SOMALI NATIONAL LOCAL GOVERNMENT INSTITUTE STRATEGIC PLAN 2019/20 – 2021/22

Final

September 2019

1 | P a g e Contents CONTENTS...... Error! Bookmark not defined. ACRONYMS ...... 4 FOREWORD...... 5 1. INTRODUCTION...... 6 1.1 Methodology of Developing the Strategic Plan...... 6 1.2 Arrangement of the Strategic Plan ...... 7 2. THE NATIONAL LGI CONCEPTUAL FRAMEWORK ...... 7 2.1 LGI Vision and Mandate...... 7 2.2 LGI Strategic Objectives ...... 7 2.3 LGI Core Functions ...... 8 3.4 Key Stakeholders of the Somali National LGI...... 8 3.0 BACKGROUND...... 9 3.1 Mapping and Assessment of Potential Training Providers in ...... 9 3.2 Consultations Between FGoS/ MOIFAR and the Puntland MOIFAD on Operating the LGI in a Federal Structure ...... 9 3.3 Development of the National Local Government Capacity Development Policy...... 10 3.4 Development of the LGI Manual on Training Standards, Guidelines and Quality Assurance ....11 3.5 Development and Piloting in 2019 of the LGI Training Core Curricula...... 11 3.6 Mapping and Capacity Assessment of Potential Training Providers in Jubbaland, South West and Hirshabelle ...... 12 4.0 SITUATIONAL ANALYSIS ...... 12 4.2 SWOT Analysis...... 13 4.3 Key Emerging Issues...... 14 5. STRATEGIC DIRECTION FOR 2019-2021 ...... 15 5.1 Vision...... 15 5.2 Mission...... 15 5.3 Core Values ...... 15 5.4 Theory of Change...... 15 5.5 Key Result Areas...... 15 5.6 Strategic Interventions for 2019-2021...... 16 6. LGI GOVERNANCE AND MANAGEMENT FRAMEWORK ...... 18 6.1 LGI Governing Board...... 18 6.2 Joint Quality Assurance Sub-Committee ...... 19 6.3 LGI Management Structure and Systems ...... 19 7. FINANCING OF THE STRATEGIC PLAN ...... 19

2 | P a g e 8. IMPLEMENTATION STRATEGY...... 20 8.1 Stakeholder Roles and Responsibilities ...... 20 8.2 Transitional Arrangements ...... 22 9. MONITORING AND EVALUATION FRAMEWORK...... 22 9.1 Objectives of the M&E Framework...... 22 9.2 Reporting Arrangements...... 23 10. RISKS AND CRITICAL SUCCESS FACTORS ...... 24 10.1 Potential Risks...... 24 10.2 Critical Success factors...... 24 ANNEX 1: ACTIVITY IMPLEMENTATION SCHEDULE ...... 26

3 | P a g e ACRONYMS

ALGPL Association of Local Governments of Puntland CSOs Civil Society Organizations FGoS Federal Government of Somaila FMS Federal Member States IASIA International Association of Schools and Institutes of Administration ICT Information and communication Technology JAQSC Joint Quality Assurance Sub-Committee KRAs Key Result Areas LGI Local Government Institute M&E Monitoring and Evaluation MDAs Ministries, departments and Agencies MOI Ministry of Interior MOIFAD Ministry of Interiors, Federal Affairs and Decentralization MOIFAR Ministry of Interior, Federal Affairs and Reconciliatioj NGOs Non-Government Organizations NLGCDP National Local Government Capacity Development Policy PEM Public Expenditure Management SWOT Strengths, Weaknesses, Opportunities and Threats UN JPLG United Nations Joint Programme on Local Governance UNDESA United Nations Department for Economic and Social Affairs

4 | P a g e FOREWORD

[To be provided by MOIFAR]

5 | P a g e 1. INTRODUCTION

This is the Strategic Plan for the Somali National Local Government Institute (LGI) for the period 2019/2020 – 2021/2022. The LGI is Somalia’s national institution for providing standardized training to local governments in order to enhance local governance and service delivery across the country. It is supported by the United Nations Joint Programme on Local Governance and Service Delivery (UN JPLG)1. The NSLGI was established to institutionalise, coordinate and standardise the various training efforts undertaken by the Federal Government of Somalia (FGoS), Federal Member States (FMS) and the international community in order to promote a coherent approach to local government capacity building across Somalia. It is designed to operate in conformity with Somalia’s federal and decentralised structure, with clear division of labour between the roles and functions of the FGoS, one the one hand, and the Federal Member States, on the other. According to the Somali provisional constitution, local government remains the primary responsibility of Federal Member States. This strategic Plan describes the conceptual framework of the SNLGI; its background, context and situational analysis; its strategic direction for 2019/20 – 2021/2022; its governance and management framework; its financing and implementation strategy; its monitoring and evaluation framework; its anticipated risks and critical success factors; its projected programmes, implementation schedule and results framework; and its transition arrangements, budget and proposed organogram.

1.1 Methodology of Developing the Strategic Plan

The Strategic Plan was developed using document review, interviews with key informants from the Federal Government, Federal Member States and UN JPLG. The documents included: 1) Federal Government of Somalia and Federal Members State policy and strategy documents; 2) UN JPLG programme documents; 3) The United National Department for Economic and Social Affairs (UNDESA) / International Association of Schools and Institutes of Administration (IASIA) Standards of Excellence for Public Administration Education and Training (February 2008); and 4) Reports of mapping and capacity assessment of potential training providers in the Federal Members States of Puntalnd, Jubbaland, South West and Hirshabelle that were conducted from 2016 to 2019. The draft strategic plan was presented to key MOIFAR officials for comments after which the final version was prepared.

1 The UN JPLG comprises five agencies, namely: International Labour Organization (ILO), United Nations Capital Development Fund (UNCDF), United Nations Children Fund (UNICEF), United Nations Development Programme (UNDP) and UN Habitat.

6 | P a g e 1.2 Arrangement of the Strategic Plan

This strategic plan is organized in ten sections. This introduction is followed by the National LGI conceptual framework and the background to the strategic plan. A situational analysis follows, as well as details of the strategic direction the strategic plan will follow in 2019/20 – 2021/22. The LGI’s governance and management framework is outlined next, followed by the strategic plan’s financing plan and implementation strategy. The strategic plan’s monitoring and evaluation framework is then discussed. Finally, the risks that might constrain the strategic plan’s effective implementation are stated, followed, on the other hand, by the critical factors that underly the strategic plan’s successful implementation. The Strategic Plan’s activity implementation scheduled is provided in Annex 1.

2. THE NATIONAL LGI CONCEPTUAL FRAMEWORK

The LGI is Somalia’s national training institution for building the capacity of local governments in Somalia through standardized and coordinated training in order to enhance local governance and service delivery across the country. It is designed to operate on the basis of a clear division of labour between the federal and FMS levels. The federal level sets training policies; approves the training curriculum, standards and guidelines and oversees their application across the country. The FMS, on the other hand, are responsible for the actual training in their areas of jurisdiction basing on their understanding of the challenges facing their local governments. In doing so, they should align their strategic plans to the national LGI framework, use the national curriculum and adhere to national training policies, standards and quality assurance frameworks.

2.1 LGI Vision and Mandate

The LGI’s Vision is to be ‘A centre of excellence for local government training and development’. Its Mandate is to build the capacities of local government officials, staff and leaders in order to enhance local governance and service delivery in Somalia.

2.2 LGI Strategic Objectives

The LGI has four strategic objectives, namely: 1) To deliver quality in-service and leadership training that meets local government needs; 2) To develop effective partnerships for local government training and capacity development; 3) To enhance understanding of local government issues, challenges and potential solutions: and; 4) To develop and maintain effective governance and management systems and operating facilities for the Institute.

7 | P a g e 2.3 LGI Core Functions

The LGI is expected to pursue the above strategic objectives by performing the following core functions: a) Identify local government training needs; b) Develop standardized curricula, courses and training manuals for local government training; c) Deliver systematic, practice-oriented and continuous training to local government officials, staff and leaders in order to enhance their knowledge, skills and competencies, and to shape their attitudes; d) Implement government policies on public service training and staff development; e) Ensure compliance with national standards and provide advice to the national LGI on how best to enhance policy and support; f) Induct and orient local government officials, staff and leaders on their roles and functions; g) Provide local government officials, staff and leaders with opportunities and a conducive environment for dialogue, learning, knowledge and experience-sharing on matters affecting local governance and service delivery in Somalia; h) Develop shared perspectives and values among local government officials, staff and leaders on local administration, governance and service delivery; i) Monitor local government progress and advise government on local government reforms; j) Ensure that its governance and management systems subscribe to the highest public service standards.

3.4 Key Stakeholders of the Somali National LGI

The Somali National LGI has the following stakeholders: i. Federal Government of Somalia ii. Federal Ministries, Departments and Agencies with decentralized mandates iii. Federal Member States iv. Municipality of v. Municipalities in vi. Association of Local Governments in Somalia vii. Districts and Local governments viii.Training institutions ix. NGOs and CSOs x. Researchers xi. LGI staff at federal and FMS levels

8 | P a g e 3.0 BACKGROUND

Several developments on local government capacity development have taken place in the past in Somalia that provide the backdrop to the development of this strategic plan. These include: i. Mapping and capacity assessment in 2015 of potential local government training providers to complement LGI activities in Puntland; ii. Consultations between the Federal Government Ministry of Interior, Federal Affairs and Reconciliation (MOIFAR) and the Puntland Ministry of Interior, Federal Affairs and Democratization (MOIFAD) in August 2016 on the modalities for operating the LGI in a federal structure; iii. Development of the National Local Government Capacity Development Policy in early 2019; iv. Development and piloting in 2019 of the LGI training core curricula; and v. Mapping and capacity assessment in March-April 2019 of potential local government training providers in the Federal Member states of Jubbaland, South West and Hirshabelle. Details of these important developments are provided below.

3.1 Mapping and Assessment of Potential Training Providers in Somalia

Mapping and capacity assessment of training and research organisations in Puntland was conducted in 2015 to identify potential providers that can complement the LGI in training districts and local governments. This information was intended to assist the Puntland MOIFAD in selecting the training providers to complement the LGI in the future, particularly in the specific areas of the LGI core curriculum.2 These areas include induction and orientation, Human Resource Management, Leadership, Management, Public Expenditure Management (PEM) – now referred to as District Participatory Planning & Budgeting Guide – and all other areas in which UN JPLG agencies, as well as other providers, had been providing local governance and service delivery support. This was based on the realisation that the LGI could not, on its own, provide all the training needed by all local governments in Puntland.

3.2 Consultations Between FGoS/ MOIFAR and the Puntland MOIFAD on Operating the LGI in a Federal Structure

A four-person delegation from the Federal Ministry of Interior, Federal Affairs and Reconciliation (MOIFAR) visited the Puntland Ministry of Interior, Federal Affairs and

2The organisations comprised TADAMUN Social Society (TASS); Somali Institute for Development & Research Analysis (SIDRA); Somalia State University (PSU); Somalia Institute for Development and Management (PIDAM); Somalia Environment and Fishing Development Organization (PEFDO); Somalia Development Research Centre (PDRC); Muslim Aid UK; HAYAAN institute; University of Bosaso; KAALO; GTEC; Admas University; OCVP and East African University.

9 | P a g e decentralization (MOIFAD) from 12th to 17th August, 2016 to discuss the modalities for operating the LGI in a federal structure. The meeting took place in Garowe. Four Puntland institutions took part in the discussions, namely: MOIFAD, the Champions Office, Garowe City and the Association of Local Government of Puntland (ALGPL). The discussions centered on the ideal model for operating the LGI in a federal arrangement, specifically the best way of aligning Puntland’s local government trainings to the national LGI framework. It was recognized by both sides that Federal Member States were at different stages of development and that Puntland, in particular, was in position to apply LGI training to its specific local capacity development requirements. It was agreed that, going forward, there should be further dialogue between the Federal Government and Federal Member States on the modalities for implementation of the LGI in a federal structure, particularly to ensure that the FMS have sufficient oversight and control over local government training in their areas of jurisdiction.

3.3 Development of the National Local Government Capacity Development Policy

In line with its mandate, the Federal Ministry of Interior, Federal Affairs and Reconciliation (MOIFAR) in collaboration with Ministries of interior of FMS developed a National Local Government Capacity Development Policy (NLGCDP) in January 2019 to help transform local governments in Somalia into effective institutions for local administration, governance and service delivery through coordinated actions and activities. The process of developing the NLGCDP involved senior officials MOIFAR and the Ministries of Interior of the Federal Member States of South West, Galmudug, Jubbaland and Hirshabele.

The NLGCDP is intended to promote a government-led, owned and coordinated approach to local government capacity development in Somalia, with training being a significant component of this effort. It has two specific objectives: 1) To ensure that capacity building interventions for local governments made by various actors (i.e. Government, development partners, universities, NGOs, CSOs, etc.) are coordinated and are in line with Somalia’s national development goals and objectives; and 2) To ensure that training provided to local governments across Somalia produces human resource with the right knowledge, skills, competencies and attitude.

The policy applies to: 1) Federal Government Ministries, Departments and Agencies (MDAs) with decentralized mandates and functions; 2) Federal Member States; 3) Districts and lower level local governments; 4) Development partners; and 5) All other stakeholders involved in developing capacities for local administration, governance and service delivery in Somalia.

The NLGCDP defines the roles and functions of Federal Member States in development of the capacity of local governments as follows: Federal Member State Governments, through their Ministries of Interior, will be responsible for capacity building, including training, of local governments in their areas of jurisdiction. Specifically, they will:

10 | P a g e a) Ensure that their policies, laws, regulations and guidelines on local government are consistent with the Federal Constitution as well as policies, laws, regulations and guidelines issued by the Federal Government; b) Provide local governments in their areas of jurisdiction with technical backstopping, guidance and support; c) Provide support to Local Government Institute (LGI) training activities in their areas of jurisdiction; d) Monitor, evaluate and support training of local governments in their areas of jurisdiction in line with national training policies, curriculum, standards, guidelines and the quality assurance framework issued by the Federal Government; e) Contract and manage local government training providers in their areas of jurisdiction; f) Advise the Federal Government on local capacity development activities, including training, in their areas of jurisdiction.

The LGI will need a legal instrument to define its legal status, obligations, relationships with other entities as well as the powers to sue in its name and the conditions under which it can be sued by individuals and entities.

3.4 Development of the LGI Manual on Training Standards, Guidelines and Quality Assurance

The LGI manual on training standards, guidelines and quality assurance was developed by MOIFAR to provide guidance on training local government public servants, both political and technical, to ensure that the knowledge and skills imparted to them will enable them to address the myriad governance and service delivery challenges facing local governments in the country. The training standards, guidelines and quality assurance measures are also intended to be used by the LGI for self-evaluation.

3.5 Development and Piloting in 2019 of the LGI Training Core Curricula

A draft LGI curriculum document was developed in the first quarter of 2019 after a long process that started in 2013. This curriculum is a national document that outlines the broad training programme offered by the LGI, as the main coordinator for local government training provision in Somalia. The curriculum aims to standardise training provision through the LGI in order to support the transferability of skills and knowledge across local governments. For example, a course that a participant from one local government undertakes will have the same content, exercises, assessment tasks and duration as the same course delivered to a neighbouring local government. This applies to local governments both within and across the Federal Member States. However, within the standardised curriculum it is recognised there is a need to adapt some course content to reflect the different geographic locations. For example, different Federal Member States are likely to have variations in the structure and titles of their local government administrations and there may be variations in their local government laws, which will need to be reflected in the training modules. Nevertheless, these types of

11 | P a g e adaptations will not affect the transferability of skills, knowledge and qualifications that the standard curriculum aims to achieve. The draft curriculum comprises a number of distinct training modules which have been developed over time to meet the identified training needs of district local governments, supported by the Ministry of Interior. Modules are then selected to form distinct courses, which lead to certification following completion. The process of module development has been greatly enhanced through work in Somalia where training modules were developed, piloted and validated over a number of years, in order to ensure their appropriateness and effectiveness for use in local government trainings. Some of the training modules developed, piloted and validated in Somalia include modules on Public Expenditure Management (now District Participatory Planning & Budgeting Guide), Human Resource Management and Office Management & Administration, among others. This process was supported by the UN-JPLG programme. However, it is important to note that the curriculum is not limited to modules and trainings developed through UN-JPLG. The benefit of this process of module development, piloting and validation has been that the modules are tailored to the contexts of local governments in Somalia. By selecting individual modules to comprise a course, it also means that a more targeted approach to the training recipients can be taken, where the right people attend the right trainings for their needs. At the time of writing, there were nine courses identified in the curriculum, based on what the LGI has the capacity to deliver in its current stage of development. It is expected that over time the number of courses offered will increase. However, the challenge for LGI will be to try and not do too much too soon, for example, by adding additional course offerings before the necessary LGI structures and systems are in place. Instead, it is recommended that the LGI should deliver the proposed courses in the curriculum initially and then, over time, extend to offer a greater number of courses as its capacity increases.

3.6 Mapping and Capacity Assessment of Potential Training Providers in Jubbaland, South West and Hirshabelle

Mapping and capacity assessment of potential training providers in the FMS of South West, Jubbaland and Hirshabelle was conducted in March-April, 2019 to determine the existing capacity in the three member states on which a collaborative arrangement with the LGI can be built. Nine organizations were assessed, namely: University, Kismayo; Elmi Centre for Legal and Business Services; Goal Institute for Training and Consultancy; Gabbladaye Consulting Firm; Kismayo University; Somali Peace Institute; Hiran University; University of Southern Somalia; and Upper Jubba University. The assessment concluded that many of those organizations have significant potential for complementing the LGI in providing training to local governments.

4.0 SITUATIONAL ANALYSIS

Several factors have had a significant influence on the development of this strategic plan. They include the link between the LGI strategic plan and Somalia’s national development; the

12 | P a g e strategic plan’s policy and legal context; past and ongoing UN JPLG local government capacity development interventions; analysis of the LGI’s strengths, weaknesses, opportunities and threats (SWOT); and the key emerging issues that have to be addressed during the strategic plan’s three-year period (2019/20 – 2021/2022). Each is treated separately below.

4.2 SWOT Analysis

The current strengths, weaknesses, opportunities and threats of the Somali National LGI are as follows: STRENGTHS

∑ The mandate of the Ministry of Interior, Federal Affairs and Reconciliation, under which the LGI falls, is well defined under the Somali Provisional Constitution. ∑ The LGI is aligned to Somalia’s Decentralisation Policy and the National Development Plan. ∑ The LGI Board of Governors is broadly representative as its membership comprises Federal and Federal Member States.

WEAKNESSES

∑ The LGI does not yet have facilities, personnel (except the Director), tools and equipment. ∑ The roles and functions of each of the key LGI stakeholders have not yet been agreed.

OPPORTUNITIES

∑ Existence of the National Local Government Capacity Development Policy that was developed by MOIFAR for use across Somalia. ∑ Existence of National LGI Training Standards, Guidelines and Quality Assurance Framework developed by MOIFAR for use across Somalia. ∑ Existence of a standardized LGI training curriculum developed by MOIFAR in partnership with UN JPLG, some of which has been successfully piloted in Puntland. ∑ Existence of local government training curriculum belonging to other Development Partners that can be incorporated into the existing standardized LGI curriculum. ∑ Strong support for the LGI by strategic partners, particularly the UN JPLG. ∑ Existence of training institutions with capacity, and other potential training providers, with which the LGI can collaborate.

THREATS

∑ Uncertain financial sources for the LGI’s infrastructure, personnel, facilities, tooling and operational requirements. ∑ Insufficient discussion between MOIFAR and Federal Members States on the operation of the LGI in a federal arrangement.

13 | P a g e 4.3 Key Emerging Issues

The context in which the Strategic Plan will be implemented has a lot of challenges, but it also presents several important opportunities that can be exploited. The challenges include the following: a. The LGI is introducing a coordinated approach to local government training for the first time in Somalia, which will have to be implemented differently at Federal and FMS levels. This means that all stakeholders at Federal and FMS levels will have to go through a steep learning curve in order to make the approach work: MOIFAR; ministries of Interior of Federal Member States; LGI staff; LGI oversight bodies; Government Ministries, Departments and Agencies with decentralized services; districts and other local governments Effective coordination of the efforts of all these stakeholders, and especially coordination of relations between the federal level and Federal Member States, will be crucial in getting things moving in the right direction. b. The actual numbers of local government staff to be trained have not yet been established, but this information is crucial for indicating the volumes that are likely to be handled by the LGI.

On the other hand, the following opportunities can be exploited to facilitate effective implementation of the Strategic Plan: i. There is great need for local government training throughout Somalia, which should trigger the interest of policy makers and planners alike. Fortunately, both the Federal Government of Somalia and the FMS are strongly committed to developing districts and local governments as functional local governance and service delivery vehicles.

ii. A national curriculum that has been successfully piloted is available for immediate use by the LGI and other training providers across Somalia. At the same time, the mapping and capacity assessments of training providers that have been undertaken in various Federal Members States since 2015 have revealed several Somali educational institutions, NGOs and Consultancy firms that can partner with the LGI to provide training to local governments. It will be essential to utilize this important resource to justify the investments made on their mapping and capacity assessment.

iii. There are several established capacity development institutions in the region that can be benchmarked by the LGI to set it on a strong course. These include Uganda Management Institute and the Kenya School of Government.

iv. There is plenty of goodwill on the part of development partners, particularly the UN JPLG, which can be taken advantage of to ensure effective implementation of this strategic plan.

14 | P a g e 5. STRATEGIC DIRECTION FOR 2019-2021

This section describes in detail the strategic direction the National LGI will take in 2019/2020 – 2021/2022 to achieve its vision, mission and goal and mandate; as well as the core values that will guide its operations. It also outlines the LGI’s theory of change, the Strategic Plan’s key result areas (KRAs), strategic interventions, critical success factors, and potential risks and their mitigation.

5.1 Vision

To be a centre of excellence for developing strong capacity for local governance and decentralized service delivery in Somalia.

5.2 Mission

To build the capacities of local government personnel and political leaders in order to enhance local leadership, administration, governance and service delivery in Somalia.

5.3 Core Values i) Integrity, Transparency and Accountability: The LGI will perform its functions with absolute integrity and dependability, and ensure that all its activities and transactions are carried out in a transparent and accountable manner. All staff and employees will be individually accountable for their actions in the implementation of roles and functions, while the SNLGI as a whole will be accountable to its internal and external stakeholders. ii. Focus on results: There will be unwavering commitment to achievement of results; this will be clearly stated in the Institute’s planning documents and emphasized in actual implementation.

5.4 Theory of Change

A theory of change describes the rationale behind the strategic direction selected by an organisation. The LGI’s theory of change is as follows: “Establishment of an effective Somali National Local government Institute will enhance the knowledge, skills and competencies of local government staff and elected leaders, which will in turn lead to improvement in local governance and service delivery”.

5.5 Key Result Areas

This Strategic Plan has two Key Result Areas (KRAs): 1) Efficient and effective LGI performance. 2) Strengthened local government training delivery.

15 | P a g e 5.6 Strategic Interventions for 2019-2021

The LGI will pursue the following four strategic objectives in pursuance of the above Theory of Change: 1. Deliver quality in-service and leadership training that meets local governance and service delivery needs. 2. Develop effective local and international partnerships for local government training and capacity development. 3. Enhance understanding and appreciation of Somalia’s local governance and service delivery issues (i.e. challenges, opportunities and potential solutions). 4. Develop and maintain effective Institute governance and management systems and facilities.

The strategies and actions for realizing the above strategic objectives are detailed below.

Strategic Objective 1: Deliver quality in-service and leadership training that meets local governance and service delivery needs Strategies: a) Develop effective LGI capacity for local government training. b) Deliver quality and relevant in-service training to local governments

Actions: 1.1 Set up a secretariat, structure and systems to manage the LGI and implement its programmes. 1.2 Provide the LGI with the required facilities, tools and equipment. 1.3 Support LGIs in Federal Members States to enhance their capacity for training and evaluating training effectiveness. 1.4 Organize regular training for LGI staff to develop their pedagogical skills. 1.5 Issue national training curriculum, standards, guidelines and quality assurance framework for application across Somalia. 1.6 Report quarterly and annually to the LGI Governing Board on the Institute’s programmes and activities.

Strategic Objective 2: Develop effective local, regional and international partnerships for local government training and capacity development

Strategy:

16 | P a g e Enter into strategic alliances with select local, regional and international institutions and organisations to create and broaden opportunities for local government training and capacity development in Somalia. Actions: 2.1 Partner with suitable local, regional and international organisations (i.e. universities, training institutions, NGOs, consultancy firms, etc.) on local government training and capacity development. 2.2 Benchmark select regional and international training institutions and development partners on programme development, delivery, certification and accreditation.

Strategic Objective 3: Enhance broad understanding and appreciation of Somalia’s local governance and service delivery issues.

Strategy: Promote opportunities for dialogue, learning and knowledge sharing among Federal Government of Somali and Federal Member States policy makers and practitioners, academia, development partners, NGOs and civil society on key aspects of local governance and service delivery in Somalia. Actions: 3.1 Organize regular public discussions on various aspects of local governance and service delivery in Somalia. 3.2 Expose LGI senior staff and trainers to local, regional and international forums on local governance and service delivery. 3.3 Support LGI staff to research and publish on local governance and service delivery issues in Somalia. 3.4 Sensitize public institutions with decentralized mandates in Somalia on opportunities provided by the LGI. 3.5 Regularly engage Federal Government of Somalia and Federal Members States on implementation of the LGI in Somalia’s federal arrangement.

Strategic Objective 4: Develop and maintain effective Institute governance and management systems and operating facilities Strategy: Ensure that the LGI operates on sound governance and management principles. Actions: 4.1 Induct the Governing Board on its roles and functions.

17 | P a g e 4.2 Develop LGI guidelines on human resource management, financial management, internal audit, procurement, M&E and asset management and ensure their implementation. 4.3 Conduct annual reviews on the performance of the Somalia LGI against this strategic plan. 4.4 Conduct mid-term and terminal evaluations of the national LGI strategic plan.

6. LGI GOVERNANCE AND MANAGEMENT FRAMEWORK

This strategic plan will require robust and synchronized governance and management arrangements to be implemented effectively. The core of these arrangements comprises the LGI Governing Board, the Joint Quality Assurance Sub-Committee (JQASC), and the LGI Management. The LGI Governing Board is a multi-stakeholder body with responsibility for providing guidance and direction to Management to ensure that the Institute is run in manner that will enable it to achieve its mission, goals and objectives. The JQASC, on the other hand, is a sub-committee of the Governing Board, comprising members of both the Board and Management. Its function is to provide the Board with confidence that the LGI is operating in conformity with the provisions of the National LGI Training Standards, Guidelines and Quality Assurance Framework. These structures are elaborated below.

6.1 LGI Governing Board

The composition of the LGI Governing Board has been outlined in section Sub-section 3.2 above. The function of the Board is to exercise oversight over the LGI on behalf of the Federal Government represented by the Ministry of Interior, Federal Affairs and Reconciliation (MOIFAR). Specifically, it is required to: a. Promote the Institute and its activities. b. Approve the Institute’s policies, programmes, plans and budgets. c. Oversee the Institute’s operations. d. Appoint the LGI Director through a transparent and competitive process. e. Supervise the LGI Director in the performance of his/her duties. f. Approve the national LGI training curriculum. g. Ensure accreditation of the Institute’s training programmes. h. Monitor the Institute’s training programme and assess their impact. i. Ensure that the Institute operates in line with national policies, legislation and development frameworks.

18 | P a g e j. Link the National LGI with its key stakeholders, namely: The Federal Government of Somalia, Federal Member States, Associations of Local Governments of Somalia, Development Partners, NGOs, CSOs, training institutions, researchers and academia. k. Advise the Federal Government and Federal Member States on local government training and capacity development.

The Governing Board shall meet quarterly but may hold extraordinary meetings should the situation warrant.

6.2 Joint Quality Assurance Sub-Committee

The Joint Quality Assurance Sub-Committee (JQASC) comprises members from both the LGI Governing Board and LGI management. Its composition is as follows: a) A member of the LGI Board (Chair) b) One other member of the LGI Board c) LGI Director d) LGI Head of Finance and Administration e) LGI Head of Training Programmes f) LGI Monitoring and Evaluation Officer g) One representative from a higher education institution h) One representative from the public, with experience in quality assurance i) A senior member of LGI Management responsible for quality assurance (Secretary)

The main functions of the JQASC are to: i. Periodically review the LGI’s operational effectiveness basing on the Institute’s quality assurance framework and report to the LGI Governing Board. ii. Monitor, evaluate and periodically review the LGI quality assurance strategies. iii. Recommend to the Governing Board the improvements that may be required to ensure that the LGI maintains high standards of operational effectiveness. The JQASC shall meet quarterly but may hold special meetings if the situation warrants.

6.3 LGI Management Structure and Systems

The Ministry of Interior, Federal Affairs and Reconciliation (MOIFAR), in partnership with the Civil Service Commission, shall propose an appropriate management structure for the LGI for approval by the Governing Board.

7. FINANCING OF THE STRATEGIC PLAN

This strategic plan will be financed using resources that will be mobilised from the following sources: a. Federal Government of Somalia b. Development Partners

19 | P a g e c. Training fees from local government and other trainees d. The Private Sector e. Other activities approved by the LGI Governing Board. A financial mobilisation strategy will be developed and implemented for this purpose. The budget for implementing this strategic plan is provided in Annex 4.

8. IMPLEMENTATION STRATEGY

The overarching goal of the strategic plan is to provide a coordinated approach to local government training in order to facilitate improvement in local governance and service delivery in Somalia. Achievement of this goal will require coordinated action from all key LGI stakeholders and robust and effective performance by the LGI’s institutional arrangements and systems. These issues are elaborated in the sections below.

8.1 Stakeholder Roles and Responsibilities

Implementation of this Strategic Plan will a shared be responsibility of various stakeholders as indicated in the table below. Table 3: Responsibilities of the various stakeholders in implementation of the strategic plan S/N STAKEHOLDER RESPONSIBILITY

1. Federal Government of ∑ Issue national policies and guidelines on local Somalia government capacity development, including training. ∑ Approve national LGI training curriculum. ∑ Issue national LGI training standards, guidelines and quality assurance framework. ∑ Secure accreditation of the LGI training programmes. ∑ Provide support and technical assistance to the LGI and its branches in Federal Member States. 2. LGI Board of Directors ∑ Provide oversight, guidance and support to the LGI. ∑ Set the LGI’s policies ∑ Approve the LGI’s strategic plans and budgets. ∑ Supervise the LGI Director in the performance of his/her duties. ∑ Monitor the LGI’s training and assess its effectiveness ∑ Ensure that the Institute operates in line with government policies, laws and guidelines. ∑ Link the Institute with government MDAs, local governments, academia, development partners and other stakeholders.

20 | P a g e 3. Federal Member States ∑ Establish and operate LGI branches in their areas of jurisdiction, including overseeing, monitoring and evaluating the effectiveness of their training programmes and activities. ∑ Represent their individual Federal member States on the national LGI Governing Board. ∑ Contribute to the development and review of the national LGI curriculum. ∑ Provide their LGI branches with trainees. ∑ Provide feedback to the national LGI Board on the performance of the LGI in their areas of jurisdiction.

4. Somali Ministries, ∑ Participate effectively in LGI oversight, guidance and Departments and support through the LGI Governing Board. Agencies (MDAs) with ∑ Contribute to development and review of the LGI decentralized services curriculum. ∑ Provide the LGI with trainees and feedback on the effectiveness of their training. 6. Association of Local ∑ Participate in the governance of the LGI as members Governments of Somalia of the National LGI Governing Board and Oversight Committees of their respective Federal Member States. ∑ Advocate for the interests of their members with respect to local government training and capacity building. ∑ Provide the LGI in with feedback on implementation of its programmes and activities. ∑ Conduct some of the training for their members. 7. Training institutions and ∑ Provide complementary training to local research Organizations governments in their areas of specialization. ∑ Contribute to review and development of the LGI curriculum. 8. UN JPLG ∑ Promote the LGI. ∑ Provide resources, tools and equipment to the national LGI and LGIs in Federal Member States. ∑ Provide the national LGI and the LGI in Puntland with guidance and technical support in key areas such as curriculum development, training, and monitoring and evaluation. ∑ Provide the national LGI and LGIs in Federal Member States with feedback on their programmes and activities. ∑ Transfer some of its training programmes to the LGI. 9. Other Development ∑ Provide support to the national LGI and LGIs of Partners Federal Member States on local government training and capacity development.

21 | P a g e ∑ Provide the national LGI and LGIs of Federal member States with feedback on implementation of their programmes and activities. ∑ Use some of the LGI training for their own staff. ∑ Transfer some of their courses to the LGI. 10. The Private Sector ∑ Sponsor persons for training by the LGI ∑ Provide the LGI with feedback on implementation of its programmes and activities. ∑ Programme some of the LGI training for their own personnel. 11. NGOs and CSOs in ∑ Participate in relevant LGI activities in their areas of Somalia operation. ∑ Sponsor persons to be trained by the LGI. ∑ Provide technical support to the LGI. ∑ Provide the LGI with feedback on its training programmes and activities. ∑ Programme some of the LGI training for their own staff and clients. 12. The Media ∑ Publicize the LGI and its activities. ∑ Provide the LGI with feedback on its training programmes and activities. ∑ Sponsor some of its personnel on relevant LGI training programmes.

8.2 Transitional Arrangements

It is anticipated that the Somalia LGI will be fully operational by the end of the strategic plan period (i.e. December 2022). This will require sequenced and coordinated implementation of the inter-related activities described in Annex 1.

9. MONITORING AND EVALUATION FRAMEWORK

9.1 Objectives of the M&E Framework

The LGI Monitoring and Evaluation (M&E) framework will help in tracking and reporting on progress in implementation of planned activities against set targets, in order to: i. Support management by providing the information required for setting and adjusting goals, objectives, and strategies and strategic actions; ii. Support operations and management by providing the basic management information needed to direct, coordinate and control the resources required to achieve the Institute’s objectives; iii. Enhance performance by generating new insights and documenting lessons learned, and;

22 | P a g e iv. Facilitate accountability by enabling the Institute’s Governing Board and other stakeholders to hold the Institute’s managers accountable over implementation of the institute’s strategic plan, and management of the Institute’s human, financial and material resources.

The LGI M&E framework will comprise three functions, namely: monitoring, evaluation and reporting. Monitoring will involve tracking implementation of the various activities under each strategic objective to ensure that the approved work-plan is being followed properly. Evaluation will involve analysing data collected on each indicator, to assess and determine the areas requiring improvement. Reporting will involve providing regular feedback to management, the Governing Board and other stakeholders on the implementation of this strategic plan.

9.2 Reporting Arrangements

The foundation of the LGI M&E system will be based on detailed annual work plans with clear performance indicators, responsibility centres, data sources, data collection methods and reporting frequency. Monitoring and evaluation will be done through periodic and systematic tracking of programmes, activities and targets specified in the strategic plan; the information generated will be analysed and reported to various stakeholders through monthly, quarterly and annual reports. Specific data and information collection templates and procedures will be designed to track performance, and will be incorporated into operating manuals to make them part of routine work. Actual results will be periodically compared to expected results, variances will be investigated and appropriate adjustments will be recommended and implemented. Generation of information and data on institute activities will be done by staff members responsible for implementing those activities; however, coordination of the monitoring, evaluation and reporting functions will be the responsibility of the M&E unit. Five types of reports will be generated for different uses as indicated below: Table 4: Types of M&E Reports and the Purposes

REPORT TYPE PURPOSE

1 Individual activity To help management keep track of implementation of reports each activity

2. Quarterly reports To provide activity and budgetary information showing comparison between what was planned and what was achieved, and indicating the adjustments that have to be made, if any. Quarterly reports will constitute key agenda items for Governing Board quarterly meetings.

23 | P a g e 3. Annual reports To provide the Governing Board and other stakeholders with an overall picture of the Institute’s performance in the year against the Strategic Plan, and to outline trends, their implications, and the required strategic responses and directions.

4. Mid-term review report To evaluate performance at the Strategic Plans’ mid-point and chart out the direction for the remaining period. This report will be provided to the Governing Board and other key stakeholders.

5 Terminal evaluation To make an overall evaluation of achievements registered report under the Strategic Plan as a basis for developing a successor one. The report will be submitted to the Governing Board and other key stakeholders.

10. RISKS AND CRITICAL SUCCESS FACTORS

The strategic plan might face implementation challenges if its most significant risks are not effectively mitigated. A description of these risks is provided below, as well as the critical success factors that might assist with their mitigation.

10.1 Potential Risks

These are the most significant potential risks that might greatly affect the implementation of this strategic plan. 1) Failure to Generate Adequate Resources: Should the LGI fail to generate adequate resources to invest in facilities, tools and equipment, run its programmes and meet its operating costs, this will have a devastating effect on the overall implementation of this strategic plan. 2) Ineffective Management: If GI management ineffective, the institute will not be able to implement the planned activities and achieve its goals and objectives, and will eventually be run down. 3) Poor Working Relationship Between MOIFAR and the Ministries of Interior of Federal Members States. It is essential for MOIFAR and the MOIs of Federal Member States to work in harmony to ensure that all training conducted across Somalia is based on the approved national curriculum and is in line with the National Local Government Capacity Development Policy and the national LGI standards, guidelines and quality assurance framework. Poor working relationship between the two sets of institutions will prevent this from happening.

10.2 Critical Success factors

Effective implementation of this strategic plan will be highly dependent on the following:

24 | P a g e 1) Sustainability: The LGI must be set on a sustainable course in terms of funding, systems development and operational efficiency. Priority should be given to coordination of all funding sources – Federal Government, Federal Member States, Development Partners, the private sector, and local governments themselves – to provide the LGI with continuous and robust funding for its activities throughout the strategic plan period. 2) Infrastructure, Facilities, Tools and Equipment: The LGI should be provided with adequate infrastructure, facilities, tools and equipment to carry out its functions without hindrance. 3) Effective Management: To the extent possible, the LGI should operate on the principle of high operational efficiency. This requires effective managerial capacity by an effective secretariat comprising highly skilled technical experts in key fields such as training (including adult training), curriculum development, operations and monitoring and evaluation. Those in charge of the institute should exemplify a high degree of commitment, transparency and accountability in whatever they do. 4) Operational independence: The Institute should be allowed to operate with minimal political interference, provided it operates within set policies, legislation and guidelines. 5) High level of participation by LGI staff: All LGI staff must carry out their roles and functions at the highest level of commitment and purpose. This is not be left to just a few individuals in the organization. LGI staff must have clear understanding of the target beneficiaries and their needs, to be able to address those needs.

25 | P a g e ANNEX 1: ACTIVITY IMPLEMENTATION SCHEDULE

Goal: To Provide Somali Local Government Staff and Elected Leaders with Coordinated and Standardized Training and IMPLEMENTATION PERIOD ACTIVITY 2019 2020 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Strategic Objective 1: Deliver Quality in-service and Leadership Training that Meets Local Governance and Service

1.1 Provide the National LGI with the required facilities, tools and equipment for its operation. 1.2 Determine the training volumes to be handled by the LGI across Somalia during the LGI’s timeframe. 1.3 Provide support to the LGI in Federal Member States.

1.4 Ensure that the National Training Curriculum, Standards, Guidelines and Quality Assurance Framework are applied in LGI training across Somalia. 1.5 Invest in LGI teaching and learning resources (books, journals, readers, etc.). 1.6 Conduct periodic training needs assessments and develop training programmes that respond to emerging training needs. 1.7 Set up and maintain a LGI resource centre and database.

1.8 Integrate ICT into training and learning programmes across Somalia. 1.9 Review quarterly and annual training reports from LGIs in FMS and jointly agree on the way forward. 1.10 Conduct a mid-term review to evaluate implementation of the strategic plan and make necessary adjustments.

26 | P a g e IMPLEMENTATION PERIOD ACTIVITY 2019 2020 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 1.11 Conduct a terminal evaluation of implementation of the strategic plan to provide a basis for developing a new one Strategic Objective 2: Develop effective local and international partnerships for local government training and capacity development.

2.1 Partner with suitable local, regional and international organisations (i.e. universities, training institutions, NGOs, consultancy firms, etc.) on local government training and capacity development. 2.2 Benchmark select regional and international training institutions on programme development, delivery, certification and accreditation. Strategic Objective 3: Enhance understanding and appreciation of Puntland’s local governance and service delivery issues.

3.1 Organize regular public discussions on various aspects of local governance and service delivery in Somalia. 3.2 Expose LGI senior staff and trainers to local, regional and international forums on local governance and service delivery. 3.3 Support LGI staff to research and publish on local governance and service delivery issues in Somalia. 3.4 Sensitize Somali public institutions with decentralized mandates on opportunities provided by the LGI. 3.5 Continuously engage the FGoS and FMS on operation of the LGI in Somalia’s federal arrangement. Strategic Objective 4: Develop and Maintain Effective Local Government Institute Governance and Management Systems and

4.1 Set up a secretariat, structure and systems to operationalize the LGI. 4.2 Provide technical and other forms of support for the LGI.

27 | P a g e IMPLEMENTATION PERIOD ACTIVITY 2019 2020 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 4.3 Induct the National LGI Governing Board on its roles and functions. 4.4 Develop LGI manuals on Human Resource, Finance, Audit, Procurement, M&E and Asset Management. 4.5 Develop a legal instrument to define the LGI’s legal status. 4.5 Develop and maintain a LGI website.

4.6 Produce LGI Annual Reports and distribute them to key stakeholders.

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