2015 09-12--sl-cpc---eucn---unodc-tripartite-joint-action-plan-v5-1

Cover Page designed by Deq Abdi Ali, MTT Student 011 Oct 2014

2014

Custodian: EUCN HFOH - SMA-SL (Marco Hekkens) Page 1 Version 5.1 as at 8 September 2015

`

SOMALILAND CPC OFFICE EUCAP NESTOR UNODC

TRIPARTITE JOINT ACTION PLAN for Somaliland 2014 2016

Version 5.1 as at 8 September 2015

Preamble This Joint Action Plan is to be seen as living document (working document) and it will be continuously adjusted to reflect the realities on the ground in Somaliland, emergent requirements and the relative progress achieved. There will be periodic evaluations every six months to review Milestones and key objectives linked to the realisation of the prioritised Capability Targets for the Somaliland Coast Guard. The initial end state is defined by the declaration that the Somaliland Coast Guard has achieved the status of Limited Initial Operational Capability. The goal is to achieve this initial end state by the end of 2016. The Joint Action Plan for Somaliland follows the principles and objectives of the Working Group on Capacity Building which is part of the Contact Group on Piracy off the Coast of Somalia. These principles are: Promoting ownership by the region Consistency with the New Deal Inclusiveness, transparency and mutual accountability Pragmatic approach to capacity / capability building based on needs from the states in the region Mobilisation of resources The Joint Action Plan is a bottom-up approach, yet fully aligned with Somalilands Vision, the National Development plans across multiple maritime related sectors, and the Somaliland Special Arrangement. The Joint Action Plan is a tool of choice to attract donor funding (maximise impact across multiple financing systems); and to indicate future resource requirements to the Government (i.e. budget requirements and structural budget planning for SLCG for 2016 and beyond). The Joint Action Plan is New Deal Compliant!

Following the permanent deployment of EUCAP Nestor Mission Members and the establishment of a Field Office in Hargeisa, EUCAP Nestor is now in a position to engage in a continuous manner across the three pillars (Legal, Police and Maritime). Furthermore, in the context of the Comprehensive Approach (see next page), EUCAP Nestor will seek to optimise its activities with EUNAVFOR (Op Atalanta).

Activities in Somaliland should be continued, building on the progress achieved so far,

in particular with the implementation of the Joint Action Plan

From: Revised OPLAN EUCAP Nestor, dated 22 July 2015 (page 21)

http://palliumindia.org/2011/04/pallium-indias-world-health-day-interview-with-unodc/


The Comprehensive Approach and the Joint Action Plan for Somaliland:


SECTION 1 GENERAL

Introduction EUCAP Nestor Strategic Review Framing the Joint Action Plan

As Somalia and Somaliland remain key to the fight against piracy and the various elements of maritime crime, the Committee for Civilian Aspects of Crisis Management (CIVCOM)1 strongly supports the "re-energized" engagement in Somalia and Somaliland on law enforcement in coastal areas, essentially by building capacities of coastal and maritime police forces, but also the judiciary2. Within that framework, a condition based support to sea-going capacities should be considered. CIVCOM also stresses that the move from phase one to the next should be condition based, following objective criteria, and be undertaken under close control of Member States. These criteria will be further developed during the planning phases and cover the establishment of proper security arrangements and protocols, local commitment, existing absorption capacity, especially with regard to advice and training provided by EUCAP Nestor and necessary policy and legal frameworks. CIVCOM considers that the conditions for the success of the mission will need to be put in place as a matter of urgency.3 EUCAP Nestor Mission Statement

EUCAP NESTOR is to assist countries in the Horn of Africa and the Western Indian Ocean in strengthening their maritime security capacity in order to enable them to fight piracy more effectively. EUCAP NESTOR will have a primary (exclusive) focus on engagement in Somalia / Somaliland. EUCAP Nestor Desired Endstate

Following the Interim Strategic Review of 26 March 2015, it has been decided to phase out the activities implemented in Djibouti and Tanzania as soon as possible and in the Seychelles by the end of 2015 with a view to focus the Mission's efforts in and on Somalia / Somaliland for which the end state remains unchanged:

Somali authorities have made sufficient progress towards the development of a self-sustainable capacity in maritime security and rule of law, enabling them to fight piracy more effectively (and limit their activities to a level that does not present anymore a significant threat). Objectives and tasks

In order to achieve the Mission Statement, EUCAP NESTOR shall:

- Enhance the capacity of the Somalia / Somaliland to exert effective maritime governance over their coastline, internal waters, territorial seas and exclusive economic zones;

- Support taking ownership of the fight against piracy in accordance with the rule of law and human rights standards;

- Strengthen regional cooperation and coordination of maritime security;4

1 The Committee for Civilian Aspects of Crisis Management (CIVCOM) is an advisory body composed of representatives of

EU Member States. CIVCOM delivers advices, information and recommendations to the Political and Security Committee (PSC) on civilian aspects of crisis management. 2 Throughout the document this would also include the prosecution service/the Office of the Attorney General.

3 CIVCOM advice to PSC on EUCN Strategic Review, dated 12 March 2014.

4 EUCN has been asked by SL Ministry of Interior to act in a mediatory role and investigate pathways to a closer and formal

cooperation between SLCG and Djiboutian Coast Guard, possibly by way of a Letter of Intent, to be followed at a later stage by a Memorandum of Understanding. Initial exploratory talks were held in Djibouti with Navy and Coast Guard Commander on 13 July 2014. In addition, informal discussion has started between Focal Point MoI and EUCN Head of Field Office to consider using Ethiopian assistance in protecting the SL littoral.


- Make a targeted and specific contribution to ongoing international efforts. For EUCAP Nestor engagement in Somaliland this will mean inter alia close cooperation with Op Atalanta (EUNAVFOR) and UNODC.

To achieve the objectives, EUCAP NESTOR shall operate in accordance with the lines of operation and tasks set out in the operational planning documents approved by the Council. Purpose

Following the guidance from the Operations Plan (OPLAN) and the Mission Implementation Plan, the purpose of this Joint Action Plan for Somaliland for EUCAP Nestor (EUCN) is to both systematically and dynamically guide EUCN planned (and ad hoc emergent, but considered necessary and conducive to maintain momentum) activities and projects with regard to its contribution towards the rebuilding and professional development of the Somaliland Coast Guard (SLCG), as one of the principal tools for law enforcement, counter-piracy and counter maritime crime operations in the Somaliland littoral.

As the name Joint Action Plan implies, the EUCN activities and projects are transparent and fully coordinated between the Ministry of Interior (MoI), the SLCG, the Somaliland CPC Office, Ministries and Departments, UNODC, EUNAVFOR and other stakeholders that have indicated to work with EUCN; and the division of labour and responsibilities to meet objectives and milestones will be periodically reviewed. To achieve the latter, stakeholders will convene at 6 to 8 weekly intervals during the Coordination and Capability Building Meeting (see Section 7). Above all, this Joint Action Plan serves the purpose to contribute towards the development of a comprehensive Somaliland Operational Concept for coastal law enforcement, policing and border security management. It will include Search and Rescue and response options to contingencies and disasters in the littoral; and a phased Transition Plan that provides national guidance on the scope and priorities necessary to take the current SLCG situation towards an effective and sustainable Future SLCG Headquarters and Fleet Units organisation using multiple pathways to achieve Limited Initial Operational Capability (IOC)5 by December 2016.

This process will be foremost demand driven, in other words the respective Somaliland authorities present their ministerial and/or departmental viewpoints and philosophies with regard to achieving enduring maritime safety and security in Somaliland waters. These ministerial viewpoints6 will subsequently be merged and reflected in the booklet Vision for the Future SLCG. On 14 January 2015, the Minister of Interior endorsed the recommendations for the restructuring of the Coast Guard Headquarters and the Force Structure as a baseline for further study and to realise achieving Limited IOC by December 2016. See Section 4.

This overall process will span many years, and progress will need to be periodically judged and evaluated to what extent measurable improvements toward developing a self-sustainable institutional

5 In a military context, Capability is the power to achieve a desired operational effect. Capability is much more than just the

Coast Guard vessel, shore infrastructures like a Headquarter or logistic warehouse, or training personnel to operate equipment. Capability describes the optimum combination of the organisation, its personnel, collective training, major systems, supplies, facilities and training areas, logistics, support, command and management required to deliver a sustained effect, at the right time, in the right way, for an extended period. IOC can be declared when one or more subsets of the capability can be deployed on operations. IOC considers the personnel, training, major systems, supplies, facilities and

training areas, logistics, support, command and management required to deliver the subset of capability required. Limited IOC SLCG will need to be determined in quantifiable and measurable terms (as opposed to a conceptual description). See Appendix 1 to Annex D. 6 For instance Ministries of Interior, Foreign Affairs and International Cooperation, Justice and Judicial Affairs, National

Planning & Development, Defence, Fisheries and Marine Resources, Energy & Minerals, Commerce & Foreign Investment, Environment, Labour and Social Affairs, et cetera.


capacity and operational capability for continued enhancement of the Somaliland maritime safety and security have been achieved; to effectively address maritime crime and related factors in the Somaliland littoral. In summary, the aim of this Joint Action Plan for Somaliland is to provide authoritative guidance on the implementation and delivery of the principles derived from the Somaliland Vision for the Future SLCG, detailing objectives, targets, required resources and joint responsibilities and laying out an agreed time frame for achieving objectives and meeting declared targets. In addition, the Joint Action Plan will equally address the defined objectives, targets, necessary resources and joint responsibilities and laying out a time frame for achieving objectives and meeting declared targets for the reform and maturing of the Somaliland Judiciary. Whilst not related to the actual reform of the Judiciary, an important indicator will be the swiftness of the ratification process of the (draft) Somaliland Coast Guard Law N. xx/2015.7

The EUCN Somaliland CPC Office MoI and SLCG UNODC joint planning and programming of the operational activities is to develop a common and agreed baseline for the desired Somaliland essential and enabling Capability Targets (see Section 2); and the necessary requirements to meet these identified Capability Targets (Section 3) by December 2016. The aforementioned (voluntary) Coordination and Capability Building Meeting (see Section 7) is meant to provide the mechanism for coherency and optimum phasing across all donor activity. This Joint Action Plan for Somaliland builds on, and is a listed Reference source to the Agreement between the Government of Somaliland and the European Union Mission on Regional Maritime Capacity Building in the Horn of Africa (EUCAP Nestor).8

Structure of the Joint Action Plan

The structure of the Joint Action Plan is as follows: Section 1 General.

Section 2 Threat, Risk and Harm Analysis; Somaliland Vision for the Future SLCG; Essential and Enabling Capability Targets; Identified Priorities & Lines of Development.

Section 3 Requirement Analysis to meet Prioritised Capability Targets. Headquarters and Force Structure Review

Section 4 Somaliland Coast Guard Roadmap towards (Limited) IOC.

Section 5 Supporting Mechanisms (Media Strategy, Maritime Education, Public Private Partnerships, Port and Maritime Cluster Development, International Training and Exercises).

Section 6 Research and Lessons Learned.

7 A final draft was completed on 12 August 2014; the draft document is now being viewed by the appropriate Ministries and

Authorities. EUCN is on call to provide advice and assistance when needed. 8 Signed in Hargeisa on 18 June 2014 between the Somaliland Minister of Foreign Affairs and International Cooperation and

the Head of Mission of EUCAP Nestor.


Section 7 Multi-Stake Holder and Third Party Contribution to the Joint Action Plan. Coordination and Capability Building Meeting (incl. Terms of Reference).

Annexes: A POCs. B Key References. C Capacity Building Coordination Platform (CBCP). D Rolling Fragility Assessment (Progress indicator to meet Limited IOC Criteria). E Mentoring, Teaching and Training (MTT) Programme. F Blueprint SLCG 2015 (Overview of activities by EUCN for 2015). G Decisive Points, Desired Outcomes and Tasks (for Somaliland). H Blueprint SLCG 2016 (to follow)

Additional sections and annexes will be added.

Working Level Coordinating Bodies and Authorities SLCG Capacity Building Group

For Somaliland, the Counter Piracy Coordination (CPC) Office has been granted a coordination and facilitation role between EUCN and the Somaliland authorities, in particular those not reporting to the Ministry of Interior. The coordination with EUCN will be executed through the CPC Executive Director, Mr Mohamed Osman Ahmed. The Minister of Interior has appointed Mr Ahmed Egal as the Focal Point of contact from the Ministry of Interior to liaise and coordinate all activities related to Maritime Capacity Building, and in particular those that directly resort under the MoI.

For EUCN, Mr Marco Hekkens has been designated as Focal Point for Somaliland and Head of EUCAP Nestor Field Office in Hargeisa. He is custodian of the Joint Action Plan for Somaliland.

In the context of this Joint Action Plan, EUCN will work in close collaboration with UNODC; the designated UNODC point of contact is Mr Bart Hulsbosch.

Admiral Mohamed Hussein Faarah will represent the SLCG and is assisted by Mr. Abdullahi Kawden in his capacity as the Head of Cooperation and Capability Building Desk.

Further to the above mentioned principal POCs, the SLCG Capacity Building Group will comprise designated SLCG Champions within the various Ministries and Departments. In addition, international actors have since indicated to seek closer cooperation with EUCN with regard to rebuilding the SLCG and meet Limited IOC by the end of 2016. Annex A provides a comprehensive list of POCs. Following discussion with the Vice-Minister of Interior9, the recommendation was put forward to select an initial group of young, promising SLCG personnel (approx. 30 in total, age around 35) to be specifically mentored, taught and trained in command and staff duties. They are all supposed to assume co-ownership of the process toward Limited IOC and the Future SLCG. A pilot Mentoring, Teaching and Training (MTT) programme started in August till end of October 2014. Its evaluation since has informed the design of the next MTT programmes and activities under Blueprint SLCG 2015 and for 2016. See Annex E for CONOPS and MTT Objectives for Phases 1 3 of the pilot MTT. The MTT proved instrumental for assessing the perceived viability of achieving the agreed criteria associated with Limited Initial Operational Capacity (see Annex D). The next illustrations illustrate how this pilot MTT was meant to shape the EUCN programme for 2015 (i.e. Blueprint SLCG 2015) and beyond.

9 Hargeisa, 11 June 2014.


For the period October 2015 December 2016, the EUCN programme, projects and activities will be grouped under the collective term Blueprint SLCG 2016. It will be finalised by mid-October, taking into account aspects such as: - The new EUCN OPLAN (what can be done, what not); - Inputs received via the Coordination and Capability Building Meeting mechanism; - Funding limitations and project lead-times for implementation; - SLCG ability and responsiveness to meet the Milestones towards L-IOC.


Annual Planning Cycles and Benchmarking

The EUCN Activity and Project Planning10 follows an annual cycle which imposes for instance deadlines for project and activity proposals and the associated budget requirements. As such, it is imperative that as much alignment as possible exists between the respective EUCN and future Somaliland planning cycles.

Out of Cycle activities (should) remain possible to address emergent needs (so-called Urgent Operational Requirements) to meet unforeseen requirements that relate to the successful mentoring, teaching and training of the aforementioned young SLCG staff and personnel; and/or capitalise on results achieved; and/or provide advice and assistance during emerging real world situations11.

The higher order, strategic EUCN Objectives are translated into achievable and measurable Tasks, and audited at periodic interval. The EUCN tasks and their activities will be benchmarked and progress is to be measured against agreed timelines, deliverables and outcomes. Failing to demonstrate tangible result (i.e. no Indicators for Success) may affect future budget allocations for engagement in Somaliland. The Dynamic Synchronisation Matrix (see Section 4) is a planning tool to reflect the agreed timelines and Milestones for the SLCG Roadmap towards L-IOC and meant to chart prioritised activities in Somaliland taking into account as many factors as possible.

Vital Conditions

Agreed EUCN activities must by underpinned by Somaliland Intent and commitment. Somaliland should clarify which other actors are actively (or discretely) engaged in Somaliland Maritime Capacity Building, so as to avoid duplication and seeking potential synergies instead. Vital conditions associated to this Joint Action Plan are:

- A (provisional) Vision Statement for the Future SLCG; - Transparent multi-stakeholder Coordination, Collaboration and Commitment; - Stick to the Plan; - An effective Project Management Board (Capacity Building Group); - Future SLCG Working Groups (Task Forces): Legal, Police and Maritime focus; - Nominated core of young SLCG professionals (nucleus of Future SLCG) endorsed to take

active participation and ownership of the various processes; - Budget planning to structurally meet the aspired and prioritised Capability Targets; - Interagency, collaborative Mindset across all institutions and organisations involved; - Mutual Accountability and oversight, with dynamic Risk Management to match ambitions; - Any training on any operational activities must be done so on the basis that the operational

activity has a basis in law (i.e. EUCN Police training is based on existing powers, and in full coherence with existing laws; or aligned with the agreed vision how the new law should be drafted)12;

- (Draft) Manning Lists for Headquarters and Operational Fleet Units, with identified skillsets and competences necessary to safely execute the (prioritised) Coast Guard Functions; and take the SLCG forward towards its future organisation (beyond 2016);

- A sufficiently permissive environment for EUCN staff to conduct planned engagement activities within Somaliland (and sufficient Mission Security Officers to enable multiple, simultaneous engagement by EUCN Mission Members deployed in Somaliland);

10

Activities and Projects follow from the so-called EUCN Mission Implementation Plan (MIP). 11

For instance the Yemeni conflict with migrants and refugees arriving in Somaliland. 12

See also Annex B (Key References) Reference 38.


- Tangible signs of increased ownership, accountability and self-sustainability.

Synergies & Coordination Portal for the Horn of Africa (SCOPE HoA)

SCOPE HoA is a web portal developed by EEAS in cooperation with the European Commission in order to facilitate the coordination of EU activities concerning the Horn of Africa. The Web portal is offering a common overview of EU funded activities in the region and practical information for actors: events, database, news, official documents, discussions, points of contacts SCOPE is up to "UE Limit", so no classified information is available through the portal. The EU Operations Centre is in charge of SCOPE development and operations. Requests for new user and questions about the portal can be addressed to [email protected].

IGAD has developed a new doctrine about the Development of Coastguard & Maritime Enforcement Functions. The document can be downloaded from the SCOPE website: https://webgate.ec.europa.eu/eeas/scope/system/files/file-manager/Other-Document/IGAD/140417%20IGAD%20Maritime%20Security%20Training%20Manual%20Completeedit.pdf

EU Aid Explorer This website, developed by the European Commission Joint Research Centre, aims to improve transparency on aid spending, accountability and donor coordination. The EU Aid Explorer provides easy access to data on development and humanitarian aid. Maps and graphs illustrate which donor is active where and which sectors and countries receive how much assistance and how funding changes over time. The website does not include data of non-DAC donors such as China or India which do not apply the same aid standards. It does not cover South-South co-operation or private sector foundations activities. Data is drawn from various sources, notably the OECD, UNOCHA, EDRIS and IATI. The EU aid overview section provides detailed information from the perspective of donors, beneficiaries and on sectors; it also presents some key trends of EU aid. In line with the Paris Declaration on Aid Effectiveness, the EU Aid Explorer attempts to make aid spending more transparent for citizens. The EU Aid Explorer can be found at: https://euaidexplorer.jrc.ec.europa.eu/

mailto:[email protected]://webgate.ec.europa.eu/eeas/scope/system/files/file-manager/Other-Document/IGAD/140417%20IGAD%20Maritime%20Security%20Training%20Manual%20Completeedit.pdfhttps://webgate.ec.europa.eu/eeas/scope/system/files/file-manager/Other-Document/IGAD/140417%20IGAD%20Maritime%20Security%20Training%20Manual%20Completeedit.pdfhttps://webgate.ec.europa.eu/eeas/scope/system/files/file-manager/Other-Document/IGAD/140417%20IGAD%20Maritime%20Security%20Training%20Manual%20Completeedit.pdfhttps://euaidexplorer.jrc.ec.europa.eu/


SECTION 2 THREAT ANALYSIS, VISION for FUTURE SLCG, CAPABILITY TARGETS AND

IDENTIFIED PRIORITIES

Threat, Risk and Harm Analysis

The multiple threats and security and safety risks facing Somaliland that find their roots both ashore and at sea, and which give cause to Maritime Insecurity in the Somaliland Littoral are both manifold and often interrelated. As such they require an internationally supported, national interagency approach. In addition there are other threats and risks that predominantly take place on land, but can have a spill-over effect into the maritime domain; and present risk to EUCN successful and lasting engagement within Somaliland. In countering maritime insecurity and crime, risk and harm reduction to both the SLCG and the Civil Society is assumed to be overarching pillar of the Vision for the Future SLCG.

Somaliland Threat and Risk Analysis Synopsis (unclassified)

This Joint Action Plan must take into account which threats and risks are perceived to be of primary concern to the Somaliland authorities; as well as the measures implemented, or planned13 for implementation to counter these current and future threats and risks.

With a view of determining the required core skill sets for the Future SLCG, it is important to adopt a systematic and graduated approach: The Future SLCG must be prepared to deal with armed confrontations in the littoral, must be capable to conduct Search and Rescue (SAR) operations and support interagency operations aimed at countering Illegal, Unreported and Unregulated (IUU) Fishing activities in the Gulf of Aden. Equally the Future SLCG must be capable to provide assistance to vessels in distress and have the future capability to effectively deal with environmental incidents at sea and in port areas. It also must be able to support Somaliland Police contingencies in coastal areas, primarily from the sea, but also from existing and ad hoc coastal observation points14. Each of these functions requires specific individual and collective skill sets. Ultimately, being able to exercise effective Maritime Situational / Domain Awareness, in order to timely identify and analyse potential threats and risks, bring all these individual and collective skillsets, competences, and technical infrastructures together, ideally in a multi-actor setting (Interagency).15 The endorsed Headquarter and Force Structure Review reflect these mission sets.

Future Challenges Littoralisation The Somaliland Vision for the Future SLCG must take into consideration national planning projects where these have the potential to directly or indirectly impact on the organisation and mission sets for the Future SLCG. For instance port development and expansion projects, free trade zones, and new logistic corridors for intermodal landside connections from other regions to a seaport such as Berbera, will have an impact on the Future SLCG organisation, and its core functions.

13

For example the Oil Protection Unit; Somaliland has established by Presidential decree an Oil Protection Unit (OPU) in October 2014 after security complaints from oil firms currently conducting seismic explorations. 14

The observation points can be overt (visible) and covert (camouflaged) by nature. Each require unique skillsets to be effective. 15

For example the position paper on Critical Infrastructure and Littoral Protection & Response Authority (CILPRA) is prepared to initiate internal Somaliland dialogue on current and future Crisis Management Response scenarios and response options that will involve future Coast Guard capabilities. Its findings are assessed as pertinent to the identification and prioritisation of the aspired Coast Guard Capability Targets; and to identify potential synergies with other national programmes, and associated cost savings.


Littoralisation the propensity for cities to cluster on coastlines is another (future) factor that must be kept in mind. Littoralisation, urbanisation, connectedness and population growth are all drivers for increased licit trade when properly governed. If not, illicit trade and associated activities will have a chance to thrive, and by implication affect the daily operations of Somaliland law enforcement agencies, both ashore and at sea. The opposite of Littoralisation can also be observed in the remote coastal parts of Somaliland: the hard living conditions along the coast with extreme temperatures and strong winds, and the lack of basic infrastructure drive small coastal communities away from the coast (i.e. no more indigenous eyes and ears to provide timely information to for instance the Police and the SLCG). There is a risk that such remote areas will create shelter and become sanctuaries for illegal activities to take place and become de facto ungoverned spaces. This reinforces the need to be able to effectively police these remote littoral areas, both on the shore and at sea. This requirement will put a significant strain on the Future SLCG and other law enforcement agencies; and concepts for effective control must be developed at an early stage, despite the current capability and budgetary shortfalls. One of these concepts Littoral Community Engagement & Development has been introduced to the SLCG for early consideration, and experimentation in a multi-agency setting. The concept is also aimed at reinforcing measures with regard to Immigration and Border Management and Counter-Trafficking; and support Government influence in the more remote regions and improve transparency on taxable revenues. The concept also neatly links the Maritime Communications and Coastal Safety Initiative which is part of the Taiwan sponsored Coastal Safety Project aimed to provide regional fishermen and seafarers with communication equipment which enables them to [a] identify themselves, also [b] use these communications when in distress. See illustration:

Within capabilities, EUCN together with UNODC will assist the Secure Fisheries Project (which is part of Oceans Beyond Piracy) with the implementation during Q3 Q4 201516. For the SLCG, the establishment of an Interim Operations Room within the Berbera base will be a tangible and deciding step towards monitoring activities in the Somaliland littoral, ultimately on a 24/7 basis. The Ministry of Fisheries & Marine Resources has been identified as a stakeholder to the concept, in particular where it concerns to provide security assurances to coastal communities in the more inaccessible coastal areas. In addition, the concept over time may assist in providing technical support assistance by SLCG engineers to maintain cold storage facilities.

16

This cooperation will be covered by a separate MoU between EUCN and OBP.


Somaliland Vision for the Future Somaliland Coast Guard

The Somaliland Vision for the Future Coast Guard is an authoritative statement of the envisaged Coast Guard organisation: its key tasks and responsibilities, organisational structure (Headquarters and Fleet Units), relationships with national ministries and departments, and staffing levels (i.e. Manning Lists); including supporting and enabling functions and mechanisms such as training and education facilities, career management, retirement policies et cetera. Ideally, the Vision includes guidance on the envisaged short and medium term priorities and a phased Transition Plan with associated timelines to achieve these priorities. As eluded above, the Vision must take into consideration national planning projects that may impact on (joint) SLCG operations and above all the available resource envelope for the foreseeable future. This Joint Action Plan for Somaliland assumes that granting the qualification of Limited IOC can be achieved by end of 2016.

This Vision needs to be translated (decomposed) into actionable and sustainable components (constituent parts which in turn can be further broken down into sub components and sub-sub components): the envisaged underlying Operational Concepts and Tactical Procedures; and the necessary Capability Targets required turning the aforementioned concepts and procedures into reality.

The Vision for the Future SLCG where relevant should provide guidance (or concrete direction with top-level intentions) with regard to the employment of Private Contractors to deliver some or all of the prioritised Coast Guard Functions; until such time that the Future SLCG is capable to assume full responsibilities over the Somaliland Littoral; and can manage its own training and education needs.

One of EUCN tasks is to provide strategic mentoring and advice to the Somaliland Public Offices involved in this process and SLCG Leadership in order to translate the Future SLCG Vision into a realistic, balanced and affordable Force Structure in accordance with the Coast Guard Law, and provide assistance (in collaboration with UNODC and other state and non-state actors) to determine the prioritised and sustainable Capability Targets and required individual and collective skillsets and competences. The latter is a vital condition to safely execute the (prioritised) Coast Guard Functions.

The [provisional] Somaliland Vision for its Future Coast Guard has been defined as follows:

Supported by international advice and assistance, and assisted by our dedicated Champions for the Somaliland Coast Guard within our Ministries, we are set to embark on an arduous journey that will modernise and transform our current organisation into an agile, responsive Coast Guard, properly organised, commanded, equipped and trained to execute our tasks and responsibilities in a professional manner. It will be a phased approach, following a series of predetermined and agreed milestones. The first phase is to achieve the qualification Limited Initial Operational Capability (IOC) not later than the end of 2016. The next phases, which will be determined by mid-2016, are to build on Limited IOC and further invest in capacities to effectively police and protect our maritime domain. We will develop new concepts that will guide our operational activities in the littoral; we will implement an effective command and control organisation that is linked into the other Somaliland law enforcement structures; and not in the least, we will develop logistic concepts that are geared to sustain our organisation using a combination of indigenous and foreign support until such time we are fully self-sustainable.


Example of 1

st Draft Booklet Vision For The Future Somaliland Coast Guard and Contents. It is the intention to

commence printing the final version by end of September 2015.

Capability Targets Capability Targets can be defined as those essential SLCG capabilities and capacities (including the required enablers) necessary to meet the Somaliland Vision Statement for the Future SLCG, such that the SLCG is to become a credible and effective regional partner in the context of the (regional) Maritime Resource Security Strategy.

For the short term, Capability Targets can be divided into essential and enabling Capability Targets. Essential Capability Targets must be addressed with priority; enabling Capability Targets must be judged to what extend they are conditional for the essential Capability Target(s). In simple words: Nice, or need to have by the end of 2016?

In this Joint Action Plan, and in order to seek alignment in terminology, the UNODC proposed TEPID OILS estimate process to categorise capabilities will be followed. The examples provided below are illustrative and by no means exhaustive.

Training requirement: Engineering Seamanship Law enforcement Command and Control

Equipment requirement: To support ops on land To support ops at sea To support training


Personnel requirement. How many personnel does the Future SLCG require to effectively perform its duties: To support ops on land To support ops at sea To support training To maintain static and mobile infrastructures Recruitment Policy

The aforementioned Manning Lists are meant to become an authoritative guide for the personnel requirements. It is fully accepted that certain appointments cannot be filled until such time that suitable personnel has been recruited, educated and trained (and exercised).

Infrastructure requirement: Headquarters and Command and Control Nodes To support training and education To support logistic functions

Doctrine and Concepts: Operational Concept development Tactics, Techniques and Procedures Manuals and Publications Management Standards (and initial or interim Best Practices)

Organisational Requirement. Delivery of those elements of SMRSS related to: Legal framework Governance framework

Information requirement: What intelligence is required to deliver effect? What information needs to be shared, and how? What supporting and enabling infrastructure, and at which locations?

Logistical requirement. What expendable and non-expendable equipment are required: To support ops on land To support ops at sea To support training and education

Sustainability

By way of an example, the Vision for the Future SLCG will need to provide guidance whether the Future SLCG will need to be [also] trained in enforcement of the SL Fisheries Law and Regulations. Or will this capability be the sole responsibility of the Somaliland Fisheries Authority (SLFA); meaning that SLFA specialists will embark on SLCG craft when enforcement tasks are necessary (or use their own vessels)?

Identified Priorities & Lines of Development

The identified priorities will follow from an analysis of the Somaliland Vision for the Future SLCG and the national strategy to counter the prioritised threats and risks. A structured approach, by way of so-called Lines of Development allows the design of a schematic Campaign Plan for the SLCG Road Map towards (Limited) IOC that visualises at a glance the various activities and Milestones that will lead to the Future SLCG having achieved Limited Initial Operational Capability by the end of 2016. The guiding principle is that concurrent activity along most of the Lines of Development can commence even before an agreed Vision Statement has been promulgated, and the regulatory legal


frameworks have been ratified (notably the (draft) Somaliland Coast Guard Law). However, this requires well-informed assumptions to be made; and that need to be reviewed at regular interval.

The Vision Statement will also inform the SLCG Resource Deployment Plan (to be developed), which can be described as a key planning and strategy programme for the (Future) SLCG that entails trying to bring about as much as possible standardised Coast Guard service delivery across the operational regions (sectors). The programme is to ensure coordination and avoid duplication, particularly in training.

This simplified illustration lists identified EUCN Lines of Development (LoD) for Somaliland. The LoD General, by way of example, shows some of the cascaded objectives and activities; and its sub parts are shown for illustrative purposes. The other LoDs, Legal, Police and Maritime can be broken down in similar sub parts, and are reflected in the below table (not exhaustive). It should be noted that all objectives and activities for Somaliland in principle - must be a logic operationalisation of the EUCN Mission Implementation Plan for the period of the mandate. The Dynamic Synchronisation Matrix will aim to visualise planned and prioritised activities in chronological order (in time and place) and is meant as the main planning and deconfliction tool. Its value however, is a function of the exchange of information between Somaliland and the actors involved in capacity building.

Lines of Development Initial Desired Effects (Goals) EUCN Primary Leads 1.0 General 1.1. Strategic Advice and

Mentoring; Leadership Training

Maritime Governance Awareness; Cross-sectoral Understanding and Mindset; Political Declaration of Intent; Annual Budget allocation commensurate with declared priorities; SLCG Recruitment Policy Understand and apply command and staff principles Ethics and Organisational Values

Marco Hekkens MHQ Supporting Visiting Experts Supporting Somaliland and international actors


1.2. Information Knowledge Management

Web based common database of authoritative references (primary user: Somaliland)

Marco Hekkens MHQ supporting

1.3. Maritime Cluster Development

Foreign Investment with spin-offs for Future SLCG; Industrial Contributions to Coastal Development; 2

nd career

opportunities for former (retired) SLCG personnel; Fisheries Management

Marco Hekkens MHQ Supporting

1.4. SLCG Media Strategy Broader Public and Civil Society Awareness on Roles of Future SLCG; Enhanced Public and Civil Society Support; modern and responsive website

Marco Hekkens MHQ Supporting Selected SL Media trainers

1.5. Gender Awareness Gender Awareness and proportionate Gender representation within SLCG

MHQ Marco Hekkens Selected Somaliland Service Providers

1.6. Critical Infrastructure and Littoral Protection and Response Authority

A unified entity to safeguard SL interests in the littoral and critical infrastructures in the future port environments.

Marco Hekkens External experts

2.0 Legal

2.1. SLCG Maritime Law drafting Institutional Framework (for SLCG) Elisa Webber MHQ Supporting

2.2. Review of SL related laws Coherence between national laws where these affect SLCG; comparison with Somalia Legal Frameworks

Elisa Webber MHQ Supporting

2.3. Support to the Judiciary Reinforce national judicial capacities; alignment and coherence between national and international laws


2.3.1. Education and Training in the legislative frameworks

Fundamental Principles of International Law Applicable to Maritime Crime Law understood


2.3.2. Train the trainer programme

Programme for lawyers, prosecutors judges and university faculties


2.3.3. Establish a legal library Hardcopy and e-copy Elisa Webber MHQ Supporting

2.4. TTW and EEZ Alignment, formalisation and implementation of maritime delimitation issues with regional states Yemen, FGS & Djibouti. Awareness Campaign for Somali Media

UNODC leading EUCN and IMO supporting Elisa Webber MHQ Supporting

3.0 Police

3.1. SLCG Police Capability Targets

Insight and Prioritisation James McCarthy

3.1.1. Criminal Investigation Techniques

EUCN Training Coordinator assistance

3.1.2. Preservation and handover of evidence

EUCN Training Coordinator assistance

3.2. Basic Training International Actors

3.2.1 Leadership Development Course in Ireland (completed) James McCarthy

3.3. Rapid response early Study and measures for James McCarthy


warning system involving the use of mobile phones in coastal and isolated rural communities along Somalilands littoral

implementation

3.4. Border Security James McCarty EUCN Training Coordinator assistance

4.0 Maritime

4.1. SLCG Maritime Capability Targets

Insight and Prioritisation; realisation of achievable and sustainable capabilities

Marco Hekkens (collaboration with UNODC)

4.1.1. Basic Training Basic Proficiency achieved for safe operations in controlled environments

Visiting Experts MHQ Supporting/Leading UNODC

4.1.1.1 Search and Rescue Training

Visiting Experts

4.1.2. Language Training (e-learning)

Enhance language proficiency levels for earmarked personnel

MHQ supporting Donor nations (US Djibouti) UNODC

4.1.3. Data Transmission Infrastructure (DTI) requirements

Scope the DTI requirements in relation to SLCG IOC declaration; and inform the Request for Proposal process

Marco Hekkens MHQ (CIS) Supporting

4.2. Maritime Coordination and Information Centres

Limited IOC by date, consolidate establishment; Strengthen regional cooperation and connectivity; Link to serial 4.1.3.

Marco Hekkens

4.3. Maritime Education Professional Education and Courses; access to Maritime Research; short-term secondments; scholarships

Marco Hekkens MHQ Supporting/Leading WMU support

4.4. Somaliland Maritime (Safety) Administration (or Authority)

17

Consolidate establishment; develop METEO forecasting function for coastal communities (TBC);

Marco Hekkens MHQ Supporting

4.5. Training and Exercises in the SL Littoral

See section 5 Successful Table Top planning exercises (Conditional to fuel allowance being provided by EUCN)

Maritime Hekkens MHQ Supporting EUNAVFOR

Et cetera

Following the guidance in the revised OPLAN of 23 July 2015, at Mission level, EUCN will operate with the following four lines of operation:

a) LO 1: Federal Government of Somalia (Mogadishu)

Focusing on the Central Government, to help develop an initial maritime law enforcement capacity, both on land and at sea.

b) LO 2: Somaliland

In Somaliland, to help develop an initial maritime law enforcement capacity, both on land and at sea.

c) LO 3: Puntland

17

A national agency responsible for and dedicated to ensuring the safety of ships, the protection of life and property at sea and the marine environment, and compliance with applicable Somaliland laws and regulations.


In Puntland, to help develop an initial maritime law enforcement capacity, both on land and at sea.

These Lines of Operation have been given so-called Decisive Points:

Decisive point 1 - Policy frameworks have been developed Decisive point 2 - Legal frameworks have been developed Decisive point 3 - Institutional capabilities have been developed These Decisive Points each have Desired Outcomes and Tasks. See Annex G for detail where it concerns Somaliland. Rolling Fragility Assessment

The Rolling Fragility Assessment serves the purpose to provide an as much as possible objective quantitative and qualitative profiling and assessment of the current state of affairs of the SLCG. It is not meant to criticise, nor pass judgment but to highlight areas that are in need of urgent investment and development.

See Annex D and Appendix 1 to Annex D for detail (This process has been initiated on 27 May 2014. To be further developed in cooperation with SLCG and Ministry of Interior).


SECTION 3 REQUIREMENT ANALYSIS TO MEET PRIORITISED CAPABILITY TARGETS

In simple terms, prioritised Capability Targets can be divided into two categories: [1] The knowledge required to be able to conduct operations and activities in a safe and secure manner; and [2] the material (hardware) necessary to exercise command and control, operate, sustain the Headquarters and Fleet Units, and conduct training and exercises.

The temptation is to focus on the material category. For 2015 2016, the SLCG will benefit most by a conscious process of Intellectual Recapitalisation and expanding their Human Capital Knowledge Base / Foundation instead (see picture above). A phased and donor coordinated introduction of the necessary equipment to support progress made is necessary to consolidate progress and in particular encourage and motivate the younger generation of SLCG personnel. To support progressive training at sea it will remain necessary to obtain funding for procurement of fuel for training purposes.

The below illustrations have been used in the pilot MTT (August October 2014):


The experiences gained from the pilot Mentoring, Teaching and Training (MTT) programme were valuable to gain deeper insight in terms of individual officers and command teams basic knowledge and absorption of new information; and their ability and responsiveness to implement changes and (collectively) deliver against the agreed milestones.

Blueprint SLCG 2015. Blueprint SLCG 2015 is a subset of the Joint Action Plan for Somaliland with a particular focus on what should be achieved in 2015 for the SLCG (drawing on funding from EUCN Fiscal Year 3 FY3). The intention is to combine the collective ability of EUCN, UNODC and other donors/stakeholders (i.e. UK) to deliver (some of) the prioritised capability targets. A deconfliction and coordination meeting took place on 4-5 Nov 2014 and the Blueprint SLCG 2015 was subsequently endorsed by the SLCG. The below illustrations provide insight into the Blueprint SLCG 2015 core areas of investments and planned EUCN activities in FY3 (till October 2015). See Annex F.


SLCG Headquarter and Force Structure Review

The following slides provide insight in the Headquarter and Force Structure Review process. The process was endorsed by the Minister of Interior as a baseline for the detailed study to be undertaken to guide the SLCG transition towards the Future SLCG.

Headquarter Review:


SLCG Force Structure Review (Endstate):

The aspired Endstate envisages that in each Sector Base along the Somaliland coast the Fleet Units will be structured in: - Port and Anchorage Patrol Unit - Search and Rescue (SAR) Unit18 - Intervention and Raiding (IR) Unit - Intelligence, Surveillance and Reconnaissance (ISR) Unit For the foreseeable future, the priority will be to establish, train and exercise the Port and Anchorage, and the Search and Rescue Units.

Each unit will be trained and equipped for their primary tasks. Future rotation of personnel between units is foreseen and will be based on demonstrating the commensurate skillsets and aptitude required for each unit.

The Transition Plan for the SLCG that will lead towards this aspired Endstate will involve several phases, or consecutive steps. As an example, for the SLCG Sector Base in Zeyla it is foreseen: - Current Situation: Base commander (and small staff) directs daily activities of the 3 smaller bases with Sector Zeyla with 7 boats in Zeyla, and 1 in each smaller base. - Phase 1: Combined Sector and Base Commander (and staff); establish the Port and Anchorage Patrol, and the SAR Units; boats centralised or (temporarily) detached to sub-locations. Designated junior commanders assigned to the two Units. Boats optimally equipped for primary role. - Phase 2: Combined staff (+); Establish ISR Unit (ashore) with designated junior commander; possibly also establishment of the Intervention and Raiding Unit. Enhance Equipment Tables.

18

It is important to realise that the unique topography, the lack of natural lagoons, protected anchorages, shelters and ports along the SL coastline, and the combination of climatic and oceanographic conditions can cause all sorts of hazards to local commercial activities at sea, in particular local fishing in smaller vessels. A well-organised and functioning SAR capability is instrumental to promote the viability and growth of the SL Fishing Industry, and other future commercial activities in the littoral.


- Phase 3: Sector Commander and Base Commander separated; 4 Units established in Zeyla; bare base facilities in the sub-locations, equipped to accommodate forward deployed elements of the Zeyla Fleet Units. Further enhance Equipment Tables, and Logistic Support Functions within the Sector.

SLCG Training Wing See slide:


SECTION 4 SOMALILAND COAST GUARD ROAD MAP TOWARDS (LIMITED) IOC

The SLCG Road Map is to become a key subset of the Joint Action Plan and uses the structure of a so-called Dynamic Synchronisation Matrix. The aim is to sequence and correlate planned and prioritised activities in time and space (location), show key events, agreed Milestones but also periods that should be kept free or have reduced activity to reflect religious constraints, seasonal effects and/or other events that would affect and influence the execution of the Joint Action Plan. Not in the least, it must take into account EUCN engagement in other Somali regions, for instance Mogadishu.

By nature, the Synchronisation Matrix is a living document that will reflect actual progress; and any mitigating actions necessary when Lines of Development (the pathways towards (Limited) IOC) and their constituent activities suffer delay. It comprises of the following work sheets: 1. General Planning (see illustration). 2. Milestones. 3. Capability Progress (IOC Fragility).

(Older) Print screen illustration of the General Planning worksheet of the Dynamic Synchronisation

Matrix. Other worksheets are Milestones and IOC Fragility.

Example worksheet Milestones:


SECTION 5 SUPPORTING MECHANISMS This section presents examples of additional mechanisms or pathways that each and all have the potential to positively influence the professional development and recognition of the SLCG; and contribute to achieving Limited IOC by end of 2016.

Media Strategy

Broader Public and Civil Society Awareness on Roles of Future SLCG; Enhanced Public and Civil Society Support. Potential of Crowd Funding?

To be developed (note that Civil Society engagement has started early May and was positively received). It is planned to conduct a broad audience presentation on the Joint Action Plan and the Vision for the SLCG Booklet for Somaliland in Autumn 2015 with ministerial Stakeholder attendance, Civil Society and media.

By having improved the website of the SLCG (part of Blueprint SLCG 2015), it is hoped to enhance Community Outreach as well as boosting the image of the SLCG.

Maritime Education and Awareness Building

The potential of the Somaliland Marine Resources is vast. To be able to fully exploit this potential, it will be imperative to build a core of maritime and marine professionals that understand the intricacies of the maritime domain and how these can or will interact. Education and awareness building is an essential process to ensure that the marine resources can be exploited in a responsible manner and with a view to provide revenues for years to come.

The figure illustrates the cross-cutting nature of maritime education and awareness raising. For Somaliland, it is imperative to generate a core of professionals across the public and private domains that can safeguard the future of Somalilands marine resources. A well trained SLCG is but one of the organisations that plays an important role to achieve this. Within the scope of EUCN Mandate, ongoing support and assistance will be provided to the Berbera Maritime and Fisheries Academy; and to encourage SLCG personnel based in Berbera to make more use of this learning environment.


This illustration highlights how SLCG personnel could move in the future as part of their personal career paths between functions within the Coast Guard and outside the Coast Guard organisation. It would broaden their personal and organisational knowledge base, resulting in a better understanding of the pertinent maritime issues within those other agencies and institutions that have a stake in maritime safety and security.

Of note, EUCN is already involved in the development of a Maritime Crime Legal Education plan.

Public Private Partnerships and Business Push

Create linkages to local economies in Somalilands coastal areas. Stimulate awareness between both the SLCG and, for instance, local fishing companies. EUCN has established close links with organisations like Fair Fishing, Shuraako and Secure Fisheries in Berbera with the aim to encourage interaction between all entities. A potential spin-off will be a better flow of information towards the SLCG, for instance on perceived IUU fishing activities. To be further developed, with linkages to the Littoral Community Engagement & Development Concept.

Port and Maritime Cluster Development

Broadly speaking, infrastructure has been shown to have positive impacts on income growth and, more tentatively, on distributive equality, according to a World Bank review paper on the subject. Furthermore, modern transportation technology can produce economic change in poor countries by reducing trade costs, integrating markets, and facilitating the circulation of ideas.

In poor or remote regions with higher costs to trade, transportation could permit increased commercialization of agriculture, start an urbanization process, and lay out the foundations of future industrialization. Development of a coastal maritime transportation structure could be a first step to unlock the available potential.


Illustration used during the pilot MTT to highlight the future potential for coastal ro-ro ferry link services to connect the major ports in Somaliland and Djibouti. It would significantly reduce the time required to transport commercial goods and personnel. Crux is that an enhanced awareness across the Somaliland society that its sustainable future is influenced by how well the Littoral is managed (security, resources, coastal shipping, trade, tourism,..) is still lagging behind. The traditional focus on raising animals (camels, goats), and a sense of fear for the sea (drowning, sharks) plays an important factor in the Somali(land) perception.

Promote and pursue Private and Industry Contributions to Coastal Development Projects (Targeted Approach); and create linkages to local economies. Building and refurbishing small to medium size ports along the Somaliland coast can give impetus to the development of the transport sector and in particular the coastal shipping trade in the absence of well-maintained all-weather road infrastructure. It will boost connectivity to the more remote regions. Consider the creation of future affiliations between Somaliland and European Port Authorities; and higher (maritime) learning centres.

(Illustration from Oceans Beyond Piracy website; report Industry Contributions to Somali Coastal Development, Anna Bowden, Jan 2014).


Example of a small port with for instance offshore support vessels and ship repair facilities.

To be further developed. (Future) International Training and Exercises in the Somaliland Littoral Local Maritime Capacity Building (LMCB) Activities

Initial focus is to be on low-level cross-training and exercising in the littoral, where for instance EU maritime (amphibious) capabilities and either operating under EUNAVFOR ATALANTA19 or under bi-lateral arrangement, create teaching and training opportunities that can be practised and validated during exercises. Such engagement would see activities at sea and ashore, and bring the various actors together. Primary training audiences are the SLCG, National Police and possibly military (including responsible Headquarters and Ministries). Benefit for EU Amphibious Forces would be training in a challenging environment (coastal and rugged terrain, temperatures, austere logistics, etc.), subject to authorisation being given to put boots on the ground in the hinterland.

A scalable approach will be used to match needs and capabilities. Table Top type exercises are a valuable tool to address learning points without time pressures. Given the relative permissive environment encountered in SL, the LMCB training will also allow for a degree of engagement ashore, enhancing both the value for the SLCG and the visiting ships force elements. With the new mandate and OPLAN for EUNAVFOR, a window of opportunity to demonstrate this new LMCB and start shaping the CONOPS for (limited) future engagement ashore by CTF 465 (EUNAVFOR). Lessons Learned will directly enhance and benefit the level of future LMCB in Somalia and Somaliland. In addition, such LMCB activities will provide insights on the feasibility to establish a cycle of "persistent engagement" by maritime forces. The overarching objective is that visiting forces, under EU flag, or on bilateral basis, should assist the SLCG (and Somali maritime entities) in a planned and 'logic' manner, with training matched to the requirements at that time.....but part of a plan that ultimately - leads to Full Operational Capability.

A positive development is the involvement of EUCN advisers in the so-called Joint Mission Preparation planning process for the incoming EUNAVFOR Force Headquarters staff. It would allow the advisers to provide expert input on the needs of the SLCG, and the unique operating environment.

19

The broadening of the EUNAVFOR Mandate provides opportunities for Local Maritime Capacity Building activities as a secondary, supporting task; within means and capabilities and without distracting from the primary tasks.


SECTION 6 RESEARCH AND LESSONS LEARNED

Research

In Section 5, under the heading Maritime Education and Awareness Building the value of investment in (maritime) education has been briefly highlighted. The Research20 function not only complements the education function, but also for instance supports future studies that concern the responsible utilisation of the maritime space in its broadest sense; or more specifically, the future force structure of Somaliland, and which roles are to be fulfilled by the Future SLCG. The following two excerpts21 are illustrative: .governing Africas maritime domain is a new field that consists of unique and so far unexplored risks, challenges and opportunities. There is a lack of understanding of the maritime space, the economic, social and political dynamics that structure it, and the skills, tools, frameworks and capacities required to govern it. .a network of researchers should be put into place in order to underpin the evolving maritime governance architecture on the continent with an intellectual community or network made up of practitioners, researchers and analysts. One of the main tasks of an intellectual network on maritime security and governance would be to develop standards and models for maritime education, training and capacity building.

The Berbera Maritime and Fisheries Academy (with its existing links to the SLCG already in place) would appear to be the obvious choice to assume the research function, with SLCG Officers being encouraged to become actively involved, both at the national and international level. During Q4 2015, it is envisaged to develop a way forward to firmly anchor Maritime Research within Somaliland, which must include an annual budget to support research activities. Web-based research and information portals: The following links are of interest:

www.lessonsfrompiracy.net.

http://piracy-studies.org is a research Portal for maritime security. It contains comments and blog posts summarizing forthcoming research as well as recent events.

http://www.oceansbeyondpiracy.org

http://www.igad.int See Document section for detail on Horn of Africa Initiative and Division (Peace

and Security) section for relevant regional developments.

www.piracylegalforum.org A dedicated platform for the study, analysis and discussion of legal

matters related to piracy issues, enabling the update of relevant legal information, the discussion of

new or ongoing challenges and the assistance upon request in the implementation of the legal

toolbox.

20

The Merriam-Webster Online Dictionary defines research in more detail as "a studious inquiry or examination; especially : investigation or experimentation aimed at the discovery and interpretation of facts, revision of accepted theories or laws in the light of new facts, or practical application of such new or revised theories or laws" 21

Workshop Report African Approaches to Maritime Security: The AU and Continental Perspectives, Addis Ababa, 16-17 June 2014

http://www.lessonsfrompiracy.net/http://piracy-studies.org/http://www.oceansbeyondpiracy.org/http://www.igad.int/http://www.piracylegalforum.org/


www.searchandrescueeurope.com

Lessons Learned The foreword of The NATO Lessons Learned Handbook quotes: In a successful learning organization, lessons are identified and turned into lessons learned effectively and efficiently; the organizations Lessons Learned capability enables the organization to reach its full potential. It is the ability and motivation of each individual in the organization to learn and change that makes its Lessons Learned capability successful.

By definition, NATOs Lessons Learned capability incorporates the structure, process and tools necessary to capture, analyse and take remedial action on any issue and to communicate and share results to achieve improvement. A desire to improve and the right mindset are essential to ensure that the capability works in harmony.22 The Lessons Learned (LL) capability for the SLCG needs to be developed in order to support the transition from IOC to FOC. Within the SLCG HQ, it is recommended to create the position of a Lessons Learned Staff Officer by early 2015. During the Mentoring, Teaching and Training (MTT) period of young SLCG Officers, the LL process will be addressed and potential LL Staff Officers will be identified for further training. To be developed during 2015 as part of the Strategic Headquarter review (Hargeisa)

Web-based research and information portals: The following links are of interest:

http://www.lessonsfrompiracy.net is the repository of the lessons learned project of the Contact Group on Piracy off the Coast of Somalia. It is currently still in the build-up stage but will contain updates concerning the lessons that can be learned from counter-piracy in Somalia. The Lessons Learned Project of the Contact Group on Piracy off the Coast of Somalia follows up on a plenary decision and records the history of the group, captures its experience and extrapolates core lessons from its work. The Project is supported by a grant by the U.S. Department of State.

http://www.inegma.com

www.lessonsfrompiracy.net is a website where articles, accounts and opinions can be posted. It also hosts the CGPCS Lessons Learned and aims to offer an open analysis of the achievements of the Contact Group by drawing on a combination of papers authored by some of the key stakeholders of the Contact Group, in particular ambassadors who chaired or had been chairing the various Contact Groups Working Groups, and academic input.

22

The NATO Lessons Learned Handbook, 2nd

Edition, September 2011; http://www.jallc.nato.int/newsmedia/docs/Lessons_Learned_Handbook_2nd_edition.pdf.

http://www.searchandrescueeurope.com/http://www.lessonsfrompiracy.net/http://www.inegma.com/http://www.lessonsfrompiracy.net/http://www.jallc.nato.int/newsmedia/docs/Lessons_Learned_Handbook_2nd_edition.pdf


SECTION 7 MULTI-STAKEHOLDER AND THIRD PARTY CONTRIBUTION TO THE JOINT ACTION PLAN FOR SOMALILAND

This section lists those organisations that pursue similar and/or comparable goals for achieving Maritime Security and countering the root causes of piracy (including the humanitarian effects thereof); and are supportive to the EUCN efforts toward Capacity Building in Somaliland.

Oceans Beyond Piracy hosts the Joint Action Plan on its Platform www.oceansbeyondpiracy.org

SONSAF stands for the Somaliland Non State Actors Forum. SONSAF aims to strengthen non-

state actors in Somaliland to engage in domestic and international policy dialogue and decision making to bring about a secure and peaceful future for the people of Somaliland. We speak on behalf of a broader Somaliland constituency on issues such as poverty reduction, development, good governance, democracy, peace and security. http://www.sonsaf.org/

Fair Fishing works to fulfil the needs for gainful

employment, nutrition and optimal, rightful utilisation of marine resources. It aims to provide an alternative to illegal activities at sea and on land by creating new, legal and prosperous ways of living. As an independent Danish-Somali international NGO they have been working closely together with fishermen, fishery companies, local and national organisations, ministries and authorities to develop artisanal and commercially viable fisheries in Somaliland. www.fairfishing.org

Maritime Piracy Humanitarian Response Programme is a pan-industry alliance of ship owners, managers, manning agents, insurers and welfare associations, working together with one aim: "to assist seafarers and their families with the humanitarian aspects of a traumatic incident caused by a piracy attack, armed robbery or being taken hostage." www.mphrp.org

Coordination and Capability Building Meetings (CCBM) With the establishment of the Cooperation and Capability Building Desk within the Somaliland Coast Guard (SLCG) organisation an authoritative focal point has been created for establishing and maintaining contact with external donor organisations providing Capability / Capacity Building for the SLCG. It has been given the remit to advise, coordinate and streamline the various initiatives for coordination, cooperation and assistance where these pertain to enhancing the administrative, operational and logistic capability of the SLCG.

http://www.oceansbeyondpiracy.org/http://www.sonsaf.org/http://www.fairfishing.org/http://www.mphrp.org/


One of the available in country mechanisms to achieve donor coordination and the prioritisation of external donor Capability / Capacity Building initiatives is the periodic Coordination and Capability Building Meeting (CCBM). Its Terms of Reference (ToR) are described in the following paragraphs.

ToR CCB Meeting

1. Purpose. To bring together international donors with the aim to match the SLCG (demand driven)

requirements for Capability and Capacity Building with the available offers for assistance and advice; and

sequence and coordinate these offers to maximum effect.

2. Attendance. Attendance to the CCB Meeting is on a voluntary basis. Likely participants to attend

originate from:

- SLCG Commander and Staff;

- EUCAP Nestor;

- UNODC;

- Government sponsored Consultancies (i.e. Adam Smith International for UK / FCO);

- SL CPC Office;

- Focal Point for Capacity Building of Ministry of Interior;

- Somaliland Stakeholder Ministries and organisations (for a specific agenda item)

3. Frequency. In principle, the CCB Meeting will take place every 6 8 weeks, taking into account ongoing

programmes and special dates in Somaliland.

4. Location. The location will rotate between HQ SLCG (Hargeisa), the SL CPC Office, the EUCAP Nestor

Field Office and the Ministry of Interior; and other suitable locations by suggestion of the principle attendees to

the CCB Meeting.

5. Organisation. The CCB Meeting will be chaired by the Head of the Cooperation and Capability Building

Desk; the EUCAP Nestor Senior Maritime Adviser will act as co-chair and acting secretary.

6. Calling Message. Head of the Cooperation and Capability Building Desk will prepare and email the

Calling Message for the CCB Meetings. The Calling Message will contain as a minimum the following detail:

- Date of CCB Meeting (or multiple dates, with request for preference).

- Location and timings.

- Proposed agenda (and asking for additional agenda items).

- Administrative instructions (if necessary).

- Contact details of organisers (email and phone).

- Confirmation of attendance request by date.

7. Obligation of Participants disclosure of Information. Whilst the participants partake on a voluntary

basis to the CCB Meetings, it is assumed that all subscribe to its purpose and are prepared to disclose and

discuss their intentions for assistance and advice; and the respective pertinent detail.

8. Meeting Minutes. Detailed Meeting Minutes and an Action List will be prepared by the (acting)

secretary. Draft minutes will be circulated for comments to participants.


The illustration above aims to convey the purpose of the CCB Meeting: by moving the red line towards the right, it implies enhanced interaction, coordination, cooperation and synergies during the process of rebuilding the SLCG.

The illustration below aims to visualise the importance of selecting the right capability building activities, at the right time and place, by the best suited actors that work together in a supporting supported interrelationship.


ANNEX A POINTS OF CONTACT

Name Appointment Email Phone

Presidents Office

Addiraham Abdillahi Ismaeil

Vice President

Ahmed Suleiman Duhul

Presidential Spokesperson

Abdoo Ahmed Aayar Presidential Advisor for Foreign Affairs

Abdulfatah Said Ahmed

Advisor for International and Local Organisations

[email protected] +252 634247674

Prime Ministers Office

Ministry of Presidential Affairs Hersi Ali Haji Hassan Minister [email protected]

Ministry of Foreign Affairs & International Cooperation Mohamed Behi Yonis Minister [email protected]

[email protected]

Mohamed Hassan Saed

Director General [email protected] +252 63424008

Ahmed Suudi Elmi Director of Protocol [email protected]

Dr Bulhan Special Adviser [email protected] +252 634427236 Said Ali Musa Communications & Public

Relations Expert [email protected] +252 634741333

Michael Higgins Adviser [email protected]

Nima Elmi Special Adviser [email protected] +252 633613143 Mohamud A Jama Somaliland

Representative in Nairobi [email protected] +254 708930454

Saleeban Daahir IT Expert [email protected] +252 633471672

Ministry of Interior, Regions and Districts & Immigration Department Ali Mohamed Waran Ade

Minister [email protected] +252 2523225 +252 24240202

Abdi Dahir Amoudi Vice Minister / Deputy Minister for Security

+252 24240038 +252 79420038

Ahmed Farah Adare Vice Minister for Admin & Districts

[email protected] [email protected]

+252 634243790

Omar Afgarshe Security Sector Coordination and Institutional Capacity Development Expert


Abdisamad Omar Mal Director General MoI [email protected] +252 634243334 +252 634466973

Ahmed Egal Focal Point Maritime Capacity Building


+252 24425392

Mohamed Ahmed Mohamoud MAM

Director of Internal Security


BGen Abdulla Fadel Police Commissioner

Ato Kochin Counter-Terrorism Coordinator


Mohamed Ali Yusuf General Director Immigration Department

[email protected] +252 634242006 +252 634163949

Lt. Colonel Mohammed Suleiman

Deputy Commander of the Somaliland Immigration Police

mailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]


Lt Abdi Shakuur Abdi Lahi

Head of the Intelligence Unit

Mohamed Hujaleh Senior Adviser to MoI & Head of Mandheera Police Academy


Ahmed Abdi Tiir Commander SPU [email protected] +252 634130000

Ministry of Defence Ahmed H Ali Adami Minister [email protected]

+252 634240065 +252 79060008

Jama Abdillahi Biim Deputy Minister

Colonel Abdi Hersi Duale

Deputy Chief of Staff [email protected] +252 634424076

Ministry of National Planning & Development Dr. Saad Ali Shire Minister [email protected] +252 634240045

Vice Minister [email protected] +252 634240362

Abdirashiid Guleed Director General [email protected]

Abdifattah Sultan Adem

Assistant to the Minister [email protected]

Angus Miller SL Development Fund [email protected]

Mubarik Abdilahi SL Special Arrangement [email protected]

Ministry of Commerce & Foreign Investment Dr. Musa Kasim Omar Minister [email protected] +252 634246063

Mohamed M Awale Director of Planning & Development


Ministry of Justice & Judicial Affairs Hon. Hussein Ahmed Aideed

Minister [email protected]

Abdirashiid Hussein Abdulle

Deputy Minister

Hassan Ahmed Adam Attorney General [email protected] +252 634242232 Office:+2522528986

Adam Ahmed Musa Deputy AG [email protected] [email protected]

+252 634422146

Hon. Adam Haji-Ali Ahmed

Chief Justice [email protected] [email protected]

+252 634403650

Sabra Ismacil Secretary Chief Justice +252 634424221

Dayib Muhumed Nur Technical Adviser High Judicial Council


Ahmed Osman Mireh Deputy Attorney General Name TBC TBC +252 6321212387

Barkhad Omer Ali Office of the AG, Director Planning & Development


Yusuf Biihi Mohamed Prosecutor Somaliland [email protected] +252 634411351

Ali Mohamed Ali Prosecutor Somaliland [email protected] +252 63471911 Sharmarke Jama Organisational

Development Adviser [email protected] +252 634718869

Abdi Harar Head of the Judicial and Access to Justice Department

General Hudhoun Chief Custodial Corps [email protected]

Ministry of Fisheries & Marine Resources Ali Jama Farah Minister [email protected] +252 634240350

+252 634841181

Mohamed Haji Adan Elmi

Deputy Minister

Abdikarim Ahmed Moge

Assistant Minister ??

Abdi Ahmed Nur Director General [email protected] +252 24240061 (TBC)

Sam Omer Ghedi Director of Planning [email protected]

mailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]


Ministry of Environment & Rural Development Shukri Haji Mohamoud Bandare

Minister [email protected] [email protected]

+252 634426085

Ahmed Mohamed Nur

Deputy Minister

Mohamed Elmi Hussein

DG

Ministry of Energy & Minerals Hussein Abdi Dualeh Minister [email protected] +252 63528766

+252 634240056

Hodan Farah Secretary to Minister +252 634241085

Ministry of Education and related Institutions Rashiid Ismail Kahin Deputy Minister

Mohamoud Hussein Farad

Dean Faculty of Law, University of Hargeisa


Abdirahman Ahmed Ismail

President Berbera Maritime & Fisheries Academy

[email protected] ([email protected] private) ([email protected] IT Manager)

+252 634449931 (+252 634446110)

Mukhtar Mohamed Ibrahim

Finance and Admin Officer BMFA

Aisa Nambozo English Lecturer, BMFA [email protected] +252 634784300

Edna Adan Ismail Director Edna Adan University Hospital

[email protected] +252 24426922 +252 24416342

Roda Ali First Aid Training Coordinator (for SLCG)

[email protected]

Ministry of Finance Zamzam Abdi Adan Minister [email protected]

[email protected]

Osman Abdilahi Sahardid

Minister of State for Finance


Ministry of Youth, Sport & Tourism Ahmed Abdi Kahin Minister

Yusuf Osman Garas Deputy Minister

Mohamed H Ahmed Director General [email protected] +252 634426760 +252 634240291

Ministry of Civil Aviation and Air Transport

Mohamed Yusuf Ismail

Airport Manager EIA [email protected] +252 634409858 +252 634242228

Abdillahi Ahmed Arshe Chief Protocol EIA [email protected] +252 634112109 +252 634240132

Ministry of Labour and Social Affairs (irt Gender Balance in SLCG) Dr. Abdi Aw Dahir Ali Minister

Mohamed Farah Hirsi DG

Town and Port Authorities Berbera City Ali Hoor Hoor General Manager Berbera

International Port [email protected]

Engineer Ali Omar Mohamed.

Managing Director of Berbera Ports Authority

Omer Abokor Jama Deputy General Manager Berbera Port Authority


+252 634244054 +252 634446570

Abdishakur Mohamed Hasan

Mayor Of Berbera [email protected]

+252 634044095

mailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]


Somaliland Coast Guard Admiral Mohamed Hussein Farah

Commander CG [email protected]

+252 634240080 +252 634138143 (secretary)

Yusuf Ibrahim Abdi Deputy Commander CG [email protected] [email protected]

+252 634400114

Abdullah Omer Kawden (Capt Retd)

Adviser to Comd Lecturer BMFA


+252 634472712

Yusuf Kirih Awad Legal Adviser [email protected] +252 634422602

Khadar Isse Logistics Officer [email protected]

Mohamed Abdilahi Omer

Secretary to Comd SLCG [email protected]

Commander CG Base Berbera

Issa Mahad Abdi [email protected] +252 634444835

Assistant CO Base Ahmed Abdi Dube [email protected] +252 634403077 Somaliland Counter Piracy Coordination Office Mohamed Osman Ahmed

Executive Director [email protected] [email protected]

+252 634240294

Adan Jama Hadi Director of Operations [email protected] [email protected]

+252 634240296 +252 79815594

Somaliland Civil Society (SONSAF) National Women Network (NAGAAD) Mohamed Ahmed Mohamoud

SONSAF Executive Director


+252 634414335 +252 79115796

Amina Farah Arshe Vice Chairperson [email protected] +252 634428044 Nafisa Yusuf Mohamed

Executive Director [email protected] [email protected]

+252 634427496 +252 634420156

Somaliland Independent Advisers and Co-Thinkers towards Maritime Capacity Building Mohamed Omar Adviser

MASE Programme [email protected] +252 634240032

Latif Ismail CEO Transparency Solutions


Abdi Barud Exec Director Global Somali Diaspora


EUCN Marco Hekkens Senior Maritime Adviser

Somaliland Marco.hekkens@eucap-nestor

2015 09-12--sl-cpc---eucn---unodc-tripartite-joint-action-plan-v5-1

Presentations & Public Speaking