Fighting Hunger Worldwide Project Number: 200253 | Project Category: Country Programme Project Approval Date: November 17, 2011 | Planned Start Date: January 01, 2012 Actual Start Date: January 01, 2012 | Project End Date: June 30, 2017 Financial Closure Date: N/A Contact Info Sibi Lawson Marriott, Head of Programme [email protected]Country Director John Aylieff Further Information http://www.wfp.org/countries SPR Reading Guidance Country Programme Ethiopia (2012-2017) Standard Project Report 2016 World Food Programme in Ethiopia, Federal Democratic Republic of (ET)
Transcript
Fig
htin
g H
unge
r W
orld
wid
e Project Number: 200253 | Project Category: Country Programme
Project Approval Date: November 17, 2011 | Planned Start Date: January 01, 2012
Actual Start Date: January 01, 2012 | Project End Date: June 30, 2017
Financial Closure Date: N/A
Contact InfoSibi Lawson Marriott, Head of Programme
Ethiopia, Federal Democratic Republic of (ET) Country Programme - 200253
Table Of ContentsCountry Context and WFP Objectives
Country Context
Response of the Government and Strategic Coordination
Summary of WFP Operational Objectives
Country Resources and Results
Resources for Results
Achievements at Country Level
Supply Chain
Implementation of Evaluation Recommendations and Lessons Learned
Food Management Improvement Project
Project Objectives and Results
Project Objectives
Project Activities
Operational Partnerships
Performance Monitoring
Results/Outcomes
Progress Towards Gender Equality
Protection and Accountability to Affected Populations
Figures and Indicators
Data Notes
Overview of Project Beneficiary Information
Participants and Beneficiaries by Activity and Modality
Participants and Beneficiaries by Activity (excluding nutrition)
Project Indicators
Resource Inputs from Donors
Standard Project Report 2016
Ethiopia, Federal Democratic Republic of (ET) 3 Country Programme - 200253
Country Context and WFP Objectives
Country ContextOver the past seven years, Ethiopia has achieved high economic growth averaging 11 percent per annum andreduced extreme poverty from 60.5 to 30.7 percent, enabling it to eradicate extreme poverty and hunger rates byhalf, as was expected in Millennium Development Goal (MDG) 1.
Agriculture is one of the highest contributors to economic growth and contributes to 45 percent of Gross DomesticProduct (GDP). About 12 million smallholder farming households account for an estimated 95 percent of agriculturalproduction and 85 percent of all employment in Ethiopia. The government's medium term strategic frameworkGrowth and Transformation Plan (GTP II), promotes agricultural development to achieve food and nutrition securitywith the aim of building resilience and places emphasis on the production of high value crops and livestockproduction. The overarching objective GTP II is the realization of Ethiopia's vision of becoming a middle incomecountry by 2025.
Even though Ethiopia is one of the ten countries globally to have attained the largest absolute gains in its HumanDevelopment Index (HDI) over the last several years, it still ranks 174th out of 188 countries in the 2015 UNDPHuman Development Report. Given the bulk of the rural population derives its livelihood from agriculture andpoverty is by and large a rural phenomenon, the government is promoting agricultural growth as a major driver ofpoverty reduction in Ethiopia. The proportion of the population living below the national poverty line fell from 38.7percent in 2003/4 to 23.4 percent in 2015 [1] The proportion of the population living in poverty fell in both rural andurban areas. This progress shows that the country is on track to achieve the target of reducing income poverty byhalf.
Standard Project Report 2016
Ethiopia, Federal Democratic Republic of (ET) 4 Country Programme - 200253
In spite of this progress, many rural households find it impossible to survive without access to seasonal wageemployment or assistance from the National Productive Safety Net and related social protection programs. Some 25million Ethiopians remain in poverty and live just above the poverty line, making them vulnerable to seasonalclimatic shocks and food insecurity.
Climate shocks are the principal reason for chronic poverty and food insecurity at the household level in Ethiopia.The International Food Policy Research Institute's 2016 Global Hunger Index scores Ethiopia at 33.4, a slightdecline from the previous scoring of 33.9. This is still 'serious'- in spite of the impressive gains the country hasaccomplished from the MDG perspective. The 2016 Ethiopia Demographic Health Survey (EDHS) indicated that thenational prevalence of wasting was 9.9 percent, stunting was 38.4 percent and underweight was 23.6.
Overall, more than half of children 6-59 months (56 percent) suffered from some degree of anaemia: 25 percentwere mildly anaemic, 28 percent were moderately anaemic, and 3 percent were severely anaemic. About one-fourthof women age 15-49 (23 percent) are anaemic. The majority are mildly anaemic (17 percent), 5 percent aremoderately anaemic, and less than 1 percent are severely anaemic. The 2012 Cost of Hunger Study indicates thatstunted children achieve 1.1 years less in school education and the annual costs associated with child undernutrition are estimated at Ethiopian birr (ETB) 55.5 billion, equivalent to 16.5 percent of GDP.
The national adult HIV prevalence declined remarkably from 5.3 percent in 2003 to 1.5 percent in 2011. In 2015, theprojected national adult HIV prevalence was estimated at 1.2 percent, with geographical and gender variations.Marked variation in urban rural prevalence is also reported in the 2011 EDHS with urban areas showing a sevenfold higher HIV prevalence compared to rural areas (4.2 percent versus 0.6 percent). HIV prevalence wasdisproportionately higher among urban females (4 percent) compared to urban men (2.4 percent).
In Ethiopia, gender inequality remains a significant concern. Women and girls are strongly disadvantaged comparedto boys and men, in literacy, health, livelihoods and basic human rights (UN Women 2013). Ethiopia has a GenderInequality Index of 129 out of 155 countries, whereas neighboring Uganda ranks 122 and Burundi 109 (UNDP HDIReport 2016). Moreover, gender inequality is deeply rooted in the patriarchal society where women are structurallydisempowered. This is reflected in many development indicators. For instance, Ethiopia entered the twenty-firstcentury with extremely low maternal and reproductive health indicators. Moreover, 70 percent of the women haveencountered gender based violence.
Compounding this situation was the 2015/16 El Nino induced drought, the worst in 50 years, which was broughtabout by failed belg (spring harvest) and meher (main harvest) rains. As a result, over 10 million people abovethose targeted under the Productive Safety Net (PSNP) were considered food insecure. Whereas the 2010-2011Horn of Africa drought affected lowland areas, the 2015/16 drought also affected the highlands, where populationdensities are high and households depend on rain-fed agriculture, livestock and seasonal wage labour. Emergencyfood and nutrition assistance needs rose sharply in late 2015 and remained at fairly high levels throughout 2016.
2016 began with 10.2 million people in need of humanitarian assistance. There was a slight decline in the mid-yearreview of the government's official Humanitarian Requirements Document (HRD) which indicated that 9.7 millionpeople were in need of emergency food assistance. Of this number, WFP and the National Disaster RiskManagement Commission (NDRMC) were responsible for 7.1 million while 2.6 million were assisted through JointEmergency Operation Plan (JEOP), implemented by a consortium of US international NGOs. Some 2.36 millionwomen and children required treatment for moderate acute malnutrition (MAM). With close to 20 percent ofEthiopia's population affected overall, the scale of the humanitarian emergency in Ethiopia has been significant.Though the last meher season rainfall situation has improved harvest prospects, there is still a need for emergencyassistance in parts of the country as a result of the failure of seasonal rains and emergency humanitarianassistance may be required well into 2017.
Ranked 126th out of 160 countries in the Logistics Performance Index (WB, 2016) the logistics infrastructure andseasonal variations still poses a significant challenge for the access to the affected populations and efficient supplychain operation in the country. Due to long distances, poor infrastructure in some parts of the country and insecurityespecially in the Somali Region, surface transport is rendered unfeasible making air transport critical to timelydelivery of aid to beneficiaries. Existing commercial air operators do not serve some of the critical programmeimplementations locations.
Ethiopia hosts the second largest refugee population within east and central Africa. Over 780,000 officiallyregistered refugees from South Sudan, Somalia, Sudan, Eritrea and Kenya now reside in 26 camps located in thefive regional states of Afar, Benishangul-Gumuz, Gambella, Somali and Tigray. The resurgence of conflict in SouthSudan in July 2016 saw the arrival of over 30,000 new refugees in the Gambella Region in Ethiopia.
[1] Federal Democratic Republic of Ethiopia: Growth and Transformation Plan II (GTP II) (2015/16-2019/20) Page 6
Standard Project Report 2016
Ethiopia, Federal Democratic Republic of (ET) 5 Country Programme - 200253
Response of the Government and Strategic CoordinationThe Government of Ethiopia has taken a progressively greater leadership role in shaping how the country combatsfood insecurity, malnutrition and the negative effects of climate change. The outcome has been a series ofGovernment Flagship Programmes (GFPs), against which all international actors including WFP, have aligned theirfinancial and technical support. The most prominent of these government flagship programmes include:
• Productive Safety Net Programme• Humanitarian Requirements Document• National Nutrition Programme• Seqota Declaration to end child malnutrition by 2030• Health Sector Transformation Plan that addresses HIV/AIDs• Home Grown School Feeding Programme• Education Sector Development Programme• Sustainable Land Management Programme• The related Sustainable Land Management Programme for Food Insecure and Pastoral Areas• Ethiopia's Climate-Resilient Green Economy Strategy
Each of these programmes are intended to address a specific aspect of food insecurity, malnutrition and/or climatechange. Each is led by a government entity, responsible for the implementation of its respective flagshipprogrammes at federal, regional and community (woreda) level.
WFP's role in Ethiopia is to support government policies, programmes and systems that address the multipledimensions of chronic hunger and undernutrition among the most vulnerable segments of the population andrefugees hosted in different parts of the country. Interventions are aligned with the United Nations DevelopmentAssistance Framework 2016-2020, which represents the strategic response of the UN Country Team to the nationaldevelopment priorities articulated in the second Growth and Transformation Plan.
Since the onset of the El Nino drought, the government has played a strong coordination role by strengtheningdifferent platforms and mechanisms, including organizing weekly national and regional prioritization meetings thatlook at the overall resource allocations, engaging in district dispatch prioritization, monitoring nutritional and foodmovement performance indicators and delivery and distribution figures. Through its strong leadership, thegovernment avoided a major humanitarian crisis through decades of investments in stronger national systems andwith determined support from the international community, including WFP. As the lead agency of the LogisticsCluster, WFP supported the government-led response to the El Niño drought in Ethiopia. The National Disaster RiskManagement Commission (NDRMC) in partnership with WFP, identified logistics gaps and bottlenecks in deliveringlife-saving assistance to drought-affected populations. The Logistics Cluster then proposed a set of mitigatingmeasures and over the course of 2016, has worked to augment the logistics coordination and informationmanagement capacity of NDRMC and other humanitarian actors in response to the immense needs arising as aresult of the worst drought in 50 years.
Summary of WFP Operational ObjectivesIn 2016, WFP played a critical role in Ethiopia by a) providing support to the government to strengthen nationalsystems, and b) promoting innovative and more effective approaches to improving food security and buildingresilience. Over the course of 2016, WFP contributed to the improvement of the supply chain, strategic food reserveand transport systems in Ethiopia and provided critical logistics support to South Sudan. In 2016, WFP procuredfood commodities from cooperative unions that were made available as stock for purchase under the GlobalCommodity Management Facility (CGMF) by Ethiopia, Somalia and South Sudan
PRRO 200712 (2015 – 2018), approved budget USD 1.4 billion, addressed food insecurity and malnutritionamong people living in disaster-prone areas. The PRRO provided short-term food assistance for households inperiods of acute emergency stress and addressed moderate acute malnutrition among children under 5 andpregnant and lactating women (PLW). Through the Productive Safety Net Programme, WFP supported thegovernment in its efforts to transition from relief assistance to a structured and predictable safety net to reduce theimpact of shocks and build resilience. The PRRO also addressed chronic malnutrition and stunting among childrenunder two and PLW.
PRRO 200700 (2015 – 2018) approved budget USD 487.3 million, contributed to meeting the basic nutritionalneeds of refugees through the distribution of food assistance and the expansion of cash distributions. It reducedacute malnutrition in children, and PLW through the provision of specialized nutritious foods. The PRRO alsocontributed to stabilizing school enrolment of refugee girls and boys in WFP-assisted schools and increasedlivelihood and environmental opportunities for refugees and host communities in fragile transition situations.
Standard Project Report 2016
Ethiopia, Federal Democratic Republic of (ET) 6 Country Programme - 200253
Country Programme 200253 (2012 – 2016) approved budget USD 333 million, assisted the government to buildits disaster risk and natural resource management capacity, including supporting community-based watersheddevelopment under Managing Environment Resources to Enable Transitions to More Sustainable Livelihoods(MERET) in the first half of the year. The Country Programme also supported school meals in selected primaryschools; enabled access to HIV care, treatment and support in urban areas; and promoted the development ofagricultural markets and livelihoods. It also promoted food marketing and rural livelihood strategies, especially forwomen. In addition to this, WFP implemented an insurance scheme through the R4 Rural Resilience InitiativeProgramme as a disaster risk management approach in the Tigray and Amhara regions. This improved naturalresource management (community risk reduction), provided access to micro credit ("prudent" risk taking) providedinsurance coverage (risk transfer), and increased savings (risk reserves).
Special Operation 200358 (2012 – 2017) approved budget USD 31.4 million, enhanced efficiencies of supplychains in the Horn of Africa and augmented regional humanitarian response capabilities. It strengthened logisticssystems and capacities in the Djibouti Port and helped to improve lead times for the delivery of commodities.Although the budget for the entire operation cycle is over 31 million, the figure of 7.2 million refers for the share ofthe 2016 budget.
Special Operation 200711 (2015 – 2016) approved budget USD 8 million, provided safe, effective and efficienthumanitarian air services in Ethiopia. It provided access to project implementation sites for NGOs, United Nationsagencies, donor organizations and diplomatic missions and transported light cargo, such as medical supplies, highenergy foods, and information and communication technology (ICT) equipment. The special operation also providedtimely medical and security evacuations for humanitarian staff and is linked directly to WFP Strategic Objective 1,which is to save lives and protect livelihoods in emergencies. Although the budget for the entire operation cycle isover 18 million, the figure of 9 million refers for the share of the 2016 budget.
Special Operation 200752 (2014 – 2016) approved budget USD 6.3 million, entailed the construction of GeeldohBridge to enhance efficiencies in the supply of food aid for Salahad and Lagahida by reducing transport cost anddelivery time, and opening a neglected area for further assistance by improving accessibility. Although the budgetfor the entire operation cycle is over 6 million, the figure of 1.3 million refers for the share of the 2016 budget.
Special Operation 200977 (2016) approved budget USD 12.7 million, provided critical logistics augmentation insupport of the government's drought response. It enhanced coordination and information sharing, and deployedtechnical logistics staff to run the Logistics Cluster operation. A budget revision was approved on the 28th ofDecember, so the figure in the 2016 SPR appears higher although this did not affect the 2016 budget.
Across several projects, WFP utilized the Purchase for Progress initiative. This initiative linked small-holder farmerswith markets. Under the current drought response, food from small-holders was procured by WFP to feeddrought-affected families across the country and served as an important contributor to the Global CommodityManagement Facility for the drought response.
Standard Project Report 2016
Ethiopia, Federal Democratic Republic of (ET) 7 Country Programme - 200253
Country Resources and Results
Resources for ResultsFunding levels for 2016 presented a mixed picture across various programmes for the Ethiopia Country Office.Whereas the funding levels improved considerably for some activities compared to previous years, others hadconstraints which affected the overall levels of implementation. The Country Office was compelled to prioritizeactivities to effectively use the resources available. Government leadership of the drought crisis was outstanding,and health, nutrition and food systems were scaled up successfully to cope with a three to four-fold surge in needs.The government allocated over USD 380 million of its own resources to back the response – covering close to 30percent of the USD 1.4 billion appeal.
With regard to WFP's direct drought response, resources allocated to relief interventions covered approximately 60percent of operational needs for the year. Treatment of Moderate Acute Malnutrition had initial funding gaps, carriedover from 2015. The funding gaps were also related to increased people in need of assistance at the beginning ofthe year and challenges related to getting food into the country from the Djibouti Port. By April to May however, itwas fully resourced through to the end of the year. Some of the resources received in the year included donors whohad not funded the programme in a very long time. This was an exceptional improvement in comparison to previousyears.
On the other hand, the Productive Safety Net Programme only had enough resourcing to cover the first quarter ofthe year. The programme was suspended for most of 2016. Assistance to chronically food-insecure people toenable them survive food deficit periods and avoid depleting their productive assets was only accomplished in thefirst part of the year. Additional resources for PSNP were received in the final stages of 2016 and will be carriedover into 2017.
As part of a corporate pilot exercise, the Country Office accessed an advance from the Macro-Advance Facility(MAF) at the beginning of the year for PRRO 200700, to cover requirements through to June. This enabled WFP torespond to urgent needs and avert pipeline breaks for vulnerable refugee populations. Most of the contributionsused as collateral for this advance came in as expected, allowing the full advance repayment by mid-year. A secondMAF allocation was received during the second half of the year, enabling coverage of additional needs arising out ofthe influx of South Sudanese refugees in the last quarter of the year. WFP undertook joint resource mobilizationwith UNHCR through the Central Emergency Response Fund (CERF) to address the South Sudanese refugeeinflux towards the end of the year.
Resourcing for the Country Programme presented a mixed picture as well. Activities under the HIV/AIDsprogrammes were fully funded, but Managing Environmental Resources To Enable Transitions (MERET) andSchool Meals only had adhoc resourcing and could not meet the full operational requirements. As anticipated whenthe Country Programme was extended, the MERET was phased out and handed over to the government as part ofthe planned exit strategy. As a result of funding challenges, the number of feeding days and the rations for schoolmeals was reduced. However locations with high food insecurity and affected by the drought were prioritized forassistance.
The Special Operation for Logistics Cluster to bolster the country's supply chain capacity, received a substantialresponse from donors given the pivotal role that the cluster played in the delivery of emergency assistance. TheInter-Agency Standing Committee (IASC) activated the Logistics Cluster for Ethiopia in early 2016, to support thecoordination of delivery of humanitarian assistance in response to the current drought. The cluster was led by theGovernment of Ethiopia's National Disaster Risk Management Commission (NDRMC). WFP, as the global leadagency for the Logistics Cluster, worked with the government and humanitarian community to identify logisticsbottlenecks, proposed mitigating measures for overcoming these gaps, and supported partners to ensure anefficient and effective logistics response. This included support to the Ethiopian Maritime Affairs Authority tofacilitate the implementation of the national logistics strategy and support port planning operations. Otheraccomplishments included provision of 64,200 mt of additional storage space in 90 locations for the droughtresponse and an improved reporting system enabling key drought response actors to respond promptly.
During the year, no additional resourcing was received for the Special Operations for the Djibouti Hub andConstruction of the Geeldoh Bridge. The Country Office sought a Capital Budgeting Facility to enable criticalactivities to be undertaken under the Djibouti Hub Special Operation.
Standard Project Report 2016
Ethiopia, Federal Democratic Republic of (ET) 8 Country Programme - 200253
Achievements at Country LevelWFP was able to reach targeted beneficiaries with assistance for over 80 percent of the year. WFP through theSpecial Operation Logistics Cluster, led by the National Disaster Risk Management Commission (NDRMC),identified logistics gaps and bottlenecks in delivering life-saving assistance to drought-affected populations. Thecluster's actions significantly improved the delivery of humanitarian assistance and enabled a more efficient andeffective response. Through the joint food pipeline of NDRMC and WFP, relief assistance reached 7.8 millionbeneficiaries in nine months of distributions. Following the implementation of an improved monitoring and reportingsystem, there was a significant improvement of the percentage of food and cash delivered and distributed within 4weeks. This was as a result of improved coordination between staff at all levels, resulting in prompt resolution ofchallenges occurring in the course of deliveries and distributions. WFP also had significant contributions to emissionreductions. A total of 24,000 fuel efficient stoves were distributed to 12,000 households in Ebnat and East Belessaworedas of Amhara Region and a monitoring campaign was launched to measure emission reduction. TheSecretariat issued a certificate of emission reduction in November, 2016. The Managing Environmental ResourcesTo Enable Transitions (MERET) programme developed phase out guidelines and supported local governmentpartners in handing over 74 developed watershed sites to local government and user communities. WFP alsoimplemented an insurance scheme through the Rural Resilience Initiative (R4), and government staff receivedtraining on environmental protection and management.
WFP worked with the government to undertake a number of public work activities including soil and waterconservation, rangeland management, forestry and agro-forestry development, and water development activities(pond construction, shallow well construction and rehabilitation, reservoir construction).
WFP was able to target children in chronically food insecure areas and provided one hot meal per day. In addition tothis, the programme provided 8 litres of vegetable oil per semester as a take home ration for girls in pastoralistareas.
WFP provided assistance to about 600,000 refugees in 2016, representing about 90 percent of the total refugeepopulation in 26 camps across the country. Refugees were provided with cash or monthly general food distribution.For 2016, it was estimated that the cash interventions injected about 8 million BIRR into the local markets on amonthly basis. The cash provided to refugees enabled them to purchase food items which were not included inWFP's general rations as well as to buy various non-food items.
Cognizant of gender inequality's effect on hunger and poverty, the Country Office mainstreamed gender in itsoperations in order to strengthen service delivery and capacity building. In this regard, women's access to foodincreased considerably as a result of making women the holders of food entitlements.
Annual Country Beneficiaries
Beneficiaries Male Female Total
Children (under 5 years) 674,189 664,946 1,339,135
Children (5-18 years) 1,887,311 1,824,446 3,711,757
Adults (18 years plus) 2,085,434 2,100,021 4,185,455
Total number of beneficiaries in 2016 4,646,934 4,589,413 9,236,347
Standard Project Report 2016
Ethiopia, Federal Democratic Republic of (ET) 9 Country Programme - 200253
Annual Food Distribution in Country (mt)
Project Type Cereals Oil Pulses Mix Other Total
Country Programme 570 704 - 2,810 16 4,099
Single Country
PRRO373,731 15,151 43,724 52,694 2,158 487,459
Total Food
Distributed in 2016374,301 15,855 43,724 55,504 2,174 491,558
Standard Project Report 2016
Ethiopia, Federal Democratic Republic of (ET) 10 Country Programme - 200253
Cash Based Transfer and Commodity Voucher Distribution (USD)
Project Type Cash Value Voucher Commodity Voucher
Country Programme 67,705 - 597,883
Single Country PRRO 24,286,230 - -
Total Distributed in 2016 24,353,935 - 597,883
Supply ChainWFP managed the supply chain starting from the port of entry (primarily Djibouti and Berbera), followed by deliveryand handover to government counterparts at pre-defined destinations (handover points). WFP maintained amonitoring role while delivery and distribution were carried out by the government, except in the Somali region andrefugee camps where WFP also delivered to the final delivery points. The continued utilization of WFP's LogisticsExecution Support System and Food Management Improvement Project (FMIP) enhanced the visibility, control andmonitoring of commodities being handled in the pipeline. The Logistics Cluster facilitated augmenting the SupplyChain network, including improving storage capacity for the drought response and supporting the governmenttransportation and logistics network. WFP's support was also extended to South Sudan in the course of 2016.
WFP's use of its Global Commodity Management Facility (GCMF) for local purchases, helped mitigate distributiondelays as the PRRO was able to benefit from timely access to most of the commodities as soon as funds werereceived. The GCMF ensured that food commodities were already in WFP warehouses when needed, and whenfunds became available, which ensured that there was no break in the pipeline. Receiving and storing GCMFcommodities until sales were finalized in the hubs in Ethiopia also reduced the costs associated with long-termstorage in the port of Djibouti. 114,170 mt of food was purchased locally of which 39,420 mt of maize was boughtfrom smallholder farmers. Through the Purchase for Progress (P4P) gender component, women groups weresupported with training and introduction of household storage options (silos and haematic bags). WFP, throughP4P, was party to the Rural Women's Economic Empowerment Joint Programme (UN Women, FAO, WFP, andIFAD). Benefits from WFP's P4P comparative advantage include knowledge and lessons learned from the field, aswell as WFP's capacity to initiate transfer of revolving funds, adapting community tools and training for cooperativeunions which include female small-holder farmers.
As a result of the social unrest in the Amhara and Oromia regions in the last quarter of the year, there werechallenges with the delivery of humanitarian assistance to these regions. WFP worked with federal and regionalauthorities to ensure access in these regions. Progress in implementing additional storage units in remote locationswere also delayed as a result of the unrest. In spite of these challenges, the Logistics Cluster finalized two localconstructions in Somali and Southern Nations Nationalities and Peoples Region (SNNPR), providing additionalstorage capacity of 700 mt. This was in addition to the erection of 80 mobile storage units and four warehousesrented for National Disaster Risk Management Commission (NDRMC) to provide an additional storage capacity of50,000 mt. This was 80 percent of the 60,000 mt target in more than 80 locations, for NDRMC and the NGO-ledJoint Emergency Operations Plan use.
UNHAS was a critical component of the supply chain in 2016 and responded to needs beyond passengerrequirements. Cargo transportation was a key part of the services delivered and without UNHAS service, support tomore than 200,000 refugees hosted in camps in the Dollo Ado area of Somali region, would not have been possibleas there were no other alternative means to get access to the beneficiaries.
Standard Project Report 2016
Ethiopia, Federal Democratic Republic of (ET) 11 Country Programme - 200253
Annual Food Purchases for the Country (mt)
Commodity Local Regional/International Total
Iodised Salt - 500 500
Sugar - 138 138
Total - 638 638
Percentage - 100.0%
Annual Global Commodity Management Facility Purchases Received inCountry (mt)
Commodity Total
Beans 21,981
Corn Soya Blend 42,030
High Energy Biscuits 59
Maize 83,205
Ready To Use Supplementary Food 2,054
Split Peas 28,371
Vegetable Oil 10,502
Wheat 206,041
Total 394,242
Implementation of Evaluation Recommendations and LessonsLearnedFor the drought response through PRRO 200712, initial cash transfers from federal National Disaster RiskManagement Commission (NDRMC) to the various regions were delayed by 2-3 weeks each month given the timerequired to complete the transfer of cash from the National Bank to regional branches. After a thorough assessmentof the situation and discussions with WFP, NDRMC agreed to review the processes and transfer cash directly to theregional Disaster Prevention and Preparedness Bureau (DPPB) through established letters of agreement. This hasreduced the transaction time from three weeks to about four days, ensuring that beneficiaries received theirentitlements in a timely manner. To further expedite food deliveries in the drought response, WFP prepositionedfood commodities in the hubs in Somali region prior to the official commencement of the food distribution rounds toenable WFP reach beneficiaries within an average period of four weeks as against previous distribution cycles of sixto eight weeks.
For Treatment of Moderate Acute Malnutrition, a joint response plan was devised by WFP and UNICEF tostrengthen Community Management of Acute Malnutrition delivery. This included advocacy with government, NGOsand donors on the necessity to prioritize ‘MAM-SAM continuum of care'. A review of the implementation of theWFP-UNICEF plan with all relevant stakeholders will take place in early-2017 under the facilitation of the NutritionCluster.
The mid-term evaluation of the HIV/AIDs programme carried out in 2014 came up with a set of recommendationsfrom strategic and operational perspectives. Recommendations from this included the need for an effective linkageof the economic strengthening (ES) participants to Micro Finance Institutes. This was accomplished in 2016. The
Standard Project Report 2016
Ethiopia, Federal Democratic Republic of (ET) 12 Country Programme - 200253
Nutritional Assessment and Counselling programme has been linked to the ES programs to ensure household foodsecurity, treatment adherence and improvement of quality of life. Most of the recommendations in this evaluationhave been implemented and served to improve the effectiveness and efficiency of the project.
The results of recent case studies on the impact of the Managing Environmental Resources To Enable Transitions(MERET) Programme on resilience to the 2015 El Niño-induced drought in Ethiopia, clearly demonstrated thecontribution of sustainable natural resource development on livelihoods improvement and overall resilience building.This study revealed that households in MERET community sites recovered better than households in non-MERETcommunity sites, in terms of bouncing back to the pre-drought conditions, due to better adaptive capacities andincreased household income that contributed to improving the household food security. As a result of this, thegovernment has focused on the management of natural resources through community-based participatorywatershed development approach, which has been evolved from experiences MERET gleaned fromimplementation.
An operational evaluation of the PRRO 200700 was carried out in 2016, resulting in a number of recommendationson how to further enhance the programme. In line with the recommendations, WFP entered into a nutritionpartnership with GOAL Ethiopia to implement Treatment of Moderate Acute Malnutrition activities in Aysaita camp toaddress critical nutrition gaps. It also resumed Prevention of Acute malnutrition for children aged 24-59 months in allDollo Ado camps and entered into partnership with Save the Children Federation to implement on site feeding forpre-school age children between 3-6 years in all Dollo Ado camps. The aim of this is to reverse the high malnutritionnoticed in these camps. In addition, school meals were provided in all Gambella camps starting October, 2016; cashcombined with food assistance was scaled up to additional five camps and there are plans to further scale up inmore camps in 2017. This is as a result of the flexibility of food choices it afforded refugees, enabling them toimprove their diet diversity. Livelihood activities were reviewed and extended in Shire and Afar camps to enablerefugees meet their food needs from their own resources. Some of the challenges faced by livelihood interventionsso far include lack of access to agricultural opportunities, absence of job opportunities in the host community andfinding useful employment for trained refugees. These have all contributed to near total dependency on foodassistance, but with the continued support of the government and donors, it is expected that livelihood options willbe expanded in the coming year.
Monitoring standard operating procedures were drafted to allow field monitors provide systematic support toimplementation as agreed with key partners (ARRA and UNHCR). In addition to this WFP worked with partners tostrengthen women's participation in decision making. This included establishing standards (guidelines) to promote a50 percent representation of women in food management committees in all camps and putting in placegender-sensitive protection approaches for cash-based relief by ensuring cash resources are placed predominantlyon the hands of women.
With regard to gender, the Gender Baseline Study for Ethiopia (2015-2016) recommended that as most of WFPprograms support the government's Growth and Transformation Plan II, it is important to look to the governmentsectoral gender indictors and align the program indicators towards these indicators to achieve better results andsustain achievements. The study also noted that it is important to adapt and replicate MERET innovativegender-sensitive results based management system to other programmes to support more gender-inclusive andoperational reporting/analysis and this has been incorporated into the Country Office's plan for 2017.
Standard Project Report 2016
Ethiopia, Federal Democratic Republic of (ET) 13 Country Programme - 200253
Food Management Improvement ProjectIn line with the Government of Ethiopia's (GoE) Disaster Risk Management Strategic Programme and InvestmentFramework, WFP Ethiopia launched the Food Management Improvement Project (FMIP), a flagship WFP capacitybuilding initiative within WFP Ethiopia's Logistics Unit. Implemented since 2010, this project has been collaboratingwith the National Disaster Risk Management Commission (NDRMC) of the Government of Ethiopia for over fiveyears. The project aims to build the overall capacity of the Ethiopian Government in the management of the foodassistance supply-chain in order to make it more visible, efficient, and accountable, strengthening national andregional capacities for effective implementation of food and non-food movements. This initiative was developed atthe request of the Ethiopian Government, as their food aid supply chain was suffering from a multitude ofchallenges.
1. Component 1: Commodity & Allocation Tracking System (CATS)
CATS is an internet-based database system which aims to improve the visibility of commodities as they move fromthe donor to the beneficiaries, through the NDRMC supply chain. The system is operable in NDRMC federal offices,hubs, and the different regional capitals.
The CMPM is a manual standardize and rationalize commodity management and to compile reporting proceduresfor NDRMC-handled Relief and Productive Safety Net commodities. The aim of the CMPM is to strengthen thedownstream paper-based commodity management and reporting system by introducing a set of reporting forms tobe used in all regions at all governmental levels: regional, zonal, woreda and food distribution points (FDP). In orderto ensure its implementation, a Woreda Training Programme was developed and conducted for NDRMC partners.
3. Component 3: Supply Chain Management (SCM) Training
The aim of the Supply Chain Management (SCM) Training is to provide a framework for improving skills andknowledge on planning and coordination and aims to create an overview of the way different areas in the supplychain inter-relate with a strong emphasis on coordination. The training targets middle and high level logisticsmanagers. In the end, participants receive an internationally accredited supply chain management certification.
This system, in partnership with the Logistics Cluster, has helped streamline food commodity managementthroughout the course of the 2016 drought response. It has improved government staff capacity andtransparency/tracking of commodities to allow for improved decision making and pipeline management.
Standard Project Report 2016
Ethiopia, Federal Democratic Republic of (ET) 14 Country Programme - 200253
Project Objectives and Results
Project ObjectivesIn 2016, Country Programme 200253 sought to address the root causes of vulnerability and disaster risk, focusingon capacity development and facilitating hand-over to the government. Capacity development centered on disasterrisk management, natural resource management and food marketing capacities. Food assistance was relevant forsupporting natural resource management and education, especially in areas of high food insecurity and disasterrisk. Support to the national HIV programme included nutrition support, including nutrition assessment andcounselling and provision of specialized nutritious food, as part of care and treatment and safety net programmes tosupport food insecure households affected by HIV.
The Disaster Risk Management (DRM) and Managing Environmental Resources to Enable Transitions (MERET)are aligned to WFP’s Strategic Objective 2, and focused on the Government of Ethiopia’s capacity development.Through the DRM, WFP worked on enhancing the government’s disaster risk management system. WFP focusedon capacity development, analysis, emergency preparedness and response with a view to eventual hand-over tothe government. With the objective of increasing the ability of food insecure households to manage shocks, MERETmet food needs, restored the degraded environment, reduced food insecurity, and improved livelihooddiversification of households.
Aligned to Strategic Objective 4, the objectives of the Food for Education component were to improve access to andequity of education for primary school children particularly for children from rural areas and under privileged areas. Itworked to increase attentiveness and learning for primary school children through alleviating short term hunger andincreased farmer income and marketing opportunities through the Purchase for Progress (P4P) and processing forschool feeding.
The HIV/AIDS component of the Country Programme is aligned to WFP’s Strategic Objective 4 and providedsupport to the national HIV programme through nutrition support, provision of nutrition assessment and counsellingand provision of specialized nutritious food, as part of care and treatment and safety net programmes to supportfood insecure households affected by HIV.
The P4P initiative in Ethiopia combined WFP’s purchasing power with partners’ technical contributions, tostrengthen the management and marketing capacities of smallholder farmer Cooperative Unions (CUs).Thisinitiative provided them with an incentive to increase production which in turn increased the sales of produce toWFP and other institutional buyers beyond WFP.
Approved Budget for Project Duration (USD)
Cost Category
Capacity Dev.t and Augmentation 12,418,879
Cash & Voucher and Related Costs 40,504,070
Direct Support Costs 35,889,865
Food and Related Costs 222,643,239
Indirect Support Costs 21,801,924
Total 333,257,978
Project Activities
Standard Project Report 2016
Ethiopia, Federal Democratic Republic of (ET) 15 Country Programme - 200253
Strategic Objective 2: Prevent acute hunger and invest in disaster preparedness and mitigation measures.
Outcome: By the end of the Country Programme, national and sub-national institutions and disaster-pronecommunities have systematically reduced disaster risks and impacts of disasters and improved food security.
Component 1: Disaster Risk Management Capacity
WFP engaged in a range of activities to build the capacity of the government at various levels to implement the newdisaster risk management policy and strategy. These included the establishment of national procedures andguidelines which incorporated Disaster Risk Management (DRM) components into sectoral strategic and annualwork plans; training of government staff at federal and regional level on disaster risk profile development,contingency planning and the formulation of the national Disaster Risk Reduction (DRR) plan. In addition to thisWFP provided support to National Meteorological Agency to install an automated weather station in strategic areasthat improved weather data collection. This information assisted with forecasts for the food security situation in thecountry. WFP provided advisory support to the design of the national social protection strategy. The documentguided the planning, resourcing and implementation of the different social protection programmes and activities.
Outcome: By the end of the Country Programme, the use of technologies, practices and financing mechanisms thatpromote a low-carbon climate-resilient economy and society are improved at all levels.
Component 2: Natural Resource Management Capacity, Including Community-Based Watershed DevelopmentUsing the Managing Environmental Resources To Enable Transitions (MERET) Approach.
MERET undertook capacity development interventions to expand the use of best practices and incentives under theNatural Resource Management Sector (NRMS), particularly through the Productive Safety Net Programme (PSNP).It helped NRMS to process and disseminate information on successful watershed rehabilitation methods in MERETcommunities, with links to research institutions and partners such as the Food and Agriculture Organization of theUnited Nations (FAO), German Agency for International Cooperation and the World Bank. WFP enhanced thecapacity of key programme management staff at different levels, including providing on the-job-training, technicalback up and supervision support. WFP provided cereals (wheat) to MERET beneficiaries but due to resourceshortfalls could only cover a small portion of the annual requirements. Other major activities like soil and waterconservation, feeder roads construction, development of water points that needed collective labour contributionsand incentives were not implemented, also due to resource shortfalls. WFP in collaboration with the InternationalInstitute for Climate and Society (IRI) of Columbia University provided Weather Index Insurance training for 26partners. These included representatives from insurance companies, the Federal Ministry of Agriculture and NaturalResources, the Mekele University, National Meteorological agency, Relief Society of Tigray, Organization forRehabilitation and Development in Amhara and Oxfam America. The objective of this was to build national capacityin line with growing needs related to micro-insurance in Ethiopia.
Strategic Objective 4: Reduce chronic hunger and under nutrition
Outcome: Equal access provided for boys and girls at primary school with a focus on the most marginalizedfood-insecure areas and vulnerable children
Component 3: Food for Education in Primary Schools
The school meals programme in Ethiopia targeted chronically food insecure areas and provided one hot mealcomprising of SuperCereal, vegetable oil and salt which provided about 647 kcal per day. In addition, it providedeight litres of vegetable oil per semester as take home ration for girls in the pastoralist areas. WFP also providedstrategy and policy support to the government. Capacity building activities were provided for the Ministry ofEducation and Regional Education bureaus on program management and implementation. WFP also providedtechnical assistance to the government to establish the national School Meals Programme.
Outcome: Food-insecure and malnourished people living with HIV and their households, including orphaned andvulnerable child, in urban centres have improved access to HIV prevention, treatment, care and support.
Component 4: Access to HIV Care, Treatment and Support in Urban Areas
People living with HIV (PLHIV) receiving anti-retroviral treatment (ART) were provided with Nutrition Assessmentand Counseling (NAC) as part of the package of HIV Treatment Services. When PLHIV were identified as severelyacutely malnourished through the nutrition assessment, they were provided with ready to use therapeutic foods(RUTF). This was done exceptionally at the request of the government. For those identified as moderately acutelymalnourished, they are referred to the community based WFP food assistance programme. WFP assists in buildingthe capacity of government health institutions to provide the NAC services, through training and regular mentoringof health personnel.
Standard Project Report 2016
Ethiopia, Federal Democratic Republic of (ET) 16 Country Programme - 200253
WFP provided food assistance through cash and vouchers to food insecure pregnant and lactating women livingwith HIV to enable them attend the Elimination of Mother to Child Transmission Services (EMTCT) provided throughhealth institutions. They are provided with basic counseling and education on nutrition and HIV during pregnancyand lactation and the prevention of mother to child transmission of HIV, by community resource persons assignedby WFP. They are required to attend all services, provide evidence of clinical attendance every quarter and deliverat health institutions or have an attended delivery to have HIV negative babies. Cash provided was USD 7.77 forOrphans Vulnerable Children and USD 10.79 for mothers enrolled in the EMTCT and USD 12.41 for other PLHIV.
The economic strengthening (ES) interventions to food insecure PLHIV was intended to enable them sustainablyaddress their food and nutrition requirements. Food insecure PLHIV were encouraged and assisted to form VillageSaving and Loan Associations to form small business from their own savings. They were provided with basictraining to add value to their skills set. This included business trainings and were linked with micro financeinstitutions to access additional funds to expand their business. Their income and food security situation wasassessed quarterly to assist them to be on track. The web-based information system called Urban HIV and AIDSinformation system was updated to capture individual level output and outcome data, generate aggregate reports atmultiple levels and generate evidence for informed programming and strategic planning.
Strategic Objective 3: Strengthen the capacities of countries to reduce hunger, including through hand-overstrategies and local purchase.
Outcome: Increased use by agricultural producers of improved institutional services, an efficient marketing systemand appropriate technology and practices for sustainable increases in agricultural production and productivity.
Component 5: Promoting Food Marketing and Rural Livelihoods, Especially for Women
Purchase for Progress (P4P) undertook food procurement through the Forward Delivery Contract modality withcooperative unions. It also undertook capacity building for the cooperatives which included training, provision ofpost-harvest and quality analysis equipment, technical support, warehouse rehabilitation and construction of costsharing bases as well as supporting record keeping of cooperative unions. The P4P programme linked thecooperatives to other institutional buyers, both private and public, for the sustainability of the project.
Based on Budget Revision seven MERET, Disaster Risk Management Capacity and P4P components werediscontinued or transitioned to other programmes in June 2016. Across all the activities elaborated above, therewere challenges with resources which placed constraints on the levels of implementation.
Standard Project Report 2016
Ethiopia, Federal Democratic Republic of (ET) 17 Country Programme - 200253
Standard Project Report 2016
Ethiopia, Federal Democratic Republic of (ET) 18 Country Programme - 200253
Annual Project Food Distribution
Commodity Planned Distribution (mt) Actual Distribution (mt) % Actual v. Planned
Comp.2-Natural Resource Management Capac
Wheat 6,210 570 9.2%
Subtotal 6,210 570 9.2%
Comp.3-Food for Education in Primary Sch
Corn Soya Blend 13,818 2,810 20.3%
Iodised Salt 276 16 5.8%
Vegetable Oil 2,043 704 34.4%
Subtotal 16,137 3,529 21.9%
Comp.4-Access to HIV Care, Treatment & S
Split Peas 63 - -
Vegetable Oil 51 - -
Wheat 348 - -
Subtotal 462 - -
Total 22,809 4,099 18.0%
Cash Based Transfer and Commodity Voucher Distribution for theProject (USD)
Modality Planned (USD) Actual (USD) % Actual v. Planned
Comp.4-Access to HIV Care, Treatment & S
Cash 791,705 67,705 8.6%
Commodity Voucher 1,668,827 597,883 35.8%
Total 2,460,533 665,588 27.1%
Operational PartnershipsFor the Disaster Risk Management programme, WFP worked with the National Disaster Risk ManagementCommission (NDRMC) to coordinate the financial and technical support provided by different actors. WFP alsosupported NDRMC with developing a disaster risk profile and early warning system. WFP provided support to buildthe National Social Protection system which was channeled through the Ministry of Labour and Social Affairs. A jointsocial protection platform was established at national level to coordinate the planning and implementation ofdifferent social protection instruments and activities. The platform consisted of representatives from donors, UN
Standard Project Report 2016
Ethiopia, Federal Democratic Republic of (ET) 19 Country Programme - 200253
agencies, and agencies from government sectors.
The Managing Environmental Resources To Enable Transitions (MERET) Programme was implemented by theMinistry of Agriculture at the various levels: federal, regional and woreda. The Ministry implemented the NaturalResource Management and Capacity Development in the context of Participatory Community-Based WatershedDevelopment (PCBWD) approach in food insecure areas of the country. The design framework of MERET wasaligned with government’s strategic development agenda, particularly with the Ethiopian Strategic InvestmentFramework for Sustainable Land Management (ESIF-SLM).
WFP Ethiopia worked closely with the government through the Ministry of Education in implementing Food forEducation and promoting gender equality through the provision of take home rations. WFP also worked closely withFAO to implement home grown school feeding pilot in Southern Nations, Nationalities, and Peoples' Region(SNNPR). FAO provided technical support and inputs to smallholder farmers. Partnerships were established withPartnership for Child Development (PCD) to provide technical support, capacity building, research anddocumentation of best practices for Home Grown School Feeding.
To create access to HIV care, treatment and support services to people living with HIV (PLHIV) in urban areas, theproject worked in partnership with regional and town level government organizations, PLHIV associations andNGOs. WFP Urban HIV Response was part of the Joint UN Programme on AIDS and the government’s nationalHIV/AIDS strategic plan in an investment case approach. Coordination committees chaired by health offices wereestablished at each project site and included relevant government sector offices.
For the Nutrition Assessment Counseling and Support Service the major partners were regional health bureaus andhealth institutions in Afar, Gambella, Somali and Benishangul Gumuz regions. Through this partnership,government contributed infrastructure and human resources to provide nutritional assessment and counselling tomalnourished PLHIV. The partnership with health or HIV prevention and control offices, government technical andvocational education centers (TVET) micro and small enterprise agencies and government micro financeinstitutions, were instrumental in making the economic strengthening intervention a success by providing technicaltrainings and creating financial access.
There was strong government engagement with purchase for progress (P4P) through the AgriculturalTransformation Agency (ATA), which coordinated the implementation of P4P among various stakeholders to securemarkets for smallholder farmers who were organized in cooperative unions. Under the leadership of ATA, a coalitionof partners known as “The Maize Alliance” comprised of WFP, the Federal Cooperative Agency, USAID, AgriculturalCooperative Development International/ Volunteers in Overseas Cooperative Assistance (ACDI/VOCA), SasakawaGlobal 2000, TechnoServe and the Regional Cooperative Promotion Agencies of Amhara, Oromia, and SouthernNational Nationalities and People's Regions worked jointly to address the main bottlenecks of maize sector.
These partners had different roles and provided complementary support to cooperatives in different ways, includingtechnical support, access to credit, training, storage facility and advisory service. Moreover, there were initiatives toexpand the partnership base and create additional market opportunities for the smallholders including bureaus ofeducation and food processing companies.
Performance MonitoringThe performance monitoring process of all the projects in WFP Ethiopia were embedded in three tiers - planning,monitoring and evaluation. At the planning stage all performance indicators were defined in the project logframesin alignment with the Strategic Results Framework (SRF) 2014-2017.
In order to ensure systematic and effective performance monitoring, the detailed project monitoring plans for theoutcome and the cross-cutting indicators for the Country Programme were monitored twice a year; whereas, theoutputs and processes indicators were monitored on regular basis through the action-based monitoring system.
For the Managing Environmental Resources To Enable Transitions (MERET) programme, technical andmanagement support was provided by WFP to the National Project Service Unit (NPSU) of the Ministry ofAgriculture. Output monitoring data collection was done on a bi-annual basis. Analysis and interpretation wascarried at regional level by the respective program regions and woredas, in collaboration with WFP sub-offices. Thisstudy revealed that households in MERET community sites recovered better than households in non-MERETcommunity sites, in terms of bouncing back from the source drought, due to better adaptive capacity and increasedhousehold income that contributed to improving the household food security and other positive outcomes.
Implementation monitoring for school meals was carried out at regional, district and school level and gearedtowards the measurement of the progress of the programme activities and delivery of outputs jointly agreed with thegovernment. WFP supported counterparts by developing separate checklists on major activity indicators. WFP
Standard Project Report 2016
Ethiopia, Federal Democratic Republic of (ET) 20 Country Programme - 200253
introduced the TABLET data collection system through the ONA server (a data aggregation and visualizationservice) which allowed WFP field monitors to conduct process monitoring in program schools once a semester. Theprogram used the government Education Management and Information System (EMIS) to generate data on majoroutcome indicators – Enrollment and Gender parity index; and use TABLET for attendance, and attentiveness. Theintroduction of TABLET data collection helped to collect data for both process and outcome indicators which wasfound to be more cost effective.
For the HIV/AIDs component of the Country Programme, the web-based system called Urban HIV/AIDS InformationSystem (UHAIS) which captures output and outcome level results of the project at all levels was operationalthroughout the country. Electronic data was maintained on all services provided and performance achieved atworeda level. The system generated automated reports at multiple levels and evidence for informed programing andstrategic planning. Based on the experience of UHAIS, the project supported the Federal HIV/AIDS Prevention andControl Office to establish a web based information system for monitoring and evaluation in all Woredas, zones, andregions of the country.
For the Purchase for Progress (P4P) periodic data was collected through structured templates by WFP staff in thefield offices, P4P partners or during CO staff field visits. The data collected revealed that while there was asignificant improvement in the capacity of cooperatives and livelihood farmers, Cooperative Union’s record keepingremained a problem. The data is not well organized and was often not updated in a timely manner. To address thisproblem, WFP, TechnoServe and the Federal Cooperative Agency started a specific intervention to strengthenrecord keeping at cooperative union and primary cooperative levels through a simplified tracking system.
For the implementation of the Disaster Risk Management (DRM) strategy, WFP provided technical support for theimprovement of Woreda Disaster Risk Profile (WDRP) data collection tools and engaged in the development of 22disaster risk profiles. WFP actively supported the mainstreaming of disaster risk reduction guidelines intogovernment sectoral development plans to strengthen the National Disaster Risk Reduction Commission’s capacity.Through its staff seconded to the National Disaster Risk Management Commission (NDRMC), WFP supportedautomated data entry, profile development, data management and data synchronization of the disaster risk profiles.Technical support through seconded staff was also provided to NDRMC for the improvement and finalization of theautomated contingency planning and automated risk mitigation components of the WDRP Information ManagementSystem (IMS) Desktop Edition Software. Information from the WDRP and early warning data from Livelihoods EarlyAssessment and Protection (LEAP) was widely shared among the government agency decision makers. WFPprovided advisory support for the design of the National Social Protection Strategy. The document guided theplanning, resourcing and implementation of the different social protection programmes and activities to achieve theobjectives of the recently approved social protection policy.
Training was provided for 1,280 farmers in the Tigray region on various disaster risk reduction activities for naturalresources improvement through the R4 Rural Resilience Initiative program. Through the R4, 228 government staff(201 agriculture development agents and 27 experts) received training on environmental protection andmanagement in Tigray region. Information from the WDRP and early warning data using LEAP intermediate outputsaccessor’s notes was shared with belg and meher seasons assessment teams across the country and the DisasterRisk Management working group for sound decision making. WFP provided financial support to the NationalMeteorological Agency (NMA) for the installation of five automated weather stations in Tigray and Amhara regionswith the aim of improving weather data collection to enhance national capacity for monitoring and forecasting thefood security situation of the strategic areas. WFP could not meet all the targets for the reporting period primarilydue to budget constraints which forced the office to prioritize the most important activities which included improvingthe capacity of the National Meteorological Authority (NMA) to collect, analyze and disseminate weatherinformation. This was tied in with the urgent needs arising for a response to the drought crises. Governmentpartners were focused on the drought response and less attention was assigned to longer term investmentsincluding WFP’s Disaster Risk Management Strategy.
Component 2: Natural Resource Management Capacity, Including Community-Based WatershedDevelopment Using the Managing Environmental Resources To Enable Transitions (MERET) Approach.
WFP worked with the government to develop guidelines for managing watershed sites and supported localgovernment partners in handing over 74 developed watersheds to user communities. Through MERET, WFPprovided 24,000 fuel efficient stoves for 12,000 households in Ebnat and East Belessa woredas of the Amhara
Standard Project Report 2016
Ethiopia, Federal Democratic Republic of (ET) 21 Country Programme - 200253
Region and launched a monitoring campaign to measure emission reduction. A monitoring report was submitted tothe United Nations Framework Convention on Climate Change (UNFCCC). 15 out of 72 woredas reportedunsatisfactory performance for emission reductions. Challenges with funding affected performance monitoring, datacollection and training for newly assigned government staff.
Component 3: Food for Education in Primary Schools
One of the major outcomes of the School Meals component was the promotion of equal access for boys and girls inprimary school, with a focus on the marginalized food insecure areas and vulnerable children. The percentagechange in enrollment for 2016 was 8 percent - 8.5 percent for boys and 7.3 percent for girls, which was an overachievement against the target of 6 percent. This was a positive change in spite of the resource shortfalls faced bythe school meals programme. Factors which contributed to this include the government’s continued commitmentsimprove education as outlined in the Growth and Transformation Plan (GTP II 2016 -2019).
Another key objective of the program was to reduce gender disparity in program schools. Though the programtargeted 1:1 gender parity index, the current result is 0.84:1. As indicated in the Country Gender Action Plan(CGAP) 2017-2020, WFP will improve depth and quality of gender analysis and reporting related to WFP’s areas ofintervention, to better adapt food assistance to the needs and capacities of women, men, girls and boys. This willinclude encouraging female enrollment in pastoralist areas to attain the gender parity 1:1.
The attendance rate for girls dropped marginally whereas the rate for boys improved significantly. The drop inattendance for girls could be attributed to the fact that take home rations for girls was cut for two terms as a result ofresource shortfalls. To address the issue of resource shortfalls, WFP reduced the ration size for SuperCereal from150 gram/day/child to 120 gram/day/child; and reduced the number of feeding days from 200 to 67. The highlandareas, Amhara and Tigray Regions, were terminated from the program because of the relatively better off foodsecurity situation. With the limited resources, priority was given for Southern Nations, Nationalities, and Peoples'Region (SNNPR) and Oromiya pastoralist regions. There was a reduction of beneficiary schools overall to copewith the resource shortfalls.
In terms of capacity building, 497 school directors, cluster supervisors and cooks were rained on food handling, andstorage management. 92 cooks were trained on food preparation and basic hygiene practices to improve thedelivery of school meals. 205 school teachers and students were trained on school health and nutrition. In terms ofproviding complementary activities, WFP provided technical and financial support for the regional educationauthorities. Five modern canteens and fifteen low cost canteens were constructed. School gardens were maintainedin 65 schools and to address water and sanitation, six latrines were constructed.
Component 4: Access to HIV Care, Treatment and Support in Urban Areas
Three broad categories of beneficiaries were assisted under the HIV/AIDS component of the country programme.These were people living with HIV/AIDS (PLHIV) receiving anti-retroviral treatment (ART), pregnant and lactatingwomen (PLW) and their children aged 6-23 months participating in prevention of mother to child treatment (PMTCT)services at health centres, and orphans and vulnerable children. Targets for nutrition assessment and counsellingfor PLHIV were exceeded as a result of the introduction family-centered nutrition counselling which ensured a widerreach per session. Services were provided through health facilities and trained community resource persons. Inaddition to this, the treatment programme for moderate acute malnutrition performed well and met the targets for allfour indicators. There has been a significant improvement in the ART nutritional recovery rate from the baseline of18.8 percent to 84.9 percent in 2016 which highlights the significant role the provision of food assistance.
The high ART survival and adherence rates are a result of the increased engagement of community resourcepersons who conducted household level nutrition counseling and follow ups in addition to the treatment adherencecounseling provided at the health center. Due to the home care provided, most PLHIV adhered to the nutritioncounselling advice and took medication as prescribed. As a result of the economic strengthening activities forwomen living with HIV/AIDS to improve their income status, there was improved food access and dietary diversityresulting in improved food consumption scores, even though the target of 80 percent reduction was not reached asa result of the pervasive drought in 2016. The plan for the Country Programme included cash based transfers for11,520 orphans and vulnerable children (OVC) but because of national government strategic changes there was nota full coverage of the OVC food requirement.
Component 5: Promoting Food Marketing and Rural Livelihoods, Especially for Women
Under the Purchase for Progress (P4P) programme, 18 out of 40 cooperative unions graduated from the P4Pprogramme which had enabled them to have flexible terms for tendering. The cooperative unions will now be
Standard Project Report 2016
Ethiopia, Federal Democratic Republic of (ET) 22 Country Programme - 200253
engaged in open competition in next year’s harvest season. WFP through the P4P programme constructed ten 500mt capacity warehouses for ten primary cooperatives (PCs) to address aggregation and commodity qualitychallenges. The construction which was done through the Regional Cooperative Promotion Bureaus, was on a costsharing basis between WFP and the primary cooperative. Six of the warehouses were located in SNNPR and four inAmhara regions, respectively.
The terms of reference for the National Maize Alliance were revised and expanded to include broader marketingoptions for the smallholder farmers. Two workshops were organized to evaluate the 2015/2016 marketing seasonperformance, identify challenges and ways forward, as well as sharing experiences on how to further link farmers tomarkets beyond WFP. The second workshop aimed to raise awareness among the cooperatives on graduation andthe resulting changes in procurement modalities. 39,420 mt of white maize was purchased from 30 P4P-targetedcooperative unions. This is equivalent to 98.4 percent of the contracted quantity. The total commodity value wasabout USD 10.8 million. Eighteen cooperative unions accessed loans from commercial banks, totaling USD 3.76million. The loans were obtained using WFP contracts as collateral. This enabled the cooperatives to aggregatecommodities and assure the quality of the commodities. The loan repayment rate was 100 percent. In addition tothis, cooperatives increased their own investments in warehouses, equipment and developed capacity particularly inareas of grain quality, contracting and warehouse management. As a result they were able to access otherinstitutional buyers.
Across all components of the the Country Programme, there were significant shortfalls as a result of the intensefocus on the drought response which constrained resources available for longer term development activities.
Progress Towards Gender EqualityThe school meals programme contributed to towards Sustainable Development Goal 5, promoting gender equalityand empowering women, giving more focus to pastoralist areas where access to girls’ education is poor. TheCountry Gender Baseline 2016 indicates that among the challenges women face is a restriction onfemale participation and advancement in education as a result of traditional socio-cultural norms. However it alsonoted that girls’ access to education has increased through school meals and provision of take-home rations;
Pastoralist girls received 8 liters of vegetable oil based on the minimum of 80 percent attendance as an incentive toencourage families to keep them at school. It must be noted though, that as a result of resource shortfalls this wasnot done for the entire year. At the community level, the program was managed by the Food ManagementCommittee where women were encouraged to have the leadership role including participating in training on foodand hygiene practices. Fourteen latrines were constructed in program schools to address the challenges girls facedwhen they shared the same toilet with boys. Cooks in schools were found to be spending a significant amount oftime traveling long distances to fetch water. Most cooks are female and the programme identified the need to travellong distances as a constricting factor on women to engage in more productive activities. Water ponds close toschools were created for cooks to decrease their work burden.
WFP’s Disaster Risk Management (DRM) programme recognized the importance of gender equality and womenempowerment in disaster risk management and mainstreamed gender into all DRM components starting fromunderstanding the risk they faced which fed into designing and implementing Disaster Risk Reduction (DRR)activities.
WFP implemented the insurance scheme through R4 as disaster risk management approach in Tigray and Amhararegion. The activity gave a high priority to female headed households by exempting them from public worksactivities in order to allow them to engage in income generating activities on their own farms and taking care of theirchildren.
Women and men were given equal representation in leadership positions of the Managing EnvironmentalResources to Enable Transitions (MERET) programme at the community level. The watershed planning anddevelopment teams of the MERET programme at the community level was composed of five women and five men.They were responsible for the overall management and leadership activities of the project at all levels (planning,implementation, coordination, food distribution, performance monitoring). Women’s groups were trained andprovided with equipment including silos, hematic storage bags, maize shellers, facilitating a revolving fund andprovision of a technical support to individual women.
For the HIV/AIDs programme, females constituted 86.4 percent of the project management committee. Thecommittee was trained on modalities for vouchers or cash transfers. Gender issues were thoroughly analyzed andmainstreamed as key cross-cutting issue at the design and throughout the implementation period of the project.Access to HIV Care, Treatment and Support in Urban Areas project effectively mainstreamed gender concerns in allits activities. Women were involved in beneficiary selection and town coordination committees. There was an
Standard Project Report 2016
Ethiopia, Federal Democratic Republic of (ET) 23 Country Programme - 200253
encouraging result in representation of women at the supervisory level of food transfer activities. Allcapacity-building activities for partners and beneficiaries also addressed project gender issues. Among the femaleparticipants in the economic strengthening component of the HIV programme, income, consumption and wealthimproved as indicated in the Country Gender Action Plan.
Protection and Accountability to Affected PopulationsThe infrastructure constructed including latrines, modern canteens, low cost kitchens contributed to improving thesafety of women and girls; and in creating a favorable work environment. In 2016, WFP has procured 53 fuelefficient stoves and distributed to program schools which improved the conditions under which food was prepared.
Beneficiaries under the HIV/AIDs programme did not report experiencing safety problems travelling to and fromWFP program sites. This was primarily because the service sites that include cash and voucher provision andredemption sites, economic strengthening and nutritional assessment and counselling (NACS) sites were close tobeneficiary communities. HIV/AIDs beneficiaries were individually informed by community resource persons aboutthe program, what their entitlements were and where to complain as per the complaint and feedback mechanismestablished for the different service components. The HIV/AIDs project worked with vulnerable groups of thecommunity and included women and children. Protection mechanisms were put in place that enabled beneficiariesexpresses their grievances. Proper orientation has been given to assisted people about the programme (who isincluded, what people will receive and where people can complain).
Managing Environmental Resources To Enable Transitions (MERET) participants were informed of distributions anddates were announced by the programme supervisors ahead of time and in the selected place which were not farfrom their residence. Security was organized by the community and kebele leaders to avert any disruptions. TheComplaint Feedback Mechanism for MERET will be rolled out in 2017.
Standard Project Report 2016
Ethiopia, Federal Democratic Republic of (ET) 24 Country Programme - 200253
