EUROPEAN UNION Delegation of the European Commission Unit

Somalia Urban Sector Profile Study September 2002

UN-HABITAT Regional Office for Africa and the Arab States This report is financed by the European Development Fund and implemented by the Human Settlements Programme (UN-HABITAT). The authors accept full responsibility for this report that was drawn up on behalf of the European Commission. It does not necessarily reflect the views of the European Commission.

Acknowledgements: The Urban Sector Profile Study Report has been prepared by the international consultants Mr. Richard Woods and Mr. James Mutero with substantive guidance and inputs from the Regional Office for Africa and the Arab States (ROAAS), UN-HABITAT.

EC-Somalia Office: Contracting authority: Gary Quince, Head of Delegation Coordination: Roger De Backer, Economic Advisor Jesper Pedersen, Technical Assistant, Urban Development and Mine Action

UN-HABITAT: Coordination: Alioune Badiane, Chief, ROAAS, Mohamed El Sioufi, Senior Human Settlements Advisor Team: Sanne Willems, Pierre Gelas, Eric Verschuur, Fuaad Alkizim. Field staff: Marco Van-der Plas, Coordinator, Omar Duale, Mohamed Haibe, Liban Hussein. Design: Jennifer Chéruel (Layout), Vincent Kitio (Cover, photographs, CD-Rom). Logistics: Anne Maina, Beatrice Nyikuri, Milcah Mbindyo

The team appreciates the support provided by EC Somalia Office, UN-HABITAT headquarter staff and all the partners in the field.

Abstract: The Urban Sector Profile Study for Somalia has been prepared between June and September 2002. It is intended to fill a gap between the EC’s Country Support Strategy and individual urban project interventions, providing an instrument for policy dialogue and a basis for determining interventions. It is framed by the EC’s 2002 guidelines, “Towards Sustainable Urban Development”. The Study has been prepared through a broad-based consultative approach including local and central authorities, civil society, the private sector and other key stakeholders. The report recommends that in order to be effective, external assistance should aim to: build stakeholder capacity at all relevant levels; twin software with tangible hardware to address highest local priorities; provide for comprehensiveness whether in software or hardware; show sensitivity to a traumatised population as well as complying with rational technical and economic parameters of development; establish donor commitment; and commit to a clear and realistic exit strategy. The key recommendation is to address urban sector issues through two inter-linked programmes: Urban Governance and Urban Management with a support component addressing central issues.

Table of contents

A. Executive Summary...... 3 1. Background ...... 5 2. Structure of the Report...... 5 3. Lessons Learned...... 6 4. Strategy Directions...... 6 5. Sectoral Programmes and their Financing...... 9 6. Directions for External Assistance ...... 9 7. Support Gaps...... 10 8. Intervention Strategy ...... 10 9. Preferred Project Options...... 10 10. Recommendations ...... 11 B. Introduction ...... 13 1. Task...... 15 2. Work Plan...... 15 3. Access and Security...... 15 4. Data...... 16 5. Methodology...... 16 6. Report Structure and Focus...... 17 C. Urbanisation Trends and the Urban Economy ...... 19 1. Population and Urbanisation ...... 21 2. Urban economy...... 22 D. The Urban Sector ...... 25 1. Regulatory Framework...... 27 2. Overall Institutional System...... 28 3. Urban Services - Institutional and Delivery Assessment ...... 28 4. Urban Programmes...... 35 5. Programme Financing...... 38 E. Civil Society...... 41

F. Key Sector Issues ...... 47 1. Poverty and Environmental Issues...... 49 2. Approaches to urban planning and the planning process...... 50 3. Urban land management...... 52 4. Institutional roles and responsibilities ...... 52 5. Privatisation and Public-Private Partnerships ...... 54 6. Decentralisation...... 55 7. Ways of Mobilising Resources ...... 60 8. Methods of regulating projects...... 60 G. Inter-sectoral Issues ...... 63 1. Rural-urban linkages ...... 65 2. Economic development...... 66 3. Equity ...... 66 H. Strategy Directions ...... 67 1. Urban Planning Services...... 69 2. Land Management ...... 70 3. Urban Water...... 70 4. Sanitation ...... 71 5. Urban Streets ...... 72 6. Slaughterhouses ...... 72 7. Electricity ...... 72

Somalia Urban Sector Profile Study Final report, September 2002 1 8. Telecommunications ...... 72 9. Education ...... 72 10. Health ...... 73 11. Civil Society Organisations ...... 73 I. Sectoral Programmes and their Financing...... 75 1. Programming...... 77 2. Financing...... 77 J. Directions for External Assistance ...... 79 1. Effectiveness ...... 81 2. Support Gaps...... 81 3. Preferred Project Options...... 86

ANNEXES…………………………………………………………………………………….89 Preferred Project Options and TOR - Priority 1 Preferred Project Options - Priority 2 City Profiles Consultation package Profiles Questionnaires Subconsultant TOR and Work USPS and Consultancy TOR's, UNHABITAT TOR Comments Consultancy Itinerary Persons met Bibliography Abbreviations

2 Final report, September 2002 Somalia Urban Sector Profile Study Financed by European Commission and implemented by UN-HABITAT

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Somalia Urban Sector Profile Study Final report, September 2002 A. Executive Summary

1. Background

Somalia faces severe development problems in its urban areas which cannot be satisfactorily addressed without a coherent urban development strategy. The urban sector has come under intense pressure as it attempts to cope with internally displaced persons, the influx of returnees, and other rural to urban migrants. In varying degrees, these problems can be traced to the civil conflict that has engulfed some regions of the country for many years, to the growing poverty which has stemmed from this conflict, and to the breakdown of governance and urban management structures. It is against this background that the EC asked UN- Habitat to undertake the Urban Sector Profile Study (USPS).

The USPS is intended to fill a gap between the EC’s Country Support Strategy and individual urban project interventions, providing an instrument for policy dialogue and a basis for determining interventions. It is framed by the EC’s 2002 guideline, “Towards Sustainable Urban Development”.

Attempts to extend the Study to all of Somalia were substantially rebuffed by the security situation, although surveys were conducted in , Kismayo, Beletweyne and Galcayo through a national NGO subconsultant. The Study focuses more extensively on to which the recommended urban strategy specifically applies. With adaptation, it can also apply to the rest of Somalia when conditions permit.

2. Structure of the Report

The first six sections (Sections C to H) provide an overview of the urban sector in Somalia. Section C introduces the study, clarifying how it was operationalised in addition to outlining the factors which constrained field investigations such as security concerns and the paucity of data, especially in regions outside Somaliland. Section D, looks at urban trends and the urban economy. It first examines the growth of the urban population and some of the factors which continue to drive urbanization. The section then gives a brief account of the dynamics of the urban economy with a focus on the increasing urbanization of poverty, the economic importance of financial flows from the Somali diaspora, the structure of the macro-economy and the sources of livelihoods. Section E reviews the adequacy of the regulatory framework and institutional arrangements, and looks at the extent to which basic urban needs, including social and economic infrastructure, have been met. Programmes which address these needs are also identified.

Section F analyses the role of civil society in urban governance and identifies possibilities for making decision-making processes more inclusive. Section G investigates the key urban sector issues thus providing the backdrop for the strategy recommendations which follow later in the report. The focus is on a wide range of topics: poverty and environmental issues; approaches to urban planning and the planning process; urban land management; institutional roles and responsibilities; privatization and public-private partnerships; decentralization; ways of mobilizing resources; and methods of regulating projects. Section H draws out the main inter-sectoral issues, highlighting the social and physical infrastructure linkages between urban and other sectors. The section then identifies how urban sector improvements may impact on overall economic development and social equity.

The next three sections (Sections I to K) are prescriptive and draw on the descriptive and analytical material in the preceding sections. Section I sets out strategy recommendations, with a focus on municipal infrastructure investment planning and programming as well as on a wide range of services including urban planning, land management, urban water and sanitation, urban streets, slaughterhouses, electricity, telecommunications, education and health. Strategy directions for CSOs are also outlined. Section J analyses how urban sector programmes can be developed and/or consolidated and made more cost-effective. It also proposes their most logical financing pattern. Section K reviews the effectiveness of

Somalia Urban Sector Profile Study Final report, September 2002 5 A. Executive Summary

international assistance, identifies support gaps, and defines a possible role for the EC (and potentially other donors) in a hierarchy of project and intervention types.

3. Lessons Learned

To provide a “framework for effective support to urban development”, the Study adopted a methodology best described as consultative and local, resulting in recognition of the following realities. There is clear:

- local fatigue with donor studies offering little feedback or tangible results, leaving local communities with the impression of being in a laboratory experiment and asked repeatedly about needs and priorities when the answers are patently obvious; - local support for the urban development process as distinct from product and shopping lists for donor funding. The latter is frequently a first and understandable response to transient external donor/agency presence. This response gives way to more in-depth dialogue about governance, management and nation-building, when intentions are judged genuine; - local preference for comprehensive donor support programmes with technical assistance staff resident in the country, demonstrating commitment, filling in gaps not yet covered by local capacity, and ably contextualising interventions and advice within the complex Somali culture and reality.

These lessons form a basis for the recommendations and proposed strategies in the report. In addition, the Study recommendations reflect a commitment to decentralisation, privatisation and participatory approaches, as well as a prioritisation of process-oriented development backed up by hardware investments. The Somaliland Constitution validates decentralisation. The vibrant private sector validates commercialisation/privatisation. Independent Somali cultural characteristics validate participation. The need for sustainability and the dire physical state of a war-torn country validate the twinning of software and hardware.

4. Strategy Directions

The lack of a coherent approach to infrastructure investment planning and programming has made it difficult to: • Set programme priorities and targets, • Assess implementation progress against clear performance benchmarks, • Assess the impact of interventions, • Coordinate stakeholder interventions, and • Mobilize resources to support service provision.

In order to address these problems, and thus assure more coherence in investment planning and programming, the report proposes a number of measures: • Each municipal authority should prepare a five-year urban development programme (UDP) setting out local priority projects and interventions in addition to showing how these will be financed and implemented. • The private sector should be outsourced the delivery of those services which it can provide with greater efficiency whilst ensuring equitable access by the poor. • Municipal authorities and the central government should be capacitated in order to improve their coordinating and regulatory capacity • All stakeholders should be encouraged to actively participate in local development through broad representation in community advisory groups and action initiatives.

6 Final report, September 2002 Somalia Urban Sector Profile Study A. Executive Summary

While urban development is generally focused on the municipality, strategic interventions may also be directed at the central level. This is especially relevant to the development of the policy and regulatory framework and certain activities which require economies of scale nonexistent at the local level.

Further, capacitation interventions should extend beyond the largest cities to include smaller towns in light of their front line absorption of rural to urban migration and returnee settlement.

The strategy directions which follow are proposed for the main urban services in Somaliland, but could be adapted for application to other regions. The strategies are consistent with the outcomes of a multi-stakeholder consultation held in in August, 2002 but they have been elaborated further by the consultants:

Urban Planning Services

Establishment of a National Urban Planning Board is recommended to provide overall guidance and oversight. The preparation of structural urban plans, illustrating the main land uses, should be the responsibility of a Mobile Planning Unit (MPU) established at the national level. The MPU would also backstop municipal authorities with regard to detailed area planning and urban plan implementation.

Overall implementation of urban plans and the preparation of detailed area plans, should be the responsibility of the municipal authority, either directly where the necessary capacity exists or through private firms where there is no such capacity. The exception, Hargeisa, is large enough to justify eventual capacitation to enable its Planning Department to carry out detailed area planning.

Land Management

Of greatest importance is the development of effective tools and methods to help resolve land disputes and return/preserve land for public use. Municipalities, together with Ministries of Public Works and Roads, Interior and others could have joint roles in such an effort.

Urban Water

The principal recommendation regarding water is to contract out or commercialise the management of municipal water agencies to the private sector, under guidelines and standards established at the central level for local implementation.

While municipalities, in most cases, will retain ownership (or license) of boreholes and water mains the maintenance of these facilities will be contracted out to the private sector. On- estate water reticulation will be financed and owned by the private sector.

In cases where the private sector owns boreholes and related water production, storage and distribution facilities, their water quality and pricing will be regulated by government. Further investigations are required on how to institutionalise required operational oversight within government and to privatise existing government and public capacity.

Sanitation

Solid waste management, a service typically provided by municipal authorities with little involvement of the formal private sector, offers substantial potential for community participation and private sector management.

Several cities have positive experience with community-based primary garbage collection thus providing a basis for replication in other cities.

Secondary collection and disposal, and the management of disposal sites should be contracted out to the private sector. Liquid waste management, as well as community

Somalia Urban Sector Profile Study Final report, September 2002 7 A. Executive Summary

participation in solid waste collection, should be the focus of health awareness campaigns, perhaps at the national level.

Urban Streets

Extension of Somaliland Road Fund support to urban streets should be sought, in conjunction with community labour-intensive efforts. Municipalities also have a role in co-financing, mobilising and coordinating projects. Labour-intensive road-building methods at the community level, on which there is some local experience, may be used as a partial model to adapt and replicate.

Slaughterhouses

Serious effort should be given to privatising ownership or outsourcing management of slaughterhouses as a rule. Hygiene and performance standards should be established centrally, but monitored and enforced by the municipalities.

Electricity

Electricity generation, transmission and distribution should be the responsibility of the private sector, thus building on the extensive interventions already made by private companies. But electricity policy requires further examination with a view to (a) determining how to consolidate private sector provision whilst ensuring competition and (b) improving the regulatory framework.

Telecommunications

The private sector has demonstrated its competence in providing telecommunications services. The sector is competitive, reasonably efficient and shows some ability for self- regulation. Besides general oversight and licensing of service providers, there seems to be little need for other public sector interventions in this sector.

Education

For the time being, the Ministry of Education in Somaliland should continue its overall administration of all primary and secondary education rather than devolve responsibility to local level, in the interest of harmonisation of curriculum and regional equity. However, local authorities could support the Ministry’s administration with community-based and locally funded efforts to provide better facilities.

Health

The Ministry of Health should analyse the national healthcare system to determine the role of each city’s function therein. Rehabilitation or reconstruction of former facilities is a favoured local request, but may not be feasible or viable in light of changing reality.

Civil Society Organisations

The government should build partnerships with emerging civil society groups and thus leverage additional experience and the resources needed in decentralising local government structures.

5. Sectoral Programmes and their Financing

In order to make programming of urban development more coherent, it is recommended that each municipal authority prepare a five-year Urban Development Programme (UDP).

8 Final report, September 2002 Somalia Urban Sector Profile Study A. Executive Summary

The UDP will be developed around programme priorities identified at the local level, such as those proposed at the town consultations held during the preparation of this Study. UDP preparation should be led by the municipal authority through consensus-building consultations with local stakeholders. The UDP will then constitute the city’s plan of action for the next five years but will be revised annually to take account of changing circumstances.

The lack of a formal financial sector is a critical constraint on the financing of urban development projects within the private sector and at all levels of government. In the short term, local revenues, remittances and other resources will probably be the most likely source of finance for public urban development. For this reason, it is critical for municipal authorities to improve their revenue collection efficiency. Additional financing by the central government and the donor community could be made contingent upon improvements in revenue collection efficiency besides compliance with other conditions such as those on good governance.

In the longer term, it is recommended that an Urban Development Fund be created to finance projects formulated within the framework of the Urban Development Programme. The feasibility of such a fund will need to be examined.

6. Directions for External Assistance

In order to be effective, external assistance should aim to: - build stakeholder capacity at all relevant levels. A corollary may be to build the capacity to build capacity by hosting some training in educational institutions. - twin software with tangible hardware to address highest local priorities, absolute need and build credibility for international assistance, thus relieving the element of local fatigue with external interventions. - provide for comprehensiveness whether in software (e.g. full range of skills training and all sizes of cities) or hardware (e.g. physical infrastructure and an institutionalised operations and maintenance programme). - show sensitivity to a traumatised population as well as complying with rational technical and economic parameters of development. This may require compromises in where to invest scarce resources in order to support worthy traditions and re-build national self-image. - establish donor commitment, so important in lieu of international recognition, through tangible output and long term expatriate presence on the ground. - commit to a clear and realistic exit strategy which may still be longer-term than in more developed regions.

7. Support Gaps

There are two strategically important gaps which are not adequately being filled: municipal capacity, and urban planning and land registries.

- Municipal Capacity: a process or software element, which most profiled cities readily acknowledge as seriously deficient and of highest priority for external assistance.

- Urban Planning and Land Registries: combined software and hardware elements, which likewise are highly prioritised in view of general absence or incompleteness and direct relationship to urban service provision and land management. Many local and central authorities identify land disputes as the worst problem in urban management.

Somalia Urban Sector Profile Study Final report, September 2002 9 A. Executive Summary

8. Intervention Strategy

The recommended urban intervention strategy thus addresses these two gaps through two intervention programmes. The first is oriented to Urban Governance and the second to Urban Management.

The Urban Governance Programme includes comprehensive training (e.g. on leadership, tax and revenue, administration and finance, community relations) and technical advice which incorporate output from further studies.

The Urban Management Programme covers urban planning and land management gaps, as well as the hardware elements of urban services and infrastructure. It especially twins its software development with tangible pilot or demonstration projects in the short term, and larger projects in the longer term.

9. Preferred Project Options

Projects and interventions are categorised in a threefold hierarchy of descending importance to effective urban development. All reflect local or central needs and priorities as expressed and/or assessed during Study activities.

First priority is software strategies to support municipal governance and sustain urban development, broadly confirmed during the consultative USPS sessions. They consist of critical interventions which require little further need assessment, as well as studies to develop enough information to define further interventions. Annex L1 gives details for these preferred project options.

Second priority is hardware projects which could be twinned with software strategies. They are typified by their small scale but tangible outputs with immediate benefit and high local profile, many with elements of local input and participation. Annex L2 gives summary details of these projects. Their formulation should receive early attention during implementation of software strategies, as should identification of other appropriate demonstration projects. Second Priority Interventions are generally designated Pilot or Demonstration and many of these should be extended or replicated in the longer term.

Third priority is hardware projects which could stand alone as major capital investments by local or central government, or an interested external donor. Most potential projects are within the water, education or health sectors, by far the highest three local priorities expressed during Study mini-consultations. They generally require detailed formulation starting with pre-feasibility studies.

10. Recommendations

Key Recommendation: In summary, the key recommendation is to address urban sector issues through two inter-linked programmes: Urban Governance and Urban Management

10 Final report, September 2002 Somalia Urban Sector Profile Study A. Executive Summary

Supporting recommendations are:

- Preparation of five-year Urban Development Programmes at the municipal level - Establishment of a national Urban Development Fund for local administration, but central oversight - Establishment of a Mobile Planning Unit to prepare structural urban plans in a participatory manner. - Establishment of a National Urban Planning Board for guidance and oversight - Development of effective land management tools and methods - Privatisation or commercialisation of municipal water agencies under central guidelines and standards - Establishment of a partnership between municipalities and communities for solid waste management - Extension of Somaliland Road Fund support to urban streets, in conjunction with community labour-intensive efforts - Privatisation of slaughterhouses, electricity supply and telecommunications (continued). - Continued central administration of primary through secondary education, but with substantive community support - Development of a national healthcare plan showing municipal roles. - Maximising partnerships between government and civil society organisations

Somalia Urban Sector Profile Study Final report, September 2002 11 Financed by European Commission and implemented by UN-HABITAT

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Somalia Urban Sector Profile Study Final report, September 2002 B. Introduction

1. Task

This report documents the Somalia Urban Sector Profile Study (USPS) sponsored by the EC- Somalia Office and implemented by UN-Habitat from June to September-2002.

A model USPS Terms of Reference (TOR) is specified in the EC’s 2002 “Towards Sustainable Urban Development” which provides a framework for effective support for urban development in Third World countries. This Study’s TOR is adapted to include aspects of identification and formulation, as well as programming. Annex N1 contains both TORs and comments.

The USPS is intended to fill a gap between the EC’s Country Support Strategy and individual urban project interventions, providing an instrument for policy dialogue and a basis for determining interventions.

2. Work Plan.

The agreed Work Plan involved:

- Review of documentation and stakeholder meetings in Nairobi. - Visits to Somali cities for stakeholder meetings, site visits and mini-consultations. - Completion of survey questionnaires (Annex M1). - Development of individual City Profiles (Annex L3). - Conduct of a Consultation (Annex L4) to confirm local support and develop information. - Information analysis and preparation of this report.

The above Plan was achieved with mid-term changes as per the Itinerary shown in Annex N2. The most critical change concerns the Study focus on Somaliland instead of a pan-Somali coverage.

3. Access and Security

Study team access to non-Somaliland cities (and in Somaliland) was restricted by security concerns. The Study team attempted to cover Baidoa but was evacuated when fighting broke out. Plans to visit Bosasso were also dropped for the same reasons coupled with time constraints. Surveys in five other cities outside Somaliland were contracted to a local NGO, in an effort to widen Study coverage, but its output was delayed, lacked depth and also omitted Bosasso (see Annex M2).

Access restrictions underscore the fact that much of Somalia remains in pre-development conditions of crisis or transition1 which essentially prevent strategic urban development.

Strategic interventions for an accessible city within an insecure region are also severely limited in light of the need for supportive linkages to a central government and sister cities. Thus, the strategy proposed herein is directly applicable now to only Somaliland. When peace and governance are established elsewhere, similar methodology and tools are recommended to confirm or adapt the proposed strategy.

1 UNDOS, 1998, “Human Development in Somalia”.

Somalia Urban Sector Profile Study Final report, September 2002 15 B. Introduction

In preparation for strategy adaptation to other Somali regions, this Study includes within the text information as available without in-depth local investigation and consultation, as well as preliminary City Profiles for Mogadishu, Kismayo, Galcayo and Beletweyne.

4. Data

Existing data for the region is scarce. Current data is mostly missing, incomplete or inconsistent. Available data doesn't make a clear distinction between rural and urban areas. Numerical reporting must thus be regarded as indicative only for identification of issues and scalar trends.

This Study generally relies on existing data as no primary data collection was envisaged. However, the consultative process developed some data and more information which are incorporated into issue analysis and City Profiles.

5. Methodology

To provide a “framework for effective support to urban development”, the Study adopted a methodology best described as consultative and local. Existing documentation, external expertise and central authority were certainly reviewed, but the Study team listened more than spoke and read. Study effort focused on discussing issues with local and central stakeholders, visiting sites and holding mini-consultations in the seven cities profiled (, Boroma, , , Gebiley, Hargeisa, Sheikh ). The essential lessons learned therefrom:

Lesson 1: Local fatigue with donor studies offering little feedback or tangible results, leaving an impression of being in a laboratory experiment and asked repeatedly about needs and priorities when the answers are patently obvious.

Lesson 2: Local focus on urban development process, more than product and shopping lists for donor funding. The latter is frequently a first and understandable response to transient external donor/agency presence. This response gives way to more in-depth dialogue about governance, management and nation-building, when intentions are judged genuine.

Lesson 3: Local preference for comprehensive donor support programmes with resident assistance, demonstrating commitment, filling in gaps not yet covered by local capacity, ably contextualising interventions and advice within the complex Somali culture and reality.

These lessons form a basis for the proposed strategy which follows.

With the resulting information and understanding, a formal Consultation in Hargeisa brought together for two days 59 key stakeholders from the seven cities (22), central government (11), civil society (13) and external donors/agencies (13). It achieved its objectives of confirming local support for an urban focus in development and developing further information for analysis. The essential lessons learned:

Lesson 4: Ownership enhanced by Mayors’ presentations of their own City Profiles, after having personally vetted them prior to the Consultation.

16 Final report, September 2002 Somalia Urban Sector Profile Study B. Introduction

lesson 5: Success in pairing cities for subgroup discussion around issues of mutual interest, reportedly the first time for many Mayors to meet each other and share experiences, requested to happen again.

Lesson 6: Active stakeholder commitment, attention and tenacity throughout daylong discussions, in spite of prior hesitation about the Consultation programme.

Lesson 7: Positive Consultation change in Day 2 from Consultant presentations to focused interactive city-to-city and in-depth issue discussions, when it became apparent that presentations would offer less than building on the first day’s success.

These lessons underscore the value of a consultative and locally focussed methodology which should continue into application of the strategy which follows. If so, a resulting local ownership may well lead to effective support, a fruitful policy dialogue and selection of viable supporting interventions.

6. Report Structure and Focus

This report is structured according to the TOR which requires background and description of the urban situation, discussion and analysis of issues, formulation of strategy and proposals for specific interventions.

With addition of identification and formulation to the basic USPS programming task, this Study focuses on moving beyond technical investigations to the recommendation of a pro-active and do-able strategy of interventions. Thus, the core substance of the Study is contained in:

Section I: Strategy Directions Section J: Sectoral Programmes and their Financing Section K: Directions for External Assistance

Again, this strategy pertains specifically to Somaliland at this time, it can be considered for adaptation and application to other Somali conditions when security and development conditions improve.

Somalia Urban Sector Profile Study Final report, September 2002 17 Financed by European Commission and implemented by UN-HABITAT

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Somalia Urban Sector Profile Study Final report, September 2002 C. Urbanisation trends and the Urban Economy

This section reviews overall aspects of population and urbanisation, and their linkages to the urban economy.

1. Population and Urbanisation

Somali population data suffers from lack of any recent census and the existing estimates are inconsistent. Of a total Somalia population of 6.381 to 8.782 million, about 3.5 million3 are estimated to live in Somaliland. Whereas Somalia’s urban areas account for about 24% (1996) of the total population - the rest being rural settled (17%) and nomadic communities (59%)4, Somaliland’s urban population accounts for about 35% or 1,225,000 people. This roughly corresponds to the high totals estimated by this Study’s profile of seven cities (see the map in Cities Profiles, Annex), plus a contingency for other cities and towns.

Table 1 Somaliland Urban Population5

City Low High Estimate Estimate Hargeisa 350,000 650,000 Burao 200,000 250,000 Boroma 85,000 120,000 Gebeley 45,000 45,000 Erigavo 45,000 45,000 Berbera 15,000 30,000 Sheikh 8,000 12,000 Total 748,000 1,152,000

Higher urban population in the region of Somaliland than in the rest of Somalia may be attributed to its relative stability, emerging urban economic opportunities, establishment of urban based returnee settlements, and a growing pattern of rural to urban migration typical of current African demographics.

“What makes urban governance and development in Africa a largely disordered and dysfunctional field is the perpetuation of the misassumption that Africa is primarily a rural continent. While demographically, the majority of Africans may remain rural, everyday life throughout the region is so dominated by largely urban concerns and sensibilities that urbanisation is, de facto, the name of the game. While urban growth may be occurring as much in secondary towns and cities as in major administrative and commercial centres, the reproduction of an agriculturally oriented rural life is in question. Rural areas continue to experience substantial flows of out-migration, often stirred by conflict, environmental degradation, the collapse of rural economies, or the “urbanisation” of resource-rich centres of extraction.”6

1 UNDP, 2001, Human Development Report: Somalia. 2 UNDP, 2002, Arab Human Development Report. 3 “Sessional Paper on Country Strategy on Water Resources Management and Development Programme”, Somaliland Ministry of Mineral Resources, Water and Energy, 2002. 4 UNDP, 2001, ibid. 5 USPS, 2002, City Profile discussions. 6 UN-Habitat, 2002, Principles and Realities of Urban Governance in Africa.

Somalia Urban Sector Profile Study Final report, September 2002 21 C. Urbanisation trends and the Urban Economy

In this light, the portion of urban population in Somaliland can be expected to rise steadily7, given continued stability and improved urban governance. Hargeisa will certainly absorb its fair share of in-migration and growth, but other centres, even small towns, will also experience steady growth and resultant strain on urban services and governance. The same demographic dynamic can be expected throughout Somalia when stability and governance are sustainably achieved.

“The concentration of business and aid programmes in the administrative capitals (especially Hargeisa) serves to attract the rural population, Somalis returning from the diaspora and economic migrants from Bay and Baikol regions. Smaller towns (e.g. Boroma, Gebeley) are experiencing similar trends, which present a challenge for urban planning.”8

In fact, growth of small towns will likely be one of the most dynamic trends in Somalia, as rural to urban migration moves first into small, then incrementally into larger settlements9 This trend was emphasised by the authorities of Somaliland during a discussion on 10-Aug-02 when it was noted that incoming returnees would be settled into district villages and rural areas, rather than overloading rapidly growing larger cities.10

The intention to settle new returnees in rural and small towns may reflect on the difficulties of coping with the recent rapid growth in most Somaliland cities which historically absorbed most repatriations to Somalia from abroad. By January 2002, over 176,000 returnees had settled in the major urban centres distributed as shown in the following table:

Table 2 Returnee Urban Settlers11 Jan-02

Number of returnees % Hargeisa 138,501 78.36 Berbera 6,180 3.49 25,981 14.70 Burao 6,075 3.43 Total 176,737 100.00

The expected continued rapid growth of all Somaliland urban areas certainly presents difficulties for coping with urban development and governance, but also presents opportunities for economic growth and positive cultural changes as clan distinctions transform.

2. Urban economy

The urban economy has come under severe pressure in its efforts to cope with the influx of returnees, IDPs, and other rural to urban migrants. As in other developing countries, there is an increasing urbanization of poverty as the majority of returning households have limited access to jobs and urban services, mainly water, health and education. A recent survey

7 Urban growth is locally projected to be over 5% on average. USPS, 2002, City Profile discussions. 8 UNDP, 2001, ibid. 9 Jul-02 discussion with M. Fadl, former Somaliland Minister of National Planning and Coordination. 10 Confirmed by UNHCR Somaliland map showing destinations of about 12,000 late 2002 returnees from Djibouti - shared with Habitat on 27-Aug-02. 11 UNHCR/UNDP, 2002, “Integrated Area Development Action Plan” (draft).

22 Final report, September 2002 Somalia Urban Sector Profile Study

C. Urbanisation trends and the Urban Economy

shows that access to services is limited and that prices for some services, such as water, are highly inequitable.12

Remittances from the diaspora make up a large proportion of urban household incomes, averaging about 40% in Hargeisa, Burao and Bosasso.13 A conservative estimate for the whole of Somalia puts annual remittances at US$ 500 million, in excess of the value of international aid, estimated by the Somalia Aid Coordination Body to have been US$ 115 million in 2000. But a substantial proportion of remittances is spent on chat imports thus seriously eroding the potential economic impact of this inflow of income.

Macro-economic context: One consequence of the collapse of the Somali state is the lack of comprehensive data on the macro-economy. In particular, there are no time series data, limiting the extent to which inferences can be drawn from the patchy cross-sectional data available.

In 1988, Somalia’s GDP of about US$ 1.0 billion was structured 65% in agriculture, 26% in services and 9% in industry. World Bank data, for both 1980 and 1990, showed a broadly similar structure of the Somalia economy.14

While separate data for the Somaliland region are not available, information obtained from the Ministry of Planning and Coordination suggests that the structure of the economy is broadly consistent with the above. The primary sector (agriculture) predominates, with the services or tertiary sector accounting for a significant share of GDP. The secondary sector (industry) is a distant third. The future trend is for secondary and tertiary sectors to increase at expense of the primary.

Employment. Before the war, 75% of the Somali population earned their livelihoods from pastoralism and agriculture, 16% from the service sector and 8.4% from industry15. There are neither time series nor current data to show how this livelihood scenario has changed over the years. But there is evidence that the destruction and displacement wrought by conflict has resulted in high levels of unemployment. In Burao, for instance, informants reported that the rate of unemployment was as high as 95% but there is no independent statistical confirmation of this estimate. Somaliland may actually have less unemployment than other Somali regions due to its stability and some economic development.

12 Water use in returnee settlements is only 11 litres per person per day; and water prices in Ayaxa, one of Hargeisa’s returnee settlements, are given as five times city prices. See “Interagency Returnee Resettlement Area Assessment: Prioritisation and Coordination Report”, UNHCR et al, June 2002. 13 UNDP, 2001, ibid. 14 "Somalia at a Glance" Table from the World Bank's Development Economics database. 15 UNDP, 2001, ibid.

Somalia Urban Sector Profile Study Final report, September 2002 23 Financed by European Commission and implemented by UN-HABITAT

DD.. TThhee UUrrbbaann SSeeccttoorr

Somalia Urban Sector Profile Study Final report, September 2002 D. The Urban Sector

This section reviews the adequacy of the regulatory framework and institutional arrangements and identifies the extent to which basic urban services, including social and economic infrastructure, needs have been met. Further, it reviews current programmes addressing these issues.

1. Regulatory Framework

The regulatory framework for most of Somalia is poorly developed. The TNG in Mogadishu operates since 2000 under an interm Constitution and is charged to draft a National Charter within 3 years. The interim Constitution derives from 1979 and 1990, and is supportive of central control. In 1998, adopted a Provisional Charter for a 3 year period which also supports central control and is unclear and vague about the relationship between central and local authorities.1

In Kismayo, the controlling Alliance authorises municipal decisions on uncertain basis. It reports a lack of regulations for revenue assessment and urban service provision. Galkayo reports a weak or missing legal framework for municipal policy decisions, revenue assessment and collection, private sector service control and securing land tenure.

Somaliland in contrast operates under a Constitution passed by public referendum in 2001. Its 130 articles outline a broad framework for governance and refers to further requirements for regulations to be developed for sectoral guidance. Although the Constitution does not refer specifically to urban authority or responsibilities, Articles 109 to 112 deal with regional and district administration in a manner that strongly implies decentralised powers. These include administration of community services such as health, education (up to intermediate level), water, electricity and communications in so far as the regions and districts are able to do so.

The Articles also require a special law to determine the specific relationship between central government and regions and districts, which further must allow them to become self-sufficient in their provision of community services. This special law has evidently been issued but a translation has not been obtained for scrutiny. Other laws covering environment and education are referred in the Constitution but either not issued or obtained.

A critical regulation for urban development and management (so-called Land Legislation) is also not yet issued, although competing drafts have been tabled. The one preferred by the Ministry of Public Works and Roads has passed an initial Council of Ministers stage but not gone through Parliament or to the President. It calls for centralised master urban planning and land management control, apparently at odds with constitutional provisions for decentralisation. A different draft demonstrated by Hargeisa Municipality assigns those responsibilities to the local level, but has not yet gone through higher level review. Given the political ramifications of planned elections and the need for careful drafting, this legislation may not be forthcoming for some time.

Ownership of some public infrastructure (e.g. water) is another area of dispute between central and local authorities, deriving in great part to the collapse of former authority in Mogadishu. This and other confused regulatory aspects have resulted in uncertain authority and responsibility, development inaction and power struggles.

Overall, municipal management in Somaliland needs a number of regulations and legal rulings to clearly define the operational framework and bylaws for local application. It is a strategic time for concerned stakeholders to propose well-crafted legislation according to Constitution but from impartial viewpoints.

1 UNDOS (Battera), 2002, “Remarks on the 1998 Charter of Puntland State of Somalia”.

Somalia Urban Sector Profile Study Final report, September 2002 27 D. The Urban Sector

2. Overall Institutional System

The most important institutional dynamic bearing on urban management in Somaliland concerns local elections planned in Dec-02. These will elect local councilors from which Mayors will be selected, replacing the current arrangement of appointment by the Minister of Interior in consultation with the President.

There are significant uncertainties about the resulting impact on urban management (e.g. balance of authority and responsibilities between new Mayors and appointed Governors, some of whom currently have mayoral portfolios as well). However, it is certainly expected that some new Mayors will have little previous experience in urban management. Coupled with the inadequate capacity of existing municipal staff, this could lead to critical management difficulties in the short term at least.

3. Urban Services - Institutional and Delivery Assessment

Urban Planning

Neither municipalities nor central authorities (Ministry of Public Works and Roads) in Somaliland, and probably other Somali authorities, have master urban plans or the capacity to formulate them. Local understanding of planning appears largely limited to production of physical maps. As frequently noted at the local level, urban plans for all Somaliland cities are urgently needed as soon as possible.

The legal framework for urban planning is not yet formally established in Somaliland. Although the Constitution broadly calls for decentralised authority where capacity exists, there is currently a struggle between municipalities (especially Hargeisa) and the Ministry of Public Works and Roads for planning authority. Competing land legislation documents are tabled, but neither clearly address methods for bottom-up participatory planning. Formal issuance of legislation prior to elections is improbable due to political dynamics. There is a history of inconclusive resolution even when laws are issued.

The urban planning dilemma, especially in Hargeisa (but also Garoowe, Boroma, Burao and Gebeley), was partially addressed by UNDP and Habitat from 1995 to 2000, when the latter’s involvement was suspended. Several useful outputs were developed including sector analysis, mapping, code development, structuring of management and capacity building. However, local staff changes since 2000 have diminished built capacity and invalidated some management assumptions, urban growth has overtaken the mapping parameters, codes were never institutionalised and analysis is outdated in light of the 2000 Constitution and evolving government structure.

UNDP is now involved in Hargeisa’s urban planning with efforts to establish a viable District Development Committee (DDC) and Technical Working Unit (TWU). These address the need for participatory methods and management structure. However, the extent of this effort appears limited by recent administrative changes and lack of expert planning support.

Recently, an EC/Habitat pilot cadastre mapping in Berbera appears to be a useful and replicable exercise, as does the more extensive UNDP/Somaliland Cadastral Surveys rural land survey and registration effort in Gebeley District.

Africa 70 is executing an EC/Italy co-funded project2 since 2001. The “Strengthening the Capacity of Service Delivery of the Municipality of Bossaso, North East Somalia” project includes a land management and town planning component whose implementation is

2 UNCHS, 2001, “Strengthening the Capacity of Service Delivery of the Municipality of Bossaso, North East Somalia” (Zero Draft).

28 Final report, September 2002 Somalia Urban Sector Profile Study D. The Urban Sector

reportedly complicated by a chaotic land tenure situation and resulting appropriations of public property, as well as the lack of zoning and building controls. The status of this project’s overall execution is further complicated by recent lack of security in Bosasso.

Land Management

In lieu of functioning government during the civil war, the private sector largely assumed the land management role according to its own agenda. With rapid and uncontrolled urban growth, the lack of urban plans, inadequate land registries3 and other management tools, the frequent results have been encroachments, loss of vital open and recreational space, land disputes, poorly serviced subdivisions and inefficient spatial development. A disproportionate amount of municipality time is spent on land dispute resolution. Disputes too often turn violent and require supportive mediation by central government and civil society.

It is now crucial that public assumption of the land management role quickly be re-instituted for the public good and security.

As with urban planning, the legal framework for land management is not yet formally established and a struggle for authority is underway between municipalities and the Ministry of Public Works and Roads. Competing land legislation documents are tabled, but neither clearly address methods for effective land management.

There is critical need now to define and place urban planning responsibilities in appropriate institutional hosts.

Water

The Somaliland Ministry of Mineral Resources, Water and Energy indicates support for municipal operations and management of urban water systems, but reserves general infrastructure ownership4 and delegating authority. At the local level, semi-autonomous water agencies operate and maintain the systems generally with oversight by the Municipality (in Berbera under direction by a District Water Board with membership from central and local government as well as private individuals).

This arrangement seems straightforward, but coherent urban water management is made difficult since, “...responsibilities are often fragmented amongst sectoral agencies...”5

For example in Burao, urban spatial growth has spread into peri- urban areas previously used for livestock and where associated Ministry wells are located. These are still under Ministry jurisdiction but are now within the urban area and used mainly for human consumption, a public service otherwise under jurisdiction of the Burao Water Agency.

Also, several cities, especially Burao, have privately owned wells supplementing public supply, but are subject to little quality and equitable cost control. Hargeisa and Berbera have no private wells.

Regularisation of institutional responsibilities is needed, especially in regards to potential privatisation of system management and perhaps (partial) ownership. This would probably help improve the current billing efficiency of 80%.

3 Land registries are essentially intact in Boroma, Gebeley and Sheikh. 4 There are conflicting ownership claims between the Ministry, Municipalities and Water Agencies due to the chaotic turnover from the former Somalia Water Development Authority. 5 “Sessional Paper on Country Strategy on Water Resources Management and Development Programme”, Somaliland Ministry of Mineral Resources, Water and Energy, 2002.

Somalia Urban Sector Profile Study Final report, September 2002 29 D. The Urban Sector

In 1999, UNICEF reported that 46% of the urban Somaliland population had access to safe water. All profiled cities in this Study have a reticulated water system with limited house connections, more public kiosks and tank delivery. Urban water production was less than 50% of the need in 1999. Leakage loss further reduces the amount delivered to consumers by estimated 30%.

The 1999 UNICEF inventory of all water sources, urban and rural, included:

- 58 functioning and 151 non-functioning borewells (50% of the latter could be rehabilitated according to the Ministry), - around 4,000 hand dug wells mainly shallow and in/near dry river beds, some with pumps, many poorly protected from pollution and erosion, - a few springs, most poorly protected and in mountainous areas, - various seasonal dammed ponds, and - minimal roof catchment.

Hargeisa deservedly receives substantial external attention, due to its size, growth rate and limited sources. Berbera has more production per capita than other Somaliland cities, but also has added demand from port-related activities and higher leakage loss.

Local water agencies are mainly involved with operations and maintenance of existing systems. Donor-funded projects in Hargeisa, Boroma, Berbera, Burao and Kosar are improving management and system capacities, adding new borewells and house connections, and upgrading old networks. Local and international NGOs support various smaller settlements. However, urban growth and infrastructure deterioration may be offsetting this progress.

In Bossaso, a public-private partnership (PPP) for water delivery has been formed by businessmen organising GUMCO (Golden Utilities Management Company) which manages the city’s water services under a lease contract with PSAWEN (Puntland State Authority for Water, Energy and Natural Resources).6

Overall, urban water production and supply continues to be inadequate. Water quality is a reported concern in many locations.

Sanitation

Somaliland municipalities are generally responsible for urban sanitation, except for the significant but incomplete efforts by the private sector in mostly liquid waste disposal.7 Together they provide for 69% coverage in urban areas.8

Most municipal authorities, usually with CSOs and private sector input, have undertaken cleanup and awareness building activities. Burao has initiated joint cleanup on a weekly basis. Erigavo also has a strong private sector involvement in house garbage collection. A women’s NGO in Gebeley organises periodic cleanups by youth with assistance from businesses and the Municipality. Boroma Municipality has borrowed heavy equipment from the private sector to assist in its garbage collection and disposal. However, a recycling effort in Hargeisa has not yet been very effective.

Plastic bags and rubbish are found everywhere. A large portion of plastic bags evidently comes from chat users who simply toss them when empty, with little regard for the

6 See Hydroconseil, 2002, ibid“. 7 There are 5 private septic tank cleaning trucks in Hargeisa, sometimes deployed to Berbera. 8 UNICEF, 1999 (as cited in Somaliland Ministry of Mineral Resources, Water and Energy, 2002, ibid).

30 Final report, September 2002 Somalia Urban Sector Profile Study D. The Urban Sector

environment. Poor attitudes account for much of such visual pollution (and danger to livestock), as well as water source pollution and overall environmental degradation.

Landfill and disposal sites are inadequate in most cities.9 Several cities report a shortage of heavy equipment such as lift trucks which in Boroma results in 35 UNHCR-donated skips lying unused.

Bossaso has entered into a service contract with a private company, with support of the EC/Africa 70 project, for managing solid waste transfer sites and transport to the distant dumping site, replacing a former method of renting trucks from different owners.

Municipal and community efforts in solid waste collection and disposal are obviously inadequate. Institutionally, joint public and private responsibility for sanitation appears viable, but requires regularising and strengthening to point of sustainability and effective impact.

Urban Streets

Municipalities in Somaliland have primary responsibility for urban streets and public accessways, although it appears that the Somaliland Roads Authority and its Fund could extend some urban assistance if so prioritised. The municipalities are generally limited to minor maintenance and repairs, frequently via labour intensive efforts.

There are cases of independent urban street maintenance and repair by the private sector in Hargeisa, but only to improve access to businesses in the central city. Some inter-urban roads are being upgraded through a partnership between the Somaliland Roads Authority and CSOs providing unskilled labour input.

Private encroachments onto urban streets is common in all cities (see Land Management above). Some inefficient layouts and surfacing conditions plague both old and new streets in most cities. There are obvious problems with original construction standards, lack of proper street drainage in design, and poor maintenance and repair throughout.

A successful labour intensive street upgrading project by Habitat in Boroma, which included good drainage, provides a viable model for most cities but has not been extensively replicated.

Slaughterhouses

Although there are a few private slaughterhouses (e.g. in Burao), most are owned and operated by Somaliland municipalities. There appears scope for privatising their management and ownership, perhaps in conjunction with meat and hide processing industries.

Slaughterhouses are supplied with piped water in most cities and are kept reasonably clean internally. However, the effluent runoff and solid waste disposal is generally much less than satisfactory or hygienic, a case of “outside, out of mind”. This danger to the community is probably the biggest associated problem.

Electricity

Prior to the war, electricity was provided by publicly owned generators and distribution systems, much of which was destroyed or looted in Somaliland. Some of the looted equipment was put back into service by private entrepreneurs in the 1990s. Private electricity supply in Somaliland has since become commonplace in a very competitive atmosphere.10 However, ownership of existing cables and poles in most cities seems to still

9 Gebeley’s landfill site sits a short distance directly uphill from a new water reservoir. 10 Bossaso electricity is still provided by a public agency - Hydroconseil, 2002, ibid.

Somalia Urban Sector Profile Study Final report, September 2002 31 D. The Urban Sector

be public, with their use by private suppliers traded for free electricity provision to government offices.

In Berbera, the old and non-functional public power plant is being considered for rehabilitation and possible lease or sale to the private sector. While additional supply is needed, it is uncertain if this is technically and financially feasible.

Hargeisa Municipality is taking steps to generate and supply electricity itself, in a development that may indicate re-assumption of public responsibility for the service. In any case, uncertain government policy and regulations, as well as lack of formal debt financing, limit further extensions and quality of private service. Suppliers are protecting their interests through establishment of supplier unions (e.g. Berbera) and spatial monopolies (e.g. Boroma).

Profit margins appear minimal due to non-payment for service by heavy users (e.g. mosques, government), heavy capital investment and recurrent cost requirements. Competition and minimal profit margins are limiting equitable pricing and further service extensions. Thus, demand is not being met by the private sector, with supply limited to a few hours daily in many cities and relatively few house connections.

Tariffs are set by meter or by “bulb”, the former probably being more economical for the user. However, significant upfront costs indicate that those who can afford meter installation eventually pay less than poorer customers who pay by “bulb”. Some element of government imposed cross-subsidisation may be required to achieve equity in this urban service.

Telecommunications

This service is entirely privatised and highly competitive. Service is provided quite economically in Hargeisa but less so in other cities. The quality of service suffers somewhat from limited and poor infrastructure and erratic international connectivity.

The competitive market has meant inadequate compatability between different service providers, a problem now reportedly being solved. Further, the numerous providers, each with its own cabling and poles, have decorated Somaliland cities with aerial “spaghetti”, both visually polluting and dangerous to the public. Together with the electricity system, this situation needs government establishment and enforcement of technical standards.

Education

Comprehensive data on all levels of education is not available for Somalia overall or any particular region including Somaliland. However, primary education has been surveyed thrice by UNICEF.11 Its reports do not distinguish urban from rural, except for Mogadishu which is a questionable indicator for pan-Somali urban conditions.

UNICEF’s summary findings distinguish regionally is some relevant ways:

Ownership: “More than half of the schools (54%) were owned by the communities whilst local authorities and private individuals owned 30% and 15% of schools respectively. It appears that the community was particularly important in NEZ (Puntland) and CSZ (Central Somalia Zone, or Somalia) where it was involved in the ownership of 92% and 73% of schools respectively. At the same time local authorities were important layers in NWZ (Somaliland) owning 72% of the schools”12

11 UNICEF, 1997/1998, 1998/1999 and 2000/2001, “Survey(s) of Primary Schools in Somalia”. 12 UNICEF, 2000/2001, ibid.

32 Final report, September 2002 Somalia Urban Sector Profile Study D. The Urban Sector

Management: “Communities were reported to be the managers of 37% of schools followed by local authorities (29%) and international and local NGOs (21%). The other managing parties were private individuals and parents involved in the management of 12% of schools each. The communities were particularly important in NEZ and CSZ where they were involved in the management of 72% and 46% of schools respectively. At the same time, local authorities were important parties (in Somaliland) managing 69% of the schools.”13

The above data indicates that where peace and governance is missing, the community takes education into its own hands, but where existent as in Somaliland, public administration of primary education is quick to be established. One could assume that the same trend is true for secondary education but at a slower pace.

Number of schools: “A total of 859 operational primary schools were identified (in all of Somalia). Forty-nine percent of these schools were in Central Zone while North West (Somaliland) and North East zones accounted 34% and 17% respectively. There has been a 32% increase in the number of schools countrywide since the preceding primary school survey (1998/99). Highest increase in the number of schools was recorded in the North West zone (Somaliland - 47%) followed by Central South zone (28%).14

Again, the greater increase in the Somaliland region points to the social benefits of established peace and governance.

Somalia overall is typified by small school size (average of 6.5 classrooms per school), class size (36.5 students per classroom) and students per teacher (31). The latter two indicators are well within recommended ratios and generally less than those from other developing countries. While they may argue against priority support for facility additions, they do not reflect the probable increases when peace and governance are more broadly established and sustained (Somaliland already shows higher indicative ratios).

Secondary and higher education data was not obtained except informally in Somaliland where the Ministry of Education reported 20 operational secondary schools and 2 partially operational technical training institutes in Hargeisa. Technical training is a high priority for the Ministry due to its linkage to economic development and job creation. The war-damaged Burao Technical Institute is especially prioritised for rehabilitation in stages, in order to extend education services to that region and re-create its prominent pre-war status. However, there are questions regarding the lack of a comprehensive policy for technical training in Somaliland and the best use of scarce resources.

Two universities have been operationalised in Somaliland mainly through community efforts. With some small support from the government, Hargeisa and Amoud (Boroma) Universities are providing limited curriculum (business administration, Islamic studies, law, science) but both promise expansion. They appear to be sustainable initiatives and offer partnership opportunities for sustained training and capacity building programmes.

The status of the previously prominent and larger Mogadishu University is uncertain, as is the institutional framework for education outside Somaliland.

The Somaliland Ministry of Education currently takes overall responsibility for this sector although there is constitutional provision for its local administration up to intermediate level15.

13 UNICEF, 2000/2001, ibid. 14 UNICEF, 2000/2001, ibid. 15 Somaliland Constitution, 2001, Article 112.1.

Somalia Urban Sector Profile Study Final report, September 2002 33 D. The Urban Sector

Although the Constitution specifically states that education is the most appropriate investment in political, social and economic development16, neither central nor local authorities have resources to fully support the sector. With its limited budget, the Ministry pays salaries of only 1,300 of 2,300 total teachers but provides some oversight locally through its Regional Education Offices. The private sector (parents) pays the remaining salaries and effectively administers both universities, miscellaneous skill training institutes (e.g. computer, secretarial, language) and the numerous koranic schools.

UNICEF supports 81% of all Somalia primary schools, but only 72% in Somaliland. This may indicate greater self-sufficiency and/or donor neglect. Islamic organisations contribute to the numerous koranic schools. COOPI has supported education as well. SOS is heavily involved in rehabilitating and operating the famed Sheikh Secondary School on a continuing basis. GTZ, FINNIDA, International Solidarity Fund and Islamic Relief Committee fund and run limited technical training in Hargeisa. The Somali diaspora also contributes to education appeals, especially in support of Hargeisa and Amoud Universities.

The total support for education is less than needed but would be facilitated through development of well-conceived strategies for sector development.

Health

This Study found little healthcare data for Somalia, including Somaliland. Although healthcare has a tenuous institutional connection to municipal authority, its impact is pervasive at the urban level. Sector improvement is a high local priority and hospitals play a prominent role in society where they exist. Local doctors were frequently included in this Study’s local and Hargeisa Consultations.

Healthcare is constitutionally the responsibility of the Somaliland authorities17 , and its administration is decentralised to the local level, if ability exists. It is currently delegated largely to the Regional Medical Office but with minimal budget allocation from central government. Thus, a cost-sharing (not cost-recovery) system is being established whereby users pay a fee, effectively on a sliding scale depending on affordability. The expected fees plus government budget will still be inadequate for basic operations, maintenance and supplemental professional salaries. Thus, health professionals in public service reportedly devote substantial time to private practice. Private clinics and pharmacies exist in all major cities.

All profiled Somaliland cities have regional or district hospital facilities.

Gebeley District Hospital is located in a former dispensary with too little equipment. Its former hospital was destroyed in the war.

Boroma’s Regional Hospital is in much better condition but has inadequate space. It needs extension to enable separation of TB and HIV/AIDS patients and improvements to its boundary fence and solid waste disposal.

Burao Regional Hospital was rehabilitated and operationalised through community efforts and an appeal to the Somali diaspora, when expected donor assistance was not forthcoming. It has a well-conceived long term development plan but needs substantial assistance.

16 Somaliland Constitution, 2001, Article 15.1 17 Somaliland Constitution, 2001, Article 17.2.

34 Final report, September 2002 Somalia Urban Sector Profile Study D. The Urban Sector

Hargeisa has more healthcare facilities and hospitals (not quantified or visited) including a recently operationalised Edna Maternity Hospital, founded by the current Minister of Family Affairs and Social Development.

Berbera has both a Regional and a Mental Hospital. Both date from the British colonial period and need rehabilitation and improvement. COOPI has been assisting the Mental Hospital.

The large Hospital, built by the Russians during the period, is war-damaged and not operating. Its rehabilitation and operationalisation needs a careful study to determine feasibility in light of the good climate and potential market and demand. Together with the revitalisation of the Sheikh Secondary School, a speciality function for the hospital could once again draw international clientele in the future.

The former Hargeisa Nursing School was destroyed in the war, but there is keen interest in its replacement. Hargeisa University has a long term plan to found a medical faculty. Formerly, Mogadishu University had such a faculty which trained many of the current Somaliland doctors but its current status is probably defunct but uncertain.

Prior to the war, it was common for foreign clientele from , Djibouti, and elsewhere to patronise the hospitals in Somalia, especially in Sheikh. Today, there is a reversal of that dynamic, with many Somalis who can afford to, going abroad (especially to the Gulf States) for medical treatment.

Prevalent diseases in Somaliland include gastro-intestinal problems and parasites, TB and upper respiratory infections, sexually transmitted diseases, malaria, periodic cholera outbreaks, urinary tract infections, as well as an alarmingly high incidence of mental illness. The latter can be related to war trauma and effect of chat addiction which has a telling impact on work productivity, family relations and the economy overall. HIV/AIDS is reportedly a minor problem (less than 2% incidence) although its social stigma and assignment to attributive and/or symptomatic illnesses such as TB probably understate its actual incidence.

4. Urban Programmes

The following table, based largely on the SACB database, provides information on (1) the range of projects which have attracted support, arranged by urban sector, (2) project location, (3) organisation, and (4) the project time frame.

Table 3 Urban Programme Support to Somalia

Urban sector Project location Organisation Time frame Governance Support to local Bosasso Africa 70 Jan 01 - Dec 02 authorities Boroma, Mogadishu, UNDP June 01- June 04 Baydhaba, Garoowe, Hargeisa Jan 98 - Dec 03 Berbera UNHABITAT Judiciary and Law Mogadishu, Hargeisa OXFAM enforcement programme Peace building Jamaame, Jilib AFREC Feb 02 - Dec 02 Civil society Borama,Bosasso, Qardho, CARE Oct 00 - Sept 03

Somalia Urban Sector Profile Study Final report, September 2002 35 D. The Urban Sector

Urban sector Project location Organisation Time frame Galdogob, Gaalkacyo, Burao, Gabiley, Hargeisa, Baki Human Rights Kismayo Kisima Development Org. Oct 02 - Dec 02 Civil Protection Boroma, Bosasso, UNDP since Dec 98 Programme Garoowe, Ceerigaaabo, Las Anood, Buroa, Hargeisa. Health and nutrition Basic Development Boroma, Mogadishu, WHO since Jan 00 Needs Programme Baidoa, Balet Weyne, Marka, Qoryoley, Garoowe, Hargeisa Support to District Bosasso, Qardho AAH Mar 01 - Mar 03 Hospitals/ Primary Health Burao COOPI / IRC May 02 - May 03 facilities Johwar INTERSOS May 01 - Apr 03 Las Anood N.P.A / UNCHR since Apr 02 Marka COSV Aug 01 - July 03 Support to Mother to Boroma, Baydhaba, IFRC Ongoing Child /OPD clinics Afgooye, Gaalkacyo, Laasqoray, Burao, Sheikh, Hargeisa Apr 01 - Mar 03 Qoryoley, Afgoye, Marka COSV Emergency public health Las Anood Norwegian People's Aid since Jan 02 Primary health care Marka, Qoryoley COSV Apr 02 - Mar 03 Jowhar MSF-S n.a Reproductive health Bosasso UNFPA July 01 - Jan 03 Treatment of malnutrition Luuq ACF Jan 00 - Dec 02 HIV/AID and FGM Jamaame, Jilib African rescue committee May 02 - Dec 02 Las Anood Norwegian People's Aid Jan 01 - Dec 02 Cholera Mogadishu MSF-S n.a TB Baidoa World vision Oct 01 - Nov 02 Gaalkacyo, Las Anood, Norwegian People's Aid Jan 00 - Dec 02 Hargeisa n.a Marka Swisso Kalmo Advocacy in Health Kismayo Kisima Development Org. Jan 02 - Dec 02 Water & Sanitation and Infrastructure Water supply Jamaame, Jilib World Concern International Jan 02 - Dec 04 and Environmental Bosasso, Qqardho, UNICEF Jan 02 - Dec 02 sanitation(capacity Gaalkacyo, Garoowe building) Berbera THW Jan 01 - Dec 03 Berbera, Gabiley COOPI Jan 01 - Dec 02 Burao UNHABITAT Oct 00 - Feb 03 Hargeisa UNA Jan 01 - Dec 02 Water sanitation Kismayo TAQWA Jan 00 - Dec 03 Baidoa INTERSOS Oct 02 - Oct 03 Emergency rehabilitation Ceel Barde, Eyl ADRA May 01 - Apr 02 of water points Jamaame, Jilib AFREC May 02 - Mar 02 Hargeisa Africa 70 Sept 02 - Dec 02 Rehabilitation of Burao, Sheikh, Berbera, Danish Refugee Council since 1999 Communal Infrastructure Gabiley, Hargeisa Water quality Boroma, berbera, Hargeisa WHO n.a Housing for returnees Kosar Camp, Burao UNHABITAT since Sept 02 Road rehabilitation Hargeisa THW Jan 00 - Dec 02 Inter-city road regional in scope Somaliland Road Fund Since Jan 02 maintenance

36 Final report, September 2002 Somalia Urban Sector Profile Study D. The Urban Sector

Urban sector Project location Organisation Time frame Electricity supplies Marka Swisso Kalmo n.a Ports and trade (training) Bosasso, Berbera UNDP n.a Education Support to educational Boroma, Bosasso, UNESCO PEER July 01 - Sept 02 institutions Mogadishu, Qardho, Baydhaba, Kismaayo, + Technical and Marka, Qoryooley, Jowhar, Feb 00 - Feb 03 vocational education Gaalkacyo, Garoowe, Ceerigaabo, Las Anood, Burao, Sheikh, Berbera, Gabiley, Hargeisa Primary education Las Anod NPA Apr 02 - Dec 02 support projects Burao Save the Children - UK Apr 01 - Mar 03 Berbera COOPI Mar 01 - Feb 03 Mogadishu DIAKONE- Germany since Mar 02 Kismayo, Gabiley, Hargeisa International Aid Sweden Jan 92 - Dec 05 Qardho CISP Apr 02 - June 03 Dhuusa-Marreeb ADRA Feb 01 - Jan 03 Bosasso Africa 70 Nov 01 - Oct 03 Support to secondary Boroma, Bosasso, Qardho, CFBT (education service) Mar 09 - Oct 03 schools Gaalkacyo, Garoowe, Burao, Berbera, Gabiley, Hargeisa Adult Education Centres Burao, Hargeisa Int’l Solidarity Foundation Jan 00 - Dec 04 Community education Mogadishu Concern worldwide Jan 02 - Dec 02 Special education Hargeisa International Aid Sweden Since 2001 (mentally handicapped children) Amoud Vocational Centre Boroma COOPI Mar 01- Feb 03 for Agriculture Technology and Environment Skill training and income Hargeisa Caritas Switzerland since July 1999 generation for Metal workers Mogadishu DIAKONE- Germany since Feb. 02 Economic development Economic diversification Baydhaba, Bardale, UNDP Oct 01 - Dec 02 Burhakaba ADRA Oct 01 - Sept 04 Bosasso, Gaalkacyo, Garoowe Microfinance Bosasso, Hargeisa, K-REP advisory services since 1998 Gaalkacyo limited Micro-finance in returnee Hargeisa UNCHR Jan 02 - Dec 02 settlements Empowerment of women Hargeisa Int’l Solidarity Foundation Jan 02 - Dec 05 Through Income Kismayo TAQWA Jan 00 - Dec 03 generation project Hargeisa UNDP n.a Belet Weyne Oxfam n.a Fisherman Training Mogadishu DIAKONE- Germany since Nov 01 Construction of a black- Hargeisa UNCHR Apr 02 - Oct 02 smith workshop centre Others Demining Burao, Berbera, Hargeisa Danish Demining Group since 1999 Landmine Impact Survey Baki, Borama, Lughaye, Danish Demining Group Apr 02 - Dec 02 , Berbera, Gabiley, Hargeisa, Salahley

Somalia Urban Sector Profile Study Final report, September 2002 37 D. The Urban Sector

Urban sector Project location Organisation Time frame Demobilization in north- Sheikh, Yirowe, Gabiley, GTZ Apr 00 - Dec 02 west Somalia Hargeisa, Salahley Displaced People Bosasso Africa 70 Apr 02 - Feb 04 Community development Burao, Sheikh, Berbera, Danish Refugee Council since 1999 Hargeisa Providing services for Burao, Hargeisa Handicap International since 1998 disabled people

5. Programme Financing

Programme financing in Somaliland has been mobilised from both local and external organizations. Local sources consist of the central authorities, local authorities, CSOs and local communities. External resources have come from donor organizations as well as from the diaspora. All of these sources have been constrained by a variety of circumstances and there is therefore a wide gap between the financing available and the demand for funds.

Central Authorities: Only a limited amount of Somaliland administration resources are available for social spending and development activities. A recent study18 notes that although the revenue collection ability of the central authorities has improved, with annual revenues collected rising from US$ 20 million in 1999 to US$ 37 million in 2001, the bulk of resources goes into security. The study observes:

" The lion’s share of government revenue continued to be absorbed by security needs. According to government figures, in 1999, almost 83% of the national budget was dedicated to the security forces and general administration. Only 10% remained for social spending while 7% was allocated for economic purposes. The proportion of security spending increased again in 2001, against a significantly smaller absolute budget”

The Government’s National Development Perspective19 report for the period 2001-2003 clearly shows that the bulk of the budget goes into security. The report shows that for the year 2000, budget allocations to social and development activities were as follows: 5 social sector ministries including health and education received about 6% of the budget; less than 3% was allocated to 8 ministries charged with services for natural development and infrastructure; and 4 economic management ministries and the Civil Service Commission had a share of less than 5%. Overall, only a minor proportion of the budget (3%) went towards capital projects, with the balance taken up by recurrent expenditures.20

Local Authorities: Because of their precarious financial position, local authorities have been able to devote only limited amounts to programme financing. Information collected during the study suggested that the typical municipality can barely meet the costs of infrastructure maintenance let alone mobilize the resources needed for additional development activities. But as pointed out later in this report there is scope for municipalities to expand their development budget through improved revenue collection.

CSOs and communities: CSOs and communities provide limited resources but there is no consolidated data on the level of funding. Field investigations showed that CSOs support a

18 Academy for Peace and Development, 2002, "Consolidation and Decentralisation of Government Institutions" (draft). 19 Republic of Somaliland (n.d.) “National Development Perspective 2001-2003: Framework for Recovery and Development”. Prepared by Ministry of National Planning and Coordination 20 Academy for Peace and Development, 2002, ibid.

38 Final report, September 2002 Somalia Urban Sector Profile Study D. The Urban Sector

variety of activities such as markets, education, vocational training, income generation, women’s empowerment, sanitation and microfinance.

Somalilanders in the diaspora, acting through the Somaliland Forum, have mobilized substantial resources which have gone towards development and social activities. Examples of these efforts are: • In 2000, the Somaliland Forum donated US$ 26,200 towards the rebuilding of Burao General Hospital. • The Amina-Malko Memorial Fund for Somaliland Orphanages has in recent years donated close to US$ 11,000 to Hargeisa Orphanage Centre. Similar assistance was envisaged for the Berbera Orphanage Centre. • The Forum had by May 2000 donated nearly US$ 20,000 to the University of Hargeisa and further assistance was planned.

External sources: There is no complete record of the level of external financing of urban programmes in Somaliland but the Table 3 gives a qualitative if incomplete account of development activities. Moreover, figures in CAP21 documents do not draw a distinction between Somaliland and other Somali regions nor do they distinguish clearly between urban and rural activities.

For Somalia as a whole, external donors consist primarily of the European Commission, the UN and bilateral agencies. The bulk of financing has focused on humanitarian activities. For instance, out of a total of US$ 83.68 million sought under CAP 2002, US$ 55.66 million (66.5%) was to go towards humanitarian action, US$ 16.73 million (20.0%) to transition and recovery and US$ 11.29 million (13.5%) to repatriation and resettlement.

The level of funding shown here represents the amounts appealed for but in practice only a modest proportion of funds has been forthcoming. In 2001, for instance, contributions and pledges accounted for less than 20% of the amount requested for in CAP 200122.

Sectors assisted in 2001 included health and nutrition, food security and rural development, water and sanitation, educatitn, human rights and gender, repatriation and reintegrat`on, governance and economic recovery, and coordination and security. With the retuvn of peace to Somaliland, it may be assumed that the focus of programme financing is progressively shifting from relief to recovery and development.

21 Consolidated Inter-Agency Appeal 22 United Nations (2002) “Consolidated Inter-Agency Appeal 2002: Somalia”

Somalia Urban Sector Profile Study Final report, September 2002 39 Financed by European Commission and implemented by UN-HABITAT

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Somalia Urban Sector Profile Study Final report, September 2002 E. Civil Society

This section analyses the role of civil society in the urban governance system and identifies possibilities for strengthening the inclusiveness in the decision-making process.

One definition of civil society for Somalia includes “all individuals or groups who do not possess legislative or executive powers, are unarmed, and that actively pursue the well being of the society at large through peaceful means”1, and further suggests 3 categories:

- elders. - modern NGOs and media organisations. - non-traditional professional associations, business community, artists and performers.

There is some ambiguity in defining civil society as many elders are included in the legislative Gurti and the strongly linked Somali diaspora community is not noted. This Study looks mainly at efforts of NGOs, community based organisations and private individuals.

NGOs in Somaliland are required to register with the Ministry of National Planning and Coordination every 2 years. It lists hundreds of NGOs but many are reportedly inactive. On request, the Ministry issued a list which inexplicably omitted several known active NGOs.

One may assume that government would view NGOs as competing for scarce donor resources and beyond central control, as is the case elsewhere. However, there are examples of good cooperation and mutual support between NGOs and government authorities, especially at the local level.

GAVO has helped an Italian NGO (GRT) in programmes at Berbera and Burao Mental Hospitals, run by the Ministry of Health. Further, it has worked closely with market groups and Berbera Municipality to coordinate market improvements and revenue collection.

Given the multitude of NGOs, their frequently overlapping interests and limited individual strengths, Somaliland has seen the establishment of umbrella NGOs to improve coordination and lobbying power. Some of these are concerned with a narrow range of issues in a specific location (e.g. Mandaaq and Wadijir in Gebeley District concerned with women and children betterment). Others include members throughout Somaliland with a wide range of interests (e.g. NAGAAD and COSONGO in Hargeisa).

These observations also apply to individual NGOs, many of which have branch offices throughout Somaliland (e.g. Al Khayr and Amal, as indicated by their representatives in Sheikh, also Candlelight). Although some NGOs are expressly concerned with rural or sectoral issues, there are few concerned only with urban development. Nonetheless, many NGO activities take place in urban areas through their sectoral interests.

NGOs are usually considered humanitarian and non-profit in nature and conduct. Many appear to have started this way. However, NGOs sometimes change from altruistic to opportunistic over time, especially as competition increases and donor-driven activities provide greater returns. This is the reported case in Somaliland (and elsewhere) with some NGOs essentially becoming private businesses which take on any activity regardless of core competencies and experience. This transformation may afflict those NGOs more donor- driven than community-based.

There is solid evidence of independent community-based civil society activity in Somaliland, succeeding in lieu of external intervention. For example, Amoud and Hargeisa Universities have been founded and are supported mostly by the local community (businesses, private people, NGOs, user fees) and diaspora resources, with a nominal annual contribution for running costs from the Ministry of Education. Further, when expected external assistance did

1 Novib, 2002, “Strengthening Civil Society Organisations in Somalia - Project Summary”.

Somalia Urban Sector Profile Study Final report, September 2002 43 E. Civil Society

not materialise, the same type of resources rehabilitated and operationalised the Burao Hospital.

Novib (Oxfam Netherlands) is implementing a “Strengthening Civil Society Organisations in Somalia” project, largely funded by EC. It aims to improve CSO conditions and potential via mapping and analysis, capacity building, workshops and networking, and a study of donor policies. This may result in internal strengths and external pro-activity, but it is not focussed on any particular use of CSO potential. Thus, its eventual impact on urban development is unclear.

The Novib project identifies the following as chief CSO challenges:

- Acquiring funding. - Visibility and credibility (partly due to NGO proliferation). - Poor leadership. - Little collaboration and cooperation. - Problematic scope of activities (being more the provision of social services2 and less in good governance, peace, democracy and human rights).

Whereas Novib states that civil society “has flourished and is now more vibrant than ever”, others observe that “civil society institutions are undeveloped.”3

The differences of opinion in definition of CSOs, appropriate scopes of activities and status of development perhaps underscores the temporal nature of many CSOs and the need to scrutinise carefully the current situation of the specific CSO proposed for involvement in a development activity. However temporal individual CSOs may be, there is still a viable tradition of involvement of CSOs in Somaliland, stemming from its troubled past and particular culture.

“The weakness of the administration in the post-war period has helped to nurture a spirit of self-reliance within local communities. Reconstruction efforts at the local level have generally taken the form of people-driven initiatives with little or no government support. Homes, schools, health centres, hospitals, businesses and agricultural production have all been rebuilt or revived through individual and community efforts. Emerging civil society organisations, professionals returning to their communities, local NGOs and womens’ organisations have also played important roles, providing private education and health services. In this way responsibility for providing these services has de facto been decentralised and decision- making on such matters is largely outside government hands.”4

The CSO track record in Somaliland, the lack of well-developed government structures, official government policy pro decentralisation and the need for local partners all support continued government and donor collaboration with CSOs in Somaliland’s urban development.

Data on CSOs for other Somali regions is incomplete but suggests their existence throughout, even in the most insecure areas. The FOPAG data reports:

- 26 NGOs in Beletweyne - 6 NGOs and 1 CBO in Galkayo - 1 women’s NGO in Kismayo

2 One could argue that CSO scope of activities in provision of social services is a strength, not a problem. 3 Academy for Peace and Development, 2002, ibid. 4 Academy for Peace and Development, 2002, ibid.

44 Final report, September 2002 Somalia Urban Sector Profile Study E. Civil Society

A few of the above have stated multi-regional presence, as does at least one (FOPAG) in Hargeisa. As may be expected, peace and governance, education, womens’ rights and refugee services feature prominently in the core interests of the few reported CSOs.

With no details but possibly indicating the “end of the civil war”, FOPAG reported the self organisation in Mogadishu of:

- Womens’ organisations - Youth organisations - Intellectual organisations - Chief clan organisation - Sports games supporters - Art supporters - Environment protection groups - Human rights and pro-human supporters - Globalisation supporters

Somalia Urban Sector Profile Study Final report, September 2002 45 Financed by European Commission and implemented by UN-HABITAT

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Somalia Urban Sector Profile Study Final report, September 2002 F. Key sector issues

This section provides issue analysis as groundwork for strategy recommendations and urban policy dialogue.

1. Poverty and Environmental Issues

Urban poverty is deep and widespread in Somalia. In the wider regional context, UNDP notes that:

“While there have been very modest improvements in some of the human development indicators over the past three years, such as primary school enrolment and per capita income, Somalia’s Human Development Index, which is calculated at 0.284, places the country near the bottom of world rankings in human development”1.

In Eastern Africa and the Horn, UNDP further notes, Somalia ranks lowest in all indicators, with the exception of life expectancy and GDP per capita, as the following table shows.

Table 4 Comparative Human Development Indicators, 2000

Life Infant Under 5 Adult GDP Expectancy Mortality Mortality Literacy US$/ Country (years) Rate rate (per (%) capita (per 1000) 1000) PPP* Djibouti 41.0 104 149 63.4 - Eritrea 51.5 66 105 52.7 881 Ethiopia 44.5 118 176 37.4 628 52.2 76 118 81.5 1,022 Somalia 47.0 132 224 17.1 795 Tanzania 51.1 90 141 74.7 501 Uganda 41.9 83 131 66.1 1,167 * Purchasing Power Parity

Whilst global indicators of poverty in Somalia’s towns are not available, City Profiles prepared for this study (see Annex L3) suggest that the picture of poverty conveyed by the Table 4 is not far-fetched. In the particular case of Hargeisa, a recent survey shows that most of the households in the returnee resettlement areas2 spend less than a dollar a day to feed 6 to 7 persons.3

The causes of poverty can be traced to a number of factors including but not limited to: • Physical destruction wrought by recent civil conflict. • Displacement of large numbers of people many of whom have resettled in urban areas where they find it difficult to generate the incomes needed to cope in a cash economy. • Inadequate social capital as a result of (a) the brain drain triggered by conflict and (b) poor human resources as a result of limited access to education and health services. • Substantial erosion of incomes as a result of the current ban on livestock exports to Saudi Arabia.

1 UNDP, 2001, ibid. 2 There are eight different camps in and around the city as follows (population in brackets): Aw Adam (3,500), Ayaxa (3,100), Dami (10,000), Mohamed Moge (7,300), Sheikh Nur (18,000) Sinai (4,700), Stadium (5,000) and State House (4,500). Cited in UNHCR/ UNDP, 2002, “Integrated Area Development Action Plan“ (draft). 3 UNHCR/UNDP, 2002, ibid.

Somalia Urban Sector Profile Study Final report, September 2002 49 F. Key sector issues

• Loss of disposable income on chat imports and a substantial loss of labour productivity stemming from extensive chat use.

A 1999 survey of urban areas in and regions of eastern Somaliland gave the following as the causes of poverty4:

Togdheer: armed conflict, collapse of government, lack of education, unemployment, livestock export ban, lack of investment, government mismangement and chewing chat.

Sanaag: absence of central administration, limited economic diversity for the household, the absence of reliable markets for produce, water shortage, unemployment, chewing chat, illiteracy, poor shelter, limited education opportunities and poor human health services.

Some causes of poverty cannot be unilaterally remedied. Some can be redressed through local initiative and external assistance. Others are within local control. One of these, with most significant impact, is that of chat chewing. Reduction of its impact on the Somaliland economy would mobilise much of the resources needed for development, and have positive impact on health, sanitation and productivity.

“Probably the best way to control the substance abuse is to reduce demand through taxation (although Elsheikh reckons that consumer response to price hikes is, surprisingly, inelastic) and increase information on the negative effects. Another way is to find productive activities for the men who otherwise while away their time through (chat) chewing.”5

As in other countries, poverty has a negative impact on the environment. In turn, a deteriorating natural environment undermines the livelihoods of the poor thus entrenching poverty even more. In Somalia, the high demand for charcoal for export to the Middle-East has encouraged the cutting down of trees in peri-urban and rural areas. This deforestation is a serious environmental concern.

Other areas of concern include the polluting of river beds and unprotected water wells, riverbed erosion endangering shallow wells and settled areas, and a widespread inability to deal with solid waste management. Urban profiles prepared during this study show that these environmental concerns are not being addressed satisfactorily, in part because of the lack of resources but also because municipal authorities have not been able to develop clear response strategies.

2. Approaches to urban planning and the planning process

Section E3 includes substantial analysis of the urban planning situation in (mostly) Somaliland and should be referred. Much of the following discussion will probably apply to other Somali situations as well.

The main issues regarding urban planning are institutional authority and responsibilities, planning capacity, standards and guidelines, methodology, and input and output data.

4 Joseph et. al (1999) “Consultations with the Poor” - National synthesis report, Somaliland, written for the World Bank’s World Development Report 2000/1 on Poverty and Development. 5 UNDOS, 98, ibid.

50 Final report, September 2002 Somalia Urban Sector Profile Study F. Key sector issues

Institutional authority and responsibilities are not yet determined although there is constitutional support for decentralisation of authority to the local level. Since insubstantial capacity now exists at any level, it can be established at appropriate levels, in an appropriate manner, with a view to long term sustainability. This implies a guidance role for the Ministry of Public Works and Roads, perhaps through a semi-autonomous National Urban Planning Board, a management and ultimate authority role for municipalities and a technical role for a private/public planning unit.

If accepted in principle following detailed discussions at all levels, this institutional structure should be elaborated and established legislatively.

Planning capacity is very limited, although some experience is available on an individual basis. While valuable, this experience may be mostly based on a pre-war centralised planning model at odds with current constitutional provisions. Thus, re-orientation to a more community and local based participatory approach may be advised.

Given the international success of private sector provision of planning services, but in consideration of the sector’s weakness in Somaliland, it seems appropriate to create a private/public partnership for urban planning. A programme to attract professionals from the Somali diaspora for short and long term involvement in such a partnership could help its capacitation. There is some indication that short term service in a public body is viable, but not in the long term.

Any external assistance to urban planning should have a strong component for hands-on training of local capacity, and perhaps formal coursework and workshops.

Standards and guidelines for planning are not formally established. Ones in use during the pre-war period (mainly British holdovers) and others prepared in 1997/98 by Habitat need to be reviewed and revised for current application. Most relevant are those which address an emerging economy, urgent needs and fast-evolving conditions, rather than formal and rigid standards applicable to mature developed situations. This implies time efficient structural planning, rather than master planning, and detailed planning for distinct areas of utmost concern. Technical flexibility must be a feature.

Methodology. A participatory methodology which encourages community input to a planning process with central government oversight and local accountability is most appropriate. Decisions taken in a participatory vacuum frequently prove untenable in practice and sometimes result in a total rejection of the plan.

Mechanisms for participatory methods (e.g. town meetings, social surveys by CSOs) can best be encouraged by local authorities accountable to their constituents. Transparency can bring a diverse people together and mobilise their contributory efforts, build understanding of necessary compromises, demonstrate leadership abilities and create consensus.

However technical planning services are arranged, they must be actively and substantively engaged at the local level.

Input and output data, however detailed, must be comprehensive. Planning is much more than the preparation of physical maps, and involves broad analyses of social, economic, financial, administrative, environmental and regional conditions. Comprehensive planning analysis helps avoid inappropriate development decisions which plague some of the new settlement choices in Somaliland.

Planning output need not be detailed to mature economy standards but should provide enough detail to guide service provision and to mediate land disputes.

Somalia Urban Sector Profile Study Final report, September 2002 51 F. Key sector issues

3. Urban land management

As for urban planning, Section E3 includes substantial analysis of the land management situation which should be referred. Information is derived from investigations in Somaliland but will probably apply to other Somali situations as well.

The main issues regarding land management are institutional authority and the regulatory framework which establishes it, management mechanisms and reversal of damage done.

Institutional authority for land management, as for urban planning, is disputed although there is constitutional support for decentralisation of authority to the local level. Elements of central government want greater control to avoid the abuses common to local allocation of property ownership, although corrupt practices can exist at any level.

Oversight according to established standards and methods, rather than proactive management, is a more appropriate role for central government. Management is best carried out at the local level. There is great need however for enhanced accountability to both local constituents and central government.

Land management mechanisms, in form of land registries and methods for dispute resolution by local authorities, are mostly missing or incomplete. The traditional resolution method of mediation by elders sometimes is neither transparent, nor free of clan or financial biases. Impartial and transparent mechanisms (e.g. property maps and registration) are urgently needed tools. The approach of the rural land survey and registration effort in Gebeley can help provide these tools, and should be applied to the urban context.

Reversal of damage done is essential to regain public property quite openly appropriated by private persons, sometimes for commercial gain. This property is often needed for critical urban services, or other and better use (e.g. sports fields, green space, public facilities).

In interest of public safety, once a property infringement is impartially determined, the appropriator could be accorded a grace period for return of ill-gotten gains prior to judicial action, and/or offered a compensation for property improvements. The legal mechanism could be elaborated in Land Legislation yet to be issued.

It is crucial that public assumption of the land management role quickly be re-instituted for the public good and security.

4. Institutional roles and responsibilities

Formal authority for urban services is still emergent in Somaliland (and even less clear in other Somali regions), as it struggles to create governmental systems and the people take action to improve services in lieu of well-developed systems. That said, current formal institutional responsibilities in Somaliland are as follows:

Table 5 Institutional Responsibilities Urban and Related Services

Service Primary Responsible Authority Urban planning Ministry of Public Works and Roads, Municipalities Land management Municipalities, Central Government Water Municipalities, Ministry of Water and Mineral Resources, private sector

52 Final report, September 2002 Somalia Urban Sector Profile Study F. Key sector issues

Sanitation Municipalities, Ministry of Water and Mineral Resources, Ministry of Health and Labour, communities City streets Municipalities Slaughterhouses Municipalities, private sector Electricity Private sector, Hargeisa Electricity Power (under the Ministry of Public Works, Housing and Transports) Telecommunications Private sector Markets Municipalities Education Ministry of Education, private sector Health Ministry of Health, private sector Security Municipalities, Ministry of Interior Gender Ministry of Family and Social Development Inter-city roads Somaliland Roads Authority

The wartime disintegration of government in Mogadishu left huge voids in public service ownership and management, as centralised authority dissolved and devolved authority to no particular replacement. The situation is still unresolved. Local authorities and the private sector have taken charge in piecemeal fashion with a result of confused and sometimes overlapping responsibilities.

The constitutional provision for decentralisation of the administration of community services (e.g. health, education up to intermediate level, water, electricity, communications, etc.), pending ability to do so6, implies consolidation of service management into local authority. The Constitution specifies that the central to local relationship, assumably required for such consolidation, will be set out in a special law, evidently recently passed but translation of which is not yet obtained.

There is some evidence that central institutional concern is sometimes more focused on control and ownership than on guidance and support. This approach could be remedied in part with external assistance to central agents in defining and capacitating their support roles, while still addressing urban or municipal issues.

The institutional roles, whether local or central, in privatising or outsourcing services could be clarified through development and issuance of appropriate regulatory documents. The May- 02 Workshop7 promoted the privatisation concept to good effect but followup expertise is needed to take the next steps and institutionalise it.

Previous urban planning programmes focussed narrowly on local authorities, many of whom will never develop the capacity to do comprehensive urban planning. Subsequent suspension of external assistance and frequent local staff changes led to a loss of planning achievements. Some of this loss may be a natural dynamic. As such, the institutional roles and responsibilities need to be reassessed vis-a-vis sustainable capacity. This may well point to a private sector role in a partnership with public and community to achieve sustainable planning capacity.

6 Somaliland Constitution, 2001, Article 112.1. 7 See Hydroconseil, 2002, “Study on the Commercialisation of Urban Water Distribution and Collection and Disposal of Solid and Liquid Waste in Somalia”.

Somalia Urban Sector Profile Study Final report, September 2002 53 F. Key sector issues

5. Privatisation and Public-Private Partnerships

Before the war, most urban services in Somalia were publicly provided. These included utility services like water and electric power, and social services like education and health8. In response to state collapse, privatisation of these services occurred without either official sanction or support and has generally not been regulated. The telecommunications sector is completely privatised whilst the provision of urban water, electric power and social services is dominated by the private sector.

The Somaliland public sector still retains substantial responsibility for providing education, health care and rural water. Although electricity generation during the post-war period has been the preserve of the private sector, a parastatal has recently started generating power in Hargeisa.

The private sector has filled an important gap in service provision, supported by its resourcefulness and funding. Private companies, notably electric power companies and telecommunications in Somaliland, have utilized government infrastructure such as poles, cables and electricity generators for purposes of service delivery. This custodial role, whilst without official sanction in many cases, has contributed to the upkeep of public assets.

The efficiency of privatization in Somaliland is most graphically illustrated by telecommunications. The cost of international calls has fallen dramatically in the last five to seven years, dropping from as much as US$ 5.00 per minute to US$ 1.00.9 This fall has occurred as a result of competition.

Moreover, telecommunication companies have started inter- connecting their services, thus removing the main outstanding barrier towards even greater efficiency. Although the core business of these companies is telecommunications, most of them produce electric power, consuming some of it but placing the surplus on the market.

This joint production of telecommunications and electricity services in a competitive market enables the companies and the consumer to enjoy “economies of scope” - the cost efficiency that stems from the joint production of two or more related goods or services.

Sanitation, a service traditionally provided by municipal authorities, has also benefited from privatization although on a more limited scale.

In Erigavo, the municipal council has collaborated with the private sector, involving it in house to house garbage collection. In Burao, communities and the private sector have started to help with garbage collection in response to a request for assistance by a recently appointed mayor.

Because privatization has taken place without regulation, it has had a number of undesirable effects including inequitable pricing and spatial monopolies.

8 UNDP, 2001, ibid. 9 Field investigations by the study team.

54 Final report, September 2002 Somalia Urban Sector Profile Study F. Key sector issues

In electric power generation, pricing is not equitable and low-income consumers, who often cannot afford a metered supply, pay relatively higher prices than others. This inequity is also found in water services. Although much urban water in Somaliland is publicly provided, low income water consumers generally rely on privately managed kiosks and tankers for their supply, paying much more than better-off consumers with direct house connections.

In Boroma, turf wars are common among small electricity providers, with each company fighting off the entry of competitors into its geographical area of operation. The “spatial” monopolies that have been created undermine efficiency.

In some cases occupational safety appears to have been neglected by electricity generating plants, placing workmen at risk. At the same time, distribution networks for electricity have been installed with little regard for safety and “spaghetti” cables are a common sight in urban areas. In other respects, the quality of service provision has been criticised as falling below industrial norms. This is particularly so in electricity generation.

Public-private partnerships (PPP) for service delivery would help address most, if not all, of the concerns highlighted above. Recent conferences on this subject, held in Hargeisa and Bossaso, noted that although PPPs are rare in Somalia, water delivery in Bossaso offers an interesting example.

In Bossaso, businessmen formed GUMCO (Golden Utilities Management Company) which manages the town’s water services under a lease contract with PSAWEN (Puntland State Authority for Water, Energy and Natural Resources).10

In order to promote PPPs it was noted that there is a need for: • Written contracts between public bodies and private providers. • Provisions in contracts to secure investments. • Clear devolution rules empowering the contracting authority, say the municipality, to contract with a private provider. • Clear procedures to set tariffs, to safeguard against profit erosion and to reduce threats to returns on investment.

A regulatory framework to address these points is urgently required. But besides crafting a framework, it is necessary to capacitate municipal authorities, and the relevant ministries (such as the Ministry of Water and Mineral Resources) so they are able to undertake their regulatory functions. Field research and consultations by USPS team confirmed that in absence of technical assistance to support the establishment of PPPs, little progress will be made.

Where governance is somewhat established but weak, as in Somaliland, strategy should quickly institutionalise public/private partnerships before central authority assumes the dominant role, especially in urban service delivery.

6. Decentralisation

There is some indication that decentralisation of urban services is not featured yet in Somalia, but details are not clear. The case in Somaliland is somewhat different.

10 See Hydroconseil, 2002, ibid“.

Somalia Urban Sector Profile Study Final report, September 2002 55 F. Key sector issues

The impetus for decentralisation has its roots in the marginalisation of Somaliland by the Siad Barre regime. Centralised rule from Mogadishu, considered to have been corrupt and repressive, provided the driving force for decentralising state power. The Somaliland Transitional National Charter, adopted in 1993, and the 1997 provisional constitution, empowered the government to decentralise the state.11 This endorsement was formalised in the 2001 Constitution and, reportedly, in laws governing regional and district administration, and councils passed in the 2002.

Local authorities were established anew after the war. In July 2001 there were six regions and 41 districts. There are now 41 municipal authorities -- equal to the number of district headquarters – which are divided into four grades.

Table 6 Somaliland Municipalities by Grade

Grade Municipalities Grade A Hargeisa Burao Borama Gebeley Berbera Erigavo Las Anod Grade B Zeylac Odwein Buhodle Eilafwein Badan Grade C Sheikh Ainobo Las Kory Baki Balaygubadle Dahar Taleh Hudun Lughaya Grade D 20 smaller municipalities

Mayors of municipalities, who also administer their respective districts, are appointed by the Minister of Interior but not without the authority of the President. In Berbera and Borama, the Mayor is also the Governor of the region. Governors of regions are appointed by the President. Typically, an executive committee, consisting of the Mayor, Deputy Mayor and the Executive Officer (equivalent to a Town Clerk) oversees the management of the municipal authority. The Mayor reports to the Governor and the Minister of Interior. This governance framework will change radically after local government elections planned in October, 2002, when elected councilors will select the Mayor.

Whilst there is formal consensus on decentralisation, its slow implementation has elicited public concern.12 This concern has focused on the apparent disparities in the distribution of national wealth as well as on the continued accountability of local authorities to the central government. Implementation has been constrained by “peoples’s inexperience of decentralised government, the divisive clan factor and a lack of civic organization”13.

11 Academy for Peace and Development, 2002, ibid. 12 Academy for Peace and Development, 2002, ibid. 13 Academy for Peace and Development, 2002, ibid.

56 Final report, September 2002 Somalia Urban Sector Profile Study F. Key sector issues

Two aspects of decentralisation are especially important from the perspective of urban development. The first is the formal devolution of central government functions to lower levels of government, primarily municipal authorities. The second, already discussed, is the privatisation of services hitherto provided by the government. The first aspect is examined here in order to draw out its implications for urban development.

Where a political framework for decentralisation has been agreed, as in Somaliland, effective decentralisation is contingent upon (a) the ability of municipalities to mobilise the financial resources needed to meet their expenditures, both recurrent and capital; and (b) the availability of competent administrative and technical staff to carry out the functions entrusted to local government. What follows is an overview of the financial condition of municipal authorities.

In the immediate post-war period there was great confusion surrounding the sharing of taxation powers between the central government and municipal authorities. A recent report notes that:

After 1991 local government authorities collected significant revenues for many years by taxing goods entering their jurisdiction from other districts of Somaliland, despite the fact that most of these goods had already been taxed on entering the country. As this form of double taxation provided them with adequate resources14, local authorities generally failed to develop their own local tax bases. What was supposed to be a transitional activity became permanent.15

In March 2000, a law was passed to harmonise local taxation with central government taxation. The law did away with the multiple taxation of transit goods. In order to compensate municipal authorities for lost revenue, districts with customs posts, such as Berbera and Boroma, were entitled to 10% of customs duties collected by the central government. For Berbera, this source brings in about US$ 100,000 per month on average,16 making it, on a per capita basis, the major beneficiary of this taxation arrangement.

A grant system was also introduced, managed by the Ministry of Finance, under which 12.5% of customs revenue collected nationally is shared among municipal authorities. This sharing of revenue is yet a means of compensating local authorities which do not have custom posts for revenue losses stemming from the harmonisation of taxation. In recent years, this system has not worked very well with grant resources diverted to meet the costs of upcoming elections.

The financial position of many municipal authorities is precarious. The loss of revenue from livestock has had a devastating impact on the ability of many of these authorities to finance their operations. Borama has not been able pay staff salaries on time. Burao has accumulated a deficit of SLSh 2.2 billion. Sheikh has seen its annual revenues fall sharply in recent years.

Poor revenue collection efficiency and the limited taxation of some sources, for instance land and buildings, have further weakened the financial position of municipal authorities. In Berbera, for instance, property taxes account for only 3%17 of total revenue, far below the norm of 20% in developing cities with a proper cadastre. Low collection efficiency is the result

14 Law No. 12 on the Unified Tariffs for Local Government, cited in Academy for Peace and Development, ibid. 15 Academy for Peace and Development, 2002, ibid. 16 Discussions with the Customs Department at Berbera port, 16-Jul-02. 17 “Experiences from Berbera Municipal Authority on Improving Revenue Base and Financial Management” Report by Justus Mika, UN-Habitat municipal finance consultant, 2002.

Somalia Urban Sector Profile Study Final report, September 2002 57 F. Key sector issues

of a combination of factors: poor staff skills and lack of proper financial control systems and procedures.18

The two broad sources of municipal revenue are taxes and fees, the main categories of which are listed below:

Taxes collected by the central government and shared with municipal authorities - Import taxes - Sales taxes on livestock exports and fuel imports

Property taxes - Taxes on buildings - Taxes on land and temporary buildings

Business taxes - Business and vehicle licences - Sales tax on electricity, cinemas, etc. - Taxes on chat, market stalls, water tankers, etc.

Agro-based taxes - Slaughter house taxes - Animal skin taxes - Production taxes on agricultural produce - Farming taxes on medium to large scale farms

User fees and other charges - Sanitation - Charges for new plots and building approval - Registration of family records, identity cards, birth and death certificates, etc - Transfer of ownership

For Hargeisa and Berbera, on which reliable information is available, the relative importance of the main sources of revenue in 2000 is given below:

Table 7 Source of Hargeisa and Berbera Revenues19

Revenue Source: 2000 % Hargeisa Central government grant 14 Livestock trade 44 Property taxes 23 Business licences 4 Other income 15 Total 100 Berbera Import tax (10% share of customs duty) 33 Fuel sales tax 41 Property taxes 3 Livestock exports 20 Business licences 1 Other income 2 Total 100

18 Some towns such as Gebeley and Boroma, for instance, do not have an independent internal audit function. 19 Differences in the description of revenue items reflects the lack of uniform revenue codes across local authorities.

58 Final report, September 2002 Somalia Urban Sector Profile Study F. Key sector issues

The revenue and expenditure budgets are given below for Hargeisa in 2000 and Berbera in 2002. A comparison of total revenue and expenditures suggests that unlike other principal cities, Hargeisa and Berbera are able to balance their recurrent budgets and to spare modest amounts for capital investments. As pointed out before, Berbera derives substantial financial benefits from its strategic port location.

Table 8 Hargeisa Revenue and Expenditure Budget, 2000

Revenue Source Amount in Expenditure Item Amount in SLSh SLSh (1,000s) (1,000s) Central government 977,266 Salaries 1,764,856 grant∗ Livestock trade 2,940,206 Fuel 656,729 Property taxes 1,540,472 Administrative expenses 668,989 Business licences 299,363 Maintenance and 966,795 rehabilitation Other income 1,003,284 Markets 450,000 Total 6,760,593 Total 4,507,369 Source: Study questionnaire

Table 9 Berbera Revenue and Expenditure Budget, 2002

Revenue Source Amount in Expenditure Item Amount in SLSh SLSh (1,000s) (1,000s) Livestock and import Permanent staff 3,801,066 1,302,360 tax20 salaries and allowances Pension and retirement Property taxes 144,000 5,700 benefits Office running costs, Business licences 48,000 repairs and 197,000 maintenance Fuel 220,000 Rent, public transport 377,560 Administration and market revenue 854,666 expenses Assistance to the poor 115,000 and needy Registration fees 15,000 Contributions to other 388,700 public agencies Peace and communities 250,000 Unexpected revenue 1,000 mobilization package (fines, etc.) Other recurrent 172,000 expenses Capital investment 585,000 Other revenue 3,800 Debt repayment 300,000 Total 4390,426 Total 4390,426

∗ The allocation of central administration revenue is described on the page 34 20 Amount made up of customs duty and fuel sales tax

Somalia Urban Sector Profile Study Final report, September 2002 59 F. Key sector issues

7. Ways of Mobilising Resources

Somaliland does not have a conventional financial system and there are neither commercial banks nor specialised financial intermediaries. But legislation to govern the establishment of financial institutions is reported to be under preparation.21 Presently, the Bank of Somaliland acts as the government’s treasury but this role will broaden when the Bank eventually evolves into a fully-fledged central bank with the usual remit of setting monetary and interest rate policies, and regulating the financial sector.

Formal financial institutions are established primarily as money transfer houses but there is also an incipient insurance industry. The largest of the money transfer institutions offers a range of financial services such as deposit facilities and payment services through cheques. Credit facilities are not yet available.

For municipal authorities and other service providers, the lack of domestic and external debt finance means that the financing of capital projects must depend heavily on the revenues generated from operations. Municipal authorities continue to receive financial assistance from external donors but the lack of diplomatic recognition is a serious constraint on this source. Small private firms, such as those providing electricity, finance capital investments incrementally from their own savings or from informal sources. Larger private firms are able to arrange off-shore loans as some of their shareholders have good connections with foreign banks.

Some municipal authorities and local stakeholders, for instance in Burao and Boroma, have shown considerable resourcefulness in mobilising resources from communities and the private sector, in the form of cash, labour, in-kind contributions and especially remittances from the Somali diaspora. This effort has supported interventions in Burao’s sanitation, the building of public facilities (e.g. rehabilitation of the Burao hospital) and providing tangible support to Amoud University in Boroma. These community and private sector contributions have helped narrow the gap between the demand for and supply of financial resources.

As pointed out above, municipal authorities have considerable scope for improving revenue collection efficiency, an outcome which would put additional resources at their disposal and thus reduce dependence on outside assistance. A case in point is revenue from land and buildings. Another case can be made for regularising fund raising through remittances from abroad. For the foreseeable future, there is a need to identify and exploit additional sources of local revenue.

8. Methods of regulating projects

Although Somaliland has a Constitution, further regulations at the central level are missing for elaborating operational project conduct. These and local by-laws for further elaboration on a municipality level are essential tools for regulating projects, and need to be drafted and issued as part of the Somaliland regulatory framework.

Additional tools needed are sets of sectoral, building and planning standards and codes either unclear or missing at present. The Habitat developed building and planning codes from the 1990s should be reviewed and tabled for formal institutionalisation when revised or drafted to acceptable standards.

Capital projects should always be administered and implemented according to internationally accepted standards. For example, the World Bank’s “Procurement of Works - Smaller Contracts” (Mar-94) can be used for capital works valued up to $10 million, and the more elaborate FIDIC “Conditions of Contract (International) for Works of Civil Engineering

21 Discussion with Dahabshil/Hargeisa, the largest money transfer institution, 27-Jul-02.

60 Final report, September 2002 Somalia Urban Sector Profile Study F. Key sector issues

Construction” can be used for more complex projects and those valued at more than US$10 million. Their provisions can be adapted to software projects as well. These formats have been tested extensively, proven over time and are widely trusted to fairly control project contracts, regardless of cultural and local particularities.

The Somaliland Roads Authority sets a good example for independent or semi-autonomous oversight and regulation of projects. The same organisational mechanism can be established for urban planning and land management, as well as other sectoral services not centrally managed. Their composition can include central and local authorities as well as academics and civil society. Their relative independence relieves public authority of a problematic micro- management role while their inclusiveness provides necessary oversight for good governance.

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Somalia Urban Sector Profile Study Final report, September 2002 G. Inter-sectoral Issues

This section identifies social and physical infrastructure linkages between urban and other sectors, and identifies how urban sector improvements may impact on overall economic development and equity.

1. Rural-urban linkages

Traditionally the Somali economy was nomadic with urbanisation an essentially foreign concept or relegated to a few trading ports on the sea. Other settlements (beel) were small, usually located at water sources and sometimes seasonal. Cities evolved as administrative and service centres mainly during the last 60 years of colonial and Siad Barre rule and continued to consolidate and grow as the nature of nomadic trade regularised to some extent and a more modern economy developed. This evolution was interrupted during the war and urban developments were extensively lost.

In Somaliland, the last 10 years have seen the urban pattern being re-established, first along traditional lines of service to the dominant livestock trade. Cities like Burao served as collectors and purveyors of the rural economy and for provision of essential commodities to the still nomadic population. However, the rise of agriculture, where water makes this possible, has seen the establishment of fencing and land propriety where little existed before. This and the livestock export ban have interrupted the pastoral patterns, perhaps irretrievably, and redefined the nature of urbanisation.

The dominance of some cities like Burao has diminished and others like Hargeisa have flourished. Proximity to pastoral activities is now less important than proximity to modern economy trade routes and nodes such as the Berbera to Ethiopia road and the Hargeisa International Airport. Rural-urban linkages are perhaps strongest where chat or foodstuffs are the commodities of production and trade.

Thus, the Gebeley to Hargeisa and Berbera to Sheikh and Burao links appear strong and provide opportunities for development. Burao is however suffering with the livestock export ban although its historic prominence and size will probably see it through. The remote cities of Erigavo and Las Anod are more tenuously connected in a spatial sense to the rest of Somaliland, although strongly connected in a cultural sense. Boroma is better connected to the Somali heartland but also has direct connections to the Ethiopian hinterland and Djibouti.

Quickly growing cities like Hargeisa are forcing urban settlement into formerly rural or peri- urban areas, mostly without well-conceived urban planning. This is creating dilemmas in urban service provision and ownership. For example in Burao, urban settlement now extends into areas with water wells owned and operated by the Ministry of Water and Mineral Resources formerly for livestock but now for urbanites. This is causing an jurisdictional overlap between the Burao Water Agency and the Ministry with uncertain resolution.

It is unclear how smaller towns will develop although recent refugees are being resettled there and the President emphasises the need for their share of development attention.1 However, there is no formal control mechanism for determining where Somalilanders move and settle within the region.2 Modern economic opportunity and traditional clan considerations probably direct most internal migration.

There appears no official development policy for enhancing rural or urban opportunities in order to direct the rural-urban pattern. This may derive from the early stage of national development and the short time passed since severe chaos. Once patterns emerge, say in 3 to 5 years, official policy may address the rural-urban issue more directly.

1 Discussion on 10-Aug-02. 2 Discussion with the Minister of RRR, 3-Sep-02.

Somalia Urban Sector Profile Study Final report, September 2002 65 G. Inter-sectoral Issues

2. Economic development

The disruption and damage wrought by war has generated new and complex economic challenges for urban centres. In practically all towns, the large influx of migrants has put severe pressure on urban services and drawn attention to the pressing need for more employment opportunities. Moreover, war destruction in Hargeisa, Burao, Gebeley and Berbera has diverted substantial resources into town reconstruction.

Sheikh's pre-eminence as a centre of regional medical care and education has been temporarily disrupted. Its District Hospital, which used to serve Somalia and neighbouring countries sustained serious damage during the war and is no longer operational. Its secondary school which has over the years provided high-standard education has been temporarily closed for renovations. But in spite of these setbacks, Sheikh has continued to attract seasonal residents and vacationers from Berbera and further afield.

In Berbera, growth potential is likely to remain unchallenged. Growth will be largely fuelled by the city's strategic location as a port (especially for transhipment of goods to Ethiopia) and perhaps by rehabilitation of the cement plant.

In all towns, improvements in urban management are a precondition for economic development. Improvements will be needed on a broad front of municipal operations - in coordination of service delivery, in revenue collection, in reforming and implementing regulatory frameworks, and in promoting service delivery by the private sector.

3. Equity

Urban management will need to take account of social equity concerns in two main areas. The first is the regional inequity among towns as a result of their unequal access to resources. Berbera, for instance, receives 10% of customs revenue collected at the port, giving it a major resource advantage over other towns. In contrast, Erigavo, an inland city, is especially disadvantaged because of its remote location and poor road links to other regions.

Smaller towns also receive few central resources but are expected to grow significally in a typical pattern of rural to urban migration. As expressed recently by the Somaliland President3, these smaller towns are ill-equipped and under-capacitated to handle the growth.

The central government can help redress regional inequities through strategic financial transfers to municipal authorities, but may be unable to significantly redress inequitable capacities, especially for small towns and in light of the impact of upcoming local elections.

The second equity issue has to do with the pricing of urban services, especially water and electricity. For both services, low-income consumers generally pay considerably higher prices than other households. This inequity will need to be addressed through reforms in tariff design.

3 Discussion on 10-Aug-02.

66 Final report, September 2002 Somalia Urban Sector Profile Study Financed by European Commission and implemented by UN-HABITAT

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Somalia Urban Sector Profile Study Final report, September 2002

H. Strategy Directions

This section makes strategy recommendations to Somalia authorities, giving direction in municipal infrastructure investment planning and programming, resource mobilisation, institutional reform and strategic areas of sub-sectoral infrastructure operations.

The lack of a coherent approach to infrastructure investment planning and programming has made it difficult to: • Set programme priorities and targets, • Assess implementation progress against clear performance benchmarks, • Assess the impact of interventions, • Coordinate stakeholder interventions, and • Mobilize resources to support service provision.

In order to address these problems, and thus assure more coherence in investment planning and programming, a number of measures are proposed: • Each municipal authority should prepare a five-year urban development programme (UDP) setting out local priority projects and interventions in addition to showing how these will be financed and implemented. The process of crafting UDPs and their content is discussed in the next section, together with mobilization of the resources needed to finance service delivery. • The private sector should be outsourced the delivery of those services which it can provide with greater efficiency whilst ensuring equitable access by the poor. • Municipal authorities and the central government should be capacitated in order to improve their coordinating and regulatory capacity, especially in regard to urban planning, assuring service quality and efficient pricing, suppressing anti-competitive behaviour and occupational safety. A mechanism should be established for bringing together municipal authorities on regular basis to share experiences and best practices. • All stakeholders should be encouraged to actively participate in local development through broad representation in community advisory groups and action initiatives (e.g. cleanup campaigns).

While urban development is generally focused on the municipality, strategic interventions may also be directed at the central level. This is especially relevant to the development of the policy and regulatory framework and certain activities which require economies of scale nonexistent at the local level.

Further, capacitation interventions should extend beyond the largest cities to include smaller towns in light of their front line absorption of rural to urban migration and returnee settlement.

A number of strategy directions are proposed for the main urban services. These strategies are consistent with the outcomes of the Hargeisa consultation held in August, 2002 but they have been elaborated further by the consultants.

1. Urban Planning Services

The preparation of structural urban plans, illustrating the main land uses, should be the responsibility of a Mobile Planning Unit (MPU) established at the national level. The MPU would also backstop municipal authorities with regard to detailed area planning and urban plan implementation.

Overall implementation of urban plans and the preparation of detailed area plans, should be the responsibility of the municipal authority, either directly where the necessary capacity exists or through private firms where there is no such capacity (more likely). The exception, Hargeisa, is large enough to justify eventual capacitation of at least detailed area planning within its existing Planning Department.

Somalia Urban Sector Profile Study Final report, September 2002 69

H. Strategy Directions

The proposed MPU would consist of a small team of physical planners and other professional staff, drawn from government, academia, the private sector and CSOs, on call from municipal authorities. Municipalities should be charged so as to recover some of the costs of providing urban planning services. The MPU would be expected to contract out some of its work (beyond core service) to private firms. Two institutional options for the MPU should be considered: • Domiciling the unit within either the Ministry of Public Works, or • Placing the unit under an independent or semi-autonomous National Urban Planning Board, perhaps similar to the Somaliland Roads Authority, with members drawn from a cross-section of stakeholders in the public sector, academia, private sector and CSOs.

The feasibility of these options should be examined in detail through the urban planning intervention proposed in Section K below.

2. Land Management

Of greatest importance is the development of effective tools and methods to help resolve land disputes and return/preserve land for public use. This can be started with a land survey and registration effort such as UNDP is funding and Somaliland Cadastral Surveys is implementing for rural land in Gebeley District. The actual survey is carried out in conjunction with, and does not even start without, on-site owner/stakeholder consultation and consensus in presence of respected mediators with technical skills.

The concerned Municipality together with Ministries of Public Works and Roads, Interior and others, perhaps in form of representation from a National Urban Planning Board, possibly have joint roles in such an effort. This should be structured, capacitated and mobilised in conjunction with the proposed externally funded Urban Management Programme.

3. Urban Water

The principal recommendation regarding water is to contract out or commercialise the management of municipal water agencies to the private sector, under guidelines and standards established at the central level for local implementation. The main outcomes of this change will be: • Achievement of greater cost efficiency through (a) rationalisation of the staffing of currently overstaffed water agencies; (b) introduction of more effective financial management; (c) reduction of the proportion of unaccounted for water (losses through leaks, pilferage and non-payment by certain institutions); and (d) improvements in water billing and collection of water charges. • Introduction of cost-recovering water tariffs but with provision for subsidies to low- volume consumers such as low-income households. • System extension, made possible by improved cost recovery, leading to greater distribution via piped connections. As piped water is cheaper than water drawn from kiosks or delivered by tanker, raising the number of water connections will lead to greater equity.

While municipalities, in most cases, will retain ownership (or license) of boreholes and water mains the maintenance of these facilities will be contracted out to the private sector. On- estate water reticulation will be financed and owned by the private sector.

In cases where the private sector owns boreholes and related water production, storage and distribution facilities, their water quality and pricing will be regulated by government.

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H. Strategy Directions

Where institutional water system management overlaps, due to urban growth into rural areas or other reasons, responsibility will be decentralised to the local level.

The recent report by Hydroconseil1 recommends the following public/private partnerships scenarios for water management.

Table 10 Water Management Scenarios

Location Present Situation Recommendation Berbera Informal concession Formal concession Boroma Autonomous public body Management or service contract for production Burao Autonomous public body Lease contract for whole operation Hargeisa Autonomous public body Management or service contract for production

Further investigations are required on how to institutionalise required operational oversight within government and to privatise existing government and public capacity.

4. Sanitation

Solid waste management, a service typically provided by municipal authorities with little involvement of the formal private sector, offers substantial potential for community participation and private sector management, such as being tapped in Bossaso.

Several cities have positive experience with community based primary garbage collection. Burao municipality has recently started to mobilize its residents to take part in clean-up campaigns, as Boroma periodically does with limited input from the private sector.

Other cities have good experience with outsourcing certain services to the private sector. Bossaso appears to have successfully contracted out the management of transfer sites and garbage transport. Erigavo’s private sector is involved in house to house garbage collection. Both of these may be adaptable models for adaptation to other municipalities.

Secondary collection and disposal, and the management of disposal sites should be contracted out to the private sector. Appropriate landfill locations need to be designated on urban plans.

Liquid waste management, as well as community participation in solid waste collection, should be focus of health awareness campaigns, perhaps at the national level.

5. Urban Streets

Extension of Somaliland Road Fund support to urban streets should be sought, in conjunction with community labour-intensive efforts. Municipalities also have a role in co-financing, mobilising and coordinating projects. The Habitat led labour-intensive road pilot project in Boroma may be used as a partial model to adapt and replicate. ILO has shown interest in pursuing such initiatives as well.

1 Hydroconseil, 2002, ibid.

Somalia Urban Sector Profile Study Final report, September 2002 71

H. Strategy Directions

6. Slaughterhouses

Serious effort should be given to privatising ownership or outsourcing management of slaughterhouses as a rule. Examples exist for private ownership in Burao and elsewhere. Hygiene and performance standards should be established centrally, but monitored and enforced by the municipalities.

7. Electricity

Electricity generation, transmission and distribution should be the responsibility of the private sector, thus building on the extensive interventions already made by private companies.

As noted, there are indications that government intends to sell generating plants and distribution networks to the private sector, but to retain ownership of the transmission grid. If only one private company emerges from this arrangement, as seems to be the intended outcome, there will be no competition. The resulting monopoly in electricity provision will neither be able to meet demand nor to supply electricity at efficient prices.

The future of electricity generation requires further examination with a view to (a) determining how to consolidate private sector provision whilst ensuring competition and (b) improving the regulatory framework.

8. Telecommunications

The private sector has demonstrated its competence in providing telecommunications services. The sector is competitive, reasonably efficient and shows some ability for self- regulation. Besides general oversight and licensing of service providers, there seems to be little need for other public sector interventions in this sector.

9. Education

The Ministry of Education should continue its overall administration of all primary through secondary education rather than devolve responsibility to local level, in spite of constitutional provision for the latter (up to intermediate level) and in interest of harmonisation of curriculum and regional equity.

However, local authorities can support the Ministry’s administration with community-based and locally funded efforts to provide better facilities (e.g. latrines, water supply, electricity, furniture, guards, etc.) in lieu of adequate central budgeting. “The implementation of activities aimed at the improvement of the school environment through low cost initiatives involving parents, CECs (Community Education Committees), NGOs is extremely important and needs to be replicated at an accelerated pace.”2

10. Health

The Ministry of Health should host a study which analyses the national healthcare system to determine the role of each city’s function therein. Rehabilitation or reconstruction of former

2 UNICEF, 2001, “Survey of Primary Schools in Somalia, 2000/2001” (vol 1).

72 Final report, September 2002 Somalia Urban Sector Profile Study

H. Strategy Directions

facilities is a favoured local request, but may not be feasible or viable in light of changing reality.

For example, the Sheikh Hospital can be rehabilitated, but this may not be reasonable in a modern national system unless there is a foreign market. Also, the destroyed Gebeley Hospital may not be required again, given the smaller dispensary-based hospital and the proximity of Hargeisa facililties. On the other hand, more remote and larger cities like Boroma, Burao and Erigavo may need facility improvements and expansion.

11. Civil Society Organisations

“The government should explore partnerships with emerging civil society groups, including non-governmental organisations, professional associations and private academic and health institutions. These can provide additional experience and the resources needed in decentralising local government structures, as well as assisting in the promotion, advocacy and provision of technical services such as the training and the capacity building of decentralised local government institutions.”3

3 Academy for Peace and Development, 2002, ibid.

Somalia Urban Sector Profile Study Final report, September 2002 73 Financed by European Commission and implemented by UN-HABITAT

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Somalia Urban Sector Profile Study Final report, September 2002 I. Sectoral Programmes and their Financing

This section analyses how urban sector programmes can be developed and/or consolidated and become more cost-effective. It also identifies their most logical financing pattern.

1. Programming

In order to make programming of urban development more coherent, it is recommended that each municipal authority prepare a five-year Urban Development Programme (UDP).

The UDP will be developed around programme priorities identified at the local level, such as those proposed at the town consultations held during the preparation of this Study. Preparation of the UDP should be led by the municipal authority through consensus building consultations with stakeholders representing community groups, CSOs, public sector institutions and the private sector. UDPs will then constitute the city’s plan of action for the next five years but will be revised annually to take account of changing circumstances.

• The UDP should contain the following type of information: • An urban profile based on the profiles prepared for this Study. • The main city challenges and programme priorities. • Technical analysis of priority sectors (e.g. water, sanitation, electricity). • Technical analysis of cross cutting needs (e.g. capacity building). • Indicative five year programme and its costs. • Indicative financing arrangements with a focus on stakeholder contributions. • Institutional arrangements for detailed project preparation, project implementation, coordination and evaluation.

Technical assistance should be provided to municipal authorities in order to enable them to prepare their UDPs. The following steps are recommended for UDP preparation: • Formation of a UDP steering committee, chaired by the municipal authority, with members drawn from a cross-section of stakeholders. • Holding of consensus building meetings among stakeholders, under the oversight of the steering committee. • Formation of small sectoral task forces backstopped or led by a technical advisor, perhaps shared by several towns, who could be provided by a technical assistance agency, the Mobile Planning Unit or its institutional host. • Preparation of a five-year UDP by the sectoral task forces, based on local priorities, for review and approval by the UDP steering committee. • Preparation by sectoral task forces of project documents for submission to funding bodies. • Appraisal and financing of projects by funding bodies. • Evaluation of UDP implementation by independent consultants.

2. Financing

The lack of a formal financial sector is a critical constraint on the financing of urban development projects within the private sector and at all levels of government. In the short term, local revenues, remittances and other resources will probably be the most likely source of finance for public urban development. For this reason, it is critical for municipal authorities to improve their revenue collection efficiency. Additional financing by the central government and the donor community could be made contingent upon improvements in revenue collection efficiency besides compliance with other conditions such as those on good governance.

Somalia Urban Sector Profile Study Final report, September 2002 77 I. Sectoral Programmes and their Financing

In the longer term, it is recommended that an Urban Development Fund (UDF) be created to finance projects formulated within the framework of the Urban Development Programme. The feasibility of such a fund will need to be examined especially in terms of: • Legal framework and the type of body to be created (e.g. a board or a trust with a supporting secretariat). • Sources of capital which could include a share of municipal authority revenue, the private sector and donors. • Procedures for project appraisal and financing. • Financing modalities, including grants, loans and beneficiary contributions. • Guidelines for partnerships with other financiers and donors, for instance through co- financing arrangements.

The UDF could establish several financing windows to address the needs of specific sectors and beneficiaries. Financial products could include: • Wholesale loans to reputable NGOs to support small business loans to micro- enterprises. • Loans to medium-sized businesses (e.g. electricity generating companies). • Long-term loans to municipal water agencies to support water production. • Grants to support social facilities such as schools and health centres.

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Longer term and Study Training Pilot projects large scale projects

Urban Governance Programme

Central Issues

Urban Management Programme

Somalia Urban Sector Profile Study Final report, September 2002 J. Directions for External Assistance J. Directions for External Assistance

This section reviews the effectiveness of international assistance, identifies support gaps and defines a possible role for the EC (and potentially other donors) in a hierarchy of project and intervention types for Somaliland. A similar strategy may be appropriate to other Somali regions, but requires more detailed investigation when stability and access are established.

1. Effectiveness

The most effective interventions are those which prepare key stakeholders for their roles in guiding and managing development, along with those which provide essential tools and basic needs. Most recent external assistance to the Somali people has addressed relief conditions or a single sector in early development. Worldwide, external assistance often aims for analytical cost effectiveness and clinical detachment. Neither approach is totally appropriate in the particular post-conflict circumstances found now in Somaliland and hopefully soon in other Somali regions.

At this point throughout the region, effective urban interventions should:

- build stakeholder capacity at all relevant levels. A corollary may be to build the capacity to build capacity by hosting some training in educational institutions.

- twin software with tangible hardware to address highest local priorities, absolute need and build credibility for international assistance, thus relieving the element of local fatigue with external interventions.

- provide for comprehensiveness whether in software (e.g. full range of skills training and all sizes of cities) or hardware (e.g. physical infrastructure, its furnishings and an institutionalised O&M programme).

- show sensitivity to a traumatised population as well as complying with rational technical and economic parameters of development. This may require compromises in where to invest scarce resources in order to support worthy traditions and re-build national self-image.

- establish donor commitment, so important in lieu of recent donor continuity and presence, through tangible output and long term expatriate presence on the ground. This Study was most welcome where these two conditions were associated.

- commit to a clear and realistic exit strategy which may still be longer term than in more developed countries.

2. Support Gaps

In its post-conflict state, Somaliland has substantial need in all urban sectors and locations, as can be expected in the rest of the Somali region as it emerges from conflict. Most tactical interventions will hit some requirement. However, a strategic approach to urban development is more cost effective and has more lasting impact. Thus, two strategically important gaps, not adequately being filled, are noted.

- Municipal Capacity, a process or software element, which most profiled cities readily acknowledge as seriously deficient and of highest priority for external assistance. This may be exacerbated with local leadership changes wrought by planned local elections.

Somalia Urban Sector Profile Study Final report, September 2002 81 J. Directions for External Assistance

- Urban Planning and Land Registries, combined software and hardware elements, which likewise are highly prioritised in view of general absence or incompleteness and direct relationship to urban service provision and land management. Many local and central authorities identify land disputes as the worst problem in urban management.

The recommended urban intervention strategy thus addresses these two gaps through two intervention programmes for application now in Somaliland, and other Somali regions as further study warrants and stability permits. The first is oriented to Urban Governance and the second to Urban Management.

The Urban Governance Programme includes comprehensive training (e.g. on leadership, tax and revenue, administration and finance, community relations) and technical advice which incorporate output from further studies. It covers all urban areas, in applicable regions, in a comprehensive programme of support, urgently required to assist in the transition from conflict to peace.

The Urban Management Programme covers urban planning and land management gaps, as well as the hardware elements of urban services and infrastructure. This Programme also includes formative studies and incorporates their results in follow-on projects and training. It especially twins its software development with tangible pilot or demonstration projects in the short term, and larger projects in the longer term.

The Activity Plan on the next page proposes how components of the Programmes may apply to central and city-specific targets in Somaliland. Annex L1 details the two intervention Programmes. When appropriate, a similar matrix of specific interventions should be prepared in consultation with other Somali cities and authorities.

The referred further studies are designed to fill other identified gaps in the knowledge base and prepare policy and tools for application in critical areas, at both local and central levels. Annex L1 also provides TORs for these studies regarding:

- Regulatory Framework which is incomplete and sometimes contradictory at all levels from policy to operational by-laws. Some noted deficiencies relate to urban planning, decentralisation and privatisation.

- Land Management which is plagued by private appropriations of and encroachments onto public land, and by the lack of an effective approach to resolve land disputes.

- Land Registration which is frequently missing, contradictory or incomplete in most Somali cities. Adaptation of an effective rural registration model to the difficult urban context is recommended, as is its pan-Somali implementation.

- Urban Development Fund which may prove the most feasible way to equitably mobilise resources.

Finally, there are two critical gaps which deserve special mention. Although derived from Somaliland conditions, their emergence in a peaceful future in other Somali regions can be expected. The first concerns the locational focus of urban development concern. The second concerns an over-arching issue with both software (e.g. human resource development) and hardware dimensions (physical facilities).

- Small Towns which are growing rapidly through rural to urban migration and returnee settlers, but receiving inadequate attention and resources. They play an

82 Final report, September 2002 Somalia Urban Sector Profile Study J. Directions for External Assistance J. Directions for External Assistance

- essential role in the settlement pattern but generally fall into a gap between more favoured rural or big city resource allocations and assistance programming.

- Education, especially vocational/technical training1 and tertiary which support elements of capacity building, job creation, economic development, keeping the peace and controlling drug abuse. All these elements have either direct or indirect impact on urban society and governance more than rural. Although some efforts are being made in this sector, many more are needed.

1 “Rehabilitation, particularly of traumatised youths, is a priority if future outbreaks of violence are to be avoided. To wean youths away from violence and boredom vocational schools are required.” UNDOS, 1998, ibid.

Somalia Urban Sector Profile Study Final report, September 2002 83 Activity Plan Urban Development Support Strategy 84 Somalia UrbanSector ProfileStud

Study Training Pilot Projects Longer term and large scale projects Policy Regulations Institution Assessment Action plan Central Hargeisa Berbera Burao Boroma Gebeley Erigavo Sheikh Small towns Central Hargeisa Berbera Burao Boroma Gebeley Erigavo Sheikh Small towns Central Hargeisa Berbera Burao Boroma Gebeley Erigavo Sheikh Small towns

Urban Governance Programme Leadership Tax and Revenue Administration and Finance Community Relations

y Central Issues Final re Regulatory Framework Resource Mobilisation Economic Development

Urban Management Programme Urban Planning Land Management -Survey/Registration -Appropriations/encroachments Urban Services/Infrastructure

p -Water ort - Sanitation , Se -Electricity

p -Roads tember 2002 -Markets -Slaughterhouses -Education -Health -Industry Activity Plan Urban Development Support Strategy Example illustrating relationships between Urban Governance and Urban Management Activities Somalia Urban SectorProfileStud

Study Training Pilot Projects Longer term and large scale projects Gebeley Erigavo Sheikh Small towns Policy Regulations Institution Assessment Action plan Central Hargeisa Berbera Burao Boroma Gebeley Erigavo Sheikh Small towns Central Hargeisa Berbera Burao Boroma Gebeley Erigavo Sheikh Small towns Central Hargeisa Berbera Burao Boroma

Urban Governance Programme Leadership Tax and Revenue

y Administration and Finance Final re Community Relations

Central Issues 5a 3a Regulatory Framework 4 2a Resource Mobilisation Economic Development p ort Urban Management Programme , Se Urban Planning p Land Management ebr20 85 tember 2002 -Survey/Registration -Appropriations/encroachments Urban Services/Infrastructure -Water 5b - Sanitation 1 2b 3b -Electricity -Roads -Markets Example: Land Management -Slaughterhouses 1- Study elaborates action plan for improved Land Management -Education 2a - Training Local leaders, and civil society on participatory land conflict resolution -Health 2b - Training municipal staff on technical aspects of land management (surveying, registering) -Industry 3a - Pilot project used as a vehicle to apply training principles on land conflict resolution 3b - Pilot project to apply land management technical aspects 4 - Policy change based on lessons learned 5a & b - Longer term, large scale projects for replication in other towns based on pilot project experience J. Directions for External Assistance

3. Preferred Project Options

Projects and interventions are categorised in a threefold hierarchy of descending importance to effective urban development. All reflect local or central needs and priorities as expressed and/or assessed during Study activities in Somaliland but also expected to prevail in other Somali regions as well.

During Study field work, local project identification generally began with a shopping list of hardware requirements, but evolved into a more substantive discussion about how to improve overall urban development. The frequent result was prioritisation of capacity building and urban planning as the greatest needs.

As such, the Urban Governance and Urban Management Programmes in these areas form the core of external assistance required to strategically support the urban sector in Somalia. They should be viewed as pan-Somali programmes with long term resident technical assistance coordinating associated efforts (e.g. studies, technical assistance, further need assessment, central policy advice and regulatory reform, hardware interventions and multiple stakeholder input).

First priority is software strategies to support municipal governance and sustain urban development, broadly confirmed during the consultative USPS sessions. They consist of critical interventions which require little further need assessment, as well as studies to develop enough information to define further interventions. Annex L1 gives details for these preferred project options:

Table 11 First Priority Interventions

A1 - National Urban Governance Programme A2 - National Urban Management Programme A3 - Regulatory Framework Study A4 - Urban Land Management Study A5 - Urban Land Registration Study A6 - Urban Development Fund Study

Second priority is hardware projects which could be twinned with software strategies. They are typified by their small scale but tangible outputs with immediate benefit and high local profile, many with elements of local input and participation. Annex L2 gives summary details of these projects in Somaliland only. Their formulation should receive early attention during implementation of software strategies, as should identification of other appropriate demonstration projects.

Sanitation receives universal attention due to its obvious need and low capital costs. There is potential for a national campaign bringing together government and civil society, likewise for city to city cooperation, building on successful initiatives from several cities, the ongoing EC/Habitat effort in Berbera and the EC/Africa 70 project in Bossaso. Benefits will have crucial health and education dimensions.

Second Priority Interventions are generally designated Pilot or Demonstration Projects in the above Activity Plan. Many of these should be extended or replicated in the longer term, as designated similarly in the Activity Plan.

86 Final report, September 2002 Somalia Urban Sector Profile Study J. Directions for External Assistance J. Directions for External Assistance

Table 12 Second Priority Interventions

B1 - Berbera Municipal Power Plant Rehabilitation Plan B2 - Berbera Sanitation System Support Project (Stage 2) B3 - Berbera Cement Plant Rehabilitation Plan B4 - Boroma Sanitation System Support Project B5 - Amoud University Road Rehabilitation Project - Boroma B6 - Burao Sanitation System Support Project B7 - Burao Slaughterhouse Upgrading Project B8 - Burao Water System Storage Project B9 - Hargeisa Sanitation System Support Project B10 - Hargeisa Water Authority Support Project B11 - Hargeisa Urban Planning Pilot Project B12 - Sheikh Sanitation System Support Project B13 - Sheikh Specialist Hospital Development Plan B14 - Gebeley Sanitation System Support Project B15 - Gebeley Urban Planning Project (Stage 2) B16 - Erigavo Sanitation System Support Project B17 - Small Town Urban Planning Pilot Project

Third priority is hardware projects which could stand alone as major capital investments by local or central government, or an interested external donor. Most potential projects are water, education or health sectors, by far the highest three local priorities expressed during Study mini-consultations. They generally require detailed formulation starting with pre- feasibility studies.

Table 13 Third Priority Interventions

C1 - Berbera Water System Extension and Improvement Project (Stage 2) C2 - Berbera Regional and Mental Hospitals Rehabilitation Project C3 - Berbera Cement Plant Rehabilitation (or Construction) C4 - Boroma Regional Hospital Extension Project C5 - Burao Technical School Rehabilitation Project C6 - Kosar Primary School Construction Project C7 - Burao Regional Hospital Support Programme C8 - Hargeisa Technical Schools Rehabilitation Project C9 - Hargeisa Water Development Project C10 - Sheikh Intermediate School Rehabilitation Project C11 - Sheikh Specialist Hospital Rehabilitation Project C12 - Sheikh Water System Extension and Improvement Project C13 - Gebeley Water System Extension and Improvement Project C14 - Gebeley Secondary School Construction Project C15 - Erigavo Water System Extension and Improvement Project C16 - Erigavo Slaughterhouse and Market Construction Project C17 - Urban Planning Projects (most cities) C18 - Small Towns Sanitation System Support Projects

Somalia Urban Sector Profile Study Final report, September 2002 87 Financed by European Commission and implemented by UN-HABITAT

AANNNNEEXX aanndd TTOORRss

Somalia Urban Sector Profile Study Final report, September 2002 Annex and TORs

ƒ Preferred Project Options ( Priority 1)

ƒ Preferred Project Options ( Priority 2)

ƒ City Profiles

ƒ Consultation Package

Somalia Urban Sector Profile Study Final report, September 2002 Preferred Project Options and TORs Priority 1

Project A1 Title: National Urban Governance Programme Objectives: Comprehensive development of urban governance skills. Targeted Beneficiaries: Elected officials, Municipal staff, some Central Government staff. Implementing Partners: Ministry of Interior, Municipalities, Hargeisa University Project Duration: 2 years starting Jan-02 Estimated Cost: $1,200,000 Required Staff: Full time expatriate coordinator/governance expert, various short term trainers in different disciplines (e.g. leadership, tax and revenue, administration and finance, goods and service procurement, community relations). Summary: Urgent need to orient newly elected local councilors to their jobs. Universal need to comprehensively develop leadership, technical and administrative skills for councilors and local government staff. Potential for partnership with university(ies) to establish sustained training programme, with visiting lecturers from external donors, agencies, NGOs and academics. Targets to include all Somaliland cities and towns. Activities: Skill and training need assessments. Fast-track design and implementation of job orientation and basic skills development for newly elected local councilors. Design and implementation of rolling programme of skills training. Design and implementation of hardware projects which test skills and address local needs. Technical assistance to local preparation of Urban Development Programmes (UDPs) by all key stakeholders. Reporting on above tasks and administration of long term programme.

Somalia Urban Sector Profile Study Final report, September 2002 Preferred Project Options and TORs Priority 1

Project A2 Title: National Urban Management Programme Objectives: Establish capacity to provide urban planning services and develop structural physical plans for most Somaliland cities and vital small towns. Support improved urban services and infrastructure. Targeted Beneficiaries: Municipalities, private sector Implementing Partners: Ministry of Works, Municipalities, planning firms Project Duration: 2 years starting Mar-03 Estimated Cost: $2,200,000 Required Staff: Full time expatriate coordinator and technical expert, various short term planning/technical experts in different disciplines (e.g. mapping, physical planning, GIS and information technology, technology transfer, statistics, land management, various urban service disciplines, municipal finance). Summary: Universal need to help properly institutionalise and capacitate urban planning oversight, management and plan implementation, to establish participatory planning methods and appropriate technical standards, to produce structural urban plans for 2 cities and 1 small town, to produce detailed area plans for all cities and some small towns. Possible oversight, management and/or technical output by independent board or agency. Probable technical services by private sector. Critical need to twin short term demonstration and pilot hardware projects with programmatic efforts. Need to improve specific infrastructural deficiencies in the long term. Activities: Technical assistance to regularising institutional responsibilities and roles in line with Regulatory Framework Study recommendations. Formal and on-the-job training of local and central government staff (MPUs) charged with duties in urban planning, plan implementation, land survey/registration and land management, as well as in urban service management for selected project locations. Technical assistance to production of structural urban plans and detailed area plans, urban service planning and design, and input to preparation of UDPs. Coordination of integrated urban planning, land survey/registration and land management pilot projects incorporating results of related studies. Design and implementation of demonstration and pilot hardware projects which test skills and address local needs. Development coordination of longer term and larger scale infrastructure projects. Reporting on above tasks and administration of long term programme.

Somalia Urban Sector Profile Study Final report, September 2002 Preferred Project Options and TORs Priority 1

Project A3 Title: Regulatory Framework Study TOR Location: Mainly Hargeisa, but also all major Somaliland cities. Duration: 3 months total starting Jun-03 Targeted Beneficiaries: Central Government, Municipalities Implementing Partners: Council of Ministers, Municipalities, Hargeisa University Estimated Cost: $60,000 Background: Need to clearly structure central legislation and regulations and local operational by-laws determining objectives, roles, responsibilities, methods and standards in key urban development areas (e.g. urban planning, privatisation, decentralisation) now suffering inconsistencies or lack of detail. Objectives: To develop and institutionalise consistent regulatory framework which defines, clarifies and facilitates key urban development activities. Activities: Conduct of a need assessment and proposal of resolution paths. Drafting of regulatory instruments for central and local application. Workshop(s) to discuss needs and instruments. Consultations with central and local legislative and regulatory bodies towards application of instruments (to be covered under Urban Governance Programme). Outputs: Initial report on needs and resolution path. Draft and final sets of legislative documents, regulations and local by-laws for identified areas of need. Staff Required: 3 months expatriate expert in regulatory reform (e.g. legal, public administration, legislative, urban planning experience). 3 months local expert in law, legislation and governance.

Somalia Urban Sector Profile Study Final report, September 2002 Preferred Project Options and TORs Priority 1

Project A4 Title: Urban Land Management Study TOR Location: Mainly Hargeisa, but also all major Somaliland cities. Duration: 3 months total starting Jul-03 Targeted Beneficiaries: 7 Somaliland cities Implementing Partners: Municipalities Estimated Cost: $60,000 Background: Great need to establish control over urban land management in light of widespread private appropriations of public land, encroachments, loss of public land, land disputes (sometimes violent). Objectives: To develop knowledge base of existing urban land management issues. To develop and test an approach and mechanisms for resolving land disputes. To reverse the loss of public land and protect it from further encroachments. Activities: Consultations with concerned Ministries, local councils and mayors, elders, CSOs. Analysis of existing situation and potential ways to resolve land management problems, recommendation for resolution path. Design of an implementation plan, including 3 pilot projects to test viability. 3 pilot tests in coordination with Land Survey and Registration Study to be coordinated by Urban Management Programme. Evaluation of 3 pilot efforts and revision of model for broader application under Urban Management Programme. Outputs: Initial report on situational analysis and recommendations. Report on implementation plan and pilot projects design. Report on testing of pilot projects in 3 cities, revised model and replication plan. Staff Required: 3 months expatriate land management expert investigating all major Somaliland cities. 3 months local expert with experience in municipal land management, dispute resolution, community relations. Subconsultant NGO with community relations experience.

Somalia Urban Sector Profile Study Final report, September 2002 Preferred Project Options and TORs Priority 1

Project A5 Title: Urban Land Survey/Registration Study TOR Location: Gebeley Duration: 6 months total starting Mar-03 Targeted Beneficiaries: Gebeley (directly), all Somaliland cities (long term) Implementing Partners: Somaliland Cadastral Surveys, Gebeley Municipality, Ministry of Public Works and Roads Estimated Cost: $135,000 Background: Opportunity to transfer a successful model of land survey and formal registration from rural context to urban, establish a sustainable working framework and test/refine the model for broad urban application. Objectives: To develop and test critical tools for systematic management of urban land and planning, and mediation of land disputes. To initiate process of regularising urban land registries and building a permanent data base for urban layouts. To build sustainable survey and registration capacity within the appropriate institutional structure. Activities: Evaluation of Gebeley Rural Land Registration effort, its applicability to urban context and the institutional framework to host urban land survey and registration capacity. Assembly and training of initial core working team from appropriate bodies. Conduct of pilot land survey and registration effort in a Gebeley neighborhood, to be coordinated with Land Management Study and Urban Management Programme. Evaluation of pilot effort and revision of model for broader application under Urban Management Programme. Output: Report on evaluation of Gebeley rural effort with proposal for immediate adaptation to Gebeley city and eventual replication in all Somaliland cities. Trained core team for urban land survey and registration. Map showing surveyed neighborhood and registration documents for all surveyed properties duly entered in an official land registry. Report on pilot project implementation and evaluated results with proposal for implementation in all of Gebeley and adaptation for other Somaliland cities. Staff Required: 3 months expatriate survey expert. 1 month expatriate land management expert. 6 months local expert in survey, municipal land management, dispute resolution, community relations. 20 months delegated Municipal and Ministry staff. Subcontract to Somaliland Cadastral Surveys. Required Procurement: Technical equipment (e.g. theodolites, rods, tapes and manual survey equipment, GPS, computerware, drawing equipment and supplies, office machines, etc.

Somalia Urban Sector Profile Study Final report, September 2002 Preferred Project Options and TORs Priority 1

Project A6 Title: Urban Development Fund Study TOR Location: Mainly Hargeisa with some field work in all major Somaliland cities Duration: 3 months total starting Jun-03 Targeted Beneficiaries: Somaliland Municipalities Implementing Partners: Ministries of Finance, Planning and Works, Municipalities Estimated Cost: $60,000 Background: Current funding for urban development in all Somaliland cities ad hoc, insufficient and inequitable. Need for developing a financing mechanism for for urban development projects at community and local authority levels. Possible oversight and/or administration by independent board or trust. The Somaliland Road Fund may offer an adaptable structure. Objectives: To design a mechanism of mobilising urban development resources in light of inadequate local revenues and central policy coordination. Activities: Assessment of current urban development financing mechanisms, institutional arrangements, regulatory framework, future costs of operations and investment. Consultations with central and local authorities about current financing situation and long term possibilities. Analysis of potential, and design and proposal of a Urban Development Fund financing mechanism. Research to analyse feasibility, long term sustainability, comparative benefits, legal and regulatory frameworks. Design to include regulatory requirements, operational procedures, institutional host, financing arrangements, staff and facility needs, plan for implementation (under Urban Governance Programme). Output: Initial report on current situation and future needs. Report on feasibility and proposed design. Staff Required: 3 months expatriate finance expert. 3 months local finance and institutional expert.

Somalia Urban Sector Profile Study Final report, September 2002 Preferred Project Options Priority 2

Project B1 Title: Berbera Municipal Power Plant Rehabilitation Plan Summary Details: To develop an action plan for rehabilitating or liquidating the looted and idle public power plant with 4 generators of total 3,800 kva capacity (2 probably salvagable) and associated switchboards. Consideration to be given to cost-effectiveness (possible fuel and output inefficiencies), spare parts availability, safety and environmental measures, potential sale or lease to private sector and its access to financing. Requires short term expatriate expert to guide assessment and develop action plan, in coordination with local technical team mobilised by Municipality.

Project B2 Title: Berbera Sanitation System Support Project (Stage 2) Summary Details: To extend EC/Habitat Stage 1 assessment and design into fully institutionalised system, test system application to specific tasks, evaluate and revise. Possible hosting of workshop for sanitation staff from other municipalities in a city-to-city exchange of ideas and experiences. Requires short term expatriate expert to periodically guide effort, organise workshop, evaluate and re-design, coordinating with the Municipality.

Project B3 Title: Berbera Cement Plant Rehabilitation Plan Summary Details: To assess feasibility and prepare an action plan for rehabilitation or liquidation. Consideration to be given to national economic impact and potential markets, financing requirements, technical feasibility, ownership and management scenario, skilled labour availability, supply of materials and fuel, support infrastructure. Requires short term expatriate team of experts coordinating with the Ministry of Industry.

Project B4 Title: Boroma Sanitation System Support Project Summary Details: To establish a sustainable waste management system in Boroma generally following the approach and activities of the EC/Habitat Berbera effort (Stage 1). Consideration to be given to elements of community participation through CSO motivation and organisation, and to provision of appropriate lift trucks for 35 UNHCR-donated skips now lying idle. Requires short term expatriate expert, coordinating with the Municipality.

Somalia Urban Sector Profile Study Final report, September 2002 Preferred Project Options Priority 2

Project B5 Title: Amoud University Road Rehabilitation Project Summary Details: To provide a shortened (3.5 km) vehicular and pedestrian access from Boroma to “Education Valley”. Consideration to be given to labour-intensive civil works exemplified by Habitat’s earlier “Chicago” street project, and to contributions by community (labour), Amoud University (co-financing), Somaliland Road Fund (co-financing) and a donor (co-financing) Requires short term expatriate expert to prepare simple design documentation, periodically oversee Ministry of Works and Municipality implementation and provide project accountancy.

Project B6 Title: Burao Sanitation System Support Project Summary Details: To establish a sustainable waste management system in Burao generally following the approach and activities of the EC/Habitat Berbera effort (Stage 1). Consideration to be given to elements of community participation through CSO and Municipality motivation and organisation, as has been recently initiated by the Mayor. Requires short term expatriate expert, coordinating with the Municipality.

Project B7 Title: Burao Slaughterhouse Upgrading Project Summary Details: To improve management and sanitation practices including access to water and liquid waste disposal. Consideration to be given to potential privatisation of management and/or ownership as per other local facility, and to coordinating function with emerging meat processing factory. Requires short term expert coordinating with the Municipality and private sector interests.

Project B8 Title: Burao Water System Storage Project Summary Details: To increase storage capacity in line with projected system capacity, possibly Stage 2 of current Dutch/Habitat project. Consideration to be given to possible rehabilitation but also new construction. Requires short term expatriate expert, coordinating with Burao Water Agency, to design and oversee construction.

Project B9 Title: Hargeisa Sanitation System Support Project Summary Details: To establish a sustainable waste management system in Hargeisa generally following the approach and activities of the EC/Habitat Berbera effort (Stage 1). Consideration to be given to elements of community participation through CSO motivation and organisation, and to possible tie-in with recycling industry. Requires short term expatriate expert, coordinating with the Municipality and private sector interests.

Somalia Urban Sector Profile Study Final report, September 2002 Preferred Project Options Priority 2

Project B10 Title: Hargeisa Water Agency Support Project Summary Details: To privatise management, expand service delivery, strengthen operations and maintenance, re-structure tariffs and financing for full cost recovery and capital investment needs. Consideration to be given to developing alternative sources (e.g. new well fields and rainwater collection) and distribution extension. Requires long term expatriate expert attached to HWA.

Project B11 Title: Hargeisa Urban Planning Pilot Project Summary Details: To develop partial structural urban plan and test the land survey/registration and management model developed in Gebeley in a big city context and prepare for extensive replication throughout Hargeisa and elsewhere in Somaliland. Consideration to be given to appropriate test area (e.g. inner city or suburb, old and established or new development, residential or commercial, large or small dimensions, many or few landlords, well defined or contested ownership), mediation techniques and stakeholders. Requires long term expatriate planning expert (in conjunction with other proposed urban planning and land registration efforts), coordinating with Ministry of Works, Municipal Planning Department, Somaliland Cadastral Surveys, elders and NGOs (for dispute mediation), possible new Planning Board and/or Technical Support Committee from civil society.

Project B12 Title: Sheikh Sanitation System Support Project Summary Details: To establish a sustainable waste management system in Boroma generally following the approach and activities of the EC/Habitat Berbera effort (Stage 1), especially. Consideration to be given to elements of community participation through CSO motivation and organisation, and to provision of appropriate lift trucks for 35 UNHCR-donated skips now lying idle. Requires short term expatriate expert, coordinating with the Municipality.

Project B13 Title: Sheikh Specialist Hospital Development Plan Summary Details: To assess the feasibility of rehabilitating the damaged and non- functioning existing facility and operationalising it as a Specialist Hospital, and to develop an action plan for implementation. Consideration to be given to sustained cost recovery, potential demand (e.g. international and national clientele, seasonal residents, students), required staffing and equipment, impact on urban services. Requires short term expatriate team, coordinating with Ministry of Health, Municipality, Hargeisa University

Somalia Urban Sector Profile Study Final report, September 2002 Preferred Project Options Priority 2

Project B14 Title: Gebeley Sanitation System Support Project Summary Details: To establish a sustainable waste management system in Boroma generally following the approach and activities of the EC/Habitat Berbera effort (Stage 1), especially. Consideration to be given to elements of community participation through CSO motivation and organisation, and to provision of appropriate lift trucks for 35 UNHCR-donated skips now lying idle. Requires short term expatriate expert, coordinating with the Municipality.

Project B15 Title: Gebeley Urban Planning Project (Stage 2) Summary Details: To apply pilot tested and revised model (structural urban plan, land survey/registration and management) to entire municipal area. Consideration to be given to formal cost-sharing by property owners, development of working teams based in private sector. Requires long term expatriate planning expert (in conjunction with other proposed urban planning and land registration efforts), coordinating with Ministry of Works, Municipality, Somaliland Cadastral Surveys, elders and NGOs (for dispute mediation), and possible new Planning Board.

Project B16 Title: Erigavo Sanitation System Support Project Summary Details: To establish a sustainable waste management system in Boroma generally following the approach and activities of the EC/Habitat Berbera effort (Stage 1), especially. Consideration to be given to elements of community participation through CSO motivation and organisation, and to provision of appropriate lift trucks for 35 UNHCR-donated skips now lying idle. Requires short term expatriate expert, coordinating with the Municipality.

Project B17 Title: Small Town Urban Planning Pilot Project Summary Details: To develop partial structural urban plan and test the land survey/registration and management model developed in Gebeley in a small town. Consideration to be given to appropriate test area, mediation techniques and stakeholders. Requires long term expatriate planning expert (in conjunction with other proposed urban planning and land registration efforts), coordinating with Ministry of Works, Municipality, Somaliland Cadastral Surveys, elders and NGOs (for dispute mediation), and possible new Planning Board.

Somalia Urban Sector Profile Study Final report, September 2002 City Profiles

The City Profiles of Somaliland towns provide a consolidated recording of city data collected by the USPS team during (a) meetings (b) mini-consultations with a wide variety of local stakeholders (local authorities, NGOs, CBOs, private sector and others) and site visits (projects and problem areas). While the profiles do not present an in-depth account of the respective cities, they give the following useful information: • an overview of city conditions; • a SWOT1 analysis of the city; • locally expressed prioritization of sector needs.

The city profiles were edited by local officials, including mayors or their delegates who represented them at the Hargeisa Consultation. The profiles were used at the consultation as an information source in addition to serving as an important contextual backdrop.

Each local authority will receive its profile in final poster format while the concerned ministries will be provided with a full set of all the towns in A3 format.

The City Profiles of towns in the rest of Somalia are preliminary, providing basic information to be developed further during later stages of the project cycle. The scope and depth of the information collected was limited by security constraints. In respect to Bossaso and Las Anood, the subconsultants were not able to provide the necessary information.

1 Strengths, Weaknesses, Opportunities and Threats

Somalia Urban Sector Profile Study Final report, September 2002 SOMALIA URBAN SECTOR PROFILE STUDY

USPS Profile

Urban Sector Profile Study funded by EC and implemented by UN-HABITAT BERBERA URBAN PROFILE BACKGROUND HORDHAC • Heavily war-damaged city • Waxyeelo dagaal oo xooggan • Much remaining rehabilitation needs. • Baahiyo badan oo dayactir • Meesha ay ku taalo oo ah gubanka oo xeeb ah • Location on hot, dry Guban coastal plain. • Dekadda Somaliland u weyn oo leh laba wado oo muhiim • Principal Somaliland port with 2 main roads connecting ah oo ku xidha koonfur galbeed Hargeisa iyo Ethiopia, southwest to Hargeisa and Ethiopia, and southeast to koonfur barina ku xidha Burco, Puntland iyo Somalia. Burao, Puntland and Somalia. • Magaalo-madaxda Gobolka Saaxil • Capital of Sahil Region. • 1992 dadka deganaa waxay dhaaayeen 15,000 ilaa • 1992 population: 15,000 to 20,000. 20,000 • Dadka degan imika 15,000 ilaa 50,000 • Current population: 15,000 to 50.000 KOOXAHA MAGAALADDA DANEEYE CITY STAKEHOLDERS QAYBTA DAWLADDA Public sector: Dawladda Hoose: Municipal Government • Gudoomiye Gobol iyo duqa Magaaladda oo hawsha laba • Mayor (and Sahil Governor) serving 2+ years. sanood iyo xooga hayay. • Berbera Municipal Authority with employees of overall low • Dawladda Hoose ee Berbera oo ay ka shaqeeyaan guud capabilities. shaqale awoodooda waxqabad ay hooseyso. • Berbera Water Agency with 57 employees. • Wakaaladda Biyaha Berbera oo ka shaqeeyaan 57 shaqaale ahi Central Government: • Dawladda Dhexe: • Ministries of Interior, Finance (especially Customs), Public • Waxa ka hawlgala Berbera Wasaaradaha Arrimaha Works, Water, Health, Education and Livestock. Gudaha, Maaliyadda siiba (Customs), Hawlaha Guud iyo • Berbera Port Authority largest local employer. Guriyeyna, Biyaha, Caafimaadka iyo Xoolaha. Civil Society: • Dekedda Berbera ayaa ah shaqo siiyaha ugu badan • At least 7 NGOs active in markets, education, skills and magaalada vocational training, income generation, public awareness, Ururada Wadaniga Ah: women's advocacy, health, environmental protection. • Waxa Berbera ka jira 7 urur oo madaxbanaan oo si firfircon uga hawlahan suuqyada, waxbarashada, xirfad barrida, • A few active local urban service providers (including 4 dakhli dhalinta, wacyigelinta, u-hiilinta haweenka, telecom companies), port-related businesses and retail cafimaadka dhawridda deegaanka. traders, especially market women. • In yar oo sifirfircoon uga hawlgasho fidinta adeegyada oo External: ay ka mid yihiin 4 shirkadood oo isgaadhsiinta ah, ganacsi • At least 1 INGO active in education and health, pending 3 iyo laxidhiidha dekedda iyo ganacstada tafaariiqda iibsha; year extension. gaar ahaan haweenka. • At least 8 external donors and agencies active in health, Kooxaha shisheeye ee daneeyaa horumarinta Berbera: water, public buildings, municipal training, town planning, • Ugu yaraan hal NGO Caalami ah oo ku hawlan poverty reduction and economic recovery. waxbarashada iyo caafimaadka hadda sugaysa in mudada hawlgalkeeda loo kordhiyo saddex sanadood. • Ugu yaraan 8 deeq biyaal shisheeye ah iyo hayado kale ayaa ku hawlan caafimaadka, biyaha, kabida dawladda hoose, qorshaha magaaladda, dhimista saboolnimada iyo kabidda dhaqaalaha. MUNICIPAL GOVERNMENT DAWLADDA HOOSE Municipal Finance Ilaha Daqaale ee Dawlada Hoose: • Ilo dakhli oo ilaa xad joogto ah (cashuurta iibka shidaalka, • Relatively stable sources of revenue (mainly from fuel cashuuraha iyo dhoofinta xoolaha) sales tax, customs duty and livestock exports). • Waxa wiiqa dhaqaalaha dawladda hoose, awoodda • Constrained by limited collection capacity, outdated ururinta cashuuraha, habka xisaabeed iyo habka accounting and financial management. maareynta lacagta oo ah kuwo laga bakay

ADEEGYADA MAGAALADDA URBAN SERVICES Biyaha: Water: • Guryo badan ayaa biyo leh, hase ahaatee qaybaha • Relatively many household connections but some areas magaaladda qaarkood mahelaan adeeg biyood oo not well-served. wanaagsan. • Part of system and management capabilities currently • Qaybo ka mid ah oo awoodood waxqabad ayaa hadda la being upgraded. xoojinayo sida hab iyo kartida maareynta. • Dhibaatooyin farsamo oo la xidhiidha soo saaridda biyaha, • Technical problems with water production, system leakage, qasabadaha oo liigaya ama awdamay. partially blocked pipes. • Habka sicirgoynta biyaha oo aan dhiirigelinayn maalgelinta • Pricing inadequate for capital investment. rasamaalka. Electricity: Laydhaka: • Union of 8 private providers with 32 employees. • 8 Shirkadood oo gaar oo isu tegay, oo leh 32 shaqaale. • 10 generators producing 0.9mw, 2,000 connections. • 10 makiinadaha dabka dhaliya oo wax soo saar kood dhan yahay 0.9 mw. Goobaha laydku ku xidhan yahay oo dhan • Old public power plant being assessed for 2,000. operationalisation. • Wershaddii laydhka ee Dawladda oo la qiimaynayo siday u Sanitation: shaqayn lahayd. • Inadequate system operated by Municipality. Fayodhawrka: • Liquid waste service only from Hargeisa. • Habka fayo-dhawrka D/Hoose oon ahayn mid haboon. Health: • Adeega qashinka dareeraha ah oo ka yimaada Hargeisa oo kaliya. • 3 MCHs, regional and mental hospitals in modest Caafimaadka: condition. • 3 xarumood oo daryeelka hooyada iyo caruurta, cisbitaal • Shortages of drugs, supplies, equipment and specialist heer gobol, iyo cisbitaalka dadka maskaxda ka buka, oo doctors. xaaladoodu tahay meel dhexaad. • High incidence of TB, gastro-intestinal, nutritional, STD and • Dawada, alaabta, qalabka iyo dhakhtaro aqoon gaar mental illness. ahaaneed leh oo aad u yar. • 3 private clinics, 12 pharmacies, 1 drug wholesaler and • 8 qaaxada (T.B), cudurada caloosha, nafaqada, cudurada many traditional healers, especially for child delivery. galmada la isugu gudhiyo, cudurada maskaxda oo sii • System being weaned off INGO support into cost-sharing kordhaya. mode with Municipality and community support. • 3 shaybaadhka oo gaar loo leeyahay, 12 farmasi, baakhar Jumladle ah, iyo daaweeyayaal dhaqan sida umulinta. Education: • Hayad caalami ah oo taageeraysa wadaagga kharshka • Insufficient teachers, overcrowded classrooms at lower dawladda hoose iyo taageerada bulshada. levels. Waxbarashada: • Summer heat and lack of electricity impacts heavily on Macalimiinta oo aan ku filayn, fasaladda hoose oo ardayda ku education. jirta ay ka badan tahay inta ay qaadi karaan. Other: Kulayka xaagga and la’aanta laydhka oo saamayn weyn ku • Urban roads not regularised, many uncontrolled yeeshay waxbarashada. encroachments. Adeegyo kale: • Wadooyinka magaaladda oon sharciyeysnayn, xad gudub • New market being built. badani ka jira. • Suuq cusub oo la dhisayo. Urban Sector Profile Study funded by EC and implemented by UN-HABITAT BERBERA URBAN PROFILE

URBAN ECONOMY & POVERTY XAALADDA DHAQAALAHA IYO • Livestock export from port suffering Saudi ban. SABOOLIMO EE MAGAALADDA • Local hope for development of marine resources. • Dhoofinta xoolaha ee dekadda oo hoos u dhacay. • Rehabilitation of cement plant destroyed by war may be • Rajo heer degaan oo horumarinta khayraadka badda. infeasible. • Dayactirka wershaddii sibidhka oo uu dhumiyey dagaalkii, • Potential for increased use of port for Ethiopian imports. oo suuragal. • Awood kordhin isticmaalka dekedda, oo ka faaiidaysta waxyaalaha u soo degga Ethiopia. URBAN ENVIRONMENT DEEGAAN KA MAGAALADDA. • Fogaynta qashinka adag oo dhibaatooyinkeeda la isku • Solid waste problematic but being addressed by externally dayayo in mashaariic ay shisheeye maamulaan lagu run project. daweeyo. • Noise pollution and safety problems at private electricity • Diikhawga sawaxanka iyo dhibaatooyinka amaanka ee plant. wershadaha gaarka ah ee dhaliya laydhka. • Private telecom sector and electricity provision with • Ganacsato iskaashasiineed, oo isla marka bixisa layd ay u uncontrolled "spaghetti" cable networks. isticmaalaan waayiro aad u yar yar. QORSHAHA MAGAALADDA IYO URBAN PLANNING & LAND MANAGEMENT MEEREYNTA DHALKA • No comprehensive urban plan, land registry. • Qorshaha magaaladda oo dhamaystirnayn, iyo • Land disputes a major source of civil strife. diiwaangelinta dhulka oo aan jirin. • Pilot mapping/cadastre of part of urban area recently • Khariidada / cadastre tijaabo ah oo laga hirgeliyey qayb ka completed. mid magaaladda. GURIYEYNTA HOUSING • Waxyeelo xoggan oo dagaalkii geystay ayaa ka muuqata. • Heavy war damage still evident. • Xadgudub aan sharci ahan oo loo geystay wadooyinka • Some uncontrolled encroachment on roadways. magaaladda qaarkeed. • Mostly informal housing. • Guriyeynta oo u badan dhisme aan caadi ahayn

STRENGTHS WEAKNESSES OPPORTUNITIES THREATS PRIORITIES • Strategic location with a well- • Inadequate electricity • Raising revenue collection • Municipal revenue might fall •Health established port generating generation relative to demand efficiency of the municipality when transit fees replace part of •Electricity substantial employment • Inequitable pricing of electricity • Additional revenue from duty on the customs duty collected at •Water the port • Stable revenue base consisting • Limited water distribution livestock exports if current • Sanitation/drainage of fuel levy and customs duty system and inequitable water livestock ban is lifted • Multiple claims over land a • Small population relative to pricing • Envisaged improvements to the critical source of conflict in availability of financial • Water standards lowered by harbour might generate addition to impeding land resources calcium carbonate deposits additional jobs and revenue development • Efficient provision of • Limited municipal capacity for • Rehabilitation, if feasible, of a • No access to debt finance for telecommunication services by financial management nearby cement factory would development private companies • Limited municipal capacity to create jobs • Pilot land use/demarcation manage urban planning and • Potential for improved local project (under TIAP) forms a collect revenue accountability following the basis for town-wide replication • Incomplete land registry elections slated for late 2002 • Continuity in municipal • Past INGO supplementation of leadership staff salaries at local hospital has proved unsustainable

AWOODAHA DHALIILAHA FURSADAHA KHATARAHA MUDNAANTA AWOODAHA MUDNAANTA DHALIILAHA FURSADAHA KHATARAHA • Goob istraatiji ah, leh deked si • Dhalinta laydka oo aan wanaagsan u dhisan oo leh daboolayn baahida loo qabo. • Kartida dawladda hoose ee • Goob istraatiji ah, leh deked si • Dhalinta laydka oo aan • Hoos u dhac dhakhliga •Cafimaad fursado shaqo siin. • Sircir goynta laydka oo aan cashuur dejinta iyo uruinta. dawladda hoose markay •Cafimaad wanaagsanu dhisanooleh daboolayn baahida loo qabo. • Kartida dawladda hoose ee •Laydhka • Saldhig canshuureed oo dadka intiisa badan awoodin. • Canshuur dheeraad ah oo ka • Hbeddesoos u hodhac cashuurdhakhtaliga transitka fursado shaqo siin. • Sircir goynta laydka oo aan cashuur dejinta iyo uruinta. ••LBaiyyahadhka deggan, kana kooban • Biyo-gelin kooban iyo soo gasha cashuurta dhoofinta ahi,daw lcashuurtiadda hoosei kastammarkkaya. • Saldhig canshuureed oo dadka intiisa badan awoodin. • Canshuur dheeraad ah oo ka • FBayiyahaodhawrka decashuurggan,ta kana shid koobanaalka, shircirgoyntisa oo aan dad xoolaha. • Dbeddesadka badanho cashuureek uta transitka • Biyo-gelin kooban iyo soo gasha cashuurta dhoofinta • TFayaboodh barawrkaka shaq aalaqa cashuurcanshuutarkashi kastamkadaalka, . badani awoodi Karin. • Hagaajinta dekedda, oo la fili dacahi, wcashuurtiooneya dhuli kastam gudkaaha. shircirgoyntisa oo aan dad xoolaha. • Tabo barka shaqaalaqa • Dcanshuuadka derkgga ankastamka oo yar .marka loo • Biyaha oo ay fayadooda hoose karo inay abuurto shaqooyin iyo • Dwadkaxaay sababadanbi eekkart au isqabadyo, badani awoodi Karin. • Hagaajinta dekedda, oo la fili eego ilaha dhaqaale ee ka jira. u dhigtay haadhaaga calcium cashuur dheeraad ah. iydaco iws oonehortaayagdidhul horguumdaharinta • Dadka deggan oo yar marka loo • Biyaha oo ay fayadooda hoose karo inay abuurto shaqooyin iyo • Feeidginotailah adeegaa dhaq isagaaleadehsiie kanta, jira. carbonate. • Dayactirka wershedda simidka dhuwaxlakya.sababi karta isqabadyo, u dhigtay haadhaaga calcium cashuur dheeraad ah. iyo is hortaagid horumarinta oo si fiican u shaqaya, ayna • Awoodda lacageed ee oo abuuri karta shaqooyin. • Deyn horumarineed oo aan jirin. • Fidinta adeega isgaadhsiinta, carbonate. • Dayactirka wershedda simidka dhulka. ooleeysiahafiicyandadu shaq gaara ahya,i. ayna dawladda hoose oo kooban. • Hagaajin xisaabtanka dawladda • Awoodda lacageed ee oo abuuri karta shaqooyin. • Deyn horumarineed oo aan jirin. • Tleiejaaboyaha yistidadcmaa gaarlka ahdhi.ulka / • Awoodda dawladda hoose ay hoose, doorashada ka dib, oo la dawladda hoose oo kooban. • Hagaajin xisaabtanka dawladda mashruuca kala xaday inta oo ku maamusho qorshaha filin karo. • Tijaabo isticmaalka dhulka / • Awoodda dawladda hoose ay hoose, doorashada ka dib, oo la noqon karta asaaska magaaladda, kuna ururiso mashruuca kala xaday inta oo ku maamusho qorshaha filin karo. magaaladda oo dhan (TIAP). cashuuraha oo kooban. noqon karta asaaska magaaladda, kuna ururiso • Joogtaynta hogaank dawladda magaaladda oo dhan (TIAP). • Diiwcashuurahaangelintao odhulkoobaka oon. ay wax hoose. ka dhimn yihiin. • Joogtaynta hogaank dawladda • Diiwangelinta dhulka oo ay wax hoose. • Kkaabi dhiddamn heyadahyihiin. a caalamiga ee waagi hore mushaharka • Kabidda heyadaha caalamiga shaqaalaha iyo kuwa ee waagi hore mushaharka cosbitaalka oo noqday kuwa shaqaalaha iyo kuwa aan waarin. cosbitaalka oo noqday kuwa aan waarin.

Urban Sector Profile Study funded by European Commission and implemented by UN-HABITAT BOROMA URBAN PROFILE BACKGROUND HORDHAC • Spared by war, but much deterioration from lack of • Dagaalkii way ka nabad gashay, lakiinse waxa haysta maintenance and controlled growth. dibu-dhac ka yimi dayactir la’aan. • Location in Hawd zone punctuated by rocky mountains and • Waxay ku taalaa haadka, oo buuraley ah, lehna durduro. small streams. • Waxay ku taalaa meel joofeedu yahay 12000 mitir. • Waxay ku taalaa oo kale wadada aan laamiga ahayn ee • Lying at over 1,200m elevation. xidhiidhisa Hargeisa iyo Djibouti iyo JigJiga, Ethiopia. • On main unpaved road connecting Hargeisa to Djibouti • Waa magaalo-madaxda Gobolka . and to Jijiga, Ethiopia. • Tirade dadka hadda deganni waa 85,000 ilaa 120,000. • Capital of Awdal Region. • Current population: 85,000 to 120,000 (minimum 3% growth rate) KOOXAHA DANEEYA BORAME CITY STAKEHOLDERS Garabka Dawladda: Public sector: • Gudoomiye gobol isla markaasna ah duqa magaaladda Municipal Government: Borame. • Newly appointed Governor/Mayor • Dawladda Hoose ee Borame. • Gudida shaqaalaha Dawladda oo hadda ku guda jira • Boroma Municipal Authority. dhimid shaqaale oo loo adeegsanayo imtixaan. • Civil Service Commission currently undertaking staff • Wakaaladda biyaha Borame oo ilaa xad madax banana, reduction exercise based on exams. hase ahaatee hoostimaada Duqa magaaladda dhinaca • Boroma Water Agency, semi-autonomous but accountable xisaabtanka. to Mayor. Central Government: Dawladda Dhexe: • All Ministries, especially Water, Health and Education (all • Wasaarada oo dhan gaar ahaan biyaha, caafimaadka, iyo with regional Boards). waxbarashada Civil Society: Ururada Wadaniga ah: • At least 2 umbrella women's NGOs (Ain with 8 and • Ugu yaraan 2 daladood ee NGO haween ah ayaa jira AIN Kulmiye with 9 members involved mainly in women's iyo kulmiye, oo ku hawlan xoojinta wax qabka haweenka, empowerment, FGM awareness, sanitation, micro-finance, wacyi gelinta gudniinka fircowniga ah, fayo-dhawrka, millett milling) and 42 separate women's NGOs (some deynta wareegta, iyo 42 NGO haween oo madax banana, inactive). oo qaar kood aanay haw hayn. • Unknown number of other NGOs including BAT (donor- • Tiro aan sugnayn oo NGO-yo ah oo ay ka mid BAT oo driven contracts for peace building, relief, roads, water, qabta hawlo kala gedisan sida dhisida nabadda, gargarka, primary schools, rural development), SOSVO and ARDA. wadooyinka biyaha, dugsiyada asaasiga ah, horumarinta • Chamber of Commerce and Industry. reer miyiga, iyo SOSVO iyo ARDA. • District Development Committee not active, waiting for • Rugta ganacsiga iyo wershedaha. local elections. • Guddida horumarinta degmada oon hawlgelin, sugaysana doorashooyin. • Amoud University and its Technical Support Committee. • Caamud University iyo guddidayda taageerada. • Institute of Agricultural Technology. • Mac hadka farsamada beeraha. External: Kooxaha shisheeye: • A few donors, agencies and INGOs active in water, micro- • Tiro yar oo deeq bixiyaal ah, hayadu iyo NGO-yo calaami financing, health, agriculture training. ah oo ka hawl gla:- deymaha wareega, caafimaadka, iyo tababarka beerraha.

MUNICIPAL GOVERNMENT ISMAAMULKA DAWLADDA HOOSE Municipal Structure Qaab dhismeedka dawladda Hoose: • Boroma Municipal Authority overstaffed (154 employees) • Ismaamulka dawladda Hoose ee Borame oo leh 154 and undercapacitated. shaqaale ah oo awoodood waxqaba ay hooseyso. • Boroma Water Board established in 2000, Water Agency • Wakaaladda biyaha borame oo la abuuray 2000 ay kan overstaffed with 45 employees (28 optimum). shaqeeyaan 45 qof, baahideedu shaqaale ay tahay 28. Dhaqaalaha Dawladda Hoose: Municipal Finance: • Xaalad dhaqaale o hooseysa, awood li’ida inay bixiso • Weak financial position, unable to pay salaries on time. mushaharka shaqaalaha waqtigii loogu talogalay. • Constrained by inefficient revenue collection. • Waxa curyaamiyey habka ururinta dhakhli oo ah mid aan • No independent internal audit office. wanaagsanay. • Hantidhawre madaxa banana oo aan jirin.

URBAN SERVICES ADEEGYADA MAGAALADDA Water: Biyaha: • High ratio of staff per house connection. • Isu dheelitir la’aanta shaqaalaha iyo tirade guryaha ay • Low technical and billing efficiencies. biyuhu gahsan yihiin. • Farsamo hooseysa iyo habka biilasha oon habayn. • Higher tariffs for metered supply and kiosk consumption • Sicirka biyaha ee Guryaha mitirka leh iyo kaalmaha oo aad than in other cities but not high enough to recover costs.. u sareeya, marka la garab dhigo magaaloyinka kale. • 2 public boreholes producing 365m3 daily supplemented • 2 ceel oo riig ah, soona saara 366 m2 masalintiiba oo uu by 160m3 from private wells. kaba ceel gaar loo leeyahay waxsoosar kiisuna yahay 160 • 2 boreholes in use by Local farmers. m3. • 20% loss from leakage and pipe residuals. • 2 ceel oo riig ah biyo siiya. • Reticulated system connected to 130 households (5,000 • 20% biyuhu waxay ku lumaan leegid iyo qasabadaha oo needed), 32 kiosks. awdma. • Guriyaha ay biyuhu ku xidhan yihiin 130 guri (baahiduna • Municipal and community support for public/private water waa 5000 guri) 32 kaalmood. system partnership. • Taageerida dawladda hoose iyo bulshada oo diyaar u lah • Community apprehension about water quality. inay kaga qayb galaan hawlaha biyaha si mataanaysan. • Water Board is overstaffed but of low capabilities. • Baqdin ay bulshadu ka qabto tayada biyaha. • Current donor project rehabilitating 4 boreholes, increasing • Mashruuc ay deeq-bixiyayaashu oo ku dayactirayaan 4 storage, extending/increasing distribution pipes and house riig, kordhin keydka biyaha. connections (1,000 in planning stage). Laydhka: Electricity: • 9 shirkadood ayaa ku haysan monopoly • Qaab maamul lahaansho ama maareyn qandaraasha oon • Spatial monopolies in electricity distribution by 8 private jirin providers. Fayo-dhawrka: • No regulatory framework or formal ownership/management • 35 taangi o qashinka lagu ururiyo oo ay bixisay UNHCR, contracts. isticmaali li’I ayey meel u yaalaan, iyada oo ay sababtu Sanitation: tahay gaadiid qaadi lahaa oon jirin. • 35 skips donated by UNHCR lying unused for lack of • Qashinka oo meel walba daadsan. appropriate lift truck. • Qaabka fogeenta qashinka oon haboonayn. • Obvious rubbish problem in public areas. • Guridda qashinka adag waxa ganac ka geysta dad gaar ah oo bixya bulddozero • Inadequate disposal sites. • Some private business support (bulldozer) for solid waste removal.

Urban Sector Profile Study funded by EC and implemented by UN-HABITAT BOROMA URBAN PROFILE

Health: Caafimaadka: • Regional hospital with 63 total staff including 5 doctors. • Cosbitaal heer gobol ah oo ay ka hawlgalaan 63 shaqaale • Combined TB and HIV/AIDS wing. ahi, oo ka mid yihiin 5 dhakhtar. • INGO support of senior staff salaries pending approval of 3 • Qayb cosbitaalka ka mid ayaa loo gooyey qaaxada iyo year extension. HIV/AIDS. • High incidence of TB and mental illness. • NGO calaamiga ayaa kaba mushaharka shaqaale sare, • Medical facility for deaf. taasoo la sugayo kordhinta taageeradaa saddexda sanadood ee soo socda. Education: • Kordh saayad ah ee cuduradda qaaxada iyo kuwa • Amoud University with 2 faculties, 26 lecturers, 320 students maskaxda. - no boarding, too costly. • Cosbitaalka waxa uu leeyahay xarun caafimaadka dadka • Continuing AU support from private sector and MinEd. dheggaha la. • Agriculture Institute externally funded, thus questionably Waxbarashada: sustainable - shares some facilities with AU. • Jaamacadda camuud, oo leh laba kuliyadood, 26 bare sare, • Reported inadequacy of primary classrooms and equipment 320 arday hooy male. Roads • Taageero jaamacadda camuud ee ganacsatada gaarka ah • Urban roads not universally well laid out, some uncontrolled iyo wasaaradda waxbarashada oo sii socota. encroachments. • Machadka beeraha waxa laga maalgeliyaa dibadda, sidaas • Road conditions generally poor. darted sii socodkiisa lama hubo. • Amoud University short road impassable. • Alaabooyinka lagama maarmaanka iyo qalabka oo baahidda • High local priority. weyn ee jaamacadda haysata. • Community and public partnership in upgrading main inter- Wadooyinka: city roads. • Wadooyinka uma dhisna si waafaqsan hababka caalamiga • Little replication of earlier labour-intensive ("Chicago") road ah, qaar wa lagu soo durug (xadgudbay) upgrading project.. • Xaaladda wadooyiku guud ahaan wey xunyihiin. Other: • Jidka jaamacada camuud ma aha mid la mari karo. • Slaughterhouse managed publicly but with private user fees. • Baahida u sareysa ee degaanka. • Bulshada iyo dawladda oo u mataanwday hagaajinta URBAN ECONOMY & POVERTY wadooyinka waaweyn ee magaaladda. • Limited employment opportunities, especially for youth. • Ka faaiidaysiga wayo-aragnimadii laga helay mashruucci hagaajinta jidadka magaaladda. • Productive agricultural and grazing area, suffering 3 year drought. Waxyaale kale: • A few block making factories and miscellaneous retailers. • Xerodhiita waxa maamul dawladda, iyadoo dadka gaarka • Local hope for development of soap, pasta and salt bixinayaan kharash isticmaal. industries. DHAQAALA MAGAALADDA IYO SABOLNIMADA URBAN ENVIRONMENT • Fursada shaqo o cidhiidh ah, siiba dhalinyarada. • Private telecom sector and electricity providers contributing to • Dhul beereed iyo daaq oo wax soo saar leh, hase ahaatee ay uncontrolled "spaghetti" cable networks. heshay 3 sanadood oo roob la’aan ahi. • Significant rubbish disposal problem throughout • Weshedo jaajuurka sameeya o ay tiradoodu kooban tahay, iyo macdaaro badeecadu kala duwan iibiya.

URBAN PLANNING & LAND MANAGEMENT DEEGAANKA MAGAALADDA • No comprehensive urban plan, zoning controls. • Shirkadu gaar uu fidiya adeegyada isgaadhsiin iyo laydhka, • Land registry basically intact although inconsistent. iyagoo isticmaal waayiro aad u yar yar. • Refugee reintegration within existing urban area due to • Dhibaato weyn oo ka haysata fogaynta qashinka. scarcity of outlying land. • Land disputes a major source of conflict. QORSHAHA MAGAALADDA IYO • Land Disputes Committee active in mediation using traditional and more technical methods. MAAREYNTA DHULKA • Qorshaha magaaladda oo dhamaystiran iyo kala xaddayn ma jiraan. HOUSING • Diiwaangelinta dhulka wey dhan tahay in kastoo ay jiraan • Prevalent informal construction. isweydaarino.

STRENGTHS WEAKNESSES OPPORTUNITIES THREATS PRIORITIES • Robust optimism for peace and • Limited water distribution system and • Privatized water management could • Community apprehension about water • Health (additional HIV/AIDS and development inequitable water pricing improve efficiency and equity quality mental wards) • Active community participation in • No urban plan to guide physical growth • Further development as a centre of • Inconsistent flow of government grants • Improving town roads and link to development of public infrastructure • Poor road network and conditions excellence in higher education to municipal authority Amoud University • Progressive community outreach by • Incomplete land registry • Potential for higher levels of CSO • No access to debt finance for • Sanitation (garbage trucks) CSOs development • Limited municipal capacity to manage participation in community • Education (vocational/technical • Municipality actively considering urban planning and to collect revenue development • Geographic location and poor roads training) privatization of Borama Water Agency raise prices of imported goods • Weak financial position with • Potential to generate more revenue • Capacitating the municipal authority management expenditures exceeding revenue from customs duties • Limited employment opportunities for and streamlining its organizational • Adequate sources of water the youth structure • Inadequate financial control in • Technical support to traditional conflict • Well-established hospital municipality as no independent internal resolution could improve land • Spatial monopolies in electricity • Centre for higher education audit function. management generation reduce efficiency • Lack of war-related damage • Inadequate regulation of service • Strategic location vis a vis markets in providers Ethiopia, Djibouti and the gulf region • Multiple claims over land a critical source of conflict AWOODAHA DHALIILAHA FURSADAHA KHATARAHA MUDNAANTA • Filasho wene ee nabadda iyo • Habka qaybinta biyaha oo kooban iyo • Maareynta biyaha oo la wadaniyeeyo • Caafimaadka horumarinta. sicirka biyaha oo qaali ah. waxay keeni karta hufnaan iyo dhakhli. • Xabsiya ay bulshada ka qabto tayada • .Hagaajinta jidadka magaalada iyo ta • Ka qaybgal bulshada oo firfircoon • Qorshe magaalo oo haga horumarinta • Xarun looga shidaal qaato horumarinta biyaha ku xidha jaamacadda camuud. hawlaha horumarinta. dhisidda magaalada oon jirin. waxbarahsada sare. • Kabidda maaliyadeed ee dawlada • Fayodhawrka (baabur qashinka • Iskuday xoogaan oo ay dawladda • Shabekedda wadooyinka iyo • Dakhli ayeey ka soo saari kartaa dhexe siiso dawladda hoose oo aan si qaada). hoose waddo siday ugu wareejin xaaladooduba ma haboona. kastam. xidhiidhsan u soo Gaadhin • Waxbarasho machadyo farsamo iyo lahayd maamulka W.B.B dadka gaar • Diiwaangelinta dhul oo dhiman. • Taageero farsamo oo la siiyo habkii magaaladda. xirfado. ah. • Awoodda dawladda hoose ay ku dhaqan ee xalinta khilaafaadka waxay • Helidda maan lacageed oo • Xoojin awoodda dawladda hoose, iyo • Ilo biyood oo haboon. maamuli lahayd qorshaha magaalada hagaajin kartaa maareynta dhulka. magaaladda lagu horumariyo oo aan kala habaynta qaab dhismedkeeda • Cosbital dhamaystiran. iyo ururinta dakhliga oo kooban. jirin.Koobta ay taalo iyo wadooyinka oo xun, ayaa sicirka alaabta la soo dejiyo • Xarun waxbarashaa sare. • Xaalad maaliyadeed oo liidata; iyadoo kordhisay • Waxyeelo dagaal oon jirin. khareshkii ka batay dhakligii. • .Fursadaha shaqo ee dhaliNyarada oo • Kontroolka lacagta oon ka jirin • Goob istraatiji ah marka laga eego xidhiidhi ah. suuqyada Thiopia, Djibouti iyo dawladda hoose iyo hantidhawre • Hayadaha adeegyada bixiya sharci Khaliijka madaxbanaan kontroola lahayn. • Isku haysiga dhulka oo sababa isku dhacyo iyo xasilooni la’aan.. Urban Sector Profile Study funded by EC and implemented by UN-HABITAT BURAO URBAN PROFILE BACKGROUND HORADHAC • Heavily war-damaged city. • Waa magaalo uu dagaal aafeeyey. • Much remaining rehabilitation needs. • Baahi dayactir oo badan ayaa jirta. • Waxay ku taalaa tuggaa Togdheer dhul isku siman oo ka • Location on intermittent Togdheer river. mid ah dhulka loo yaqaan HAWD. • Flat semi-arid landscape of pastoral Hawd zone. • Waxay badda ka saraysaa 1,200 m. • Around 1,200m elevation. • Magaalada labaad ee u weyn, magaalo madaxda • Second largest Somaliland city - capital of Togdheer Region. Gobolka Togdheer. • Dadka deganaa dagaal horteed waxay ka yaraayeen • Pre-war population: less than 80,000. 80,000. • Current population: 200,000 to 250,000 (8% annual growth • Tirade dadka hadda degan waa 200,000 ilaa 250,000 rate expected). (koritaanka sannadkii oo 8%) • Highest IDP population in Somaliland. • Waxa degan tirade ugu badan ee barokacday Somaliland oo dhan. KOOXAHA DANEEYA MAGAALADDA CITY STAKEHOLDERS BURCO Public sector: Dawladda Hoose: • Municipal Government • Duqa magaaladda oo dhowaan la magacaabay. • Newly appointed Mayor (July-02). • Maamulka dawladda hoose oo ka kooban 255 ilaa 400 • Burao Municipal Authority with over 255 to 400 employees of shaqaale oo waxqabadkood uu guud ahaan hooseeyo. overall low capabilities. • Guddida shaqaalaha dawladda oo waqtigan ku hawlan • Civil Service Commission currently trying to reduce to more sidaa shaqaalaha uga reebi lahaa ugu badnaan 125. optimum 125. • Wakaaladda biyaha Burco oo leh 44 shaqaaleh ah. Dawladda dhexe: • Burao Water Agency with 44 employees. • Wasaaradaha Gudaha, Biyaha, Qorshaynta, Central Government: Caafimaadka, Waxbarashada, RRR iyo Horumarinta • Ministries of Interior, Water, Planning, Health, Education, miyinga, iyo deegaanka. RRR and Environment and Pastoral Development. Ururada wadaniga ah: Civil Society: • Ugu yaraan 9 ururo oo NGO ah, oo ku hawlan biyaha, isku dubarididda bulshadda, horumarinta magaalooyinka, • At least 9 NGOs active in water, community mobilisation, dhismaha, dib-u-dhiska, amaahda wareegta, wadooyinka urban development, construction, rehabilitation, micro- tababarada, caafimaadka, waxbarashada, iyo adeegyada finance, roads, training, health, education and social services bulshada, saddexda u danbeeyaa waa dumar. - the last 3 by women's NGOs. • Guddida Horumarinta degmada iyo ururka Haweenka • District Development Committee and Togdheer Women's Togdheer. Association. • Qaybta ganacsiga gaarka oo koraya siiba dhinaca • Active and growing private sector mainly in livestock, money xoolaha, xawalaadaha lacagta, laydhka, macdaaradda transfers, retail, electricity, water and telecom (total 958 iyo isgaadhsiinta (958 meheradood ayaa jiray 2000) businesses in 2000) Shisheeye: External: • Ugu yaraan 6 NGO oo caalami ah ayaa jira, kuna hawlan • At least 6 INGOs active in education, health, de-mining, waxbarashada, caafimaadka, miino-saaridda, iyo markets. suuqyada. • Ugu yaraan 5 deeq bixiyayaal shisheeye ah iyo hayado • At least 5 external donors and agencies active in water, ayaa ku hawlan biyaha, gurigeynta iyo dib-u-dejinta, dib- housing, RRR. u-dhiska iyo jihaynta (RRR). • Less population in diaspora than elsewhere in Somaliland. • Dadka reer Burco ee dibadda ku maqan oo ka yar meelaha kale ee Somaliland. MUNICIPAL GOVERNMENT DAWLADDA HOOSE Dhaqaalaha Dawladda Hoose: Municipal Finance • Awood ururinta cashuuraha oo aad u hooseeya (Sl. Sh 3 • Poor collection efficiency of SLSh 3 million daily. milyan maalintii). • SLSh 2.2 billion accumulated deficit. • 2.2 bilyan oo deyn ururtay. • 5 months unpaid staff salaries. • Shaqaalaha oo aan lix bilood mushahar qaadan. • Ururinta cashuurta oo hoos u dhacday, taasoo ay • 2/3 reduced revenue since 1999 due to livestock ban and sababtay badana dhoofinta xoolaha lagu soo rogay iyo ineffective management. maareynta oo liidata MUNICIPAL SERVICES ADEEGYADA DAWLADDA HOOSE Water: Biyaha: • Private boreholes supply 55% production of highly priced and • Ceelal rig saran yahay, oo leeyihiin dad gaar ah, ay soo often dubious quality. saar 55% biyo qaali ah, tayaadooduna liidato. • Baahida loo qabo in caddeeyo lahaanshaha / maareynta • Need to rationalise ownership/management jurisdictions iyo sharciga. (BWA, MinWater, private). • Taangiyo biyaha lagu kaydiyo oo aan jirin, soo saarid aan • Lack of storage facilities, inadequate production. haboonayn. • Inadequate house connections (850 or about 5% of • Biyo-gelinta guriyaha (850 ama 5% guryaha) oo liidata iyo households) and 104 Kiosks. 104 kiosk • City and Kosar settlement systems being upgraded • Kor-u-qaadida magaaladda iyo habka dejinta ee koosaar. • BWA management being capacitated. • Awoodda maareynta wakaaladda biyaha Burco oo la xooninayo. Electricity: Laydhka: • Union of 8 private providers with total of 20 generators. • Isutagga 8 shirkadood oo dad gaar ahi leeyihiin oo bixiya • Annual income of US$ 170,000 from highly priced US$ 0.40 adeega laydhka; isugeyn, leh 20 janaratar. to 0.70/kwh rate. • Dhakli sanadeed dhan USD 170,000 oo ka soo hoyda • Uncontrolled and dangerous "spaghetti" cable networks. adeega laydhka oo qaali ah kuna qiimaysan USD 0.40 Sanitation: ilaa USD 0.70 kwh-kiiba. • Waariyo aad u yar yar oo aan cidina kontroolin, • Inadequate system (no landfill sites) operated by khatartood leh. Municipality. Fayo-dhawrka: • Poor public slaughterhouse condition. • Hab aan haboonayn, oo faliso dawladda Hoose. Health: • Xero-dhiigta oo xaaladeedu aad u leedato. • Hospital rehabilitated through community effort. Caafimaad: • Hospital development plan prepared for appraisal. • Cosbitaal lagu dayactiro maalgeelin dadweynuhu iska ururiyey. • High incidence of TB and mental illness. • Qorshaha horumaritna cosbitaalka oo loo diyaariyey in la • 3 operating MCH centres, 2 more in pipeline. qiimeeyo. Education: • Qaaxadda iyo cudurada maskaxda oo kordheya. • Technical school severely damaged, needs rehabilitation. • 3 MCH oo shaqaynaya, 2 qorshaysan. • Many lower level schools need rehabilitation and equipping. Waxbarashadda: • dugsiga farsamada oo waxyeelo weyn gaadhay una • Koossar settlement of about 6,500 population has no baahan dayactirka. permanent school buildings. • Dugsiyada hoose oo badan ayaa u baahan dayactir iyo • Potential community support for teacher pay and unskilled qalabayn. construction labour. • Degaanka koosaar oo ay ku jiraan dad ku dhaw 6500 ma laha dhismayaal dugsi. • Suurtagalnimada in dadweynuhu kabana musharka barayaashaiyodadkaaanlahaynxirfaddhisme. Urban Sector Profile Study funded by EC and implemented by UN-HABITAT BURAO URBAN PROFILE

Other: Waxyaale kale: • Urban roads not regularised, many uncontrolled • Wadooyinka magaaladda oo sharciyeysnayn, iyo ku-soo- durug wadooyinka oo aan xadidnayn. encroachments. • Shirkadaha gaarka ah ee isgaadhsiinta oo isticmaala • Private telecom sector with uncontrolled waajiro aad u yar yar, cidina aanay xakamayn. "spaghetti" cable networks. • 2 saldhig boolis (6 baa loo baahan yahay) iyo xabsi • 2 police stations (6 needed) and 1 prison. URBAN ECONOMY & POVERTY • Limited health and education services constraining DHAQAALAHA IYO SABOOLNIMADA economic development. MAGAALADDA BURCO • High unemployment (95%), underemployment and low • adeegyada caafimadka iyo waxbarashada ee aad wages. u yar, oo carqalad ku ah horumarinta dhaqaale. • Comparatively limited remittance of funds - requires more • Shaqo li’I (95%), shaqaalayn dhiman iyo mushahar yar. local development financing. • Lacagta loo soo xawilo Burco, oo aad u yar marka la • Largest livestock market in Somaliland suffering Saudi barbardhigo magaalooyinka kale; taasi oo kaliftay in wixii ban. horumarin ah ay ka timaado dadweynaha Burco deggan. • Suuqa xoolaha ee ugu weyn Somaliland, xayiraadda • Private slaughterhouse/meat processing plant producing sacuudigu saaray dhoofinta xoolaha ayaa dhibaato weyn for export. ku haya. • Tannery for skins and hides. • Xero-dhiig gaar ah, oo habeysa hilibka si loo dhoofiyo. • 2 markets suffering poor operation and management. • Megdinta hargaha • Poor access to likely employment from refugee • 2 suuq oo la dhintay hawlgelin iyo maareyn liita. settlements. • Shaqo-siinta dadka soo noqdo oo liidata.

URBAN ENVIRONMENT DEEGAANKA MAGAALADDA • Dust and wind exacerbated by surrounding deforestation. • Boodh iyo dabayl oo waxyeeladood sii kordhisay gumaadka dirtii magaaladda ku wareegisnayd. • Significant solid waste problem in river bed and • Carro-guurka garabyada tuga oo khatar ku ah ceelasha iyo throughout. meelaha la deggan yahay. • Riverbank erosion endangering shallow wells and settled areas.

URBAN PLANNING & LAND MANAGEMENT QORSHAHA MAGAALADDA IYO • Generally available public land for development. MAAREYNTA DHULKA • No comprehensive urban plan, land registry, cadastre. • Waxyeeladii dagaalka ayaa ka muqata • Serious conflicts from multiple inner city land ownership • Ku durug waddooyinka oo aan xadidnayn. claims. • Guryo aan sharci ahayn oo dhistaan qaxootida ka soo • New fringe housing development needed to relieve inner noqday. city congestion and stress.

HOUSING • Heavy war damage still evident. • Much uncontrolled encroachment on roadways. • Mostly informal housing at refugee settlements. • Limited but growing construction industry.

STRENGTHS WEAKNESSES OPPORTUNITIES THREATS PRIORITIES • A functional District Development • Lack of water storage capacity • Rationalising municipal authority to • Continued livestock ban Committee (DDC) • Limited water distribution system reduce over-staffing • Multiple claims over land a critical • Availability of public land for and inequitable water pricing • Raising revenue collection source of conflict “Hardware” development • No regular testing of water samples efficiency at both the municipality • Limited financial grants from the • Water and BWA • Investment in added-value • Weak financial position of BWA centre to the municipal authority • Education processing of livestock for export • Scope for privatizating Water • Precarious financial position of • No access to debt finance for • Health via a joint venture between an Authority management municipal authority development • Sanitation external investor and a domestic • Lifting of the livestock ban would • Limited municipal capacity to • Central Government departments company spur local economic growth manage urban planning and land do not pay their water bills regularly “Software” • Demonstrated community disputes • Development as centre of • Poor regulation of private service • Building municipal capacity; participation in reconstruction (re: technical/vocational education • Frequent changes of leadership providers hospital) have not helped municipal • Development of alternative building • improving land management governance materials such as clay bricks and gypsum products • Poor access to services and employment by Koossar settlers • Potential for improved municipal governance continuity following the • Substantial war damage elections slated for late 2002 • Scope for strengthening relationship between municipal authority and the DDC • Potential for significant community participation in primary school construction in Kosar camp

AWOODAHA DHALIILAHA FURSADAHA KHATARAHA MUDNAANTA • Awooda kaydin biyaha oo aan jirin. • Biyo-gelin kooban iyo qiimaha oo • Ku qanaca dawladda Hoose • Xiyiraadda dhoofinta xoolaha oo sii • Biyaha aanay dadka qaarkood awoodi yareynta shaqaalaha. • Guddi horumarinta degmada oo socota. • Waxbarashadda shaqaynaysa. Karin. • Kor u qaadida ururinta dhakhliga ee • Isku qabsidhuulka ee aad u • Caafimaadka • Dhul dawladdu leedahay oo • Hubinta tayada biyo oo aan si joogto dawladda hoose yo BWA balaadhan oo sababi kara iska • Fayo-dhawrka horumarinta u baanan. ah u jirin. • Madaniyeynta maareynta BWA. horimaadiyo. • Xoojinta awoodda waxqabad ee • Maalgelinta diyaarinta hilibka oo • Xaaladda dhaqaale ee wakaaladda • Ka qaadida xoolaha xayiraadda oo • Lacagta ay dawladda dhexe u dawladda hoose. iska kaashanayaan maalgelin biyaha oo aad u liidata. dhaqaajin karta koridda dhaqaalaha. gudbiso D/Hoose oo aad u yar shisheeye iyo shirkada wadani. • Xaaladda dhaqaale ee D/Hoose oo • Horumarinta D/sare ee farsamada • Deyn laga hor umariyo magaaladda • Haagaajinta maareynta dhulka • Ka qaybgalka dib u dhiska oo aan laysku halayn Karin. xarun waxbarahsada farsamada iyo oo aan jirin bulshadu caddaysay (cosbitaalka) • Awoodda D/Hoose ee maareynta xirfadaha. • Waaxyaba dawladda dhexe oo aan qorshaha magaaladda iyo • Walabka dhismaha oo laga sameeyo bixin biyaha ay isticmaalaan isqabadyada dhulku sababo oo aad alaabta laga helo degaanka sida u liidatada. lebanka. • Bedelka hogaanka maamulka • Ismaamulka dawladda hoose oo D/Hoose oo aan caawin ismaamulka hagaag ka dib doorashooyinka D/Hoose. • Wanaajinta xidhiidhka D/Hoose iyo • Fursadaha shaqo siin qaxootida Guddida horumaritna Degmada degan koosaar oo liidata

Urban Sector Profile Study funded by EC and implemented by UN-HABITAT ERIGAVO URBAN PROFILE BACKGROUND HORDHAC • Capital of Sanag region. • Magaalo-madaxda Gobolka Sanag. • Location on agri-pastoral Hawd plateau near highest • Waxay ku taal dhul beereed iyo xoolo dhaqasha oo hawd Somaliland mountains. ah,ayna ku taal buuraha ugu dheer Somaliland. • Wado xumo ayaa go’doomisay,Burco ilaa Ceergaabo waxa • Isolated by poor road about 14 hour drive from Burao. loo socdaa 18 saacadood. • 1992 population: 25,000. • Dadka 1992 daganaa Ceergaabo waxay dhamaayeen • Current population: 45,000. 25,000. • Imikana waxa dagan dad dhan 45,000.

CITY STAKEHOLDERS KOOXAHA DANEEYA CEERGAABO Public sector: • Duqa magaalo oo ismaamulka dawladda hoose 11 sanadood Municipal Government oo waayo-argnimo u leh • Mayor with total 11 years in office. • Ismaamulka dawladda hoose oo ay ka shaqeeyaan 46 qof oo • Arigavo Municipal Authority with 46 staff in 5 departments. ka kala hawlgala shan waaxood. Dawladda Dhexe: Central Government • Wsaaradaha waxbarashada, caafimaadka, qorshaynta, • Ministries of Education, Health, Planning, Water and RRR biyaha iyo RRR oo leh bartilmaameed waxqabadka with urban activities. magaalooyin ka. Civil Society: Ururada Madiniga Ah: • 50 registered NGOs (21 men, 29 women), only 11 active, • 50 NGO oo sharciyeysan (21 rag, 29 haween), waxaase mainly donor driven. shaqeeya 11, oo inta badan u dibecsan deeqbixiyayaasha. External: Kooxaha Shisheeye: • ICR (socdsiinta xarun MCH) CAA iyo AET oo waxbrashada • ICRC (MCH operations), CAA and AET (education), CARE ku hawlan, CARE oo ku hawlan biyaha iyo waxbarashada, (water, education), Action Aid (water, women), DRC DRC oo ku hawlan waxbrashada, 2 NGOs oo talyaani ah oo (education), 2 Italian INGOs (CINS and CEFA) active ku hawlan miyi-magaaloodka. mainly in rural areas. • UNHCR oo ku hawlan caafimaadka, waxbarashada iyo • UNHCR (health, education and markets), WFP and suuqyada, WFP iyo UNICEF oo ku hawlan waxbarashadda. UNICEF (education).

MUNICIPAL GOVERNMENT ISMAAMULKA DAWLADDA HOOSE Municipal Structure: • Ismaamulka dawladda hoose ee Ceerigaabo oo leh 46 • Arigavo Municipal Authority with 46 staff in Executive and 5 shaqaale ah oo ka kala hawlgala guddida fulinta iyo 5 Departments (Personnel, Land Tenure and Public Works, waaxood oo kala ah: Planning and Statistics, Finance and Accounts, Revenue Waaxda shaqaalaha. and Taxation), inadequate staff capabilities. Waaxda dulka iyo hawlaha guud. Municipal Finance: Waaxda qorshaynta. Waaxda lacagta iyo xisaabaadka. • Revenue sources: land (60% - up from zero in 1999), Waaxda daakhiliga iyo cashuurta. market fees (12%), business licenses (10%), zariba dues • Waaxahaas awoodda waxqabad ee shaqaaluhu way liidataa. (7%), miscellaneous (7%), slaughterhouse fees (4%) Dhaqaalah Ismaamulka: • No tax on buildings, building permits or land transfers due • Ilaha dakhligu waa: 60% dhulka (oo ka soo kacaday eber to lack of town planning and land registry 1999) cashuurta suuqyada12%, laysamada ganacsiga10%. • Low revenue collection (77% of possible) due to poor • Cashuurta sariibada 7%, waxyaalo kala duwan 7%, mechanisms, tax evasion cashuurta xero-dhiigta 4%. • Staff salaries 45% of total revenue • Waxa canshuur laga qaadaa dhismayaasha, ruqsada dhismaha ama dhul wareejinta taaso sababtay la’anta • No capital expenditures for last 3 years. qorshe magaalo iyo diiwaangelin dhul. • Ururinta dhakhliga oo hooseeysa uga badnaanna ay ka soo hoyato 77%, taasoo ka timid isticmaalka qaabab liita, iyo dadka oo dedefaya cashuurta. • 45% dhakhliga oo ku baxa mushaharka shaqaalaha. • wax raasalmaal oo saddex sanadood la kharashgareeyey ma jirin.

URBAN SERVICES Water: ADEEGYADA MAGAALADDA • Arigavo Water Agency with 20 staff. Biyaha: • $0.80/m3 tariff for water supplied from 6 kiosks (no house • Wakaaladda biyaha ee ceergaabo oo ay ku hawl galaan 20 connections). shaqale ahi. • 3 wells with total of 86m3/hour output, 4,000m3 storage • Sicirka biyaha waa USD 0.80 mitir kiyuubka ah laga iibsado 6 tank under construction. kaalmood. Guryo biyo la geliyey ma jiraan. • Water supply system considered sustainable but demand • 3 ceel oo waxsoosaarkooda dhani yahay 86mitir kiyuub hour, exceeds supply. taangi keydin kara 4,000 mitir kiyuub ayaa dhismihiisu • Water quality needs testing. socodo • habka fidinta adeega biyuhu waa mid nagaade noqon karta, Electricity: hase yeeshee baahida ayaa ka badan soo saarka • 3 private electricity providers (1,000 total electricity and • tayada biyaho oo u baahan baadhis. 590 telephone connections). Laydhka Iyo Isgaadhsiinta: • Tariff of $0.45/KWH based on metered supply, or • 3 Shirkadood oo gaar ah u bixiya adeegayada isgaadhsiinta $0.10/bulb. iyo laydhka. • Free electricity provision to mosques/street lights, free • Sicirka laydhku waa $0.45/kwh ama guluubka oo ah $0.10. telephones to Government offices. • Laydh bilaash ah oo la siiyo masaajidyada iyo laydhadhka shaarica. • 20% of old public infrastructure (e.g. poles, cables) used. • Xafiisyada dawladda telefoonadu waa lacag la’aan. • 362 KV current generating capacity, more supply in • Waxa la isticmaalaa tiirarkii iyo waayiradii gaboobay 20%. demand. • Waxa soo saarka laydhka oo awoodiisa waxsoosaar ay dhan Sanitation: tahay 362 K.V, hase yeeshee waxa loo baahan yahay in la • Garbage evident throughout public areas. kordhiyo. • Proper system needed (collection facilities and landfill Fayo-Dhwarka: sites). • Qashinka oo daadsan goobaha dawaladda. • Hab qashin ururin ayaa loo baahan yahay.

Urban Sector Profile Study funded by EC and implemented by UN-HABITAT ERIGAVO URBAN PROFILE

• Caafimaadka: • Health: • Cosbitaal la dhisay 1954, asaaskiisa oo dhibaato ah. • Hospital built in 1954, bad foundation problem, 60 Cosbitaalka oo leh 60 sariirood (20 T.B,20 beds (20 TB, 20 general, 10 maternity, 10 pediatric), daawaynta guud ah, iyo 10 umusha ah, iyo 10 4 ward expansion planned, distant from city. carruurta, waxa qorshaysan ku darida 4 waadh oo • 2 MCHs (1 functioning). ka fog magaaladda • 2 doctors, 1 paramedic, 21 nurses, 41 other medical • 2 MCH oo shaqaynaya. staff. • 2 dakhtar, 1 paramedic, 21 kalkaaliye iyo 41 • No ambulance, scarcity of supplies. shaqaale kale ah. • Problems with TB, goiter, cardio-vascular disease, • Ambalas la’an, iyo yaraan alaabada asassiga ah. malnutrition. • Dhibaatooyinka caafimaad ee jira waxa ka mid • Education: T.B,goiter, cardio-vascular diseases,iyo naqo xumo. • MinEd staff of 12. • Waxbarashada: • 3 primary/intermediate schools with 47 classrooms, • Shaqaalaha wasaaradda waxabarashadda oo dhan 2,440 students, 42 teachers. 12 qof • 1 Family Life school with 4 classrooms, 200 • 3 dugsi asaasi ah oo isugeyn ka kooban 47 fasal, oo students, 8 teachers. ay ku jiraan 2,440 arday, kana shaqeeyaan 42 bare. • 1 secondary school with 245 students and 11 • Xarun nolosha qoyska oo ka kooban 4 fasal, oo ay teachers. wax ku bartaan 200 arday, kana shageeyaan 8 bare. • Dugsi sare oo ay wax ka bartaan 245 arday, kana shaqeeyaan 11 bare.

URBAN ECONOMY & POVERTY DHAQAALAHA MAGAALADDA IYO • 411 licensed businesses (146 mobile vendors, 136 mini- SABOOLNIMADA traders, 77 cafes, 20 street vendors, 12 stores, 10 retailers • 411 ganacsi oo laysan leh oo ka kooban bacadlayaal, and 10 import/export) with total volume of SLSh 28.78 million. ganacsiyo yar yar, makhaayado, bakhaaro iyo macdaarro, • Frankincense produced in area, employs unknown number of soo dejiyayaal iyo dhoofiyaal, oo dakhliga laga helaanna uu Arigavo citizens. dhan yahay S/L Shs 28,78 milyan. • Regional potential for greater agriculture and forestry. • Meydiga iyo noocyada kala xabkaha oo waxsoosaarkoodu uu yahay mid mugle leh. Waxa ka shaqeeya dadka • Significant impact by livestock ban on economic development. deegaanka ceergaabo ah oo aan tiradooda la sugin. • Awood wax soosaar oo heer gobol oo ku salaysan beeraha iyo dhirta. • Saamayn xooggan oo ay horimarinta dhaqaala ku yeelato xayiradii dhoofinta xooluhu.

QORSHAHA MAGAALADA IYO MAAREYNTA URBAN PLANNING & LAND MANAGEMENT DHULKA • No proper town planning, maps or plans, land registry or • Qorshe haboon oo aan magaaladau lahayn dhinaca demarcation. khariidadaha, diiwaangalinta iyo kala xadaynta dhulka. • Conflicting claims over plot ownership. • Isku qabsi baloodhda. • Problem with private confiscation of land and • Dhul boobka iyo ku xadgudubka dhulka. encroachments. • Fulin la’aanta hayadaha dawaladda sharciga, awoodda oo • Weak public enforcement, capacity, legal framework. hooseysa,iyo la’anta qaab sharci marineed.

STRENGTHS WEAKNESSES OPPORTUNITIES THREATS PRIORITIES • History of effective local multi-clan • Isolation within Somaliland and • Greater local accountability after • Use of productive food land for qat • Water extension reconciliation. difficulty of access. elections. production. • Sanitation (garbage trucks) • Self reliance imposed by isolated • Incomplete tax collection. • Expansion of market gardening and • Lack of road and electricity • Slaughterhouse location and poor access. food cash crops. development. • Lack of town planning. • Vegetable and meat market • Plentiful natural agricultural • Revenue collection improvement. • Continuing lack of revenues for • Lack of proper land registry. • Town planning • Potential to expand rainwater capital development. resources and rainfall. • Staff capacity building • Limited electricity and water supply. collection. • Weak municipal capacity.

• Lack of higher technical/vocational • Scope for exploiting mineral education. resources and frankincense • Donor driven NGOs. exports. • Lack of regulatory framework and standards for service provision alternatives. • Weak construction and distance of hospital from city. AWOODAHA DHALIILAHA FURSADAHA KHATARAHA MUDNAANTA

• Xisaabtan heer degaan doorashada • Beerihii cuntada oo loo beddley • Waayo-aragnimo dib-u-heshiinta • Balaadhinta biyaha. • Go’doominada dalka gudihiisa iyo kadib qaat beerid. qabaail farabadan isgaadhsiinta oo aad u adag. • Fayodhawrka. • Dib-u-dhicida wadooyinka iyo • Go’doonimada oo dhiirigelisay isku • Ururinta canshuuraha oon • Balaadhinta suuqa bustaanada iyo laydhka. • Xero dhawrka. tashi dhamaystirhayn dalogyada kaashka. • Dakhli yarida oo sii socota. • Suuq khudrada iyo hilibka. • Khayraadka dabiiciga ah oo aad ugu • Qorshaha magaaladda oo aan jirin. • Hagaajin uruinta dhakhliga . • Awoodda waxqabda ee ismaamulka • Qorshaha magaalada. badan gobalka • La’aanta diiwaangalinta dhulka. • Suuragalka balaadhinta qabashada oo aad u hooseeya. • Koruqaadida awoodda waxqabad ee • Adeegyada laydhka iyo biyaha roobka. shaqaalaha ismaamulka isgaadhsiinta oo kooban. • Soosaarinta khayraadka macdaniga • La’aanta farsamo iyo xirfad ah, iyo dhoofinta meydiga. barasho. • NGOyada oo ay hagaan deeqbixiyaasha. • Dhismaha cosbitalka oo liita iyo isagoo magaalada ka fog Urban Sector Profile Study funded by EC and implemented by UN-HABITAT HARGEISA URBAN PROFILE BACKGROUND HORDHAC • Capital of Somaliland. • Magaalo madaxda, J-Soomaalilaand Waa magaalo uu • Heavily war-damaged city degaalkii waxyeelo xoog ah u geystay . • Baahi dayactir oo weli jirta. • Much remaining rehabilitation needs. • Waxay ku taalaa togga maroodijeex oo dhexmara • Location in Marodijeh river valley cutting through semi-arid oomanaha hawdka. Hawd plateau. • Waxay ku taal goob joogeedu yahay 1,200 ilaa 1,400 mitir. • Lying at 1,200 to 1,400m elevation. • Waxay ku taal jidka isku xidha dekedda Berbera iyo • On main road connecting Berber port to Ethiopia, direct Ethiopia, jidka tooska ah ee Hargeisa ku xidha Burco road to Burao in poor condition. xaaladiisa aad ayey liidataa. • Waxay ka koobantahay lix degmo oowaxyo ka ah • 5 districts in Municipality. Dawladda Hoose ee Hargeisa. • Pre-war population: 400,000. • Dagaal hortii dadka degani waxay dhamaayeen 400,000. • Current population: 350,000 to 650,000 (rapid growth rate) imikana waa 350,000 ilaa 650,000. KOOXAHA DANEEYA MAGAALADDA CITY STAKEHOLDERS ADDA HARGEISA Public sector Dawladda Municipal Government: Ismaamulka Dawladda hoose: • Newly appointed Mayor with 2 Deputy Mayors and an • Duqa oo dhowaan la magacaabay oo leh laba kaxigeen Executive Secretary. iyo xoghaye fulineed. • Hargeisa Municipal Authority with 713 staff in 9 • Dawladda hoose ee Hargeisa waxa ka shaqeeya 713 qof departments. oo ku kala meelaysan 9 waaxood. • Town District headed by District Commissioner with own • Magaalo madaxda oo uu ka madax yahay sarkaalka Executive Secretary. dagmada leh xoghayihiisa fulinta. Dawladda Dhexe: Central Government: • Wasaaradaha oo dhan siiba maaliyada, Hawlaha guud, • All Ministries, especially Interior, Finance, Public Works, biyaha, caafimaadka iyo waxbrashadda. Water, Health and Education. • Wakaalada biyaha Hargeisa oo ka shaqeeyaan 272qof. • Hargeisa Water Agency with 272 employees. Ururada Madaaniga Ah: Civil Society: • Ugu yaraan laabo daladood oo NGOyo oo leh 67 ururada • At least 2 umbrella NGOs for all Somaliland (COSONGO xubno ka ah,oo ka hawlah fulinta mashaariic dhinac walba with 67 members involved in all sectors, and women's ahdalada nagaad oo ay xubno ka yihiin 32 NGO dumar oo NAGAAD with 32 members involved mainly in education, intooda badani ka hawalgasho waxabrashada, xuquuqa human rights, health, income/employment generation, aadaamaha, caafimaadka, dhakli dhalin, beeraha, hiddaha agriculture and culture). iyo dhaqanka. • Rugta ganacsiga iyo wershadaha. • Chamber of Commerce and Industry. • Jaamacadda Hargeisa oo leh 4 kuliyadood oo, ay ku jiraan • Hargeisa University with 4 faculties and 350 students. 350 arday. External: Shisheeye: • Headquarters or regional offices for many external donors, • Iyadoo deeqbixiyaal shisheeye ay xafiisyo ku leeyihiin agencies and INGOs active in most sectors. hayado iyo iNGO oo ku hawlan mashaariic nooc walba leh.

MUNICIPAL GOVERNMENT ISMAAMULKA Municipal Structure: Qaab dhismeedka ismaamulka degamada Dawkada • Hargeisa Municipal Authority with 713 staff (478 in 1999) in Hoose ee Hargeisa: Executive Committee (16), and Departments of • Ismaamulka dawlada hoose waxa ka shaqeeya 713 qof, Transportation and Workshop (68), Planning and oo ka kala hawlgala gudida fulinta (16), waaxada Reintegration (24), Land and Town Mapping (53), gaadiidka iyo geerashyada (68), qorsynta iyo jihaynta (24), Administration and Finance (114), Personnel and Legal waaxda dhulka iyo khariidada magaaladda (53), maamulka (10), Revenue and Taxation (139), Internal Audit (7) and iyo lacagta(114), shaqaalahaiyo sharciga (10), dakhliga iyo Social Services (139). cashuuraha (139), hantidhawrka gudaha ah(7), iyo • 109 Municipal staff not assigned to departments. adeegyada bulshada (139). • 109 ahaqaale ah oo aan meelaysnaya. • Scope for extensive capacity building. • Awood dhisid balaadhan oo la hirgeliyo. Municipal Finance: ADEEGYADA BULSHADA • Main revenue sources are Central Government grants, tax Biyaha: on livestock and other goods, business permits. • 9 ceel oo riig ah oo soo saarta 6000 mitir kuyuub • Scope for improving revenue collection efficiency. maalintiiba Qorshahu waa in la gaadho waxsoosaar dhan URBAN SERVICES 12,000 mitir kuyuub, oo u dhigataa 8 litir qofkiiba maalintii. • 20% biyaha ayaa ku lunta leeg, iyo asabadaha oo awdma. Water: • Biyo-gelinta guryah oo gaadhay 8630 guri, 508 kaalmood, • 9 boreholes producing 6,000m3 daily (12,000m3 planned), 147 goobo ganacsi, 47 musqulood ee dadweynaha,37 totalling 8 litres/person/day. beerooda oo yar yar. • 20% loss from leakage and pipe residuals. Dhibaatooyinka wax ka mid ah: • Reticulated system connected to 8,630 households, 508 • Awoodda waxaqabad ee shaqaalaha kiosks, 147 businesses, 47 public toilets and 37 small • Goobaka biyo soosaarida oo kooban, isla markaasna ka farms. fog magaaladda, habka, ku soo saaridda biyaha iyadoo la pump-gareynayo ma aha mid haboon. • Problems include low staff capabilities, limited and distant • Tamarta iyo kaydinta (25km) water sources, inadequate system pumping, power • Habka ururinta lacagta biyaha la isticmaalay oo aan and storage, elevation differential, inefficient billing. haboonayn. • Parts of system currently being rehabilitated and upgraded • Qaybo ka mid ah habka biyo-saaridda ayaa waxa via 2 donor funded projects (another under development). kasocotaa dayactiro, iyo kor-o-qaadida waxsoosaarka oo • Pricing inadequate for capital investment. ay maalgelinyaan 2deeqbixiye. • No Central Government budget support. • Sicir goynta biyaha oo aan haboonayn. Electricity: • Taageero miisaniyeed ee dawladda dhexe oo aan jirin. Laydhka: • Restructured private company (HELP) providing 3.5 to 4.4 • Shirkad laydh oo gaar, oo dib loo habeeyey kana soo MW from 36 dispersed generators to 25,000 houses. saarta 3.5 ilaa 4.4 mw 36 janaratar oo magaaladda ku • Somaliland Electricity Agency has started generating; filiqsan, guriyo tiradoodu dhan tahay 25,000 na siisa layd position vis a vis private providers uncertain. • Wkaaladda laydhka. Xidhiidhka wakaadadda iyo shrkadda • Free power to 200 mosques, streetlights and schools, but gaarka ahi ma cadda. not to public offices. • 200 masjid, laydka sharicyada iyo dugsiayada waa lacag • Private grid covers half the Municipality but old public la’aan. infrastructure not well used. • Laydhka gaarka ahi wuxuu dabool baahida magaalo- Sanitation: madaxda badhkeed. Fayo Dhawrka: • 5 liquid waste pumping trucks, all in private sector. • 5 baabuur oo qaada qashinka musqula buuxsama, oo ay • 190 Municipal employees for garbage collection and street leeyihiin dad gaar ahi. sweeping. • 190 shaqaale dawladda hoose, oo xilsaaran ururinta • Inadequate disposal sites. qashinka iyo nadiiinta shaarcyada magaaladda. Health: • Habka fogeynta qashinka oo ah mid aan haboonayn • In 1999, 2 public hospitals, 39 private clinics and 6 MCHs. Caafimaadka: • 1999kii waxa jiray: cosbitaal oo ay dawladdu leedahay, 39 goob caafimaad oo gaar ah, 6 MCH.

Urban Sector Profile Study funded by EC and implemented by UN-HABITAT HARGEISA URBAN PROFILE

Waxbarashdda Education: • Jaamacadda Hargeisa oo lagu dayacturay taageerada • Hargeisa University rehabilitated and capacitated via dadweynaha iyo olole lacag ururin oo xooggn. community support and effective leadership fund-raising. • Afarta kulliyadood ee ay ka kooban tahay jaamacadda Hargeisa waa: sharciga, maamulka ganaacsiga, carrabida • 4 HU faculties (Law, Business Admin, and Islamic iyo barashada diinta, sayniska. Kuwaas waxa weheliya Studies, Science) plus secondary school testing service. adeegga imtixaanka dugsiyada sare. • 350 HU students (10,000 expected in 10 years), no boarding • Ardayda jaamacadda digataa waa 350, waxa la filayaa in (too costly). muddo toban sano ah ay ardaydu gaadho 10,000. hooy • Continuing HU support from private sector, NGOs and ma laha iyadoo dhaqaalaha ku baxayaa uu xad –dhaaf MinEd. yahay awgeed. • 2 technical institutes partially rehabilitated but inadequately • Taageero dadwayne NGOs iyo wasaradda equipped. waxbarashadda oo socota. • 2 dugsi farsamo oo qayb ahaan la dayactiray, hase • Insufficient teachers due in part to lack of Teacher Training ahaatee aan si haboon u qalabaysnayn. Institute. • La’aanta Mac-had farsamo oo lagu tababaro macalimiinta • 50 primary and 7 secondary schools (1999). oo sababay macalimiin yarida dugsiyada farsamada. Other: • 50 dugsi saasiah, 7 dugsi sare ayaa jiray 1999kii. • Older urban roads not universally regularised, many Waxyaalo Kale: uncontrolled encroachments. • Wadooyinkii magaaladda ee hore oo aan si caalamiah loo • Road conditions generally poor. dayayctirin, qaarkood uu saameeyey ku soo durugga sharci darrada ahi. • Xaaladda guud ee wadooyinka oo liidata. DHAQAALAHA MAGAALADDA IYO SABOOLINIMADA: URBAN ECONOMY & POVERTY • Ganacsigi gaar ka ah ee jiray 1999kii waxa uu ka koobnaa: • 17 wershadood oo yar yar,5 ganacsi xawaaladeed, 5 • Private businesses in 1999: 17 small scale industries, 5 shirkadood oo isgaadhsiintaah,7 suuq oo waaweyn ,138 financial brokers, 5 telecoms, 45 fuel stations, 15 electricity farmasi. providers, 7 main markets, 138 pharmacies. • Dhibaatada shaqo la’aanta oo ay sii kordhisay qaxootida • Massive un- and under-employment from returning diaspora. soo hoqonaysaa. URBAN ENVIRONMENT DEEGAANKA MAGAALADDA: • Shirkadha isgaadhsiinta iyo laydhka oo isticmaala waayiro • Private telecom sector and electricity providers contributing to aad u yar yar oo aan la kontroolin. uncontrolled "spaghetti" cable networks. • Tugga oo diikhoobay, iyo dhibaatada qashinka oo meel • River bed badly polluted; significant rubbish problem in public xun maraya. areas. . QORSHAHA MAGAALADA IYO URBAN PLANNING & LAND MANAGEMENT SABOOLNIMADA: • No comprehensive urban plan, land registry, zoning controls. • Waxaan jirin qorshe magaalo,diiwaangelin dhul oo dhamaystiran iyo kala xadayn la’aan. • Land planning done essentially by land management. • Qorshaha dhulka waxa u xilsaaran maareynta dhulka. • Land disputes a major source of conflicts. • Isku qabsiga dhulka oo noqday ka ugu weyree khilaafyada • Conflicting land ownership certificates from variety of past dhaliya. administrations. • Shahaadadaha lahaanshaha dhulka ee bixiyeen • Pervasive uncontrolled private appropriation of public land. maamuladii hore oo iska hor-imanaya. • Diminishing open space for recreation, green space, sports • Dhul boob aan xakamaysnayn oo ay dad gaar ahi ku and assembly. hayaan dhulka dawladda. • Sii yaraanta dhulka banana,oo hadda dhul loo la’yahay HOUSING goobo ciyaareed dhul dadku ku nasto oo dooggan • Much new formal housing mainly in northwestern GURIYEYNTA:- subdivisions. • Dhismaayaal cusub oo ka socoda dhinaca waqooyi galbeed ee magaaladda. • More new informal housing in 8 resettlement areas in • Dhismayaal guriyo yar yar o ka socda goobaha 8 goobood marginal terrain. oo la dejiyey qaxootidii soo noqotay. • Estimated 35% rehabilitation of about 500 public housing • Wasaaradda hawlaha guud oo dhayactirtay 35% guryihii units (MinWorks control). dawladda oo dhan 500 guri, Waxyeelo dagaal oo xooggan. • Heavy war damage still evident.

STRENGTHS WEAKNESSES OPPORTUNITIES THREATS PRIORITIES • Central location in Somaliland with • Lack of urban plan and managed • Centre for external donor and agency • Massive uncontrolled population • Water international airport physical growth representation in Somaliland growth and unemployment • Sanitation • Seat of National Government • Lack of public open space for • Access to unexploited human • Local negative perception about donor • Land management recreation, assembly and greenery resources value and impatience with external • Headquarters of many private • Roads companies • Scarcity of available water • Still viable development studies bureaucratic processes • Dynamic private sector • Antiquated and inadequate water awaiting refinement and application • Multiple land ownership claims leading to conflict and confusion • Centre for higher education system • Potential for greater accountability to • Demonstrated community support to • Poor quality and maybe unsafe constituents via local elections • No access to debt finance for higher education and road upgrading electricity distribution • Water projects ongoing,in pipeline development • Heavy destruction from war • Strong NGO activity and network • Loss of land and civil registry during • Potential for further development as war centre for higher education • Environmental degradation (e.g. solid • Private interest in pro bono support to waste, river bed pollution) municipal government • Limited municipal capacity throughout • Scope for improving land management and other municipal services

AWOODAHA DHALIILAHA FURSADAHA KHATARAHA MUDNAANTA • Meesha ayku taalo oo ah badhtamaha • La’aanta qorshe maagaalo iyo • Xarunta deeq bixiyayaasha shisheeye • Korodhka dadka iyio shaqo li’ida. •Biyo Somaliland, oo leh airport caalami ah. maamulka koritaan keeda. iyo wakiiladda hayadaha ka hawlgala • Aragti togan oo ay dadka ka qaataan • Fayo-dhawrka • Xarunta dawladda qaranka. • La’aanta dhul banana oo ay ku Somaliland. qiyamka dee bixiyayaasha iyo samir • Maareynta dhulka • Xarun shirkado ganacsi oo badan. raaxaystaan dadweynuhu, iyo kuwo • Cudud khyradka qadamaha. darrid ka timadda haga jiidka hab • Wadooyinka • Ganacsi gaar ah oo firfircoon. ayku kulmaan. • Cilmi baadhisyo horumarineed oo raaca shiosheeye. • La’aanta biyo si fudud loo helo. maangal, oo sugaya naqtiin iyo • La’aanta lacagdayn horumarineed • Xaruum waxbarsho sare. • Habka biyo qaybinta oo ah mid hirgelin. • Kartida bulshadda ee taageeridda gaaboobay. • Xisabtan banana yaal ayaa suuragal waxbarashada oo la arkay. • Tayoo xumo iyo khatar ay keeni ah, marka ay doorashada dhacdii karaan habka qaybinta oo ah kadib. • Dagaalkii oo geystay dumin badan. • Mashariic kor-u-qaadida biyo soo saarka iyo qaybinta oo socda ama • Xogtii diiwaangelinta dhul oo lumay wadada soo haya. waaqtigii dagaalka. • Hawlgalka iyo isku xidhnaanta NGO- • Hoos u dhac deegaan. yada oo xog ah. • Awoodda waxabad ee dawladda hoose oo aad u kooban • Rajo weyn oo laga qabo horumarinta waxbarashada sare. • Dadka gaarka ah oo danaynaya inay taageeraan dawladda hoose. • Rajo hagaajin maareynta dhulka. Urban Sector Profile Study funded by EC and implemented by UN-HABITAT SHEIKH URBAN PROFILE BACKGROUND HORDHAC • Some damage from war but more from • Waxyeelo dagaal, hase ahaatee wax ka dhibaato badnaa evacuation/looting/disuse. waxyeeladii qaxa, dhaca, iyo isticmaal xumidda. • Much remaining rehabilitation needs. • Baahi dayactir weyn oo magaaladu u baahan tahay. • Waxay ku taala goob qurux badan oo ka mid ah dilaada • Scenic location at edge of Ogo coastal range overlooking ogo, oo egaysa Berbera iyo guban. the Berbera area coastal plain. • Waxa u soo xaggaa baxa qoysas badani oo degan • Summer residence for many coastal families. xeebaha Berbera. • Lying around 1,400m elevation. • Waxay ku taalaa meel xeebta ka saraysa 1,400 m. • On main road connecting Berber port to Burao. • Waxay ku taalaa jidka weyn ee isku xidha magaaladdda Berbera ee dekedda ah iyo Burco. • 1992 population: 6,000. • Tirade dadka deganaa 1992 wuxuu ahaa 6000. • Current population: 8,000 to 12,000 with seasonal • Tiradda dadka degan waqtigan waxay dhan yihiin 8000 fluctuation. ilaa 12000 inkastoo xiliyada u is beddelo.

CITY STAKEHOLDERS KOOXAHA DANEEYA MAGAALDA Dawladda Hoose: Municipal Government: • Duqa magaaladda oo laba sanadood xilka hayey. • Mayor with 2 years in office • Awoodda dawladda hoose oo ka kooban 29 shaqaale ah • Sheikh Municipal Authority with 29 staff in 4 departments. oo ka hawlgala 4 waxood. Civil Society: Ururada wadaniga ah: • Ugu yaraan 3 NGO oo ku hawlan miyi-magaaloodka, hase • At least 3 NGOs with mainly rural focus, but one (AMAL) ahaatee AMAL NGO waxay ku hawlan thay dayactirka involved in town water maintenance, all limited by lack of biyaha magaaladda, kuligood waxa hagaajiyey maalgelin funds, capacity and networking. la’aan, awood yari iyo isku xidh la’aan. External: Hayadaha shisheeye: • Limited urban activities by UNICEF (MCH/hospital support, • Hawlo heer magaaladda oo kooban oo la xidhiidha biyaha water), UNHCR (Muni office rehab), IRC/UNDP magaaladda oo ay UNICEF tageertay; dayactirka (intermediate school rehab) and Habitat (urban planning xafiisyada dawladda Hoose oo ay hirgelisay UNHCR; and survey). dugsiyada dhexe oo ay dayactirtay IRC/UNDP; dejinta • INGOs mainly involved in small rural development projects. qorshaha magaaladda iyo qaydinteeda oo ay hirgelisay HABITAT. • Hayadaha caalamiga oo ku hawlan mashaariic horumarineed oo yar yar. MUNICIPAL GOVERNMENT DAWLADA HOOSE Municipal Structure Qeybaha Dawladda Hoose: • Sheikh Municipal Authority with 29 staff (36 in 1999) in • Dawladda Hosse ee Sheikh oo ay ka shaqeeyan 29 Executive and 4 Departments (Land, Sanitation, Finance, shaqaale (36 shaqaale 1999); shaqaalahaas oo ku Secretariat) - 5 senior, 16 mid-level and 8 lower level. meelaysan guddida fulinta iyo afarta waaxood ee Municipal Finance Dawladda, iyo xoghaynta, oo ka kooban 5 sarkaal oo sare • Deficit since 2000 due to livestock ban - revenue falling sare, 16 heer ka dhexe, iyo 8 shaqaale Hoose. from SLSh 460 to 132 million. Maaliyadda Dawladda Hoose: • Ilaa 2000 waxay ku jirtay deyn ay sababtay bandooga la • Municipal salaries require 64% of current revenues. saaray dhoofinta xoolaha. Dakhliga D/Hoose uga soo • Property tax main source of revenue. dhacay Sl. Shs 460 milyan oo gaadhay Sl. Shs 132 milyan. • Mushaharka shaqaalaha oo u baahan 64% dhakhliga waqtigan soo gala Dawladda Hoose. • Dakhliga ugu weyn oo ka soo gala cashuurta hantida.

URBAN SERVICES ADEEGYADA DEGAANKA MAGAALO Biyaha: Water: • ceelka soo ka qodan meel magaaladda u jirta, oo waxsoo • Well located 11 km distant producing insufficient quantity. saarkiias oo aan ku filayn dadka magaaladda. • Daily demand of 120m3. • Baahidda maalmeed ee biyuhu waa 120 m3. • Inadequate system storage of 30m3. • Habka kaydinta biyaha oo aan baahida jirta dabolayn, kaasoo qaada 30m3. • Reticulated system connected to 120 households, 12 • Habka qaybinta biyaha oo ku xidhan 120 gurin iyo 12 kiosks. goobood oo biyaha laga iibsado. • Piped water pricing only marginally lower than from kiosks. • Sicir goynta biyaha guryaha gashan oo ka jaban kan Electricity: goobaha biyaha lagu iibiyo. • 2 telecom/electricity providers, but many cannot afford Laydhka: connection. • Laba shirkadood oo isgaadhsiinta, laydh dhalinta ay siiya Sanitation: laydka magaalada, hase ahaatee dadka intiisa badan ma awoodi karaan kharashka dabgelinta. • Systematic problems with much rubbish not collected, Fayo-dhawrka: inadequate disposal sites, unsanitary slaughterhouse • Dhibaato habka qashinka badan ee aan la uririn. practices and lack of good drainage. • Habka fogaynta qshinka oo aan haboonayn. Xero dhiigta Health: oo uu fayodhawr kiisu liito, iyo isagoon lahayn • Historically a centre for good health care but, hospital saaqiyadaha wax qaada. badly damaged in war, not functioning. Caafimaadka: • Functioning MCH. • Taariikh ahaan waxay ahayd xarun daryeelka Education: caafimaadka; hase ahaatee cosbitaalka ma shaqeeyo, sababtoo ah isagoo ay soo gaadhay waxyeelo lixaad lehi. • Historically a centre for good primary/secondary education. Waxbarasho • Rehabilitation of impressive but war-damaged secondary • Waagii hore waxay ahayd xarun waxbarasho wanaagsan school nearly completed. oo leh heer dhexe iyo sare. • Intermediate school badly war-damaged and non- • Dayactirka dugsi sare oo muqaal wanaagsan has ahaatee functional. uu dagaalkii waxyeelay oo aan hadda shaqayn. • 1 lower primary, 1 upper primary, 1 arabic and 3 koranic • Dagaalkii oo waxyeelayey dugsiga dhexe oo aan hadda schools functioning (1998). shaqayn. Other: • Dugsi hoose, dugsi dhexe, carabi iyo 3 dugsi Qoran oo shaeeyey ayaa magaaladda ka jiray (1998). • Urban roads not universally regularised, some uncontrolled Waxyaalo kale: encroachments. • Wadooyinka magaaladda oo aan sharciyeysnayn, qaarna • Road conditions generally satisfactory. aanay xakamaysnayn, oo xadgudub sababay. • Unrehabilitated community centre, cinema, theatre, • Xaaladda wadooyinka oo aan ahayn kuwa laga raali noqon stadium, football field, swimming pool and other minor karo. sports facilities. • Goobaha kullanka bulshada oo aan dayactirayn sida:- • Sinimada • Masraxa riwaadaha • Steedium • Groun kubadeed, barkadaha lagu dabaasho iyo meelo yar yar oo isboorti.

Urban Sector Profile Study funded by EC and implemented by UN-HABITAT SHEIKH URBAN PROFILE

URBAN ECONOMY & POVERTY DHAQAALAHA IYO SABOOLNIMADA • Market centre for surrounding agricultural produce, some MAGAALADA sent to Berbera and Burao. • Waxay xarun u tahay wax soo saarka degaamada beeraha, • Agricultural produce is feasible growth industry although rural oo qaar kood loo diro Berbera iyo Burco. to urban migration is growing trend. • Waxsoosaarka beeraha oo yididiilo ugudub wershadayn leh, • Less livestock trading than elsewhere. hase ahaatee ay carqalad ku tahay u hayaanka magaalo oo • Summer residents/visitors boost local economy by 5-10%. ah arrin soo korodhay. • Few shops and open market along and near main road. • Xaddiga dhoofinta xoolaha oo ka hooseya kan degaannada la midka ah. • Xaggaa soobaxa / dad saf ugu yimaada oo kobciya dhaqaalaha 5%-10. • Waxoogaa dukaanoah, suuqa furan oo ku dhaw wadada weyn..

QORSHAHA MAGAALADA IYO MAREYNTA URBAN PLANNING & LAND MANAGEMENT DHULKA • No comprehensive urban plan - needed for 30 year • Ma jiro qorshe magaalo oo dhamaystiran oo loo baahan timeframe. yahay muddo 30 sannadood ah. • Habitat preliminary planning effort in 1998 not followed up. • Habitat oo fulisay qorshaha magaaladda sannadkii 1998, • Existing town plan not accurate. hase ahaatee aan dabagal lagu samayn. • Land registry retained intact through war, now translated into • Qorshaha ay hadda adeegsato magaaladu oo aan sax ahayn Somali. • Diiwaan gelinta dhulka oo la joogtee ey mudadii dagaalka; • Rapid uncontrolled development. imminkana loo tarjumay Somali. • Horumarin xawli dhakso ah ku socota.

HOUSING GURYEYNTA • Heavy war damage still evident. • Waxyeelo laxaadle oo uu geystay dakaalku. • New housing mainly informal. • Dhismayaal cusub oo ay badanaaba dhisayaan dad gaar ah.

STRENGTHS WEAKNESSES OPPORTUNITIES THREATS PRIORITIES • Beautiful natural location and • Lack of urban plan and • Potential to modestly develop • Possible degradation of recent • Town planning pleasant climate managed physical growth agricultural resources water system improvements • Sanitation • Host to excellent secondary • Inadequate water system • Potential to further develop • Budget deficits due to livestock •Water school facilities • Heavy destruction from war seasonal tourism and its tax ban and limited Central • Capacity Building • Availability of open space for • Environmental degradation (e.g. base Government support recreation and greenery solid waste, river bed pollution) • Potential for greater municipal • No access to debt finance for • Mostly intact land and civil • Limited municipal capacity accountability to constituents development registry throughout via local elections • Weak tax base • Local positive perception about donor value • Motivated local NGO activity • Active INGO interest • Potential for further development as centre for lower education (e.g. operationalise rehabilitated secondary school, rehabilitate intermediate school)

AWOODAHA DHALIILAHA FURSADAHA KHATARAHA MUDNAANTA • Goob qurux badan oo cimilo • La’aanta qorshe magaalo iyo • Awood ila xad ah oo lagu kor • Biyo-xumaan ka timaado • Qorshaha magaaladda wanagsan maamulka koritaan la taaban umarin karo beerhaa iyo horumarinta habka biyo •Fayodhawrka xoolaha. • Waxay leedahay dugsi sare karo. qaybinta. • Biyaha • Awood horumarin dalxiiska • Dhul banana oo laga samayn • Habka fidinta adeega biyaha oo • Isdhin dhaqaale oo ay sababtay • Tabarada Shaqaalaha. karo gobo nasasho iyo dhul aan ahayn mid haboon. xiliyeysan iyo asaaska ay mamnuucidda dhoofinta dooggan. • Dumin ballaadhan oo ka soo cashuuraha u leedahay. xoolaha iyo taageerada • Diiwaamo dhamaystiran oo gaadhay dagaalkii. • Awood dheeraad ah ee la dawladda dhexe oo aad u yar. dhulka iyo bulshada ah. • Hoos u dhac ku yimi degaanka xisaabtanka dadka soo doortay. Fursad la’aanta helidda sida qashinka adag iiyo • Aragti togan oo ay dadweynuhu maalgelinta shisheeye ee diikhawga toga. ka yeesho qiimaha deeq horumarinta • Awooda xadidan ee dawlada bixiyayaasha NGO-u deeqaan hoose oo firfircoon • Dakhli ururin aad u jilicsan.

Urban Sector Profile Study funded by EC and implemented by UN-HABITAT GEBILEY URBAN PROFILE BACKGROUND HORDHAC • Class A district capital within Hargeisa region. • Heerka degmo waa “A” oo ka mid ah Gobolka Hargeisa. • Location on main road connecting Hargeisa with Boroma, • Waxay ku taal jidka isku xidha Hargeisa iyo Borame; Ethiopia and Djibouti. Ethiopia iyo Djibouti. • Dhul ballaadhan ee ku haboon beeraha iyo xoolo • Rolling agri-pastoral Hawd zone cut by intermittent dhaqashada oo ay maraan durduro. streams. • Waxay ku taal joog dhan 1480m oo cimiladiisu ay aad u • Lying around 1,480m elevation with pleasant climate. fiican tahay. • Pre-war population: 25,000. • Dagaalka ka hor dadkeedu wuxuu dhamaa 25,000. • Current population: 45,000. • Imikana wuxu dhan yahay 45,000. • Biyaha iyo Dugsiyada ayaa sababa inay dad badani • Urban water and schools act as magnet for rural to urban magaaladda u soo hayaamaan. migration. • Waxyeelo weyn oo u dagaalkii sababay iyo isticmaal • Significant damage from war and disuse. xumo. • Much remaining rehabilitation needs. • Baahi dayactir ayaa jirta. CITY STAKEHOLDERS Public sector: KOOXAHA DANEEYA MAGAALADA Dawladda Hoose: Municipal Government • Duqa magaaladda oo leh 11 sanadood oo waayo- • Mayor with total 11 years in office. aragnimo ah. • Gebiley Municipal Authority with 207 staff in 4 • Dawladda Hoose ee Gabilye oo ay joogaan 207 shaqaale departments. kana shaqeeya 4 waaxood. Central Government Dawlada Dheexe: • Ministries of Education, Health, RRR, Finance and • Wasaaradaha waxbarahsada, Caafimaada, R.R.R., Commerce with urban relevance. Maaliyadda, Ganacsiga oo ay bartilmaameed u tahay deegaamada magaaladda. • Ministries of Agriculture, Livestock and Rural Development • Wasaaradaha Beeraha, Xoolaha, iyo Horumarinta Miyiga with mostly district focus. oo ay bartilmaameed u tahay degmadu. Civil Society: Ururada Wadaniga: • 3 women’s umbrella NGOs with 38 member NGOs - • 3 daladood oo dumar oo ay xubno ka yihiin 38 NGOs; primary focus on women and children betterment via kuwaasoo waxqabad kooda kowaad uu ku jihaysan yahay activities in education, skill development, income horumarinta haweenka iyo carruurta iyagoo adeegsanaya generation, orphan support, health and emergency relief. hawlo waxbarrid, horumarinta xirfadaha, dakhli dhalinta, External: taageridda agoomaha, caafimaadka iyo gar gaarka deg • Past and current urban external donor/agency/INGO deg ah. activities by COOPI (education, water), UNHCR and Hay’adaha Shisheeye: Norwegian NGO (TB hospital), Swiss and IFAD (Integrated • waxqabadyadii hore iyo kuwa iminka ee deeq Community Development), WFP (orphan support), IRC bixiyayaasha / hayadaha / INGO, waxa ka mid ahaa (micro-enterprise loans). COOPI (waxbarashada iyo biyaha) UNHCR iyo Norwegian INGO (cosbitaalka T.B) Swiss iyo IFAD (Horumarinta • Rural activities by UNDP (cadastral surveys which could midaysan ee bulshada) WFP (caawimada oragoomaha) have urban impact), CARE (misc.). IRC MUNICIPAL GOVERNMENT • (DAKHLI DHALINTA) UNDP (hawlo miyi-magaalood) Municipal Structure: CARE (waxyaabo badan) • Gebeley Municipal Authority with 207 staff in Executive and 4 Departments (Public Works, Public Relations, Finance, DAWLADA HOOSE Revenue), inadequate staff capabilities and office Qaab dhismeedka Dawladda Hoose: equipment. • Dawladda Hoose oo ay ka shaqeeyaan 207 shaqaale oo u • Staff reductions from 500+ in 2000 following Civil Service kala qaybsan guddiga fulinta iyo 4ta waaxood (hawlaha testing and layoffs (went smoothly) based on test results - guud, xidhiidhka dadweynaha, maaliyadda iyo resulted in much higher individual salaries and expected cashuuraha), waxqabadka shaqaalaha oo aan haboonayn better performance but also increase in local iyo qalab yarida xafiiska. unemployment. • Dhimidda shaqaalaha sanadkii 2000 oo ay dhamaayeen in Municipal Finance: ka badan 500, kadib imtixaankii guddida shaqaalaha dawladda. Kaasoo natiijadoodu ay keentay in qofkii • Revenue sources: business licenses (20%), property tax mushahar kii hore ka sareeya la siiyo lagana filayey in (15%), qat transit (30%), livestock sales (much reduced waxqabadkoodu kor u kaco, isla markaana arintaasna from former 20%), farming (5-10%). abuurto shaqo li’i. • No Central funds since Oct-01 due to livestock ban and Dhaqaalaha Dawladda Hoose: election funding. • Ilaaha Dakhliga:- laysamo ganacsi (20%), cashuurta • No internal audit function. hantida (15%), qaadka taraansitka ah (30%), iibka xoolaha • Municipal salaries require 55% of current revenues. (oo hoos uga dhacay 20%), beeraha (5-10%). • Collection limited by inability to pay, lack of collector • Maaligelin dawladda dhexe ka timaada waxa ugu transport, skill levels. dambaysay Oct-2001 taasoo ay sabab u ahayd xayiraada dhoofinta xoolaha. • 55% dhakhliga Dawladda Hoose waxay ku baxaan MUNICIPAL SERVICES mushaharka shaqaalaha. • Cashuurta oo ay yaraysay hayn la’aanta dadweynahu; Water: la’aanta gaadiidka cashuur ururiyaha, iyo heerar ka • Semi-autonomous Gebeley Water Agency with 16 staff xirfadahooda oo hooseeya. and head appointed by Mayor. • O&M mostly from tariffs (SLSh 5,000/m3 for direct ADEEGYADA MAGAALADDA connection, 10,000 for kiosk and 15-18,000 for tanker Biyaha: supply). • Wakaaladda biyaha Gabiiley oo ay ka shaqeeyan 16 qof, • Reticulated system connected to 73 houses and 14 kiosks madaxda wakaaladda waxa magacaaba duqa (all metered). magaaladda. • Water scarcity biggest problem. • Biyo gelin 73 guri iyo 14 kaalmood (kuligood saacad leh) • Shallow wells supply questionable quality water for tanker • Biyo yaraanta oo ah dhibaatada u weyn. supply. • Ceel gacmoodyada ayaa siiya booyadaha biyo tayadoodu • Boreholes along riverbed in danger of erosion and flood ay hooseeso. contamination, need deepening. • Ceelalka riigaga toga qarkood oo caro guurkeedu uu halis gelin karo, waxay u baahan yahay qodid. • COOPI to sink new 150m deep borehole 2.5km from city. • COOPI oo ku talo jirto inay qoddo ceel rig ah dhererkiisu • Hydogeologist assessment a prerequisite, would like yahay 150m, meel 2.5 km magaaladda u jirta. Waxa shardi Boroma type UNICEF project. u ah qiimaynta qaabka dhulka. Electricity: Laydhka: • 2 telecom/electricity providers (700 total connections) • Laba shirkadood ee isgaadhsiin laydhkanan dhaliya, hase previously, but one has discontinued service, leaving only ahaatee mid kood uu joojiyey fidinta laydhka guryo 400 connections. tiradood dhan tahay 400 ayaa laydka la geliyey. • Tariff of $0.80/KWH based on metered supply. • Sicirka laydhka waa $0.80/kwh o saacad leh.

Urban Sector Profile Study funded by EC and implemented by UN-HABITAT GEBILEY URBAN PROFILE

Sanitation: Fayo-Dhawrka: • Open landfill within city limits - wind blows plastic bags • Meelo qashinka lagu shubu oo aan dabool lahayn – throughout housing areas, water reservoir located nearby and dabeesha oo soo qaata bacaha, taangiga oo ku dhaw, at lower elevation (possible contamination), new site required. kana hooseeya, waxa loo baahan yahay koob cusub. • Few pit latrines or cleaner truck. • Musqulaha oo tiradoodu yar tahay, gaadhiga musqulahu dhuraana ma jiro. • No skips or lift trucks, idea to maximise use of donkey carts. • Haamaha qashin qubka iyo gaadhiga qaada oo aan jirin. • Systematic approach needed. • Hab cusub ayaa loo baahan yahay. • Women’s NGO organising periodic cleanups by youth with • NGO-yada haweenka oo muddo markay joogaanba, qaada assistance from businesses and Municipality. olole nadaafadeed iyagoo la kaashanaya dhalinayarada, Health: ganacsatada iyo Dawladda Hoose. • Hospital destroyed in war, function moved to small dispensary Caafimaad: upgraded but of inadequate size and equipment (e.g. x-ray, • Cosbitaalkii degmadu wuxuu dumay dagaalkii, waxa ultrasound, lab). halkiisa galay dispensary hase ahaatee cidhiidhi ah oo aan qalab lahayn. • TB hospital also too small, partly supported by INGO, UNHCR • Cosbitaalka qaaxda oo aad u kooban, waxa taageera NGO and Municipality. shisheeye, UNHCR iyo Dawladda Hoose. • Functioning MCH in city, 5 more and 10 health posts in district. • NGO-yada haweenka oo barnaamijyo wacyigelin HIV/AIDS • Women’s NGO pro bono building awareness about HIV/AIDS. fuliya. Education: • Ambulance oo aan jirin. • Colonial boarding secondary school, 4km outside city, totally destroyed in war but nearby intermediate school rehabilitated Waxbarashada: by COOPI and Municipality and now functioning as secondary - • Dugsi sare oo hooy ah oo la dhisay waqtigii gumeysiga needs 4 classroom expansion and boarding facility. Ingiriiska, magaalada waxa uu jira 4 km. Gebi ahaanba waxaa uu dumay waqti yadii dagaalka. Dugsi dhexe oo ku • Municipality provides guards and transport to secondary dhaw, waxa dayactirtay Dawladda Hoose iyo COOPI, oo school. imika ku shaqeeya Dugsi Sare. Waa uu u baahan yahay • Another secondary school in Gebeley. ku kordhin 4 fasal iyo Hooy. • Inadequate total of 16 secondary school classrooms restricts • Dawladda Hoose ayaa bixisa gaadiidka iyo ilaaliyayaasha further education for primary school graduates. Dugsiga Sare. • High priority for technical/vocational facility, library, teacher • Dugsi sare oo kale ayaa ka jra Gabiley. training, sports facilities. • 16 fasaal ee dugsiga sare oo carqalad ku ah 14 carruurta • Adequacy of primary education now stretched by returning dhamaysata Dugsi dhexe helaan waxbarasho Dugsi sare. settlers. • Baahiyaha waxbarasho ee u mudan waxa ka mid ah xarun lagu barto farsamda iyo xirfadaha, maktabad, tabarka Other: macalimiinta, fagaarayaal ciyaareed. • Urban (and rural) roads in poor condition, some uncontrolled • Tayada waxbarashada asaasiga ah oo ay turontoro ku encroachments, no Municipal funding for maintenance. yihiin carruurta ka soo noqotay xeeryaha qaxootida. • 72 taxis, 3 inter-city bus stations, 4-6 buses to surrounding villages. Waxyaale kale: • Wadooyinka magaalooyinka, beeraha iyo miyiga oo xaaladoodu aad u hooseeyso; isla mar ahaan taasna ku soo durug aan xadidnayn u ku dhacay, lacag dayactir wadooyinka oo aanay Dawladda Hoose hayn. • 72 tagsi iyo 3 bas oo ka shaqeeya magaalada gudaheeda, 4-6 bas to 4 goosha tuulooyinka ku xeeran. URBAN ECONOMY & POVERTY XAALADDA DHAQAALE IYO • Urban income based primarily on remittances, small shops and agriculture - some food processing (e.g. milk and qat) and for SABOOLNIMO EE GABILEY local use and sale in Hargeisa. • dhaqaalaha magaaladdu wuxuu ku fadhiyaa xawaaladaha • School graduate unemployment constrained by lack of dibadda laga soo diray, dukaamo yar yar, iyo beeraha oo technical/vocation training, only 2% continue on to university waxna Gabiley lagu cunay waxna loo ii geeyo Hargeisa. studies. • Shaqo gleinta ardayda waxbarahsad dhamaystay, oo ay hortaagan tahay aqoon li’da farsamo iy xirfad toona, 2% • Need is for agriculture/mechanics training and informal ayaa u gudba waxbarasho jaamacadeed. women’s education to divert employment from problematic qat • Baahida waxbarasho waxa ka mid ah tababaro makanig selling. beereed iyo waxbarashada haweenka si looga jeediyo • Women’s NGO priority for skill development, small domestic shaqo ka dhigashada iibinta qaatka. machinery for cottage industry development and overall income • Baahida NGO-yada haweenka waxa u mudan:- generation activities. • Horumarinta xirfadahoodda, makiinado yar yar oo ay • Successful ongoing revolving loan for micro-enterprise - could haweenku ku bilaabi karaan wershed buuleedyo; iyo be expanded. hawlaha dakhli dhalinta. • Mashruuca deynta wareegta ee ganacsatda yar yar oo la kordhin karo.

URBAN ENVIRONMENT DEEGAANKA MAGAALADDA • Xero-dhiigta biyuhu way ku xidhan yihiin, waxaana • Slaughterhouse has water connection and is cleaned by nadiifisa Dawladda Hoose. Municipality. • 2 suuq ayaa jira, waxaase loo baahan yahay 2 kale. • 2 existing markets, 2 more needed. • Ku soo durug wadooyinka, siiba baabuurta isticmaalka- • Much public road encroachment especially by derelict vehicles baxa ah, oo khatar ku ah laba-lugoodka habeenkii. and parts, creating danger for pedestrians at night. QORSHAHA MAGAALADDA IYO URBAN PLANNING & LAND MANAGEMENT MAAREYNTA DHULKA • Qorshaha magaaladda oo ku salaysan qorshe ay UNDOS • Outdated 1984 UNDOS plan with Municipality, no la fulisay Dawladda Hoose 1984 kaas oo aan ahayn comprehensive development plan. qorshe dhamaystiran oo horumarineed. • 1998 UNDOS map of surrounding area nicely detailed/updated • Qorshihii UNDOS ee 1998 ee khariidaynta degaamada ku but of limited urban use. xeeran Gabiley oo faah faahsan, hase ahaatee aan waxtar • Public land available for settlement but needs water service. la sheego u lahayn magaaladda Gabiley. • Returnees generally settle within or at edge of urban area. • Dhul banaan oo ay dawladda hoose leedahay, oo la degi karo; hase ahaatee u baahan biyo gelin. • Good local system for (mostly rural) land survey and • Qaxootiga soo noqda waxay degaan Gabiley gudaheeda documentation (necessary for financing credit) with training of iyo degaamada ku wareegsan. MinAg staff. • Hab sahaminta dhulka iyo xogtiisa iyo ku tababaridda • Intact land registry. shaqaalaha wasaaradda beeraha. • Conflicts generally resolved by civil officials acting with caution • Habka diiwaan gelinta dhulka oo dhamaystiran. and speed. • Isqabadyada, badiyaaba waxa xaliya madaxda iyo feejiga HOUSING • Heavy war damage still evident. GURIGEYNTA • New housing mainly informal. • Waxyeelo dagaalkii u geystay magaaladda. • Guriyeynta cusub oo aan sharciyeysnayn. • Older construction in good ashlar stone but newer in weaker • Dhismayaashii hore oo ku dhisan dhagax adag, hase thin slab. ahaatee kuwo cusubi waxay ku dhisan yihiin dhagax xaleef ah. Urban Sector Profile Study funded by EC and implemented by UN-HABITAT GEBILEY URBAN PROFILE STRENGTHS WEAKNESSES OPPORTUNITIES THREATS PRIORITIES • Downsized Municipality staff. • Municipal staff capabilities. • Increase of agricultural • Erosion from intermittent rivers. •Water • Effective land conflict mediation. • Lack of town planning. production, especially food cash • Pollution from rubbish and • Education • Good local rural land • Limited electricity supply and crops. landfill •Health management model. water quantity. • Extension of land management • Use of productive food land for • Town planning model to urban area. • Easy access to Hargeisa. • Lack of higher qat production. •Roads • Diversified economy - technical/vocational education. • Expansion of micro-enterprise revolving loan programme, • Income generation agricultural, livestock, • Scarcity of potable water • Municipal capacity building import/transit. sources. especially for small scale food processing. • Revenue collection improvement. • Expansion of community support for cleanup.

AWOODAHA DHALIILAHA FURSADAHA KHATARAHA MUDNAANTA • Waayo-aragnimo dib-u- • Go’doominada dalka gudihiisa • Xisaabtan heer degaan • Balaadhinta biyaha. heshiinta qabaail farabadan iyo isgaadhsiinta oo aad u doorashada kadib • Beerihii cuntada oo loo beddley • Fayodhawrka. Go’doonimada oo dhiirigelisay adag. • Balaadhinta suuqa bustaanada qaat beerid. • Xero dhawrka. isku tashiKhayraadka dabiiciga • Ururinta canshuuraha oon iyo dalogyada kaashka. • Dib-u-dhicida wadooyinka iyo • Suuq khudrada iyo hilibka. ah oo aad ugu badan gobalka. dhamaystirhayn laydhka. • Hagaajin uruinta dhakhliga . • Qorshaha magaalada. • Qorshaha magaaladda oo aan • Suuragalka balaadhinta • Dakhli yarida oo sii socota. jirin. • Koruqaadida awoodda qabashada biyaha roobka. • Awoodda waxqabda ee waxqabadeeshaqaalaha • La’aanta diiwaangalinta dhulka. • Soosaarinta khayraadka ismaamulka oo aad u hooseeya ismaamulka • Adeegyada laydhka iyo macdaniga ah, iyo dhoofinta isgaadhsiinta oo kooban. meydiga • La’aanta farsamo iyo xirfad barasho. • NGOyadaooay hagaan deeqbixiyaasha. • Dhismaha cosbitalka oo liita iyo isagoo magaalada ka fog

Urban Sector Profile Study funded by EC and implemented by UN-HABITAT PRELIMINARY BELETWEYNE URBAN PROFILE BACKGROUND URBAN SERVICES

• Capital of Hirad Region, Somalia Water: • Located along Shabelle river • Traditionally relying on Shabelle river • Home to at least 3,500 displaced people, some of which are seasonal • Several privately owned water holes • Lack of water in dry season

CITY STAKEHOLDERS Electricity: • Provided by private sector • 90% of town is lighted during day and evening Central Government: • Public sector pays small percentage for use of electricity • Transitional National Government

Health: Civil Society: • Public hospital supported by COSV, ICRC • 15 NGOs on west side of town, 21 NGOs on east side of town. • Private hospital • Common diseases include malnutrition, diarrhoea, typhoid, skin External: diseases, TB, cholera • UNICEF, ADRA, Save the Children, COSV, ICRC/SRCS, IMC

Education: MUNICIPAL GOVERNMENT • Electricity company has set up technical training institute • Schools assisted by community, UNICEF, Al-Islah, Rabidatul- Municipal Structure: Islam • 15 private schools • The municipality is run by a district commissioner, assisted by two vice district commissioners. • Four departments namely finance, security, social affairs and rehabilitation

Municipal Finance: URBAN ECONOMY & POVERTY • Tax collected from the live stock market • Large cattle market, agriculture • Trading companies, hotels, private telephone providers, local markets

HOUSING • Congested IDP shanty houses and huts of sticks, paper and sacks

STRENGTHS WEAKNESSES OPPORTUNITIES THREATS PRIORITIES

Urban Sector Profile Study funded by EC and implemented by UN-HABITAT PRELIMINARY GALKAIO URBAN PROFILE

BACKGROUND URBAN SERVICES

• Located inland in North East Somalia (Puntland) Sanitation: • Pre-war population:10.000: • Garbage collection is seen as a high development priority • Current population: 40,000 for the Municipality

Health: • Clinic set up by NGO, support from UNHCR CITY STAKEHOLDERS • Health projects mainly in rural areas surrounding the city, initiated by NGO

Public sector

Municipal Government: • Created 1998 Education: • No council • 4 NGO’s providing education, especially for women and girls. Central Government: • Vocational training provided by NGO’s • Ministry of Interior • Teacher training by NGO

Civil Society: Other: • 7 NGO’s dealing with education, environment, peace, rehabilitation, good governance. • Municipal finance lacking for infrastructure and rehabilitation • Land ownership is not regularised and seen as a large problem

MUNICIPAL GOVERNMENT URBAN ECONOMY & POVERTY

Municipal Structure: • Private businesses : electricity/telecom providers, money • Municipality with 38 staff in the following departments: transfer company, water provision, livestock, transport of Revenue collection 26, Land 6 and Social Affairs 6 goods • Appointment of staff along clan and political lines, low qualifications. • Weak administrative structure

Municipal Finance: URBAN ENVIRONMENT • Revenue from markets, land, livestock, and transit goods. • NGO’s undertake environmental activities, like tree planting, awareness raising • No grants from Central administration • Weak legal framework, lack of staff capacity, lack of peoples confidence.

URBAN SERVICES URBAN PLANNING & LAND MANAGEMENT Water: • No proper land and town planning • Provided by private sector • Land ownership is determined by land grabbing, after • No regulation from Municipality which registration is sought from Municipality • No legal documents to secure land tenure Electricity: • Provided by private sector

STRENGTHS WEAKNESSES OPPORTUNITIES THREATS PRIORITIES •

Urban Sector Profile Study funded by EC and implemented by UN-HABITAT PRELIMINARY KISMAYO URBAN PROFILE BACKGROUND URBAN SERVICES • Provincial Head quarter Lower Jubba Region. Health: • Boundary on the East of Indian Ocean. • One hospital, lack of required medical supplies and • Location 500 km South from Mogadishu professional staff • 15,000 IDP’s • Common diseases include anaemia, malaria, worm • Lack of Security infections, diarrhoea, urinary tract infections, cholera • Pre-war population: 700.000 (reported) • UNICEF support for 6 MCHs, 60 OPDs and 3 health posts • Current population: 900,000 (reported) Education: CITY STAKEHOLDERS • Majority of school buildings is destroyed Public sector • Few intermediate and primary schools operational, come supported by UNICEF Municipal Government: • One computer training institute • Created 1954, re-established 2001 • Jubba Valley Alliance • No Mayor, but District Commissioner with Executive Other: Secretary • No fuel distribution system • Jubba Valley Alliance with 25 staff in 5 departments • Public transport system operational Central Government: • Severe lack of security • Ministry of Interior Civil Society: • 1 Women's organisation • 1 Professional organisation URBAN ECONOMY & POVERTY • 2 Telecom and electricity organisation, money transfer • Private businesses : 3 telecom/electricity providers, Money institute transfer company, retail businesses External: • Livelihoods largely depend on marine products, live stock • No international NGO’s, but UNICEF sometimes active and retail activities

MUNICIPAL GOVERNMENT URBAN ENVIRONMENT

Municipal Structure: • Private telecom sector and electricity providers contributing • No legal Institution to uncontrolled "spaghetti" cable networks. • Jubba Valley Alliance with 25 staff in the following • Environmental degradation due to massive charcoal departments (Administration 6, Finance 5, Revenue production and export collection 8, Audit 3 and Social Affairs 3)). • Animal slaughtering in poor hygienic conditions, threat for health Municipal Finance: • Piles of garbage and human waste dispersed everywhere • Small amount on revenue from markets (livestock, retail, milk, vegetable trading etc.) • Not sufficient for covering social services of town. URBAN PLANNING & LAND MANAGEMENT

URBAN SERVICES • No proper town planning • Lack of maps and plans • Conflicting land ownership Water: • Inadequate capacity to manage rapid population growth • Locally hand dug wells • Developing 5 year development plan • No legal documents to secure land tenure Electricity: • 3 private companies provide telephone services and sufficient electricity. HOUSING • IDPS live in war-damaged buildings and huts of sticks, plastic and cloth

STRENGTHS WEAKNESSES OPPORTUNITIES

• Harbour city with main port • Lack of urban plan and • Very large Women • Many economic resources managed physical growth Organisation (NGO) such as livestock, • Unstable security situation • Possibilities for income agriculture and fishery • Heavy war damage generation • No international support • Weak civil society

THREATS PRIORITIES • • Ongoing instability • Increasing population • No legal municipality

Urban Sector Profile Study funded by EC and implemented by UN-HABITAT PRELIMINARY MOGADISHU URBAN PROFILE BACKGROUND URBAN SERVICES • Capital of Somalia and Banadir region • Hosting Transitional National Government Sanitation: • Located on the seacoast • High on the Muncipal priority list to organise the waste • Large port/ trade centre management system • Heavily damaged infrastructure due to war • Present population: 2.2 million Health: • Three operational private hospitals • Several small private clinics and medical laboratories CITY STAKEHOLDERS Public sector Municipal Government: Education: • Mayor is assisted by Deputy Mayors (8) and Secretary • At least 170 private schools General • Several private educational institutes Central Government: • Transitional National Government Other: Civil Society: • Road system damaged, but originally elaborate • Several NGO’s (women’s organisations, youth, intellectual, • Large port chief clan organisations, sport games supporters, art • Main airport not functioning supporters, environment protection groups, human right supporters, globalisation supporters, pro-human supporters) External: • Support from many UN organisations, but not specifically mentioned URBAN ECONOMY & POVERTY • Large port • Several Trading companies, hotels, private telephone providers, local markets, airline companies, money transfer. MUNICIPAL GOVERNMENT • Informal sector has emerged Municipal Structure: • Many small scale factories • Mayor is assisted by Deputy Mayors (8) and Secretary General • 1035 staff members in 7 different departments • Organogram available in Somali Municipal Finance: • Municipality collects 30% of potential revenue collection URBAN ENVIRONMENT • Much damage to buildings and infrastructure URBAN SERVICES Water: • Several private providers • Plans to re-establish the Municipal Water Agency HOUSING • Physical infrastructure including houses largely demolished by war Electricity: • Provided by private sector • Plans to re-establish a power plant

STRENGTHS WEAKNESSES OPPORTUNITIES • Large port • Ongoing instability • • Traditional trade centre •Brain drain • Capital city

THREATS PRIORITIES • •

Urban Sector Profile Study funded by EC and implemented by UN-HABITAT Consultation package

The Consultation Package was used with success at the Hargeisa Consultation, eliciting genuine dialogue from stakeholders. The Package can be used as an adaptable model for other consultations in other regions of Somalia when the security situation allows.

One important element was to emphasize a consultative/listening methodology rather than an approach based on lecturing and formal presentations. A second critical element of the Consultation process was to use city-to-city subgroup pairing to discuss common issues as shown below:

• Berbera and Sheikh: Common interests include their economic links e.g. Berbera as the source of summer vacationers for Sheikh; and Sheikh as the supplier of agricultural produce to Berbera; • Borama and Erigavo: two towns that have developed self-reliance as a result of isolated locations; • Gebeley and Burao: Common interests include (a) Gebeley’s system for rural land surveying and documentation which can be adapted for urban application in Burao and (b) Gebeley’s downsizing of staff, a model for other towns; • Hargeisa in a subgroup of its own because of its size and the fact that it faces issues unique to capital cities.

This arrangement generated useful insight into how problems and solutions in one city could be adapted by others.

Somalia Urban Sector Profile Study Final report, September 2002 NATIONAL CONSULTATION OUTLINE

Urban Sector Profile Study European Community and UN-Habitat 31-July-2002 Draft

The following outlines the programme for the National Consultation on the Urban Sector Profile Study (USPS).

Time and date: 08:00 to 12:00, 13:30 to 17:45 hours Saturday and Sunday, 10 and 11-Aug-02

Venue: Maan-soor Hotel, Hargeisa, Somaliland

Participants: Minister of National Planning and Coordination plus 2* Minister of Interior plus 2* Minister of Water Resources and Minerals plus 2* Minister of Public Works and Roads plus 2* Mayor of Burao plus 2* Burao Water Head, DDC representative, Kosar representative Mayor of Sheikh plus 2* Amal, Khayr NGO Mayor/Governor of Berbera plus 2* Berbera Hospital doctor, GAVO representative, BEE manager Mayor/Governor of Boroma plus 2* Boroma elder, sheikh, Kulmiye representative Mayor of Hargeisa plus 2* Hargeisa Univ Dean, intellectual (e.g. Fadl), Nagaad Director, HWA Head Mayor of Arigavo plus 2* Arigavo stakeholders x 3 (to be identified by FOPAG asap) Mayor of Gebeley plus 2* Gebeley stakeholders x 3 (to be identified by USPS team 5-Aug) Executive Director of FOPAG plus 1*

Roger de Bakker, EC, Nairobi Paul Simkin, Governance Advisor, European Union, Nairobi Paul Crook, European Commission representative, Hargeisa Maxwell Gaylard, UNDP Representative, Nairobi, plus 1* Leila Pakkala, Senior Programme Officer, UNICEF, Nairobi Simone Wolken, UNHCR, Nairobi Joe Connolly, Chief Technical Advisor, ILO, Nairobi Italian Embassy representative, Nairobi Danish Embassy representative, Nairobi Netherlands Embassy representative, Nairobi Mia Beers, USAID, Nairobi Bart Wittenschen, Danish Refugee Committee, Nairobi Severio Frazzoli, Africa 70, Nairobi Dr. Boulhan, Academy for Peace and Development, Hargeisa John Drysdale, Surveyor, Gebeley/Hargeisa Dr. Mohamed el Sioufi, UN-Habitat, Nairobi Richard Woods, Head of USPS Mission, UN-Habitat, Nairobi James Mutero, USPS Mission, UN-Habitat, Nairobi Marco van der Plas, Project Manager, UN-Habitat, Burao

* indicates choice by Minister, Mayor or primary invitee

Objectives: To review, generate and finetune information for a strategic log frame matrix for local action and external interventions.

To confirm national and local interest for urban support.

Methodology: To present data profiles for individual Somaliland cities (summary verbal, hardcopy and poster formats).

To present identified Central issues for stakeholder discussion (summary verbal, hardcopy and poster formats).

To get feedback from stakeholders for guidance in finalising the USPS (subgroup discussions and plenary summaries).

To explore areas of possible technical and management capacity- building, support and capital investment to be addressed in future interventions.

Model Consultation Activity Structure

Urban Sector Profile Study

Day One Time Activity Responsible Person 08:00 - 08:10 Welcome to Participants Facilitator Consultation brief on main components: - Review of City Profile information. - Review of strategic cross-cutting issues. - Relating Profile information to strategic cross-cutting issues. - Discussion of next steps. Reference to handout Consultation Summary Outline. Introduction of official host.

08:10 - 08:25 Opening Address Official host

08:25 Thanks Facilitator Introduction of local government official.

08:25 - 08:40 Second Address Local government official

08:40 Thanks Facilitator Introduction of EC official.

08:40 - 08:55 Sponsor Address EC official

08:55 - 09:10 Thanks Facilitator Introduction of Consultant representative.

08:55 - 09:10 Consultant Address Consultant representative

09:10 - 09:15 Thanks Facilitator Orientation to Mayor presentations.

09:15 - 10:25 Introduce Mayors (8 assumed), in agreed Facilitator order and with Profile posters in background, to: - Describe and assess their city’s situation. - Priortise areas for further development. Help manage time and comments. Presentation of City Profiles. Mayors

10:25 Direct Participants to coffee break. Facilitator

10:25 - 10:45 Coffee break 10:45 - 10:55 Thanks to Mayors Facilitator Introduce subgroup tasks: - Search for and discuss common interests and approaches. - Share information about priorities and resolutions. - Identify replicable/adaptable ideas and strategies. - Report back to plenary re above by selected subgroup member. Direct participants* into 4 subgroups (preselected on basis of common interests), locations and facilitators (native speakers). - Group 1: Representatives from 2 cities - Group 2: Representatives from 2 cities - Group 3: Representatives from 2 cities - Group 4: Representatives from 2 cities

* Ministry, external and non-city participants to individually select their subgroups with re-direction to achieve numerical and interest balance.

10:55 - 12:00 City Profile discussions. Facilitated subgroups

12:00 Direct Participants to lunch break. Facilitator

12:00 - 13:30 Lunch break

13:30 - 14:00 Introduce 4 subgroup reporters to summarise Facilitator City Profile discussions by common interests and approaches, shared information, ideas and strategies for application elsewhere. Summary of profile discussions. Subgroup reporters

14:00 - 15:15 Manage plenary City Profile discussion. Facilitator Direct Participants to prayer and coffee break.

15:15 - 15:45 Coffee break

15:45 - 16:15 Strategic issues presentation, e.g. USPS team with translation - Decentralisation and Financing by Facilitator - Private/Public Partnerships - Urban Planning and Application - Human Resources Introduce subgroup tasks: - Discuss and identify issue components. - Analyse issues vis-a-vis problem areas. - Prepare SWOT framework from analyses. Direct participants into subgroups, locations and facilitators (native speaker with relevant USPS member). - Group 1: Decentralisation and Financing Mayors, EOs, finance/admin officers - Group 2: Private/Public Partnerships Service providers, doctors, engineers - Group 3: Urban Planning and Application Public Works, surveyor, architects/planners - Group 4: Human Resources NGOs, personnel officers, educators, civil society

16:15 - 17:45 Strategic Issues discussions. Facilitated subgroups Close Day 1 with reference to Day 2. Facilitator

Day Two Time Activity Responsible Person 08:00 - 08:10 Welcome and Consultation Summary. Facilitator Day 1: Addresses City Profiles Strategic Issues (to be discussed further). Day 2: Addresses Strategic Issues Relationship of city specific information to strategic issues. Next Steps Introduction of relevant sector official.

08:10 - 08:25 Address on relevant sector. Relevant sector official

08:25 Thanks Facilitator Introduction of relevant sector official.

08:25 - 08:40 Address on relevant sector. Relevant sector official

08:40 - 08:45 Thanks Facilitator Correlate officials’ addresses to Strategic Issues and City Profiles.

08:45 - 09:15 Introduce 4 subgroup reporters to Facilitator summarise Strategic Issues discussions in form of SWOTs. Summary of Strategic Issues discussions. Subgroup reporters 09:15 - 10:15 Manage plenary Strategic Issues discussion. Facilitators Direct Participants to coffee break.

10:15 - 10:35 Coffee break

10:35 - 11:00 Orientation to Strategy development. USPS team with translation - Linkage of local priorities to Strategic by Facilitator Issues. - Build on local concerns and interests, as well as SWOT analyses. - Develop stategies to solve local problems in view of SWOT analyses. Introduce subgroup tasks: - Identify activities required to achieve results, in light of SWOT analyses: - Strategic issue identified from Group 1 - Strategic issue identified from Group 2 - Strategic issue identified from Group 3 - Strategic issue identified from Group 4 - Suggest responsibilities for each activity. Direct participants into subgroups, locations, facilitators (native speaker with relevant USPS member). - Group 1: Representatives from 2 cities - Group 2: Representatives from 2 cities - Group 3: Representatives from 2 cities - Group 4: Representatives from 2 cities

11:00 - 12:00 Strategy discussions Facilitated subgroups

12:00 Direct Participants to lunch break. Facilitator

12:00 - 13:30 Lunch break

13:30 - 14:00 Introduce 4 subgroup reporters to Facilitator summarise Strategy discussions and specify activities and responsibilities. Summary of Strategy discussions. Subgroup reporters

14:00 - 15:15 Manage plenary Strategy discussion. Facilitator Direct Participants to prayer and coffee break.

15:15 - 15:45 Coffee break

15:45 - 16:15 Presentation on Next Steps. EC and USPS team with translation by Facilitator

16:15 - 17:15 Manage plenary Next Steps discussion. Facilitator 17:15 - 17-30 Summarise results of Next Steps discussion USPS team with translation and overall Consultation. by Facilitator Introduce official host.

17:30 - 17:45 Closing Address Official host

Talking Points for Ministerial Addresses USPS Consultation 10/11-Aug-02/ Hargeisa, Somaliland

Opening Address - Minister of National Planning and Coordination MinPlan perspective of donor focus on urban development as a sector encompassing the elements affecting quality of life for a quickly growing urban Somaliland population. Potential value of USPS role in shaping interventions in the urban sector, filling a gap between EC’s overall cooperation strategy and specific projects - necessary analytical step in the donor’s urban development support process. Potential dangers in a lack of donor and local followup to USPS. Need for sustained dialogue in building credibility and understanding of the very involved and often lengthy process. MinPlan identification of critical issues for further discussion, development and resolution in Consultation.

Local Government Address - Minister of Interior MinInt perspective of donor focus on urban development as a sector encompassing the elements affecting quality of life for a quickly growing urban Somaliland population. Central Government relationship to cities re authority and structure, policies, assignments, staffing, financing, monitoring, support and feedback. Key other ministries which correlate closely (and how) to cities. Changes in above relationship due to planned elections. How external agents should adapt. MinInt identification of critical issues for further discussion, development and resolution in Consultation.

Water Sector Address - Minister of Water and Mineral Resources MinWater perspective of donor focus on urban development as a sector encompassing the elements, importantly including water, affecting quality of life for a quickly growing urban Somaliland population. Central Government water sector policies and regulations. Central and local roles, responsibilities, capabilities and capacities, including private sector. Comments on previous and current efforts to improve water sector and systems. Issues facing water sector in urban settings (e.g. supply and distribution constraints, water quality, pricing and cost recovery, privatisation). Needs identification and prioritisation at Central levels and for specific Somaliland cities.

Public Works and Roads Address - Minister of Public Works & Housing MinWorks perspective of donor focus on urban development as a sector encompassing the elements, importantly including public works and roads, affecting quality of life for a quickly growing urban Somaliland population. Central Government sector policies and regulations. Central and local roles, responsibilities, capabilities and capacities, including private sector. Comments on previous and current efforts to improve sector concerns. Issues facing sector in urban settings (e.g. housing and public building conditions, lack of urban plans, electricity supply constraints and privatisation, use of road funds). Needs identification and prioritisation at Central levels and for Somaliland cities.

EC UN-HABITAT

The Minister of National Planning and Coordination Republic of Somaliland

His Excellency Ahmed Hassan Afi

invites

His Excellency Hasan H. Moh’ud. Warsame Governor of Sahil and Mayor of Berbera

to the

EC-Sponsored

Urban Sector Profile Study (USPS) Consultation

on

10 and 11-August-2002

from

8:00 to 12:00 and 13:30 to 17:45 (lunch provided)

at the

Mansoor Hotel, Hargeisa

Note:

1. His Excellency, the Governor/Mayor, is also invited to choose two fellow participants for Consultation attendance.

2. His Excellency, the Governor/Mayor is also invited to present a Profile of his Municipality for which UN-Habitat has prepared a draft based on its recent Berbera discussions and site visits. The draft will be available for the Governor/Mayor’s review and discussion on 8 or 9- August-2002 at the Mansoor Hotel, Hargeisa.

3. A Consultation Outline is attached for information.

4. For more information and RSVP, contact Liban or Mohamed Haibe, UN-Habitat TIAP, Berbera at:

telephones: 7 512118, 21 41444, 2 446205 or 2 426401 e-mails: [email protected] or [email protected]

E C UN-HABITAT

The EUROPEAN COMMISSION and UN-HABITAT have the pleasure to invite

Mr. Roger de Backer

Economic advisor of the European Union

to the

EC-Sponsored

Urban Sector Profile Study (USPS) Consultation

on

10 and 11-August-2002

from

8:00 to 12:00 and 13:30 to 17:45 (lunch provided)

at the

Mansoor Hotel, Hargeisa

Note:

1. A Consultation Outline is attached for information.

2. For more information and RSVP, contact Ms. Anne UN-HABITAT Nairobi.

Telephone: 624345 E-mails: [email protected]

European Commission and United Nations Human Settlements Programme

CERTIFY THAT: Mr. Mohamed Abdi Hersi HAS SUCCESSFULLY PARTICIPATED IN THE:

Somaliland Consultation of the Urban Sector Profile Study

HARGEISA 10-11 AUGUST 2002

Funded by the EC, Implemented by UN-HABITAT

European Commission United Nations Human Settlements Programme USPS CONSULTATION LIST OF PARTICIPANTS 10th-11th August 2002 Hargeisa, Somaliland

Name Organization Title 1 Elmi Dahir Bulaale AL Khayr NGO Chairman 2 Ahmed Said Aman Ala-Amin Cnstruction Company Chairman 3 Abdilaahi Mohamed Muse AMAL NGO Manager 4 Dr. Abdirahmaan Jama Awdal Health Office Regional Medical Officer 5 Mohamoud Mohamed Noor Awdal Regional Office 6 Hassan Ahmed Jama Berbera Electricity Enterprise (BEE) Manager 7 Abdirahmaan Yusuf Berbera Municipality Consultant 8 Hassan H. Mohamoud Berbera Municipality Mayor/Governor 9 Ibrahim Magan Borama Elder 10 Sheikh Mohamed Said Borama Imaam 11 Mohamed Hassan Omar Borama Municipality Director of Projects 12 Mohamed M. Bahdoon Borama Municipality Mayor/Governor 13 Hassan Dahir Hadi Borama Water Agency Accountant 14 Mohamoud Hussein Borama Water Agency Manager 15 Adan Mohamed Mirre Burao Municipality Mayor 16 Yusuf Farah Awale Burao Municipality Consultant 17 Mohamoud Yasin Burao Water Agency Manager 18 John Drysdale Somaliland Cadastral Surveys Gebeley Director 19 Abdirahmaan Yusuf Development Committee Deputy coordinator 20 Paul Crook EC Hargeisa Liaison Officer 21 Paul Simkin EC Somalia Unit Governance Advisor 22 Jama Abdi Shirre Erigavo Municipality Executive Officer 23 Sahra Aw Elmi EVE Women NGO Borama Vice Chairwomen 24 Abdi Ahmed Nour FOPAG NGO, Hargeisa Staff member 25 Ismail Essa Abrar FOPAG NGO, Hargeisa Staff member 26 Jama Mohamed Omar FOPAG NGO, Hargeisa Executive Officer 27 Farhan Adan Haibe GAVO NGO, Berbera Chairman 28 Hassan H. Yusuf Gebiley Municipality Mayor 29 Dr. Mohamed Yusuf Gebiley TB Hospital Director 30 Mohamed Osman Fadal Hargeisa Intellectual 31 Abdisalan M. Ibrahim Hargeisa Municipality Director of Social services 32 Ahmed D. Farah Hargeisa Municipality Mayor's Adivor 33 Ahmed Mohamoud Hargeisa Municipality Mayor 34 Deeq Hersi Hujaale Hargeisa Municipality Director Of Planning 35 Eng. Ibrahim Aden Cabdilaahi Hargeisa Municipality Chief Engineer 36 Hussein Farah Hargeisa Municipality Advisor 37 Ali Mohamed Hassan Hargeisa Water Agency Engineer 38 Abdi Ali Mohamed Ministry of Interior Vice Minister 39 Abdirahmaan Mohamed Ajab Ministry of Interior Director General 40 Ahmed Hassan Afi Ministry of National Planning and Coordination Minister 41 Yusuf Ainab Musse Ministry of Public Works and Roads Minister 42 Ali Odowaa Ministry of Water and Mineral Resources Director General 43 Mohamoud Abdi Farah Ministry of Water and Mineral Resources Minister 44 Maryan Hadi Ahmed NOW NGO,Gebiley Vice Chairwomen 45 Abdilaahi M. Hersi Road Funds Executive Director 46 Dr. Abdi Abdilaahi Ali Sahil Regional Hosipital Regional Medical Officer 47 Ahmed Ismail Aynanche Saylac Water Agency Manager 48 Abdi Artan H. Abokor Sheikh Municipality Deputy Mayor 49 Abdilkadir M. Aden Sheikh Municipality Director of Finance 50 Mohamed Ali Noor Sheikh Municipality Consultant 51 Fatima Ibrahim UNDP Human Rights Specialist 52 James Mutero UN-Habitat Consultant 53 Richard Woods UN-Habitat Consultant 54 Liban Hussein UN-Habitat National Project Officer 55 Marco van der Plas UN-Habitat Project Manager 56 Mohamed Haibe UN-Habitat Admin. & Finance 57 Mohamed El-Sioufi UN-Habitat Human Settlements Advisor 58 Leendert Vijselaar UNICEF WES project officer 59 Mohamed Omar Arteh University Of Hargeisa Dean of Academic and Student Affairs Urban Sector Profile Study Somaliland Consultation Hargeisa 10-11 August 2002 Funded by the EC, Implemented by UN-HABITAT

EVALUATION

Institution (please check as applicable) Ministry District Municipality NGO Private Sector Other:

Optional: Name: ______Position: ______

Issue/Consultation component Very Good Good Satisf- actory Poor Very Poor GENERAL CONSULTATION ISSUES ‰ Understanding of the EC project cycle and time scale ‰ Clarity of overall consultation structure LOCAL ISSUES ‰ Understanding Town Specific Urban Data ‰ Understanding Town SWOT Analysis and Priorities ‰ Working groups/ exchange of experiences ‰ Local issues discussions CENTRAL ISSUES ‰ Understanding Central Issues ‰ Working Group SWOT Analysis ‰ Central issues discussions STRATEGIES OF CENTRAL/LOCAL RELATIONSHIPS ‰ Understanding Strategy formulation component ‰ Working Group strategy formulation ‰ Strategy discussions STEPS FORWARD - Please specify the key roles and actions expected of the following institutions ‰ Local institutions

‰ Central institutions

‰ Private sector

‰ Others (NGOS)

OVERALL COMMENTS ‰ Did the consultation give you a better understanding of Urban Sector Issues, Strategies and stakeholder roles (local/central/other) ‰ Overall quality of consultation Other comments Urban Sector Profile Study Outline

Municipal Sector Profile Study • UN-HABITAT BACKGROUND • USPS APPROACH • CONSULTATION STRUCTURE Hargeisa Consultation 10-11 August 2002

Study Funded by EUROPEAN COMMISSION Implemented by UN-HABITAT

Urban Sector Profile Study Urban Sector Profile Study UN-HABITAT Background Approach: Urban profile • United Nations Human Settlements • Meetings/Site visits • Mayor Programme (UN-HABITAT) • NGOs • Institutions • Business community • Mandate to support local authorities in: • Projects – Adequate Shelter for All • Town Specific Mini Consultation – Sustainable Urban Development • broad-based • Discuss issues related to priorities • UN-HABITAT approach • Synthesise commonly agreed – Normative Activities - Advocacy, Policy priorities • Prepare draft profile – Technical Cooperation - Capacity Building • Agree with mayor on profile • Profile documentation

• Central Consultation

Urban Sector Profile Study Urban Sector Profile Study Approach: Urban profile Approach: Urban profile

• Meetings/Site visits • Meetings/Site visits • Mayor • Mayor • NGOs • NGOs • Institutions • Institutions • Business community • Business community • Projects • Projects • Town Specific Mini • Town Specific Mini Consultation Consultation • broad-based • broad-based • Discuss issues • Discuss issues related to priorities related to priorities • Synthesise • Synthesise commonly agreed commonly agreed priorities priorities • Prepare draft profile • Prepare draft profile • Agree with mayor on • Agree with mayor on profile profile • Profile documentation • Profile documentation

• Central Consultation • Central Consultation

1 Urban Sector Profile Study Urban Sector Profile Study Approach: Urban profile Approach: Urban profile

• Meetings/Site visits • Meetings/Site visits • Mayor • Mayor • NGOs • NGOs • Institutions • Institutions • Business community • Business/Private • Projects Sector • • Town Specific Mini Projects • Town Specific Mini Consultation • broad-based Consultation • • Discuss issues broad-based related to priorities • Discuss issues • Synthesise related to priorities commonly agreed • Synthesise priorities commonly agreed • Prepare draft profile priorities • • Agree with mayor on Prepare draft profile profile • Agree with mayor on • Profile documentation profile • Profile documentation • Central Consultation • Central Consultation

Urban Sector Profile Study Urban Sector Profile Study Approach: Urban profile Approach: Urban profile

• Meetings/Site visits • Meetings/Site visits • Mayor • Mayor • NGOs • NGOs • Institutions • Institutions • Business community • Business community • Projects • Projects • Town Specific Mini • Town Specific Mini Consultation Consultation • braoad-based • broad-based • Discuss issues • Discuss issues related to priorities related to priorities • Synthesise • Synthesise commonly agreed commonly agreed priorities priorities • Prepare draft profile • Prepare draft profile • Agree with mayor on • Agree with mayor on profile profile • Profile documentation • Profile documentation

• Central Consultation • Central Consultation

Urban Sector Profile Study Urban Sector Profile Study Approach: Urban profile Approach: Urban profile

• Meetings/Site visits • Meetings/Site visits • Mayor • Mayor • NGOs • NGOs • Institutions • Institutions • Business community • Business community • Projects • Projects • Town Specific Mini • Town Specific Mini Consultation Consultation • broad-based • broad-based • Discuss issues • Discuss issues related to priorities related to priorities • Synthesise • Synthesise commonly agreed commonly agreed priorities priorities • Prepare draft profile • Prepare draft profile • Agree with mayor on • Agree with mayor on profile profile • Profile documentation • Profile documentation

• Central Consultation • Central Consultation

2 Urban Sector Profile Study Urban Sector Profile Study Approach: Urban profile Approach: Urban profile

• Meetings/Site visits • Meetings/Site visits • Mayor • Mayor • NGOs • NGOs • Institutions • Institutions • Business community • Business community • Projects • Projects • Town Specific Mini • Town Specific Mini Consultation Consultation • broad-based • broad-based • Discuss issues • Discuss issues related to priorities related to priorities • Synthesise • Synthesise commonly agreed commonly agreed priorities priorities • Prepare draft profile • Prepare draft profile • Agree with mayor on • Agree with mayor on profile profile • Profile documentation • Profile documentation

• Central Consultation • Central Consultation

Urban Sector Profile Study Urban Sector Profile Study Approach: Urban profile Approach: Urban profile

• Meetings/Site visits • Meetings/Site visits • Mayor • Mayor • NGOs • NGOs • Institutions • Institutions • Business community • Business community • Projects • Projects • Town Specific Mini • Town Specific Mini Consultation Consultation • broad-based • braoad-based • Discuss issues • Discuss issues related to priorities related to priorities • Synthesise • Synthesise commonly agreed commonly agreed priorities priorities • Prepare draft profile • Prepare draft profile • Agree with mayor on • Agree with mayor on profile profile • Profile documentation • Profile documentation

• Central Consultation • Central Consultation

Urban Sector Profile Study Urban Sector Profile Study Approach: Urban profile Approach: Urban profile BACKGROUND URBAN ECONOMY BACKGROUND URBAN ECONOMY • Meetings/Site visits • History/conditions & POVERTY • Meetings/Site visits • History/conditions & POVERTY • • Geography • Employment opportunities • • Geography • Employment opportunities Mayor • Productive sectors Mayor • Productive sectors • Elevation. • Elevation. • NGOs • NGOs • Location. • Location. • Institutions URBAN ENVIRONMENT • Institutions URBAN ENVIRONMENT • Administrative role • Solid Waste disposal • Administrative role • Solid Waste disposal • • Business community • Current population •Pollution Business community • Current population •Pollution • Projects • Projects • STAKEHOLDERS URBAN PLANNING/ • STAKEHOLDERS URBAN PLANNING/ Town Specific Mini • Public sector LAND MANAGEMENT Town Specific Mini • Public sector LAND MANAGEMENT • Municipal Government • Urban plan, zoning controls • Municipal Government • Urban plan, zoning controls Consultation • Central Government • Land registry Consultation • Central Government • Land registry • broad-based • Civil Society • Refugee reintegration • broad-based • Civil Society • Refugee reintegration • External • External • Discuss issues • Land disputes • Discuss issues • Land disputes related to priorities MUNICIPAL GOV. HOUSING related to priorities MUNICIPAL GOV. HOUSING • Synthesise Municipal Structure • Demand • Synthesise Municipal Structure • Demand • Supply • Supply commonly agreed Municipal Finance. commonly agreed Municipal Finance. • Prevalent construction • Prevalent construction priorities Urban Services priorities Urban Services • Prepare draft profile • Water Strengths • Prepare draft profile • Water Strengths • • Electricity Weaknesses • • Electricity Weaknesses Agree with mayor on • Sanitation Opportunities Agree with mayor on • Sanitation Opportunities profile • Health Threats profile • Health Threats • Profile documentation • Education • Profile documentation • Education • Roads PRIORITIES • Roads PRIORITIES • Central Consultation • Other • Central Consultation • Other

3 Urban Sector Profile Study Urban Sector Profile Study Consultation Structure

Day 1 (10 August) Day 2 (11 August) Hargeisa Consultation Opening Session Introductory Session 10-11 August 2002 City Profile Presentations Central Issues Plenary Hargeisa Berbera Burao Sheikh Gebeley Borama Eregavo Local/Central Linkages presentation City profile Discussions Local/Central Linkages discussions Best wishes for a Hargeisa Berbera Borama Burao Decentral. Public/ Urban Human MoPW Sheikh Eregavo Gebeley Finance Private Planning Resources successful Consultation Summary Profile Plenary Local/Central Linkages Plenary Central Issues Presentations Presentation next steps Central issues Discussions Next Steps Plenary Study Funded by EUROPEAN COMMISSION Implemented by UN-HABITAT Decentral. Public/ Urban Human Finance Private Planning Resources Closing session

4 Decentralisation Central Issues • Decentralisation is official policy • In line with this, Municipal Authorities given certain taxation and spending Decentralization powers i.e Fiscal Decentralisation • Finance follows function i.e. Finance ¾First define functions devolved by the Public/Private Partnerships central government to municipal authorities ¾Next examine adequacy of financial resources to support those functions

Main Decentralisation Issues Main Decentralisation issues • Do municipal authorities have the Cont’d financial resources to implement the • How could the current system of functions entrusted to them such as: government grants to municipal ¾coordination of service delivery authorities be strengthened in the context of: ¾urban planning ¾Limited resources available to the central ¾land management government ¾sanitation ¾Linking more effectively level of central grants to revenue collection efficiency by ¾licensing etc municipal authorities ¾Need to address regional equity concerns

Financing Urban Development Central Issues • Presently no access to formal debt finance (local and external) for urban Decentralization development, as formal financial sector Finance primarily limited to money transfers Public/Private Partnerships

1 Financing Urban Development Financing Urban Development in the longer term Cont’d • Need to consider creation of an Urban • Therefore: municipal authorities need to Development Fund which could draw leverage local resources to the maximum via: ¾improved revenue collection efficiency resources from local authorities, private ¾cost-cutting measures within municipal sector and the donor community authorities (e.g. staff rationalization) ¾Fund could be governed by an independent ¾Public/Private Partnerships (discussed board or trust, supported by a small technical below) secretariat. ¾Community mobilization (e.g. in solid waste ¾Fund could (a) provide micro-credit to small management) and medium enterprises and CBOs in urban areas and (b) finance priority municipal authority projects

Public/Private Partnerships

Central Issues • Utility sectors, primarily telecoms and electricity, have demonstrated effectiveness Decentralization of private sector service delivery Finance • But regulation needed especially to ¾assure quality of service Public/Private Partnerships ¾prevent anti-competitive behaviour ¾assure access by low-income households e.g. via cross-subsidies

Benefits of PPPs PPPs Cont’d

• Example: Contracting out management • Prospects exist for outsourcing other of Water Agencies would result in municipal services e.g. secondary ¾cost efficiency if regulation effective disposal of solid waste. ¾adjustment of tariffs to cost recovering • Given that PPPs accepted in principle, levels and what measures should be taken to ¾additional investments in water leading support them? (technical assistance, to increased connections and thus greater regulatory frameworks etc) equity in water pricing.

2 Annex and TORs

ƒ Profile Questionnaires

ƒ Subconsultant TOR and Work

Somalia Urban Sector Profile Study Final report, September 2002 Profile Questionnaires

Municipal authorities were requested to complete a questionnaire, under the direction of the USPS team. The questionnaire was designed as a tool for a rapid survey whose aim was to collect information on the following: • Governance aspects with a focus on (a) political and executive leadership (b) legal instrument creating the municipal authority, and (c) reporting arrangements and accountability; • Population size and physical delimitation of municipal area; • Administrative structure and staffing • Financial aspects such as (a) main sources of revenue (b) revenue collection efficiency, constraints on revenue collection and proposed remedies, and (c) recurrent and development expenditure • Development priorities, development activities by municipal authority and other bodies, and main economic activities in the town. • Service provision including outsourcing to the private sector • Land ownership and tenure • Technical assistance by external agencies

Completed questionnaires (attached) are available for Berbera, Boroma, Burao, Erigavo, Gebiley, Hargeisa, and Sheikh (Somaliland) and for Beletwyene and Kismayo (rest of Somalia).

On the whole, the questionnaires provide valuable information on the areas listed above. In particular the qualitative information gives helpful insight into the governance and administrative set up within municipalities. But the quantitative information, in spite of providing useful data for some of the municipalities, has some limitations: • Population data are broad estimates as no recent surveys have been carried out; • Information on the physical size of towns is suspect as most towns do not have clear boundaries; • Financial data (revenue sources; recurrent and development expenditures) are not complete in many cases. • Financial data on revenue collection efficiency, where made available, appear unreliable These limitations could be addressed during subsequent stages of the project cycle through data validation and cross-checking. In the view of the USPS team the gaps in financial data reflect two main constraints: poor financial systems and records; and a low level of skills in financial departments.

In spite of the limitations noted, and bearing in mind that the questionnaire was designed as a tool for a rapid survey, the information gathered forms a good basis for (a) informing subsequent stages of the project cycle, and (b) developing a municipal authority database.

Somalia Urban Sector Profile Study Final report, September 2002 Questionnaire Survey of Municipal Authorities

1. Name of municipality: 2. a) Give the title and name of the political head of the municipal authority b) Give the title and name of the executive head of the municipal authority 3. When was the municipal authority created? 4. What legal instrument created the municipal authority? (circle one) Constitution /legislation/administrative decree/decision of clan elders/ Other (specify) 5. Who appoints the Mayor of the municipal authority? 6. What criteria are used to nominate the mayor? (e.g. political criteria; technical/professional qualifications) 7. To whom is the mayor largely accountable? (e.g appointing authority; the municipality’s stakeholders such as communities, private sector, CSOs) 8. If there is a municipal/town council, who appoints/selects members of the council? 9. What criteria are used to nominate members of the council? (e.g. political criteria; technical/professional qualifications) 10. To which authority does the municipal authority report (e.g. a legally constituted board; council of elders; government committee) 11. How often does the municipal authority report? 12. What form does such reporting take? (e.g. reports, meetings) 13. List the bodies which set policy for the municipal authority, give guidelines, review activities and provide oversight (e.g. Ministry of Interior, government committee, clan elders) 14. Who approves the annual budget of the municipal authority? 15. Staffing of the municipal authority: Complete the following table: No. of No. of No. of Qualifications of Head of Administrative & technical/ subordinate Department management staff professional staff staff ………Department ………Department ………Department ………Department ………Department

16. Describe the functions of each department and indicate whether or not departments prepare operational plans and budgets. Please attach an organigram of the municipal authority 17.What is the size of the population within the municipal area a) Today………………… Source of estimate: Guesstimate Census/survey Ref. Document Other (specify) b) 10 years ago………….. Source of estimate: Guesstimate Census/survey Ref. Document Other (specify 18. How is the physical area under the jurisdiction of the municipality authority delineated? Area in Sq. Km 19. List the main services provided by the municipal authority such as water and sanitation, social services (health and education etc.), town planning. 20. List the main development priorities in the municipality? (in descending order of priority) 21. Describe how these priorities were arrived at (e.g. through consultations with community groups; technical analysis by municipal officials; external advice) 22.Complete the following table to show the main sources of revenue collected and retained by the municipality, as well as grants from the central administration:

Main Revenue Sources Amount in US$ 1999 2000 2001 1. 2. 3. 4. 5. Grants from the Central Administration

6. Other sources 7. Total

List sources of data on revenue:……………………………………………………………………………………….. 23. Estimate the municipal authority’s revenue collection efficiency or yield by completing the following table:

Main sources of Revenue collected Estimate of total Col. 1 as a % of col. 2 revenue collectable revenue 1. Col. 1 Col. 2 2. 3. 4.

Explain how the total collectable revenue has been estimated by the municipal authority. 24. List potential revenue sources which are currently not taxed e.g. building approval fees, transfer of land ownership fees. 25. Why are these potential revenue sources not taxed? 26. Describe the main revenue collection problems and how collection efficiency could be raised. 27. Describe how local tax revenues are shared among your municipal authority, the central administration and other bodies. 28. What problems arise from this sharing arrangement (e.g. there is no uniform framework which specifies who should collect what tax; the central administration assigns to itself the tax sources which are easier to collect from; the central administration collects first and transfers only a small proportion of revenue to the municipal authority) 29. How could revenue sharing problems be resolved? 30. Complete the following table to show the main recurrent and development (i.e. capital) expenditures of the municipal authority Main Recurrent Amount in US$ Expenditure Items 1999 2000 2001 1. 2. 3. 4. 5. 6. Other items Total Main Development (Capital)Expenditure Items 1. 2. 3. 4. 5. 6. Other items Total

List sources of data on expenditures. 31. Describe the main financial problems the municipality/local authority faces (e.g. not able to pay salaries and for how long; not able to maintain infrastructure and other physical facilities) 32. How could these problems be resolved? 33. What are the sources of finance for development (i.e.capital) expenditures? 34. List the main service providers (public and private) in the municipality and the services they provide (e.g. water, education, health)? 35. How are the activities of non-municipal service providers regulated/controlled/ monitored? 36. Elaborate the difficulties/problems the municipal authority faces in regulating/controlling/monitoring other service providers (e.g. lack of established standards; inadequate regulatory framework; conflicting interests; lack of transparency; lack of political power; lack of qualified staff within the municipal authority) 37. How could these problems be resolved? 38. If the municipal authority outsources service provision to the private sector/CSOs, list the services so outsourced. 39. Besides outsourcing, describe other existing forms of collaboration/partnership between the municipal authority, and CSOs and the private sector 40. Describe the key land management problems in the municipality (e.g. conflicting ownership of plots; lack of maps and plans; lack of or a poorly maintained register of land ownership; no clear physical demarcation of plot boundaries; lack of or inadequate capacity to manage rapid population growth; insecurity of tenure) 41. How could these problems be resolved? 42. How is land ownership determined/registered ? (e.g. cornerstones/walls; traditional understanding; cadastre; maps/plans; other documents) 43. Is there a legal framework for securing land tenure? (e.g. tenure laws/regulations) 44. Outline the steps which one must follow to acquire a plot of land from the government/ municipal authority and how long each step takes: 45. Describe the municipality’s main development activities over the last two years (e.g. development control; formulation of regulations: building of markets; maintenance of roads) 46. Does the municipal authority prepare development plans and for what durations? 47. Describe the municipal authority’s human resources development activities (e.g. formal training; on- the-job training) 48. Describe the financial or technical assistance received during the last five years from multilateral agencies (e.g. UN, EC, World Bank, African Development Bank), bilateral agencies, international or local NGO; other CSOs, private firms or individuals. 49. Describe the main economic activities within the municipal area (e.g. retail trade; livestock trading; processing of agricultural produce; building construction, port services, transport, service industry, manufacturing, …..): Traditionally: Now: Future BELET WEIN

1. Name of municipality: Belet Wein Municipality 2. a) Give the title and the name of the political head of the municipality: Mayor Adan Abdi Isse - DC B/wein b) Give the title and name of the executive head of the municipal authority. Adan Abdi Isse - DC B/wein during UNOSOM 21 members seven of them Executive Committee. DC is the Chairman of the Council. 3. When was the municipal authority created ? August 1991 4. What legal instrument created the municipal authority. (circle one) Decision of clan elders 5. Who appoints the Mayor of the municipal authority ? By the Council. 6. What criteria are used to nominate the mayor? Technical. 7. To whom is the mayor largely accountable? Accounted are appointing authority and the communities together. 8. If there is a principal/town council who appoints/selects the members of the council? Yes there is a town Council. 9. What criteria are used to nominate members of the council (e.g. political criteria, technical/ professional qualifications) Technical Criteria 10. To which authority does the municipal authority report? (e.g. legally constituted board, council of elders, government committee) council of elders, government committee. 11. How often does the municipal authority report? Monthly 12. What form does such reporting take? (e.g. reports, meeting) both of them 13. List the bodies which set policy for the municipal authority, give guidelines, review activities and provide overnight (e.g. Ministry of interior, government committee, clan elders) Government Committee and Clan elders are the ones who gives guidelines and review activities. 14. Who approves the annual budget of the municipal authority? Regional Government and Clan elders. 15. Staffing of the municipal authority. Complete the following table

Department No. of Administrative No. of technical/ No. of subordinate Qualifications of head and management professional staff of departments staff staff Department Security 4 2 2 Academic Department Security 4 3 6 Diploma Department Economic 4 1 3 Secondary Certificate Department Rehabilitation 0 2 Intermediate 16. Describe the functions of each department and indicate whether or not departments prepare operational plans and budgets. - Security Dept. is responsible for district and village security - Responsible of social affairs mobilization and eductaion, health, women organization etc. - Financial is responsible for creating and implementing social services. - Is responsible for rehabilitation of the impaired infrastructure of the district

17. What is the size of the population within the municipal area? a) Today 113,000 (max) Source of estimate: Guesstimate (min. during summer) b) Ten years ago 90,000 Source of estimate: Guesstimate 18. How is the physical area under the jurisdiction of the municipal authority delineated? N/A 19. List the main services provided by the municipal authority such as water and sanitation, social services (health and education, etc) town planning. Sanitation, social services (Health, education and Sports) 20. List the main development priorities in the municipality? (in descending order of priority)…health, water, education staff development, transport, rehabilitation of infrastructure. Health, education, water, security, sanitation, farming, livestock etc. 21. Describe how these priorities were arrived at (e.g. through consultation with community groups, technical analysis by municipal officials, external advice)….. Through consultations with community groups and technical analysis by municipal officials. 22. Complete the following table to show the main sources of revenue collected and retained by the municipality, as well as the grants from the central administration: N/A

Main Revenue Source Amount in US$ 1999 2000 2001 Livestock market Retail trading Milk trading market Vegetable trading market Grants from the central administration Other sources Total List sources of data on revenue: This taxation has started on 2002 January, onwards. 23. Estimate the municipal authority’s revenue collection efficiency or yield by completing the following table: Main Sources of Revenue Collected Estimate of total Col. 1 as a % of col. 2 Revenue collectable revenue Livestock trading market Retail trading Milk trading market Explain how the total collectable revenue has been estimated by the municipal authority….. Census

24. List potential revenue source which are currently not taxed e.g. building approval fees, transfer of land ownership fees. Private buildings, transfer of landownership fees. 25. Why are these potential revenue sources not taxed? Problems of the civil war are still in place. 26. Describe the main revenue collection problems and how collection efficiency could be raised. There are no problems as such about collection of the revenue. It can be raised by training of Municipal staff improve their knowledge and skills. 27. Describe how local tax revenues are shared among young municipal authority, the central administration and other bodies. Tax collection is meager not enough and only we use I for security works salaries and tax collector salaries. 28. What problems arise from this sharing arrangement (e.g. there is no uniform framework which specifies who should collect what tax, the central administration assigns to itself the tax sources which are easier to collect from, the central administration collects first and transfers only a small proportion of revenue to the municipal authority) ? The problem doesn't exist. 29. How could revenue sharing problems be solved? No problem with this. 30. Complete the following table to show the main recurrent and development (i.e. capital) expenditures of the municipal authority N/A Main Recurrent Expenditure Amount in US$ Items 1999 2000 2001

Other items Total Main Development (Capital) Expenditure Items

Other items Total List sources of data on the expenditures. 31. Describe the main financial problems the municipality/local authority faces (e.g. not able to pay salaries and how long; not able to maintain infrastructure and other physical facilities). Part of the problem is that the local authority does pay salaries more than security workers and tax collectors also it has no ability to rehabilitate the infrastructure and physical facilities at all. 32. How could these problems be solved? We need external international support to cover up all these problems. 33. What are the sources of finance for development (i.e. capital) expenditures? There is urgent need of capacity building to prvide local authorities and its staff. To get also highly experts to assist how to create projects and to get fund for the project. 34. List the main providers (public and private) in the municipality and the services they provide (e.g. water, education, health)? Water is privately supplied but education and health are provided by local authority. 35. How are the activities of non-municipal service providers regulated/controlled/monitored? They connect with us and are (the authority) give indications and consultations and they are free for their activities. 36. Elaborate the difficulties/problems the municipal authority faces in regulating/controlling/monitoring other service providers (e.g. lack of established standards, inadequate regulatory framework, conflicting interests, lack of transparency, lack of political power, lack of qualified staff within the municipal authority) No established standards, inadequate regulatory framework, conflict interests and lack of transparency. 37. How could these problems be solved ? There is a potential need of consultation from starting up to the ending. 38. If the municipal authority outsources service provision to the private sector CSOs, list the services so outsourced. Telecommunications, electricity, water, education, etc. 39. Besides outsourcing, describe other existing forms of collaboration partnership between the municipal authority, and CSO and the private sector. There is a good colllaboration between local authority and CSOs and private sector. 40. Describe the key land management problems in the municipality (e.g. conflicting ownership of plots; lack of maps and plans; lack of or a poorly maintained register of land ownership, no clear physical demarcation of plot boundaries, lack of inadequate capacity to manage rapid population growth, insecurity of tenure) Conflicting ownership of plots, lack of maps and plans, poorly maintain register of land ownership, lack or inadequate capacity to manage rapid population growth. 41. How could these problems be resolved? Some of the problems are solved by the local authority and some others are solved by Community elders. 42. How is land ownership determined/registered? (e.g. cornerstones/walls, traditional understanding, cadastre, maps/plans, other documents) Cornerstones/ walls, traditional understanding. 43. Is there a legal framework for securing land tenure? (e.g. tenure laws/regulations) By means of regulations connected by tenure law. 44. Outline the steps which one must follow to acquire a plot of land from the government/municipal authority and how long each step takes. Land is given by local authority, when a person applies for land tenure the municipality will either provide it soon or it takes time. 45. Describe the municipality’s main development activities over the last two years (e.g. development control, formulation of regulations, building of markets, maintenance of roads) Development of control, formulation of regulations. 46. Does the municipal authority prepare development plans and for what duration? Yet it prepares with assiatnce of international NGOs. 47. Describe the municipal authority’s human resources development activities (e.g. formal training, on-the-job training) on the job training 48. Describe the financial and technical assistance received during the past five years from multilateral agencies (e.g. UN, EC, World Bank, African Development Bank), bilateral agencies, international or local NGO, other CSOs, private firms and individuals. UN, EC, International/ local NGOs. 49. Describe the main economic activities within the municipal area (e.g. retail trade, livestock trading, processing of agricultural produce, building construction, port services, transport, service industry, manufacturing) Traditionally: retail trade, livestock trading, processing of agricultural produce, transport. BERBERA

1. Name of municipality:…Berbera Municipal Authority 2. a) Give the title and name of the political head of the municipal authority:…Mayor; Hassan H. Mahmoud Warsame b) Give the title and name of the executive head of the municipal authority Executive Officer; Rashid Hassan H. Adan 3. When was the municipal authority created? 1954 (re-created 1991) 4. What legal instrument created the municipal authority? (circle one) Constitution (Another answer given is that municipal authority created via a decision by elders and an administrative decree) 5. Who appoints the Mayor of the municipal authority?…President 6. What criteria are used to nominate the mayor? Political criteria 7. To whom is the mayor largely accountable? Ministry of Interior and the Presidency 8. If there is a municipal/town council, who appoints/selects members of the council? N/A 9. What criteria are used to nominate members of the council? (e.g. political criteria; technical/professional qualifications)N/A 10. To which authority does the municipal authority report (e.g. a legally constituted board; council of elders; government committee) …Ministry of Interior 11. How often does the municipal authority report? …Financial Reports are monthly; But situation reports are Quarterly 12. What form does such reporting take? (e.g. reports, meetings) ……Reports; Also ad hoc meetings with Minister depending on need 13. List the bodies which set policy for the municipal authority, give guidelines, review activities and provide oversight (e.g. Ministry of Interior, government committee, clan elders) Policy: first prepared by Ministry of Interior, sent to cabinet chaired by the Presidency , then sent to Parliament for approval; then to Municipality. 14. Who approves the annual budget of the municipal authority? Ministry of Interior 15. Staffing of the municipal authority: Complete the following table:

No. of Administrative No. of technical/ No. of Qualifications of Head of & management staff professional staff subordinate staff Department Mayor’s Office 1 Mayor; 1 Deputy 1 management 1 Head of office; Mayor consultant; legal 3 secretaries; 1 advisor messenger Executive Office 1 Executive Officer 1 secretary 1 messenger Secondary school Finance Department 1 (Director of 2 Heads of section 2 Undergraduate degree Finance) Land Management 1 (Director of Land 2 Heads of section 1 Undergraduate degree Department Management) (chemical engineering) Revenue Department 1 (Director) 4 Heads of section; 2 clerks Intermediate school but 22 revenue collectors long experience Social Services 1 (Director) 4 Heads of section; 1 57 cleaners; 12 Undergraduate (Education) Department head of gardeners hygiene staff; 8 gardeners Physical Planning 1 (Director) 2 draughtsmen; 1 2 clerks Secondary Department mason; 1 carpenter; 2 assistants; 4 maintenance staff Administration and 1 (Director) 2 Head of section 50 cleaners etc. Intermediate plus Personnel experience Statistics 1 (Director) 1 Head of section 2 clerks Intermediate plus experience Internal Audit 1 (Director) ! Head of section 1 clerk Diploma in auditing plus experience Transport 1 (Director) 2 Heads of section; 2 17 drivers Engineering mechanics; 3 (Undergraduate degree) assistant mechanics

Total no. of staff: 262

16. Describe the functions of each department and indicate whether or not departments prepare operational plans and budgets. Finance: Day-to-day management of the municipality in respect of administrative and finance duties Revenue: Revenue collection Land Management: Responsible for all issues relating to land e.g. land registration Social Services : public hygiene, sanitation; public awareness; sports; liaison with central admin. on education, health and water Physical Planning: Physical planning, town planning and construction works Administration and Personnel: Human resources management Statistics: Identity cards, family sheet (no. of people in family); birth statistics; divorce; marriages; death certificates Transport: transportation Please attach an organigram of the municipal authority 17.What is the size of the population within the municipal area b) Today: High estimate: 30,000 Source of estimate: Guesstimate Low estimate: 15,000 (during summer) b) 10 years ago: 12 –15,000. Source of estimate: Guesstimate 18. How is the physical area under the jurisdiction of the municipality authority delineated? Town area defined by three checkpoints and the sea Area in Sq. Km 100 19. List the main services provided by the municipal authority such as water and sanitation, social services (health and education etc.), town planning: Water but through semi-autonomous Berbera Water Agency (BWA submits monthly reports); town planning services; sanitation; maintenance of roads; maintenance of public utilities 20. List the main development priorities in the municipality? (in descending order of priority) Health; electricity; water; education 21. Describe how these priorities were arrived at (e.g. through consultations with community groups; technical analysis by municipal officials; external advice) Mini-Consultation arranged by the USPS team. 22.Complete the following table to show the main sources of revenue collected and retained by the municipality, as well as grants from the central administration:

Main Revenue Sources Amount in Somaliland shillings 1999 2000 2001 1. Fuel sales tax 2. Livestock sales 24,404,000 27,608,900 3.Livestock export tax 632,353,600 46,069,800 4. Property tax 107,220,524 118,148,220 5. Business licences 6. Grants from the Central Administration 1,771,526,502 3,601,473,914 (IMPORT TAX) 7. Other sources 2% 8. Total List sources of data on revenue: Income statement

23. Estimate the municipal authority’s revenue collection efficiency or yield by completing the following table: (No answer given) Main sources of revenue Revenue collected Estimate of total collectable Col. 1 as a % of col. 2 revenue 1. Col. 1 Col. 2 2. 3. 4.

Explain how the total collectable revenue has been estimated by the municipal authority.

24. List potential revenue sources which are currently not taxed e.g. building approval fees, transfer of land ownership fees: Only partial collection of land and building taxes; No collection of farming fees and parking fees 25. Why are these potential revenue sources not taxed? Property: Absentee owners; confused land ownership Farming fees: No registration of farms by the Ministry of Agriculture Parking fees: There are no designated parking areas 26. Describe the main revenue collection problems and how collection efficiency could be raised. Lack of expertise in tariff setting; inadequate registration of properties and businesses 27. Describe how local tax revenues are shared among your municipal authority, the central administration and other bodies. Berbera districts receives 10% of the customs revenue collected at the port by the Ministry of Finance. 28. What problems arise from this sharing arrangement (e.g. there is no uniform framework which specifies who should collect what tax; the central administration assigns to itself the tax sources which are easier to collect from; the central administration collects first and transfers only a small proportion of revenue to the municipal authority) None from the standpoint of the municipal authrotity. From a regional equity standpoint, however, Berbera receives more in per capita terms than other towns. 29. How could revenue sharing problems be resolved? By introducing a more equitable system of central government grants. 30. Complete the following table to show the main recurrent and development (i.e. capital) expenditures of the municipal authority Main Recurrent Expenditure Amount in Somaliland shillings Items 1999 2000 2001 1. BMA salaries 991,837,674 1,119,711,749 2. Teachers’ salaries 68,780,694 0 3.Staff housing 0 37,605,000 4. 5. 6. Other items Total Main Development (Capital)Expenditure Items 1. Buildings 0 37,144,000 2. Vehicles 39,123,500 106,231,000 3. Rehabilitation programme 0 214,269,220 4. 5. 6. Other items Total

List sources of data on expenditures.

31. Describe the main financial problems the municipality/local authority faces (e.g. not able to pay salaries and for how long; not able to maintain infrastructure and other physical facilities) None 32. How could these problems be resolved? N/A 33. What are the sources of finance for development (i.e.capital) expenditures? Municipal sources 34. List the main service providers (public and private) in the municipality and the services they provide (e.g. water, education, health)? Telesom, SOLTELCO, SOMTEL, BEE, WBB, BMA, The hospital, Ministry of Health. 35. How are the activities of non-municipal service providers regulated/controlled/ monitored? No regulatory framework in place 36. Elaborate the difficulties/problems the municipal authority faces in regulating/controlling/monitoring other service providers (e.g. lack of established standards; inadequate regulatory framework; conflicting interests; lack of transparency; lack of political power; lack of qualified staff within the municipal authority) Inadequate regulatory framework lack of transparency; lack of political power; lack of qualified staff within the municipal authority 37. How could these problems be resolved? Development of national policies and regulatory framework 38. If the municipal authority outsources service provision to the private sector/CSOs, list the services so outsourced. None 39. Besides outsourcing, describe other existing forms of collaboration/partnership between the municipal authority, and CSOs and the private sector Private electricity companies use municipal poles and cables 40. Describe the key land management problems in the municipality (e.g. conflicting ownership of plots; lack of maps and plans; lack of or a poorly maintained register of land ownership; no clear physical demarcation of plot boundaries; lack of or inadequate capacity to manage rapid population growth; insecurity of tenure) Lack of maps, lack of registers, no physical planning in place, insecurity of tenure 41. How could these problems be resolved? Develop land use/physical planning policies; establish proper town maps, register plots, build the capacity of the planning unit 42. How is land ownership determined/registered ? (e.g. cornerstones/walls; traditional understanding; cadastre; maps/plans; other documents)……. 43. Is there a legal framework for securing land tenure? (e.g. tenure laws/regulations) Legislation 80/96 of 16th Nov. 1996. Approved this year by Parliament 44. Outline the steps which one must follow to acquire a plot of land from the government/ municipal authority and how long each step takes: (a) Apply to municipality for plot (no application form) (b) Planning Department prepares a plan (c) Land Management Dept. prepares form for allocation (d) Municipal Committee (Mayor, Deputy Mayor, Executive Officer) signs allocation form. Allocation conditions on form. (e) Allottee pays for the plot Steps (a) to (d) used to take about1 week – 2 weeks No allocations during last three years. Above procedure applied before. 45. Describe the municipality’s main development activities over the last two years (e.g. development control; formulation of regulations: building of markets; maintenance of roads) Implementation of TIAP; rehabilitation of government offices 46. Does the municipal authority prepare development plans and for what durations? No 47. Describe the municipal authority’s human resources development activities (e.g. formal training; on-the-job training) Financial training by TIAP (2 times); 48. Describe the financial or technical assistance received during the last five years from multilateral agencies (e.g. UN, EC, World Bank, African Development Bank), bilateral agencies, international or local NGO; other CSOs, private firms or individuals. EC/UN-Habitat; COOPI (Hospital; Education); UNCTAD (training port staff); 49. Describe the main economic activities within the municipal area (e.g. retail trade; livestock trading; processing of agricultural produce; building construction, port services, transport, service industry, manufacturing, …..): - Before the war: Livestock export; cement industry; fishing; - Now: Limited livestock export; limited fishing (no fishing facilities; fishing center collapsed; Fuel import depot - Future: ……….. BORAMA

1. Name of municipality: Borama Municipal Authority 2. a) Give the title and name of the political head of the municipal authority: Mayor: (The mayor is also the governor of Awdal Region, within which Boroma District and Boroma town fall); Mohamed Musa Bahdon b) Give the title and name of the executive head of the municipal authority: Executive Officer; Mohamed Hassan Sheikh Omar 3. When was the municipal authority created? 1958; Then re-established after the war in 1991 4. What legal instrument created the municipal authority? Constitution 5. Who appoints the Mayor of the municipal authority? President 6. What criteria are used to nominate the mayor? Political criteria but ability taken into account 7. To whom is the mayor largely accountable? Ministry of Interior and the President. But clan politics also constrain the degree of freedom of the Mayor. 8. If there is a municipal/town council, who appoints/selects members of the council? Not applicable; But elections due later in the year. 9. What criteria are used to nominate members of the council? Not applicable 10. To which authority does the municipal authority report (e.g. a legally constituted board; council of elders; government committee) Ministry of Interior 11. How often does the municipal authority report? Monthly and Quarterly Reports (No evidence of these reports was provided) 12. What form does such reporting take? (e.g. reports, meetings) Reports 13. List the bodies which set policy for the municipal authority, give guidelines, review activities and provide oversight (e.g. Ministry of Interior, government committee, clan elders) Ministry of Interior. But clan elders also influence policy at the local level. 15. Who approves the annual budget of the municipal authority? Ministry of Interior 16. Staffing of the municipal authority: Complete the following table:

No. of No. of technical/ No. of subordinate Qualifications of Administrative & professional staff staff Head of management staff Department Office of the Mayor Mayor; Vice-Mayor - 2 secretaries Office of the Executive Executive Officer - 2 secretaries; 1 Secondary school Officer clerk RevenueDepartment Director 2 section heads; 2 tax 1 secretary Secondary school inspectors; 57 tax collectors Finance Department Information not provided Public works Department Director 1 head of sanitation; 1 1 secretary; 46 Technical institute head of transport; 1 head other staff diploma of technicians; 1 head of land documents Projects Director - 1 secretary Technical institute diploma

16. Describe the functions of each department and indicate whether or not departments prepare operational plans and budgets. Finance Dept: Financial management; accounting Revenue Dept: Revenue collection Public works Dept: Maintenance; approval of building plans; land management Projects Dept: This department has limited operations which centre on liaison with UNICEF regarding a water project. Please attach an organigram of the municipal authority (see attachment)

17.What is the size of the population within the municipal area c) Today: 85,000 Source of estimate: Guesstimate by Hydroconseil Consultants; 85,000 – 120,000 according to local sources The population is higher in the summer because of vacationers from coastal towns, especially Djibouti and Berbera. b) 10 years ago: 25-30,000. Source of estimate: Guesstimate by the Executive Officer. Note: There are no accurate population data as no census has been held in the recent past. 18. How is the physical area under the jurisdiction of the municipality authority delineated? No clear explanation of where the boundary lies. Area in Sq. Km 23 (4.8x4.8 km) 19. List the main services provided by the municipal authority such as water and sanitation, social services (health and education etc.), town planning. Water but indirectly via the quasi-autonomous Borama Water Agency; solid waste management (limited in scope: notably (1) no community mobilization to contain accumulation of solid waste and (2) skips donated by UNCHR are not in use as a lifting truck is not available ); slaughterhouse; market; land management but constrained by the lack of a town plan ( a town plan prepared by Habitat in 1996? but a copy not available); a record of land ownership exists; approval of building plans; road maintenance; 50 rental houses 20. List the main development priorities in the municipality? (in descending order of priority) (1) Health (especially the need to separate HIV and TB wards); (2) Roads (town roads and the link to Amoud University – commuting time by students unnecessarily long due to poor state of the road) (3) Other lower level priorities are education, sanitation and capacitating the municipal authority. 22. Describe how these priorities were arrived at (e.g. through consultations with community groups; technical analysis by municipal officials; external advice) A mini-consultation organised by UN-Habitat mission (Urban Sector Profile Study) and attended by about 22 (?) primary stakeholders 22.Complete the following table to show the main sources of revenue collected and retained by the municipality, as well as grants from the central administration:

Main Revenue Sources Amount in Somaliland Shillings and US$ 1999 2000 2001 1. Market fees 30,000,000 25,200,200 50,400,000 (US$ …..) 2. Land/property taxes 100,000,000 150,000,000 200,000,000 (US$…) (US$…) (US$….) 3. Livestock 500,000,000 1,000,000,000 200,000,000 (US$…) (US$ …) (US$ ..) 4. Checkpoints1 200,000,000 50,000,000 30,000,000 (US$….) (US$ ….) (US$ …) 5. Grants from the Central Administration Nil Nil 565,000,000 (US$ …) 6. Other sources 10,000,000 20,000,000 40,000,000 (US$…) (US$ …) (US$ …) 7. Total 840,000,000 1,245,000,000 1,085,000,000 (US$ …) (US$ …) (US$ …) List sources of data on revenue: Municipal records

23. Estimate the municipal authority’s revenue collection efficiency or yield by completing the following table: Year 2001

Main sources of revenue Revenue collected Estimate of total collectable Col. 1 as a % of col. 2 revenue Col. 1 Col. 2 1. Markets 50,400,000 1,000,000,000 2. Land/property 200,000,000 20,000,000,000 3. Livestock 200,000,000 2,000,000,000 4. Checkpoints 30,000,000 50,000,000,000

Explain how the total collectable revenue has been estimated by the municipal authority. Municipal officials did not give a satisfactory explanation of how total collectable revenue was estimated and a computation of revenue collection efficiency would therefore be suspect. Nonetheless, field investigations and literature review provided strong evidence that collection efficiency is not high. For instance (1) the livestock market is not fenced, making revenue collection difficult (2) the land register is not comprehensive and therefore not all property owners are taxed and (3) there are serious lapses in the management and control of revenue collection. 24. List potential revenue sources which are currently not taxed e.g. building approval fees, transfer of land ownership fees. Identity cards; birth and death certificates; family sheets; NGOs; private clinics; chat wholesalers. 25. Why are these potential revenue sources not taxed? Poor taxation capacity 26. Describe the main revenue collection problems and how collection efficiency could be raised. Livestock market not fenced; land register not comprehensive; generally, poor management and control of revenue collection: e.g there is no audit office independent of the revenue department. These problems could be addressed through (1) fencing the livestock market and (2) capacity building to improve management and control of revenue collection. 27. Describe how local tax revenues are shared among your municipal authority, the central administration and other bodies. Municipal authority collects all local taxes with the exception of customs duty, which is collected by the Ministry of Finance. 10% of customs duty collected locally at the Borama checkpoint is banked daily into the municipal account. There is also an annual Central Administration grant to the municipal authority. 28. What problems arise from this sharing arrangement (e.g. there is no uniform framework which specifies who should collect what tax; the central administration assigns to itself the tax sources which are easier to collect from; the central administration collects first and transfers only a small proportion of revenue to the municipal authority) The municipal authority reported that the Central Administration grant had not been paid on a regular basis. (Clarification will be sought from the Ministry of Finance) 29. How could revenue sharing problems be resolved? (To be filled out after discussions with the Ministry of Finance) 30. Complete the following table to show the main recurrent and development (i.e. capital) expenditures of the municipal authority

Main Recurrent Expenditure Amount in US$ Items 1999 2000 2001 1. Salaries 20,000,000 22,000,000 160,000,0002 2. Fuel 35,000,000 51,000,000 72,000,000 3. Stationery /printing 13,000,000 33,000,000 33,000,000 4. Security 70,000,000 110,000,000 95,000,000 5. 6. Other items Total

1 10% of customs duty levied at the Borama checkpoint by the Customs Department (Ministry of Finance) on goods imported into the country from Ethiopia 2 The dramatic change is accounted for by (1) a 20% increase in staff salaries and (2) the recruitment of 62 revenue clerks. Main Development (Capital)Expenditure Items 1. Road maintenance 25,000,000 30,000,000 73,500,000 2. Building repairs 32,000,000 65,000,000 123,550,000 3. Sanitation and solid waste 12,000,000 15,000,000 25,000,000 management 4. 5. 6. Other items Total

List sources of data on expenditures: Municipal records. 31. Describe the main financial problems the municipality/local authority faces (e.g. not able to pay salaries and for how long; not able to maintain infrastructure and other physical facilities) Council has a financial deficit (expenditures exceed revenue); poor financial management as a result of limited accounting skills, poor financial control (single entry accounting system and no independent audit function) 32. How could these problems be resolved? Through capacitation of the municipal authority to improve revenue collection and financial management and control. 33. What are the sources of finance for development (i.e.capital) expenditures? As debt finance is not available, capital expenditures are financed out of revenue. But water investments are financed by USAID via UNICEF. 34. List the main service providers (public and private) in the municipality and the services they provide (e.g. water, education, health)? Electricity; telephones; private schools; private health clinics 35. How are the activities of non-municipal service providers regulated/controlled/ monitored? Besides the issuing of annual licences to service providers, the municipal authority neither monitors nor regulates service provision. It has no capacity to do so anyway. 36. Elaborate the difficulties/problems the municipal authority faces in regulating/controlling/monitoring other service providers (e.g. lack of established standards; inadequate regulatory framework; conflicting interests; lack of transparency; lack of political power; lack of qualified staff within the municipal authority) Lack of regulatory framework and staff capacity 38. How could these problems be resolved? The institutional location of the regulatory function needs resolution prior to the decision on the extent to which to build the capacity of municipal authorities to regulate service providers. … 39. If the municipal authority outsources service provision to the private sector/CSOs, list the services so outsourced. There are plans to outsource the management of the Borama water agency 39. Besides outsourcing, describe other existing forms of collaboration/partnership between the municipal authority, and CSOs and the private sector CSOs have actively provided a range of community services under the overall oversight of the municipal authority but there are no formal partnerships in this regard. 40. Describe the key land management problems in the municipality (e.g. conflicting ownership of plots; lack of maps and plans; lack of or a poorly maintained register of land ownership; no clear physical demarcation of plot boundaries; lack of or inadequate capacity to manage rapid population growth; insecurity of tenure) No physical plan (plan prepared by UN-Habitat in 1996? has gone missing); land register is not complete; multiple ownership of plots a source of conflict; encroachment on road reserves on account of poor development control 41. How could these problems be resolved? Energising the land disputes committee; preparation/retrieval of physical plan; improving land registration; staff training 42. How is land ownership determined/registered ? (e.g. cornerstones/walls; traditional understanding; cadastre; maps/plans; other documents) Some plots are beaconed; others have wall-stone boundaries 43. Is there a legal framework for securing land tenure? (e.g. tenure laws/regulations) Certificates of title issued by the municipality to plot owners. 44. Outline the steps which one must follow to acquire a plot of land from the government/ municipal authority and how long each step takes: (1). Applicant submits a completed application form (2) Form vetted and signed by a 3-person committee which meets once one a month (committee consists of Public Works director and 2 technicians. It is not clear how long this process takes. 45. Describe the municipality’s main development activities over the last two years (e.g. development control; formulation of regulations: building of markets; maintenance of roads) Water rehabilitation via the Borama Water Agency; garbage collection; land management; approval of building plans 46. Does the municipal authority prepare development plans and for what durations? No 47. Describe the municipal authority’s human resources development activities (e.g. formal training; on-the-job training) UN-Habitat has in the past trained municipal staff (5 technicians in 1997); 1 technician trained in Hargeisa by UN-Habitat (1999); 1 person trained in sanitation by UNICEF. 48. Describe the financial or technical assistance received during the last five years from multilateral agencies (e.g. UN, EC, World Bank, African Development Bank), bilateral agencies, international or local NGO; other CSOs, private firms or individuals. USAID/UNICEF assistance to water sector; UN-Habitat assistance (training, physical planning); UNCHR (skips) COOPI (health; agricultural training); CARE (microfinance) 49. Describe the main economic activities within the municipal area (e.g. retail trade; livestock trading; processing of agricultural produce; building construction, port services, transport, service industry, manufacturing,): - Traditionally: Livestock; wholesaling and retail trading - Now: Livestosk; wholesaling and retail trading; higher education (Amoud University) - Future BURAO

1. Name of municipality: Burao Municipality 2. a) Give the title and name of the political head of the municipal authority:…Mayor; Adan Mohamed Mire b) Give the title and name of the executive head of the municipal authority 3. When was the municipal authority created? N/A 4. What legal instrument created the municipal authority? (circle one) Constitution /legislation/administrative decree/decision of clan elders/ Other (specify) 5. Who appoints the Mayor of the municipal authority? President 6. What criteria are used to nominate the mayor? (e.g. political criteria; technical/professional qualifications) Political criteria but apparently with regard to the ability to perform, and endorsement by local communities. 7. To whom is the mayor largely accountable? (e.g appointing authority; the municipality’s stakeholders such as communities, private sector, CSOs) Appointing authority but a District Development Committee provides the opportunity for multi-stakeholder consultation 8. If there is a municipal/town council, who appoints/selects members of the council? Although there is no elected council, the election of councilors is slated for the latter part of 2002. 9. What criteria are used to nominate members of the council? (e.g. political criteria; technical/professional qualifications) Not applicable 10. To which authority does the municipal authority report (e.g. a legally constituted board; council of elders; government committee) Regional Governor 11. How often does the municipal authority report? N/A 12. What form does such reporting take? (e.g. reports, meetings) N/A 13. List the bodies which set policy for the municipal authority, give guidelines, review activities and provide oversight (e.g. Ministry of Interior, government committee, clan elders) Ministry of Interior 17. Who approves the annual budget of the municipal authority? Ministry of Interior 15. Staffing of the municipal authority: Complete the following table:

No. of Administrative No. of technical/ No. of Qualifications of Head of & management staff professional staff subordinate staff Department Admin/Finance 18 - 4 Secondary level department Public Works Department 23 65 7 Diploma Revenue Department 12 - 38 Diploma (college) Social Department 8 11 79 Secondary level

16. Describe the functions of each department and indicate whether or not departments prepare operational plans and budgets. a. Admin/Finance: Accounts and personnel b. Public Works: Land management, transportation and construction c. Revenue: Revenue collection and markets d. Social Services: Health, sanitation, education Please attach an organigram of the municipal authority (see attachment)

17.What is the size of the population within the municipal area d) Today…250,000 Source of estimate: Hydroconseil report on commercialization of water etc. b) 10 years ago………….. Source of estimate: Guesstimate Census/survey Ref. Document Other (specify 18. How is the physical area under the jurisdiction of the municipality authority delineated? Area in Sq. Km 50kmx30km = 1,500 sq. km 19. List the main services provided by the municipal authority such as water and sanitation, social services (health and education etc.), town planning. Water via Burao Water Agency, an autonomous body of the Municipal Authority sanitation; slaughterhouse; land management including the resolution of land disputes; 20. List the main development priorities in the municipality? (in descending order of priority) Hardware priorities: Water, Education,Health, Sanitation Software priorities: Building municipal capacity; improving land management 21. Describe how these priorities were arrived at (e.g. through consultations with community groups; technical analysis by municipal officials; external advice) Mini-consultation between USPS Mission and DDC members 22.Complete the following table to show the main sources of revenue collected and retained by the municipality, as well as grants from the central administration:

Main Revenue Sources Amount in US$3 1999 2000 2001 1. Land registration 107,651.4 220,681.2 240,810.9 2.Livestock levy 198,946.6 218,796.4 77,854.7 3.Market levy 726,987.6 359,300.1 117,129.5 4. 5. Grants from the Central Administration 6. Other sources 7. Total List sources of data on revenue:

3 Converted at the rate of US$ = SLSh3,200 …Manual statistical records 23. Estimate the municipal authority’s revenue collection efficiency or yield by completing the following table: (data not provided)

Main sources of revenue Revenue collected Estimate of total collectable Col. 1 as a % of col. 2 revenue 1. Col. 1 Col. 2 2. 3. 4.

Explain how the total collectable revenue has been estimated by the municipal authority.

24. List potential revenue sources which are currently not taxed e.g. building approval fees, transfer of land ownership fees. Building approval; transfer of land ownership; wholesale, retail and daily trading licences 25. Why are these potential revenue sources not taxed? Public refusal or slackness in view of abuse of office by previous managements (3 year period) 26. Describe the main revenue collection problems and how collection efficiency could be raised. Current management is faced with the uphill task of regaining the public’s confidence. Raise efficiency civic education and assure public that service quality to be improved. Train and motivate staff and run the municipality well so as to set an example for others to follow. 27. Describe how local tax revenues are shared among your municipal authority, the central administration and other bodies. Burao, like other municipal authorities, gets a share of the 12.5% of customs revenue allocated among local authorities 28. What problems arise from this sharing arrangement (e.g. there is no uniform framework which specifies who should collect what tax; the central administration assigns to itself the tax sources which are easier to collect from; the central administration collects first and transfers only a small proportion of revenue to the municipal authority) Central government grants are not regular; allocations are also not equitable, placing inland towns at a disadvantage relative to port and border towns. 29. How could revenue sharing problems be resolved? By paying the grants regularly and sharing the grants more equitably. 30. Complete the following table to show the main recurrent and development (i.e. capital) expenditures of the municipal authority

Main Recurrent Expenditure Amount in US$4 Items 1999 2000 2001 1. 2. 3. 4. 5. 6. Other items Total 117,478.0 957,921.3 1,250,000 Main Development (Capital)Expenditure Items 1. Acquiring land and (amounts not given) building 2. Construction (amounts not given) 3. 4. 5. 6. Other items Total

List sources of data on expenditures. Accounting and Personnel Departments 31. Describe the main financial problems the municipality/local authority faces (e.g. not able to pay salaries and for how long; not able to maintain infrastructure and other physical facilities) • Current Mayor inherited a current account deficit of SLSh 2.5 billion (USD 350,000 ?) i.e. difference between income and expenditure. • Revenue has been adversely impacted by the livestock ban: • Total revenue per month is SLSh 90 million while expenditure on staff salaries amount to SLSh 81 million or 90%. Municipal authority suffers overestablishment. • revenue collection efficiency could be improved How could these problems be resolved? • The water department’s financial position is precarious as revenue collected from water sales can barely cover operating and maintenance costs. 33. What are the sources of finance for development (i.e.capital) expenditures? There basically no financial sources for capital development. 34. List the main service providers (public and private) in the municipality and the services they provide (e.g. water, education, health)? Water is supplied by Burao Water Agency and private providers • Electricity is generated by (a) 7 companies which have formed a union called Tog-Dheer Union Power Electricity (TUPE) and (b) by 2 telecommunications companies (TELESOM and ?). Tog- Dheer companies own 16 generators with a total capacity of 6,500 KVA.

4 Converted at US$1 + SLSh 3,200 • Education and health are the responsibility of the central administration. But the local hospital, damaged during conflict, was rehabilitated by local communities using their own resources • Solid waste management is the responsibility of the Municipal authority but there is only a rudimentary service as equipment and innovative ideas (primarily promoting community participation)are lacking. 35. How are the activities of non-municipal service providers regulated/controlled/ monitored? The electricity companies sought the approval of the local authority before commencing operations. They also obtain, for a fee, an annual business licence. There are no regulations regarding (a) pricing practices (e.g. cross- subsidies) (b) market structure to contain non-competitive behaviour/ price fixing (c) occupational safety and (d) service standards 36. Elaborate the difficulties/problems the municipal authority faces in regulating/controlling/monitoring other service providers (e.g. lack of established standards; inadequate regulatory framework; conflicting interests; lack of transparency; lack of political power; lack of qualified staff within the municipal authority) N/A 40. How could these problems be resolved? N/A 41. If the municipal authority outsources service provision to the private sector/CSOs, list the services so outsourced. N/A 39. Besides outsourcing, describe other existing forms of collaboration/partnership between the municipal authority, and CSOs and the private sector . N/A 40. Describe the key land management problems in the municipality (e.g. conflicting ownership of plots; lack of maps and plans; lack of or a poorly maintained register of land ownership; no clear physical demarcation of plot boundaries; lack of or inadequate capacity to manage rapid population growth; insecurity of tenure) 41. How could these problems be resolved? N/A 42. How is land ownership determined/registered ? (e.g. cornerstones/walls; traditional understanding; cadastre; maps/plans; other documents) N/A 43. Is there a legal framework for securing land tenure? (e.g. tenure laws/regulations) Yes 44. Outline the steps which one must follow to acquire a plot of land from the government/ municipal authority and how long each step takes: 1. Application for a plot takes about 1 day 2. Municipal land allocation staff and town planning set a date for survey that takes 2-3 days 3. Once plot surveyed, fees payable within 2 days 4. Ownership documentation takes 3 days and complete land ownership about 1 week 45. Describe the municipality’s main development activities over the last two years (e.g. development control; formulation of regulations: building of markets; maintenance of roads) None in the last 3 years. Human resources critical to capacity building. 46. Does the municipal authority prepare development plans and for what durations? N/A 47. Describe the municipal authority’s human resources development activities (e.g. formal training; on-the-job training) N/A 48. Describe the financial or technical assistance received during the last five years from multilateral agencies (e.g. UN, EC, World Bank, African Development Bank), bilateral agencies, international or local NGO; other CSOs, private firms or individuals. N/A 49. Describe the main economic activities within the municipal area (e.g. retail trade; livestock trading; processing of agricultural produce; building construction, port services, transport, service industry, manufacturing, …..): - Traditionally: N/A - Now: N/A - Future N/A ERIGAVO

Name of municipality: Erigavo municipality a) Give the title and name of the political head of the municipal authority: Yasin Mire Mohamed Nur (The Mayor) b) Give the title and name of the executive head of the municipal authority N/A When was the municipal authority created? The municipal authority was created in 1997 4. What legal instrument created the municipal authority? (circle one) Constitution /legislation/administrative decree/decision of clan elders/ Other (specify) The national charter of 1993 has created the municipal authority 5. Who appoints the Mayor of the municipal authority? The minister of Internal Affairs appoints the Mayor after the approval of the president 6. What criteria are used to nominate the mayor? (e.g. political criteria; technical/professional qualifications) Political criteria, professional qualifications are used to nominate the mayor 7. To whom is the mayor largely accountable? (e.g appointing authority; the municipality’s stakeholders such as communities, private sector, CSOs) The mayor is largely accountable to the appointing authority and to a lesser extent, at least in this transitional period, the musicality’s stakeholders such as communities 8. If there is a municipal/town council, who appoints/selects members of the council? There are no councilors. There is only the executive body of the council at this time-the Mayor, the vice Mayor and the executive secretary. The ministry of internal Affairs appoints them 9. What criteria are used to nominate members of the council? (e.g. political criteria; technical/professional qualifications) Political criteria and professional qualifications are used to nominate the executive committee of the municipality. There are no councillors at this point in time 10. To which authority does the municipal authority report (e.g. a legally constituted board; council of elders; government committee) The municipal authority only reports to the regional Governor and the ministry of Internal Affairs 11. How often does the municipal authority report? The municipal Authority reports on monthly basis 12. What form does such reporting take? (e.g. reports, meetings) These reporting take report forms and certain cases this reporting is concluded in meetings 13. List the bodies which set policy for the municipal authority, give guidelines, review activities and provide oversight (e.g. Ministry of Interior, government committee, clan elders) The ministry of interior 14. Who approves the annual budget of the municipal authority? The ministry of interior approves the annual budget of the municipal authority. 15. Staffing of the municipal authority: Complete the following table: Department No. of No. of Technical/Profess- No. of Qualifications Total administrative and ional staff subordinate of head of management staff staff department Personnel 2 1 Secondary 3 Finance and 4 7 Secondary 11 Accountants Revenue and 8 12 Elementary 20 taxation School Land tenure and 5 4 1 Secondary 10 public works Planning and 1 1 Secondary 2 Statistics Total= 20 4 22 46

16. Describe the functions of each department and indicate whether or not departments prepare operational plans and budgets. ƒ The personnel department is concerned with all personnel affairs of the municipality. ƒ The Finance and Accounts department is responsible of all accounts. ƒ The Revenue and Taxation department is responsible of all sorts of revenue in the municipality. ƒ Land tenure and public works department is responsible of town planning, land distribution, the solution of all disputes that concerns land and garbage collection/sanitation. ƒ Planning and Statistics is responsible of the overall planning and Statistics of the municipality. Please attach an organigram of the municipal authority

17.What is the size of the population within the municipal area e) Today 45,000 Source of estimate: Guesstimate Census/survey Ref. Document Other (specify) b) 10 years ago 25,000. Source of estimate: Guesstimate Census/survey Ref. Document Other (specify 18. How is the physical area under the jurisdiction of the municipality authority delineated? The physical area under the jurisdiction of the municipality authority is delineated by the provision of the municipal laws. The municipal are is 5 sq. miles, which is equivalent to 8 km2 19. List the main services provided by the municipal authority such as water and sanitation, social services (health and education etc.), town planning. Main service provided by the municipal authority: Contain security Water Sanitation Town Planning 20. List the main development priorities in the municipality? (in descending order of priority) Main development priorities in the municipality: ƒ Water extension ƒ Garbage collecting trucks ƒ Slaughter area ƒ Vegetable and meat market ƒ Town planning ƒ Staff capacity building 23. Describe how these priorities were arrived at (e.g. through consultations with community groups; technical analysis by municipal officials; external advice) Municipal official in consultations with community groups arrived at these priorities 22.Complete the following table to show the main sources of revenue collected and retained by the municipality, as well as grants from the central administration:

Main Revenue Sources Amount in US$ 1999 1. Market fees 124.306 97.825 30.552 2. Licenses (business 59.275 47.687 25.207 3. Zariba dues 25.207 39.118 16.502 4. Miscellaneous 21.466 35.497 18.012 5. Slaughter fees 13.442 16.481 10.651 6. Land 31.492 152.193 7. Total 243.696 268.1 253.117

List sources of data on revenue: ƒ The money collected in 1999 was in the Somali currency, which was 4 times cheaper than the Somaliland shilling, collected in the years 2000 and 2001. ƒ The market fees included animal sale and the descending revenue realized is due to the livestock ban by the Saudi Government. ƒ The source of these figures is the municipal accounts department.…

23. Estimate the municipal authority’s revenue collection efficiency or yield by completing the following table:

No. Main source of Revenue Revenue collected Estimate of Total Col. As % Collectable Revenue of Col.2 1. Livestock taxation 27,170,000 52,000,000 52.25% 2. Land taxation 152,19,000 75,000,000 202.0% 3. Licenses Fees 25,207,000 65,000,000 38.78% 4. Laughter Fees 10,6651,000 15,000,000 71% 5. Market Fees 30,552,000 80,000,000 38.19% 6. Public Transport Fees 1,400,000 5,000,000 28% 7. Farm Produce Taxation 3,879,000 8,000,000 48.49% 8. Rent Income 13,300 5,000,000 0.27% 9. Central Government Contribution 24,296,000 58,000,000 41.89%

10. Miscellaneous Taxation 10,409,000 30,000,000 34.7% 11. Fines 2,292,000 4,000,000 57.3% 12. Sales Commission 18,012,000 13. Import tax 3,251,000 2,000,000 180.75% 14 Registration Office (Anagrafo) 2,000,000 Grand Total= 309,289,300 401,000,000

Explain how the total collectable revenue has been estimated by the municipal authority. The total collectible revenue has been estimated in the following manner: ƒ First the financial accounts at the end of the year have been collected. ƒ The financial statement shows the source of revenue and the revenue realized from each source during the financial period, which is usually one year. ƒ Based on this, and on the progress the revenue has been making in the last couple of years and with predictions, the estimate of the total collectable revenue is made by the municipal authority. 24. List potential revenue sources which are currently not taxed e.g. building approval fees, transfer of land ownership fees. Sources of revenue not taxed: ƒ Building approval fees ƒ Buildings ƒ Farms ƒ Transfer of land ownership fees. 25. Why are these potential revenue sources not taxed? ƒ There is no proper town planning ƒ Documents or land/property registers were either lost or looted. ƒ People using the houses are either displaced or returnees who don’t afford to pay taxes. ƒ The registration of farming was not available 26. Describe the main revenue collection problems and how collection efficiency could be raised. Revenue collection problems are: ƒ Tax evasion ƒ Law enforcement institutions not strong enough. ƒ Lack of community awareness ƒ Poor revenue collection mechanism. Collection efficiency could be raised: ƒ By awareness raising ƒ By showing transparency and accountability ƒ By building the staff capacity. 27. Describe how local tax revenues are shared among your municipal authority, the central administration and other bodies. The ministry of finance collects 10% of the imports and export items consumed in the district jurisdiction 28. What problems arise from this sharing arrangement (e.g. there is no uniform framework which specifies who should collect what tax; the central administration assigns to itself the tax sources which are easier to collect from; the central administration collects first and transfers only a small proportion of revenue to the municipal authority) There is no problem. It is going on smoothly 29. How could revenue sharing problems be resolved? Through mutuality and consultations 30. Complete the following table to show the main recurrent and development (i.e. capital) expenditures of the municipal authority No. Recurrent Expenditure 1999 2000 2001 (Somalia Sh.) (Somalia Sh) (Somaliland Sh) 1. Personnel 146,133,000 152,605,000 85,622,000 2. Fuel 47,105,000 71,407,000 52,594,000 3. Sanitation 8,385,000 13,712,000 20,384,000 4. Miscellaneous 8,124,000 5. Assistance 7,799,000 8,494,000 6. Printing and stationary 25,0442,000 11,108,000 7. Travelling allowances 12,135,000 8. Maintenance 7,234,000 11,271,000 ƒ There has not been any capital expenditure in Erigavo municipal authority for the last three years. ƒ The revenue collected in 1999 and 2000 was the Somali currency, which is four times of less value than the Somaliland shilling collected in the years of 2001.

List sources of data on expenditures. Source: Erigavo Municipal accounts 31. Describe the main financial problems the municipality/local authority faces (e.g. not able to pay salaries and for how long; not able to maintain infrastructure and other physical facilities) Staff allowance, as we call it nowadays, is paid regularly without delay. But there is a problem to maintain infrastructure and other physical facilities because of lack of funds and the revenue earned could not meet that demand 33. How could these problems be resolved? These problems could be solved for the coming options: ƒ Contribution from the central government. ƒ Raise funds from within the community – which is poor by itself. ƒ Tap all potential revenue in the area. ƒ Assisted through the international 33. What are the sources of finance for development (i.e.capital) expenditures? There are no finances for development projects. The little revenue we collected is spent on security, personnel allowance and garbage collection 34. List the main service providers (public and private) in the municipality and the services they provide (e.g. water, education, health)? Public: ƒ Ministry of health (Regional office) ƒ Ministry of Education (Regional office) ƒ Erigavo water Agency ƒ Erigavo Municipality Private: ƒ Sanag power House (Electricity) ƒ STC (telecommunication & Electricity) ƒ SOMTEL(telecommunication & Electricity) 35. How are the activities of non-municipal service providers regulated/controlled/ monitored? The activities of non-municipal service providers are regulated by regulatory measures put I place by the central government. For example, the ministry for post and telecommunications regulates all telecommunication companies. They are also being licensed by the municipality 36. Elaborate the difficulties/problems the municipal authority faces in regulating/controlling/monitoring other service providers (e.g. lack of established standards; inadequate regulatory framework; conflicting interests; lack of transparency; lack of political power; lack of qualified staff within the municipal authority) Difficulties/problems the municipal authority faces in regulating/controlling/monitoring other service providers are: ƒ Lack of established standards. ƒ Inadequate regulatory framework ƒ Conflicting interests. ƒ Lack of political power ƒ Lack of qualified staff within the municipal authority. 42. How could these problems be resolved? These problems could be solved through the following: - Capacity build for all staff concerned and institutional development. - Establish regulatory framework and set performance standards. - Introduce intimate collaboration between all stakeholders 38. If the municipal authority outsources service provision to the private sector/CSOs, list the services so outsourced. List of services so far out sourced to the private sector and civil society organizations are: ƒ Developmental projects. ƒ Electricity ƒ Communication and ƒ Money transfer 39. Besides outsourcing, describe other existing forms of collaboration/partnership between the municipal authority, and CSOs and the private sector Other existing form of collaborations are: ƒ Information and networking ƒ Needs assessment ƒ Project funding identifications, and soliciting. ƒ Giving the private companies access to properties owned by the municipality to be used in the interest of the community. Example is the electric poles currently used by the power companies. 40. Describe the key land management problems in the municipality (e.g. conflicting ownership of plots; lack of maps and plans; lack of or a poorly maintained register of land ownership; no clear physical demarcation of plot boundaries; lack of or inadequate capacity to manage rapid population growth; insecurity of tenure) The key land management problems are as follows. ƒ Conflicting ownership of plots. ƒ Lack of maps and plans ƒ Lack of or a poorly maintained register of land ownership. ƒ No clear demarcation of certain plots boundaries. ƒ Lack of or inadequate of capacity to manage rapid population growth. ƒ Land grapping/encroachment ƒ Falsification of ownership claims. ƒ The extension of the buildings to farm lands resulted blocking the regular growth of the town. 41. How could these problems be resolved? These problems could be resolved through: ƒ Proper town planning ƒ Capacity building ƒ Institutional development ƒ Legal frame work ƒ Proper functioning of law enforcement 42. How is land ownership determined/registered ? (e.g. cornerstones/walls; traditional understanding; cadastre; maps/plans; other documents) Ownership of land is determined through cadastre in conformity of maps and plans. Then the owner puts in land marking such as concrete foundations. 43. Is there a legal framework for securing land tenure? (e.g. tenure laws/regulations) Yes, there is a new land tenure law. 44. Outline the steps which one must follow to acquire a plot of land from the government/ municipal authority and how long each step takes: The steps which one must follow to acquire a plot of land is as follows: ƒ Application to the municipality ƒ After getting the application the municipality, the land office, ensures the availability of the requested plot. ƒ The land office accepts the applications. ƒ Then the applicant is asked to pay the land fees. ƒ The receipt of the payment is attached to a form providing the area, size and directions of the plot, in support of the applications. ƒ This certifies legally the land ownership transfer to the applicant. 45. Describe the municipality’s main development activities over the last two years (e.g. development control; formulation of regulations: building of markets; maintenance of roads) Formation of regulation was the only activity carried out by the municipal its for the last two years. 46. Does the municipal authority prepare development plans and for what durations? No development plans we set up for economic reasons mainly attributed to the livestock export ban 47. Describe the municipal authority’s human resources development activities (e.g. formal training; on-the-job training) The human resource development activities are confined so far on the job training 48. Describe the financial or technical assistance received during the last five years from multilateral agencies (e.g. UN, EC, World Bank, African Development Bank), bilateral agencies, international or local NGO; other CSOs, private firms or individuals. Assistance received by Erigavo from multilateral agencies were as follows; - Water rehabilitation by Action Aid - Secondary school rehabilitation and the meat and vegetable market rehabilitation, still under way by UNHCR. - Office equipment by CARE International and the rehabilitation of fine well by CARE International. - Repairing of the regional head quarters and the local government and office equipment by life and peace Institute. 49. Describe the main economic activities within the municipal area (e.g. retail trade; livestock trading; processing of agricultural produce; building construction, port services, transport, service industry, manufacturing, …..): The main economic activities within the municipal area are: ƒ Retail trade. ƒ Local livestock trade ƒ Building material ƒ Telecom Service ƒ Electricity GEBELEY

1. Name of municipality: Gebeley Municipal Authority. 2. a) Give the title and name of the political head of the municipal authority: Mayor, Hassan H. Yusuf Roobleh b) Give the title and name of the executive head of the municipal authority. Executive Ordinary, Mohamed Isse Adem 3. When was the municipal authority created? 1957 4. What legal instrument created the municipal authority? Constitution 5. Who appoints the Mayor of the municipal authority?President 6. What criteria are used to nominate the mayor? Qualifications 7. To whom is the mayor largely accountable? Appointing authority 8. If there is a municipal/town council, who appoints/selects members of the council? No Council 9. What criteria are used to nominate members of the council? (e.g. political criteria; technical/professional qualifications) No Council 10. To which authority does the municipal authority report (e.g. a legally constituted board; council of elders; government committee) Governmental Committee 11. How often does the municipal authority report? Executive Committee 12. What form does such reporting take? (e.g. reports, meetings) Meetings 13. List the bodies which set policy for the municipal authority, give guidelines, review activities and provide oversight (e.g. Ministry of Interior, government committee, clan elders) By Municipal Authority Who approves the annual budget of the municipal authority? By the Executive Committee, under supervision of Ministry of Interior 15. Staffing of the municipal authority: Complete the following table: No. of No. of technical/ No. of Qualifications of Head of Administrative & professional subordinate Department management staff staff staff Finance Department 5 2 Secondary & SEDAM Public works Department 8 40 B.Sc. (Engineers) Revenue Department 4 50 Secondary Social Affairs Department 8 - Secondary Ex; E.O

16. Describe the functions of each department and indicate whether or not departments prepare operational plans and budgets. 1. Finance (Revenue & Expenditure (budget) & Personnel office 2. Public Work (Land affairs, Project) 3. Revenue Collection (Taxation) 4. Social Affairs (Development, Education, Sanitation, Hygiene) Please attach an organigram of the municipal authority

17.What is the size of the population within the municipal area Today 24,000 Source of estimate: Guesstimate Census/survey Ref. Document Other (specify) b) 10 years ago 10,000.. Source of estimate: Guesstimate Census/survey Ref. Document Other (specify 18. How is the physical area under the jurisdiction of the municipality authority delineated? Area in Sq. Km …6270 Sq Km… 19. List the main services provided by the municipal authority such as water and sanitation, social services (health and education etc.), town planning. Town planning , Education, Health, Water, Social Service, Sanitation, Hygiene, etc 20. List the main development priorities in the municipality? (in descending order of priority) 1. Water, Town planning, Office equipment (e.g. computers and furniture) 2. Sanitation and Social Affairs 21. Describe how these priorities were arrived at (e.g. through consultations with community groups; technical analysis by municipal officials; external advice) By community groups 22.Complete the following table to show the main sources of revenue collected and retained by the municipality, as well as grants from the central administration:

Main Revenue Sources Amount in US$ 1999 2000 2001 1. 2. 3. 4. 5. Grants from the Central Administration 6. Other sources 7. Total

List sources of data on revenue: 1. Jaad 2.Land fee 3.Market fee 23. Estimate the municipal authority’s revenue collection efficiency or yield by completing the following table:

Main sources of revenue Revenue collected Estimate of total collectable Col. 1 as a % of col. 2 revenue Col. 1 Col. 2 1.Market fee 71,540,000 75,000,000 95.39% 2.Land fee 30,660,000 40,000,000 76.65% 3.Jaadka 127,750,000 120,000,000 106.46% 4.Life Stock Nil Nil Nil

Explain how the total collectable revenue has been estimated by the municipal authority. Monetary, merits of personnel 24. List potential revenue sources which are currently not taxed e.g. building approval fees, transfer of land ownership fees. Nil 25. Why are these potential revenue sources not taxed? Nil 26. Describe the main revenue collection problems and how collection efficiency could be raised. Lack of transportation, lack of training, lack of sufficient salaries 27. Describe how local tax revenues are shared among your municipal authority, the central administration and other bodies. N/A 28. What problems arise from this sharing arrangement (e.g. there is no uniform framework which specifies who should collect what tax; the central administration assigns to itself the tax sources which are easier to collect from; the central administration collects first and transfers only a small proportion of revenue to the municipal authority) N/A 29. How could revenue sharing problems be resolved? Nil 30. Complete the following table to show the main recurrent and development (i.e. capital) expenditures of the municipal authority

Main Recurrent Expenditure Amount in US$ Items 1999 2000 2001 1.Salary 693,500,000.- 106,490,000.- 91,980,000.- 2.Fuel 346,750,000.- 53,245,000.- 45,990,000.- 3.Stationary 173,375,000.- 26,622,500.- 22,995,000.- 4.Maintenance 86,687,500.- 13,311,250.- 11,497,500.- 5.Sanitation & Other items 86,687,500 13,311,250.- 11,497,500.- Total 1,387,000,000.- 212,980,000 183,960,000 Main Development (Capital)Expenditure Items 1.Slaughter 10,402,500.- 1,597,350.- 1,379,700.- 2.Primary School 10,402,500.- 1,597,350.- 1,379,700.- 3.Market 10,402,500.- 1,597,350.- 1,379,700.- 4.Aerport 6,935,000.- 1,064,900.- 919,800.- 5.Roads 6,935,000.- 1,064,900.- 919,800.- 6. Town plan 13,870,000.- 2,129,800.- 1,839,600.- 7. Nursery 6,935,000.- 1,064,900.- 919,800.- 6. Other items 3,467,500 532,450.- 459,900.- Total 69,350,000 10,649,000 9,198,000

List sources of data on expenditures. N/A 31. Describe the main financial problems the municipality/local authority faces (e.g. not able to pay salaries and for how long; not able to maintain infrastructure and other physical facilities) Office equipment How could these problems be resolved? N/A 33. What are the sources of finance for development (i.e.capital) expenditures? Health, Communication, Education Etc. 34. List the main service providers (public and private) in the municipality and the services they provide (e.g. water, education, health)? Not the private sector, only municipality. 35. How are the activities of non-municipal service providers regulated/controlled/ monitored? Available 36. Elaborate the difficulties/problems the municipal authority faces in regulating/controlling/monitoring other service providers (e.g. lack of established standards; inadequate regulatory framework; conflicting interests; lack of transparency; lack of political power; lack of qualified staff within the municipal authority) None How could these problems be resolved? By regulation 38. If the municipal authority outsources service provision to the private sector/CSOs, list the services so outsourced. No outsourcing… 39. Besides outsourcing, describe other existing forms of collaboration/partnership between the municipal authority, and CSOs and the private sector No 40. Describe the key land management problems in the municipality (e.g. conflicting ownership of plots; lack of maps and plans; lack of or a poorly maintained register of land ownership; no clear physical demarcation of plot boundaries; lack of or inadequate capacity to manage rapid population growth; insecurity of tenure) Equipment & Installment 41. How could these problems be resolved? To make the maps and plan Maintain the registers Encouragement 42. How is land ownership determined/registered ? (e.g. cornerstones/walls; traditional understanding; cadastre; maps/plans; other documents) 1. By block & plots depending on subject 2. By fixed points 43. Is there a legal framework for securing land tenure? (e.g. tenure laws/regulations) Somaliland Regulation 44. Outline the steps which one must follow to acquire a plot of land from the government/ municipal authority and how long each step takes: Yes 45. Describe the municipality’s main development activities over the last two years (e.g. development control; formulation of regulations: building of markets; maintenance of roads) 1. Maintenance of roads 2. Building of market 3. Building of runway airport 46. Does the municipal authority prepare development plans and for what durations? For Refugees 47. Describe the municipal authority’s human resources development activities (e.g. formal training; on-the-job training) N/A 48. Describe the financial or technical assistance received during the last five years from multilateral agencies (e.g. UN, EC, World Bank, African Development Bank), bilateral agencies, international or local NGO; other CSOs, private firms or individuals. None 49. Describe the main economic activities within the municipal area (e.g. retail trade; livestock trading; processing of agricultural produce; building construction, port services, transport, service industry, manufacturing): N/A - Traditionally: - Now: - Future HARGEISA

1. Name of municipality Hargeisa Municipality 2. a) Give the title and name of the political head of the municipal authority : Ahmed Mohamed Mohamoud b) Give the title and name of the executive head of the municipal authority : Executive Secretary; Abdulrahman Osman 3. When was the municipal authority created? 1953; Restored in 1991; Started operations in 1993 4. What legal instrument created the municipal authority? (circle one) Constitution /legislation/administrative decree/decision of clan elders/ Other (specify) Constitution 5. Who appoints the Mayor of the municipal authority? President 6. What criteria are used to nominate the mayor? (e.g. political criteria; technical/professional qualifications) Political 7. To whom is the mayor largely accountable? (e.g appointing authority; the municipality’s stakeholders such as communities, private sector, CSOs) Appointing Authority 8. If there is a municipal/town council, who appoints/selects members of the council? No Council. Elections slated for late 2002 9. What criteria are used to nominate members of the council? (e.g. political criteria; technical/professional qualifications) Not applicable 10. To which authority does the municipal authority report (e.g. a legally constituted board; council of elders; government committee) To Ministry of Interior and Parliament upon request 11. How often does the municipal authority report? Monthly financial reports; Administrative reports according to need. 12. What form does such reporting take? (e.g. reports, meetings) Reports 13. List the bodies which set policy for the municipal authority, give guidelines, review activities and provide oversight (e.g. Ministry of Interior, government committee, clan elders) Ministry of Interior; Executive Committee made up of Mayor 2 Vice Mayors and Executive Secretary Who approves the annual budget of the municipal authority? Ministry of Interior 15. Staffing of the municipal authority: Complete the following table:

Offices/Depatments No. of Policy/ No. of technical/ Total No. of Qualifications of Head of Administrative & professional staff staff Department management staff Mayor’s Office Mayor 2 Deputy Mayors; 1 5 advisor (International Cooperation); 1 legal advisor Executive Secretary’s Office Executive Secretary 16 Internal Control and Audit 7 Administration and Finance 1 Director 114 Department Revenue and Taxation 1 Director 139 Department Personnel and Legal 1 Director 10 Department Land and Town Mapping 1 Director 53 Department Planning and Reintegration 1 Director 24 Transportation and 1 Director 68 Technical workshops Social Services Department 1 Director 139

109 staff not assigned to departments Total staff given as 713 (but above listing and unassigned staff add up to only 684) 16. Describe the functions of each department and indicate whether or not departments prepare operational plans and budgets. Social Services: Hygiene, sanitation, afforestation Please attach an organigram of the municipal authority

17.What is the size of the population within the municipal area a) Today: High estimate: 750,000 Low estimate: 600,000 Source of estimate: Guesstimate b) 10 years ago: 50,000 Source of estimate: Guesstimate Residents fled the town from 1988 because of the war and only started streaming back in 1992 via organised repatriation from refugee camps and voluntary return, including laid-off staff from the Gulf 18. How is the physical area under the jurisdiction of the municipality authority delineated? Not clearly defined Area in Sq. Km ………………… 19. List the main services provided by the municipal authority such as water and sanitation, social services (health and education etc.), town planning. Sanitation; development control; land mangement; water provided by the autonomous Hargeisa Water Agency (HWA used to be under the Mayor but is no longer so) 20. List the main development priorities in the municipality? (in descending order of priority) Water Sanitation Land Management Roads 21. Describe how these priorities were arrived at (e.g. through consultations with community groups; technical analysis by municipal officials; external advice). Mini Constultation organised by USPS team 22.Complete the following table to show the main sources of revenue collected and retained by the municipality, as well as grants from the central administration:

Main Revenue Sources Amount in SLSh 1999 2000 2001 1. Livestock trade and goods 4,796,291,190 2,940,206,400 1,198,806,000 2. Land premiun revenue 1,156,003,427 1,540,472,890 1,937,279 3.Business permits 110,000,000 299,363,865 235,064,000 4. Miscelaneous (fines etc.) 715,754,866 1,003,284,188 100,000,000 5. Grants from the Central Administration 977,266,412 2,345,000,000 6. Other sources 7. Total 6,778,049,483 6,760,593,755 7,200,000,000 List sources of data on revenue: NB. Totals, extracted from municipal records, suggest there are missing revenue items 23. Estimate the municipal authority’s revenue collection efficiency or yield by completing the following table:

Main sources of revenue Revenue collected Estimate of total collectable Col. 1 as a % of col. 2 revenue 1. Col. 1 Col. 2 2.Licence 51,907,272 110,000,000 47.19% 3.Land 1,156,003,427 1,222,000,000 94.60% 4. Livestock 4,796,291,190 4,800,000,000 99.93% Explain how the total collectable revenue has been estimated by the municipal authority. The estimates are based on the revenue collected in the previous year (incremental) 24. List potential revenue sources which are currently not taxed e.g. building approval fees, transfer of land ownership fees. Municipal Authority claims that all possible sources taxed 25. Why are these potential revenue sources not taxed? Not applicable (see 24 above) 26. Describe the main revenue collection problems and how collection efficiency could be raised. Limited appreciation by residents of purpose and importance of taxation 27. Describe how local tax revenues are shared among your municipal authority, the central administration and other bodies. Like other municipal authorities, Hargeisa receives a share of customs revenue from the Ministry of Finance. 28. What problems arise from this sharing arrangement (e.g. there is no uniform framework which specifies who should collect what tax; the central administration assigns to itself the tax sources which are easier to collect from; the central administration collects first and transfers only a small proportion of revenue to the municipal authority) Ministry of Finance does not pay over to municipality customs revenue on a regular basis 29. How could revenue sharing problems be resolved? By ensuring adequacy and regularity of customs revenue due to municipal authority 30. Complete the following table to show the main recurrent and development (i.e. capital) expenditures of the municipal authority

Main Recurrent Expenditure Amount in SLSh Items 1999 2000 2001 1.Salaries 1,512,560,291 1,764,856,760 1,599,576,171 6. Other items Fuel 693,708,210 656,729,332 324,394,524 Maintenance & 403,478,314 966,795,224 982,220,977 Rehabilitation Administrative expenses 1,363,051,466 668,989,964 1,547,441,463 Total Main Development (Capital)Expenditure Items 1. Road repairs 150,000,000 2. Markets 450,000,000 3. Other 550,000,000 4. 5. 6. Other items Total NB: Above figures need to be re-checked List sources of data on expenditures.

31. Describe the main financial problems the municipality/local authority faces (e.g. not able to pay salaries and for how long; not able to maintain infrastructure and other physical facilities) Budget outlay for staff salaries is very high; fuel costs also high 32. How could these problems be resolved? Central govt. grants; external assistance (Answer not satisfactory as substantial cost reduction could be achieved via downsizing) 33. What are the sources of finance for development (i.e.capital) expenditures? Internal revenue 34. List the main service providers (public and private) in the municipality and the services they provide (e.g. water, education, health)? Electricity generation largely by small firms; telecommunications; cess pool emptying; household garbage collection by individuals via wheelbarrow. CARE has implemented a pilot project on solid waste management at Xispig 35. How are the activities of non-municipal service providers regulated/controlled/ monitored? No monitoring or regulation; but annual business licences issued to small firms at US$ 30 each 36. Elaborate the difficulties/problems the municipal authority faces in regulating/controlling/monitoring other service providers (e.g. lack of established standards; inadequate regulatory framework; conflicting interests; lack of transparency; lack of political power; lack of qualified staff within the municipal authority) Municipal authority would want to monitor and regulate but it lacks the capacity to do so; reportedly, legislation pre-dating 1969, some of which is relevant to regulation, could be applied if there were capacity to do so. 37. How could these problems be resolved? Resolution of this issue is contingent on decision regarding institutional location of regulatory function If the municipal authority outsources service provision to the private sector/CSOs, list the services so outsourced. Leasing of trucks and drivers for refuse collection; leasing of bulldozer shovels and heavy equipment 39. Besides outsourcing, describe other existing forms of collaboration/partnership between the municipal authority, and CSOs and the private sector Not much collaboration as INGOs/NGOs tend to bypass municipal authority. But CARE has implemented a pilot solid waste management project in cooperation with municipal authority 40. Describe the key land management problems in the municipality (e.g. conflicting ownership of plots; lack of maps and plans; lack of or a poorly maintained register of land ownership; no clear physical demarcation of plot boundaries; lack of or inadequate capacity to manage rapid population growth; insecurity of tenure) Incomplete land registry (documents lost); multiple claims over land Land disputes committee (1 per district) were not effective and are no longer active 41. How could these problems be resolved? Technical support via accurate mapping and a Land Information System; District courts presided over by a high court judge (Municipality’s argument is that where a high court judge presides there is no recourse to appeal) 42. How is land ownership determined/registered ? (e.g. cornerstones/walls; traditional understanding; cadastre; maps/plans; other documents) Plots beaconed (extent to which this is the case not clarified) 43. Is there a legal framework for securing land tenure? (e.g. tenure laws/regulations) There is apparently a Land Registration Act but it is not properly enforced 44. Outline the steps which one must follow to acquire a plot of land from the government/ municipal authority and how long each step takes: i) Application for land submitted to Ministry of Public works ii) Minister seeks authority to allocate from Presidency iii) Application forwarded to Mayor iv) Application processed by Deputy Mayor, Executive Secretary and Lands and Town Mapping (v) Next processed by Revenue and Taxation Department and by the Archives section, prior to formal allocation 45. Describe the municipality’s main development activities over the last two years (e.g. development control; formulation of regulations: building of markets; maintenance of roads) i) Peace and Security activities ii) Rehabilitation of public services (drainage, markets, police stations) iii) Rehabilitation of cultural centres iv) Street lights v) Provision of water to 4 settlements for returnees. 46. Does the municipal authority prepare development plans and for what durations? No 47. Describe the municipal authority’s human resources development activities (e.g. formal training; on-the-job training) Formal staff training and appraisal do not exist but a committee chaired by first Deputy Mayor appraises staff on an ad hoc basis 48. Describe the financial or technical assistance received during the last five years from multilateral agencies (e.g. UN, EC, World Bank, African Development Bank), bilateral agencies, international or local NGO; other CSOs, private firms or individuals. Various interventions by UNCHR; UNICEF; UNDP; Danish Refugee Council; CARE 49. Describe the main economic activities within the municipal area (e.g. retail trade; livestock trading; processing of agricultural produce; building construction, port services, transport, service industry, manufacturing.): - Traditionally: Trade - Now: Trade and financial services but also light industries: flour mill, pasta factory, chalk factory; nails factory; printing - Future: Above plus new abattoir to process meat for export KISMAYO

1. Name of municipality: Kismayo Municipality 2. a) Give the title and the name of the political head of the municipality: DC Mr. Dahir Mohamed Elmi b) Give the title and name of the executive head of the municipal authority: Mr. Abdirahman Abdi Dhuuh 3. When was the municipal authority created ? 1954 restablished 7 July 2001 4. What legal instrument created the municipal authority. (circle one) Authorization by the alliance with consensus of the clan elders. 5. Who appoints the Mayor of the municipal authority ? The Alliance Administration. 6. What criteria are used to nominate the mayor? Technical and professional qualifications. 7. To whom is the mayor largely accountable? DC is accountable to Alliance. 8. If there is a principal/town council who appoints/selects the members of the council? There is no municipal town council. 9. What criteria are used to nominate members of the council (e.g. political criteria, technical/ professional qualifications) N/A 10. To which authority does the municipal authority report? (e.g. legally constituted board, council of elders, government committee) To the District Comm. 11. How often does the municipal authority report? once a month 12. What form does such reporting take? (e.g. reports, meeting) reports + meeting 13. List the bodies which set policy for the municipal authority, give guidelines, review activities and provide overnight (e.g. Ministry of interior, government committee, clan elders) Local government administration and intellectual’s committee 14. Who approves the annual budget of the municipal authority? The Alliance administration 15. Staffing of the municipal authority. Complete the following table

Department No. of Administrative No. of technical/ No. of subordinate Qualifications of head and management staff professional staff staff of departments Administrative 2 2 2 Sec. Diploma Finance 1 2 2 Sec. Diploma Rev. Collection 1 5 2 Sec. Diploma Audit 1 1 1 Sec. Diploma Social Affairs 1 1 1 Sec. Diploma 16. Describe the functions of each department and indicate whether or not departments prepare operational plans and budgets. 17. What is the size of the population within the municipal area? a) Today 900,000...(max). Source of estimate: Guesstimate b) Ten years ago …700,000 Source of estimate: Guesstimate 18. How is the physical area under the jurisdiction of the municipal authority delineated? Area in Sq. Km. 600 …North Jamame District; south Badhadhe District; west Afmadow District; East Indian Ocean. 19. List the main services provided by the municipal authority such as water and sanitation, social services (health and education, etc) town planning ….. water, sanitation, road maintenance, epidemic diseases, rehabilitation of school, markets, hospitals, …etc 20. List the main development priorities in the municipality? (in descending order of priority)…health, water, education staff development, transport, rehabilitation of infrastructure. 21. Describe how these priorities were arrived at (e.g. through consultation with community groups, technical analysis by municipal officials, external advice) In consultation with community as well as technical analysis by municipal officials 22. Complete the following table to show the main sources of revenue collected and retained by the municipality, as well as the grants from the central administration:

Main Revenue Source Amount in US$ 1999 2000 2001 Livestock market 11,000.00 Retail trading 15,000.00 Milk trading market 800.00 Vegetable trading market 600.00 Grants from the central administration 0.00 Other sources 0.00 Total 27,400.00 List sources of data on revenue: DC, Mr. Dahir Mohamed , Mr. Abdirahman Abdi Dhuuh, Municipal Executive Officer and Mr. Ibrahim Sheik Hassan, Tax Collection Officer. 23. Estimate the municipal authority’s revenue collection efficiency or yield by completing the following table:

Main Sources of Revenue Collected Estimate of total Col. 1 as a % of col. 2 Revenue collectable revenue Livestock trading market $ 11000 $ 22000 50% Retail trading $ 15000 $ 60000 25% Milk trading market $ 800 $ 2400 33% Explain how the total collectable revenue has been estimated by the municipal authority : Census 24. List potential revenue source which are currently not taxed e.g. building approval fees, transfer of land ownership fees. buildings, land ownership, farms and farm produces, ID cards, certificates. 25. Why are these potential revenue sources not taxed? No regulations 26. Describe the main revenue collection problems and how collection efficiency could be raised. Lack of community awareness, rivalry within the community. Revenue collection could be raised when the law and order is restored. 27. Describe how local tax revenues are shared among young municipal authority, the central administration and other bodies. municipal 25%, courts 15%, detention centres 30%, local government administration 15%, health 10% others 5% 28. What problems arise from this sharing arrangement (e.g. there is no uniform framework which specifies who should collect what tax, the central administration assigns to itself the tax sources which are easier to collect from, the central administration collects first and transfers only a small proportion of revenue to the municipal authority) Negative 29. How could revenue sharing problems be solved? No problems 30. Complete the following table to show the main recurrent and development (i.e. capital) expenditures of the municipal authority

Main Recurrent Expenditure Amount in US$ Items 1999 2000 2001

Other items Total Main Development (Capital) Expenditure Items

Other items Total List sources of data on the expenditures.

31. Describe the main financial problems the municipality/local authority faces (e.g. not able to pay salaries and how long; not able to maintain infrastructure and other physical facilities)……not able to pay salaries, maintain infrastructure, transport… 32. How could these problems be solved? N/A 33. What are the sources of finance for development (i.e. capital) expenditures? N/A 34. List the main providers (public and private) in the municipality and the services they provide (e.g. water, education, health)? Nationlink provides telephone and electricity, provides money transfer, Telcom Kismayo provides telephone and electricity, Sea Food Co. provides fish, Barakaat, Daallo, etc. 35. How are the activities of non-municipal service providers regulated/controlled/monitored? Sometimes the municipal authority formulate guidelines. 36. Elaborate the difficulties/problems the municipal authority faces in regulating/controlling/monitoring other service providers (e.g. lack of established standards, inadequate regulatory framework, conflicting interests, lack of transparency, lack of political power, lack of qualified staff within the municipal authority)…lack of established standards, conflicting interests, lack of transparency, , lack of political power, lack of qualified staff within the municipal authority 37. How could these problems be solved ? Promote regulations and standards Training and orientation 38. If the municipal authority outsources service provision to the private sector CSOs, list the services so outsourced…..Electricity, telephone 39. Besides outsourcing, describe other existing forms of collaboration partnership between the municipal authority, and CSO and the private sector. N/A 40. Describe the key land management problems in the municipality (e.g. conflicting ownership of plots; lack of maps and plans; lack of or a poorly maintained register of land ownership, no clear physical demarcation of plot boundaries, lack of inadequate capacity to manage rapid population growth, insecurity of tenure)… conflicting ownership of plots; lack of maps and plans; lack of inadequate capacity to manage rapid population growth. 41. How could these problems be resolved? justice, courts, restoration of law and order, town planning. 42. How is land ownership determined/registered? (e.g. cornerstones/walls, traditional understanding, cadastre, maps/plans, other documents) cornerstones and maps, documents, etc. 43. Is there a legal framework for securing land tenure? (e.g. tenure laws/regulations) N/A 44. Outline the steps which one must follow to acquire a plot of land from the government/municipal authority and how long each step takes. N/A 45. Describe the municipality’s main development activities over the last two years (e.g. development control, formulation of regulations, building of markets, maintenance of roads) Rehabilitation of hospitals, markets, roads, schools 46. Does the municipal authority prepare development plans and for what duration? They have just started the preparation of development plans for the next five years. 47. Describe the municipal authority’s human resources development activities (e.g. formal training, on-the-job training) formal training 48. Describe the financial and technical assistance received during the past five years from multilateral agencies (e.g. UN, EC, World Bank, African Development Bank), bilateral agencies, international or local NGO, other CSOs, private firms and individuals…Negative 49. Describe the main economic activities within the municipal area (e.g. retail trade, livestock trading, processing of agricultural produce, building construction, port services, transport, service industry, manufacturing) Retail trade, livestock trading, processing of agricultural produce, port services, transport, processing of marine products. SHEIKH

1. Name of municipality: Sheikh Municipal Authority. 2. a) Give the title and name of the political head of the municipal authority. Mohamoud Ahmed Isse – Mayor in office since August b) Give the title and name of the executive head of the municipal authority. Haamud Mohamoud Farah – Executive Officer 3. When was the municipal authority created? 1973 4. What legal instrument created the municipal authority? (circle one) Administrative decree and decision of the clan 5. Who appoints the Mayor of the municipal authority? Ministry of interior in consultation with MPs and elders from sheikh, and Regional Governor 6. What criteria are used to nominate the mayor? (e.g. political criteria; technical/professional qualifications) Political criteria 7. To whom is the mayor largely accountable? (e.g appointing authority; the municipality’s stakeholders such as communities, private sector, CSOs) Ministry of Interior and Regional Governor 8. If there is a municipal/town council, who appoints/selects members of the council? There is none now, but they will be elected in October 2002. 9. What criteria are used to nominate members of the council? (e.g. political criteria; technical/professional qualifications). N/A 10. To which authority does the municipal authority report (e.g. a legally constituted board; council of elders; government committee) Regional Governor and Ministry of Interior 11. How often does the municipal authority report? Every month 12. What form does such reporting take? (e.g. reports, meetings) Reports and if necessary meetings 13. List the bodies which set policy for the municipal authority, give guidelines, review activities and provide oversight (e.g. Ministry of Interior, government committee, clan elders) Ministry of Interior and The Parliament Who approves the annual budget of the municipal authority? Ministry of Interior 15. Staffing of the municipal authority: Complete the following table: M+A TS SS Qualification Finance Department 2 Diploma in accounts Static and land 1 2 2 Secondary Level Revenue 1 10 Secondary Level Water 1 5 4 Secondary level Sanitation 1 4 Reports to finance

16. Describe the functions of each department and indicate whether or not departments prepare operational plans and budgets. Functions of each department: Finance department has the role of overall management of all financial matters of the municipality. Statics and Land department’s responsibility is to handle land issues e.g. land registration, town planning and assisting in resolving land conflicts. The revenue department has the responsibility of collecting all municipal revenue. Water department is responsible for the production and distribution of water to the town of Sheikh. Sanitation department is responsible for looking after the cleanness of the town. 17.What is the size of the population within the municipal area a) Today 6,000 – 9000 Source of estimate: Guesstimate Census/survey Ref. Document Other (specify) b) 10 years ago 4,500 - 5,000 Source of estimate: Guesstimate Census/survey Ref. Document Other (specify 18. How is the physical area under the jurisdiction of the municipality authority delineated? Area in Sq. Km 160 square KM 19. List the main services provided by the municipal authority such as water and sanitation, social services (health and education etc.), town planning. Sanitation – garbage collection. Water – through the water department. Town planning. 20. List the main development priorities in the municipality? (in descending order of priority) Rehabilitation of the Sheikh Hospital. Town Planning. Capacity Building for the municipal staff. Water extension, identification and development of new sources. 21. Describe how these priorities were arrived at (e.g. through consultations with community groups; technical analysis by municipal officials; external advice) Municipal Staff determined these priorities 22.Complete the following table to show the main sources of revenue collected and retained by the municipality, as well as grants from the central administration: Not available Main Revenue Sources Amount in US$ 1999 2000 2001 1. 2. 3. 4. 5. Grants from the Central Administration 6. Other sources 7. Total List sources of data on revenue: 23. Estimate the municipal authority’s revenue collection efficiency or yield by completing the following table: Not available. Main sources of revenue Revenue collected Estimate of total collectable Col. 1 as a % of col. 2 revenue 1. Col. 1 Col. 2 2. 3. 4. Explain how the total collectable revenue has been estimated by the municipal authority. 24. List potential revenue sources which are currently not taxed e.g. building approval fees, transfer of land ownership fees. Farms and water barkas 25. Why are these potential revenue sources not taxed? Lack of registration 26. Describe the main revenue collection problems and how collection efficiency could be raised. Lack of skilled staff. Poor revenue collection mechanism. Poor community awareness. Lack of follow-up from the Municipality. And could be raised by: Creating public awareness programs. Development of revenue collection mechanisms Enforcement of the staff skills. 27. Describe how local tax revenues are shared among your municipal authority, the central administration and other bodies. 3.5% 28. What problems arise from this sharing arrangement (e.g. there is no uniform framework which specifies who should collect what tax; the central administration assigns to itself the tax sources which are easier to collect from; the central administration collects first and transfers only a small proportion of revenue to the municipal authority) Shares are not distributed in time and Sheikh municipality has not received its share since October 2001 29. How could revenue sharing problems be resolved? The central government should review the sharing rates of all municipalities, as certain towns are growing rapidly … 30. Complete the following table to show the main recurrent and development (i.e. capital) expenditures of the municipal authority Not available Main Recurrent Expenditure Amount in US$ Items 1999 2000 2001 1. 2. 3. 4. 5. 6. Other items Total Main Development (Capital)Expenditure Items 1. 2. 3. 4. 5. 6. Other items Total List sources of data on expenditures.

31. Describe the main financial problems the municipality/local authority faces (e.g. not able to pay salaries and for how long; not able to maintain infrastructure and other physical facilities) Sheikh Municipality has not been able to pay its staff for four months now, let alone maintenance of infrastructure due to low revenue collection and no central grants How could these problems be resolved? These can be resolved by : The central government to release the share that Sheikh was to get since October 2001. Improve revenue collections. 33. What are the sources of finance for development (i.e.capital) expenditures? 34. List the main service providers (public and private) in the municipality and the services they provide (e.g. water, education, health)? There are no development projects funded by Sheikh Municipal Authority … 35. How are the activities of non-municipal service providers regulated/controlled/ monitored? The Municipality has no regulatory role in any service of the Sheikh town 36. Elaborate the difficulties/problems the municipal authority faces in regulating/controlling/monitoring other service providers (e.g. lack of established standards; inadequate regulatory framework; conflicting interests; lack of transparency; lack of political power; lack of qualified staff within the municipal authority) Problems that Sheikh Municipal. Faces: Lack of political power. Lack of qualified staff. Lack of established standards and regulations 37. How could these problems be resolved? Capacity building for the Municipal staff. Establishing of national standards and regulatory frameworks. 38. If the municipal authority outsources service provision to the private sector/CSOs, list the services so outsourced. None. 39. Besides outsourcing, describe other existing forms of collaboration/partnership between the municipal authority, and CSOs and the private sector. Information sharing and collaboration 40. Describe the key land management problems in the municipality (e.g. conflicting ownership of plots; lack of maps and plans; lack of or a poorly maintained register of land ownership; no clear physical demarcation of plot boundaries; lack of or inadequate capacity to manage rapid population growth; insecurity of tenure) Key management problems: Lack of qualified staff. Lack of proper town plan. Poorly managed registers. Falsification of ownership claims. Farming land being used for residential building purposes. Conflict of land ownership. 41. How could these problems be resolved? Solutions to above problems: Town planning. Capacity building. Legal framework development. Institutional development. 42. How is land ownership determined/registered ? (e.g. cornerstones/walls; traditional understanding; cadastre; maps/plans; other documents) all privately owned land in Sheikh is registered, and any new land has to be approved by the land department 43. Is there a legal framework for securing land tenure? (e.g. tenure laws/regulations) According to the land lease regulations of Somaliland 44. Outline the steps which one must follow to acquire a plot of land from the government/ municipal authority and how long each step takes: Land acquiring steps: Application to the Municipality. Statics and land department looks at the availability of any land, certifies and send the application back to the Mayor/E.O. The mayor approves the finding of the Land department. Applicant is asked to pay the land fees. The applicant is given a letter signed by the executive committee (mayor, Vice mayor and E.O) and the plot plan and receipt of payment which act as his land ownership certificate. 45. Describe the municipality’s main development activities over the last two years (e.g. development control; formulation of regulations: building of markets; maintenance of roads) N/A 46. Does the municipal authority prepare development plans and for what durations? N/A 47. Describe the municipal authority’s human resources development activities (e.g. formal training; on-the-job training) N/A 48. Describe the financial or technical assistance received during the last five years from multilateral agencies (e.g. UN, EC, World Bank, African Development Bank), bilateral agencies, international or local NGO; other CSOs, private firms or individuals. Assistance received from multilateral agencies: UNICEF - One borehole, education assistance. UN-Habitat – Capacity building and data collection of sheikh area. DRC – Four schools. ICRC – One MCH. CARE – Roads. SOS – Secondary school rehabilitation. IRC – Micro credit finance programme 49. Describe the main economic activities within the municipal area (e.g. retail trade; livestock trading; processing of agricultural produce; building construction, port services, transport, service industry, manufacturing, …..): - Current : Agriculture and Trade centre for nomads. - Traditionally: Agriculture, Livestock transit centre, trade centre. - Future: Tourism place, Agriculture Livestock and Trade centre. Subconsultant TOR and Work

The output of the subconsultant was more substantive in some areas (e.g. photographs, documentation of Erigavo, and participation at the Hargeisa Consultation) than in others (documentation of Bossaso, and completion of city and CSO questionnaires). The subconsultant also assembled information on Mogadishu, Kismayo, Galcayo and Beletweyne.

The quality of output was constrained by the following factors: • Limited validation control during the subconsultancy because of security constraints; • Difficulties of access and security faced by the subconsultant; • Tasks to be carried out fell largely outside the area of core competency of the subconsultant

The information collected by the subconsultant on the cities listed above was used to prepare preliminary city profiles (included in this report) but these will need to be developed further during subsequent stages of the project cycle.

Somalia Urban Sector Profile Study Final report, September 2002 Terms of Reference for Forum For Peace and Governance (FOPAG) in the EC-Funded and UN-Habitat Implemented

Urban Sector Profile Study

11-Jul-02

FOPAG, under the direction of UN-Habitat’s Head of the Urban Sector Profile Study (USPS) Mission or his delegate shall undertake information gathering in support of the Study’s objectives, as follows:

- Provide feedback on 10/11-July-02 for finalisation of a questionnaire (5 to 10 pages), being drafted by the Study team.

The questionnaire will cover Study issues previously described, namely:

- Urbanisation trends and the urban economy, - Urban sector institutional and regulatory framework, - Civil society roles in urban governance, - Approaches to urban planning and the planning process, - Urban land management, - Poverty and environmental issues, - Privatisation and public/private partnerships, - Decentralisation, - Urban sector resources and taxation system - Intersectoral issues and linkages, and - Sectoral programmes and their financing.

- With the Study team, participate in meetings of stakeholders (e.g. Mayor, Heads of urban service departments, private service providers, locally active NGOs, community and donor representatives) in Burao, Somaliland on 13 to 14-July-02, to test a consultative approach for completing the questionnaire.

- Independently replicate the tested consultative meetings (not workshops) with the broadest possible range of local stakeholders and complete questionnaires in seven (7) selected municipalities as follows:

Somaliland: Erigavo and Las Anod Puntland: Bosasso and Galkayo Central Somalia: Mogadishu Hiran: Beletweyne Jubba: Kismayo

Completed hard copy questionnaires shall be submitted on 26-Jul-02 to the Study team in Hargeisa.

- Identify key stakeholders (pan-Somali), with current and potentially future, substantive roles in the urban sector development process. Due digitally on 1-Aug-02.

- Prepare pan-Somali (including but also beyond the above selected cities) location-specific lists of all relevant local and regional stakeholders (institutional and individual, public and private, with especial emphasis on, but not limited to, Civil Society Organisations) in the urban sector development process, based on prior understanding, existing documentation and above stakeholder meetings. Due digitally on 4-Aug- 02.

- Describe and analyse key stakeholders (pan-Somali) vis-a-vis organisational structure, key staff, location, areas of interest and experience, capabilities, capacities, level of involvement and commitment. Due digitally on 5-Aug-02.

Annex and TORs

ƒ USPS and Consultancy TOR's, UNHABITAT TOR comments

ƒ Consultancy Itinerary

ƒ Persons met

ƒ Bibliography

ƒ Abbreviations

Somalia Urban Sector Profile Study Final report, September 2002

EC. ional e h rnat e e int ROFILE ROFILE h P aken by t

ional framework, government undert ut it gaps and a possible role for t inst

EFERENCE ECTOR ECTOR R ends, fy support r i S COPE S

ERMS OF ERMS OF T TUDY S , and will ident y udy will review t RBAN RBAN his Appendix sets out a generic scope and coverage of an out a generic scope and coverage his Appendix sets to Study. It may be commissioned Urban Sector Profile TUDY An Urban Sector Profile Study may be appropriate in two An Urban Sector Profile Study In both cases, the sector profile study serves as an

TANDARD TANDARD ECTOR The EC has had a considerable history of project support in The EC has had a considerable The EC has little or no experience with support in the The EC has little or no experience

programmes, current support activities communit It could comprise the following parts. 1 S The st policy relevance and cost-effectiveness of any subsequent programme and/or project level interventions. The requirements indicated below are a standard model for such a study; from which to derive a specific ToR to fit the circumstances of a specific country setting. the sector or in sub-sectors, such as urban water supply, and the sector or in sub-sectors, such it wishes to review its involvement through an enhanced understanding of issues. instrument for policy dialogue, and in doing so, enhances the country request for support in this sector, expressed during country request for support in by better understanding the Country Programming exercise definite commitment at project issues prior to making a more level. J sectoral policy and programme issues. sectoral policy and programme distinct cases: J It wishes to validate a urban sector in the country concerned. and review with concerned (sector) Government agencies. In and review with concerned (sector) is intended to fill a gap principle, the Urban Sector Profile Programme (NIP), which is between the National Indicative and individual project macro and multi-sectoral in nature, an adequate knowledge of interventions, which presuppose T for issues and form a sector framework identify sector interventions. Such interventions possible EC-supported of the study for discussion may be identified in the course U S S A1.1 APPENDIX 1

URBAN SECTOR PROFILE STUDY

URBANISATION TRENDS AND THE URBAN ECONOMY The study will review time-series of population growth and urbanisation. It will also consider the spatial pattern of urbanisation (hierarchy of cities), time series of economic sector shares (at least primary/secondary/tertiary sectors) in terms of GDP and employment. It will also endeavour to link this to the phenomenon of urbanisation. In doing so, national census and national accounts data will be used as much as possible, augmented by meso- and micro-data as available. This part of the study will exclusively rely on existing data; no primary data collection is envisaged.

THE URBAN SECTOR This part of the study will review the adequacy of the institutional system of the sector and its regulatory framework. The study will identify the extent to which basic urban services needs have been fulfilled and urban social and economic infrastructure needs have been met. It will review current programmes endeavouring to fulfil these needs and meet their financing, including international assistance.

KEY SECTOR ISSUES This part of the study analyses key issues. This section will likely set the scene for subsequent strategy recommendations and thus identify the terrain for urban policy dialogue between the EC and the recipient country government. The key issues will obviously vary from country to country, but unresolved issues often revolve around several of the following: J poverty and environmental issues J approaches to urban planning and the planning process J urban land management J institutional roles and responsibilities J privatisation and public-private partnerships J decentralisation J ways of mobilising resources J methods of regulating projects.

INTER-SECTORAL ISSUES This part of the study will identify important linkages between sectors in the economy. For example, it may cover social and physical infrastructure linkages (health, education and transport are often important links). It may review rural-urban linkages and may identify ways and means in which improvements in urban management may impact on economic development and equity.

STRATEGY DIRECTIONS Based on the foregoing, the study will make strategy recommendations to the government. These are likely to include suggested strategic directions in municipal infrastructure investment planning and programming, in resource mobilisation and in institutional reform.

SECTORAL PROGRAMMES AND THEIR FINANCING URBAN SECTOR PROFILE STUDY

Based on existing frameworks and the above strategy recommendations, the study will analyse how urban sector programmes can be developed and/or consolidated and become more cost-effective. It will further identify their most logical financing pattern.

DIRECTIONS FOR EXTERNAL ASSISTANCE This part of the study will review the effectiveness of international assistance, identify support gaps and will define a possible role for the EC.

A UIDANCE IMING EPORTING AND NPUTS

1 G , T , R I . 2 The study will be undertaken by a small team of consultants, supervised

in its day-to-day operations by the EC Delegate’s office. A small Steering Committee may be set up between the government and the EC Delegate’s office to provide strategic guidance at critical junctures during the course of the study. For example, the Committee may review a concise inception report (not normally much more than a validated table of contents of the study report and a time path for its development). The profile study will be based exclusively on secondary data and discussions with sector actors. Therefore it will not normally take more than three months elapsed time to draft its findings. These will be reviewed between the government, the study team and the EC Delegate’s office, or in the Steering Committee. The study’s final report will be submitted not later than one month after receiving comments on the draft.

INPUT REQUIREMENTS The study will likely require multi-disciplinary input as follows: J urban and environmental planning J urban finance and economics J urban sociology J municipal engineering J public management. Considering the financial and logistical limitations usually prevailing, these inputs will have to be combined and prepared by a small team of seasoned international professionals. A specialist team of two to three senior international experts (with the balance of disciplinary background depending on the relative emphasis of each of the above elements of the study) should be able to conduct the study at an (intermittent) input of two months each, thus requiring an aggregate of four to six m/m.

URBAN SECTOR PROFILE STUDY UN-Habitat Proposal TOR

TERMS OF REFERENCE FOR AN URBAN SECTOR PROFILE STUDY AND PREPARATION OF AN URBAN PROGRAMME

SOMALIA MUNICIPAL AUTHORITIES ASSISTANCE PROGRAMME SOMALIA - MAAP

1.0 Study Background Somalia has suffered from the absence of an internationally recognized and functioning national government for a decade, during which the country dissolved into clan-based conflicts and growing political segregation. Out of this situation, two distinct self-administered regional entities have emerged, ‘Somaliland’ in the northwest and ‘Puntland’ in the northeast, both enjoying relative stability and having local administrations providing a range of basic services; the South has remained politically and militarily fragmented.

The intervention objective of the European Commission is to support sustainable improvement of the livelihood of the Somali people and their improved access to basic public and social services as well as the establishment of good governance. Sustainable improvement of the livelihood of the Somali people can only be achieved if poverty-related aspects as well as the political dilemma are sufficiently addressed. This justifies the continuation of a multi-sectoral approach with particular reference to the empowerment of civil society enabling them to become an active element in the process of national reconciliation.

The future of Somalia remains difficult to predict, depending crucially on the willingness and ability of the major internal and regional actors to pursue or support the incomplete process of peaceful reconciliation. This requires high flexibility of the Commission’s programme allowing it to respond to various types of developments.

With the absence of a national political entity agreed upon by all representatives of the Somali population, and the fragility of existing governance structures, Somalia has none of the detailed government policies that exist within normal developing countries, nor a National Development Plan or a poverty reduction strategy. However, each of the three political entities (TG, local administrations of Somaliland and Puntland) has its own agenda and plans regarding the future of the country or for the part they control. By and large, most of these plans focus on the very local level, and mostly on the large cities (Mogadishu, Hargeisa, Berbera, Garowe and ) and are prepared solely by the administrations. They are constructed on the premise of combating the common threat of insecurity, and pay inadequate attention to the foundations of sustainable services delivery and the productive sector

A process is currently evolving through which existing administrations in Somalia are beginning to develop policies and strategies of their own. This is particularly true in Somaliland and Puntland, where government budgets are published and limited resources are being channelled to the social sectors. Unfortunately, governance institutions remain extremely weak, with poor institutional and organisational capacities, a low skill base, limited economic policies, and a lack of managerial transparency. The process of political patronage and the need to maintain clanic balances make this situation particularly difficult to counter.

In order to ultimately increase the capacity of local governments and other stakeholders to practice good urban governance and to raise awareness of and advocate for good urban governance, while ensuring inclusiveness characterised by civic engagement and inclusive decision-making processes the European Commission intends to develop an understanding of

21 February 2002 Page 1 of 1 JP

URBAN SECTOR PROFILE STUDY UN-Habitat Proposal TOR the existing governance structures in Somalia. Consequently, to enable the European Commission to identify urban sector issues and form a sector framework for possible EC- supported interventions in urban areas, an Urban Sector Profile Study is commissioned.

The Urban Sector Profile is intended to fill a gap between the Country Support Strategy, which is macro and multi-sectoral in nature, and individual project interventions, which presuppose an adequate knowledge of sectoral policy and programme issues. The EC has had a considerable history of project support in the sector, e.g. support to municipalities and urban water supply, and it wishes to review its involvement through an enhanced understanding of the sector issues.

The sector profile study will serve as an instrument for policy dialogue at sector level, and in doing so, enhances the policy relevance and cost-effectiveness of any subsequent sectoral programme and/or project level interventions. The study should be seen as the first, second and third steps of the project cycle (programming, identification and formulation).

The Commission has allocated up to Euro 80,000 for the study, which is expected to be implemented during the first half of 2002.

2.0 Study Objectives The study will provide the European Commission with sufficient information to accept, modify or reject any proposed intervention in the urban sector in Somalia.

3.0 Study results The study is expected to result in the following outcomes: • An Urban Sector Profile Study for Somalia; • Preparation of audio-visual material on the study team’s findings for presentation at the conferences. • A brief review of policies and previous/on-going projects; • A confirmation of national/local interest for urban support; • An analysis of the inclusion of civil society in urban governance; • An analysis of the role of the proposed urban sector interventions in Somalia; • An analysis of the relevance of the proposed urban sector interventions; • An analysis of alternative options, taking account of technical, economic and financial, institutional and management, environmental and socio-cultural, regulatory and operational aspects; • Recommendations of the preferred project options, detailing the expected benefits to the users and beneficiaries within the Project’s lifetime, and the contribution of the Project to the social, economic and/or environmental urban development of Somalia; • An assessment of the feasibility of the preferred project options; • An assessment of the social, economic and environmental urban sustainability of the preferred projects; • Recommendations for further actions with regard to the preferred projects. • Draft Terms of References for additional studies.

4.0 Issues to be studied The study will review sector trends, sector institutional framework, regional sector programmes, current support activities undertaken by the international community, will identify support gaps and a possible role for the EC. It should comprise the following parts: a) Urbanisation trends and the urban economy The study will review time-series of population growth and urbanisation, the spatial pattern of urbanisation (hierarchy of cities), time series of economic sector shares (at least Urban Development primary/secondary/tertiary sectors) in terms of shares in GDP and employment,

21 February 2002 Page 2 of 2 JP

URBAN SECTOR PROFILE STUDY UN-Habitat Proposal TOR and endeavour to link this to the phenomenon of urbanisation. In doing so, national census and national accounts data will be used as much as possible, augmented by meso- and micro-data as available. This part of the study will exclusively rely on existing data; no primary data collection is envisaged. b) The urban sector This part of the study will review the adequacy of the institutional set up of the sector along with its regulatory framework. The study will identify the extent to which basic urban services needs have been fulfilled and urban social and economic infrastructure needs have been met. It will review current programmes endeavouring to achieve that and their financing, including international assistance. c) Civil Society Civil society is made up of individuals and organisations, formally organized or not, who interact in different spheres of social, economical and political life bounded by formal and informal norms and regulations. The role of civil society organisations (CSOs) in urban development is crucial since they are key political actors in the local society. They protect rights and interests of citizens and they can organise and mobilise the poor and other disadvantaged groups. They are intermediary organisations between individuals and the state, and can facilitate and enhance participatory channels and practices. Through CSOs citizens can interact with state organisations and demand more accountability and responsiveness. They are a basic source of information about citizens’ demands, needs and expectations. CSOs provide the skills and institutions to socially monitor the way in which government is conducted and the private sector develops its activities.

This key part of the study will analyse the role of civil society in the urban governance processes in Somalia and establish possibilities for strengthening the inclusiveness in decision- making processes. d) Key sector issues This part of the study analyses key issues in the sector; especially:

• Approaches to urban planning and the planning process; • Urban land management; • Poverty and environmental issues; • Institutional roles and responsibilities; • Privatisation and Public-Private partnerships; • Decentralisation; • Sector resource mobilization; • Regulatory framework.

This section of the study will set the scene for subsequent strategy recommendations and thus identify the terrain for urban policy dialogue between the EC and Somalia. e) Inter-sectoral issues This part of the study will identify important linkages between the urban sector and other sectors in the economy. It will cover social and physical infrastructure linkages (e.g. health, education and transport), it will review rural-urban linkages and identify ways and means in which improvements in urban management may impact on economic development and equity. f) Strategy directions Based on the foregoing the study will make strategy recommendations to the authorities. These will include suggested strategic directions in municipal infrastructure investment planning and

21 February 2002 Page 3 of 3 JP

URBAN SECTOR PROFILE STUDY UN-Habitat Proposal TOR programming, in resource mobilization, in institutional reform and in strategic areas of sub- sectoral infrastructure operations. g) Sectoral programmes and their financing Based on existing frameworks and the above strategy recommendations, the study will analyse how urban sector programmes can be developed and/or consolidated and become more cost- effective; it will further identify their most logical financing pattern. h) Directions for external assistance This part of the study will review the effectiveness of international assistance, identify support gaps and will define the possible role for the EC. The specific outcome will be the preparation of project documents including work plans for implementation and draft financing proposals for the relevant programmes/projects.

5.0 Work plan The study will be undertaken by a small team of consultants supervised in its day-to-day operations by the EC Delegation in Kenya.

Working groups will be set up between the regional authorities, major partners and the EC Delegate’s office to provide strategic guidance at critical junctures during the course of the study, e.g. to review the Inception report.

The profile study will be based exclusively on secondary data and discussions with sector actors; the findings will be reviewed between the regional authorities, the study team and the EC Delegation in Kenya. The study’s final report will be submitted not later than two weeks after receiving comments on the draft.

The discussions with sector actors should include meetings/work shops with key groups in Somalia to determine priority areas of intervention.

On the basis of the proposed time schedule outlined below the consultants will prepare a work plan for the study, present this in their offer, and report on the approach taken in the study report.

The work plan should set out the consultant’s approach to the following activities:

• Fact finding/data collection/surveys; • Consultations to be held during the process with stakeholders at various levels; • Identification of possible options for the proposed strategy; • Analysis of options and constraints; • Preparation of the presentation to one to three conferences and the final study report.

6.0 Expertise required The study will require multi-disciplinary input as follows:

• Urban and environmental planning; • Urban finance and economics; • Urban sociology; • Municipal engineering; • Public management.

The study team will consist of two experts, both of them required to be versed in the logical framework method and Project Cycle Management. Each member of the team shall be fluent in spoken and written English.

21 February 2002 Page 4 of 4 JP

URBAN SECTOR PROFILE STUDY UN-Habitat Proposal TOR

The consultant must specify the qualifications and experience of each specialist proposed to be assigned to the study team. For each specialist proposed, a curriculum vita (EC-format) of not more than three pages should be provided, detailing their relevant experience. The consultant must be familiar with the European Commission’s draft “Guidelines for Sustainable Urban Development” (a copy can be made available by the EC Somalia Unit).

6.1 Team leader The Team leader should have a sound background in the area of urban development/planning in developing countries and will be over-all responsible for the preparation of all reports. The Team Leader will spend considerable time in Somalia and liase with the respective stakeholders there.

6.2 Institutional Expert The Institutional expert should have extensive experience in the field of urban management in developing countries and have knowledge of urban sector profiles. Furthermore, it is expected that the Institutional Expert have experience in the field of civil society and the inclusion of these in urban governance and management.

The consultant will have to indicate the earliest availability of its team of experts.

7.0 Reporting The consultant will present an inception report (6 copies) with findings and recommendations to the Contracting Authority in Nairobi immediately on the expert’s return from the field.

After approval of the inception report the consultant will prepare a report in the format of a coherent, precise and listener-friendly presentation to the conferences including audio-visual aids.

After the end of the conferences the consultant will proceed to the third phase of reporting. The consultants will be required to take the findings and recommendations of the conferences and develop them according to the above mentioned study results.

The consultant will be required to submit 6 copies each of the draft report and of the final report to Nairobi.

The consultant shall submit, with the final documents, a copy of all documents in diskettes (3.5” size, 1.44 MB, IBM-PC compatible) in Word 7 and/or Excel format (under Windows 95 or above).

8.0 Proposed Time Schedule A. The study team will be assigned three days in Nairobi to study relevant documents in the offices concerned. B. The study team will spend two weeks in Somalia. The towns to be specifically visited are to defined, but should at least include Mogadishu, Hargeisa, Berbera, Bossaso and Garowe. C. The study team will spend one week in Nairobi for presentation and discussion of the initial report with the Contracting Authority. In this period they will also prepare the conference presentation format. D. The study team will for one week jointly attend the conferences. E. One week after the end of the conferences, the study team will present a draft report to the EC. F. Comments on the draft final report will be returned by the EC to the consultants four weeks after its submission. G. The final report will be submitted to the EC two weeks after receipt of the EC comments.

21 February 2002 Page 5 of 5 JP

URBAN SECTOR PROFILE STUDY UN-Habitat Proposal TOR

Week Activity Location 1 Desk study Nairobi 1-3 Field study Somalia 4 Inception report/comments/preparation conference Nairobi 5 Conferences Somalia (3 locations) 6 Draft report To be decided 7-10 Comments EC 12 Final Report To be decided

The consultants should respond to this timetable in their offer, indicating whether and how they can adhere to or improve on it.

9.0 Assistance to the Consultants by the Contracting Authority

The Contracting Authority shall:

Provide copies of all relevant documents in Nairobi; Provide return air transport from Nairobi to Somalia; Assist in the issue of entry and exit permits for the respective areas; Assist in making logistical arrangements within the respective areas;

21 February 2002 Page 6 of 6 JP

Somalia Municipal Authorities Assistance Programme (MAAP) UN-HABITAT Offer

Table of Contents

1. Comments on TORs ...... 2 1.1. Study Background (section 1 of TORs)...... 2 1.2. Study Results (section 3 of TORs)...... 2 A. Fact Finding/Data Collection-Desk Study/Field work ...... 2 B. Analysis Field work ...... 2 C. Log Frame Matrix...... 2 D. Recommendations ...... 3 1.3. Issues to be Studied (section 4 of TORs)...... 3 1.4. Proposed Time Schedule (section 8 of TORs)...... 3 2. Approach/Work Plan (section 5 of TORs) ...... 3 A. Fact finding...... 3 A.1 Data collection/surveys ...... 3 A.2 Consultations with stakeholders at various levels ...... 4 B. Analysis...... 4 B.1 Identification of options for the proposed strategy...... 4 B.2 Analysis of options and constraints ...... 4 C. Log Frame Matrix...... 4 C.1 Preparation of the presentation for three conferences and the final study report...... 4 C.2 Identification of options for the proposed strategy...... 4 D. Recommendations ...... 5 D.1 Synthesis of results ...... 5 D.2 Elaborate recommendations based on ...... 5 3. Provisional estimated Cost...... 5 4. Proposed Time Schedule...... 5 5. Expertise required (section 6 of TORs) ...... 5 5.1 Core Team ...... 5 5.2 UN-Habitat Support ...... 5

19/12/02 1/1 Somalia Municipal Authorities Assistance Programme (MAAP) UN-HABITAT Offer

Somalia Municipal Authorities Assistance Programme (MAAP) UN-Habitat Offer

1. COMMENTS ON TORS UN-Habitat has reviewed the EC TORs for the above study. Below please find our comments on the TORs, proposed Work Plan, provisional estimated cost and the CVs of the proposed team. 1.1. Study Background (section 1 of TORs) The issue of good governance should be reviewed and adapted to the Somalia context. Its establishment should be based on analysis and proposals to build/strengthen the two main constituting components (public and social sectors) as prerequisites for good governance.

Concerning the urban sector profile, we have reviewed the possible institutional set-up for sectoral programme and project interventions based on the Project Cycle Management Framework (Please refer to attachment 1) 1.2. Study Results (section 3 of TORs) The results outlined here are comprehensive. In order to produce Audio-visual materials, we propose a CD-ROM of high professional quality. This will require one workweek of an information specialist as reflected in the proposed budget.

Below for the sake of clarity, the study results are categorised into groups related to the various stages of the study: A. Fact Finding/Data Collection-Desk Study/Field work • An Urban Sector Profile Study for Somalia; • Preparation of audio-visual material on the study team’s findings for presentation at the conferences. • A brief review of policies and previous/on-going projects; B. Analysis Field work • A confirmation of national/local interest for urban support; • An analysis of the inclusion of civil society in urban governance; • An analysis of the role of the proposed urban sector interventions in Somalia; • An analysis of the relevance of the proposed urban sector interventions; C. Log Frame Matrix • An analysis of alternative options, taking account of technical, economic and financial, institutional and management, environmental and socio-cultural, regulatory and operational aspects;

19/12/02 2/2 Somalia Municipal Authorities Assistance Programme (MAAP) UN-HABITAT Offer

D. Recommendations • Recommendations of the preferred project options, detailing the expected benefits to the users and beneficiaries within the Project’s lifetime, and the contribution of the Project to the social, economic and/or environmental urban development of Somalia; • An assessment of the feasibility of the preferred project options; • An assessment of the social, economic and environmental urban sustainability of the preferred projects; • Recommendations for further actions with regard to the preferred projects. • Draft Terms of References for additional studies. 1.3. Issues to be Studied (section 4 of TORs) The issues outlined here are comprehensive and should serve the purpose of the study. We recommend that, as work progresses, the team should address additional issues if and as the need arises. 1.4. Proposed Time Schedule (section 8 of TORs) The time frame and sequence of events outlined in Proposed Time Schedule, of the TORs is logical. However, knowing the difficulties of working in some areas of Somalia, we propose that a degree of flexibility is needed particularly regarding the cities and duration of field visits. All efforts will be made to work with all the cities cited in paragraph (B) of this section. However, if circumstances do not allow for any of these towns to be physically visited during the time of the study, we would consult with the EC-Somalia office on alternative approaches/towns.

In case of force majeure leading to temporary or permanent suspension(s) of the assignment, UN-Habitat will be reimbursed for all incurred expenditures.

2. APPROACH/WORK PLAN (SECTION 5 OF TORS) We propose that UN-Habitat undertake the overall coordination of the work of the two consultants, information expert and a local NGO and report to the EC (see expertise required below). UN-Habitat proposes a work plan along the outline presented by the EC in section 5 and based on the time schedule in section 8. Below please find our proposed approach for the following activities: A. Fact finding A.1 Data collection/surveys The team will conduct its fact-finding through: • Review of literature to collect needed data and information already available from secondary and tertiary sources • Design and survey questionnaires for the field work • Coordinate and supervise sample surveys to be conducted by national NGO

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D. Recommendations D.1 Synthesis of results • Report on consultation proceedings • Substantiate results • Establish core working groups for future interventions D.2 Elaborate recommendations based on • SWOTs; • LFM; and, • Consultation results

3. PROVISIONAL ESTIMATED COST

4. PROPOSED TIME SCHEDULE Based upon the above activities and approach, a tentative Time Schedule is attached herewith. This is subject to starting date assumed to be 27 May 2002; variations that may occur as a result of flight availability; security in the various towns at the time of the proposed missions; and, other unpredictable events.

Overleaf, please find the provisional estimate required by UN-Habitat to undertake this task as per your TORs.

5. EXPERTISE REQUIRED (SECTION 6 OF TORS)

5.1 Core Team We propose the following two international experts and a local NGO to undertake this study (CVs attached): Mr. Richard Woods, institution expert and architect, with more than 23 years of professional experience. Mr. Johan Beth, institution expert, with more than 10 years of professional experience in urban development and management. Forum For Peace and Governance (FOPAG), a local NGO that has representatives in Hargeisa, Bossaso, Mogadishu and in the Jubba Valley and extensive expertise and experience in training and capacity building of local authorities in Somalia. Mr. Vincent Kitio, Information specialist and architect/planner 5.2 UN-Habitat Support While the two experts and NGO required for the study are excellent professionals, it is difficult for them alone to cover all the five areas of expertise required in this section. In order to complement the expertise of the two consultants, we propose to benefit from the Global Programmes and Technical Branches within UN-Habitat. Below is a list of the multi-disciplinary inputs required as per the TORs followed by the respective UN-Habitat programme/unit that will provide substantive inputs and support to the study, these will be an in-kind contribution (one work month): Urban environmental planning: the Sustainable Cities Programme;

19/12/02 5/5 Somalia Municipal Authorities Assistance Programme (MAAP) UN-HABITAT Offer

Urban finance and economics: Inter-regional Advisor for Municipal Finance and the Urban Economy and Finance Branch; Urban Sociology: urban sociology specialist in ROAAS Municipal engineering: Infrastructure and Services Unit; Public management: Urban Management Programme;

In addition to the above areas, UN-Habitat will also address the following: Governance: Urban Governance Campaign Security of Tenure: Security of Tenure Campaign Training and Capacity Building: the Training and Capacity Building Branch will avail its materials and advise on all the areas above particularly the involvement of civil society in municipal works, urban finance, local leadership training series, participatory urban decision making, etc…; and, Coordination and quality control: Regional Office for Africa and the Arab States. Further to the above inputs, we will include two workweeks each of two of our Senior Human Settlements Advisors, Messrs. M. El Sioufi and E. Moreno (CVs attached).

The inputs and time of our experts will be a contribution from UN-Habitat to the study, we will only charge for their travel costs while on mission to Somalia.

19/12/02 6/6 Consultancy Itinerary/ Work plan

24-Jun to 17-Sep-02

Date Location Activity 24-Jun NBO Briefings from Habitat, UNDP 25 NBO Briefing from EC, preparation for field trip 26 NBO-Hargeisa-Berbera Travel, briefing from TIAP 27 Berbera Meetings (5) with stakeholders, TIAP 28 Berbera-Hargeisa Briefings from TIAP, meetings with EC, THW 29 Hargeisa Meeting with MinPlan 30 Hargeisa Meetings with FOPAG, UNDP 1-Jul Hargeisa-Baidoa Travel, meeting with UNDP 2 Baidoa-NBO Work on logistics, travel 3 NBO Meetings with Habitat, work on logistics 4 NBO Meetings with international stakeholders 5 NBO Submission of Initial Report to EC 6 NBO Work documentation 7 NBO Day off 8 NBO Meetings with int’l stakeholders, work documentation 9 NBO Work documentation, trip preparation 10 NBO-Hargeisa Travel, meetings with EC and FOPAG 11 Hargeisa-Berbera-Burao Meetings with FOPAG, MinPlan/Water, UNDP, etc. 12 Burao Meetings with numerous stakeholders, site visits 13 Burao, Kosar Meetings with Mayor, stakeholders, site visits 14 Burao Mini-consultation with stakeholders 15 Burao-Sheikh-Berbera Meetings with Mayors, Sheikh stakeholders, site visits 16 Berbera Meetings with numerous stakeholders, site visits 17 Berbera Mini-consultation with stakeholders 18 Berbera-Hargeisa Meetings with Mayor, FOPAG 19 Hargeisa-Boroma Meeting with Mayor 20 Boroma Meetings with numerous stakeholders, site visits 21 Boroma Mini-consultation, meetings with stakeholders 22 Boroma-Hargeisa Meeting with FOPAG, work documentation 23 Hargeisa Meeting with MinPlan, work documentation 24 Hargeisa Meetings with Central, Municipal stakeholders 25 Hargeisa Meetings with Central, Municipal stakeholders 26 Hargeisa Meetings with stakeholders, work documentation 27 Hargeisa Meetings with Central, Municipal stakeholders, UNDP 28 Hargeisa Mini-consultation with stakeholders, followup 29 Hargeisa-NBO Followup meetings, travel 30 NBO Meeting with Habitat, submission of Inception Report 31 NBO Work documentation, Consultation preparation 1-Aug NBO Work documentation, Consultation preparation 2 NBO Inception Report feedback 3 NBO Consultation preparation 4 NBO Day off 5 NBO-Har-Gebeley-Hargeisa Travel, Gebeley meetings and site visits 6 Hargeisa-Gebeley-Hargeisa Meetings with Gebeley stakeholders, site visits 7 Hargeisa Meetings with FOPAG, stakeholders 8 Hargeisa Consultation preparation

Somalia Urban Sector Profile Study Final report, September 2002 Consultancy Itinerary/ Work plan

9 Hargeisa Consultation preparation 10 Hargeisa Consultation 11 Hargeisa Consultation 12 Hargeisa-NBO Travel 13-16 NBO Work documentation 17 NBO Day off 18 NBO Day off 19-25 NBO Work documentation 26 NBO Zero Draft Report submission 9-Sep NBO Zero Draft Report feedback 10-16 NBO Report finalisation 17 NBO Final Report submission

Somalia Urban Sector Profile Study Final report, September 2002 Persons Met

In all, the USPS team met about 150 people, representing a range of institutions including the central government, municipal authorities, NGOs, CSOs and the private sector. The following listing contains only the names of the key persons and organizations met.

Berbera

Hassan H. Mahmoud Warsame Mayor/Governor, Berbera Municipal Authority Rashid Hassan H. Adan Executive Officer Abdirahmaan Yusuf Deputy Mayor, Berbera Municipal Authority Mohamed Orma Director of Physical Planning, Berbera Municipal Authority Suleiman Ali Director of Land Department Abdi Sugule Director of Administration, Berbera Municipal Authority Hassan Ahmed Jama Berbera Electricity Enterprise Farhan Adan Haibe Chairman, GAVO NGO Klaus von Freyhold Project Manager, THW Niels Pluister Engineer, THW Sugulleh Ahmed Gulaid Duty Administrator, Customs Department, Ministry of Finance Ismail Jama Deria Ministry of Public works and Roads

Borama

Mohamed M. Badoon Mayor/Governor, Borama Municipal Authority Osman Bahar Deputy Mayor Abdurahman Mohamed Muse Chair, Water Board, Health Board. Mohamed Hassan Omar Director of Projects, Borama Municipal Authority Mohamed Hassan Executive Officer Mohamed Eluni Revenue Director Hassan Ciyou Finance Director Mohamed Hussein Manager, Borama Water Agency Hassan Dahir Hadi Accountant, Borama Water Agency Sheikh Mohamed Said Imaam Ibrahim Magan Elder Sahra Aw Elmi Vice Chairwoman, EVE NGO

Burao

Adan Mohamed Mirre Mayor, Burao Municipal Authority Yusuf Farah Awale Consultant, Borama Municipal Authority Mahamoud Yasin Manager, Burao Water Agency Abdirahmaan Yusuf Deputy Coordinator, Burao District Development Committee Faisal Raan Regional Head, Ministry of Mineral Resources, Water and Energy Hassan Haji Ismail Koosar District Commissioner

Gebeley

Hassan H. Yusuf Gebeley Municipal Authority Mohamed Yusuf Director, Gebeley TB Hospital John Drysdale Director, Sonaliland Cadastral Surveys

Hargeisa

Ahmed Hassan Afi Minister, Ministry of National Planning and Coordination Dr Saeed Minister, Ministry of National Planning and Coordination Ahmed Yusuf Dualeh Minister, Ministry of Education Abdullah Omer Egeh Minister, Ministry of Interior Abdi Ali Mohamed Vice Minister, Ministry of Interior

Somalia Urban Sector Profile Study Final report, September 2002 Persons Met

Abdirahmaan Mohamed Ajab Director General, Ministry of Interior Yusuf Ainab Musse Minister, Ministry of Public Works and Roads Mahmoud Abdi Farah Ministry of Mineral Resources, Water and Energy Ali Odowa Director General, Ministry of Mineral Resources, Water and Energy Ahmed Daud Director General, Ministry of Finance Ahmed Mohamed Mahmoud Mayor, Hargeisa Municipal Authority Abdulrahman Osman Executive Officer Ahmed D. Farah Mayor’s Advisor, Hargeisa Municipal Authority Ali Mohamed Hassan Engineer, Hargeisa Water Agency Mohamed Omar Arteh Dean of Academic and Student affairs, Hargeisa University Abdullahi Dirie Jama Secretary General, Somaliland Chamber of Commerce, Industry and Agriculture Ali Abdulahi Wais Manager, SOLTELCO Abdi Ali Barkad Somaliland Electricity Agency Jama Mohamed Omar FOPAG NGO Abdi Ahmed Nour FOPAG NGO Ismail Essa Abrar FOPAG NGO Mohamed Osman Fadal Intellectual

Sheikh

Ali Mohamed Geddi Ex-Mayor, Sheikh Municipal Authority Abdi Artan H. Abokor Deputy Mayor, Sheikh Municipal Authority Omar M. Handule General Manager, Hargeisa Water Agency

European Commission

Jesper Pedersen EC Technical Assistant Paul Crook Liaison Officer, EC Hargeisa Paul Simkin Governance Advisor, E.C. Somalia Unit Mohamed Nur Bossaso Liaison officer Abdullahi Gaal Liaison Officer

UNDP

Max Gaylard Resident Coordinator and Resident Representative Andrea Tamagnini Deputee Resident Representative Dirk Boberg Assistant Resident Representative Zeinab Y. H. Adan National Programme Officer Aden Hilal National Officer, Baidoa James Katorobo Hargeisa

Representatives of Other Organizations

Maurizio Gatti Africa 70, Bossaso Mohamed Abdi Consultant, NOVIB (Oxfam Netherlands)

Other Stakeholders met included:

Mini-consultation participants in Berbera, Borama, Burao, Gebiley, Hargeisa, and Sheikh; Members of the Burao District Development Committee; NGOs: COOPI (Berbera and Borama); KULMIYE Umbrella NGO (Borama); NAGAAD Umbrella NGO; GOOLIS NGO (Sheikh); AMAL NGO (Sheikh); Al Khayr (Sheikh); NOW NGO (Burao); COSONGO (Hargeisa); Mandaaq (Gebeley); NOUU (Gebeley); WADIJIR (Gebebley). Private Sector: Dahabshil (Hargeisa and Sheikh); SOLTELCO; SOMTEL; TELSOM; Tog- Dheer Union for Power and Electricity; Berbera Electricity Enterprise

Somalia Urban Sector Profile Study Final report, September 2002 Bibliography

Academy for Peace and Development (2002) “Consolidation and Decentralization of Government Institutions” Draft report Agevi, E. (1997) “Appropriate Building and Urban Codes for Somaliland: Codes of Practice” Report to UNCHS. Agevi, E. (1998) “Appropriate Building and Urban Codes for Somaliland: Codes” Report to UNCHS Agevi, E. (1998) “Somali Appropriate Building and Urban Codes of Practice” Highlights of Key Discussions and Visits” Report to UNCHS Agevi, E. (1998) “Somali Appropriate Building and Urban Codes of Practice.” Highlights of a Brainstorming Workshop at Mansoor Conference Hall, Hargeisa. Report to UNCHS Agevi, E. (1998) “Somali Appropriate Building and Urban Codes of Practice” Mission Report to UNCHS Agevi, E. (1998) “Somali Appropriate Building and Urban Codes of Practice: Guidelines for Implementation” Report to UNCHS Allport, (n.d. – probably 1996) “Hargeisa Water Supply: Groundwork for Future Collaborative Action” UNCHS Project SOM/94/003 Alwi, M. (1999) “Strengthening Hargeisa Municipality, Somaliland” July 1999 Mission Report, UNDP and UNDOS Alwi, M. et al. (2000) “Property and Business Classification, Hargeisa Municipality” March 2000 Draft Mission Report, UNDOS, Capacity Building Facility Anon (n.d.) “Workshop on Borama Water Problems” Report on a workshop held from 12 to 15 June. Arcadis Grabowsky & Poort B.V. (2001) “The Provision of Technical Assistance for the Rehabilitation of the Road Network in North West Somalia: Five Year Plan” Bertolli, L. (2000) “Emerging Opportunities to Develop the Processing and Manufacturing Industry within the Private Sector in the Puntland State of Somalia” First Draft Campbell, M. (n.d.) “Report on Strategies for Enhancing Institutional Capacity with Respect to the Operations of the Urban planning, Surveying and Mapping Units in Hargeisa, Somaliland” Report to UNCHS CARE et al. (2002) “Interagency Returnee Settlement Area Assessment: Prioritisation and Coordination” Workshop Report dated June 2002 COSONGO (2000) “Annual Report 2000” European Commission et al. (2002) “Towards Sustainable Urban Development: A Strategic Approach.” Consultative Guidelines for Sustainable Urban Development Co- operation Firdos, G. M. (n.d.) “Urban Development Planning Guidelines” Draft final report, Urban Settlement Governance and Management Programme, SOM/96/003 GAVO (n.d.) “GAVO Annual Report 2001” Hargeisa Municipal Authority (n.d.)“Comprehensive Relocation Planning of Internal Returnees and IDPs from the Existing Temporary Resettlements to other New (Ayah) and Permanent Resettlement areas”. Project document Hargeisa Municipality (1999) “Statistical Abstract: Hargeisa Municipality” Hussein A. Y. (1999) “Hargeisa Water Agency”. Annual Report of 1998 - 1999 Hussein, L. (2001) “Lessons Learnt from USGMP” Report on the Administration and Finance component of a project implemented by UN-Habitat in North-West Somalia. Hydroconseil (2002) “Study on the Commercialisation of Urban Water Distribution and Collection and Disposal of Solid and Liquid Waste in Somalia”. Final Draft Report, July 2000 Ismail, S. M. (2002) “Report on Assessment of Revenue Collection: Borama Municipality” Joseph et. al (1999) “Consultations with the Poor” - National synthesis report, Somaliland, written for the World Bank’s World Development Report 2000/1 on Poverty and Development Life and Peace Institute (1992) Bulletin Vol. 14, No. 3, May-June 2002 Linden, G. et al. (1998) “Lessons from the Habitat experience and Views for the Future” Report of the Joint Evaluation Mission of UNDP/UNCHS of Urban Settlement Governance and Management Programme: SOM/96/003 Linden, G. et al. (1998) “Terminal Report: In-Depth Evaluation.” Report of a Joint Evaluation/Formulation Mission of UNDP/UNCHS of Urban Settlement Governance and Management Programme, SOM/96/003 Linden, G. et al. (1999) “Urban Planning and Management in the aftermath of Civil Strife.” Contribution to the Third Urban Planning and Environment Symposium, 5-9 April 1999, Pretoria, South Africa

Somalia Urban Sector Profile Study Final report, September 2002 Bibliography

Menkhaus, K. (1997) “Strategies on Governance (2): Awdal Region” UNDOS Ministry of Mineral Resources, Water and energy (2002) “Sessional Paper on Country Strategy on Water resources Management and Development Programme”. Ministry of National Planning and Coordination (2000) “Somaliland in Figures” Third Edition, Nov. 2000 Ministry of National Planning and Coordination (2002) “Integrated Area Development Plan of Action” Workshop Report 14/15May 2002. Ministry of National Planning and Coordination (n.d.) “National Development Perspective 2001-2003: Framework for Recovery and Development” Mwale, P. and Hussein, L. (200) “Burao Municipality 1999 Year End review by Municipality Personnel with UNCHS-Habitat”. Mwale, P. et al. (2000) “Burao Municipality 1999 Year End Review by Municipality Personnel with UNCHS (HABITAT)” Ochanda, S. N. (2001) “Capacity Building Intervention in post-Conflict Somalia: Lessons Learnt” Report to UN-Habitat, Urban Settlement, Governance and Management Programme: Project SOM/96/003. Omar, I. H. et al. (2002) “COSONGO Members Directory Book.” Draft Republic of Somaliland (2000) “The Road Sector Administration Decree” Presidential Decree No. 29/32000 of 6 March 2000. SACB (n.d.) “Strategic Framework for Coordinated Approaches to Promotion of Water and Environmental Sanitation Development in Somalia” Report of the Proceedings and Outcomes of a Strategic Planning Workshop held in Naro Moru, Kenya, 6-10 July 1998 Sena, D. (1998) “Basic analysis for Town Planning Exercises: Sheikh, NW Somalia”. Report prepared under UN-Habitat Project SOM/96/003. Sena, D. (1999) “Policies for Post-War Reconstruction. Case Study: Somalia Proposal for a Somalia Observatory” Working Paper Sena, D. et al. (1998) “Sheikh District: Data Collection System: Villages Data Collection” Report prepared for UNCHS Somaliland Chamber of Commerce, Industry and Agriculture (2001) “Trade Directory 2001” Somaliland Ministry of Mineral Resources, Water and Energy (2002) “Sessional Paper on Country Strategy on Water Resources Management and Development Programme”. TIAP (n.d.) Plan for Technical and Institutional Capacity Building Project: Summary of Proceedings and Outcomes of a Workshop of Stakeholders which was convened at Berbera on 9, 10, and 11 July 2000. EC – Habitat – BMA Development Co-operation TIAP (n.d.) “Results and Activities recommended by the PCM Workshop” Berbera Municipal Authority TIAP (n.d.) “Progress Report 3: October 2001 – December 2001” UNCHS (1998) “Privatization of Municipal Services in East Africa: A Governance Approach to Human Settlements Management”. HS/529/98E UNCHS (2001) “Somalia Municipal Authorities Assistance Program” Concept Paper: Zero draft June 2001, prepared by Regional Office for Africa and the Arab States UNCU/UN-OCHA (n.d.) “Situation of IDPs in Southern and Central Somalia” Annex to Internally Displaced Persons Report, Survey conducted 2001-2002. UNDOs (1996) “Acquisition List 1995-1996” UNDOs (1997) “A Common Strategy towards Local Administrative Structures in Somalia” First Draft UNDOS (1998) “Human Development in Somalia”. First Draft UNDP (1998) Human Development Report: Somalia 1998” UNDP (2001) “Human Development Report 2001: Somalia” UNDP (2002) Arab Human Development Report. UN-Habitat (2002) Principles and Realities of Urban Governance in Africa. UNHCR/ UNDP, 2002, “Integrated Area Development Action Plan“ (draft). UNHCR/UNDP (2002) “Integrated Area Development Action Plan” (draft). UNICEF Somalia (1997) “Survey of Primary Schools in Somalia” UNICEF/EC (2001) “Survey of Primary Schools in Somalia 2000/2001” Vol. 1: Technical Report UNICEF/EC (2001) “Survey of Primary Schools in Somalia 2000/2001” Volume 2: Annexure, School/Pupil level information United Nations (2002) “Consolidated Inter-Agency Appeal 2002: Somalia” United Nations, and Geneva.

Somalia Urban Sector Profile Study Final report, September 2002 Bibliography

Pamphlets, Handouts, Newsletters

Berbera Municipal Authority (2002) “Budget for 2002” Berbera Municipal Authority Berbera: Time-Framed Interventions for Strengthening Local Government in Somaliland 2003 Onwards Berbera Municipal Authority, Somaliland: Revenue Structures, Collection and Accounting Issues Berbera Municipal Authority: Assets Utilization Berbera Municipal Authority: Audit Findings Berbera Municipal Authority: Audit Programme for 1999 Statements and 2000 Returns Berbera Municipal authority: Briefing to the Honourable Vice Mayor and Executive Officer on Finance on 4th November 2000 Berbera Municipal Authority: Financial Management and Adjustments Require to Improve Performance Berbera Municipal Authority: Financial Regulations Berbera Municipal Authority: Intergovernmental Fiscal Relations Berbera Municipal Authority: Revenue Analysis Berbera Municipal Authority: Revenue Improvements Report Berbera Municipal Authority: Tax Tariffs Berbera Port Authority (2002) “Port of Berbera: Export Statistics (Livestock) 2001-2002” Brief Note for HABITAT: Priorities of Borama Township Burao Hospital: “Burao Regional Hospital Development Needs: 2002-2004” Proposal from Omar Osman Duale to USPS team dated July 27, 2002 Burao Municipality (2002) List of Projects (Communication dated 28 June 2002 from the Mayor of Burao to EU/Habitat. Burao Water Agency (2002) “Expansion and Management of Burao Water System” COSONGO (2002) “COSONGO Newsletter” Vol. 3, Issue 16, May 2002 Diop, C. (n.d.) “Berbera Land Management” Report by a UN-Habitat Consultant Downloads from www.Somalilandforum.com GAVO (1995) :Profile and activities of GAVO as of February 1995” GAVO (n.d.) “Market/Solid Waste Management Awareness Project” Gebiley District Local Authority (2002) “Priority Needs of the District” Law No. 12 on the Unified Tariffs for Local Government List of Local NGOS, Sanaag Region List of main organisations in Burao List of main organizations in Berbera Mika, J. (2002) “Experiences from Berbera Municipal Authority on Improving Revenue Base and Financial Mangement” Report by a UN-Habitat municipal finance consultant. Ministry of Health and Labour, Awdal regional Health Office (2002) Health Priority Needs in Awdal Region Municipality of Burao (n.d.) “Proposal for Local Area Network (LAN) for the Municipality of Burao” NAGAAD Umbrella Organization (2002) “Profile Year of 2002” Novib (2002) “Strengthening Civil Society Organisations in Somalia - Project Summary”. SANAAG Community Based Organisation (n.d.) “Organisation Profile” SANAG Community Based Organisation (nd.) “Organisation Profile” Speech of Hargeisa Mayor Hon. Ahmed Mohamed Mohamoud at the Workshop on Urban Study Programme held in Hotel Mansoor from August 10-12, 2002 UNCHS (n.d.) “Burao Water System – Rehabilitation Programme: Summary Project Profile” UNCHS et al. (1999) “1999 Burao Reconstruction and Development Plan” UNHCR (2002) “Estimated Number of Somali Refugees by Country of Asylum 1990-2001” World Bank "Somalia at a Glance" Table from the World Bank's Development Economics database.

Somalia Urban Sector Profile Study Final report, September 2002 Abbreviations

Anon. Anonymous AU Amoud University BMA Berbera Municipal Authority BWA Burao Water Authority COSONGO Consortium of Somaliland Non-Governmental Organizations CSO Civil Society Organization DDC District Development Committee EC European Commission FGM Female Genital Mutilation FOPAG Forum for Peace and Governance GAVO General assistance and Volunteers Organization GDP Gross Domestic Product GUMCO Golden Utilities Management Company ICRC International Committee of the Red Cross IDPs Internally displaced persons INGO International Non-Governmental Organization KV Kilovolt KWH Kilowatt Hour MCH Mother and Child Health MPU Mobile Planning Unit n.d. no date NGO Non-Governmental Organization PCM Project Cycle Management PPP Purchasing Power Parity PPPs Public-Private Partnerships PSAWEN Puntland State Authority for Water, Energy and Natural Resources SACB Somalia Aid Coordination Body SOLTELCO Somaliland Telecommunications Company STD Sexually Transmitted Disease SWOT Strengths, Weaknesses, Opportunities and Threats TIAP Technical and Institutional Assistance Project TOR Terms of Reference UDF Urban development Fund UDP Urban Development Programme UNCHS United Nations Centre for Human Settlements (now United Nations Programme for Human Settlements, UN-Habitat) UNDOS United Nations Development Office for Somalia UN-Habitat United Nations Programme for Human Settlements (UN-Habitat) UNHCR United Nations High Commissioner for Refugees UNICEF United Nations Children Fund USGMP Urban Settlement, Governance and Management Programme USPS Urban Sector Profile Study

Somalia Urban Sector Profile Study Final report, September 2002