Somaliland Coast Guard Joint Action Plan

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
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SOMALILAND CPC OFFICE – EUCAP NESTOR – UNODC
‘TRIPARTITE’ JOINT ACTION PLAN for Somaliland 2014 – 2016
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 Somaliland’s 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)

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
Limité", 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 euopcen@eeas.europa.eu.
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%20Completee
dit.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/

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 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 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-off’s 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
Elisa Webber
MHQ Supporting
2.3.1. Education and Training in
the legislative frameworks
Fundamental Principles of International
Law Applicable to Maritime Crime Law
understood
Elisa Webber
MHQ Supporting
2.3.2. Train the trainer
programme
Programme for lawyers, prosecutors
judges and university faculties
Elisa Webber
MHQ Supporting
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
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
Somaliland’s littoral
implementation
3.4. Border Security James McCarty
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 Somaliland’s 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 Somaliland’s 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 ship’s 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 ‘Research’20
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 Africa’s 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

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
organization’s 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, NATO’s 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
Group’s Working Groups, and academic input.
22
The NATO Lessons Learned Handbook, 2
nd
Edition, September 2011;
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.

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
President’s 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
somalilandpresidentadvisor1@gmail.com +252 634247674
Prime Minister’s Office
Ministry of Presidential Affairs
Hersi Ali Haji Hassan Minister mopr@somalilandgov.com
Ministry of Foreign Affairs & International Cooperation
Mohamed Behi Yonis Minister mbyonis@slforeign.com
mbyonis@hotmail.com
Mohamed Hassan
Saed
Director General mohamedsaed@slforeign.com +252 63424008
Ahmed Suudi Elmi Director of Protocol suudi191@gmail.com
Dr Bulhan Special Adviser drbulhan@hotmail.com +252 634427236
Said Ali Musa Communications & Public
Relations Expert
said.musa3@gmail.com +252 634741333
Michael Higgins Adviser michael.higgins@independentdiplomat.org
Nima Elmi Special Adviser nima.elmi@gmail.com +252 633613143
Mohamud A Jama Somaliland
Representative in Nairobi
somalilandrepresentative@gmail.com +254 708930454
Saleeban Daahir IT Expert salebaancm@slforeign.com +252 633471672
Ministry of Interior, Regions and Districts & Immigration Department
Ali Mohamed Waran
Ade
Minister waranade@yahoo.com +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
afcadare@gmail.com
a.adare@somalilandinterior.net
+252 634243790
Omar Afgarshe Security Sector
Coordination and
Institutional Capacity
Development Expert
oda_xidigaale@hotmail.com +252 634842242
Abdisamad Omar Mal Director General MoI maalcabdisamad@yahoo.com +252 634243334
+252 634466973
Ahmed Egal Focal Point Maritime
Capacity Building
ahmedhegal@gmail.com
ahegaal@yahoo.com
+252 24425392
Mohamed Ahmed
Mohamoud MAM
Director of Internal
Security
Khad.895@gmail.com +252 634428336
BGen Abdulla Fadel Police Commissioner
Ato Kochin Counter-Terrorism
Coordinator
Ato2koch@gmail.com +252 24764377
Mohamed Ali Yusuf General Director
Immigration Department
mcurdin@yahoo.com +252 634242006
+252 634163949
Lt. Colonel
Mohammed Suleiman
Deputy Commander of the
Somaliland Immigration
Police

Lt Abdi Shakuur Abdi
Lahi
Head of the Intelligence
Unit
Mohamed Hujaleh Senior Adviser to MoI &
Head of Mandheera Police
Academy
mohameduk123@aol.com +252 634720592
Ahmed Abdi Tiir Commander SPU Tiir_1@hotmail.com +252 634130000
Ministry of Defence
Ahmed H Ali Adami Minister mod@somalilandgov.com +252 634240065
+252 79060008
Jama Abdillahi Biim Deputy Minister
Colonel Abdi Hersi
Duale
Deputy Chief of Staff abhersi2000@yahoo.com +252 634424076
Ministry of National Planning & Development
Dr. Sa’ad Ali Shire Minister saadshire123@gmail.com +252 634240045
Vice Minister vmopd@somalilandgov.com +252 634240362
Abdirashiid Guleed Director General Sumal37@hotmail.com
Abdifattah Sultan
Adem
Assistant to the Minister qaliil05@hotmail.com
Angus Miller SL Development Fund a-miller@dfid.gov.uk
Mubarik Abdilahi SL Special Arrangement daljir86@gmail.com
Ministry of Commerce & Foreign Investment
Dr. Musa Kasim Omar Minister drmusa@somalilandtrade.net +252 634246063
Mohamed M Awale Director of Planning &
Development
mawale@somalilandinvest.net +252 634240083
Ministry of Justice & Judicial Affairs
Hon. Hussein Ahmed
Aideed
Minister haaideed@hotmail.com
Abdirashiid Hussein
Abdulle
Deputy Minister
Hassan Ahmed Adam Attorney General Hassmo12@yahoo.com +252 634242232
Office:+2522528986
Adam Ahmed Musa Deputy AG sanqadhweyne@yahoo.com
sanqadhweyne@gmail.com
+252 634422146
Hon. Adam Haji-Ali
Ahmed
Chief Justice Supremecourt01@hotmail.com
aadamhaji@gmail.com
+252 634403650
Sabra Ismacil Secretary Chief Justice +252 634424221
Dayib Muhumed Nur Technical Adviser High
Judicial Council
dayib_nuur@hotmail.com +252 634481426
Ahmed Osman Mireh Deputy Attorney General Name TBC TBC +252 6321212387
Barkhad Omer Ali Office of the AG, Director
Planning & Development
lawyerbarkhadd@gmail.com +252 634419367
Yusuf Biihi Mohamed Prosecutor Somaliland yuusufbiixi84@hotmail.com +252 634411351
Ali Mohamed Ali Prosecutor Somaliland caliodey@hotmail.com +252 63471911
Sharmarke Jama Organisational
Development Adviser
Sharmarke.jama@gmail.com +252 634718869
Abdi Harar Head of the Judicial and
Access to Justice
Department
General Hudhoun Chief Custodial Corps khnuur400@hotmail.com
Ministry of Fisheries & Marine Resources
Ali Jama Farah Minister Buureed65@hotmail.com +252 634240350
+252 634841181
Mohamed Haji Adan
Elmi
Deputy Minister
Abdikarim Ahmed
Moge
Assistant Minister ??
Abdi Ahmed Nur Director General dg.mfmr@gmail.com +252 24240061 (TBC)
Sam Omer Ghedi Director of Planning smghedi@gmail.com

Ministry of Environment & Rural Development
Shukri Haji Mohamoud
Bandare
Minister shukriband@yahoo.com
shukri@slministryofenvironment.com
+252 634426085
Ahmed Mohamed
Nur
Deputy Minister
Mohamed Elmi
Hussein
DG
Ministry of Energy & Minerals
Hussein Abdi Dualeh Minister Minister.moem@somalilandgov.com +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
Salin100@hotmail.com +252 634423533
Abdirahman Ahmed
Ismail
President Berbera
Maritime & Fisheries
Academy
berberamfa@gmail.com
(ismailderi3@gmail.com private)
(Elmi475@gmail.com – IT Manager)
+252 634449931
(+252 634446110)
Mukhtar Mohamed
Ibrahim
Finance and Admin Officer
BMFA
Aisa Nambozo English Lecturer, BMFA naisabo@gmail.com +252 634784300
Edna Adan Ismail Director Edna Adan
University Hospital
ednahospital@yahoo.com +252 24426922
+252 24416342
Roda Ali First Aid Training
Coordinator (for SLCG)
Rodaali556@gmail.com
Ministry of Finance
Zamzam Abdi Adan Minister Zamzamaden@yahoo.com
minfi_somaliland@yahoo.com
Osman Abdilahi
Sahardid
Minister of State for
Finance
osahardeedsitc@gmail.com +252 634240209
Ministry of Youth, Sport & Tourism
Ahmed Abdi Kahin Minister
Yusuf Osman Garas Deputy Minister
Mohamed H Ahmed Director General Dhabeeye@gmail.com +252 634426760
+252 634240291
Ministry of Civil Aviation and Air Transport
Mohamed Yusuf
Ismail
Airport Manager EIA Moilyare4@gmail.com +252 634409858
+252 634242228
Abdillahi Ahmed Arshe Chief Protocol EIA caarshe1985@gmail.com +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
berberaport@gmail.com
Engineer Ali Omar
Mohamed.
Managing Director of
Berbera Ports Authority
Omer Abokor Jama Deputy General Manager
Berbera Port Authority
berberaport@gmail.com
cumar969@hotmail.com
+252 634244054
+252 634446570
Abdishakur Mohamed
Hasan
Mayor Of Berbera shakur5@live.com +252 634044095

Somaliland Coast Guard
Admiral Mohamed
Hussein Farah
Commander CG c.guardsl@yahoo.com +252 634240080
+252 634138143
(secretary)
Yusuf Ibrahim Abdi Deputy Commander CG c.guardsl@yahoo.com
yusufibraahim52@gmail.com
+252 634400114
Abdullah Omer
Kawden (Capt Ret’d)
Adviser to Comd
Lecturer BMFA
capt.kawden1@gmail.com
capt.kawden@gmail.com
+252 634472712
Yusuf Kirih Awad Legal Adviser Kirix88@hotmail.com +252 634422602
Khadar Isse Logistics Officer khadar.isse@gmail.com
Mohamed Abdilahi
Omer
Secretary to Comd SLCG c.guardsl@yahoo.com
Commander CG Base
Berbera
Issa Mahad Abdi c.guardberbera@hotmail.com +252 634444835
Assistant CO Base Ahmed Abdi Dube c.guardberbera@hotmail.com +252 634403077
Somaliland Counter Piracy Coordination Office
Mohamed Osman
Ahmed
Executive Director moa@somalilandcpc.com
jaaj52@yahoo.com
+252 634240294
Adan Jama Hadi Director of Operations adanhadi@somalilandcpc.com
adanhadi@gmail.com
+252 634240296
+252 79815594
Somaliland Civil Society (SONSAF) – National Women Network (NAGAAD)
Mohamed Ahmed
Mohamoud
SONSAF Executive
Director
Mohamed@sonsaf.org
sonsafed@gmail.com
+252 634414335
+252 79115796
Amina Farah Arshe Vice Chairperson Amina@sonsaf.org +252 634428044
Nafisa Yusuf
Mohamed
Executive Director nagaadorg@yahoo.com
nafisa.yusuf@nagaad.org
+252 634427496
+252 634420156
Somaliland Independent Advisers and Co-Thinkers towards Maritime Capacity Building
Mohamed Omar Adviser
MASE Programme
momar@hotmail.co.uk +252 634240032
Latif Ismail CEO Transparency
Solutions
latif.ismail@transparencysolutions.co.uk +252 633688888
Abdi Barud Exec Director Global
Somali Diaspora
Director@gsd.so +44 7415686459
EUCN
Marco Hekkens Senior Maritime Adviser
Somaliland
Marco.hekkens@eucap-nestor.eu +254 715546162
+252 633607663
James McCarthy Senior Police Adviser
Somaliland
James.McCarthy@eucap-nestor.eu +254 727106731
Elisa Webber Legal Adviser Somalia Elisa.Webber@eucap-nestor.eu +254 701956815
Darren Atkins Logistic Assistant darren.atkins@eucap-nestor.eu +254 716156882
+252 633656981
EU Delegation – Hargeisa
Alberto Fait Field Officer Alberto.FAIT@ext.eeas.europa.eu +252 634400095
+252 2523121
Muna Yusuf Jama Office manager munayjama@yahoo.co.uk
Adnan Hagoog Information and
Communication Officer
adnanhagoog@gmail.com +252 634488858
Abdirahman Yousuf CSR Focal Person aymxaad@gmail.com +252 634416887
UNODC – United Nations Office on Drugs and Crime
Alan Cole Regional Coordinator Alan.Cole@unodc.org +254 207621890
Bart Hulsbosch Project Coordinator Bart.Hulsbosch@unodc.org +254 207621624

bartinkenia@gmail.com +254 788510841
+252 633607669
Osmond Griffith Mentor SLCG Training osmond.griffith@unodc.org
gcgco@hotmail.com
Sarath Surasena Mentor Engineer sarath.surasena@unodc.org
chandrasurasena@gmail.com
Norman Dindial Mentor Law Enforcement norman.dindial@unodc.org
John Steed john.steed773@gmail.com
john.STEED@unodc.org
Julie Hoy - Carrasco Associate Expert Julie.CARRASCO@unodc.org +254 706763433/423
Mohamoud Hassan Mohamoud.Hassan@unodc.org
Robert McLaughlin Robert.MCLAUGHLIN@unodc.org
UNDSS – United Nations Department of Safety and Security
Pango Mashimango
Roxy
UNDSS FSCO Pango.mashimango@undss.org +252 634400009
Ali Al-Serhan UNDSS FSCO Ali.al-serhan@undss.org +252 634000956
UNDP – United Nations Development Programme
Lenny Gill UNDP Consultant (drafting
5 year plan SLP)
IMO
Philip Holihead Head Project
Implementation Unit
Pholihead@imo.org
Gisela Vieira de
Araujo
Project Implementation
Unit (DCoC); Legal Officer
gvieira@imo.org +44 2075873227
Oceans Beyond Piracy – SHURAAKO – Secure Fishing
Jon Huggins Program Director huggins@oneearthfuture.org +1 3035331710
Ben Lawellin Project Officer, SMRSS blawellin@oneearthfuture.org
BLawellin@obp.ngo
+252 633446070
Jim Gray Program Manager Somali
SSR
JGray@oneearthfuture.org
Matthew Walje CBCP Project Coordinator MWalje@oneearthfuture.org
Kaija Hurlburt Associate Director - IUU khurlburt@oneearthfuture.org
John Steed Regional Manager HoA jsteed@oceansbeyondpiracy.org +252 68820787
+254 722322364
Jérôme Michelet jerome.michelet.b2b@gmail.com
Lee Sorensen Director Shuraako LSorensen@oneearthfuture.org
Abdikarim J Gole Field Manager Shuraako agole@shuraako.org +252 633464449
Robert Mazurek Director Secure Fisheries
Programme
rmazurek@oneearthfuture.org +1 8312953390
John Steed john.steed773@gmail.com
UN Food & Agriculture Organisation (FAO)
Andrew Read Somalia Fisheries
Coordinator
Andrew.Read@fao.org +254 735984341
+252 617545898
World Maritime University (WMU)
Dr. Larry Hildebrand Head, Marine
Environmental and Ocean
Management
Dr. Aref Fakhry Associate Professor af@wmu.se
Dr. Olof Linden Director of Research &
PhD Program
ol@wmu.se
Dr. Ilias Visvikis iv@wmu.se
Mia Hedin Senior Faculty Specialist mh@wmu.se
Sue Jackson Registrar sj@wmu.se

nab@wmu.se
International Organization for Migration (IOM)
Hiroko Nishino Counter Trafficking
Programme Manager
hnishino@iom.int +254 733440780
+252 2633500609
Stephen Matete Programme Assistant smatete@iom.int
mabokor@iom.int
Japan International Cooperation Agency (JICA)
Yoichiro Toda Project Formulation
Advisor (Somalia)
Toda.Yoichiro@jica.go.jp +254 702706436
+254 202775000
Hayakazu Yoshida Afica Division 1 / Africa
Department
Yoshida.Hayakazu@jica.go.jp +81 352268269
Atsushi Yonezawa, First Secretary, Japan
Embassy Nairobi
atsushi.yonezawa@mofa.go.jp +254 722511696
+254 202898000 Ext.
300
ASI – Adam Smith International (Short Term Training Team Somaliland) – Subject to tender approvals
Brig (Ret’d) Iain
Cholerton
Team Leader Iain.cholerton@adamsmithinternational.co
m
+252 634033186
Col (Ret’d) Ronnie
Bradford
Ronnie.Bradford@adamsmithinternational.c
om
+252 633508624
Marc Parker mdcpark@hotmail.com
Phil Read SL Police Reform and
Development Project
Colin Smith -,,- Colin.smith@adamsmithinternational.com +252 633544554
Kate Ferry Project Manager ASI SL Nairobi
Rab Johnstone Operations Manager +252 633514977
Sea Shepherd Global
Peter Hammarstedt Director of Ship
Operations
Peter@seashepherd.org.au +46 760648292
Fair Fishing (Berbera Office and Fishing Station)
Kurt Bertelsen
Christensen
Project Manager kbc@fairfishing.org +252 634852403
Ernest Njoroge EU Del Fisheries Ernest.NJOROGE@ext.eeas.europa.eu
Yusuf Abdilahi Gulled Country Director agy444@hotmail.com
yag@fairfishing.org
+252 634440824
Mahad Ahmad
Jama Ashur Project Manager +252 634447388
DJIBOUTI Navy and Coast Guard (Garde-Côtes)
Colonel Wais Omar
BOGOREN
Commander Coast Guard waiss1968@yahoo.com +253 21356022
+253 21323578
omar.osman.2007@gmail.com
Lt Mohamed Abdoul
Col Wais Comd DJI Navy
LV (Capt eq) Ali Elmi
BOUH
Chief Operations DJI Navy
Lt Abdourahman Bileh
HACHIM
Head of Maintenance
Department DJI Navy
UK Representation (for Somaliland)
Col Mike Scott UK Defence Attaché for
Ethiopia, Djibouti,
Somaliland and the AU
Mike.Scott@fco.gov.uk +251 116612354 Ext
2224
+251 911215072
David Crawford Assistant UK DEFAT Crawford.Dick@fco.gov.uk

ANNEX B – KEY REFERENCES
1. Somali Maritime Resource and Security Strategy (version 8).
2. Somaliland Coast Guard Policy Document (draft by EUCN – Elisa Webber).
3. Somaliland Coast Guard Law N. xx/2015 (draft by EUCN).
4. Somaliland Coast Guard Establishment Bill (under development).
5. Somaliland Maritime Police Commission Establishment Law (draft).
6. MoNP&D Somaliland National Development Plan (2012 – 2016), (Dec 2011).
7. MoNP&D Somaliland Vision 2030 (Dec 2011).
8. Somaliland Constitution (English Version), (April 2000).
9. Somaliland Justice Reform Plan.
10. Regional Maritime Coordination Mechanism (Former Kampala Process).
11. Regional Maritime Security (MASE) Programme.
12. Pilot Project on Piracy, Maritime Awareness and Risks (PMAR).
13. EC ‘Strategic Framework for the Horn of Africa’ (Nov 2011).
14. EUCN Fact-finding Mission to SLCG in Hargeisa and Berbera (30 Aug 2013).
15. National Gender Policy (April 2009).
16. National Gender Action Plan (2013 – 2017) (Feb 2012).
17. New Deal Compact (incl. Somaliland Special Arrangements) (16 Sep 2013).
18. IOC – EU Information Needs Assessment to set up a Data Exchange Platform and Coordination
Mechanism between all countries concerned (15 Nov 2013).
19. OBP – Industry Contributions to Somalia Coastal Development (Jan 2014).
20. EUCN Strategic Review (Feb 2014, doc. 6507/14).
21. CIVCOM Advice on the Strategic Review of EUCN, (14 March 2014, Doc. 7729/14).
22. EUCN Revised Concept of Operations (14 April 2014).
23. The Working Group on capacity Building, Chair’s Conclusions; Terms of Reference for the
Working Group on Capacity Building (12 May 2014).
24. Communique 16th
Plenary Contact Group on Piracy of the Coast of Somalia (14 May 2014).
25. Criteria for achieving status of “Limited Initial Operational Capability” (IOC) for Somaliland Coast
Guard (Version 0.1., 27 May 2014).
26. Agreement between Somaliland CPC Office – EUCAP Nestor (signed 18 June 2014).
27. Agreement between Somaliland – EU (signed 19 June 2014).
28. ARES(2014) 2405566 Implementation of CSDP lessons (17 July 2014).
29. EUCN Revised OPLAN (agreed by silent procedure on 22 July 2014).
30. EUCN Mission Implementation Plan (living document).
31. COUNCIL DECISION 2014/485/CFSP of 22 July 2014 amending Decision 2012/389/CFSP on
the European Union Mission on Regional Maritime Capacity Building in the Horn of Africa
(EUCAP NESTOR).
32. EEAS – SCOPE Portal (Synergies and Cooperation Portal for Horn of Africa).
33. Revised AU Action Plan on drug control and crime prevention (2007–12).
34. AU Action Plan on drug control (2013–17).
35. Evaluation of MTT Programme (26 Oct 2014) and Special Report of MTT Programme (1 Nov
2014).
36. Communique 17th Plenary Contact Group on Piracy of the Coast of Somalia (28 Oct 2014).
37. Civil Service Reform Strategic Work Plan (2014 - ).
38. Basic Principles on the Use of Force and Firearms by Law Enforcement Officials (Sep 1990).
39. CivOpsCdr Operational Guidelines for Monitoring, Mentoring and Advising in Civilian CSDP
missions (7 Nov 2014).
40. EUCAP NESTOR Six-Monthly Report (October 2014 - March 2015) (6 July 2015).

41. Revised Operational Plan (OPLAN) for the European Union Regional Maritime Capacity
Building Mission in the Horn of Africa and the Western Indian Ocean (EUCAP NESTOR) (22
July 2015).
42. The Working Group on Capacity Building, Chairs’ Conclusions (final), dated 7 July 2015.

ANNEX C – CAPACITY BUILDING COORDINATION PLATFORM
Introduction
Balancing the identified and prioritised local and (sub) regional requirements against the various on-
going regional multi-stakeholder responses to piracy and other maritime challenges is an additional
challenge that needs firm coordination mechanisms with the authority (by exception) to offer advise
against single stakeholder activity when it is deemed that such activity does jeopardise other ‘Lines of
Development’.
The Contact Group on Piracy off the Coast of Somali (CGPCS), and in particular Working Group 1
which directs the Capacity Building Coordination Group (CBCG) provides an authoritative forum for
exactly that function: ‘matching needs and projects.’ The Capacity Building Coordination Platform,
administered by the CBCG, is the tool for the coordination of judicial, penal and maritime capacity
building activities. It helps to identify and prioritise capacity building needs, to better coordinate
capacity building activities and to minimise duplication of effort. The CGPCS website
(http://www.lessonsfrompiracy.net/the-cgpcs-archive/) can be accessed only via password which can
be obtained by emailing cgpcs@cardiff.ac.uk.
The Oceans Beyond Piracy (OBP) Website, section Strategy and Capacity Building Coordination
Platform hosts the Joint Action Plan; follow link https://wg1.oceansbeyondpiracy.org/content/tripartite-
joint-action-plan-somaliland.

Capacity Building Coordination Advisory Group
The Capacity Building Coordination Advisory Group (CBCAG) is intended to engage with capacity
building stakeholders to identify implementer and donor needs and better coordinate the capacity
building process. The CBCAG will facilitate technical level discussion between donors and
implementers, to educate stakeholders on the use of the Capacity Building Coordination Platform,
and to solicit feedback to improve the coordination process. The Capacity Building Coordination
Advisory Group will be chaired by OBP, and will consist of mid-level professionals and would focus on
linking donor and implementer organisations, highlighting activities that can be addressed in the short
term, and identifying challenges to coordination with the intent to discover solutions at a peer-to-peer
level.
The Capacity Building Coordination Platform will serve as a tool to facilitate discussion as both a
repository of ongoing projects, and as a mechanism to track progress, and identify gaps. The
meetings will serve as a mechanism to enable training sessions to promote the effective use of the
Platform, and as a means to generate buy in by providing the opportunity for key stakeholders to
provide real-time feedback. Membership in the Capacity Building Coordination Advisory Group will be
open to any organisation with a Platform account. However, a concerted effort will be made to
develop a core group of the following donors and implementers:
Donors. For instance: Australia, Denmark, EU, France, Japan, Norway, Turkey, UAE, UK, USA
Implementers. For instance: EUCAP Nestor, EUNAVFOR, IMO, INTERPOL, UNODC, AFRICOM
Donor meetings will be held three times a year in either New York, Washington DC, or London. These
locations take advantage of cheaper transportation costs, and are co-located with major offices of key
stakeholders. Implementer meetings will be held three times a year in either Nairobi or co-located
with an RMCM or CGPCS meeting. These locations take advantage of cheaper transportation costs,
and are co-located with major offices of key stakeholders.

CGPCS Working Group structure
At the 16th
Plenary of the CGPCS in New York (14 May 2014), the Working Group (WG) structure has
been revised as follows:
WG 1 Working Group on Capacity Building co-chaired by the UK and the
Indian Ocean Commission (IOC);
meet twice a year
WG 2 ‘Legal Forum of the CGPCS’ (preserving the legal
network as a virtual legal forum of legal experts)
co-chaired by Mauritius and
Portugal; can meet on an ad -hoc
basis
WG 3 Maritime Counter-Piracy and Mitigation Operations co-chaired by Japan, Seychelles
and the United Arab Emirates
WG 5 Disrupting Pirate Networks Ashore chaired by Italy
Key Somaliland Initiatives & Programmes
On a general note, the Somaliland Vision and National Development Plan place strong emphasis on
security and in particular Maritime Security. The SLCG is viewed as one of the national security
instruments to contribute to a safe and secure maritime environment.23
Following the signing of the Agreement between Somaliland CPC Office and EUCN (Hargeisa 18
June), and as part of the LoD 1.1. (General – Strategic Advice), EUCN will aim to work closely with
Somaliland authorities to harmonise both national initiatives and programmes and those initiated,
considered and planned by the IC.
To that effect a Discussion Note titled “Establishment of a Somaliland Steering Committee for
Maritime Capacity Building and related Security and Development Sectors” was presented to the
Somaliland principle interlocutors. The purpose of this Discussion Note is foremost to underscore the
value of an authoritative internal Somaliland ‘Body’ that is mandated to drive forward the multi-
facetted process of realising the Peace and State building Goals (notably PSC 2 – Security), with
specific emphasis on Maritime and Police Capacity Building and Maritime Sector Development in its
widest sense. Secondly, to explicitly pose the question whether there is a robust Somaliland-owned
mechanism in place to act as a ‘Steering Committee’ pursuant to the aforementioned objective.
Its justification is explained as follows. Within Somaliland, multiple actors, each involved with different
(but overlapping) initiatives, are engaged with Somaliland stakeholders representing the various
Ministries, Departments, Agencies as well as and private institutions and organisations. In times of
austerity and with limited financial resources and revenues available to Somaliland (and not
exclusively to Somaliland only!), effective coordination between all stakeholders engaged in ‘State
building’ – and in particular (maritime) security capacity building – becomes a necessity to fuse,
balance and optimise the available national and international resources; and effectively and efficiently
meet the Somaliland Vision 2030 and National Development Plan.
23
Statements made by Minister of Interior, Minister of National Planning and Development, during the 6
th
High Level Aid
Coordination Forum, held at Hargeisa on 9 – 10 June 2014.

To facilitate and oversee the effective coordination and provide top-level direction and guidance, a
Steering Committee, with senior representation spanning across relevant SL Ministries, Departments
and Agencies, acting as a top-level driving force to ensure timely delivery of the PSC 2 (Security)
Milestones and Targets is deemed necessary. It would further exercise oversight that the associated
supporting activities of the Milestones and Targets (see Refs A – B) do attract the attention necessary
(including the allocation of human capital and funding), but clearly balanced against the many other
areas that are in equal need.
To be further developed 24
The mechanism of the Coordination and Capability Building Meeting, that
first convened on 23 July 2015 might ‘rekindle’ the need for the inauguration of a Somaliland Steering
Committee for Maritime Capacity Building and related Security and Development Sectors. This
Steering Committee would also be the conduit for maintaining dialogue with similar bodies in Somalia
and the other Somali regions.25
24
There has been no concrete action taken by SL on the Discussion Note (dated 8 July 2014) to follow up on the
recommendations.
25
The FGS has created a National Maritime Coordination Committee (NMCC) which should facilitate coordination within the
government between its relevant Ministries and the regions in Somalia, and a Maritime Steering Group which, along with the
Ministry of Foreign Affairs, should enable coordination with the international community. An FGS led review of strategy and
polices is ongoing and a Maritime Security Strategy, under the wider SMRSS, is being developed by the NMCC.

Somaliland Coast Guard Joint Action Plan

Somaliland Coast Guard Joint Action Plan

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