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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,
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.
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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.
---------------------------------------------------
1V. PRIORITY ISSUES FOR PSNP-4 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
5
Resource
Description
9 Months
Plan
Amount
Transferred
to Regions
Amount
Transferred
to Woreda
Amount Paid
to clients as per
the Woreda
received
% of paid
to clients
as per
Woreda
received
% of paid
to clients
as per the
9 months
plan
Cash to PDS
Clients (ETB) 1,752,891,155 1,752,891,155 1,752,891,155 1,359,877,458 78% 78%
Cash to PW
Clients (ETB) 2,760,176,780 3,744,205,265 2,668,268,655 1,896,036,497 71% 69%
Food to clients
(MT) 78,871.55 69,104.85 59,280.65 86% 75%
Cash to extended
support and
emergency clients
(ETB)
2,429,725,610
2,010,383,272 2,010,383,272 1,323,828,907 66% 54%
Food for
extended support
clients (MT)
23,483.94 23,483.94 23,442.64 100% 100%
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;
(iv) rollout FSTFs/TCs strengthening trainings to Woredas; (v) develop institutional capacity (personnel,
logistic) for new split zones and woredas and, (vi) develop standard PSNP contract staff management
11
guideline (recruitment, job description, performance evaluation, handing over, etc.). The Mission also
agreed that TASC would support the targeting and re-targeting in Afar and Somali regions.
39. For Output 3, the Mission agreed that the Public Works Coordination Unit (PWCU) will provide
tailored training to Afar and Somali region staff and ensure that the training is cascaded to frontline
implementers and undertake supervision/support mission to these regions at least every quarter. It was also
agreed that the Natural Resources Management Directorate (NRMD) will write a letter to the regions
stating urgency of the training and cascading to the frontline implementers. Subsequently, the PWCU
should provide further training on the format. The Mission agreed that TASC would support the government
in developing ESMF training materials for public works.
40. For Output 4, the Mission agreed that the Livelihoods Integration Coordination Unit (LICU) will
provide specific and tailored training to livelihoods staff, particularly those working on agri-business. It
was also agreed that TASC would support the government in developing training materials for business
plan preparation and ESMF for livelihoods.
41. TASC’s EFY 2011 work plan will place greater emphasis on addressing technical capacity gaps
within PSNP. TASC will develop or update guidance notes for training and support on a number of topics,
including PIM awareness, targeting/retargeting, PASS applications, commodity management, ESMF for
public works, HDRP/PSNP linkages, planning and reporting, file management, and the NGO Collaboration
Framework (once approved). It will develop self-learning guidance notes and video for woreda-based staff,
as well as a manager’s guide to staff induction, which will be available for existing staff and more
particularly for new staff coming to work on PSNP.
DISCLOSURE & PLANNING`
42. The Government of Ethiopia and all DPs confirm their understanding and agreement to this Aide
Memoire. This Aide Memoire will be disclosed publicly.
LIST OF ANNEXES
Annex 1: Representatives who participated in the JRIS Mission
Annex 2: Acronyms used throughout the Aide-Memoire
Annex 3: Progress in implementing the November - December 2017 JRIS Action Plan
Annex 4: Action plan from June 2018 JRIS Mission (to be done by FSCD)
Annex 5: Report on the PSNP-4 and ERPSNP Results Framework Indicators (From GoE Report)
(waiting for FSCD to submit the revised report)
Annex 6: Overview of the 9 months PSNP-4 Progress in EFY 2010 (From GoE Report)
12
ANNEX 1: REPRESENTATIVES WHO PARTICIPATED IN THE JRIS MISSION
S.N. Name Region Organization
1 Abate Jijo Addis Ababa CRS
2 Abdi Ahmed Mohamed Somali DPPB
3 Abdi Mohamed Sani Dire Dawa Food Security
4 Abdulkadir Sulaiman Addis Ababa USAID
5 Abebe G/Medhin Addis Ababa MoLSA
6 Abenet Mengistu Addis Ababa NRMD
7 Abera Kassa Addis Ababa NDRMC
8 Abiyot Wondie Addis Ababa MoALR
9 Abrham Dissassa Addis Ababa MoALR
10 Abu Yadetta Addis Ababa World Bank
11 Addis Alem Addis Ababa USAID
12 Adeyabeba Mitiku Addis Ababa DCT
13 Ahmed Abdi Daud Somali BoANR
14 Ahmed Mohammed Addis Ababa GAC
15 Aiymro Tegegn Dire Dawa BoA
16 Aklilu Mesfin Addis Ababa MoALR
17 Alamaz Giramy Addis Ababa NDRMC
18 Alema W/Mariam Addis Ababa FSCD-LICU
19 Alemayehu Tadesse Addis Ababa MoALR
20 Alembirhan W/Gerima Addis Ababa FSCD
21 Amare Zerihun Amhara BoFED
22 Amdissa Teshome Addis Ababa Palladium
23 Amen Geleta Addis Ababa DCT
24 Amin Abdulahi Dire Dawa BoA
25 Amir Negash Harari Women Children and Youth
26 Andarg Fire Addis Ababa MoLSA
27 Anne Bakilana Addis Ababa World Bank
28 Annika Nordin Addis Ababa SIDA
29 Anwar Arabe Aden Somali BoA
30 Asrate Tamir Amhara Food Security
31 Assefa Belachew Addis Ababa FSCD/CMU
13
S.N. Name Region Organization
32 Assefa Belay Amhara DPFSCO
33 Ayalew Abera Amhara Food Security
34 Ayderus Hassen Addis Ababa NDRMC
35 Aynalem Gezahegn Amahara BoA
36 Ayuba Sani Addis Ababa World Bank
37 Badel Kenadidd Mohamod Somali BoANRD
38 Bayu Getachew Oromia ADLSA
39 Begashaw Wukaw Addis Ababa DCT
40 Behailu Shewangizaw Addis Ababa MoALR
41 Bekele Hankebo Addis Ababa FH Ethiopia
42 Berhanu W/Michael Addis Ababa FSCD
43 Berhane Tafere Tigray BoAND
44 Beyene Adane Addis Ababa MoALR
45 Blen Tenaw Addis Ababa MOSS
46 Calla Mahamad Harari Bureau of Youth Job Creation
47 Carolyn Maclead Addis Ababa GAC
48 Cathy Tremblay Addis Ababa GAC
49 Christian Rogg Addis Ababa DFID
50 Daisy Demirag Addis Ababa World Bank
51 Degu Lakew Addis Ababa MoFEC
52 Demelash Eshete Addis Ababa NDRMFSS
53 Dereje Getaneh Addis Ababa NDRMC
54 Dimitar Tsolou Addis Ababa TASC
55 Dianna Darsney Addis Ababa USAID
56 Doge Bidaru Afar BoLSA
57 Elias Getahun Addis Ababa World Vision
58 Elsabeth Farmer Addis Ababa CARE
59 Ermias Tadege Dire Dawa BoFED
60 Fantahun Admassu Amhara Cooperatives
61 Fatima Naqvie Addis Ababa DCT
62 Fekadu Kassa Addis Ababa FSCD
63 Feleke Jember Addis Ababa MOLSA
64 Fentahun Admassu Amhara CPA
14
S.N. Name Region Organization
65 Feysal Yahye Somali WFP
66 Fikru Denbu Addis Ababa FSCD
67 Fitsum Teshome SNNPR BoFED
68 Gared Lebese Amhara BoFEC
69 Gebeyehu Tilahun Dire Dawa DPCOP
70 Gebre Telake Addis Ababa FH Ethiopia
71 Gebrie Adugna Addis Ababa FSCD
72 Getachew Berhanu Addis Ababa UNICEF
73 Getahun Shibeshi Addis Ababa FH Ethiopia
74 Gillian Mellsop Addis Ababa UNICEF
75 Gossa Fursassa Addis Ababa FH Ethiopia
76 Guluma Subossa Oromia TASC
77 Gutema Takele Addis Ababa MoALR
78 Haile Belay Addis Ababa FSCD
79 Hailegebriel Ashagre Addis Ababa MoFEC
80 Haileleul Admasie Addis Ababa World Vision
81 Hailu Ankiso Addis Ababa FSCD
82 Halake Bantu Addis Ababa WFP
83 Hanna Misebo Addis Ababa MoALR
84 Haregewien Admassu Addis Ababa DCT
85 Hiwot Mebrate Addis Ababa Irish Aid
86 Hussien Ahmed Afar BoFED
87 Ian Campbell Addis Ababa World Bank
88 Ian de la Rosa Addis Ababa CRS
89 Ivan Roberts Addis Ababa GAC
90 John Meyer Addis Ababa CARE
91 Juan Carlos Rodriguez Addis Ababa USAID
92 Kadir Abdella Afar DPFSCO
93 Kamil Ahmed Somali BoFED
94 Konjit Eshete Addis Ababa USAID
95 Kris Easter Addis Ababa USAID
96 Lelisa Merga Addis Ababa MoALR
97 Leulseged Belay Addis Ababa USAID
15
S.N. Name Region Organization
98 Leslie Reed Addis Ababa USAID
99 Lisa Marie Ouedraogo Addis Ababa UNICEF
100 Liya Girma Addis Ababa WFP
101 Liz Trigg Addis Ababa DFID
102 Loza Kibret Addis Ababa World Bank
103 Lubi Aahmed Somali BoA
104 Lucian Pop Addis Ababa World Bank
105 Luis Lechiguero Addis Ababa EU
106 Mahamud Yusuf Mealin Somali BoFED
107 Mamo Dogiso Addis Ababa MoALR
108 Mary Breen Addis Ababa DCT
109 Massamo Asele Addis Ababa World Bank
110 Mekdim Hailu Addis Ababa DCT
111 Mengistu Maja SNNPR BoLF
112 Merga Mitike Oromia BoLSA
113 Meron Tadesse Addis Ababa World Bank
114 Mesfin Alemnew Addis Ababa FSCD
115 Mesfin Asnake Addis Ababa FSCD
116 Mesfin Asnake Addis Ababa MoLSA
117 Mesfin M/Selassie Oromia BoFEC
118 Mesfin Woldu Tigray BoARD
119 Michael Mufood Addis Ababa World Vision
120 Misganaw Admassu Addis Ababa MoLSA
121 Mitiku Kassa Addis Ababa NDRMC
122 Moges Worku Addis Ababa USAID
123 Mohamed Abdi Somali BoFED
124 Mohamed Fure Dire Dawa BoLSA
125 Mohamed Rashid Abdirahman Somali BoLSA
126 Mohammed Hussein Afar DPFSPCO
127 Molla Mengesha Addis Ababa MoALR
128 Muluken Desalegn Addis Ababa WFP
129 Nesredin Rube Addis Ababa MoA
130 Nigussie Aynalem Tigray BoARD
16
S.N. Name Region Organization
131 Nigussie Tefera Addis Ababa FSCD
132 Nurhuson Molla Addis Ababa MoALR
133 Osman Mohammod Somali BoANRD
134 Patrick McManus Addis Ababa Irish Aid
135 Paul Derkesen Addis Ababa TASC
136 Reta Birhanu Dire Dawa PSNP
137 Robert Chase Addis Ababa World Bank
138 Saba Girma Addis Ababa MoFEC
139 Samantha Yates Addis Ababa DFID
140 Samir Wanmali Addis Ababa WFP
141 Samrawit Girma Addis Ababa World Bank
142 Samuel Shifeta FS
143 Samuel Tegegne Addis Ababa MoFEC
144 Sebsibe Alemu Addis Ababa FH Ethiopia
145 Segen Tewelde Addis Ababa WFP
146 Shamil Hamza SNNPR DRMFS
147 Shawel Bekele Harari BoA
148 Shilpa Modi Addis Ababa USAID
149 Shimelis W/Hawariat Addis Ababa World Bank
150 Sileshi Ashine Addis Ababa TASC
151 Sileshi Bekele Addis Ababa MoALR
152 Sintayehu Demissie Addis Ababa MoALR
153 Sintayehu Geremew Addis Ababa MoALR
154 Sintayehu Tadesse Addis Ababa MoLSA
155 Solomon Alemu Addis Ababa USAID
156 Solomon Begna Oromia BoANRD
157 Solomon Mamo Harari FS
158 Sonja Hyland Addis Ababa Irish Aid
159 Tadesse Aweke Addis Ababa MoALR
160 Tadesse Bekele Addis Ababa NDRMC
161 Tefera Taddesse Addis Ababa NRMD
162 Tekle Urga Addis Ababa MoALR
163 Teriessa Jalleta Addis Ababa EU
17
S.N. Name Region Organization
164 Tesfaye Lakew Addis Ababa WFP
165 Tesfaye Mengestie Addis Ababa MoALR
166 Tesfaye Regassa Addis Ababa MoALR
167 Tesfaye Shiferaw Addis Ababa MoLSA
168 Tesfaye Tilahun Addis Ababa DCT
169 Teshome Mamo Addis Ababa BoLSA
170 Teta Assegid Addis Ababa USAID
171 Tewodros Assefa Addis Ababa World Bank
172 Theodros H/Mariam Addis Ababa MoALR
173 Tofik Abdulu Dire Dawa BoANR
174 Tofik Juhar SNNPR Cooperatives
175 Welela Ketema Addis Ababa REDFS
176 Wihib W/Senbet Addis Ababa CLMFD
177 Woinshet Abate Addis Ababa MoFEC
178 Wolelaw Sendeku Addis Ababa CMU/NDRMC
179 Wondie Kebede Amhara BoA
180 Wout Soer Addis Ababa World Bank
181 Yibeltal Fentie Addis Ababa WFP
182 Yodit Gebrechiristos Addis Ababa TASC
183 Zelalem Tadesse Addis Ababa MoLSA
184 Zena H/Wold Addis Ababa MoANR
18
ANNEX 2: ACRONYMS USED THROUGHOUT THE AIDE MEMOIRE
AA Addis Ababa
AGP Agricultural Growth Programme
BCC Behavioural Change Communication
ASAP As Soon As Possible
BoA Bureau of Agriculture
BoALR Bureau of Agriculture and Livestock Resource
BoANR Bureau of Agriculture and Natural Resource
BoARD Bureau of Agriculture and Rural Development
BoFEC Bureau of Finance and Economic Commission
BoLSA Bureau of Labour and Social Affairs
CASCAPE Capacity Building for Scale Up of Evidence-based Best Practices in Agricultural
Production in Ethiopia
CATS Commodity Allocation and Tracking System
CBE Commercial Bank of Ethiopia
CBPWDG Community Based Participatory Watershed Development Guideline
CD Capacity Development
CDTAC Capacity Development Technical Advisory Committees
CDSC Capacity Development Steering Committee
CINUS Comprehensive Integrated Nutrition Service
CMLFD Commodity Management, Logistics and Finance Directorate
CMPM Commodity Management Procedure Manual
CMU Commodity Management Unit
COPCD Channel One Programs Coordination Directorate
CPI Consumer Price Index
CRS Catholic Relief Services
CSA Central Statistical Agency
CSI Climate Smart Initiative
DA Development Agent
CN Concept Note
DCT Donor Coordination Team
DFID Department for International Development
DPs Development Partners
DWG Donor Working Group
E-Payment Electronic Payment
EFY Ethiopian Fiscal Year
ERPSNP Ethiopian Rural Productive Safety Net Project
ESPES Enhancing Shared Prosperity through Equitable Services
ESMF Environmental and Social Management Framework
EU European Union
FDP Food Distribution Point
FH Food for the Hungry
FIC Federal Information Center
FM Financial Management
FMIP Food Management Improvement Project
FP Focal Person
FS Food Security
FSCD Food Security Coordination Directorate
FSTF Food Security Task Forces
19
GAC Global Affairs Canada
GoE Government of Ethiopia
GoFAMM Government Owned Fixed Assets Management Manual
GIS Geographic Information System
GPS Global Positioning System
GPS Graduation Prediction System
GRM Grievance Redress Mechanism
GSD Gender and Social Development
HDRP Humanitarian Disaster Resilience Plan
H.E His/Her Excellency
HEA Household Economic Assessment
HEW Health Extension Worker
HFA Humanitarian Food Assistance
HH Household
HR Human Resource
IFPRI International Food Policy Research Institute
IE Impact Evaluation
IT Information Technology
JRIS Joint Review and Implementation Support
LICU Livelihoods Integration Coordination Unit
MFIs Microfinance Institutions
MIS Management Information System
MoALR Ministry of Agriculture and Livestock Resources
MoFEC Ministry of Finance and Economic Cooperation
MoH Ministry of Health
MoLSA Ministry of Social and Labour Affairs
MoU Memorandum of Understanding
NDRMC National Disaster Risk Management Commission
NGO Non-Governmental Organization
NRMD Natural Resources Management Directorate
PASS Payroll and Attendance Sheet System
PBS Promoting Basic Services
PDS Permanent Direct Support
PIM Programme Implementation Manual
PMT Proxy Means Test
PP Procurement Plan
PPD Policy and Planning Directorate
PPPDS Public Procurement and Property Disposal Service
PSNP Productive Safety Net Programme
PW Public Work
PWCU Public Works Coordination Unit
RCT Randomized Control Trail
RIC Regional Information Centre
RJOCFSS Rural Job Opportunity Creation and Food Security Sector
RPWFU Regional Public Works Focal Unit
RuSACCOs Rural Savings and Credit Cooperatives
SA Social Accountability
SD Social Development
SD&NTF Social Development and Nutrition Task Force
SDTF Social Development Task Force
SLMP Sustainable Land Management Project
20
SM State Minister
SNNP Southern Nations, Nationalities and People’s
STEP Systematic Tracking Exchange in Procurement
SWs Social Workers
SWC Social and Water ConservationTA Technical Assistant
TASC Technical Assistance to Strengthen Capacity Development
TC Technical Committee
TDS Temporary Direct Support
TF Task Force
ToR Terms of Reference
ToT Training of Trainer
TVET Technical, Vocational, Education and Training
UNICEF United Nations International Children's Emergency Fund
USAID United States Agency for International Development
WB World Bank
WFP World Food Programme
WIC Woreda Information Center
WoFEC Woreda Finance and Economic Cooperation
WR Wage rate
ANNEX 3: PROGRESS IN IMPLEMENTING THE NOVEMBER – DECEMBER 2018 JRIS ACTION PLAN
Action Plan for the Priority Strategic Issues
Issue
# Issue Action
Responsible
Party Deadline Status
Actions within the PSNP-4, To be Implemented Within 6 Months
1 Core elements of the
program are not meeting
agreed program
performance standards
i) GOE to improve timeliness of
transfers and timely cash flow
planning. The Mission notes that
MOFEC will have flexible
budget releases to the PSNP
based on the needs of the
program and the DPs hope that
this flexibility will help to
resolve the cash flow problems
going forward. The Financial
Management and planning
within FSCD needs to be
strengthened.
ii) The MoANR procurement
tender committee need to
improve decision-making and
timely communication for not
implementing planned
procurement/delays in
procurement decisions.
iii) The salary issue should be
reviewed and resolved soon to
improve staff motivation and
reduce staff turnover. This issue
has been raised with the GoE in
the past and during the Federal
Mission it was discussed with
FSCD/MoFEC
MoANR tender
endorsing
committee
MoANR/MoFEC
On going
On going
Ongoing
Partially Achieved
• 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 partially on time;
• However, timeliness of payment to the clients
did not meet the target.
In Progress
• 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.
In Progress
• The two ministries (MoNAR and MoFEC)
have discussed on the issue and agreed to
harmonize salary differences by conducting an
assessment;
Issue
# Issue Action
Responsible
Party Deadline Status
Minister Eyasu Abraha from
MoANR. The DPs hope to see
early resolution of this issue.
• Accordingly, MoANR organized a review team
composed of directors and experts from Human
Resource (HR) AGP, PSNP, and SLMP,
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.
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.
i) Systematic implementation of
the joint operational procedures
put in place
ii) A decision to consolidate
operational management for
PSNP and HFA by June 30th,
2018 (as agreed in the first
phase of the MTR and
committed by GOE in the
August 2017 letter sent to the
World Bank Country Director
by MOFEC).
MoANR/NDRMC
PSNP GOE
leadership
End of January
2018 onwards
June 30, 2018
In progress
Pending
3 Difficulties with food
management
i) The CMU be made functional as
agreed as soon as possible
Government should submit a
time bound action plan by
January 2018 that sets out the
measures to improve the safety
net food management system,
as previously agreed
RJOCFSS
/NDRMC
MoFEC
January 2018
January 01,
2018
Not Achieved (Refer to the Aide Memoire Text
Paragraph # 33)
The Government has submitted a time bound
action plan to the World Bank.
Issue
# Issue Action
Responsible
Party Deadline Status
4 The need to improve poor
performance in order to
provide effective safety-
net support to people in
Afar and Somali, as has
been noted repeatedly in
previous JRIS Missions.
ii) The federal government
continues to work with the
regions to improve management
and oversight as well as the
implementation of transfers.
iii) Continued verification of
performance improvement
through the results of the spot
checks, financial management
reviews, and mid-line evaluation
PSNP GoE
Leadership
RJOCFSS
Ongoing
On Quarterly
Basis
Ongoing
Ongoing
PRIORITY ISSUES FOR PSNP-4 IMPLEMENTATION
Output 1. Prioritized Instruments and Tools in Place to Support an Effective System for Social Protection and Disaster Risk Management
1
MIS development is
significantly delayed due
to procurement issues at
MoANR.
Completion of the Management
Information System (MIS)
Development procurement as soon
as possible.
FSCD/procurement
and property
administration
directorate/
CMLFD
March 31, 2018 Delayed
• RFP prepared and sent for firms;
• 5 firms submitted financial and technical
proposal;
• Technical evaluation underway.
2 Gaps observed in the
quality and content of
PSNP performance
monitoring and reports.
i) Review the paper based
monitoring and reporting system
ii) Strengthen core functionality of
the paper based monitoring and
reporting system at all levels
FSCD/METT
FSCD/METT
February 2018
Ongoing
Delayed, in progress
• Training provided to FIC and RIC.
Ongoing
3 Absence of an updated
graduation guidance note
to implement evidence-
based graduation.
i) Review and update the current
graduation guidance note (track
household asset holding,
benchmark revisions etc.)
ii) Cascade and use the Household
Economic Analysis (HEA)
conducted by Save the Children
(SCF).
FSCD + TAs
FSCD
March 31, 2018
April 30, 2018
Achieved
• Regions are communicated to use HEA data to
update GPS.
Delayed, in progress
• HEA communicated to Regions.
Issue
# Issue Action
Responsible
Party Deadline Status
4 The implementation of the
DRM component is
significantly delayed due
to i) lack of capacity at
NDRMC, ii) lack of
consensus in planning
between NDRMC and
FSCD and iii) lack of
coordination.
Conduct joint planning of the
Disaster Risk Reduction (DRR)
component and reached into
consensus.
DRR directorate
and FSCD
January 2018
Achieved
Output 2. Appropriate, Timely and Accessible Transfers Received by Male and Female Clients
1 Timeliness and
predictability of transfers
Establish and operationalize the
Commodity Management Unit
(CMU)
MoANR and
NDRMC
By next JRIS
(May 2018)
Not Achieved (Refer to the Aide Memoire Text
Paragraph # 33 regarding CMU establishment
and being operational)
Work together/facilitate to ensure
timely availability of food resources
from Federal level and delivery to
woredas
MOANR, NDRMC
and EFSRA
Ongoing In progress/Ongoing
Revise the cash disbursement
schedule –Make the 1st tranche end
of July and the remaining tranche as
it is (Oct, Jan & Mar)
MOANR &
MoFEC
July 2018
Onwards
Achieved
• First tranche transferred in early August and
the remaining tranches transferred as per
schedules
Complete re-targeting before end of
July
Regions Ongoing In progress, due to start according to the deadline
2 Delay in cash transfer to
PSNP Extended Support
clients and emergency
beneficiaries in non-PSNP
woredas
All regions complete the extended
support transfer by the third week
of December, 2017
Regions End of
December,
2017
Achieved
NDRMC and FSCD deploy a
monitoring team to all the regions
that are implementing extended
support in non-PSNP woredas like
they did for Oromia region
NDRMC and
FSCD
December 2017 Achieved
The Federal Information Centre
(FIC) follow-up on the progress and
FSCD/CMLFD On going In progress
Issue
# Issue Action
Responsible
Party Deadline Status
compile the report on extended
support;
NDRMC speed up transporting the
left-over balance of food to Afar
and Oromia regions.
NDRMC Before end of
December 2017
Delayed/in progress
• Carry over food dispatched to Afar
• FSCD sent a request to NDRMC to transport
the remaining food to Oromia FDPs
MoFEC/FSCD in collaboration with
WFP to speed-up the
implementation of the cash pilot in
Siti and Fafan Zones in Somali
region.
MoFEC/MoANR Ongoing (until
June 2018)
Delayed/ In progress
• Top-up payment for supplementary food
provided by WFP
3 Five-person household
cap too low
Eliminate five-person household
cap (revise the PIM)
MOANR March 31, 2018 Achieved
Regions decide how to better
support households with family
members beyond the five-person cap
within existing caseload and budget
Regions Ongoing Ongoing
4 Problem with E-payment Establish compatibility and direct
linkage between PASS output to E-
payment platform (PASS upgrade)
FSCD, MoFEC March 31, 2018 Achieved with delays
• Upgrading process of PASS addressed the
requirements of E-payments
Explore strengthening the agent
system including engaging
RuSACCOs as agents noting the
success in some woredas in Tigray.
MoFEC, FCA Ongoing In progress/Ongoing
• Started in Tigray, Oromia and SNNPR
Establish an interface between
MFIs, technology service providers
and MoFEC to enable MoFEC to
monitor E-Payment implementation
better.
MoFEC March 31, 2018 Delayed/ In progress
• The World Bank has drafted a reporting
template to facilitate the interface, but
implementation is pending.
• Hello-Cash is providing real time data on its E-
payment operation in Somali to MoFEC,
however; interface with M-birr in the four
regions (outside of the reporting template
Issue
# Issue Action
Responsible
Party Deadline Status
descripted above which is yet to be
implemented) not yet deployed.
5 RIC/FIC reports not
timely and accurate
Implement the new RIC template Regions December 31,
2017 onwards
Achieved
6
Delay in implementation
of Proxy Means Test
(PMT)
Design a PMT formula FSCD, DPS May 2018 Pending (on HICES data availability)
Pilot PMT in selected woredas with
the aim of informing the next phase
of the PSNP
FSCD, MOLSA July 2018 Pending
Output 3: Sustainable community assets built and access to social services enhanced
3A: Public Works
1
Monitoring and
Evaluation System for PW
activities –delays in
system Development
Implement the ongoing extension of
PW monitoring system with more
rigorous follow-up with regions,
until PSNP MIS system established
PWCU plus
RPWFU
End of April
2018
In progress
• Regions such as Oromia, SNNPR and Dire
Dawa submitted the extended M&E for ESMF
PWCU work with PSNP MIS
system team to ensure MIS system
incorporates PW monitoring system
requirements
PWCU, FSCD Depends on
MIS progress
In progress
• The PWCU closely working with the FSCD IT
Staff to ensure PW monitoring system.
2
Joint approach of PW and
Livelihoods not achieved
to expected level
Establish Joint Technical Working
Group
PWCU, LICU February 2018 Achieved
• In the working group 2 PWCU, 2 FSCD and 2
WB staffs are represented
Revise and update the Guidance note
taking into account feedbacks from
Regions.
PWCU March 2018 Not Achieved
Design joint planning and reporting
template
PWCU, LICU March 2018 In progress
• Discussions held between Livelihoods and
PWCU on possible areas of revisions.
Focus on using water and SSI PW
subprojects to support most needy
PSNP individual households
PWCU, FSCD March 2018 On
wards
Achieved
• Included in the PIM
Issue
# Issue Action
Responsible
Party Deadline Status
Integrate the recommendation of the
CSI pilot into PW/Livelihood
programs
PWCU, LICU October 2018 Ongoing
• CSI will be included in to CBPWDG and
Pastoral PW Guideline.
3 Limitation in the PW
implementation in Afar
and Somali regions, such
as the level of ESMF
implementation and
quality, shortcomings in
the design and/or
implementation of certain
types of PW subproject
(i) Oversight and support of
implementation of the flexible
PW calendar
(ii) Roll-out of the new woreda
cluster approach, including the
development of a guideline and
finalization of the clustering of
woredas, and
(iii) Establishment of a Mobile PW
Support Team at regional level
for Afar region
PWCU
PWCU
PWCU in support
with the regions
May 2018
April 2018
April 2018
Achieved
• Implementation already started in Somali
Region.
• PW and transfer calendar including mode of
transfer determine Woreda by Woreda in Afar
Region.
Delayed/Ongoing
• Clustering of woredas completed in Afar
Achieved
4 Low capacity of frontline
implementers to
implement the programme
as per the design
Strengthen ESMF compliance and
monitoring throughout regions as
required
PWCU April 2018 Ongoing, field monitoring conducted in Afar and
Oromia Regions
3B: GSD and Nutrition
1 Lack of capacity building
budget for the GSD and
nutrition sensitive
provisions
(i) Regular allocation of budget for
nutrition and GSD related
training, compiled with other
training needs under output 3
(ii) The FSCD systematically use
other opportunities presented by
the ESPES funding, UNICEF’s
CINUS commitment, DFSA’s as
FSCD/NRMD
FSCD/ SD&N TF
Annually
January 2018
Achieved
• GSD and nutrition ToTs conducted.
Delayed / ongoing
• Discussion initiated and proposal/ToR
prepared and shared with ESPESP
stakeholders (MoFEC& MoALR-Policy
Issue
# Issue Action
Responsible
Party Deadline Status
well as other NGOs who are
working on nutrition and gender
to leverage resources to provide
grass root level GSD and
Nutrition training in PSNP
woredas (given the resource
constraints the program faces).
and Planning Directorate (PPD)) and
waiting their agreement on fund
channelling modality
• In collaboration with UNICEF ToT and
cascading to grassroot implementers in 80
CINUS-PSNP woredas carried out.
Training materials are translated into
Oromifa and Tigrigna. Printed training
materials distributed to regions and
frontline implementers. 2 The absence of woreda
level GSD experts in
Oromia, Amhara and
Afar Regions resulted in
weak accountability and
technical support on GSD
and Nutrition mainly at
lower level.
Identify region specific existing
government structures (for example
home economist) that would
formally take the responsibility of
advancing and monitoring the GSD
and Nutrition agenda with initial
capacity development from the
program side
FSCD & Regional
FS Office with
SD&N TF
February 2018 Achieved
• Regions have been communicated to hire
or assign the right person for GSD and
nutrition;
• Accordingly, Oromia has hired GSD
experts at both worda and regional levels.
• Identification of existing structure in
Amhara and Afar is delayed
3 Lack of proper
guidance/instruction on
the use of capital budget
FSCD/NRMD communicate with
regions with clear direction on the
use of the capital budget in relation
to the temporary Child Care Centers,
specifically request the regions to set
an annual 15% target per Keble for
construction of Child Care Center.
FSCD/NRMD February, 2018 Achieved
• Communicated to region to allow to use part of
the capital budget for Child Care Centre.
4 Low engagement of MoH
beyond the nutrition case
team
(i) Send letter to Minister of MoH
from the Minister of MoANR
outlining the need for
agreements on improved
engagement of other MoH’s
directorates in PSNP
MoANR/FSCD
July 2018
In process, due to start according to the deadline
Issue
# Issue Action
Responsible
Party Deadline Status
(ii) Sign MoU between the MoANR
and MoH at the Federal and
Regional Levels to ensure the
active involvement of relevant
directorates of MoH, to
institutionalize the role of HEWs
in PSNP, to capture PSNP HHs
during the registration of
children in the health posts, in
household questionnaires of the
National Health Accounts and
the Demographic and Health
surveys, to include PSNP client
status of household in its routine
health and nutrition reporting
(iii) Once agreements are reached
to revise the PIM to outline the
role and responsibilities of the
different directorates of the
MOH.
MoANR/FSCD and
MoH
MoANR/FSCD
August 2018
August 2018
In process, due to start according to the deadline
• Even though the deadline is ahead, draft MoU
has been prepared, Nutrition case team of MoH
commented on it and MoALR will soon
formally share it to MoH.
In process, due to start according to the deadline
Output 4: Clients’ livelihood opportunities facilitated through three pathways: crop and livestock, off-farm and employment
1 Weak coordination among
implementing
stakeholders (PSNP-4,
NGO and other
programs/projects)
continues to be a
challenge. The Mission
noted that livelihoods
coordination
(i) The reconsideration of the
current coordination arrangement
where FSCD should continue
chairing LTC as soon as possible
(ii) Regions adopt proper
coordination arrangement that
fits to their context as soon as
possible
FSCD
Regions
January 2018
onwards
January 2018
Achieved
Achieved
Issue
# Issue Action
Responsible
Party Deadline Status
arrangements vary at
federal and regional level.
(iii) Federal LICU provide better
technical support to regions
(iv) Experience sharing among
regions be conducted
(v) Strengthen coordination among
PSNP, NGO and other
programs/projects (CASCAPE,
PASIDP–II and others) by
establishing NGO collaboration
framework
LICU
LICU/FSCD
LICU/FSCD &
DPs
Quarterly Basis
April 2018
March 2018
Achieved/ongoing
• Staffs from FSCD provided field level
technical support in addition LICU organized
one-day workshop and discussed with regions
on issues related to the disaggregation of
logframe targets, review of the six months
performance report, refresh on the employment
pathway guidance noted and livelihoods
transfer rollout.
Achieved
• Experience sharing conducted with in a region
• Experiences of each region was shared during
the one-day workshop in Addis Ababa
Delayed/ongoing
• Concept note prepared and approved. • Preparation is underway and government
agreed to establish the PSNP-NGO platform
2
There has been limited
progress in
implementation of off-
farm and employment
pathways:
(i) Regions assess and identify the
potential for employment
opportunities
(ii) TVET’s ability to provide
tailored training to PSNP clients
be assessed
(iii) Institutional set up and
ownership of the off farm and
employment pathways be
assessed and reconsidered
Regions
LICU/FSCD
FSCD/RJOCFSS
April 2018
July 2018
July 2018
Achieved
• Discussed during federal workshop held on
March 2018
In process/ due to start according to the deadline
• Discussion is underway. In some regions (e.g.
SNNP) TVET started engaging in PSNP.
In process/ due to start according to the deadline
• Discussion is underway.
Issue
# Issue Action
Responsible
Party Deadline Status
(iv) The PSNP-4 midline survey
captures key questions on the
implementation of the off-farm
and employment pathway
LICU/FSCD
June 2018
On Progress
3 There is inadequate
compliance of livelihoods
business plans with the
Environmental and Social
Management Framework
(ESMF).
(i) Regularly monitor the
environmental profile, the ESMF
guidance note and to make sure
that the DAs are using the
guidance for IGA selection
(screening)
(ii) Put in place a verification
procedure (to make sure that
ESMF is rolled out in all
Woredas)
(iii) Conduct the joint PW and
Livelihoods planning and
implementation review
LICU
LICU
LICU/PWCU
February 2018
February 2018
March 2018
Delayed/Ongoing
• Official letter circulated to regions and training
given considering ESMF for pastoral regions
(including Oromia and SNNPR) by PWCU and
will continue to other regions
Delayed/ Ongoing
• ESMF training given to pastoral Regions
including Oromia and SNNP
• Technical support given to Oromia and Afar
regions
Delayed/ On Progress
• Expression of interest has been developed and
screening of consulting firms underway.
Output 5: Effective Management and Operational processes in place to manage the program
Output 5A: Financial management, Commodity Management, Procurement and Physical Resource Management
Financial Management
1 Repetitive budget revision
issues
Budget revision, if required, be done
once a year in January in line with
GoE’s budget revision procedures.
Furthermore, during budget
revisions, FSCD should consult with
relevant stakeholders and
communicate timely the revised
budget along with the basis for
revision to all stakeholders
FSCD
January 2018
(Ongoing)
Achieved
• Budget revised only once in EFY 2010 and
communicated to regions.
Issue
# Issue Action
Responsible
Party Deadline Status
2 Systemic Weakness in the
internal control
mechanism of the
programme
(i) To overcome repetitive
systemic internal control
weaknesses, MOFEC (COPCD)
arrange a meeting with the
Inspection Directorate and
International Financial
Institution Cooperation
Directorate at MOFEC to agree
on implementable actions to
ensure ERPSNP is reviewed by
internal audit at MOFEC. At the
lower levels, BOFEDs and
WOFEDs should ensure that the
internal auditors in their
respective offices are aware of
the new program’s features and
that ERPSNP is consistently
reviewed by the internal audit
(ii) MOFEC should write a letter to
all regional president’s office
(as per the MoU) and other
implementers to adequately
involve their respective internal
auditors in the review of the
program accounts at the
required level.
COPCD/MoFEC
MoFEC
February 2018
End of January
2018
Achieved
• Agreement and arrangements made with the
Inspection Directorate to audit ERPSNP.
Achieved
• A letter is written and communicated to all
regional governments.
3 Lack of predictable cash
resource release from
GOE and DPs.
FSCD prepare an annual
disbursement plan (both GoE &
DPs’ cash contribution) in April of
each fiscal year for the subsequent
Ethiopian fiscal year. The plan
should then be updated based on the
FSCD April or each
Fiscal Year
Ongoing
• Draft disbursement plan for EFY 2011 is
prepared but waiting decision on wage rate
increment to submit the final version.
Issue
# Issue Action
Responsible
Party Deadline Status
approved annual plan and budget.
The Mission noted that MOFEC will
exercise flexibility in their
disbursements for the PSNP if there
are delays in disbursement by the
DPs
4 Weak financial
management and
oversight in Afar region
evidenced by ineligible
expenditures in recent
audit findings.
MoFEC to discuss with Afar
regional officials on the findings of
the financial management reviews
conducted by the independent
consultants and agree time-bound
action plan to implement the
recommendations of the review
MoFEC
February 2018
Achieved
• MOFEC has visited the region and met with
regional and woreda officials to discuss on the
consultants’ findings and other FM challenges
in the region.
5 Risks on the physical
cash safeguard in Somali
and Afar regions
(i) MoFEC formally communicate
with CBE to resolve issues
regarding low cash holding limit
of woredas’ CBE branches and
possibilities of opening new
branches in Somali and Afar
regions
(ii) MOFEC obtain and review
supervision mission reports from
Afar region to ensure corrective
actions are taken on the overall
cash transfer system in the
region.
MoFEC
MoFEC
February 2018
When report is
submitted
Achieved
• A letter is written to CBE and expecting
response.
Achieved
Commodity Management
Issue
# Issue Action
Responsible
Party Deadline Status
1 Despite efforts in
previous years to improve
and strengthen the
commodity management
system of the GoE,
minimal improvement has
been noted so far
For the actions refer to the
Priority Strategic Issues # 3
above
Not Achieved, refer to the Aide Memoire Text
Paragraph # 33 for status.
Procurement and Physical Resource Management
1 Delays in procurement
implementation in EFY
2009 and delay in
response to procurement
audit findings.
(i) Establish an accountability
mechanism for the delays in
decision making and non-
performing procurement
activities as per the agreed
procurement rules and
procedures
(ii) Establish a procurement
performance reporting and
monitoring system from woreda
level to the federal level that is
linked to performance
monitoring indicators in the
logframe
(iii) Undertake a joint procurement
performance monitoring and
support mission on a quarterly
basis from federal to regions and
to woreda levels
(iv) Assign qualified and dedicated
procurement staff at the woreda
level
MoANR
Regions with
support of FSCD
FSCD/CMLFD
Regions with close
support from
FSCD/MoFEC
February 2018
Onwards
End of January
2018
On Quarterly
Basis
February 2018
Delayed/Pending
Achieved
• Quarterly procurement performance reporting
format is prepared and shared with the
Implementing Agencies (IAs)
Partially achieved
• Joint support provided to sample Woredas from
Afar and Oromia regions.
Partially Achieved
• Woreda procurement staff are assigned in all
regions except SNNP region.
Issue
# Issue Action
Responsible
Party Deadline Status
(v) Provide continuous and
structured training to the
decision makers, tender
committee members and the
procurement staff at all levels
(vi) Strengthen the internal audit
section of the implementing
agencies and engage to follow up
the actions to be taken by each of
the implementing agencies
(vii) MoFEC and regional finance
bureaus follow up and monitor
the actions taken on the
procurement audit findings in a
timely manner
(viii) Timely submission and
approval of Procurement Plan
(PP)
MoANR
Implementing
Agencies
(MoANR and
MoFEC for follow
up, monitor and
ensure the actions
are taken)
MoFEC and
regional finance
bureaus
FSCD/CMLFD
February 2018
On Quarterly
Basis
On Quarterly
Basis
Every Year in
July the draft
PP and the final
PP immediately
after the
approval of the
annual Plan and
Budget
Achieved
• Training has been provided to 316 participants
selected from MoANR, NDRMC, Public
Procurement and Property Disposal Service
(PPPDS) Afar and Oromia region IA.
Ongoing
Ongoing
Achieved, Ongoing
2
Weak physical asset
management system for
PSNP at all levels as a
key challenge to properly
(i) Implement the short and
medium-term recommendations
provided in the PSNP Fixed
Asset Assessment Report (2016)
MoANR/BoA/WoF
EC
Continuous
In process
• Registration of physical assets started at federal
and region level
Issue
# Issue Action
Responsible
Party Deadline Status
manage the project
physical assets.
(ii) Assign responsibilities of
following up and monitoring the
program’s physical assets by the
PSNP procurement officers at
federal, regional and woreda
levels jointly with the property
administration team in each
institution
(iii) Provide training to all involved
on proper physical resource
management
(iv) Apply GOFAMM provisions to
the PSNP physical resources.
CMLFD/Procurem
ent Officer
FSCD & TASC
CMLFD / Regional
FS & DPCO
February 2018
February 2018
May 2018
Not achieved
Achieved
• Physical asset management training provided
to federal (MoANR property administration)
and regional staffs
In process
Output 5B: Programme Management and Capacity Development (CD)
1 Staff turnover (i) Salaries and other benefit
packages within, and with other
flagship programmes be
harmonized; and
(ii) Approve the PW staffing
structure developed by
PWCU/NRMD
MoANR
NRM Sector
February 20118
February 2018
Delayed, ongoing
• A review team composed of directors and
experts from HR AGP, PSNP, and SLMP,
travelled to regions to conduct assessment and
submit recommendation actions to harmonize
salaries and benefit packages.
Delayed, ongoing
• Staffing structure summited to RJoCFSS for
approval and
• Included in the PIM
2 Capacity Development
(i) Release the capacity
development budget according
to the EFY 2010 CD plan to all
the regions by January 2018.
FSCD
January 2018
Achieved
• The budget has released to regions/woredas as
per the approved prioritised CD plan
Issue
# Issue Action
Responsible
Party Deadline Status
This should include at federal
level the approval of PW training
budget allocation on prioritized
training activities as per the
annual plans from the regions to
strengthen ESMF compliance
and monitoring, and remaining
capacity development budget for
livelihoods
(ii) LICU to assess the effectiveness
of the conditionality of the
livelihoods capacity
development budget to inform
future decisions by March 2018
LICU/FSCD
March 2018
Achieved
• As of March 2018, regions have dispersed 75%
of the planned loanable fund for crop and
livestock and 23% of the planned loanable fund
for off-farm pathways. Imply compliance to the
conditionality is fairly achieved.
ANNEX 4: ACTION PLAN FROM THE JUNE 2018 JRIS MISSSION
Issue
# Issue Action Responsible Party Deadline Status
Action Plan for the Priority Strategic Issues
1 Core elements of the program are
not meeting the agreed program
performance standards
Timeliness of transfers continues
to fail to meet the required
program standards.
Food and cash transfers did not
meet the performance
benchmarks agreed for EFY 2010
i) Improve timeliness of transfers on an
urgent basis.
ii) Provide evidence based solution to the
bottlenecks of timely transfers to
improve timeliness of payments.
iii) System of Goods issue notes and Goods
release notes should be introduced at the
woreda level to improve the system of
filing and documentation
FSCD/MoFEC, Somali
region BoFEC/DPPFSB
FSCD/MoFEC
FSCD/MoFEC
On-going. September
30, 2018 and
December 31, 2018
August 31, 2018
onwards.
September30, 2018.
2 The purchasing power of cash
transfers to beneficiaries
decreased
i) Finalize regional consultation processes
ii) Submit the newly amended transfer
value proposal to DPs.
FSCD
FSCD
July 20, 2018
July30,2018
Issue
# Issue Action Responsible Party Deadline Status
3 Continuous weaknesses in food
management
i) Revise/update the action plan and
communicated to DPs.
ii) Regularly provide updates on the
progress to the DPs.
iii) Show significant improvement on
commodity management system to get
financial support from DPs for the
purchase of food grain.
iv) Fully operationalized and staffed CMU.
FSCD/MoFEC/NDRMC
FSCD/NDRMC/MoFEC
NDRMC/MoALR
NDRMC/RJOCFSS
August 7, 2018
Every two months
starting from August
2018 Onwards
On going
September 30, 2018
Limited progress on Social
ProtectionSystems Strengthening
• The progress on system
strengthening activities has
been slow
Procurement of MIS development
has not been completed
Program monitoring and
reporting system also remain
weak
i) Data collection for beneficiary
household registry should be start in
EFY 2011
ii) Immediate completion of MIS
development procurement process.
iii) Provide training to regions on MER to
improve program monitoring and
reporting
FSCD/Procurement and
Property Administration
Directorate/ CMLFD
FSCD/CMLFD
FSCD/CMLFD
Starting from August,
(2011 EFY)
August 30, 2018
September 30,2018
5
Providing Effective Safety Net
Support to People in Afar and
Somali regions
Continued leadership both at federal and
regional level is required for continued
prioritization of program implementation
most importantly in Afar and Somali
regions
FSCD, Afar and Somali
region bureau of DPP&FS
On going
Issue
# Issue Action Responsible Party Deadline Status
i) Federal FSCD & NDRMC should
provide technical support and training to
Afar and Somali regions to improve
Retargeting, timeliness, and
predictability of payments, Environment
Social Management Framework (ESMF)
compliance for PW projects and
increased capacity at woreda and kebele
level to ensure improvements in
implementation.
ii) FSCD should provide continuous
technical support and training to increase
capacity at Woreda and kebele level to
ensure improvements in implementation.
FSCD/NDRMC/NRMD
FSCD
Ongoing
On going
PRIORITY ISSUES FOR PSNP-4 IMPLEMENTATION
Output 1. Prioritized Instruments and Tools in Place to Support an Effective System for Social Protection and Disaster Risk Management
1
Slow progress was observed in
implementation of Household
Economy Analysis (HEA)
Delay in social protection systems
including MIS and PSNP
beneficiary household registry.
i) Apply HEA tool to realize evidence
based graduation.
ii) 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.
FSCD/ CMLFD
FSCD/CMLFD/MoLSA
FSCD/CMLFD
Starting from August
2018 (2011 EFY)
August 30, 2018
(2011 EFY)
July 2011 EFY
onwards
2 Low quality of monitoring and
reporting
i) Cascade and sensitize regions and
Woredas on findings of monitoring and
reporting assessment.
FSCD
1st quarter of EFY
2011.
Issue
# Issue Action Responsible Party Deadline Status
ii) Revise the data collection and reporting
templates.
iii) Prepare the necessary guidance notes on
how to fill the templates and
communicate to DPs
iv) Submit quality semi-annual reports as
per the agreed log frame indicators.
FSCD
FSCD
FSCD
1St quarter of 2011
EFY.
September 30, 2018
(2011 EFY)
Every six months
3
GoE prepared PIM addendum as
interim action to address the legal
covenant under RPSNP
Finalize the revised PIM before the
November 2018 JRIS Mission.
FSCD Before November
2018 JRIS mission.
4 Strengthen PSNP – HRD linkage
to improve coordination challenge
i) Clarify roles and responsibilities’ division
of regions.
ii) Admin budget allocation for HRDP
NDRMC/FSCU/Regions
NDRMC/RJOCFSS
Before November
2018 JRIS mission
August 30, 2018 (2011
EFY)
Issue
# Issue Action Responsible Party Deadline Status
Output 2. Appropriate, Timely and Accessible Transfers Received by Male and Female Clients
1 Target for the timeliness of
transfers was not met as per the
performance standard
i) Complete retargeting before end of July
of each year
ii) Revise the cash disbursement schedule
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)
iii) Reemphasize implementation of the
“transfer schedule” stated in the Program
Implementation Manual (PIM) and
tighten accountability mechanisms;
iv) Fully operationalize the CMU to address
problems in the overall food
management
v) Strengthen the capacity of Woreda
Information Centre (WIC) and Regional
Information Centre (RIC) so they would
be able to prepare consistent and
accurate reporting
vi) Strengthen the capacity of the
FSTFs/TCs at the Woreda level
vii) Follow up the implementation of
MoFEC’s request sent to Commercial
Bank of Ethiopia (CBE) to open up
Regional DPP&FS
FSCD
FSCD
NDRMC/MoALR
FSCD/NRMD/MoLSA
Regions
MoFEC
Before end of July
each year
As per the plan
As per the newly
revised plan
September 30,2018
September 30,2018
August 2018 onwards
August 2018
Issue
# Issue Action Responsible Party Deadline Status
additional bank branches (in Somali
and Afar) and increase cash liquidity
viii) Explore the possibility of increasing the
cash holding capacity of government
and MFI cashiers.
ix) Information tracking system should be
in place to devise timely mitigation
measures at all levels.
Regions
MoFEC
August 30,2018
August 2018 onwards
2 Problem with E-payment i) Exploring possibility of involving other
e-payment service providers to allow
better competition and improved
services.
ii) Strengthen coordination among E-
Payment key stakeholders
iii) Ensure that selection of Woredas
follows and adheres to the set selection
criteria going forward
MoFEC
MoFEC
MoFEC/BoFEC
August 2018
On going
Ongoing.
August,2018 onwards
Issue
# Issue Action Responsible Party Deadline Status
Output 3. Sustainable Community Assets Built Up and Access to Social Services Enhanced
1
Quality of some subprojects, such
as SWC & water, are not up to the
required level of standard mainly
in Somali and Afar regions
The extended PW monitoring
system is not functioning as per
the requirement
i) Provide technical support to the regions to
improve quality of some PW’s sub
projects to reach in to the required
standard level. Technical support need to
be tailored to suit a particular agro-
ecological zone or cluster. There should
be a continued intensive emphasis on
frontline staff skill development
ii) Improve the M&E system of the PW’s
activities.
NRMD/PWCU
NRMD/PWCU
Before end of
December 2018
Before end of
December,2018
2 In pastoral regions, the absence of
PSNP GSD and Nutrition
mainstreaming training material
or guideline 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.
i) Design pastoral specific
guideline/material
ii) Expedite the process to train the
implementers before the next round of
PW commenced.
iii) Finalize the budget transfer modality as
soon as possible.
iv) Start the ToT trainings at the regional
level
v) Utilize the budget by the end of
December 2018
MoALR/NRMD
NRMD/PWCU
FSCD
FSCD/PWCU
FSCD
Before December
2018
Before December
2018
July 2018
September/October
2018
Before
December,2018
Issue
# Issue Action Responsible Party Deadline Status
Output 4. Clients’ Livelihood Opportunities Facilitated Through Three Pathways: Crop and Livestock, Off-Farm Income Generation, and Employment
1 Slow progress in implementation
of off-farm and employment
pathways is persisting
The November - December 2017 JRIS
agreed actions should be properly
implemented immediately.
Regions and FSCD Before November
2018 JRIS mission
2
The need for a system of annual
adjustment for the livelihoods
grant transfer value
i) The livelihood grant transfer amount
should be equivalent to $200 per
household based on the exchange rate at
July 8, of the new fiscal year
ii) Ensure NGOs interventions applied and
adhere to the livelihoods guidance note.
FSCD/NGO’s
FSCD/NGO’s
Every year by July 8
Every year starting
from 2011 EFY
3 Livelihoods Impact Evaluation-
the need for strong adherence to
the design and implementation of
the RCT (Randomised Control
Trial), The understanding on the
impact evaluation design & the
implication of the randomized
control treatment was not
consistence across regions.
i) Facilitate and monitor the implementation
of the RCT as designed by the consultant
ii) Control kebeles will be selected via a
public lottery to ensure that there is
transparency and fairness in the process.
iii) The consultant (IFPRI) should 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.
LICU/Regions
Regions
FSCD/LICU/IFPRI
Ongoing. Start on
August 2018
By mid -September
2018
Ongoing by mid-
September 2018
4 Inadequate ESMF compliance of
livelihoods interventions
i) Fully implement the November-
December 2017 JRIS agreed action.
ii) Provide training on ESMF for the staffs
working on livelihood.
FSCD/PWCU/LICU
FSCD/PWCU/LICU
Ongoing by mid-
September 2018
Ongoing by mid-
September 2018
Issue
# Issue Action Responsible Party Deadline Status
Output 5. Effective Management and Operational Processes in Place to Manage the Programme
Procurement issue
1 Delays in procurement are a
major challenge at federal level.
(PSNP-MIS, PW’s mapped data
base, PW’S baseline survey,
Independent procurement audit)
i) The procurement activities should be
carried out in accordance with the
roadmap provided in STEP.
ii) The procurement plans of all Woredas
should be submitted and approved
through STEP.
FSCD/CMLFD/Regions
FSCD/CMLFD/Regions
On-going
On-going
Commodity Management
1
Lack of improvement in the
commodity management system
of the GoE
No major progress has been made
in terms of ensuring the full
functionality of the CMU
i) Finalize updating of the commodity
management action plan.
ii) Submit to the DPs the Action Plan
developed to ensure robust food
management system with the
establishment and operationalization of
the CMU in NDRMC.
iii) The management team should ensure
that the actions set are implemented and
status report to be communicated to DPs.
iv) Give clear instruction to the CMU staffs
regarding monitoring and reporting and,
accountability.
v) Allocate the necessary resources to make
CMU fully functional
CMU and NDRMC
RJOCFSS/NDRMC
NDRMC/MoALR
MoFEC
MoALR/NDRMC/MoFEC
August 7 ,2018
September 30, 2018.
Every two months
August,2018
August 30,2018
Issue
# Issue Action Responsible Party Deadline Status
Capacity Development
1 Weak monitoring and Reporting
in all out puts
i) 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 from the Woreda- level
monitoring and reporting assessment.
iii) Revise the data collection templates and
reporting formats and provide tailored
report writing training to the Woreda and
regional monitoring staff
iv) Technical Assistance to Strengthen
Capacity Development (TASC) to
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
v) Provide training for WIC/RIC/FIC staff
on monitoring and reporting
vi) PIM awareness for woreda leaders-
managers involving updating,
production, distribution and use of user
friendly PIM Guidance Note
FSCD
FSCD
FSCD
TASC
FIC/RIC
Regions
July 2018
September 2018
September 2018
September 2018.
October 2018
October 2018
Issue
# Issue Action Responsible Party Deadline Status
vii) E-payment training and job embedded
support to zonal implementation agencies
viii) Provide support to FSTF/TC’s to
strengthening their capacity.
ix) Develop institutional capacity
(personnel, logistic) for new split zones
and woredas
x) Develop standard PSNP contract staff
management guideline. (recruitment, job
description, performance, evaluation,
handover, etc.
xi) Support the targeting and re-targeting in
Afar and Somali regions
xii) Public Works Coordination Unit
(PWCU) to provide tailored training to
Afar and Somali region staff and ensure
that the training is cascaded to frontline
implementers and undertake
supervision/support mission to these
regions at least every quarter
xiii) NRMD should write a letter to the
regions stating urgency of the training
and cascading to the frontline
implementers. Subsequently, the PWCU
should provide further training on the
format.
BoFEC
FSCD/MoLSA/MoFEC
FSCD/TASC
FSCD/MoFEC/TASC
FSCD/MoLSA
NRMD/PWCU
NRMD/PWCU
TASC
October 2018
On going
Ongoing
September 30,2018
Every Year
On going
September 2018
August 2018
Issue
# Issue Action Responsible Party Deadline Status
xiv) TASC to support the government in
developing ESMF training materials for
public works.
xv) LICUto provide specific and tailored
training to livelihoods staff, particularly
those working on agri-business.
LICU
October,2018
ANNEX 5: REPORT ON THE PSNP-4 RESULTS FRAMEWORK INDICATORS
PSNP IV IMPLEMENTATION STATUS REPORT (ISR) RF
INDICATOR TRACKING SHEET
Reported as of August 28, 2018
30-Jun-18
Numerator Denominator Percentage Absolute Value
(Y/N, absolute
number, days, etc)
1 DIRECT PROJECT BENEFICIARIES 7,997,218
% OF FEMALE BENEFICIARIES 51.4
RAW DATA
SOURCES:
2010 EFY
9-month
report
COMMENTS
2 BENEFICIARIES OF SOCIAL SAFETY NET PROGRAMS (Number,
Corporate)
RAW DATA
SOURCES:
COMMENTS
3 BENEFICIARIES OF SAFETY NET PROGRAMS (Other cash transfer
programs - number, breakdown) 7,997,218
RAW DATA
SOURCES:
COMMENTS
4 BENEFICIARIES OF SAFETY NET PROGRAMS - FEMALE (Number) 4,113,060
RAW DATA
SOURCES:
EFY 2010 AWP
COMMENTS
PSNP IV IMPLEMENTATION STATUS REPORT (ISR) RF
INDICATOR TRACKING SHEET
Reported as of August 28, 2018
30-Jun-18
Numerator Denominator Percentage Absolute Value
(Y/N, absolute
number, days, etc)
5 AVERAGE # OF MONTHS HOUSEHOLD FOOD INSECURITY 2.425
RAW DATA
SOURCES:
IFPRI
Baseline
2016
COMMENTS According to IFPRI Baseline data 2016: Highlands report on
average 2.5 months gap on page 50. For lowlands, 2.35
months food gap (page 49). Total average = 2.425 months
6 % INCREASE IN AVERAGE VALUE OF HH ASSETS 0 0
RAW DATA
SOURCES:
COMMENTS Available after 2018 midline
7 % OF CLIENTS WHO RECEIVE COMMUNITY BASED NUTRITION
COUNSELLING 68%
RAW DATA
SOURCES:
PWLH Review Report EFY
2010 (2017) COMMENTS Proxy Indicator :% of PLW in PSNP Households
Participating in Community-Based Nutrition (CBN)
This is a weighted average on highland average 95% and
lowland average of 41% = 68%.
8 IMPROVED EARLY WARNING TRIGGERS AND RESPONSE
MECHANISMS AGREED AND FUNCTIONAL NO
RAW DATA SOURCES:
COMMENTS
9 % OF PSNP WOREDAS WHERE MIS AND SINGLE REGISTRY IS
OPERATIONAL 0
PSNP IV IMPLEMENTATION STATUS REPORT (ISR) RF
INDICATOR TRACKING SHEET
Reported as of August 28, 2018
30-Jun-18
Numerator Denominator Percentage Absolute Value
(Y/N, absolute
number, days, etc)
RAW DATA
SOURCES:
COMMENTS
10 TIME TAKEN FROM ISSUING A DROUGHT WARNING TO
IDENTIFYING AND AGREEING NUMBER OF PEOPLE IN NEED 100 days
RAW DATA
SOURCES:
Discussion with
NDRMC COMMENTS The time taken to issue a drought warning and agree on
number of clients is estimated to be 110 days for in-kind
(food) and 90 days for cash, hence on average it was estimated
to be 100 days.
11 % OF KEBELES WHERE POVERTY INDEX IS USED TO
COMPLEMENT COMMUNITY TARGETING 0
RAW DATA
SOURCES:
COMMENTS
12 % OF CLIENTS REPORTING THAT THEY CAN PROVIDE
ADEQUATE MEALS FOR THEIR FAMILY FOR 12 MONTHS/ YEAR -
DISAG BY SEX
35
RAW DATA
SOURCES:
Impact Evaluation IFPRI
Baseline
2016
COMMENTS Highlands report, Figure 2.2 (pg 53) reports 29.5% of PSNP
clients provide adequate meals for 12 months, and lowlands
Table 2.2 (page 52)
PSNP IV IMPLEMENTATION STATUS REPORT (ISR) RF
INDICATOR TRACKING SHEET
Reported as of August 28, 2018
30-Jun-18
Numerator Denominator Percentage Absolute Value
(Y/N, absolute
number, days, etc)
13 % OF CLIENTS RECEIVING REGULAR PAYMENTS WITHIN THE
AGREED TIME FRAME (20 DAYS FOR CASH AND 30 DAYS FOR
FOOD)
28.5%
CASH 40%
RAW DATA
SOURCES:
FIC
Report
COMMENTS
This is based on 9 months between July 2017- March 2018
FOOD 17%
RAW DATA
SOURCES:
FIC
Report
COMMENTS For food 17% is only for 3 months from January to March,
because most regions transfer started from January, except for
Somali and partially Oromiya started from July, but at that
time there was instability in the region which is why payments
did not start on time
14 % OF TRANSFERS RECEIVED THAT HAS A VALUE OF AT LEAST
15KG OF CEREALS AND 4KGS OF PULSES OR CASH EQUIVALENT 0%
RAW DATA
SOURCES:
CSA CPI
Data
COMMENTS Based on FIC analysis of CSA CPI 2018 data, the existing
wage rate can purchase only 11.5 kg of cereals on average,
therefore no regions can purchase the full 15kg on this existing
wage rate (The existing wage rate can purchase on average
76.7% of the 15kg)
PSNP IV IMPLEMENTATION STATUS REPORT (ISR) RF
INDICATOR TRACKING SHEET
Reported as of August 28, 2018
30-Jun-18
Numerator Denominator Percentage Absolute Value
(Y/N, absolute
number, days, etc)
15 % OF CLIENTS RECEIVING CONTINGENCY RESOURCES WITHIN 60
DAYS OF IDENTIFICATION OF NEED 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. This
only considers the cash contingency resources. Does not
include food
16 % OF CLIENTS THAT FEEL PW SUB-PROJECTS REFLECT THEIR
NEEDS 0
RAW DATA
SOURCES:
COMMENTS Will be
reported in
2018
midline
17 % OF PW SUB-PROJECTS SELECTED AND IMPLEMENTED
FOLLOWING GOE'S COMMUNITY BASED PARTICIPATORY
WATERSHED MANAGEMENT GUIDELINES OR RANGELAND
MANAGEMENT GUIDELINES
77.50%
RAW DATA
SOURCES:
PWLH Review Report EFY 2010
(2017)
PSNP IV IMPLEMENTATION STATUS REPORT (ISR) RF
INDICATOR TRACKING SHEET
Reported as of August 28, 2018
30-Jun-18
Numerator Denominator Percentage Absolute Value
(Y/N, absolute
number, days, etc)
COMMENTS Based on the PWLH Review Report, Figure 6: Application of
CBWDG and PAPWG at the minimum PW
18 % OF CLIENT HOUSEHOLDS REPORTING THAT THEIR
LIVELIHOOD HAS BENEFITTED FROM PW CREATED ASSETS 0
RAW DATA
SOURCES:
COMMENTS Will be available after midline survey evaluation in Sept 2018
19 % OF PSNP HHS REPORTING NEW INCOME SOURCE AS A RESULT
OF PROGRAM SUPPORT - DISAG BY SEX 0
RAW DATA
SOURCES:
COMMENTS
20 % OF HH THAT SAVE REGULARLY 885,375 1,135,065 78.0%
RAW DATA
SOURCES:
COMMENTS EFY 2010 Annual Report based on savings through MFIs
RUSSACOS and VSLA only. Note that during the MTR, it
was agreed that PSNP clients may have accounts in more than
one financial institution, by tracking savings through each of
these accounts may result in double counting. It was agreed to
revise the indicator in the log-frame to track RUSACCO's
only, in which case, the performance trend retroactively would
be as follows: EFY 2008: 497417 (43.8%); EFY 2009:
517,919 (45.6%); EFY 2010: 650,266 (57.3%)
PSNP IV IMPLEMENTATION STATUS REPORT (ISR) RF
INDICATOR TRACKING SHEET
Reported as of August 28, 2018
30-Jun-18
Numerator Denominator Percentage Absolute Value
(Y/N, absolute
number, days, etc)
21 % OF CLIENTS WITH BUSINESS PLANS DEVELOPED
494,534.00
1135065 43.57%
RAW DATA
SOURCES:
Annual
Report
COMMENTS
22 % OF CLIENT HHS RECEIVING LIVELIHOOD TRANSFERS 26,059.00
1,135,065.00
2.30%
RAW DATA
SOURCES:
COMMENTS 17,670 clients received the transfer in Oromiya, SNNPR,
Tigray, Amhara and Harare in 33 woredas (Dire Dawa is
delayed due to political instability)
23 % OF CLIENTS RECEIVING EMPLOYMENT RELATED SKILLS
TRAINING 93950 1135065 8.3%
RAW DATA
SOURCES:
PSNP IV IMPLEMENTATION STATUS REPORT (ISR) RF
INDICATOR TRACKING SHEET
Reported as of August 28, 2018
30-Jun-18
Numerator Denominator Percentage Absolute Value
(Y/N, absolute
number, days, etc)
COMMENTS The decline in this indicator is because an error in how the
indicator was calculated in EFY 2008 was detected. In 2008,
the indicator was calculated using both off-farm (self-
employment) (49,293 clients) and the employment pathway
training (48,327 clients). In EFY 2009 and EFY 2010 Q1, only
employment pathway training figures were calculated with no
retroactive adjustment to exclude the off-farm training. If
retroactively adjusted, the performance of the indicator (taking
into consideration employment pathway training ONLY),
would be as follows: EFY 2008 =48327 (4.3%); EFY
2009(cum) =74,771 (6.6%); EFY 2010 (cum) =93,950 (8.3%).
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
Non Pastoral Pastoral
1. Biophysical Soil andWater Conservation (BSWC) 100 85
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
7
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.
8
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 .
9
..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
..
Thank You !
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