1 PRODUCTIVE SAFETY NET PROGRAMME PHASE FOUR (PSNP-4) JOINT REVIEW & IMPLEMENTATION SUPPORT MISSION (JRIS) FEDERAL AIDE MEMOIRE June 2018 I. INTRODUCTION 1. The Government of Ethiopia (GoE) and multi-partner Joint Review & Implementation Support (JRIS) Mission met on June 1, 2018 for the kick off meeting to identify and agree on high-level priorities for the mission. This was followed by the Regional and Federal JRIS Missions starting from June 4-14, 2018. The objectives of the Mission were to assess: (i) the progress in implementing the Annual Plan for Ethiopian Fiscal Year (EFY) 2010; (ii) the extent to which the Program is on track to achieve its outputs following the revised logical framework; (iii) the steps taken towards achieving the Government vision of a scalable safety net system; and (iv) the implementation progress of the Action Plans agreed during the previous mission (Nov-Dec 2017). 2. The Mission has a revised structure 1 and streamlined approach that included discussions at federal, regional, woreda level and with kebele officials and beneficiary households on challenges and areas to focus for effective implementation. The Mission at the Regional level primarily focused on visiting representative PSNP implementing woredas and kebeles and assessed the regional progress and challenges. And the Mission at the federal level focused on the field mission findings and federal level issues. 3. The Mission would like to thank H.E. Ato Tesfaye Mengistie (State Minister (SM) – RJOCFSS, MoALR); H.E. Mitiku Kassa (Commissioner - NDRMC), H.E. Ato Misganaw Admassu (SM – MoLSA); Ato Berhanu W/Michael (MoALR - FSCD); Ato Tefera Taddesse (MoALR - NRMD); Ato Tadesse Aweke (MoALR - CMLFD), Ato Zena Habte Wold (MoALR); Ato Feleke Jember (MoLSA); Ato Tadesse Bekele, Ato Abera Kassa, Ato Ayderus Hassen, (NDRMC); Ato Degu Lakew (MoFEC - COPCD) for their guidance and recognize the active participation from the experts in the various directorates within the Ministry of Agriculture and Livestock Resource (MoALR), the Ministry of Finance and Economic Cooperation (MoFEC), the Ministry of Labour and Social Affairs (MoLSA), the National Disaster Risk Management Commission (NDRMC), and the representatives from the regions and the development partners. 4. Annex 1 includes the complete list of participants in the Mission. Annex 3 details the progress status of the Nov- Dec 2017 agreed actions. The agreed action plan between the Government and development partners is attached as Annex 4. II. CONTEXT 5. The overall PSNP-4 implementation performance is Moderately Satisfactory. The Mission notes improved financial management in the program. All actions agreed during the November- December 2017 JRIS Missions were completed. The progress on graduation is noted. There is Government commitment to ensure graduation is evidence based. Training has been provided to Regions on the Household Economy Analysis (HEA) and how to use the tool. Agreement reached to apply simplified tools 1 The Mission involved one day Kick off meeting at the federal level, discussion and field visits at the regional level and 3-days workshop at the federal level. Public Disclosure Authorized Public Disclosure Authorized Public Disclosure Authorized Public Disclosure Authorized
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PRODUCTIVE SAFETY NET PROGRAMME PHASE FOUR (PSNP-4)
JOINT REVIEW & IMPLEMENTATION SUPPORT MISSION (JRIS)
FEDERAL AIDE MEMOIRE
June 2018
I. INTRODUCTION
1. The Government of Ethiopia (GoE) and multi-partner Joint Review & Implementation Support
(JRIS) Mission met on June 1, 2018 for the kick off meeting to identify and agree on high-level priorities
for the mission. This was followed by the Regional and Federal JRIS Missions starting from June 4-14,
2018. The objectives of the Mission were to assess: (i) the progress in implementing the Annual Plan for
Ethiopian Fiscal Year (EFY) 2010; (ii) the extent to which the Program is on track to achieve its outputs
following the revised logical framework; (iii) the steps taken towards achieving the Government vision of
a scalable safety net system; and (iv) the implementation progress of the Action Plans agreed during the
previous mission (Nov-Dec 2017).
2. The Mission has a revised structure1 and streamlined approach that included discussions at federal,
regional, woreda level and with kebele officials and beneficiary households on challenges and areas to focus
for effective implementation. The Mission at the Regional level primarily focused on visiting representative
PSNP implementing woredas and kebeles and assessed the regional progress and challenges. And the
Mission at the federal level focused on the field mission findings and federal level issues.
3. The Mission would like to thank H.E. Ato Tesfaye Mengistie (State Minister (SM) – RJOCFSS,
Ato Berhanu W/Michael (MoALR - FSCD); Ato Tefera Taddesse (MoALR - NRMD); Ato Tadesse
Aweke (MoALR - CMLFD), Ato Zena Habte Wold (MoALR); Ato Feleke Jember (MoLSA); Ato Tadesse
Bekele, Ato Abera Kassa, Ato Ayderus Hassen, (NDRMC); Ato Degu Lakew (MoFEC - COPCD) for their
guidance and recognize the active participation from the experts in the various directorates within the
Ministry of Agriculture and Livestock Resource (MoALR), the Ministry of Finance and Economic
Cooperation (MoFEC), the Ministry of Labour and Social Affairs (MoLSA), the National Disaster Risk
Management Commission (NDRMC), and the representatives from the regions and the development
partners.
4. Annex 1 includes the complete list of participants in the Mission. Annex 3 details the progress
status of the Nov- Dec 2017 agreed actions. The agreed action plan between the Government and
development partners is attached as Annex 4.
II. CONTEXT
5. The overall PSNP-4 implementation performance is Moderately Satisfactory. The Mission
notes improved financial management in the program. All actions agreed during the November- December
2017 JRIS Missions were completed. The progress on graduation is noted. There is Government
commitment to ensure graduation is evidence based. Training has been provided to Regions on the
Household Economy Analysis (HEA) and how to use the tool. Agreement reached to apply simplified tools
1 The Mission involved one day Kick off meeting at the federal level, discussion and field visits at the regional level
and 3-days workshop at the federal level.
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to predict the number of graduates in a woreda based on the HEA data. However, the Mission notes that
performance targets for the timeliness of transfer during the past year has not been met; off farm and
employment pathways of the livelihoods component are not performing as required and quality of PW some
subprojects, such as Social and Water Conservation (SWC) & water, are not up to the required level of
standard mainly in Somali and Afar regions. There continue to be delays in completion of major
procurements such as the Management Information System (MIS) development and Public Work (PW)
reviews, establishment of PW mapped data base, PW baseline study, and independent procurement audit
of EFY 2009 are delayed. There was low utilization of capital budget. In addition, there continue to be
difficulties with food management with the agreed Commodity Management Unit (CMU) in the NDRMC
still not fully functional. The overall review of the November-December 2017 Federal JRIS Action Plans
shows that (i) 51% of the actions are achieved, (ii) 35% are in process/ongoing, (iii) 5% are partially
achieved and (iv) 9% are not achieved/pending. Moreover, though it was agreed that, GoE shall prepare
annual work plan and budget and furnish to the association2 not later than May 30th of each year, this
deadline is not met. The Mission requests the senior leadership of the MoALR and its implementing partners
to review and address the priority actions in order to improve the program performance and the rating.
6. Progress towards the PSNP-4 outcomes remains Moderately Satisfactory. The Mission is
pleased to note Government leadership in timely development and approval of the National Integrated Food
& Cash Plan for 2018. The plan was developed a month after the launch of the Humanitarian Disaster
Resilience Plan (HDRP). In regions that have consolidated operational management structure for PSNP &
HFA implementation of integrated response is progressing - with genuine efforts seen to implement the
joint PSNP-HFA operational procedures. The implementation of joint procedures has resulted in agreement
and use of single transfer modality in each woreda, guided by PSNP transfer modality, one targeting and
appeals kebele committee, and use of Payroll and Attendance Sheet System (PASS) for both chronic and
transitory beneficiary households. However, challenges of low capacity, limited admin budget at woreda
level, and lack of regular updates of the National Integrated Food Cash Plan hampered effective and timely
implementation. The DPs look forward to GoE’s decision soon on consolidated operational management
arrangements for scalable rural safety-net. However, the Mission noted that core elements of the program:
timeliness of transfer; food management, placement of social protection systems and re-targeting in Afar
and Somali regions are behind the agreed program performance standard.
III. PRIORITY STRATEGIC ISSUES
7. The Mission identified that the core elements of the program are not meeting agreed program
performance standards. Timeliness of transfers continues fail to meet the required program
standards. The timeliness and predictability of the transfers are critical to the PSNP’s outcome. Food and
cash transfers did not meet the performance benchmarks3 agreed for EFY 2010. Compared to EFY 2009,
in this fiscal year, timeliness of cash transfers has shown improvement but overall cash transfer still fall
short of meeting set benchmarks (less than 40% of cash transfer meeting the standard). Food timeliness has
significantly declined. In EFY 2009 around 45% of food transfers were delivered on time but in EFY 2010
only 17% of food transfers were delivered on time. Reasons for the delays are attributed to several factors
presented under the review of Output 2 in the next section. However, no systematic analysis was done in
the past months to inform the reasons behind the delays in transfers to clients and PSNP wage rate has not
been updated in more than two years, The Mission agreed that it was critical that timeliness of transfers is
improved on an urgent basis. It was agreed a third-party assessment will be conducted to provide evidence
on the bottlenecks to timely transfers and recommend solutions to improve timeliness of payments.
2 Ethiopian rural productive Safety net project, Page 5, Schedule 2, Section 1G,1, August 23, 2017, 3 20 days from completion of public works for cash, and 30 days for food
3
8. The purchasing power of cash transfers to beneficiaries decreased by over 25 percent since
the last wage rate revision. The current PSNP Wage Rate (WR) has not been updated in more than two
years, being based on the EFY 2008 Wage Rate Study. At the same time, according to the Central Statistical
Agency (CSA) in the last 12 months the food prices have increased by 19.9 percent (March 2018 compared
to March 2017). The increase for bread and cereals was 24.9 percent4. Thus, the current PSNP wage rate
has considerably lost value in real terms and needs to be reviewed and revised to protect purchasing power
of cash wages/ benefits, maintain the impact of the transfers to PSNP households, and ensure equity with
respect to the purchasing power of cash benefits recipients compared to food benefits (i.e., wheat)
recipients. Development partners discussed with the GoE on the proposed PSNP wage rate increase and
have agreed on the need for an increase in line with inflation to preserve equity with the value of the food
transfer for implementation in EFY 2011, though still there are concerns around the level of increase and
regional consultation processes that the GoE would like to take. To ensure the timeliness of the transfer for
the permanent direct support, the Mission agreed that FSCD should finalize regional consultation processes
by July 20, 2018 and submit the revised transfer value included in the EFY 2011 annual work plan and
budget by July 30, 2018.
9. Continuous weaknesses in food management. The Program has an eight-consecutive qualified
Commodity Audit Report. The Action Plan for Food Management was agreed by GoE and DPs in February
2018. However, there has been limited progress on implementation of the agreed actions. The CMU at
NDRMC is not operational as intended and clear working arrangements and lines of accountability have
not been established (details in Commodity Management section). High level leadership attention is
required to ensure agreed actions in the plan are implemented and stronger collaboration between
NDRMC/CMLFD/FSCD are realized. The Mission agreed that (i) the action plan will be revised/ updated;
and (ii) regular updates on the progress will be shared with development partners. The Mission noted that
immediate significant improvements are required for DPs to continue to support food purchases for the
program.
10. Limited progress on Social Protection Systems Strengthening. The progress on system
strengthening activities has been slow. The GoE has committed to put in place a program-based MIS and
procurement of MIS development has not been completed despite being initiated two years ago. There is a
need to have a PSNP beneficiary household registry that provides information on the socio-economic
characteristics of the beneficiary households. Program monitoring and reporting system also remain weak.
The Mission notes greater leadership and investment is required to put in place social protection systems
including immediate completion of MIS development procurement process. The Mission has agreed that
data collection for beneficiary household registry will start in EFY 2011. Terms of References (ToRs) for
data collection have been drafted and GoE is reviewing data collection options.
11. Providing Effective Safety Net Support to People in Afar and Somali. Evidence from third-
party spot checks has shown improvement in program implementation in both regions. Improvements are
seen in the areas of retargeting in some woredas, use of payroll and commodity management system,
coordination between PSNP & HFA using joint targeting, PW planning and Grievance Redress Mechanism
(GRM) structures and there is strong participation of households in PW planning. The Mission agreed that
continued leadership both at federal and regional level is required for continued prioritization of program
implementation most importantly in Afar Region. Though the evidence from the first round of spot check
reports highlight a modest progress in program implementation, there is a need in both regions for
improvements in retargeting across all woredas, timeliness and predictability of payments, Environment
4 The overall Consumer Price Index (CPI) increased by 11.8 percent in March 2018 as compared to March 2017.The country level food CPI
increased by 15.6 percent in March 2018 as compared to one year ago
4
Social Management Framework (ESMF) compliance for PW projects and increased capacity at woreda and
kebele level to ensure improvements in implementation.
Output 1. Prioritized Instruments and Tools in Place to Support an Effective System for Social
Protection and Disaster Risk Management
12. The development of prioritized instruments and tools to support an effective system of social
protection and disaster risk management5 has seen continued slow progress. The GoE planned to graduate
over 200,000 PSNP households in EFY 2010 and there is commitment to evidence-based graduation.
However, slow progress was observed in implementation of Household Economy Analysis (HEA) though
trainings have been conducted in some regions. The mission also noted the continued delay in placement
of social protection systems including MIS and PSNP beneficiary household registry. The Mission noted
the importance of MoALR and MoLSA high level officials to give to strengthen the social protection
systems. Moreover, the Mission discussed on the weak monitoring and evaluation system including poor
data quality, data management and reporting systems. The Mission recommends (i) to apply HEA tool to
realize evidence based graduation (ii) to finalize the MIS procurement processes including contractual
agreement and firm placement as soon as possible (iii) initiate procurement of primary data collection for
the Household (HH) registry in EFY 2011.
13. The Mission acknowledged the woreda level monitoring and reporting systems assessment
conducted in 20 PSNP woredas by an independent consultancy firm. The findings of the study show that
low quality of monitoring and reporting is due to i) low attention given to monitoring and reporting activities
at all levels ii) misalignment of data collection tools to the logframe indicators and iii) poor report writing
knowledge. The findings were validated through a series of regional meetings and discussion. The mission
is pleased to note GoE agreement to the findings and recommendations of the report. The Mission agreed
that FSCD (i) will cascade and sensitize regions and woredas on findings of monitoring and reporting
assessment (ii) will revise the data collection and reporting templates (iii) will prepare the necessary
guidance note on how to fill the templates and (iv) will timely submit quality semi-annual reports as per the
agreed logframe indicators.
14. The Mission noted that the GoE has prepared PIM Addendum as an interim action to address the
legal covenant under RPSNP. However, the Mission discussed and underscored the importance to start
working on a full-fledged revision of the PSNP 4 PIM. To this effect the Mission agreed that the GoE will
finalize the revised PIM before the November 2018 JRIS Mission.
Output 2. Appropriate, Timely and Accessible Transfers Received by Male and Female Clients
15. As of the third quarter of EFY 2010 (July 2017 – March 2018), PSNP-4 has delivered transfers in
cash and/or food to 7,997,218 clients (86% PW and 14% PDS) in 349 woredas. Electronic Payment (E-
payments) have now reached to 110 woredas (Tigray: 18, Amhara: 30, Oromia 26, SNNP: 30 & Somali: 6)
which is close to 2.4 million beneficiaries. Thus, more than 50% of cash only woredas are using E-Payment.
Table 1 summarizes the status of payments as reflected in the EFY 2009 Nine Month progress report:
Table 1: Nine Months PSNP Transfer Performance
5 The government cancelled the Hydromet pilot and the agreement reached to phase out the seasonal assessments and to move to a drought EWS based on a combination of remote sensing and ground level validation
Source: GoE Nine months PSNP performance report, June 2018
16. However, the Mission noted that the target for the timeliness of transfers was not met as per
the performance standard6. The table below compares the timeliness of payments between EFY 2009 and
2010. Cash payments have improved slightly though still significantly below target, but performance on
food transfers has worsened
Table 2: Comparison of the EFY 2009 and EFY 2010 transfer performance
Target EFY 2009 EFY 2010
Cash (January – March 2018)
70% for EFY 2009 and
80% for EFY 2010
24% 35%
Food (January – March 2018) 45% 17%
Cash (July – December 2017)7 37% 42%
Source: Computed from the GoE annual performance reports
6 Monthly transfer completed by 20th of next month for cash and 30th of next month for food 7 This is for the first 6 months (July – December 2017) payment to PDS client and PW clients that shifted their transfer scheduled. The
performance from January – March 2018 is stated in the first raw of this table.
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17. Development Partners and implementers jointly identified the following primary causes that
contributed to the delay of transfers (i) social unrest in some regions; (ii) reshuffling of leaders and other
competing priorities that resulted in providing low attention and support for the transfers; (iii) retargeting
leading to changes in the list of clients anytime in the year that mismatch with the original data registry
(PASS); (vi) Delay in allocation of the budget from federal to regions in the first tranche that led to delay
in transfers to the PDS clients; (v) delay in submission of attendance sheet and payroll processing due to
delay in PW implementation and verification, this in turn leading to delay in transfers to PW clients; (vi)
limited liquidity of banks at woreda level and limited cash holding capacity of government and
Microfinance Institutions (MFI) cashiers; (vii) problem in operationalizing E-payment related to network,
low MFI capacity, limited capacity of agents, low commission fee, integration with PASS platform, lack of
strong oversight and follow-up of decision makers (MoFEC and MoALR) from federal level and regional
Bureau of Finance and Economic Cooperation (BoFEC) and Bureau of Agriculture and Livestock Resource
(BoALR); (viii) Weak food management system that led to delay in food transfers; (ix) Ineffective
functionality of committees under the PSNP coordination structures (Food Security Task Forces/Technical
Committees (FSTFs/TCs)) at Woreda level due to low awareness and accountability; (xi) shortage of
administration budget and transportation problem to deliver food to remote Woredas.
18. The Mission agreed (i) to continue implementing the last November/December 2017 JRIS action
plan that says (a) regions should complete retargeting before end of July of each year and (b) the cash
disbursement schedule should be revised such that the first tranche reaches regions end of July to ensure
timely payment to PDS clients and the rest of the tranches remain as before (October, January and March);
(ii) MoALR to reemphasize implementation of the “transfer schedule” stated in the Program
Implementation Manual (PIM) and tighten accountability mechanisms; (iii) NDRMC and MoALR to fully
operationalize the CMU to address problems in the overall food management; (iv) MoALR to strengthen
the capacity of Woreda Information Center (WIC)/RIC and WIC/RIC/FIC should prepare consistent and
accurate reporting; (v) regions to strengthen the capacity of the FSTFs/TCs at the Woreda level; (vi) MoFEC
to follow up the implementation of MoFEC’s request sent to Commercial Bank of Ethiopia (CBE) to open
up additional bank branches (in Somali and Afar) and increase cash liquidity; (vii) MoFEC to explore the
possibility of increasing the cash holding capacity of government and MFI cashiers.
19. In order to improve the E-Payment implementation problems the mission agreed (i) MoFEC to
evaluate and decide scaling-up of off-line technology to woredas/ kebeles with permanent network
connectivity problem and explore the possibility of involving other E-payment service providers to allow
0%10%20%30%40%50%60%70%80%
Cash (July – December 2017)
Cash (January – March 2018)
Food (January –March 2018)
Timeliness of Transfers EFY 2009 & EFY 2010 Comparison
Target EFY 2010 EFY 2009 EFY 2010
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better competition and improved service; (ii) MoFEC to strengthen coordination among E-Payment key
stakeholders; (iii) MoFEC and BoFECs to ensure that selection of woredas follows and adheres to the set
selection criteria going forward;
Output 3. Sustainable Community Assets Built Up and Access to Social Services Enhanced
20. The Mission noted that PW has created various community assets which have benefited livelihoods.
Around 67% of the planned PW subprojects have potential linkage with livelihoods showing that the PW
& livelihoods linkage guidance note is being implemented. It is also noted that ESMF implementation has
significantly improved along with the implementation of the identified mitigation measures.
21. The Mission noted that quality of some subprojects, such as SWC & water, are not up to the
required level of standard mainly in Somali and Afar regions due to persisting skill gaps at frontline staff
and due to limited monitoring and supervision support from federal level.
22. The Mission also noted that the extended PW monitoring system is not functioning as per the
requirement due to poor communication from federal to regions and lack of understanding of the format by
some regions.
23. The Mission noted significant progress in ensuring regional bureaus capacity to plan and implement
the Gender and Social Development (GSD) and Nutrition related provisions of the program as per the PIM
requirement. This included Training of Trainer (ToT) and cascading GSD and nutrition training in 80
UNICEF supported Comprehensive Integrated Nutrition Service (CINUS) woredas and their kebeles. The
training materials were translated in to Amharic, Oromiffa and Tigrigna languages, and its contextualization
process to pastoral realities started. Woreda level GSD experts are recruited in Oromia region. In pastoral
regions, the absence of PSNP GSD and Nutrition mainstreaming training material as well as Behavioural
Change Communication (BCC) facilitation job aid which are tailored to the pastoral context posed critical
challenge to advance the implementation of the provisions as per the PIM. The Mission was briefed that
the adaptation process of the training manuals; both secondary data review as well as primary data collection
is finalized. The Mission underscored the need to expedite the process so that implementers will be trained
before the next round of PW commenced.
24. To support the capacity development effort of PSNP, financial and technical support was mobilized
from United Nations International Children's Emergency Fund (UNICEF) and Promoting Basic Services
(PBS) Program. Resources from PBS 3 budget were secured to train grass root implementers (Health
Extension Worker (HEWs), DAs, Social Workers (SWs) and teachers) in 50% highland PSNP woredas on
GSD and Nutrition mainstreaming. The budget needs to be utilised by the end of December 2018. FSCD is
in discussion with the Policy and Planning Directorate of MoALR on the budget transfer modality. The
Mission noted given the limited time for budget utilisation MoALR should finalize the budget transfer
modality as soon as possible and start the TOT trainings at the regional level. In order to further strengthen
the coordination between MoALR and Ministry of Health (MoH), agreement was reached in the November
– December 2017 JRIS to sign a Memorandum of Understanding (MoU). The draft MoU was shared with
the nutrition case team of MoH and needs to be approved by leadership of MoALR & MoH.
Output 4. Clients’ Livelihood Opportunities Facilitated Through Three Pathways: Crop and
Livestock, Off-Farm Income Generation, and Employment
25. During this reporting period (July- March 2018) livelihood activities: wider community
consultation, livelihoods technical support, group formation, financial literacy training, saving
mobilization, and technical trainings mainly concerning on-farm pathway have shown notable progress,
though there exist notable regional variations. The Mission noted that in this reporting period (i) livelihoods
8
capacity building budget is fully released to regions and woredas on time and (ii) better availability of
loanable fund and saving mobilization which in turn resulted in increased average loan size per client
household in most regions except Oromia. However, the Mission observed challenges related to (i) slow
progress in off-farm and employment pathways; ii) diminished livelihoods grant transfer value; and iii)
ESMF in-compliance.
26. Slow progress in implementation of off-farm and employment pathways is persisting: The
Mission noted persistent slow progress in implementing off-farm and employment pathways is due to (i)
lack of proper institutional ownership and engagement of implementing agencies at all levels. The Mission
also noted that the government has not fully implemented the November - December 2017 JRIS agreed
actions related to the off- farm and employment pathways. The mission recommends proper implementation
of the November - December 2017 JRIS agreed actions should be implemented immediately.
27. Diminished livelihoods grant transfer value. The livelihoods transfer sub component of the
PSNP 4 has an objective to help the very poor households who are often seen as credit averse by providing
$ 200 or ETB equivalent. For EFY 2010-2012, the program targets people at the bottom 10% of the public
works beneficiaries. In EFY 2008 a grant amount of ETB 4,000 per household was transferred to
beneficiaries in the eight pilots woredas where, more than 85% of the beneficiaries chose to work on rearing
small ruminants and with that amount, beneficiaries have bought 5-6 small ruminants. Though an
independent assessment did not yet take place to generate concrete evidence regional and field monitoring
reports have shown that, the grant helped in increasing the income of targeted households. However, due
to price increase (inflation), beneficiaries who received ETB 4,000 in EFY 2010 were only able to buy 2-3
small ruminants, which might compromise the level of effect from the intervention. The mission also noted
that Non-Government Organizations (NGOs) that are currently providing livelihoods grant in same regions
are transferring the ETB equivalent of $200. Therefore, the Mission recommends that (i) both for the
program and NGOs grant amount that will be transferred from EFY 2011 will be the equivalent of $200
per household based on the exchange rate at July 8, of the new fiscal year (ii) ensure NGOs interventions
apply and adhere to the livelihoods guidance note.
28. Livelihoods transfer rollout: Livelihoods grant is being piloted in 43 woredas of Amhara, Tigray,
SNNPR and Oromia. International Food Policy Research Institute (IFPRI) has been commissioned to do
an impact evaluation to be able to build the evidence base on the performance of the grant. A Randomized
Control Trail (RCT) has been proposed by the consulting firm which was by in large accepted as the most
appropriate methodology for the purpose. During the mission the CSA had already started collecting
baseline data in 12 woredas of the four regions. The mission noted, however, that the understanding on the
Impact Evaluation (IE) design and the implication of the RCT was not consistent across regions. The
mission agreed that (i) the RCT, as it is designed, will be applied, which means that control kebeles will
not be getting the livelihoods grant or related interventions until the final impact evaluation surveys are
done by 2020 (ii) the control kebeles will be selected via a public lottery to ensure that there is transparency
and fairness in the process and (iii) the consultant (IFPRI) will give trainings to woreda and kebele officials
as soon as possible to minimize risks that may arise from lack of understanding at various stages of the IE
process.
29. Inadequate ESMF compliance of livelihoods interventions. The Mission noted that implementation
of ESMF in the livelihoods component remains a concern. It also observed that that livelihoods staff have
low level of ESMF awareness. Similarly, regions indicate that ESMF training is not given to the staff
working on livelihoods. In addition, the Mission noted, though there are few attempts made to undertake
preparatory activities to address the November - December 2017 JRIS agreed actions such as regular ESMF
monitoring and placement of a verification procedure. Out of 3,620 PSNP kebeles targeted to be monitored
only 354 (10% of the annual target) have conducted ESMF compliance monitoring. Thus, the Mission
agreed to (i) fully implement the November - December 2017 JRIS agreed action.
9
Output 5. Effective Management and Operational Processes in Place to Manage the Programme
Financial Management (FM)
30. With regard to the FM of the program, five issues were identified in the November - December
2017 JRIS and it is noted that all of the recommended actions have been implemented. The issues raised in
the previous JRIS were in relation to i) the concern on repetitive budget revisions - a revised budget has
been communicated to the DPs in the revised annual plan submitted on March 1, 2018. No further revision
has been made subsequently ii) the systemic weakness in the internal control mechanism of the programme
– the Channel One Programs Coordinating Directorate (COPCD) reached an agreement with the Inspection
Directorate of MoFEC to assign one expert from the Inspection Directorate who regularly reviews the
Ethiopian Rural PSNP (ERPSNP).
31. In addition, four experts have been assigned from the same Directorate to participate in the process
of addressing long outstanding commodity audit findings. Furthermore, COPCD has communicated in a
letter to all regional Presidents’ office (as per the MoU) to adequately involve their respective internal
auditors in the review of the program accounts at the required level and report back to the regional/woreda
cabinet. iii) Lack of predictable cash resource release from GoE and DPs – FSCD has prepared a draft
disbursement plan for EFY 2011 but was not officially submitted to DPs due to the on-going discussions
on wage rate increment. iv) weak financial management and oversight in Afar region evidenced by
ineligible expenditures in recent audit findings – MoFEC (COPCD) has met with the Afar regional officials,
woreda officials, and woreda accountants and cashiers to discuss on the Afar 1st FM review report findings,
previous audit report findings, and the overall FM issues in the region. v) Risks on the physical cash
safeguard in Somali and Afar regions – MoFEC has in a formal letter communicated to the Commercial
Bank of Ethiopia (CBE) in order to resolve issues regarding low cash holding limit of woredas’ CBE
branches and possibilities of opening new branches in Somali and Afar region. MoFEC is awaiting response
from CBE to take next action.
Procurement
32. Delays in procurement is a major challenge at federal level. The delays are critical specifically in
relation to the selection of consultants to conduct various studies. Among others, the selection of consultants
for the design and establishment of PSNP MIS design and establishment of PW mapped data base, PW
baseline study, and independent procurement audit of EFY 2009 are delayed significantly. The Mission has
noted that procurement planning at Federal level is carried out through Systematic Tracking Exchange in
Procurement (STEP; an online planning and monitoring tool for procurement). As per the agreed
procedures, i.e., all procurement activities are carried out as per the roadmap provided in STEP.
Procurement activities at regional level are submitted by the Federal level procurement officers and have
been approved. However, the procurement activities are not being processed through the system and it is
not clear if the procurement activities are being carried out in accordance with the roadmap provided in
STEP.
33. The most significant challenge in regard to procurement planning is the woredas level procurement.
As per the agreed procedures all procurement activities have to be submitted and approved through STEP.
However, so far, no PSNP IV procurement activity at Woreda level is submitted and approved through
STEP. This is a serious concern which should be addressed at all levels in PSNP as procurement activities
not submitted and approved through STEP cannot be financed through the project as they are going to be
considered as ineligible expenditures. The Mission noted that the procurement plans of all woredas should
be submitted and approved through STEP.
10
Commodity Management
34. The major issue during the November - December 2017 JRIS was the lack of improvement in the
commodity management system of the GoE despite various efforts in the past. As part of the disbursement condition and legal covenant of RPSNP, it was agreed that the GoE will finalize and submit to the DPs the
Action Plan developed to ensure robust food management system with the establishment and
operationalization of the CMU in NDRMC being at the heart of it. It is noted that the Action Plan has been
finalized and submitted to DPs in February 2018.
35. With regard to the establishment of the CMU at NDRMC, MoALR and NDRMC established an
ad-hoc committee to prepare a Concept Note (CN) on overall establishment, functionality, budgeting,
staffing and operation of the CMU. The CN has been approved by the NDRMC Commissioner and MoALR
State Minister. An assessment of a permanent office design and set up has been made by NDRMC and
World Food Programme (WFP). Until such time that this is finalized, a temporary office space has been
availed for the CMU at NDRMC. In addition, a proposal has been developed by NDRMC showing budget
requirements for office set up; staff hiring at federal level, core staff at regional level, and hubs; capacity
building, Information Technology (IT), stationary, vehicle, etc. This has been shared to the NDRMC and
MoALR management and is awaiting decision. However, apart from availing temporary office space at
NDRMC for the existing CMU staff, no major progresses have been made in terms of ensuring the full
functionality of the CMU. Regarding operational activities, the Mission noted that MoALR and NDRMC
have now started co-managing warehouse and food resources. It is also noted that Commodity Allocation
and Tracking System (CATS) is now being used at Federal level.
36. The Mission identified that only limited improvement has been made on the overall food
management system and hence this continues to be a major risk for effective program implementation and
accountability. The non-implementation of the Food Management Improvement Action Plan has been cited
as the major obstacle for improving the system. As the Action Plan is comprehensive and covers
institutional arrangement, staffing, reporting, monitoring and evaluation, procurement and dispatch, audits
and following up of audit findings; it is expected that the implementation of the measures set in the action
plan will result in the improvement in the overall food management system. Hence, the Mission agreed that
i) the management team of MoALR, NDRMC, and MoFEC that is responsible for following up the Action
Plan should ensure the actions set are implemented and status update is communicated to the DPs; ii) clear
direction needs to be given by MoALR and NDRMC to the existing CMU staff regarding reporting
structure, accountability and develop ToR for its implementation ; iii) NDRMC and MoALR should allocate
the necessary resources to make the CMU fully functional.
Capacity Development
37. For Output 1, the mission agreed that (i) the Government will conduct a half day workshop on the
woreda- level monitoring and reporting assessment findings and cascade it to the regions, (ii) create
awareness and sensitize regions and woreda leadership on the recommendations; (iii) revise the data
collection templates and reporting formats and (iv) provide tailored report writing training to the woreda
and regional monitoring staff. The Mission also agreed that Technical Assistance to Strengthen Capacity
Development (TASC) will provide technical support to improve monitoring both at federal and regional
levels, including supporting the government with the revision of monitoring reporting tools and templates
as part of its capacity building tasks.
38. For Output 2, the Mission identified the following capacity development needs to improve the
timeliness of transfers (i) Training for WIC/RIC/FIC staff on monitoring and reporting; (ii) E-payment
training and job embedded support to zonal Implementing Agencies (IAs); (iii) PIM awareness for woreda
leaders-managers involving updating, production, distribution and use of user friendly PIM Guidance Note;
24 % OF PSNP WOREDAS MEETING MINIMUM PSNP STAFFING
STANDARDS
RAW DATA
SOURCES:
COMMENTS
25 % OF CLIENTS THAT REPORTE THEY ARE AWARE OF PROGRAM
OBJECTIVES AND ENTITLEMENTS
RAW DATA
SOURCES:
COMMENTS
REPORT ON THE ERPSNP RESULTS FRAMEWORK INDICATORS (FROM GOE REPORT)
S. N.
RPSNP To be reported by May 2018
Indicators
30-Jun-18
Performance Target Percentage Absolute Value (Y/N, absolute
number, days, etc)
1 PERCENT OF CORE SAFETY NET TRANSFERS
PAID ON TIME 28.5 60 28.5
CASH 40 40
RAW DATA
SOURCES
Comments
40% for the nine
months (July to
March) 2018
FOOD 17 60 17
RAW DATA
SOURCES FIC report
Comments
For food 17 % is only for 3 months from January to March,
because most regions their transfer started from January
except Somali & partially Oromiya are starts from July. But at
that time due to instability the food not started on time.
S. N.
RPSNP To be reported by May 2018
Indicators
30-Jun-18
Performance Target Percentage Absolute Value (Y/N, absolute
number, days, etc)
2
PERCENT OF TRANSITORY CLIENTS
RECEIVING HFA RESOURCES WITHIN 60
DAYS OF IDENTIFICATION OF NEEDS 85 65 85
RAW DATA
SOURCES
Based on
discussion with
NDRMC
Comments
The CRW budget agreement was launched on August Mid
2009 E.C, and the first-round budget transferred to regions by
September 10,2010 E.C and the distribution was started on
October first and completed estimated on November end, for
the 6,206,080 PSNP & HRD beneficiaries. the other donors
(DFID, UNICEF & WFP) contributed on next round.
3
PERCENT OF RURAL SAFETY NET PW
PROJECTS MEETING COMMON STANDARDS
(ESMF Guidelines) 67.5 75 75
RAW DATA
SOURCES
PWLH Review
Report
Comments
The figure indicates for the PSNP only because non-PSNP
woredas have not been assessed until now.
S. N.
RPSNP To be reported by May 2018
Indicators
30-Jun-18
Performance Target Percentage Absolute Value (Y/N, absolute
number, days, etc)
4
NUMBER OF PSNP CORE BENEFICIARIES
RECEIVING THEIR CASH PAYMENTS
THROUGH E-PAYMENTS 2,403,130
1,400,000.00 2,403,130.00
RAW DATA
SOURCES MOFEC/WB
Comments
5 PERCENTAGE OF HOUSEHOLDS IN THE
BENEFICIARY LIST WHO ARE POOR
RAW DATA
SOURCES N/A N/A
Comments
6
PERCENTAGE OF SAMPLED KEBELES
WHERE TARGETING OF PSNP CORE
CASELOAD AND TRANSITORY TRANSFERS
ARE TARGETED USING ONE COMMITTEE
STRUCTURE
40 67%
RAW DATA
SOURCES
Spot check
S. N.
RPSNP To be reported by May 2018
Indicators
30-Jun-18
Performance Target Percentage Absolute Value (Y/N, absolute
number, days, etc)
Comments
To be reported after receiving
the mid-term impact
evaluation on September
2018
No data - but in the results of spot check that is doing only for
2 regions and based on 7 woredas, even though it was not
indicated as of same committee which was indicated in the
form of their coordination in woreda level 67% jointly
working. (On their report page 29, Table;15)
7
PERCENTAGE OF SAMPLED RURAL SAFETY
NET KEBELES WITH FUNCTIONAL KAC
OPERATION FOR BOTH PSNP AND HFA 80 40 80
RAW DATA
SOURCES
Check spot study
on Afar & Somali
regions
Comments This report shows based on check spot study which has been
done on two regions only (Afar & Somali) therefore on this
region’s the total 12 sample KACs on 6 woredas only, (which
indicated on page 9) on their report. Then even though its
functionality described in d/t ways different degrees it was
established in all kebeles 80% cases addressed by KAC,
8
PERCENTAGE OF RURAL SAFETY NET
WOREDAS WHERE ALL PAYROLLS FOR PSNP
CORE BENEFICIARIES ARE ADMINISTERED
BY WOFED USING PASS 96 96
S. N.
RPSNP To be reported by May 2018
Indicators
30-Jun-18
Performance Target Percentage Absolute Value (Y/N, absolute
number, days, etc)
RAW DATA
SOURCES
FSCD 9 Months
report
Comments
Payrolls for PSNP core beneficiaries except in Afar region 13
woredas, all RPSNP woredas are administered by WOFED
using PASS
9
PERCENTAGE OF RURAL SAFETY NET
WOREDAS WHERE PAYROLLS FOR HFA
CLIENTS ARE ADMINISTERED BY WOFED
USING PASS
0 0
RAW DATA
SOURCES so far, no data
Comments
Trainings on the updated version of PASS has been conducted
recently, but so far not yet payroll HFA clients are
administered by WOFEC using PASS.
10
PERCENTAGE OF RURAL SAFETY NET
WOREDAS IN WHICH FOOD MANAGEMENT
MAKES USE OF CORE CMPM FORMATS 22 129 17%
RAW DATA
SOURCES
CMU report
S. N.
RPSNP To be reported by May 2018
Indicators
30-Jun-18
Performance Target Percentage Absolute Value (Y/N, absolute
number, days, etc)
Comments
This information is based data available which was Afar
region only using the woreda monthly stock and distribution
reports.
11 NUMBER OF WOREDAS WITH UPGRADED
VERSION OF PASS
0 0
RAW DATA
SOURCES
FSCD 9 months
report
Comments
The trainings held at federal level for all regional
implementers and the regions planned to be cascaded the
trainings to woredas in the next few weeks.
12
PERCENTAGE OF PSNP CORE TRANSFERES
RECEIVED THAT HAVE THE VALUE OF AT
LEAST 15KG OF CEREALS OR ITS CASH
EQUIVALENT 0
RAW DATA
SOURCES CSA CPI DATA
Comments
Regarding to FIC analyzed on CSA -CPI
2018 data the existing wage rate can
purchase only 11.5 kg in average,
therefore no regions can purchase 15kg
S. N.
RPSNP To be reported by May 2018
Indicators
30-Jun-18
Performance Target Percentage Absolute Value (Y/N, absolute
number, days, etc)
fully on this existing WR; (i.e. The
existing wage rate can purchase on
average 76.7%.)
13 BENEFICIARIES OF SOCIAL SAFETY NET
PROGRAMS
7997218 7997218
RAW DATA
SOURCES
Annual plan
Comments
14 BENEFICIARIES OF SOCIAL SAFETY NET
PROGRAMS - FEMALE
4113060 4,113,060.00
RAW DATA
SOURCES
Annual plan
Comments
15
NUMBER OF PERSON MONTHS OF SAFETY
NET SUPPORT PROVIDED IN RESPONSE TO
SHOCKS 0 50196266
RAW DATA
SOURCES
NDRMC & PSNP Joint plan
S. N.
RPSNP To be reported by May 2018
Indicators
30-Jun-18
Performance Target Percentage Absolute Value (Y/N, absolute
number, days, etc)
Comments
12,492,330 beneficiaries per round
between September, October and
November. In August it was 12,719,276.
In total person months (3 months x
12,492,330 persons) + (1month x 12,
719,276 persons) = 50,196,266
16
PERCENTAGE OF PW SUB-PROJECTS
SELECTED AND IMPLEMENTED FOLLOWING
CBPWMG/RANGE MANAGEMENT
GUIDELINES
75
75 77.5
RAW DATA
SOURCES
PWLR report
Comments On page 41 fig. 6
17
PERCENTAGE OF PSNP JOINT ACTION PLANS
DEVELOPED THROUGH ESAP THAT ARE
IMPLEMENTED 5.5 30 18.3
RAW DATA
SOURCES
ESAP monitoring
data
Comments 19 woredas
S. N.
RPSNP To be reported by May 2018
Indicators
30-Jun-18
Performance Target Percentage Absolute Value (Y/N, absolute
number, days, etc)
18 DESIGN AND IMPLEMENTATION OF
'HYDROMET' PILOT
0 0
0
RAW DATA
SOURCES
Comments
Hydromet has moved to water irrigation
sector/ministry
19 DESIGN AND PILOT TESTING OF NEW RURAL
SAFETY NET MIS No No
RAW DATA
SOURCES
Comments
Which is included in the procurement plan & approved by
WB, and also the specification is on progress.
20 NUMBER OF PSNP CORE CLIENTS WITH
LIVELIHOOD BUSINESS PLAN FINANCED
318112
RAW DATA
SOURCES
FSCD EFY 2010
Annual Report
Comments
S. N.
RPSNP To be reported by May 2018
Indicators
30-Jun-18
Performance Target Percentage Absolute Value (Y/N, absolute
number, days, etc)
21 IMPACT ASSESSMENT FOR LIVELIHOODS
COMPONENT DESIGNED AND IMPLEMENTED
RAW DATA
SOURCES
Comments
Baseline fieldwork data collection
completed
22
PERCENTAGE OF SAMPLED KEBELES
WHERE KFSTF HAVE 2 OR MORE FEMALE
MEMBERS
80 0
RAW DATA
SOURCES
comment
ANNEX 6: OVERVIEW OF THE 9 MONTHS PSNP-4 PROGRESS IN EFY 2010 (FROM GOE REPORT)
1
.The Ministry of Agriculture and Livestock
Food Security Coordination Directorate
presentation of the 2010 EFY nine months progress report
For the Kick off meeting
June ,2018
Outline
• The 2010 EFY PSNP -4 Nine month program implementation performance ,and
• Action taken against the priority issues identified on December, 2017 JRIS mission .
The 2010 EFY PSNP-4 nine month program implementation performance
by Outputs
Output 1: Prioritized instruments and tools in place to support an effective system for Social Protection and
Disaster Risk Management
1.1. Targeting: Program Entry and Exit
• For 2009 EFY PSNP clients number is 7,997,218 ,and out of this 6 6,870,104 clients are PW’s & TDS clients ,and 1,127,114 are PDS clients .
• The numbers of beneficiaries for this fiscal year is similar with that of 2009 budget year.
• However; the number of woredas has increased from 329 to 349 woredas because of split of some woredasin to two in Somali and Amhara regions.
PSNP Clients under Public Work (PW) &Permanent Direct Support (DS)
No. Region PW PDS Total% of PDS
1 Tigray 783,928 226,824 1,010,752 22
2 Amhara 1,626,559 264,426 1,890,985 14
3 Oromia 1,504,840 228,788 1,733,628 13
4 SNNPR 916,467 123,492 1,039,959 12
5 Afar 513,427 48,655 562,082 9
6 Somali 1,446,063 226,946 1,673,009 14
7 Harari 20,045 2,056 22,101 9
8 Diredawa 58,775 5,927 64,702 9
Total 6,870,104 1,127,114 7,997,218 14
..1.2. System Development
• Preparation of Concept Note on Integrated Social Protection Management Information System is completed .
• Training provided on social protection issues related to targeting, MIS, Monitoring and Evaluation for 32 participants out of which 7 are female.
• Formats developed to collect information on direct support beneficiaries of PSNP , and the Amharic version of the format has been distributed to regional BoLSA's.
• The safety Net team under MoLSA provided technical support to regional BoLSA on the implementation of PDS of PSNP .
2
..DRM Component • To strengthen the system development training has been
provided for early warning experts and other sector experts at woreda level.
The basic objectives of the training is:-• To create awareness on DRM and improved early warning systems
in Ethiopia .
• To familiarize sectors experts with the improved early warning tools (weekly and monthly tools as well as LEAP and LIAS)
• To create understanding on early warning data analysis and report writing skills , and
• To create awareness on effective response mechanisms .
..
1.3. Development of Management InformationSystem (MIS) for PSNP
• procurement process is reactivated through amendment of the existing PSNP4 ToR and re-advertising for request for expression of interest is undertaken.
• Then short listing the competitive bidders among those bidders that showed interest has been conducted .
• Following this process, RFP has been prepared and distributed to shortlisted firms.
• The firms have submitted their proposal and it is under the process of technical evaluation.
..1.4. PASS implementation and upgrading
• A series of workshops held at federal level for the validation of the functional requirements .
• All regional PASS software technical assistances have participated in the workshops.
• The workshop come up with valuable outputs that are considered to be inputs for the upgrading process.
• PASS upgrading is in a good progress .
• PASS is fully implemented in all the regions except 15 woredasin Afar region .
..1.5. Planning, Coordination and Governance
• The 2010 EFY annual plan preparation has been managed in an integrated ways where various regions and federal level stakeholders have engaged through the process.
• The 2011 EFY – PSNP annual plan preparation is underway at regional level .
• The consolidated 2010 EFY – PSNP annual plan will be submitted to DP’s shortly.
..1.6 :- Gender, Social Development (GSD) , Nutrition,
Social Accountability and GRM
• The 2016/17 PSNP annual Grievance Redress Mechanism review has been conducted in 46 PSNP woredas in 6 regions.
• PSNP Social Accountability and GRM ToT has been provided for 35 (28 male and 7 female) stakeholders from regional, zonal and selected woredas in Oromiya region.
• The PSNP 4 GSD and Nutrition training materials (Facilitators’ guide, BCC Job-aid, and Pocket booklet) have been translated into the regional working languages, printed and distributed to regional and frontline implementers.
• An assessment was conducted on the status of Nutrition mainstreaming in PSNP 4.
Output 2: Appropriate, timely and accessible transfers received by female/male program clients
2.1. Payment of carry over resource to clients
• A cash resource of birr 1,675,070,549 which would have been carried over from 2009 EFY to 2010 EFY and has been paid to the clients during the first quarter of 2010 EFY.
• A food resource which amounts 95,632.13 Mthas been carried over from 2009 EFY to 2010 EFY, and almost all the carry over food has been paid to the clients .
3
..2.2.1. 2010 EFY Cash Resource Transfer
• For 2010 EFY up to the end of the third quarter of the budget year a total amount of birr 9,473,503,218 has been transferred to the regions.
• Out of the total transfer birr 1,246,409,670 is a transfer to be paid to the permanent direct support clients and birr 3,741,205,670 is a transfer for public work participants.
..
2.2.1.2. Cash Transfer to Woredas
• A total of Birr 7,784,720,169 has been transferred to woredas.
• Out of the total money received by the woredas birr 6,255,788,582 is a transfer made to woredas to make payment effective to the targeted PSNP clients and emergency beneficiaries on timely manner .
2.2.1.3.1 Cash resources transferred to Permanent Direct Support (PDS) clients
RegionTransfer sent to
Regions to be paid to clients
Transfer sent to Woredas to be
paid to PDS clients
Transfer paid to PDS clients
Tigray 198,200,785 198,200,785 198,086,065
Amhara 285,031,140 285,031,140 267,163,463
Oromia 236,749,030 236,749,030 227,150,164
SNNPR 175,254,660 175,254,660 169,607,566
Harari 3,978,360 3,978,360 3,228,440
Diredawa 3,289,485 3,289,485 3,289,485
Somali 553,678,625 553,678,625 194,643,205
Afar 296,709,070 296,709,070 296,709,070
Total 1,752,891,155 1,752,891,155 1,359,877,458
Cash resource transferred to PW's clients in 2010 EFY
RegionTransfer sent to
Regions to be paid to PW’s clients
Transfer sent to Woredas to be paid to PW’s
clients
Transfer paid to PW’s clients
Tigray 335,428,190 278,248,170 149,634,695
Amhara 1,012,985,085 657,879,875 445,725,746
Oromia 690,677,155 487,059,045 385,010,641
SNNPR 689,265,965 425,352,855 395,578,155
Harari 21,548,375 12,929,025 6,837,000
Diredawa 21,746,750 21,746,750 10,873,375
Ethio-Somali 972,553,745 785,052,935 502,376,885
Afar 0 0 0
3,744,205,2652,668,268,655
1,896,036,497
Food resource transported to woredas and paid to PSNP clients in 2010 EFY (2017/18)
No RegionNine month plan(Mt)
Food dispatch (MT)
Food Utilized (MT)
%
1 Tigray 2,714.00 2,714.00 2,714.00 100
2 Amhara 14,684.50 14,684.50 13,933.70 94.9
3 Oromiya 9,530.28 9,530.28 9,530.28 100.0
4 Dire Dawa 266.7 266.7 266.7 100.0
5Ethio-Somali
18,462.57 18,462.57 18,462.57 100.0
6 Afar 33,213.50 23,446.80 17,087.40 72.9
Total 78,871.55 69,104.85 59,280.65 85.8
Extended months of cash support provided to PSNP clients in birr
No Region Transferred toregions
Transferred toworedas
Paid to clients
1 Tigray144,251,785 144,251,785 79,112,125
2 Amhara267,123,645 267,123,645 169,961,535
3 Oromiya1,222,604,222 1,222,604,222 720,442,352
4 SNNPR369,010,120 369,010,120 352,780,480
5 Harari7,393,500 7,393,500 7,393,500
8 Ethio-Somali0 0 164,100,450
Total2,010,383,272 2,010,383,272 1,323,828,907
4
Extended months of food support provided to PSNP clients (Mt)
No RegionPlanned (Mt)
Transportedtoworedas(Mt)
Paid to clients(Mt)
1 SNNPR4,096.60
4096 4055.3
2 Afar12,754.74
12754.74 12754.7
3Ethio-Somali
6632.6
6632.6 6632.6
Total23,483.94
23,483.94 23,442.64
2.2.4:- Scaling up e-payment
• In 2010 EFY it was planned to scale up e-payment in 100 PSNP woredas, and up to the end of the third quarter of the budget year in caption regions are able to scale it up in to 110 woredas .
• Tigray 18 woredas
• Amhara 30 woredas
• Oromiya 26 woredas
• SNNPR 30 woredas ,and
• Ethio –Somali region6 woredas.
Output 3: Sustainable Community Assets Built and Access to Social Services Enhanced
3.1 Public Work (PW) planning including contingency
• Public Works (PW’s) planning follows the CBPWDG and Pastoral guideline in highland and pastoral areas respectively.
• Development Agents(DAs) and Woreda experts (Public Work Technical committee) supported the planning processes such as selection of appropriate technologies, estimation of person days(PD) and estimation of the work load based on the available labour.
• The Woreda Steering Committee approved the annual plan and the plan was incorporated in to Woreda development plan (WDP) .
..• PWCU organized GIS/GPS technology training that upgraded
the knowledge and skill of 70 Federal, Regional and Woreda
experts on watershed delineation, land use classification,
watershed mapping and data collection using GPS/GIS
technologies .
• The training has improved the skill and knowledge of the
trained staffs on how to td in a better way the watershed
delineation, land use classification and mapping of PW
activities.
• .
..
• The skill and knowledge of 33 Federal and Regional experts were improved on how to plan community based PWs, how to use PW planning and reporting formats, data to be collected, indicators to be measured and how to mainstream nutrition and BCC in to PW. They were also acquainted with how to analyze the environmental and social implications of PWs which will support ESMF compliance during the fiscal year .
• Training on pastoral area PW planning and reporting have also been provided for 32 Woreda staff including some Regional participants who engaged in pastoral PW planning and implementation
3.2 :- Social Development, Nutrition and Accessto Social Services
To address sustainability of the program, and ensure equitable distribution of resources, PSNP has mainstreaming gender and social development (GSD) in to PW’s activities.
• PW provided proper attention to the equal rights of men and women including their equal benefit from the created community assets.
• The 2010 EFY PW’s ANNUAL plan reduced 3% PD for temporary direct beneficiaries and allocated 2% of PD for BCC sessions to ensure mainstreaming of GSD and nutrition in PW respectively.
5
3.3 ESMF Compliance:-
• No. of Sub projects Planned for ESMF compliance = 43,122
• No. of Sub Projects Checked for ESMF compliance = 42,122
• No. of Sub Projects for which Mitigation Measures identified = 20,109
• Number of Mitigation Measures implemented = 5791
3.4. Quality, Design and Technical Aspects of PWs
• Based on the 2017 PW and Livelihoods reviews, PWs in highland Regions on average met the minimum required standards with a technical standard rating of 95% well above the program target indicating an achievement rate of 104%.
• In contrary, some PWs in pastoral areas fall short of meeting the minimum technical standard with only 56% of the projects meeting the required minimum standard with an achievement rate of only 65%.
Technical standard of PW subprojects
Types of subprojects
% of PWs constructed according to technical standards info-techs
2. Forestry, Agro-Forestryand Forage Development 100 90
3. Water Development 93 70
4. Small scale irrigationconstruction/ rehabilitation 87 78
5. Community roadsconstruction/rehabilitation 73 326. Social infrastructureconstruction 62 947. Nutrition based PWactivities 100 38
PW activities by major sub-projects (Non Pastoral Areas)
No Type of sub-project Units 9 month Plan
Actual %
1
Biophysical Soil &Water conservation Ha 197,951 193,596 98
2 Forestry, Agro-Forestry and Forage development Ha 66,021 32,283 49
3 Water Projects: Community and Micro level: Construction No 3,588 1,538 43
4 SSI: Construction or Expansion Ha 19,713 12,000 61
6 Community Road Earth (Gravel &FootpathsR1, R2, R3, R4, R5): Construction
Km
1,683 2,238 133
7 Community Road Earth/Gravel &FootpathsR1, R2, R3, R4, R5): Rehabilitation
Km
2766 5802 210
8
Social Infrastructure Activities Construction No 1,541 1,364 86
9
Nutrition Based PW activities
No
5,114 1,510 30
PW activities by major sub-projects ( Pastoral Areas)
No Type of sub-project Units 9 month Plan
Actual %
1
Biophysical Soil &Water conservation Ha 116526 72,717 62
2 Forestry, Agro-Forestry and Forage development
Ha 5966 3,044 51
3 Water Projects: Community and Micro level: Construction
No 643 252 39
4 SSI: Construction or Expansion Ha
1413 540 38
6 Community Road Earth (Gravel &Footpaths R1,R2, R3, R4, R5): Construction
Km
2,577 2,420 94
7 Community Road Earth/Gravel &Footpaths R1,R2, R3, R4, R5): Rehabilitation
Km
2,363 942 40
8
Social Infrastructure Activities Construction No 485 200 41
9
Nutrition Based PW activities
No
808 449 56
Maintenance and Operational Issues in PWs
No. Activities Unit Plan Actual %
1 Formation of user Groups
No
6613 37792 Bylaw Development No
4618 13413 Handing over of
completed PW subprojects
No
6835 1489
6
3.7:- Monitoring Activities Related to PWs
• Public Work Reviews
• Rapid Response Mission and Field Monitoring
• PW Baseline
• PW Mapped Database
• Knowledge Management and Sharing
3.8 :- Capacity Building • Capacity building is an important component of the PSNP
Program.
• In 2010 EFY, the coordination unit delivered training organized on different topics that contributed to the improvement in PW planning and implementation such as :-
- GIS/GPS training to improve the watershed mapping
and PW planning
- Training workshop on M&E and ESMF
- Consultative meeting on PW and Livelihoods Planning
and Reporting of PSNP4
- PW technical training for highland area experts
- PW technical training for pastoral area experts
• These trainings and workshops raised the technical capacity of 205 (91% of plan) experts drawn from Regional, Woredas and Federal .
Output 4:- Clients’ Livelihood Opportunities Facilitated through three Pathways: Crop and Livestock, Off-farm
and Employment
• The livelihood component of the PSNP 4, aims to support safety net clients in improving their livelihoods through the following two principles. These principles are: -
1) providing tailored solutions to households
and individuals according to their capacity,
and ,
2) providing tailored technical assistance on
each of the three livelihoods pathways
Clients’ Livelihood Opportunities Facilitated through three Pathways:-
No Activities Unit Nine
month plan
Nine month
accomplishme
nt
%
1 Community consultation no 778,994 690,215 89
2 Clients targeted for
livelihood support
no 282,161 235,043 83
3 Livelihood group formation no 12,485 9,126 73
4 Financial literacy training for
targeted clients
no 323,452 311,954 96
5 Saving mobilized birr 197,806,80
7
161,645,418 82
6 Tailored consultation on
livelihood IGA selection
no 256,009 194,159 76
..No Activities Unit Nine
month
plan
9 month
performance
%
7 Technical trainings on Livestock no 146,246 115,386 79
8 Technical trainings – crop production no 38,223 23,771 62
9 Business and marketing skills trainings no 216,288 118,632 55
10 Business plan development and referral
to Financial Institutions
no 143,655 102,904 72
11 Loan Accessed by Crop-Livestock
Pathways Clients
birr 550,689,8
18
410,445,725 75
12 Entrepreneurship and technical training
in off-farm pathways
no 46,372 24,118 52
13 Preparation of individual and group
business plan on off-farm
no 43,086 19,674 46
..No Activities Unit Nine
month plan
Nine month performance
%
14 Loan accessed by off farm pathway
no 175,060 71,367 41
15 Training on employment path way
no 36,528 8,998 25
16 Employment linkage no 46,931 20,166 43
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Output 5: Effective Management and Operational processes in place to manage the program
Main activities
Procurement
Grain procurement• Procurement of first round 70,000 MT wheat grains:
- 1st round 31,500 completed
- 2nd round 35,000 cancelled
• Procurement of second round 70,000 MT wheat grains :
- contract agreement is signed and it is on shipment
process
• Procurement of 35,000 MT wheat grains: - On process
..
• Procurement of 1250 units of Motorcycles and 58 station wagon vehicles:
- No objection to process the procurement
using the UNOPS system was obtained
from the World Bank.
- UNOPS are requested to give their
quotation
- The quotation of UNOPS communicated to
WB for no-objection .
Consultancies
• Procurement of commodity Audit 2009 EFY”
- completed
• Procurement of Consultancy service for “Independent Procurement Audit 2009 EFY”:-
- the audit is underway
• Consultancy service for “Grievance Redress Mechanism (GRM) 2008 EFY”;
- Completed and the report submitted to
World bank
..
• Consultancy service for “Design ,Development and Implementation of PSNP Management Information System :-
- RFP was distributed to the shortlisted six
firms and the proposals are opened and
the technical proposal evaluation is
underway.
• Consultancy Service for Market Linkage:
- The study is now underway.
..
• Consultancy service for PSNP Public Works Mapped Database Information System:
- Under technical evaluation
• Consultancy service for PSNP Public Works Baseline survey:
- the short listing report is under approval
stage .
TASC (Technical Assistance provided to Strengthen Capacity of PSNP implementers) performance
• TASC organized its CD activities (plan and report) in line with the PSNP CD strategic objectives .
Human resource management:-
• The Human Recourse Management (HRM) course for PSNP line managers is developed and delivered for 18 regional personnel (ToT).
• The rollout of the training to regions and certain woredas is planned with regional officials.
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Physical asset management:-
• TASC has also developed the physical asset management CD course and delivered it to 20 PSNP leaders and managers in Oromia.
• Further, the ToT was delivered for 27 (3 female) regional program personnel.
• Its rollout to regions and woredas has been under discussion in each region.
• Introduction/adaptation of the database in support of the physical asset management for PSNP4 is under development.
Systematic Approach to CD
• Preparation of Integrated annual CD plan:-
- The EFY 2010 integrated annual CD plan for
PSNP was prepared for the first time.
- The guideline for EFY 2011 was revised and
familiarized for 22 regional food security
managers and capacity coordinators .
- The guideline is being used for the EFY
2011 plan preparations .
..• Development of capacity development (CD)
guideline:-
- TASC prepared the CD Guidelines for PSNP- 4and the guideline shared to the regions through FSCD .
- The CD Guidelines clarify the roles and responsibilities of key stakeholders responsible for CD of PSNP.
- It defines PSNP’s capacity development approach and provide guidelines on the implementation of core CD management processes (e.g. planning,monitoring, and others).
Delivery of Needs-Based CD Programs
• Government prioritized, and identified four CD programs for TASC’s support in developing and delivering using the systematic CD approach and practices.
• These are: -- Planning, monitoring, reporting and learning; - Environmental and social management framework
(ESMF);- Public Works operation and maintenance - Market and value chain analysis and business plan
development; - Case management of program of direct support , and - HFA-PSNP linkages .
• Accordingly, TASC has been making preparatory works related the priority activities .
Action taken against the November - December 2017 JRIS Mission Priority Strategic Issues
Issues identifiedIssue #1 • Core elements of the program are not meeting agreed
program performance standardsAction to be taken • GOE to improve timeliness of transfers and timely cash
flow planning. • The MoANR procurement tender committee need to
improve decision-making .• The salary issue should be reviewed and resolved soon
to improve staff motivation and reduce staff turnover.
..Action taken against issue #1• FSCD and MOFEC have shown an improvement in terms of cash
transfer to regions on timely manner ;• Regions have also transferred the cash resource to the woredas on
timely manner;• However, timeliness of payment to the clients do not met the target.• There is progress in the decision making by the tender committee;• There is an improvement in implementing of planned procurement
and decision making by tender approval committee.• The two ministries (MoNAR and MoFEC) has discussed on the issue
and agreed to harmonize salary differences by conducting an assessment;
• According to Accordingly MoANR organized a • review team composed of directors and experts from HR AGP, PSNP,
and SLM, travelled to regions to conduct assessment and submit recommendation actions .
• The review team completed the assessment and submit its draft report to the management for review and endorsement .
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..Issue # 2• The development of a scalable rural safety net system
that brings together PSNP and humanitarian food assistance continues to be the stated vision of the GOE yet decisions to implement this vision have not been made.
Action taken against issue #2
• Systematic implementation of the joint operational procedures has been put in place .
• In process, and it is expected to be decided by the government .
..Issue #3
• Difficulties with food management .
Action taken against issue #3
• CMU has established;
• Office space has been found at NDRMC for the unit.
• The Government has submitted t a time bound action plan to the World Bank.
..Issue #4• The need to improve poor performance in order to provide
effective safety-net support to people in Afar and Somali region.
• Continued verification of performance improvement through the results of the spot checks, financial management reviews, and mid-line evaluation .
Action taken against issue #4
• Technical Support provided to the regions.• Training has been provided in the area of procurement and
ESMF.• verification of performance improvement through the results
of the spot checks, financial management reviews, and mid-line evaluation is 0ngoing
Challenges
• Delay in transferring the cash resource to be paid to PDS clients for the month of July,2018 at federal level
• In consistency in maintaining timeliness of transfer.
• Lack of participation from Road, Health, Water and Education sector at the federal level in the TC’s meeting