Objectives
Fund scope
Although Somalia has made significant achievement in terms of reforming the security sector to uphold the rule of law, Security, human rights and democracy over the past decade, constant challenges persist that include lack of accessibility and responsiveness of institutions in empowering communities to address underlying causes of insecurity and conflict as well as endemic violations of human rights and marginalization, ensured by efficient civilian oversight of security and rule of law institutions.
Strategic action and theory of change
The JPP Phase 2 is built on the following theory of change:
A core problem in the country is the eroded trust of the people to the state following many years of conflict. A people centric approach is the cornerstone to the public engagement/community policing aspect to JPP II. The problem of lack of social cohesion between the state and the public can be addressed through more direct and positive interaction with police forces especially for women and most vulnerable. The professionalization and strengthened capacity of the Somali police force will lead to a force that has increased trust for the community they police and will be more effective and accountable. Harmonization of policing in the country will facilitate more effective use of resources and more professional police. Enhancing women in policing will increase stability across the country and also increase trust in the police by women and the most vulnerable.
Community Engagement/Policing
Facilitating security to enhance trust from communities was seen as a key to increasing trust/social capital of the public especially in the newly liberated territories. The mechanisms for this can be through a dedicated strategic communication component, the continuation of the help desks and one-stop centres or another step forward to community liaison bureaus focused on engagement with the all the public and receive complaints. A community policing component would dovetail with work of others such as BASIS on newly liberated areas perhaps in Galmudug or Jubaland with the intention of helping to stabilize these areas.
Professionalization
Enhance the professionalization of Somali police through clear paths of progression through the force and enhanced training for the leadership (ultimate training of trainers) in the form of a leadership academy. Additionally, developing a mechanism for more peer-to-peer training potentially through ethnically Somali officers serving in other forces and via existing mechanisms like the ATMIS mission. This pillar is concentrated on how best to enrich the professionalism of the police through progression of officers in a merit -based system including the command structure. A key activity of this pillar will be the establishment of a Leadership Academy based on a common curriculum and built on the work conducted previously by UNDP and other partners.
Harmonization and Partnerships
This pillar addresses the issue that the procedures and policies developed over the last decades by the international policing assistance. This includes strategies, SOPs, training curriculum, technology like an incoming e-case management, needs assessments and annual work plans. Many of the partners in the country have done excellent work on building capacity of the SPF but there is a need to harmonize many of the individual activities and pieces that exist today. This pillar will incorporate the work conducted by a variety of stakeholders over the years with activities such as State Police Acts in Jubbaland; Hirshabelle; Puntland; Southwest State and Galmudug.
Gender/Women in Policing
Women´s participation and representation in the police force has been limited to date. UNDP in collaboration with the OPM surveyed women´s roles in the security sector and found that while several high-level posts have been held by women at the federal level, both in government and now in parliament but the number of women the security sector and police reform, especially at the FMS level is very low. But even where women had been in top level positions in the security sector this had not translated into security sector development being more gender sensitive.
> $55M 
$55M - $25M
$25M - $5M
< $5M
