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UN Joint Programme on Local Governance and Decentralized Service Delivery in Somalia

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UN Joint Programme on Local Governance and Decentralized Service Delivery in Somalia UN Joint Programme on Local Governance and Decentralized Service Delivery in Somalia JPLG Annual Report 2012 1 | Page UN Joint Programme on Local Governance and Decentralized Service Delivery 2012 Annual Report Executive Summary In the last year of the first phase of the UN Joint Programme on Local Governance (JPLG), the programme continued to work towards the strengthening of local governance and the enhancement of decentralized services in Somalia. This happened through coordinated work, among central and local governments, the five UN partner Agencies, a range of implementing partners, other development partners, the private sector and communities across Somalia. With the support of its donors, the Joint Programme worked within eight programmatic areas, namely policy formulation for Decentralization, Land Management, Municipal Finance, Local Economic Development, Service Delivery, Social Accountability, Planning and Budgeting and Fiscal Transfers. One of the most significant breakthroughs of the year was the appointment in October 2012 of the Presidents of Puntland and Somaliland and their respective Vice Presidents as ‘Champions for Local Governance’. These nominations helped advance the local governance reform process and further discussions on decentralization of services while raising the JPLG profile. Under their leadership, inter-ministerial meetings were called and action points taken to develop decentralization policies and start piloting basic devolution of services in 2013 (See Section 1.1). At the policy and regulatory level, the Joint Programme supported a number of Ministries in developing policies, standards, regulations and guidelines. In Somaliland, a ministerial decree was passed in May 2012 to adopt an Automated Accounting system that is based on Municipal Finance and the Automated Information Accounting System (AIMS), which was developed by JPLG. Further, findings and recommendations from sector studies in Education, Heath, Water, Roads and Natural Resource Management that were conducted to assess the opportunities and capacities of key sector ministries and central authorities were discussed with respective sector ministries. These discussions were geared towards initiating design pilots and service agreements based on emerging policy, institutional, legislative and regulatory issues among the different sector ministries on the assignment of functions across tiers of government. Capacity Development has always been a cross-cutting priority for JPLG and in 2012 the programme supported capacity for a range of stakeholders from the communities, district departments, councilors, women groups, private contractors, line ministries and other central government institutions. At the district level, JPLG has for instance supported capacity for participatory and strategic planning, transparent financial management and procurement, effective public works project delivery, and equitable delivery of basic services, as well as for fiscal transfers (see Section 2). As in previous years, the Joint Programme also contributed, through training, to enhance community participation and social accountability, local leadership, conflict management and gender in local governance. During the formulation of the District Annual Workplans, JPLG piloted spatial planning and sector planning inputs aimed at improving the quality of district plans and enhancing the use of resources while building a stronger link between local plans and central/sectoral ones. With regard to fiscal transfers, JPLG continued to use the modality of the Local Development Fund (LDF) which has resulted in dialogue and more ownership by both local and central governments in fiscal transfers for decentralized service delivery. This led to increased contributions from local governments as well as a pledge from Ministry of Finance (so far in Somaliland) to increase their contribution by 5 percent. 2 | Page UN Joint Programme on Local Governance and Decentralized Service Delivery 2012 Annual Report Considering the importance of Local Economic Development (LED), JPLG supported the development of district LED strategies through LED forums guided by local economic assessments, enterprise and labour market surveys which provided local economic profiles. The strategies contain action plans with local priority projects. During 2012, four districts made significant progress towards meeting the minimum conditions for accessing LED pilot grants and at the same time one district (Bossaso) raised their own funding (about 60%) for construction of a market prioritized by the community (See Section 1.4). Improving Local Revenue Generation remains a key area of focus for JPLG and support interventions directed towards better Urban Land Management and property taxation (mainly using the GIS Property Databases that were undertaken in Puntland and Somaliland). In Hargeisa, the introduction of the GIS and BIMS (Billing and Information Management System) helped increase property taxes from USD$ 169,062 in 2005 to USD$ 795,000 in 2012 (see Section 1.3). Districts have started to use their own revenues (i.e. local tax and community contributions) to extend LDF projects. With regard to Social Accountability, JPLG worked on enhancing transparency, accountability and responsiveness of local governments through engagement and dialogues in the form of civic education, participatory planning and monitoring, and public feedback meetings. JPLG further provided technical support to a draft policy guide for community engagement on local planning and social accountability with the Ministries of Interior in Somaliland and Puntland and the Local Governments. In 2012, the programme strategy for civic education was revised to focus more on issue-based and interactive discussion sessions. The strategy has also been adopted by the complementary CDRD Programme and is being used in their programme (See Section 1.6). On Gender Mainstreaming, JPLG supported the Ministry of Labour and Social Affairs (MoLSA) in Somaliland by providing advocacy to increase the number of women candidates for the local elections in November 2012. MOLSA also conducted trainings targeting women leaders and political parties to increase the membership of women. Through its focus on Social Accountability, JPLG also designed the Public Feedback meetings in a way that ensured women participation while working towards ensuring that women are represented in village committees and community monitoring groups (See Section 5). In regard to Public Works, about 20% of the contractors on JPLG projects are women and also all LDF funded projects aim at equal participation in planning, implementation and subsequent access to service delivery. In regard to Conflict Analysis and Risk Management, JPLG carried out a risk assessment in the new districts {of which there were 4 districts (Gabiley, Jariban, Eyl and Banderbeyla) in 2012} to assess conflict sensitivity, local capacities, security and access for JPLG interventions. A conflict analysis was also conducted in these new districts before rolling out the Civic Education programme. This will help assure that the “do no harm” principle is adhered to in the implementation phase. This was for instance linked to the pitching of education messages and the media strategy. Further, JPLG’s community consultations involved conflict sensitivity tools ensuring review and participation of vulnerable groups of the population. In addition, the JPLG project appraisal tool and feasibility studies allowed analysis of potential risks during and after implementation. In the second half of the year, the political and security developments that took place in the Southern and Central regions of Somalia resulted in the establishment of a new Parliament, the election of a President and the nomination of a Federal Government. These developments provided the opportunity for the Joint Programme to engage with the new government and reaffirm JPLG’s strong commitment to support the new institutions. As a result, JPLG started activities with the Federal Governments’ Ministry of Interior and agreed to work in newly recovered areas under a government-led local governance programme. Activities were also expanded in support to the Municipality of Mogadishu (i.e. urban planning, procurement, business 3 | Page UN Joint Programme on Local Governance and Decentralized Service Delivery 2012 Annual Report licensing and community consultations). In Adado, a town about 400 km north of Mogadishu, the first District Development Framework (DDF) and District Annual Workplan was developed with JPLG’s support and a first batch of service projects was initiated (i.e. school construction, waste management and garbage disposal). 2012 was also the year of the formulation of the second phase of the JPLG Programme Document (2013-2017). This was led by an international team of consultants, the analysis and formulation process started in April and ended in December 2012, through intensive consultations with Joint Programme stakeholders and beneficiaries in Somalia as well as with UN partner Agencies, the UNRC, Embassies and Donors in Somalia and Nairobi. The five year Programme Document was approved in December 2012, with an estimated total cost of USD$ 145M. At the programme management level, during preparation of the 2013 AWPBs, JPLG strengthened their Result Based Management (RBM) framework. As an example, annual results (milestones with baselines and annual targets) were discussed and agreed during the September 2012 review meeting between
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