somali institutional development project · somali institutional development project 2013 was a...

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Somali Institutional Development Project

2013 was a significant year for SIDP due to two key issues. First, with the end of the EU (principle donor for SIDP) Agreementin September there was a somewhat ‘rush to the finish line’ to complete implementation of activities. Second, with theformation of the Federal Government and the priority focus on the New Deal the relevance of what SIDP was designed toachieve came to the forefront. SIDP was designed to achieve results to contribute to the three outcomes of 1) Governmentsare equipped with policies and strategies for the public sector reform, 2) National planning processes and aid managementsystems strengthened, and 3) Public financial management procedures are more transparent, accountable and efficient. In2013 SIDP made significant progress against outcomes 1 and 2, and made some in-roads towards outcome 3.

The key results achieved with the Federal Government centered around the New Deal, the strengthening of the payrollsystem, and the strengthening of dialogue and partnership around capacity development for core government systems.Through the work of the project, and in partnership with the rest of the development community (in particular the EU, theWorld Bank and the RC office), the New Deal process led to the conclusion of a Compact in Brussels on 16 September. Toensure that the conclusion and the implementation of the Compact will be well communicated and explained to the Somalipeople support was provided to the Office of the Prime Minister on ‘New Deal Communications’. Support to the Civil ServiceCommission and the Central Bank allowed the government to complete a payroll verification exercise and produce a nominalroll, against which the Somali Financing Facility trialed their first automated payment process, with support from Central Bankadvisor. With basic checks and balances in place, which are being further strengthened, this represents significant progress inthe government’s ability to manage payment for its civil servants, which makes up the bulk of its debits. The verificationexercise also contributed to the draft concept note for ‘Professionalization of the Civil Service’ and later the EconomicRecovery Plan. Support was also provided to the government to produce a Capacity Development Framework, which wasthe foundation for inclusion in the Compact and also the ERP Chapter on Public Administration, and helped government leadcrucial early discussions on the future of support to capacity development in government. Initial support commenced in late2013 to the Public Financial Management (PFM) Reforms with significant progress made in support to the Central Bank andwith other support in areas of procurement and audit to be ongoing in 2014.

In Puntland key results achieved centered around the Five Year Development Plan, in which the state administration led afully participatory yet highly structured dialogue, including collaboration with district level government, to identify andsequence priorities, and formulate clear plans in a multi-stakeholder setting. The consultations on the aid policy and thesubsequent drafting and validating of the policy allowed the government to come to its own, context specific understandingand definition of how aid should be managed by the government. The flagship Graduate Internship Scheme for 29graduates to begin a career in the public service and support the human resource capacity needs of public institutions toimprove service delivery was successfully implemented with the interns supporting six institutions and the government atthe end of the scheme will contribute 100% of salary costs and absorbing the graduates into the civil service. Althoughsignificant progress has been made in comprehensive support to PFM strengthening the impact of such results will only beseen in 2014. In Somaliland, key gains centered around civil service strengthening, civil service training and aid coordination. The CivilService Commission’s work aimed at enhanced consensus in government around key priority reforms which by the end of2013 had been achieved. Strengthening the human capacity of the civil service achieved significant results through thesupport to the Civil Service Institute training programmes. Support to Somaliland on aid information management, aideffectiveness and monitoring saw some modest impact with the development planning systems modified and adjusted tothe specific needs of the Somaliland government. By the end of 2013 the government had just validated their PFM ReformStrategy and as such support from UNDP was not provided in 2013.

2013 ends with SIDP having made overall solid progress towards the three outcomes. SIDP will continue some of theongoing support into 2014 but most importantly has commenced the discussions and preparations for new interventions tobuild on the foundations laid in 2013 and to provide further and more targeted support to the critical areas of institutionalcapacity development, public sector and civil service reform, and development planning and aid coordination.

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Somali Institutional DevelopmentProject

Christine FowlerAyan Dirie HersiSamira Hassan AhmedMuse Duale Aden

The first half of 2013 was very promising and dynamic for the project in Mogadishu.Starting with consultations with the newly formed government early in 2013, theproject has been able to approve the work plan and activities for 2013 withgovernment partners. The project and the government were engaged in detaileddiscussion on implementation and subsequent follow-up and Letters of Agreement forsupport established. However, the project work in Mogadishu was disrupted by theJune attack on UNCC. Despite this challenge, the project still managed to providesignificant assistance for all the New Deal processes, support to OPM, National CivilService Commission, Central Bank and commencement of public financialmanagement reforms. However by the end of the year the work progress slowed dueto the government reshuffle and ensuing uncertainty concerning the governmentcontacts, decision-makers, lines of responsibility, reporting, and budget accountability.

The political situation in Puntland resulted in some instability for projectimplementation. The uncertainties generated by the cancellation of the elections midyear and the suspension of relations with the Federal Government in August presentedparticular challenges for the New Deal fragility assessment consultations for theCompact. However in relation to other components of the project the governmentand the project worked steadily on implementing the annual work plan and itsactivities, with particular focus on the second Five Year Development Plan and thepublic financial management reforms. Approaching the end of the year the projectimplementation slowed in some areas due to two reasons. First, the tragic floods thatplaced a significant workload on all government departments and in particular, theMinistry of Planning and International Cooperation. Second, the approachingpresidential elections and consequential security concerns.

Governance and Rule of Law

1 January to 31 December 2013

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Final

SwitzerlandUNDP TRACUNDP BCPRSwedenEuropean CommissionNorway

A number of political developments in Somaliland has had an impact on the project'sability to achieve the planned results. The suspension of UNHAS flights from May untilJuly 2013 made it difficult for UNDP staff and consultants to come and work inSomaliland. This was, in particular, one of the reasons for the delay of the project workon functional reviews. The other political development was the government reshufflein July 2013. Although most of the project government partners stayed, the DG of theGood Governance and Anti-Corruption Commission was replaced, and the projectneeded time to bring the new DG up to speed and inform on the project activities andpriorities. A positive sign for the project is the growing revenue of the government ofSomaliland and it is noteworthy that the government is able to collect taxes andrevenues better. As a result of this, government employees salaries are expected toincrease next year.

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SL

Indicator 2.2.1.1 Number of public servants that participated in organized trainings

Result 1106 (F:442,M:664). Trainings undertaken through the Civil Service Institute in a wide range of areas including publicadministration, financial management, development, strategic planning and English language.

Comment Training courses range from short courses, diplomas, degrees and training of trainers. Trainings are undertaken forpublic servants working across the Puntland Government.

G

PL


Result 470 (F:52,M:418). Trainings in areas of accounting, financial reporting, auditing, planning, survey, customs, strategicplanning, project management, Development Assistance Database and aid coordination.

Comment Trainings undertaken for public servants working in Ministry of Planning & International Cooperation, Ministry ofFinance, Accountant General's, Customs and the Civil Service Commission.

G

FL


Result 12 (F:2,M:10). Training support provided to students studying for the Association of Chartered Certified Accountantsexams.

CommentWhilst there was significant engagement with civil servants throughout 2013 this was more in the form of one to onetrainings (for instance in the Central Bank of Somalia) and through workshop discussions (for instance as part ofCapacity Development workshop and also New Deal processes).

Y

SL

Indicator Development Planning and Aid Coordination: Development Assistance Database (DAD) for aid coordination is fullyoperational

ResultYes. The DAD is being fully utilized within the Ministry of National Planning and Development (MNP&D). TheSomaliland Special Arrangement refers to the utilization of the DAD to enable transparency and predictability ofinternational assistance in Somaliland.

CommentDuring 2013 54 (F:23,M:31) personnel trained on the DAD, including advanced training in information entry andreport generation provided to DAD administrators in the MNP&D. Support was also provided to the MNP&D todevelop a monitoring and evaluation framework and system for development projects.

G

SL

Indicator Public Financial Management: Improvements to internal control systems, accounting tools and systems, externalaudit and asset management systems implemented

ResultNo. The Government did not require any support to PFM until their PFM Strategy was finalized. As such the plannedsupport to PFM did not proceed in 2013 as the Government only finalised and validated their 'PFM Reform Strategy2013 - 2017' in November.

CommentThe development of the PFM Reform Strategy was supported by DFID and World Bank. Following the validation ofthe Strategy a Joint Gov’t-Donor/Partner PFM Steering Committee meeting held on 12th November to discussdivision of labor for support to the strategy.

R

SL

Indicator Public Financial Management: New building for the Accountant General's Office (AGO) and Office of the AuditorGeneral (OAG) constructed

Result No. In Q2 SIDP advised the Auditor and Accountant Generals that the activity would be cancelled as funds would benot available within the time period to construct the new buildings.

CommentThe Somaliland government announced in September that they included a budget line for the construction ofbuilding for Accountant and Auditor Generals Offices using UNDP designs and the Bill of Quantities previouslyprepared.

R

SL

Indicator Public Sector Reform: Government structures for coordination of the Public Sector Reform process functioning

ResultPartly. Good Governance and Anti-Corruption Commission (GGACC) prepared the concept paper and framework forPublic Sector Reform (PSR). The issue of where the PSR Secretariat should be housed was finalized with the decisionfor it to be located within the GGACC.

Comment GGACC has recruited the Public Sector Reform specialist consultant. Furniture and ICT equipment for the secretariatwas procured.

Y

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Indicator Public Sector Reform: Number of institutions reviewed in support of PSR institutional development pillar (functionalreview)

ResultPartly. The Good Governance and Anti-Corruption Commission is to decide on the final list of government institutionsfor the functional review. Terms of Reference for review agreed in Q3. The functional review will commence in Q12014.

Comment The functional review was delayed in2013 by organizational and funding issues. As of December 2013, a consultant isbeing contracted and will be deployed in Q1 2014.

Y

SL

Indicator Public Sector Reform: Reform of the civil service guided by clear strategy and implementation plan

ResultYes. The Civil Service Reform Committee agreed on three strategic civil service reform priorities which are the legalframework, retirement and pension, and pay and compensation (reviewing grading steps). The strategy for thereform of these three areas will be developed in 2014.

Comment The Ministry of Planning and the Civil Service Reform Committee continue to discuss the processes for civil servicereform, including in 2013 the conduct of two rightsizing workshops attended by 57 (F:25,M:32) government officials.

G

SL

Indicator Public Sector Reform: Civil Service Commission restructured to improve administration of the civil service

Result Yes. The Civil Service Commission has been restructured with trainings with staff undertaken on the new jobdescriptions and segregation of duties has been introduced by the management.

Comment Despite the restructuring process improvements in the administration of the civil service have been difficult toachieve due to the Civil Service Commission being understaffed (34 staff F:20,M:14) to enable it to fulfill its mandate.

G

SL

Indicator Public Sector Reform: Policies, internal procedures and tools are sufficient to support the administration of the civilservice

Result Partly. The Civil Service Commission Database to support the administration of civil service still requires entry of theinformation from the final stage of survey exercise to completed in Q1 2014.

Comment Equipment and stationery for printing IDs for civil servants has been delivered.

Y

SL

Indicator Public Sector Reform: Civil Service Commission (CSC) building renovated

Result No. Design and Bill of Quantities produced, which will allow the Civil Service Commission to develop a fundingproposal.

Comment As noted in Q2, UNDP has not secured additional funds for this activity, and as such it will not take place under thiscurrent project.

R

SL

Indicator Public Sector Reform: Number of institutions undergoing training needs assessment

Result Yes. An Rapid training needs assessment (TNA) was conducted in Q4 and the TNA methodology developed anddiscussed with government. Materials for desk-based review collected. The full TNA will be undertaken in Q1 2014.

Comment In addition to the TNA an assessment of existing and future training provider institutions will be finalized in Q1 2014.

Y

PL

Indicator Public Sector Reform: Government structures for coordination of the PSR process functioning andmonitoring systems in use

ResultPartly. PSR processes were placed under the leadership of the Cabinet Office which endorsed a PSR framework whichwas further discussed by the Governance Sector Working Group as part of the development of the 2nd Five YearDevelopment Plan.

CommentPublic Sector Monitoring and Evaluation has been included under the 2nd Five Year Development Plan which waslaunched in December 2013. It is expected that this monitoring system will be utilized in 2014 to measure and assesspublic sector performance.

G

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PL

Indicator Public Sector Reform: Number of institutions reviewed in support of PSR institutional development pillar (functionalreview)

Result 0. Functional review of four government institutions have been agreed with government, Terms of Referencecompleted, qualified consultant identified and data collection to be commenced in Q1 2014.

Comment The identified institutions (Ministry of Finance, Planning and International Cooperation, Interior and Justice) will berechecked with the new Puntland Government in Q1 2014.

Y

PL


ResultYes. The Civil Service Law Number 5 has been reviewed and updated; human resource and training procedures havebeen developed and adopted; revised recruitment and selection policy implemented; and Civil Service Database hasbeen developed and functioning.

Comment The results of the support provided during 2013 will provide a solid platform for further support to the administrationof the civil service in 2014.

G

PL

Indicator Development Planning and Aid Coordination: Participatory planning process implemented

ResultYes. Throughout 2013 the 2nd Five Year Development plan was under development, the draft was successfully usedin September to formulate the Puntland inputs to The Somali Compact, and in December was validated andlaunched.

CommentThe plan has been developed based on Poverty Reduction Strategy Paper Methodology such as grassroots districtlevel consultations, Sector technical working groups with broad membership, workshops and review of secondarydata.

G

PL

Indicator Developed Assistance Database (DAD) for aid coordination is fully operationalised within the Ministry of Planning

ResultPartly. Whilst an Aid Coordination and Management Policy was developed and is linked to the DAD, theimplementation of the Policy is only at the initial stages with further support required to be provided to the Ministryof Planning and International Coordination to increase institutional capacity.

CommentThe Aid Coordination and Management Policy was validated at a public meeting with 70 (F:25, M:55)participants from government, INGOs, CSOs and private sector. To fully utilize the DAD platform the Ministry requiresincreased and reliable bandwidth for internet connectivity.

Y

PL

Indicator Public Financial Management: Improved systems and structures for external audit (with the Office of the AuditorGeneral, OAG)

ResultYes. Audit Manual that is aligned with the INTOSA international standard has been developed, validated andapproved. Annual audit plan formats were also developed and provided to support implementation of improvedsystems.

Comment This support was implemented utilizing the services of International Firm KPMG. Further follow on support by KPMGwill be provided during Q1 2014.

G

PL

Indicator Public Sector Reform: Public Service Delivery Survey conducted

Result Yes. Local Governance and Public Service Perception Survey conducted in 4 main towns (Bosaso, Gardo, Galkio andGarowe) plus 6 rural villages. 810 questionnaires were completed and analysis of results undertaken.

Comment This activity was implemented jointly with the UN Joint Programme on Local Governance.

G

PL

Indicator Crosscutting: Government facilities and equipment are more conducive to effective government functioning

Result Yes. All the planned IT equipment was provided to the counterparts, Ministry of Planning and InternationalCooperation and Ministry of Labor, Youth and Sports.

Comment

G

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PL

Indicator Public Sector Reform: Number of graduate trainees working in government institutions

Result29 (F:4, M:25) interns contributed and improved the work of 7 government institutions and gained skill, knowledgeand experience. By end of 2013 Government was contributing 80% of the payments as part of their commitment. Thegraduates will transition to the civil service employment in March 2014.

Comment The Feedback from the graduate trainees and the beneficiary institutions has been very positive and it is noted thatthe turnover is very low (intake was 30) and the government contribution is received on time.

G

PL

Indicator Public Financial Management: Information available to the government to provide a foundation for PFM reformprocess

Result Yes. Overall package of support provided to the Office of the Accountant General to improve accounting andreporting systems completed, with Office restructuring completed and accounting reporting improved.

CommentThis support was implemented utilizing the services of International Firm Ernst & Young. On completion a workshopwas undertaken between Government, World Bank, E&Y and UNDP to 'stocktake' on current status and to identifyPFM areas for future support and as informed by the initial PEFA Assessment.

G

PL

Indicator Public Financial Management: Accounting tools / systems improved through revised CoA, payment vouchers andapproval process

ResultYes. Accounting tools / systems have been revised with new Accounting Policy & Procedures Manual, new StandardCharts of Accounts based on GFS (Gov. Financial Statistics), new Asset Management System and the paymentprocesses have been revised aligning with the new approved accounting procedures.

Comment This support was implemented utilizing the services of International Firm Ernst & Young. The improvements willfacilitate moving towards compliance with the International Public Sector Accounting Standard.

G

PL

Indicator Public Financial Management: Government structures for procurement oversight in place and Standard biddingdocuments developed

ResultYes. Procurement oversight measures developed (Draft Bill to amend Tender & Contracts Act, procurementregulations and forms) and validated. Standard Bidding Documents developed and validated. The PuntlandNational Tender Board Office has been assessed.

CommentThis support was implemented utilizing the services of International Firm KPMG. Further follow on support will beprovided in Q1 2014 in relation to the Puntland National Tender Board and follow on with the Draft Bill andimplementation of regulations and Standard Bidding Documents.

G

PL

Indicator Reform of the civil service guided by clear strategy and implementation plan

ResultYes. Puntland civil service reform strategy drafted and a discussion paper on rightsizing of the civil service developed.The local government and public service perception survey findings are being fed into the draft strategy for furtherimprovement.

Comment Further support will be undertaken in 2014 to review and further develop the current strategy for reform of the civilservice.

G

FL

Indicator Public Sector Reform: Coordination structures for the implementation of public sector reforms established andstrengthened

ResultYes. The Office of Prime Minister (OPM) recruited a Public Sector Reform Adviser (F:1) and commenced coordinationworkshops for Ministerial Director General's and Permanent Secretaries to discuss a range of issues including publicsector reforms.

CommentThe OPM were identified by FGS to lead the processes of institutional strengthening and in 2013 a package of supportwas identified for the OPM. At the end of Q4 2013 the OPM had recruited, through merit based processes, 20 staff(F:4,M:16), which included 10 graduates (F:2,M:8).

G

FL

Indicator Public Sector Reform: Institutional structures and the policy and legal framework for the management of the civilservice established

Result Partly. The National Civil Service Commission (NCSC) have developed a plan and undertaken key pre-consultationson the Establishment Act. Drafting of the Act is expected to commence in Q1 2014.

CommentThe development of the Establishment Act impacts on mandates of government institutions and as such will need tobe subject to further consultations with all stakeholders with the path for this reform needing to be carefullynavigated.

Y

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FL

Indicator Public Sector Reform: Basic priority reforms to civil service implemented according to clear reform strategy,enhancing gender inclusivity of the civil service

Result Partly. A concept note for civil service professionalisation (reform) has been developed and incorporated intothe Economic Recovery Plan and FGS Capacity Development Framework and Strategy.

Comment The implementation of basic priority reforms to the civil service will be further discussed with all key stakeholders inQ1 2014 and a strategy for the support and resource mobilization for such reforms developed.

Y

FL

Indicator Public Sector Reform: Mechanisms for injection of external capacity to government for improved performance offunctions established

ResultPartly. The need for a Capacity Injection Facility was identified at the FGS Workshop in August, and affirmed in theSomali Compact and the Economic Recovery Plan. A concept note for 'Capacity Development Facility' has beendeveloped and is under review.

CommentThe World Bank and UNDP are exploring the options of a joint project to support institutional capacity development.The joint project is being developed, discussions have taken place with other international partners and the jointproject proposal is expected to be finalized in Q2 2014.

Y

FL

Indicator Public Financial Management: assessment of existing structure, human capacity and physical facilities of the CentralBank conducted and capacity development plan endorsed.

Result Yes. A full assessment of structure, staff, and facilities was conducted through a newly established HR ReviewCommittee. A new structure and full human resources capacity development plan has been prepared.

CommentThe changes in the senior management of the Central Bank has delayed the endorsement of the capacitydevelopment plan. In the interim some training has been undertaken for bank staff in the areas of general bankfunctions and also more advanced targeted topic specific training.

G

FL

Indicator Public Financial Management: Central Bank Strategic Plan developed and endorsed.

ResultYes. A strategic plan for the Central Bank has been drafted which includes six strategic goals and an implementationmatrix and work plan. A broad range of consultations with government and other key stakeholders has beenundertaken.

Comment The UNDP Advisor working in the Central Bank is coordinating with the World Bank on further review and prioritizingof the goals and objectives in the strategic plan. This review is expected to be finalized in Q1 2014.

G

FL

Indicator Public Financial Management: Government structures for procurement oversight in place and Standard BiddingDocuments (SBDs) developed

ResultPartly. A diagnostic of existing public procurement systems has been conducted and validated. From this basis in Q12014 further support will be undertaken to development procurement regulations, simplified guidelines, SBDs andrelated tools and templates.

CommentThis PFM support, by KPMG, is complementary to World Bank support who are developing the Procurement Law, andPrice Waterhouse Coopers who are supporting the Special Financing Facility procurement. The overall aim of is tohave a competitive and transparent public procurement system.

Y

FL

Indicator Public Financial Management: Improved systems and structures for external audit (with the Office of the AuditorGeneral, OAG)

ResultPartly. A diagnostic of existing external audit systems has been conducted and validated. From this basis in Q1 2014further support will be undertaken to develop and improve audit manuals, templates and tools and provideassociated trainings.

CommentThis PFM support, provided by KPMG, is complementary to support being provided by the World Bank and DFID. Theoverall aim of the support is to strengthen the capacity of the OAG to perform statutory audits and to report auditfindings more professionally.

Y

FL


ResultPartly. The National Civil Service Commission undertook a payroll verification process (headcount) of the civil serviceto establish precise data on the composition (numbers, levels, gender, ages, functions, and educationalqualifications)of the civil service.

CommentThis data has enhanced the management of the civil service, for example its utilization for the Special FinancingFacility salary payroll processes, and provides a useful baseline from which to develop new policies, procedures andtools in 2014.

Y

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FL

Indicator Development Planning and Aid Coordination: Number of Development Partners who use Development AssistanceDatabase (DAD)

Result 48 development partners spent over 559 hours utilizing the DAD in 2013, mostly on data entry and looking forindividual projects.

Comment The Somali Compact requirement to share development information on the DAD should result in greater utilizationand will result in greater transparency of development assistance.

G

FL

Indicator Development Planning and Aid Coordination: Government structures in place to manage the New Deal process, withclear mandate and responsibility

ResultYes. In 2013 the New Deal High Level Task Force exercised leadership in relation to all New Deal processes. TheSomali Compact establishes the Somalia Development & Reconstruction Facility (SDRF) as the centerpiece of the NewDeal partnership in order to enhance delivery of effective assistance.

CommentUnder the Somali Compact the structures for dialogue and management of the New Deal processes are clearlyestablished with the High Level Task Force, the SDRF, FGS & Development partner groups (technical forums), and atechnical secretariat. Further support will be discussed with FGS in Q1 2014.

G

FL

Indicator Development Planning and Aid Coordination: Government approach to New Deal is informed by consultations withall Somali stakeholders

Result Yes. The Federal Government led 34 focus group consultations in Mogadishu, Baidoa, Galkayo, Galmudug, andGarowe, with broad participation of variety of stakeholders, culminating in Vision 2016 workshop in Mogadishu.

Comment Whilst significant support was provided to enable the consultations to be undertaken the consultations weregovernment lead and managed and the results of the consultations were incorporated into the Somali Compact.

G

FL

Indicator Development Planning and Aid Coordination: Government demonstrates leadership and improved understanding inspearheading the New Deal

Result Yes. Throughout 2013 the government led several working level and high level consultations with internationalstakeholders in the run up to Brussels Conference on 16th September and the requisite following discussions.

CommentA New Deal Communications Strategy was approved by the HLTF and implemented by a team of four (M:4) workingwithin the OPM. Communications undertaken included radio, posters, film / DVD, debates, consultation meetingsand the establishment of a website for the New Deal (newdeal.so).

G

FL

Indicator Development Planning and Aid Coordination: Government structures in place to manage aid coordination, with clearmandate and responsibility

ResultPartly. In 2013 the FGS had established various structures to manage aid coordination (in MoFP&IC and also withinOPM) with mandates and responsibilities overlapping in some instances. An Aid Coordination Unit (ACU) within theOPM was established and in Q4 2013 commenced requesting funding.

CommentThe mandate of the ACU is detailed as the provision of strategic advice, information and technical support to FGS toimplement the Somali Compact and to act as liaison between FGS & Development partners. These various structureswill be further discussed with FGS in Q1 2014.

Y

FL

Indicator Development Planning and Aid Coordination: Level of government capacity to manage information on externalassistance

ResultPartly. There were challenges in strengthening the government capacity to manage and administer the DAD partlyattributed to no specific government focal point being assigned. There is increased interest in the DAD resultingfrom the Somali Compact and highlighted needs for greater transparency.

CommentThroughout 2013 close work and support was undertaken with the Office of the Prime Minister and Ministry ofFinance in attempts to clarify the varied roles and responsibilities. Further support to strengthen governmentcapacity will be undertaken in 2014 with the aim to identify clear focal points.

Y

FL

Indicator Crosscutting: Government facilities and equipment are conducive to effective government functioning- particularlythose of the Civil Service Commission and Office of the Prime Minister

Result Yes. The refurbishment of the OPM commenced and will be completed in Q1 2014. Equipment (furniture and IT) hasbeen procured, and will be transferred in Q1 2014.

Comment

G

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SL

Indicator Quality of skills transfer to public servants by technical advisors, particularly QUESTS-MIDA (QM) participants

Result High- Quests-Mida participants provided hand holding training to civil servants in their respective governmentinstitutions.

Comment In 2013 4 (F:0,M4) QM participants undertook capacity development placements in the Civil Service Commission, CivilService Institute, Accountant General's Office and the Good Governance and Anti-Corruption Commission.

G

PL



CommentIn 2013 12 (F:1,M:11) QM participants undertook capacity development placements in the Office of the President,Ministry of Planning and International Cooperation, Office of the Auditor General, Ministry of Finance and the CivilService Commission.

G

FL



Comment In 2013 7 (F:0,M:7) QM participants undertook capacity development placements in the Office of Prime Minister andMinistry of Finance ,Planning and International Cooperation.

G

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In addition to the project summary, recent highlights include the achievements of the New Deal Communication Desk locatedin FGS OPM. The Desk, supported by the Project, established a Communications Strategy which was approved by the NewDeal HLTF. The Desk reported on the September Brussels Conference to Somali citizens which included the development of afive minute documentary film which is now being further developed into a full 30 minute film. Further information sharingactivities were undertaken through a wide range of social media and public services announcements. A significant highlightwas the launch of the website (newdeal.so) that is to be the main information sharing platform that hosts key documents andcan also host workshops streamed via the web portal.

In addition to the project summary, recent highlights include the finalization of the Local Governance & Public Sector DeliveryPerception Survey with the analysis of data and recommendations to be undertaken in Q1 2014, the initial review indicatesthat the survey will prove most useful for government reform planning to improve service delivery throughout Puntland. Inconjunction with the finalization of the second Five Year Development Plan supplementary documents were developed suchas the Public Sector Investment Programme Manual, Programme/project Proposal Format, and Feasibility Study Guidelines.The support provided to Public Financial Management reforms in Q3 and Q4 has established the foundations for some followon planned support from the World Bank in 2014.

In addition to the project summary, recent highlights are a Rapid Training Needs Assessment that was conducted for 6ministries/agencies to establish some of the training needs of the senior staff at Directors General and Directors Departmentlevels .This has been undertaken to assist and facilitate the capacity assessment of training provider institutions other than theCivil Service Institute and to give an exact overview of what is currently existing before carrying out the Functional Reviewwhich is planned Q1 2014 and later the comprehensive Training Needs Assessment. The Civil Service Commission hascompleted a civil servant registration survey for two major regions Awdal and Marodi-Jeh that host most of the civil servantsin Somaliland, the survey results are to be shared in Q1 2014

For 2014 there will be a much enhanced partnership approach in project implementation with preparations for the newactivities at the Federal Level (including Puntland) to take place in close coordination with the other international partnersworking in Somalia. In August the FGS OPM, with UNDP support, organized a workshop on capacity development, where mostinternational agencies attended. This workshop signaled the start of a fruitful cooperation with the World Bank, with theelaboration in August of the joint proposals for the approach towards capacity development in the New Deal and the ERP. Inearly November the World Bank and UNDP decided to explore the options for a joint project to support institutional capacitydevelopment to FGS and the State Government of Puntland. The joint project will be developed and discussions are takingplace with other international partners and the two governments. The joint approach is highly appreciated by the differentparties and is expected to lead to its conclusion towards mid-2014. The project development in the field of institutionalcapacity development in Somaliland follows a slightly different path. It will be a UNDP project, but closely coordinated withthe other agencies (especially DfID and Danida as core agencies in the SDF) and discussions with the World Bank andEuropean Union have commenced. It is expected that a joint Government – UNDP workshop will be organized in Q1 2014 todiscuss future projects.

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Throughout 2013 the challenges of engagement in Somalia were omnipresent, and the political conflicts and consequentialinstability had particular impact on the project's work with government institutions. In FGS whilst the year commenced withthe start up of the new Ministries, there was the constant looming threat of government reshuffles and potential creation ofnew Ministries, that at times distracted counterparts from moving ahead with discussions on, and laying the foundations for,longer term initiatives. Support to the Central Bank encountered some challenges with the resignation of the Governor (up toSeptember) after being named in the report of the Monitoring Group on Somalia and Eritrea. In Puntland the uncertainty andsecurity situation surrounding the election disrupted some components of project implementation and the conflicts with theFGS prevented what could have been beneficial synergies. In Somaliland the conflict over airspace impacted on projectimplementation.

The project has sought to promote the inclusion of women, and of gender issues, into decision making and policy. Forexample, particular attention was given throughout the Brussels preparations to include women associations in theconsultations, to include women in the various working groups and to integrate gender responsive language in the text ofthe Somali Compact; as was done for the Puntland Five Year Development Plan consultations. In terms of inclusion in policymaking, both the Somaliland and Federal Government objectives for reform of the civil service include specific componentsaround women in the civil service and merit based promotion, and the CSI has worked hard to increase the enrolment rate ofwomen (almost reaching parity) and meet their stated needs. Support provided surveys during 2013 is invaluable inobtaining accurate data on gender to provide an accurate baseline and to also inform government policy formulation andmore targeted development intervention

The project will continue on with activities such as support to the FGS OPM, New Deal and aid coordination (DAD) processes,functional reviews and training needs assessment of government institutions, PFM in Mogadishu, development planning inPuntland, and civil service management in Somaliland. Also the new projects in Institutional Capacity Development are likelyto mature during the first quarter of 2014 and are expected to start being operational fully towards mid-2014. Starting early2014, UNDP will work with the different partners involved to appropriately prepare the implementation of the longer-termcooperation. This will entail a variety of assessments and ‘due dilligence’ in the key areas of support (civil service management,human resource management, ‘core of government’ functionalities as well as a modality for capacity injection), with a mainobjective to establish a sound baseline and reach a solid understanding concerning the cooperation and support modalities.

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7,068,617

6,590,111

478,506

93%

The lessons learned of the past few years working closely with the governments in Somalia have significant influence on theway of working, the nature of the cooperation and the type of support that is required. Based on these lessons learned thereare a key number of investments that future support interventions could undertake to ensure greater contributions towardsresults.

Invest in the ‘political settlement’ to peace and state-building, notably inclusion and national ownership. This process isalready underway with the foundations for this process detailed in the Compact and with UN support being led by UNSOM.

Invest in the immediate priorities for the ‘core of government’ functions such as Revenue & expenditure management, publicadministration management, basic service delivery including security, and the public–society relationship management; andalongside to also address policy harmonization measures and legal and regulatory coherence and control.

Invest in the determining the most appropriate way to implement support to ensure maximum effectiveness. While theprovision of short and medium term technical expertise is important, developing close and long-term relations with thepartners through the deployment of full-time advisors within the partner organizations (‘embedded advisors’) is essential toensure solid understanding of the fast changing circumstances and to ensure a flexible and fast response to emergingchallenges. Also there is the need to focus on building from existing capacity and linking such capacity to key objectiveswhilst acknowledging the often high staff turnover in government often linked to the political context.

Invest in coordination mechanisms. During 2013 there has been contestation amongst government institutions overmandates, roles and responsibilities in various reform initiatives. The project’s partnerships with several different institutionsworking in the same area and not channeling support through any one coordination body has meant that this contest hasalso been connected to the desire for external resources. There is also the need to ensure that non-government groups arealso on board and part of coordination mechanisms as appropriate.

Invest in project management staff. Over there lifecycle of SIDP there has been a high level of staff turnover and the projecthas also faced challenges in recruiting and retaining qualified technical staff. Project staffing design need to be more flexibleand to ensure an adequate balance between the strategic management roles and technical roles.

Many of these lessons learned are reflected in Somali Compact Partnership Principles which are to guide all internationalassistance provided to Somalia and shape the design of aid operations. Future support will seek to make these investments.

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BoQ- Bill of QuantitiesCOA- Chart of AccountsCSI - Civil Service InstituteCSO- Civil Society OrganisationDAD- Development Assistance DatabaseEU- European UnionFGS- Federal Government of SomaliaFYDP-2 - Second Five Year Development PlanGGC- Good Governance CommissionHLTF - High Level Task ForceIGAD - Intergovernmental Authority on African DevelopmentINGO- International NGOPFM- Public Financial ManagementPSG - Peace and Statebuilding GoalPSR- Public Sector ReformPWC- Price Waterhouse CoopersQUESTS-MIDA - Qualified Expatriate Somali Transfer of Skills- Migration and Development for AfricaSDF - Somaliland Development FundSDRF- Somali Development and Reconstruction FacilitySFF- Somali Financing Facility