ethiopia one fund - mptf office gateway - united nations
TRANSCRIPT
i
Second Consolidated Annual Progress Report on
Activities Implemented under the Ethiopia One Fund
Report of the Administrative Agent of the Ethiopian One Fund for the Period 1 January to 31 December 2012
Multi-‐Partner Trust Fund Office Bureau of Management
United Nations Development Programme http://mptf.undp.org
25 May 2013
ii
Ethiopia One Fund
PARTICIPATING ORGANISATIONS
Food and Agriculture Organisation (FAO)
International Labour Organisation (ILO)
United Nations Capital Development Fund (UNCDF)
United Nations Development Programme (UNDP)
United Nations Educational, Scientific and Cultural Organisation (UNESCO)
United Nations Population Fund (UNFPA)
iii
PARTICIPATING ORGANISATIONS
United Nations Office for Drugs and Crime (UNODC)
United Nations Office for Project Services (UNOPS)
United Nations Entity for Gender Equality and the Empowerment of Women (UNWOMEN)
World Food Programme (WFP)
CONTRIBUTING DONORS
Italy
Norway
Sweden
UK Department for International Development (DFID)
iv
Abbreviations and Acronyms
AA Administrative Agent ABE Alternative Basic Education AEMFI Association of Ethiopian Micro Finance institutes AWP Annual Work Plan BSC Balanced scorecard BoFED Bureau of Finance and Economic Development BoWCYA Bureau of Women, Children and Youth Affairs CFM Collaborative Forest Management CPD Continuous Professional Development DaO EmOC Emergency Obstetric Care FeMSEDA Federal Micro and Small Enterprise Development agency FGM/C Female genital mutilation or cutting FACE Funding Authorization and Certificate of Expenditures GRB Gender Responsive Planning and Budgeting GBV Gender-‐based violence HTP Harmful traditional practices HACT Harmonized Cash Transfer HMIS Health Management Information System HLSC High Level Steering Committee IYCF Infant and young child feeding ICBPP Integrated Capacity-‐based Participatory Planning ICCM Integrated Community Case Management JPSCs Joint Programme Steering Committees M&E Monitoring and Evaluation MDGs Millennium Development Goals MSEs Micro-‐ and small enterprises MFIs Micro-‐finance institutions MoFA Ministry of Federal Affairs MoFED Ministry of Finance and Economic Development MoWCYA Ministry of Women, Children and Youth Affairs MSPs Multi-‐stakeholder Platforms MPTF Office UNDP Multi-‐Partner Trust Fund Office MOU Memorandum of Understanding NNP National Nutrition Program NSC National Steering Committee NGO Non-‐governmental organisation PIM Programme Implementation Manual PEM Public Expenditure Management CSB Regional Civil Service Bureau ReMSEDA Regional Micro and Small Enterprise Development Agencies SAA Standard Administrative Arrangement SIP School Improvement Programme SAM Severe Acute Malnutrition
v
ToR Terms of reference TOT Training-‐of-‐trainers UN United Nations UNCT United Nations Country Team UNCDF United Nations Capital Development Fund UNDAF United Nations Development Assistance Framework UNDP United Nations Development Programme UNESCO United Nations Educational, Scientific and Cultural Organisation UNFPA United Nations Population Fund UNICEF WFP World Food Programme VAW Violence against women
vi
Definitions
Allocation Amount approved by the Ethiopia One Fund High Level Steering Committeefor a joint programme. The Joint Programme National Steering Committees are responsible for determining financial allocations per Joint Programme component.
Contributor Deposit A deposit of cash for the Fund received and applied by the MPTF Office. Delivery rate A financial indicator of the percentage of funds that have been utilized by comparing the expenditures reported by a Participating Organisation Indirect support costs A general cost that cannot be directly related to any particular project or activity of the Participating Organisations. As per UNDG policy, all UN entities may charge a maximum of 7 percent as indirect costs. Joint Programme Expenditure The sum of expenses reported by all Participating Organisations irrespective of which basis of accounting each entity follows. Kebele A kebele is the smallest administrative unit of Ethiopia similar to a ward or a neighbourhood.
Net funded amount Amount transferred by the MPTF Office to a Participating Organisation less any refunds of unspent balances transferred back by the a Participating Organisation. Participating Organisations UN Organisations that have signed a Memorandum of Understanding with the MPTF Office, in its capacity as the Administrative Agent of the Ethiopia One Fund.
Woreda Districts or woreda are the third-‐level administrative divisions of Ethiopia and are managed by a local government.
vii
Table of Contents
Executive Summary ............................................................................................................................................. 1
1 Introduction .................................................................................................................................................. 3
1.1 Strategic Framework ..................................................................................................................................4 1.2 Governance Arrangements ........................................................................................................................4
1.2.1 Steering Committees ..................................................................................................................... 4
1.2.2 High level Steering Committee Meetings ..................................................................................... 5
1.2.3 Joint Programme Management Committee and National Steering Committee meetings ........................................................................................................................................ 5
1.2.4 The Administrative Agent ............................................................................................................. 6
2 Implementation Achievements ...................................................................................................................... 7
2.1 ..........................................................7 2.2 Delivery for Accelerating Development Outcomes in
........................................................................................... 12
3 Financial Summary ...................................................................................................................................... 19
3.1 Sources, Uses, and Balance of Funds ...................................................................................................... 19 3.2 Partner Contributions .............................................................................................................................. 20 3.3 Transfer of Funds ..................................................................................................................................... 21
3.3.1 Transfers to Participating Organisations ..................................................................................... 21
3.3.2 Overall Expenditure and Financial Delivery Rates ...................................................................... 22
3.4 Expenditure Reported by Participating Organisations ............................................................................ 23
3.4.1 Total Expenditure Reported by Category .................................................................................... 23
4 Transparency and Accountability ................................................................................................................. 25
5 Conclusion ................................................................................................................................................... 26
viii
List of Tables Table 1.1 Funded Joint Programmes (1 January 2011-‐ 31 December 2012) .......................................................... 6
Table 2: Number of female students and teachers who have received financial support .................................... 10
Table 3.1 Financial Overview for the period ending 31 December 2012 (in US Dollars)....................................... 19
Table 3.2.1 Total Donor Deposits (in US Dollars) ................................................................................................ 20
Table 3.2.2 Total Donor Deposits by earmarking (in US Dollars) ......................................................................... 20
Table 3.3.1 Net Funded Amount by Participating Organisation (in US Dollars) .................................................... 22
Table 3.3.2a Financial Delivery Rates by Participating Organisation (US Dollars) ................................................. 23
Table 3.3.2b Financial Delivery Rates by Joint Programme (US Dollars) .............................................................. 23
Table 3.4.1 Total Expenditure by Category (in US Dollars) .................................................................................. 24
List of Figures
Figure 1: Developing Regional States of ............................................................................................................... 3
Figure 2: Community conversation in Tigray region .............................................................................................. 8
Figure 3: Girls who received after school tutorials in Tigray region ....................................................................... 9
Figure 4: The four DRS regions targeted by the joint programme are Afar, Benishangul-‐Gumuz, Gambella and Somali ............................................................................................................................................................... 14
Figure 5: Programme beneficiary ....................................................................................................................... 15
Figure 6: Programme beneficiary ....................................................................................................................... 16
Figure 7: Support to water supply and sanitation ............................................................................................... 17
Figure: 3.2.1 Total Donor Deposits (percentage) ................................................................................................ 21
Figure 3.3.1: Net Funded Amount by Participating Organisation for the period of 1 January to 31 December 2012 (percentage) ...................................................................................................................................................... 22
Figure 3.4.1: Expenditure by Category for programme costs in 2012 (percentage) ............................................. 25
1
Executive Summary
Ethiopia has achieved commendable development results over the past decade. The economy grew at an annual rate of 11 percent between 2004 and 2011, and poverty levels declined sharply from 39 percent to 29 percent between 2005 and 2010. gross domestic product (GDP) per capita remains among the lowest in the world and more than a third of the population live below the poverty line. In most cases, women and girls are less advantaged and represented in decision-‐making. In support of the larger equity-‐focused growth agenda of the government of Ethiopia (GoE), the UN Country Team (UNCT) has been putting efforts to enhance the participation of women and children in the national development process. The Global Gender Gap Report (2010) ranks Ethiopia as 121 among 134 countries in terms gender-‐based disparities. Moreover, prevailing social attitudes favour men over women with regards to food, health care and education while leaving women/girls with limited opportunities for participation in formal sector employment. On a more positive note, a series of governance reforms have led to significant improvements in public service delivery, electoral administration, access to justice, and women's participation in politics in Ethiopia. Capacities of key institutions of democratic governance, particularly those responsible for promoting human rights and enhancing transparency and accountability are getting stronger. Nevertheless, challenges remain in enhancing pluralistic and participatory democracy and capacity for effective public sector management, especially in the four developing regional states. Building strong governance systems that entail respect for human rights, access to justice and protection for the most vulnerable, creating opportunities for equitable economic growth and employment, providing access to quality health care and education, and increasing the participation of women and youth in decision-‐making -‐ these are some of the crucial building blocks for economic progress and equitable development in the country. The Ethiopia One UN Fund was established in January 2011 as a funding mechanism to address these challenges more effectively. It aims at facilitating the realization of the United Nations Development Assistance Framework (UNDAF; 2012-‐2015) and UNDAF Action Plan outcomes by strengthening planning and coordination, aligning funding allocations to the needs of the UNDAF/UNDAF Action Plan in Ethiopia and channelling funds toward the highest priorities of the country. Three Flagship Joint Programmes were identified in high priority areas for achievement of the Millennium Development Goals (MDGs), where the UN has a comparative advantage and which are presently underfunded by other donors. They are:
1)
2) omen's Empowerment (GEWE) ; and 3) .
In 2012, the GEWE and the DRS joint programmes received funding through the Ethiopia One UN Fund. This Second Consolidated Annual Progress Report on activities implemented under the Ethiopia One Fund covers the period from 1 January to 31 December 2012 and reports on the implementation of the two joint programmes that received funding. This report is prepared by the MPTF Office in fulfilment of the reporting requirements set out in the Standard Administrative Arrangement (SAA) concluded with the donors. In line with the Memorandum of Understanding, the Annual Progress Report is consolidated based on information and data contained in the narrative progress
2
reports and individual financial statements submitted by Participating Organisations, and submitted to the MPTF Office. This report performance of the Participating Organisations. However, the report provides an overview of the achievements and challenges associated with the joint programmes funded through the Ethiopia One Fund. During 2012, the GEWE joint programme registered significant achievements in each of the output areas. Over 10,000 women increased both productivity and income as a result of joint programme supported activities including training in business management skills, access to credit, markets, and improved technology. Seven microfinance institutions and several government agencies at the federal and regional levels enhanced their capacity to provide gender responsive business development services. Young girls have a better chance of completing secondary and tertiary education through scholarships, and the GEWE joint programme partners worked with teachers and schools to improve gender equality. The targeted girls have significantly lowered vulnerability to gender-‐based violence as a result.
In 2012, the DRS joint programme implementation contributed to strengthening wider and popular participation in development planning processes as well as deepened decentralization. The capacity of woredas in regional states to appropriate and spend revenue was enhanced. Improvements were made in public financial management skills, employment policies, and performance management at the regional and local levels. In terms of managing for results, regional sector bureaus showed significant progress to effectively coordinate, monitor and report development initiatives and manage resources. Strategies such as revenue generation, improvement of the Legal and Regulatory Framework for Decentralization -‐ an integrated information management system for evidence-‐based planning -‐ and human resource management were supported by the federal government and regional states.
During the 2012 reporting period, the Ethiopia One UN Fund received a total of US$ 2.32 million in donor contributions from DFID, Norway, Sweden and Italy, bringing the total contribution to US$ 8.33 million. As of 31 December 2012, the Administrative Agent has transferred a total of US$ 6.33 million to seven Participating Organisations of the GEWE and DRS joint programmes, based on the approval of the High Level Steering Committee. The cumulative financial expenditure reported by the GEWE Joint Programme was US$ 5.35 million, and the DRS Joint Programme expenditure was US$ 283,8941. All relevant information about the Ethiopia One Fund, including reports and all financial data, is available on the Ethiopia One Fund website of the MPTF Office GATEWAY, found at http://mptf.undp.org/factsheet/fund/ET100.
Together with national partners, the United Nations intends to build on joint programme achievements with a total value of approximately US$ 6 million, received in 2011. These joint programmes form a solid, coherent and realistic set of interventions covering the least developed states of the country and, most importantly, the most vulnerable populations. In order to implement them, the United Nations has embarked on development of focused resource mobilization strategies. The majority of the funding received by the Ethiopia One Fund was for the gender joint programme, and enhanced efforts will be made to mobilize un-‐earmarked funding, which will be used to fill the funding gap in the UNDAF Action Plan in a more flexible and strategic manner. Further replenishment of resources is vital in advancing the objectives of the Ethiopia One Fund.
1 The DRC Joint Programme actual 2012 expenditure was higher than reported in the certified financial report (US$ 378,518). Given that resources from One UN Fund were made available later than expected and in order to ensure timely implementation of the agreed activities, a total of US$ 93,490 were advanced from UNCDF core resources allocated to the DRS Joint Programme in 2012, which explains the discrepancy.
3
1 Introduction
Ethiopia has achieved commendable development results over the past decade. The economy grew at an annual rate of 11 percent between 2004 and 2011, and poverty levels declined sharply from 39 percent to 29 percent between GDP remains among the lowest in the world and more than a third of the population live below the poverty line. Urban areas are seeing inequity increase at a higher rate than rural areas. In most cases, women and girls are less advantaged and less represented in decision-‐making.
that of men, at 28 percent. They also earn less than their male counterparts.
In support of the larger equity-‐focused growth agenda of the government of Ethiopia (GoE), in-‐country UN efforts are to enhance the participation of women and children. The GoE has declared its commitment to gender equality by: (a) stipulating the rights of women in its Constitution; (b) issuing the Women's Policy of Ethiopia; and (c) formulating the National Action Plan on Gender and Development (2006-‐2010). More recently, strengthened with the Growth and Transformation Plan (2010-‐2015) and the Sector Development Plan for Women and Children (2011-‐2028) to promote
and political empowerment. However, despite these commitments, significant challenges persist in relation to achieving gender equality. The Global Gender Gap Report (2010) ranks Ethiopia as 121 among 134 countries in terms of the magnitude and scope of gender-‐based disparities. Moreover, prevailing social attitudes favour men/boys over women/girls with regards to food, health care, education and employment. A series of governance reforms, led to significant improvements in public service delivery, electoral administration, access to and administration of justice, and women's participation in politics. Presently, 27 percent of parliamentarians are women. Capacities of key institutions of democratic governance, notably those with oversight responsibilities for promoting human rights and enhancing transparency and accountability are being strengthened. Nevertheless, challenges remain in enhancing pluralistic and participatory democracy and capacities for effective public sector and development management, especially in the four developing regional states. Building strong governance systems that entail respect for human rights, access to justice and protection for the most vulnerable, creating opportunities for equitable economic growth and employment, providing access to quality health care and education, including in remote areas, and increasing the participation of women and youth in decision-‐making are some of the crucial building blocks for economic progress and the development of the country. The Ethiopia One Fund was established as a funding mechanism to contribute to addressing these challenges.
Figure 1: Developing Regional States of Ethiopia (2013
©3.bp.blogspot.com)
4
1.1 Strategic Framework The Delivering as One process in Ethiopia, initiated in 2008, builds on the existing reform agenda set by UN member states that requested that the UN development system accelerate its efforts to increase the coherence and effectiveness of its operations in meeting internationally agreed development goals. The Delivering as One process in Ethiopia comprises five elements: One Programme, One Fund, One Leader, One Office and One Voice as set out in the Concept Paper and Roadmap approved by the High Level Steering Committee in June 2009. The overall strategic objectives for the UN in Ethiopia are set out in United Nations Development Assistance Framework (UNDAF). The Delivering as One process in Ethiopia started at the end of the previous programming cycle captured in the UNDAF (2007-‐2011) and continues during the current cycle which runs from 2012 to 2015 in alignment with the Growth and Transform current national One Programme is formed by the UNDAF (2012-‐2015) and its operational plan, the UNDAF Action Plan. The UNDAF Action Plan is a common, coherent operational plan for all UN funds, programmes and agencies in Ethiopia.
During the last phase of the UNDAF 2007-‐2011, three new major strategic Flagship Joint Programmes were identified as high priority areas for achievement of the MDGs, where the UN has a comparative advantage and which are presently underfunded by other donors. They include:
1) UN Joint Programme to enhance public service delivery for accelerating ;
2) ; and 3) .
These three joint programmes constitute an integral part of the UNDAF Action Plan (2012-‐2015). The flagship joint programmes are intended to operate at scale. Each flagship joint programme has a lead government ministry and a lead UN agency. UN agencies contribute funds to initial activities, but all three joint programmes require substantial additional funding. The objective then of the One UN Fund is to support the coherent resource mobilization, allocation and disbursement of donor resources for unfunded portions of the UN Programme components under the direction of the Resident Coordinator.
The Ethiopia One UN Fund, established in January 2011, is intended to facilitate the realization of UNDAF outcomes by strengthening the planning and coordination process, aligning funding allocations to the needs of the UNDAF and UNDAF Action Plan and channelling funds towards the highest priority needs of the country. The joint programmes adhere to the principles of alignment and harmonization set out in the Paris Declaration on Aid Effectiveness Agenda and the Accra Agenda for Action. To this end and to the maximum extent possible, the joint programmes use government systems and procedures and aim to reduce transaction costs on partners. They also aim to harmonize with existing donor supported initiatives such as sectoral planning mechanisms and joint funding mechanisms.
1.2 Governance Arrangements
1.2.1 Steering Committees The Ethiopia One Fund is governed by the High Level Steering Committee (HLSC) and co-‐chaired by the State Minister of the Ministry of Finance and Economic Development (MoFED) and the UN Resident Coordinator. It is composed of six representatives of the Government of Ethiopia, six members of the United Nations Country Team (UNCT) and three representatives of the donor partners.
5
UN Fund, ensuring appropriate consultative processes take place with key stakeholders at the country level so as to avoid duplication or overlap between other funding mechanisms and reviewing and approving the periodic progress reports (programmatic and financial) consolidated by the Administrative Agent and submitted by UN Participating Organisations. The Joint Programme Steering Committees (JPSCs), namely the GEWE Joint Programme Management Committee and the DRS National Steering Committee, are established at the national level for each joint programme included in the UNDAF. Each of the JPSCs is co-‐chaired by the lead government institution and the lead UN agency for the joint programme. In relation to the One Fund, the Joint Programme Steering Committee is responsible for determining financial allocations for each joint programme.
1.2.2 High level Steering Committee Meetings In 2012, the High Level Steering Committee held two meetings; in February and December. During the February High Level Steering Committee meeting, the Committee decided to work together to mobilize funds to fill the existing resource gaps. The UNCT and MoFED agreed to work together to develop proper tools in order to ensure value for money in implementing the UNDAF Action Plan. During the December High Level Steering Committee meeting the State Minister emphasized the governmentcommitment to working together with the UN, and underlined that all parties involved will continue to Deliver as One on the joint programmes.
1.2.3 Joint Programme Management Committee (PMC) The Programme Management Committee (PMC) makes decisions affecting the effectiveness, efficiency and strategic orientation of the programme and to provide overall guidance on the implementation of the joint programme. In 2012 the PMC met twice on February 6 and December 15, 2012. At its meeting, the GEWE Steering Committee discussed and endorsed the One UN Fund resource allocation for the GEWE joint programme. The committee members also worked on developing a terms of reference (ToR) for the committee and developing plans for GEWE phase two. During the February meeting, the One Fund distribution plan and document were endorsed. There was agreement to establish a joint UN and government task force facilitated by UNFPA, which would draft a proposal to the UN Trust Fund to End Violence Against Women, however, in this meeting, the Ministry of Women, Children and Youth Affairs (MoWCYA) decided to submit an independent application. The planning, implementation, operational coordination, monitoring and reporting of the GEWE JP are the responsibility of the Technical Working Group (TWG). The TWG meets periodically and reports to the Heads of Agencies (HOAs), who give guidance to the TWG on strategic issues. The HOAs met in August, November, and December 2012. In the August meeting the HOAs discussed the development of AWPs by the regions, fund transfer modalities, the relationship between the two coordination ministries (MoWCYA and MoFED), as well as the implementing sector ministries. The October meeting agenda was to brainstorm on the link between the GEWE joint programme and the new programme under development on the economic empowerment of rural women ( ural Women Empowerment Programme [RWEE ), since the anticipated results were similar to the existing joint programme results. In December, the HOAs met to discuss the necessary inputs on the programme documents for phase two of the GEWE joint programme
1.2.4 DRS National Steering Committee The Steering Committee meetings of the joint programme for Enhancing Public Service Delivery in the four
6
Developing Regional States (DRS) are held at the national, regional and woreda levels. National Technical Committee/Technical Working Group meetings are held twice a year. At the woreda level, meetings are held every month. In 2012, the National Steering Committee (NSC) for the DRS joint programme held two meetings, on 6 June and 25 June. The disbursement of financial resources did not start before June 2012, therefore meetings of the NSC could not start earlier. During the meetings, there was discussion and endorsement of fund
Ethiopia One Fund. The National Technical Working Group duties and responsibilities were endorsed, and the ToR of the NSC was updated. The cumulative amount of funding approved as of December 2012 was US$ 6,328,015 million. Table 1.1 below lists the two funded joint programmes. Table 1.1 Funded Joint Programmes (1 January 2011-‐ 31 December 2012)
Project Title Participating Organisation
Project Number
Funds Approved
($)
Funds Transferred ($)
Start Date
Completion date
Gender Equality and Women's Empowerment (GEWE)
UNFPA, UNICEF, UNWOMEN, UNDP, UNESCO, ILO
79235 5,949,031 5,949,031 21-‐Jun-‐11 30-‐Jun-‐13
Enhancing Public Service Delivery to Accelerate Regional Employment Outcomes In Four Developing Regional States (DRS)
UNICEF, UNDP, UNCDF 83480 378,984 378,984 12-‐Jul-‐12 30-‐June 13
Sub-‐total: 6,328,015
Grand Total: 6,328,015
1.2.5 The Administrative Agent Participating Organisations have appointed the MPTF Office to serve as the Administrative Agent for the Ethiopia One Fund. The Administrative Agent concluded a Memorandum of Understanding (MOU) with a total of 11 United Nations (UN) Organisations involved in the Ethiopia One Fund, namely: Food and Agriculture Organisation (FAO), International Labour Organisation (ILO), United Nations Capital Development Fund (UNCDF), United Nations Development Programme (UNDP), United Nations Educational, Scientific and Cultural Organisation (UNESCO), United Nations Population Fund (UNFPA),
, United Nations Office for Drugs and Crime (UNODC), United Nations Office for Project Services (UNOPS), United Nations Entity for Gender Equality and the Empowerment of Women (UNWOMEN), and World Food Programme (WFP).
The MPTF Office is responsible for a range of fund management services, including: (a) receipt, administration and management of donor contributions; (b) transfer of funds approved by the Ethiopia One Fund High Level Steering Committee and or Joint Programme Steering Committees to Participating Organisations; (c) reporting on the source and use of donor contributions received; (d) synthesis and consolidation of the individual annual narrative and financial progress reports submitted by each Participating Organisation for submission to donors through the High Level Steering Committee; and (e) ensuring transparency and accountability of Ethiopia One Fund operations by making available a wide range of operational information on the Ethiopia One Fund website of the MPTF Office GATEWAY found at http://mptf.undp.org/factsheet/fund/ET100.
7
2 Implementation Achievements
The following section presents the compilation of joint programme achievements from the individual annual progress reports submitted by seven Participating Organisations to the MPTF Office, as the Administrative Agent.
2.1 Gender inequality is a characteristic feature of poverty in Ethiopia. Though the country has taken commendable policy, legislative and program measures to promote gender equality, cultural norms, traditions and practices
ity. According to various surveys, Ethiopian women have less access to land and resources are less economically active than men, and they carry a disproportionate share of the unemployment. At the national level, female economic activity is around 79 percent of the male rate while their earnings are estimated at 60 percent of their male counterparts. Land holding by women accounted for a mere 18 per cent of all holdings at the national level. Poverty and food insecurity have a strong gender bias, as female-‐headed households continue to be disproportionately affected. Gender gaps in terms of access to micro-‐credit and financial services, inadequate entrepreneurship and managerial capacity, and skills to successfully set up, run and expand businesses are signi
Empowerment (GEWE) its national as joint programme
national development. Specifically its objectives are to: (a) increase accessibility of financial and non-‐financial services for economically disadvantaged women; (b) enable an environment created and support provided for girls and women to improve participation and access to secondary and tertiary education; (c) strengthen institutional capacity for gender mainstreaming; and (d) increase institutional capacity and community level knowledge to promote and protect the rights of women and girls.
Achievements
During 2012, the GEWE joint programme made significant contributions to national targets in the areas of
strengthening national capacities to mainstreaming gender across government sectors at the federal and regional levels. Over 10 thousand women increased both productivity and incomes as a result of joint programme supported activities including training in business management skills, access to credit, markets, and improved technology.
In 2012, the GEWE joint programme strengthened the capacities of microfinance institutions and several government agencies at the federal and regional levels to provide gender responsive business development services. There is greater gender awareness among participating micro-‐finance institutions (MFIs) and
of, economic resources and services. Seven government agencies and five MFIs have developed strategies and action plans to address the identified gender weaknesses. The Cooperative Promotion Agency established a gender unit to strengthen its internal capacity to respond to gender issues and better support women in
8
cooperative societies. A five day training on gender auditing and entrepreneurship development skills was held for 450 gender experts and planners, representatives of Bureau of Women, Children and Youth Affairs (BoWCYA), Bureau of Finance and Economic Development (BoFED), Federal Micro and Small Enterprise Development agency (FeMSEDA), Regional Micro and Small Enterprise Development Agencies (ReMSEDA), cooperative/associations, and MFIs. Moreover, the Ministry of Women, Children and Youth Affairs (MoWCYA) in collaboration with the Association of Ethiopian Micro Finance institutes (AEMFI) conducted a gender audit of five agencies.
A total of 1043 women from different regions and the two city administrations benefited from a variety of forums, supported by the GEWE joint programme, to facilitate linkages with MFIs. A total of 9872 women were able to obtain technical guidance and credit from the MFIs following the linkage forums. A national council was formed to facilitate and strengthen links to financial institutions, chaired by the Ministry of Urban Development and Construction with representation from MoWCYA, the industry and trade ministries, FeMSEDA, ReMSEDA, and BoWCYA. In addition, the GEWE joint programme trained 12,109 women entrepreneurs on record keeping, customer handling, preliminary market assessment, costing, and promotion. The target women entrepreneurs improved the competiveness and profitability of their businesses through good business management. Participating women reported more secure livelihoods, greater self-‐awareness and respect from the community, and increased income.
A diagnostic study on access to financial services for low-‐income women households and entrepreneurs in Ethiopia was carried out by ILO in collaboration with UNICEF. The study provided comprehensive information on financial interventions in the intended project areas to help MoWCYA and the Participating Organisations to
A key strategy supported by the joint programme in 2012 was to increase the capacity of MFIs to provide accessible and affordable credit and saving facilities to economically disadvantaged women, who would otherwise not have the opportunity through formal banking institutions. In total, 9872 economically disadvantaged women from 85 woredas benefited from this intervention. Women were helped to access credit funds to initiate and expand income generating activities in the nine regional states of Ethiopia and the two city administrations. Each woman that qualified for financial support received on the average Ethiopian birr 4000 (US$ 220) to be paid over a 12 to 36 month period depending on the type of business. Before taking the loan, each woman entrepreneur received training in business management skills, self-‐help group formation and management, and managing savings and credit associations. The workshops were organized and delivered by
Figure 2: Community conversation in Tigray region (2012 ©UNCT)
9
the regional ReMSEDAs in collaboration with BoWCYA, woreda offices of the women, children and youth affairs and micro-‐ and small enterprises development offices.
In 2012, over 200 women operating through small cooperative societies and associations received simple machines and equipment for use in their micro enterprises. The women are identified from the poor peri-‐urban areas of Addis Ababa, including women with disabilities, and those who were involved in collecting fuel wood through difficult and sometimes dangerous terrain. The women are involved in weaving, soap making, food processing, pottery, and in the case of one association the women convert solid waste into charcoal for sale. A hammer mill was procured for a group of 30 women potters who used to grind the soil manually for the pottery work. They are now able to double their production. In addition, six gem stone cutting and polishing cooperative societies in Amhara received tool kits including trim
saws, grinders, and drilling machines. Five gold mining cooperatives in Tigray and Benishangul-‐Gumuz were supported to procure mining equipment. The GEWE joint programme outsourced the work to FeMSEDA, who designed and fabricated the equipment.
In addition, the GEWE joint programme supported an innovative strategy in which FeMSEDA established a sales outlet in Addis Ababa. The outlet currently serves more than 190 women from the poor neighbourhoods of the city. The outlet employs women sales-‐staff who focused on production in their respective small localities, bringing the finished products to the outlet for marketing. FeMSEDA also organizes periodic training for the participating women to encourage them to improve the quality of their products. As Mrs. Yeletework, a member of Yeletework Gebreab Garment Painting and Tailoring group s -‐100 birr per month from my products sold within the centre. After the renovation which was supported by UNWOWEN and FeMSEDA, my earnings increased to a total of 10,000 b percent increase in income. The general manager of Metebaber tailoring and sweater production also indicated that sales went up by over 400 percent. The success of the sales outlet and its impact on incomes and production has led other regions to request for similar facilities. For example, the Amhara BoWCYA is replicating the experience at Kombolocha town with the support of the joint programme. MoWCYA organized a national exhibition to display and sell the products of women entrepreneurs and to create market linkages for women traders. Seventy-‐eight women entrepreneurs involved in leather, food processing and beverages, garment, soap making presented their products and services. The national exhibition was a very good opportunity to strengthen networking and create market linkage among micro-‐ and small enterprises (MSEs) from all regions, and among federal-‐level operators.
Figure 3: Girls who received after school tutorials in Tigray region
(2012 ©UNCT)
10
In 2012, young girls had a better chance of completing secondary and tertiary education through scholarships,
significantly lowered vulnerability to gender-‐based violence as a result. The GEWE joint programme supported economically disadvantaged girls both financially and technically through tutorial classes. A total of 2430 female students and 40 female teachers benefited from the cash grants of up to 4000 Ethiopian birr (US$ 216) per person in seven regional states. Field visits during programme monitoring showed that female students benefited who otherwise would have been forced to drop out due to financial and family problems. Most of the female students supported by the joint programme improved their performance and passed national exams and joined university. It was stated in the joint field monitoring report that the cash grants have enabled the target group to cover school-‐related expenses and house rent. In Benishangul, the cash grant was used to strengthen
Table 2: Number of female students and teachers who have received financial support
Region Amount transferred to the region (ETB)
Number of female students
Number of female teachers
Tigray 16,527 50 Amhara 67,122 600 40 Afar 9,999 15 SNNPR 125,000 633 Gambella 23,989 200 Benishangul 19,852 765 Somali 9,655 167 TOTAL 272,144 2430 40
Another initiative supported by the GEWE joint programme is offering scholarships to 40 female teachers to attend summer programmes to upgrade their skills to a first degree level (Table 1).This initiative also plays a key role in increasing the number of female role models for girls and boys.
Successful advocacy by MoWCYA resulted in a decision for the different ministries to develop and adopt sector-‐specific gender mainstreaming guidelines. Five federal sector ministries were supported to adapt sector specific gender mainstreaming manuals2. At the regional level, good practices are emerging with the regional government mandating the BoWCYA to monitor performance by different sectors and report directly to the regional councils. Training on results-‐based management was successful in that 60 experts drawn from sector ministries and regions were trained on tracking and reporting on results. Further, 283 women in the civil service, judiciary and education institutions benefited from training workshops and in-‐service training programmes on gender and transformational leadership. This component of the GEWE joint programme is implemented through the Civil Service University College thereby contributing to its institutional capacity to sustain learning beyond the joint programme.
MoWCYA developed a standardized manual on Gender Responsive Planning and Budgeting (GRB), to support and guide sectors and regions to enhance internal capacity for gender audit and analysis. The preparation of the
2Ministry of Defense, Ministry of Federal Affairs, Ministry of Trade and Industry, Ministry of Science and Technology and Ministry ofFinance and Economic Development
11
manual was undertaken by a taskforce of experts drawn from MoWCYA and sector ministries. As a result, the process served also as a capacity building exercise for the members of the taskforce. As part of the capacity development programme on GRB, workshops and training materials were developed in alignment with programme-‐based budgeting, which is being implemented at the federal level. So far 120 participants completed the training. A national taskforce consisting of 40 trained personnel was established to conduct training workshops for other sectors and regional states.
Ethiopia will soon have empirical data on the prevalence of violence against women. As part of this process, the joint programme supported the establishment of a system that collects and analyzes data on harmful traditional practices (HTP) and violence against women (VAW). To this effect, MoWCYA was supported to develop indictors and variables for collection and analysis of data on HTP. The Institute for Economic and Social Research Services in partnership with MoWCYA is in the process of finalizing the report of the study.
A total of 276 women and children survivors of violence were provided with comprehensive services through the joint programme. These services were provided by three small non-‐governmental organisations (NGO)-‐run safe houses located in Addis Ababa and Hawassa. Services provided in the safe houses included shelter and food services, psychosocial counselling, medical services, training on reproductive health issues, economic empowerment and follow-‐up of legal cases. To enhance the services provided to survivors of violence, the joint programme is supporting the establishment of referral pathways in Amhara, Southern Nations, Nationalities and People's region (SNNPR), and Somali regional states. The process of establishing a hotline to support survivors of VAWC was also commenced.
Through the GEWE joint programme, a total of eleven regional and one federal associations were supported for effective social mobilization on HTP and gender-‐based violence (GBV). The joint programme focused on institutional capacity to mobilise communities to change their attitudes and practices that are harmful to girls and women. The joint programme also supported 302 kebeles (neighbourhoods) to conduct regular community dialogues focusing on HTP and violence against women. The community dialogue process sensitises communities about practices that affect the lives of adolescent girls and women, and creates a compassionate environment at the family and community levels. As a result of the community dialogues, two districts in Afar region issued declarations to abandon the practice of female genital mutilation or cutting (FGM/C). The declaration is being considered an important step in stopping the practice.
An evaluation aimed at measuring changes in the practice of FGM/C and child marriage in target woredas showed encouraging results with only 9 percent of women3 stating that they will continue the practice. The national prevalence of FGM/C for girls aged 0-‐14 is 23 percent according to the welfare monitoring survey of 2011. Currently, the evaluation report is being edited to be published in peer-‐reviewed journals.
By the end of 2012, the GEWE joint programme phase 1 (pilot phase) was in the process of winding down. Consultations were held with the development partners to secure a six month no-‐cost extension that would allow completion of the implementation of planned activities, including the evaluation of the joint programme. Discussions were held among the different stakeholders on the appropriate strategy for ensuring a smooth transition between the two phases of the joint programme, and particularly ensuring that the new phase benefitted from lessons learned from the implementation of the pilot phase.
3 FGM/C is generally carried out by women.
12
2.2 Joint Pro Enhance Public Service Delivery for Accelerating Development O
The UN joint programme to enhance public service delivery for accelfour Developing Regional States (DRS) has been designed specifically to support accelerated development of the four Developing Regional States (Afar, Benishangul Gumuz, Gambella and Somali). The four regions represent a sizable portion of the most underdeveloped parts of Ethiopia, have low development indicators, and have a slower pace of development in most sectors than elsewhere in the country. Barriers to development in these regions include poor infrastructure, food insecurity, high levels of poverty and reliance on short-‐term humanitarian interventions. One of the contributing factors to the slow pace of development in the DRS regions is the fact that the regions are governed by relatively young administrations that require additional capacity-‐building support. Studies have indicated that although the DRS regions receive resources within the block grant formula, their capacity to plan and utilize these resources is very limited. In particular the following problems have been identified with current planning systems in the DRS regions:
Poor planning, budgeting and implementation capacity; Lack of community participation and poor integration of community structures in government planning processes; Lack of strategic focus on economic development in local government planning; and Inefficient allocation of resources for development asset building activities (85 percent for salaries) and poor local resource mobilisation (10 percent of budget).
The joint programme, involving seven Participating Organisations (UNDP, UNCDF, UNICEF, WHO, FAO, WFP, and UN WOMEN), comprises three core components: (1) Building Capacity for Quality Local Governance; (2) Improving Delivery of Basic Social Services; and (3) Building Capacity for Environmentally Sustainable Livelihoods. The joint programme is coordinated by the Ministry of Federal Affairs at the federal level and at the regional level it is coordinated by the Bureau of Finance and Economic Development. The goal of the DRS joint programme is to build a strong framework for governance, livelihood options and provision of services to the communities in the four least developed regions of Ethiopia. It aims to ensure the regions have capacity to utilize the resources they generate as well as support provided by several development partners. Building government capacity to ensure better planning and management of resources will ensure more effective and responsive implementation of services and programmes to improve human and economic development outcomes in the DRS regions. The programme focuses on building the systems for effective basic service delivery and promotion of sustainable livelihoods as well as on strengthening the capacity of both the local governments and the communities to make use of these systems. The development planning processes at woreda level will enable communities to participate in the definition of their own development strategy and local authorities to deliver according to community needs in coordination with the regional and federal levels. The joint programme also looks at the current gaps in human resources, public finance management and overall capacity of the local implementing partners, institutions and community level organisations, providing relevant on the job training for local governments in programme management and delivery of development results, addressing constraints at all levels in the management cycle (from planning to implementation, monitoring and evaluation).
13
Achievements
Key Result Area 1: Building capacity for local governance One result area during the first year of the DRS joint programme has been strengthening of the capacity of both communities and woreda officials in the woreda development planning process. The DRS joint programme is advancing wider participation in planning and implementation of the woreda plan, and empowering and enabling the authority of woreda functionaries. In order to reinforce the central role of government planning systems in providing a sound basis for accelerated development, UN partners have agreed that activities under the DRS joint programme should support the delivery of government strategic plans at regional and woreda level. Accordingly, the government and Participating Organisations have agreed upon annual workplans for the DRS joint programme based on Woreda Development Plans, informed by a community planning processes, to ensure that the actions of both government and development partners are aligned with community needs and priorities. The Integrated Community Based Participatory Planning (ICBPP) approach modelled on the local planning processes used in the Tigray region was introduced to government officials in all four DRS regions and each region is now developing their own set of manuals and guidelines to adapt the method to local conditions. Government staff have been trained to facilitate ICBPP processes and community consultations have been held in all kebeles in programme woredas using some version of this process. The autonomy in the development and implementation of respective development plans, capacity to appropriate and spend revenues, public financial management, improvement of employment policies including recruitment, are some concrete examples in this regard. Notable strides have been made in strengthening the local and regional planning process. The support from the joint programme enhanced transformational leadership capacity and as a result, significant progress has been made in evidence-‐based planning. Manuals, tools and guidance materials integrating environmental sensitivity and climate change adaptation were developed in line with national and regional policies to support the implementation of various programmes and regions. This particular activity has been instrumental in introducing new approaches and programme implementation strategies in the respective regions. In 2012, the DRS joint programme strengthened the legal and regulatory frameworks for deepening decentralization in the developing regional states, namely Afar, BenishangulGumuz, Gambella and Somali. In Afar, financial manuals and regulations were developed and translated into the local language (Afaraf) to strength the administration structures of the regional woreda and kebele. Training was given to woreda and kebele leaders, cabinet members, experts, elders and youth representatives on the good governance package, and administration and decentralization structures. In Benishangul-‐Gumuz and Somali, three-‐year strategic plans were developed and revised. An Integrated Capacity-‐based Participatory Planning (ICBPP) manual were produced for Benishangul-‐Gumuz and Somali and submitted to UNICEF for publication. ICBPP training was then conducted in Benishangul-‐Gumuz for 27 development workers and 70 officers from DRS woredas in Somali. In Gambella, woreda and kebele council members participated in training on the principle of bottom-‐up planning and were made aware that planning should involve communities at the grass root level. In Somali, a socio-‐economic and demographic profiling assessment was conducted in six woredas (Jigjiga, Tulli, Erer, Dhegahbur, Ararso and Birkod).
14
Through the DRS joint programme, UNDP supported capacity building for gender responsive participatory planning and budgeting that integrates environmental sustainability and climate change adaptation. In Afar, training was given to DRS woreda administrators, head of security personnel, information communication experts, kebele elders, clan leaders and regional related sector representatives to strengthen peace building and conflict resolution mechanisms and structures. Further, woreda and regional technical staff participated in training on integrating cross-‐cutting issues into planning and evaluation (gender mainstreaming, environmental protection, resource management and risk mitigation and adaptation). In Benishangul-‐Gumuz, one planning directive was prepared and introduced to 66 regional officials and experts. Another training was conducted by UNDP on results-‐based management, planning, M&E, field data collection, analysis and report writing for 55 sector bureaus and three woredas planning officials and experts. In Gambella, several administrative meetings were held including one programme management meeting, one annual review meeting, four field monitoring visits, and a team comprised of different line government bureaus went jointly with Ministry of Finance and Economic Development (MoFED) and supported five woredas on micro-‐plan preparation, programme and financial management.
In 2012, the information management system was strengthened to support planning and public expenditure management (PEM). In Afar, five days of PEM training was conducted to DRS woreda and regional Integrated Capacity-‐based Participatory Planning (ICBPP) members in collaboration with UNDP and UNICEF. In the training, 50 participants gained fundamental skills and knowledge on how to prepare a Funding Authorization and Certificate of Expenditures (FACE) format, and a financial management and physical report. In the four DRS woredas, various joint monitoring field visits and supportive supervision to kebele were conducted by each steering committee. In Benishangul-‐Gumuz, one planning and M&E manual, and one spatial and non-‐spatial data collection tool were prepared. In Gambella, the information management system was strengthened to support planning and PEM. In Somali, DRS woredas officials received good governance experience after a sharing and twining mission was organized by the regional Civil Service Bureau. In total 52 officials from ten DRS woredas attended. Further, eight good governance regulations and a balanced scorecard (BSC) manual were translated into Somali. Over, 4200 copies of 21 manuals of the good governance package were distributed to DRS and other woreda to enhance the implementation of good governance.
The DRS joint programme enhanced the capacity for service delivery through improved efficiency and effectiveness of human resources in 2012. Instrumental for the successes of the DRS joint programme are five technical advisors, which were hired by UNICEF to support the development of joint programme strategies and administrative structures. In Afar, 107 participants from health, agricultural extension worker, education supervisors, kebele administrative and woreda representatives attended the training on transformative
Figure 4: The four DRS regions targeted by the joint programme are Afar,
Benishangul-‐Gumuz, Gambella and Somali (2013 ©d-‐maps.com)
15
leadership and on civil service ethics and code of conduct. In Benishangul-‐Gumuz, a needs assessment was conducted and as a result, 20 training course brochures were distributed to potential beneficiaries. In Somali, the Regional Civil Service Bureau (CSB) adopted BSC as an approach to performance appraisal, and trained regional sector bureau officers to form a regional BSC core team to coordinate further training and dissemination. Moreover, complain handling and disciplinary committees (Civil Service Tribunal) were organized for DRS and others woredas and regional sector bureaus. Further, in Somali, a comprehensive awareness program was undertaken on the importance of revenue collection strategies for improved regional development using mass media (TV, radio, billboards), theatre (play form), and demonstrations (panels).
Key Result Area 2: Social Service Delivery
In the basic social services pillar, the DRS joint programme placed emphasis on strengthening the capacity of regional and woreda partners for service delivery across DRS regions. Among other activities, the joint programme provided training-‐of-‐trainers (TOT) for regional and woreda ICBPP facilitators on how to overcome the issue of staff rotation. The joint programme trained health workers and extension health workers on cold
office experts with project management and coordination skills. Furthermore, it trained school supervisors/directors on school management principles such as the General Education Quality Improvement Package and School Improvement Programme. The programme also taught teachers and Alternative Basic Education facilitators various skills on how to improve their teaching experience.
The DRS made good progress to improve access to quality education to boys and girls at pre-‐primary, primary and post-‐primary levels. In Afar, classrooms were remodelled in three primary schools. The remodelling of six Somali Alternative Basic Education (ABE) schools enabled about 800 students (50 percent girls) to get access to basic education. A total of 4359 students across the Afar DRS woredas and 16,357 students in Gambella DRS woredas benefited from a school feeding programme.
In Benishangul-‐Gumuz, 271 education personnel drawn from woreda education experts, cluster supervisors, school directors and teachers were trained in participatory planning, management, monitoring and evaluation. Workshops on teducation were conducted for 205 participants in Benishangul-‐Gumuz and 17 girl youth clubs in Gambella to increase the enrolment of girls in primary education and improve retention rates. In addition, 162 teachers in Benishangul-‐Gumuz woredas were trained in active learning and continuous assessment, the School Improvement Programme (SIP) and the Continuous Professional Development (CPD) programme. Further, 12,272 solar lamps were provided to schools in the three Benishangul-‐Gumuz DRS woredas where no electricity was available. In Gambella, a two-‐day
Figure 5: Programme beneficiary (2012 ©UNCT)
16
capacity building training was conducted for 102 woreda staff on result-‐based education management. In Somali, 453 school staff in all DRS woredas received on-‐the-‐job training on quality teaching-‐learning procedures, school improvement and management principles.
The DRS joint programme helped to improve access to, and use of, quality health and nutrition services. In Afar, Benishangul-‐Gumuz, and Gambella, health professionals were trained on severe acute malnutrition (SAM) case management to identify malnourished children. Eighty-‐one woreda leaders were trained on infant and young child feeding (IYCF) practices. Further, an NGO, Toddler Food Partners, donated supplies to feed malnourished children in Me Gale and Ambary woredas, Benishangul-‐Gumuz. In Benishangul-‐Gumuz, 5457 participants received training on the immunization program, and 137 participants were trained on the National Nutrition Program (NNP). Other trainings included a four-‐day TOT on IYCF, and a micronutrient (iodine deficiency disorder) training. In Gambella and Somali, participants were trained on Community-‐led Total Sanitation and Hygiene and provided with sanitation materials. Other trainings in Gambella included IYCF, vaccine and cold
chain management, Programme Implementation Manual (PIM)/Harmonised Approach to Cash Transfers (HACT), FACE practices, and result-‐based management. In Somali, the knowledge and skills of 740 health workers were upgraded after a series of training programmes on cold chain management, malaria case management, Emergency Obstetric Care (EmOC) services, integrated community case management (ICCM), Health Management Information System (HMIS), and Integrated Refreshment Training (IRT). At 163 health facilities in Somali DRS woredas, participants were trained on how to
improve the accuracy and validity of the health information and documentation system.
The DRS joint programme also improved access to safe drinking water and hygiene and sanitation facilities in 2012. In Afar, a site study was done, a shallow well drilled and a hand pump fixed and fenced at Aradukebele, enabling around 1000 kebele residents to benefit from a safe and accessible water point. In Benishangul-‐Gumuz, training was conducted on water quality, storage, hygiene promotion, sanitation inspection forms and water scheme management for 711 participants. In Gambella, WASH facility management and emergency preparedness training was conducted for 272 participants. Construction work was carried out in Gambella to provide water facilities to those in need. Specifically, 112 water points were disinfected, nine new water schemes were constructed benefiting 2250 inhabitants, seven springs were built benefiting 2100 people, and 53 non-‐functional water schemes were rehabilitated, benefiting 10,500 people. In Somali, construction works included direct installation of nearby water system, building of latrines in schools, post drilling construction and water supply installation, and the rehabilitation of 25 water schemes, which benefited 8050 studentsand 13,500 community members.
Key Result Area 3: Strengthening capacity for environmentally sustainable livelihoods
Figure 6: Programme beneficiary (2012 ©UNCT)
17
The DRS joint programme successfully funded and technically assisted the DRS pilot woredas in applying a pro-‐poor gender sensitive value chain approach to the identification of relevant capital investments at the local level. Regional and local authorities developed skills to take over the value chain facilitation and value chain investment plans. With strong local government's leadership and community participation, including a wide range of stakeholders from the public and private sectors, 22 value chain investment plans were defined (one per DRS pilot woreda) that are being integrated into the wider woreda development plans and that will guide public investments in sustainable livelihoods and also UN agencies contributions to local economic development. These 22 investment plans comprise a number of activities and capital investments that the communities consider most relevant to bring substantial positive changes in their livelihoods.
During 2012, UNCDF technically assisted the DRS pilot woredas in applying a pro-‐poor gender sensitive value chain approach to the identification of relevant capital investments at the local level. Key economic sectors were strengthened through coordinated development of priority value chains and capacity building of key stakeholders and institutions. The grounding activities for value chain development followed a consistent approach throughout the four DRS regions. Value chain core groups and Multi-‐stakeholder Platforms (MSPs) were established at the woreda and regional levels. Each DRS woreda conducted workshops on value chain concept and implementation and how to define the value chain upgrading strategy. Each DRS woreda technical core team and MSP jointly defined and agreed upon a value chain investment plan with community members, which was then submitted to the BoFED and UNCDF. Further, a Value Chain Investment Fund was set up in each woreda to support the first set of prioritized activities within the value chain investment plans. Also, the DRS joint programme was able to improve market linkages in Afar. Specifically, marketing cooperatives were linked to
prioritized value chain development processes, and eight marketing cooperatives were established.
participation. Specialized technical assistance was provided to mainstream gender in the value chain upgrading strategy and governance mechanisms, ensuring that both the vision and the actual value chain investment plans included elements to promote women's economic empowerment and increased participation in livelihood-‐related decision making. A gender-‐sensitive value chain TOT was provided to regional and woreda officials to build the capacity of public institutions to promote women's economic empowerment.
Improvements were made in Benishangul-‐Gumuz and Somali to infrastructure and agricultural extension services to support increased agricultural productivity in key sectors and value chains. In Benishangul-‐Gumuz, multi-‐day training was delivered to 1972 farmers and in 61 development agents on the minimum extension package (crop production, livestock production, natural resource management and family agricultural planning). Eleven community soil and water conservation groups were formed. Awareness creation training was conducted
Figure 7: Support to water supply and sanitation
(2012 ©UNCT)
18
for 22 animal health workers and 693 farmers. Recently, 40 percent of the targeted tse tse fly traps were installed (1000) at eight kebeles. In Somali, livestock technology for increased productivity was introduced and training conducted in Gode and Jigjiga woredas with artificial insemination tools (liquid nitrogen containers, gloves, insemination guns, sheaths, leather bags thermometer, flasks). A 400 metre-‐long micro-‐scale irrigation
woreda to irrigate about 250 hectares of farm land. In Benishangul, environmentally sustainable livelihood activities were promoted by providing training in community risk reduction and climate adaptation. Three sets of training documents were produced a Climate Change Impact and Control Measures manual, a Fire Protection and Control Strategy manual, and a Fire Protection and Technical Measures manual. Moreover, training was delivered to 188 participants on community risk reduction and climate adaptation.
In 2013, the DRS joint programme will work towards achieving its goals of strengthening of capacities of the federal government bodies to support DRSs to build stronger better resourced plans that are monitored, and adapted in a participative way. It will also deliver improved social services which have the potential to reduce conflicts, and advocate for increase funding for the social sector, especially for education, water, sanitation, social protection and health services. Further in 2013, the DRS joint programme will try to further build capacity for integrated sustainable livelihood services, which includes the identification and development of pro-‐poor gender sensitive value chains as means to drive inclusive economic development.
19
3 Financial Summary
By the end of 2012, cumulatively the Ethiopia One Fund received US$ 8.33 million in total contributions of from four donors, and transferred US$ 6.33 million to seven Participating Organisations. Participating Organisationexpenditures were US$ 5.63 million. The balance of funds with Administrative Agent as of 31 December 2012 was US$ 1.93 million, whereas the balance of funds with Participating Organisations was US$ 698,241.This consolidated financial report covers the period 1 January to 31 December 2012 and provides financial data on progress made in the implementation of projects funded by the Ethiopia One Fund. It is posted on the MPTF Office GATEWAY (http://mptf.undp.org/factsheet/fund/ET100).
3.1 Sources, Uses, and Balance of Funds
Note: In this and all subsequent tables, totals may not add up due to rounding.
Table 3.1 Financial Overview for the period ending 31 December 2012 (in US Dollars) Annual 2011 Annual 2012 Cumulative
Sources of Funds
Gross Contributions 6,009,123 2,323,104 8,332,226
Fund Earned Interest and Investment Income 5,445 3,620 9,065
Interest Income received from Participating Organisations -‐ 1,101 1,101
Refunds by Administrative Agent to Contributors -‐ -‐ -‐
Fund balance transferred to another MPTF -‐ -‐ -‐
Other Revenues -‐ -‐ -‐
Total: Sources of Funds 6,014,568 2,327,825 8,342,393
Use of Funds
Transfer to Participating Organisations 2,841,199 3,486,816 6,328,015
Refunds received from Participating Organisations -‐ -‐ -‐
Net Funded Amount to Participating Organisations 2,841,199 3,486,816 6,328,015
Administrative Agent Fees 60,091 23,231 83,322
Direct Costs: (Steering Committee, Secretariat...etc.) -‐ -‐ -‐
Bank Charges 37 43 80
Other Expenditures -‐ -‐ -‐
Total: Uses of Funds 2,901,327 3,510,090 6,411,417
Change in Fund cash balance with Administrative Agent 3,113,241 (1,182,265) 1,930,975
Opening Fund balance (1 January) -‐ 3,113,241 -‐
Closing Fund balance (31 December) 3,113,241 1,930,975 1,930,975
Net Funded Amount to Participating Organisations 2,841,199 3,486,816 6,328,015
Participating Organisations` Expenditure 429,792 5,199,982 5,629,774
Balance of Funds with Participating Organisations 698,241
20
Table 3.1 provides an overview of the overall sources, uses, and balance of the Ethiopia One Fund as of 31 December 2012. Out of US$ 8.33 million received from donors, US$ 6.33 million was transferred to seven Participating Organisations.
Apart from donor contributions, the Ethiopia One Fund also receives funds from interest income earned on the est earned on the
balance of funds held by the Administrative Agent (AA); and (2) interest earned on the balance of funds held by Participating Organisations where the Financial Regulations and Rules of the Participating Organisation permit remittance of interest. By the end of 2012, the total earned interest amounted to US$ 10,166. All interest credited to the Fund is used for additional projects as determined by the High Level Steering Committee.
The Administrative Agent fee is charged at the standard rate of 1 percent of donor contributions received. As of 31 December 2012, the cumulative AA fee charged to the Ethiopia One Fund totalled US$ 83,322.
3.2 Partner Contributions Table 3.2.1 and Figure 3.2.1 displays the breakdown of the received contributions. The Ethiopia One Fund is currently being financed by four donors that have signed Standard Administrative Arrangements (SAAs), namely
Department for International Development (DFID), and Governments of Italy, Norway, and Sweden. In 2012, the Ethiopia One Fund received US$ 2.32 million in donor contributions, bringing the total fund contributions to US$ 8.33 million. Table 3.2.2 shows the donor contributions by earmarking to joint programmes.
Table 3.2.1 Total Donor Deposits (in US Dollars)
Contributors Prior Years
as of 31-‐Dec-‐2011 Current Year Jan-‐Dec 2012 Total
DEPARTMENT FOR INT'L DEVELOPMENT (DFID) 6,009,123 382,813 6,391,935
ITALY, Government of -‐ 121,083 121,083
NORWAY, Government of -‐ 1,072,559 1,072,559
SWEDEN, Government of -‐ 746,650 746,650
Grand Total 6,009,123 2,323,104 8,332,226
Table 3.2.2 Total Donor Deposits by earmarking (in US Dollars)
Contributors Earmarking by
Joint Programme Current Year Jan-‐Dec 2012
Total
DEPARTMENT FOR INT'L DEVELOPMENT (DFID) GEWE 0 6,009,123
DEPARTMENT FOR INT'L DEVELOPMENT (DFID) DRS 382,813 382,813
ITALY, Government of GEWE 121,083 121,083
NORWAY, Government of GEWE 1,072,559 1,072,559
SWEDEN, Government of GEWE 746,650 746,650
Grand Total 2,323,104 8,332,226
21
Figure: 3.2.1 Total Donor Deposits (percentage)
Norway13%
Sweden9%
Italy1%
DFID77%
3.3 Transfer of Funds Donor contributions are the main source of funding of the Ethiopia One UN Fund. With the overall aim of facilitating the realization of the Ethiopia UNDAF outcomes, transfers have been made to the Participating Organisations of the GEWE and the DRS Joint Programmes. In 2012, the Ethiopia One Fund transferred funds to seven Participating Organisations for approved programmes for a total of US$ 3.49 million, as shown in Table 3.3.1.
The distribution of approved funding, consolidated by Participating Organisation is summarized in Table 3.3.1.
unspent balances from the Participating Organisation.
3.3.1 Transfers to Participating Organisations Eleven Participating Organisations have signed the MOU for the Ethiopia One UN Fund since its inception in January 2011. Seven Participating Organisations received funding . In 2012, the Net Funded Amount was US$ 3.49 million, bringing the cumulative net funded amount to US$ 6.33 million. The distribution of net funding consolidated by Participating Organisation is summarized in Table 3.3.1.
As shown in Table 3.3.1 and Figure 3.3.1, UNWOMEN received the largest share of funding (25.7 percent), followed by ILO (21.8 percent), UNICEF (19.3 percent), UNFPA (13.3 percent), and all other Participating Organisations received less than 10 percent of funding.
22
Table 3.3.1 Net Funded Amount by Participating Organisation (in US Dollars)
Participating Organisations Prior Years as of 31
Dec 2011 Current Year Jan Dec 2012
TOTAL
ILO 613,110 759,734 1,372,844 UNCDF -‐ 184,633 184,633 UNDP 107,000 209,963 316,963 UNESCO 149,800 296,481 446,281 UNFPA 449,400 465,450 914,850 UNICEF 883,511 674,538 1,558,049 UNWOMEN 638,378 896,017 1,534,395 Total Transfers 2,841,199 3,486,816 6,328,015
Figure 3.3.1: Net Funded Amount by Participating Organisation for the period of 1 January to 31 December 2012 (percentage)
3.3.2 Overall Expenditure and Financial Delivery Rates Table 3.3.2a shows the net funded amount transferred, expenditures incurred and the financial delivery rates by Participating Organisation and Table 3.3.2b by joint programme. , US$ 6.33 million was transferred to Participating Organisations, who reported US$ 5.63 million in expenditure. As of 31 December 2012, the financial delivery rate of GEWE joint programme was 89.9 percent and of DRS joint programme was 74.9 percent, bringing the average cumulative delivery rate of the Ethiopia One Fund to 89 percent.
23
Table 3.3.2a Financial Delivery Rates by Participating Organisation (US Dollars)
Participating Organisation Approved Amount Net Funded Amount Expenditure
Delivery rate (%)
ILO 1,372,844 1,372,844 1,372,844 100.0
UNCDF 184,633 184,633 91,1434 49.4
UNDP 316,963 316,963 307,682 97.1
UNESCO 446,281 446,281 429,452 96.2
UNFPA 914,850 914,850 836,208 91.4
UNICEF 1,558,049 1,558,049 1,501,091 96.3
UNWOMEN 1,534,395 1,534,395 1,091,353 71.1
Grand Total 6,328,015 6,328,015 5,629,774 89.0
Table 3.3.2b Financial Delivery Rates by Joint Programme (US Dollars)
Participating Organisation Approved Amount Net Funded Amount Expenditure
Delivery rate (%)
GEWE 5,949,031 5,949,031 5,345,880 89.9
DRS 378,984 378,984 283,8945 74.9
Grand Total 6,328,015 6,328,015 5,629,774 89.0
3.4 Expenditure Reported by Participating Organisations
3.4.1 Total Expenditure Reported by Category Project expenditures are incurred and monitored by each Participating Organisation and are reported as per the agreed upon categories for inter-‐agency harmonized reporting. In 2006 the UN Development Group (UNDG) set six categories against which UN entities must report project expenditures. Effective 1 January 2012, the UN Chief Executive Board modified these categories as a result of International Public Sector Accounting Standards (IPSAS) adoption to comprise eight categories. All expenditures reported up to 31 December 2011 are presented in the previous six categories, and all expenditures reported from 1 January 2012 are presented in the new eight categories. The old and new categories are noted below:
2012 CEB Expense Categories: 2006 UNDG Expense Categories:
1. Staff and personnel costs 1. Supplies 2. Supplies, commodities and materials 2. Personnel 3. Equipment, vehicles, furniture and depreciation 3. Training 4. Contractual services 4. Contracts
4 The UNCDF actual expenditure was higher US$ 184,633 with 100 percent delivery rate, than that officially reported by the UNCDF HQ. This was due to an advance from the UNCDF core resources for the DRS joint programme to ensure timely implementation of the agreed upon activities 5 The DRS joint programme actual 2012 expenditure was higher than reported , due to an advance from the UNCDF core resources to the DRS joint programme to ensure timely implementation of the agreed upon activities.
24
5. Travel 5. Other direct costs 6. Transfers and grants 6. Indirect costs 7. General Operating Expenses 8. Indirect costs
The reported expenditures were submitted to the MPTF Office by the Participating Organisations via UNEX the MPTF Office
GATEWAY and can be found in this report in Tables 3.4.1.
Table 3.4.1 Total Expenditure by Category (in US Dollars)
Category
Expenditure Percentage of
Total Programme Cost (%)
Prior Year as of
31-‐Dec-‐2011
Current Year
Jan-‐Dec 2012
Total
Supplies, Commodities, Equipment and Transport (Old) 92,580 -‐ 92,580 1.8
Personnel (Old) 14,760 -‐ 14,760 0.3
Training of Counterparts(Old) -‐ -‐ -‐ 0.0
Contracts (Old) 232,662 -‐ 232,662 4.4
Other direct costs (Old) 25,460 -‐ 25,460 0.5
Staff & Personnel Cost (New) -‐ 129,910 129,910 2.5
Suppl, Comm, Materials (New) -‐ 293,300 293,300 5.6
Equip, Veh, Furn, Depn (New) -‐ 242,794 242,794 4.6
Contractual Services (New) -‐ 1,103,517 1,103,517 20.9
Travel (New) -‐ 509,169 509,169 9.6
Transfer and Grants (New) -‐ 1,982,675 1,982,675 37.5
General Operating Expenses (New) -‐ 658,110 658,110 12.5
Programme Costs Total 365,461 4,919,476 5,284,937 100.0
Indirect Support Costs Total 64,330 280,506 344,837 6.5
Grand Total 429,792 5,199,982 5,629,774
Figure 3.4.1 below reflects amounts expended in 2012 in seven programmatic categories. Please note that the figure percentages correspond only to programme costs and not the indirect support costs. The highest 2012 expenditure was in: Transfer and Grants (40.3 percent), Contractual Services (22.4 percent), General Operating Expenses (13.4 percent), Travel (10.3 percent), and all other categories were below 10 percent.
25
Figure 3.4.1: Expenditure by Category for programme costs in 2012 (percentage)
4 Transparency and Accountability
The MPTF Office continues to provide information on its GATEWAY (http://mptf.undp.org) a knowledge platform providing real-‐time data, with a maximum two-‐hour delay, on financial information from the MPTF Office accounting system on donor contributions, programme budgets and transfers to Participating Organisations. All narrative reports are published on the MPTF Office GATEWAY which provides easy access to over 9,600 reports and documents, with tools and tables displaying financial and programme data. By providing easy access to the growing number of progress reports and related documents uploaded by users in the field, it facilitates knowledge sharing and management among UN organisations. It is designed to provide transparent, accountable fund-‐management services to the UN system to enhance its coherence, transparency, effectiveness and efficiency. The MPTF Office GATEWAY is considered a model database by peers and partners. Details of the Ethiopia One Fund projects and joint programmes, the Steering Committee decisions, and periodic project reports are posted on the Ethiopia One Fund website on the MPTF Office GATEWAY (http://mptf.undp.org/factsheet/fund/ET100).
26
5 Conclusion
The Ethiopia One UN Fund was established in early 2011 under the direction of the Resident Coordinator to support the coherent mobilization, allocation and disbursement of donor resources. Overall, the One Fund had a successful and positive experience in Ethiopia. Many Participating Organisations were successful in supporting government efforts this year, and the joint programme approach provides Participating Organisations and government counterparts in Ethiopia with an opportunity to learn from each other and jointly identify areas where there are potential synergies. This approach also facilitates the process of dialogue leading to development of strategies to maximize those synergies, and enables Participating Organisations and government agencies to focus holistically on a common result. In 2012, the UNCT in Ethiopia made significant progress in moving forward the common programming process from the UNDAF and UNDAF Action Plan by producing two additional tools: the Programme Monitoring Framework and the UNDAF Monitoring and Evaluation Plan.
This is the Second Consolidated Annual Progress Report on Activities Implemented under the Ethiopia One Fund. It covers the implementation progress of two joint programmes funded during 2012. Important achievements were made in the DRS and GEWE joint programmes. In the first year of the implementation of the DRS programme, wider and popular participation in development was strengthened through deepened decentralization. The capacity of regional states to appropriate and spend revenue was enhanced. The public financial management capacity was enhanced, employment policies were improved upon, and performance management at the regional and local levels was reinforced. In terms of managing for results, regional sector bureaus showed significant progress to effectively coordinate, monitor and report development initiatives and manage resources. Strategies such as revenue generation, improvement of the Legal and Regulatory Framework for Decentralization -‐ an integrated information management system for evidence-‐based planning -‐ and human resource management were supported by the federal government and regional states and facilitated by the DRS joint programme.
During 2012, the GEWE joint programme registered significant achievements in each of the output areas. Over 10,000 women increased both productivity and incomes as a result of joint programme supported activities including training in business management skills, access to credit, markets, and improved technology. Seven microfinance institutions and several government agencies at the federal and regional levels enhanced their capacity to provide gender responsive business development services. Young girls have a better chance of completing secondary and tertiary education through scholarships, and the GEWE joint programme partners engaged with teachers and schools to improve gender equality. The targeted girls have significantly lowered vulnerability to gender-‐based violence as a result.
The United Nations intends to build on these achievements in 2013, together with the national partners and to continue implementing the ongoing joint programmes. These joint programmes form a solid, coherent and realistic set of interventions covering the poorest regions of the country and, most importantly, the most vulnerable populations. In order to implement them, the United Nations has embarked on development of focused resource mobilization strategies. The majority of the funding which was received in the Ethiopia One Fund was for the gender joint programme, and enhanced efforts will be made to mobilize un-‐earmarked funding, which will be used to fill the funding gap in the UNDAF Action Plan in a more flexible and strategic
27
manner. Further replenishment of Ethiopia One Fund resources is vital in advanciThe MPTF Office envisages, therefore, that the Second Annual Progress Report will give the Ethiopia One Fund High Level Steering Committee the basis to better assess resource requirements and to advocate and mobilise for additional funding.