legal frameworks that advance the rights of PWDs. • The participation of PWDs in politics is very low in Somaliland. They often are excluded from both ap- 4. Strengthening coordination structures to address pointed and elected government officials. No PWDs challenges PWDs face in fully participating in social, are ministers, deputy ministers, directors general or economic, and political activities. serve in the houses of parliament. These are spaces where decisions are reached for Somaliland’s com- 17.8 Displacement Affected munities but PWDs lack the ability to have a say on issues that affect their lives. Communities (DACs) • Some regulatory frameworks discriminate against Somaliland is situated in the Horn of Africa, where disas- PWDs in holding specific elected roles. For example, ters, conflicts, and violence continue to cause immense Article 41 of the Somaliland constitution mentions that suffering. Significant conflicts in neighbouring countries an elected official “must be physically and mentally drive instability, which triggers forced displacement and able to fulfil his duties”. There are also reports that long-term disruption within societies and creates massive politically aspirant PWDs were excluded from the humanitarian needs. Climate change, recurrent droughts, May 2021 parliamentary and local council elections, and other climatic shocks in Somaliland and the wider as they were deemed to be “physically unfit.” This region also create internal displacement and refugees. is a severe challenge and will exclude PWDs from A broader range of vulnerabilities emerges due to the decision making, hindering Somaliland’s inclusive disruptive effects of disasters, conflicts, and violence, development goals. raising additional humanitarian needs. Somaliland is a transit route, departure point, and destination for people • PWDs have limited access to social services and are moving through the East Africa region. Every year, tens of the group that benefits the least from social protection thousands of refugees and migrants travel to Somaliland and safety net interventions. However, they are one for safety and better opportunities. Many of these people of the most vulnerable groups in society. The needs (including Somalis) travel through Somaliland on their way and priorities of PWDs are not mainstreamed into the to other destinations, including perilous journeys to the design and implementation of such programmes. Middle East, Europe, and North America. • There is no Expanded Core Education Curriculum for Republic of Somaliland National Development Plan III 119 In Somaliland, the leading causes of displacement are a gic Plan (2022-2026). It is the strategy that NDRA will use result of violent conflict, insecurity, and droughts which to guide resources, programmes, policies, and operations. are linked to climate change. Variation in climatic factors This strategic plan is based on and aligned with NDP III, the directly influences conflicts that force people to flee from Sustainable Development Goals (SDGs), the national policy conflict-prone areas. As indicated by the multi-sector Inter- on IDPs, the displacement guiding principles of Somaliland, nally Displaced Person (IDP) needs assessment report (De- and international laws. cember 2021) conducted by the National Displacement and Refugee Agency (NDRA), 183 IDP camps in Somaliland host A refugee bill (2022) has been drafted by the legislative 92,888 households (557,328 total persons). This includes bodies to become enacted into law, which will set out protracted IDPs for which finding durable solutions has Somaliland’s approach to refugees entering the country. become increasingly difficult. In the last two decades, irreg- It is also notable that the parliament recently approved ular migration (Tahrib) has been a common phenomenon in the Trafficking in Persons and Smuggling of Migrants Act Somaliland and the wider region, particularly impacting the (LN.101/2021).In collaboration with UN Agencies and in- youth population. Many Somalilanders become stranded ternational NGOs, the Migration Response Centre (MRC) between their departure point and destination. Since 2018, under NDRA provides services to migrants on legal docu- the NDRA assisted the return and reintegration of 5,056 mentation, psychosocial counselling, and awareness rais- citizens (2,878 male, 2,178 female). ing, among others. The MRC and the Mixed Migration Task Force (MMTF), a working group of government institutions, Somaliland is positioned along two primary routes for coordinate national advocacy campaigns on the risks of mixed movements: (a) the northern route towards North illegal migration and human trafficking, as well other policy Africa through Ethiopia and often Sudan and Libya; and (b) actions addressing this issue. the eastern route to the Arabian Peninsula, via Bosaaso in Puntland or Djibouti to Yemen. Since 2011, Somaliland’s The Government of Somaliland established the Refu- coastal town of Berbera has also served as a port of entry gees Status Determination Committee that decides who for (primarily) Yemeni and Syrian refugees and Somali and should be granted refugee and asylum seeker status. In Ethiopian returnees fleeing conflict in Yemen and Syria. As collaboration with stakeholders, the NDRA introduced and of 2022, Somaliland registered 9,490 refugees and 7,422 implemented a comprehensive verification and biometric asylum seekers. Of these refugees, 64 percent were Ethi- registration system. It also issues identification cards for le- opian and 30 percent Yemeni, while the rest were either gally registered refugees and asylum seekers. No refugee Syrians or Eritreans. camps are established in Somaliland, allowing refugees and asylum seekers to have freedom of movement across Although government institutions have managed to handle the country. the influx of refugees, asylum seekers, and IDPs to an extent, the human resource capacities, systems, infrastruc- In partnership with UNHCR and other development and ture, and financial resources to achieve durable solutions humanitarian partners, the Government of Somaliland car- for these populations are either absent or minimal, resulting ries out projects ranging from lifesaving and basic social in violations of their rights. services to awareness-raising, sanitation, and hygiene and social protection, forming durable solutions designed to Article 8 of Somaliland’s constitution obliges that all citi- address the needs of refugees and asylum seekers. zens shall enjoy equal rights and obligations in the practice of the law and shall not be accorded precedence on the The Protection Cluster brings together national and interna- grounds of colour, clan, birth, language, gender, property, tional actors to make critical decisions impacting displace- status, opinion, etc. This article also indicates that foreign- ment-affected communities. IDP camp management and ers who have legal residence shall enjoy equal rights and coordination committees and refugee committees closely obligations before the law, except for political rights re- work with relevant authorities and development partners. served for citizens. Article 10 of the constitution also reads The NDRA also leads high-level intra-governmental coor- that “the Republic of Somaliland recognises and shall act in dination meetings in which many government institutions conformity with the United Nations Charter and with the in- and security offices discuss issues related to immigration. ternational law and shall respect the Universal Declaration of Human Rights.” The Somaliland government recently drafted a mixed mi- gration management strategic plan, which will be in line The social pillar of the Somaliland National Vision 2030 with the NDP III and support the management and protec- envisages “a caring society meeting the basic social needs tion of mixed migrants. of its members”. The vision addresses marginalized groups’ economic and social vulnerabilities, including displace- 17.9 DACs: Challenges and Key ment-affected communities. The IDPs Policy (2015) aims to Issues achieve durable solutions and create an enabling environ- ment to uphold the rights and entitlements of IDPs during There are a variety of challenges facing Displacement Af- all phases of displacement. Refugees and asylum seekers’ fected Communities (DACs) guidelines and regulations also protect the rights of these • Displaced people move into cities that cannot prop- populations and are enshrined in the country’s laws and erly absorb them, forcing DACs to set up structures international treaties. on private land where they are evicted or constantly threatened with eviction. This undermines efforts to In January 2022, the NDRA launched its five years Strate- find durable solutions for DACs in Somaliland. Republic of Somaliland National Development Plan III 120 • IDP camps are congested and informal settlements 3. Assisting IDPs, refugees and returnees who choose where access to basic services like health, water, to integrate into the host communities to establish shelter, and food is absent or extremely limited. This and enjoy their livelihoods. negatively affects the wellbeing of people, particular- 4. Facilitating sustainable resettlement for IDPs who ly women, girls, and PWDs. choose to relocate to another region of the country. • In the case of protracted IDPs, displaced people do NDRA will develop resettlement programmes and not return to their places of origin and struggle to mobilise resources for IDPs willing to settle in loca- integrate into the host communities, making it chal- tions in the country other than their place of origin. lenging to achieve durable solutions. The agency will ensure the smooth transition of the • DACs face protection challenges and increased gen- IDPs into host communities. der-based violence. Women and girls are vulnerable 5. Strengthening the monitoring and evaluation, coun- to various risks, including rape, sexual harassment, selling, advisory services, and orientation and aware- and other forms of violence, since they do not have ness campaigns for vulnerable groups within DACs. permanent shelters. 6. Advocating for the rights of DACs and devising ap- • Increased droughts linked to climate change are propriate awareness-raising campaigns to mitigate accelerating land degradation while limiting the violence against refugees, asylum seekers and IDPs. available coping mechanisms of communities, which 7. Strengthening the documentation and registration forces them to move and compete for scarce re- system for DACs. NDRA will develop an online data- sources. base to capture information on displacement-affect- ed people that informs the design of interventions
17.10 NDP III Outcomes and Priority that facilitates durable solutions. Interventions 8. Improving the case management system for DACs to facilitate access and utilisation of available services. Outcome 3: Increased resilience of Displacement Affected Communities by ensuring equitable access 9. Developing a one-stop-shop toolkit for IDPs, ref- to public services and sustainable livelihoods. ugees and asylum seekers that consolidates the rights they are entitled to, including legal and social The National Displacement and Refugee Agency will services. achieve this outcome through the following priority inter- ventions: 10. Strengthening the coordination mechanisms to pro- 1. Empowering DACs through small business devel- tect DACs. NDRA will strengthen and scale up the opment. In collaboration with humanitarian and de- coordination mechanisms, including with relevant velopment partners, NDRA will provide small grants stakeholders. to small businesses, particularly women-owned 11. Strengthening the capacity of the NDRA to provide businesses, and link them to financial institutions for effective and efficient services to DACs. loans with minimum requirements. 12. Reviewing, formulating, and enforcing the policies 2. Providing cash transfers and other essential assis- and legal frameworks that protect the rights of DACs tance to the most vulnerable households in DACs. and strengthen law enforcement capacities and 3. Ensuring access to basic public services, such as mechanisms. healthcare, education (particularly TVET), water, san- 13. Ensuring the implementation of mixed migration itation, hygiene, and shelter. management strategic plan priorities. Outcome 4: Longer lasting and more sustainable solutions have been found for Displacement Affected
17.11 Children’s Rights Communities. Children are among the most vulnerable people in the community due to their specific socio-economic circum- The National Displacement and Refugee Agency will stances. The most vulnerable include children who live on achieve this outcome through the following priority inter- the street, refugee and migrant children, victims of crime, ventions: those who are displaced or orphaned and children whose 1. Facilitating the voluntary repatriation of refugees parents cannot care for them. and irregular migrants. NDRA will work with IOM, UNHCR, Somaliland immigration authorities, neigh- Approximately 30 percent of Somaliland children are fos- bouring countries, and other mandated institutions tered, with four percent having lost both parents and 12 to develop and implement repatriation programmes percent having lost one parent. 36 percent of fostered and/ for refugees and irregular migrants voluntarily return- or orphaned children live in urban areas compared to 21 ing to their countries of origin or relocating to third percent who are nomadic (SLHDS 2020). Children often countries. face sexual, physical, and psychological violence at home, 2. Supporting interventions for IDPs who voluntarily in school, and in other social settings. Although prohibit- choose to return to their areas of origin to restart ed in Article 24 of Somaliland’s constitution, and via the their livelihoods. NDRA will work with humanitarian Juvenile Justice Act and the Teachers’ Code of Conduct, and development partners to assist in the voluntary corporal punishment is still widely used in schools and return of people in IDP camps to their traditional or communities in Somaliland. The situation is more rampant alternative livelihood basis. in Quranic schools. Republic of Somaliland National Development Plan III 121 Although Somaliland labour law (31/2004) prohibits child work exercises and not obeying school rules. Corpo- labour, more than 13 percent of children (ages 5-14) engage ral punishment is practiced in urban and rural areas, in child labour (Employment and Labour Market Analysis although the trend is decreasing specifically in urban 2019). The rate is higher for rural children compared to areas. Corporal punishment is rooted in long-stand- those that live in urban areas. Higher poverty levels could ing traditional norms that indicate it is acceptable be a major driving factor of child labour, as the rate is lower and desirable. Although there have been regulations for children of educated mothers and wealthier households. against corporal punishment, teachers generally do not know alternate, non-violent forms of discipline. Early marriage and, to a certain extent, child marriage are • Children need to access adequate recreational common in Somaliland. Survey data shows that 12 percent spaces and playgrounds, specifically in urban areas. of women married at the age of 15, 39 percent at the age Physical education is also a low priority in schools, of 20, and 52 percent at the age of 22. Among men, five due to a lack of recognition of its importance in percent married at the age of 18, while 11 and 23 percent child development and perhaps due to its absence are married at the age of 20 and 22, respectively, (SLHDS in teacher training. This is manifested in the lack of 2020). Early and child marriage impedes prospects for equipment and recreational spaces in schools and higher education and decent living standards. Moreover, residential areas. child marriage also poses health risks during childbirth. • There is a significant number of children dropping out Survey data shows a Female Genital Mutilation (FGM) prev- of school. Key issues that lead to dropouts include alence rate of 98 percent in Somaliland, which is among financial difficulty with paying for school fees and the highest in the world. Traditional practitioners and birth services, girls needing to support their mothers with attendants often perform FGM without anaesthesia and household chores, and limited access to schools in under unsanitary conditions. However, there has been a rural areas. In recent years, dropout rates have wors- “medicalisation” of the practice in urban areas and among ened in rural areas due to recurrent droughts where affluent people who enlist the services of healthcare pro- pastoral and agro-pastoralist communities move in fessionals. Increased awareness levels have resulted in the search of water and pasture for their animals. decline of some forms of FGM, but entirely abandoning the • Children with disabilities suffer most when social practice is still a long-term challenge. services are not responsive to their needs and priori- ties. Children’s access to basic healthcare and public National laws, policies, and children’s rights conventions services is limited in rural areas. Children suffer from promote and protect children’s rights by establishing a malnutrition in some areas due to their parents’ lim- protective environment for children in Somaliland, where ited access to social services and lack of awareness girls and boys should be free from violence, neglect, and of available support. exploitation. Article 19 of the constitution guarantees that • FGM is prevalent in Somaliland. Girls who undergo the state shall be responsible for the health, care, devel- FGM are at risk of infection, birth complications, opment, and education of the mother and the child, as well bleeding and even death. Girls are also vulnerable as those who are disabled or experiencing mental health to mental health disorders, dropping out of school issues. National legal frameworks that advance children’s and reduced growth and development, limiting their rights include the Child Rights Act (No.102/2021), the Child future livelihoods. Protection Policy (2015) the Juvenile Justice Act (36/2007), the Teachers’ Code of Conduct (2012), the Child Alternative • There is an increasing incidence of rape against Care Policy, the Somaliland Labour Law (31/2020) and the children in both urban and rural areas. Rape is a National Gender Policy (2019). significant crime under customary, sharia, and formal laws. Although rape cases resolved through the legal In partnership with development partners during NDP II, justice system have been increasing, most incidenc- MESAF developed and implemented child-sensitive social es are still solved through customary law in which safety nets for children in orphanages and those who live traditional leaders settle the issue by denying full on the street. MESAF also sensitizes communities about justice to the victim. child rights, manages orphanages, rehabilitates children who live on the street and transfers children whose parents 17.13 NDP III Outcomes and Priority could not take care of them to foster houses. Due to limited institutional and financial capacity, a significant number of Interventions children still lack fundamental rights, such as education, Outcome 5: Relevant institutional, policy and legal food, shelter, and clean water. frameworks are strengthened to protect children’s rights.
17.12 Children’s Rights: Challenges The Ministry of Employment, Social Affairs, and Family will and Key Issues achieve this outcome through the following priority inter- Children in Somaliland face numerous challenges. ventions: • Schools continue to use corporal punishment as a 1. Reviewing, drafting, and enacting national legal form of discipline against children. Corporal punish- and policy frameworks that protect and promote ment is commonly administered for many reasons, children’s rights. MESAF will coordinate and ensure including absence from school, insubordination, the enactment of the draft children’s rights policy and fighting with classmates, bullying, not doing home- formulate new ones where necessary. Republic of Somaliland National Development Plan III 122 2. Supporting and facilitating the establishment of func- Addressing the challenges facing youth is a cross-cutting tioning child protection structures that protect the issue in which many public institutions have a stake, such rights of vulnerable children. MESAF will review and as MESAF, the Ministry of Youth and Sports, the Ministry of capacitate the existing children’s rights protection Education and Science, and Somaliland Youth Development structures and facilitate the initiation of new ones Fund. Youth issues are covered in the following policies across the country. and legislations: the National Youth Policy (2018-2021), the 3. Establishing a comprehensive and user-friendly National Employment Policy (2020), the National Internship digital data management system that informs plans, Policy (2019), the Somaliland Labour Act (31/2020), and the decisions, policies, and interventions that advance Civil Service Act (97/2022). children’s rights. The Somaliland National Vision 2030 prioritises youth 4. Strengthening the capacity of community-based development under its Social Development pillar, where structures protecting children’s rights, particularly in youth unemployment and emigration are particularly em- remote and rural areas where formal children’s rights phasised. The overall goal of the National Youth Policy is mechanisms do not exist. to attain an empowered youth that contribute positively to 5. Undertaking targeted assessments and research national development. The priority areas outlined in this on the status of children’s rights to make informed policy are education and skills development; employment policy decisions and design relevant programme creation and economic development; health and well-be- interventions. ing; recreation and sports; and information, communication, and technology, among other areas. 6. Enhancing youth knowledge of sexual and repro- ductive health and rights (SRHRs) and the impacts of The government of Somaliland established the Somalil- early child marriage in urban and rural areas. MESAF and Youth Development Fund (SLYD) in 2020 to address will collaborate with human rights activists and com- unemployment through improved access to finance, en- munity structures to address child and early marriage trepreneurship promotion, and skills training. The Fund is in Somaliland. currently developing strategic and operational documents to address the critical challenges facing youth through in-
17.14 Youth vestments in entrepreneurship, which is a critical driver for Somaliland youth share traits with other developing states accelerated socio-economic development. In collaboration where underdevelopment is an enormous challenge. The with private financial institutions and development partners, Somaliland National Youth Policy defines the term “youth’ SLYDF will enable young entrepreneurs to access finance, as persons aged 15 to 35 years, which also complies with legal advice, market information, business skills develop- the African Youth Charter. According to the Population ment, and business-to-business linkages. The SLYDF will Estimation Survey (PESS), 72 percent of Somaliland’s facilitate business co-creation bootcamps and public busi- population is below the age of 35 years. Furthermore, ness pitch platforms in all the regions of the country. Somaliland is experiencing a “youth bulge” – a situation that, if not address, could undermine the country’s peace The National Internship Policy sets out guidelines for sup- and stability. Many young individuals are neither in school porting unemployed youth graduates with opportunities to nor employed, and even those seeking further education gain practical work experience and bridge skills between cannot be certain that they will have future employment academics and the demands of the labour market, ulti- opportunities. mately contributing to increased youth employment and Somaliland’s development. The youth unemployment rate for Borama is 69 percent for urban areas and 62 percent for rural areas. Hargeisa’s The government of Somaliland introduced a national ser- youth unemployment rate is 34 percent for urban areas vice programme that recruits university graduates on a and 41 percent for rural areas. Burao has a youth unem- merit basis. This programme creates jobs for many young ployment rate of 46 in urban areas and 53 percent in rural graduates and reduces youth unemployment. Through areas. (Labour Force Survey 2012). three-to-six months of intensive training, youth are placed in positions in the armed forces or in various MDAs. How- The mismatch between local university courses and labour ever, this programme will require an innovative strategy to market demands is a critical driver of youth unemployment. improve its sustainability as the public sector will require Another obstacle is the prejudicial attitude towards techni- increased capacity to absorb more graduates. cal education, where many people do not consider techni- cal courses as prestigious as university courses, reducing To create an enabling environment for youth, the Ministry the demand for TVET. of Youth and Sports, with the help of development partners, established youth centres to promote integration and en- Rampant unemployment leads many Somaliland youth to able them to build their job skills. Youth centres also pro- risk their lives via migration (Tahrib), where they can find vide peer-to-peer learning, networking opportunities and themselves at risk of torture and kidnapping for ransom by encourage the growth of positive self-esteem. The MESAF cartels. In addition, a large percentage of unskilled youth has established an Employment and Training Directorate may resort to criminal activities and are vulnerable to drug that supports job creation for youth and vulnerable groups, addiction. A lack of employment also leads youth to early including women and minorities, to tackle unemployment. marriage, with the problem being more chronic in rural The Directorate has a job centre which provides services settings. such as training for interviews and basic employment ex- Republic of Somaliland National Development Plan III 123 pectations, support for developing resumes and CVs, and The Ministry of Youth and Sports (MoYS) will achieve this trainings on entrepreneurship. In addition, with the financial outcome through the following priority interventions: support of international agencies, several local organisa- 1. Producing a framework that facilitates and nurtures tions offer TVET courses geared towards preparing youth youth innovation and talents, such as through for the labour market. innovation labs and platforms where young people can showcase their entrepreneurial talents. Led by the Ministry of Communication and in partnership 2. Improving existing recreational facilities and coor- with Taiwan’s International Cooperation and Development dinating with local governments to allocate land Fund (ICDF), the e-Government Capability Enhancement for new facilities across the country. The MoYS will Project and Technology manages an innovation zone – the allocate adequate resources for maintaining the ex- first of its kind in Somaliland – which serves as an ICT train- isting recreational centres and lobby local councils to ing hub for public servants and citizens. provide land for new spaces.
17.15 Youth: Challenges and Key 3. Expanding and operationalising youth centres to the six regional capitals of the country. The MoYS will Issues work with development partners to scale up existing Somaliland youth face several critical challenges: youth centres and establish new ones where neces- • Unemployment remains the most significant chal- sary. lenge confronting youth. The high level of unem- 4. Developing and implementing advocacy strategies ployment often leads to harmful coping mechanisms, on issues that affect youth participation in demo- such as drug abuse, illegal migration, and even cratic governance at all levels. MoYS will collaborate violent conflict. with SYDF, MESAF, and CSOs in promoting youth • There is a mismatch between the knowledge and participation in Somaliland’s democratic processes. skills youth attain at universities and the job market’s 5. Developing youth migration and response pro- demands, which increases youth unemployment. grammes that address the underlying causes of Evidence suggests skills acquired through TVET migration, including unemployment. programmes are in high demand in the labour mar- ket, as opposed to social and business management 6. Creating community awareness campaigns against degrees. youth violence. MoYS will develop awareness-raising interventions to prevent youth from engaging in vio- • Although youth make up the majority of Somaliland’s lence and drug-related crimes. population, they have limited presence in critical decision-making structures in the government, even 7. Conducting periodic coordination meetings with though these decisions directly affect their future. youth development stakeholders to share infor- mation on challenges and opportunities impacting • Due to the high level of unemployment, an increasing youth development programmes and projects. number of youths illegally migrate through Ethiopia, Sudan, and Libya on their way to Europe. The journey 8. Enhancing the capacity of the MoYS to deliver youth can be perilous, and smugglers frequently expose development programmes effectively. The MoYS will migrants to life-threatening risks and violence. An develop relevant policy frameworks, enhance the increasing number of migrants have also lost their technical and managerial capacities of the staff and, lives crossing the ocean, while others have died due where necessary, recruit new talent. to a lack of food and water.
17.17 HIV/AIDs
17.16 NDP III Outcomes and Priority Somaliland has one of the lowest HIV/AIDs infection rates Interventions in Africa, which is typical of a highly religious and culturally close-knit society. The prevalence rate of HIV has been de- Outcome 6: Increased resilience and socio-economic clining persistently, as revealed by comparative antenatal participation of Somaliland’s youth. care surveys, dropping from 1.4 percent in 2004 to only .15 percent in 2018. The Somaliland Youth Development Fund, in collaboration with the Ministry of Youth and Sports, will achieve this out- HIV/AIDS prevention programmes have continued to come through the following priority interventions: operate with different levels of coverage. The Somaliland 1. Increasing youth self-employment through business National AIDS Commission (SOLNAC) has a strategy for management and entrepreneurial trainings and the integrating HIV/AIDs education into the national school provision of business seed funding. curriculum and coordinates with the Ministry of Education 2. Improving youth employability and access to job mar- and Science to improve knowledge and awareness and kets through coordination and partnerships among reduce social stigmas against people living with HIV/AIDS. key stakeholders to match skills with the demands of To achieve WHO targets, the HIV testing rate in Somaliland the job market. has increased significantly. Key services include preventing 3. Increasing resource mobilisation by establishing a mother-to-child transmission (MTCT), HIV testing and coun- public-private fund or investment venture to fund selling, blood safety, tissue transfusion safety, pre- and youth business initiatives and reduce unemployment. post-exposure prophylaxis (PrEP/PEP), and HIV prevention commodities. Republic of Somaliland National Development Plan III 124 The number of people living with HIV (PLHIV) on antiretro- • The coordination and management of response viral therapy (ART) increased from 2,671 in 2016 to 3,371 in programmes have yet to be effective, resulting in 2019 in Somaliland, owing to expanded testing facilities. To fragmented interventions with limited impact. improve treatment commencement and adherence rates, • Stigma and discrimination are prevalent and impede “Test and Treat” protocols were introduced. Linkages and access to and utilisation of HIV/AIDS services, par- referral systems between health facilities, community out- ticularly for those residing in rural areas and key reach, and PLHIV networks have also been improved. affected populations. The number of viral load machines installed and used for testing has increased, leading to viral load coverage reach- 17.19 NDP III Outcomes and Priority ing 37.5 percent in 2019. As a result, more PLHIV now live Interventions longer due to increased ART coverage, with a retention rate of 74.8 percent. Outcome 7: Reduced HIV/Aids incidence, prevalence, and mortality by increasing access to information The draft National HIV/AIDs Policy (2023) envisions So- and testing and treatment centres. maliland where HIV and AIDS are eliminated. This policy The Somaliland National AIDS Commission will achieve this aims to create an enabling environment for the develop- outcome through the following priority interventions: ment and execution of effective and efficient HIV and AIDS 1. Expanding HIV/AIDs counselling services, testing interventions and for achieving epidemic control. The centres, and access to ART in all regions. country’s National Vision 2030 stipulates a multi-sectoral response to reduce the number of new infections and pro- 2. Raising community awareness of HIV/AIDS transmis- vide care and support to those in need. The national HIV/ sion methods and preventive mechanisms. SOLNAC AIDs strategic plan also intends to strengthen the health will scale up awareness programmes for HIV/AIDS delivery system and enhance the network of service de- risk groups and communities in all regions. livery points at primary, secondary, and tertiary levels. This 3. Expanding the number of HIV/AIDs treatment cen- will improve HIV prevention, treatment, care, and support tres to reduce the impact of TB and other related services to all population groups, especially high-risk and complications. SOLNAC will increase the number of vulnerable groups. HIV/AIDS therapeutic centres, including treating dis- ease patients and providing access to life-sustaining HIV/AIDS response is a cross-cutting and multi-sectoral, drugs and other essential services. which should be mainstreamed into the broader develop- 4. Improving the nutritional and economic status of ment strategies. SOLNAC organises a quarterly coordina- PLHIV. SOLNAC, in collaboration with development tion platform for multi-sector focal points, PLHIV network partners, will provide food and invest in income-gen- representatives, national and international NGOs, and bi- eration activities for PLHIV. lateral and multilateral partners to review progress, monitor responses, and address challenges. In addition, SOLNAC 5. Developing, reviewing, and enacting the HIV/AIDs produces national HIV quarterly data (2018-2021) on ART, policy and regulatory frameworks that facilitate ef- HIV testing, annual new HIV cases and HIV/AIDS mortality. fective responses. 6. Improving research, M&E, and data management Despite coordinated efforts, a large percentage of people systems to inform policy decisions. in Somaliland have limited awareness of HIV/AIDS. Al- 7. Strengthening the capacities of SOLNAC and its staff though improving, there is still limited capacity for coordi- to better design, monitor and implement response nation and monitoring within HIV services and programmes interventions. and between other health and broader development programmes. The stigma against people living with the Outcome 8: Reduced HIV/AIDs-related stigma and disease and retention in ART remains a challenge, primarily discrimination. due to a lack of social support (food, transport) and stigma. The unemployment rate among PLHIV is generally high, The Somaliland National AIDS Commission will achieve this with about 72.4 percent not engaged in any form of em- outcome through the following priority interventions: ployment, which exacerbates the poor living conditions of 1. Increasing awareness and sensitization in communi- the affected people. Increased poverty and overcrowded ties and medical facilities to reduce HIV/AIDs related IDP camps increase opportunities for HIV transmission, as stigmas and discrimination. well as other diseases. 2. Integration of HIV/AIDS awareness in all levels of the educational system. SOLNAC will work with MESAF,
17.18 HIV/AIDS: Challenges and Key the Ministry of Education and Sciences (MoES) and Issues private education service providers to ensure an ed- ucation system that is responsive to the needs and There are several challenges facing Somaliland for HIV/ priorities of PLHIV. AIDS response: • There are limited human resources to operate pre- vention, treatment, and care services.
17.20 Rural Development Nomadic pastoralism is the traditional - and most viable - • The monitoring and evaluation of HIV/AIDS re- land management and production system in Somaliland. It sponses has been a challenge, including low quality has adapted to the erratic climate conditions of the Horn of reporting. Republic of Somaliland National Development Plan III 125 Africa’s drylands by providing and conserving an extensive affect the ability of an average household to rely solely on array of ecosystem services through dynamic, flexible, and market purchases. Moreover, many households’ meagre complex structures. Somaliland is categorized as having resources are wasted on Khat consumption, leaving little for arid and semi-arid ecosystems, suitable primarily for sheep, essential household needs such as education and health. goat, and camel rearing in common rangelands. Livestock remains one of the country’s major economic activities, The Ministry of Rural Development (MoRD) was established bringing much-needed foreign currency. Somaliland ex- by presidential decree in November 2021 with the mandate ports live animals instead of chilled meat. This practice is of coordinating rural development efforts to ensure that vulnerable to external shocks, such as frequent importation Somaliland’s rural communities enjoy a quality of life amidst bans from the Gulf countries, mainly Saudi Arabia. recurrent droughts and other change-induced shocks. Its core duties and responsibilities include preparing and Somaliland’s rural communities have limited access to implementing a national rural development policy, creat- quality social services such as education, health, sanitation, ing plans to improve and maintain the livelihoods of rural and water. For instance, nomadic pastoralism is a critical communities, and coordinating rural development projects challenge in the education sector due to constant mobility within government and non-governmental organisations to and the scarcity of trained teachers willing to serve in rural prevent the duplication of efforts. villages (ESSP 2022-2026). According to the 2020 Somalil- and Health and Demographic Survey (SLHDS), rural women The new ministry has a five-year strategic plan (2023-2025), face acute problems in accessing healthcare. The SLHDS which outlines the implementation arrangements of its core shows that mothers from urban areas have better access responsibilities. In addition, the MoRD will apply national to qualified birth attendants than women living in rural and water, agriculture, employment, environmental, health, and nomadic areas. education policies and strategic plans, promoting integrat- ed approaches whenever this is likely to result in improved Due to the climate, water is very scarce in the country. efficiency, efficacy, and impact. Advances in information Nearly 60 percent of the rural population does not have technology, including extensive mobile networks with access to safe drinking water in Somaliland and daily internet access, community grazing reserves, commercial water consumption per person is well below international camel dairy production, increasing greenhouse produc- standards for healthy living. The water situation is further tion, and fodder, soil, and water conservation - as well as worsened by poor sustainable management and improper unsatiated demands for livestock and crop products - are operation and maintenance of water sources in rural areas opportunities for the new ministry to realize its mandate. (Water Sector Strategic Plan 2022–2024).
17.21 Rural Development: It is estimated that the country has 350,000 hectares of arable land, situated mainly in the northwestern plateau Challenges and Key Issues where farmers grow rain-fed sorghum, maize, sesame, wa- In the absence of a specific thematic focus, the MoRD termelon, and beans. Cash crops are grown in small plots collaborates with other public institutions and humanitar- along dry rivers. Crop production is constrained by multiple ian partners in addressing rural priorities and challenges, socioeconomic, biophysical, and technical factors. Access including: to quality water in sufficient quantities is the most signif- • Diversifying sources of income for the majority of icant determining factor of crop production. Other issues rural households, which overly depend on a single include poor land management, inappropriate technology, economic source, i.e., nomadic pastoralism or sub- inadequate support services (extension, early warning sys- sistent farming. tems, and credit), incoherent policies, poor infrastructure, • Promoting innovative “climate-smart” approaches in and limited value addition. rural development in the face of droughts and other climatic variables likely becoming more frequent and In both pastoral and agropastoral ecozones, the effect of prolonged. land degradation and extreme weather conditions cause • Community-led sustainable natural resource man- food insecurity and rural-urban drift. Cyclic droughts deci- agement to: mate a large percentage of livestock, cause crop failures, and displace rural households to IDP camps around the • Avoid unregulated land grabbing and conflicts main towns. Gender is generally considered a critical over territorial control and land demarcations. determinant of poverty and access to services. According • Combat the degradation of rangelands and to the 2015 Poverty Profile Report, female-headed house- farmlands, such as when indigenous plants are holds are more likely to be poor compared to male-headed replaced with unpalatable exotic species such households. as Prosopis juliflora and parthenium weeds. Consequently, scarce natural resources cause inter-clan • Preventing and mitigating desert locust infestation, and inter-familial disputes. To cope with the situation, rural and epidemic human and livestock diseases in the households rely on humanitarian responses, grab portions absence of adequate social services. of communal lands to conserve fodder, grow crops for food and fodder, and turn to tree cutting for charcoal production. 17.22 NDP III Outcomes and Priority The Somaliland population relies heavily on imported food Interventions and other essential commodities. Regular price increases Republic of Somaliland National Development Plan III 126 Outcome 9: Sustainable livelihoods of rural communities enhanced through integrated interventions to achieve food security. The Ministry of Rural Development will achieve this out- come through the following priority interventions: 1. Undertaking research on pull factors to urban cen- tres and assess rural non-farm (RNF) business oppor- tunities. MoRD will carry out rural community needs assessments for advocacy with relevant stakehold- ers, as well as investigating motives for pastoral and agro-pastoralist communities to move from rural to urban centres for better opportunities. 2. Enhancing adaptation capacities of pastoral commu- nities through livestock destocking and restocking programmes. MoRD will work with public institutions and development partners to promote programmes that, on the one hand, support culling weak animals that may not survive in droughts and, on the other hand, restocking when the situation is favourable. 3. Building agribusiness skills through training the youth to enhance the income generating capacity of rural households. In collaboration with SYDF, MoYS, and MESAF, the MoRD will promote youth entrepre- neurship skills in agribusiness value chains in agro- pastoral districts. 4. Promoting women’s entrepreneurship and access and control over resources in rural areas, through self-help groups and cooperatives. The MoRD will establish and strengthen the capacities of self-help groups to champion women’s entrepreneurship. 5. Designing and implementing climate adaptation and resilience interventions to strengthen rural commu- nities’ capacity and ability to anticipate, cope with, and recover from disasters and shocks. This includes increasing the awareness of rural communities about the risks of climate change and adaptation strategies through media programmes. 6. Investing in social protection initiatives for vulnera- ble groups, particularly women and girls, the elderly, PWDs and children in rural areas, in collaboration with MESAF. 7. In collaboration with the Ministry of Livestock and Fishery Development (MoLFD), conducting a study on sustainable systems of livestock production in the face of increasing climate variables that threaten the traditional pastoralist and agro-pastoralist liveli- hoods. 8. Establishing coordination platforms for public and non-public institutions on addressing the root causes of rural development issues. 9. Developing and enforcing policy and legal instru- ments that strengthen the rural development, recov- ery, and resilience building framework. 10. Carrying out an institutional capacity assessment. MoRD will address the institutional capacity gaps based on the assessment outcome. This includes as- sessing the need to increase the presence of MoRD in all regions through the establishment of regional offices. Republic of Somaliland National Development Plan III 127 CROSS - CUTTING THEMES SECTOR TOTAL (USD) 36,245,563
17.23 Cost Estimates per Outcome and MDA MINISTRY OF EMPLOYMENT, SOCIAL AFFAIRS AND FAMILY USD 7,444,300 MINISTRY OF YOUTH AND SPORTS USD 1,850,950 MINISTRY OF RURAL DEVELOPMENT USD 4,395,000 NATIONAL DISPLACEMENT AND REFUGEE AGENCY USD 10,256,665 SOMALILAND YOUTH DEVELOPMENT FUND USD 9,150,000 SOMALILAND NATIONAL AIDS COMMISSION USD 3,148,648 SDG NDP Outcome NDP Outcome Indicator Unit Baseline (2021)(*) Target (2026) COST ESTIMATE CCT-GEN - 1: Reduced gender disparities CCT-GEN - 1.A: Proportion of in social, economic, and political employees in the civil service that are outcomes due to strengthened gender- female. responsive services and systems. See GOV Outcome indicator: GOV - 1.A: Number of males/females in selected managerial positions. % 19.5% 30.0% SDG - 5 See EDU Outcome indicators: See for baseline and target value 2,629,800 Gender Parity Index for ECE, primary the Education RBM matrices education, secondary education, TVET, in the NDPIII MEAL supplement. and HEIs See EDU Outcome indicators: Proportion of teachers / instructors / See for baseline and target value lecturers that are female in primary the Education RBM matrices education, secondary education, TVET, in the NDPIII MEAL supplement. and HEIs. OUTCOME CCT-GEN - 1: Cost estimate per government instiution / MDA MESAF 2,629,800 CCT-PWD - 2: Barriers that exclude See EDU Outcome indicator: People with Disabilities (PWDs) are EDU-KG - 2.B: Proportion of SEN SDG - 16 challenged to ensure their inclusion and children that are attending Pre-primary participation in their communities. schools. % 0% 5% 246,500 OUTCOME CCT-PWD - 2: Cost estimate per government instiution / MDA MESAF 246,500 CCT-DAC - 3: Increased resilience of CCT-DAC - 3.A: Average completion IDPs, returnees, and refugees by ensuring rate of the Outcome's combined SDG - 16 equitable access to public services and operational benchmarks. % -- >80% 6,904,665 sustainable livelihoods. OUTCOME CCT-DAC - 3: Cost estimate per government instiution / MDA NDRA 6,904,665 CCT-DAC - 4: Longer lasting and more CCT-DAC - 4.A: Number of refugees No target. sustainable solutions have been found for and asylum seekers who have been Number of people -- To report displacement-affected communities. repatriated in the NDPIII period. SDG - 16 real data. 3,352,000 CCT-DAC - 4.B: Number of IDPs, No target. refugees and asylum seekers who have Number of people -- To report been resettled in Somaliland in the real data. NDPIII period. OUTCOME CCT-DAC - 4: Cost estimate per government instiution / MDA NDRA 3,352,000 CCT-CHR - 5: Relevant institutional, policy CCT-CHR - 5.A: Annual Children's and legal frameworks strengthened to Rights Task Force Report has been protect children's rights. submitted to the President's Office and 0% SDG - 16 released every year since 2025, and % of Task Force (Children's Rights shows substantial progress based on targets that have been Task Force to be 60% 4,568,000 targets and milestones as identified in achieved established) the approved Implementation Plan for the Children's Rights Act. OUTCOME CCT-CHR - 5: Cost estimate per government instiution / MDA MESAF 4,568,000 CCT-YOU - 6: Increased resilience and CCT-YOU - 6.A: Proportion of business socio-economic participation of ventures that were supported with grants Number of SDG - 8 Somaliland’s youth. or loans received from the public-private operational -- 50% 11,000,950 fund to promote youth business businesses initiatives that are operational. MoYS 1,850,950 OUTCOME CCT-YOU - 6: Cost estimate per government instiution / MDA SYF 9,150,000 CCT-HIV - 7: Reduced HIV/Aid incidence, See HEA outcome indicator: prevalence, and mortality by increasing HEA - 1.F1: Proportion of people living % of PLWHIV 65% 90% access to information and testing and with HIV that know their status. SDG - 3 treatment centres. 2,984,046 See HEA outcome indicator: HEA - 1.F2: Proportion of people % of PLWHIV 43% 90% diagnosed with HIV infection receiving ART OUTCOME CCT-HIV - 7: Cost estimate per government instiution / MDA SOLNAC 2,984,046 CCT-HIV - 8: Reduced HIV/AIDs-related CCT-HIV - 8.A1: Proportion of primary stigma and discrimination. schools that have received HIV/AIDS teaching material and are using it as % 0% 100% part of the curriculum. CCT-HIV - 8.A2: Proportion of secondary SDG - 16 schools that have received HIV/AIDS teaching material and are using it as % 0% 100% 164,602 part of the curriculum. CCT-HIV - 8.A3: Proportion of TVET centres and schools that have received HIV/AIDS teaching material and are % 0% 100% using it as part of the curriculum. OUTCOME CCT-HIV - 8: Cost estimate per government instiution / MDA SOLNAC 164,602 CCT-RUD - 9: CCT-RUD - 9.A: Average completion rate of the Outcome's combined SDG - 1 Republic of Somaliland National Development operational benchmarks. % Plan III - - >80% 128 4,395,000 centres and schools that have received HIV/AIDS teaching material and are % 0% 100% using it as part of the curriculum. OUTCOME CCT-HIV - 8: Cost estimate per government instiution / MDA SOLNAC 164,602 CCT-RUD - 9: CCT-RUD - 9.A: Average completion rate of the Outcome's combined SDG - 1 operational benchmarks. % -- >80% 4,395,000 OUTCOME CCT-RUD - 9: Cost estimate per government instiution / MDA MoRD 4,395,000 (*) The Outcome baseline value is from 2021, unless indicated otherwise Please note that each NDP III Sector Outcome has a separate detailed RBM Matrix, which specifies Critical Outputs and Operational Benchmarks. These are important for monitoring and can be found in Annex 1 of the NDP III MEAL Supplement. Republic of Somaliland National Development Plan III 129 Chapter 18 RESOURCE MOBILISATION STRATEGY
18.1 Introduction growth, a universal indicator of business growth, grew 124 percent in 2020. The support to this sector could be further This exercise analyses the myriad of financing available to strengthened. the country from different sources. It includes assessments on the public sector resources of tax and non-tax revenues, In Somaliland, non-bank financing is provided by microfi- financial sector support to the private sector, private sector nance institutions and mobile money financial services. flows, and Official Development Assistance (ODA) available Both are expanding in volume and value, contributing to to support the development of Somaliland. The key findings the rapid expansion of the digital financial space. and recommendations are relevant to the implementation of the National Development Plan III in terms of expected MFI’s assets, capital, and income continue to grow, reflect- financing sources and their magnitude, as well as reforms ing their vibrance. Total capital grew by 21 percent to US$ that are crucial to set the country on a high and sustainable 6.8 million in December 2019, up from US$5.7 million the growth path. previous year. MFIs registered growth in total assets rose from US$7.4 million in 2018 to US$9.4 million in 2019. Sim-
18.2 Overview of Somaliland’s ilarly, gross loans increased from US$6.0 million in 2018 to Finance Sector US$7.5 million in 2019. The financial system in Somaliland consists of four shariah compliant banks, 16 remittance companies, three micro- The Somaliland economy continues to be highly dollarised, finance institutions (MFIs), five insurance companies and which affects the ability of the Central Bank to fulfil its three mobile money service providers. The banks operate “lender of last resort” mandate. There is no inter-bank lend- on Islamic banking rules, mainly accepting deposits and ing (which can help provide additional liquidity), no national giving loans to the public. MFIs also provide Sharia-com- payment system to allow for a clearance house, and limited pliant financial services via loans to low-income segments international trade finance. According to the Somaliland of society. Mobile money operators allow businesses and Bankers Association, the percentage of unbanked people households to conduct transactions (mainly digital). Addi- is estimated at around 90 percent. tionally, through international money transfer agents, they offer remittance services.
18.3 Domestic Public Revenue Public finance reforms in both tax policy and administration Somaliland’s banking sector continues to grow, with assets over the years have yielded positive results, albeit margin- (mainly in US dollars) increasing by 64 percent between al. Domestic revenue increased from 6.3 percent of GDP in 2017 and December 2020, standing at US$290.6 million 2016 to 7.8 percent in 2020, below the tax-revenue target in total. Equally, bank deposits increased substantially from (a subset) of 13 percent in NDP II. This makes Somaliland US$120.4 million in 2017 to US$291.1 million in 2020. amongst the lowest performers in a comparable group of selected East Africa and Horn of Africa countries, as depict- Somaliland’s banks remain fully capitalized with a capital ed in Figure 16. adequacy ratio at 12.9 percent as of December 2020. This is above the Basel Committee recommended prudential International trade (customs) revenue is the major driving requirement of 10 percent. Furthermore, the sector remains force for domestic revenue mobilisation in Somaliland, highly liquid to support economic activities, with the ratio of comprising almost half of the government’s revenue in liquid assets to total assets being above 80 percent since 2020. While this figure shows the positive impacts of the 2017 and reaching a high of 90 percent in December 2020. development of the Berbera port, it also poses a risk due This is above the prudential requirement of a minimum of to the small revenue base. This figure is likely to increase 30 percent. when the Berbera Corridor is fully completed. Converse- ly, revenues from income taxes remains extremely low, The banks support to the economy has been steadily grow- accounting for only five percent of total revenues. Taxes ing over time. Gross loans as of December 2020 stood at on goods and services represent 18 percent of total reve- US$184.3 million, up from US$49.7 million at the end 2017, nues. As this tax affects almost all economic transactions marking a growth of 271 percent. Private sector credit in the country, it is clear there needs to be improvements to efficiency. Overall, domestic revenue mobilisation faces Figure 16: Tax revenue as a share of GDP, cross country comparison Source: World Bank Development Indicators Republic of Somaliland National Development Plan III 131 Table 14: UN Agencies disbursements across sectors and regions Source: Aid Flow Report 2019, MoPND Figure 17: Somaliland remittance inflow Source: Central Bank of Somaliland the primary constraints of a narrow tax base and lack of 18.5 Official Development automation to improve compliance. The varying capacities of different ministries to collect revenue continues to hin- Assistance der revenue collection and increases the non-tax revenue Somaliland, based on World Bank definitions, is categorized base, especially on government properties. as a low-income country. In most cases, these countries have social service (health and education) deficiencies and
18.4 Remittances infrastructure needs. The international community of devel- A significant portion of the population depends on re- opment partners raised funding, on behalf of the country, mittances, ranging from personal consumption to small to complement the government’s efforts. These funds flow business support. The Ministry of Foreign Affairs estimates from bilateral partners and multilateral agencies, as well that almost one million Somalilanders live abroad, most of as international non-governmental agencies (INGOs). A whom are working and sending remittances back home. It breakdown of disbursements by partner category is shown further estimates that over 300 micro, small, and medium in Table 13. enterprises in Hargeisa alone are financed by the diaspora. UN Agency Interventions Data from the Central Bank of Somaliland shows that in The total amount disbursed by UN agencies is estimated 2020 Somalilanders received US$1.3 billion (45 percent of at US$140,052,496 for the year 2018. The bulk of which GDP) in remittances. This constitutes a significant source went to the health sector, with WFP disbursing almost half of development finance for the country, and hence the po- of these funds. Interventions to support livelihood activities tential of remittances should be of paramount importance. in the production sector were the next highest recipient of the flows, followed by WASH and education. The FAO and UNICEF are also actively involved in the production, Table 13: Aid flow summary by partner category education, and WASH sectors. International NGOs The economic sector was the largest recipient of INGO funds in 2018, as opposed to the health sector in the pre- vious year. This trend seems to be in line with the priority intervention areas of UN agencies. Figure 18 shows the distribution of INGO funds per sector Republic of Somaliland National Development Plan III 132 Figure 18: INGO disbursement by sector Presently, Somaliland is only benefiting from the GEF, with UNDP as the implementing partner, on the programme “Support for Integrated Water Resources Management to Ensure Water Access and Disaster Reduction for Pastoral- ists”. Given Somaliland’s vulnerability to climate-related risk such as droughts, there is potentially abundant funding which the country can access. Below, we present data on climate finance in sub-Saharan Africa through multilateral agencies, with a view to highlighting untapped sources. Figure 19 shows the magnitude of projects approved for sub-Saharan African countries between 2018 and 2020. The GCF, the Least Developed Countries Fund, and the
18.6 Climate Finance Adaptation Fund are the ones with the largest support to There are a variety of different channels for climate fi- the region. The projects, however, are mostly implemented nance. These range from bilateral and multilateral channels through UN agencies, with very few projects directly exe- to funds such as the Green Climate Fund (GCF) and the cuted by the government. Global Environment Facility (GEF). This also includes other private and public investment funds and specific loans by 18.7 Future Trends in Development multilateral development banks and international financial Financing for NDP III Institutions (IFIs). The role of the private sector in climate Based on the performance of the economy and its rela- finance is expected to grow in the coming years, including tionship with financing sources, this section projects the from sources such as philanthropies and regional funds. flow of finance across the economy to support the devel- opment of the economy for the next five years under “a There are broad objectives for each funding source, but business-as-usual” scenario. A summary of the forecasting they largely fall within the climate change objectives of ad- technique used for all the variables is provided. However, aptation, mitigation, capacity building, and reducing emis- forecasting is largely constrained by a lack of data. The sions from deforestation and forest degradation (REDD). forecasts in Table 16 show moderate improvements in total financing available under existing scenarios. Worryingly, Table 15: Financing sources and forecasting methods Figure 19: Multilateral climate fund approved projects Source: Climate Change Update Republic of Somaliland National Development Plan III 133 Table 16: Development finance projections, 2023-2027 (USD) the domestic revenues as a percentage GDP will still be 18.10 Strategies for Closing the under 10 percent by 2027. With limited domestic financing, the government will continue to be under-resourced to pro- Funding Gap vide the basic social services. Therefore, ODA is projected to marginally increase during this period as the country Banking Sector Support to Investment requires a steady flow of funds from partners. In total, it The banking sector shows an average of more than an 80 is anticipated that development finance will reach US$2.6 percent liquidity ratio against the standard of at least 30 billion by 2027. percent, as required by the Basel Committee prudential re- quirements. In contrast, access to finance continues to be
18.8 NDP III Costing a challenge for the private sector, more so for women. The Table 17 shows the estimated cost of all interventions for government should incentivise bank lending to support NDP III. The total costs of priority interventions linked to private sector growth and more access for women. NDP III outcomes were estimated by sector experts. The cost estimates by all MDAs under a sector were then com- Often, the banking sector serves as a source of financing to bined to constitute the total cost estimate of the sector. both the private sector and the government through money The estimated total cost for NDP III is US$ 2,576,140,274. markets. With a high level of liquidity, there is a need for Of these, infrastructure constitutes the highest share (36.78 the necessary reforms to establish such a market in the percent of the total cost), followed by health (14.87 percent) economy. Asset quality supervision should be improved, and education (12.95 percent). The interventions, in value, especially around non-performing loans, ranging from their are almost equally split between recurrent expenditures estimation to provision. There is a need to strengthen the and development expenditures, as shown in the Table 18 Central Bank to address this risk. (the latter is slightly higher at 54.48 percent). As depicted in Table 18, the plan frontloads most of the development There is currently no securities market in Somaliland. To a expenditures between 2024-2026. large extent, this is attributable to the lack of conventional commercial banking activity. The government, firms, and
18.9 Financing Gap Analysis households do not have access to trading in financial assets. The ability of governments to raise money from As mentioned previously, domestic revenues are anticipat- the domestic economy is fundamental to addressing the li- ed to grow, but potentially may still be below 10 percent quidity constraints for financing much-needed investments. of total government revenues. ODA is expected to mar- This is of the utmost importance, in view of the limited ginally increase, based on forecasts from previous trends. access to financing from multilateral financial institutions. Nonetheless, the financing gap analysis reveals interesting Introducing Islamic money markets is an opportunity to tap trends. into the vast network of possible diaspora financing for the governments’ development agenda by investing in domes- Due to a lack of sufficient data, committed resources from tic financial assets. development partners could not be quantified and the financing gap analysis is presented in two scenarios: Domestic Resource Mobilisation • Scenario one: With donor inflows marginally increas- The Addis Ababa Accord on financing for development ing from previous years, this means only two of the affirms the commitment of African governments to improve five years of the NDP III will have a financing gap. domestic resource mobilisation as a core component of However, this requires a high level of coordination development finance. It is believed that domestic public and alignment between development partners and resources are a more stable and sustainable source of the government. income. To this end, domestic revenue as a proportion • Scenario two: Assuming normal domestic resource of GDP continues to lag in Somaliland compared to the flows and poor coordination and non-alignment from sub-region, where it is recommended a rate of tax revenue partners, there will be a financing deficit in all five to GDP be at least 14 percent. years of NDP III, totalling US$1.04 billion. To address this issue and expand domestic resources, the following reforms will be undertaken as part of the PFM Strategy supported by the recently approved World Bank Project on Enhancing Public Resource Management. • Expanding the narrow tax base to reduce vulnerabili- ties to the economy from external factors. Republic of Somaliland National Development Plan III 134 Table 17: Total NDP III intervention cost by sector Table 18: Expenditure type, 2023-2027 • Prioritising automation for customs and inland rev- Affairs and International Cooperation (MoFAIC), there are at enue mobilisation, as iterated in the PFM Strategy, least 300 Somaliland diaspora businesses run in Hargeisa with the long-term goal of establishing the Somalil- alone. Without an expanded export base, remittance flows and Revenue Authority to increase efficiency and will be necessary to keep the trade balance on a sustain- compliance. able path. • Modifying the capital gains tax payment regime. The Climate Funds current system negatively impacts compliance. There are very limited flows of climate funds into Somaliland • Introducing frequent telecommunications tax audits through multilateral agencies. As mentioned previously, the to improve compliance. This should be addressed bulk of these funds in the region are channelled through either through the upcoming public finance reform UN agencies. A climate finance prospectus of projects will or led by an outside firm. be detailed for engagement with the UN agencies operat- ing in the country for possible resource mobilisation. The • Applying the recommended WHO tax regime on agencies have the capacity and trust of the fund managers tobacco and other stimulants. This would combine a to easily attract more funding. Bilateral and multilateral specific excise tax and an ad valorem tax. investments, such as in renewable energy, should be pri- oritised based on ease of access. A properly positioned Foreign Direct Investment private sector could also benefit from the myriad of oppor- As Somaliland still doesn’t have a system of national ac- tunities for sustainable technologies, infrastructure, and counts, there is no data on the flow of Foreign Direct In- practices. These range from private investors and devel- vestment (FDI) into the country. There should be deliberate opment finance institutions (DFIs) and multilaterals such as efforts to measure such a variable as it indicates both the the African Development Bank (AfDB) and the World Bank’s flow of much needed foreign currency and investor confi- International Finance Corporation (IFC). Given Somaliland’s dence in the economy. vulnerability to climate related risks such as droughts, the potential to access such funds is high. Table 20 shows an The Berbera Port Concession is a prime example of the overview of climate funding implementing agencies. transformative impact FDI could play in an economy by creating more jobs and revenue for the government. Each of these funding sources have different priorities. Overall, the Global Climate Fund (GCF), the Least Devel- Increased FDI flows could potentially support stand-alone opment Countries Fund (LDCF), and the Adaption Fund investments and or public-private partnerships. There is a (AF) are mainly focused on disaster risk reduction and need to establish an Investment Promotion Agency for both prevention, agriculture, environmental policy, water supply tourism promotion and export and investment promotions, and water policy, and rural development. To access these which is common for countries in sub-Saharan Africa. funds it will be important to learn from these experiences Remittances across the continent. There will be clear policies to encourage the diaspora’s continued participation in the economy, including attract- There are other actors in the region supporting private ing diaspora financing. According to the Ministry of Foreign sector development in general who are also active on Republic of Somaliland National Development Plan III 135 Table 19: Overall revenues vs. expenditures sustainable investments in-line with climate change objec- to the objectives of the NDP III. tives, coming from partner countries of Somaliland. These include: The second table, “Sectors by expenditure type”, breaks • The Nordic Development Fund (NDF), which is the down the expenditure needs for all sectors into recurrent joint Nordic international finance institution focusing and development expenditures. on the nexus between climate change and devel- The third table, “Expected sources of financing by sector”, opment. Presently, they extend loans in the Somali presents the expected financing sources of all planned ex- region through Shuraako and Oxfam. penditures for the NDP III period. These consist of govern- • The oldest DFI is the UK’s British International In- ment financing, a combination of government and partner vestment (formally CDC Group). It presently has a contributions, and fully external financing. US$7.1 billion portfolio consisting of 681 businesses, of which 410 are in Africa, with an average annual The final table, “Sector budgets by MDA”, shows sectors return of 6.1 percent. aligned with relevant MDAs and their expected financing needs during the NDP III period. • FMO is a Dutch development bank structured as a bilateral private-sector international financial institution based in the Hague, Netherlands. FMO Table 20: Multilateral climate funding implementing agencies manages funds for the Ministries of Foreign Affairs and Economic Affairs of the Dutch government to maximize the development impact of private sector investments • IFU is a DFI owned by the Government of Denmark. IFU is a self-governing, state-owned fund, whose objective is to promote economic and social devel- opment in developing countries. • The European Investment Bank (EIB) is the lending arm of the European Union. It is one of the biggest multilateral financial institutions in the world and one of the largest providers of climate finance. • Proparco is a subsidiary of Agence Française de Développement (AFD) and focused on private sector development. It has been promoting sustainable economic, social, and environmental development practices for over 40 years. Somaliland has the opportunity for regulatory reforms to enable the private sector to partner with European counter- parts to access much needed funding from these sources.
18.11 Additional Tables on Financing The four additional tables on the following pages present the financing dynamics and requirements of all sectors in Somaliland. The first table, “Overall revenues vs. expendi- tures”, presents the financing gap analysis for all sectors in two ways. First is an analysis of factors using only an- ticipated domestic resource flows in the sector, based on historical budget allocations. A second scenario is also presented where official development assistance (ODA) is factored in as an inflow into the sector. This shows the po- tential benefits of improving aid coordination to align ODA Republic of Somaliland National Development Plan III 136 Overall revenues vs. expenditures 2023 2024 2025 2026 2027 Total 2023-2027 Total Projected Resources (Revenue) 511,872,041 530,175,298 542,634,417 557,080,587 570,442,784 2,712,205,125 Domestic Revenue (Total) 251,338,367 269,793,347 282,555,199 294,925,016 308,710,212 1,407,322,142 INFRASTRUCTURE 19,425,456 20,851,805 21,838,144 22,794,183 23,859,615 108,769,203 HEALTH 10,612,861 11,392,130 11,931,004 12,453,324 13,035,409 59,424,728 EDUCATION 15,137,684 16,249,196 17,017,821 17,762,834 18,593,093 84,760,630 PRODUCTION 7,421,349 7,966,276 8,343,099 8,708,347 9,115,387 41,554,457 WATER, SANITATION AND HYGIENE 13,800,678 14,814,018 15,514,756 16,193,967 16,950,895 77,274,314 GOVERNANCE 19,522,453 20,955,925 21,947,189 22,908,002 23,978,753 109,312,320 SECURITY 11,848,334 12,718,320 13,319,926 13,903,051 14,552,899 66,342,531 ENERGY AND EXTRACTIVES 2,021,311 2,169,730 2,272,363 2,371,844 2,482,707 11,317,955 ENVIRONMENT 1,837,999 1,972,958 2,066,283 2,156,742 2,257,551 10,291,534 ECONOMY 15,893,739 17,060,766 17,867,780 18,650,003 19,521,729 88,994,016 OTHERS (Social Protection, Cross Cutting, others) 7,384,099 7,926,290 8,301,222 8,664,636 9,069,633 41,345,880 JUDICIARY 763,219 819,260 858,013 895,575 937,436 4,273,504 Projected Official Development Assistance 260,533,673 260,381,951 260,079,218 262,155,570 261,732,571 1,304,882,983 INFRASTRUCTURE 9,317,607 9,312,181 9,301,354 9,375,612 9,360,484 46,667,238 HEALTH 104,586,568 104,525,662 104,404,135 105,237,650 105,067,844 523,821,859 EDUCATION 27,464,489 27,448,495 27,416,582 27,635,463 27,590,872 137,555,900 PRODUCTION 16,385,443 16,375,900 16,356,861 16,487,447 16,460,843 82,066,494 WATER, SANITATION AND HYGIENE 16,576,360 16,566,706 16,547,445 16,679,552 16,652,639 83,022,703 GOVERNANCE 13,817,151 13,809,104 13,793,049 13,903,166 13,880,733 69,203,203 SECURITY 0 0 0 0 0 0 ENERGY AND EXTRACTIVES 6,048,960 6,045,438 6,038,409 6,086,617 6,076,796 30,296,221 ENVIRONMENT 9,158,347 9,153,014 9,142,372 9,215,360 9,200,491 45,869,584 ECONOMY 29,374,635 29,357,529 29,323,396 29,557,501 29,509,809 147,122,870 OTHERS (Social Protection, Cross Cutting, others) 27,804,114 27,787,922 27,755,614 27,977,202 27,932,060 139,256,912 JUDICIARY 0 0 0 0 0 0 Total Expenditures 348,578,677 630,187,604 576,277,521 554,663,992 466,432,481 2,576,140,274 Development 178,498,623 320,905,532 354,940,101 321,563,298 227,669,432 1,403,576,986 INFRASTRUCTURE 102,350,000 226,170,000 240,940,000 210,430,000 120,930,000 900,820,000 HEALTH 5,630,661 6,575,543 7,155,456 7,738,522 8,410,785 35,510,968 EDUCATION 14,610,908 15,334,123 19,031,160 17,999,618 17,724,487 84,700,296 PRODUCTION 15,080,000 19,205,000 19,826,000 19,515,000 17,920,000 91,546,000 WATER, SANITATION AND HYGIENE 30,775,402 30,593,548 32,130,000 32,180,000 31,130,000 156,808,950 GOVERNANCE 621,235 6,601,836 10,391,636 7,294,235 2,821,235 27,730,177 SECURITY 2,450,000 5,005,500 3,985,500 4,132,500 1,887,500 17,461,000 ENERGY AND EXTRACTIVES 790,000 3,990,000 13,990,000 14,990,000 19,990,000 53,750,000 ENVIRONMENT 520,000 1,380,002 1,430,004 1,230,006 1,280,008 5,840,020 ECONOMY 150,000 450,000 450,000 450,000 50,000 1,550,000 OTHERS (Social Protection, Cross Cutting, others) 20,417 99,980 110,345 103,417 25,417 359,575 JUDICIARY 5,500,000 5,500,000 5,500,000 5,500,000 5,500,000 27,500,000 Recurrent 170,080,054 309,282,072 221,337,419 233,100,694 238,763,049 1,172,563,289 Personnal emoluments (staff Cost) 125,669,184 134,896,673 141,277,600 147,462,508 154,355,106 703,661,071 INFRASTRUCTURE 11,258,500 9,788,000 9,075,000 8,572,000 7,957,500 46,651,000 HEALTH 55,110,017 64,358,042 70,033,931 75,740,682 82,320,448 347,563,121 EDUCATION 42,804,940 46,443,890 51,216,787 52,704,714 55,690,526 248,860,857 PRODUCTION 14,680,041 17,620,001 13,103,001 14,064,001 13,953,001 73,420,045 WATER, SANITATION AND HYGIENE 2,429,660 2,135,614 1,738,526 5,724,000 1,424,000 13,451,800 GOVERNANCE 18,532,585 33,068,489 27,045,619 26,375,105 24,660,124 129,681,922 SECURITY 802,000 2,412,000 2,747,000 1,929,000 2,019,000 9,909,000 ENERGY AND EXTRACTIVES 0 96,240,000 1,300,000 3,800,000 3,800,003 105,140,003 ENVIRONMENT 1,549,000 6,635,004 7,355,010 6,545,016 8,290,022 30,374,052 ECONOMY 7,033,000 10,291,000 10,734,000 11,067,000 11,543,000 50,668,000 OTHERS (Social Protection, Cross Cutting, others) 7,880,311 12,290,032 18,988,545 18,579,176 19,105,424 76,843,489 JUDICIARY 8,000,000 8,000,000 8,000,000 8,000,000 8,000,000 40,000,000 Gap Analysis (Revenue without Salaries vs. Expenditures) -222,909,493 -495,290,931 -434,999,921 -407,201,484 -312,077,374 -1,872,479,203 INFRASTRUCTURE -94,183,044 -215,106,195 -228,176,856 -196,207,817 -105,027,885 -838,701,797 HEALTH -50,127,817 -59,541,456 -65,258,383 -71,025,881 -77,695,824 -323,649,361 EDUCATION -42,278,164 -45,528,817 -53,230,126 -52,941,498 -54,821,920 -248,800,523 PRODUCTION -22,338,692 -28,858,725 -24,585,902 -24,870,654 -22,757,614 -123,411,588 WATER, SANITATION AND HYGIENE -19,404,384 -17,915,144 -18,353,770 -21,710,033 -15,603,105 -92,986,436 GOVERNANCE 368,633 -18,714,400 -15,490,066 -10,761,338 -3,502,607 -48,099,779 SECURITY 8,596,334 5,300,820 6,587,426 7,841,551 10,646,399 38,972,531 ENERGY AND EXTRACTIVES 1,231,311 -98,060,270 -13,017,637 -16,418,156 -21,307,296 -147,572,048 ENVIRONMENT -231,001 -6,042,048 -6,718,731 -5,618,280 -7,312,479 -25,922,538 ECONOMY 8,710,739 6,319,766 6,683,780 7,133,003 7,928,729 36,776,016 OTHERS (Social Protection, Cross Cutting, others) -516,629 -4,463,722 -10,797,669 -10,017,957 -10,061,208 -35,857,183 JUDICIARY -12,736,781 -12,680,740 -12,641,987 -12,604,425 -12,562,564 -63,226,496 Fin Gap( with ODA) -222,909,493 -495,290,931 -434,999,921 -407,201,484 -312,077,374 -1,872,479,203 INFRASTRUCTURE -84,865,437 -205,794,014 -218,875,502 -186,832,205 -95,667,402 -792,034,559 HEALTH 54,458,751 44,984,206 39,145,752 34,211,769 27,372,020 200,172,498 EDUCATION -14,813,675 -18,080,322 -25,813,544 -25,306,035 -27,231,048 -111,244,623 PRODUCTION -5,953,249 -12,482,825 -8,229,041 -8,383,208 -6,296,771 -41,345,094 WATER, SANITATION AND HYGIENE -2,828,024 -1,348,437 -1,806,325 -5,030,481 1,049,534 -9,963,734 GOVERNANCE 14,185,783 -4,905,296 -1,697,018 3,141,828 10,378,126 21,103,424 SECURITY 8,596,334 5,300,820 6,587,426 7,841,551 10,646,399 38,972,531 ENERGY AND EXTRACTIVES 7,280,272 -92,014,832 -6,979,228 -10,331,539 -15,230,500 -117,275,827 ENVIRONMENT 8,927,346 3,110,965 2,423,641 3,597,080 1,888,012 19,947,045 ECONOMY 38,085,374 35,677,295 36,007,176 36,690,504 37,438,538 183,898,886 OTHERS (Social Protection, Cross Cutting, others) 27,287,485 23,324,200 16,957,945 17,959,246 17,870,852 103,399,728 JUDICIARY -12,736,781 -12,680,740 -12,641,987 -12,604,425 -12,562,564 -63,226,496 Republic of Somaliland National Development Plan III 137 Sectors by expenditure type Values Expenditure Type Sector Name Sum of 2023 Estimated Sum of 2024 Estimated Sum of 2025 Estimated Sum of 2026 Estimated Sum of 2027 Estimated Sum of Total Budget 2023- Sum of Total Budget 2023- Budget Budget Budget Budget Budget 2027 calc 2027 calc2 Recurrent HEALTH 64,358,042 70,033,931 75,740,682 82,320,448 55,110,017 347,563,121 13.49% EDUCATION 46,443,890 51,216,787 52,704,714 55,690,526 42,804,940 248,860,857 9.66% GOVERNANCE 35,480,489 29,792,619 28,304,105 26,679,124 19,334,585 139,590,922 5.42% ENERGY AND EXTRACTIVES 96,240,000 1,300,000 3,800,000 3,800,003 0 105,140,003 4.08% PRODUCTION 17,620,001 13,103,001 14,064,001 13,953,001 14,680,041 73,420,045 2.85% ECONOMY 10,291,000 10,734,000 11,067,000 11,543,000 7,033,000 50,668,000 1.97% INFRASTRUCTURE 9,788,000 9,075,000 8,572,000 7,957,500 11,258,500 46,651,000 1.81% SOCIAL PROTECTION 5,429,351 13,154,153 12,741,156 13,048,159 681,000 45,053,819 1.75% JUDICIARY 8,000,000 8,000,000 8,000,000 8,000,000 8,000,000 40,000,000 1.55% CROSS-CUTTING 6,860,681 5,834,392 5,838,020 6,057,265 7,199,311 31,789,670 1.23% ENVIRONMENT 6,635,004 7,355,010 6,545,016 8,290,022 1,549,000 30,374,052 1.18% WATER, SANITATION AND HYGIENE 2,135,614 1,738,526 5,724,000 1,424,000 2,429,660 13,451,800 0.52% Recurrent Total 309,282,072 221,337,419 233,100,694 238,763,049 170,080,054 1,172,563,289 45.52% Development INFRASTRUCTURE 226,170,000 240,940,000 210,430,000 120,930,000 102,350,000 900,820,000 34.97% WATER, SANITATION AND HYGIENE 30,593,548 32,130,000 32,180,000 31,130,000 30,775,402 156,808,950 6.09% PRODUCTION 19,205,000 19,826,000 19,515,000 17,920,000 15,080,000 91,546,000 3.55% EDUCATION 15,334,123 19,031,160 17,999,618 17,724,487 14,610,908 84,700,296 3.29% ENERGY AND EXTRACTIVES 3,990,000 13,990,000 14,990,000 19,990,000 790,000 53,750,000 2.09% GOVERNANCE 11,607,336 14,377,136 11,426,735 4,708,735 3,071,235 45,191,177 1.75% HEALTH 6,575,543 7,155,456 7,738,522 8,410,785 5,630,661 35,510,968 1.38% JUDICIARY 5,500,000 5,500,000 5,500,000 5,500,000 5,500,000 27,500,000 1.07% ENVIRONMENT 1,380,002 1,430,004 1,230,006 1,280,008 520,000 5,840,020 0.23% ECONOMY 450,000 450,000 450,000 50,000 150,000 1,550,000 0.06% Republic of Somaliland National Development Plan III CROSS-CUTTING 58,980 85,345 103,417 25,417 20,417 293,575 0.01% SOCIAL PROTECTION 41,000 25,000 0 0 0 66,000 0.00% Development Total 320,905,532 354,940,101 321,563,298 227,669,432 178,498,623 1,403,576,986 54.48% Grand Total 630,187,604 576,277,521 554,663,992 466,432,481 348,578,677 2,576,140,274 100.00% 138 Expected sources of financing by sector Values Sources of Funding Sum of 2023 Sum of 2024 Sum of 2025 Sum of 2026 Sum of 2027 Sum of Total Sum of Total Sum of Sum of Sum of Sum of Sum of 2027 Estimated Estimated Estimated Estimated Estimated Budget 2023- Budget 2023- 2023 2024 2025 2026 Estimated Budget Budget Budget Budget Budget 2027 calc 2027 Estimated Estimated Estimated Estimated Budget2 Sector Name Budget2 Budget2 Budget2 Budget2 INFRASTRUCTURE Government of Somaliland 20,780,000 18,634,000 18,008,000 16,975,000 6,816,000 81,213,000 8.57% 8.81% 7.45% 8.22% 13.17% 6.00% Both 138,078,000 142,831,000 112,494,000 69,412,500 52,642,500 515,458,000 54.40% 58.52% 57.13% 51.37% 53.86% 46.34% External Funding 77,100,000 88,550,000 88,500,000 42,500,000 54,150,000 350,800,000 37.02% 32.68% 35.42% 40.41% 32.97% 47.66% INFRASTRUCTURE Total 235,958,000 250,015,000 219,002,000 128,887,500 113,608,500 947,471,000 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% HEALTH Government of Somaliland 1,578,272 1,717,464 1,857,412 2,018,770 1,351,480 8,523,398 2.23% 2.23% 2.23% 2.23% 2.23% 2.23% Both 63,538,759 69,142,394 74,776,498 81,272,502 54,408,462 343,138,615 89.58% 89.58% 89.58% 89.58% 89.58% 89.58% External Funding 5,816,554 6,329,530 6,845,295 7,439,961 4,980,736 31,412,075 8.20% 8.20% 8.20% 8.20% 8.20% 8.20% HEALTH Total 70,933,586 77,189,387 83,479,205 90,731,233 60,740,678 383,074,089 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% EDUCATION Government of Somaliland 906,111 521,111 469,111 381,111 87,000 2,364,444 0.71% 1.47% 0.74% 0.66% 0.52% 0.15% Both 59,699,902 68,804,836 69,358,221 72,196,902 57,328,848 327,388,709 98.15% 96.64% 97.95% 98.10% 98.34% 99.85% External Funding 1,172,000 922,000 877,000 837,000 0 3,808,000 1.14% 1.90% 1.31% 1.24% 1.14% 0.00% EDUCATION Total 61,778,013 70,247,947 70,704,332 73,415,013 57,415,848 333,561,153 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% GOVERNANCE Government of Somaliland 21,271,089 21,461,643 20,285,433 18,440,308 16,366,485 97,824,958 52.94% 45.17% 48.59% 51.06% 58.75% 73.05% Both 20,216,736 19,953,112 16,701,907 9,651,051 3,792,735 70,315,541 38.05% 42.93% 45.17% 42.04% 30.75% 16.93% External Funding 5,600,000 2,755,000 2,743,500 3,296,500 2,246,600 16,641,600 9.01% 11.89% 6.24% 6.91% 10.50% 10.03% Armed Forces Pension Fund (held by SL Government) 0 0 0 0 0 0 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% GOVERNANCE Total 47,087,825 44,169,755 39,730,840 31,387,859 22,405,820 184,782,099 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% WATER, SANITATION AND HYGIENE Government of Somaliland 1,974,000 624,000 1,424,000 1,324,000 2,224,000 7,570,000 4.45% 6.03% 1.84% 3.76% 4.07% 6.70% Both 28,930,000 30,180,000 33,480,000 28,230,000 28,930,000 149,750,000 87.95% 88.39% 89.11% 88.33% 86.72% 87.13% External Funding 1,825,162 3,064,526 3,000,000 3,000,000 2,051,062 12,940,750 7.60% 5.58% 9.05% 7.91% 9.22% 6.18% WATER, SANITATION AND HYGIENE Total 32,729,162 33,868,526 37,904,000 32,554,000 33,205,062 170,260,750 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% PRODUCTION Government of Somaliland 1,395,000 1,240,000 1,140,000 985,000 565,000 5,325,000 3.23% 3.79% 3.77% 3.39% 3.09% 1.90% Both 24,400,001 21,139,001 22,439,001 23,038,001 23,015,041 114,031,045 69.12% 66.26% 64.20% 66.82% 72.28% 77.34% Government and International NGO 11,030,000 10,550,000 10,000,000 7,850,000 6,180,000 45,610,000 27.65% 29.95% 32.04% 29.78% 24.63% 20.77% PRODUCTION Total 36,825,001 32,929,001 33,579,001 31,873,001 29,760,041 164,966,045 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% ENERGY AND EXTRACTIVES Government of Somaliland 640,000 640,000 640,000 640,000 640,000 3,200,000 2.01% 0.64% 4.19% 3.41% 2.69% 81.01% Both 240,000 600,000 600,000 600,000 0 2,040,000 1.28% 0.24% 3.92% 3.19% 2.52% 0.00% External Funding 99,350,000 14,050,000 17,550,000 22,550,003 150,000 153,650,003 96.70% 99.12% 91.89% 93.40% 94.79% 18.99% ENERGY AND EXTRACTIVES Total 100,230,000 15,290,000 18,790,000 23,790,003 790,000 158,890,003 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% JUDICIARY Both 13,500,000 13,500,000 13,500,000 13,500,000 13,500,000 67,500,000 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% JUDICIARY Total 13,500,000 13,500,000 13,500,000 13,500,000 13,500,000 67,500,000 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% ECONOMY Government of Somaliland 6,526,000 6,601,000 6,636,000 6,220,000 3,492,000 29,475,000 56.45% 60.76% 59.02% 57.62% 53.65% 48.61% Republic of Somaliland National Development Plan III Both 1,655,000 1,953,000 2,286,000 2,623,000 1,296,000 9,813,000 18.79% 15.41% 17.46% 19.85% 22.63% 18.04% External Funding 2,560,000 2,630,000 2,595,000 2,750,000 2,395,000 12,930,000 24.76% 23.83% 23.52% 22.53% 23.72% 33.34% ECONOMY Total 10,741,000 11,184,000 11,517,000 11,593,000 7,183,000 52,218,000 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% SOCIAL PROTECTION Both 5,265,351 13,154,153 12,741,156 13,048,159 658,000 44,866,819 99.44% 96.25% 99.81% 100.00% 100.00% 96.62% External Funding 205,000 25,000 0 0 23,000 253,000 0.56% 3.75% 0.19% 0.00% 0.00% 3.38% SOCIAL PROTECTION Total 5,470,351 13,179,153 12,741,156 13,048,159 681,000 45,119,819 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% ENVIRONMENT Government of Somaliland 1,065,000 1,115,000 1,045,000 2,075,000 0 5,300,000 14.64% 13.29% 12.69% 13.44% 21.68% 0.00% Both 6,950,006 7,670,014 6,730,022 7,495,030 2,069,000 30,914,072 85.36% 86.71% 87.31% 86.56% 78.32% 100.00% ENVIRONMENT Total 8,015,006 8,785,014 7,775,022 9,570,030 2,069,000 36,214,072 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% CROSS-CUTTING Government of Somaliland 387,500 248,000 225,500 130,000 45,000 1,036,000 3.23% 5.60% 4.19% 3.80% 2.14% 0.62% Both 3,601,300 3,254,400 3,012,150 3,564,500 3,187,257 16,619,607 51.80% 52.04% 54.98% 50.70% 58.60% 44.15% External Funding 1,428,912 1,295,912 1,274,912 1,180,912 1,291,072 6,471,720 20.17% 20.65% 21.89% 21.46% 19.41% 17.88% (blank) 400,000 0 50,000 0 0 450,000 1.40% 5.78% 0.00% 0.84% 0.00% 0.00% Somaliland Government/Suporting Partiners 781,949 741,426 1,038,875 1,097,270 586,399 4,245,917 13.23% 11.30% 12.52% 17.49% 18.04% 8.12% Development partners 320,000 380,000 340,000 110,000 2,110,000 3,260,000 10.16% 4.62% 6.42% 5.72% 1.81% 29.23% CROSS-CUTTING Total 6,919,661 5,919,738 5,941,437 6,082,682 7,219,728 32,083,244 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% Grand Total 630,187,604 576,277,521 554,663,992 466,432,481 348,578,677 2,576,140,274 139 Sector budgets by MDA Institution Name (MDA) Sector Name Sum of 2023 Sum of 2024 Sum of 2025 Sum of 2026 Sum of 2027 Sum of Total Sum of Total Estimated Estimated Estimated Estimated Estimated Budget 2023- Budget 2023- Budget Budget Budget Budget Budget 2027 calc 2027 calc2 Road Development Agency INFRASTRUCTURE 91,400,000 194,500,000 216,000,000 195,000,000 107,500,000 804,400,000 31.23% Ministry of Health HEALTH 60,740,678 70,933,586 77,189,387 83,479,205 90,731,233 383,074,089 14.87% Ministry of Education EDUCATION 55,053,848 58,824,902 68,049,836 68,613,221 71,616,902 322,158,709 12.51% Ministry of Energy and Minerals ENERGY AND EXTRACTIVES 790,000 100,230,000 15,290,000 18,790,000 23,790,003 158,890,003 6.17% MoWRD WATER, SANITATION AND HYGIENE 31,154,000 30,904,000 30,804,000 34,904,000 29,554,000 157,320,000 6.11% MoLFD-Livestock PRODUCTION 19,660,040 26,115,000 21,633,000 21,996,000 19,858,000 109,262,040 4.24% MINISTRY OF PUBLIC WORKS, LAND AND HOUSING INFRASTRUCTURE 365,000 17,055,000 16,975,000 16,965,000 16,925,000 68,285,000 2.65% Supreme Court JUDICIARY 13,500,000 13,500,000 13,500,000 13,500,000 13,500,000 67,500,000 2.62% MINISTRY OF INTERIOR GOVERNANCE 10,940,000 13,568,500 13,855,625 14,604,606 14,393,620 67,362,351 2.61% Civil Aviation and Airport Authority INFRASTRUCTURE 19,100,000 18,500,000 11,500,000 2,000,000 0 51,100,000 1.98% MESAF SOCIAL PROTECTION 681,000 5,470,351 13,179,153 12,741,156 13,048,159 45,119,819 1.75% MoLFD-Fisheries PRODUCTION 5,620,001 5,655,001 5,656,001 5,655,001 5,660,001 28,246,005 1.10% Ministy of Agriculture Development PRODUCTION 4,480,000 5,055,000 5,640,000 5,928,000 6,355,000 27,458,000 1.07% Ministry of Planning and National Development GOVERNANCE 672,100 10,865,000 5,645,000 4,335,000 4,110,000 25,627,100 0.99% Ministry of Environment ENVIRONMENT 2,039,000 5,195,006 6,005,014 5,485,022 6,530,030 25,254,072 0.98% Ministry of ICT INFRASTRUCTURE 2,202,500 5,596,000 5,370,000 5,037,000 4,462,500 22,668,000 0.88% Bank of Somaliland ECONOMY 1,301,000 3,981,000 3,981,000 3,981,000 3,981,000 17,225,000 0.67% MINISTRY OF FOREIGN RELATION AND INTERNATIONAL COOPERATIONGOVERNANCE 2,605,000 4,465,001 4,605,002 2,705,003 2,405,004 16,785,010 0.65% Ministry of Finance Development ECONOMY 3,300,000 3,300,000 3,300,000 3,300,000 3,300,000 16,500,000 0.64% Hargeisa Water Agency WATER, SANITATION AND HYGIENE 2,051,062 1,825,162 3,064,526 3,000,000 3,000,000 12,940,750 0.50% Ministry of Justice Somaliland GOVERNANCE 360,000 4,340,000 3,460,000 3,150,000 1,270,000 12,580,000 0.49% National Displacement and Refugee Agency CROSS-CUTTING 2,945,929 2,501,912 2,339,912 2,265,912 2,189,912 12,243,577 0.48% National Disaster Preparedness and Food Reserve Authority ENVIRONMENT 30,000 2,820,000 2,780,000 2,290,000 3,040,000 10,960,000 0.43% NQCC GOVERNANCE 0 0 4,150,000 3,850,000 1,850,000 9,850,000 0.38% Ministry of Employment ECONOMY 1,525,000 1,505,000 1,750,000 2,000,000 2,370,000 9,150,000 0.36% Somaliland Immigration and Border Control GOVERNANCE 550,000 2,915,000 2,345,000 1,685,000 605,000 8,100,000 0.31% PWD CROSS-CUTTING 1,086,000 1,812,500 1,362,500 1,254,500 1,472,500 6,988,000 0.27% Ministry of Defence GOVERNANCE 0 901,000 1,877,000 2,410,000 1,495,000 6,683,000 0.26% Ministry of Endowment and Religious Affairs EDUCATION 2,362,000 1,191,111 1,071,111 1,059,111 886,111 6,569,444 0.26% National Audit Office GOVERNANCE 1,157,000 1,210,003 1,225,004 1,155,006 1,207,008 5,954,021 0.23% SOMALILAND POLICE GOVERNANCE 570,000 1,010,000 920,000 1,180,000 1,200,000 4,880,000 0.19% National Commission for Higher Education EDUCATION 0 1,762,000 1,127,000 1,032,000 912,000 4,833,000 0.19% Ministry of Rural Development CROSS-CUTTING 2,180,000 855,000 520,000 620,000 220,000 4,395,000 0.17% Civil Service Commission GOVERNANCE 1,812,000 1,115,000 582,000 385,000 456,000 4,350,000 0.17% Republic of Somaliland National Development Plan III SOLNAC CROSS-CUTTING 586,399 781,949 741,426 1,038,875 1,097,270 4,245,917 0.16% Somaliland Coastguard GOVERNANCE 2,000,000 1,500,000 400,000 150,000 0 4,050,000 0.16% National Insurance Authority ECONOMY 257,000 667,000 767,000 867,000 967,000 3,525,000 0.14% National Printing Agency GOVERNANCE 25,000 505,000 1,543,000 1,390,000 20,000 3,483,000 0.14% Minitry of industry & Investment ECONOMY 400,000 488,000 586,000 719,000 825,000 3,018,000 0.12% Civil Service Institute GOVERNANCE 501,985 962,085 473,885 464,485 471,485 2,873,925 0.11% Ministry of Trade and Tourism ECONOMY 400,000 800,000 800,000 650,000 150,000 2,800,000 0.11% Gender CROSS-CUTTING 421,400 349,800 462,800 292,800 1,103,000 2,629,800 0.10% Somaliland Fire Brigade GOVERNANCE 0 711,500 711,500 503,500 473,500 2,400,000 0.09% Somaliland National Human Rights Commission (SLNHRC) GOVERNANCE 480,000 480,000 480,000 480,000 480,000 2,400,000 0.09% NATIONAL TENDER BOARD GOVERNANCE 170,000 960,000 590,000 380,000 120,000 2,220,000 0.09% Ministry of Information GOVERNANCE 192,235 544,236 526,739 441,740 329,742 2,034,692 0.08% Ministry of Youth and Sports CROSS-CUTTING 0 618,500 493,100 469,350 0 1,580,950 0.06% Counter-Piracy Coordination Office (CPC)-Somaliland Maritime Security Coordination GOVERNANCE Office (MSC) 132,000 380,000 479,000 133,000 133,000 1,257,000 0.05% Ministry of Transport and Road Development INFRASTRUCTURE 541,000 307,000 170,000 0 0 1,018,000 0.04% GGC GOVERNANCE 145,000 172,000 185,000 235,000 275,000 1,012,000 0.04% Ministry of parliamentary relations and constitutional affairs GOVERNANCE 93,500 483,500 116,000 93,500 93,500 880,000 0.03% 140 Grand Total 348,578,677 630,187,604 576,277,521 554,663,992 466,432,481 2,576,140,274 100.00% Chapter 19 NDP III IMPLEMENTATION ARRANGEMENTS
19.1 Introduction Therefore, the NDP III envisions a partnership with interna- tional and national development partners that is guided by The National Development Plan is first and foremost an the aid effectiveness principles of: instrument of the Government of Somaliland, guiding the 1. Ownership: Somaliland must lead its own develop- national development process in 5-year intervals towards ment policies and strategies and manage its own the achievement of the national goals set out in Vision development work on the ground. Somaliland’s own- 2030. ership of its agenda is essential if aid is to contribute towards true sustainable development. Through the The NDP III contains the costed priority interventions of all direction of the NDP III, international partners must government sectors and MDAs, thus contributing to the support Somaliland in strengthening its capacity alignment and harmonisation of national goals and sector to exercise this kind of leadership by utilising and strategies while promoting and facilitating the alignment of reinforcing local expertise, institutions, and manage- NDP III with the national budget. ment systems. Multi-Partner Trust Funds, such as the Somaliland Development Fund, must be further The total cost estimate of the NDP III clearly surpasses the promoted and utilised by international partners, not financial resources available to the Government of Somalil- only as vehicles for aid delivery, but also as a tool for and, and as such encompasses priorities and interventions strengthening these systems. which, by their nature and based on arrangements in the past, are expected to be financed by private sector entities 2. Alignment: It is critical the international community and non-governmental organisations, as well as bilateral and civil society deliver and align their aid and pro- and multi-lateral development partners. grammes firmly behind the priority interventions and targets of the NDP III. Wherever possible, they must Whereas the government will continuously pursue the use local institutions and procedures for managing improvement of the alignment of the plan and budget at aid to build sustainable government structures. the national level, Somaliland’s development partners are Building on agreements made in the Paris Decla- also expected to play a systematic constructive role in ration on Aid Effectiveness, international partners promoting and facilitating the proper alignment of non-gov- will be strongly encouraged to utilise Somaliland’s ernment funding with the NDP III’s priorities. procedures for PFM, accounting, auditing, procure- ment, and monitoring. Where these systems are in
19.2 Alignment and Coordination the process of being institutionalized or not yet firmly established to sufficiently manage aid effectively, Alignment of the NDP III and the National Somaliland expects further assistance to strengthen them. To assist the implementation of the NDP III Budget and to address potential gaps in its delivery, greater Progress made in the reform of public finance management predictability of aid and improved aid flow reporting during the previous planning period facilitates is due, in to Somaliland will be required. This will require the part, to the alignment of the NDP III and the budget. Build- international community to further untie its aid to ing on previous reforms, and in pursuit of this objective, Somaliland from Somalia. the NDP III formulation process incorporated the following elements: 3. Harmonisation: The NDP III and its supporting archi- • MDAs were asked to submit the cost estimates of tecture will seek to encourage international partners’ their priority interventions using digital forms that are to further improve their coordination of development used for the annual budgeting exercise and were work in Somaliland to specifically avoid duplication provided by the MoFD. and reduce transaction and administrative costs. The NDP III will seek to reinforce international partner’s • Cost estimates were not only aggregated at outcome participation in Somaliland’s coordination architec- level and sector level, but also at MDA level. ture at the country and sector levels. This will ease • Historical national budget data, provided by the the strain on the Government of Somaliland in rela- MoFD, allowed for the identification of expenditures tion to energy spent on coordinating international that are likely to be carried by the national budget. partners, reducing the large numbers of duplicative Although additional steps need to be taken, both MoFD field missions, and ensuring that international coor- and MoPND are committed to pursuing the alignment of dination efforts are harmonised. Harmonisation with NDP III with the budget. the NDP III priority interventions and targets will, for example, extend to pooled funding support mech- Alignment of Development Assistance: anisms to sector and cross-sector strategies such Aid Effectiveness Principles as multi-partner trusts, national education plans, The NDP III is Somaliland’s central policy document for national energy strategies, drought prevention, and aid and development, but successful implementation will multi-sector flagship programmes, in an effort to pre- require an architectural framework that is strongly support- vent fragmentation into multiple individual projects ed by its development partners. The NDP III will seek to with separate administrative costs. strengthen its relationship with international partners based 4. Managing for results: The NDP III will place more on the common principles of the Paris Declaration on Aid focus on the resulting impact of development Effectiveness and reinforced through further alignment to assistance and the tangible difference it makes in the Busan New Deal TRUST principles. affecting the lives of Somalilanders. The NDP III, as the NDP II, will be outcome-focused and linked Republic of Somaliland National Development Plan III 142 directly to a results-based management framework, Other important parts of the Somaliland’s coordination which will allow all stakeholders in Somaliland’s de- architecture include: velopment to measure and track the impact of aid • The High-Level Aid Coordination Forum (HLACF), and public investment. The NDP III will seek to drive which became a platform where all key stakeholders more direct investment in the development of better from the government, international community, and government-led monitoring, evaluation, and statisti- civil society were able to review progress being cal systems and tools in support of the strategy. made regarding Somaliland’s development and key 5. Mutual accountability: Somaliland and its interna- reforms. However, with the demise of the Somaliland tional partners will account more transparently to Special Arrangement, the HLACF faltered in holding each other in the use of development assistance its regular meetings. funds, and to their citizens and parliaments for their • The National Planning Commission (NPC), which impact. NDP III reporting procedures and tools will formed out of the National Aid Coordination Com- be enhanced to report back openly on Somaliland’s mittee, whose functionality increased with the development results. Somaliland’s development alignment of the multi-partner financed Somaliland assistance finance will be used as a mechanism to Development Fund (SDF). The SDF utilised the NPC openly discuss NDP III results, hold stakeholders to as the key government decision making body for the account, highlight successes, and to seek solutions prioritisation and selection of large-scale develop- to challenges. Somaliland will also seek to have ment projects. a direct mutual accountability framework with the A performance review was conducted in 2015, focusing international community to ensure that aid delivery on the functionality of existing sectors. It found that while is effective and transparent. To improve data collec- some sectors were performing well, there were serious in- tion and dissemination regarding results, outcome consistencies in the functionality of others. The importance targets be collected by MoPND’s Central Statistical of individual sector coordination meetings was re-empha- Department and published annually in a special NDP sised, and it was recommended to modify the coordination III section of the publication “Somaliland in Figures”. architecture to include humanitarian clusters. It resulted in MoPND’s M&E department will focus entirely on the humanitarian clusters being officially merged into sectors process to achieve the outcome targets, based on and a new Somaliland Aid Coordination Policy was released operational benchmarks that have been formulat- by the MoPND at the beginning of 2016. The operations of ed for each outcome by the involved government Somaliland’s coordination architecture should be subject- institutions. This will culminate in an Annual NDP III ed to another performance review to revitalize this work for Progress Report that will be widely disseminated the NDP III period. online and in print. Somaliland’s Current Aid Coordination A Brief History of Aid Coordination in Architecture Somaliland Somaliland’s current coordination architecture, largely The first recognised policy in Somaliland that emphasised inherited from the NDP II period, is in principle a platform the importance of effective aid coordination was the 2007 for the GoSL, allowing international partners, national or- Concept Paper on Aid Management and Coordination. ganisations, civil society, and the private sector to align de- Since then, several governmental acts and policies have velopment and humanitarian activities across Somaliland at been adopted to strengthen coordination in Somaliland, various institutional levels. among them the Presidential Decree on the Establishment of a National Aid Coordination Forum, which evolved into As stated in the NDP II document “The Somaliland NDP II the Somaliland Inter-Ministerial Aid Coordination Com- architecture will utilize and build upon the different bodies mittee (IMACC). The IMACC’s sole responsibility was to and their functions within the existing Somaliland coordi- address policy and strategic issues related to aid delivery nation architecture. The architecture presented will aim to in Somaliland. While a very important step for Somaliland’s be a transparent institutional mechanism that will enable aid coordination, the architecture and level of stakeholder programmes to be prioritised and aligned directly to NDP participation was limited only to ministers. II outcomes and targets; ensure that aid is being delivered effectively and efficiently and provide for strong opportuni- Following this decree and the establishment of the IMACC ties in cross-institutional and sectoral cooperation.” a more comprehensive aid coordination policy was devel- oped in 2010, with the (then) MoPND being responsible The Somaliland Aid Architecture and Coordination Model is for its implementation. In 2011, a specific Department of made up of four distinct coordination layers (see Figure 20). Coordination (DoC) was established within the MoPND. Each layer provides an opportunity for all development and The DoC established the first initial frameworks of a coor- humanitarian stakeholders in Somaliland to engage directly dination architecture in Somaliland, forming sector coordi- in the alignment and harmonisation of development and nation forums initially focused on education, health, water, humanitarian programming. It will provide an opportunity the economy, ICT, and production. In direct support of the for the government, civil society, the private sector, diaspo- Somaliland National Vision 2030 and National Develop- ra, and international partners to coordinate, prioritise pro- ment Plan, these coordination sector forums have further gramming, critically assess progress, address challenges, evolved into the foundation of Somaliland’s current coor- and share information. Terms of reference were developed dination architecture, coordinating various stakeholders to for each of the forums defining their membership, roles and achieve Somaliland’s national goals and priorities. responsibilities, and operations. Republic of Somaliland National Development Plan III 143 Figure 20: Current coordination model in Somaliland Although the coordination architecture will play an import- number of human resources, time, and money. In this con- ant oversight role for the NDP III, it is also recognised that text, both the MoI and the MoPND have included priority this system needs to be reviewed and revitalised. MoPND interventions to face this challenge. is expected to play a leading role in this revitalisation pro- cess, with active support of all development partners who 19.3 NDP III Implementation are members of the recently established High-Level Devel- Modalities opment Coordination Forum, the successor of the previous High-Level Aid Coordination Forum. Sectoral vs. Intersectoral Alignment of NDP III and District As stated at the beginning of this chapter, the National Development Plan is first and foremost an instrument of Development Frameworks the Government of Somaliland, guiding the national devel- As observed in the NDP II document, the “district planning opment process in five-year intervals towards the achieve- process was led by the Ministry of Interior (MoI) in collabo- ment of national goals as set out in Vision 2030. ration with UN agencies (through the JPLG project) and the decentralisation champion office under the Vice President. The NDP III is built around sectoral strategies, and as such MoPND had no role in the district planning process. This follows a sectoral approach in its design and presentation means, the national development plan and the regional de- rather than an integrated multi-sectoral approach. The velopment plans on the one hand, and the district planning GoSL acknowledges that this may lead to less synergies process on the other hand, were disconnected.” and multiplier effects, which could result in reduced impact and less efficient ways of applying the scarce resources This situation hardly changed during the NDP II implemen- available for the national development process. tation period (2017-2021), other than the fact that, for a vari- ety of reasons (see findings from the regional development On the other hand, implementation roles and responsibil- plans review, NDP II, p.285), the regional development ities can more easily be aligned with existing institutional process ended up being eliminated from the cascading mandates when following a sector approach. A more com- planning process in Somaliland by MoPND. Referring to the plex integrated inter-sectoral implementation approach can aforementioned review findings, a paradigm change in for- lead to unnecessarily high transaction costs, like additional mulating regional development plans was devised during and more complex coordination structures that need to be the NDP II period. Instead of putting standalone regional created, and less straightforward decision making process- development plans in place, the major focus was to devel- es. op district development plans in line with the National De- centralisation Policy in the NDP II era. Consolidated district Although the NDP III follows a sectoral approach in its de- development plans will then form the regional development sign and presentation, there is no reason why in certain plans. This change arguably makes alignment of the NDP instances it cannot be implemented using an integrated with the district planning process less of a challenge, as it multi-sectoral approach if this is warranted when the reduces the number of tiers to be aligned from three to two. advantages clearly outweigh the disadvantages. In such instances, the NDP III priority interventions can be seen as Considering the above changes and continuing to pursue building blocks from various sectors that can be brought to- the same goal, additional commitments are needed in the gether in a single project or programme, whilst addressing NDP III period to further pursue alignment and harmonisa- gaps, overlaps, and duplication efforts with the institutions tion between national and district planning, finding a bal- involved. ance between national, sectoral, and local priorities whilst solidifying on-going decentralisation efforts. It is important Projects and (Flagship) Programmes to find an “elegant” solution, avoiding costly additions to The NDP III will be implemented using various modalities. an overall process that already takes up a considerable Certain parts will be implemented by the machinery of Republic of Somaliland National Development Plan III 144 government administration, like drafting additional policy comparative strengths that a group of sectors, develop- and legal instruments, while others, with or without external ment partners, and other relevant stakeholders can bring financial support, are already thoroughly embedded in a to the table to confront the following four core challenges: sector’s institutional routines, like the delivery of education, 1. Boosting Somaliland’s economic and private sector health, and water services to the Somaliland population. development, exploring and maximizing opportu- However, as is common in national development plans, nities and multiplier effects created by investments other interventions are best rolled out by formulating in the so-called “Berbera Corridor”, and focusing on several specific projects and programmes. Although they second tier and third tier private sector initiatives have a number of similarities, projects and programmes are along the corridor. The “Berbera Corridor” is gener- defined as follows in the context of the NDP III: ally understood to stretch from Berbera, through Har- • A project is defined as “a temporary organisation” geisa, to Wajaale on the Ethiopian border. However, that is created for the purpose of delivering one economic and infrastructural investments in Berbera or more tangible results according to a specified like the harbour, the Special Economic Zone (expect- project description. Projects have an end and are ed to open in the beginning of 2023), and others will not designed to last very long. The project manager also create opportunities for the eastern hinterland, ensures that the project delivers the intended goal stretching from Erigavo, through Las Anood and within a defined timeframe and budget. Burao, to Berbera. For example, from an economic • A programme is defined as “a group of related proj- potential point of view, this eastern corridor is very ects managed in a coordinated way to obtain ben- relevant for livestock exports, an important foreign efits and control not available from managing them exchange earner for Somaliland. individually”. Programmes are usually longer-term 2. Improving resilience and livelihoods of agro-pas- and do not have a fixed deadline. A programme is a toral and pastoral communities in environments framework of related projects sometimes organised most vulnerable to climatic changes, focusing on in components. When programmes are intersectoral climate-smart practices and value chains for specific their separate projects can still be aligned with a products that will support rural communities in adapt- single sector to facilitate lines of command and im- ing to climate change. Sustainable community-based plementation arrangements. natural resource management will be an important • A flagship programme, in this context, is a major pillar of this approach. Such a flagship programme programme of the Somaliland government that rep- would, for example, include community-based resents the main thrust of its developmental policy. rangeland management, livestock holding grounds, They can be sectoral or intersectoral. Although they quarantine facilities, and strategic water points for do not intend to be a simple summation of NDP III livestock and people along the above-mentioned priority interventions, their programme description eastern corridor, covering Sanaag, Sool, and Togh- should at least be explicit about their degree of deer. A more coordinated approach between devel- alignment, in terms of i) objectives, outcomes, and opmental and humanitarian interventions, striving interventions, ii) financing, and iii) oversight, manage- for a more integrated approach and leading to more ment, outcome targets, and reporting arrangements synergy and joint impact, would be another import- to avoid duplication of efforts. ant aspect to build into this flagship programme. However, it is expected projects, programmes, and flag- 3. Climate-smart infrastructural development, which im- ship programmes will be coherent entities, and that gaps, proves access to affordable services that are crucial overlaps, and additional opportunities to improve syner- for the development of value chains and private sec- gies, efficiency, and impact will be addressed and clearly tor initiatives like energy, water, roads, ICT, markets, described during their formulation phase. etc., in partnership with local governments and the private sector. A more integrated planning of central This document does not include a list of projects and and local government investments should provide programmes to be designed for the implementation of the more synergy and result in boosting the economic NDP III. The definition of new projects and programmes is impact of investments in infrastructure at the national a process that is expected to intensify after the launch of and sub-national levels. the NDP III and will in most cases be a joint effort of the 4. Broadening and accelerating support to the decen- Somaliland Government, represented by MDAs with the tralisation process that was started with support from relevant institutional mandates, and national and interna- the JPLG. In each phase, the Ministry of Interior has tional development partners. gradually increased the number of electoral districts being supported. Results have been positive and Of course, before the NDP III was formulated, several putting in place a nation-wide programme covering projects were already in different stages of the design all 23 electoral districts would be the next logical step process and will be part of NDP III implementation, as they to consolidate progress made in the decentralisation will equally have been aligned with GoSL’s overall or sec- process in Somaliland. tor-specific objectives. The suggested next steps are as follows, all to be imple- mented during 2023: This section, however, does suggest next steps for the • Step 1: Discuss and agree on a next steps document, process of formulating a limited number of flagship pro- based on a dialogue between the GoSL and its key grammes based, among other things, on the selection of development partners. It is suggested that a special complementary NDP III priority interventions, exploiting the Republic of Somaliland National Development Plan III 145 session of the High-Level Development Coordination mentation. Forum could kick off this process. • Step 2: Joint development and approval of a more Development financing frequently relies on intermediary in- detailed roadmap for the establishment of NDP III stitutions to administer funds and implement programs and flagship projects. This would be accompanied by a projects, mainly outside government structures. Evidence process to engage key development partners with suggests that such arrangements cannot fully support a track record of supporting the GoSL in its develop- sustainable institutional capacity development, ownership, ment aspirations and discussing financial implications and mutual accountability between government and de- and mutual commitments to the joint implementation velopment partners. The GoSL is committed to increasing of the roadmap. accountability and transparency to ensure the gradual and performance-based transferring of external development • Step 3: Organisation of a three-to-five-day work re- resources into the NDF, which will benefit Somaliland's treat with representatives of joint stakeholders, with public financial systems. the following expected results: • A broad outline description of three comple- 19.5 Monitoring, Evaluation, mentary intersectoral flagship programmes Accountability, and Learning that between them ensure coverage of all six Somaliland regions, considering, on the one This section about monitoring and evaluation touches brief- hand, their specific challenges and comparative ly on M&E in the context of the NDP III. It is complemented advantages, and on the other hand, potential by the “NDP III MEAL supplement”, which is a detailed tech- available financing arrangements. nical manual, produced as a separate booklet, that targets all M&E staff of Somaliland’s governmental institutions and • The TORs for three detailed pre-feasibility development partners and projects that align their inter- studies for the indicated flagship programmes, ventions with the NDP III. including logistical and financial commitments for these studies. These studies will, among The NDP III MEAL supplement is part and parcel of the other things, include: National Development Plan III of Somaliland and, as such, • A clear picture of how and to what extent has been approved by the highest authorities. It sets tech- they will align with the NDP III and on-going nical guidelines, norms, and procedures for monitoring, developments, evaluation, accountability, and learning, all processes that support evidence-based decision making related to the im- • A balanced budget, matching cost estimates plementation of the NDP III and thereby contributing to the with potential financing arrangements. national development goals set by the Somaliland people • Step 4: Based on the accepted recommendations in Vision 2030. of the pre-feasibility studies, initiate the programme formulation phase. Reduction of Outcome Indicators The NDP II Results Based Management (RBM) framework • Step 5: Appraisal phase of each of the formulated defined 223 outcomes and 324 outcome indicators for flagship programmes. It is during this phase that final nine sectors, or an average of ±25 indicators per sector. financial commitments will be put in place by the For most of these indicators, data were not collected for a GoSL and all involved development partners and variety of reasons. The institutional capacity to monitor the financing organisations. NDP II did not exist, and most government institutions were The last step should ideally finish before the end of 2023, overwhelmed by the data demands put on them. but at the latest by the beginning of Somaliland’s national budgeting cycle in May 2024, so that financial commitments It is a lesson learned from the NDP II to be more selective can be considered when preparing the national budget for in the choice of outcomes and outcome indicators for the 2025. NDP III. In addition, indicators must be measurable in the context of data collection by Somaliland’s governmental Immediately after the launch of the NDP III, the Somaliland institutions. The NDP III, although it comes with two addi- Government will present these next steps in a joint session tional sectors, has reduced the total number of outcomes with key development partners who have a track record of from 223 to less than 70. supporting the GoSL in its development. Inclusion of Operational Benchmarks per
19.4 Establishment of the National Outcome Development Fund NDP II outcomes had five-year targets, and these targets often were not clearly linked to underlying processes that As part of the NDP III implementation strategy the govern- could be monitored along the way. Although the NDP II’s ment has initiated a National Development Fund (NDF), Results Framework included the priority interventions based on transparent and accountable governance princi- that were needed to achieve the outcome targets, these ples, to facilitate the joint financing of priority interventions. turned out to be difficult to monitor. Also, it was not clearly The GoSL will engage with development partners to build specified which outputs, and how many of them, would be the NDFA into a central financing mechanism for Somalil- critical to achieve the outcome targets. and's long-term development. The GoSL will channel national development resources into the NDF, expecting If, for example, the outcome target was to raise the propor- development partners to follow suit for NDP III joint imple- tion of eligible children that attend primary school from 32 Republic of Somaliland National Development Plan III 146 percent to 54 percent, it is important that the plan is also decision making. clear about the outputs that are needed in terms of, for ex- ample, the number of extra classrooms to be built and the Monitoring number of additional teachers to be trained. This should Monitoring is the routine collection of data during imple- then be costed to ensure coherence between, on the one mentation, analysing progress largely from a quantitative hand, the outcome and output targets, and, on the other point of view. Based on this, managers can verify if the hand, the resources needed to achieve them. plan’s objectives and targets are on-track. Evaluation Therefore, for each outcome, “critical outputs”, each with While monitoring examines progress against the objective, “operational benchmarks”, were formulated in special evaluation is focused on understanding the causal relation- meetings with the relevant MDA to better structure the ship between interventions and results. This is especially measurement of progress towards NDP III five-year out- important to understand when the intended results are not come targets. forthcoming and scare resources may be wasted (money, Main Actors for NDP III Monitoring people, materials, time, etc.). MoPND’s Central Statistics Department has experienced staff in data collection and data handling and has for many Whereas monitoring is the constant collection of data and years produced and published Somaliland’s annual statisti- reporting while the plan is being implemented, evaluation is cal bulletin, “Somaliland in Figures”. done occasionally, after a certain period of implementation when it is reasonable to expect results. For a five-year plan In this context, the following changes have been introduced such as the NDP III, it is normal to have a midterm review for the monitoring of the NDP III: halfway through the plan period and an end of term evalu- • MoPND’s Central Statistics Department – as opposed ation. Evaluations are preferably done by external teams to to the ministry’s M&E Department – be exclusively ensure an independent and unbiased opinion. responsible for coordinating data collection for all Accountability outcome indicators. It will also publish the outcome In public service there is a clear command chain, defining indicator values annually in “Somaliland in Figures”, from the bottom to the top who is accountable to whom and in a special NDP III section. This publication normally in relation to what, determined by institutional mandates comes out in October following the data reference and the terms of reference of civil service functions. This year. accountability goes hand in hand with reporting routines in • Government institutions are responsible for moni- verbal or written form. toring the operational benchmarks set for all critical outputs under their implementation and reporting The nature of the reporting normally changes moving up responsibilities. This should be done in three-to-six- the command hierarchy, including less operational detail month intervals, under supervision of the director and instead focusing more on results and the underlying general, with the participation of all department di- reasons why these results are or are not forthcoming. rectors whose units have oversight for reaching the benchmarks. In this context, the NDP III RBM matrix Monitoring and evaluation data needs to feed into man- for each outcome is seen as an internal monitoring agement decisions. For the sake of accountability, it is tool to support and structure internal management best to present conclusions and recommendations based meetings in each MDA. on summarized data and discuss major findings in senior • Lastly, MoPND’s M&E department is responsible for management meetings that are routinely scheduled in a producing and disseminating the NDP III Annual government institution, chaired by the director general or Progress Report, which compiles the achievement the minister. of operational benchmarks as reported on by MDAs, including an Executive Summary section with overall At regular intervals a session could be dedicated to the conclusions and recommendations. presentation and discussion of progress towards reaching NDP III’s operational benchmarks. It is the task of the direc- It is important the Annual Progress Report is published at tor general, in coordination with the MDA’s Planning and the latest in May/June following the data reference year, Statistical Department (PSD) director and the minister, to so that possible adjustments can feed into the national set the agenda for such NDP III-dedicated sessions at least budgeting exercise for the following year, as “Somaliland in every three to six months. Figures” only comes out in October with outcome-related data. Learning Learning is in principle a continuous process and can take MEAL Concepts place in any circumstance. However, it cannot be taken for Monitoring and Evaluation (M&E), has over the past years granted that it will automatically take place, especially at evolved into the MEAL approach, adding the concepts of an institutional level. Institutional learning is often a slow Accountability and Learning to M&E (MEAL). This change process, and there can be many reasons for an institutional stems from the realization that the mere collection of data environment to not be conducive to learning. does not automatically translate to learning and imple- mentation. The NDP III MEAL supplement will therefore It is therefore important to structure the learning process pay specific attention to describing how data should be and consciously build in learning moments during NDP III used to systematically contribute to enhanced institutional implementation. The NDP III Midterm Review and End of accountability and learning and feed into evidence-based Republic of Somaliland National Development Plan III 147 Term Evaluation are examples of this at the highest level, 19.6 NDP III Communication but these learning moments can be organised at lower levels (MDA, regional, district, etc.) and happen more fre- Strategy quently. An opportune time for learning exercises would be The NDP II performance review concluded that the NDP II’s in May-June, before the national budgeting starts but after communication strategy had not been effective in dissem- the MDA’s Annual Progress Report has been made, so that inating its core strategies and interventions and that this conclusions and recommendations can feed into the next should be a lesson learned for the NDP III. national budgeting cycle. Until such time that the NDP III communication strategy has It is important to organise meetings in an environment that is been developed and approved, reference is being made to conducive to learning. Often preference is given to a venue section 6.7 (Communication) of the NDP II implementation outside of the regular working environment, although there chapter (pages 314-316). may be additional costs attached to this. Also, whereas accountability sessions mostly take place in management meetings at various levels along the command chain, learning is best achieved in a broader (and longer) event, inviting a wide scope of actors and stakeholders. A doctor, a nurse, a community leader, a district health official, and ministry staff will all look at the same situation from differ- ent perspectives. It is the open dialogue about challenging viewpoints that brings about learning. There is a short-term cost attached to the learning process, but in the medium- to long-term, if well-executed, it may lead to substantial sav- ings by improving the effectiveness of interventions. Supply and Demand in the MEAL Data Chain In the real economy, supply and demand meet each oth- er in the marketplace, where the value of the goods and services on offer is determined, influencing both price and quality. In a similar fashion, one can say that the supply and demand side of data meet each other in management meetings, supported by reports. Good management reports contain not only reliable data presented in an easy-to-understand way, but also conclusions and recommendations, which can shape the dialogue and in turn can lead to sound decision making and constructive adjustments. As long there is a systemic and clear demand from lead- ership for quality data and reports, the quality of the data supply chain will undoubtedly improve over time. The NDP III MEAL supplement devotes a whole chapter to this demand-and-supply metaphor in the context of MEAL and how both sides need to be further developed if meaningful evidence-based decision making is to take place. The distribution of the separately bound NDP III MEAL sup- plement will target the following staff in particular: • All ministers, directors general, and department di- rectors of Somaliland’s MDAs. • Heads and key staff of the Planning and Statistical Departments and/or M&E units in all MDAs. • Management staff in all development partner organi- sations, programmes, and projects that play a role in the implementation of the NDP III. Republic of Somaliland National Development Plan III 148 NATIONAL DEVELOPMENT PLAN III Monitoring Evaluation Accountability & Learning SUPPLEMENT NATIONAL DEVELOPMENT PLAN III MEAL Supplement 2023-2027 Ministry of Planning and National Development This document is a supplement to the National Development Plan III of Somaliland and has been ap- proved by the senior authorities in government. It sets technical guidelines, norms, and procedures for all processes that support evidence-based decision making related to the implementation of the NDP III, thereby contributing to the national development goals set by the Somaliland people in the Vision 2030. This NDP III MEAL supplement is meant to be used by all staff working in M&E units in GoSL institutions and for programmes and projects that are aligned with the NDP III. Republic of Somaliland National Development Plan III 151 1. A QUICK INTRODUCTION TO NDP III PLANNING This Monitoring, Evaluation, Accountability, and Learning and how many more boys and girls have access to educa- (MEAL) supplement to Somaliland’s National Development tion because of the new school. Based on these figures, Plan III (NDP III) is designed as a stand-alone document. managers can verify if sufficient progress has been made It targets all staff that are working in government institu- against sector objectives and indicator targets. tions, programmes, and projects that are involved in NDP III knowledge management. This includes data collection, However, monitoring does not always show why outcomes reporting, accountability processes, evidence-based are different than expected targets – that is where evalu- decision making, and incorporating lessons learned. This ation comes in. Evaluation focuses on understanding the document is a technical manual which contains detailed causal relationship between interventions and the results guidelines regarding MEAL in the context of the NDP III. of those interventions. The NDP III MEAL supplement is particularly relevant for: • All ministers, directors general, and department di- This is particularly important when analysing why intended rectors of Somaliland’s ministries, departments, and results are not forthcoming, especially in an effort to min- agencies (MDAs) imize the waste of resources (time, money, people, etc.). • Leadership and key staff of Planning and Statistical Whereas monitoring is the constant collection of data and Departments and/or Monitoring and Evaluation reporting while the plan is being implemented, evaluation (M&E) units in all MDAs is done only after a certain period of implementation when it is reasonable to expect results. • Management staff in all development partner organi- sations, programmes, and projects that play a role in For a five year plan such as the NDP III, it is normal to have the implementation of the NDP III a mid-term review and an end-of-term evaluation. Evalua- tions are preferably done by external teams to ensure an
1.1 The Planning Cycle independent and unbiased opinion. The planning process consists of anticipating and analysing the activities required to achieve a desired goal or target.
1.2 The Results Framework It is a recurring process where lessons learned during Since the 1970s, there has been a continuous evolution the implementation plan are clearly identified, leading to of planning approaches to improve the way international recommendations and agreement on new measures to development projects are measured and evaluated. The include in future strategies. The learning process must be following planning approaches represent major develop- based on reliable data, which requires monitoring and eval- ments in the last 50 years: uation. Monitoring is the routine collection of data during • The Logical Framework Analysis approach (LFA) implementation, reporting on how much has been done • The Results-based Management approach (RBM) and where, who is being reached, if targets are being met, etc. Monitoring is usually quantitative in nature. For exam- • The Theory of Change approach (TOC) ple, a monitoring report would inform the reader about how All three planning approaches seek to develop a thorough many new primary schools were built and in which districts, understanding of underlying problems and bottlenecks to achieve overall medium- to long-term development objec- tives (sometimes called project goals, such as poverty re- duction or increased food security). A dialogue is required between representatives of all involved project stakehold- ers so that they can come to a common understanding of the situation based on a balanced analysis. Based on this common understanding, stakeholders dis- cuss the project goal(s), what kind of changes are needed or desired, and how the project can intervene (activities) to deliver all the products, goods, services, knowledge, skills, and attitudes (outputs) that are necessary to reach the desired changes in reality (outcomes), which in turn are needed to achieve the overall project goal(s) (impact). Taken together, a logical framework (usually called a “log- frame”) or “results framework” is created to summarize the logical steps needed for achieving the project goal. Different organisations may choose to use slightly different terms and formats for their results frameworks. It is often a table with four-to-five rows and four columns, which is often called a matrix. Republic of Somaliland National Development Plan III 152
1.3 Instructions for Completing a Since its introduction in the 1970s, the logframe matrix has been widely used for projects. However, it is important to Logframe Matrix note that projects have a more specific focus in terms of • Column A: From bottom to top, enter i) concise de- their goals and involved stakeholders than the overall Na- scriptions of the project’s activities, ii) the expected tional Development Plan, which covers all of Somaliland’s outputs once these activities have been implement- government institutions and development challenges from ed, iii) the expected desired outcomes needed to a high-level perspective. reach the project foal, and iv) the overall project goal. Because of its wider scope, it is not practical to elaborate a • Column B: From top to bottom, enter the impact, complete logframe matrix for the NDP III. However, the NDP outcome, and output indicators, and their respective III planning framework is founded on the above-mentioned targets. These determine how progress is measured planning approaches and adopts and adapts some of their (indicators) and the project’s ambitions (targets). structural elements. • Column C: State the source of the data for each indicator, such as which institutions are responsible for providing the data for the indicator’s value. Pref- erably, data collection should be done by an inde- pendent institution, but this is sometimes difficult due to excessive costs. • Column D: Enter the assumption of risks, which are external factors that cannot be directly controlled by project managers and could have an influence, whether positive or negative, on the activities, outputs, outcomes, and project goal described in column A. An example of a logframe matrix Republic of Somaliland National Development Plan III 153 2. FROM NDP II TO NDP III
2.1 A Reduction of Outcome 2.3 The NDP II Results Framework Indicators The NDP II has the following structural elements in its re- sults framework: The NDP II’s Results-based Management (RBM) framework • Alignment with the UN Sustainable Development defined 223 outcomes and 324 outcome indicators, or an Goals (SDGs) average of ±22 outcomes per sector. For most of these indicators, data was not collected for a variety of reasons. • Outcomes, outcome indicators, and priority interven- Most indicators were either not measurable or the institu- tions tional capacity to collect the necessary data did not exist. It • Outcome baseline values (2016) and target values is a key lesson learned from the NDP II to be more selective (2021) of the choice of indicators for the NDP III and try to align them as much as possible with existing routine data collec- Although the NDP II’s results framework includes priority tion mechanisms. The NDP III has a total of 60 outcomes, or interventions that are needed to achieve outcome targets, an average of six outcomes per sector. these were found too difficult to monitor, partly because it was not clearly specified how these interventions were
2.2 A Stronger Focus on Evidence- supposed to contribute to outcome targets. based Decision Making To address this issue, for each outcome the NDP III iden- An important principle of the RBM approach is to focus on tifies the two or three most important outputs, including data that is necessary for evidence-based decision making. their annual operational benchmarks. These “critical The RBM approach also emphasises that different types of outputs” must directly address bottlenecks that otherwise managers require different types of data. In this context, the would block significant progress in achieving the outcome NDP III MEAL approach distinguishes between operational targets. The following section shows an example from managers and strategic managers. the education sector of how to define critical outputs for a given outcome target, as well as associated operational Operational managers are responsible for the implementa- benchmarks for each year. tion of interventions on the ground and are focused on im- mediate output targets resulting from these interventions. On the other hand, strategic managers are more focused on outcome targets – rather than outputs – and analyse and discuss changes in approach to better meet targets. Strategic managers should only shift their focus to outputs if outcome targets are not showing sufficient progress and they suspect this may be caused by certain output targets not being achieved. Figure 1: Example of the structural elements in the NDP II Results Framework SDG4: Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all Outcomes Indicators Baseline (2016) Final Target (2021) Priority interventions 1. By 2021, female gross enrolment rate in 1.1. Female GER in Primary 1.1. 1.1. - Infrastructure investment into new primary education will increase to 52% Education and existing education institutions 40% 52% with emphasis on clean water supply, 2. By 2021, female gross enrolment rate in 2.1. Female GER in Secondary 2.1. 2.1. latrines, green space, and disability secondary education will increase to 28% education access. 17% 28% - In-service and Pre-service teacher 3. By 2021, male gross enrolment rate in 3.1. Male GER in Primary Education 3.1. 3.1. training programs linked to primary education will increase to 56% competency assessment, registration, 48% 56% and certification. 4. By 2021, male gross enrolment rate in 4.1. Male GER in Secondary 4.1. 4.1 - Demand side programs which include secondary education will increase to 34% education 25% 34% financial and food-based incentives. 5. By 2021, 70% of primary school Grade 3 5.1. Proportion of primary students 5.1. 5.1. - Annual “Go to School” campaigns and and Grade 6 students will pass minimum pass minimum early grade literacy other community awareness programs G3 0% G3 70% for all educational levels. early grade literacy and numeracy and numeracy standards standards G6 0% G6 70% - Commitment from government to 6. By 2021, 50% of first grade primary 6.1. Kindergarten/Qur’anic school 6.1. 6.1. increase the education budget school enrolments will have participated in participation rate incrementally from 7% to 20% with 18% 50% increased efficiency measures. at least 1 year of Kindergarten/Qur’anic early childhood schooling - Development and implementation of 7. By 2021, 70% of students, after 1 year of 7.1. Proportion of Students meeting 7.1. 7.1. skill and competency based TVET attending a government approved early with minimum requirements of age programs and scholarships for out of Not available 70% school and vulnerable youth with an childhood centre, will meet minimum age appropriate developmental appropriate developmental milestones milestones emphasis on addressing labour market demands (fishing, agriculture etc.) 8. By 2021, male and female enrolment in 8.1. Students’ enrolment rate in all 8.1. 8.1. all TVET course programs will increase to TVET courses programs - Flexible non-formal and alternative 1,062 10,000 educational programming for 10,000 students vulnerable population groups including women and rural. Republic of Somaliland National Development Plan III 154
2.4 Example Guidelines for However, a lack of infrastructure may only be one of the main problems. Especially in the rural areas, parents may Setting Critical Outputs for NDP III need to be convinced of the importance of primary school- Outcomes ing for their children. They could be convinced through an information campaign or by setting up a school meals Outcome: By 2027, there will be an increase in access and program, especially in areas where food security is an is- participation in primary education. sue. Both are examples of other lead interventions that may need their own complementary interventions. Outcome indicator: Gross Enrolment Ratio (GER) 3. From the list of lead interventions, select the 2-4 that In the education sector, the Gross Enrolment Rate (GER) are the most critical. outcome indicator shows that in the 2020-2021 academic year the number of eligible students (6-13 years of age) Critical interventions are lead interventions that are abso- enrolled in primary school was only 32 percent. In other lutely essential to reach the outcome. If these interventions words, 68 percent of all Somaliland children of primary are poorly implemented there will be a significant negative school-age who should have been in school are not get- impact on reaching the outcome target. ting access to formal education. Every child has the right to education, so this outcome indicator can easily be justified In the context of this example: An important bottleneck for as one of strategic value, as it will measure and quantify increasing the enrolment of children in primary school is an important improvement in education and in the lives of the lack of physical infrastructure (classrooms). Classrooms many children in Somaliland. are, on average, already crowded with a Pupil Class Ratio (PCR) of 50 students per class, so they likely cannot take in As such, the Ministry of Education and Science wants more students. A critical intervention, therefore, is the con- to raise the GER from 32 percent (2021) to 54 percent struction of schools and extra classrooms, particularly in (2027), or an increase of 22 percent over the NDP III the 662 rural settlements that have no education facilities. period. The following five steps can guide the sector to determine suitable output indicators and targets for this If the construction of extra classrooms does not take place, outcome: achieving the outcome of increased primary school atten- dance will be significantly hampered or even practically 1. Identify the main problems that cause children to not impossible. Therefore, the construction of extra classrooms attend primary school, as well as their underlying can be considered a critical lead intervention. This auto- causes. matically puts the importance of all its dependant comple- mentary interventions in the spotlight as well. There may be various reasons why primary school atten- dance is so low. Problems could include a lack of schools 4. Formulate all critical lead interventions as critical or qualified teachers, cost barriers, or that parents and their outputs with associated operational benchmarks. children do not live in a fixed location, among others. Note that there may be different problems for different locations, The critical intervention of “construction and expansion of for example between urban and rural areas. primary schools” needs to be transformed into a critical output with one or more measurable annual operational 2. For each main problem, make a list of interventions benchmarks that allow operational managers to verify that are needed to address the issue. regular implementation progress. This means that for each operational benchmark, end-of-year targets need to be set. To identify the proper interventions, it is important to exam- • The critical output could be formulated as “newly ine i) the complexity of the problem, ii) the cost to provide constructed, rehabilitated, or extended primary a solution, and iii) the extent to which solving the problem schools”. leads to positive results in terms of the desired outcome. A balance needs to be found to identify the interventions that • Operational benchmarks for this critical output could give the best “value for money and effort”. include: • The number of newly constructed primary For example, enrolling more children (leading to a higher schools GER) can only be achieved if more schools – and extra • The number existing primary schools that have classrooms for existing schools – are built, especially in the been extended or rehabilitated. 662 rural settlements without education facilities. This is an important lead intervention. However, enrolling more • The number of additional classrooms that are pupils also requires more teachers and more textbooks. available in primary schools. To employ more teachers a request needs to be made As there is a policy to measure progress separately in the in advance by the Ministry of Education to the Ministry of urban and rural areas, it is possible to create two sub-indi- Finance to include more funding for teachers' salaries in cators, adding in “rural primary schools” or “urban primary the next year’s budget. All of these are examples of com- schools” to the operational benchmark description. plementary interventions that follow from the lead inter- vention (building classrooms). Adjustments in the target of the lead intervention immediately leads to adjustments in the targets of the complementary interventions (fewer new classrooms mean fewer teachers and textbooks). Republic of Somaliland National Development Plan III 155 5. Setting ambitious but realistic targets at outcome There may be other critical outputs which are essential to and associated critical output level. making this significant increase in enrolment a realist tar- After defining a set of critical outputs and their operational get, such as intensifying school meal programmes in rural benchmarks, it is important to reflect on the institution’s ca- areas. pacity to achieve them. If the goal is to raise the GER from 32 percent to 54 percent by 2027 (the outcome target), Again, it is important to question if all critical outputs this means that an additional 185,000 students need to be and associated operational benchmarks are realistic enrolled, or ±37,000 per year. challenges. Question if the outcome target poses a realistic challenge, If any of the critical outputs and operational benchmarks solely from the point of view of increasing enrolment. are not achievable, the outcome target needs to be re- duced. Ambitious targets are good, but they also need to In addition, following our example, at the critical output be realistically achievable. Setting impossible targets leads level this also means that: to frustration and can also result in a waste of resources, • An estimated 2,310 classrooms need to be made such as empty classrooms or students without textbooks. available This entire process is detailed in Figure 2. Once this exer- cise is complete, all elements are brought together in the • Extra teachers need to be recruited to teach an ad- NDP III Results Framework (or RBM matrix) shown in Figure ditional 4,620 classes (complementary intervention) 3, which consists of an output and outcome section. • Extra schoolbooks need to be procured and distrib- uted (complementary intervention) Figure 2: Example from education - critical outputs for the achievement of outcome targets OUTCOME EDU - 1: By 2027, there will be a significant increase in enrolment in Primary Education. OUTCOME EDU - 1: By 2027, there will be a significant increase in enrolment in Primary Education. Baseline (2021) TARGET (2027) GER = 32% GER = 54% Critical Output 1.1: Critical Output 1.2: Critical Output 1.3: Extra classrooms Food-based incentive programs "Go-to-School" awareness Republic of Somaliland National Development Plan III 156 Figure 3: Example of the structural elements in the NDP III Results Framework EDUCATION SECTOR OUTCOME OUTCOME indicators 2 Baseline (2020/21) Target (2025/26) EDU - 1: By 2027, there will be a EDU - 1.A: Gross Enrolment Rate in primary education 32% 54% significant increase in enrolment in 4 Primary Education. EDU - 1.A1: Gross Enrolment Rate for boys in primary education 36% 56% 3 1 EDU - 1.A2: Gross Enrolment Rate for girls in primary education 29% 52% Critical OUTPUTS 5 Operational benchmarks 6 Type of target 2023 2024 2025 2026 2027 MDA EDU - 1.1: Newly constructed or EDU - 1.1.a: Number of additional 8 Accumulative rehabilitated primary schools and classrooms available in urban Total 300 600 900 950 950 MoES additional classrooms. primary schools 7 EDU - 1.1.b: Number of additional Accumulative classrooms available in rural primary Total 400 800 1,200 1,400 1,600 MoES schools EDU - 1.2: Programs with food-based EDU - 1.2.a: Number of primary incentives in place in 40% of primary schools with food based incentives schools covering at least 6 months of the Annual Total 374 374 374 374 374 MoES school-year. EDU - 1.3: Annual Go-To-School EDU - 1.3.a: Percentage of campaigns and awareness programs educational clusters covered by "Go- in 60% of Educational Clusters. To-School" campaigns and other Annual Total 30% 30% 30% 30% 30% MoES awareness programs. Description of the link between critical outputs, critical output targets and outcome: 9 OUTPUT EDU - 1.1: An important bottleneck for increasing the enrolment of children in primary school is the lack of physical infrastructure (classrooms). A priority intervention is therefore the construction of schools, particularly by targeting the 662 rural settlements that have no education facility at all. Classrooms are on average already crowded with a Pupil Class Ratio (PCR) of 50 students per class so cannot be expected to absorb new students. An increase of the GER from 32% to 54% would mean an extra 255.000 pupils (22% of the estimated primary school age population in 2027), and therefore a total of 2.550 extra classrooms if keeping the same PCR and assuming that a classroom is used for 2 groups of students every day. OUTPUT EDU - 1.2: Out of a total of 936 government owned primary schools 40 % (374 schools) are estimated to be in a high food security risk area and will be targeted for food-based incentive programs. School selection is based on parameters like i) food security, 2) child nutrition status, 3) drought risk, etc. OUTPUT EDU - 1.3: Annual "Go-To-School" campaigns will be held with a focus on places where extra schoolrooms are expected to become available before the start of the academic year, and food-based programs are prioritized. In the rural areas, Educational Cluster Coordinators will be involved in these awareness campaigns. In the baseline year 2021 there were a total of 154 educational clusters in Somaliland, covering 10 rural settlements each. The outcome section contains: 8. The government institution (MDA) that is responsi- 1. The outcome, which describes the direction of the ble to produce the critical outputs and provide the desired change. data to verify progress. 2. The outcome indicator, including relevant sub-indi- 9. The logic that underpins the link between outcome cators to make policy distinctions (urban vs. rural, targets and operational benchmarks. men vs. women, etc.). 3. The baseline value of the outcome indicator, which Note that, as in the NDP II, all outcomes are aligned with the describes the situation before the start of NDP III UN SDGs. The link between outcome and SDG is system- period. atically included for each sector in the “cost estimate per outcome and MDA” table at the end of each sector chapter 4. The target value of the outcome indicator, which in the main NDP III document. describes the intended results at the end of the NDP III period. The critical output section contains: 5. The critical outputs that are essential to achieve the outcome. 6. The operational benchmarks that measure prog- ress in achieving each critical output. 7. The annual targets for operational benchmarks for the entire NDP III period (2023 -2027). Here, the baseline values are not considered relevant, as it is the annual benchmark targets that will lead to the outcome target. Republic of Somaliland National Development Plan III 157 3. MONITORING THE NDP III • Most operational benchmarks attempt to indicate
3.1 Data Supply and Demand important steps through established milestones. Principles The RBM matrix uses only three simple categories The mechanism of supply and demand and how it affects that roughly measure progress by indicating if it is the value of goods and services is well known in the mar- pending (marked with “- -“), in progress, or com- ketplace. For the MEAL system to work, it is also crucial that pleted. This can often easily be answered through there is a good balance between the supply and demand institutional memory and does not require systematic sides of data and management information. data collection. • However, there are also operational benchmarks If monitoring data is collected but managers show insuf- with numerical targets, showing for each year how ficient interest or do not appreciate its value for decision many outputs need to be achieved, such as how making, is a high supply of data but weak demand. Conse- many schools need to be built. quently, the quality of the data supply-chain will suffer. As in The following example shows the difference between the the marketplace, it is important that there is transparency, types of operational benchmarks. predictability, and stability in data demand and supply. As supply normally follows demand, it is important to first and foremost stabilize the demand side of management information. This is done by defining who is demanding what data, and when and how often it is needed. Once this is clearly defined and institutional routines are established, the data collection supply chain will be able to organise itself and create the capacity needed to satisfy demand. It is acknowledged that NDP III related data collection and reporting is only part of the data that managers need to effectively manage their institution. Therefore, NDP III monitoring obligations, whenever possible, are kept to a minimum.
3.2 Technical Aspects of Monitoring NDP III Progress How to Assess Critical Outputs and Operational Benchmarks There is a distinction between monitoring the NDP III’s critical outputs and operational benchmarks, which is more important for operational managers, and monitoring prog- ress towards the five year sector outcome targets, which is more important for strategic managers. It is beyond the purpose of this MEAL supplement to ex- plain in detail each sector’s data collection chain, from the field level to central level professional statistics department (PSD), as this differs greatly from sector to sector. It is there- fore assumed that each MDA will take action to improve their internal data collection chain in such a way that they can satisfy the minimum requirements put forward in this MEAL supplement regarding NDP III monitoring. Therefore, this MEAL supplement assumes that MDA data collection chains are sufficiently functional so that relevant data will be available at the PSD level. It is strongly recommended that the senior management of each MDA discusses NDP III progress in relation to the critical outputs and the associated operational benchmarks for which they are responsible every three to six months. This is best done through an operational progress report prepared by PSD staff, under the guidance of the direc- tor general. There are two different types of operational benchmarks: Republic of Somaliland National Development Plan III 158 Type of NDP III period MDA resp. Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 CCT-DAC - 3.1: Small grants disbursed for CCT-DAC - 3.1.a: Guidelines and criteria for small-scale (particularly women-owned) the acquisition of small grants are Milestone In progress Completed NDRA businesses. developed and approved. CCT-DAC - 3.1.b: Number of requests for small grants by people from displacement- Accumulated 130 300 530 700 NDRA affected communities that have been total received by NDRA. CCT-DAC - 3.1.c: Proportion of small grant proposals that have been awarded by Accumulated NDRA and disbursed to people from 20% 30% 40% NDRA total displacement-affected communities. Example of the Different Types of case, targets that are not met in a previous year do not increase the burden to meet future targets. Operational Benchmarks In the following example, the critical output CCT-DAC – 3.1 is 3. The third operational benchmark (CCT-DAC – 3.1.c) in broken down into three different operational benchmarks. this example is also numerical, but shows percentages, estimating the proportion of people who requested a 1. The first operational benchmark (CCT-DAC – 3.1.a) grant that actually received a grant. This is linked to represents a process of developing and approving people’s capability to successfully apply for a grant. guidelines and criteria for awarding small grants. This is Factors that impact this benchmark include the com- obviously an important step before starting to process plexity of the application process and the criteria for grant requests. As shown in the table, the benchmarks approving a grant. indicate that this should start in 2023 and be complet- ed by 2024. This is also an accumulated total, meaning that at the end of the NDP III a total of 280 (40% x 700) applicants 2. The second operational benchmark (CCT-DAC – 3.1.b) must have received a grant (not just 40% of the 170 shows the number of grant applications that are ex- people that are expected to apply in 2027). This puts pected to be submitted by people living in displace- extra pressure on the NDRA to continuously improve ment affected communities (DACs). This reflects the their performance by adapting the application process. expected impact of this intervention, which depends on, among other variables, how thoroughly the Nation- For supervisors who are directly responsible for the imple- al Displacement and Refugee Agency (NDRA) informed mentation of activities that will lead to achieving operation- eligible recipients about the availability of the grants al benchmarks, it is important to understand the progress in and how aligned the grants are to people’s needs and every operational benchmark. However, senior managers expectations. These are numerical targets for each like directors general and ministers may prefer a more gen- year. Note that these are accumulated totals showing eral picture, based on a summarized overview of progress what NDRA expects to achieve until the end of each in achieving a set of operational benchmarks. year, including all the accumulated achievements of the previous years. The following example shows how to summarize bench- If targets are not met in previous years, it will increase mark achievements that contribute to the same outcome. the amount of work to reach future targets. For exam- When reporting, it is also important to describe unusual sit- ple, if only 110 instead of 130 grant applications have uations that affected performance during implementation been processed in 2024, then it means that the target in a short paragraph for each outcome. for 2025 is not 170 grant applications but 190. Some- times it makes more sense to have annual totals. In this Republic of Somaliland National Development Plan III 159 Outcome: ECO - 1: By 2027, Somaliland will achieve inclusive and sustainable economic growth through sound macroeconomic frameworks and policies. Reporting year (a) (b) (c) (d) 2024 As planned in RBM matrix As reported Milestone category Frequency Score Frequency Score 1 - Qualitative operational Completed 4 400% 6 600% In progress 3 75% 5 125% benchmarks measured in Pending 5 0% 1 0% milestones TOTAL 12 475% 12 725% 153% NOTE: Overall performance is equal to "Total reported score" divided by "Total planned score" times 100%, which is 725% / 475% = 153% Outcome: ECO - 6: By 2027, Somaliland will have adopted Investment and industrial development regimes to promote sustainable development. Reporting year 2024 (a) (b) (c) Benchmark description Planned amount Reported amount Benchmark score 2 - Quantitative operational ECO - 6.1.a: Number of regions with a One- benchmarks measured in stop shop established and operational. 1 2 200% numbers ECO - 6.1.c: Total number of newly registered businesses with assistance from 20 16 80% the one-stop shop. NOTE: An individual benchmark score is equal to (reported amount) divided by (planned amount) times 100%. Summarizing Performance for 4. The fourth step is to check the real situation and reg- ister the total number of operational benchmarks that Completing Benchmarks have actually reached completion, are in progress, There are two components to summarizing the or are pending at the end of 2024. This is entered in performance of operational benchmarks that fit under column (c). the same outcome, depending on the type of benchmark 5. Again, the same scoring percentages are used for target: each of the milestone categories. These are summed 1. Summarising the overall performance of a series of op- up for each milestone category and entered in column erational benchmarks that were defined by milestones. (d): 725%. 2. Presenting the implementation rate of a series of op- 6. The last step is to determine the “Overall Performance erational benchmarks that have numerical targets, i.e., Score”, which is equal to the "total reported score" DI- accumulated or annual totals. VIDED BY the "total planned score" TIMES 100%, which The above table shows how the overall performance of a is 725% DIVIDED BY 475% " TIMES 100% = 153%. series of benchmarks with annual milestones is determined As the Overall Performance Score is higher than 100%, (example for Outcome ECO – 1 in reporting year 2024, see implementation is going faster than expected in the plan. annex). It is important to note that this is a rough method of es- 1. The first step is to copy the outcome from the RBM timating the Overall Performance Score because the size matrix. and complexity of achieving each operational benchmark 2. The second step is to verify, in the 2024 column of the can be very different. However, this method gives a general outcome’s RBM matrix, the total number of operational overview if things are more or less on track. benchmarks that were expected to be either complet- ed, in progress, or pending (indicated by “- -“). The A different and simpler method used to present the com- totals are then entered in column (a) for each of the pletion of quantitative (numerical) benchmarks is shown in milestone categories (see below). the table above (example ECO – 6): 3. Each milestone category is assigned a scoring percent- 1. The number of units planned for each operational age: benchmark are entered in column (a). • Each benchmark that is expected to be completed is 2. The number of units that are reported to be accom- assigned 100% plished at the end of the reporting year are entered in column (b) • Each benchmark that is expected to be in progress is assigned 25% 3. For each operational benchmark the performance is calculated separately, as follows: (reported amount) • Each benchmark that is expected to be pending (“- DIVIDED BY (planned amount) TIMES 100%. -“) is assigned 0% After determining the total scores for each benchmark’s milestone category, they are summed up, as shown in col- umn (b): 475%. Republic of Somaliland National Development Plan III 160
3.3 How to Assess Sector Outcome posts, etc.) at various institutional levels. For exam- ple, to measure the primary school GER, MoES needs Indicators to collect enrolment data from all primary schools in In contrast to operational benchmark monitoring, the collec- Somaliland. tion of data for sector outcome indicators only occurs once • Many outcome indicator values are recognized as every year. This process runs parallel to the production of important national statistics and therefore need to be the annual operational progress report by compiling four submitted to MoPND’s Central Statistical Department quarterly progress reports, as described in the following for quality control, as they, once officially published, section. There are important differences between report- will be important national and international reference ing on operational benchmarks and reporting on outcome points. This is not the case with operational bench- indicator targets: marks. • Monitoring of operational benchmarks is a relatively simple process. In contrast, most outcome indicators have quantitative (numerical) targets and often rely on a fairly complex data collection systems, involv- ing many implementation units (like schools, health A. Projected outcome indicator targets in NDPIII RBM matrix (a) (b) (c) NDP Outcome NDP Outcome Indicator Unit 2021 2027 ECO - 1: By 2027, Somaliland will achieve ECO - 1.A: Gross Domestic Product per inclusive and sustainable economic capita (at current prices). USD 775 1,160 growth through sound macroeconomic frameworks and policies. ECO - 1.B: Proportional share of tax revenue in GDP. % 9.5% 15% ECO - 1.C: Annual inflation in Somaliland stays within its target margin % 5.6% <10,0% during the NDP III period. B. Real progress towards NDPIII outcome indicator targets (k) (l) (m) (n) (o) Reporting year Progress towards 5-year Outcome Target 2024 Years since Expected progress Actual progress % achieved REAL VALUE BASELINE 920 3 192.50 145.00 75.3% Proportion of the 5-year targeted increase that 14.0% 3 2.75% 4.50% 163.64% has been achieved 7.0% 3 <10,0% 7.0% YES Reporting on Progress Towards Outcome • Column (b) shows the baseline value in 2021 (775 USD GDP per capita, for indicator ECO – 1.A) Indicator Targets This table takes the indicators for Outcome ECO – 1 as an • Column (c) shows the target value in 2027 (1,160 USD example of how progress should be reported on outcome GDP per capita) targets at the end of any given year in the NDP III period. • Therefore, the total increase expected during the This table has two sections: NDP III period is the target value MINUS baseline • Section A is simply an exact copy of the relevant value, or 1,160 USD MINUS 775 USD = 385 USD per outcome information in the RBM matrix. This serves capita. only as a point of reference to understand the calcu- lations. Table B: Real progress as recorded at the end of the report- ing year (2024) • Section B shows the actual calculations to arrive at • Column (k) shows the reporting year (2024) and the the “proportion of the 5-year targeted increase that real value as recorded at the end of the reporting has been achieved”. The mathematics behind this year, which for this example is a GDP value of 920 are explained below. USD per capita. Attention: This is not the proportion of the target value, • Column (I) shows the difference between the report- but it is the proportion of the increase needed on top of ing year (2024) and the baseline value year (2021), the baseline value to arrive at the target value (target value so 3 years. Note that in this case the total period MINUS baseline value). The numbers in both sections of between the baseline year (2021) and target value the table for indicator ECO – 1.A are detailed below: year (2027) is six years. Table A: Outcome indicator baseline and target values • Column (m) shows that it is reasonable to expect that copied from the RBM matrix 50% of the target increase will have been reached, • Column (a) shows the unit of measurement because 50% of the time has passed between the baseline year and target year (three out of six years). Republic of Somaliland National Development Plan III 161 This would be 385 USD TIMES 50% = 192.50 USD correct answer is therefore “Yes, inflation is within its per capita. This is the expected progress. target margin of less than 10%.” • Column (n) shows the real progress made during the So, although the example given for the first two indicators three years that passed since the baseline year, so is useful for the vast majority of NDP III quantitative (nu- 920 USD MINUS 775 USD = 145 USD. This the real meric) outcome indicator targets, the example of the third progress. indicator shows there may be exceptions and common • Finally, column (o) shows the proportion of the target- sense should prevail to identify those exceptional cases. ed increase that was achieved. This is equal to (real Outcome Indicators Using Somaliland progress) DIVIDED BY (expected progress) TIMES 100%. So, for this example, 145 USD per capita DIVID- Population Data ED by 192.50 USD per capita TIMES 100% = 75.3%. There are many outcome indicators that require Somaliland population data of a specific age group in the way they are Conclusion: Although progress has been made, it is less expressed, for example: than expected, as the “% of the targeted increase” is less • The proportion of citizens, 16 years or older, that than 100%. have a national ID card. Regarding Indicator ECO – 1.B we can now quickly observe • The Gross Enrolment Ratio in primary education, or the following: the proportion of all Somaliland children of primary • The total targeted increase is equal to the target val- school age (6-13 years old), who are enrolled in pri- ue in column (c) MINUS the baseline value in column mary education. (b), or 15% MINUS 9.5% = 5.5%. • The prevalence of stunting in children under 5 years • The real progress is the real value in column (k) MI- of age, or the proportion of all Somaliland children NUS the baseline value in column (b), which is 14% who are zero to four years old who show clear MINUS 9.5% = 4.5%. characteristics of stunting as diagnosed in health facilities. • The expected progress is 50% TIMES 5.5% = 2,75% (column m) as only three out of six years have passed It is important that a common reference point is being uti- since the baseline value was recorded. lized and that from year to year the estimated population growth is calculated correctly for population-based indica- • Finally, column (o) shows the proportion of the target- tors. ed increase that was achieved. This is equal to (real progress) DIVIDED BY (expected progress) TIMES A Population Reference Table is included in Annex 5, which 100%. So, for this example, this is 4.5% DIVIDED BY is based on PESS-2014 population figures for ages zero to 2,75% TIMES 100% = 163.64%. 75 years old and includes projections for each year of the Conclusion: Because this is higher than 100%, progress is NDP III period based on an estimated population growth of faster than anticipated. 2.93% per year. This Population Reference Table has been approved by MoPND’s Central Statistical Department. Regarding Indicator ECO – 1.C we can observe the follow- ing: • This is an entirely different case. The numbers in This also includes a separate table with population-based Table A should not be interpreted as if the govern- NDP III outcome indicators and the projected size of asso- ment wants to increase annual inflation from 5.6% ciated age groups for each year of the NDP III period. This (the baseline value in 2021) to 10% (the target value has been included to provide a common reference point in 2027). Inflation is not a good thing, and all govern- and avoid miscalculations. ments want to keep it as low as possible.
3.4 Annual reporting • The target of the Central Bank of Somaliland is to keep annual inflation below 10% and preferably much Operational Progress Reports lower. However, there are many external factors that Reporting on operational benchmarks is done influence inflation. through 3-6 monthly Operational Progress • MoPND’s CSD collects consumer prices and calcu- Reports. The minimum requirements for these reports are: lates the inflation figures in Somaliland. This is an • An overview of critical outputs and operational indicator which only has two possible answers, in this benchmarks under the MDA’s responsibility, as pre- case the answer "yes" or "no" (this is called a Boolean sented in the relevant NDP III RBM matrices. indicator). • Progress achieved in the previous 3-6 months for • If inflation is less than 10% the correct answer is “Yes, each of the operational benchmarks associated with inflation is within its target margin of less than 10%.” critical outputs under the MDA’s responsibility. This is the case in the baseline year when annual • Problems that may affect the achievement of the inflation was at 5.6%. However, if annual inflation is benchmark targets and proposed measures to higher than 10% the correct answer is “No, inflation is counter such operational problems. not within its target margin of less than 10%.” • General conclusions and a summary of recommend- • In the example above, the real value registered for ed actions, including the entity that will be responsi- 2024 is 7% annual inflation. This is less than 10%, so it ble and the completion deadline. is within the margin set by the Central Bank, and the Republic of Somaliland National Development Plan III 162 Figure 4: Managing NDP III Operational benchmark reporting and follow-up in MDAs 7 Action deadlines supervised by DG & PSD 5 Updated The Minister's Office ROLLING ACTION MATRIX 3 6 Draft Summary FINAL Brief w/ Summary 2 Conclusions Brief w/ & Recomm. Conclusions Director & Recomm. General 4 Draft ROLLING ACTION MATRIX 1 Draft MDA Operational Validated Progress Summary Brief Progress Report MDA PSD / to be included in Final Progress Report M&E Unit Data flow The evidence-based conclusions and recommendations, management meetings should start with verifying the formulated by the director general with support from the status of the agreed upon actions, ensuring that dead- PSD, are a critical part of Progress Reports. This will help lines are met and adding any new actions. in focusing the discussion, facilitating decision making, and Critical outputs and their associated operational bench- formulating action points during the management meeting. marks are always assigned to specific MDAs (see final col- umn in the RBM matrices). The responsibility for reporting Depending on the dynamics in top management in each on them is therefore also assigned to that MDA. MDA, the following 7 steps in information management are suggested, as shown in Figure 4. Each year, the PSD in any given MDA must compile the 3-6 monthly validated Progress Reports into a single institution- 1. The head of the PSD, together with their staff, must al Annual Operational Progress Report. In principle, these ensure that the data supply chain produces a draft reports do not include sector outcome related data. Operational Progress Report in a timely manner, which is presented to the director general and contains the The validated Annual Operational Progress Reports are elements previously mentioned. shared by each MDA with the MoPND’s M&E department, 2. The director general, the head of the PSD, and any oth- which should receive in total 50-60 reports. It is expected er relevant staff will then have a meeting to discuss and that most of these reports will be between 3-5 pages in (re-)formulate all conclusions and recommendations length. contained in the draft progress report. In the context of their institutional function, the DG is ultimately respon- Figure 5: Example of a Rolling Action Matrix to monitor “Action sible for data verification to ensure that all conclusions to be taken” and recommendations are evidence-based. No. Date Action to be Responsibility Deadline Status Observations taken date 3. After this meeting with the DG, a concise Progress Summary Brief is prepared for validation by the min- ister or agency director. The Progress Summary Brief contains the most important data and the final draft of the conclusions and recommendations of the Progress Report. 4. At the same time, the PSD and DG prepare a draft Roll- ing Action Matrix (RAM), which serves to register rec- ommended actions to be taken based on the Progress Report. The term “rolling” means that new recommend- ed actions will be added continuously at the bottom of the list and only fully implemented actions can be taken off the list. The Rolling Action Matrix is a simple table with seven columns (see Figure 5). 5. The minister or agency director will then be asked to call a special NDP III management meeting where the Progress Summary Brief and the Rolling Action Matrix are discussed, possibly revised, and validated. 6. The validated Progress Summary Brief will be added to the Progress Report and can now be shared with external partners. 7. However, the Rolling Action Matrix is considered an internal management instrument, and future senior Republic of Somaliland National Development Plan III 163 Figure 6: Producing the NDP III Annual Progress Report Implementation year (Year N) First quarter Year N+1 Second quarter Year N+1 Q1 Q2 Q3 Q4 Operational Benchmark Authors: ± 50 MDAs Annual Operational Progress Report Progress Reports (By all MDAs) NDPIII National Annual Progress Report (by MoPND) Authors: 12 sector lead MDAs Sector Outcome Annual Sector Outcome Progress Report Progress Reports (By sector lead Sector Outcome Progress Reports The Annual Sector Outcome Progress Report is submitted In contrast to operational benchmarks, which are assigned by the sector lead MDA to MoPND’s Central Statistical to MDAs, outcomes and outcome targets are assigned to Department, who will receive a total of 12 reports (1 per sectors. In sectors with more than one MDA it is not always sector). It is expected that most of these reports will be clear who is responsible for outcome data collection and no more than 5-10 pages. reporting. The NDPIII National Annual Progress Therefore, MoPND assigned a lead MDA for each sector, Report which will be responsible for reporting to the Central Sta- Every year, the available data from the Annual Operational tistics Department (CSD) on outcome indicator values and Progress Reports, prepared by all MDAs, and the Annual supporting data. The CSD has quarterly meetings with rele- Sector Outcome Progress Reports, prepared by sector lead vant PSDs in the existing Statistical Working Group, where MDAs, will be merged into a single document, the NDP III the harmonisation of this process will be discussed. National Annual Progress Report. The following list shows the lead MDA in their sector for the Every year, MoPND’s M&E Department must integrate the purpose of collecting data on NDP III outcome indicators 12 Sector Outcome Progress Reports with the 50-60 Op- and submitting them to MoPND’s CSD: erational Progress Reports, combining them into a single • Economic Sector: MoTT NDP III National Annual Progress Report. This is a signifi- cant task for the involved staff and MoPND should consider • Energy and Extractive Sector: MoEM mobilizing additional resources for the M&E department for • Production Sector: MoLFD a 2-3-week period once the majority of Progress Reports • Infrastructure Sector: MoTRD have been made available. The NDP III National Annual Progress Report is the most important report each year • Governance Sector: MoI for promoting accountability and learning at various levels • Education Sector: MoES (Sector Coordination Forums, the National Planning Com- mission, the High-level Development Coordination Forum, • Health Sector: MoHD etc.). The Annual Progress Report is the cornerstone for • Social Protection Sector: MESAF maintaining a fruitful dialogue with development partners • Judciary Sector: SCS and boosting the NDP III’s Resource Mobilization Strategy. Figure 6 illustrates the annual reporting process. • Cross-cutting Themes: MESAF Sector lead MDAs should coordinate sector data collection The compiled NDP III National Annual Progress Report using the following process: includes the following sections: • Some sector outcomes clearly align with the institu- • An executive summary, including the most important tional mandate of another MDA in the sector, so the conclusions and recommendations from the sector lead MDA can assign data collection for that outcome chapters. to the relevant MDA and only needs to provide over- • For each sector, the end-of-year real values of sector sight to ensure that the responsible MDA collects the outcome indicators and the degree to which NDP III relevant data for that outcome. outcome targets have been reached. • In other cases, the lead MDA will have to collect the • Under each of the outcomes, an overview of op- data themselves as there is no alternative MDA in the erational benchmarks that have been completed, sector who can be expected to do so. and how many are expected to be completed. This • All outcome data will be gathered by the lead MDA includes a short analysis of how operational bench- and presented in a separate Annual Sector Outcome mark completion has been affected, positively or Progress Report for the whole sector. negatively, against outcome levels. Republic of Somaliland National Development Plan III 164 • The extent to which other internal or external factors • The National Planning Commission have affected the outcome levels and the completion • The Cabinet of certain benchmarks. • The President’s Office • Conclusions and recommendations for major adjust- ments needed to keep the NDP III on track. It may also be desirable, once validated by the National Planning Commission, to share evidence-based information with engaged development partners as part of the NDP III’s
3.5 Dissemination and Publication Resource Mobilization Strategy, so this can be discussed in of Progress Reports the High-level Development Coordination Forum or other assemblies. The Operational Progress Reports (by MDAs) The information management steps suggested for the NDP Once the Quarterly and Annual Operational Progress Re- III Annual Progress Report involve different authorities, as ports have been analysed, discussed, possibly adjusted, depicted in Figure 8 and explained below: and validated, they can shared with external partners either 1. All MDAs in each sector submit their Annual Operation- as a digital copy or hard copy. al Progress Report to MoPND’s M&E department in a timely manner, according to predetermined deadlines. Simultaneously, each sector lead MDA submits its Sec- The following is recommended for MDA-validated Opera- tor Outcome Progress Report to MoPND’s CSD. tional Progress Reports: 1. All MDAs prepare their 3-6 monthly Operational 2. The CSD and the M&E department will conduct a quick Progress Report, as previously explained. The report quality-check on the Progress Reports, based on the is validated by each MDA in a special senior manage- following criteria: ment meeting. • Checking for all relevant data according to the 2. All MDAs share their report with the chair and co- guidelines chair of the associated Sector Coordination Forum • Checking the report contains credible data (SCF), who will put a discussion of the MDA reports presented in a user-friendly format on the agenda of the next SCF meeting. In principle, the MDA quarterly reports are always distributed by • Checking data tables for any errors in calculat- email to all SCF members. ed values 3. If important issues are identified in the SCF meetings • Ensuring that data tables are accompanied by that need to be brought to the attention of the rele- text that contextualizes the data vant MDA, the SCF chair and co-chair can issue an • Confirming the report contains a Summary Brief official SCF memo to the relevant minister or agency with clear data-based conclusions and recom- director. mendations 3. The CSD will formally validate all outcome indicator The National Annual Progress Report (by values so that the M&E department can include them in MoPND) the NDP III National Annual Progress Report. The following entities are targeted in the process of validat- 4. MoPND’s M&E department will then compile the NDP ing and disseminating the NDP III National Annual Progress III National Annual Progress Report, which is organ- Report: ised by sector chapters and also contains an overall • Sector Coordination Forums executive summary and a section on conclusions and • The Intersectoral Coordination Forum recommendations. Figure 7: Dissemination of Operational Progress Reports to the SCFs Republic of Somaliland National Development Plan III 165 Figure 8: Dissemination of the Annual National Progress Report President's office Cabinet NPC 6 5 INTER- Publication SECTORAL 7 MoPND 3 CSD: Minister's Office 5 5 5 Outcome Sector Sector Sector Data 4 Coordination Coordination Coordination Report compilation 2 by the M&E Quality Department NDP III National Annual 1.a 1.b Progress Report [50 MDAs] [12 LEAD MDAs] Annual Annual Sector OPERATIONAL OUTCOME Progress Reports Progress Reports 5. The NDPIII National Annual Progress Report is shared 3.7 Reporting Language with SCF chairs and co-chairs, who and then share the report with the Intersectoral Coordination Forum (ISCF). Progress Reports that are elaborated by the MDAs at central level should be written in English. This makes it 6. The National Planning Commission, chaired by Mo- easier to share these reports with non-Somali speaking PND, will organise a special session to validate the development partners. However, these reports in English NDP III National Annual Progress Report, addressing will include an executive summary in Somali. comments and observations before official distribution. 7. The CSD will publish the validated outcome indicator values in a NDP III section (or in a special edition) of the Somaliland-in-Figures publication later in the year.
3.6 Reporting Calendar Figure 9 shows the reporting calendar for the three types of reports and the institutions that are responsible. • Operational Progress Reports (four quarterly and one annual) • Sector Outcome Progress Report (1) • National Progress Report (1) Figure 9: Reporting calendar for Operational, Sector Outcome, and National Progress Reports Type of "YEAR N" (This is the implementation year} "YEAR N+1" Action report J F M A M J J A S O N D J F M A M J J By whom? Quarterly Submission to DG 31 30 31 31 Operational MDA internal validation 15 15 15 15 All PSDs of Progress Sharing with SCF-chairs 20 20 20 20 all MDAs Reports Compilation for the whole year 28 Sector Outcome Data collection Outcome targets 28 Progress Report Submission to DG PSDs of 15 sector lead Analysis and validation w/SCF 31 MDAs Sharing with MoPND/CSD 05 Annual Compilation of Annual Report 10 Operational Submission to DG 15 Progress Report PSDs of MDA internal validation 30 sector lead Sharing with MoPND/M&E 15 MDAs Sharing with MoPND/CSD 15 Sharing with relevant SCF chair 15 National Compilation of all MDA reports 15 Progress Report Outcome data check by CSD 30 MoPND Submission to DG of MoPND 10 (M&E dept. Analysis and validation NPC 25 and CSD) Report dissemination 31 Republic of Somaliland National Development Plan III 166 4. EVALUATION OF THE NDP III expression of interest phase will be invited to sub-
4.1 Midterm Review of the NDP III mit a technical and financial proposal. An important There was no Midterm Review of the NDP II, so a key learn- part of the technical proposal will be a detailed and ing moment was lost. Because evaluation focuses on un- well-founded explanation of the evaluation method- derstanding the causal relationship between interventions ology they are proposing. and results – as opposed to monitoring, which consists • In contrast with the Midterm Review, the focus of the of only routine data collection – it important that MoPND End-of-Term Evaluation should be on the achieve- conducts a Midterm Review of the NDP III. Figure 10 shows ment of outcome targets. To facilitate this, MoPND a suggested calendar for the midterm review must ensure that, at minimum, the National Annual Progress Reports for 2024, 2025, 2026, and 2027 Please note the following guidance on the mid-term review: are made available to the evaluation team. • MoPND is responsible for leading and coordinating the preparation and implementation of the different • Instead of an action plan based on recommenda- steps in the calendar. tions for NDP III adjustment, the evaluation process will culminate in two additional activities, both to be • It is important that MoPND involves stakeholders in produced by the consultants (and should therefore the preparation and implementation of the Midterm be included in their terms of reference): Review so that they will feel ownership of the major conclusions and recommendations and be willing to • The organisation of one or more seminars to adjust interventions. A good starting point for this is debate lessons learned, engaging with core the joint approval of the terms of reference based on staff of all sectors a jointly-developed review methodology. • Approval of a document with recommendations • The focus of the Midterm Review should be on iden- for the NDP IV formulation process tifying the most important lessons learned based on • Financial resources have been tentatively planned identified major implementation bottlenecks, and to in the NDP III budget for the End-of-Term Evaluation a lesser extent on progress in sector outcomes, as (US$ 300,000). However, a final budget needs to there only will have been two years of implementa- be based on contract negotiations at the end of the tion. To facilitate this, MoPND must ensure that the tendering process. Annual Operational Progress Reports and National Annual Progress Reports of 2024 and 2025 are Outcome indicators using survey data were avoided as made available to the Midterm Review team. much as possible, as it would be difficult to guarantee the availability of data in 2027 for verifying the achievement of • Financial resources have been tentatively planned outcome indicator targets. in the NDP III budget for the Midterm Review (US$ 85,000). However, a financial budget proposal should However, an exception was made for the Somaliland Health be made based on the approved methodology and and Demographic Survey for the following three reasons: terms of reference. • It contains important social indicators on a large clus- • Finally, MoPND must ensure the Midterm Review ter basis that can only be obtained through surveys. team produces clear recommendations and lessons • MoPND’s CSD is heavily involved in the preparation learned that will lead to the formulation of a plan of and implementation of the SLHDS. action to adjust NDP III implementation. • The last SLHDS was performed in 2020 in conjunc- tion with the NDP III formulation to provide baseline
4.2 End-of-Term Evaluation of the values for key outcome indicators. MoPND’s CSD NDP III should negotiate financial resources and technical The End-of-Term Evaluation of the NDP III should be sched- support so that another survey can be conducted in uled early enough so that its major findings can be taken 2026 in time for the End-of-Term evaluation of the into account for the NDP IV formulation process, likely NDP III, while simultaneously providing baseline val- influencing the approach and methodology of the next ues for the NDP IV. phase of Somaliland’s national development planning. Fig- ure 11 shows a recommended calendar for the End-of-Term Evaluation. The calendar for the End-of-Term Evaluation is similar to the one for the Midterm Review, but with several differences: • Whereas the Review starts with the joint approval of the methodology this is not the case for the Evalua- tion, as this will already be part of the procurement process. • The Evaluation will most likely be done by an external consultancy through a formal procurement tendering process. The companies that were selected in the Republic of Somaliland National Development Plan III 167 Figure 11: Implementation calendar for the NDP III End-of-Term Evaluation 2026 2027 Description OCT NOV DEC JAN FEB MAR APR MAY JUN JUL 1 Approval of Terms of Reference X 2 Approval of preliminary budget proposal X 3 Financing commitments completed X X 4 Procurement of external consultancy company X X 5 Evaluation team mobilized X 6 Implementation of end-of-term evaluation X X X X 7 Approval Evaluation Report X 8 Lessons learned seminar by evaluation team X 9 Approval "Repercussions for NDP IV" doc. X Figure 10: Implementation calendar for the NDP III Midterm Review 2024 2025 Description OCT NOV DEC JAN FEB MAR APR MAY JUN JUL 1 Midterm Review methodology approved X 2 Approval of Terms of Reference X 3 Budget approval X 4 Financing commitments completed X 5 Midterm Review team established X 6 Implementation of Midterm Review X X X 7 Recommendations validated X 8 Action Plan formulated X Republic of Somaliland National Development Plan III 168 5. ACCOUNTABILITY Over the years, M&E has evolved into the MEAL approach, adding the concepts of accountability and learning. This is the result of the realization that mere data collection for M&E will not automatically lead to accountability, institu- tional learning, and, most importantly, improvements in ev- idence-based decision making. Because the public sector has a clear chain of command for reporting, these reporting routines go hand-in-hand with accountability. A number of reporting routines were previously mentioned that are meant to improve accountability: • All reporting includes a section with conclusions and recommendations to facilitate discussions in subse- quent management meetings. • All MDAs are strongly advised to prepare 3-6 month- ly Operational Progress Reports and subsequently organise senior management meetings to discuss progress on operational benchmarks, using the RBM matrix as a guiding tool. • Each year, sector lead MDAs will prepare Sector Outcome Progress Reports and discuss the results in the relevant Sector Coordination Forum, which also includes development partners. • Data related to NDP III outcome indicator targets will be validated each year by MoPND’s CSD, which will also be responsible for their publication in the annual Somaliland-in-Figures report. • The compiled NDP III National Annual Progress Report will be approved by the National Planning Commission and shared with the highest authorities, including the Somaliland High-Level Development Coordination Forum. The MoPND has a vital role to play in reinforcing these reporting routines and supporting an institutional culture of accountability throughout the NDP III process. Republic of Somaliland National Development Plan III 169 6. LEARNING Learning is a continuous process and can take place in • Learning events need to be well structured. It should any circumstance. However, it cannot be taken for granted be clear what the potential lessons learned are, who that learning will automatically take place, especially at an should be invited to be able to have a well-balanced institutional level, where it is often a slow process. and open dialogue, and how to structure the learning process so that the event will lead to useful results. Therefore, it is important to structure the learning process Think about the potential added value of one or and consciously build in learning moments during NDP III more external facilitators, utilizing persons who bring implementation. The previously mentioned NDP III Mid- in relevant expertise, the presentation of relevant term Review and End-of-Term Evaluation are examples of lessons learned elsewhere, etc. learning at the highest level, but these moments can be • Learning events that take place before the onset of organised at lower levels (MDA, regional, district, etc.) and the annual national budgeting exercise could poten- happen more frequently. A key annual learning opportunity tially have an impact if lessons learned could include is in May-June before the National Budgeting Exercise recommendations for altering budget allocations for starts, but after the MDA’s Annual Progress Report has been some MDAs. made, so that conclusions and recommendations can feed into the next national budgeting cycle. There is a short-term cost attached to the learning process, but in the medium- to long-term, if well executed, it will lead to substantial savings by improving the effectiveness of interventions. Figure 12 presents potential important learning moments for institutions at different levels during the NDP III imple- mentation period: Please note the following: • Figure 12 shows potential learning moments. Each institution, based on their perception of the NDPIII implementation process, must determine how and when to organise learning activities. Figure 12: Potential learning moments and events during the NDP III period Learning event Participants to consider 2023 2024 2025 2026 2027 1 MDA learning seminar after validating the MDA's Strategic and operational managers from central, Annual Operational Progress Report regional, and field level, and representatives of APR/ APR/ APR/ APR/ implementing partners. MAY MAY MAY MAY 2 Sector learning seminars to discuss lessons learned SCF - members of the relevant sectors and other as formulated in Annual Operational Progress invitees. AUG/ AUG/ AUG/ AUG/ Reports or NDPIII National Annual Progress Reports. SEP SEP SEP SEP 3 Special session of the HLDCF to discuss the lessons Members of the HLDCF and other invitees. learned and recommendations of the MidTerm Review or end-of-term Evaluation of the NDPIII. JUN JUN 4 NPC retreat to discuss lessons learned formulated in Members of the NPC, the Inter-sectoral NDPIII National Annual Progress Reports and/or Coordination Forum and other invitees. AUG/ AUG/ Midterm Review. SEP SEP Republic of Somaliland National Development Plan III 170 7. WHO DOES WHAT, AND WHEN? • Outcome indicator targets are collected during
7.1 Government Officials January and February of the following year. Sector technical staff involved in data • Once data is collected and analysed for all relevant Sector Outcome indicators, as well as collection at the central, regional and the Critical outputs and associated Operational district levels benchmarks, and conclusions and recommen- dations have been duly formulated, the Annual Technical staff involved in data collection are on the supply Progress Report is drafted and submitted side of the data value chain, they must: to senior management (DG, minister/agency • Familiarize themselves with the RBM matrices rel- director) every year by April 15 at the latest. evant to their sector. For the sector, this means all outcomes, outcome indicators and targets for 2027. • Organise a special management meeting for the For the MDA, this means all critical outputs and annu- discussion and validation of the Annual Progress al operational benchmarks for which their institution Report (data, conclusions, and recommendations) by is responsible. the end of April at the latest. • Reflect on their role in data collection and reporting • Communicate all relevant end-of-year outcome for each of the NDP III indicators and benchmarks, indicators to MoPND’s CSD every year by May 15 at based on their institution’s deadlines and instruc- the latest. The CSD is responsible for quality control tions. and publication. • Ensure data collection takes place according to • Submit the MDA’s validated Annual Progress Report standards, formats, and deadlines set by their insti- every year to MoPND’s M&E department by May 15 tution. at the latest. Every year, the M&E department will compile all MDA Reports into a single NDP III Annual • Verify that data is correct before submission. When- Progress Report for publication by the end of July. ever relevant, data should also be accompanied by contextual comments. • Disseminate the MDA’s Annual Progress Report to all members of the relevant Sector Coordination • Submit data to their superiors in the data chain Forum. The report’s conclusions and recommen- according to set deadlines. dations of the Annual Progress Reports of relevant MDAs should be shared and discussed in a SCF Ministers, DGs and heads of PSDs/M&E meeting. units Ministers, directors general, and heads of the PSDs/M&E Key Staff of the Ministry of Planning and units are on the demand side of the data value chain. In National Development other words, they need management information to im- The MoPND is involved in the following activities for the prove the performance of their institution, and this informa- NDP III MEAL process: tion can only be made available if relevant and reliable data • Ensuring that all government institutions and asso- has been collected. The heads of PSDs/M&E units should: ciated projects respect standards and deadlines as • Familiarize themselves with the RBM matrices rel- described in this document. evant to their sector. For the sector, this means all • Compiling, validating, and disseminating the MDA outcomes, outcome indicators and targets for 2027. Annual Progress Reports into a NDP III National An- For the MDA, this means all critical outputs and annu- nual Progress Report. al operational benchmarks for which their institution is responsible. • Verifying NDP III outcome indicator values and publishing this data in a special section of Somalil- • Guarantee oversight of data collection and Progress Report preparation by ensuring the following: and-in-Figures. • There are clear instructions for data collection, including uniform formats, for government staff
7.2 Non-GoSL Project Management and managers of sector-aligned projects. Staff • Operational benchmark reporting and discus- Managers of sector-aligned projects and programmes sion occurs every 3-6 months so that adjust- with a role in data collection are recommended to do the ments can be made during year. These reports following: should be internally validated no more than 6 • Familiarize themselves with the RBM matrices rel- weeks after the end of the reporting period. evant to their sector. For the sector, this means all An end-of year summary report on progress outcomes, outcome indicators and targets for 2027. during the year needs to be compiled and vali- For the MDA, this means all critical outputs and annu- dated at the MDA level by the end of February al operational benchmarks for which their institution of the following year at the latest, which is then is responsible. incorporated into the Annual Progress Report. • Reflect on their role in data collection and reporting for each of the NDP III indicators and benchmarks, Republic of Somaliland National Development Plan III 171 based on guidelines and deadlines for the MDA(s) • At the same time, MoPND’s M&E department is they are supporting. responsible for the compilation of the MDA Annual • Inquire about sector standards, formats, and Progress Reports into an annual NDP III National deadlines in relation to the collection of data. If any Progress Report, including its dissemination after problems are apparent, these should be flagged and validation by the minister of planning. discussed with the relevant PSD director. • Critical outputs and their associated operational • Ensure data collection takes place according to benchmarks, as well are their subsequent reporting, standards, formats, and deadlines set by the relevant are always assigned to specific MDAs. In contrast, MDA. outcomes and outcome targets are assigned to spe- cific sectors. This means that it is not always clear in • Verify that data is correct before submission. When- sectors with more than one MDA who is responsible ever relevant, data should also be accompanied by for outcome data collection and reporting. Therefore, contextual comments. MoPND assigns each sector a lead MDA who will be • Submit data to the relevant PSD(s) according to set responsible to report to the CSD on outcome values deadlines. and supporting data. • Participate in the SCF meeting where sector prog- ress, conclusions, and recommendations will be discussed. This meeting should take place every year before June 1.
7.3 MEAL Implementation Calendar Please note the following details: • The monitoring of progress towards critical outputs and their associated benchmarks occurs every 3-6 months, whereas the monitoring of progress towards outcome targets occurs once a year. These are es- sentially separate process that come together in the Annual Progress Reports. • Inside MoPND, the CSD is responsible for the valida- tion of NDP III outcome indicator-related data and its annual publication. Figure 13: Implementation calendar of the MEAL reporting process Type of "YEAR N" (This is the implementation year} "YEAR N+1" Action report J F M A M J J A S O N D J F M A M J J By whom? Quarterly Submission to DG 31 30 31 31 Operational MDA internal validation 15 15 15 15 All PSDs of Progress Sharing with SCF-chairs 20 20 20 20 all MDAs Reports Compilation for the whole year 28 Sector Outcome Data collection Outcome targets 28 Progress Report Submission to DG PSDs of 15 sector lead Analysis and validation w/SCF 31 MDAs Sharing with MoPND/CSD 05 Annual Compilation of Annual Report 10 Operational Submission to DG 15 Progress Report PSDs of MDA internal validation 30 sector lead Sharing with MoPND/M&E 15 MDAs Sharing with MoPND/CSD 15 Sharing with relevant SCF chair 15 National Compilation of all MDA reports 15 Progress Report Outcome data check by CSD 30 MoPND Submission to DG of MoPND 10 (M&E dept. Analysis and validation NPC 25 and CSD) Report dissemination 31 Republic of Somaliland National Development Plan III 172
ANNEX 1: SECTOR RBM MATRICES The sector Results-based Management (RBM) matrices consist of two sections: 1. The top-section describes the expected outcome, accompanied by an outcome indicator, a baseline value, and a target for the end of the year 2027. This is identical to the RBM approach used for the NDP II. 2. The bottom section breaks down the process to reach the outcome target by identifying the most critical outputs and their annual operational benchmarks. This section also notes the lead MDA responsible for implementation and reporting. This consists of: • Approximately 2-4 critical outputs for each MDA contributing to the outcome. • A set of operational annual benchmarks for each critical output, which allows for monitoring progress during the year(s). There are two types of operational benchmarks: • Quantitative benchmarks subdivide an entire numerical five year target for the NDP III into annual targets in the years they are expected to take place. Note that nu- meric targets can be either annual targets, showing expected achievements only for that year, or accumulative targets, showing the total target for that year, including all previous years. • Qualitative benchmarks indicate mile- stones, or advances expected to be made in a qualitative process in the years they are expected to take place. The bottom section of the RBM matrix has been added for the following reasons: • It structures the process to achieve the outcome in several concrete steps, allowing a better under- standing of what is needed to reach the outcome target from year to year. This may better facilitate a common understanding of the process, assist MDA staff when making their annual plan and budget, and guide dialogue with development partners and other stakeholders. • It is meant to be an internal tool for monitoring, reflection, and analysis for MDA managers who are responsible for achieving the annual benchmarks. It is advised to discuss the status of progress and iden- tify bottlenecks and operational adjustments every 3-6 months. • This section of RBM matrix is also meant to be used to structure annual reporting to the MoPND, who is responsible for compiling, at least once a year, all sector reports into a single NDP III Progress Report. It is expected that the tool will facilitate and improve the quality of regular NDP III reporting. Republic of Somaliland National Development Plan III 173 RBM Matrices – Economy Sector Strategic Objective ECO - SO-1: To promote a sound and stable macroeconomic environment. NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) ECO - 1: By 2027, Somaliland will achieve ECO - 1.A: Gross Domestic Product per capita (at current prices). USD 775 1,160 inclusive and sustainable economic growth through sound macroeconomic ECO - 1.B: Proportional share of tax revenue in GDP. frameworks and policies. % 9.5% 15.0% ECO - 1.C: Annual inflation in Somaliland stays within its target margin during % 5.6% <10,0% the NDP III period. Source: Somaliland in Figures 2021 Data (CSD; Nov.2022); ECO - 1.B: MoFD Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. ECO - 1.1: Increased automation in tax ECO - 1.1.a: Approved Action Plan for the collection towards a more integrated introduction of ASYCUDA (Automated Milestone In progress Completed -- -- -- MoFD structure. System for Customs Data) for customs operations. ECO - 1.1.b: Infrastructure and skills and competency training concluded for the introduction of ASYCUDA in the Customs Milestone -- In progress Completed -- -- MoFD Department of the MoFD. ECO - 1.1.c: ASYCUDA fully operational in Milestone -- -- -- In progress Completed MoFD the customs department. ECO - 1.2: Alternative financing schemes ECO - 1.2.a: Climate finance scheme has explored by the Ministry of Finance been explored as an option and its viability Milestone -- In progress Completed -- -- MoFD Development. in a Somaliland context has been determined. ECO - 1.2.b: Diaspora bonds have been explored as an option and their viability in a Milestone -- -- In progress Completed -- MoFD Somaliland context has been determined. ECO - 1.2.c: Islamic capital markets have been explored as an option and their Milestone In progress Completed -- -- -- MoFD viability in a Somaliland context has been determined. ECO - 1.2.d: At least one alternative financing scheme that is considered to be Milestone -- -- -- -- In progress MoFD viable in a Somaliland context is being introduced. ECO - 1.3: Budget transparency, as in the ECO - 1.3.a: The National Annual Budgets past, has been upheld have been published on- and off-line. Milestone Achieved Achieved Achieved Achieved Achieved MoFD ECO - 1.3.b: Citizens’ budget made widely available to the public on- and off-line. Milestone Achieved Achieved Achieved Achieved Achieved MoFD ECO - 1.4: Somaliland economy has been ECO - 1.4.a: Measuring dolarization level of Milestone Completed -- -- -- -- CB dedolarized. Somaliland in different sectors. ECO - 1.4.b: Adopted and implemented a Milestone In progress In progress In progress Completed -- CB dedolarization policy. ECO - 1.4.c: Issuing better quality Milestone -- -- In progress In progress Completed CB Somaliland shilling banknotes. Republic of Somaliland National Development Plan III 174 NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) ECO - 2: By 2027, Somaliland will have ECO - 2.A: Average completion rate of the Outcome's combined operational strengthened domestic financial benchmarks. institutions to encourage and expand calculated as (("No. of fully completed milestones by end NDPIII * 100% + % -- >80% access to banking, insurance, and Proportional completion of each quantitative operational benchmark) divided financial services for all. by (the total number of operational benchmarks for this outcome)). Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. ECO - 2.1: Enhanced regulatory oversight ECO - 2.1.a: Develop a Policy for the Milestone In progress Completed -- -- -- NIA and supervision of the insurance industry. insurance industry. ECO - 2.1.b: Comprehensive review of legal instruments relevant for the insurance Milestone -- In progress Completed -- -- NIA industry. ECO - 2.1.c: Awareness campaign and for the introduction of third party motor vehicle Milestone In progress In progress In progress In progress In progress NIA assurance. ECO - 2.1.d: Developed regulations to operationalize third party motor vehicle Milestone In progress Completed -- -- -- NIA insurance, as legislated in the Companies Insurance Act. ECO - 2.1.e: Drafting of amendments of key legal instruments as indicated by the review. Milestone -- -- In progress In progress In progress NIA ECO - 2.2: Developed a more innovative ECO - 2.2.a: Developed a financial sector financial sector leading to better access to policy to potentially increase access to Milestone In progress Completed -- -- -- CB finance, especially for MSMEs and women. finance by women and MSMEs. ECO - 2.2.b: Appropriate measures in place so that the Central Bank will be able to report on the number of MSMEs, individual Milestone In progress Completed -- -- -- CB women, and female owned businesses that have been able to get finance. ECO - 2.2.c: Number of MSMEs that have No target. No target. No target. been able to make use of the newly Milestone To report To report To report CB introduced financial product. real data. real data. real data. ECO - 2.2.d: Number of women that have No target. No target. No target. been able to make use of the newly Annual Total To report To report To report CB introduced financial product. real data. real data. real data. ECO - 2.3: Separated commercial activities ECO - 2.3.a: Drafting and finalize the Milestone -- In progress In progress Completed -- CB from the Central Bank by creating the Commercial Bank Act. Commercial Bank of Somaliland ECO - 2.3.b: Construction of the Commercial Milestone -- In progress In progress Completed -- CB Bank building ECO - 2.3.c: Create the functionality of the Milestone -- -- -- In progress Completed CB Commercial Bank. Strategic Objective ECO - SO-2: To facilitate a conducive environment for investment and private sector development, whilst promoting decent work conditions and labour productivity. NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) ECO - 3: By 2027, Somaliland will have ECO - 3.A: Average completion rate of the Outcome's combined operational strengthened institutions and regulatory benchmarks. frameworks developing policies and acts calculated as (("No. of fully completed milestones by end NDPIII * 100% + that support productive activities, decent Proportional completion of each quantitative operational benchmark) divided % -- >80% job creation, entrepreneurship, creativity, by (the total number of operational benchmarks for this outcome)). and innovation. Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. ECO - 3.1: Stronger institutional, policy, ECO - 3.1.a: Reduction of double taxation legal and regulatory frameworks to facilitate for business registration and licensing Milestone In progress Completed -- -- -- MoTT doing business in Somaliland. through implementation of the Business ECO - 3.1.b: Trademark, patents and design registration and protection legal framework Milestone In progress Completed -- -- -- MoTT in place. ECO - 3.1.c: Commercial code for export and import trade drafted and approved. Milestone In progress In progress Completed -- -- MoTT ECO - 3.1.d: Classification of businesses in accordance with the Business Licencing Act Milestone In progress In progress In progress Completed -- MoTT ECO - 3.1.e: Finalization and rendered operational of the National Industrial Milestone In progress In progress Completed -- -- MoIID Development Policy and Act. ECO - 3.1.f: Rendered operational the Milestone In progress Completed MoIID National Investment Policy and Act. ECO - 3.1.g: Establishment of industrial Milestone In progress In progress In progress In progress Completed MoIID zones in all regions. ECO - 3.2: Stronger institutional, legal and ECO - 3.2.a: Develop an Joint Action Plan to regulatory framework to create a more operationalize the National Employment Milestone Completed -- -- -- -- MESAF enabling environment for employment and Policy with other relevant stakeholders. self-employment. ECO - 3.2.b: Drafting and approval of the Milestone In progress Completed -- -- -- MESAF National Internship Act. ECO - 3.2.c: Review the current Somaliland Labour Law and Code and align with Milestone -- In progress Completed -- -- MESAF international ILO standards. ECO - 3.2.d: Develop standardized criteria for the provision of seed grants to be applied Milestone -- In progress Completed -- -- MESAF uniformly across government institutions. Republic of Somaliland National Development Plan III 175 NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) ECO - 4: By 2027, Somaliland will have ECO - 4.A: Average completion rate of the Outcome's combined operational expanded its programs and policies that benchmarks. promote sustainable tourism to create calculated as (("No. of fully completed milestones by end NDPIII * 100% + % -- >80% jobs and promote Somaliland’s local Proportional completion of each quantitative operational benchmark) divided culture and products. by (the total number of operational benchmarks for this outcome)). Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. ECO - 4.1: Improved policy and legal ECO - 4.1.a: Baseline survey on tourism Milestone In progress Completed -- -- -- MoTT framework for the tourism sector. contribution to the economy. ECO - 4.1.b: Developed and approved the Milestone -- In progress Completed -- -- Tourism Policy. ECO - 4.1.c: Developed and approved the Milestone -- -- In progress Completed -- MoTT Act to promote the tourism sector. ECO - 4.2: More and better statistics on the ECO - 4.2.a: Tourism Statistics Action Plan tourism sector are regularly collected and to boost and streamline the collection of Milestone Completed -- -- -- -- MoTT available to the general public. data about the sector is developed and approved. ECO - 4.2.b: A robust system for the regular collection of tourism related data from public administrative sources and private sector Milestone -- In progress In progress Completed -- MoTT sources is designed in collaboration with MoPND's Central Statistics Department and operational. ECO - 4.2.c: Annual publications of tourism related data are available and widely Milestone -- -- -- In progress Completed MoTT disseminated on- and off-line. ECO - 4.2: Tourism Marketing Strategy ECO - 4.2.a: Tourism Marketing Strategy developed and operational. drafted and approved with clearly defined Milestone -- -- In progress Completed -- MoTT roles for public & private sector stakeholders. ECO - 4.2.b: Joint marketing operations designed and implemented with private Milestone -- -- -- In progress Completed MoTT sector operators. NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) ECO - 5: By 2027, Somaliland will have ECO - 5.A: Average completion rate of the Outcome's combined operational diversified its economy through improved benchmarks. trade facilitation and economic (calculated as "No. of fully completed milestones/processes by end NDPIII * % -- >80% cooperation. 100% + Proportional completion of each quantitative operational benchmark) divided by (the total number of operational benchmarks for this outcome)). Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. ECO - 5.1: Trade policy developed and ECO - 5.1.a: Trade policy drafted in approved. collaboration with all relevant stakeholders Milestone In progress Completed -- -- -- MoTT ECO - 5.2.b: Trade policy is submitted and Milestone -- Completed -- -- -- MoTT approved. ECO - 5.2: Instruments developed and ECO - 5.2.a: Mapping of existing tariffs and improved to enhance subregional trade. non-tariff trade barriers in Somaliland and Milestone In progress In progress In progress In progress -- MoTT the subregion, and their impact on subregional trade. ECO - 5.2.b: Interim reports about the potential impact of the elimination of nuisance tariffs and nontariff barriers on Milestone -- Completed -- Completed -- MoTT regional trade routes to be discussed with trading partners. ECO - 5.2.c: Jointly elaborated Action Plan developed with trading partners, which stipulates changes required at national or Milestone -- In progress Completed -- -- MoTT subregional level to warrant the removal of certain tariffs and non-tariff barriers. ECO - 5.2.d: Final report available concerning the elimination of nuisance Milestone -- -- -- -- Completed MoTT tariffs and nontariff barriers on regional trade routes. ECO - 5.3: Enhanced skills and ECO - 5.3.a: Mapping of MSMEs per sector Milestone Completed -- -- -- -- MoTT competencies for MSME owners and their that are supported by NGOs. employees. ECO - 5.3.b: Course training modules designed for MSMEs in cooperation with Milestone In progress Completed -- -- -- MoTT relevant institutions. ECO - 5.3.c: Number of people trained in Annual Total 400 400 400 MoTT MSME courses. ECO - 5.4: Enterprise survey has been ECO - 5.4.a: Resources mobilized for the implemented and report available implementation of the Enterprise Survey. Milestone In progress Completed -- -- -- MoTT ECO - 5.4.b: Practical and technical preparations done for implementation of the Milestone -- In progress Completed -- -- MoTT Enterprise Survey. ECO - 5.4.c: Enterprise Survey has been Milestone -- -- -- In progress Completed MoTT implemented. ECO - 5.5: Investments in the Berbera ECO - 5.5.a: Foreign Direct Investment No target. No target. No target. No target. No target. Accumulated Special Economic Zone scheme attracted into the Special Economic Zone. To report To report To report To report To report SEZA total real data. real data. real data. real data. real data. ECO - 5.5.a: Number of permanent jobs Accumulated created through investments in the Special 300 600 800 1,000 1,200 SEZA total Economic Zone scheme. Republic of Somaliland National Development Plan III 176 NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) ECO - 6: By 2027, Somaliland will have ECO - 6.A: Proportion of customers that find the One-stop shop service for adopted Investment and industrial investors at least satisfactory in the Customer Satisfaction Survey. development regimes to promote % N.A. >70% sustainable development. Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. ECO - 6.1: One-stop Shops established for ECO - 6.1.a: Number of regions with a One- Accumulated investors, to improve the clarity and speed of stop shop established and operational. In progress 1 2 4 6 MoIID total government procedures. ECO - 6.1.b: Roll-out of on-line business Accumulated In progress In progress Completed MoIID registration system. total ECO - 6.1.c: Total number of newly registered businesses with assistance from Annual Total 100 120 150 MoIID the one-stop shop. ECO - 6.1.d: Customer Satisfaction Survey designed and implemented based on a Milestone -- -- -- In progress Completed MoIID representative sample of One-stop shop customers. ECO - 6.2: Improved policy and legal ECO - 6.2.a Already drafted PPP policy Milestone Completed -- -- -- -- MoIID framework for the establishment of Public- approved by Cabinet. Private Partnerships (PPP). ECO - 6.2.b: Develop and approve an Action Plan for the operationalization of the PPP Milestone In progress Completed -- -- -- MoIID policy. ECO - 6.2.c: MIID reports annually on the number of PPPs established in Somaliland. Milestone -- In progress Permanent Permanent Permanent MoIID ECO - 6.2.d: Research data available on the impact of the PPP policy and projects. Milestone -- -- -- -- In progress MoIID NDP Outcome NDP Outcome Indicator Unit Baseline (2012) Target (2027) ECO - 7: By 2027, Somaliland will have ECO - 7.B1: Employment to population ratios in the age group 15-24 years old increased decent employment for women have increased 25% as compared to the rates from the Labour Force Survey % 6% / 4% 7,5% / 5% and men, including for young people and 2012 in Hargeisa, Borama and Burcao (M/F). persons with disabilities, and equal pay for ECO - 7.B2: Employment to population ratios in the age group 25-34 years old work of equal value. have increased 16% as compared to the rates from the Labour Force Survey % 36% / 15% 42% / 17,5 % 2012 in Hargeisa, Borama and Burcao (M/F). ECO - 7.B3: Employment to population ratios in the age group 35-54 years old have increased 10% as compared to the rates from the Labour Force Survey % 42% / 23% 46,2% / 25,3% 2012 in Hargeisa, Borama and Burcao (M/F). Source: Labour Force Survey 2012, Bottom of Table 4.2, page 36-37 . Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. ECO - 7.1: Partnership established between ECO - 7.1.a: Effective annual National Milestone Completed Completed Completed Completed Completed MESAF MESAF and other relevant public and Employment Conference organized. private stakeholders in skills development ECO - 7.1.b: MoU on skills development for for employment. the labour market is formulated with the active participation of relevant stakeholders Milestone In progress Completed -- -- -- MESAF from the GoSL, private sector, and NGOs. ECO - 7.1.c: Conducted a labour market study to improve understanding of the Milestone -- In progress Completed -- -- MESAF current mismatch between the supply and demand of labour skills. ECO - 7.1.d: Action Plan for Skills Development formulated based on recommendations from the labour market Milestone -- -- In progress Completed -- MESAF study that were validated by the joint stakeholders. ECO - 7.1.e: Organize the National Annual Milestone Completed Completed Completed Completed Completed MESAF Job Fair event. ECO - 7.2: Robust labour market information ECO - 7.2.a: Develop an approach to Milestone In progress Completed -- -- -- MESAF management system operational. continuously collect labour market data. ECO - 7.2.b: Design the software for a national labour market information Milestone -- In progress Completed -- -- MESAF management system. ECO - 7.2.c: Operationalize the National Labour market information management Milestone -- -- In progress Completed -- MESAF system. ECO - 7.3: Increased number of ECO - 7.3.a: Mapping of types of services Employment Innovation Hubs across needed for youth sob seekers in Hargeisa. Milestone Completed -- -- -- -- MESAF Somaliland's regions (1 EIH is currently operational in Gabiley) ECO - 7.3.b: Preparations and Milestone -- In progress Completed -- -- MESAF establishment of EIH in Hargeisa. ECO - 7.3.c: Mapping of types of services needed for youth sob seekers in Burco. Milestone -- Completed -- -- -- MESAF ECO - 7.3.d: Preparations and Milestone -- -- In progress Completed -- MESAF establishment of EIH in Burco. Republic of Somaliland National Development Plan III 177 RBM Matrices – Energy and Extractives Sector Sub-sector: Energy Strategic Objective EEX - SO-1: To Increase access to safe, affordable and reliable energy while reducing inefficiencies. NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) EEX - 1: By 2027, Somaliland urban EEX - 1.A: Installed electrical power generation capacity through regulated electricity supply will have been increased Electricity Service Providers (ESPs) in the urban areas MegaWatt 135 185 by a total of 50 megawatt for a total of EEX - 1.B: Number of electricity customer connections through regulated Customer Baseline value 30,000 additional customer connections. 78,796 + HGA Electricity Service Providers (ESPs) in the urban areas. connections + 30,000 Source: Estimates from the National Energy Policy: 90% * 150 MW Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. EEX - 1.1: Increased electricity service EEX - 1.1.a: Mobilized funds to expand provision in the urban areas electrification systems (Hybrid mini-grids, Annual Total 50 4 3 MoEM mini-grids, grid extension, off grid. (million USD) EEX - 1.1.b: Number of urban centres that Accumulated are covered by additional investments 2 2 2 3 MoEM total EEX - 1.2: Advanced Institutional capacity, EEX - 1.2.a: Somaliland Electrical Act policy, legal, planning, research, operations, amended and passed by Parliament. Milestone In progress Completed -- -- -- MoEM and human resources in support of better service delivery EEX - 1.2.b: Critical regulatory gaps Process -- In progress In progress In progress Completed MoEM identified and improved EEX - 1.2.c: Number of trained MoEM staff in Annual Total 20 25 25 25 25 MoEM energy related contents. EEX - 1.3: Public private partnerships EEX - 1.3.a: General PPP framework Milestone In progress Completed -- -- -- MoEM established with the ESPs documents developed and approved EEX - 1.3.b: Number of ESPs covered by Accumulated 1 MoEM Berbera PPP agreement. total EEX - 1.3.c: Number of ESPs covered by Accumulated 6 MoEM Hargeisa PPP network agreement. total NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) EEX - 2: By 2027, 25 % of national energy EEX - 2.A: Proportion of national energy generation that is provided by generation will be provided by renewable renewable energy resources % 16.2% 25% energy resources. Note: An increase of 1 % in renewable energy = 1% * 150 MW = 1500 kW Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. EEX - 2.1: Increased energy generation EEX - 2.1.a: Number of newly installed Accumulated capacity from indigenous renewables (wind, renewable energy systems (kW) 1,000 4,000 9,000 14,000 18,000 MoEM total geothermal, solar) EEX - 2.2: Expanded use of affordable EEX - 2.2.a: Total installed capacity of micro- Annual Total 250 250 250 250 250 MoEM quality micro-solar home systems as solar home systems (kW). reported by 12 registered sales companies EEX - 2.2.b: No. of consumers that Accumulated under the SEAP WB project benefitted by purchasing micro-solar home 5,000 5,000 5,000 5,000 5,000 MoEM total systems NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) EEX - 3: By 2027, the average electricity EEX - 3.A: Average kW price charged by ESPs in 10 assessed major towns price charged by the ESPs will be reduced USD 0.57 0.48 by 15 %, compared to 2021 levels, through increased efficiencies in the EEX - 3.B: Average proportion of Energy Service Providers' energy losses. energy value chain. % 31.9% 27.0% Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. EEX - 3.1: Enhanced infrastructure to EEX - 3.1.a: The distribution network of improve efficiencies in energy sub-sector Hargeisa ESPs are interconnected into a Milestone -- In progress In progress In progress Completed MoEM provision of affordable electricity single distribution network. EEX - 3.1.b: No. of interconnected ESPs in Accumulated 6 MoEM Hargeisa city. total EEX - 3.2: Other contributor to increase EEX - 3.2.a: Roadmap for crossborder Milestone In progress Completed -- -- -- MoEM efficiencies and reduce losses? power trade developed. EEX - 3.2.b: Wajale Pilot Somaliland - Milestone -- In progress Completed -- -- MoEM Ethiopia interconnection established. EEX - 3.3: Combined Battery Energy EEX - 3.3.a: Total installed capacity of newly Storage Systems (BESS) with existing solar installed BESS (kWh) Annual Total 10,000 10,000 10,000 MoEM energy systems. Republic of Somaliland National Development Plan III 178 Sub-sector: Extractives Strategic Objective EEX - SO-2: To promote and regulate the sustainable and environmentally sound exploration and exploitation of minerals and petroleum resources for the benefit of all. NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) EEX - 4: By 2027, 27 % of Somaliland's EEX - 4.A1: Proportion of Somaliland land mass explored for oil and gas. % 17% 27% land mass will have been explored for oil and gas (Land mass = 177.000 sqkm) EEX - 4.A2: Surface area of Somaliand land mass explored for oil and gas. sqkm 30,000 48,000 Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. EEX - 4.1: Oil and gas blocks successfully EEX - 4.1.a: Number of blocks explored for Accumulated 1 2 4 6 MoEE marketed for exploration by private oil and gas total companies EEX - 4.1b: Number of exploration wells Accumulated 1 MoEE drilled total EEX - 4.2: Established a comprehensive EEX - 4.2.a: Number of community Accumulated 1 2 4 6 8 MoEE and effective community engagement engagment workshops conducted. total programme EEX - 4.2.b: Number of Community Accumulated engagement officers hired and assigned. 4 4 4 4 MoEE total EEX - 4.2.c Number of Community Accumulated 4 4 4 6 MoEE Committees mobilized. total EEX - 4.3: Enacted a comprehensive legal EEX - 4.3.a: Upstream petroleum bill is Milestone X MoEE framework approved. EEX - 4.3.b: Petroleum Revenue Bill is Milestone X MoEE approved. NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) EEX - 5: By 2027, 18 % of Somaliland's EEX - 5.A: Part of Somaliland basement area explored for minerals basement area with potential for mineral % 8% 18% exploration will have been explored (Total area = 30.000 sqkm). sqkm 2,373 5,400 Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. EEX - 5.1: Exploration of mineral resources EEX - 5.1.a: Number of investors that are Accumulated 1 2 3 4 5 MoEE promoted attracted and licensed total EEX - 5.1.b: Number of blocks that are Accumulated 38 95 170 265 378 MoEE contracted out total EEX - 5.2: Investments for mineral EEX - 5.2.a: Total investments realized for Accumulated 400,000 1,000,000 1,790,000 2,790,000 3,980,000 MoEE exploration mobilized exploration (USD) total EEX - 5.2.b: Number of local jobs created as Accumulated a result of the exploration and mining 72 144 216 288 360 MoEE total activities. EEX - 5.2.c: Presented mineral potential by Accumulated creating geoscience data reports. 6 6 6 6 6 MoEE total EEX - 5.3: Increased community awareness EEX - 5.3.a: Passing of the Mining Code and Accumulated on social and environmental protection for Endorsement of the Mining and Minerals Completed -- -- -- -- MoEE total the mineral exploration and mining sites. policy. EEX - 5.3.b: Number of community awareness sessions conducted on mineral Milestone 6 12 18 24 30 MoEE exploration sites. EEX - 5.3.c: Number of monitoring and Accumulated community out reach sessions conducted. 4 8 12 16 20 MoEE total NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) EEX - 6: By 2027, Somaliland's capability EEX - 6.A: The newly established Mineral Analysis Laboratory has analyzed Boolean No Yes on minerals laboratory analysis will be mineral samples according to international standards. (Yes/No) enhanced. % of samples 0% 80% analyzed locally Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. EEX - 6.1: Equipped mineral laboratory built EEX - 6.1.a: Approved accreditation report Milestone X MoEE according to international standards of Mineral Analysis Laboratory. EEX - 6.1.b: % of mineral samples analysed Annual -- 20% 40% 60% 80% MoEE locally. EEX - 6.2: Improved staff capacity on EEX - 6.2.a: Number of Ministry staff trained Accumulated 5 7 9 10 MoEE minerals analysis in mineral analysis. total EEX - 6.3: Mineral data registry created EEX - 6.3.a: Total number of mineral Accumulated 0 118 236 354 472 MoEE samples analysed. total EEX - 6.3.b: Total number of mineral Accumulated ?? ?? ?? ?? ?? MoEE samples stored for reference. total Republic of Somaliland National Development Plan III 179 NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) EEX - 7: By 2027, increase in investments EEX - 7.A: Gemstone Value Addition Centre is operational and serviced Boolean in mining and value addition. provided to local mining companies. No Yes (Yes/No) Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. EEX - 7.1: Improved technical capacity of EEX - 7.1.a: No. of MoEM geologists who Accumulated gemstone value addition staff are trained and accredited to be -- 1 2 3 3 MoEE total professional gemologists. EEX - 7.1.b: No. of GVAC staff trained in Accumulated -- 1 2 3 4 MoEE cutting and polishing gemstones. total EEX - 7.2: Gemstone industry promoted in EEX - 7.2.a: Somaliland's Gemstone Milestone -- In progress Completed -- -- MoEE Somaliland Registry created EEX - 7.2.b: No. of gemstone-focussed Accumulated -- 1 2 3 4 MoEE mineral exhibitions organised total EEX - 7.2.c: Number of gem investors Accumulated 1 2 3 4 5 MoEE attracted/licensed total EEX - 7.3: Proper Gem identification EEX - 7.3.a: Number of Gemstones Accumulated 0 100 200 400 600 MoEE equipment operational identified total Republic of Somaliland National Development Plan III 180 RBM Matrices – Production Sector Strategic Objective PRO - SO-1: To improve resilience and livelihoods of rural communities by promoting sustainable production in livestock and agriculture with sound natural resource management. NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) PRO - 1: By 2027, livelihoods in rural and PRO - 1.A: Average completion rate of the Outcome's combined operational semi-rural areas will have improved due benchmarks. to better resilience in pastoralist and agro- calculated as (("No. of achieved milestones by end NDPIII * 100% + % 0% >80% pastoralist communities. Proportional completion of each quantitative operational benchmark) divided by (the total number of operational benchmarks for this outcome)). Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. PRO-LI - 1.1: Improved access to effective PRO-LI - 1.1.a: Number of heads of cattle animal health services through quality vaccinated against Foot and Mouth disease, Annual Total 150,000 150,000 150,000 150,000 150,000 MoLFD drugs, disease surveillance, and treatment Lumpy skin disease, etc. and vaccination campaigns PRO-LI - 1.1.b: Number of goats vaccinated against Contagious Caprine Pleuro- Annual Total 3,000,000 3,000,000 3,000,000 3,000,000 3,000,000 MoLFD Pneumonia (CCCP). PRO-LI - 1.1.c: Number of goats and sheep vaccinated against "Peste des Petits Annual Total 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 MoLFD Ruminants" (PPR). PRO-LI - 1.1.d: Number of cattle treated Annual Total 200,000 200,000 200,000 200,000 200,000 MoLFD during vaccination campaigns. PRO-LI - 1.2: Capacitated veterinary doctors PRO-LI - 1.2.a: No. of vets trained in and animal health workers in assisting improving health & safety measures Annual Total 40 50 25 20 15 MoLFD producers in health and safety measures. (continuous professional development). PRO-LI - 1.2.b: Number of animal health workers given refresher training in improved Annual Total 30 30 30 30 30 MoLFD health & safety measures. PRO-LI - 1.2.c: Number of livestock extension workers given refresher training in Annual Total 25 45 60 -- -- MoLFD improved animal production practices. PRO-LI - 1.3: Increased fodder production, PRO-LI - 1.3.a: Number of demo farms Accumulated seeds, and techniques through climate established for climate smart animal 2 4 5 6 6 MoLFD total smart practices. production practices. PRO-LI - 1.3.b: Number of fodder seed Accumulated 2 4 5 6 6 MoLFD banks established. total PRO-LI - 1.4: Innovative new products PRO-LI - 1.4.a: Business model developed developed, including livestock insurance. and approved for livestock insurance. Milestone -- In progress In progress Completed -- MoLFD PRO-LI - 1.4.b: Pilot scheme for livestock insurance developed and initiated. Milestone -- -- -- In progress Completed MoLFD PRO-AG - 1.5: Improved coordination PRO-AG - 1.5.a: Initial workshop held with between humanitarian and development all stakeholders to discuss the need for Milestone Completed -- -- -- -- MoAD organisations promoting improved closer coordination between all resilience of rural coomunities, under stakeholders. leadership of MoAD. PRO-AG - 1.5.b: Roadmap developed with clear milestones for improved coordination, including "quick-win" pilot examples of Milestone Completed -- -- -- -- MoAD improved collaboration in the field. PRO-AG - 1.5.c: The roadmap is under implementation and regular meetings held Milestone -- In progress In progress -- -- MoAD to discuss progress and adjust milestones. PRO-AG - 1.5.d: Internal satisfaction survey held among stakeholders in the agriculture sector concerning the impact of the Milestone -- -- Done annually Done annually Done annually MoAD coordination efforts. PRO-AG - 1.6: Coordinated on-station and PRO-LI - 1.6.a: Inventory of on-going on- on-farm research program has sufficient station and on-farm agricultural Research & Milestone In progress Completed -- -- -- MoAD focus on appropriate technology with Extension activities by MoAD and all partner potential to boost adaptation to climate organizations. change in the rural areas. PRO-LI - 1.6.b: Publication of past research results with the participation of relevant Milestone -- In progress Completed -- -- MoAD partners. PRO-LI - 1.6.c: First annual program of Joint On-station and On-farm Agricultural Milestone -- -- In progress Completed -- MoAD Research & Extension agreed and approved. PRO-AG - 1.7: Farmer Field Schools scaled PRO-LI - 1.7.a: Evaluation of current FFS up. experiences in Somaliland, incl. Milestone In progress Completed -- -- -- MoAD recommendations on ways of upscaling FFS. PRO-LI - 1.7.b: Strategy and Action Plan for upscaling FFS jointly approved by MoAD Milestone -- In progress Completed -- -- MoAD and relevant stakeholders. PRO-LI - 1.7.c: Proportional increase of the number of FFS groups in Somaliland. Annual Total 10% 30% 50% MoAD Republic of Somaliland National Development Plan III 181 NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) PRO - 2: By 2027, the promotion of PRO - 2.A: Average completion rate of the Outcome's combined operational sustainable Natural Resource benchmarks. Management will have led to a more calculated as (("No. of achieved milestones by end NDPIII * 100% + % -- >80% sustainable use of land and water Proportional completion of each quantitative operational benchmark) divided resources in the production sector. by (the total number of operational benchmarks for this outcome)). PRO - 2.B: The cumulative number of farmers considered early adopters of soil Number of crop and water conservation practices on their farm, as reported on by all Not available 200 production farmers participating partners. PRO - 2.C: For all relevant fish species, the annual fish catch does not surpass NO the corresponding fishing quotas that have been established on the basis of Boolean (No assessment based YES carried out stock assessments in the NDPIII period. (Yes / No) fishing quotas) Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. PRO-AG - 2.1: Sustainable land use and PRO-AG - 2.1.a: The Somaliland agricultural conservation program on-going on-farm in land policy is reviewed and revised for Milestone In progress In progress Completed -- -- MoAD at least 2 regions. relevance. PRO-AG - 2.1.b: Developed guidelines and training module for conservation agriculture Milestone In progress In progress Completed -- -- MoAD and crop rotation. PRO-AG - 2.1.c: Establishment of on-farm pilot demonstration sites for conservation Milestone -- -- In progress Completed Permanent MoAD agriculture practices (with other partners). PRO-AG - 2.2: Water resource management PRO-AG - 2.2.a: Developed guidelines and program on-going on-farm in at least 2 training module for watershed management Milestone -- In progress In progress Completed Permanent MoAD regions. practices. PRO-AG - 2.2.b: Establishment of on-farm pilot demonstration sites for improved water Milestone -- In progress In progress Completed -- MoAD management practices (with other partners). PRO-AG - 2.2.c: Number of demonstration sites with drip irrigation technology (with Milestone -- 24 30 36 42 MoAD other partners) PRO-AG - 2.2.d: Number of irrigated farms using solar-powered irrigation system (with Milestone -- 30 60 72 90 MoAD other partners) PRO-AG - 2.3: Gully control and stabilization PRO-AG - 2.3.a: Guidelines developed for program on-going on-farm in at least 2 the control of gully erosion at farm level. Milestone -- In progress In progress Completed Permanent MoAD regions. PRO-AG - 2.3.b: Establishment of on-farm pilot demonstration sites for gully control Milestone -- In progress In progress Completed -- MoAD and gully stabilization practices (with other partners). PRO-FI - 2.4: Measures taken to ensure PRO-FI - 2.4.a: Fish stock in Somaliland sustainable use of marine and fishery waters regularly assessed. Milestone -- In progress In progress In progress Completed MoLFD resources. PRO-FI - 2.4.b: Declaration of marine protected areas in collaboration w/MoECC Milestone -- In progress In progress In progress Completed MoLFD (See also Critical Output ENV - 4.2) Republic of Somaliland National Development Plan III 182 Strategic Objective PRO - SO-2: To develop sustainable market-oriented climate-smart value chains in the production sector, involving all stakeholders. NDP Outcome NDP Outcome Indicator Unit Baseline (2020) Target (2027) PRO - 3: By 2027, the meat, dairy, and PRO - 3.A: Increase of 20% in the export of live sheep and goats, comapring No. of animals 1,546,917 1,856,300 feed and fodder value chains will have five-year averages (equals 3,1% growth per year).. considerably improved. PRO - 3.B: Increase of 20% in the export of live cattle, comparing five-year No. of animals 112,896 135,475 averages (equals 3,1% growth per year). PRO - 3.C: Increase of 20% in the export of live camels, comparing five-year No. of animals 33,377 40,053 averages (equals 3,1% growth per year). PRO - 3.D: Domestic meat consumption from goats, sheep, camels, and cattle processed by the main slaughterhouses in Somaliland (Hargeisa, Burco, Kg 719,772 800,000 Borama, Berbera, and Erigavo). Source: Somaliland in Figures, Data 2021 (MoPND, November 2022) Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. PRO-LI - 3.1: Investments in public and PRO-LI - 3.1.a: Total number of livestock Accumulated private livestock infrastructure. holding grounds in Somaliland. 2 3 4 4 4 MoLFD total PRO-LI - 3.1.b: Total number of quarantine Accumulated stations for export and transit of livestock. 4 6 7 8 9 MoLFD total PRO-LI - 3.1.c: Number of slaughterhouses Accumulated constructed, rehabilitated or expanded. 1 5 6 7 7 MoLFD total PRO-LI - 3.1.d: Number of meat markets Accumulated constructed, rehabilitated or expanded. 2 4 6 8 10 MoLFD total PRO-LI - 3.1.e: Number of livestock markets Accumulated constructed, rehabilitated or expanded. 3 4 5 6 6 MoLFD total PRO-LI - 3.1.f: Total number of private Accumulated 9+1 11 12 12 12 MoLFD fattening farms in Somaliland. total PRO-LI - 3.2: Policy and legal framework PRO-LI - 3.2.a: Identified the major gaps in reviewed to address regulatory gaps for legislation and regulation that inhibit Milestone -- In progress Completed -- -- MoLFD livestock, livestock products and the export livestock development in pastoralist of live animals communities. PRO-LI - 3.2.b: More than 90% of identified major gaps have been addressed through Accumulated -- -- In progress In progress Completed MoLFD revised legal and regulatory instruments. total PRO-LI - 3.3: Established parastatal PRO-LI - 3.3.a: Drafting of all necessary Livestock Marketing Agency. documentation for the establishment of the Milestone In progress In progress Completed -- -- MoLFD parastatal Livestock Marketing Agency. PRO-LI - 3.3.c: Livestock Marketing Agency established as a parastatal with all Milestone -- -- In progress Completed -- MoLFD supporting documentation approved. PRO-LI - 3.4: Key actors in the MEAT value PRO-LI - 3.4.a: Training module contents chain have been capacitated in good developed for different target groups. Milestone In progress In progress Completed -- -- MoLFD relevant production practices (producers, slaughterhouse staff, handlers, meat PRO-LI - 3.4.b: Number of short duration vendors, meat inspectors, processors, training courses that have been held on Annual Total -- 3 5 10 15 MoLFD storage, transporters, traders, etc.) good production practices (1 - 13 weeks). PRO-LI - 3.4.c: Number of participants in short duration training courses on good Annual Total -- 60 75 150 225 MoLFD production practices (1 - 13 weeks). PRO-LI - 3.5: Key actors in the DAIRY value PRO-LI - 3.5.a: Training module contents chain have been capacitated in good developed for different target groups. Milestone In progress In progress Completed -- -- MoLFD relevant production practices (producers, vendors, processors, transporters, traders, PRO-LI - 3.5.b: Number of short duration etc.) training courses that have been held on Annual Total -- 3 4 4 3 MoLFD good production practices (1 - 13 weeks). PRO-LI - 3.5.c: Number of participants in short duration training courses on good Annual Total -- 60 80 80 60 MoLFD production practices (1 - 13 weeks). PRO-LI - 3.6: Key actors in the FODDER PRO-LI - 3.6.a: Training module contents value chain have been capacitated in good developed for different target groups. Milestone In progress In progress Completed -- -- MoLFD relevant production practices (producers, vendors, processors, transporters, traders, PRO-LI - 3.6.b: Number of short duration etc.) training courses that have been held on Annual Total -- 3 2 4 6 MoLFD good production practices (1 - 13 weeks). PRO-LI - 3.6.c: Number of participants in short duration training courses on good Annual Total -- 45 30 60 90 MoLFD production practices (1 - 13 weeks). PRO-LI - 3.7: Inputs provided by MoAD and PRO-LI - 3.7.a: Number of people operating Accumulated partner organisations to actors in the fodder in the fodder value chain that have received -- 100 180 250 320 MoLFD total value chain that have been capacitated on inputs for baling. value addition of fodder through baling, PRO-LI - 3.7.b: Number of people operating concentrates, milling, grinding, etc. in the fodder value chain that have received Accumulated -- 60 130 180 230 MoLFD inputs for producing concentrates. total PRO-LI - 3.7.c: Number of people operating in the fodder value chain that have received Accumulated -- 60 160 215 270 MoLFD inputs for milling and grinding. total PRO-LI - 3.8: Livestock trade facilitated for PRO-LI - 3.8.a: Design of the detailed the private sector through market requirements of a Livestock Marketing Milestone In progress Completed -- -- -- MoLFD information and diversification. Management Information System approved. PRO-LI - 3.8.b: Development of the design- approved Livestock Marketing Management Milestone -- In progress Completed -- -- MoLFD Information System PRO-LI - 3.8.c: The Livestock Marketing Management Information System has been rolled out and is providing information to Milestone -- -- In progress In progress Completed MoLFD private sector operators. Republic of Somaliland National Development Plan III 183 PRO-LI - 3.7.c: Number of people operating in the fodder value chain that have received Accumulated -- 60 160 215 270 MoLFD inputs for milling and grinding. total PRO-LI - 3.8: Livestock trade facilitated for PRO-LI - 3.8.a: Design of the detailed the private sector through market requirements of a Livestock Marketing Milestone In progress Completed -- -- -- MoLFD information and diversification. Management Information System approved. PRO-LI - 3.8.b: Development of the design- approved Livestock Marketing Management Milestone -- In progress Completed -- -- MoLFD Information System PRO-LI - 3.8.c: The Livestock Marketing Management Information System has been rolled out and is providing information to Milestone -- -- In progress In progress Completed MoLFD private sector operators. NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) PRO - 4: By 2027, MoAD will have PRO - 4.A: Increase of 20% in the total production of cereals (sorghum, maize), increased institutional capacity to comparing five-year averages (equals 3,1% growth per year). Tons 20,046 24,000 effectively support farmers to increase marketed production. PRO - 4.B: Average completion rate of the Outcome's combined operational benchmarks. calculated as (("No. of achieved milestones by end NDPIII * 100% + % -- >80% Proportional completion of each quantitative operational benchmark) divided by (the total number of operational benchmarks for this outcome)). 2019 Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. PRO-AG - 4.1: A reformed institutional PRO-AG - 4.1.a: Institutional needs structure with enhanced human resource assessment done, based on a balance capacity and matching equipment and between resources needed to achieve Milestone In progress Completed -- -- -- MoAD physical infrastructure to achieve its mission realistic long term 20-year goals and in the agricultural subsector. tangible medium 5-year targets. PRO-AG - 4.1.b: Validation Workshop of the institutional needs assessment document, with representatives of all relevant Milestone -- Completed -- -- -- MoAD stakeholder organisations and development partners. PRO-AG - 4.1.c: Elaboration and approval of an Action Plan and Budget in line with the approach contained in the validated Milestone -- In progress Completed -- -- MoAD Institutional Needs Assessment. PRO-AG - 4.1.d: Action Plan under Milestone -- -- -- In progress In progress MoAD implementation. PRO-AG - 4.2: Developed a financially PRO-AG - 4.2.a: Detailed SWOT analysis sustainable, innovative, market-oriented, done with key stakeholders, defining main producer support approach, together with Strengths, Weaknesses, Opportunities, and Milestone In progress Completed -- -- -- MoAD representatives of all types of value chain Threats of the agricultural sector in general stakeholders. and value chains of selected crops. PRO-AG - 4.2.b: Formulation of Action Plan for the most promising value chains in terms of "value for effort" to remove bottlenecks, Milestone -- Completed -- -- -- MoAD defining clear roles for public and private stakeholders. PRO-AG - 4.2.c: Mobilization of resources for the implementation of the Action Plan. Milestone -- In progress Completed -- -- MoAD PRO-AG - 4.3: Reviewed agricultural policy, PRO-AG - 4.3.a: Mapping study of policy, legal and regulatory framework in line with legislatory, and regulatory elements that MoAD's newly adopted producer support need to be brought in line with MoAD's new Milestone -- In progress Completed -- -- MoAD approach. producer support approach. PRO-AG - 4.3.b: Comprehensive draft of the adjusted agricultural policy, legal, and Milestone -- -- In progress In progress Completed MoAD regulatory framework. PRO-AG - 4.4: Increased access in terms of PRO-AG - 4.4.a: Strengthened procedures available quality and quantity of inputs to and mechanisms to certify different types of both rain-fed and irrigation farmers. input supply traders, like seed, fertilizer, Milestone In progress In progress Completed -- -- MoAD agro-chemicals, and irrigation equipment. PRO-AG - 4.4.b: No. of registered certified Accumulated traders that sell certified seed to producers. 20 25 35 MoAD total PRO-AG - 4.4.c: No. of registered certified Accumulated traders that sell fertilizer to producers. 20 25 35 MoAD total PRO-AG - 4.4.d: No. of registered certified Accumulated traders that sell certified agro-chemicals to 20 25 35 MoAD total producers. PRO-AG - 4.4.e: No. of registered certified Accumulated traders that sell irrigation equipment to 10 15 20 MoAD total producers. PRO-AG - 4.4.e: No. of producers with areas Accumulated under greenhouse production of >500 sqm. 30 40 60 MoAD total PRO-AG - 4.5: New promising agro- PRO-AG - 4.5.a: Inventory made of processing technology introduced to internationally available promising agro- improve value addition to agricultural processing technology in the context of Milestone -- In progress Completed -- -- MoAD products. Somaliland's agricultural production environment. PRO-AG - 4.5.b: Selection of promising agro- processing technologies for inclusion in pilot Milestone -- -- Completed -- -- MoAD schemes. PRO-AG - 4.5.c: Establishment of pilot schemes to test selected agro-processing Milestone -- -- In progress In progress Completed MoAD technologies under Somaliland conditions. PRO-AG - 4.6: Improved infrastructure that PRO-AG - 4.6.a: Established two pilot sites promotes the marketing of agricultural close to Hargeisa market for farm products Milestone In progress In progress Completed -- -- MoAD produce. storage, processing, and value addition. PRO-AG - 4.6.b: Digital platform operational to deliver timely weather information and Milestone -- In progress In progress Completed -- MoAD agronomic advice to producers. Republic of Somaliland National Development Plan III 184 PRO-AG - 4.6.c: Promoting development of physical market infrastructure together with PRO-AG - 4.5.c: Establishment of pilot schemes to test selected agro-processing Milestone -- -- In progress In progress Completed MoAD technologies under Somaliland conditions. PRO-AG - 4.6: Improved infrastructure that PRO-AG - 4.6.a: Established two pilot sites promotes the marketing of agricultural close to Hargeisa market for farm products Milestone In progress In progress Completed -- -- MoAD produce. storage, processing, and value addition. PRO-AG - 4.6.b: Digital platform operational to deliver timely weather information and Milestone -- In progress In progress Completed -- MoAD agronomic advice to producers. PRO-AG - 4.6.c: Promoting development of physical market infrastructure together with Milestone In progress In progress In progress In progress In progress MoAD local governments and the private sector. PRO-AG - 4.6.d: Established a marketing information system for the effective provision of market information to farmers and other Milestone -- In progress In progress Completed -- MoAD market players. NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) PRO - 5: By 2027, the Somaliland fishery PRO - 5.A: A 20% increase of the annual catch of fish (equals 3,1% growth per Tons of fish 3,244 3,900 sector will have grown substantially in a year). sustainable manner. PRO - 5.B: A 50% increase in the number of registered local fishing vessels Registered local 445 670 (equals 7% growth per year). fishing vessels Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. PRO-FI - 5.1: Reviewed and updated PRO-FI - 5.1.a: Identified the major gaps in relevant laws for the fishery sub-sector legislation and regulation that inhibit Milestone Completed -- -- -- -- MoLFD (including legalization of cooperatives), as fisheries development and establishment of well as modernized licensing system. fishery cooperatives. PRO-FI - 5.1.b: Fishery law 84/2018 revised Milestone -- Completed -- -- -- MoLFD and amended PRO-FI - 5.1.c: More than 90% of identified major gaps have been addressed through -- -- In progress Completed -- revised regulatory instruments. PRO-FI - 5.1.d: Fishery licensing system Milestone In progress In progress Completed -- -- MoLFD modernized. PRO-FI - 5.3: Improved capacity to monitor PRO-FI - 5.3.a: Vessel monitoring system / and protect against illegal, unregulated and Automatic Identification System established Milestone -- In progress Completed -- -- MoLFD unreported fishing. and operational. PRO-FI - 5.3.b: Fish catch monitoring and registration system expanded to all key Milestone In progress Completed -- -- -- MoLFD fishing ports and jetties. PRO-FI - 5.4: Established public and private PRO-FI - 5.4.a: No. of rehabilitated or Accumulated investments in strategic infrastructure for the extended jetties of key importance for local 1 2 3 MoLFD total fishing industry (jetties, fish processing fishermen. hubs, transport infrastructure to increase PRO-FI - 5.4.b: Number of operating modern Accumulated access to markets, markets and cold chain 2 4 MoLFD fish processing hubs. total facilities) PRO-FI - 5.4.c: Number of new fish market centres w/cold chain facilities constructed in Accumulated 1 2 3 MoLFD Hargeisa, Erigavo, and Wajaale. total PRO-FI - 5.4.d: Number of operational cold Accumulated storage facilities in coastal areas that are 3 4 8 9 9 MoLFD total important for the fish value chain. PRO-FI - 5.4.e: Number of private fish processing plants (canning, drying, Accumulated 1 2 3 4 MoLFD smoking, etc.) facilitated in collaboration total with relevant MDAs. PRO-FI - 5.4.f: Upgraded the Berbera mechanical workshop for marine engine Milestone -- Completed -- -- -- MoLFD maintenance. PRO-FI - 5.4.g: Establishment of two mobile Accumulated marine engine mechanical workshops in 1 2 MoLFD total Zeylac and Maydh. PRO-FI - 5.4.h: Number of operational public Accumulated 1 2 3 4 MoLFD and private fishing gear shops. total PRO-FI - 5.5: Key actors in the SEAFOOD PRO-FI - 5.5.a: Training module contents value chain have been capacitated in good developed for different target groups. Milestone In progress Completed -- -- -- MoLFD relevant production practices (producers, vendors, processors, transporters, traders, PRO-FI - 5.5.b: Number of short duration etc.) training courses that have been held on Annual Total 5 5 5 5 5 MoLFD good production practices (1 - 13 weeks). PRO-FI - 5.5.c: Number of participants in short duration training courses on good Annual Total 75 75 75 75 75 MoLFD production practices (1 - 13 weeks). PRO-FI - 5.5.d: No. of trainers trained and operational in i) maintenance and repair of Accumulated marine engines, cold storage facilities, solar 12 18 36 36 36 MoLFD total installations, etc., II) inspection, and iii) data collection. PRO-FI - 5.6: Establishment of a fishery PRO-FI - 5.6.a: All necessary pre-conditions training center for the training of young for the establishment of the Fishery Training fishermen. Center have been approved (site, Milestone In progress Completed -- -- -- MoLFD infrastructure, funds, number of staff, curricula, etc). PRO-FI - 5.6.b: Execution of the plans to establish the Fishery Training Center Milestone -- -- Completed -- -- MoLFD according to approved prerequisites. PRO-FI - 5.6.c: The Fishery Training Centre is operational and the first courses for Milestone -- -- In progress In progress In progress MoLFD fishermen are on-going. Republic of Somaliland National Development Plan III 185 RBM Matrices – Infrastructure Sector Strategic Objective INF - SO-1: To build a robust national infrastructure that contributes to a solid foundation for sustainable equitable development in Somaliland. NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) INF - 1: By 2027, transport services by INF - 1.A: Number of international passengers arriving at Hargeisa and Berbera No. of passengers 172,271 290,000 land, sea, and air are safer and more airport in the year. per year frequent, efficient, profitable, and INF - 1.B: Number of domestic passengers departing from Hargeisa, Berbera, No. of passengers sustainable. 0 10,000 Erigavo, and Burco airports in the year. per year INF - 1.C: Kilometres of paved road completed during the NDP III period and in Km. of paved road use. constructed or -- 1,535 rehabilitated. (*) 2027 target = 20% on top of the 2019 pre-COVID level of 242,844 passengers arriving Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. INF - 1.1 Newly constructed and rehabiltated INF - 1.1.m: No. of km. of road constructed (or upgraded) PAVED roads (reducing fuel on the trajectory "Hargeisa – Baligubadle" Milestone In progress In progress In progress Completed -- RDA and vehicle maintenance costs + increasing (total length = 65 km.) safety for all road users). INF - 1.1.a: No. of km. of road constructed on the trajectory "Lawyaddo-Fardaha-Borama" Milestone In progress In progress In progress In progress Completed RDA (total length = 270 km.) INF - 1.1.b: No. of km. of road constructed on the trajectory "Burao-Oodweyne-Hargeisa" Milestone In progress In progress In progress In progress Completed RDA (total length = 190 km.) INF - 1.1.c: No. of km. of road constructed on the trajectory "Burao-Berbera" (total length Milestone In progress Completed -- -- -- RDA = 62 km - funded by SDF) INF - 1.1.d: No. of km. of road constructed on the trajectory "Wadamago-Qoralugud- Milestone In progress In progress Completed -- -- RDA Buhodle" (total length = 90 km.) INF - 1.1.e: No. of km. of road constructed on the trajectory "Erigavo-Maydh (Tabca)" Milestone In progress In progress In progress In progress Completed RDA (total length = 78 km.) INF - 1.1.f: No. of km. of road constructed on the trajectory "Las'anood- Kalabaydh" Milestone In progress In progress In progress In progress Completed RDA (total length = 40 km.) INF - 1.1.g: No. of km. of road rehabilitated on the trajectory "Burao - Las'anood - Milestone In progress In progress In progress In progress Completed RDA Gambadha" (total length = 300 km.) INF - 1.1.h: No. of km. of road constructed on the trajectory "Borama-Baki " Milestone In progress In progress Completed -- -- RDA (total length = 37 km.) INF - 1.1.i: No. of km. of road constructed on the trajectory "Berbera-Las Iidle" Milestone In progress In progress In progress Completed -- RDA (total length = 100 km.) INF - 1.1.j: No. of km. of road constructed on the trajectory "Hargeisa-Salahley" Milestone In progress In progress Completed -- -- RDA (total length = 71 km.) INF - 1.1.k: No. of km. of road constructed on the trajectory "Boon-Xariirad" (total length = Milestone -- In progress In progress Completed -- RDA 37 km.) INF - 1.1.l: No. of km. of road constructed on the trajectory "Hargeisa-Ceelsheekh" Milestone -- In progress In progress Completed -- RDA (total length = 110 km.) INF - 1.1.m: No. of km. of road constructed on the trajectory "Fardaha-Garbodadar- Milestone -- In progress In progress Completed -- RDA Hargeisa" (total length = 150 km.) INF - 1.2: Completed Roads Master Plan pre- INF - 1.2.a: ToR for Roads Master Plan pre- feasibility study for the 23 electoral districts. feasibility study approved and all Milestone In progress Completed -- -- -- RDA preparations for study are completed. INF - 1.2.b: Roads Master Plan pre- feasibility study finalized and approved. Milestone -- In progress In progress In progress Completed RDA INF - 1.3: Viability assessed to promote INF - 1.3.a: Conducting the Feasibility study investments in Berbera - Hargeisa - Aware - for Berbera-Hargeisa-Aware-Shilabo road, Milestone -- In progress Completed -- -- MoTRD Shilabo road, railway, and natural gas railway and natural gas pipeline. pipeline. INF - 1.3.b: Investment marketing portfolio developed, approved and launched to Milestone -- -- In progress In progress Completed MoTRD attract investments in Berbera - Shilabo corridor. INF - 1.4: Expanded civil aviation and airport INF - 1.4.a: Construction of new Terminal for Milestone -- In progress Completed -- CAAA infrastructure. Hargeisa Airport. INF - 1.4.b: Set up of new runway lighting Milestone In progress Completed -- -- -- CAAA system for Hargeisa Airport. INF - 1.4.c: Construction of a new Tower and Flight Information Centre for Hargeisa Milestone Pending In progress Completed -- -- CAAA Airport. INF - 1.4.d: Construct runways & terminals at Milestone In progress In progress In progress Completed -- CAAA Burao Airport. INF - 1.4.e: Construct runways & terminals at Milestone In progress In progress In progress Completed -- CAAA Erigavo Airport. INF - 1.5: New plans developed for future INF - 1.5.a: Implementation of a feasability expansion of civil aviation and airport study for Las Anod Airport, Borama Airport, Milestone In progress Completed -- -- -- CAAA infrastructure. and Kalabaidh Airport. INF - 1.5.b: Design of a Master Plan for the construction and development of Las Anod Milestone -- -- In progress Completed -- CAAA Airport, Borama Airport, and Kalabaidh Airport. INF - 1.6: Improved aviation and airport INF - 1.6.a: Rules and regulations reviewed security. Republic of Somaliland National to meet IATA and ICAO standards. Milestone Development In progress Plan III Completed -- -- -- CAAA186 INF - 1.6.b: Airspace Management systems Airport. INF - 1.4.d: Construct runways & terminals at Milestone In progress In progress In progress Completed -- CAAA Burao Airport. INF - 1.4.e: Construct runways & terminals at Milestone In progress In progress In progress Completed -- CAAA Erigavo Airport. INF - 1.5: New plans developed for future INF - 1.5.a: Implementation of a feasability expansion of civil aviation and airport study for Las Anod Airport, Borama Airport, Milestone In progress Completed -- -- -- CAAA infrastructure. and Kalabaidh Airport. INF - 1.5.b: Design of a Master Plan for the construction and development of Las Anod Milestone -- -- In progress Completed -- CAAA Airport, Borama Airport, and Kalabaidh Airport. INF - 1.6: Improved aviation and airport INF - 1.6.a: Rules and regulations reviewed security. to meet IATA and ICAO standards. Milestone In progress Completed -- -- -- CAAA INF - 1.6.b: Airspace Management systems and facilities established and operational. Milestone -- In progress Completed -- -- CAAA INF - 1.6.c: Airport Operation Manuals Milestone In progress Completed -- -- -- CAAA developed and in use. INF - 1.6.d: Airport Security Manuals Milestone In progress Completed -- -- -- CAAA developed and in use. INF - 1.7: Establishment of national capacity INF - 1.7.d: National Aviation Academy Milestone In progress Completed -- -- -- CAAA for the training of aviation professionals. established w/certified Curriculum. INF - 1.7.d: Number of learners attending the National Aviation Academy. Annual Total 160 160 170 170 660 CAAA NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) INF - 2: By 2027, more widely available INF - 2.A: Total length of fiber optic cable laid out in Somaliland. Km. of cable 1,200 5,000 robust ICT Infrastructure resulted in an expansion of quality internet-based e- INF - 2.B: Number of regions that have fast internet services available using the services. No. of regions 4 6 fiber optic cable network. INF - 2.C: No. of MDAs connected through the fiber optic network managed by No. of MDAs 0 ALL the MoICT. INF - 2.D: Robust and secure government e-platforms services available for the No. of e-platforms 2 16 general public. INF - 2.E: Expanded and secure postal services available in all Somaliland No. of regions 1 6 regions including e-postal services Type of NDP III period MDA Critical outputs Operational benchmarks benchmark 2023 2024 2025 2026 2027 resp. INF - 2.1: Broadband infrastructure coverage INF - 2.1.a: Developed and Implemented the (Fibre optic network Infrastructure) National Broadband Strategy Milestone -- -- In progress In progress Completed MICT expanded INF-2.1.b: No. of schools, hospitals, police stations and public service institutions Accumulated 0 6 10 15 20 MICT covered by fiber optic network connectivity total INF-2.1.c: No. of regions reached by high Accumulated 4 5 5 6 6 MICT speed broadband network. total INF - 2.2: Harmonizing existing universal INF - 2.2.a: Additional resources assessed Accumulated -- In progress In progress In progress Completed MICT access to ICT services including e-learning for digital technologies advancement. total platforms INF - 2.2.b: Formulated and harmonized the Universal Access Policy Milestone -- In progress In progress Completed -- MICT INF - 2.2.d: Assessments of existing ICT Milestone -- In progress In progress In progress Completed MICT access in Somaliland INF - 2.2.e: An environment where ICT resource content can be produced in the Milestone -- In progress In progress In progress Completed MICT Afsomali language INF - 2.2.f: No. of additional e-learning platforms and systems operating from Annual Total 0 2 4 6 8 MICT Somaliland. INF - 2.3: Improved management and INF - 2.3.a: Developed spectrum Milestone In progress In progress Completed -- -- MICT utilization of the national frequency management regulations. spectrum resources. INF - 2.3.b: Implemented National Table of Milestone -- In progress In progress Completed -- MICT Frequency Allocation (NTFA) INF - 2.3.c: Standardized national spectrum Milestone -- -- In progress Completed -- MICT allocation INF - 2.4: National postcode and Postal INF - 2.4.a: No. of regions covered by the Accumulated addressing (GIS) developed and GIS-based postal addressing system. 1 3 5 6 6 MICT total established. INF - 2.5: Local /international Postal service INF - 2.5.a: No. of countries that have postal Accumulated 2 4 5 6 6 MICT delivery expanded. agreements with Somaliland. total INF - 2.5.b: No. of parcels delivery operators Accumulated that are using new postcode and GIS postal 0 6 10 15 20 MICT total addressing systems. INF - 2.6: National data management INF - 2.6.a: No. of a national data center Accumulated 0 1 2 3 4 MICT standardized established. total INF - 2.6.b: National data management regulations, guidelines and standards Milestone In progress Completed -- -- -- MICT developed INF - 2.6.c: Established inter-governmental Accumulated In progress In progress In progress Completed -- MICT data exchange system. total INF - 2.6.d: Established national Disaster preparedness and Recovery ICT System. Milestone -- -- In progress In progress Completed MICT INF - 2.7: Secured Government Networks INF - 2.7.a: Developed network profiling for established. MDAs and analyzed data from ICT. Milestone In progress In progress Completed -- -- MICT INF - 2.7.b: Analyzed ICT profiling data Milestone In progress In progress Completed -- -- MICT results INF - 2.8: Top Level Domain for Somaliland INF - 2.8.a: Established national entity that Milestone In progress In progress In progress Completed -- MICT created and registered meets ICANN requirements INF - 2.9: Incubaters, innovation parks, and INF - 2.9.a: National & private innovation ICT training centers promoted and centers harmonized and improved. Milestone -- In progress In progress In progress Completed MICT established. INF - 2.9.b: National innovation resources mobilized (technical and financial) Milestone -- In progress In progress In progress Completed MICT INF - 2.10: Accelerated digitalization of INF - 2.10.a: Develop rules, regulations and government services Republic of Somaliland National revised existing e-government strategy Milestone Development In progress Plan III In progress Completed -- -- MICT187 INF - 2.10.b: Public service/central INF - 2.7: Secured Government Networks INF - 2.7.a: Developed network profiling for established. MDAs and analyzed data from ICT. Milestone In progress In progress Completed -- -- MICT INF - 2.7.b: Analyzed ICT profiling data Milestone In progress In progress Completed -- -- MICT results INF - 2.8: Top Level Domain for Somaliland INF - 2.8.a: Established national entity that Milestone In progress In progress In progress Completed -- MICT created and registered meets ICANN requirements INF - 2.9: Incubaters, innovation parks, and INF - 2.9.a: National & private innovation ICT training centers promoted and centers harmonized and improved. Milestone -- In progress In progress In progress Completed MICT established. INF - 2.9.b: National innovation resources mobilized (technical and financial) Milestone -- In progress In progress In progress Completed MICT INF - 2.10: Accelerated digitalization of INF - 2.10.a: Develop rules, regulations and government services revised existing e-government strategy Milestone In progress In progress Completed -- -- MICT INF - 2.10.b: Public service/central government Management Systems Milestone In progress In progress In progress In progress Completed MICT digitalized (e-Gazette, Archive, etc). INF - 2.11: Improved public financial INF - 2.11.a: Developed public sector mobile Milestone -- In progress In progress In progress Completed MICT management money transfer system. INF - 2.12: Strengthened interconnectivity INF - 2.12.a: Existing inter-operators among the telecommunications operators agreement framework improved. Milestone In progress In progress In progress In progress Completed MICT NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) INF - 3: By 2027, improved planning and INF - 3.A: No. of District Spatial Master Plans (DSMP) that are enforceable legal No. of legally urban development has lead to Increased instruments to guide district/urban spatial development. 0 20 enforceable DSMPs access to decent and affordable housing with green and socio-environmental INF - 3.B: No. of newly constructed housing units in the NDP III period, destined No. of civil servant friendly surroundings. for civil servants, that are occupied by civil servants. 0 1,500 housing units Type of NDP III period MDA Critical outputs Operational benchmarks benchmark 2023 2024 2025 2026 2027 resp. INF - 3.1: New physical planning INF - 3.1.a: National Spatial Plan developed Milestone In progress In progress In progress In progress In progress MoPWLH instruments for the development of the most and approved. important population centres. INF - 3.1.b: No. of Spatial Master Plans Accumulated 9 15 20 23 23 MoPWLH developed for the 23 electoral districts. total INF - 3.2: Increase in available adequate INF - 3.2.a: Government employees housing housing units built by the Government. eligibility guidelines developed and Milestone -- Completed -- -- -- MoPWLH approved. INF - 3.2.b: No. of housing units built for civil Accumulated 500 1,000 1,500 2,000 MoPWLH servants. total INF - 3.2.c: No. existing government housing Accumulated units renovated and maintained across all 100 200 300 400 500 MoPWLH total the regions INF - 3.3: Additional public infrastructure INF - 3.3.a: No. of additional bridges built in Accumulated 3 5 7 9 10 MoPWLH built to improve mobility in urban areas. urban centres. total INF - 3.4: Government buildings newly INF - 3.4.a: No. of government buildings in constructed, rehabilitated and maintained. all regions that were designed and Accumulated 100 200 300 400 500 MoPWLH constructed under supervision of MoPWLH. total INF - 3.5: Reinforcement of technical INF - 3.5.a: Establishment of a National Milestone In progress Completed -- -- -- MoPWLH resources to facilitate physical planning. Geodetic System INF - 3.5.b: Development of an efficient and Milestone -- In progress In progress In progress Completed MoPWLH accurate land information system INF - 3.5.c: No. of Local Governments’ district engineers and MoPWLH engineers Annual Total 30 30 20 20 MoPWLH trained on surveying and GIS (Total = 100). Republic of Somaliland National Development Plan III 188 NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) INF - 4: By 2027, a stronger legal and INF - 4.A: No. of regions with a functioning construction quality control No. of quality control regulatory framework in the infrastructure laboratory fully operational. 0 6 laboratories sector has lead to the delivery of safer, better regulated and maintained public INF - 4.B: Average completion rate of the Outcome's combined operational and private infrastructure of higher benchmarks. quality. calculated as (("No. of achieved milestones by end NDPIII * 100% + % -- 80% Proportional completion of each quantitative operational benchmark) divided by (the total number of operational benchmarks for this outcome)). Type of NDP III period MDA Critical outputs Operational benchmarks benchmark 2023 2024 2025 2026 2027 resp. INF - 4.1: Additional policy and legal INF - 4.1.a: National Urbanization Policy Milestone In progress Completed -- -- -- MoPWLH instruments to strengthen the overall developed and approved. framework for urban planning, land and INF - 4.1.b: Comprehensive Land Law housing. Milestone In progress Completed -- -- -- MoPWLH developed and approved. INF - 4.1.c: Urban Land Management Law Milestone -- -- In progress Completed -- MoPWLH reviewed and amended. INF - 4.1.d: Land Registration Regulations Milestone -- -- In progress In progress Completed MoPWLH developed and approved. INF - 4.1.e: Public Land management Milestone -- -- In progress Completed -- MoPWLH Regulations developed and approved. INF - 4.1.f: Valuation and Taxation of Land and Property Regulations developed and Milestone -- -- In progress Completed -- MoPWLH approved. INF - 4.1.g: Comprehensive National Housing Policy developed and approved Milestone In progress Completed -- -- -- MoPWLH INF - 4.1.h: National Housing Database Milestone -- In progress Completed -- -- MoPWLH established. INF - 4.2: Improved oversight of the private INF - 4.2.a: Construction industry policy Milestone In progress Completed -- -- -- MoPWLH sector construction industry. formulated and approved. INF - 4.2.b: Development , promotion and Milestone In progress In progress In progress In progress In progress MoPWLH enforcement of building codes. INF - 4.2.c: Contractor registration Milestone Completed -- -- -- -- MoPWLH guidelines created and operational. INF - 4.2.d: Comprehensive National Public Works Database developed and in use Milestone -- In progress In progress In progress Completed MoPWLH INF - 4.3: Construction quality testing INF - 4.3.a: Construction materials resource Milestone In progress Completed -- -- -- MoPWLH capacity established. center developed. INF - 4.3.a: No. of construction quality Accumulated control laboratories built and equipped in 1 3 5 6 MoPWLH total the regions. INF - 4.5: Stronger policy and legal INF - 4.5.a: Telecommunications Act Milestone -- -- -- -- -- MoICT framework for the development of reviewed and amended. Information and Communication Technology INF - 4.5.b: Cyber–security Act developed (ICT) Milestone -- -- -- -- -- MoICT and approved. INF - 4.5.c: Data Sharing and Privacy Act Milestone -- -- -- -- -- MoICT developed and approved. INF - 4.5.d: Electronic Transactions Act Milestone -- -- -- -- -- MoICT developed and approved. INF - 4.5.e: Improve ICT regulatory framework for telecommunications, cyber- Milestone -- -- -- -- -- MoICT security, data sharing and electronic transactions acts. INF - 4.6: Improved legal framework related INF - 4.6.a: National Road Safety Policy and to transport by land, sea, or air. Strategy developed and approved. Milestone In progress Completed -- -- -- MoTRD INF - 4.6.b: Motor Vehicle Inspection Act Milestone In progress Completed -- -- MoTRD developed and approved. INF - 4.6.c: Carriage of Goods By Roads Act Milestone -- In progress Completed -- MoTRD developed and approved. INF - 4.6.d: National Transport Policy Milestone In progress In progress Completed -- -- MoTRD developed and approved. INF - 4.6.e: Maritime Transport Act Milestone In progress Completed -- -- -- MoTRD developed and approved INF - 4.6.f: Maritime Insurance Act Milestone In progress Completed -- -- MoTRD developed and approved. Republic of Somaliland National Development Plan III 189 RBM Matrices – Governance Sector Strategic Objective GOV - SO-1: Improved institutional performance in pursuit of better national security, democratization, decentralization, justice for all, human rights protection, transparent management of public resources, and international cooperation. NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) GOV - 1: By 2027, Somaliland will have a GOV - 1.A: Proportion of selected managerial positions held by women in the % 19.5% 30.0% stronger institutional framework that public sector (All categories below) promotes inclusive governance, GOV - 1.A_support data: Number of males/females in selected managerial accountability, and public transparency. No. of M/F 309 / 75 positions: Ministers No. of M/F 22 / 1 Vice-ministers No. of M/F 21 / 2 Part of the Director Generals of Ministries No. of M/F 20 / 3 accumulated Department Directors of Ministries No. of M/F 161 / 36 target. Directors and Director Generals of Government Agencies No. of M/F 16 / 0 Department Directors of Government Agencies No. of M/F 69 / 33 Department Directors of Local Governments No. of M/F N.A. / N.A. GOV - 1.B1: Proportion of citizens, 16 years or older, who hold a National % 28.1% 50.0% Identity card. GOV - 1.B2: Number of citizens older than 16 who hold a national ID card No. of citizens 640,161 1,314,002 GOV - 1.B_support data: Projected Somaliland population older than 16 (PESS- No. of citizens 2,274,659 2,628,004 2014 data w/2,93% annual growth) Source baseline values: MoPND / CSD Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. GOV-SE - 1.1: Improved comprehensive GOV-SE - 1.1.a: Regular campaigns to national civil registration system established promote registration for national IDs. Milestone -- In progress Completed -- -- MoI (national ID, birth, marriage, divorce, and death certificates) GOV-SE - 1.1.b: Decentralize the issuing of IDs to regions. Milestone -- In progress Completed Permanent Permanent MoI GOV-DD - 1.2: Increase in the employment GOV-DD - 1.2.a: Promoting the employment of women in local government institutions. of women in local government institutions. Milestone In progress In progress In progress In progress In progress MoI GOV-DD - 1.2.b: Promoting the appointment of women in managerial positions in Local Milestone In progress In progress In progress In progress In progress MoI Government institutions. GOV-DD - 1.3: IFMIS expanded to districts GOV-DD - 1.3.a: No. of A, B, C graded Accumulated graded A, B and C districts with IFMIS fully introduced. 12 23 23 23 23 MoI total GOV-DD - 1.3.b: No. of relevant district staff trained in the use of IFMIS. Annual Total 33 0 0 0 0 MoI GOV-DD - 1.4: A strengthened service GOV-DD - 1.4.a: Number of electoral delivery model (SDM) expanded to cover districts that are operating according to the Accumulated 10 13 15 17 20 MoI more electoral districts standards of the Service Delivery Model. total GOV-PR - 1.5: Principles of Good GOV-PR - 1.5.a: Number of capacity Governance promoted and disseminated in building workshops held on Good Annual Total 3 4 3 3 3 GGC Government institutions. Governance for staff of Government institutions. GOV-PR - 1.5.b: Baseline studies to assess current governance systems, and identify Milestone 1 1 1 1 1 GGC gaps and areas to improve. GOV-PR - 1.6: Increased number of women GOV-PR - 1.6.a: Merit-based recruitment promoted to managerial positions in the civil policy, giving preference to women when service in central government institutions equally qualified, leads to annual increase (MDAs). in the proportion of women being admitted Annual Total In progress Permanent Permanent Permanent Permanent CSC to the civil service, based on annual data provided by the CSC. GOV-PR - 1.6.b: Merit-based promotion policy, giving preference to women when equally qualified, leads to annual increase in the proportion of women being admitted Milestone In progress Permanent Permanent Permanent Permanent CSC to the civil service, based on annual data provided by the CSC. GOV-PR - 1.7: More comprehensive and GOV-PR - 1.7.a: No. of Financial Audits that improved audit systems with a wider scope have been executed by the NAO. Annual Total 32 32 32 32 32 NAO of audits implemented GOV-PR - 1.7.b: Concluded technical preparations for the introduction of Milestone In progress Completed -- -- -- NAO compliance, IT, and Performance audits. GOV-PR - 1.8: More comprehensive and GOV-PR - 1.8.a: No. of Financial Audits that improved audit systems with a wider scope have been executed by the NAO. Annual Total 32 32 32 32 32 NAO of audits implemented GOV-PR - 1.8.b: Concluded technical preparations for the introduction of Milestone In progress Completed -- -- -- NAO compliance, IT, and Performance audits. GOV-PR - 1.9: Improved impact of external GOV-PR - 1.9.a: Capacity building of PAC audits done by the National Audit Office committee members of Parliament in matters Milestone Permanent Permanent Permanent Permanent Permanent NAO (NAO) of interpretation of national audit reports. GOVERNANCE Subsectors: GOV-SE = Security; GOV-DD = Democratization & Decentralization; GOV-RL = Rule of Law & Human Rights; GOV-PR = Public Resource Management; GOV-FA = Foreign Affairs & Intern. Cooperation. Republic of Somaliland National Development Plan III 190 NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) GOV - 2: By 2027, Somaliland government GOV - 2.A: Average completion rate of the Outcome's combined operational institutions will have a more efficient benchmarks. workforce allowing a more effective calculated as (("No. of fully completed milestones by end NDPIII * 100% + % -- >80% delivery of their mandates. Proportional completion of each quantitative operational benchmark) divided by (the total number of operational benchmarks for this outcome)). Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. GOV-SE - 2.1: Increased and improved in- GOV-SE - 2.1.a: Development and approval service-training for security related staff of comprehensive in-service training plans Milestone Completed -- -- -- -- MoI for MoI staff. GOV-SE - 2.1.b: Production of training material for the most important in-service Milestone In progress Completed -- -- -- MoI training modules. GOV-SE - 2.1.c: Starting of in-service Milestone -- In progress In progress In progress In progress MoI training of security related staff. GOV-SE - 2.2: Enhanced management GOV-SE - 2.2.a: Design of traditional elders' capacity of traditional elders. data record management system. Milestone -- In progress Completed -- -- MoI GOV-SE - 2.2.b: Data collection routines established and up-to-date data collected. Milestone -- -- In progress Permanent Permanent MoI GOV-SE - 2.3: Improved knowledge and GOV-SE - 2.3.a: No. of army senior officers skills of army senior officers sent for further education to military Annual Total 20 20 20 20 20 MoD academies abroad. GOV-SE - 2.3.b: No. of army senior officers and MoD officers trained to enhance their Annual Total 30 30 30 30 30 MoD management and leadership skills. GOV-SE - 2.4: Army pension system GOV-SE - 2.4.a: Army pension registration developed and implemented. system developed and updated. Milestone In progress Completed -- -- -- MoD GOV-SE - 2.4.b: Regulations for roll-out of army pension scheme formulated and Milestone Completed -- -- -- -- MoD approved. GOV-SE - 2.4.c: Pension scheme rolled out and pensions paid out according to newly Milestone -- In progress Permanent Permanent Permanent MoD approved regulations GOV-SE - 2.5: The Somaliland Police Force GOV-SE - 2.5.a: Training modules has improved its capacity in community developed for capacitating police officers Milestone In progress In progress In progress In progress Completed SPF policing. with approved curriculum in community policing. GOV-SE - 2.5.b: Number of police officers that participated in community policing in- Accumulated service training courses in all 6 regions of -- 200 400 600 900 SPF total Somaliland using the approved curriculum. GOV-SE - 2.5.c: Number of civilians from district security committees that participated Accumulated in community policing training events -- 100 200 300 450 SPF total together with police officers. GOV-SE - 2.5.d: Number of newly recruited police officers that have been trained in Annual Total 600 600 600 600 600 SPF community policing using the approved curriculum. GOV-SE - 2.6: Increased firefighting and GOV-SE - 2.6.a: Total number of existing Accumulated rescue capacity in the Somaliland Fire firefighters who work in the different fire 500 550 650 750 850 SFB total Brigade. stations of the institution. GOV-SE - 2.6.b: Number of firefighters who had competency and skills training Annual Total 500 550 650 750 850 SFB organised INTERNALLY. GOV-SE - 2.6.c: Number of firefighters who had competency and skills training Annual Total 15 5 5 5 5 SFB organised EXTERNALLY. GOV-RL - 2.7: Increased knowledge and GOV-RL - 2.7.a: Staff Training Needs skills of MoPCA staff. Assessment report and Staff Training Plan Milestone Completed Completed Completed Completed Completed MoPCA available and approved. GOV-RL - 2.7.b: Number of MoPCA staff Annual Total 40 40 40 40 40 MoPCA trained GOV-PR - 2.8: Core staff from Planning and GOV-RL - 2.8.a: Training content and Statistical Units of all MDAs trained to materials designed, among others based on ensure proper planning and monitoring in 2019 Training Needs Assessment Milestone In progress Completed MoPND the context of the NDPIII. conducted by MoPND and NDPIII MEAL supplement. GOV-PR - 2.8.b: Number of PSU core staff that participated in training events organized Annual Total 50 50 50 50 MoPND by MoPND. GOV-PR - 2.8.c: Number of MDAs that have Accumulated at least 3 people that participated in all 10 20 30 40 MoPND total training modules. GOV-PR - 2.9: Improved skills, knowledge, GOV-RL - 2.9.a: Number of MDAs with and attitudes of Civil Servants Trainings Needs Assessment conducted by Annual Total 15 15 15 15 15 CSI the CSI and CSC (see also 2.9.a). GOV-PR - 2.9.b: Development of annual training plan for assessed MDAs Milestone Completed Completed Completed Completed Completed CSI GOV-PR - 2.9.c: No. of civil servants trained under the Annual Staff Training Plan. Annual Total 500 600 700 800 900 CSI GOV-PR - 2.10: Improved performance GOV-PR - 2.10.a: Terms of Reference and management of civil servants across all Job Descriptions developed for all MDA Milestone In progress In progress In progress In progress Completed CSC MDAs. staff. GOV-PR - 2.10.b: Developed a reward system including non-monetary rewards, Milestone In progress In progress Completed -- -- CSC based on performance outcomes across all MDAs. GOV-PR - 2.10.c: Developed a strategy for Milestone Completed -- -- -- -- CSC public service staff retention. GOV-PR - 2.11: Developed and GOV-RL - 2.11.a: Number of MDAs with implemented an effective training needs Trainings Needs Assessment conducted by Republic assessment and training impact assessment the CSI and CSC (see alsoof Somaliland Annual 2.7.a). NationalTotalDevelopment 15 Plan15III 15 15 15 CSC 191 in collaboration with all Civil Service Capacity Development Institutes. GOV-PR - 2.11.b: Training IMPACT training plan for assessed MDAs Milestone Completed Completed Completed Completed Completed CSI GOV-PR - 2.9.c: No. of civil servants trained under the Annual Staff Training Plan. Annual Total 500 600 700 800 900 CSI GOV-PR - 2.10: Improved performance GOV-PR - 2.10.a: Terms of Reference and management of civil servants across all Job Descriptions developed for all MDA Milestone In progress In progress In progress In progress Completed CSC MDAs. staff. GOV-PR - 2.10.b: Developed a reward system including non-monetary rewards, Milestone In progress In progress Completed -- -- CSC based on performance outcomes across all MDAs. GOV-PR - 2.10.c: Developed a strategy for Milestone Completed -- -- -- -- CSC public service staff retention. GOV-PR - 2.11: Developed and GOV-RL - 2.11.a: Number of MDAs with implemented an effective training needs Trainings Needs Assessment conducted by Annual Total 15 15 15 15 15 CSC assessment and training impact assessment the CSI and CSC (see also 2.7.a). in collaboration with all Civil Service Capacity Development Institutes. GOV-PR - 2.11.b: Training IMPACT assessment conducted for the Civil Service. Milestone In progress In progress Completed -- -- CSC GOV-PR - 2.12: Mentorship program GOV-PR - 2.12.a: Developed a mentorship operational in the Civil Service. program, including its operational Milestone In progress In progress Completed -- -- CSC procedures, rules and regulations. GOV-PR - 2.12.b: Number of civil service taff that are in a mentorship program. Annual Total -- 50 50 CSC GOV-PR - 2.13: Improved knowledge and GOV-PR - 2.13.a: Formulation and approval skills regarding procurement processes, of NTB training plan with short and long term Milestone In progress Completed -- -- -- NTB rules, and regulations. courses. GOV-PR - 2.13.b: Establishment of twinning arrangement between CSI, a regional Governance Training Institute, and the NTB Milestone In progress Completed NTB to develop appropriate training curricula and implement the training program GOV-PR - 2.13.c: No. of NTB technical staff Accumulated trained in procurement related issues. 25 50 75 100 NTB total GOV-PR - 2.13.d: No. of procurement staff in 50 50 50 50 Government institutions at all levels trained Annual Total (or as in (or as in (or as in (or as in NTB in procurement related issues. Training Plan) Training Plan) Training Plan) Training Plan) GOVERNANCE Subsectors: GOV-SE = Security; GOV-DD = Democratization & Decentralization; GOV-RL = Rule of Law & Human Rights; GOV-PR = Public Resource Management; GOV-FA = Foreign Affairs & Intern. Cooperation. NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) GOV - 3: By 2027, Somaliland will have a GOV - 3.A: Prisoner parole hearings are systematically taking place according Boolean stronger justice system with better to the newly established rules and regulations in the justice system. No Yes (Yes/No) guarantees for the protection of human rights. GOV - 3.B: Percentage of PUBLIC instutions, which received repeat inspection % of repeatedly missions during the NDP III period for upholding human rights and that showed inspected PUBLIC improved performance based on recorded evidence comparing their last 20% 80% institutions inspection report with the previous one(s). w/improvements GOV - 3.C: Percentage of PRIVATE instutions, which received repeat inspection missions during the NDP III period for upholding human rights and % of repeatedly that showed improved performance based on recorded evidence comparing inspected PRIVATE 20% 80% their last inspection report with the previous one(s). institutions Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. GOV-RL - 3.1: Legal aid services expanded GOV-RL - 3.1.a: Constraints that hinder the to hard-to-reach areas. nationwide availability of legal aid services Milestone In progress Completed -- -- -- MoJ are mapped. GOV-RL - 3.1.b: Program in place to address the most important barriers to Milestone -- In progress In progress Completed -- MoJ provide legal aid services in the whole country. GOV-RL - 3.1.c: No. of electoral districts Accumulated where legal aid services are available on 7 9 11 13 15 MoJ total request. GOV-RL - 3.2: Improved protection of GOV-RL - 3.2.a: Developed and approved Human Rights for prisoners. policy and legal instruments for the Milestone In progress In progress Completed -- -- MoJ establishment of an effective parole system. GOV-RL - 3.2.b: Institutional requirements are in place to ensure the implementation of Milestone -- In progress In progress Completed -- MoJ the parole system. GOV-RL - 3.3: Prison inmate Formal and GOV-RL - 3.3.a: No. of state prisons that Accumulated Informal Education Initiative expanded have an on-going (in)formal education 4 6 7 8 10 MoJ total through State Prisons program for inmates. GOV-RL - 3.3.b: No. of prisoners that are participating in an on-going (in)formal Annual Total 250 500 650 800 1,000 MoJ education program for inmates. GOV-RL - 3.4: Improved knowledge of duty GOV-RL - 3.4.a: Developed and approved bearers on human rights principles and the course contents for different training Milestone In progress In progress In progress In progress In progress SLHRC standards. modules and target groups. GOV-RL - 3.4.b: No. of duty bearers trained in human rights principles and standards. Annual Total -- 100 200 300 400 SLHRC GOV- RL - 3.5: Improved compliance with GOV-RL - 3.5.a: No. of inspection missions human rights principles and standards in with reports submitted, discussed, & Annual Total 2 2 2 2 2 SLHRC Public and Private Institutions (police properly archived. stations, prisons, mental health centers). GOV-RL - 3.5.b: No. of PUBLIC institutions visited with reports submitted, discussed, & Annual Total 40 43 46 49 50 SLHRC properly archived. GOV-RL - 3.5.c: No. of PRIVATE institutions visited with reports submitted, discussed, & Annual Total 30 33 36 39 40 SLHRC properly archived. GOVERNANCE Subsectors: GOV-SE = Security; GOV-DD = Democratization & Decentralization; GOV-RL = Rule of Law & Human Rights; GOV-PR = Public Resource Management; GOV-FA = Foreign Affairs & Intern. Cooperation. Republic of Somaliland National Development Plan III 192 Milestone In progress In progress In progress In progress In progress SLHRC standards. modules and target groups. GOV-RL - 3.4.b: No. of duty bearers trained in human rights principles and standards. Annual Total -- 100 200 300 400 SLHRC GOV- RL - 3.5: Improved compliance with GOV-RL - 3.5.a: No. of inspection missions human rights principles and standards in with reports submitted, discussed, & Annual Total 2 2 2 2 2 SLHRC Public and Private Institutions (police properly archived. stations, prisons, mental health centers). GOV-RL - 3.5.b: No. of PUBLIC institutions visited with reports submitted, discussed, & Annual Total 40 43 46 49 50 SLHRC properly archived. GOV-RL - 3.5.c: No. of PRIVATE institutions visited with reports submitted, discussed, & Annual Total 30 33 36 39 40 SLHRC properly archived. GOVERNANCE Subsectors: GOV-SE = Security; GOV-DD = Democratization & Decentralization; GOV-RL = Rule of Law & Human Rights; GOV-PR = Public Resource Management; GOV-FA = Foreign Affairs & Intern. Cooperation. NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) GOV - 4: By 2027, increased national and GOV - 4.A: Average completion rate of the Outcome's combined operational international coordination and cooperation benchmarks. will allow Somaliland's government calculated as (("No. of fully completed milestones by end NDPIII * 100% + % -- >80% institutions to be more efficient and Proportional completion of each quantitative operational benchmark) divided effective. by (the total number of operational benchmarks for this outcome)). Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. GOV-SE - 4.1: Pre-conflict and dispute GOV-SE - 4.1.a: Coordination mechanism resolution mechanisms established with local traditional elders at community Milestone In progress Permanent Permanent Permanent Permanent MoI level established. GOV-SE - 4.1.b: Effective Strategy for Communication and Collaboration Milestone In progress Completed -- -- -- MoI developed with partners/stakeholders in pré- conflict management. GOV-SE - 4.2: Roles and responsibilities GOV-SE - 4.2.a: Initial meeting to discuss clarified within and amongst national institutional mandates, roles, and maritime agencies with defence roles at the responsiblities related to maritime security Milestone Completed -- -- -- -- CPC national level. (gaps and overlaps) and coordination challenges. (prevention of transitional organized crime GOV-SE - 4.2.b: Develop ToR for the Milestone Completed -- -- -- -- CPC committed at sea, illicit traffic in narcotic maritime security coordination structure. drugs; smuggling of migrants; firearms, GOV-SE - 4.2.c: Quarterly maritime security wildlife, and threats including piracy, armed stakeholders’ coordination meetings robbery at sea, and terrorist acts. organized to review and analyse security Milestone In progress Permanent Permanent Permanent Permanent CPC threats and share information. GOV-SE - 4.3: Somaliland Coastguard GOV-SE - 4.3.a: Number of illegal and No target. No target. No target. No target. No target. provides essential supporting services to unregulated fishery activities that were Annual Total To report To report To report To report To report SLCG other sectors. reported by the Coast Guard during the real data. real data. real data. real data. real data. year. GOV-SE - 4.3.b: Number of pollutions and polluting vessels that were reported by the No target. No target. No target. No target. No target. Coast Guard during the year in support of Annual Total To report To report To report To report To report SLCG environmental protection. real data. real data. real data. real data. real data. GOV-SE - 4.4: Somaliland's DCA GOV-PR - 4.4.a: Joint ToR for a performance (Development Coordination Architecture) review of the current DCA has been drafted Milestone In progress Completed -- -- -- MoPND has been restructured and shows improved and approved by the HLDCF. result-based performance. GOV-PR - 4.4.b: Performance Review of Somaliland's DCA has been implemented Milestone -- Completed -- -- -- MoPND and validated. GOV-PR - 4.4.c: Somaliland's DCA has been restructured based on the jointly Milestone -- In progress Completed -- -- MoPND validated recommendations from the Performance Review. GOV-PR - 4.4.d: Result-based Mutual Performance Assessment Framework (PAF) Milestone -- In progress Completed -- -- MoPND has been approved for the restructured DCA. GOV-PR - 4.4.e: DCA performance report has been produced, validated and Milestone -- -- -- Completed Completed MoPND disseminated each year. GOV-FA - 4.5: Verifiable progress made on GOV-FA - 4.5.a: Somaliland legal case Somaliland's case for international compiled to support Somaliland's case of Milestone In progress Completed -- -- -- MoFAIC recognition. independence. GOV-FA - 4.5.b: No. of countries with which No target. No target. No target. No target. No target. Accumulated Somaliland signed bilateral agreements. To report To report To report To report To report MoFAIC total real data. real data. real data. real data. real data. GOVERNANCE Subsectors: GOV-SE = Security; GOV-DD = Democratization & Decentralization; GOV-RL = Rule of Law & Human Rights; GOV-PR = Public Resource Management; GOV-FA = Foreign Affairs & Intern. Cooperation. Republic of Somaliland National Development Plan III 193 NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) GOV - 5: By 2027, improved physical GOV - 5.A: Average completion rate of the Outcome's combined operational infrastructure and work surroundings will benchmarks. allow government institutions in the calculated as (("No. of fully completed milestones by end NDPIII * 100% + % -- >80% Governance Sector to better execute their Proportional completion of each quantitative operational benchmark) divided mandates. by (the total number of operational benchmarks for this outcome)). Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. GOV-SE - 5.1: Improved working GOV-SE - 5.1.a: Infrastructural improvement environment for Ministry of Interior based on plan for MoI formulated, costed, and Milestone In progress Completed -- -- -- MoI investments in infrastructure (buildings and technical drawings approved. equipment) GOV-SE - 5.1.b: Infrastructural improvement Milestone -- -- In progress In progress Completed MoI plan is implemented. GOV-SE - 5.2: Improved infrastructure and GOV-SE - 5.2.a: Developed, costed, and equipment to accommodate and train army approved a comprehensive 5-year staff. infrastructure development plan for MoD, Milestone In progress Completed -- -- -- MoD army forces, and army courts. GOV-SE - 5.2.b: Initiate implementation of the comprehensive 5-year infrastructure Milestone -- In progress In progress In progress In progress MoD development plan. GOV-SE - 5.3: Improved maritime domain- GOV-SE - 5.3.a: Scholarship funds available related Infrastructure and facilities to train for training people in maritime governance Milestone In progress Permanent Permanent Permanent Permanent CPC qualified suitable maritime sector staff. and security. GOV-SE - 5.3.b: Number of people following courses in the maritime governance and Milestone 10 10 10 10 Completed CPC security domain. GOV-SE - 5.4: Maritime Rescue GOV-SE - 5.4.a: All technical preparations Coordination Centre (MRCC) established for the establishment of the MRCC prepared Milestone Completed -- -- -- -- SLCG with adequate response capability for and approved. maritime search and rescue requirements. GOV-SE - 5.4.b: Maritime Rescue Coordination Centre (MRCC) established Milestone In progress Completed -- -- -- SLCG and operational. GOV-SE - 5.5: Expanded infrastructure to GOV-SE - 5.5.a: Mobile border police units meet the challenges of the Somaliland established to fight terrorism and drugs. Milestone In progress In progress Completed Permanent Permanent SPF Police Force. GOV-SE - 5.5.b: No. of new community Accumulated model police stations built in all 14 police 3 6 9 12 15 SPF total regions. GOV-SE - 5.5.c: No. of regional police Accumulated -- 2 4 6 8 SPF headquarters built. total GOV-SE - 5.6: New model immigration GOV-SE - 5.6.a: Number of new model Accumulated referral centers and safe houses constructed referral centers and safe houses that are 1 3 5 7 9 SIBC total in Hargeisa, Burao, Berbera, Erigavo, Karin, under construction. Maidh, Hiis and Zaila, Borama and GOV-SE - 5.6.b: Number of completed new Lasanod. model referral centers and safe houses that Accumulated 3 4 6 8 10 SIBC are operational with qualified staff. total GOV-SE - 5.7: New fire stations established GOV-SE - 5.7.a: Technical drawings with all facilities (4 in Hargeisa and 1 in approved for fire stations for all construction Milestone In progress In progress Completed -- -- SFB each other region), including satisfactory sites. access to paramedics for emergency GOV-SE - 5.7.b: Number of new fire stations Accumulated 1 3 5 7 9 SFB treatments for firefighters. that have been constructed. total GOV-SE - 5.7.c: Number of new fire stations that are operational, with sufficient qualified Accumulated staff and satisfactory access to paramedics -- 1 3 5 7 SFB total for emergency treatments for firefighters. GOV-SE - 5.8: Established a Fire Academy GOV-SE - 5.8.a: Technical drawings and Training School. approved for Fire Academy and Training School with access to physical training Milestone Completed -- -- -- -- SFB facilities (gym, swimming pool), fire simulation training areas, etc.. GOV-SE - 5.8.b: Fire Academy and Training Milestone -- In progress In progress Completed -- SFB School under construction. GOV-SE - 5.8.c: Fire Academy and Training School operational with sufficient qualified Milestone -- -- -- -- Completed SFB teaching staff. GOV-SE - 5.9: Somaliland Fire Brigade GOV-SE - 5.9.a: Appropriate equipment properly equipped to improve efficacy and identified, suppliers located, procurement Milestone In progress In progress Completed -- -- SFB safety of firefighters dossier prepared and approved, and funds secured. (Country-wide radio communication, GPS GOV-SE - 5.9.b: Procurement process Trackers for fire appliances, hand-held implemented according to national rules Milestone -- In progress In progress Completed -- SFB thermal image cameras, personnel location and procedures. equipment, fire engines, fire trucks and fireboats, utility and tanker trucks, caterpillar GOV-SE - 5.9.c: All procured equipment tractors, bucket truck, crane truck, and meets specifications and received by the firefighting helicopters and drones for forest Somaliland Fire Brigade. Milestone -- -- In progress In progress Completed SFB fires). GOV-RL - 5.10: Infrastructure plan approved GOV-RL - 5.10.a: Approved Needs involving all "Rule-of-Law" stakeholder Assessment Study for "Rule-of-Law" organisations. infrastructure , which sets realistic ambitions and boundaries for short, medium, and long Milestone In progress Completed -- -- -- MoJ term infrastructural investments in the "Rule- of-Law" stakeholder institutions. GOV-RL - 5.10.b: Developed and approved a SHORT-term Investment Plan (3 yr horizon) for urgent investments in Milestone -- In progress Completed -- -- MoJ infrastructure for the "Rule-of-Law" stakeholder institutions. GOV-RL - 5.10.c: Resources for short term investment plan have been moblized and plan implementation is initiated. Milestone -- -- In progress Completed -- MoJ GOV-PR - 5.11: Established 2 laboratories GOV-PR - 5.11.a: Finalized all preparations in Berbera and Wajaale for the testing of to initiate construction (site selection, Milestone Completed -- -- -- -- NQCC livestock and livestock products to technical drawings, etc.) strengthen conformity assessment services. GOV-PR - 5.11.b: Laboratories constructed Milestone In progress Completed -- -- -- NQCC and equipment procured and installed. GOV-PR - 5.11.c: Laboratories Republic of are staffed Somaliland National Development Plan III and operational. Milestone -- In progress Completed -- -- 194 NQCC GOV-PR - 5.11.d: Laboratories are Milestone -- -- Completed -- -- NQCC and equipment procured and installed. GOV-PR - 5.11.c: Laboratories are staffed Milestone -- In progress Completed -- -- NQCC and operational. GOV-PR - 5.11.d: Laboratories are Milestone -- -- Completed -- -- NQCC ISO17025 accredited GOV-FA - 5.12: New Headquarter building GOV-FA - 5.12.a: Technical drawings and and Diplomatic Institute for MOFA other preparatory stages for infrastructural Milestone Completed -- -- -- -- MoFAIC works accomplished. GOV-FA - 5.12.b: Construction site secured. Milestone In progress Completed -- -- -- MoFAIC GOV-FA - 5.12.c: Construction of Headquarters and Somaliland Diplomatic Milestone -- -- In progress Completed -- MoFAIC Institute. GOV-FA - 5.12.d: Curriculum development for the Somaliland Diplomatic Institute. Milestone Completed -- -- -- -- MoFAIC GOV-FA - 5.12.e: Initiate training in Milestone -- In progress In progress In progress -- MoFAIC temporary premises. GOVERNANCE Subsectors: GOV-SE = Security; GOV-DD = Democratization & Decentralization; GOV-RL = Rule of Law & Human Rights; GOV-PR = Public Resource Management; GOV-FA = Foreign Affairs & Intern. Cooperation. NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) GOV - 6: By 2027, improved information GOV - 6.A: Average completion rate of the Outcome's combined operational and knowledge management that benchmarks. contributes to better institutional calculated as (("No. of fully completed milestones by end NDPIII * 100% + % -- >80% performance. Proportional completion of each quantitative operational benchmark) divided by (the total number of operational benchmarks for this outcome)). Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. GOV-SE - 6.1: Fully secure data center for GOV-SE - 6.1.a: Data center design is onshore and/or marine operations. approved in terms of construction, IT- Milestone Completed -- -- -- -- SLCG infrastructure, and budget. GOV-SE - 6.1.b: Data center is being Milestone -- In progress In progress Completed -- SLCG established according to agreed design. GOV-SE - 6.1.c: Number of data center Accumulated operators from 5 sectors trained to keep the 50 50 SLCG total Data Center operational 24/7. GOV-SE - 6.1.d: Coast Guard Data center is operational and receives real-time data and Milestone -- -- -- In progress Permanent SLCG alerts. GOV-SE - 6.2: Migration Data Analysis GOV-SE - 6.2.a: MIDAS IT software System (MIDAS) connectivity of all border adjustments and infrastructure designed Milestone In progress Completed -- -- -- SIBC posts to central HQ server in Somaliland. and established so that connectivity of all border posts is feasible. GOV-SE - 6.2.b: Number of SIBC staff Annual Total 80 80 80 80 80 SIBC trained to operate MIDAS. GOV-SE - 6.2.c: Electronic registration system designed and operational to capture Milestone In progress Completed -- -- -- SIBC data regarding victims of human trafficking. GOV-RL - 6.3: Improved information and GOV-RL - 6.3.a: Developed and approved a data management in justice institutions Comprehensive Data Management and Information Strategy involving all relevant Milestone -- Completed -- -- -- MoJ stakeholder organisations. GOV-RL - 6.3.b: Approved design of upgraded information and data Milestone -- In progress Completed -- -- MoJ management system that is aligned with the approved strategy. GOV-RL - 6.3.c: Upgraded Justice Information and Data Management System Milestone -- -- In progress In progress Completed MoJ is operational. GOV-PR - 6.4: The NDPIII monitoring and GOV-PR - 6.4.a: All PSUs in all MDAs have evaluation system produces timely keystone been properly instructed and capacitated to Milestone In progress Completed -- -- -- MoPND reports. produce their NDPIII Annual Progress Report. GOV-PR - 6.4.b: Annual National NDPIII Progress Reports are compiled, validated Milestone -- Completed Done annually Done annually Done annually MoPND and disseminated. GOV-PR - 6.4.c: NDPIII Midterm Review implemented and report validated. Milestone -- In progress Completed -- -- MoPND GOV-PR - 6.4.d: NDPIII External End-of-term Evaluation implemented and report Milestone -- -- -- In progress Completed MoPND validated. GOV-PR - 6.5: Human Resource Information GOV-PR - 6.5.a: Design of the HRIMS Management System (HRIMS) available for developed and approved, in terms of Milestone In progress Completed -- -- -- CSC the public service. software and hardware. GOV-PR - 6.5.b: HRIMS operational and producing regular reports for the civil Milestone -- In progress Permanent Permanent Permanent CSC service. GOV-PR - 6.6: e-Government Procurement GOV-PR - 6.6.a: Agreement in place for the System installed and operational. installment and use of the e-Government Milestone Completed -- -- -- -- NTB procurement system. GOV-PR - 6.6.b: Pilot exercise using the procurement system in NTB and Milestone -- In progress Completed -- -- NTB approximately 5 MDAs. GOV-PR - 6.6.c: System rolled out to all MDAs based on successful pilot exercise. Milestone -- -- -- In progress Completed NTB GOVERNANCE Subsectors: GOV-SE = Security; GOV-DD = Democratization & Decentralization; GOV-RL = Rule of Law & Human Rights; GOV-PR = Public Resource Management; GOV-FA = Foreign Affairs & Intern. Cooperation. Republic of Somaliland National Development Plan III 195 GOV-RL - 6.3.b: Approved design of upgraded information and data Milestone -- In progress Completed -- -- MoJ management system that is aligned with the approved strategy. GOV-RL - 6.3.c: Upgraded Justice Information and Data Management System Milestone -- -- In progress In progress Completed MoJ is operational. GOV-PR - 6.4: The NDPIII monitoring and GOV-PR - 6.4.a: All PSUs in all MDAs have evaluation system produces timely keystone been properly instructed and capacitated to Milestone In progress Completed -- -- -- MoPND reports. produce their NDPIII Annual Progress Report. GOV-PR - 6.4.b: Annual National NDPIII Progress Reports are compiled, validated Milestone -- Completed Done annually Done annually Done annually MoPND and disseminated. GOV-PR - 6.4.c: NDPIII Midterm Review implemented and report validated. Milestone -- In progress Completed -- -- MoPND GOV-PR - 6.4.d: NDPIII External End-of-term Evaluation implemented and report Milestone -- -- -- In progress Completed MoPND validated. GOV-PR - 6.5: Human Resource Information GOV-PR - 6.5.a: Design of the HRIMS Management System (HRIMS) available for developed and approved, in terms of Milestone In progress Completed -- -- -- CSC the public service. software and hardware. GOV-PR - 6.5.b: HRIMS operational and producing regular reports for the civil Milestone -- In progress Permanent Permanent Permanent CSC service. GOV-PR - 6.6: e-Government Procurement GOV-PR - 6.6.a: Agreement in place for the System installed and operational. installment and use of the e-Government Milestone Completed -- -- -- -- NTB procurement system. GOV-PR - 6.6.b: Pilot exercise using the procurement system in NTB and Milestone -- In progress Completed -- -- NTB approximately 5 MDAs. GOV-PR - 6.6.c: System rolled out to all MDAs based on successful pilot exercise. Milestone -- -- -- In progress Completed NTB GOVERNANCE Subsectors: GOV-SE = Security; GOV-DD = Democratization & Decentralization; GOV-RL = Rule of Law & Human Rights; GOV-PR = Public Resource Management; GOV-FA = Foreign Affairs & Intern. Cooperation. NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) GOV - 7: By 2027, improved public GOV - 7.A: Average completion rate of the Outcome's combined operational awareness and a better general benchmarks. understanding related to key matters of calculated as (("No. of fully completed milestones by end NDPIII * 100% + % -- >80% importance for the general public. Proportional completion of each quantitative operational benchmark) divided by (the total number of operational benchmarks for this outcome)). Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. GOV-SE - 7.1: To train and educate the GOV-SE - 7.1.a: Communication strategy public and community on the important rules and content developed for training the Milestone In progress Completed -- -- -- SFB of fire safety. general public on the important rules of fire safety. GOV-SE - 7.1.b: Implementation of fire safety training activities guided by approved Milestone -- -- In progress Completed -- SFB communication strategy. GOV-DD - 7.2: Newly devised public GOV-DD - 7.2.a: Develop new contents and awareness programs related to national methods for public awareness programs on Milestone In progress In progress In progress In progress In progress MoICNG priorities (conducting interviews, Townhall national priorities. meetings, Focus Group Discussions, GOV-DD - 7.2.b: Number of national Debates and Panel discussions) awareness programs and spots for radio,TV Annual Total 24 24 24 24 24 MoICNG and social media platforms (YouTube, GOV-DD - 7.2.c: Number of townhall meetings in Maroodi-Jeex and other Annual Total 8 8 8 8 8 MoICNG regions. GOV-DD - 7.3: Increased radio and TV GOV-DD - 7.3.a: Full national coverage of coverage FM radio by boosting the existing FM Milestone Completed -- -- -- -- MoICNG transmission network. GOV-DD - 7.3.b: Established a short-wave radio network covering the whole country. Milestone In progress Completed -- -- -- MoICNG GOV-DD - 7.3.c: Local national TV broadcasting network expanded from Milestone -- In progress Completed -- -- MoICNG Hargeisa to all regional capitals. GOV-DD - 7.4: National cultural heritage GOV-DD - 7.4.a: National cultural heritage archive established plan and budget developed and approved. Milestone Completed -- -- -- -- MoICNG GOV-DD - 7.4.b: National cultural heritage archives established with public access. Milestone -- In progress In progress Completed -- MoICNG GOV-DD - 7.5: Modernized access to civic GOV-DD - 7.5.a: New target-group specific education content through TV, radio, and contents and methods developed to provide Milestone In progress Completed -- -- -- MoPCA online social media and applications, as civic education using existing platforms. well as by way of life debates, interactive programs, classical sessions, poetry, GOV-DD - 7.5.b: On-line content available literature, drama and entertainment. for civic education. Milestone Permanent Permanent Permanent Permanent Permanent MoPCA GOV-RL - 7.6: Enhanced public awareness GOV-RL - 7.6.a: No. of human rights and knowledge on human rights. coordination meetings organized conducted Annual Total 4 4 4 4 4 SLHRC by SLHRC. GOV-RL - 7.6.b: No. of radio/TV programs Twice Twice Twice Twice Twice on human rights with SLHRC participation. Annual Total SLHRC weekly weekly weekly weekly weekly GOV-PR - 7.7: Improved public awareness GOV-PR - 7.7.a: No. of training events on concerning Good Governance the rights and obligations of citizens toward Annual Total 2 2 2 2 2 GGC good governance systems. GOV-PR - 7.7.b: Public Awareness Programs implemented on Good Governance, using different methods and Milestone 10 10 10 10 10 GGC channels. GOVERNANCE Subsectors: GOV-SE = Security; GOV-DD = Democratization & Decentralization; GOV-RL = Rule of Law & Human Rights; GOV-PR = Public Resource Management; GOV-FA = Foreign Affairs & Intern. Cooperation. Republic of Somaliland National Development Plan III 196 NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) GOV - 8: By 2027, an improved GOV - 8.A: Average completion rate of the Outcome's combined operational institutional, policy, legal, and regulatory benchmarks. framework will have created a stronger calculated as (("No. of fully completed milestones by end NDPIII * 100% + % -- >80% foundation for public institutions in the Proportional completion of each quantitative operational benchmark) divided Governance sector. by (the total number of operational benchmarks for this outcome)). Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. GOV-SE - 8.1: National Security Strategy put GOV-SE - 8.1.a: National Security Strategy in place document drafted and approved. Milestone In progress Completed -- -- -- MoI GOV-SE - 8.1.b: National Security Action Plan formulated with all relevant Milestone -- In progress Completed Permanent Permanent MoI stakeholders and under implementation. GOV-SE - 8.2: Created the Somaliland GOV-SE - 8.2.a: Finalizing and approval of Maritime Governance Authority (SMGA) the Maritime Governance Act and related Milestone Completed -- -- -- -- CPC under ministerial level. legal frameworks GOV-SE - 8.2.b: MGA created by Milestone Completed -- -- -- -- CPC presidential decree. GOV-SE - 8.3: Stronger maritime legal and GOV-SE - 8.3.a: Developed and approved policy instruments in line with the National the National Maritime Safety and Security Milestone -- In progress Completed -- -- CPC Security framework. Policy in line with the National Security policy and strategy. GOV-SE - 8.3.b: Developed and approved a three-year Maritime Administration Strategic Milestone -- In progress In progress Completed -- CPC Plan. GOV-SE - 8.4: Preventive fire security GOV-SE - 8.4.a: Developed fire prevention program rolled out in private and public policies and codes to prevent fire disaster, sector. including building codes to ensure fire Milestone Completed -- -- -- -- SFB detection equipment is installed. GOV-SE - 8.4.b: Enforce safety code to ensure that every business and institution Milestone -- In progress Permanent Permanent Permanent SFB follows fire safety regulations. GOV-DD - 8.5: District development GOV-DD - 8.5.a: Develop the methodology, frameworks (DDFs) properly aligned with guidelines, templates, and tools, to suppport NDP III, following MoI (JPLG) / MoPND alignment of DDFs with the NDP, in Milestone In progress In progress Completed -- -- MoI harmonized guidelines. collaboration with MoPND. GOV-DD - 8.5.b: Methodology in place to Milestone -- -- -- In progress Completed MoI align DDFs and NDP. GOV-DD - 8.6: Strengthened legal and GOV-DD - 8.6.a: Developed and approved Milestone Completed -- -- -- -- MoICNG policy framework for the Somaliland media. Media Policy. GOV-DD - 8.6.b: Developed and approved Milestone Completed -- -- -- -- MoICNG Digital Media Strategy. GOV-DD - 8.6.c: Developed and approved regulatory framework for national Milestone -- In progress Completed -- -- MoICNG communication. GOV-RL - 8.7: Improved internal systems, GOV-RL - 8.7.a: External institutional audit processes, and procedures of the SLHRC. of SLHRC implemented and audit report Milestone Completed -- -- -- -- SLHRC finalized, disseminated and approved. GOV-RL - 8.7.b: Institutional Capacity Development Plan formulated based on Milestone In progress Completed -- -- -- SLHRC approved recommendations from the SLHRC's Institutional Audit Report. GOV-RL - 8.8: Draft, review and amend GOV - 8.8.a: Developed and approved Somaliland's legal instruments (laws, penal annual Action Plan of legal instruments that codes, etc.) that are mentioned in the need to be drafted, reviewed, and amended. Milestone Completed Completed Completed Completed Completed MoPCA Constitution, in collaboration the Law Reform Commission (LRC), Parliament, and other stakeholders. GOV - 8.8.b: Number of legal instruments that were reviewed and amended as Annual Total 3 3 3 3 3 MoPCA intended in the annual Action Plan. GOV-PR - 8.9: Improved employment GOV-PR - 8.9.a: Developed and approved a conditions in the Civil Service. Civil Service Pay and Grading policy. Milestone In progress Completed -- -- -- CSC GOV-PR - 8.9.b: Introduced payment and grading measures based on the approved Milestone -- -- In progress Permanent Permanent CSC Civil Service Pay and Grading policy. GOV-PR - 8.9.c: Developed and approved a sustainably costed pension policy. Milestone In progress Completed -- -- -- CSC GOV-PR - 8.9.d: Introduced a sustainably costed pension scheme, based on the Milestone -- -- In progress Permanent Permanent CSC approved pension policy. GOV-PR - 8.9.e: Implemented a merit-based recruitment framework across all MDAs. Milestone In progress In progress Completed Permanent Permanent CSC GOV-PR - 8.10: Stronger legal framework GOV-PR - 8.10.a: Assessment of legal with better guarantees for the institutional instruments that need to be reviewed and independence of the Auditor General and amended to safeguard the institutional Milestone In progress In progress In progress Completed -- NOA National Audit office. independence of the Auditor General and NAO. GOV-PR - 8.11: Procurement Act revised GOV-PR - 8.11.a: Drafting amendments to the existing Somaliland Public Procurement Milestone Completed -- -- -- -- NTB Act 82/2018. GOV-PR - 8.11.b: Revised Somaliland Public Procurement Act submitted and Milestone -- In progress In progress Completed -- NTB approved by Parliament GOV-PR - 8.11.c: Revised Procurement Act Milestone -- -- -- In progress Completed NTB implemented GOV-PR - 8.12: Quality standard GOV-PR - 8.12.a: Comprehensive SWAP compliance is systematically enforced analysis with stakeholders about the current through up-to-date policy and legal legal framework in the context of Quality Milestone In progress Completed -- -- -- NQCC framework.. Control and key aspects that need to be addressed at policy, legal, and regulatory levels. GOV-PR - 8.12.b: The Quality Control policy framework has been reviewed and Milestone -- In progress In progress In progress In progress NQCC approved. Republic of Somaliland National Development Plan III 197 GOV-PR - 8.12.c: Necessary legal and regulatory instruments have been Milestone -- -- In progress In progress In progress NQCC GOV-PR - 8.11.b: Revised Somaliland Public Procurement Act submitted and Milestone -- In progress In progress Completed -- NTB approved by Parliament GOV-PR - 8.11.c: Revised Procurement Act Milestone -- -- -- In progress Completed NTB implemented GOV-PR - 8.12: Quality standard GOV-PR - 8.12.a: Comprehensive SWAP compliance is systematically enforced analysis with stakeholders about the current through up-to-date policy and legal legal framework in the context of Quality Milestone In progress Completed -- -- -- NQCC framework.. Control and key aspects that need to be addressed at policy, legal, and regulatory levels. GOV-PR - 8.12.b: The Quality Control policy framework has been reviewed and Milestone -- In progress In progress In progress In progress NQCC approved. GOV-PR - 8.12.c: Necessary legal and regulatory instruments have been Milestone -- -- In progress In progress In progress NQCC developed and approved. GOV-PR - 8.13: National Metrology service GOV-PR - 8.13.a: Action Plan under established and operational with ISO17025 implementation for the establishment of a accreditation. Metrology Service to ensure a harmonized Milestone In progress In progress -- -- -- NQCC system of measuring and testing. GOV-PR - 8.13.b: Metrology service has been established for a more harmonized Milestone In progress Completed -- -- -- NQCC system of measuring and testing. GOV-PR - 8.13.c: Initial audit report by third party for ISO17025 accreditation is completed, specifying the requirements to Milestone In progress Completed -- -- -- NQCC create the competence, impartiality, and consistent operation of the metrology laboratory in Somaliland. GOV-PR - 8.13.d: Road Map established to meet the managerial and technical requirements of ISO17025, based on rGOV- Milestone -- In progress Completed -- -- NQCC PRmmendations from the initial ISO17025 audit report made by an accredited third party. GOV-PR - 8.13.e: The ISO17025 Milestone -- -- Completed -- -- NQCC accreditation has been acquired. GOVERNANCE Subsectors: GOV-SE = Security; GOV-DD = Democratization & Decentralization; GOV-RL = Rule of Law & Human Rights; GOV-PR = Public Resource Management; GOV-FA = Foreign Affairs & Intern. Cooperation. NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) GOV - 9: By 2027, appropriate GOV - 9.A: Average completion rate of the Outcome's combined operational interventions will have led to improved benchmarks. public safety and national security on the calculated as (("No. of fully completed milestones by end NDPIII * 100% + % -- >80% land, sea, and air. Proportional completion of each quantitative operational benchmark) divided by (the total number of operational benchmarks for this outcome)). Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. GOV-SE - 9.1: Preventive action with GOV-SE - 9.1.a: No. of cases of No target. No target. No target. No target. No target. involvement of the Coast Guard to combat interceptions of human trafficking, which Annual Total To report To report To report To report To report SLCG human trafficking, weapon, contraband, and involved the Coast Guard. real data. real data. real data. real data. real data. drugs smuggling. GOV-SE - 9.1.b: No. of cases of No target. No target. No target. No target. No target. interceptions of gun smuggling, which Annual Total To report To report To report To report To report SLCG involved the Coast Guard. real data. real data. real data. real data. real data. GOV-SE - 9.1.c: No. of cases of interceptions No target. No target. No target. No target. No target. of drugs smuggling, which involved the Annual Total To report To report To report To report To report SLCG Coast Guard. real data. real data. real data. real data. real data. GOV-SE - 9.1.d: No. of cases of No target. No target. No target. No target. No target. interceptions of contraband, which involved Annual Total To report To report To report To report To report SLCG the Coast Guard. real data. real data. real data. real data. real data. GOV-SE - 9.2: Pilot scheme in place for GOV - 9.2.a: Preparation of pilot scheme DDR of militias, coordinated with other coordinated with all relevant stakeholders. Milestone In progress Completed -- -- -- MoD ministries and international partners (Disarmament, Demobilization, and GOV - 9.2.b: Pilot scheme implemented Reintegration) according to jointly established guidelines Milestone -- In progress In progress Completed -- MoD and regulations. GOV - 9.3.b: Preparations underway to expand nationwide DDR based on lessons Milestone -- -- In progress In progress In progress MoD learned from pilot scheme. GOV-SE - 9.3: National capacity for GOV - 9.3.a: Established sufficient national Explosive Hazard Management (EHM) capabilities for mine action (skills, improved. competencies and equipment), including Milestone In progress Completed -- -- -- MoD mine clearance, community outreach, and risk education. GOV - 9.3.b: Deployed national teams for mine clearance, community outreach, and Milestone -- In progress Permanent Permanent Permanent MoD risk education. GOV - 9.3.c: Established sufficient operational explosive ordnance disposal (EOD) teams, capable of appropriate Milestone In progress Completed -- -- -- MoD response to incidents and explosive hazards, in terms of skill, competency and equipment. GOV - 9.3.d: Deployed national EOD teams for the disposal of explosive ordnances Milestone -- In progress Permanent Permanent Permanent MoD when needed. GOVERNANCE Subsectors: GOV-SE = Security; GOV-DD = Democratization & Decentralization; GOV-RL = Rule of Law & Human Rights; GOV-PR = Public Resource Management; GOV-FA = Foreign Affairs & Intern. Cooperation. Republic of Somaliland National Development Plan III 198 RBM Matrices – Education Sector Strategic Objective EDU - SO-1: To achieve access for all to quality education in soundly governed institutions, at all levels of education and vocational training (as entrenched in the goals and objectives of the ESSP 2022 - 2026). EDU-KG: PRE - PRIMARY EDUCATION EDU-KG: PRE - PRIMARY EDUCATION NDP Outcome NDP Outcome Indicator Unit Baseline 2020/21 Target 2026/27 EDU-KG - 1: By 2027, there will be a EDU-KG - 1.A: Gross Enrolment Ratio (GER) in 2-year Pre-primary Education significant increase in access and % 5% 20% participation in Pre-primary Education. Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. EDU-KG - 1.1: Additional classrooms EDU-KG - 1.1.a: No. of new classrooms Accumulated available for KG schools. constructed or rehabilitated for public KG 10 20 30 40 50 MoES total schools. EDU-KG - 1.2: Annual awareness and EDU-KG - 1.2.a: No. of awareness advocacy campaigns targeted to parents campaigns held by MoES every year and communities to explain the importance Annual Total 1 1 1 1 1 MoES of Early Childhood Education EDU-KG: PRE - PRIMARY EDUCATION NDP Outcome NDP Outcome Indicator Unit Baseline 2020/21 Target 2026/27 EDU-KG - 2: By 2027, significant EDU-KG - 2.A: Gender Parity Index in 2-year Pre-primary Education fGER/mGER 0.79 0.92 improvements in equity and inclusion in Pre-primary Education. EDU-KG - 2.B: Proportion of SEN children that are attending Pre-primary % 0% 5% schools. EDU-KG - 2.C: Proportion of children in the rural areas that attend Early % 0% 16% Childhood Education. Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. EDU-KG - 2.1: New ECE centers EDU-KG - 2.1.a: Number of new ECE constructed in disadvantaged regions and centers that have been constructed with Accumulated 8 13 13 13 13 MoES districts (category C & D districts). JPLG support in category C and D electoral total districts. EDU-KG - 2.2: Annual awareness and EDU-KG - 2.2.a: No. of districts that education campaigns to change attitudes organized annual awareness campaigns Annual Total 23 23 23 23 MoES towards educating children with disabilities. EDU-KG - 2.3: Improved design of new pre- EDU-KG - 2.3.a: Improved SEN friendly primary schools to make them SEN (Special design for ECE centres approved Milestone In progress Completed -- -- -- MoES Education Needs) friendly. EDU-KG - 2.3.b: No. of ECE centres that Accumulated have been adapted according to approved 20 40 50 MoES total SEN-friendly design. EDU-KG: PRE - PRIMARY EDUCATION NDP Outcome NDP Outcome Indicator Unit Baseline 2020/21 Target 2026/27 EDU-KG - 3: By 2027, there will be a EDU-KG - 3.A1: No. of qualified and certified ECE teachers (Early Childhood No. of teachers 33 273 significant increase in quality and Education) the public schools efficiency in Pre-primary Education. EDU-KG - 3.A2: No. of additional qualified and certified ECE teachers (Early No. of teachers -- 300 Childhood Education) in private schools Type of NDP III period MDA Critical outputs Operational benchmarks. target 2023 2024 2025 2026 2027 resp. EDU-KG - 3.1: Curriculum and training EDU-KG - 3.1.a: Curriculum developed for content developed for 2-year diploma the 2-year ECE diploma course Milestone Completed -- -- -- -- MoES course for pre-primary teachers. EDU-KG - 3.1.b: Training material and teaching aids developed for the 2-year ECE Milestone In progress Completed -- -- -- MoES diploma course. EDU-KG - 3.1.c: Textbooks and support material available for all ECE students Milestone -- In progress Completed -- -- MoES during NDP III period. EDU-KG - 3.2: Graduated students from 2- EDU-KG - 3.2.a: No. of graduated students year ECE diploma course. from 2-year ECE diploma course Annual Total 130 130 130 MoES EDU-KG - 3.3: In-service training provided to EDU-KG - 3.3.a: No. of existing ECE existing ECE teachers. teachers upgraded through in-service Annual Total 200 200 200 160 MoES training. EDU-KG: PRE - PRIMARY EDUCATION NDP Outcome NDP Outcome Indicator Unit Baseline 2020/21 Target 2026/27 EDU-KG - 4: By 2027, significant EDU-KG - 4.A: Proportion of Pre-primary schools applying and passing improvements in governance and minimum standards Standards to be enhanced institutional system capacity in % 50% determined Pre-primary Education. Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. EDU-KG - 4.1: Understanding and EDU-KG - 4.1.a: Develop procedures and interpretation of ECE Policy and Minimum guidelines to enforce the application of ECE Standards disseminated and promoted minimum standards in both ECE Milestone In progress In progress Completed -- -- MoES infrastructure and programme delivery. EDU-KG - 4.1.b: No. of inspection visits to check compliance with minimum standards. Annual Total 100 100 100 MoES EDU-KG - 4.2: Preprimary and primary EDU-KG - 4.2.a: No. of Preprimary School School Heads and their Deputies trained in Heads and Deputies trained in ECE Annual Total 65 65 65 58 MoES ECE leadership leadership. EDU-KG - 4.2.b: No. of Primary School school heads and deputies trained in ECE Annual Total 65 65 65 58 MoES leadership. Republic of Somaliland National Development Plan III 199 EDU-PE: PRIMARY EDUCATION EDU-PE: PRIMARY EDUCATION NDP Outcome NDP Outcome Indicator Unit Baseline 2020/21 Target 2026/27 EDU-PE - 1: By 2027, there will be a EDU-PE - 1.A: Gross Enrolment Ratio (GER) in Primary Education significant increase in access and % 32% 50% participation in Primary Education. Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. EDU-PE - 1.1: New primary schools EDU-PE - 1.1.a: No. of primary schools operational (multipurpose both ABE and or constructed and furnished by Government. Accumulated formal primary), prioritizing rural areas with 40 80 120 160 200 MoES total least enrolments. EDU-PE - 1.2: Rural primary schools EDU-PE - 1.2.a: No. of existing rural primary Accumulated extended by adding 4 classrooms to schools that have been extended. 10 20 30 40 50 MoES total accommodate out of school children and allow progression of classes to grade 8. EDU-PE - 1.2.b: No. of classrooms built to Accumulated extend existing rural primary schools. 40 80 120 160 200 MoES total EDU-PE - 1.3: Gender segregated pupils’ EDU-PE - 1.3.a: No. of gender segregated Accumulated toilets and girls’ friendly spaces constructed pupils' toilets built in primary schools. 60 120 180 240 300 MoES total where the need is greatest. EDU-PE - 1.3.b: No. of girl-friendly spaces Accumulated 20 40 60 80 100 MoES built in primary schools. total EDU-PE - 1.4: Extra formal primary and ABE EDU-PE - 1.4.a: No. of extra schools schools with school feeding programme, targeted for school feeding programme. targeting the most needy pupils in Annual Total 40 80 120 160 200 MoES marginalised areas. EDU-PE: PRIMARY EDUCATION NDP Outcome NDP Outcome Indicator Unit Baseline 2020/21 Target 2026/27 EDU-PE - 2: By 2027, significant EDU-PE - 2.A Gender Parity Index in Primary Education fGER/mGER 0.81 0.91 improvements in equity and inclusion in Primary Education. EDU-PE - 2.B: Percentage of female teachers in Primary Education % 19% 30% Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. EDU-PE - 2.1: New Primary Schools EDU-PE - 2.1.a: Proportion of primary constructed in disadvantaged regions and schools that have been constructed by Accumulated 70% 70% 70% 70% 70% MoES districts (category C & D districts) government with JPLG support in category total C and D electoral districts. EDU-PE - 2.2: New pre-service primary EDU-PE - 2.2.a: No. of new pre-service school teachers trained (30% female, primary school teachers that were trained Annual Total 295 / 125 295 / 125 295 / 125 295 / 125 295 / 125 MoES including special needs teachers (M/F) ….... EDU-PE - 2.2.b: ….... of which, number of new SEN specialist teachers that were Annual Total 28 / 12 28 / 12 28 / 12 28 / 12 28 / 12 MoES trained (M/F) EDU-PE - 2.3: Approved adaptations of EDU-PE - 2.3.a: Improved SEN friendly primary schools to make them SEN (Special adaptations for primary schools approved Milestone In progress Completed -- -- -- MoES Education Needs) friendly EDU-PE - 2.3.b: % of primary schools that have been adapted according to approved Accumulated 10% 20% 30% 45% 60% MoES SEN-friendly standards. total EDU-PE: PRIMARY EDUCATION NDP Outcome NDP Outcome Indicator Unit Baseline 2020/21 Target 2026/27 EDU-PE - 3: By 2027, there will be a EDU-PE - 3.A: % of qualified Primary Education teachers % 55% 75% significant increase in quality and EDU-PE - 3.B: Pupil - Class ratio in Primary Education Pupils/Class 50 45 efficiency in Primary Education. EDU-PE - 3.C: Primary Education promotion rate (M/F) % 95,9% / 95,1% 96% / 96% Source: EMIS 2021 (Note: Baseline figure considered not reliable) Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. EDU-PE - 3.1: Additional facilities EDU-PE - 3.1.a: No. of wash facilities Accumulated constructed to improve living conditions in constructed in primary schools. 60 120 180 240 300 MoES total primary schools (cost covered in access component) EDU-PE - 3.1.b: No. of girls' friendly spaces Accumulated constructed in primary schools. 20 40 60 80 100 MoES total EDU-PE - 3.2: Enhanced capacity to EDU-PE - 3.2.a: No. of ICT equipment units broadcast pre-recorded lessons to primary and associated solar panels distributed to Accumulated 1,000 2,000 3,000 4,000 5,000 MoES schools in areas without electricity. primary schools in areas without electricity. total EDU-PE: PRIMARY EDUCATION NDP Outcome NDP Outcome Indicator Unit Baseline 2020/21 Target 2026/27 EDU-PE - 4: By 2027, significant EDU-PE - 4.A: % of primary schools (both formal and ABE) meeting minimum improvements in governance and standards Standards to be enhanced Institutional system capacity in % 50% determined Primary Education. Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. EDU-PE - 4.1: Understanding and EDU-PE - 4.1.a: Develop procedures and interpretation of Primary Education Policy guidelines for the enforcement of Primary and Minimum Standards disseminated and Education minimum standards, both in terms Milestone In progress Completed -- -- -- MoES promoted of infrastructure and programme delivery. EDU-PE - 4.2: Primary School Heads and EDU-PE - 4.2.a: No.of Primary School their Deputies trained in school governance Heads and Deputies trained in school Accumulated 1,385 1,485 1,585 1,685 1,785 MoES and accountability. governance and accountability. total Republic of Somaliland National Development Plan III 200 EDU-SE: SECONDARY EDUCATION EDU-SE: SECONDARY EDUCATION NDP Outcome NDP Outcome Indicator Unit Baseline 2020/21 Target 2026/27 EDU-SE - 1: By 2027, there will be a EDU-SE - 1.A: Gross Enrolment Ratio (GER) in Secondary Education % 18% 35% significant increase in access and participation in Secondary Education. EDU-SE - 1.B: Proportion of students transiting from lower to upper secondary % 44% 64% education. Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. EDU-SE - 1.1: Sound base provided for EDU-SE - 1.1.a: Feasibility study on evidence-based infrastructure expansion secondary education demand in both urban Milestone In progress Completed -- -- -- MoES plan for secondary education. and rural areas. EDU-SE - 1.1.b: Feasibility study of establishing sustainable boarding schools Milestone -- -- -- In progress Completed MoES in rural nomadic areas. EDU-SE - 1.2: Infrastructure expanded to EDU-SE - 1.2.a: No. of Secondary Schools accommodate more secondary school built, consisting of minimum 4 classrooms, Accumulated students. library, laboratory and staff space, giving 10 20 30 40 50 MoES total priority to rural areas in disadvantaged regions. EDU-SE - 1.2.b: Extension, renovation and refurbishment of existing secondary schools Accumulated 20 40 60 80 100 MoES in all regions. total EDU-SE - 1.2.c: Pilot low-cost secondary Accumulated boarding schools built in nomadic areas 1 2 2 3 MoES total EDU-SE: SECONDARY EDUCATION NDP Outcome NDP Outcome Indicator Unit Baseline 2020/21 Target 2026/27 EDU-SE - 2: By 2027, significant EDU-SE - 2.A: Gender Parity Index in Secondary Education fGER/mGER 0.75 0.85 improvements in equity and inclusion in Secondary Education. EDU-SE - 2.B: Percentage of female teachers in Secondary Education % 4% 10% EDU-SE - 2.C: Percentage of children in rural areas enrolled in secondary % 6% 20% education EDU-SE - 2.D: Percentage of Special Education Needs children enrolled in % 0% 5% secondary schools. Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. EDU-SE - 2.1: Improved understanding of EDU-SE - 2.1.a: Conduct a systematic, the underlying reasons for low attendance to rigorous assessment/ research to factors Milestone -- Completed -- -- -- MoES secondary schools in rural areas. undermining secondary education in rural areas. EDU-SE - 2.2: Special fund established to EDU-SE - 2.2.a: Establish scholarship allocate scholarships to students from programmes with clear criteria to support Milestone Completed -- -- -- -- MoES vulnerable groups. students from vulnerable groups. EDU-SE - 2.2.b: No. of students that Accumulated received a scholarship from the special fund 1,000 2,000 3,000 4,000 5,000 MoES total (target = 5,000). EDU-SE - 2.2.c: Proportion of secondary school scholarships that are awarded to Annual Total 50% 55% 60% 65% 70% MoES female students from vulnerable groups. EDU-SE - 2.3: Increase in Secondary EDU-SE - 2.3.b: % of existing secondary Schools with appropriate infrastructure to schools with infrastructure adapted to Accumulated 20% 35% 50% 65% 80% MoES facilitate access for SEN pupils. improve physical access and facilitate total inclusive education. EDU-SE: SECONDARY EDUCATION NDP Outcome NDP Outcome Indicator Unit Baseline 2020/21 Target 2026/27 EDU-SE - 3: By 2027, there will be a EDU-SE - 3.A: % of qualified Secondary Education teachers % 76% 86% significant increase in quality and EDU-SE - 3.B: Pupil - Teacher Ratio in Secondary Education Pupils / Classroom 45 45 efficiency in Secondary Education. EDU-SE - 3.D: Pupil - Class ratio in Secondary Education Pupils / Teacher 48 45 EDU-SE - 3.F: Secondary Education promotion rate (M/F) % 95% / 94% 95% / 95% Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. EDU-SE - 3.1: Opportunities available for EDU-SE - 3.1.a: Comprehensive structured secondary school teachers to upgrade their CPD programme developed for secondary Milestone Completed -- -- -- -- MoES qualifications through CPD certified e- school teachers. learning courses (Continuous Professional EDU-SE - 3.1.b: Operationalize CPD Development). programme at school cluster level. Milestone -- Completed -- -- -- MoES EDU-SE - 3.1.c: No. of secondary school teachers trained through CPD courses, Annual Total 250 250 250 250 MoES based on revised secondary education curriculum. EDU-SE - 3.2: Improved basis for sharing EDU-SE - 3.2.a: Create and operationalise resources and good professional practices secondary schools’ clusters for sharing Milestone Completed -- -- -- -- MoES and improve secondary school teachers' professional practices. knowledge and skills. EDU-SE - 3.2.b: No. of secondary school Accumulated clusters with a newly created resource 15 25 40 50 MoES total centre. Republic of Somaliland National Development Plan III 201 EDU-SE: SECONDARY EDUCATION NDP Outcome NDP Outcome Indicator Unit Baseline 2020/21 Target 2026/27 EDU-SE - 4: By 2027, significant EDU-SE - 4.A: %. of Secondary Schools with both Headteacher and Deputy improvements in governance and headteacher with leadership and management course certificate. enhanced Institutional system capacity in Management course % 50% Secondary Education. still to be developed Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. EDU-SE - 4.1: Strengthend leadership in EDU-SE - 4.1.a: MoES validated secondary secondary schools. school leadership and management course developed for secondary headteachers and Milestone In progress Completed -- -- -- MoES their deputies EDU-SE - 4.1.b: No. of secondary school headteachers trained on the developed Accumulated 50 100 150 200 210 MoES school leadership course (target = 210). total EDU-SE - 4.1.c: No. of secondary school deputy head teachers trained on the Accumulated 50 100 150 200 210 MoES developed school leadership course (target total = 210). EDU-NF: NON-FORMAL EDUCATION (Alternative Basic Education, Family Life Centres and Adult Learning Centers) EDU-NF: NON-FORMAL EDUCATION (Alternative Basic Education, Family Life Centres and Adult Learning Centers) NDP Outcome NDP Outcome Indicator Unit Baseline 2020/21 Target 2026/27 EDU-NF - 1: By 2027, there will be a EDU-NF - 1.A: Increased participation in Non-Formal Education (Family Life significant increase in access and Education Centres and Adult Learning Centers) No. of participants 9,136 35,000 participation in Non-Formal Education. Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. EDU-NF - 1.1: Infrastructure expanded for EDU-NF - 1.1.a: No. of new Family Learning Accumulated Adult Learning. Centres (FLECs) built (Baseline existing 4 7 11 14 MoES total FLECs = 26). EDU-NF - 1.1.b: No. of new Adult Learning Accumulated Centres (ALCs) built (Baseline existing 4 7 11 14 MoES total ALCs = 55). EDU-NF - 1.1.: Guidelines developed to utilize existing primary, secondary and other public/ community facilities for adult literacy Milestone In progress Completed -- -- -- MoES and numeracy programmes EDU-NF - 1.2: Incentives provided to boost EDU-NF - 1.2.a: No. of additional ABE participation in adult learning courses at schools w/feeding programmes, particularly Accumulated 30 60 90 120 150 MoES FLECs and ALCs in nomadic and coastal areas. total EDU-NF: NON-FORMAL EDUCATION (Alternative Basic Education, Family Life Centres and Adult Learning Centers) NDP Outcome NDP Outcome Indicator Unit Baseline 2020/21 Target 2026/27 EDU-NF - 3: By 2027, there will be a EDU-NF - 3.A: Proportion of NFE centers approved according to set quality Standards to be significant increase in quality and standards % 50% determined efficiency in Non-Formal Education. Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. EDU-NF - 3.1: Current status of NFE in EDU-NF - 3.1.a: Comprehensive multi- Somaliland thoroughly reviewed. stakeholder assessment conducted of the Milestone -- Completed -- -- -- MoES status of all NFE categories (ABE, FLECs and ALCs). EDU-NF - 3.1.b: Recommendations from NFE assessment submitted to and Milestone -- Completed -- -- -- MoES discussed by key stakeholders. EDU-NF - 3.1.c: Fully costed and approved NFE Joint Action Plan to implement Milestone -- Completed -- -- -- MoES validated recommendations. EDU-NF - 3.2: Human Resource capacity EDU-NF - 3.2.a: No. of additional qualified improved for Non-Formal Education. teachers and instructors deployed to NFE, Annual Total 40 80 110 150 MoES giving priority to rural areas. EDU-NF - 3.3: Improved quality and access EDU-NF - 3.3.a: Standardised adult literacy to adult literacy and numeracy teaching and and numeracy teaching and learning Milestone In progress Completed -- -- -- MoES learning materials. materials developed. EDU-NF - 3.3.b: % of NFE schools and centres with adequate teaching and Annual Total 25% 50% 75% 100% MoES learning materials provided Republic of Somaliland National Development Plan III 202 EDU-TV: TECHNICAL AND VOCATIONAL EDUCATION AND TRAINING (TVET) EDU-TV: TECHNICAL AND VOCATIONAL EDUCATION AND TRAINING (TVET) NDP Outcome NDP Outcome Indicator Unit Baseline 2020/21 Target 2026/27 EDU-TV - 1: By 2027, there will be a EDU-TV - 1.A: Increased participation in TVET centres (mostly 4 - 6 month No. of students 2,769 25,000 significant increase in access and courses) over the NDP III period. participation in TVET. EDU-TV - 1.B: Increased participation in Technical Secondary Schools (4 yrs) No. of students 350 6,500 over the NDP III period. Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. EDU-TV - 1.1: TVET infrastructure expanded EDU-TV - 1.1.a: Additional TVET secondary for short 4 - 6 mths courses (TVET centres) schools in areas that have least access to Accumulated 1 2 3 3 MoES and 4 year courses (Technical Secondary TVET ( Borama, Erigavo and Las Anod) total Schools). (Baseline = 5) EDU-TV - 1.1.b: Additional public TVET centres built in regions that do not have Accumulated 3 5 7 10 MoES adequate access to TVET programmes total (Baseline = 55) EDU-TV: TECHNICAL AND VOCATIONAL EDUCATION AND TRAINING (TVET) NDP Outcome NDP Outcome Indicator Unit Baseline 2020/21 Target 2026/27 EDU-TV - 2: By 2027, significant EDU-TV - 2.A: Gender Parity Index in Technical and Vocational Education and GPI 0.68 0.78 improvements in equity and inclusion in Training (TVET). TVET. EDU-TV - 2.B: Percentage of female instructors in Technical and Vocational % 5% 15% Education and Training (TVET). Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. EDU-TV - 2.1: Knowledge gap reduced in EDU-TV - 2.1.a: Survey held targeting understanding the key issues affecting potential trainees from disadvantaged Milestone -- Completed -- -- -- MoES participation in TVET for disadvantaged groups. groups. EDU-TV - 2.2: Financial support in place to EDU-TV - 2.2.a: No. of most vulnerable promote TVET participation of students from TVET trainees that were provided with disadvantaged groups. monetary and non-monetary incentives Annual Total 1,400 1,400 1,400 1,400 1,400 MoES (Target = 7.000). EDU-TV - 2.3: Infrastructure built or adapted EDU-TV - 2.3.a: No. of additional girls’ to enhance the participation of friendly spaces built in TVET secondary Accumulated 15 30 40 50 MoES disadvantaged groups. schools and centres across all regions. total EDU-TV - 2.3.b: No. of TVET centres Accumulated adapted to facilitate the participation of 10 20 30 40 50 MoES total disabled and SEN trainees. EDU-TV: TECHNICAL AND VOCATIONAL EDUCATION AND TRAINING (TVET) NDP Outcome NDP Outcome Indicator Unit Baseline 2020/21 Target 2026/27 EDU-TV - 3: By 2027, there will be a EDU-TV - 3.A: Percentage of TVET graduates employed six months after significant increase in quality and graduation. % 84.6% 95.0% efficiency in TVET. Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. EDU-TV - 3.1: Evidence-based EDU-TV - 3.1.a: Country wide assessment recommendations on TVET capacity of done covering all TVET facilities and Milestone -- Completed -- -- -- MoES physical infrastructure, facilities and stakeholders. equipment. EDU-TV - 3.1.b: Evidence-based recommendations presented for validation Milestone -- Completed -- -- -- MoES involving all stakeholders. EDU-TV - 3.1.c: Fully costed Joint Action Plan approved to implement the validated Milestone -- Completed -- -- -- MoES recommendations. EDU-TV - 3.2: Improved human resource EDU-TV - 3.2.a: No. of TVET diploma Annual Total 100 100 100 100 MoES conditions regarding TVET. instructors’ trained. EDU-TV - 3.2.b: No. of trained TVET diploma Accumulated instructors’ included in government payroll. 40 40 40 40 40 MoES total EDU-TV - 3.2.c: No. of TVET centres with a Accumulated 2 16 30 42 54 MoES career guidance office. total Republic of Somaliland National Development Plan III 203 EDU-HE: HIGHER EDUCATION EDU-HE: HIGHER EDUCATION NDP Outcome NDP Outcome Indicator Unit Baseline 2020/21 Target 2026/27 EDU-HE - 1: By 2027, there will be a EDU-HE - 1.A: Number of students enrolled in Higher Education Institutions significant increase in access and (HEIs). No. of students 39,525 50,000 participation in Higher Education. Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. EDU-HE - 1.2: Financial barriers reduced for EDU-HE - 1.2.a: No. of students with a full Annual Total 923 1,015 1,110 1,200 1,275 NCHE students of Higher Education Institutions scholarship provided by HEIs. (HEIs) by facilitating access to full EDU-HE - 1.2.b: No. of students with a full scholarships. scholarship directly provided by NCHE. Annual Total 95 115 145 175 200 NCHE EDU-HE: HIGHER EDUCATION NDP Outcome NDP Outcome Indicator Unit Baseline 2020/21 Target 2026/27 EDU-HE - 2: By 2027, significant EDU-HE - 2.A: Proportion of enrolled students in HEIs that are female. % 48% 52% improvements in equity and inclusion in Higher Education. EDU-HE - 2.B: Percentage of university lecturers that are female. % 2% 8% Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. EDU-HE - 2.1: Mechanisms and incentives EDU-HE - 2.1.a: Policy and procedures in in place to promote the employment of place to increase scholarships and study Milestone -- In progress In progress Completed -- NCHE female lecturers at Higher Education leaves for female lecturers. Institutions. EDU-HE - 2.1.b: Number of female university lecturers that are recipients of a Annual Total 8 10 NCHE scholarship and study leave as a result of the new policy. EDU-HE: HIGHER EDUCATION NDP Outcome NDP Outcome Indicator Unit Baseline 2020/21 Target 2026/27 EDU-HE - 3: By 2027, there will be a EDU-HE - 3.A: Proportion of university programmes accredited by the NCHE. % 0% 12% significant increase in quality and efficiency in Higher Education. EDU-HE - 3.B: Proportion of undergraduate lecturers with at least a Master’s % 60% 70% degree. Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. EDU-HE - 3.1: Higer Education Insttitutions EDU-HE - 3.1.a: Review of university quality Milestone Completed -- -- -- -- NCHE (HEIs) quality assurance system reviewed, assurance system. updated and operational. EDU-HE - 3.1.b: No. of PUBLIC HEIs Annual Total 7 10 10 10 10 NCHE assessed for quality assurance. EDU-HE - 3.1.c: No. of PRIVATE HEIs Annual Total 25 32 32 32 32 NCHE assessed for quality assurance. EDU-HE - 3.2: Compulsory pre-admission EDU-HE - 3.2.a: Curriculum developed and accelerated English language course approved for compulsory pre-admission Milestone In progress Completed -- -- -- NCHE/FCA operational for all first-year university freshman accelerated English course. students. EDU-HE - 3.2.b: No. of first-year students that participated in compulsory pre- Annual Total 4,000 4,000 4,000 4,000 NCHE admission accelerated English course. EDU-HE - 3.2.c: No. of first-year students that successfully passed compulsory pre- Annual Total 3,000 3,000 3,000 3,000 HEIs admission accelerated English course. EDU-HE - 3.3: Reviewed and reformed EDU-HE - 3.3.a: No. of reviewed and curricula for higher education institutions, reformed curricula. Accumulated including, when opportune, better aligned 3 8 13 18 23 NCHE/FCA total with industrial and commercial needs. EDU-HE - 3.4: Research and community EDU-HE - 3.4.a: No. of community outreach Accumulated 20 25 30 35 40 NCHE outreach programs done by HEIs. programs done by HEIs. total EDU-HE - 3.4.b: No. of research programs Accumulated 10 15 20 25 30 NCHE done by HEIs. total EDU-HE - 3.5: Improved capacity of the EDU-HE - 3.5.a: No. of Public HEIs where Higher Education academic Staff academic staff has received on-the-job Annual Total 30 40 50 60 NCHE training with involvement of the NCHE. EDU-HE - 3.5.b: o. of Private HEIs where academic staff has received on-the-job Annual Total 50 60 70 80 NCHE training with involvement of the NHCE. Republic of Somaliland National Development Plan III 204 EDU-HE: HIGHER EDUCATION NDP Outcome NDP Outcome Indicator Unit Baseline 2020/21 Target 2026/27 EDU-HE - 4: By 2027, significant EDU-HE - 4.A: NCHE has adequate technical staff as compared to the Human improvements in governance and Resource Needs Assessment's validated recommendations. Boolean No Yes enhanced Institutional system capacity in (Yes/No) Higher Education. Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. EDU-HE - 4.1: New infrastructure for the EDU-HE - 4.1.a: Technical drawings for new National Commission for Higher Education. office buildings approved and plot secured. Milestone -- Completed -- -- -- NCHE EDU-HE - 4.1.b: New NCHE Headquarter buildings constructed and furnished. Milestone -- In progress Completed -- -- NCHE EDU-HE - 4.1.c: NCHE staff moved and Milestone -- -- -- Completed -- NCHE operating from new Headquarters. EDU-HE - 4.2: Improved legal and EDU-HE - 4.2.a: Higher Education Act Milestone In progress Completed -- -- -- NCHE regulatory framework for Higher Education. developed and approved. EDU-HE - 4.2.b: Higher Education institutions’ subsidy guidelines developed Milestone In progress Completed -- -- -- NCHE and approved. EDU-HE - 4.3: Higher Education EDU-HE - 4.3.a: IT software for the HEMIS Management Information System supporting designed, constructed and operational. Milestone In progress Completed -- -- -- NCHE NCHE's management needs. EDU-HE - 4.4: Improve capacity of the EDU-HE - 4.4.a: Human Resource Needs NCHE - based staff. Assessment implemented for the NCHE. Milestone -- Completed -- -- -- NCHE EDU-HE - 4.4.b: Proportion of additional technical staff recruited based on HR Needs Accumulated 40% 70% 100% Asssessment recommendations. total EDU-HE - 4.4.c: Number of NCHE - based Annual Total 15 20 25 30 35 NCHE staff trained. EDU-HE - 4.5: Minimum Standards for EDU-HE - 4.5.a: Minimum accreditation accreditation of HEIs developed standards for HEIs developed and Milestone In progress Completed -- -- -- NCHE approved. EDU-HE - 4.5.b: No. of PUBLIC HEIs Accumulated accredited according to approved 6 7 8 9 NCHE total accreditation standards. EDU-HE - 4.5.c: No. of PRIVATE HEIs Accumulated accredited according to approved 10 12 14 16 NCHE total accreditation standards. EDU-HE - 4.6: Newly constructed and EDU-HE-4.6.a: At least one Technical functioning public Polytechnic Colleges Design of new Polytechnic College(s) in Milestone -- Completed -- -- -- NCHE Hargeisa, Burco and/or Borama approved. EDU-HE-4.6.b: First new Polytechnical College constructed, equipped and Milestone -- In progress Completed -- -- NCHE furnished. EDU-HE-4.6.c: First-year courses are on- going in first new Polytechnical College. Milestone -- -- √ √ √ NCHE Strategic Objective EDU - SO-2: To increase awareness and the practice of Islam, and promote Islam as a religion of tolerance and peace through education and religious institutions. EDU-QE: QURANIC EDUCATION EDU-QE: QURANIC EDUCATION NDP Outcome NDP Outcome Indicator Unit Baseline 2020/21 Target 2026/27 EDU-QE - 5: By 2027, improved access to EDU-QE - 5.A: Number of operational Quranic schools. Number 2,441 2,458 Islamic Centres, Quranic education, and other community services provided by EDU-QE - 5.B: Number of Sharia institutes for the education of Islam scholars them. Number 93 110 that are operational . Source: Somaliland in Figures, 2021 Data (MoPND/CSD, Nov. 2022) Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. EDU-QE - 5.1: Additional Islamic Centres EDU-QE - 5.1.a: Number of additional Accumulated 2 5 9 13 17 MoERA constructed and operational. Islamic Centres constructed. total EDU-QE - 5.2: Additional Quranic schools EDU-QE - 5.2.a: Number of additional Accumulated 2 5 9 13 17 MoERA constructed and staffed. Quranic schools constructed. total EDU-QE - 5.2.b: Number of additional teachers that have been recruited for, or Annual Total 6 15 27 39 51 MoERA transferred to, newly built Quranic schools. Republic of Somaliland National Development Plan III 205 RBM Matrices – Health Sector Strategic Objective HEA - SO-1: To increase access to acceptable quality health care services. NDP Outcome NDP Outcome Indicator Unit Baseline Target (2027) HEA - 1: By 2027, improved coverage of HEA - 1.A: Maternal mortality ratio No. of deaths per 396 286 the Essential Package of Health Services 100.000 live births (EPHS). HEA - 1.B: Child mortality rate (under-fives / infants / neonatal) No. of deaths per 91 / 72 / 42 77 / 61 / 30 1.000 live births HEA - 1.C1: Percentage of moderately and severely malnourished children under five (MAM and SAM rate = Moderate/Severe Acute Malnutrition). % of under-fives 3% / 23% 1.5% / 18% HEA - 1.C2: Prevalence of stunting among children under 5 years of age. % of under-fives 20.7% 16.0% HEA - 1.C3: Prevalence of wasting among children under 5 years of age. % of under-fives 12.6% 11.0% HEA 1.D: Proportion of children aged 12 - 23 months that are fully vaccinated % of children 13% 50% by public health facilities. under 2 yrs HEA - 1.E1: Incidence of Tuberculosis per 100.000 population (new infections) No. new cases per 250 230 100.000 people HEA - 1.E2: Proportion of Tuberculosis patients that completed their treatment % of TB patients 85% >95% and were cured (TB treatment Success Rate) HEA - 1.F1: Proportion of people living with HIV that know their status % of PLWHIV 65% 90% HEA - 1.F2: % of People diagnosed with HIV infection receiving ART % of PLWHIV 43% 90% Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. HEA - 1.1: Increased coverage of services HEA - 1.1.a: Increase of CEmONC sites Accumulated for reproductive maternal, new born, child, (Comprehensive Emergency Obstetric and 11 13 15 16 17 MoHD total and adolescent health [RMNCAH] Newborn Care). HEA - 1.1.b: % pregnant women receiving at least 4 ante-natal care visits plus (ANC 4 Annual Total 20% 30% 37% 40% 45% MoHD visit plus). HEA - 1.1.c: % of mothers delivering at Annual Total 40% 43% 48% 52% 55% MoHD Health facilities HEA - 1.1.d: No. of hospitals with functioning Annual Total 6 6 7 8 9 MoHD neo-natal unit. HEA - 1.1.e: % of under-one children who Annual Total 30% 35% 45% 55% 60% MoHD received BCG. HEA - 1.1.f: % of of under-one children who Annual Total 15% 25% 35% 45% 50% MoHD received Measles vaccination. HEA - 1.1.g: % of of under-one children who Annual Total 13.7% 30% 40% 55% 65% MoHD received Penta 3 vaccination. HEA - 1.2: Improved prevention and control HEA - 1.2.a: % of registered malnourished of malnutrition children who have been treated. Annual Total 100% 100% 100% 100% 100% MoHD HEA - 1.2.b: % of under-five children who Annual Total 13% 18% 24% 30% 35% MoHD have had Vit.A supplements. HEA - 1.3: Improved prevention and control HEA - 1.3.a: Number of well-equipped TB Accumulated 26 26 30 32 33 MoHD of communicable diseases diagnistic centers in the country. total HEA - 1.3.b: TB notification rate. Annual Total 32% 35% 38% 41% 44% MoHD HEA - 1.4: Improved prevention and control HEA - 1.4.a: National NCD strategy Milestone -- -- -- Completed -- MoHD of non-communicable diseases developed. HEA - 1.4.b: National Oncology Center Milestone -- Completed -- -- -- MoHD established. HEA - 1.5 Increased specialized support HEA - 1.5.a: Integrated National Disability Milestone -- -- Completed -- -- assisting people with disabilities. Strategy developed. HEA - 1.5.b: Number of disability centers Accumulated 2 MoHD established. total HEA - 1.6: Increased coverage of integrated HEA - 1.6.a: Number of hospitals providing Accumulated 7 9 10 11 12 MoHD mental health services mental health facilities. total HEA - 1.6.b: Number of integrated Primary Accumulated Health care facilities providing mental health 28 56 84 112 140 MoHD total services HEA - 1.6.c: Number of Health care Accumulated providers trained on mental health gap 415 415 555 555 695 MoHD total program version2 (mhGAP-2) HEA - 1.7: Expanded EPHS and Health HEA - 1.7.a: Number of functioning Referral Accumulated Referral network Health Centres in the country. 3 6 13 17 20 MoHD total HEA - 1.7.b: Number of districts Accumulated 10 12 15 15 16 MoHD implementing EHPS. total Republic of Somaliland National Development Plan III 206 NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) HEA - 2: By 2027, a more resilient Health HEA - 2.A: Annual HMIS report with clear evidence-based recommendations No. of HMIS reports in 0 5 System has been built, guided by the disseminated to all Health Stakeholders. NDP III period sector's Health System Conceptual HEA - 2.B1: No. of medical doctors serving in the public sector per 10,000 Medical doctors per Framework. 0.99 1 population (M/F). 10,000 pop. HEA - 2.B2: No. of midwives serving in the public sector per 10,000 population. Midwives per 10,000 1.5 2 pop. HEA - 2.B3: No. of nurses serving in the public sector per 10,000 population Nurses per 6.1 7 (M/F). 10,000 pop. HEA - 2.B4: No. of Health Workers in the public sector per 10,000 population. Health workers per 9 11 10,000 pop. HEA - 2.C1: No. of functioning public health facilities (excluding PHUs) per Health facilities per 6 8 100,000 population. 100,000 pop. Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. HSBB - I: LEADERSHIP AND GOVERNANCE HEA - 2.1: Improved Health Sector HEA - 2.1.a: No. of regular health sector coordination and partnership with bilateral coordination meetings held at national and Annual Total 7 7 7 7 7 MoHD and multilateral agencies. sub-national levels. HEA - 2.2: Improved health legislative and HEA - 2.2.b: National Health Policy Milestone Completed -- -- -- -- MoHD regulatory framework endorsed. HEA - 2.2.c: Health Sector Strategic Plan HSSP 2023 - 2027 finalized and approved. Milestone Completed -- -- -- -- MoHD HEA - 2.2.d: Public Health Act developed Milestone -- Completed -- -- -- MoHD and approved. HSBB - II: HEALTH MANAGEMENT INFORMATION SYSTEM HEA - 2.3: Scaled up DHIS2 capability and HEA - 2.3.a: No. of fully or partially vertical functionality. health programs that are integrated in Accumulated 3 8 10 10 10 MoHD DHIS2 (Total of 10 as listed in the Health total sector chapter). HEA - 2.3.b: Proportion of health facilities Accumulated that have rolled out electronic data entry. 2.5% 10% 20% 25% 35% MoHD total HEA - 2.4: - Improved Health Information HEA - 2.4.a: % of health facilities submitting System and data quality. Monthly Reports to the HMIS (Reporting Annual Total 94% 97% 100% 100% 100% MoHD Rate). HEA - 2.4.b: % of health facilities submitting timely Monthly Reports to the HMIS (Timely Annual Total 84% 85% 86% 88% 90% MoHD Reporting Rate). HEA - 2.4.c: No. of quarterly data quality Annual Total 0 3 4 4 4 MoHD audits conducted at district level. HEA - 2.4.d: Number of priority public health Annual Total 0 2 3 3 0 MoHD researches conducted. HSBB - III: HEALTH WORKFORCE HEA - 2.5: National Health Human HEA - 2.5.a: Human Resource Assessment Milestone Completed MoHD Resource Strategy updated and under conducted. implementation HEA - 2.5.b: Human resource distribution Milestone Completed MoHD plan developed. HEA - 2.5.c: No. of health care staff Annual Total 33 50 60 65 100 MoHD appraised annually. HEA - 2.5.d: Additional number of nurses Annual Total 77 180 250 370 223 MoHD employed in the public sector. HEA - 2.5.e: Additional number of midwives employed in the public sector. Annual Total 120 130 135 75 75 MoHD HEA - 2.5.f: Additional number of doctors Annual Total 73 75 80 60 32 MoHD employed in the public sector. HSBB - IV: MEDICINE AND TECHNOLOGY HEA - 2.6: Improved management of the Health HEA - 2.6.a: Intregrated Logistics Management supply chain Information System (LMIS) into HMIS in place. Milestone Completed MoHD HEA - 2.6.b: No. of staff working in supply chain management who have been upgraded through Annual Total 0 10 15 0 0 MoHD relevant short duration courses (< 6 mths). HEA - 2.6.c: No. of staff working in supply chain management who have been upgraded through Annual Total 0 0 0 9 15 MoHD relevant medium duration courses (> 6 mths). HSBB - V: INFRASTRUCTURE HEA - 2.7: Improved access to health HEA - 2.7.a: Updated standards / protocols services through expanded health facilities for the design of health facilities developed. Milestone Pending Completed -- -- -- MoHD and means of transport for referral. HEA - 2.7.b: No. of Health Facilities Annual Total 0 1 0 1 0 MoHD assessments conducted. HEA - 2.7.c: No. of additional hospitals Annual Total 0 1 1 1 0 MoHD constructed. HEA - 2.7.d: No. of additional referral health Annual Total 0 3 3 2 1 MoHD centres constructed or upgraded. HEA - 2.7.e: No. of additional health centres Annual Total 0 29 31 36 17 MoHD constructed. HEA - 2.7.f: No. of new ambulances Annual Total 5 10 12 10 9 MoHD acquired. HSBB - VI: HEALTH FINANCING HEA - 2.8: Improved mobilization, collection HEA - 2.8.a: National financing strategy Milestone -- Completed -- -- -- MoHD and allocation of financial resources. developed. HEA - 2.8.b: No. of finance staff fully trained Accumulated on Financial Management System. 0 4 10 0 0 MoHD total HEA - 2.8.c: Use of double-entry Milestone Pending In progress In progress Completed -- MoHD bookkeeping system introduced. HEA - 2.8.d: No. of internal financial audits for the health sector conducted annually. Annual Total 1 4 4 4 4 MoHD HEA - 2.8.e: Increased proportion of the National Budget allocated to Health Sector. Annual Total 6.14% 7% 8% 9% 10% MoHD HEA - 2.8.f: % of national budget allocation Annual Total 100% 100% 100% 100% 100% MoHD for health utilized. HEA - 2.8.g: % of external finance allocated for health that has been spent. Annual Total 100% 100% 100% 100% 100% MoHD Republic of Somaliland National Development Plan III 207 NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) HEA - 3: By 2027, Somaliland will have an HEA - 3.A: % of health facilities providing the standardized package of health enhanced health promotion and education (HE) sessions regularly % of health 0% 45% community engagement. facilities Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. HEA - 3.1: Updated national health HEA - 3.1.a: Updated national health Milestone Pending Completed -- -- -- MoHD promotion policy and strategy promotion strategy. HEA - 3.2: improved National health HEA - 3.2.a: Develop a standardized Health Milestone In progress Completed -- -- -- MoHD promotion programs at all levels Education package HEA - 3.2.b: Number of districts with a Accumulated functioning community health promotion 3 10 16 20 23 MoHD total committee. HEA - 3.2.c: Number of health facilities with proper medical waste management system. Annual Total 10 15 15 15 15 MoHD HEA - 3.2.d: Number of villages with Annual Total 16 50 50 50 50 MoHD community led total sanitation effort. Strategic Objective HEA - SO-2: To improve the management of, and response to, catastrophic public health emergencies. NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) HEA - 4: By 2027, a stronger Public Health HEA - 4.A: Existence of a stronger Emergency Preparedness and Response Emergency Preparedness and Response System, based on a comparative assessment of Somaliland's PHEPR using the Boolean system (PHEPR) responds more WHO "Toolkit for assessing health-system capacity for crisis management" in No Yes (Yes/No) effectively to public health emergencies. consecutive years. Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. HEA - 4.1: Improved risk assesment, HEA - 4.1.a: No. of fully functioning Accumulated prevention, preparedness, response, and Integrated Surveillance Sentinel Sites in the 0 70 80 90 100 MoHD total recovery measures to reduce impact on country. human lives. HEA - 4.1.b: No. of health staff trained in Accumulated 20 50 70 80 100 MoHD EPR at all levels. total HEA - 4.1.c: Functioning Public Health Emergency Operations Centre (PHEOC). Milestone In progress Completed -- -- -- MoHD HEA - 4.1.d: No. of public health laboratories Accumulated functioning at National /Regional level. 0/6 1- / 6 1- / 6 1- / 6 1- / 6 MoHD total Republic of Somaliland National Development Plan III 208 RBM Matrices – Water, Sanitation, and Hygiene Sector Strategic Objective WSH - SO-1: To provide adequate, safe, and affordable water to the population of Somaliland. NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) WSH - 1: By 2027, strengthened WSH - 1.A: Evidence-based performance report shows satisfactory % of public institutional capacity and adequate performance for at least 80% of public sector service providers in the water Not applicable 80% service providers regulation enforcement capacity in line sector, supported by data from inspection visits. with the updated National Water Act of WSH - 1.B: Evidence-based performance report shows satisfactory % of private 2017 performance for at least 80% of private sector service providers in the water Not applicable 80% service providers sector, supported by data from inspection visits. Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. WSH - 1.1: National Water Strategy finalized WSH - 1.1.a: Finishing and approval of the Milestone In progress Completed -- -- -- MoWRD and approved by MoWRD National Water Strategy. WSH - 1.2: Regulatory gaps addressed in WSH - 1.2.a: Approval of the amended Activity In progress Completed -- -- -- MoWRD line with updated National Water Act of 2017 National Water Act regulations. progress and appropriate enforcement capacity WSH -1.2.b: Regulatory gaps addressed, created. including for groundwater governance Activity -- -- In progress Completed -- MoWRD enforcement, and regulations disseminated. progress WSH - 1.2.c: Number of people trained in Annual 75 150 MoWRD applying updated regulations. WSH - 1.2.d: No. of inspection visits to Annual 46 46 MoWRD PUBLIC SECTOR service providers WSH - 1.2.e: No. of inspection visits to Annual 10 10 MoWRD PRIVATE SECTOR service providers. WSH - 1.3: Institutional and technical WSH - 1.3.a: WASH central IT platform capacity built for better service delivery and established to improve coordination Milestone In progress Completed -- -- -- MoWRD effective coordination, information between regional and national level. management and quality assurance. WSH - 1.3.b: Fully equipped national mechanical workshop established for repair Milestone In progress in progress completed -- -- MoWRD and rehabilitation of equipment. WSH - 1.3.c: Water Vocational Training Institute upgraded to Higher Poly-technical Milestone In progress in progress completed -- -- MoWRD School (from 6 to 12 mth courses). WSH - 1.3.d: Number of technical staff with Accumulated upgraded skills through training & 100 200 300 400 500 MoWRD total education. WSH - 1.3.e: Operation & Maintenance manuals for water distribution developed Milestone In progress Completed -- -- -- HWA and in use. WSH - 1.3.f: GIS and Block Mapping Unit established in the department of technical Milestone In progress Completed -- -- -- HWA services and staff trained. WSH - 1.3.g: Comprehensive maintenance program developed for water treatment Milestone In progress In progress Completed -- -- HWA plants, deep wells, booster pumps and reservoirs. Republic of Somaliland National Development Plan III 209 NDP Outcome NDP Outcome Indicator Unit Baseline (2020) Target (2027) WSH - 2: By 2027, increased access for WSH - 2.A: Proportion of urban population using improved drinking water the urban population to adequate, safe, sources. % 51.1% 61.3% and affordable drinking water for domestic use. Source: Health and Demographics Survey, 2020; page 35 Type of NDP III period MDA resp. Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 WSH - 2.1: Expansion of water supply WSH - 2.1.a: Detailed design of Butochi dam Milestone In progress Completed -- -- -- HWA system for Hargeisa based on Master Plan and related infrastructure. and 2 on-going hydro-geological studies WSH - 2.1.b: Construction of Butochi dam Milestone -- -- In progress In progress In progress HWA and related infrastructure. WSH - 2.1.c: Number of new earth dams Accumulated 1 2 3 4 HWA constructed and operational. total WSH - 2.1.d: Number of boreholes drilled to Accumulated increase Hargeisa water supply 2 3 5 6 6 HWA total WSH - 2.1.e: Number of subsurface dams Accumulated 2 7 12 16 20 HWA constructed total WSH - 2.1.f: Water collection tank erected in Milestone -- -- Completed -- -- HWA Ged-Deeble WSH - 2.1.g: % of the Hargeisa population of 1,2 million that have access to an Accumulated 70% 50% 55% 60% 65% HWA improved water source through HWA (2021: total 35%) WSH - 2.2: Expansion of water supply WSH - 2.2.a: Number of additional Accumulated 2 4 6 8 10 MoWRD systems for major urban and peri-urban boreholes drilled (Borama) total areas based on approved Master Plans WSH - 2.2.b: Second RCC tank on (excluding Hargeisa) Farahyood and four 250 CUM satellite tanks Milestone In progress In progress Completed -- -- MoWRD constructed inside town (Borama) WSH - 2.2.c: Solar systems built for 2 booster stations and 15 boreholes (Borama) Milestone In progress In progress Completed -- -- MoWRD WSH - 2.2.d: Number of households newly Accumulated connected to safe water supply (Borama) 3,600 7,200 10,800 14,400 18,000 MoWRD total WSH - 2.2.e: Number of additional Accumulated 3 6 9 12 15 MoWRD boreholes drilled (Burao) total WSH - 2.2.f: Generator Power Synchronization system / network built for Milestone In progress Completed -- -- -- MoWRD ten boreholes (Burao) WSH - 2.2.g: Solar System Station and accessories constructed for 10 boreholes Milestone In progress Completed -- -- -- MoWRD (Burao) WSH - 2.2.h: 30 km of mains and pipeline extension constructed for pumping and Milestone In progress In progress Completed -- -- MoWRD distribution lines (Burao) WSH - 2.2.i: Hydrological study of new Milestone In progress Completed -- -- -- MoWRD aquifer (Gabiley) WSH - 2.2.j: Eight new boreholes drilled and Accumulated equipped with water supply facilities and 2 4 6 8 -- MoWRD total solar energy (Gabiley) WSH - 2.2.k: 10 km of mains and pipeline extension constructed for pumping and MoWRD Milestone In progress In progress Completed distribution lines (Gabiley) WSH - 2.2.l: Four elevated tanks of 250 CUM constructed in 4 locations inside the Milestone In progress Completed -- -- -- MoWRD town (Gabiley) WSH - 2.2.m Eight new boreholes drilled Accumulated and equipped with water supply facilities 2 4 6 8 -- MoWRD total and solar energy (Berbera) WSH - 2.2.n: Four elevated tanks of 250 CUM constructed in 4 locations inside the Milestone In progress In progress Completed -- -- MoWRD town (Berbera) WSH - 2.2.o: 15 km of mains and pipeline extension constructed for pumping and Milestone In progress -- -- MoWRD Completed -- distribution lines (Berbera) WSH - 2.2.p: Five boreholes drilled and Accumulated tested (Yagoori (2) and Orgiyayar (3)) (Las total In progress 2 4 5 -- MoWRD Anod) WSH - 2.2.q: 15 km of mains and pipeline extension constructed for pumping and Milestone In progress Completed In progress -- MoWRD distribution lines (Las Anod) WSH - 2.2.r: Development of 1 test Haffir dam to connect water from the boreholes to Milestone In progress In progress -- -- Completed MoWRD estimate optimal removal of hardness. (Las Anod) WSH - 2.2.s: Urban water treatment plant for brackish water (Reverse osmosis) Milestone In progress In progress In progress Completed -- MoWRD established with installed renewable energy (Las Anod) WSH - 2.2.t: Eight new boreholes drilled and Accumulated equipped with water supply facilities and 2 4 6 8 -- MoWRD total solar energy (Erigavo) WSH - 2.2.u: Two elevated tanks of 500 CUM constructed in 2 locations inside the Milestone In progress In progress In progress Completed -- MoWRD town (Erigavo) WSH - 2.2.v: Two elevated tanks of 250 CUM constructed in 2 locations inside the Milestone In progress In progress Completed -- -- MoWRD town (Erigavo) WSH - 2.2.w: 15 km of mains and pipeline extension constructed for pumping and -- -- MoWRD Milestone In progress Completed -- distribution lines (Erigavo) Republic of Somaliland National Development Plan III 210 NDP Outcome NDP Outcome Indicator Unit Baseline (2020) Target (2027) WSH - 3: By 2027, increased access for WSH - 3.A: Proportion of established rural population using improved drinking the rural population to adequate, safe, and water sources. % 39.8% 49.8% affordable drinking water for domestic use WSH - 3.B: Proportion of nomadic population using improved drinking water and livestock. % 37.7% 47.1% sources. Source: Health and Demographics Survey, 2020; page 35 Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. WSH - 3.1: Increased access to water for WSH - 3.1.a: Number of new boreholes Accumulated 40 90 140 200 250 MoWRD people and animals in rural communities drilled and operational. total WSH - 3.1.b: Number of new shallow wells Accumulated 60 120 180 240 300 MoWRD constructed and operational. total WSH - 3.1.c: Number of rural mini-water Accumulated systems developed and operational. 50 100 150 200 250 MoWRD total WSH - 3.1.d: Number of new earth dams Accumulated 20 40 60 80 100 MoWRD constructed and operational. total WSH - 3.1.e: Number of new hafir dams Accumulated 10 20 30 40 50 MoWRD constructed and operational. total WSH - 3.1.f: Number of springs developed Accumulated 4 8 12 16 20 MoWRD with renewable energy. total WSH - 3.1.g: Number of new water harvesting schemes for agro-pastoralist Accumulated communities constructed to increase 4 8 12 16 20 MoWRD total resilience to drought/climate change. Strategic Objective WSH - SO-2: To increase equitable access to sustainable hygiene and sanitation services through integration with water resources development. NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) WSH - 4: By 2027, a larger proportion of WSH - 4.A: Proportion of the urban households that is using an improved % 63.1% 75% the population are using improved sanitation facility sanitation and practicing basic hygiene WSH - 4.B: Proportion of the rural households that is using an improved measures. % 29.7% 45% sanitation facility WSH - 4.C1: Number of villages with "zero open defecation". No. of villages 86 216 Source: Health and Demographics Survey, 2020; page 36 Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. WSH - 4.1: New instruments to strengthen WSH - 4.1.a: The National Sanitation Policy the sanitation policy and legal framework finalized/updated/amended in collaboration Milestone -- Completed -- -- -- MoHD with all relevant MDAs (MoWRD, MoES, MoECC, etc) WSH - 4.1.b: National Advocacy Strategy developed in line with the National Sanitation Policy in collaboration with all Milestone -- In progress Completed -- -- MoHD relevant MDAs (MoWRD, MoES, MoECC, etc) WSH - 4.2: Upscaled “Community-Led Total WSH - 4.2.a1: No. of villages participating in Sanitation” approach. community-led total sanitation initiatives Accumulated 86 126 166 200 216 MoHD total WSH - 4.3: Community health promotion WSH - 4.3.a: Design and approval of programs regarding good hygiene and community promotion program that is Milestone -- Completed -- -- -- MoHD sanitation practices (developed by all targeting the URBAN population. relevant MDAs under leadership of MoHD). WSH - 4.3.b: Implementation of the URBAN community promotion program. Milestone -- In progress In progress In progress Completed MoHD WSH - 4.3.c: Design and approval of community promotion program that is Milestone -- Completed -- -- -- MoHD targeting the RURAL population. WSH - 4.3.d: Implementation of the RURAL community promotion program Milestone -- In progress In progress In progress Completed MoHD Republic of Somaliland National Development Plan III 211 RBM Matrices – Social Protection Sector Strategic Objective SOC - SO-1: To build a resilient and cohesive society in which all members can access minimum protection that enables them to maintain and improve their living standards. NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) SOC - 1: By 2027, robust well-functioning SOC - 1.A: Average completion rate of the Outcome's combined operational social protection systems are in place at benchmarks. national and sub-national levels. calculated as (("No. of fully completed milestones by end NDPIII * 100% + % -- >80% Proportional completion of each quantitative operational benchmark) divided by (the total number of operational benchmarks for this outcome)). Type of NDP III period MDA resp. Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 SOC - 1.1: Draft social protection policy SOC - 1.1.a: Draft Social Protection policy finalized and approved . submitted to, and approved by, Cabinet. Milestone In progress In progress Completed -- -- MESAF SOC - 1.1.b: Social Protection strategy developed, and approved by Cabinet. Milestone -- -- In progress Completed -- MESAF SOC - 1.1.c: Technical guidelines developed and approved for the Social Milestone -- -- In progress Completed -- MESAF Protection policy and strategy. SOC - 1.2: Developed a single registry SOC - 1.2.a: IT design of Social Protection information warehouse for social protection single registry information warehouse Milestone -- -- -- In progress Completed MESAF schemes. approved. SOC - 1.2.b: Software for Social Protection single registry information warehouse Milestone -- -- -- In progress Completed MESAF developed and tested. SOC - 1.3: Institutional set-up at national SOC - 1.3.a: All instiutions that are involved and sub-national level operational, in line at national and sub-national level, and with the Social Protection policy and legal relevant key staff, are clear about mandates, framework. responsibilities, and operational guidelines, Milestone -- -- In progress Completed -- MESAF in the context of their role in rolling out social protection schemes. SOC - 1.3.b: Institutions are fully prepared for a roll-out exercise, in terms of Milestone -- -- -- In progress Completed MESAF capacitated staff and necessary tools. NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) SOC - 2: By 2027, vulnerable households SOC - 2.A: Targeted Child Benefit scheme is ready for operations according to can access social transfers to address an independant Social Protection Institutional Review at national and sub- Boolean Non-existing Yes socioeconomic risks. national level, approved by the relevant authorities / stakeholders. (Yes/No) SOC - 2.B: Universal Child Disability Benefit scheme is ready for operations according to an independant Social Protection Institutional Review at national Boolean Non-existing Yes and sub-national level, approved by the relevant authorities / stakeholders. (Yes/No) SOC - 2.C: Emergency Family Cash Transfer scheme is ready for operations according to an independant Social Protection Institutional Review at national Boolean Non-existing Yes and sub-national level, approved by the relevant authorities / stakeholders. (Yes/No) Type of NDP III period MDA resp. Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 SOC - 2.1: Established and ready for SOC - 2.1.a: Targeted Child Benefit scheme operations a Targeted Child Disability designed and approved, including an Benefit scheme in the 4 regions with the analysis of medium-term financial Milestone In progress In progress Completed -- -- MESAF highest prevalence of stunting among implications for the National Budget. children under 5 years of age. SOC - 2.1.b: Registration of children between 0-4 years and relevant data linked to criteria that determine elegibility for the Milestone -- -- In progress Completed -- MESAF Child Benefit scheme. SOC - 2.1.c: Approved next year's National Annual Budget and Medium-Term Expenditure Framework have allocated Milestone -- -- -- In progress Completed MESAF funds to the roll-out of the Targeted Child Benefit scheme. SOC - 2.2: Established and ready for SOC - 2.2.a: Universal Child Disability operations a Universal Child Disability Benefit scheme designed, including an Benefit scheme for the most vulnerable analysis of medium-term financial Milestone In progress In progress Completed -- -- MESAF children in Somaliland. implications for the National Budget. SOC - 2..b: Registration of disabled children between 0-15 years and relevant data linked to criteria that determine elegibility for Milestone -- -- In progress Completed -- MESAF the Universal Child Disability Benefit scheme. SOC - 2.2.c: The approved next year's National Annual Budget and Medium-Term Expenditure Framework have allocated Milestone -- -- -- In progress Completed MESAF funds to the roll-out of the Universal Child Disability Benefit scheme. SOC - 2.3: Established, and ready for SOC - 2.3.a: Emergency Family Cash operations, a humanitarian cash transfer Transfer scheme designed, including a rsik mechanism for families affected by shocks analysis and potential medium-term Milestone In progress In progress Completed -- -- MESAF and climate emergencies . financial implications for the National Budget. SOC - 2.3.b: The approved next year's National Annual Budget has sufficient emergency funds allocated for on-going emergencies that trigger payments in the Milestone -- -- -- In progress Completed MESAF context of the Emergency Family Cash Transfer scheme. Republic of Somaliland National Development Plan III 212 NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) SOC - 3: By 2027, effective social SOC - 1.A: Average completion rate of the Outcome's combined operational insurance mechanisms for the working- benchmarks. age population have been established. calculated as (("No. of fully completed milestones by end NDPIII * 100% + % -- >80% Proportional completion of each quantitative operational benchmark) divided by (the total number of operational benchmarks for this outcome)). Type of NDP III period MDA resp. Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 SOC - 3.1: Next steps identified and road SOC - 3.1.a: ToR of scoping study to build a map approved, based on a scoping study social insurance system is developed and Milestone In progress Completed -- -- -- MESAF report, which identifies potential frameworks approved by joint relevant public institutions. to build a multi-tiered social insurance system in Somaliland. SOC - 3.1.b: Scoping study implemented by independent consultancy firm with ample Milestone -- In progress Completed -- -- MESAF experience in the subject matter. SOC - 3.1.c: Road map established by joint relevant public institutions to implement approved next steps based on the Milestone -- -- In progress Completed -- MESAF recommendations of the Scoping study. SOC - 3.1.d: First steps of approved road Milestone -- -- -- In progress In progress MESAF map are implemented. SOC - 3.2: Universal pension scheme for See GOV-PR - 8.9.c and GOV-PR - 8.9.d, Somaliland civil servants is operational (See under leadership of the Civil Service Milestone See GOV sector See GOV sector See GOV sector See GOV sector See GOV sector MESAF also GOV-PR - 8.9). Commission. Republic of Somaliland National Development Plan III 213 RBM Matrices – Environment Sector Strategic Objective ENV - SO-1: To promote climate resilience through sustainable natural resource management, and targeted conservation and protection activities. NDP Outcome NDP Outcome Indicator Unit Baseline Target (2027) ENV - 1: By 2027, 120,000 hectares of ENV - 1.A: Surface area (ha) legally gazetted for biodiversity conservation and protected areas restored and legally protection. Hectare 96,769 216,769 gazetted for biodiversity conservation with respect for endangered species ENV - 1.B: % of the number of endangered species in Somaliland on the IUCN - (fauna and flora) Red List that are protected and conserved. % 50% Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. ENV - 1.1: Identified biodiversity hotspots ENV - 1.1.a: No. of hotspots of flora and Accumulated 5 MoECC based on assessment and inventory of fauna identified total endangered flora and fauna ENV - 1.1.b: No. of endangered species of Accumulated 31 (flora) flora and fauna in identified hotspots MoECC total 45 (fauna) ENV - 1.2: Gazetted biodiversity ENV - 1.2.a: No of conservation areas with conservation areas dossiers finalized and submitted for Accumulated 5 MoECC approval to the President's office total ENV - 1.2.b: Total surface area (ha) of Accumulated conservation areas submitted for approval 120,000 MoECC total ENV - 1.2.c: No. of conservation area Accumulated Presid. dossiers approved by presidential decree 5 total Office ENV - 1.3: Forest rangers trained to engage ENV - 1.3.a: Training content "community- in community-based approaches based biodiversity conservation" developed Milestone -- In progress Completed -- -- MoECC ENV - 1.3.b: No. of forest rangers trained in approved and tested content Annual Total 40 40 MoECC NDP Outcome NDP Outcome Indicator Unit Baseline Target (2027) ENV - 2: By 2027, institutional capacity ENV - 2.A: High-level Climate Change Task Force established, and Performance developed in the context of environmental satisfactorily operational and effective, according to external Performance Not applicable Satisfactory category protection and climate change. Evaluation report. ENV - 2.B: Number of Government and Non-Government Organizations that have changed procedures for mainstreaming environmental and climate No. of institutions 0 20 change issues. Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. ENV - 2.1: Key legal and policy instruments ENV - 2.1.a: Somaliland Marine approved that are needed to address Environment Policy developed and Milestone -- In progress Completed -- -- MoECC climate change and other priority approved environmental issues ENV - 2.1.b: National Climate Change Milestone Completed -- -- -- -- MoECC Policy approved ENV - 2.1.c: Somaliland Environmental Management Act (SEMA) reviewed and amended, with focus on marine Milestone -- In progress Completed -- -- MoECC environment, plus SEMA regulation developed and approved ENV - 2.1.d: Regulation of Somaliland Forestry and Wildlife Act developed and Milestone Completed -- -- -- -- MoECC approved ENV - 2.2: The High-Level Inter-ministerial ENV - 2.2.a: Terms of Reference of HICCTF Climate Change Task Force (HICCTF) approved by presidential decree Milestone In progress Completed -- -- -- MoECC established for the coordination of appropriate climate adaptation and ENV - 2.2.b: HICCTF has the needed mitigation strategies. human, material and financial resources Milestone -- Completed -- -- -- MoECC ENV - 2.2.c: HICCTF functioning according to the regulations in their ToR Milestone -- -- √ √ √ HICCTF ENV - 2.3: Policy- and decision-makers of ENV - 2.3.a: No. of approved training key institutions capacitated to better modules regarding mainstreaming Accumulated 4 5 6 7 8 MoECC integrate environmental and climate- environmental and climate change issues total adaptation processes into all aspects of GoSL-relevant policy making, planning, ENV - 2.3.b: No. of GOV and NGO staff budgeting and coordination processes. trained, based on approved training modules in mainstreaming environmental Annual Total 50 50 50 50 50 MoECC and climate change issues Republic of Somaliland National Development Plan III 214 NDP Outcome NDP Outcome Indicator Unit Baseline Target (2027) ENV - 3: By 2027, an additional 8 grazing ENV - 3.A: Number and surface area of grazing reserves that are protected, No.of grazing reserves established and restored in 4 community-managed and restored. 6 14 reserves regions in Somaliland, with 10,000 hectares of degraded land inside their Area (ha) of boundaries restored through soil and 116,700 236,700 grazing reserves water conservation measures. ENV - 3.B: Surface area of degraded land inside newly established grazing Area (ha) of restored reserves that is restored. 0 10,000 land Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. ENV - 3.1: Potential grazing reserves ENV - 3.1.a: Number of surveyed grazing Accumulated 2 4 6 8 MoECC surveyed and mapped, including possible reserves total degraded areas ENV - 3.1.b: Surface area (ha) of restored degraded land in community-protected Accumulated 2,500 5,000 7,500 10,000 MoECC grazing reserves total ENV - 3.1.c: Surface area (ha) of community- Accumulated protected grazing reserves 30,000 60,000 90,000 120,000 MoECC total ENV - 3.2: Rural communities engaged in ENV - 3.2.a: No. of community awareness grazing reserve management and mobilization workshops organized Annual Total 6 6 6 6 MoECC ENV - 3.2.b: No. of grazing reserves with Accumulated participatory management plans 2 4 6 8 MoECC total ENV - 3.2.c: No. of sites with management Accumulated committees established 2 4 6 8 MoECC total NDP Outcome NDP Outcome Indicator Unit Baseline Target (2027) ENV - 4: By 2027, established 2 protected ENV - 4.A: Number of established and legally gazetted protected marine Number 0 2 marine reserves in the Somaliland waters reserves. and implemented the sustainable use of ENV - 4.B: Total surface area of established and legally gazetted protected marine ecosystems, specifically Hectare 0 79 marine reserves. mangroves and other associated habitats ENV - 4.C: Number of mangrove/marine ecosystem management plans that are operational. Number 0 2 Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. ENV - 4.1: Established institutional capacity ENV - 4.1.a: No. of officials trained from for the enforcement of laws and regulations MoECC and the National Coast Guard Annual Total 20 (MoECC) 15 (SCG) 15 (SCG) MoECC for the protection and conservation of the (NCG) marine environment ENV - 4.1.b: No. of local authority officials trained from coastal districts Annual Total 10 10 10 10 10 MoECC ENV - 4.2: Gazetted marine reserves for ENV - 4.2.a: No. of marine reserves with Accumulated environmental protection in collaboration dossiers finalized and submitted for 1 2 MoECC total w/MoLFD (See also Critical Output PRO-FI - approval 2.4). ENV - 4.2.b: Total surface area (ha) of Accumulated marine conservation areas submitted for 40 79 MoECC total approval ENV - 4.2.c: No. of conservation area Accumulated dossiers approved by presidential decree 1 2 MoECC total ENV - 4.3: Community support secured ENV - 4.3.a: No. of community consultation based on paraticpative approach and workshops conducted (before gazetting) Annual Total 1 1 MoECC increased awareness in coastal communities ENV - 4.3.b: No. of community awarenes workshops conducted (after gazetting) Annual Total 2 2 MoECC ENV - 4.4: Mangrove / marine ecosystem ENV - 4.4.a: No. of marine ecosystem Accumulated management plans approved with management plans approved 1 2 MoECC total monitoring mechanisms established ENV - 4.4.b: End-of-year environmental monitoring reports available Annual Total 1 1 2 MoECC Republic of Somaliland National Development Plan III 215 NDP Outcome NDP Outcome Indicator Unit Baseline Target (2027) ENV - 5: By 2027, the regional capitals of ENV - 5.A: Urban centres with an Urban Environmental Management Plan in Somaliland have made significant place, and with at least 30% of financial resources secured. No. of urban centres 0 2 progress in managing liquid and solid waste, and reducing point-source ENV - 5.B: Private companies registered with MoECC and Ministry of Trade that No. of private pollution. are engaged in waste recycling and employ at least 20 people. 0 4 companies Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. ENV - 5.1: Approved Urban Environmental ENV - 5.1.a: Preliminary assessment to Management Plans (UEMPs) define the process, and program and Milestone -- In progress Completed -- -- MoECC sequence the preparation of UEMPs ENV - 5.1.b: The first Urban Environmental Management Plan is elaborated and Milestone -- -- In progress Completed -- MoECC approved ENV - 5.1.c: The second Urban Environmental Management Plan is Milestone -- -- -- In progress Completed MoECC elaborated and approved ENV - 5.1.d: The third Urban Environmental Management Plan is elaborated and Milestone -- -- -- In progress Completed MoECC approved ENV - 5.2: Established PPP schemes for the ENV - 5.2.b: Fiscal incentives in place to Accumulated sustainable management and recycling of promote local investments in the recycling In progress Completed -- -- -- MoECC total urban waste in the urban centres industry ENV - 5.2.c: Number of private companies Accumulated operating in the waste recycling sector 1 2 3 4 5 MoECC total ENV - 5.3: Regulations of the Waste ENV - 5.3.a: Developed and approved the Management Act developed, adopted, and regulations of the Waste Managament Act Milestone In progress Completed -- -- -- MoECC operationalized in all 7 urban centres. ENV - 5.3.b: No. of urban centres that have Accumulated Local gov. / adopted the regulations of the Waste -- -- 2 4 5 total MoECC Managament Act ENV - 5.3.c: No. of conducted inspection Established a list of potential visits to industrial plants that use dangerous Annual Total Local gov. / pollutors 8 16 20 chemicals (tanneries, etc.) MoECC in urban areas NDP Outcome NDP Outcome Indicator Unit Baseline Target (2027) ENV - 6: By 2027, the consumption of ENV - 6.A: Reduction of charcoal bags registered and fined/ taxed when No. of bags 1,194,592 900,000 charcoal from indigenous trees is reduced entering the urban centers between 2021 and 2027. by 25% in the urban areas ENV - 6.B: ENV - 6.B: Annual marketed production of mesquite charcoal Tons 1,380 4,900 (Prosopis juliflora). Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. ENV - 6.1: Increased harvesting of mesquite ENV - 6.1.a: No. of operational plants to (Prosopis juliflora) for charcoal production. produce charcoal from Prosopis juliflora Accumulated 3 3 4 5 6 MoECC total (NOTE: Prosopis juliflora is an invasive ENV - 6.1.b: No of operators who received a plant especially in the west of Somaliland grant from MoECC to establish charcoal Accumulated 1 2 3 4 5 MoECC total plant ENV - 6.2: Promising technology of using ENV - 6.2.a: Inventory of internationally alternative sources of energy identified and acknowledged best practices established Milestone -- In progress Completed -- -- MoECC tested in Somaliland (biogas, solid waste, solar, wind, etc) ENV - 6.2.b: Promising technology tested in- country and test reports available Milestone -- -- In progress In progress Completed MoECC ENV - 6.3: Local artisans trained to produce ENV - 6.3.a: Number of local artisans trained energy saving stoves with assistance to in energy-saving stove manufacturing Annual Total 30 30 30 30 30 MoECC establish links between buyers and sellers ENV - 6.3.b: Number of energy-saving Local stoves produced (13,200 stoves in 2018) Annual Total 15,000 13,000 12,000 11,000 10,000 artisans Republic of Somaliland National Development Plan III 216 NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) ENV - 7: By 2027, government ENV - 7.A: Export value of franckincense (gums and resins). interventions will have contributed to a US$ 18,211,400 50,000,000 more level playing field to improve private sector and community participation in the ENV - 7.B: Average completion rate of the Outcome's combined operational environmentally sustainable economic benchmarks. exploitation of Gums and resins for the calculated as (("No. of fully completed milestones by end NDPIII * 100% + benefit of all value chain stakeholders . % -- >80% Proportional completion of each quantitative operational benchmark) divided by (the total number of operational benchmarks for this outcome)). Source Baseline value: 2020 GDP calculations by MoPND/CSD Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. ENV - 7.1: Improved policy and legal ENV - 7.1.a: Development of the National framework in place that seeks to balance Strategy for the Sustainable Development of Milestone In progress Completed -- -- -- MoECC environmental aspects with stakeholder the Franckincense value chain. interests for the sound economic exploitation of franckincense (gums and ENV - 7.1.b: Design and approval of key resins). legal instruments that promote the responsible engagement of all private sector Milestone -- In progress Completed -- -- MoECC and community stakeholders in the exploitation of gums and resins. ENV - 7.1.c: Formulated and approved enforcable regulations that will promote Milestone -- -- In progress Completed -- MoECC sustainable exploitation of gums and resins by all actors in the value chain. ENV - 7.1.d: MoTT and MoECC agree on joint process to issue and renew MoECC / franckincense trader licenses to ensure Milestone -- -- In progress Completed -- MoTT responsible exploitation according to regulations. ENV - 7.2: Enhanced knowledge, skills, and ENV - 7.2.a: Definition and approval of awareness in the community for the content for awareness campaign reaching Milestone -- In progress Completed -- -- MoECC sustainable exploitation of gums and resins. out to all franckincense value chain stakeholders. ENV - 7.2.b: No. of rural communities with active franckincense tree exploitation that Annual Total 150 150 150 150 MoECC were reached during awareness campaigns. ENV - 7.2.c: No. of rural communities with active franckincense tree exploitation that Accumulated agreed on community control mechanisms 100 100 100 100 MoECC total to enforce sustainable tapping. ENV - 7.3: Inspection visits to enforce the ENV - 7.3.a: Number of communities sustainable exploitation of franckincense reached with inspection visits to enforce Accumulated 50 50 50 50 MoECC trees. sustainable tapping of franckincense trees total Strategic Objective ENV - SO-3: To reduce the impact of disasters on people's livelihoods and social, economic, and environmental assets at communal and national level. NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) ENV - 8: By 2027, develop and strengthen ENV - 8.A: Number of evidence-based policy briefs that were presented to No. of policy briefs 0 3 the institutional mechanism, legal relevant decision-makers. frameworks and capacities of NADFOR ENV - 8.B: Newly established government-led disaster management coordination mechanism operational according to ToR with satisfactory Performance category Not applicable Satisfactory performance. Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. ENV - 8.1: Improved legal, policy and ENV - 8.1.a: Reviewed and approved the Milestone In progress Completed -- -- -- NADFOR planning instruments for disaster disaster risk management policy. management ENV - 8.1.b: Development of 5-year Milestone -- Completed -- -- -- NADFOR Strategic Plan. ENV - 8.2: Improved capacity, knowledge ENV - 8.2.a: Number of completed research Accumulated and skills in the context of disaster papers on disaster management related 1 2 3 4 5 NADFOR total management practices. ENV - 8.2.b: Number of NADFOR senior staff trained in innovative disaster management Annual Total 4 4 4 4 NADFOR practices. ENV - 8.2.b: Number of NADFOR field staff trained in innovative disaster management Annual Total 50 50 50 50 NADFOR practices. ENV - 8.3: Improved disaster management ENV - 8.3.a: Approved manual with coordination and operations guidelines and tools to streamline disaster Milestone -- In progress Completed -- -- NADFOR management operations. ENV - 8.3.b: Established a Government-led coordination mechanism with the Milestone -- In progress Completed -- -- NADFOR participation of all disaster management stakeholders. Republic of Somaliland National Development Plan III 217 NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) ENV - 9: By 2027, the country’s disaster ENV - 9.A: Multi-hazard Early Warning Centre established and disseminating Boolean (Yes/No) No Yes preparedness and response mechanism early warning reports according to agreed standards. are strengthened at all levels. ENV - 9.B: Number of regions with permanent NADFOR presence through No. of regions 3 6 staffed offices and warehouses. Type of NDP III period MDA Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 resp. ENV - 9.1: Improved infrastructure to ENV - 9.1.a: Number of strategic Accumulated 1 2 4 6 NADFOR enhance NADFOR's disaster response warehouses built in Sool, Sanaag, total capacity Maroodijeh ENV - 9.2.b:and Awdal. Number of NADFOR regional Accumulated offices built in Sool and Sanaag. 1 2 NADFOR total ENV - 9.2: A newly established fully ENV - 9.2.a: Final draft of the legal functional National Disaster Relief Fund framework for NDRF establishment is Milestone In progress Completed -- -- -- NADFOR (NDRF) approved. ENV - 9.2.b: Agreement in place between GoSL and external partners for the use of Milestone -- In progress Completed -- -- NADFOR NDRF. ENV - 9.2.c: NDRF is operational with Milestone -- In progress Completed -- -- NADFOR governance mechanism in place. ENV - 9.3: Improved Early Warning System ENV - 9.3.a: Established a well equipped, and disaster information capacity technologically advanced, multi-hazard Early Warning System Center, with qualified Milestone -- In progress In progress Completed -- NADFOR staff and part of an international network. ENV -8.3.b: Integrated system for food reserve surveillance established across Milestone -- In progress In progress Completed -- NADFOR Somaliland. ENV - 9.3.c: Regional Early Warning Accumulated Committees established and capacitated. -- In progress Completed -- -- NADFOR total ENV - 9.4: Improved disaster preparedness ENV - 9.4.a: No. of electoral districts with an Accumulated 5 10 17 23 NADFOR at community level established disaster profile. total ENV - 9.4.b: No. of community awareness campaigns held on disaster preparedness. Annual Total 1 1 1 1 NADFOR ENV - 9.4.c: Pilot scheme established in 30 disaster-prone villages to strengthen community resilience in coordination with Milestone -- In progress In progress In progress Completed NADFOR other GoSL institutions (MoECC, MoAD, MoLFD, MoWRD, and others). ENV - 9.4.d: No. of villages with Early Warning Commitees established and Annual Total 20 30 30 20 NADFOR committee members trained. Republic of Somaliland National Development Plan III 218 RBM Matrices – Judiciary Sector Strategic Objective JUD - SO-1: To provide access to justice for all and build effective, accountable, and inclusive judiciary institutions and mechanisms at all levels. NDP Outcome NDP Outcome Indicator Unit Baseline (2022) Target (2027) JUD - 1: Somaliland's judiciary is JUD - 1.A: Average completion rate of the Outcome's combined operational accessible to the citizenry, residents, benchmarks. refugees, asylum seekers, visitors and calculated as (("No. of fully completed milestones by end NDPIII * 100% + % -- >80% any other person or entity in the country. Proportional completion of each quantitative operational benchmark) divided by (the total number of operational benchmarks for this outcome)). JUD - 1.B: Proportion of district courts, which have operational mobile units that -- hold regular sessions in remote and hard-to-reach areas (out of a total of 58 % (District mobile courts 75% district courts). to be created) Type of NDP III period MDA resp. Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 JUD - 1.1: Mobile courts expanded from the JUD - 1.1.a: All staffing, administrative, current regional level to district and village financial, infrastructural, logistical, and other level in remote and hard-to-reach areas. operational preparations are in place to Milestone Completed -- -- -- -- SCS ensure a succesful roll-out of the mobile court system at district level. JUD - 1.1.b: District mobile courts are holding regular sessions in remote and hard- Milestone In progress Completed Permanent Permanent SCS to-reach areas, according to schedule. JUD - 1.1.c: Number of district courts with Accumulated mobile units established (out of 58 district 15 25 35 50 SCS total courts). JUD - 1.2: Upgraded Case Management JUD - 1.2.a: Identified and approved Information System. improvements and new features that need to Milestone In progress Completed -- -- -- SCS be developed and incorporated in the upgraded version. JUD - 1.2.b: Upgraded CMIS has been developed and tested with all features Milestone -- In progress Completed -- -- SCS incorporated satisfactorily according to specifications. JUD - 1.2.c: Supreme court and all regional and appeal courts have userprofile determined access to the upgraded CMIS, Milestone -- -- In progress Completed Permanent SCS according to specifications for its upgraded version. NDP Outcome NDP Outcome Indicator Unit Baseline (2022) Target (2027) JUD - 2: Improved institutional capacity of JUD - 2.A: Average completion rate of the Outcome's combined operational the Somaliland judiciary system. benchmarks. calculated as (("No. of fully completed milestones by end NDPIII * 100% + % -- >80% Proportional completion of each quantitative operational benchmark) divided by (the total number of operational benchmarks for this outcome)). Type of NDP III period MDA resp. Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 JUD - 2.1: Newly constructed or upgraded JUD - 2.1.a: Architectural design of courthouses at regional and district level are additional courts have been submitted and Milestone In progress In progress In progress Completed -- SCS operational. approved by the competent authorities. JUD - 2.1.b: Number of regional Accumulated courthouses that have been upgraded (out 2 4 6 7 SCS total of a total of 11). JUD - 2.1.c: Number of district courthouses Accumulated that have been upgraded (out of a total of 5 10 15 20 SCS total 58). JUD - 2.2: Operational the newly JUD - 2.2.a: Architectural design of the constructed Judicial In-service Training Judicial Training Institute has been Milestone Completed -- -- -- -- SCS Institute. submitted and approved by the competent authorities. JUD - 2.2.b: Construction of the Judicial Training Institute has been completed. Milestone -- In progress Completed -- -- SCS JUD - 2.2.c: All preparatory processes finalized to render the Judicial Training Institute fully operational (staffing, budget, Milestone In progress In progress In progress Completed -- SCS equipment, course curriculums, etc.) JUD - 2.3: Judiciary personnel capacitated JUD - 2.3.a: Various training modules on ICT, procedures, ethics, leadership, regarding the targeted subjects have been Milestone In progress Completed -- -- -- SCS human rights, sharia law, judgement writing designed and approved by the competent skills, safety procedures, and organized authorities. crimes . JUD - 2.3.b: Number of judges that participated in training events containing one or more of the targeted subjects (out of Annual Total 75 75 150 150 SCS approximately 300 judges). JUD - 2.3.c: Number of judiciary support personnel that participated in training events Annual Total 100 150 200 200 SCS containing one or more of the targeted subjects. Republic of Somaliland National Development Plan III 219 RBM Matrices – Cross-cutting Themes Cross - cutting theme: GENDER NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) CCT-GEN - 1: Reduced gender disparities CCT-GEN - 1.A: Proportion of employees in the civil service that are female. % 47.2% 50.0% in social, economic, and political outcomes due to strengthened gender- See Governance Outcome indicator: responsive services and systems. GOV - 1.A: Proportion of selected managerial positions held by women in the % 19.5% 30.0% public sector See Education Outcome indicator: EDU-KG - 2.A: Gender Parity Index in 2-year Pre-primary Education fGER/mGER 0.79 0.92 See Education Outcome indicator: fGER/mGER 0.81 0.91 EDU-PE - 2.A: Gender Parity Index in 2-year Primary Education See Education Outcome indicator: fGER/mGER 0.75 0.85 EDU-SE - 2.A: Gender Parity Index in Secondary Education See Education Outcome indicator: GPI 0.68 0.78 EDU-TV - 2.A: Gender Parity Index in TVET See Education Outcome indicator: % 48% 52% EDU-HE - 2.A: Proportion of enrolled students in HEIs that are female. See Education Outcome indicator: % 19% 30% EDU-PE - 2.B: Percentage of female teachers in Primary Education See Education Outcome indicator: EDU-SE - 2.B: Percentage of female teachers in Secondary Education % 4% 10% See Education Outcome indicator: % 5% 15% EDU-TV - 2.B: Percentage of female instructors in TVET See Education Outcome indicator: % 2% 8% EDU-HE - 2.B: Percentage of HIE lecturers that are female. Type of NDP III period MDA resp. Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 CCT-GEN - 1.1: Electoral districts with CCT-GEN - 1.1.a: Information/ Guidelines/ Gender Based Violence working groups Training kit developed to support the proper (GBV-WGs) established and operational. functioning of the GBV-WGs at regional and Milestone In progress Completed -- -- -- MESAF district level. CCT-GEN - 1.1.b: Mapping of GBV partners at district level in preparation of the Milestone In progress Completed -- -- -- MESAF formation of GBV-WGs. CCT-GEN - 1.1.c: ToR for district level GBV working group developed and ToR for Milestone In progress Completed -- -- -- MESAF regional level reviewed. CCT-GEN - 1.1.d: Number of electoral Accumulated districts with GBV working groups 6 12 15 18 21 MESAF total operational. Contributions by sectors that have mainstreamed cross-cutting priority interventions as Critical Outputs Cross-cutting priority intervention Relevant Critical Outputs from other sectors MDA resp Advocate for meaningful representation and full participation of women in local and national decision- GOV-DD - 1.2: Increase in the employment of 1 MoI making structures. MESAF will work with relevant stakeholders to achieve fair women representation in the women in local government institutions. MESAF elected and appointed leadership positions in Somaliland public structures. GOV-PR - 1.6: Increased number of women 2 promoted to managerial positions in the civil service CSC in central government institutions . Advance women’s rights and economic justice, facilitating increased access of women’s businesses to the ECO - 2.2: Developed innovative financial sector MESAF available financial services and entrepreneurship opportunities. 1 products leading to better access to finance, CB especially for MSMEs and women. Advocate for gender equality in accessing social services such as education, health, sanitation, water etc. EDU-PE - 1.3: Gender segregated pupils’ toilets and MESAF will lobby with mandated public institutions, CSOs and International agencies to provide gender- girls’ friendly spaces constructed where the need is 1 MoES responsive social services, particularly for vulnerable and marginalized groups. greatest. (Is included for all levels of education, including TVET). EDU-PE - 2.2: New pre-service primary school 2 teachers trained (30% female, including special MoES needs teachers). EDU-SE - 2.2.c: Proportion of secondary school 3 scholarships that are awarded to female students MoES MESAF from vulnerable groups. EDU-HE - 2.1: Mechanisms and incentives in place 4 to promote the employment of female lecturers at NCHE Higher Education Institutions. HEA - 1.1: Increased coverage of services for 5 reproductive maternal, new born, child, and MoHD adolescent health [RMNCAH]. HEA - 2.5.e: Additional number of midwives 6 MoHD employed in the public sector. Republic of Somaliland National Development Plan III 220 Cross - cutting theme: PEOPLE WITH DISABILITIES NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) CCT-PWD - 2: Barriers that exclude See Education Outcome indicator: People with Disabilities (PWDs) are EDU-KG - 2.B: Proportion of SEN children that are attending Pre-primary challenged to ensure their inclusion and schools. % 0% 5% participation in their communities. Type of NDP III period MDA resp. Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 CCT-PWD - 2.1: Improved legal framework CCT-PWD - 2.1.a: Mapping of legal that advance the rights of People with instruments that need to be improved to Milestone In progress In progress In progress Completed MESAF Disabilities (PWDs). advance the rights of PWDs. CCT-PWD - 2.1.b: Legal instruments targeted to be amended to advance the Milestone In progress In progress In progress Completed MESAF rights of PWDs are being drafted. CCT-PWD - 2.1.c: Number of new or amended legal instruments that have been Accumulated 1 3 5 MESAF submitted for approval as a result of the total mapping exercise. Contributions by sectors that have mainstreamed cross-cutting priority interventions as Critical Outputs Cross-cutting priority intervention Relevant Critical Outputs from other sectors MDA resp Promote inclusive and equitable social services for persons with disabilities to fully participate in their EDU-KG - 2.3: Improved design of new pre-primary communities social, economic, and political activities. schools to make them SEN (Special Education 1 MoES Needs) friendly.(Is included for all levels of MESAF education, including TVET) HEA - 1.5 Increased specialized support assisting 2 MoHD people with disabilities. Challenge harmful attitudes and discriminatory behavior against persons with disabilities. MESAF will work EDU-KG - 2.2: Annual awareness and education MESAF with development partners to promote and design interventions that address discriminatory behaviors, 1 campaigns to change attitudes towards educating MoES attitudes, and perceptions against people with disabilities. children with disabilities. Cross - cutting theme: DISPLACEMENT AFFECTED COMMUNITIES NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) CCT-DAC - 3: Increased resilience of CCT-DAC - 3.A: Average completion rate of the Outcome's combined IDPs, returnees, and refugees by ensuring operational benchmarks. equitable access to public services and calculated as (("No. of fully completed milestones by end NDPIII * 100% + % -- >80% sustainable livelihoods. Proportional completion of each quantitative operational benchmark) divided by (the total number of operational benchmarks for this outcome)). Type of NDP III period MDA resp. Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 CCT-DAC - 3.1: Small grants disbursed for CCT-DAC - 3.1.a: Guidelines and criteria for small-scale (particularly women-owned) the acquisition of small grants are Milestone In progress Completed NDRA businesses. developed and approved. CCT-DAC - 3.1.b: Number of requests for small grants by people from displacement- Accumulated 130 300 530 700 NDRA affected communities that have been total received by NDRA. CCT-DAC - 3.1.c: Proportion of small grant proposals that have been awarded by Accumulated NDRA and disbursed to people from 20% 30% 40% NDRA total displacement-affected communities. CCT-DAC - 3.2: Proper data registration CCT-DAC - 3.2.a: Proper registration system system operational to reliably measure the is designed and operational across all Milestone In progress Completed NDRA proportion of DACs who have access to DACs education, health, and drinking water. CCT-DAC - 3.2.b: % of DACs with access to Accumulated 60% 80% 90% NDRA primary education. total CCT-DAC - 3.2.c: % of DACs with access to Accumulated 20% 30% 40% NDRA secondary education. total CCT-DAC - 3.2.d: % of DACs with access to Accumulated 20% 30% 40% NDRA TVET. total CCT-DAC - 3.2.e: % of DACs with access to Accumulated the Essential Package of Health Services 70% 80% 90% NDRA total (EPHS). CCT-DAC - 3.2.f: % of DACs with daily Accumulated access to drinking water facilities. 70% 80% 90% NDRA total Contributions by sectors that have mainstreamed cross-cutting priority interventions as Critical Outputs Cross-cutting priority intervention Relevant Critical Outputs from other sectors MDA resp Provide cash transfers and other essential assistance to the most vulnerable households in the SOC - 2.3: Established, and ready for operations, a displacement-affected communities NDRA 1 humanitarian cash transfer mechanism for families MESAF affected by shocks and climate emergencies . Republic of Somaliland National Development Plan III 221 NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) CCT-DAC - 4: Longer lasting and more CCT-DAC - 4.A: Number of refugees and asylum seekers who have been No target. sustainable solutions have been found for repatriated in the NDPIII period. Number of people -- To report displacement-affected communities. real data. CCT-DAC - 4.B: Number of IDPs, refugees and asylum seekers who have been No target. resettled in Somaliland in the NDPIII period. Number of people -- To report real data. Type of NDP III period MDA resp. Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 CCT-DAC - 4.1: One-stop-shop toolkit CCT-DAC - 4.1.a: Content of the one-stop- available for IDPs, refugees and asylum shop toolkit has been developed Milestone In progress Completed -- -- -- NDRA seekers that informs them about their their rights and services they are entitled to, CCT-DAC - 4.1.b: IDPs, refugees and including legal and social services. asylum seekers have easy access to the Milestone -- In progress Permanent Permanent Permanent NDRA one-stop-shop toolkit. CCT-DAC - 4.2: Developed and CCT-DAC - 4.2.a: Agreement in place with implemented repatriation programs for development partners regarding repatriation Milestone In progress Completed -- -- -- NDRA refugees and irregular migrants voluntarily or 3rd country relocation of refugees and returning to their countries of origin or irregular migrants. relocating to third countries. CCT-DAC - 4.2.b: Repatriation or 3rd country relocation programmes for refugees Milestone -- In progress Completed -- -- NDRA and irregular migrants are operational and ready to start. CCT-DAC - 4.2.c: Refugees and irregular migrants are assisted and voluntarily Milestone -- -- In progress Permanent Permanent NDRA returning to their countries of origin or relocating to third countries. CCT-DAC - 4.3: Developed and CCT-DAC - 4.3.a: Agreement in place with implemented resettlement programs for development partners regarding Milestone In progress Completed -- -- -- NDRA IDPs, refugees and returnees. resettlement programs in Somaliland. CCT-DAC - 4.3.a: Resettlement programs to assist IDPs, refugees and returnees to settle Milestone -- In progress Completed -- -- NDRA in Somaliland are operational and ready to start. CCT-DAC - 4.3.b: IDPs, refugees and returnees are assisted to voluntarily settle in their host communities or in other regions of Milestone -- -- In progress Permanent Permanent NDRA Somaliland. Cross - cutting theme: CHILDREN'S RIGHTS NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) CCT-CHR - 5: Child rights systems CCT-CHR - 5.A: Annual Children's Rights Task Force Report has been 0% strengthened to protect children's rights. submitted to the President's Office and released every year since 2025, and % of Task Force (Children's Rights shows substantial progress based on targets and milestones as identified in the targets that have been 60% Task Force to be approved Implementation Plan for the Children's Rights Act. achieved established) Type of NDP III period MDA resp. Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 CCT-CHR - 5.1: Children's Rights Act has CCT-CHR - 5.1.a: Children's Rights National Milestone In progress Completed -- -- -- MESAF been operationalized and implementation Task Force established progress is monitored. CCT-CHR - 5.1.b: Implementation plan for the Children's rights act has been Milestone In progress Completed -- -- -- MESAF developed and approved. CCT-CHR - 5.1.c: Annual report on Children's Rights submitted to the Milestone -- In progress Permanent Permanent Permanent MESAF President's office and widely disseminated. CCT-CHR - 5.1: Reviewed the existing child CCT-CHR - 5.1.a: ToR for Child Rights rights protection structures and the overall Review drafted and approved by joint Milestone In progress Completed -- -- -- MESAF status of upholding child rights in stakeholder organisations in the Child Somaliland. Rights National Working Group. CCT-CHR - 5.1.b: Child Rights Review report approved and main conclusions and Milestone -- In progress Completed -- -- MESAF recommendations jointly validated. CCT-CHR - 5.1.c: Action Plan developed based on recommendations of the Child Milestone -- -- In progress Completed -- MESAF Rights Review Report. Republic of Somaliland National Development Plan III 222 Cross - cutting theme: YOUTH NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) CCT-YOU - 6: Increased resilience and CCT-YOU - 6.A: Proportion of business ventures that were supported with Number of socio-economic participation of grants or loans received from the public-private fund to promote youth business operational -- 50% Somaliland’s youth. initiatives that are operational businesses Type of NDP III period MDA resp. Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 CCT-YOU - 6.1: Established a public-private CCT-YOU - 6.1.a: Investment Fund's legal fund or investment venture to fund youth framework and institutional arrangements, Milestone In progress In progress In progress -- -- SLYDF business initiatives and reduce criteria, rules and procedures are drafted unemployment. and approved. CCT-YOU - 6.1.b: Investment Fund has Milestone -- -- In progress Completed -- SLYDF been established as a legal entity. CCT-YOU - 6.1.c: Investment Fund is handling requests for grants and/or loans for Milestone -- -- -- In progress Permanent SLYDF eligible proposals according to the Fund criteria. CCT-YOU - 6.2: Established innovation labs CCT-YOU - 6.2.a: Concept of the innovation and platforms where young people labs / platforms are drafted and costed, and Milestone In progress Completed -- -- -- SLYDF showcase their entrepreneurial talents. approved by the relevant authorities. CCT-YOU - 6.2.b: Site(s) for the establishment of innovation lab(s) / Milestone -- In progress Completed -- -- SLYDF platform(s) are selected and secured. CCT-YOU - 6.2.c: First innovation lab / platform has been established as a pilot and Milestone -- -- In progress Completed -- SLYDF is operational. CCT-YOU - 6.3: Land allocated for new CCT-YOU - 6.3.a: Joint Action Plan youth recreational facilities across the developed for the establishment of new Milestone In progress In progress Completed -- -- MoYS country in . youth recreational facilities together with local governments. CCT-YOU - 6.3.b: Number of electoral districts who have formally allocated land for Accumulated the establishment of new recreational 5 10 15 MoYS total facilities, in line with the Joint Action Plan. CCT-YOU - 6.4: Youth centers established CCT-YOU - 6.4.a: Design of model youth Milestone Completed -- -- -- -- MoYS in all 6 regions. centre approved. CCT-YOU - 6.4.b: Number of regions with Accumulated -- 2 4 6 6 MoYS youth centre functioning. total CCT-YOU - 6.5: Community awareness CCT-YOU - 6.5.a: Approach and contents campaigns rolled out against youth developed for the anti-youth violence Milestone In progress Completed -- -- -- MoYS violence. awareness campaigns CCT-YOU - 6.5.b: Number of electoral Accumulated districts covered by the anti-youth violence -- 8 16 23 23 MoYS total awareness campaigns Contributions by sectors that have mainstreamed cross-cutting priority interventions as Critical Outputs Cross-cutting priority intervention Relevant Critical Outputs from other sectors MDA resp Increase youth self-employment through business management and entrepreneurial skills and provision of ECO - 3.2: Stronger institutional, legal and seed funds to create their businesses. 1 regulatory framework to create a more enabling MESAF environment for employment and self-employment. ECO - 5.2: Enhanced skills and competencies for 2 MoTT MSME owners and their employees. ECO - 7.1: Partnership established between MESAF MoYS and other relevant public and private stakeholders 3 MESAF in skills development for employment. ECO - 7.2: Robust labour market information 4 MESAF management system operational. ECO - 7.3: Increased number of Employment 5 Innovation Hubs across Somaliland's regions (1 EIH MESAF is currently operational in Gabiley) Republic of Somaliland National Development Plan III 223 Cross - cutting theme: HIV/Aids NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) CCT-HIV - 7: Reduced HIV/Aid incidence, See Health outcome indicator: prevalence, and mortality by increasing HEA - 1.F1: Proportion of people living with HIV that know their status access to information and testing and % of PLHIV 65% 90% treatment centres. Type of NDP III period MDA resp. Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 CCT-HIV - 7.1: Regional and district CCT-HIV - 7.1.a: Rolling out the HIV/Aids Committees have been establishment of HIV/Aids committees in all Milestone Completed -- -- -- -- SOLNAC established to strengthen the national 6 regions. coordination framework. CCT-HIV - 7.1.b: Drafting and approval of regional workplans and coordination Milestone In progress Completed -- -- -- SOLNAC mechanisms for the Regional HIV/Aids Committees. CCT-HIV - 7.1.c: Rolling out the establishment of HIV/Aids committees in all Milestone -- In progress Completed -- -- SOLNAC 23 electoral districts. CCT-HIV - 7.1.d: Drafting and approval of district workplans and coordination Milestone -- In progress Completed -- -- SOLNAC mechanisms for the District HIV/Aids Committees. CCT-HIV - 7.2: On-site estimates of key CCT-HIV - 7.2.a: Mapping survey Milestone Completed -- -- -- SOLNAC vulnerable population related to HIV/Aids implemented together with UNICEF. have been mapped. CCT-HIV - 7.2.b: SOLNAC's Action framework updated based on findings from Milestone In progress Completed -- -- -- SOLNAC mapping survey report. CCT-HIV - 7.3: The Knowledge, Attitude, CCT-HIV - 7.3.a: Approval of draft protocol Practices, and Behaviour survey has been and survey questionnaire for the KAPB Milestone Completed -- -- -- -- SOLNAC implemented. survey. CCT-HIV - 7.3.b: Conducting the KAPB Milestone Completed -- -- -- -- SOLNAC survey in all 6 regions. CCT-HIV - 7.4: Established the SOLNAC CCT-HIV - 7.4.a: The detailed design of the Management Information System SOLNAC MIS database has been approved. Milestone Completed -- -- -- -- SOLNAC (Database). CCT-HIV - 7.4.b: The SOLNAC MIS database has been developed and tested. Milestone In progress In progress Completed -- -- SOLNAC CCT-HIV - 7.4.c: Capacity building of M&E department for the effective use of the Milestone -- -- In progress Completed -- SOLNAC SOLNAC MIS database. Contributions by sectors that have mainstreamed cross-cutting priority interventions as Critical Outputs Cross-cutting priority intervention Complementary Priority Interventions MDA resp Expand HIV/AIDs counselling services, testing centres, and access to ART in all regions, and raise Ensuring people know their status by encouraging community awareness of HIV/AIDS transmission methods and preventive mechanisms 1 MoHD universal HIV counselling and testing. People living with HIV will be provided with life-long 2 treatment through a range of interventions as well MoHD as enhancing HIV/TB collaborative services SOLNAC Reducing the number of HIV infections by targeting Behaviour Change Communication (BCC), 3 enhancing provision of post-exposure prophylaxis MoHD for target population groups, eliminating vertical transmissions, and improving testing and treatment. Republic of Somaliland National Development Plan III 224 NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) CCT-HIV - 8: Reduced HIV/AIDs-related CCT-HIV - 8.A1: Proportion of primary schools that have received HIV/AIDS stigma and discrimination. teaching material and are using it as part of the curriculum. % 0% 100% CCT-HIV - 8.A2: Proportion of secondary schools that have received HIV/AIDS teaching material and are using it as part of the curriculum. % 0% 100% Type of NDP III period MDA resp. Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 CCT-HIV - 8.1: Integration of HIV/AIDS CCT-HIV - 8.1.a: Content available to awareness in all levels of the educational integrate in PRIMARY education curriculum. Milestone In progress Completed -- -- -- SOLNAC system. CCT-HIV - 8.1.b: Education material with HIV/AIDS awareness and anti-discrimination content has been printed and distributed for Milestone -- Completed Permanent Permanent Permanent SOLNAC PRIMARY education. CCT-HIV - 8.1.c: Content available to integrate in SECONDARY education Milestone -- In progress Completed -- -- SOLNAC curriculum. CCT-HIV - 8.1.d: Education material with HIV/AIDS awareness and anti-discrimination content has been printed and distributed for Milestone -- -- Completed Permanent Permanent SOLNAC SECONDARY education. CCT-HIV - 8.1.e: Content available to integrate in terciary education curriculum. Milestone -- -- In progress Completed -- SOLNAC CCT-HIV - 8.1.f: Content available to Milestone -- -- In progress In progress Completed SOLNAC integrate in TVET curriculum. CCT-HIV - 8.1.g: Content available to Milestone -- -- In progress In progress Completed SOLNAC integrate in NFE curriculum. Cross - cutting theme: RURAL DEVELOPMENT NDP Outcome NDP Outcome Indicator Unit Baseline (2021) Target (2027) CCT-RUD - 9: Sustainable livelihoods of CCT-RUD - 9.A: Average completion rate of the Outcome's combined rural communities enhanced through operational benchmarks. integrated interventions to achieve food calculated as (("No. of fully completed milestones by end NDPIII * 100% + % -- >80% security. Proportional completion of each quantitative operational benchmark) divided by (the total number of operational benchmarks for this outcome)). Type of NDP III period MDA resp. Critical outputs Operational benchmarks target 2023 2024 2025 2026 2027 CCT-RUD - 9.1: Research papers on rural CCT-RUD - 9.1.a: Action Plan for research development disseminated and in rural development developed and jointly Milestone Completed -- -- -- -- MoRD recommendations for policy changes approved by involved stakeholder presented to the relevant authorities. institutions. CCT-RUD - 9.1.b: Studies on causes and effects of rural to urban migration Milestone -- In progress Completed -- -- MoRD implemented and reports validated. CCT-RUD - 9.1.c: Studies on sustainable animal production systems in the face of Milestone -- In progress Completed -- -- MoRD clmate change implemented and reports validated CCT-RUD - 9.1.d: Evidence-based policy papers produced and disseminated, based Milestone -- -- In progress Completed -- MoRD on research recommendations. CCT-RUD - 9.2: A better balanced CCT-RUD - 9.2.a: Institutional needs institutional structure with matched human assessment done, based on a balance resource capacity, equipment, and physical between resources needed to achieve Milestone In progress Completed -- -- -- MoAD infrastructure to achieve its mission and role realistic long term 20-year goals and in coordinating rural development. tangible medium 5-year targets. CCT-RUD - 9.2.b: Validation Workshop of the institutional needs assessment document, with representatives of all Milestone -- Completed -- -- -- MoAD relevant stakeholder organisations and development partners. CCT-RUD - 9.2.c: Elaboration and approval of an Action Plan and Budget in line with the approach contained in the validated Milestone -- In progress Completed -- -- MoAD Institutional Needs Assessment. CCT-RUD - 9.2.d: Action Plan under Milestone -- -- -- In progress In progress MoAD implementation. Republic of Somaliland National Development Plan III 225
ANNEX 2: GLOSSARY There are many different definitions of concepts used in monitoring and evaluation. This glossary refers mostly to the “Glossary of Key Terms in Evaluation and Results Based Management”, from the Organisation for Economic Cooperation and Development (2010). Term Definition Data aggregation The process where raw data is gathered and expressed in a summary form for statistical analysis. There are two types of data aggregation: • Time aggregation: Sums all data points for a single resource over a specified period. • Spatial aggregation: Sums all data points for a group of resources over a specified period. Data collation The collection or construction of ordered systems of data from raw data. This organises data in a specified order and system (such as in tables). Data compilation The collation of raw data and its transformation into a format that can be easily manipulated or combined with other data in preparation for further analysis. In the context of this MEAL supplement, it also refers to bringing together organised data sets from different sectors into a single report. Data registration The initial collection of data, best done when the event that needs to be registered occurs. For example, this could be done in a village when a child is vaccinated by registering the inocula- tion using a special form. Data validation The process of determining whether a particular piece of information falls within an acceptable and credible range of values. Data verification Checking data to ensure that it is accurate, consistent, and reflects its intended purpose. Evaluation The systematic and objective assessment of an on-going or completed project, programme, or policy, including its design, implementation, and results. The aim is to determine the relevance and fulfilment of objectives, development efficiency, effectiveness, impact, and sustainability. An evaluation should provide information that is credible and useful, enabling the incorporation of lessons learned into the decision making process of both recipients and donors. HLDCF High-Level Development Coordination Forum, a formal consultation forum between the Somaliland government and development partners. Impact The primary and secondary long-term effects produced by a development intervention, directly or indirectly. Impacts can be positive or negative and be intended or unintended. In the context of the NDP III, impact indicator targets formulate and quantify or qualify desired long-term effects, which are the result of multi-sectoral contributions and can therefore not be attributed to a single sector. Institutional memory The information held by a group of employees’ personal recollections and experiences of working related occurrences, systems, and processes. Indicator A quantitative or qualitative factor or variable that provides a simple and reliable means to measure achievement, reflecting changes connected to an intervention or helping to assess the performance of a development actor. Intervention A group or series of activities that are designed to contribute in a coherent way to the same output or outcome. Critical intervention An intervention that is essential if an output or outcome is to be achieved. Lead intervention A primary intervention that, if to be successful, needs to be accompanied by one or more complementary or secondary interventions. For example, building a health clinic (the primary intervention) needs to be accompanied by the recruitment of staff, purchase of medicine, etc. (the secondary interventions). Complementary An intervention that is necessary to guarantee the success of a lead intervention. If a lead intervention intervention is cancelled, then the complementary interventions should also be cancelled. Milestone A moment in time (day, week, month, year) when a piece of work must be finished or an objective must be achieved. Republic of Somaliland National Development Plan III 226 Monitoring A continuing function that uses the systematic collection of data on specified indicators to provide the management and key stakeholders of an ongoing development intervention with indications of the extent of progress and achievement of objectives. Outcome The likely or achieved short- and medium-term effects of an intervention’s outputs. An outcome describes the expected change in reality. Descriptive Sector In the context of the NDP III, this outcome describes an important real change in the sector, Outcome although it cannot be attributed to direct interventions by the GoSL. A typical example would be levels of dryland crop production, as this is largely determined by rainfall patterns and direct support to farmers does not have sufficient magnitude to justify measurable changes in agricultural production at the national level. However, this is still included as an outcome for measurement to enhance the understanding of the real situation in the sector. Outputs The products, capital, goods, and services which result from a development intervention. This may also include changes resulting from the intervention which are relevant to the achieve- ment of outcomes. Critical outputs Outputs that are the result of a critical intervention. Indicator targets, If an indicator target is accumulative, then the value shown for a certain year represents the accumulative actual situation up to the end of that year, including all previous years. Indicator targets, If an indicator target is annual, then the value shown for a certain year represents the expected annual achievements for that year only, excluding all achievements from the previous years. Statistical outlier An observation that is well outside of the expected range of values. It should therefore be double-checked for accuracy, or, if deemed unreliable, should be discarded from the data set. Republic of Somaliland National Development Plan III 227
ANNEX 3: RESOURCES Monitoring and Evaluation • A Quick Guide to Monitoring, Evaluation, Accountability, and Learning in Fragile Contexts [Oxfam, July 2013] • Monitoring, Evaluation & Learning (MEAL) [ZRBF, July 2016] • Theory of Change – A Facilitator’s Guide; Laurie Starr [USAID/TOPS, 2019] • The Use and Abuse of the Logical Framework Approach [SIDA, 2005] Development Indicators • Gender, Poverty, and Environmental Indicators on African Countries 2019 [AfDB, 2019] • Global Education Monitoring Report 2016 [UNESCO, 2016] • Global Education Monitoring Report 2020 [UNESCO, 2020] • Global Indicator Framework for the SDGs and Targets (refinement after 2021) [UN, 2021] • Human Development Report 2016 [UNDP, 2016] • Human Development Indices and Indicators - Statistical update 2018 [UNDP, 2018] • Human Development Report 2019 [UNDP, 2019] • Human Development Report 2020 [UNDP, 2020] • Measuring Performance in Private Sector Development [ADB, 2007] Somaliland Surveys and Statistics • Somaliland Multiple Indicator Cluster Survey 2011 (with support from UNICEF, 2014) • Somaliland Poverty Profile and Overview of Living Conditions (World Bank, 2015) • Somaliland Labour Force Survey (with support from ILO, 2012) • Somaliland Labour Force Survey (with support from ILO, 2019 – to be finalized) • Somaliland Health and Demographic Survey (with support from UNFPA, 2020) • Women and Men in Somaliland (Gender Booklet) [MoPND/CSD, 2018] • Somaliland Leading Economic Indicators 2012-2019 [MoPND/CSD, 2020] • Somaliland in Figures 2016 [MoPND/CSD, 2017] • Somaliland in Figures 2017 [MoPND/CSD, 2018] • Somaliland in Figures 2018 [MoPND/CSD, 2019] • Somaliland in Figures 2019 [MoPND/CSD, 2020] • Somaliland in Figures 2020 [MoPND/CSD, 2021] • Somaliland in Figures 2021 [MoPND/CSD, 2022] Republic of Somaliland National Development Plan III 228
ANNEX 4: UN SUSTAINABLE DEVELOPMENT GOALS SDG 1 End poverty in all its forms everywhere. SDG 2 End hunger, achieve food security and improved nutrition and promote sustainable agriculture. SDG 3 Ensure healthy lives and promote well-being for all at all ages. SDG 4 Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all. SDG 5 Achieve gender equality and empower all women and girls. SDG 6 Ensure availability and sustainable management of water and sanitation for all. SDG 7 Ensure access to affordable, reliable, sustainable, and modern energy for all. SDG 8 Promote sustained, inclusive, and sustainable economic growth, full and productive employment, and decent work for all. SDG 9 Build resilient infrastructure, promote inclusive and sustainable industrialization, and foster innovation. SDG 10 Reduce inequality within and among countries. SDG 11 Make cities and human settlements inclusive, safe, resilient, and sustainable. SDG 12 Ensure sustainable production and consumption patterns. SDG 13 Take urgent action to combat climate change and its impacts. SDG 14 Conserve and sustainably use the oceans, seas, and marine resources for sustain- able development. SDG 15 Protect, restore, and promote sustainable use of terrestrial eco-systems, sustainably manage forests, combat desertification, and halt and reverse land degradation and halt biodiversity loss. SDG 16 Promote peaceful and inclusive societies for sustainable development, provide access to justice for all, and build effective, accountable, and inclusive institutions at all levels. SDG 17 Strengthen the means of implementation and revitalize the Global Partnership for Global Development. Republic of Somaliland National Development Plan III 229
ANNEX 5: SOMALILAND POPULATION REFERENCE TABLES (2021-2027) Somaliland population projections for NDP III period MALE Population Projection FEMALE Population Projection TOTAL Population Projection Age 2021 2022 2023 2024 2025 2026 2027 Age 2021 2022 2023 2024 2025 2026 2027 Age 2021 2022 2023 2024 2025 2026 2027 0 71,387 73,479 75,632 77,848 80,129 82,477 84,893 0 71,510 73,606 75,762 77,982 80,267 82,619 85,040 0 142,898 147,085 151,394 155,830 160,396 165,096 169,933 1 70,281 72,340 74,460 76,641 78,887 81,198 83,577 1 70,258 72,317 74,436 76,617 78,862 81,172 83,550 1 140,539 144,657 148,895 153,258 157,748 162,370 167,128 2 69,255 71,284 73,373 75,522 77,735 80,013 82,357 2 69,018 71,040 73,122 75,264 77,470 79,740 82,076 2 138,273 142,324 146,494 150,787 155,205 159,752 164,433 3 68,292 70,293 72,353 74,473 76,655 78,901 81,213 3 67,788 69,774 71,818 73,923 76,089 78,318 80,613 3 136,080 140,067 144,171 148,395 152,743 157,219 161,825 4 67,376 69,350 71,382 73,474 75,627 77,843 80,123 4 66,565 68,515 70,522 72,589 74,716 76,905 79,158 4 133,941 137,865 141,905 146,063 150,342 154,747 159,282 5 66,490 68,438 70,444 72,508 74,632 76,819 79,069 5 65,346 67,261 69,231 71,260 73,348 75,497 77,709 5 131,836 135,699 139,675 143,767 147,980 152,315 156,778 6 65,617 67,539 69,518 71,555 73,651 75,809 78,031 6 64,129 66,008 67,942 69,933 71,982 74,091 76,262 6 129,746 133,547 137,460 141,488 145,633 149,900 154,292 7 64,739 66,636 68,588 70,598 72,666 74,795 76,987 7 62,912 64,755 66,652 68,605 70,615 72,684 74,814 7 127,650 131,391 135,240 139,203 143,282 147,480 151,801 8 63,840 65,710 67,636 69,617 71,657 73,757 75,918 8 61,691 63,499 65,359 67,274 69,245 71,274 73,362 8 125,531 129,209 132,995 136,891 140,902 145,031 149,280 9 62,903 64,746 66,643 68,595 70,605 72,674 74,803 9 60,465 62,236 64,060 65,937 67,869 69,857 71,904 9 123,367 126,982 130,702 134,532 138,474 142,531 146,707 10 61,930 63,745 65,613 67,535 69,514 71,551 73,647 10 59,234 60,970 62,756 64,595 66,487 68,435 70,441 10 121,164 124,715 128,369 132,130 136,001 139,986 144,088 11 60,926 62,711 64,548 66,440 68,386 70,390 72,452 11 58,001 59,701 61,450 63,251 65,104 67,011 68,975 11 118,927 122,412 125,998 129,690 133,490 137,401 141,427 12 59,772 61,524 63,326 65,182 67,092 69,057 71,081 12 56,742 58,405 60,116 61,877 63,690 65,557 67,477 12 116,515 119,928 123,442 127,059 130,782 134,614 138,558 13 58,414 60,125 61,887 63,700 65,567 67,488 69,465 13 55,445 57,069 58,741 60,463 62,234 64,058 65,934 13 113,859 117,195 120,629 124,163 127,801 131,545 135,400 14 56,893 58,560 60,275 62,041 63,859 65,730 67,656 14 54,120 55,706 57,338 59,018 60,747 62,527 64,359 14 111,013 114,265 117,613 121,059 124,606 128,257 132,015 15 55,347 56,969 58,638 60,356 62,125 63,945 65,819 15 52,790 54,337 55,929 57,568 59,254 60,991 62,778 15 108,137 111,306 114,567 117,924 121,379 124,935 128,596 16 53,797 55,373 56,996 58,666 60,385 62,154 63,975 16 51,451 52,959 54,510 56,108 57,752 59,444 61,185 16 105,248 108,332 111,506 114,774 118,136 121,598 125,161 17 52,044 53,569 55,138 56,754 58,417 60,128 61,890 17 50,108 51,576 53,087 54,642 56,243 57,891 59,588 17 102,152 105,145 108,225 111,396 114,660 118,020 121,478 18 50,018 51,483 52,992 54,544 56,143 57,788 59,481 18 48,764 50,193 51,663 53,177 54,735 56,339 57,990 18 98,782 101,676 104,655 107,721 110,878 114,126 117,470 19 47,830 49,232 50,674 52,159 53,687 55,260 56,880 19 47,418 48,807 50,237 51,709 53,224 54,784 56,389 19 95,248 98,039 100,912 103,868 106,912 110,044 113,268 20 45,643 46,981 48,357 49,774 51,233 52,734 54,279 20 46,059 47,409 48,798 50,228 51,699 53,214 54,773 20 91,703 94,390 97,155 100,002 102,932 105,948 109,052 21 43,400 44,672 45,981 47,328 48,715 50,142 51,611 21 44,687 45,996 47,344 48,731 50,159 51,629 53,141 21 88,087 90,668 93,325 96,059 98,874 101,770 104,752 22 41,400 42,613 43,862 45,147 46,470 47,832 49,233 22 43,320 44,589 45,895 47,240 48,624 50,049 51,515 22 84,720 87,202 89,757 92,387 95,094 97,881 100,748 23 39,802 40,969 42,169 43,404 44,676 45,985 47,333 23 41,965 43,194 44,460 45,763 47,104 48,484 49,904 23 81,767 84,163 86,629 89,167 91,780 94,469 97,237 24 38,467 39,594 40,754 41,948 43,177 44,442 45,745 24 40,613 41,803 43,027 44,288 45,586 46,921 48,296 24 79,080 81,397 83,781 86,236 88,763 91,364 94,041 25 37,116 38,204 39,323 40,476 41,661 42,882 44,139 25 39,259 40,410 41,594 42,812 44,067 45,358 46,687 25 76,376 78,614 80,917 83,288 85,728 88,240 90,825 26 35,830 36,879 37,960 39,072 40,217 41,395 42,608 26 37,922 39,033 40,177 41,354 42,566 43,813 45,097 26 73,752 75,913 78,137 80,426 82,783 85,208 87,705 27 34,448 35,458 36,497 37,566 38,667 39,800 40,966 27 36,518 37,588 38,690 39,823 40,990 42,191 43,427 27 70,967 73,046 75,186 77,389 79,657 81,991 84,393 28 32,873 33,837 34,828 35,848 36,899 37,980 39,093 28 35,012 36,038 37,094 38,181 39,300 40,451 41,636 28 67,886 69,875 71,922 74,029 76,198 78,431 80,729 29 31,203 32,117 33,058 34,027 35,024 36,050 37,106 29 33,450 34,430 35,439 36,478 37,546 38,646 39,779 29 64,653 66,548 68,497 70,504 72,570 74,697 76,885 Republic of Somaliland National Development Plan III 30 29,625 30,493 31,386 32,306 33,253 34,227 35,230 30 31,905 32,840 33,802 34,793 35,812 36,861 37,942 30 61,530 63,333 65,189 67,099 69,065 71,088 73,171 31 28,091 28,914 29,761 30,633 31,530 32,454 33,405 31 30,351 31,240 32,155 33,097 34,067 35,065 36,093 31 58,441 60,153 61,916 63,730 65,597 67,519 69,498 32 26,723 27,506 28,312 29,142 29,996 30,874 31,779 32 28,902 29,749 30,620 31,517 32,441 33,391 34,370 32 55,625 57,255 58,932 60,659 62,436 64,266 66,149 33 25,600 26,350 27,122 27,917 28,735 29,577 30,443 33 27,620 28,429 29,262 30,120 31,002 31,910 32,845 33 53,220 54,779 56,384 58,036 59,737 61,487 63,289 34 24,654 25,376 26,120 26,885 27,673 28,483 29,318 34 26,448 27,223 28,020 28,841 29,686 30,556 31,451 34 51,101 52,599 54,140 55,726 57,359 59,039 60,769 35 23,729 24,424 25,140 25,876 26,634 27,415 28,218 35 25,281 26,021 26,784 27,568 28,376 29,208 30,063 35 49,009 50,445 51,923 53,445 55,011 56,622 58,282 36 22,842 23,512 24,201 24,910 25,640 26,391 27,164 36 24,157 24,865 25,593 26,343 27,115 27,909 28,727 36 46,999 48,376 49,794 51,253 52,754 54,300 55,891 37 22,025 22,670 23,334 24,018 24,722 25,446 26,192 37 22,967 23,640 24,332 25,045 25,779 26,534 27,312 37 44,991 46,310 47,667 49,063 50,501 51,980 53,503 38 21,271 21,894 22,535 23,196 23,875 24,575 25,295 38 21,650 22,285 22,938 23,610 24,301 25,013 25,746 38 42,921 44,179 45,473 46,805 48,177 49,588 51,041 230 Somaliland population projections for NDP III period MALE Population Projection FEMALE Population Projection TOTAL Population Projection Age 39 20,564 2021 21,167 2022 21,787 2023 22,425 2024 23,082 2025 23,759 2026 24,455 2027 Age 39 20,272 2021 20,866 2022 21,477 2023 22,106 2024 22,754 2025 23,421 2026 24,107 2027 Age 39 40,836 2021 42,032 2022 43,264 2023 44,532 2024 45,836 2025 47,179 2026 48,562 2027 0 40 71,387 19,894 73,479 20,476 75,632 21,076 77,848 21,694 80,129 22,330 82,477 22,984 84,893 23,657 0 40 71,510 18,943 73,606 19,498 75,762 20,069 77,982 20,657 80,267 21,263 82,619 21,886 85,040 22,527 0 40 142,898 38,837 147,085 39,975 151,394 41,146 155,830 42,351 160,396 43,592 165,096 44,870 169,933 46,184 1 41 70,281 19,260 72,340 19,825 74,460 20,406 76,641 21,004 78,887 21,619 81,198 22,252 83,577 22,904 1 41 70,258 17,628 72,317 18,144 74,436 18,676 76,617 19,223 78,862 19,786 81,172 20,366 83,550 20,963 1 41 140,539 36,888 144,657 37,969 148,895 39,081 153,258 40,227 157,748 41,405 162,370 42,618 167,128 43,867 2 42 69,255 18,600 71,284 19,145 73,373 19,706 75,522 20,283 77,735 20,878 80,013 21,489 82,357 22,119 2 42 69,018 16,447 71,040 16,929 73,122 17,425 75,264 17,935 77,470 18,461 79,740 19,002 82,076 19,558 2 42 138,273 35,047 142,324 36,074 146,494 37,131 150,787 38,218 155,205 39,338 159,752 40,491 164,433 41,677 3 43 68,292 17,878 70,293 18,402 72,353 18,941 74,473 19,496 76,655 20,067 78,901 20,655 81,213 21,260 3 43 67,788 15,467 69,774 15,921 71,818 16,387 73,923 16,867 76,089 17,361 78,318 17,870 80,613 18,394 3 43 136,080 33,345 140,067 34,322 144,171 35,328 148,395 36,363 152,743 37,429 157,219 38,525 161,825 39,654 4 44 67,376 17,117 69,350 17,618 71,382 18,134 73,474 18,666 75,627 19,212 77,843 19,775 80,123 20,355 4 44 66,565 14,625 68,515 15,054 70,522 15,495 72,589 15,949 74,716 16,416 76,905 16,897 79,158 17,392 4 44 133,941 31,742 137,865 32,672 141,905 33,629 146,063 34,614 150,342 35,629 154,747 36,672 159,282 37,747 5 45 66,490 16,381 68,438 16,861 70,444 17,355 72,508 17,864 74,632 18,387 76,819 18,926 79,069 19,480 5 45 65,346 13,801 67,261 14,205 69,231 14,621 71,260 15,049 73,348 15,490 75,497 15,944 77,709 16,411 5 45 131,836 30,182 135,699 31,066 139,675 31,976 143,767 32,913 147,980 33,878 152,315 34,870 156,778 35,892 6 46 65,617 15,672 67,539 16,131 69,518 16,604 71,555 17,090 73,651 17,591 75,809 18,106 78,031 18,637 6 46 64,129 13,031 66,008 13,413 67,942 13,806 69,933 14,210 71,982 14,627 74,091 15,055 76,262 15,496 6 46 129,746 28,703 133,547 29,544 137,460 30,410 141,488 31,301 145,633 32,218 149,900 33,162 154,292 34,133 7 47 64,739 14,921 66,636 15,358 68,588 15,808 70,598 16,271 72,666 16,748 74,795 17,238 76,987 17,743 7 47 62,912 12,216 64,755 12,573 66,652 12,942 68,605 13,321 70,615 13,711 72,684 14,113 74,814 14,527 7 47 127,650 27,136 131,391 27,931 135,240 28,750 139,203 29,592 143,282 30,459 147,480 31,351 151,801 32,270 8 48 63,840 14,104 65,710 14,517 67,636 14,943 69,617 15,380 71,657 15,831 73,757 16,295 75,918 16,772 8 48 61,691 11,296 63,499 11,627 65,359 11,968 67,274 12,319 69,245 12,680 71,274 13,051 73,362 13,434 8 48 125,531 25,400 129,209 26,145 132,995 26,911 136,891 27,699 140,902 28,511 145,031 29,346 149,280 30,206 9 49 62,903 13,255 64,746 13,644 66,643 14,044 68,595 14,455 70,605 14,879 72,674 15,315 74,803 15,763 9 49 60,465 10,331 62,236 10,634 64,060 10,945 65,937 11,266 67,869 11,596 69,857 11,936 71,904 12,286 9 49 123,367 23,587 126,982 24,278 130,702 24,989 134,532 25,721 138,474 26,475 142,531 27,251 146,707 28,049 10 50 61,930 12,424 63,745 12,788 65,613 13,163 67,535 13,548 69,514 13,945 71,551 14,354 73,647 14,774 10 50 59,234 9,427 60,970 9,703 62,756 9,988 64,595 10,280 66,487 10,581 68,435 10,891 70,441 11,211 10 50 121,164 21,851 124,715 22,491 128,369 23,150 132,130 23,828 136,001 24,527 139,986 25,245 144,088 25,985 11 51 60,926 11,591 62,711 11,930 64,548 12,280 66,440 12,640 68,386 13,010 70,390 13,391 72,452 13,784 11 51 58,001 8,553 59,701 8,803 61,450 9,061 63,251 9,327 65,104 9,600 67,011 9,881 68,975 10,171 11 51 118,927 20,143 122,412 20,734 125,998 21,341 129,690 21,966 133,490 22,610 137,401 23,273 141,427 23,954 12 52 59,772 10,845 61,524 11,163 63,326 11,490 65,182 11,826 67,092 12,173 69,057 12,530 71,081 12,897 12 52 56,742 7,795 58,405 8,023 60,116 8,258 61,877 8,500 63,690 8,749 65,557 9,005 67,477 9,269 12 52 116,515 18,640 119,928 19,186 123,442 19,748 127,059 20,327 130,782 20,922 134,614 21,535 138,558 22,166 13 53 58,414 10,233 60,125 10,533 61,887 10,841 63,700 11,159 65,567 11,486 67,488 11,822 69,465 12,169 13 53 55,445 7,204 57,069 7,415 58,741 7,632 60,463 7,856 62,234 8,086 64,058 8,323 65,934 8,567 13 53 113,859 17,437 117,195 17,947 120,629 18,473 124,163 19,015 127,801 19,572 131,545 20,145 135,400 20,735 14 54 56,893 9,711 58,560 9,996 60,275 10,289 62,041 10,590 63,859 10,901 65,730 11,220 67,656 11,549 14 54 54,120 6,732 55,706 6,929 57,338 7,133 59,018 7,341 60,747 7,557 62,527 7,778 64,359 8,006 14 54 111,013 16,444 114,265 16,925 117,613 17,421 121,059 17,932 124,606 18,457 128,257 18,998 132,015 19,555 15 55 55,347 9,197 56,969 9,467 58,638 9,744 60,356 10,030 62,125 10,324 63,945 10,626 65,819 10,937 15 55 52,790 6,282 54,337 6,466 55,929 6,655 57,568 6,850 59,254 7,051 60,991 7,258 62,778 7,470 15 55 108,137 15,479 111,306 15,933 114,567 16,399 117,924 16,880 121,379 17,374 124,935 17,884 128,596 18,408 16 56 53,797 8,714 55,373 8,970 56,996 9,232 58,666 9,503 60,385 9,781 62,154 10,068 63,975 10,363 16 56 51,451 5,872 52,959 6,044 54,510 6,221 56,108 6,403 57,752 6,591 59,444 6,784 61,185 6,983 16 56 105,248 14,586 108,332 15,013 111,506 15,453 114,774 15,906 118,136 16,372 121,598 16,852 125,161 17,346 17 57 52,044 8,207 53,569 8,447 55,138 8,695 56,754 8,949 58,417 9,212 60,128 9,481 61,890 9,759 17 57 50,108 5,473 51,576 5,634 53,087 5,799 54,642 5,969 56,243 6,144 57,891 6,324 59,588 6,509 17 57 102,152 13,680 105,145 14,081 108,225 14,493 111,396 14,918 114,660 15,355 118,020 15,805 121,478 16,268 18 58 50,018 7,641 51,483 7,865 52,992 8,095 54,544 8,332 56,143 8,576 57,788 8,828 59,481 9,086 18 58 48,764 5,062 50,193 5,211 51,663 5,363 53,177 5,520 54,735 5,682 56,339 5,849 57,990 6,020 18 58 98,782 12,703 101,676 13,075 104,655 13,458 107,721 13,853 110,878 14,259 114,126 14,676 117,470 15,106 19 59 47,830 7,049 49,232 7,256 50,674 7,468 52,159 7,687 53,687 7,912 55,260 8,144 56,880 8,383 19 59 47,418 4,654 48,807 4,791 50,237 4,931 51,709 5,076 53,224 5,224 54,784 5,377 56,389 5,535 19 59 95,248 11,703 98,039 12,046 100,912 12,399 103,868 12,763 106,912 13,137 110,044 13,522 113,268 13,918 20 60 45,643 6,494 46,981 6,684 48,357 6,880 49,774 7,081 51,233 7,289 52,734 7,502 54,279 7,722 20 60 46,059 4,287 47,409 4,413 48,798 4,542 50,228 4,675 51,699 4,812 53,214 4,953 54,773 5,098 20 60 91,703 10,781 94,390 11,097 97,155 11,422 100,002 11,756 102,932 12,101 105,948 12,455 109,052 12,820 21 61 43,400 5,956 44,672 6,131 45,981 6,310 47,328 6,495 48,715 6,685 50,142 6,881 51,611 7,083 21 61 44,687 3,950 45,996 4,066 47,344 4,185 48,731 4,308 50,159 4,434 51,629 4,564 53,141 4,697 21 61 88,087 9,906 90,668 10,196 93,325 10,495 96,059 10,803 98,874 11,119 101,770 11,445 104,752 11,780 22 62 41,400 5,482 42,613 5,643 43,862 5,808 45,147 5,978 46,470 6,153 47,832 6,334 49,233 6,519 22 62 43,320 3,647 44,589 3,754 45,895 3,864 47,240 3,977 48,624 4,094 50,049 4,213 51,515 4,337 22 62 84,720 9,129 87,202 9,397 89,757 9,672 92,387 9,955 95,094 10,247 97,881 10,547 100,748 10,856 23 63 39,802 5,099 40,969 5,248 42,169 5,402 43,404 5,560 44,676 5,723 45,985 5,891 47,333 6,064 23 63 41,965 3,383 43,194 3,482 44,460 3,584 45,763 3,689 47,104 3,797 48,484 3,908 49,904 4,022 23 63 81,767 8,481 84,163 8,730 86,629 8,986 89,167 9,249 91,780 9,520 94,469 9,799 97,237 10,086 24 64 38,467 4,781 39,594 4,921 40,754 5,065 41,948 5,213 43,177 5,366 44,442 5,523 45,745 5,685 24 64 40,613 3,149 41,803 3,242 43,027 3,337 44,288 3,434 45,586 3,535 46,921 3,638 48,296 3,745 24 64 79,080 7,930 81,397 8,162 83,781 8,401 86,236 8,648 88,763 8,901 91,364 9,162 94,041 9,430 25 65 37,116 4,475 38,204 4,606 39,323 4,741 40,476 4,880 41,661 5,023 42,882 5,170 44,139 5,321 25 65 39,259 2,935 40,410 3,021 41,594 3,110 42,812 3,201 44,067 3,294 45,358 3,391 46,687 3,490 25 65 76,376 7,410 78,614 7,627 80,917 7,850 83,288 8,080 85,728 8,317 88,240 8,561 90,825 8,812 26 66 35,830 4,192 36,879 4,315 37,960 4,441 39,072 4,571 40,217 4,705 41,395 4,843 42,608 4,985 26 66 37,922 2,742 39,033 2,823 40,177 2,905 41,354 2,990 42,566 3,078 43,813 3,168 45,097 3,261 26 66 73,752 6,934 75,913 7,137 78,137 7,346 80,426 7,562 82,783 7,783 85,208 8,011 87,705 8,246 27 67 34,448 3,915 35,458 4,030 36,497 4,148 37,566 4,269 38,667 4,394 39,800 4,523 40,966 4,656 27 67 36,518 2,558 37,588 2,633 38,690 2,710 39,823 2,789 40,990 2,871 42,191 2,955 43,427 3,042 27 67 70,967 6,473 73,046 6,662 75,186 6,858 77,389 7,058 79,657 7,265 81,991 7,478 84,393 7,697 28 68 32,873 3,631 33,837 3,737 34,828 3,847 35,848 3,959 36,899 4,075 37,980 4,195 39,093 4,318 28 68 35,012 2,373 36,038 2,443 37,094 2,514 38,181 2,588 39,300 2,664 40,451 2,742 41,636 2,822 28 68 67,886 6,004 69,875 6,180 71,922 6,361 74,029 6,547 76,198 6,739 78,431 6,937 80,729 7,140 Republic of Somaliland National Development Plan III 29 69 31,203 3,348 32,117 3,446 33,058 3,547 34,027 3,651 35,024 3,758 36,050 3,868 37,106 3,981 29 69 33,450 2,194 34,430 2,259 35,439 2,325 36,478 2,393 37,546 2,463 38,646 2,535 39,779 2,609 29 69 64,653 5,542 66,548 5,705 68,497 5,872 70,504 6,044 72,570 6,221 74,697 6,403 76,885 6,591 30 70 29,625 3,090 30,493 3,180 31,386 3,273 32,306 3,369 33,253 3,468 34,227 3,570 35,230 3,674 30 70 31,905 2,034 32,840 2,094 33,802 2,155 34,793 2,218 35,812 2,283 36,861 2,350 37,942 2,419 30 70 61,530 5,124 63,333 5,274 65,189 5,428 67,099 5,587 69,065 5,751 71,088 5,920 73,171 6,093 31 71 28,091 2,851 28,914 2,935 29,761 3,021 30,633 3,109 31,530 3,200 32,454 3,294 33,405 3,390 31 71 30,351 1,890 31,240 1,945 32,155 2,002 33,097 2,061 34,067 2,121 35,065 2,183 36,093 2,247 31 71 58,441 4,741 60,153 4,880 61,916 5,023 63,730 5,170 65,597 5,321 67,519 5,477 69,498 5,638 32 72 26,723 2,628 27,506 2,705 28,312 2,784 29,142 2,866 29,996 2,950 30,874 3,036 31,779 3,125 32 72 28,902 1,759 29,749 1,810 30,620 1,863 31,517 1,918 32,441 1,974 33,391 2,032 34,370 2,092 32 72 55,625 4,387 57,255 4,515 58,932 4,647 60,659 4,784 62,436 4,924 64,266 5,068 66,149 5,216 33 72 25,600 2,420 26,350 2,491 27,122 2,564 27,917 2,639 28,735 2,716 29,577 2,796 30,443 2,877 33 72 27,620 1,641 28,429 1,689 29,262 1,739 30,120 1,790 31,002 1,842 31,910 1,896 32,845 1,952 33 72 53,220 4,061 54,779 4,180 56,384 4,302 58,036 4,428 59,737 4,558 61,487 4,692 63,289 4,829 34 74 24,654 2,227 25,376 2,292 26,120 2,359 26,885 2,428 27,673 2,499 28,483 2,573 29,318 2,648 34 74 26,448 1,537 27,223 1,582 28,020 1,629 28,841 1,676 29,686 1,725 30,556 1,776 31,451 1,828 34 74 51,101 3,764 52,599 3,874 54,140 3,988 55,726 4,105 57,359 4,225 59,039 4,349 60,769 4,476 35 75 23,729 8,774 24,424 9,031 25,140 9,296 25,876 9,568 26,634 9,848 27,415 10,137 28,218 10,434 35 75 25,281 6,592 26,021 6,786 26,784 6,984 27,568 7,189 28,376 7,400 29,208 7,616 30,063 7,840 35 75 49,009 15,366 50,445 15,817 51,923 16,280 53,445 16,757 55,011 17,248 56,622 17,753 58,282 18,274 36 22,842 2,184,513 23,512 2,248,519 24,201 2,382,213 2,314,401 25,640 24,910 2,452,012 26,391 2,523,856 27,164 2,597,805 36 24,157 2,109,622 24,865 2,171,434 25,593 2,300,544 2,235,057 27,115 26,343 2,367,950 27,909 2,437,331 28,727 2,508,744 36 46,999 4,294,135 48,376 4,419,953 4,549,458 49,794 4,682,757 52,754 51,253 4,819,961 54,300 4,961,186 55,891 5,106,549 37 22,025 22,670 23,334 24,018 24,722 25,446 26,192 37 22,967 23,640 24,332 25,045 25,779 26,534 27,312 37 44,991 46,310 47,667 49,063 50,501 51,980 53,503 38 21,271 21,894 22,535 23,196 23,875 24,575 25,295 38 21,650 22,285 22,938 23,610 24,301 25,013 25,746 38 42,921 44,179 45,473 46,805 48,177 49,588 51,041 231 Annual population estimates, covering the NDP III period, for indicators that make reference to specific Somaliland population groups 2021 2022 2023 2024 2025 2026 2027 1 Total population of Somaliand 4,294,135 4,419,953 4,549,458 4,682,757 4,819,961 4,961,186 5,106,549 2 Total MALE population of Somaliand 2,184,513 2,248,519 2,314,401 2,382,213 2,452,012 2,523,856 2,597,805 3 Total FEMALE population of Somaliand 2,109,622 2,171,434 2,235,057 2,300,544 2,367,950 2,437,331 2,508,744 Sector Indicator description Description of population group 2021 2022 2023 2024 2025 2026 2026 NDP Gross Domestic Product per Capita Total population 4,294,135 4,419,953 4,549,458 4,682,757 4,819,961 4,961,186 5,106,549 Governance % of citizens, 16 years or older, that have a National ID card People who are 16 years of age or older 2,274,659 2,341,306 2,409,906 2,480,517 2,553,196 2,628,004 2,705,005 Education Gross enrolment rate of pre-primary school (used for both ECE and Quranic schools) Children of pre-primary school entrance age (6 years) 265,777 273,564 281,580 289,830 298,322 307,063 316,060 Gross enrolment rate of pre-primary school (ECE & QURANIC) (boys) Boys of pre-primary school entrance age (6 years) 133,866 137,789 141,826 145,981 150,259 154,661 159,193 Gross enrolment rate of pre-primary school (ECE & QURANIC) (girls)) Girls of pre-primary school entrance age (6 years) 131,911 135,776 139,754 143,849 148,063 152,402 156,867 Education Gross intake rate in year 1 of primary school Children of primary school entrance age (6 years) 129,746 133,547 137,460 141,488 145,633 149,900 154,292 Gross intake rate in year 1 of primary school (boys) Boys of primary school entrance age (6 years) 65,617 67,539 69,518 71,555 73,651 75,809 78,031 Gross intake rate in year 1 of primary school (girls) Girls of primary school entrance age (6 years) 64,129 66,008 67,942 69,933 71,982 74,091 76,262 Education Gross enrolment rate of primary school Children of primary school age (6 - 13 years) 976,759 1,005,378 1,034,836 1,065,156 1,096,366 1,128,489 1,161,554 Gross enrolment rate of primary school (boys) Boys of primary school age (6 - 13 years) 498,140 512,736 527,759 543,222 559,139 575,522 592,384 Gross enrolment rate of primary school (girls)) Girls of primary school age (6 - 13 years) 478,619 492,642 507,077 521,934 537,227 552,967 569,169 Education Gross intake rate in year 1 of secondary school Children of secondary school entrance age (14 years) 111,013 114,265 117,613 121,059 124,606 128,257 132,015 Gross intake rate in year 1 of secondary school (boys) Boys of secondary school entrance age (14 years) 56,893 58,560 60,275 62,041 63,859 65,730 67,656 Gross intake rate in year 1 of secondary school (girls) Girls of secondary school entrance age (14 years) 54,120 55,706 57,338 59,018 60,747 62,527 64,359 Education Gross enrolment rate of secondary school Children of secondary school age (14 - 17 years) 426,550 439,048 451,912 465,153 478,782 492,810 507,250 Gross enrolment rate of secondary school (boys) Boys of secondary school age (14 - 17 years) 218,081 224,471 231,048 237,818 244,786 251,958 259,340 Gross enrolment rate of secondary school (girls) Girls of secondary school age (14 - 17 years) 208,469 214,577 220,864 227,336 233,996 240,853 247,910 Health Prevalence of stunting in children under 5 years of age Children under 5 years of age (0 - 4 years of age) 691,731 711,999 732,860 754,333 776,435 799,185 822,601 % of children aged 12 - 23 months that are fully vaccinated by public health facilities Children aged 12 - 23 months (1 year of age) 140,539 144,657 148,895 153,258 157,748 162,370 167,128 Republic of Somaliland National Development Plan III W.A.S.H. Proportion of population using improved drinking water sources Total population 4,294,135 4,419,953 4,549,458 4,682,757 4,819,961 4,961,186 5,106,549 Proportion of population using improved sanitation facilities Total population 4,294,135 4,419,953 4,549,458 4,682,757 4,819,961 4,961,186 5,106,549 232
ANNEX 6: NDP III NATIONAL TECHNICAL TEAM Names Sector Contributions Khadar Ahmed Abdi Technical Team Lead, contributed to multiple chapters Gadhere Nimo Ahmed Ismail Governance and Cross-cutting themes Mahamed Ismail Muhumed WASH and Infrastructure Hassan Hussein Ahmed Environment, Implementation, and Governance Abdifatah Sultan Adan Economy Abdilahi Ahmed Hirsi Economy and Infrastructure Mubarak Abdilahi Ibrahim Crosscutting and Social Protection Osman Hussein Warsame Health, Energy, and Extractives Samsam Mahamud Ahmed Finance support role Mahamed Mahamud Awale Production Mahamed Jama Madar Education Mahdi Omar Sheikh Governance Ahmed Aden Mohamed Production, Judiciary, Cross-cutting Themes, and Social Protection Yasin Mahamed Abdi Governance Abdisamad Dayib Abdi Governance Mohamed Hassan Ibrahim Governance Rima Das Pradhan-Blach Development Planning Expert, contibuted to initial phase of project Antony van de Loo Monitoring and Evaluation Expert, contributed to all chapters Momodou K. Dibba Economic Development Expert, contributed to all chapters Republic of Somaliland National Development Plan III 233