A systematic analysis of both the external and internal environments with a view of understanding and identifying strategic issues that have emerged in the last five years in Somalia and the Horn of Africa. For external environment the PESTEL analysis was used with focus on industry analysis and competitive advantage and for internal analysis SWOT analysis was used.

Regional Context

Somalia and the broader Horn of Africa region face a complex mix of political, economic, social, and environmental challenges. These include governance instability, weak institutional capacity, protracted conflicts, economic underdevelopment, climate-related shocks, and humanitarian crises. However, the region also presents significant opportunities for growth and development, particularly in governance reform, infrastructure development, private sector engagement, and climate adaptation.

Key Challenges in Somalia and the Horn of Africa

Governance and institutional weaknesses remain significant challenges in Somalia and the Horn of Africa. Fragile political institutions and ongoing conflicts have hindered effective governance, while limited capacity within public sector institutions affects service delivery. Corruption and lack of accountability further impede progress, making governance reforms and decentralization efforts crucial for stability and development.

Economically, Somalia’s market is largely informal, with limited industrialization. Many businesses struggle due to restricted access to finance, particularly small and medium enterprises (SMEs) and entrepreneurs. High unemployment rates, especially among youth, exacerbate socio-economic instability, while the overall business environment remains challenging due to regulatory uncertainties and security risks. Addressing these economic constraints requires targeted interventions that promote market development, entrepreneurship, and investment facilitation.

The region also grapples with significant humanitarian and development needs. Recurring droughts, floods, and climate-related shocks lead to food insecurity and displacement, putting immense pressure on local and international humanitarian efforts. Limited access to quality healthcare and education affects human capital development, while conflict and insecurity have displaced millions, creating urgent humanitarian crises. Addressing these issues requires a coordinated approach that combines humanitarian aid with long-term development strategies.

Climate change and environmental vulnerabilities pose additional risks to sustainable development in the region. Rising temperatures and erratic rainfall patterns threaten agricultural productivity, while water scarcity and desertification present long-term sustainability concerns. Poor waste management and environmental degradation further exacerbate the situation. These environmental challenges necessitate urgent action to build resilience, implement sustainable agricultural practices, and promote efficient water management.

Industrial Value of Allscope Innovation and Consultant

Allscope Innovation and Consultant is uniquely positioned to address these challenges through its specialized services. The firm provides evidence-based solutions, technical expertise, and innovative strategies that strengthen governance, enhance institutional capacity, promote economic development, and support climate resilience. Its governance and institutional strengthening services include policy development, public sector reforms, and capacity-building programs that support accountability and transparency. Working closely with governments, UN agencies, and NGOs, Allscope ensures improved service delivery and institutional efficiency.

In the private sector and economic development space, the firm provides market analysis and business development services for SMEs and entrepreneurs. By facilitating access to finance and investment opportunities, Allscope fosters economic growth and resilience. Its expertise extends to monitoring and evaluation for development projects, where it implements third-party monitoring, feasibility studies, and impact assessments. Through data-driven approaches, Allscope ensures real-time monitoring and adaptive learning, enhancing project effectiveness.

Climate change and sustainability solutions are another area of Allscope’s expertise. The firm develops climate resilience strategies for communities and businesses, conducts Environmental Impact Assessments (EIA) for sustainable infrastructure projects, and promotes green solutions such as renewable energy and sustainable urban planning. By integrating environmental sustainability into its consultancy services, Allscope helps clients mitigate risks and enhance long-term resilience.

Competitive Advantage of Allscope Innovation and Consultant

Allscope Innovation and Consultant has a deep understanding of the socio-political and economic landscape in Somalia and the Horn of Africa. This localized approach allows the firm to tailor solutions that meet specific needs while aligning with global best practices. Its multidisciplinary expertise ensures comprehensive service delivery, combining technical knowledge with innovative solutions.

A key strength of Allscope is its strategic partnerships and networks. The firm collaborates with international donors, UN agencies, government institutions, and the private sector, leveraging these relationships to maximize impact. Strong networks within local communities further enhance project implementation and effectiveness.

Since its establishment in 2010, Allscope has built a proven track record of success. The firm is recognized for its excellence in governance reform, private sector development, and monitoring and evaluation services. Its commitment to delivering high-quality consultancy solutions has solidified its reputation as a leading player in the region.

Internal Analysis-SWOT Analysis

The Internal analysis identified the following Strengths, Weaknesses, Opportunities and Threats;

Strategic Direction

Allscope Innovation and Consultant has developed a strategic direction through the following key strategic issues which have informed the setting of goals, specific objectives, and strategies.

Strategic Issues & Response

From the SWOT analysis done, Allscope Innovation and Consultant positions to realign its institutional response in the following prioritized emerging strategic issues from internal and external environmental analyses:

Strategic Focus Areas Goals, Objectives, and Strategies

From 2025-2030, Allscope Innovation and Consultant has outlined 6 strategic goals which are interdependent on each other. The four goals complement each other. Below are the strategic goals and their key interventions;

1. Implementation Strategy

Implications for Current Assignments

The Strategic goals and objectives entail that Allscope Innovation and Consultant will maintain its mandate and existing client base and projects. Thus, all consultancies and assignments will have to be aligned to appropriate strategic areas. Furthermore, Allscope Innovation and Consultant will have to be innovative and creative to attract more clients and accumulate more programs in the short, medium, and long term.

Implications for Organisational Structure and Operations

There are several adjustments that will have to be done to ensure that Allscope Innovation and Consultant effectively implements the strategic plan. The first step will be to undertake a functional analysis to determine whether the current organizational set up will effectively support the strategic plan. The management will have to take lead in this process. Secondly, there is need to undertake a resource gap analysis of the strategic plan to determine how much resources are available and what will need to be mobilized for the rest of the Strategic plan period. Additionally, Allscope Innovation and Consultant will need to review some systems and processes to strengthen its institutional capacity. In this regard, there will be need to adopt a phased approach so that the process is done in a systematic manner so that there is minimal disruption of operations.

1.1 Implications on Visibility & Communications

YAs will revisit its communication strategy and make adjustment to improve communications to its stakeholders within and externally but also to the public. The following will be done.

Communication to outside world: To ensure visibility to the external stakeholders and the public, YAS will

• Develop our vibrant Communications Strategy and Communications In this regard, we will engage a Communications Officer who will manage communications under the leadership of the Executive Director.
• Ensure that its website is regularly updated
• Use of social media We will ensure that our official Facebook, tweeter, and Instagram are up to date.
• Ensure that we are visible at all levels of programme implementation and collaboration. We will therefore make sure that the same level visibility at national level is also replicated at district, and community.
• Invest more into documentation of our best practices and disseminate the same through use of website, social media spaces and other networking platforms. We will create a Create a community of practice so that we further engage with like- minded organisations on best practices and emerging innovations in youth development space. We will ensure that our communication products are concise and well streamlined.
• As a way of enhancing accountability and transparency, YAS shall endeavour to make open and public all financial information (audited) as a matter of good practices but also setting the pace among youth focused CSOs to show that transparency must start from within.

Communications to Donors and Strategic Partners such as Government Institutions. YAS will do the following:

• Ensure all our official communication to donors and strategic partners are sent and engaged through official emails, telephones, and meetings where necessary.
• Invite and engage donors and some key stakeholder to our project and programme activities for their appreciation and continued engagement.
• Provide regular updates through e-mails and sharing of periodic progress reports
• Ensure YAS has Strategic corporate branding and continue to develop and dissemination of promotional materials
• Strategic usage of mainstream and social media
• Increase communications to donors even in situations when we need to seek prior changes in a proposed activity approach or design. We will in this regard, communicate with donors in between reporting on matters that require donor attention.
• Develop documents that are short, clear, and attractive to our donors and strategic partners focusing on our work, results and what we care more in line with this strategic plan.
• Start an email list for both donors, strategic partners such as government institutions and share with them organizational updates/accomplishments on a quarterly and annual basis

2. Measuring Performance: Monitoring, Evaluation, Learning and Action

The Strategic plan has its Key performance Indicators which will be tracked periodically to ensure that implementation and realisation of the vision and mission are on course. However, the achievement of this plan can only be tracked if appropriate systems and structures for monitoring, evaluation, learning, and action are put in place and adhered to. In this regard, a robust MEAL framework is critical. The framework will aprt form having the KPIs, have the following periodic plans:

2.1 Annual Operational Plans

YAs will develop annual action plans early in each year to show roles, responsibilities, goals, objectives, targets, and budget for programmes/projects projected for that year. The annual action plan will be linked should be linked directly to the strategic plan and be used as a tool for monitoring and evaluation.

2.2 Mid-Term Evaluation

YAs will undertake a mid-term evaluation to document progress made and recommend adjustments according to problems encountered or changes directly affecting implementing activities. The middle evaluation will be done by an independent external export to ensure objectivity, and neutrality.

2.3 Final Evaluation

A final evaluation will be conducted as the strategic plan five-year period concludes in 2024. The report should assess progress made; challenges encountered and develop recommendations for the next strategic plan.

However, commitment of current staff, current staff, board of directors, members, donors, and partner organizations is essential. Therefore, systems would be in place to ensure that commitment is not only retained but also sustained.

Furthermore, as the strategic plan is a living document meant to adjust with the changing times, rights violations of vulnerable groups, changes in government policy and organizational realities, it is important that processes are set in place for regular review and realignment of the strategic plan over the five year period.