By Ali Haji Warsame

The first time I saw Bosaso, I was captivated by the city’s vibrant energy, remarkable new infrastructure, and peaceful seashore, and I fell in love with it. It was late February 1991, marking the end of spring and the start of summer. At that time, I was unaware of the extreme summer heat the city endures. Bosaso was bustling with commercial activity, and the port was as busy as an international harbour. The waiting list for incoming vessels was very long, with nearly 15 boats and ships waiting to dock. The scene was chaotic, as every businessman seemed to be competing for loading and unloading space. The entire port management system appeared to have broken down, leaving no higher authority and no rules to follow.

As the new head of the local administration, General Mohamed Abshir Muse returned to Bosaso, and discussions began among business community leaders on how to operate the port peacefully and systematically. The existing situation was intolerable, and urgent, substantial change was necessary. They expressed concerns about the unsustainable state and highlighted the need for some form of authority to oversee the port and restore law and order. Additionally, they committed to paying taxes to the new administration. The business community and local elders fully agreed on making a significant change for the better.

At that time, Bosaso had a new port, which was smaller than I expected compared to the port of Mogadishu. Additionally, the electricity facility, ENEE (Ente Nazionale Energia Elettrica) or the National Electric Authority, had been upgraded, and a new hospital building was also constructed and completed. However, it was empty and poorly furnished when the regime collapsed.  The tarmac between Bosaso and Garowe, which spans 460 km, has just been completed, while the road between Garowe and Galkayo, built by the Chinese, was still partially intact. The northeastern regions still had functioning amenities left by the previous government despite being neglected for a long time. These areas were previously considered remote and received minimal government funding; however, these recent projects have turned out to be a blessing in disguise.

The Bosaso Port and the road connecting it to Garowe were part of a transformative infrastructure initiative funded by Italy through the Ente Nazionale Italiano per il Fondo Aiuto per la Somalia (FAI)- the Italian National Agency for the Aid Fund for Somalia -, which ceased operations in 1991. Prof. Abdirizak Osman Hassan (aka Jurile), a former federal MP and Deputy Foreign Minister of Somalia before 1991, was in charge of a project to first construct gravel roads in rural areas of Bari, Nugaal, and Sanaag.

Prof. Jurile spoke on Juxa Video Research Archive on YouTube: “I had to persuade men representing Italian construction companies to amend the terms of the project. Gravel roads will no longer be there after one year. Rainwater will sweep them away. I am going to convince the Somali government to commit the development aid to the construction of a road linking Garowe and Bosaso”.  Prof. Jurile said that in early 1986. He “returned to Mogadishu and submitted the proposal to modify the terms of the project”.

Bosaso, a vibrant commercial port, was located on the Gulf of Aden coast. The city has been relatively shielded from the conflict and civil war that erupted in 1991, which has made it attractive for many people from across the country, particularly those displaced from the south. Many of us who were uprooted from Mogadishu and settled in Bosaso have fully integrated into the city’s social and economic fabric, contributing to its development.

I do remember many internally displaced people from the Abdulaziz District in Mogadishu and the area known as Camp Amharo. These individuals often have a limited understanding of the local dialect because they have never been outside Mogadishu. However, they started a new life in the city and quickly prospered. Additionally, many others have left Mogadishu for safety or to travel by sea to the Gulf and the Middle East. Among Somalis, Bosaso has gained a positive reputation for its openness, hospitality and prosperity.

One particular thing that still lingers in my mind is my arrival in Bosaso. I noticed that most of the businesses in the city do not engage in retail business or “tafaariiq” as we commonly call it. Instead of being able to buy smaller quantities, like 1 kg or 0.5 kg, customers have to purchase items in bulk, such as 25 kg or 5o kg of sugar, rice or a full bucket of cooking oil. This was particularly challenging for newcomers with large families and meagre resources. However, the people from the Abdulaziz district recognized this gap in the market and seized the opportunity to enter the retail business in the city. They began selling smaller quantities, starting with as little as 50 grams of sugar, oil or rice. As a result, they quickly achieved financial recovery and social stability. This is an excellent example of identifying a business niche where one can gain a competitive advantage.

Regarding the Bosaso issue, the chairman of SSDF, Gen. Mohamed Abshir Muse, was convinced of the severity and seriousness of the port matter and agreed to defer it to a neutral party to avoid any potential backlash. As I have mentioned before, the move was having blessings from the business community, traditional elders and the local government. Consequently, I was appointed as the new Director of the Port, with Ahmed Muse Ayib, being named as my Deputy in March 1991. Due to the lack of monthly remuneration for any administrative staff, a portion of the customs revenues was allocated to us. Our initial action was to recruit a few security personnel to enforce the new directives.

The customary practice at the start of the day involved all available transport vehicles entering the port premises. Once some of these vehicles are loaded, they often find it impossible to exit because their path is already blocked, leading to severe congestion both inside and outside the port. To address this issue, we implemented a direct stating that only vehicles with seured loads are allowed to enter the port, while all others must remain outside. This action has effectively eliminated the congestion within the port and has imporved the smooth flow of goods to and from the area.

The second directive banned any kind of weapons inside the port. If anybody possesses any type of weapons, including pistols and daggers, they must leave them at the gate. They will be given a number to collect the items later when leaving the port. The customary practice before was to hire security and even armoured vehicles to unload shipment, and that used to create daily risk, which usually ended in real casualties. By eliminating that threat, even those who were not Somali felt safe and fair treatment. This single change transformed the atmosphere at the port, fostering harmony and facilitating a smoother process. The business community quickly recognized the direct benefits of these improvements and pledged to wholeheartly support them.

The third directive specified that no boats or ships are allowed to stay on the dock unless they are loading or unloading. Once they have unloaded their shipment, they should exit to the sea and wait there until their export cargo arrives. This policy alone allowed us to accommodate as many vessels per day as possible. Later on, we introduced a night shift for unloading and utilized the open area of the port for temporary storage. We assured all parties that any losses incurred during this process would be compensated in cash or kind. These straightforward measures significantly transformed the port, especially with the introduction of the night shift. Both the business community and the administration felt a sense of relief, believing that their decision to hand over the port to a neutral party was wise and in the best interest of everyone involved.

After the previous government’s tax regime became ineffective, many customs employees either left the city or found new jobs. To address this, we engaged with both the local administration and the business community to establish a new tax system. Drawing on my expertise in public finance, busiess management and accounting, we proposed a simplified tarrif structure for most goods, along with specific exemptions. As we implemented the new tax regime, the proess went smoothly, and we encountered no difficulties in enforcing it.

To implement the night shift, we encountered an issue with the electricity supply, specifically, needing power availability at least until midnight. To address this, we agreed with ENEE to provide two barrels of fuel each night in exchange for the provision of continuous electricity until midnight every night. This arrangement allowed us to work late and ensured that the city was fully lit. With the new generators supplied through the FAI project, Bosaso had a full electricity supply by 1991, which felt like a miracle compared to the situation across the country at that time.  

The initiative has popularly gained momentum and made a significant contribution to the overall business landscape due to the part’s need to function effectively and the recent changes under the new adminstation. As a result, we have not faced any major challenges for a considerable time. One notable exception was the return of Ibrahim Artan Ismail, widely known as Haji Bakin—a respected and influential figure in Bosaso’s business and social circles. Renowned for both his deep-rooted connections and generous spirit, Haji Bakin maintained strong ties to the city’s informal networks and wielded significant influence. In Bosaso, his presence often signaled a shift in the balance of power, with many matters seemingly falling under his quiet control. Today, Haji Bakin serves as Puntland’s Minister of Security—and I am proud to call him a friend.

He used to bring his vessel directly to the dock without hassle, and he would keep it there until it was fully loaded before returning. No one dared to question him. Upon his arrival this time, he was informed about the changes at the port and how the business community and the public had embraced it. He immediately became upset and vowed not to be intimidated or pressured into changing his own way. As news of his arrival spread throughout the port and the city, we felt a growing uneasiness.

He came straight to my office, stiffening with anger and foam spilling from both sides of his mouth, and addressed me directly: 

“Do you know me?” 

“Yes. I know you, Haji,” I abruptly replied. 

“Then, I don’t want to queue, and I will leave my vessel at the dock until it is loaded with my security team on board.”

“Haji”, I responded politely, “a lot of things have changed and improved since last time, and with all due respect, we welcome you back and want you to respect the rules, just like everyone else. Your vessel will be in the queue, and we will endeavour to expedite the process”.

He became angrier and stormed out of my office. I was informed that he tried to organize a revolt against the current procedures, and many people who were afraid of him managed to get along with him first. However, as the day progressed, he came to his senses and recognised that the changes were now widely accepted in the city, and he would eventually be obliged to abide by them. He was also told that I am the kind of person who never yields an inch, regardless.

Early the next morning, he returned to my office with a friendlier and amicable expression. He informed me that he has learned that I treat everyone equally and, for that reason, he was willing to allow the new process and procedure to operate. I thanked me profoundly and felt relieved. Then he dropped a bombshell that he was not willing to pay taxes in cash, as he didn’t have any to offer. I felt cornered anew and realized I needed to come up with an alternative solution to avoid any further escalation of the situation. I suggested that instead of cash, he could pay the tax due in kind, at market price. For example, if he opted to pay with 50 kg of sugar or rice, I would give him the equivalent amount based on the current open market prices, same as he has sold it in his store.

That was the best option I could have come up with to calm the situation, despite not knowing how the administration would utilize this arrangement. Surprisingly, Haji Bakin immediately accepted that offer and left my office feeling very satisfied that he had scored a point. From my side, I was relieved that we had avoided a difficult situation and a potential disaster at the same time. To my surprise, this deal marked the beginning of many similar situations. Since the emergency team for the defence of Galkayo used to receive a portion of tax proceeds, they even preferred to have it in food supplies, which were badly needed at the front line. Whatever the outcome was, it was indeed a win-win situation, and I do still respect that guy.

One thing I hadn’t prepared was the customary practice of crew members offering gifts to customs staff upon a vessel’s arrival at the port. At first, we assumed it was just a single individual attempting to bribe us or curry favor. However, we soon realized it was a widespread and deeply ingrained practice. I took immediate action to put an end to it, declaring it a punishable offense. Once word spread, the practice stopped entirely—no one dared to offer gifts again.

As the days, weeks, and months went by, we grew more confident in our operations and continued to refine the process. However, a serious incident threatened to derail all our progress. A son of a prominent traditional leader entered the port facility, concealing a rifle in his truck. Thanks to a thorough inspection, the weapon was discovered while he was still inside the premises. The situation quickly escalated into a confrontation between him and members of the security team, leading to serious consequences.

We will thoroughly explore this issue in Part V, providing detailed insights.

Ali Haji Warsame, MA, MBA, CPA
Executive Director – Hiil Institute
Former Puntland Minister of Education
Email: ali.warsame@hiilinstitute.org
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