STRATEGIC 2022

PLAN 2024

@mogadishuLGI

info@moagdishulgi.so
www.moagdishulgi.so

Mogadishu, Benadir - Somalia

STRATEGIC 2022
PLAN 2024
TABLE OF
CONTENTS
01 | Message from the Mogadishu Mayor

02 | Message from the Director

03 | Executive Summary

04 | Glossary of Terms

05 | Acronym

06 | INTRODUCTION

07 | Background

08 | Methodology

09 | Mogadishu LGI Direction

9.1 | Vision 9.3 | Objectives

9.2 | Mission 9.4 | Core Values

10 | Situational Analysis

10.1 | Political & 10.3 | Socio-cultural Factors

Legal Analysis Context

10.2 | Economic Factors 10.4 | Technological Context

11 | Key Stakeholder Management

12 | SWOT Analysis

12.1 | Diagnostic Analysis

14 | Theory
13 Message from the Mogadishu Mayor
of Change

14 | Strategic Goals, Objectives and Actions

15 | Actions

16 | Implementation Matrix & Logical Framework

17 | Implementation Strategty

18 | Structure of the Implementation (will be decided by the BoD)

19 | Budgets /Funding Strategy

20 | Monitoring and Evaluation

20.1 | Performance Review

21 | Annexes

21.1 | Key Performance Indicators

21.2 | Detailed three years works plan

 MESSAGE FROM THE
MOGADISHU MAYOR

The Municipality of Mogadishu is committed 2.Deliver quality in-ser vice and leadership

toward excelling the quality of ser vices it training that meets local governance and

provides through a competent civil ser vants ser vice deliver y needs,

equipped with the necessar y knowledge and

skills to better meet the demands of our 3.Develop effective Par tnership &

citizens. Consequently, we have established Coordination mechanism with local,

the first in-house capacity building center-the national regional and international

Mogadishu Local Government Institute in the institutions for local government training and

year of 2020. Following successful first year, capacity development.

the Mogadishu Local Government is hereby to

present its first formal strategic plan for the 4.Develop Research & Development

next three years. The Mogadishu Local Capacity of the Municipality of Mogadishu

Government Institute Strategic Plan, 2022 – to better inform the policy makers.

2024 which follows is the result of hard work

and many meetings and drafts by the The leadership of Mogadishu Municipality will

Governance Advisor, managing team and the make sure to mobilize all available resources

input and guidance of the Director. Today, I, to implement the goals and objectives of the

as the Mayor of Mogadishu/Governor of strategic plan. We look for ward to the next

Benadir Regional Administration, and the Chair chapter of Mogadishu LGI, as we continue to

of Mogadishu LGI Board of Directors share that work alongside our incredible staff and

the Strategic Plan is focused on four key administrators to push boundaries, inspire

strategies: innovation and pursue excellence

1.Strengthen institutional capacity for Omar M. Mohamed (Filish)

Governor & Mayor of Mogadishu
effective & efficient institution.

Mogadishu - LGI 01
 LGI DIRECTOR’S
MESSAGE

On Januar y 1, 2022, Mogadishu LGI is starting Finally, the Mogadishu LGI’s three-year

its next chapter. Since Januar y 2020, the LGI strategic plan provides an opportunity for the

and its Board of Directors have been engaged Mogadishu Municipality to take stock of its

in a strategic planning process and consulting vision, build on the institute’s successes to

with all necessar y stakeholders. It is with much date, and refine the path for ward for the years

thanks to the Mayor of Mogadishu and to come. In the year ahead, we look for ward

Governor of Benadir Regional Administration to a refreshed Mogadishu LGI strategic plan,

Mr. Omar Mohamud Mohamed “Filish” who develop a unified training master plan and

has laid down the stone for this great institute curriculum, and ways that we can capitalize

to realize one of the development visions of on lessons learned as we turn to 2022 and

this great city of Mogadishu. Since I was beyond.

appointed as the new Executive Director in

Januar y, we have been busy building the For my part, I am excited, humbled, and

foundation and key infrastructure for the honored to be entrusted with this important

effective functioning of the Mogadishu LGI. institution to lead. I look for ward to

opportunities to collaborate with existing and

As the first year of the plan has been new partners as we realize the potential and

successfully completed on both low and high promise of the Mogadishu LGI in the years to

notes, the institute team has worked tirelessly come.

to invest in developing this strategic plan. The

new plan will guide the strategic vision, and

the day-to-day activities of institution by

providing clarity, setting benchmarks to Omar Abdullahi Omar

achieve, indicators for measurement and Director,The Mogadishu Local
Government Institute
per formance review and strong monitoring,

evaluation and learning system.

02 Mogadishu - LGI
EXECUTIVE
SUMMARY

This Strategic Plan is meant to guide activities of Mogadishu Local Government

Institute for a period of three years from 2022 to 2024. The Strategic Plan is a
product of wide consultations which begun in end 2020 and included review of
documents, inter views with key officials, stakeholder consultations, and
brainstorming sessions within the representatives from all levels of Municipality of
Mogadishu.

The Mogadishu Local Government Institute envisions becoming a standard and

role model local capacity building institute producing skilled and competent civil
ser vants in Somalia. The Mogadishu LGI seeks to achieve this goal through four
priority strategic goals during the life of the current Strategic Plan.

# Strategic Action Areas

1 Strengthen institutional capacity for effective & efficient institution.

Deliver quality in-ser vice and leadership training that meets

2
local governance and ser vice deliver y needs,

develop effective Partnership & Coordination mechanism with local,

3 national regional and international institutions for local government\
training and capacity development.

Develop Research & Development Capacity of the Municipality of

4
Mogadishu to better inform the policy makers.

In order to achieve the above priority strategic objectives, this document seeks to
employ four broad-based strategies namely:

Institutional enhancing quality

01 development 02 service deliver y

partnership enhance public

03 building 04 access and awareness, &

05 building strong R&D system

Mogadishu - LGI 03
An implementation framework and monitoring and evaluation plan are integral
components of this Strategic Plan to guide the execution process of the programs,
inter ventions and activities as well as providing with routine dashboards on
progress made towards achieving the strategic objectives. The Mogadishu LGI will
continue to review and revise the Strategic Plan in accordance with new evidence
generated through the M&E program and hope to install a functional
per formance management system.

GLOSSARY
OF TERMS

01 02 03

Accountability Efficiency Priority

is meant in this document is meant in this document as is meant in this document
as to encompass to efficiency in the management as the fact or condition of
stringent standards of of a particular works in general; being regarded or treated
conduct; self-enforcement refers to measures taken to as more important than
of legal and ethical rules; avoid unnecessar y effort or others.
good stewardship of public expense on the part of the
funds and property; and Mogadishu LGI or the
effective and efficient use Municipality of Mogadishu.
of resources.

04 05 06

Outcome Indicator Performance

are the events, are signs or markers that is meant in this document as a
occurrences, or changes in measure one aspect of a strategic and integrated
conditions, behavior, or program and show how approach to delivering sustained
attitudes that indicate close a strategy is to its success by improving the
progress toward the desired path and outcomes. per formance of the people who
strategic goals. work and by developing the
capabilities of teams and
individual.
04 Mogadishu - LGI
 Critical/High/Medium/Low
is meant in this document as the significance given to
specific activity. Critical means highest priority; and it is
06 something which has to be done. High priority is something
which is important for the institution and needs to be done.
Medium means medium priority, and low means lowest
priority.

ACRONYM

Mogadishu LGI - BOD - KPI -

is meant - Mogadishu Local is meant the Board of Directors of Key Per formance
Government Institute Mogadishu LGI Indicators

NLGI - MEAL - CSOs -

is meant - the national Local is meant - is meant Monitoring, Civil Society

Government Institute Evaluation and Learning Organization

BRA/MOM - R&D - MoUs -

Benadir Regional Administration / is meant - Memorandum of

Municipality of Mogadishu Research and Development Understandings

JPLG - SWOT - PA -

is meant - the UN Joint Program Strengths, Weaknesses, Per formance

for local Governments Opportunities and Threats Analysis

NGOs - ICT - HQ -

Non-Governmental Information, Communication Head Quarter

Organizations and Technology

EL-Units -

E-Learning Unit
Mogadishu - LGI 05
 INTRODUCTION
The aim of this three-year strategic plan is
to address, set the foundation and guide
the direction of the Mogadishu Local
Government Institute. The Institute, which
was only established April 2020, is the main
instrument of the municipality of Mogadishu
to address the staff capacity challenges,
and introducing research and development
(R&D) in policy and strategy settings of the
institute. The document firstly presents
comprehensive assessment of the current
capacity status of the institute by exploring
strengths, weakness, opportunities and
threats. The later section presents the goals
and objectives of the institute and
strategies to accomplish them.

06 Mogadishu - LGI
BACKGROUND

The Municipalities and local governments are the backbone of the

governments in setting the positive citizen-state relations by providing basic
ser vices such as recreation ser vices, police and fire departments, housing
ser vices, emergency medical ser vices, municipal courts, transportation
ser vices (including public transportation), and public works (streets, sewer,
signage, and so forth) to the people. The Somalia’s municipal systems share
the complete institutional failure over the past 30 years with other branches
of government due to civil wars. After many efforts have been made, the
Mogadishu municipality has been reorganized but still faces many barriers
such as security, institutions that have not yet fully functional, limited
number of quality personnel with knowledge and experience to provide
quality ser vice, inadequate financial and operational infrastructure, and
lack of clear status of the capital city in the federated Somalia governance
structure.

Since its re-institution, the municipality has 17 district authorities and three
locations (Daares-Salaam, Gubadley, & Garasbaaley), more than 3,000
personnel and central regional administration that coordinate security,
politics, development and social ser vices of the city. The Mogadishu Local
Government Institute was established as big milestone to take ownership
and systematically organize the capacity building efforts supported by the
international community, as well as those led and initiated by the Benadir
Regional Administration. The Institute will strategically plan, develop and
implement specific tailored training master plan for the leadership,
directors as well as all personnel of the departments and districts of
Mogadishu Municipality. The Institute work also as an epicenter for studies
and research on the pressing challenges the city is facing to develop
applicable policies and programs.

With the motto “Towards Excellence in Local Governance” the three-year

Strategic Plan of the Mogadishu Local Government Institute comes to its
final year in 2024, Commencing with great momentum, to undertake
strategic prioritized initiatives to develop the institution to better ser ve the
municipality. The strategy was drafted following a wide consultation made
with the leadership as well as with key managerial staff at the regional and
district level administration.
Mogadishu - LGI 07
Upon utilizing the past developments and improvements made and the
current institutional strengths, the strategic plan puts for ward seven strategic
initiatives to overcome the institutional challenges and weakness of the
Mogadishu LGI. The strategies are the following:

# Strategic Action Areas

1 Strengthen institutional capacity for effective & efficient institution.

Deliver quality in-ser vice and leadership training that meets

2
local governance and ser vice deliver y needs,

develop effective Partnership & Coordination mechanism with local,

3 national regional and international institutions for local government\
training and capacity development.

Develop Research & Development Capacity of the Municipality of

4
Mogadishu to better inform the policy makers.

The Mogadishu Local Government Institute, with the effective assistance of

key partners, taking its leadership role, makes all out its efforts in excellence
in the local governance. This strategic plan constitutes the next logical step
in this process, as it charts out the direction of the institute will take and the
strategies and activities it will pursue to help address Somalia’s local
governance and ser vice deliver y capacity development needs.

08 Mogadishu - LGI
METHODOLOGY

This Strategic Plan was developed using two main approaches:

First, a wide range of documents was consulted to establish this strategic plan for
the Mogadishu LGI. The documents consulted included the Municipality of
Mogadishu ’s 5-year strategic plan, the assessment report of the institutional
strengthening for the Benadir regional administration, the strategic plans and the
developed curriculum of National Local Government Institute.

Second, Consultations were also held with BRA key departments directors
including but not limited to; Planning & development directorate, Human resource
department, Head of civil ser vice commission, Admin & Finance directorate, and
other departments, the Mogadishu LGI leadership and other important officials
from all works of the municipality.
Third, following serious consultation, a validation workshop with a broader range of
stakeholders is planned for quarter 3 of this year 2021.

Mogadishu - LGI 09
 MOGADISHU
LGI DIRECTION

VISION

MISSION
Mogadishu Local Government
Institute envisions becoming a
standard and role model local To achieve this great vision,
capacity building institute Mogadishu LGI works towards
producing skilled and competent developing quality standard
civil ser vants in Somalia. curriculums, and provision of
short- and long-term training
programs for Mogadishu
Municipal staffs, as well as for
public administration
practitioners, and those
aspiring to join the civil ser vice
utilizing from Somalia’s best
and brightest training
professionals. The Institution
will conduct Research/Studies
and organize forums for
discussion on the pressing
issues facing and challenges
by the Municipality.

10 Mogadishu - LGI
 OBJECTIVES
The Institute aspires to achieve the following thematic goals:

Based on the need assessment, develop tailored training master

01 plan for the Municipality of Mogadishu and Benadir Regional
Administration.

Develop guiding principles, and standard training curriculums, in

02 line with the national curriculum, which can respond to the
specific skill needs of the staff at city and district level.

Develop pool of experts and training professionals’ database at

03 the institute to bridge the gap for qualified experts and quickly
responds to the training needs of the staff.

Provide quality training and academic programs to enhance

knowledge, and skills of the members, officers and other
04 employees at the central administration and local authorities
and building up of a cadre of competent officers to better ser ve
the public.

Promote good governance, accountability and transparency

05 ethics through life skill and knowledge transformation training.

Introduce culture of research and policy studies for better

organizational per formance, and public forums for the critical
06 appraisal of management systems and processes of the central
administration and local authorities in order to increase citizens’
participation in government decision making process.

The Mogadishu Local Government Institute will support

07 establishing the “Association of Mogadishu Local government ”.

Produce at least one annual Magazine on the development

08 Mogadishu Municipality in general and special focus on
Mogadishu LGI.

Mogadishu - LGI 11
 CORE VALUES

01 02

We value that ever y public We value Excellence in

ser vant has a unique talent ser vice deliver y.
to contribute to excellence
of public ser vice.

03 04

We believe Innovation & We value Diversity &Equality

Research for all of our works of employees as senior or
to address today ’s junior ser vants.
challenges in governance.

05 06

We believe the significance We value Excellence in

of Collaboration & ser vice deliver y.
Partnership to deliver our
mandate.

SITUATIONAL ANALYSIS

PEST analysis was applied in assessing the prevailing conditions under which
the Mogadishu LGI is expected to operate. The PEST factors include:
Political, Economic, Social, Technological factors that will have implications
on the realization of the strategic objectives.

12 Mogadishu - LGI
POLITICAL & LEGAL
ANALYSIS CONTEXT
Somalia is a complex political and security Mogadishu LGI operates under, is lack of
environment, and much of its recent past clear status for Mogadishu in the federal
has been marked by conflict and government of Somalia. Mogadishu hosts
violence. However, in 2017 Somalia more 3 million people and pays almost all
managed a peaceful transitional process of the federal government current
to elect upper and lower houses of domestic revenue, yet it has no
parliament and the president, a process representation and its leaders are
hailed as a democratic and peaceful handpicked. Thus, this has impacted the
transfer of power from one administration overall deliver y and functions of the city
to another. The same election process is administration to effectively ser ve the
expected in this year of 2021. Despite people.
these, the countr y faces complex and Finally, The Mogadishu LGI is legally
multi-faceted challenges to rebuild state established with mayoral decree which
institutions and deliver basic ser vices to clearly indicates the legal basis and
the citizens. Huge efforts have been made structures of the Institute. There is a Board
to settle the political disputes and build of Directors chaired by the mayor who sets
the executive and parliament branches of the strategic vision and oversights the
the government. Further, the countr y is in overall works of the executive team. The
transition of adopting federal framework of LGI has close working relationship with BRA
governance. Federal member states are departments and authorities to coordinate
developing and in turn power and the overall capacity building activities
resources have to be shared between two implemented within BRA. However, as
levels of government. Under the federal Mogadishu LGI operates under the
member states, there is municipal and Municipality of Mogadishu, yet, it always
local government authorities that are follows the guidelines, procedures and the
responsible to deliver the ser vices to the strategic documents/curriculums
people in their locals. However, there is developed by the National LGI which is
ambiguity and lack of clarity between the also based in Mogadishu. While there is
roles and responsibilities of each of the opportunity of cooperation and
federal, federal member state and the coordination, however, there are times
local governments. sometimes of role conflicts as the legal
Another challenge facing by the statues of the national LGI isn’t clearly
municipality of Mogadishu, in which the codified.

Mogadishu - LGI 13
ECONOMIC FACTORS SOCIO-CULTURAL
FACTORS
Somalia’s Gross Domestic Product (GDP)
was estimated to be $ 4.94 billion for In Somalia, there are many significant
2019. Its GDP per capita was equally low, socio-cultural factors the effect the
at $450; Somalia has a poverty rate of governance structure and provision of the
51% with a half of the countr y ’s population ser vices to the people. While Islam is a
of about 12 million living below the belief system, a culture, a structure for
international poverty line (of $1.90 a day). government, and a way of life, thus in
One in ever y 3 people receiving Somalia, attitudes, social customs, and
remittances is poor (35.4%) . gender roles are primarily based on that
Given the above, the Somalia government Somalia tradition. As the Somalis are
is struggling to meet its budget demands divided along clan lines, the power
with less 600 million in the past year. The structure of the government and
Salaries of the civil ser vants and including recruitment of civil ser vants are mainly
the operating expenses are subsidized by based on the clan power sharing. Such a
the World Bank. The operational supports culture effects greatly the per formance
provided to the institutions are inadequate and efficiency of government ser vice
and not paid regularly. The Mogadishu deliver y to the people.
Municipality receives fewer shares
compared to the executive and
TECHNOLOGICAL
parliament despite the federal
CONTEXT
government ’s huge dependence on
Mogadishu as its main source of revenue.
In Somalia, Information, Communication
1
World Bank, 2016
and Technology is growing exponentially,
the private sector has revolutionized the
countr y ’s ICT sector. While access to ICTs is
still more prevalent in urban centres than
in rural areas, access is among the most
affordable on the African continent. This
advancement in ICT gives the Mogadishu
LGI and the municipality in general with an
opportunity to enhance efficiency and
effectiveness of its institutions. ICT plays a
vital role in reaching target groups of the
society and facilitating to respond their
needs, promote awareness, and access to
the local government ser vice.
14 Mogadishu - LGI
KEY STAKEHOLDER
MANAGEMENT
The LGI has a number of stakeholders who have ver y specific expectations
of the Institute. Similarly, the Institute has specific expectations of the
stakeholders as indicated in the table below.

AREAS OF POTENTIAL
STAKEHOLDER ROLE
COLLABORATION IMPACT

•Collaboration and
BRA Regional Responsible for coordination between the
Departments & leading and directing Institute in areas of capacity High
D i s t r i c t to achieve BRA goals building, human resource
Administration and objectives. development and
research/studies.

BRA & National Civil Is responsible for human • Coordination & cooperation
S e r v i c e capital development of on human capital and civil
Commissions,and ser vice development in
Medium
the national and FMS
Federal line Ministries staff. Somalia.

• Collaboration on
Curriculums and all training
materials.
Responsible for setting
national curriculum, • Setting the national
Policy directions, strategy and policies for
The National LGI High
coordination & quality assurances,
Oversight on FMS/BRA monitoring & evaluations.
LGIs.
•Joint Resource
Mobilization for the LGI
branches.

• Collaboration on
experts’ exchanges,
trainings venues
Federal member Responsible at sharing.
Medium
state LGIs regional level LGI
• Collaboration on
conducting studies and
researches

Mogadishu - LGI Mogadishu - LGI 15

 •Facilitate the
implementation of
development projects of
the local government
institutions funded by the
Western embassies and
Provide significant
Donor & implemented by
technical and
multilateral i n t e r n a t i o n a l High
financial support to
organizations organizations.
the Mogadishu LGI.
•Collaboration with the
Turkish state and
non-state development
agencies present and
working in Somalia.

Close coordination
through involvement in
the strategic stetting of
Private Contribute to the developing the activities
sector/Business development of the and bridging the gap
institution, and Medium
and Civil Society between the private and
Organizations. awareness rising. public actors so that
relevant and sustainable
solutions can be
identified.

Collaboration in the
Responsible in higher areas of research,
Public & Private
education, producing development, &
Capacity building
research and studies, capacity buildings and Medium
institutions or
and provision of academic programs.
Universities
trainings. Access to their facilities
and resources.

16 Mogadishu - LGI Mogadishu - LGI

SWOT ANALYSIS

The SWOT analysis provides an over view of the internal environment, to

enable the Mogadishu LGI and stakeholders identify opportunities,
weaknesses, strengths and threats. The outcomes of the SWOT analysis are
listed below:

STRENGTHS WEAKNESSES

• Top leadership willingness & • The human resource capacity and

Commitments to the LGI
• Well established structure and clear chain
of command and communication in the
institution.
• The necessar y legal and administrative
documentation of the Institute have been
finalized.
expertise of the Mogadishu LGI and the
municipality of Mogadishu in general is
extremely limited.
• The current infrastructure and facilities are
not adequate and supportive.
• Insufficient funding and budget ’s limit the
impact and scope of works of the institute.

• Furnished working spaces and training • Operational policies and procedures of

halls. the institute are not well developed.

• Support and connection with the national • Lack of sufficient expertise to help put the
LGI, and the Ministr y of Interior and Federal foundations of the strategic plans and
affairs. implement accordingly.

• Few calliper staff/consultants with the • Lack of Marketing strategy to the

capacity of delivering strategic goals and awareness of the institute.
management.

• First time it is established in Southern

Somalia in 2020 and now have created
yearly plan with its budgets.

Mogadishu - LGI 17
 OPPORTUNITIES THREATS

• Potential partnership with UN JPLG • Overall security situation of the countr y is

Program and other development agencies not helping.
on developing the capacity of the
Mogadishu LGI. • The current National LGI which is based in
Mogadishu may sometimes attempt to do
• Partnership built with the likewise the same works as of Mogadishu LGI since
Academic institutions, and training both institutions operate in the same city.
providers in the countr y. The collaboration of both institutes is
minimal.
• Exponential ICT technology – website,
Facebook, twitter and forums to promote • Uncertain support received from the
and raise awareness of the institute. international organizations, donors and
from the municipality of Mogadishu as the
• Mogadishu LGI can also ser ve a general countr y enters election period.
capacity building institute for not only
Mogadishu municipality staff but also for • Parallels trainings implemented
those aspiring to join the civil ser vice such sometimes by some BRA departments which
as the young graduate students. Mogadishu LGI is not consulted; thus,
creating duplicate & unwise resource
• Centre for information, research/studies utilization.
for Somalia’ local government issues and
challenges.

• The Somalia students in public

administration and political science fields
can train, do apprenticeship at the centre.

• Availability of Potential training experts for

local governance in Mogadishu unlike other
regions of Somalia.

18 Mogadishu - LGI
DIAGNOSTIC ANALYSIS

Internally, the Mogadishu LGI has so far established structure and clear
chain of command in the institution, top leadership willingness, the
necessar y legal and administrative documentation and furnished working
spaces and training halls. However, the human resource capacity and
expertise of the Mogadishu LGI is extremely limited, insufficient funding and
budget ’s limit the impact and scope of works of the institute and there is
lack of Marketing strategy to the awareness of the institute.

Internal Strengths (s+) Weakness (W-)

Environment

External Opportunities (0+) Threats (T-)

Environment

Offensive Objectives Defensive Objectives

Analysis of Objectives’ sense

Strategic/ Enabling Objectives

Figure 1. The diagnostic model analysis of the strategic plan

Mogadishu - LGI 19
Therefore, the intternal strengths of the Mogadishu LGI such as the top
leadership willingness, the established legal foundations and structures
could be leveraged to address the internal weakness of the organizations
such as improving the current facilities/infrastructures, increasing budgets
so as recruit competent experts/staff and improve the capacity of the
institutions. Moreover, since the institution has now trained facilities (at least
2 halls), few clipper experts, and limited support from UNJPLG, it can use this
to maximize and leverage its opportunities by creating offensive objective
and defend against the external threats. For instance, having training
facilities (at least 2 halls) could be used to utilize the opportunity to ser ve a
general capacity building institute for not only Mogadishu municipality staff
but also for those aspiring to join the civil ser vice such as the young
graduate students, thus; creating some sort of revenue for the institutions.

THEORY OF CHANGE

If the Top leadership of Benadir Regional Administration commitment is

secured to support the Mogadishu Local Government Institute, the current
donor support to the local governments in Somalia continues, and the
capacity of the Mogadishu LGI to deliver quality trainings is strengthened,
then the Mogadishu residents will have access to effective, efficient,
inclusive, and accountable local government institutions capable of
addressing basic needs of the people.
Below is the diagram of the theor y of change of the strategic plan.

OUTCOME

An effective and efficient Mogadishu Local Government Institute is developed

which can contribute to enhanced and accountable lcoal goverment
instituitons operating in acccordance with laws and policy frameworks, and
increasingly deliver affordable and quality ser vices in cooperation with local
populations, and federal instituions.

20 Mogadishu - LGI
 Strategic reform, Basic capacity Accountability &
direction & development & Transparency
sustainability motivation
OUTPUT
Partnership & Ser vice Contribution to local
Deliver y governance chain with local
authorities and

Top leadership Training & Internal oversight

Engagement, mentoring, resources, Quality
Policy & B a s i c a s s u r a n c e
INPUT strategic reforms equipment and mechanism,
Securing funding infrastructure Partnership with
& finances security key external
stakeholders

ASSUMPTION

- Top leadership commitment to support the Mogadishu Local Government

Institute,

- Long-term donor commitment to support the local governance in Somalia

- The Status of Mogadishu in the federal structure and the review of the
constitution will advance

- Security situation will not severely deteriorate

THEORY OF CHANGE

The overall goal of the Mogadishu Local Government institute is to enhance

the quality-of-ser vice deliver y by capacitating the staff of the Municipality
of Mogadishu and Benadir Regional Administration. The strategic
objectives, strategies and actions that Mogadishu LGI will pursue are based
on the National LG’s theor y of change, namely that: “Improving the
per formance of local government staff will lead to better functioning local
governments, which will in turn enhance local governance and ser vice
deliver y ”.
Mogadishu - LGI 21
Against the above Theor y of Change, the Mogadishu LGI will pursue the
following four strategic objectives:

# Strategic Action Areas

1 Strengthen institutional capacity for effective & efficient institution.

Deliver quality in-ser vice and leadership training that meets

2
local governance and ser vice deliver y needs,

develop effective Partnership & Coordination mechanism with local,

3 national regional and international institutions for local government\
training and capacity development.

Develop Research & Development Capacity of the Municipality of

4
Mogadishu to better inform the policy makers.

The above strategic objectives, as well as their strategies and actions, are
detailed below:

Strategic Action Strengthen institutional capacity for effective &

Area #1 efficient institution.

Building efficient, and effective civil ser vants are the backbone of quality
ser vice deliver y for the Municipality of Mogadishu. To do this, the human
and institutional capacity of the Mogadishu LGI has to build. Though a
number of trainings has been carried out to improve this, however, a
systematic capacity development strategy and action points will be
developed.

STRATEGY

Ensure that the Mogadishu LGI operates on sound governance and

management principles

22 Mogadishu - LGI
 ACTIONS

• Secure a piece of land, and develop modern infrastructure facility for the
future Mogadishu LGI HQ with good environment for the training.

• Organize quarterly Governing Board meetings to enable the Board to exercise

effective oversight over the Institute.

• Human Capital Developed through Improved knowledge, skills and abilities of

the staff through training for to improve per formance, quality of ser vice deliver y,
and enhance efficiency and public satisfaction

• Develop policy manuals to guide the Institute on human resource

management, financial management, procurement of goods and ser vices,
asset management, and monitoring and evaluation.

• Conduct a terminal evaluation of implementation of the strategic plan as a

basis for developing a new one

• Establish resource and libraries for the staff to access knowledge and
technical know-how

Deliver quality in-ser vice and leadership training

Strategic Action
Area #2
that meets local governance and ser vice deliver y
needs

STRATEGY

a - Develop effective LGI capacity for local government training.

b - Deliver quality and relevant in-ser vice training to local governments

ACTIONS

• Undertake periodic capacity assessment exercise to determine the need and

list of training topics for all departments.

• Staff capacity Developed through Improved knowledge, skills and abilities of

the staff through training to improve per formance, quality of ser vice deliver y,
and enhance efficiency and public satisfaction.

• Develop and implement the necessar y Policies, Procedures & Strategies for
capacity development of staff.

• Develop a database for pool of experts to record all current and potential
training experts from all relevant fields.
Mogadishu - LGI 23
 • Evaluate training effectiveness on a continuous basis and make appropriate
adjustments on training curriculum and modules on a regular basis.

Strategic Action Develop effective partnerships for local

Area #3 government training and capacity development

STRATEGY

Enter into strategic alliances with select local and regional institutions and
organizations to create and broaden opportunities for local government training
and capacity development

ACTIONS

• Establish partnerships with select local organizations (i.e. schools, universities,

training institutions, NGOs, consultancy firms) to provide joint training
programmes,

• Enter into Memoranda of Understanding (MoUs) with select regional training

institutions to deliver training ser vices, on joint program development, deliver y,
accreditation and certification.

• Coordinate and collaborate with select local, regional and international

organizations in conducing researches and studies on important issues.

Strategic Action Develop Research & Development Capacity to

Area #4 better inform the policy makers.

A research and development team that is well resourced, skilled and effective is
vital to any institution that are looking to grow. Such a department will produce
creative new ideas, innovative designs and revenue-generating methods for the
Municipality of Mogadishu.

STRATEGY ACTIONS

• Put together a good mix of • Have clearly defined goals

talent and skills
• Build tam & give autonomy
• Secure funding for R&D

24 Mogadishu - LGI
IMPLEMENTATION MATRIX &
LOGICAL FRAMEWORK
Below is identified objective outcome matrix.

Goal #1: Strengthen institutional capacity for effective & efficient institution.

Strategic Responsible
Outcome
Actions Priority person/ Time-frame
Initiative institution
Measures

Ensure that the Mogadishu

LGI operates on sound 1. Continuously engage with
governance and BoD, the Mayor and other
management principles. respective government
Sub-strategic actions institutions to secure piece of Land secured
land for the Mogadishu LGI. & one modern
Critical BOD, 2022-2023
Sub-strategic initiatives building is
2. Lobby from local and LGI Director
constructed for
1. Secure a piece of land, international organizations to Mogadishu LGI
and develop modern construct modern facility for
infrastructure facility for training and offices to ser ve
MOG. LGI HQ as HQ for the Mogadishu LGI.

1. Organize semiannual
Board of Director meeting for
effective oversight and
control over the works of the
executive organ.

2. Conduct a terminal
evaluation of implementation
of the strategic plan as a MEL units
basis for developing a new established;
one. Quarterly/semia
2. oversight & Super vision of nnual BoD
High Bod, LGI meeting is 2022
the works of the Institute. 3. Establish strong Monitoring, Director
evaluation and learning unit conducted &
to better inform the executive policy manuals
and BoD team. are developed.

4. Develop policy manuals to

guide the human resource
management, financial
management, procurement
of goods and ser vices, asset
management, and
monitoring and evaluation.

1. Organize serious of
trainings to improve Minimum 4
knowledge, skills and abilities training sessions
of the staff of Mogadishu LGI o r g a n i z e d
through training to improve annually for
per formance, quality of Mogadishu LGI
3. Human Capital ser vice deliver y, and Director staff,
Critical 2022
Development enhance efficiency. & Bod Resource center
established,
2. Establish resource and S t a f f
libraries for the staff to Per formance
access knowledge and improved.
technical know-how.

Mogadishu - LGI 25
 Goal #2: Deliver quality in-ser vice and leadership training that meets local
governance and ser vice deliver y needs

Strategic Responsible
Outcome
Actions Priority person/ Time-frame
Initiative institution
Measures

1. Develop and implement

the necessar y Policies,
Procedures & Strategies for
capacity development of
Pools of experts
staff.
created,
M a n u a l
2. Develop a database for
a) Develop effective LGI developed,
pool of experts to record all LGI Director &
capacity for local Q u a l i t y
current and potential training Critical Managing 2022
government training. assurance
experts from all relevant team. f o r m s
fields.
developed.
3. Develop all the necessar y
training manual/curriculums.

4. Develop the
necessar y training quality
assurance forms.

1. Undertake period capacity

assessment exercise to
determine the need and list
of training topics for all
departments.

2. Based on the need

assessment, design and plan
training topics (such as HRM,
b) Human Capital Procurement, Technology
Development through skills), and finally develop Number of
HR Directorate,
Improved knowledge, skills training MASTER PLAN. trainings
High LGI Managing 2022-2024
and abilities of the staff team. conducted
through training. 3. Identify the number of
people to be trained.

4. Execute the training

MASTERPLAN and deliver the
trainings.

5. Introducing special online

course/trainings such as
COURSERA/ EDX and LinkedIn
for the senior and mid-level
BRA staff.

1. Develop quality assurance

policy, guidelines,
benchmarks, and forms.

2. Evaluate Number of
training effectiveness on a evaluation 2022-2024
c) Evaluation of trainings continuous basis and make Managing
High exercises
appropriate adjustments on team.
conducted
training curriculum and
modules on a regular basis.

3. Post training impact

assessments

26 Mogadishu - LGI
 Goal #3: Develop effective par tnerships for local government training and
capacity development

Strategic Responsible
Outcome
Actions Priority person/ Time-frame
Initiative institution
Measures

1. Establish partnerships with

select local organizations
(i.e. schools, universities,
training institutions, NGOs,
consultancy firms) to provide
joint training programmes,\

2. Enter into Memoranda of Number of

Understanding (MoUs) with strategic
select regional training cooperation
a) Strategic alliances is institutions to deliver training agreement
entered with select local and ser vices, on joint program Medium LGI Director entered with 2022-2024
regional institutions and development, deliver y, l o c a l ,
organizations accreditation and regional and
certification. international
institution
3. Coordinate and
collaborate with select local,
regional and international
organizations in conducing
researches and studies on
important issues.

1. Attend the CSO

coordination meetings and Number of
forum to enhance publicity of local/regional
b) Communication & Mogadishu LGI a n d
Advocacy campaigns is Medium LGI Director international 2022-2024
invented 2. Attend the local, regional umbrellas
and international forum on entered into
research, development and membership
local governance.

Goal #3: Develop effective par tnerships for local government training and
capacity development

Strategic Responsible
Outcome
Actions Priority person/ Time-frame
Initiative institution
Measures

1. clearly defined goals on

R&D are established

2. Effective team with

necessar y autonomy is set
a) R&D Unit with good mix of
talent and skills 3. Outsource experts when BoD, LGI
Medium 2023
necessar y Director

4. Publish yearly online and

physical magazine on
Mogadishu Municipality
Issues Mogadishu - LGI 27
 1. Organize events and
meetings to raise awareness
of R&D importance among
the key officials and staff of
the MoM.

b) Secure funding 2. Serious campaign Medium LGI Director 2022

meetings for R&D inclusion in Effective R&D
the annual budget of the
Municipality of Mogadishu is u n i t
held with the top leadership established,
and other relevant key
budgeting personnel. At least 2
study papers
is produced
ever y year.
1. Conduct studies on
Mogadishu Municipality ’s
pressing issues such as solid At least one
west management, sewage
systems and infrastructure Managing forum is
c) Research Papers development, and provision High team organized 2023-2024
of basic ser vices.
e v e r y
2. Producing quarter.
at least one quality research
paper annually.

1. One forum of discussion is

organized ever y quarterly on
the pressing issues facing by
Mogadishu. LGI Managing
d) Forums 4 Discussion Medium 2022-2024
team
2. Provide platform for CSO to
engage with the Municipality
authorities

28 Mogadishu - LGI
 IMPLEMENTATION
STRATEGY

Plans can be created but putting them into practice is more difficult than the
planning. Therefore, the executive team led by the Institute Director is responsible
to lead the implementation of the strategic plan while coordinating with the board
of the directors and BRA important departments and authorities. Below is a
diagram of the implementation of the strategy involving different units and
departments for coordination and collaboration.
Structure of the Implementation (will be decided by the BoD)

Board of Directors

Executive Director

Local Governance BRA depar tments

Advisor & Authoroties

Strategic Plannng & Trainings R&D Admin & finance

Implementaion Unit

Figure 2 Implementing actors/departments of the strategy

Mogadishu - LGI 29
Per above diagram, the structure will enable to deliver the mission in an
efficient and effective manner. In order to ensure the strategic goals are
achieved effectively; the responsibilities and role of each of governing
bodies are indicated in the below table.

Actors/
Role
Depar tments

• The Board of Directors is the highest body and plays an important role
in setting the strategic policy directions for the institute.

• The BoD will continue to provide strategic direction to the executive

team for implementing the strategic plan and help in maintaining close
Board of Directors
coordination and interaction among them.

• The Board of the Directors will be responsible to periodically evaluate the

success and failure of the strategic planning accounting the Director of
the Institute for his/her leadership.

• The Director who are highest persons of Mogadishu LGI, will play a role
a great role in implement the strategy.

• The Director must coordinate with the Board of Director, executive team,
The Director BRA departments and all necessar y stakeholders

• The director in coordinate with the relevant entities and teams must build
the teams and create the vision for implementation.

• The Management team consists of the highest person and departments

of administration who are basically technical specialists. The
Managing team management has an important role in; advising the executive director
about workable and doable activities; the development dynamics in their
context, and constantly assess and manage risks.

• All BRA depar tments are crucial for successful implementation of this
strategy. Therefore, Mogadishu LGI should coordinate, share information,
BRA departments
and discuss challenges with the relevant departments whenever
necessar y.

30 Mogadishu - LGI
To effectively implement this strategy, this document recommends the
following six basic steps to assist in the process of implementation:

a STRATEGIC DOCUMENT
EVALUATION /PRIORITIZATION

This is the first step in the implementation process. The Manager of the
Mogadishu LGI, deputies, and department heads must know what the
strategic plan is. They must review/prioritize it carefully, and highlight any
elements of the plan that might be especially challenging. It is necessar y
to identify any part of the plan that might be unrealistic or excessive in
cost, either of time or money and emphasize these, and be sure to keep
them in mind to begin implementing the strategic plan.

b VISION

This vision might be a series of goals to be reached, step by step, or an

outline of items that need to be completed. It is imperative that
ever ybody must know what the end result should be and why it is
important and establish a clear image of what the strategic plan is
intended to accomplish.

c TEAM

The Mogadishu LGI must develop competent team that support

management to implement strategies. They must establish a team leader
who can encourage the team and field questions or address problems as
they arise.

d RESOURCE MOBILIZATION

The fourth step of the implementation process is to mobilize the resources.

The Mogadishu LGI leadership together with the Mogadishu Municipality
and other departments must come up with a strategy in mobilizing all
available resources both BRA and Mogadishu Level, and other ways to
raise funding.

Mogadishu - LGI 31
e MEETINGS

The Mogadishu LGI should organize consistent meetings and present the
list of goals or objectives, and let the strategic planning team know what
has been accomplished. Whether the implementation is on schedule,
ahead of schedule, or behind schedule, evaluate the current schedule
regularly to discuss any changes that need to be made. The Mogadishu
LGI leadership must establish a rewards system that recognizes success
throughout the process of implementation.

F TOP LEADERSHIP ENGAGEMENT

It is necessar y to inform all activities to BRA’s top leadership and provide

progress reports on the implementation of the plan. In summar y, below is
a diagram on how to implement the strategy effectively as per following:

Strategic Vission Team

Plan document Creation building
evalution

Top Leadership Priodic Resource

Engagement Meetings Mobilization

Figure 3 Strategy implementation Process

32 Mogadishu - LGI
 BUDGETS/
FUNDING STRATEGY

Funding is one of the key critical factors determine the success and failure of the
strategy. Therefore, the executive team in consultation with the Board of the
Directors should come up with practical actional plan on financing the strategical
plan.

Below are the sources potential sources of funding comprising local and external
actors. The internal source of income is increasing the current annual budgets of
BRA for Mogadishu LGI while considering the budgetar y implications of the new
strategic plan. The external funding includes donors and support received from
the international organization, sponsorship of the local companies, individual
donations and course fees.

Below is a diagram of the potential source of funding for the strategic plan:

Potential Source of
fundings for Mogadishu
LGI

Course Individual Sponsorship by Donation/

fees donoations local Companies Internal orgs.

BRA Annual Budgets

Figure 4 Potential Source of funding for the strategy

Mogadishu - LGI 33
To secure funding, the managing team should work tirelessly, and coordinate
effectively with the board of directors of the Mogadishu LGI in mobilizing and fully
utilizing all available resources, and campaigning in among other potential
funders to bridge the gap. For the worst-case scenario, the current available
resources could be utilized as the following:

1. Fully utilization of the current BRA qualified experts/staff in the LGI

capacity building initiative;

2. Fully utilization of the current resource centers, offices and training

halls.

3. Charging small affordable fees on beneficiaries of certified

courses.

4. Effective coordination & collaboration with BRA education

department and other likewise government institutions is
established.

Current BRA
qualified
exper ts

Charging
small affordable
Delivering Course fees
BRA Education
Ser vices
Depar t. & Likewise
government
entities

Current resource
center, offices
& halls

Figure 5 Mogadishu LGI current available Resources to deliver the ser vices

34 Mogadishu - LGI
 MONITORING AND
EVALUATION

The Mogadishu LGI will create robust monitoring and evaluation to identify
impacts, assess risks, and learn lessons and accountability. It will use result-based
monitoring framework (See attached Key Per formance Indicators (KPI) in
Annex….). However, In order to institutionalize the framework, the Mogadishu LGI
will establish a Monitoring and Evaluation unit at the institution.

The Strategic plan M&E framework is expected to guide the individual directorates
to take up leadership in the implementation process and enhance the envisioned
per formance. Detailed work-plans and operational manuals will therefore be
developed.
The strategic objectives will be translated into departmental targets which in turn
will be used to formulate programs or projects as well as individual per formance
targets. The actual per formance of various administrative levels will be monitored
continually and evaluated at the end of the period against the agreed targets in
the Per formance Agreement (PA).

The PA will also be used for staff per formance appraisals. At each point of
evaluation of the per formance and achievement of the strategic plan, the
management will use data and evidence generated to make decisions on
resource allocations, human resource rationalization, or review of priority, content
and scope of the programs.

PERFORMANCE REVIEW

The implementing departments as per the budgetar y cycles shall prepare

progress reports regularly. The reports will describe actions taken by the
departments toward achieving specific strategies of the plan and will
include costs, benefits, challenges faced, per formance measures,
progresses made, emerging issues, and recommendations.

The Strategic Plan will be evaluated on quarterly and annual basis and at
the end of the plan period by committee nominated by the board of the
directors to ensure that it remains relevant, feasible and delivers outputs
that contribute to sustainable development.

Mogadishu - LGI 35
 ANNEXES

KEY PERFORMANCE INDICATORS

Key Per formance

Objectives Description
Indicators (KPI)

1. Land secured & Shows whether the

modern building is municipality of Mogadishu
constructed for secures lands for the LGI &
Mogadishu LGI built.

1. EL-units established Indicates the creation and

at Mogadishu LGI use of M&E units at
Mogadishu LGI

3. Number of Counts the total number

Quartel/semi-annual Mogadishu LGI BoD meets
BoD meeting is annually.
GOAL 1 Mogadishu conducted
LGI Institutional
Capacity Building
4. Number of policy Shows how many more
manuals are policy guidelines are
developed for developed annually
Mogadishu LGI

5. Number of training Tracks number of training

sessions organized session is organized for
annually for Mogadishu LGI leadership
Mogadishu LGI staff, and staff is conducted
annually.

6. Resource center Shows whether a conductive

established,Staff environment for reading &
Per formance improved. learning is implemented at
Mogadishu LGI

36 Mogadishu - LGI
 Key Per formance
Objectives Description
Indicators (KPI)

1. Number of Pools of Shows whether the

experts created, municipality of Mogadishu
secures lands for the LGI &
built.

2. Number of Manuals Indicates the creation and

Goal 2 Deliver
developed, use of M&E units at
quality in-ser vice
Mogadishu LGI
and leadership
training that meets
local governance 3. Number of Quality Counts the total number
and ser vice assurance forms Mogadishu LGI BoD meets
deliver y needs. developed & annually.
implemented

1. Number of training Shows how many more

sessions conducted by policy guidelines are
Mogadishu LGI developed annually

Key Per formance

Objectives Description
Indicators (KPI)

1.Number of strategic Indicates the number of

cooperation agreement cooperation agreements/
entered with local, MOUs Mogadishu LGI enters
regional and with local, regional and
Goal 3 Develop international institution international institutions.
e f f e c t i v e
partnership for
local government
2. Number of Indicates the number of new
training & capacity
local/regional and local and international
building
international umbrellas umbrellas entered into
entered into membership and actively
membership participated.

Mogadishu - LGI 37
 Key Per formance
Objectives Description
Indicators (KPI)

1. Effective R&D unit Shows how systematic the

established, studies organized by
creating an effective R&D at
Mogadishu LGI

Goal 4 Research &

Development 2. Number of studies Counts the number new
Capacity to better produced ever y year. research studies Mogadishu
inform policy LGI produced ever y year.
makers

3. number of forums is Demonstrates the number of

organized ever y forums for discussion is
quarter. organized ever y year by
Mogadishu LGI.

38 Mogadishu - LGI
 DETAILED THREE YEARS’ WORK PLAN

2022 2023 2024

Goals Activities Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

1.1 Continuously engage with BoD,

the Mayor and other respective
government institutions to secure
piece of land for the Mogadishu LGI.

1.2 Lobby from local and

international organizations to
construct modern facility for training
and offices to ser ve as HQ for the
Mogadishu LGI.

1.3 Organize serious of trainings to

improve knowledge, skills and abilities
of the staff of Mogadishu LGI through
training to improve per formance,
quality of ser vice deliver y, and
enhance efficiency.

1.4 Establish resource and libraries for

the staff to access knowledge and
technical know-how.

1.5 Organize semi-annual Board of

Director meeting for effective
oversight and control over the works
of the executive organ.

1.6 Conduct a terminal evaluation of

implementation of the strategic plan
as a basis for developing a new one.

1.7 Establish strong Monitoring,

evaluation and learning unit to better
inform the executive and BoD team.

1.8 Develop policy manuals to guide

the human resource management,
financial management, procurement
of goods and ser vices, asset
management, and monitoring and
evaluation.

Mogadishu - LGI 39
 1.9 Organize serious of trainings to
improve knowledge, skills and abilities
of the staff of Mogadishu LGI through
training to improve per formance,
quality of ser vice deliver y, and
enhance efficiency.

1.10 Establish resource and libraries

for the staff to access knowledge and
technical know-how.

2022 2023 2024

Goals Activities Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

2.1 Develop and implement the

necessar y Policies, Procedures &
Strategies for capacity development
of staff.

2.2 Develop a database for pool of

experts to record all current and
potential training experts from all
relevant fields.

2.3 Develop all the necessar y training

manual/curriculums

2.4 Develop the necessar y training

quality assurance forms.

2.5 Undertake period capacity

assessment exercise to determine the
need and list of training topics for all
departments.

2.6 Based on the need assessment,

design and plan training topics (such
as HRM, Procurement, Technology
skills), and finally develop training
MASTER PLAN.

2.7 Identify the number of people to

be trained.

2.8 Execute the training MASTERPLAN

and deliver the trainings.

2.9 Introducing special online

course/trainings such as COURSERA/
EDX and LinkedIn for the senior and
mid-level BRA staff.

40 Mogadishu - LGI
 2.10 Develop quality assurance
policy, guidelines, benchmarks, and
forms

2.11 Evaluate training effectiveness

on a continuous basis and make
appropriate adjustments on training
curriculum and modules on a regular
basis.

2.12 Post training impact assessments

2022 2023 2024

Goals Activities Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

3.1 Establish partnerships with select

local organizations (i.e. schools,
universities, training institutions, NGOs,
consultancy firms) to provide joint
training programmes,

3.2 Enter into Memoranda of

Understanding (MoUs) with select
regional training institutions to deliver
training ser vices, on joint program
development, deliver y, accreditation
and certification

3.3 Coordinate and collaborate with

select local, regional and
international organizations in
conducing researches and studies on
important issues

3.4 Attend the CSO coordination

meetings and forum to enhance
publicity of Mogadishu LGI

3.5 Attend the local, regional and

international forum on research,
development and local governance.

Mogadishu - LGI 41
 2022 2023 2024
Goals Activities Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

4.1 clearly defined goals on R&D are

established

4.2 Effective team with necessar y

autonomy is set

4.3 Outsource experts when

necessar y

4.4 Publish yearly online and physical

magazine on Mogadishu Municipality
Issues

4.5 Organize events and meetings to

raise awareness of R&D importance
among the key officials and staff of
the MoM

4.6 Serious campaign meetings for

R&D inclusion in the annual budget of
the Municipality of Mogadishu is held
with the top leadership and other
relevant key budgeting personnel.

4.7 Conduct studies on Mogadishu

Municipality ’s pressing issues such as
solid west management, sewage
systems and infrastructure
development, and provision of basic
ser vices.

4.8 Producing at least one quality

research paper annually.

4.9 One forum of discussion is

organized ever y quarterly on the
pressing issues facing by Mogadishu.

4.10 Provide platform for CSO to

engage with the Municipality
authorities

42 Mogadishu - LGI
MOGADISHU - LGI
GALLERY

Mogadishu - LGI 43
 MOGADISHU - LGI
GALLERY

44 Mogadishu - LGI
Mogadishu - LGI 45
WANNA GET IN TOUCH?

+252-61 9999959
+252-61 9999959

info@moagdishulgi.so
www.moagdishulgi.so

Mogadishu, Benadir - Somalia