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1. Brief description of major development or political events
The aftermath of the May 2005 elections has influenced the development environment in Ethiopia during 2006. Direct Budget Support (DBS) was suspended in November 2005 and efforts were made to develop new aid instruments that were less volatile to governance issues and to channel funds for basic services through other channels to minimise the impact of the political issues on the services provided to poor people. During the second and third quarters of the year the Protection of Basic Services (PBS) Programme was launched and Government and donor dialogue was resumed on harmonization and policy issues. Renewed commitment has been pledged by the donors to the achievement of the Millennium Development Goals (MDGs) and the second Poverty Reduction Strategy (PRS) called “Plan for Accelerated and Sustained Development to End Poverty” (PASDEP), which was launched in early 2007.
Economic growth has gone up due to several years with large harvests, but it is expected that the growth rate will slow down in 2007. High food and petrol prices continue to cause inflation, and studies are ongoing to determine the root causes for the increased inflation in especially food items and how this is affecting the economy.
Ethiopia has some of the most challenging development and poverty indicators in sub-Saharan Africa and was ranked 170 out of 177 countries on the Human Development Index (UNDP Human Development Report 2006). Some 31 million people from a population of just over 75 million live below the poverty line, equivalent to just US$0.47 per day. The Ethiopian economy is predominately rural with the agricultural sector providing a livelihood or survival for about 85% of the population and contributing 90% of the country’s exports.
Ethiopia is committed to achieving the MDGs by 2015. It is one of seven MDG Needs Assessment (MDGNA) pilot countries and has taken the lead in incorporating the MDGs into its PRSPs including drawing up an investment plan for meeting the MDG targets by 2015. The MDGNA assessed the country’s progress towards each of the goals, gaps and challenges that have impeded their realization. The investment plan and overall synthesis report were embedded in a macro-economic framework and the outcomes of the MDGNA fed into the formulation of PASDEP covering 2006-2010. Summary on progress towards UNDAF outcomes
2. Summary of progress towards UNDAF outcomes
During 2005 the UNCT prepared the UN Development Assistance Framework (UNDAF II) plan for the period 2007-2011, which was finalized in consultation with Government in February 2006 and signed by Government and the UNCT. UNDAF II concentrates on five strategic areas: Humanitarian Response, Recovery and Food Security; Basic Social Services and Human Resources; HIV/AIDS; Good Governance; and Enhanced Economic Growth. It is aligned with the national development priorities reflected in the PASDEP and based on the comparative advantages of the UN. Within the UNDAF outcomes, UN agencies have identified three areas for joint programmes, namely Humanitarian Response, Recovery and Food Security; HIV/AIDS; and Enhanced Economic Growth.
The identified priority areas of the UNDAF II provide great opportunities for engaging in continued policy dialogue. Dialogue had already grown through UNCT support to the formulation of the MDGNA and PASDEP as well as sector discussions in the areas of food security, health, education, HIV/AIDS, population, etc. Through the UNDAF there are opportunities for continued policy dialogue and for providing substantive input to the implementation of the PASDEP, as part of the UN system’s support to the achievement of the MDGs.
The operationalization of the UNDAF and the contributions of the different agencies have been elaborated in the Country Programme Action Plans (CPAPs) of the ExCom agencies and other programme frameworks. Joint Annual Work Plans (AWPs) are currently being prepared for the different UNDAF outcomes and these will outline the annual activities and provide a framework for monitoring and evaluation of progress.
2.1. Humanitarian Issues
In 2006, a series of disasters ensured that humanitarian relief work stayed high on the agenda of the Government of Ethiopia and the UN Country Team (UNCT). Emergencies included drought, floods and Acute Watery Diarrhoea (AWD). In addition to disasters is the reality that a combination of population growth and declining land productivity means that at least 10 million people remain vulnerable in the medium-term to chronic food insecurity.
Drought severely affected the southern parts of Somali Region and Borena zone in Oromiya Region in the first half of 2006. The annual Joint Government and Humanitarian Partners’ Appeal requested US $166 million for emergency food for 2.7 million beneficiaries and non-food needs. In order to feed the chronically food insecure people the Government and partners have created the Productive Safety Net Programme (PSNP), which in 2006 was extended to cover 7.3 million people in six regions through cash and/or food transfers.
While dealing with the effects of the drought, unprecedented nationwide floods occurred during the main rainy season, affecting 8 of the country’s 11 regions. The floods caused many people to leave their homes and significant damage to property and infrastructure in all the affected areas. The Government, in collaboration with its humanitarian partners, issued two Joint Flood Flash Appeals requesting US$34 million to mobilize resources to meet the emerging relief and rehabilitation requirements for food and non-food help. A speedy response meant that relief food, shelter materials and essential household items, tanker deliveries of potable water, health care and veterinary services for livestock (the main livelihood in many affected areas) in a timely manner.
World Food Programme, as the Global Cluster Lead in Logistics, was called upon to coordinate the relief air operation through the provision of the following services:
· Contracting two helicopter, MI 8 type to delivery the food and non-food items to the needed areas; · Procurement, transport and storage of Jet A1 fuel to Gode; · Coordination of the transport of essential life-saving non-food items from UN Agencies, NGOs and Government Partners; · Accommodation of the pilots and crew arriving with the two helicopters.
The UNCT facilitated the deployment of two helicopters from WFP Horn of Africa Flood Operations to the southern Gode zone in November and December to support delivery of relief items as roads were cut. Three personnel from the United Nations Disaster Assessment and Coordination (UNDAC) team were deployed to the flood-affected areas and assisted with coordination, communications and logistics.
The nationwide flooding increased incidences of waterborne diseases, including Acute Watery Diarrhoea (AWD). AWD first appeared in Gambella Region in April following reports of a similar epidemic in neighbouring Sudan. It quickly spread to West Arsi zone of Oromiya Region which is on a main trading route, facilitated the disease’s migration to most parts of the country, except Dire Dawa, Harar and Beneshangul-Gumuz. Throughout the year, the Government and humanitarian partners collaborated on a holistic response to contain the disease, mobilizing significant resources and organizing interventions in case management, treatment and prevention. By the end of 2006, 51,470 cases were reported and 556 people had died, but the disease was still not contained.
The year 2006 was particularly successful in mobilization of pooled funds in response to quick-onset emergencies. Two critical new funding mechanisms were available to the UN Humanitarian Coordinator in 2006 and were utilized in response to the three Joint Appeals: · The Central Emergency Response Fund (CERF), managed by the Emergency Relief Coordinator in New York, was established in early 2006 for quick response to new and under-funded emergencies. The fund provided approximately US$10 million towards the Appeal and Flash Appeals. · The Humanitarian Response Fund (HRF) for Ethiopia was also established in 2006 specifically to address quick onset emergencies and fill gaps. The fund, managed by UNOCHA on behalf of the UN Humanitarian Coordinator, provided US$14 million towards the Appeal and Flash Flood Appeals.
Inter-ethnic conflicts were witnessed during the year, particularly in Oromiya Region where several thousand people were displaced. The Government still does not have an IDP policy or a Government body that specifically deals with this particularly vulnerable group. UNDAF II paves the way for UNCT to support the Government in addressing issues on Internally-Displaced Persons (IDPs) as well as linking humanitarian response to recovery and food security.
Increased insecurity in Ethiopia’s Somali Region, bordering Somalia, has had an adverse impact on livelihoods and hampered humanitarian interventions. Some NGOs are pulling out of the region due to insecurity. The UNCT prepared a contingency plan to address the humanitarian impact of the conflict in Somalia. In 2006 additional attention was given to the particular plight of pastoralists and the impact of drought, conflict, trade and policies on their livelihoods. A regional pastoralist gathering was organized in Borena zone (Oromiya Region) in July and this brought together more than 300 pastoralists, government officials, UN, donors and Non-Governmental Organizations (NGOs) to discuss pastoralist issues and to seek solutions.
The joint Government and UN assessments throughout the year contributed considerably to timely and effective life-saving responses, particularly in the flood-affected areas. Increased collaboration and coordination between the Government and Humanitarian partners witnessed during the year is now considered best practice, and both parties are building on this.
2.2. HIV/AIDS
Official estimates of HIV prevalence in Ethiopia published in 2006 show a declining trend. For instance, antenatal care surveillance shows prevalence of 3.5%, while the Ethiopia Demographic and Health Survey 2005 shows overall prevalence of 1.4% in adults aged 15-40 years, with prevalence among women (1.9% HIV positive) more than twice that of men (0.9%). The absolute numbers are still large, due to the population size. An estimated 1.32 million people live with the virus and there are an estimated 744,100 AIDS orphans . It also appears that the spread of AIDS may be stabilizing in urban areas, but it is increasing in rural areas, where 85% of Ethiopians live. The key groups where the virus is spreading include: sex workers, uniformed services, farmers, migrant workers (there is increasing and substantial rural-urban migration) and long-distance drivers. Other areas were significant transmission is noted are youth aged 15-24 years, especially girls due to harmful traditional practices such as early marriage, female genital mutilation, abduction and violence.
Response to HIV/AIDS remains a priority area on Ethiopia’s development agenda and is a major component of the PASDEP. The PASDEP strategic approach was informed by the Ethiopian Strategic Plan for intensifying Multi-sectoral Responses to HIV/AIDS, 2004-08 and MDGNA sector study on HIV/AIDS. The national response to HIV/AIDS builds around six strategic issues: Capacity Building; Community Mobilization and Empowerment; Integration with Health Programmes; Leadership and Mainstreaming; Coordination and Networking; and Targeted Response.
The UN system has been supporting Ethiopia in its efforts to strengthen and expand its response to the HIV/AIDS epidemic through individual agencies’ programmes and through joint initiatives coordinated by the UN Theme Group on HIV/AIDS. HIV/AIDS is both one of the five priority areas in UNDAF II and a cross-cutting issue, meaning that it should be considered in all aspects of the UNCT’s work. The UNDAF II commitments have been translated by UN agencies into a joint programme of support on AIDS. Focus areas include: · Full implementation of Three Ones at federal and regional levels, · Target activities integrated into sectoral plans and budgets, · Review and revision of laws and policies as needed, · Increased leadership, institutional and technical capacity, and allocation of resources, · Enabling and supporting community-based responses to the pandemic, · Increased capacity of schools, communities and vulnerable populations to develop and implement anti-HIV/AIDS programmes, · Prevention and protection capacity-building, · Care and support capacity-building, and · Updated policies on anti-retroviral therapy, people living with HIV/AIDS and orphans and vulnerable children.
As part of the preparations for the UNDAF II implementation, UN agencies mapped their resources for AIDS, both human (personnel and skills) and financial. They converted the UNDAF II outcomes into a set of milestones on a 2007-2011 timetable, in consultation with federal-, regional- and district-level partners, and set up management arrangements for the Joint Programme of Support. A Joint UN Team on AIDS has been established to oversee the implementation of the joint activities. The Joint Team comprises UN staff members, who are engaged in AIDS-related activities for 50 per cent or more of their time. The joint efforts to combat AIDS are seen as a forerunner for the whole UN reform, and the experiences from the implementation of the joint programme will inform the other joint programmes.
Summary on progress in UN Reform
3.1. Efforts to align with the national development processes and support to the Government of Ethiopia in the preparation, implementation and/or revision of complete MDG-based national development strategies
Instead of performing its ` own UN-led Common Country Assessment (CCA) in preparing for UNDAF II, the UNCT supported the Government led MDGNA in collaboration with the Millennium Project and the donor community. The findings of the MDGNA informed the formulation of the UNDAF II as well as the preparations of the PASDEP. The result has been consensus and considerable gains in terms of harmonization and alignment. The MDGNA exercise was a unique opportunity for stakeholders, the UN, donors, international financial institutions and Government to work together in a broad, consultative process, as it provided opportunities for engaging in Government-owned analysis and research as well as dialogue and partnerships. The experiences gained during the preparations of the MDGNA and UNDAF opened opportunities for further harmonization and alignment with national processes and ensured that the UNDAF II was closely aligned to PASDEP and the MDGs.
3.2. Progress UNCT is making collectively in support of the national partners’ endeavours toward capacity development and aid effectiveness
Ethiopia is a pilot country for the OECD-DAC harmonization agenda, which is outlined in the Rome and Paris Declarations. As a follow-up to the Paris meeting in March 2005, the Government and donors prepared a draft Joint Declaration on Harmonization, Alignment and Aid Effectiveness, which is localizing the targets agreed to in the Paris Declaration. Consultations on the finalization of the Joint Declaration are ongoing and once it is signed it will provide the overall framework for harmonization in Ethiopia.
The Government of Ethiopia provides strategic leadership on harmonization and implementation for its humanitarian and development partners, including the UNCT, to ensure aid effectiveness. As part of the preparations for the UNDAF and CPAPs several consultations were held on how best to ensure aid effectiveness and national ownership as well as timely delivery of aid. As an outcome of the consultations it has been agreed to undertake a capacity assessment of the national structures in order to identify challenges that can be addressed as part of an overall capacity building programme that will support the implementation of the UNDAF process and strengthen the Governments capacity related to implementation, reporting, monitoring and evaluation of development activities.
3.3. Experiences with joint programmes and the Harmonized Approach to Cash Transfers (HACT), as well as other highlights in coordination activities
As part of the implementation of UNDAF II, the ExCom agencies have launched the Harmonized Approach to Cash Transfers (HACT), which will reduce the transaction costs for implementing partners through harmonized and simplified procedures that will be applied while transferring and reporting on funds. During the preparation for the HACT efforts have been made to harmonize the required capacity assessments with planned donor and Government assessments as another area of learning ground for the harmonization process (please see annex for additional information). Key aspects of the proposed 2007 workplan
4.1. UNDAF implementation
The major aspects of the 2007 work plan relate to the implementation of the five UNDAF II priority areas and especially the joint programmes. Major efforts are now ongoing within the UNDAF Technical Working Group on the elaboration of the joint programmes and activities. A Monitoring and Evaluation Group will also be maintained under the coordination of the UN Resident Coordinator’s Office to ensure that UNDAF and CPAP monitoring and evaluation plans are aligned. Finally, a working group on gender has been established under the leadership of UNFPA, to ensure that cross-cutting issues (gender, population, etc.) are addressed and coordinated within the planned UN activities.
4.2. Harmonization
To ensure that the UNCT’s activities are in line with the overall harmonization agenda of the Government, a joint Government, donor and UN Steering Committee will be established in 2007 to oversee coordination, systems, and processes related to the implementation of the UN reform in Ethiopia. The Steering Committee will also guide the preparations for the “One UN” in Ethiopia. The Government of Ethiopia has indicated their interest in becoming a “One UN” pilot country and, during 2007, the UNCT will position itself for this initiative. Harmonization will be high on the agenda of the UNCT and a consultant will be recruited to facilitate the efforts to further harmonize and ensure an operational unified UN system at country level.
4.3 Millennium Campaign
The UNCT will engage in the Millennium Development Campaign as part of the discussions with Government and donors on how to reach the MDGs and the need to scale up aid. Initial discussion has already been initiated with the Millennium Development Campaign Team in Nairobi and New York on the development of a joint UNCT-Millennium Campaign strategy and the collaboration will accelerate the coming months. It is foreseen that events such as the Ethiopian Millennium and the Great Ethiopian Run will be used as opportunities for advocacy activities.
Recommendations
Lessons Learned and Best Practices
Harmonized Approach to Cash Transfer (HACT)
The consultative process of the UNDAF II included a comprehensive review of programmatic and operational aspects, country programmes development, and harmonization of the multiple procedures applied by the ExCom agencies. To this effect the harmonized cash transfer modality (HACT) to be operationalized in 2007 is one example among the many UNCT initiatives on harmonization.
Further to the 2005 HACT training in Cairo, senior programme and operations officers of the ExCom agencies were trained in Johannesburg in 2006. Subsequently, a HACT working group was established by the Resident Coordinator under the lead coordination of UNICEF and an action plan was developed as a road map for the necessary preparatory undertakings.
The main undertakings of the HACT working group (comprised of UNDP, UNFPA, WFP and UNICEF) in 2006 were: ·Sensitization of Ministry of Finance and Economic Development (MOFED) and UN ExCom on HACT; ·Macro-assessment of the public financial management system through desk review of existing studies, ·Micro-assessment of 82 non-governmental implementing partners, ·Training of 100 programme and operations ExCom staff members on the FACE and HACT.
In the course of the year under review, the HACT working group encountered some challenges, especially in securing Government agreement to the micro-assessment of the Government’s public finance systems. To overcome part of this challenge, efforts were made to integrate and harmonize the HACT initiative with the donor initiative on Public Expenditure and Financial Assessment (PEFA). The PEFA, which will be completed in the second quarter of 2007, is expected to diagnose the financial management capacity gaps within Government structures and to inform the Protection of Basic Services (PBS) initiative. The latter was introduced after the suspension of Direct Budget Support (DBS) and channels aid directly to the regions.
The HACT tools and formats were included in the ExCom CPAPs and it is foreseen that this approach will be used as the transfer of funds modality during the UNDAF II. EthioInfo
In February 2006, the Central Statistics Authority (CSA), which is the main data provider and repository of statistics in Ethiopia, successfully launched the customized version of DevInfo, named “EthioInfo”, with the support of the UNCT. Government is, by implication, positioning EthioInfo as a tool for monitoring growth, poverty reduction and development. For the system to meet the intended purpose in tracking socio-economic progress and achievement of the MDGs and the PASDEP, a variety of technical assistance and support packages were provided in 2006 through the Resident Coordinator’s office. The UNCT assigned technical leadership of support to UNICEF because of the agency’s comparative advantages. Notable achievements in 2006 were: ·The launch of EthioInfo in February, ·Skills building for speedy application of the system and creation of better understanding of its benefits. Training of Trainers sessions were offered on DevInfo 5.0 in South Africa and India to CSA, UNESCO, African Union, UNFPA and UNICEF staff members; ·Monthly DevInfo clinics have been instituted to deepen understanding and increase the use of EthioInfo within the UNCT and beyond. By the end of December 2006, 174 officials drawn from Government departments, NGOs and UN agencies have been certified proficient in this package; ·Regular technical support to CSA to implement EthioInfo in disseminating up-to-date sectoral data, based on major surveys such as the Welfare Monitoring Survey (WMS), Household Income, Consumptions and Expenditure Survey (HICES) and Demographic Health Survey (DHS). One output will be a MDGsInfo update, using the various sectoral management information systems to monitor progress towards achieving the MDGs.
In 2007 and beyond the following interventions are planned in order to improve monitoring and evaluation of human development and partnership between the UN agencies, federal and regional governments and NGOs: ·Web-based version of Ethioinfo launch, ·2007 census data incorporated in EthioInfo, ·MDGInfo is used by MOFED to monitor the progress towards achievement of MDGs in Ethiopia, ·Half of the sectoral Management Information Systems (MIS) are using Devinfo for sharing, disseminating and storing socio-economic data, ·At least half of UNCT staff members use Dev-Info products in their everyday work and planning, ·By end 2008, Federal and regional government staff (sectors, Bureaus of Finance and Economic Development) using Dev-Info products for their everyday work and planning.
The UNCT has recognized EthioInfo as the major tool for monitoring the UNDAF indicators and a tool to feeding information on attainment of the MDGs. Special attention is also given to the tool by placing it as one of the result areas of UNDAF Good Governance outcome in the UNDAF II. A costed action plan has been developed to guide the work of the whole UNCT, which will be further enriched with inputs from the various agencies and resources for operationalizing the task at hand. The issue of resources will also be further addressed at a higher level with Ministry of Finance and Economic Development, Donors and relevant bodies.
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2006 Results and Use of Funds
| 2006 Results and Use of Funds |
| Key Results Area |
Expected Outputs |
Performance Indicators |
Actual Outputs at Year End |
Funds required/spent at Year End |
| SRC |
Trans Fund |
UN Agencies |
Other |
| Req |
Spt |
Req |
Spt |
Req |
Spt |
Req |
Spt |
| Progress towards UNDAF Outcomes |
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UNDAF Outcome 1 |
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UNDAF Outcome 2 |
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UNDAF Outcome 3 |
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UNDAF Outcome 4 |
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UNDAF Outcome 5 |
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| Alignment with national development processes |
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Planned efforts to align UN programme cycle with national development cycle * |
2.1.1 UNDAF document finalized 2.1.2 JSM workshop held |
2.1.1 Comments received from Government and the QSA Group incorporated in the UNDAF document 2.1.2 Consistency between UNDAF and County Programmes confirmed 2.1.3 Printing and design of the UNDAF document (1,000.00 copies) 2.1.4 Workshop expenses from 2005 |
UNDAF aligned with national priorities outlined in the PRSP and signed in February 2006
The UNDAF concentrates on five strategic areas: Humanitarian Response, Recovery and Food Security; Basic Social Services and Human Resources; HIV/AIDS; Good Governance; and Enhanced Economic Growth.
Out of 5 strategic UNDAF outcomes 3 will be implemented as joint programmes
UNDAF document widely distributed in hard and soft copy |
$13,000.00 |
$17,006.00 |
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Initiatives planned for the development and/or implementation of joint programmes * |
2.2.1 joint programmes formulated |
2.2.1 TOR revised, Theme groups formulated to oversee implementation of joint programmes (including Technical Assistance) |
Out of 5 strategic UNDAF outcomes 3 will be implemented as joint programmes, namely
1) Humanitarian Response, Recovery and Food Security, 2) HIV/AIDSAND 3) Enhanced Economic Growth. Joint programmes have been developed with in the first 2 areas and consultations are ongoing within the 3rd area.
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$3,000.00 |
$0.00 |
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| Support to national development plans & strategies |
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Planned efforts to jointly support national government in the preparation, implementation, and/or revision of MDG-based national development strategies |
3.1. 1 PASDEP document finalized |
3.1.1 Inputs provided to the PASDEP review process |
The Government has finalized the second PRSP called “A Plan for Accelerated and Sustained Development to End Poverty” (PASDEP) and the UNDAF is aligned with the priorities of the PASDEP. |
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$0.00 |
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Initiatives planned for the support of the national development plan, e.g. PRS in the areas of Advocacy |
3.1.2 Advocacy materials on the PASDEP and MDGs produced |
3.1.2 Advocacy materials produced on the linkages between PASDEP as the mid term framework and the MDGs as the long term development framework |
No activities were undertaken as the PASDEP was only released in January 2007 |
$10,000.00 |
$428.00 |
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Initiatives planned for the support of the national development plan, e.g. PRS in the areas of Dialogue/Participation |
3.1.3 CSO involvement in policy dialogue enhanced |
3.1.3 UNCT Focal points identified to enhance the role of CSOs in development -Discussion between Government and CSO enhanced. - Quarterly report provided to the UNCT by the CSO Focal Point |
No activities were undertaken, as the UNCT CSO Focal Point group was not fully established. |
$5,000.00 |
$0.00 |
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Initiatives planned for the support of the national development plan, e.g. PRS in the areas of Coordination |
3.1.4 provide coordinated UNCT support on national development and emergency issues as requested -Coordinated UN support to the implementation as well as monitoring and evaluation of PASDEP 3.1.5. Meeting held with the Prime Minster |
3.1.4 Coordinated support provided by UNCT. 3.1.5 Arrange annual consultation with the Prime Minster |
Coordinated support provided in the areas of Humanitarian response and HIV/AIDS
Substantive consultations on the development of the UNDAF joint programmes and the ExCom CPAPs
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$0.00 |
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Initiatives planned for the support of the national development plan, e.g. PRS in the areas of Technical assistance |
3.1. 6 Support the government to have more M& E tools on MDGs 3.1.7 EthioInfo launched and as part of the PASDEP/MDGs M&E activities |
3.1.6 MDGs based national database available for use 3.1.7 -Ethio-Info training to be provided to Government and UN staff- CSA, MOFED and UN Staff trained on DevInfo 5.0 version |
DevInfo as ‘EthioInfo’ in February; Training of TOTs from Central Statistical Authority, UNESCO, African Union, UNFPA and UNICEF staff members; DevInfo clinics have been instituted. As at end of December 2006, 174 staff members of Government departments, NGOs and UN agencies have been trained in the use of Ethio. Info. Regular technical support to CSA to implement EthioInfo in disseminating up to date sectoral data, based on major surveys such as the Welfare Monitoring Survey (WMS), Household Income, Consumptions and Expenditure Survey (HICES) and Demographic Health Survey (DHS).
MDGsInfo update using the various sectoral management information systems to monitor progress towards achieving the MDGs. |
$32,000.00 |
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$18,000.00 |
$4,159.00 |
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Planned efforts to develop national capacities for management of the development process, e.g. SWAps, national systems, capacity assessments and measurement of results * |
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NA |
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UN assistance to national authorities for the preparation of the national report on the implementation of the Brussels Programme of Action of LDCs * |
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NA |
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Planned initiatives for the implementation of "quick impact" interventions |
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UN plan to support the implementation of the UNDG Action Plan on the Development Outcome of the World Summit (MDG Action Plan) * |
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NA |
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Planned efforts to elaborate and/or implement a post-crisis UN transition plan or strategy |
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NA |
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| Increasingly using and strengthening national systems |
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Planned efforts to making use of national systems by your agencies in order to reduce transaction costs of our programme countries in the areas of: Programme/project reporting |
4.1.1 position paper developed for discussions with government 4.1.2 Enhanced NEX and other UN preferred implementation modalities are in place 4.1.3 UNDAF Monitoring and Evaluation plan is in place (4.1.1 and 4.1.3 technical support UNFPA CST/UNICEF) |
4.1.1 Technical review of the NGO and Regional government execution as integral part of National Execution (NEX) 4.1.2 Discussion on developing the Enhanced National Execution undertaken with Government 4.1.3Monitoring and Evaluation system aligned with PASDEP indicators and APR devised |
Implementation modalities discussed with the Government as part of the preparations of the CPAPs of the ExCom agencies
UNDAF monitoring and evaluation aligned with the national monitoring and evaluation frameworks
ExCom CPAPs monitoring and evaluation requirements aligned with the overall UNDAF monitoring and evaluation framework |
$5,000.00 |
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Planned efforts to making use of national systems by your agencies in order to reduce transaction costs of our programme countries in the areas of: PRS/sectoral monitoring and evaluation systems |
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UNDAF monitoring and evaluation aligned with the national monitoring and evaluation frameworks for the second PRSP
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Planned efforts to making use of national systems by your agencies in order to reduce transaction costs of our programme countries in the areas of: Annual PRS/sectoral performance reviews |
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UNDAF monitoring and evaluation aligned with the national monitoring and evaluation frameworks, including sector reviews |
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Planned efforts to making use of national systems by your agencies in order to reduce transaction costs of our programme countries in the areas of: PRS/sectoral progress reports |
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UNDAF monitoring and evaluation aligned with the national monitoring and evaluation frameworks, including annual progress reviews of the PRSP |
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Planned efforts to making use of national systems by your agencies in order to reduce transaction costs of our programme countries in the areas of: National procurement systems |
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UNICEF and UNFPA are providing support to the Government in form of capacity building in the area of procurement. In line with the Paris Declaration UN agencies are working towards using Government procurement systems in the longer term. |
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| Increased efforts on HIV/AIDS |
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Planned activities to operationalise the GTT Recommendations relating to the joint UN Team on AIDS and the UN Programme of Support including ISP |
5.1.1 Provide support to the UNCT HIV/AIDS theme group as required in the GTT and ISP process (UNCT HIV/AIDS Theme Group) |
5.1.1 Quarterly up date to the UNCT by the UNCT HIV/AIDS theme group |
Support has been provided to the UNAIDS Theme Group by UNAIDS and a joint programme for UNDAF II has been successfully developed. |
$5,000.00 |
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Planned efforts to support the national response to AIDS through strengthening the Three Ones |
5.2.1 Support as required to the work of the UNCT HIV/AIDS theme group and agencies in their efforts to support the national response to AIDS (UNCT HIV/AIDS Theme Group) |
5.2.1 Quarterly up date to the UNCT by the UNCT HIV/AIDS theme group |
The UNCT response to the “Three Ones” have been successfully included in the UNDAF II. |
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$1,493.12 |
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| Increased efficient and cost-effective operational coordination |
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Planned initiatives to move forward on common premises & services and cost sharing (including Joint Office initiative) |
6.1.1 UNCT updated on pertinent issues collective and coordinated decision taken 6.1.2 Improves VSAT services 6.1.3 Premises and facilities improved 6.1.4 Consultancy and DSA rates revised 6.1.5 spousal employment system in place and adopted by agencies (UNCT HR Units technical support) |
6.1.1 Monthly meetings conducted 6.1.2 discussion with ECA on the VSAT service 6.1.3 discussion with ECA to improve premises and facilities 6.1.4 Review DSA and consultant rates with the assistance of consultant 6.1.5 Promote spousal employment – with the assistance of HR consultant |
UN DSA rates have been harmonized and approved.
Other services have not been revised. |
$22,000.00 |
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$1,621.00 |
|
|
|
Planned efforts to support implementation of the harmonized approach to cash transfers * |
6.2.1 Consultancy report provided and partner NGOs with the right capacity and those that require capacity building identified 6.2.2 Harmonized resource modality system is in place 6.2.3 UNCT Excom staff participated on HACT training |
6.2.1 Consulting audit firm contracted to undertake micro assessment of the financial management capacity of NGO partners to excom agencies 6.2.2 simplified and harmonized implementation procedures developed by agencies 6.2.3 UNCT participation on Harmonized cash transfer training in Johannesburg |
Sensitization of Ministry of Finance and Economic Development (MOFED) and UN ExCom on HACT undertaken
Macro assessment of the public financial management system through desk review of existing studies
Micro assessment of 82 non governmental implementing partners Training of 100 programme and operations ExCom staff members on the FACE and HACT.
Alignment of HACT with similar studies undertaken by the donors |
|
$33,129.00 |
|
|
$100,000.00 |
$70,800.00 |
|
|
| Strengthened coordination capacity of the UNCT |
|
Considered staffing of RCS support |
UNCT activities efficiently and effectively coordinated |
7.1.1 Coordiantion Specialist(National Programme Officer - to be recruited) 7.1.2 Coordination associate 7.1.3 Admin assistant recruited 7.1.4 Secretary to the RC 7.1.5 Consultant hired on piecemeal basis to follow up on the UNDAF documentation 7.1.6 lessons learnt from not doing a CCA |
Administrative assistant recruited for the RR/RC office
Recruitment process for Coordination Officer undertaken and the staff member is expected to start on 1 March 2007 |
$56,000.00 |
$20,877.00 |
|
|
|
$120,649.00 |
|
|
|
Considered training and other measures including knowledge networking, and involvement of non-resident agencies in national strategic planning processes |
The UN systems support to the national strategic planning process promoted and enhanced information flow as well as knowledge networking |
7.2.1UN communication officers and MDGs Focal Points group engaged in MDGs and UNDAF (joint programme) promotion 7.2.2 UN week celebrations with emphasis to MDGs 7.2.3 Students visit programme to the UN compound 7.2.4 Interagency anti sexual exploitation and abuse – translation of SG’s Bulletin for dissemination and workshops 7.2.5 UNDG information sharing to the UNCT 7.2.6 provision of training to the RC office on common programming, implementation and other relevant topics 7.2.7 HDR Report 7.2.8 UNCT calendar for 2007 |
UN week celebrations held together with ECA with emphasis to the MDGs
Monthly students visit and presentation on the work of UN
Strategic information from UNDG shared with the UNCT and other stakeholders
Training of UN staff on Joint Programmes and joint Programming by the UN Staff College in Turin |
$43,700.00 |
$414.00 |
|
|
$5,000.00 |
|
|
|
|
| TOTAL |
|
|
|
$191,000.00 |
$87,581.94 |
|
|
$123,000.00 |
$19,597.62 |
|
|
Joint Programmes
*** no joint programmes reported ***
Coordination Procedures and Practices
| Coordination practices and procedures |
| CP |
Results |
Recommendations to DGO |
| Background and Context
Ethiopia faces large problems on the humanitarian front in the form both of emergencies that have clearly defined beginnings and endings, and in the underlying deeper causes which mean that millions of people are chronically food insecure all the time.
The last major drought was in 2002-3 and was described by evaluators as “not unprecedented”. More than 13 million people were in need of urgent humanitarian assistance and received food rations, while over 21 million children received measles vaccinations and Vitamin A. In 2005 and early 2006, drought had returned and the 2005 Humanitarian Appeal, launched in December 2004, called for help for 3.1 million people in addition to the 5 million already covered by the Productive Safety Nets Programme (PSNP – see below). After assessments in April 2005, the number was increased to 3.8 million. The effects of drought had hardly started to diminish when Ethiopia was faced with flood emergencies in several parts of the country in mid-2006, By August, a total of 618 people were confirmed to have died in the East and South and at least 70,000 had been affected, including many cut off by floods. Flooding affected an assessed 362,000 people in October-December. Over the previous two years, flooding in Eastern and Southern Ethiopia between June and September had killed some 200 people and displaced hundreds of thousands.
The permanent disaster behind the temporary crisis has not diminished. The underlying causes are listed in the 2002-3 drought response evaluation report as: “Human and animal pressures on degraded arable land and overgrazed pastures, widespread deforestation, the current annual human population increase of two million, gender inequalities, the HIV/AIDS pandemic and the migration of subsistence farmers in search of alternative urban livelihoods, are all pressing challenges for long-term food security. Millions of people among Ethiopia’s increasingly destitute rural population are unable to produce their basic needs from their fragmented and degraded arable plots and communal pastures.” The conclusion was: “Drought is no longer a natural disaster event in Ethiopia, but rather it has become an on-going process related to the loss of the natural resource base. Recurrent droughts are resulting in increasing vulnerability of the population from the erosion of rural household assets that are depleted as people sell them in an effort to cope.” By 2004, over 7.8 million people were still listed as “food insecure”.
The Government has led the way in ensuring that longer-term moves towards recovery and tackling chronic food insecurity form an integral part of the humanitarian response. |
Transaction costs: | |
|
| Achievements: | Key Results Achieved
The coordinated response of the UN system members in Ethiopia to the 2002-3 drought, under the guidance of the Government, has impressed even seasoned UN specialists – one called it “our finest hour”. The core of the UN coordinated response is the Humanitarian Coordinator (HC), represented by the UN’s Resident Coordinator (RC) or acting Resident Coordinator, while support to the coordination is provided by the UN Office for the Coordination of Humanitarian Affairs (OCHA), which has been present in Ethiopia for several years and whose Head of Office is also Deputy to the HC.
During the 2002-2003 drought, the partnership of Government (led by the since-reformed Disaster Prevention and Preparedness Commission - DPPC), the UN and donors managed a coordinated approach that was effective in saving lives. Some responses came early, unlike previous famines in Ethiopia, and relief food and other supplies were distributed through 1,200 feeding centres all over the country, largely avoiding the wholescale movement of people into relief centres that had characterized previous droughts, notably the 1984 crisis. The UN agencies found they had exceeded their expectations of capacity, as a total of 1.8 million tonnes of food was transported, including 1.5 million tonnes moved during 2003 through the ports of Djibouti and Berbera to regional and district stores. The DPPC and NGOs successfully managed the secondary distribution to the 1,200 feeding centres. However, weaknesses have been determined in the amount and delivery of non-food support, including customs delays particularly for drugs and insecticide-treated nets (ITNs) against mosquitoes. The evaluation report says “the health response in the emergency was drastically inadequate” while linkages to longer-term development were also not carried out.
The UN system and the Government have sought to improve the coordination of the humanitarian response with longer-term efforts to reverse the structural problems. The Government’s Food Security Coalition Bureau, with support from the UNCT, runs a $3 billion package of food aid and cash for public works called the Productive Safety Nets Programme (PSNP) for some 5 million beneficiaries who have received food aid continuously over some years and who live in what are described as “chronically food-insecure woredas” (districts). Government is also spending $217 million to resettle 2.2 million people and UN agencies are seeking to alleviate potential humanitarian impacts.
The UN system is learning fast from successful joint UN programmes, such as Managing Environmental Resources to Enable Transition to More Sustainable Livelihoods (MERET), through which UN agencies support Government and communities to improve food security through soil and water conservation, wood and community forest plantation schemes, small-scale rural infrastructure, water harvesting and credit. Initiatives such as MERET are scaled-up in UNDAF II to strengthen the food security and long-term coping mechanisms of communities in rural Ethiopia.
In the October-November 2006 flooding of the Shabelle river in the Ethiopian region called Somali, next to the border with Somalia, humanitarian response challenges were very acute. The region was partially included in the military build-up that led to the Ethiopian intervention in Somalia, and the flooding had cut main roads into the region and rendered many parts of the main town, Mustahil, submerged for 3-4 weeks with the people living on nearby hills. There were significant gaps in communication and information. The Ministry of Agriculture and Rural Development and the Disaster Prevention and Preparedness Agency asked OCHA to put together an appeal document, while NGO Medicins sans Frontiers managed to give news from Mustahil and other areas. OCHA coordinated the arrival of two MI-8 helicopters brought in from other UN operations and funded by other UN agencies. Specialists from its UN Disasters Assistance Coordination office ran the airlift from Gode town, the centre of previous drought relief efforts, including medical follow-up to prevent disease epidemics. Through the combined efforts of Government, UN and NGOs, the worst of this emergency was also dealt with, at least until the next flood.
There are clear signs of improvement in the multi-sectoral response to emergencies, both acute and chronic. One example is the support to diversified and better-protected livelihoods for pastoralists and agro-pastoralists in underdeveloped regions of Ethiopia. Food aid is critical for saving lives and supporting the building of assets, but its effectiveness is substantially improved if complementary non-food resources are given greater emphasis. The UNCT has been pivotal in advocating this complementary approach in emergencies. One of the most successful coordination initiatives in ensuring improved child survival and minimizing malnutrition and its long-term effects has been the Joint Enhanced Outreach Strategy/Child Survival Initiative (EOS/CSI), driven by the Ministry of Health (MOH) and Ministry of Education (MOE) with key support from World Food Programme (WFP) and UNICEF. It is unique in its fusion of food, health and education interventions to address the many variants contributing to malnutrition. In addition to addressing acute health and nutrition problems, the EOS/CSI also collects valuable time-series data on the nutritional status of children, and pregnant and lactating mothers, which should significantly improve nutritional surveillance, policy and practices.
UNDAF II has many examples were the UNCT works together. These include: joint studies on natural resources and livelihoods; initiatives in health, nutrition, water and environmental sanitation and agriculture, community participation in distributing emergency relief; enhanced multi-sectoral response to displaced, refugees and other vulnerable populations in emergencies; continued education access for children in emergencies and steps to prepare for and respond to health epidemics such as malaria, measles, meningitis and polio.
C: Concrete Examples of Initiatives that do not Contribute to Better Efficiency and Enhanced Results
Interviewees raised some of the following experiences from which lessons could be learned.
1. Coordination has to be structured in such a way that it does not slow down the relevant agencies.
2. Coordination should allow agencies to share a variety of experiences and information in addition to those meetings centred on official statistics, assessments and outlooks. This could be achieved by maintaining some fora for NGOs and UN agencies with staff in the field to meet and discuss their experiences. However, it was agreed that Government representatives should be in all decision-making meetings which involved the relief and development programmes in Ethiopia. After initial hesitancy by the DPPA to accept the HRF, the RC is involving them in the top-level Steering Committee so that all the processes should be transparent and participative. Senior Government officials have also been involved in CERF, in order to better understand the strategic need for this fund.
3. Internally displaced people (IDPs) are potentially a gap in the UN system in Ethiopia. It is not clear which is the agency of last resort and how this is linked to Government efforts. It can be forecast that there are likely to be both IDPs and refugees quite regularly, whether because of drought or flood or because of war and other problems. Better coordination could be achieved if the Government of Ethiopia was persuaded to put this more centrally onto their agenda - or “mainstream” it (see also 5. below). s.
4. In order to firm up the link between Humanitarian Assistance and Food Security, there must be strong linkages to longer-term recovery from the outset of the emergency response. For instance one emphasis in relief food is public works to improve the underlying asset base in terms of trees, anti-erosion measures and watershed management and improvement. This linkage to recovery depends on the UNDP office having enough capacity and on good facilitation by OCHA, even though OCHA’s mandate may not extend this far beyond the short-term emergency work.
5. Dialogue could be opened with the Government’s Administration for Refugees and Returnees Affairs with the aim that humanitarian assistance to refugees and IDPs could be better coordinated with other development work and linked to achievement of the MDGs. For instance, donor funds are spent on establishing facilities for refugees, who are often settled in fairly remote areas. If they were closer to populated areas, then schools, clinics and other facilities could be linked to other long-term development infrastructure, for instance for taking over to contribute to the longer-term development of local populations and communities after the refugees or IDPs eventually leave. Similarly, agencies with strong specific development expertise, for instance in water and sanitation, could take a stronger role in providing these for refugees or IDPs.
|
| Lessons learned: | Concrete Examples of Initiatives that do not Contribute to Better Efficiency and Enhanced Results
Success factors in the ongoing emergency response can be listed as:
1. The strong leadership of the Government and federal and regional levels. This was particularly true in the 2002-3 emergency, when the DPPC had the confidence of all donors as many had been closely involved in its capacity building and processes, for instance of the Early Warning Systems with information from federal, regional, zonal and woreda sources which provided credible information about the crisis. Thus, for instance, aid funds were on their way even before the emergency had begun. Urgent steps were taken to address initial weaknesses in health, nutrition, water and sanitation and other areas. Another successful mechanism is the Government’s Emergency Food Security Reserve Administration (EFSRA), which has donor and UN involvement and support and this worked efficiently to make food loans and prevent breaks in the supply chain. The MOH, supported by UNICEF and the World Health Organization (WHO), by 2004 managed to vaccinate 31 million children against measles in all regions (except Gambella, where there was insecurity). Some of those interviewed for the present study voiced some concerns about perceived reduction in Government coordination as DPPA at federal level is now seen as just one of the Government bodies charged with short- and long-term emergency response, along with the Ministry of Agriculture, Water and Rural Development (MOARD), MOH and others. Coordination tends to remain good at the regional level, with the Disaster Prevention and Preparedness Bureaus.
2. Funding. It is helpful to structure the coordination in such a way that it is linked to funding, such as the Humanitarian Relief Fund (HRF) and Central Emergency Response Fund (CERF), funds handled by the HC, with support from OCHA. These give more weight to coordination efforts. It means that UN family members and donors are more willing to send high-level staff including the Heads of Agencies on a consistent basis to the coordination meetings such as the Strategic Disaster Management Team which meets as often as weekly. Funding, while mainly consisting of relatively smaller amounts than donors can muster, depends partly on their participation in coordination efforts and is also useful at filling time and other gaps in the response. The funds are strategic and the availability of these resources probably encourages agencies to devote high-level resources to the coordination meetings.
3. Strong donor support, including willingness to be involved early and to meet requirements. There has also been strong participation by NGOs, many of whom have good capacity in the field. For instance in 2002-03 NGOs managed nearly half of the total food assistance, including in some areas of operation handling food allocated by DPPC and WFP. They also managed over $50 million of the total $104 million non-food support.
Lessons Learned include
4. Coordination is more attractive and effective when it is driven by the urgent need to achieve results, compared to when it is a discussion about coordination or structures. People noted that the UN system needs to avoid the bureaucratic trap of spending too much time on structures and abstract discussions. Most Heads of Agencies are driven by the urgent need to achieve results, with pressure increasing under the UN reforms, and it is important that the time and other resources (their own, their staff’s and their agency’s) must produce more results in terms of their own agency’s mandate as well as in terms of overall development than they would have produced with the same resources following their own path. In other words, coordination must be aimed at achieving more results through synergies than the participants can achieve on their own. The general experience was that this works better when faced with actual problems, whether the 2002-3 emergency, long-term development work such as PSNP or pressures for joint programming.
5. In line with the above, it is important that those participating in coordination meetings have the ability to see who has capacity on the ground to achieve results. There was some concern that if the cluster approach is not carefully applied, it could reduce the flexibility and cost effectiveness and increase response time. For instance, if one agency has staff and other resources in situ in a remote emergency, perhaps which could be diverted from another les urgent programme, they could take the lead in supplying the urgent needs even if they are not necessarily the cluster leader. Waiting for the relevant agency to get resources and then to deliver them to the site, which can involve a “pipeline” delay of 3-6 months, could severely limit responsiveness. Examples of resources which could take time to reach the site include trucks, seeds, ITNs, and even staff familiar with the area. However, it is possible that in some cases such actions should be treated as time driven “loans” in the same way as the very effective system of food withdrawals and repayments to EFSRA. For instance, an agency which commits resources urgently which are already in the field should possibly be able to claim some of them back from emergency coordination funds such as HRF or to be refunded later by the cluster leader in order to continue the longer-term programmes which had been temporarily diverted. One example of good practical coordination came in Sept-Oct 2006 after floods in the Lake Tana area (Amhara region), where Government and agencies realized they had three weeks to plant in order to take advantage of the receding flood and avoid a lost harvest. Through coordination with a range of UN agencies and NGOs, seeds were distributed and planted, including by being distributed to different NGOs active in the area. At the time of writing the resulting crop was still being evaluated.
6. So far, coordination had depended in part on the personal leadership skills of the HC. Since Ethiopia has seen some changes in the holder of this position over recent years, including periods with an Acting HC, coordination effectiveness had been varied. The issue of personal leadership comes up in discussions of different countries’ experiences and the challenge is to build a system that does not depend to the same extent on personal chemistry between individuals. There should be a coordination manual and procedures, and agreed systems for delegating leadership. Interviewees said that the institutional structures for coordination should include sufficient resources to ensure follow up from meetings, so that the coordination produces concrete progress. The example given was the secretariat support provided by OCHA. However, strategic leadership skills will also continue to be key criteria for successful RCs and HCs.
|
| Background and Context
Although official estimates of HIV prevalence in Ethiopia are relatively low at 4.4% (urban 12.6% and rural 2.6%) , the absolute numbers are large due to the large population size. An estimated 1.32 million people live with the virus and there are an estimated 744,100 AIDS orphans . It also appears that the spread of AIDS may be stabilizing in urban areas, but it is increasing in rural areas, where 85% of Ethiopians live. The key groups where the virus is spreading include: · At risk groups: Sex workers, uniformed services, farmers, migrant workers (there is increasing and substantial rural-urban migration) and long-distance drivers. · Other areas were significant transmission is noted: Youth aged 15-24 years, especially girls due to harmful traditional practices such as early marriage, female genital mutilation, abduction and violence.
Again, the framework for UNCT coordination on HIV/AIDS is the leadership supplied by the Government of Ethiopia. The Government has been addressing the issues of HIV/AIDS prevention and control since 1985 and the national AIDS policy was issued in 1998. The response to HIV/AIDS featured as a priority area for action within the SDPRP under a Strategic Framework for the National Response to HIV/AIDS 2001-2005. In January 2005, the Strategic Plan for Intensifying Multi-Sectoral HIV/AIDS Response 2004-2008 (SPM) was launched, along with the Free Anti-Retroviral Treatment Programme. The main Government coordination agency is the HIV/AIDS Prevention and Control Office (HAPCO), which has a strong federal presence and regional bureaus. The UNCT has been giving capacity-builidng and other support to Government for developing its plans of action and its institutions. Progress resulting from Government’s political commitment can be seen through improved management of HIV/AIDS at workplaces, increased media coverage on HIV/AIDS and some effective HIV/AIDS mainstreaming. The private sector and civil society are also involved. Given the size of the population and the scale of the pandemic, it will take a number of years to see a noticeable and sustainable decline in HIV prevalence and incidence. Total spending outlined in the PASDEP is Birr 6.2 billion with a target of committing 1.5 per cent of the Government budget in 2005/6, rising to 2 per cent in 2009/10. Other PASDEP targets include ARV treatment for 120,000 people living with HIV/AIDS and care for 350,000 orphans and vulnerable children by 2009/10.
The UN system, through UNDAF I and II, supports Ethiopia in its efforts to strengthen and expand its response to the HIV/AIDS epidemic. The response is a combination of individual agencies’ programmes and joint initiatives coordinated by the UN Theme Group on HIV/AIDS. HIV/AIDS is one of the five priority areas in UNDAF II and also a cross-cutting issue, meaning that it should be considered in all aspects of the UNCT’s work. The UNDAF II commitments have been formed into a joint programme of support on AIDS. The UNDAF Results Matrix highlights aspects such as: full implementation of Three Ones at federal and regional levels; target activities integrated into sectoral plans and budgets; revision of laws and policies; increased leadership, institutional and technical capacity and allocation of resources; enabling and supporting community-based responses to the pandemic; increased capacity of schools, communities and vulnerable populations to develop and implement anti-HIV/AIDS programmes; prevention and protection capacity-building; care and support capacity-building; and updated policies on anti-retroviral therapy, people living with HIV/AIDS and orphans and vulnerable children. The joint programmes are:
i. National Advocacy and Technical Capacity Building (lead UNFPA and UNDP) ii. Woreda Support (lead WHO) iii. Emergency Response (lead WFP) |
Transaction costs: | |
|
| Achievements: | Key Results Achieved
During 2005, the UN agencies worked together on forming UNDAF II, the components of which were developed in line with HRBAP principles. The UNDAF II outcomes on HIV/AIDS were formulated based on analysis of the current HIV situation, Government documents and UN experience to date. In the first half of 2006, UN agencies matched their human (personnel and skills) and financial resources for AIDS and then converted the UNDAF II outcomes into a set of milestones on a 2007-2011 timetable, after consultations with federal-, regional- and district-level partners and joint field visits to selected districts. A Joint UN Team on AIDS was officially established on 1 December 2006 to implement the Joint Programme of Support. The team comprises ILO, IOM, UNDP, UNESCO, UNFPA, UNHCR, UNICEF, WFP, WHO and the World Bank, and is chaired by the UNAIDS Country Coordinator. The team will meet every three months and has a set of annual deliverables.
In 2006, main areas for UN agencies’ support to Government included:
· Mainstreaming, leadership and coordination;
· Strengthening capacity of public sector and civil society at all levels to plan, manage and implement AIDS responses;
· Social mobilization and community empowerment;
· Target setting and scaling up of HIV prevention, treatment and care towards Universal Access.
The main modalities for this support included advocacy, technical assistance, and building institutional and technical capacity. The UNCT has been particularly supporting capacity in such areas as: multi-sectoral coordination; programme planning and management; resource mobilization and tracking; strengthening capacity for service delivery for HIV prevention, treatment, care and support. Key partners have been federal HAPCO and the National Partnership Forum, which coordinate different sectors. The UNCT has also assisted regional HAPCOs and multi-sectoral teams in selected districts in assessing capacity needs and strengthening programme planning and management. It has helped the health sector to strengthen capacity, including for treatment and integration of HIV into reproductive health services and worked on mainstreaming in the sectors of education, agriculture and rural development and youth and sports. Other help included:
· Assisting Ethiopia’s application to Global Fund against AIDS, Tuberculosis and Malaria;
· Initiation of the National AIDS spending assessment;
· Support for setting Universal Access targets (including a target-setting guide and targets for prevention, treatment, care and support for 2010, as well as preparations for stakeholder consultations on Universal Access targets);
· The costed implementation plan that forms part of PASDEP; and
· UNAIDS technical support to a multi-sectoral Technical Working Group formed by HAPCO.
The UNAIDS office coordinates by working almost as an extension of the RC’s office. There is a UN executive-level committee, convened by UNAIDS and chaired by the Head of UNICEF. Other UN agencies participating are UNDP, WFP, UNFPA and ILO. The Technical Core Group brings together technical staff from all 13 agencies involved and this meets frequently, sometimes weekly, in order to ensure the implementation of the joint programme, including updating of work plans, progress on joint work areas and identifying issues that need attention of Heads of Agencies. There are five task forces:
1. Overall leadership and coordination (chaired by UNDP)
2. Prevention (chaired by UNDP)
3. District response, including capability in the districts/woredas, (chaired by UNICEF with strong input from WHO)
4. HIV/AIDS in emergencies (chaired by WFP)
5. HIV/AIDS in workplaces, which has been widened from the learning within the UN agencies to working with the Ethiopian private sector (chaired by ILO).
Creation of a sixth task force, on Treatment, is being considered, currently it is coordinated through Task Force 3. Orphan care is mainly handled through NGOs. Work is being done to develop the role of Government, churches and funeral/burial and neighbourhood associations.
The UN’s joint efforts to combat AIDS are seen as a forerunner for the whole UN reform movement. It is a joint programme, rather than an agency, and has been developing coordination experiences in HIV-affected countries for the last ten years. The structure in Ethiopia has been modified in the light of experience and to take account of the demands of UNDAF II.
|
| Lessons learned: | Concrete Examples of Initiatives that do not Contribute to better Efficiency and Enhanced Results
1. In order to increase cooperation and effectiveness, more capacity should be provided (see E below). The Joint UN Team meets quarterly and its agenda includes reviewing joint programmes and dividing responsibilities. There is a core group and five implementation support task forces, and the UNAIDS office needs to follow up all in order to maintain momentum.
2. The capacity of the Government agencies is another key to the success of the coordination. The federal body, HAPCO, has been through a process of Business Process Reengineering, so the UN team has seen some changes. In addition, the Ministry of Finance and Economic Development is moving to coordinate more of the fight against HIV/AIDS, bringing rules and implementation practices and aiming to achieve better transparency. HAPCO structures in the regions are different and it is harder for them to play the full coordination role. The structure of AIDS councils in regions and in the woredas leaves room for further improvements, as does the multi-sectoral response to the pandemic. Although the role of NGOs is recognized, in some cases they are not given a strong enough role. There is more work to develop deeper community linkages through indigenous bodies, such as funeral/burial and neighbourhood associations.
3. More work can be done to clarify the role of the World Bank, which has large resources to devote to the issue compared to other UN agencies. The Bank has not always been a consistent participant and it can operate differently from the UN agencies, particularly in the way bank officers work with the Government. It is hoped that the UNDAF will lead to better coordination.
D: Good Practices and Lessons Learned
1. The key to coordination success is the mode or way people coordinate. Instead of taking on their workload, the UNAIDS Ethiopia philosophy is to help the UN partner agencies to do it themselves, playing to their strengths instead of trying to take over. Avoiding “micromanaging” was described as one key to coordination success
2. A UN key strength is resource mobilization for joint action.
3. Coordination works better when talking about real issues and real solutions, such as engendered by the HIV/AIDS crisis, than when talking about abstract theories of coordination or implementing these.
4. Be realistic about targets and know the limitations both of UNAIDS and of the UN agencies and the system. One interviewee said the right approach was “not trying to do everything tomorrow”. Progress is good, considering this is the first time for the UN system to work together so closely, bridging a range of agency, cultural and other divides.
5. One key strength of UN coordination in Ethiopia is the effective “two way” flow of information. UN coordination enables information to flow from the grassroots implementation staff and agencies, through the technical committees, through the management levels and up to the UNCT, as well as also transmitting UNCT priorities down to the grassroots. Feedback is given in a way that it can be implemented.
6. UNAIDS has only limited pooled funds to enhance coordination, but is seeking further support from outside donors.
7. Leadership is “absolutely essential”, according to one interviewee. Any form of taking implementation decisions requires leadership.
|
2007 Workplan
| 2007 Workplan |
| KEY RESULTS AREA |
Expected Outputs |
Perf. Indicators |
Actual Outputs at Year End |
Funds required/spent at Year End |
Additional support needed from HQ or Regional Director's Team |
Target Date |
| SRC |
UNCCF |
UN Agencies |
Other |
| Req |
Spt |
Req |
Spt |
Req |
Spt |
Req |
Spt |
Q1 |
Q2 |
Q3 |
Q4 |
| Coordination for Results |
| UNCT Contribution to the National Development Plan/Poverty Reduction Strategy |
UN support to formulation/implementation of relevant national strategies or plans e.g. JAS/NDP/PRSP |
Further alignment of UN activities with national development frameworks |
Advocacy on human rights issues and incorporation of these in the national frameworks
Clear linkages between UNDAF activities and national priorities |
|
| |
| |
| |
| |
|
|
|
|
|
UN plan to support the implementation of the UNDG Action Plan on the Development Outcome of the World Summit (MDG Action Plan) * |
Implementation of UNDAF in line with the national PRSP as part of the UN system's support to achieve the MDGs |
Support to reporting on progress on the MDGs UNDAF annual reviews aligned with the APRs of the PASDEP Development of UNCT-Millennium Campaign Strategy |
|
$10,000.00 | |
| |
| |
| |
|
|
|
|
|
UN support to capacity development strategies |
Enhanced capacity of Government to deliver services in support of the Government's strive to achieve the MDGs |
Brainstorming on the possibilities of developing a capacity building programme in support of the implementation of the 5 strategic areas of the UNDAF Consultant recruited and capacity building programme developed |
|
$20,000.00 | |
| |
| |
| |
|
|
|
|
|
UN assistance to national authorities for the preparation of the national report on the implementation of the Brussels Programme of Action of LDCs * |
NA |
NA |
|
| |
| |
| |
| |
|
|
|
|
|
Formulation/implementation of a transition plan or strategy |
|
|
|
| |
| |
| |
| |
|
|
|
|
|
| Aid Coordination/Management/Paris Declaration |
Planned efforts to making use of national systems in the areas such as programme/project reporting, PRS/sectoral monitoring and evaluation systems, annual PRS/sectoral performance reviews, national procurement systems, etc |
Enhanced use of national systems |
Annual UNDAF review aligned with the sectoral reviews and the APR of the PASDEP. Ethio.Info supported and used in the reporting on PRSP and MDGs Capacity building activities in support of the implementation of UNDAF activities to ensure smooth provision of social services. |
|
$30,000.00 | |
| |
$207,000.00 | |
| |
|
|
|
|
|
UN support to aid coordination/management |
Enhanced harmonization |
UNCT to participate in the OECD survey on the implementation of the Paris Declaration
Streamline the Paris Declaration within the work of the UNCT |
|
| |
| |
| |
| |
|
|
|
|
|
| UNDAF/Common Programming |
Efforts to align UN programme cycle with national development cycle * |
UNDAF cycle aligned with the PRSP and the MDGs.
UNDAF is building on the priorities setout in the PASDEP |
UNDAF indicators stremlined with PASDEP indicators Reporting on the MDGs streamlined with the UNDAF |
|
| |
| |
| |
| |
|
|
|
|
|
Progress towards UNDAF outcomes (inputs provided by theme group chairs) |
|
|
|
| |
| |
| |
| |
|
|
|
|
|
UNDAF Annual Review/ UNDAF Evaluation * |
Smooth implementation of UNDAF
|
Annual UNDAF review held Monitoring of implementation of UNDAF activities on an annual basis and challenges addressed accordingly |
|
$9,000.00 | |
| |
| |
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| Joint Programmes |
Preparation/implementation of new Joint Programmes * |
Three out of five strategic areas in the UNDAF II implemented as joint programmes |
Joint programme documents developed and activities elaborated in AWPs Joint programme activities implemented and reported on at the annual UNDAF review Consultations held among agencies on the progress of the implementation of the joint programmes and lessons learned |
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$6,000.00 | |
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| |
|
|
|
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|
M&E of Joint Programmes |
Enhanced joint monitoring and evaluation initiatives |
Joint monitoring and evaluation missions undertaken Progress on implementation of joint programmes reported on at the annual UNDAF review Progress on implementation of joint programmes documented and shared widely |
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| HACT |
Plan for the roll-out/implementation of HACT in the country |
HACT integrated and used as the modality for transferring funds under the UNDAF II |
Micro assessment finalised Further consultations with the Government on how best to apply this modality in support of the UNDAF implementation Training of stakeholders and future users of the HACT tools
|
|
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$11,000.00 | |
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|
|
|
|
|
Strethening national systems/capacities through HACT * |
Enhanced capacity to deliver social services
|
Training and capacity building activities as part of the implementation of the HACT Smooth transfer and reporting on funds to the Government and other implementing partners |
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$7,000.00 | |
| |
| |
| |
|
|
|
|
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| Gender Equality |
UN support to incorporation of gender equality in national planning processes (such as National Development Strategies; PRSPs; SWAPs; Joint Assistance Strategies, etc.) |
Gender mainstream into national planning processes |
Progress on gender indicators recorded in the APR of the PRSP Progress on gender recorded in the annual review of the UNDAF Advocacy activities on the importance of gender mainstreaming |
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$6,000.00 | |
| |
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| |
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|
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|
|
Gender theme groups able to support enhanced effectiveness of UNCT to respond to national priorities for gender equality |
Enhanced UNCT support to gender equality issues with national development frameworks |
Enhanced visibility of gender issues in UN supported activities UNDAF TWG on Gender to review and ensure mainstreaming of gender issues in UN supported activities |
|
$6,000.00 | |
| |
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| |
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|
|
|
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| HIV/AIDS |
Operationalization of the joint UN Team on AIDS and the UN programme of Support |
Implementation of joint programme on HIV/AIDS |
Joint UN Team established and operational Sucessful implementation of joint programme on HIV/AIDS |
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$10,000.00 | |
| |
| |
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|
|
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UN support to the national response to AIDS through strengthening the Three Ones * |
“Three ones” mainstreamed within the UN system activities |
Reporting on the "Three ones” at the annaul UNDAF review |
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| Coordination of Humanitarian/Natural Disaster Operations |
Coordination of humanitarian operations * |
Coordinated humanitarian response and linkages to recovery and food security |
Successful operationalisation of the humanitarian response fund Strong linkages between long term development and the annual appeal process |
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Preparation of crisis prevention/natural disaster operations/plans |
Operation plans for natural disaster response developed |
Operation plans in place and updated regularly |
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Contingency Plan initiatives |
Contingency plans prepared as appropriate response to manmade or natural disasters and crisis |
Contingency plans prepared and discussed among UNCT members |
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| Common Services and Premises |
Planned initiatives to increase cost-effectiveness of UN operations, incl. common administrative services and common arrangements in support of programme delivery (including Joint Office initiative) |
Enhanced harmonization among UN agencies and improved common services |
Harmonized approach to implementation of activities at CO level as preparation for the “One UN” Initiative Consultant recruited to provide recommendations on opportunities for further harmonization as preparation for the “One Un” initiative Harmonized national DSA rates Improved common services, including VSAT
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$110,000.00 | |
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|
|
|
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Planned inititatives on common premises |
NA |
NA |
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| UN Advocacy and Resource Mobilization |
| Joint UNCT Advocacy and Communications |
Development/implementation of the UNCT communications/advocacy strategy & plan |
Enhanced awareness on UN activities |
Development and implementation of UN communication strategy Development and implementation of MDGs Campaign activities to scale up aid in Ethiopia |
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$10,000.00 | |
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| |
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|
|
|
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| Joint UNCT Resource Mobilization Strategy |
Development/implementation of RM strategy |
Resource mobilization strategy developed for UNDAF activities
|
Consultant to develop resource mobilization strategy recruited Resource mobilization strategy developed Funding for joint activities mobilized jointly and channeled through pooled fund modality |
|
$40,000.00 | |
| |
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| |
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|
|
|
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| Non-Resident UN Agencies |
| Special measures to integrate non-resident UN agencies in UNCT processes |
Supporting the Involvement of non-resident UN agencies in the national strategic planning processes/ UN programming |
NA |
NA |
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| |
| |
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|
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| Coordination Capacity of the UNCT |
| Strengthening UNCT Coordination Capacity |
RCO Staffing |
Enhanced coordination capacity |
Coordination Specialist recruited National Officer recruited Administrative Assistant in place |
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$20,000.00 | |
| |
$160,000.00 | |
| |
|
|
|
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|
Materials/Equipment |
Enhanced coordination
|
Stationary to support the coordination of UN activities. One computer to support the coordination of UN activities. Facilitation of meetings and workshops. |
|
$13,000.00 | |
| |
$10,000.00 | |
| |
|
|
|
|
|
Training of UN staff |
Enhanced capacity of staff to facilitate and support the UNCT activities |
Relevant training activities undertaken and skills applied in the day-to-day activities within the UNRCO |
|
$6,000.00 | |
| |
| |
| |
|
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| TOTAL |
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|
|
$193,000.00 |
|
$0.00 |
|
$388,000.00 |
|
$110,000.00 | |
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|
