Development Effectiveness in Ethiopia

DAG ANNUAL REPORT July 2018-June 2019

 

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Table of Contents

ACRONYMS ......................................................................................................................................... 2 

I.  BACKGROUND........................................................................................................................... 5 

1.1.  Current Economic Reform ................................................................................................. 5 

1.2.  Ethiopia’s Development Plan ............................................................................................ 5 

1.3.  High Level Forum (HLF) ..................................................................................................... 7 

1.4.  Development Assistance Group (DAG) Structure. ....................................................... 7 

1.5.  AID MANAGEMENT PLATFORM (AMP).......................................................................... 9 

II.  DAG WORKING GROUPS UPDATES ............................................................................ 11 

2.1. RURAL ECONOMIC DEVELOPMENT AND FOOD SECURITY. ......................................... 11 

2.2. WATER SECTOR WORKING GROUPS ................................................................................... 15 

2.3. MACRO-ECONOMIC DISCUSSION FORUM ........................................................................ 21 

2.4. EDUCATION SECTOR WORKING GROUP ............................................................................ 23 

2.5. HEALTH SECTOR WORKING GROUP .................................................................................... 25 

2.6. CLIMATE RESILIENCE GREEN ECONOMY (CRGE)........................................................... 33 

2.8. ENERGY SECTOR WORKING GROUP. .................................................................................. 34 

2.9. TRANSPORT SECTOR WORKING GROUP ............................................................................ 36 

2.10. DONOR GROUP ON GENDER EQUALITY (DGGE) ........................................................... 39 

2.11. PRIVATE SECTOR TRADE AND DEVELOPMENT (PSTD) ................................................ 46 

III.  FINANCIAL SUMMARY ...................................................................................................... 47 

3.1.  ODA Disbursement by Partner Agency ........................................................................... 47 

3.2.  ODA Disbursement by Sector in million USD .................................................................. 48 

3.3.  ODA Disbursement by Donor Group. ............................................................................... 49 

 

 

 

 

 

 

 

 

 

 

FOREWARD ..........................................................................................................4

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ACRONYMS AAAA Addis Ababa Action Agenda AfDB African Development Bank AIM Aid Information Management AMP Aid Management Platform ATA Agricultural Transformation Agency CAADP Comprehensive Africa Agriculture Program CMP Community Management Project CSO Civil Society Organization CWA Consolidated WASH Account DAC Development Assistance Committee DAG Development Assistant Group DFID Department for International Development DPs Development Partners EDCTF Effective Development Cooperation Task Force EFCC Environment, Forest and Climate Change EHCT Ethiopian Humanitarian Country Team ESAP Ethiopia Social Accountability Programme ESPIG Education Sector Plan Implementation Grant EU European Union ExCom Executive Committee FDI Foreign Direct Investment FFD3 Third Financing for Development GDP Gross Domestic Product GEQUIP-E General Education Quality Improvement Programme for Equity GoE Government of Ethiopia GPE Global Partnership for Education GPEDC Global Partnership on Effective Development Cooperation GTP GTP II

Growth and Transformation Plan Second Growth and Transformation Plan

GTWG Governance Technical Working Group HEW Health Extension Worker HLF High Level Forum ICT Information Communication Technology IDP Internally Displaced People IIEP/UNESCO International Institute for Educational Planning IMF International Monetary Fund IP Implementing Agency IPs Industrial Parks JICA Japan International Cooperation Agency JTR Joint Technical Review KOICA Korean International Cooperation Agency LFPM Livestock and Fisheries Production and Marketing MDGs Millennium Development Goals MoA Ministry of Agriculture MoANR Ministry of Agriculture and Natural Resources MoARD Ministry of Agriculture and Rural Development MoE Ministry of Education MoFEC Ministry of Finance and Economic Cooperation MoLF Ministry of Livestock and Fishery MSF Multi-Stakeholder Forum

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MoU Memorandum of Understanding MoWIE Ministry of Water, Irrigation and Energy MSF Multi-Stakeholder Forum MTR Mid-Term Review NDRMCC National Disaster Risk Management Coordination Commission NIWRMP National Integrated Water Resource Management Program NWCO National Wash Coordination Office ODA Official Development Assistance OECD Organization for Economic Co-operation and Development OWNP One WASH National Program PBS Protection of Basic Service PFM Public Financial Management PIF PPP

Policy and Investment Framework Public Private Partnership

PSRC Policy Studies and Research Center PSNP Productive Safety Net Programme PSTD Private Sector & Development and Trade RC Resident Coordinator REDFS Rural Economic Development and Food Security RP Responsible Party SDGs Sustainable Development Goals SLM Sustainable Land Management SNNPR SoE SWGs TC TF ToR UNOCHA JTR

Southern Nations Nationalities People’s Region State Owned Enterprise Sector Working Groups Technical Committee Taskforce Terms of Reference United Nations Office for Coordination of Human Affairs Joint Technical Review

TVET Technical and Vocational Education and Training WASH Water Sanitation and Hygiene WDC Water Development Commission

WRM Water Resource Management WSWG Water Secretariat Working Group

Foreword

The Development Assistance Group (DAG) continues to partner with the Government of Ethiopia in its efforts to support Ethiopia to achieve its goal of reaching middle-income status by 2025. The last year has seen the Country undergo a massive reform programme encompassing democratic and economic reforms whose aims span among others to create macro-economic and financial stability, control inflation, strengthen public sector finance, the multiparty political system, public participation and building national consensus.

The second growth and transformational plan (GTPII 2015 - 2020), the Sustainable Development Goals (SDGs) and Agenda 2063 continue to guide development partners' support and engagement with Government. In order to ensure that no one is left behind, the DAG recognizes that enhancing the capacity of Government to deliver on public goods and services is pivotal. Strengthening the role of the private sector in contributing to Ethiopia's development is also another priority going forward. The strengthening of democratic and economic institutions will also be a priority 2020. Organizational development and development of capabilities will need to be carried out and enhanced in every sector; efficiency will need to be ensured by investments in physical and human resource management and fair distribution of resources across sectors. Natural resources such as land, water, energy, human capital and technology will have to be harnessed sustainably and capitalized on in order to realize the structural transformation of the economy and bring inclusive growth.

This annual report looks back at the engagement of the DAG at technical level, detailing the progress made in the different sectors and reflecting on the challenges faced during the period June 2018-July 2019. The lessons learned during this period will assist the DAG to continue focusing on promoting dialogue with stakeholders, particularly the Government, and strengthening the harmonization of development partners' support towards meeting Ethiopia's development priorities as articulated in its national developments. Our aim is to enhance the effectiveness and impact of development assistance in Ethiopia and support the government in the country's efforts to reduce poverty and effectively carry out reforms, lacing special emphasis on improving the dialogue between DAG and The Government of Ethiopia and strengthen the coordination system as well as institutional capacity.

Co Ms. Carolyn Turk DAG Co-Chair Country Director World Bank

Ms. Annika Nordin Jayawardena DAG Co-Chair Head of Development Cooperation Sweden

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I. BACKGROUND According to official statistics, Ethiopia is one of the world’s fastest growing economies,

with an average annual growth rate of 10.9% over a decade. The poverty rate has declined

substantially from 55.3% in 2000 down to 23% in 20181. However, Ethiopia still faces

multifaceted development challenges in job creation for the growing youth population;

addressing macroeconomic imbalances; improving export performance and fostering

private investments. Although measures have been taken to address persistent Birr

overvaluation in October 2017, challenges related to large external imbalances; rising

debt and weak competitiveness continues to constrain the development of the

manufacturing sector and job creation2.

1.1. Current Economic Reform In order to sustain its growth model, Ethiopia instituted economic reforms and introduced

some policy adjustments to crowd-in private sector and improve competitiveness. A shift

towards a more export-led model, where the private sector can play a greater role in

economic growth, export diversification and employment. The Government has

undertaken a series of reforms on improving investment climate; access to finance for the

private sector; modernizing the financial sector; reforming public enterprises and

advancing economic integration through coherent trade policies. The reform emphasis is

on sustaining the current economic growth by ensuring sound macroeconomic

management and promoting more open and transparent institutions that will create jobs

for millions of Ethiopians.

The reform of the real sector is being led by the Macro team, chaired by the Prime

Minister. The macro team has four sub-teams leading the reform in relevant sectors.

Ministry of Finance leads fiscal reform and State Owned Enterprises; National Bank of

Ethiopia leads Financial sector reform; Ethiopian Investment Commission leads private

sector engagement and Planning and Development Commission leads real sector reform

including productive sectors (agriculture, industry, trade, mining, tourism and others) and

enablers such as (water, energy, transport, infrastructure, innovation and the like). The

next development plan is expected to have a spatial dimension to incorporate regional

aspects.

The reforms aim to leverage the achievement of the past decade by promoting private

investment and creating decent jobs. The home grown economic reform has three pillars.

Macroeconomic, structural and sectoral reforms. The macroeconomic reform aims at

creating macro-economic and financial stability by controlling inflation; safeguarding

financial stability and strengthening public sector finance. The structural reform focuses

on access to power; ease of doing business; fighting corruption and red tape. The sectoral

reform addresses policy issues and gaps in key sectors like agriculture, manufacturing,

mining, tourism and ICT, where Ethiopia has huge potential for growth.

1.2. Ethiopia’s Development Plan Planning and Development Commission with the support of Korean Development Institute

(KDI) prepared Ethiopia’s long term perspective plan. It was supported by African

1 National Planning Commission, National Accounts, 2018; Interim Poverty Analysis report, NPC, September 2017. 2 Ethiopia Economic Update: Reform Imperatives for Ethiopia’s Services Sector, World Bank, June 2018.

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Development Bank and United Nations Development Programme (UNDP). The plan is

prepared in line with Sustainable Development Goals (SDGs) and Agenda 2063;

incorporating new policy directions and approaches consistent with the country’s reform.

The plan recognized that Ethiopia’s economic growth had issues related to inclusiveness;

weak implementing capacity and low productivity among others. Ethiopia in order to

achieve its goal of becoming a middle income country, it recognizes that capabilities need

to be created in each sector; efficiency should be ensured in physical and human resource

management and fair distribution of income should be ascertained. Moreover, potential

resources like land, water, human capital and technology should be harnessed properly

and capitalized on to realize the structural transformation of the economy and bring about

inclusive growth.

Agriculture will remain an important sector, as it employs more than 70% of the population

in the coming years, according to the long term background study. The focus will be on

tackling issues of soil erosion in high lands; irrigation in lowlands; land consolidation

through incentives; mechanization, commercialization & value addition in livestock;

investing in new technologies for improved productivity and finance for the private sector

to transform the agricultural sector.

In the industry sector, the participation of private sector both foreign and domestic through

PPP and other initiatives will be encouraged with the intention of bringing structural

transformation. The background study of Ethiopia’s long term perspective plan suggested

to revisit exemptions and tax incentives provided to attract Foreign Direct Investment

(FDI). Mega projects and State Owned Enterprises (SOE) that failed due to weak project

execution capacity to be privatized in order to improved competitiveness. Creating

forward and backward linkages will be given due attention to take advantage of

opportunities existing in industrial parks.

In service sector, the Government plans to globalize services in aviation, logistics and

financial sectors. Opening the logistics and financial sector to foreign companies is

envisaged to improve competitiveness. Given that Ethiopia has vast natural and historical

attractions, the country will make efforts to take advantage of AU’s presence and Ethiopian

Air Lines to get the most out of the tourism sector. According to World Bank report3,

Ethiopia lags behind its sub-Saharan African neighbors in service sector, suggesting the

country needs to remove trade barriers; cumbersome regulations and address constrains

in infrastructure to avoid negative consequences in other sectors.

The long term plan also prioritizes infrastructure development in growth potential areas

and development corridors based on their comparative advantage. Energy, ICT, road will

be given due attention to boost productivity. In addition, the Government intends to avail

land and finance for small and medium enterprises to enhance efficiency and competition.

Market economy model, with limited involvement of the Government in prioritized basic

service delivery projects will be executed. The Government will facilitate and encourage

the participation of the private sector in productive sectors to create jobs.

Given that climate change has huge impact in Ethiopian economy, CRGE is mainstreamed

in the long term perspective plan to ensure sustainable development. The long term plan

will give emphasis to demography to enable the country get demographic dividend from

3 Ethiopia Economic Update: Reform Imperatives for Ethiopia’s Services Sector, World Bank, June 2018.

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its human capital by paying attention to matching the skills of the labour force with what is

required in the market through enhanced social service delivery.

A Steering Committee composed of Policy Studies Institute (PSI), Central Statistics Agency

(CSA) and Prime Minister’s Office (PMO) is preparing the next generation national

development plan. The technical team has four sub-technical teams in line with the current

reform. The technical team provides policy guidelines as well as hands on training to line

ministries to prepare sectoral plans within the macro-economic framework, which is

informed by the long term plan.

1.3. High Level Forum (HLF) The 20th High Level Forum between the Government of Ethiopia and the DAG was held in

early April to review development challenges and future-prospects of the Ethiopian

lowlands, based on the findings of lowland resilience study conducted by World Bank and

DFID. The forum agreed to have subsequent discussions on the findings of the study to

refine the outcome and incentivize joint development efforts in the Ethiopian lowlands.

The forum was attended by relevant Ministers, Sector Bureau Heads and regional

presidents.

The retreat focused on poverty and vulnerability in the Ethiopian lowlands particularly in

parts of Tigray and Amhara as well as in the four emerging regions (Gambella,

Benshangul, Somali and Afar regions). The major findings were on sources of growth in

the lowlands; scalable safety net and human development investments. The GoE and the

DAG agreed to have a follow up discussion at senior levels in the Ministries of Health and

Education; enhance human capital in the lowlands using better financing and service

delivery models; consolidate the Productive Safety Net Programme (PSNP) and

Humanitarian Food Assistance (HFA) into a unified system and operational structure to

address the human capital needs in the lowlands of Ethiopia.

1.4. Development Assistance Group (DAG) Structure. The DAG structure has dialogue platforms with the Government and within DAG itself. The

internal dialogue comprises the monthly DAG Heads of Agency (HoA) meetings; Executive

Committee (ExCom) meetings and DAG technical working groups meeting. The dialogue

with the Government includes biannual High Level Forum (HLF) with the Government,

chaired by Ministry of Finance; Annual Progress Review (APR) of the national development

plan and sector working group meetings.

Sector Working Groups, co-chaired by the relevant line Ministries and DAG members

have their respective Terms of Reference and discuss sector related issues with

Government counterparts according to their priorities and schedule. At technical level,

the co-chairs of Sector Working Groups regularly engage DAG Heads of Agency on

sectoral issues.

The Ministry of Finance provides technical support to Sector Working Groups in reviewing

and updating sector policies and strategies in alignment with the reform. Upon request

from the Ministry of Finance the DAG Secretariat conducted an assessment to facilitate the

realignment of SWGs structure in order to ascertain to what extent the SWGs were

functioning in line with Government’s current reform programmes.

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EXISTING, NEW, UPGRADED/REVIVED, FORUMS, SUBGROUPS.

Sect

or

wo

rkin

g gr

ou

ps

Education

Co-chairs- MoE, Finland & DFID

Joint Consultative Forum

FMoH & WHO & USAID

Health Joint Core Coordination Committee (JCCC)-

MoH & DPs (technical level)

HPN and its sub-groups feed into JCCC

Public Sector Financial Management (PFM)

Not currently Active

Macro-Economic Disscussion Forum (MDF)-

Co-chairs- MoF & AfDB

CRGE Biannual Forum

Co-charis MEFCC, Norway & EU

Rural Economic Development & Food Security

Chair MoLFand MoANR

Co-chair WB & Germany

Agriculture System Transformation TC

Chairs State Minister of Agricultural Growth

Co-charis USAID & Italy

Natural Resource Climate Change and Food Security TC

Chair- State Minister of Natural Reserouce Management & Co-chairs GIZ & WB

Livestock System Transformation TC

Chair- State Minister of Livestock and Fisheries

Co-chairs-FAO & GIZ

Policy & Governance TC

Chair- State Minister of Rural Job Opportunity & FS & Co-charis USAID, Canada

Private Sector Development and Trade (PSTD)

Co-chairs- MoI, UNIDO & DFID

Monitoring & Evaluation

PDC and WB

Gender

MoWCA, MoF & UNWOMAN, Canada

Water

Co-chairs- MoWIE & USAID, UNICEF,Italy

Energy sub-sector -Chair MOWIE co-chairs WB/EU

Water, Sanitation & Hygiene (WaSH)

Co-chairs-MoWIE & UNICEF

Emmergency WASH Cluster

sub-group

Co-chairs-UNICEF

Rural WASH sub-group

Co-chair- DFID/AFDB

Urban WASH sub-group

Co-chair- UNICEF

Hygiene and Sanitation sub-group

Co-chair- MoH

Water Resource Management

co-chair- MoWIE & USAID, AICS

CSSWG

Not Active

Transport

Co-chairs-EU & MoT

Agricultural Input and output marketing system Development TC Co-chair, FAO

• Chairs State Minister of Agricultural Growth

• Co-charis USAID & Italy

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1.5. AID MANAGEMENT PLATFORM (AMP) According to the AMP data, a total of USD 3.4 billion USD is disbursed to Ethiopia through

Government system in 2017/18 (Ethiopian Fiscal Year 2010).

During the reporting period, development partners disbursed a total of 3.4 billion USD

through Government system and 841.9 million through Non-Governmental Organizations

(NGOs). Out of the total 3.4 billion, 48% is grant, while the remaining 52% is loan. Grant

declined from 76% in 2001 to 48% in 2010, while the share of loan increased from 24% to

52% during the same period. From the disbursement through NGOs, 88% was for

humanitarian projects, while the rest 12% was for development projects. The top ten ODA

contributors disbursed 90.36% of the total ODA flows to Ethiopia.

Do

no

r Te

chn

ical

Wo

rkin

g G

rou

ps

GTWG

Co-chairs: UNDP & Denmark

Civil Society su-group

Co-chair- Not currently Active

Justice Safety & Conflict sub-group

Co-chair: - Not Currently Active Gender

Co-chairs: UNWOMEN & Canada

Health Population & Nutrition (HPN)

Co-chairs: USAID & WHO

Nutrition Development Partners Forum (NDPF)

Co-chairs: UNICEF & EU

DPs sub group on HIV/AIDS

Co-chairs: UNFPA & PEPFAR

Macro-economic Discussion Forum (MDF)

AfDB

Public Financial Management (PFM)

Not currently Active

Basic Service Delivery

Co-chairs: WB (permanent) & Germany

Election Sub Group- Co Chair

Sweden & UK

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Table 1: Top Ten ODA Contributors to Ethiopia in EFY 2010 (2017/18)

Source: Annual Statistics Bulletin on Aid flows to Ethiopia EFY 2010, March 2019.

Table 2: Top Five Contributors of Grant and Loan Disbursement in EFY 2010 (2017/18).

Total Disbursement Grant Loan

IDA (1440.4 million USD) DFID (391.4 million USD) IDA (1153.8 million USD)

DFID ( 391.4 million USD) USAID (220 million USD ) China ( 300 million USD)

China (300.4 million USD) EU (189.7 million USD ADB ( 213.3 million USD)

ADB (223.5 million USD) IDA (286.5 million USD) IFAD ( 33.7 million USD)

USAID ( 220 million USD) UNICEF (145.4 million USD) France ( 26.4 million USD)

Source: Annual Statistics Bulletin on Aid flows to Ethiopia EFY 2010, March 2019.

0

200

400

600

800

1000

1200

1400

1600

Total

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II. DAG WORKING GROUPS UPDATES 2.1. RURAL ECONOMIC DEVELOPMENT AND FOOD SECURITY.

The REDFS SWG is mainly a platform of Government and Development Partners

established for the purpose of facilitation of dialogue, alignment, coordination,

harmonization and resource mobilization for the enhancement of agricultural

transformation agendas pursued by the Ministry of Agriculture.

The REDFS has been in operation since 2008 with a three- layered organizational

architecture comprising of an Executive Committee (Ex-Com), Technical Committees

(TCs) and Task Forces (TFs). The REDFS platform is governed by Paris Declaration on Aid

Effectiveness Principles.

Vision

Alignment, harmonization and coordination of donor support to the strategic vision of the

broader agriculture sector as articulated by the Ministry of Agriculture (MoA).

Mission

Support the Ministry of Agriculture (MoA) to enable make informed strategic and technical

decisions related to the development and transformation of the broader sector including

agriculture, livestock, natural resources, food security, rural job creation and agriculture

markets.

Objective

Ensure that MoA’s sector policies, strategies and programmes are effectively led by

government and supported by Development Partners, in-line with Paris Declaration

principles of alignment, harmonization, and coordination.

REDFS Guiding Principles

The REDFS platform operated on the basis of the Paris Declaration on Aid Effectiveness

principles which include:

I. Government Leadership & Ownership:- Government to exercise effective

leadership and ownership over its development policies and strategies and co-

ordinates its development actions. II. Alignment with Government policies, strategies & programmes: - Development

Partners to base their overall support based on Government’s national

development strategies, institutions and procedures.

III. Harmonization & Coordination:- Development partners’ actions are harmonized in

terms of planning, implementing and monitoring, and furthermore transparent in

sharing information to improve their collective effectiveness

IV. Managing for results:- Both the Ministry and its Development Partners focus should

be on achievable development results and collaboratively work together on

effectively managing resources, and measuring result

V. Mutual Accountability:- Government and Development Partners are jointly

accountable for development results.

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MAJOR ACHIEVEMENTS OF THE REDFS PLATFORM

The 2011 EFY has been mainly devoted to the reorganization of the REDFS platform

including the development of ToRs for the newly reorganized REDFS structures.

REORGANIZATION OF THE REDFS SWG

Pursuant to the REDFS Ex-Com decision, an assessment was carried out through

commissioning consultancy work. The aim of the assessment was to enhance the platform’s

performance and structure based on the principles of Paris Declaration and furthermore

to assess its strengths and weaknesses and look for innovative actions to enhance future

performance of the platform to better support the Government’s agricultural

transformation agenda.

Based on the results of the assessment, the REDFS SWG reorganized its structure and came

up with 5 TCs composed of a total of 12 Task Forces organized under its structure as

indicated below.

REDFS NEW STRUCTURE

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NATIONAL AGRICULTURE INVESTMENT FRAMEWORK (NAIF)

The development of National Agriculture Investment Framework (NAIF) is the demonstration

for Ethiopia’s commitment to the comprehensive Africa Agriculture Development Programme

(CAADP). In response to this, Ethiopia developed its first investment plan under the name

Agriculture Sector policy and Investment Framework (PIF). The African union Commission

based on CAADP-Malabo carried out its assessment and made decisions that African

countries to develop the second-generation National Agriculture Investment plans and also

biennial Review process.

Accordingly, the REDFS Ex-Com made decision to rename the former Agriculture Sector

Policy and Investment Framework (PIF) to align Ethiopia with CAADP-Malabo.

The NAIF Task Force organized based on Ex-Com’s decision exerted effort in laying down

preparatory activities for the development of the second generation NAIF through developing

ToR for consultancy and short listing potential consultants.

The NAIF development is now planned to be developed based on the already started

Agriculture Sector Investment Prioritization by MoA. For this to happen the NAIF TF should

reinitiate the already started preparatory works.

AGRICULTURE INVESTMENT MAPPING (AIM)

RED&FS in partnership with the Agricultural Transformation Agency (ATA) has for several

months been engaged in developing the Agriculture Investment Mapping (AIM) tool. The

objective of AIM is to centralize and visualize investment portfolio information on

programmes, projects and investments across the broad range of the agricultural and related

sectors and to provide a comprehensive database of “who is doing what and where”. The AIM

tool is be a valuable tool that contributes to the planning and programming of the sector and

support the coordination of activities and investments.

The RED FS is now embarking on the following:

➢ Migrating AIM tool from developer to MoA’s server

➢ Procurement of sub domain name from Ethio-Telecom

➢ Launching of AIM tool to the public at large

REDFS GUIDE HANDBOOK

The REDFS Secretariat has exerted relentless effort in developing REDFS Guide Handbook

which at a later stage distributed the document to all REDFS platform members. In this regard,

FAO’s support for the production of over 100 copies of the document is highly appreciated.

The Guideline generally provides information on the modus operandi of the REDFS operation.

Hence, the guideline describes the roles and responsibilities of the various positions within

the Executive Committee, Technical Committees and their respective Task Forces.

Additionally, the guideline outlines the operational modality of the REDFS platform and

describes ways of setting agendas, convening meetings, monitoring and evaluating

performances.

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COMPILATION OF CAADP BIENNIAL REPORT OF ETHIOPIA

CAADP was adopted by Heads of States and Government of African Countries in 2003 in

Maputo, Mozambique. Based on the declaration, all African countries committed themselves

for its implementation by customizing CAADP principles and values to their own

circumstances. The country CAADP implementation is a proven working model on CAADP

implementation and an important feature of this model has been its ability to adapt and reform

and thereby continually adjusting to remain fit for purpose.

Among other commitments, the leaders also committed to Mutual Accountability to Results

and Actions by conducting a Biennial Agricultural Review Process that involves tracking,

monitoring and reporting on implementation progress in achieving the provisions of the

Malabo Declaration.

This Commitment translates, this time, a stronger political will for AU Leaders to effectively

achieve Agricultural Growth and Transformation on the Continent by 2025 for improved

livelihoods and shared prosperity for African citizens.

It is to be noted that the Biennial Report for the first time compiled jointly by CAADP Focal

Point and Director of Planning, Monitoring and Evaluation and REDFS Secretariat to fulfill

Ethiopia’s commitment to CAADP.

The REDFS Secretariat together with the Planning, Monitoring and Evaluation Directorate

compiled and submitted the BR report to IGAD for the second time which at a later stage to

be submitted to AUC and being presented to Head of States and Governments of African

Countries at the upcoming January 2020 AU Summit.

EX-COM MEETING AND ITS DELIVERABLES

The last 2011 EFY has been devoted to a larger extent in developing ToRs & Action Plans

based on the newly re-organized REDFS platforms. Accordingly, ToRs and action plans have

been prepared for 17 Technical Committees and Task Forces under REDFS SWG. Action plans

were prepared on the basis of standard template which among others include activity,

responsibility, budget, source of funding, timeline and means of verification columns.

WHAT NEEDS TO BE DONE?

• Proactive engagement and devoting time for REDFS activities can ensure better

success in our endeavor

• Better coordination amongst flagship programmes, TCs & TFs to reinforce

synergy and complementarity in what to do

• Maintaining un-interrupted meeting frequencies for better engagement of

members and attainment of planned activities

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2.2. WATER SECTOR WORKING GROUPS

The Water Sector Working Group (WSWG) was established in April 2014 to provide policy

dialogue and coordination platform for water sector Development Partners (DPs) and the

Government of Ethiopia (GoE) to jointly promote, support and coordinate sustainable and

integrated development and management of water resources for the socio-economic

development of the people of Ethiopia. More specifically the WSWG has the following

objectives:

a) To ensure the effectiveness of development cooperation by ensuring that aid is

fully aligned to the sectoral policies, strategies and plans.

b) To promote the exchange of information and guide informed policy dialogue

among water and energy sector stakeholders.

c) To function as a knowledge hub for the entire water, sanitation, hygiene and

energy sectors in collecting and disseminating information on reports,

missions, general publications, reviews, assessments, etc.

d) To organize forums for regular experience sharing, information exchange and

mutually review implementation status of projects and programs on the basis

of the GTP objectives and targets, and address challenges.

e) To jointly discuss, develop, review and propose policies and strategies to be

included in the agenda of the relevant (sub) sectors.

f) To suggest strategies and actions required to mainstream sustainable and

integrated water resources management in sectoral development agendas and

plans.

g) To discuss and develop shared solutions and actions to address key

implementation issues that may arise around the sustainable, effective and

efficient use of Ethiopia’s water resources.

h) To discuss and follow-up the issues of awareness creation, initiatives and

coordination and promote sector wide approach.

i) To ensure formal links between the water sector and other relevant sectors such

as agriculture, health, environment, forest and climate change, education,

energy and finance.

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The WSWG has two main sub groups: The Water, Sanitation and Hygiene (WASH) and the

Water Resources Management (WRM) that are chaired by the concerned State Ministers and

co-chaired by nominated heads of DPs on two years rotational basis. The Sub Groups are

responsible to provide inputs and recommendations for policy direction related to programs

and associated issues of water resources management in the country. Under each sub group

there are Technical Committees (TCs) where different experts from DPs, Civil Society

Organizations (CSOs) and the government participate.

Water is multi-sectoral in nature and several sectors depend on it to meet their target and

successfully deliver their mandate. This is why establishing an effective partnership between

key stakeholders - DPs, Government, CSOs and other partners at different tiers - is crucial.

The following brief report presents the main activities and accomplishments of the WSWG

from 1 July 2018 to 30 June 2019.

a. One WASH National Program (OWNP) Phase II launched

The main instrument for the GoE for achieving the GTP II and the SDGs WASH targets is the

One WASH National Programme (OWNP). The main purpose of the programme is to

contribute towards improving the health, well-being and economic growth of both rural and

urban populations by increasing water supply and sanitation access and adoption of good

hygiene practices in an equitable and sustainable manner.

The OWNP has been designed in phases to implement consecutive national Growth and

Transformation Plans (GTPs) and responding to international commitments. Phase I was

implemented from 2013-2018 and Phase II is under implementation from 2019 and goes until

2020.

The OWNP Phase II document was officially launched on 22nd March 2019 in the presence of

H.E. Dr. Negash Wagesho, State Minister of the Ministry of Water, Irrigation and Energy

(MoWIE) and representatives of key DPs, CSOs and the private sector.

The phase II document was a result of the effective sector wide approach in the WASH sector

where key DPs and CSOs closely worked with the government to effectively plan and mobilize

the necessary technical and financial resources.

The WSWG has been closely working and supporting the National WASH Coordination Office

(NWCO) at MoWIE in the preparation of the phase II document and its launching event.

b. WSWG sub-group meetings were conducted

During the reporting period the WASH the WRM sub groups met once and various sector

issues were discussed.

On 18th December 2018, the WRM sub group meeting was held to get input to enrich the draft

National Integrated Water Resources Management Program (NIWRMP). The meeting was

chaired by Mr. Thomas Tamanini from Italian Agency for Development Cooperation (AICS).

Key stakeholders including representatives from the Ministry of Agriculture (MoA),

Environment, Forest and Climate Change Commission (EFCCC), and the newly established

Basin Development Authority (BDA) and Irrigation Development Commission (IDC) at the

MoWIE were in attendance. The BDA was represented by Mr. Getachew Gizaw, the Deputy

Director General.

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Similarly, on the 29th March 2019 the WASH sub group successfully met in the presence of

H.E. Dr. Negash Wagesho, the state Minster of MoWIE and the Chair of the working group.

The meeting was attended by 35 participants from Development Partners (DPs), CSOs and the

government, including representatives from the Ministry of Education (MoE) and the Ministry

of Health (MoH). The newly established Water Development Commission (WDC)

Commissioner and Deputy Commissioner were also in attendance.

Although the sub group meetings were supposed to take place on quarterly basis and the

technical groups on monthly basis due to the ongoing restructuring at the MOWIE and a

number of internal meetings, it was not possible to organize regular meetings as initially

planned. So far it was only the Emergency WASH technical group (WASH Cluster group) that

has met regularly as stipulated in its terms of reference. Currently, due to the finalization of

the restructuring process at MoWIE, preparations are under way to revitalize the technical

groups and regularly organize their meetings.

c. National Integrated Water Resources Management Programme (NIWRMP) under

finalization

With the leadership of the MoWIE and the financial support of USAID, UNICEF and SIWI, a

draft NIWRMP document was prepared. The main purpose of the document is to better

coordinate the ongoing water resources management related activities and raise additional

resource for the sector. In light of this, in the past one year various meetings were held with

key government and DPs to gather inputs and WSWG Progress Report.

Currently, the document is under review and it will soon be presented to key stakeholders

for final validation.

So far H.E. Dr. Abraha Adugan, the State Minister for Irrigation and Basin, Dr. Adanech Yared,

Director General of the BDA and Ato Getachew Gizaw, Deputy Director General of BDA has

been providing strategic leadership in the preparation of the NIWRMP.

d. Followed up the implementation of the WASH-WRM joint Multi Stakeholders Forum

(MSF) undertakings and action plan for 2018/2019 physical year.

The annual MSF is the largest forum of its kind and the most important WASH sector event in

Ethiopia. The first MSF was conducted in 2006 under the auspices of the European Union

Water Initiative for WASH sector coordination. The Government of Ethiopia’s WASH related

institutions (Water, Health, Education and Finance) took over the WASH sector coordination

process from the joint donor-government led committee in 2009. Since then the Ministry of

Water, Irrigation and Energy (MoWIE) led the National WASH Steering Committee that has

governed the WASH sector coordination and development in Ethiopia. Recently, Water

Resources Management aspects were also added in the first WASH-WRM joint forum held in

June 2018.

The MSF aims to track progresses on WASH and Water Resources Management development

programs, highlighting the linkages between the two sectors, in order to contribute to the

achievement of the ambitious goals of the GTP II. It also aims to be a platform for the dialogue

on policy issues and strategies, generating consensus and commitment and set priority

actions for the year ahead in both WASH and WRM.

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In the past one year, the WSWG in collaboration with the NWCO has been reviewing and

following up the progress of the 2018 MSF undertakings and action plans. Various meetings

were held with key concerned institutions and Directorates within MoWIE to follow up the

status of the undertakings and provide the necessary support. As part of the follow up, the

stats of the WASH undertakings were presented to the WASH Working Group on 29th March

2019. Similarly, the state of the WRM related undertakings will be presented on the next WRM

sub group meetings for further review.

Currently the planning for the next joint MSF and Joint Technical Review is underway and the

forum is expected to be organized in October 2019.

e. Organized the groundwater legislation technical group meeting to discuss possible

technical support from SIWI for developing a policy brief document for MoWIE

One of the priority areas in water resources management is the preparation of the ground

water legislation. Consensus was reached among stakeholders during the MSF last year to

work on a draft document. The first meeting of the groundwater legislation technical group

was organized on 18th February 2019. During the meeting the relevance of the assignment

and the different ways of advancing it were discussed. The meeting was chaired by Ato

Tesfaye Tadesse, the Director of the Groundwater Study Directorate at MoWIE and Chair of

the working group. The meeting was organized in partnership with the Stockholm

International Water Institute (SIWI) and thirteen organizations from DPs and government were

present in the meeting.

As agreed by the groundwater technical group a detail groundwater policy review was

conducted by a consultant and inputs were given by the groundwater technical group which

is co-chaired by JICA and UNICEF. As soon as the revised version is ready by the consultant,

a wider stakeholder’s consultation meeting will be organized and hopefully the document will

be endorsed by MoWIE and other concerned institutions.

f. Supported the organization of the first Water and Energy Week event

The WSWG played a key role in supporting the organization of the first Ethiopia Water and

Energy Week (EWEW). The Secretariat significantly contributed in fund raising and over all

organization of the event including the event program preparation, participants’ selection and

event logistics arrangements. The event was successfully held from 17th to 20th June 2019 at

the Ethiopia Skylight Hotel in Addis Ababa with an attendance of 1200 participants from the

Federal Ministries and agencies, DPs, CSOs, Universities, and relevant regional bureaus.

The EWEW was opened by H.E. President Sahelework and opening remarks were given by

Dr. Christian Rogg (Development Assistant Group Chair), H.E. Dr. Amir Aman (Minister of the

Ministry of Health) , Dr. Fisum Assefa (Plan Commission Commissioner) and H.E. Mrs. Fetia

Yesuf (Natural Resources, Irrigation and Energy EFDRE Parliament Standing Committee

Chairperson).

The four days forum, consisting of plenary and parallel sessions, exhibitions, and networking

opportunities, provided up-to-date information and exchange of best practices. Participants

deliberated in parallel and plenary sessions on critical issues that impinge on the

management and development of WSWG.

Ethiopia’s water resources to avail the requisite energy, food and water supply and sanitation

needed by our growing cities and population. During the forum more than 50 papers and

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sector strategy documents were presented and 25 organizations took part in the exhibition

and showcase. Besides, 9 side events were organized on crosscutting issues and ongoing

innovative initiatives by CSOs and DPs.

All in all, the EWEW was a great success. It has significantly raised the profile of the Ministry

and it has set a new path in terms of future sector coordination, creating a common platform

by bring the water and energy sectors together. Policy makers, water professionals,

researchers, CSOs, DPs, the private sector had the opportunity to come together in a unique

science-policy-practice dialogue forum focused on WASH, Irrigation, Energy and Basin

Development. Also, the meeting has been a great opportunity to discuss the water, food and

energy nexus.

Other activities performed by the WSWG Secretariat

a. Liaised and worked with similar coordination platforms in other sectors

(Agriculture, Health, and Environment) with the aim of improving coordination

and collaboration .

b. Bilateral meetings were held with coordination platforms at the MoA (RD&FS

Secretariat) and EFCCC (RED++ Secretariat) to brief the coordinators about the

WSWG and the NIWRMP and ensure their continued engagement in the WRM

Sub Group. Similarly, bilateral meeting was also held with the newly appointed

Hygiene and Environmental Health Directorate Director at the Ministry of

Health. The purpose of the meeting was to ensure the activation of the hygiene

and sanitation Technical Committee under the Ministry and ensure continued

communication with the WSWG Secretariat

Prepared the ground work to establish Energy sub group under the WSWG s

per the guidance given by the Ministry of Finance (the former Ministry of

Finance and Economic Cooperation) and the terms of references of the

secretariat, two meetings were held with H.E. Dr. Frehiwot Woldehana, the

State Minister for the energy sector, and some of his senior team members. The

main purpose of the meeting was to inform them about the WSWG, discuss how

to bring the existing development partners Energy Working Group under the

WSWG Secretariat and strengthen the group by involving more sector actors.

Accordingly, a consensus has been reached to progressively incorporate the

group under the secretariat and provide the group the necessary support.

c. Prepared a country brief and two presentations for the MoWIE delegation attending the Sanitation and Water for All (SWA) Sector Ministers Meeting (SMM) in Costa Rica:

As per the request from the WDC and the NWCO, the WSWG drafted a country brief

document and two presentations for the MoWIE delegation that attended the SWA SMM

meeting in Costa Rica on the 4th and 5th April 2019. During the preparation of the documents,

extensive consultations were made, and inputs were gathered from key ministry staff and DPs.

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Challenges and lessons learnt

In the past one year significant progress has been made in undertaking the main activities

planned for the period. However, the lack of operational budget and staff in the secretariat

have limited its capacity to actively engage with other sector ministries and regularly

organize the technical group meetings and effectively deliver on its mandate. Currently, the

WSWG is coordinated by a staff seconded by USAID. In order to make the WSWG strong and

effective, there is an urgent need for MoWIE and WASH sector DPs to deploy the necessary

staff and allocate budget for the secretariat.

In addition, in the past one year here has been a significant restructuring at the MoWIE that

led to the establishment new institutions such as BDA, WDC and IDC and the full incorporation

of the energy sector under the Ministry. In light of this, there is a need for the WSWG to review

its current TOR and structure as per the new restructuring and make the different working

groups more effective.

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2.3. MACRO-ECONOMIC DISCUSSION FORUM

Bi-annual Macroeconomic Discussion Fora: The macroeconomic discussion forum

continues to provide a platform for dialogue between development partners (DPs) and the

Government on macroeconomic developments. Two bi-annual forums were held in October

2018 and April 2019.

The October 2018 Forum held under the theme ‘Improving Domestic Revenue Mobilization in

Ethiopia’, examined the country’s economic model and its implications for domestic revenue

mobilization (DRM). The ongoing economic reforms were cited as a key opportunity to

accelerate the transition from public sector led to a private sector driven economy to enhance

DRM, among others. The Forum noted that several pertinent tax policy and administration

measures have been implemented including the establishment of the tax policy directorate

in 2016 and increasing the threshold of mandatory VAT registration. Other measures include

studies on VAT/ turn-over-tax, excise tax and tax expenditures, and cost-benefit analyses to

inform tax exemptions. Government was commended for its plans to examine property

taxation and expanding the tax reach to the informal sector. These measures are expected to

improve tax revenue yields and ease tax administration and compliance costs. The

discussions also revealed that several DPs are supporting different aspects of the authorities’

tax policy and administration reforms. Therefore, enhanced coordination amongst DPs and

across government agencies will maximize returns from ongoing and planned interventions

and ensure that support targets the most pertinent reform areas. In line with recommendations

from the Forum, a tax revenue mobilization working group has been established to facilitate

dialogue and implementation of relevant reforms.

The April 2019 Forum focused on ‘Addressing Ethiopia’s trade imbalance through export

promotion, diversification and increasing competitiveness of the country’s exports in global

markets. Discussions underscored the need for a comprehensive policy response,

comprising macroeconomic and structural reforms, to improve the completeness of Ethiopia’s

exports. Government informed the meeting that several reforms are underway to address

various bottlenecks, notably macroeconomic policy, high costs of production and low

capacity utilization, inefficiencies in logistics and non-tariff related obstacles. Consequently,

the Forum identified three key actions points for further follow-up, namely, inflation and its

drivers, exchange rate policy and management, and targeted project management support

to accelerate the implementation of infrastructure projects, particularly in the energy sector.

In this context, two studies namely: ‘drivers of inflation in Ethiopia’ and ‘the most suitable

exchange rate policy for Ethiopia’ are underway and will inform discussions in the October

2019 Macroeconomic Discussion Forum.

Growth and Transformation Plan II (GTP II) 2015/16 – 2019/20 mid-term review: The

Macroeconomic Group provided feedback to the Planning and Development Commission on

progress made in implementing GTP II, remaining challenges, and plausible remedial policy

responses. This feedback focused on macroeconomic performance. The co-chair of the

Macroeconomic Forum also co-chaired the group discussions on ‘Macroeconomic

Performance’ during the December 2018 consultative meeting on the GTP II mid-term review

report.

Macroeconomic Group meetings: Macroeconomic group meetings – technical meetings

drawing together DP economists – facilitate technical discussions and consensus building

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among DPs on government’s macroeconomic reform agenda and its implementation. Thus,

these meetings feed into country policy dialogue with the Government, including the GTP II

annual and mid-term reviews. These meetings, which are held every two months, discussed

various themes such as Ethiopia’s quarterly export performance, economic reform trajectory,

mid-year macroeconomic performance. Guest speakers from the former Economic Policy and

Analysis Unit and Ethiopian Economic Association, among others, participated in these

meetings.

Collaboration with think-tanks has been strengthened: Partnerships with key think-tanks such

as the erstwhile Economic Policy and Analysis Unit, Policy Studies Institute and the Ethiopian

Economic Association have been cultivated to enrich discussions in Macroeconomic Group

Meetings and Macroeconomic Discussion Forums. In particular, the Macroeconomic

Discussion Forum has partnered with the Policy Studies Institute to prepare studies on inflation

and exchange rate policy. These studies will inform discussions in the October 2019

Macroeconomic Forum. The Macroeconomic Forum is also working closely with the newly

established Coordination Forums on Public Private Partnerships and Tax Revenue

Mobilization.

Regular updates and briefing provided to the Development Assistance Group (DAG): The co-

chair of the Macroeconomic Forum briefed DAG Heads of Missions/ Agencies in November

2018 and February 2019 on key political, governance, and macroeconomic developments in

Ethiopia as well as their implications for development partner country dialogue and

programming.

Information sharing across the macroeconomic group remains strong following the

introduction of a ‘coordination matrix’: a matrix, summarizing ongoing and planned

interventions to strengthen macroeconomic management, was initiated and has improved

coordination, reduced duplications, and maximized synergies.

Lessons learned

A key lesson learned is that partnerships with relevant agencies including think-tanks and

technical/ sector working groups are important building blocks for effective country policy

dialogue. These relationships generate relevant knowledge, facilitate consensus building on

key national reform actions, and complement Government’s efforts in monitoring the

implementation of reforms.

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2.4. EDUCATION SECTOR WORKING GROUP

Members: MoE, Embassy of Finland, DFID, CSO, ETA, GIZ, IADC, JICA, KOICA, Embassy of

Norway, UNESCO, UNHCR, UNICEF, USAID, WB, WFP

According to the terms of reference of the ETWG (November 2016), ETWG aims to achieve

the following;

• Better coordinated, more harmonised planning, budgeting and monitoring

support to the Education Sector

• Financing for ESDP scaled up and increasingly channeled through

government-led joint instruments

• Engagement in ESDP development and assistance in delivery

• Enhanced GoE policies, plans and reports.

• Strengthened linkages, coordination, mutual accountability and working

relationships between Government, the DAG and other stakeholders

In order to realize its objectives, the ETWG meets regularly. During the Ethiopian fiscal year

of 2018-2019, the ETWG hold six regular meetings; and one extraordinary meeting. Two

meetings were co-chaired by the State Minister. The meetings serve as a forum to ensure that

development cooperation at the sector level is aligned to national sectoral strategies and

plans; harmonized donor engagement at sector level and enhance meaningful and effective

dialogue and mutual accountability.

Aid coordination and harmonization

The ETWG members have participated in the World Bank –managed multi-donor trust fund

programme GEQIP-II and –E Implementation Support Missions, to follow-up closely the

progress in general education, and to make contribution to the programme implementation.

While not all ETWG members are engaged in the funding of the GEQIP-programmes, the

ETWG has been constantly seeking better coordination among pooled and non-pooled

partners. The partners are also currently coordinating various TA provided to the MoE for the

implementation of the GEQIP-E as there is a strong view that aligned and complementary

support will enable the MoE to achieve the expected results.

Education Sector Policy Dialogue

During the fiscal year, the Education Road Map towards 2030 has been widely consulted with

a number of governmental and non-governmental organizations, individuals, academics, as

well as with the development partners. The ETWG members commended the MoE for their

efforts in making the process of the Road Map preparation participatory.

Instability and security issues in the country, as well as subsequent changes in the

administration, as well as legal matters related to procurement have compromised the

delivery of education services during the year. Therefore, the implementation of the key

programmes has suffered to some extent and extensions of programme implementation have

been endorsed.

The ETWG participated in the MoE’s 28th Education Annual Conference that took place 21 –

22 March 2019 in Mekelle. The Annual Conference discussed the ESDP V Mid-Term

Evaluation, Road Map directions, as well as NLA for Grades 10 and 12, and the EGRA

assessment. The conclusion of the conference was that while access to education has

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increased, the quality and efficiency remains low and of serious concern. These compromise

the Government’s investments in education.

The Joint Sector Review was organized in 17 June, in connection with the GPE funding

application process. HE, Dr Tilaye presented the main findings of the Road Map research, as

well as the ‘major shifts’ needed across the education sector. Development partners and NGO

actors discussed vividly and provided their feedback to the MoE.

Mobilizing funding and increased financing for ESDP through joint instruments

During the fiscal year, preparations for additional funding for GEQIP-E (GPE /WB), in refugee

education (WB), inclusive education (IEI / WB), education in emergencies (ECW / UNICEF)

have been under preparation. The participation of ETWG has been crucial to ensure that

forthcoming projects follow the jointly agreed alignment. Discussions during these

preparations have contributed also to the overall sector dialogue.

Exchange of information

The ETWG invited a range of directorates in MoE as well as stakeholders to present at its

meetings. The following pertinent topics and policy and strategy related issues were

presented in the meeting, discussed and appropriate advice, suggestions and technical

inputs provided to Ministry of Education and relevant stakeholders for effective

implementation and ultimately for better outcome.

Concept Note for the new Education Sector Program Implementation Grant (ESPIG) from the

Global Partnership for Education (GPE)

Situation of Internally Displaced Children

ESDP V midterm evaluation

Education Statistics Annual Abstract 2010 E.C. (2017/18) Core Activities, Results and Major

Challenges

Improving poor performing schools through evidence-based planning and supervision

(QESSP)

Raising Learning Outcomes for All through Education System Research in Ethiopia /by

Research on Improving Systems of Education in Ethiopia (RISE-Ethiopia) Project

Inclusive Education Initiative

Updates on the status of Implementation of GEQIP II and GEQIP E presented on regular basis

Verification reports for GEQIP-E and GPE-financed results-based disbursements

Revised plan for Education in Emergency

Challenges and the Way Forward

The Ministry of Education was divided into two Ministries during the fiscal year. This is a

challenge in that now the ETWG focuses on general education, and the linkage to TVET and

higher education is loose. In the TVET sector, there is interest is strengthening donor

coordination, but ideally, there should be a forum that connects the whole sector. However,

in reality, the ETWG has dealt with issues related to general education, and mostly around the

main programme, GEQIP, even previously.

To ensure continuum of collaboration across the education sector, we need to look at new

ways of working, using the existing structures more efficiently (e.g. within the Annual

Education Conference), as all stakeholders are already increasingly engaged with various

task forces, networks and groups.

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2.5. HEALTH SECTOR WORKING GROUP

Health Sector Working Group (HSWG) priorities include strengthening equitable access and

quality health care services through data revolution and improved maternal, newborn,

children and adolescent’s health care services at all levels. The sector working group

supports the Ministry of Health in enhancing awareness, creating ownership and facilitating

enabling environment to provide compassionate care for communities to prevent

communicable and non-communicable diseases.

Communicable Diseases (CD)

HIV/HEPATITIS:

> 400,000 health care providers vaccinated against hepatitis B vaccine

Produced the 2018 national HIV estimation and 5-year projection.

Led implementation and availed information on the Global Fund Grant in Gambella and

Somali

MALARIA:

88% of patients with confirmed malaria received first line anti malaria treatment

Developed, designed and implemented the baseline survey for tracking progress of malaria

elimination in the country.

Strengthened malaria case management amongst health workers.

NEGLECTED TROPICAL DISEASES (NTD)

Completed first phase of external evaluation of trachoma program that assessed the impact of

Mass Drug Administration after 10 rounds of yearly treatment in two regions.

Implementation of a refugee camp surveillance and cross border communication of the

eradication program of Human Guinea worm disease which resulted, for the first time in 2018,

with reported zero human Guinea worm disease among humans after decades of low level

transmission.

Trained health workers reporting to 275 health professionals in three regions on visceral

Leishmaniasis patient case management.

Reached thousands of seasonal migrants in West Gondar on prevention of Leishmaniasis

through a Billboard.

PUBLIC HEALTH AND ENVIRONMENT (PHE)

Capacity building on early warning and surveillance for climate sensitive diseases of 29

participants across 1 sentinel sites in 9 regional states and 1 city administration.

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▪ This resulted in 11 health facilities

piloting integration of climate data to

existing early warning and surveillance

for climate sensitive diseases (CSDs).

▪ Conducted water quality monitoring

and surveillance for 24 participants

from regional health and water bureaus.

This resulted in 4 cascading training for

60 woredas in Amhara, Somali, Dire

Dawa and Tigray with focus on water

quality test kits.

TUBERCULOSIS (TB)

Provided Technical Support, Catalyzed

Change & Built Sustainable Institutional

Capacity

▪ Strengthened TB laboratory

quantification and forecasting of

supplies for 30 health professionals

▪ 100 laboratory professionals from

Oromia trained on GenXpert for TB

case identification.

▪ Advanced TB Clinical management

workshop for 30 HCWs

Conducted Workshop to Sensitize

Private Health Facilities in TB

Prevention and Control Activities

▪ Held international consultative

workshops to strengthen service

delivery under integrated community-

based TB care and WHO tool kit

development for integration of TB and

chronic lung diseases

Normative Guidance Development &

Knowledge Generation, Dissemination

and Application

▪ Revised Terms of Reference of the TB-

HIV Technical Working Group (TWG)

and supported discussion on

recommended TB treatment regimen

▪ Assisted TB laboratory TWG on

GeneXpert technology scale up and

utilization

▪ Developed Standard Operating Procedure on TB contact screening and Treatment of

latent TB

SUCCESS STORY 1: PREVENTING POTENTIALLY FATAL TROPICAL

DISEASE IN THOUSANDS OF MIGRANTS IN ETHIOPIA

MORE THAN 9,000 MIGRANT WORKERS HAVE RECEIVED

GUIDANCE ON PREVENTING LEISHMANIASIS – A POTENTIALLY

FATAL NEGLECTED TROPICAL DISEASE - IN ETHIOPIA’S FAR

NORTH-WEST.

EVERY YEAR, HUNDREDS OF THOUSANDS OF SEASONAL WORKERS FROM

ACROSS NORTHERN ETHIOPIA MAKE THE TREK TO WORK THE FARMLANDS

OF THE WEST GONDAR AREA, BUT ARE TYPICALLY UNAWARE OF THE

LOCALISED RISK OF LEISHMANIASIS THERE. VISCERAL LEISHMANIASIS, ONE

OF THE THREE MAIN FORMS OF THE DISEASE, IS FATAL IF LEFT UNTREATED

IN OVER 95% OF CASES. LEISHMANIASIS, TRANSMITTED BY PARASITES

THROUGH BITE, IS ENDEMIC TO FIVE ETHIOPIAN REGIONS AND YET

REACHING PEOPLE ON THE MOVE WITH CRUCIAL HEALTH MESSAGES IS NOT

EASY. EARLIER EFFORTS TO CONTAIN THE DISEASE IN ETHIOPIA, MAKING

USE SOLELY OF THE HEALTHCARE SYSTEM, FAILED TO REACH SIGNIFICANT

NUMBERS OF SEASONAL MIGRANTS, DESPITE REACHING LOCAL

COMMUNITIES. IN 2018, WHO, WORKING WITH THE ETHIOPIAN MINISTRY

OF HEALTH, THE AMHARA REGIONAL HEALTH BUREAU, THE LABOUR AND

SOCIAL AFFAIRS SYSTEM AND WITH LOCAL SCHOOLS AND COMMUNITIES,

MANAGED TO REACH THOUSANDS OF SEASONAL MIGRANTS IN WEST

GONDAR. THE NEW HEALTH PROMOTION AND COMMUNICATION PLAN

WORKS WITH MANAGERS FROM COMMERCIAL FARMS ON OUTREACH AND

PEER EDUCATION, AS WELL AS ON DOOR-TO-DOOR AWARENESS RAISING

CAMPAIGNS, TRAINING SESSIONS AND THE DISTRIBUTION OF PUBLIC

INFORMATION MATERIALS ON FARMS AND THROUGH SCHOOLS AND THE

HEALTHCARE SYSTEM. THE WORK GOES ON, BUT THE LESSON IS CLEAR; TO

REACH POPULATIONS ON THE MOVE IN NORTHERN ETHIOPIA, WORKING

SOLELY THROUGH THE HEALTH SYSTEM IS NOT SUFFICIENT AD OUTREACH

ACTIVITIES MUST INCLUDE THE LABOUR, EDUCATION, COMMUNITIES AND

OTHER SECTORS.

27 | P a g e

▪ Developed and launched the national operation guide on “Finding Missed TB Cases in

Ethiopia”

▪ Revised the GeneXpert diagnostic algorithm as the recommended initial diagnostic test for all

presumptive TB cases.

Non-Communicable Diseases (NCDs)

Technical Support across the development of NCD strategic plans and programs

including:

▪ The National NCD strategic action plan 2019 – 2025.

Led Initiatives for hypertension prevention and control (“Resolve Project”) with FMOH,

including:

▪ Provided for the economic case of NCD to produce evidence on Non-Communicable

Diseases (NCDs) and their economic loss.

Mental Health ▪ Contributed to the preparation of the National mental health strategic action plan 2019 –

2025 and adaptation of the mental health gap (mhGAP) training material.

Health Promotion – Tobacco control and promotion of healthy life Style

▪ Supported the 2016 Ethiopia Global Adult Tobacco Survey Report and currently the

Ethiopia’s tobacco control situation for the 7th Global Adult Tobacco Report.

▪ Supported proposal for community participation in healthy life style to mitigate NCD risk

factors.

▪ Promoted, through brochures, physical activity, harmful intake of alcohol, tobacco use and

healthy diet and supported MOH “Care Free Day”.

St Paulos Hospital MDR TB ward Case Team

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Maternal New-Born Child and Adolescent Health and Nutrition

Making Pregnancy Safer (MPS): Quality Equity Dignity (QED) network for improving

Quality of Care (QOC) for maternal, new-born and child health (MNH QOC):

▪ Communicated and supported implementation of the guide and Roadmap to improve

MNH QOC

▪ Supported the establishment of the MOH quality Technical Working Group (TWG)

▪ Developed and Applied the WHO MNH QOC monitoring framework

Maternal and Perinatal Death Surveillance and Response (MDSR and PDSR):

▪ Strengthened MDSR and introduced PDSR system to all regions in the country

▪ Rolled out MPDR training to >3,000 provider/managers and distributed Tools in Amhara

region

▪ Developed the MDSR report and guide for using MPDSR platform for MNH QOC.

Family and Reproductive Health (FRH) – Adaptation and Distribution of FP quick

reference material & the WHO Medical Eligibility Criteria (MEC) Wheel

▪ Distributed 2015 MEC Wheel to > 8,000 in Amhara and >1,000 in Oromia; 21 FP trainers

oriented

▪ Supported revision of the national FP guideline and guidance that will be used to

standardize various components of FP services at all levels of care and guide FP

programmers and implementers on FP program design, implementation, monitoring and

evaluation.

Child and Adolescent Health– Guideline Revision, Development of Training Material

▪ Disseminated results of Global Possible Serious Bacterial Infection (PSBI) to 13 countries

Coaching Health Extension Workers on Health

Promotion, Amhara region

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▪ Revised the Integrated Community Case Management and Community Based New-born

Care (ICCM_CBNC) Guideline and training material based on Ethiopia results

▪ Implemented the Adolescent Health program through orientation and a workshop based

on Accelerated Action plan for the Health of Adolescents (AAHA) guidance

▪ Developed a Quality Improvement (QI) concept for adolescent & youth health using sexual

and reproductive health as an entry point

Nutrition – Provided normative support for the development of the nutrition policies and

supported emergency nutrition response focused on selected high Internally Displaced

People (IDP) regions:

▪ Revised the Food and nutrition policy and IDP caseload estimation, response plan and

capacity building of inpatient management for severe nutrition.

Expanded Programme on Immunization (EPI)

▪ Maternal Immunization and Antenatal Care Situation Analysis (MIACASA) – Closed

the information gaps on the delivery of maternal vaccines; increased awareness and

benefits of improved antenatal care systems through joint ANC-EPI delivery.

▪ The Intussusception Sentinel Surveillance Dissemination Workshop - Ethiopia joined

the African Intussusception Network in 2014 following the introduction of the two-dose

schedule for Rota vaccine (Rotarix) immunization program. A sentinel surveillance system

was implemented to monitor intussusception events in six major hospitals and a 1day

workshop to disseminate results.

▪ WHO Supported the 1st and 2nd round monovalent oral polio vaccine type 2 (mOPV2)

campaign and review meeting - Conducted in 42 districts of the five zones (Korahey,

Afder, Shabele, Liben and Dawa) of Ethio Somali region. A total of 478,833 host and 34,092

refugee children were targeted and ~ half million under five children received mOPV2

during this first round vaccination.

▪ Supported the preventive Measles vaccination of over 1.1 Million Children from the

IDP - Immunized over 1.1 million children in Gedeo (540,896) and West Guji (593,528)

zones respectively.

▪ The National Training of Trainers conducted on HPV vaccine introduction - All EPI

program officers and included training manual and facilitator’s guides.

▪ Measles campaign conducted in a refugee camp, IDPs, and other high-risk districts

of Somali region - 7 kebeles with a total of 97% coverage across 6 woredas in 2 zones of

Somali region.

▪ Launched Human Papillomavirus Vaccine for 14-year-old girls - Primarily delivered

through a school-based approach and launched at Tesfa Kokeb Primary School and plans

to vaccinate over one million 14- year old girls.

▪ Conducted the 2018 Government, GAVI and partners Joint Appraisal - Routine

immunization performance was presented at the meeting and recommendations were

developed.

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Health Systems Strengthening

Supported Policy Development and Planning:

▪ Prepared regional partners’ forum and supported the annual sector plan and ARM

▪ Supported the mid-term review of the Health Sector Transformation Plan through

instrument preparation, data collection and report writing

Supported Health Care Financing Activities in Ethiopia:

▪ Supported secondary hospital efficiency analysis;

▪ Supported the “Health Transition, Disease Burden and National Health Expenditure” and

evidence generation on costing of primary health care that was used for policy decision

in health financing and the seventh national health accounts (NHA) that is ongoing.

Supported the Essential Medicines (EDM)’s Regulatory Functions:

▪ Supported the assessment of the major medicine regulatory functions and implementation

of the Institutional Development Plan (IDP) 2017 that enabled the regulatory body (EFDA)

have an updated plan and implementation roadmap for improvement.

▪ Supported the establishment of National Good Manufacturing Practice (GMP) Auditing

Capacity by reviewing and identifying gaps in GMP inspection competence, identifying

GMP Training needs and coordinating training of trainers on advanced GMP for 24

Experts.

Improved Blood Safety through the Establishment of a Quality System

▪ Developed roadmap to improve, through accreditation of the national and selected

regional blood banks, the quality of blood transfusion service in the country.

▪ Supported the progress assessment of the national center using trained assessors from the

South African Blood Service and based on the roadmap.

▪ Trained 90 staff on Blood Safety Information System (BSIS) and ensured they completed

competency assessment. Strengthened partnership with SANBS and Jembi Health system

to support accreditation and BSIS.

Supported Gender Equity and Human Rights:

▪ Strengthening the national health system and operations through mainstreaming gender,

assessing equity analysis of programs and human-right based approach for actions;

Training of human capital across 20 hospitals and health centers to provide service for

GBV/SV survivors as well as producing info-graphs over international women events such

as World TB day and improve awareness.

Launching of the Seventh National Health Accounts:

Opening Remark by the State Minister of Ethiopia Training on Advanced GMP Auditing

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EMERGENCIES

▪ Effective containment of Acute Water Diarrhea (AWD) and Yellow fever

▪ Developed preparedness and response plans on AWD, IDP, Yellow fever and guidelines

on Eliminate Yellow Fever Epidemics (EYE), Infection prevention and Control (IPC),

Management of acute malnutrition and Ethiopia Public Health Institute – Drug supply chain

▪ Supported Emergency Operations Centre (EOC) coordination and maintained Rapid

Response Teams (RRT) at central and hotspot areas to enable follow up alerts and timely

response

▪ Costing of the National Action Plan for Health and Security (NAPHS)

▪ Maintained minimum polio surveillance performance standards at national level with non-

polio AFP rate of 2.3 and stool adequacy rate of 93% in 2018

▪ Acute Water Diarrhea (AWD) outbreak in Somali, Afar, Amhara, Tigray and Oromia

regions and Dire Dawa City Administration with 3,255 AWD cases and 35 deaths reported.

Response activities: Maintaining the operationalized rapid response mechanism

established in 2017; a surge team was also deployed to Afar, Tigray and Oromia region

for case management, IPC, risk communication, Water and Sanitation and Hygiene,

Information and data management, incident management – for coordination activities and

surveillance and public health activities.

Impact: marked difference in the number of cases and death reported in 2018 – about

96.7% reduction in cases reported in 2018 when compared to that reported in 2017

• Yellow Fever cases reported in Offa woreda, Wolaita Zone, SNNPR with a total of 35 cases

(5 lab-confirmed), 10 (28.6%) deaths; 6 Facility and 4 Community deaths reported.

Response activities: Epidemiological and entomological investigations as well as

support in case management and risk communication/social mobilization; supporting the

planning and implementation of the yellow fever reactive vaccination campaign (both the

one with 99.15% coverage targeting persons 9 months and above and the later with wider

campaign which achieved 103% coverage.

Impact: These response actions led to the effective containment and control of the yellow

fever outbreak as there were zero cases reported since 26 October 2018.

• Measles: a total of 3,914 (suspected) measles cases reported countrywide, of these 295

cases were confirmed by laboratory, 963 were epi-linked and 69 were clinically

compatible.

• Polio: Ethiopia celebrated four polio free years on January 2018 after the last wild

polio virus case was detected in January 2014. Response activities: WHO conducted 7,500 active case search and supportive

supervisory visits to priority health facilities throughout the country through its 45 polio

field officers, 12 national and four international STOP members; Surveillance training was

given for 1,056 public health emergency at national, regional, zonal and woreda levels in

nine of the eleven regions (except Tigray and Gambella); Supports to surveillance

trainings organized for about 3,000 facility-level health workers in all regions and in the

continued implementation and expansion of environmental surveillance aiming at

supplementation of acute flaccid paralysis surveillance in high risk and high population

areas (Somali, Dire Dawa and Addis Ababa).

Governance

▪ Theory of Change Workshop: Five-day workshop which contributed to strengthening

program design, implementation and reporting which are important components of a

programme.

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Partnership

▪ “One UN”: Firmly based on the Sustainable Development Goals (SDGs), the WHO

General Programme of Work strongly supports the UNSG’s proposal to work as “one UN”

to improve the efficiency and effectiveness of operational activities at the country level

and towards the SDGs. To this regard, WHO is engaged as part of UN country teams while

recognizing its constitutional mandate to act as the directing and coordinating authority

on international health work.

▪ UNDAF: The country office strengthened the health capacity of and convened the health

and nutrition result group (RG) of the UNDAF, co-chairing the UNDAF program

management team and contributing significantly to the mid-term review. It has also

established the UN Interagency task force for NCDs under the leadership of the RG and

jointly advocated for the national inter-sectoral collaboration on NCDs risk factor

mitigation actions.

Communication

▪ Modern Communication: WCO regularly using news-making, infographics, improved

information on the country office and AFRO websites and more regular health information

through social media such as Twitter and Facebook.

Key Challenges:

▪ Cyclical repeated and burgeoning emergencies, some complex, and happening

concurrently

▪ Protracted emergencies making it difficult to exit response

▪ Security challenges limiting humanitarian access or interrupting access

▪ Preparedness plans not paid attention to which affects mainly financial part

▪ Lack of funding/ Inadequate funding to maintain effective response

▪ The continued isolation of vaccine derived polio virus from environmental samples of

Somalia poses a threat to the country

▪ Detection of both type 2 and type 3 viruses from both paralyzed and healthy children

in Somalia in May 2018 led to the declaration of a Horn of Africa wide polio outbreak

involving Ethiopia, Somalia and Kenya.

Way forward:

▪ Re-organizing the office early next year by implementing the skills matching

▪ Intensifying in resource mobilization initiatives

▪ Continue addressing the ongoing emergencies and having preparedness plans

▪ Increased innovations in terms of public- private partnerships

▪ Changing the operating models focusing on country impact

▪ Implementation of a new General Programme of Work.

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2.6. CLIMATE RESILIENCE GREEN ECONOMY (CRGE)

In the EFY 2011 the ToR for the establishment the CRGE Forum were endorsed by the DAG

members and constituting meeting of the forum was conducted on the 31st January 2019.

In order to map the contribution from different donors a matrix was developed covering

four different topics; - Forest; - Environment; - MRV; and Climate Change. Some 17 donors

provided information on their activities and budget allocation.

Within the scope of the CRGE Forum is also the high level meeting on Climate Change for

the signatories of the Ethiopia and Climate Partners Joint Communique - Lima Declaration,

also commonly called Lima Partnership that was signed in Lima, Peru during the 20th

session of Conference of Parties to the UNFCCC (COP20) on 10th of December 2014. The

Partnership consists of nine parties such as Ethiopia, Denmark, Norway, Sweden, France,

Germany, UK, EU and USA. The 2nd May of 2019 in the Sweden’s Ambassador Residence,

Addis Ababa, a workshop has discussed on how to reinstate and strengthen the long-term

cooperation among partners, the role of the Lima Partnership in supporting the planning

and implementation of CRGE and Ethiopia’s leading role in international climate dialogue.

The main challenge the CRGE Forum is facing is a regular schedule for meetings in order

to share information and better coordinate the support. In this regard, apart from

formulating the ToR for the CRGE forum, operationalizing the technical and high-level

committee was delayed.

The plan for the next year is to operationalize the technical working groups and hold

quarterly regular meetings with a coordinated donor's intervention in the four identified

areas and possibly to start some specific coordination in some of the four areas.

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2.8. ENERGY SECTOR WORKING GROUP.

The Energy Development Partners Coordination Group includes 18 Development Partners

(DPs) and meets four times per year to share information and updates, coordinate efforts and

provide a forum for regular dialogue with the Government of Ethiopia (GoE): Ministry of

Water, Irrigation and Energy (MoWIE), Ethiopian Electric Power (EEP), Ethiopian Energy

Authority (EEA) and Ethiopian Electric Utility (EEU). The Group was co-chaired this year by

the World Bank and the European Union Delegation to Ethiopia.

Accomplishments

National Electrification Program 2.0 has been officially launched in March 2019. To achieve

GoE’s universal electricity access goal by 2025, the updated version of the National

Electrification Program focuses on integrated grid and off-grid electricity access: 65 percent

of access provision is targeted with grid solutions and 35 percent with off-grid technologies

(solar off-grid and mini-grids). The DPs welcomed the strategy, which is a strong basis for all

the actors involved (government ministries and agencies, DPs, private sector) and in

particular the fact that new initiatives and business models are envisaged. NEP 2.0 also shows

a need for substantial financial support and a wide range of instruments have been proposed,

including public-private arrangements. Many DPs have contributed and are in the process of

launching additional financing in support of the NEP.

Financial viability of the sector: EEU and EEP are key vehicles for the transformation of the

energy sector laid down in the GTP II and therefore their technical, operational and financial

viability are essential. In order to improve the financial situation of the sector, the government

approved in December 2018 an increase of the electricity tariff over the next 4 years

(progressively getting to cost-reflective tariffs), also introducing volume differentiated tariff

(blocks based on the consumption) and different customer classes (domestic, commercial,

industry low voltage, industry medium voltage and industry high voltage). With the support

of the DPs, a power sector reform roadmap (5-10 years), including reform measures and

milestones is under preparation.

Private sector Investment: Following the establishment of the PPP proclamation in February

2018, a PPP directorate general at the Ministry of Finance, a new institutional framework has

been set up (a PPP board, PPP DG at MoF and a dedicated IPP/PPP unit has been established

at the Ethiopia Electric Utility which would become the primary counterparty to the IPPs). A

strong pipeline of PPP transactions in the power sector has been created. Currently it includes

5 Hydro Power projects, 8 Solar projects and 3 transport projects, which are at different stages

(FS under review, RFQ stage, RFP stage). Additionally, two renewable generation projects

have signed PPA, but implementation is not yet ongoing. With the support of the DPs, EEP has

also conducted pre-feasibility stage assessments for potential wind IPP sites that can

potentially be included in the PPP pipeline. Moreover, the Council of Ministers is currently

reviewing the Energy Regulation that will provide the EEA with the authority to approve off-

grid tariffs, safeguard private investments in case of grid arrival, and issue the directives

required to detail the regulation of most of the aspects related to off-grid generation from

mini-grids.

Information Sharing and Coordination: The energy group has created an excellent platform

for timely information sharing, coordination and improving complementarity and synergy of

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different initiatives. As a result, 4 working groups have been created in 2018: Power Sector

Reform Program (RE Generation and IPPs), Geothermal Sector Development, Grid

Reinforcement and Expansion and National Electrification Program (on- and off-grid). Each

group mapped the activities of the DP active in the respective fields, in order to strengthen

cooperation and coordination in the activities implemented. The group welcomes the active

role of government representatives in the energy group meetings.

Opportunities and challenges

The implementation of the measures identified in National Electrification Program 2.0 will

require a close collaboration of all partners involved. Large projects are under construction,

which should significantly increase the generation capacity, including programme to expand

and stabilize the grid. Investments to improve transmission and reduce distribution losses are

also expected, as transmission lines and substations are overloaded at peak times in many

parts of the country. The pipeline of PPP projects is expected to move forwards and new

stages and contractual arrangements will have to be launched. Ambitious off-grid programme

has been proposed and new mini-grid business models have been launched, EEU playing a

central role in the latest tendered mini-grids. GoE and Development Partners are closely

collaborating in defining strategies to further encourage productive use of energy and social

services delivery.

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2.9. TRANSPORT SECTOR WORKING GROUP

The Transport Sector Working Group (TSWG), chaired by the Ministry of Transport (MoT) and

co-chaired by the EU, is the main forum for policy dialogue between DPs and the Government

of Ethiopia.

The transport sector in Ethiopia is changing fast. There is ongoing substantial investment in

road construction, and there has been substantial public spending on the rail network.

Government recognizes it would need to increasingly focus also on asset management,

sustainable financing and cost of transport including logistic services.

The GTP I emphasized the importance of developing large-scale energy, transport and

telecommunication projects. The results achieved in the road and railway sectors have been

impressive, though lower than the overambitious targets

The objective of road infrastructure development during the GTP II period is to continue

supporting the country's current and future economic growth through the provision of an

adequate and well-functioning network of road infrastructure by expanding the existing road

network both in terms of quantity and quality, strengthening road administration and

maintenance, reducing transport costs, and ensuring safety and proper functioning of the

road infrastructure.

The Road Sector implementation has shown positive results for the last twenty years with

marked achievements in the road network expansion (from 26,500km in 1997 to 126,773km in

2018), increased connectivity and accessibility (from 21 km to 4.3km in 2018 average distance

to all weather roads) supported by an ever increasing resource allocation. The railway sector

has been one of the major new developments in the transport infrastructure. The ambitious

plan to build more than 5,000 km of new lines has been initiated and priority projects, such as

the Addis Ababa – Djibouti line and the Light Railway Transit in the urban area of Addis Ababa

have been completed. However, present freight traffic levels are insufficient to attain

economic or financial viability on the other main rail lines that are included in the plan.

Within TSWG an update of the status of the projects of the different DP has been presented at

the same meeting an outline of the draft Transport Policy was presented just before being sent

for approval. It is important that MoT finalizes the Transport Policy in line with the evolving

political and economic environment in the country. Connected to Transport Policy it is

important to mention that AfDB is helping MoT with the study preparing National Integrated

Transport Masterplan.

There is a broad agreement within DP that there is a need to realign transport infrastructure

planning with expected demand in order to optimize the use of limited resources.

Items on which DP are involved include, trade, logistics, asset management, as well as

capacity building, but also development of the road and rail network.

Logistics

Trade and logistics has become an item of more importance because of the inefficiencies in

logistics services which continue to increase costs to consumers, and impede the

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competitiveness of Ethiopian exports. Time and costs of goods transported are significantly

higher than global competitors and improving the efficiency (including through diversified

access to the sea, improved multimodal transport, infrastructure and trade facilitation) of

Ethiopian logistics is a must. It is important to mention that the Ethiopia Investment Board lifted

the restrictions limiting logistics sector to domestic participation only, and permitted minority

foreign investment in critical logistics services, including freight forwarding and shipping

agency services, warehousing, cargo consolidation, and packaging to foster competition.

AfDB and WB are also involved with Logistics Strategy Reform Programme for Ethiopia. In this

framework Logistics Action Plan was already developed.

Road transport facilitation

It is important to reduce road transport costs, inefficiencies in the transport system plus the

administrative burdens. To tackle this AfDB is involved in Trade and Transport facilitation on

the Moyale Corridor. The project will assist the operationalization of the Road Transit Services

Agreement between Ethiopia and Kenya, for facilitating effective One Stop Border Post

(OSBP) operations and recommend trade facilitation measures and policies. EU is helping

with a regional program to develop and implement harmonized road transport policies, laws,

regulations and standards for efficient cross border road transport and transit networks,

transport and logistics services, systems and procedures - Tripartite Transport and Transit

Facilitation Programme (TTTFP). This is coordinated with a WB project TRANSIP which will

support the Federal Transport Authority to modernize key national-level vehicle registration,

driver licensing and driver training and administration systems upon which transport

operations rely. The two projects can learn from each other and as they run in parallel DP

have asked the Government to take into account the input from TTTFP and use it in the

implementation of TRANSIP.

Road Asset Management

It was noted that the increased road network also resulted in increased need for road asset

management. In support of this action AfDB is involved in a study Strengthening Road Asset

Management Capacity for the Ethiopian Roads Authority. Also WB is participating with the

introduction of performance based road upgrading and maintenance contracts and a study

on Scaling-up Private Sector Participation in Road Asset Management in Low-income

Countries which could be applied also in Ethiopia. JICA is on the other hand involved in two

scholarship programs and a project on road maintenance capacity of Addis Ababa City.

Capacity Building

Confronted with the increased complexity of the transport system and the growing road

network, capacity of the governmental institutions is constrained. To tackle this shortcoming

EU is financing a Technical Cooperation Facility that focuses on capacity building for the

Regional Road Authorities and also developing pragmatic working manuals, guidelines and

procedures. WB is providing support to Ethiopian Roads Authority on contract management

and auditing procedures, climate change and resilience, and to the recently established

Environmental, Social and Occupational Health and Safety Management Directorate. In

addition, WB is supporting MoT on road safety and institutional capacity development

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Road network development

AfDB, WB, China Exim and Korean Exim Bank are all involved in the development of the

corridor Modjo-Hawassa –Moyale each of them supporting a part of the motorway. AfDB also

conducted a study on the impact of the new motorway which was presented to the DP and the

MoT for comments. WB is carrying out a longer term monitoring and evaluation of the Modjo-

Hawassa corridor. WB is supporting the upgrading of the Nekemte-Bure road to paved

standard. JICA and AfDB discuss upgrading road project Jimma-Chida. The WB, EU and AfDB

are facilitating dialogue between countries in the Horn of Africa on a regional development

initiative where transport corridors are a major component of the proposals that are under

discussion.

Rail Sector

WB has been advising the Privatization Reform Secretariat of the Ministry of Finance, on the

rail sector, as part of the economic reform programme that is underway.

Within TSWG a request from the Ministry of Transport to help in the development of two

projects, Data Warehouse and modernization of the premises of the Ministry of Transport has

been discussed.

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2.10. DONOR GROUP ON GENDER EQUALITY (DGGE)

Ethiopia is signatory of various international agreements on gender and development, such

as the Convention on the Elimination of All Forms of Discrimination Against Women (CEDAW,

1979), African (Banjul) Charter on Human and Peoples' Rights (1981), the Protocol to the

African Chapter on Human and Peoples’ Rights on the Rights of Women in Africa (2003), and

the Solemn Declaration on Gender Equality in Africa (2004), among others.

At the 4th World Conference on Women, held in Beijing in 1995, governments and

development organizations agreed to “gender mainstreaming” as a strategy for achieving

gender equality and women’s empowerment. The Government of Ethiopia (GoE) is showing

commitment towards achieving progress in relation to gender equality and women’s

empowerment in the country through the adoption of a series of policy and legislative

frameworks.

Gender mainstreaming represents a commitment to ensure that women’s and men’s

concerns, and experiences are integral to design, implementation, monitoring and evaluation

of all legislation, policies, strategies and programmes so that women and men benefit equally

from development and inequality is not perpetuated. This agreement reflects the inextricable

link between poverty reduction, sustainable development and gender equality.

The establishment of a think tank group interested in gender equality and women

empowerment dates to the early 90s which gave birth to the Donor Group on Gender Equality

(DGGE) in Ethiopia. Prior to the 4th World Conference on Women, a number of donor

agencies in Ethiopia met informally to coordinate and facilitate the participation of

representatives from Ethiopia in the conference. Soon after the 4th World Conference on

Women, some organizations wished to continue meeting in order to exchange information,

coordinate on various activities related to Gender Equality and Women’s Empowerment and

to provide strategic technical support to the National Women Machinery and to the Ministry

of Women and Children in particular. Since then, the gender group has evolved into a donor

coordination group on gender issues with the key mandate to contribute to the strengthening

of mainstreaming gender issues and concerns into national and international development

policies and strategies.

As part of the working modalities of the DGGE it has been agreed that the group will have its

own action plan to guide and acclerate its work on GEWE in Ethiopia . It also organises annual

retreats to stock taking on what has worked well, what not and to plan for the years to come .

The regular DGGE coordination structure has been a platform that brings development

partners interested to work on GEWE in the country. The platform has enabled members to

have regular information and knowledge sharing circle where members had the opportunity

to update the other group members on what is happening in terms of GEWE in the country

and elsewhere. In addition, research and assessment findings were presented with the aim of

collecting inputs before it is published as knowledge product. The co-chairs also introduced

a thematic session to the DGGE meetings to foster dialogue around key gender related topics

in Ethiopia (e.g. thematic discussions were held on Protection issues and industrial park;

GEWE and IDPs, Charities and Societies Agency proclamation revision, etc.)

During the reporting period the DGGE has been co-chaired by the Embassy of Candada and

UN Women Ethiopia, where the latter has served also as the secretariat.

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The Donor group on gender equality is guided by the below objectives, as per the Terms

of Reference, but not limited to these:

To strengthen and enhance the capacity of institutions mandated with oversight functions and

roles of gender mainstreaming to effectively mainstream gender equality and women’s

empowerment in policies, programs and projects;

To strengthen coordination and harmonization amongst agencies, technical working groups,

government and other development partners, as well as Civil Society Organisations (CSOs)

for the effective delivery of gender equality commitments;

To strengthen the exchange of experiences among the group members on gender issues;

contribute to policy discussions with the Government, within the Development Assistance

Group (DAG), with other sector working groups and with other development partners and

stakeholders;

To strengthen the Gender Sector Working Group as a key platform that brings together the

Ministry of Women, Children and Youth Affairs (MoWCY), the Women’s Affairs Directorates

and development partners.

The DGGE has been jointly working towards the realization of key result areas

including:

• Enhanced capacity of government institutions and CSOs to develop, implement

and monitor gender sensitive policies, programs and projects;

• Provide technical support to stakeholders (i.e. GoE; Central Statistics Authority,

CSOs and development agencies) in the analysis and development of policies,

programs and project through a gender lens – 2016 gender sensitive indicator

for GTP II;

• Proactively engage in dialogue with MoWCY and other Ministries as well as

other DAG working groups;

• Provide timely inputs on GoE reports focusing on the implementation of

international and national commitments to gender equality; and

• Support MoWCY to strengthen accountability mechanisms and improve

monitoring tools to assess progress.

Achievements

The Donor Group on Gender Equality worked towards the establishment of a Gender Sector

Working Group and hasmade progress in terms of knowledge generation beyond the

information sharing and hosted joint events during the reporting period. The following are

the main achievements:

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Establishment of a Gender Sector Working Group

In February 2017, the Government of Ethiopia and the Development Assistance Group (DAG)

agreed to realign the Sectoral Working Groups (SWGs) to the Growth and Transformation

Plan (GTP) II and strengthen their overall structure. This was a result of an assessment carried

out by the DAG on the performance of SWGs and a consequent proposal for restructuring or

creating new groups and forums.

The proposal by the DAG, inter alia, included the re-establishment of the Gender Sector

Working Group. During the last year, the DGGE co-chairs and members have been working

in close collaboration with MoWCY toward the re-establishment of the GSWG. The Terms of

Reference of the SWG have been endorsed by the DAG in May 2018 and a consultative

meeting with the MoWCY took place in July 2019. The Gender Sector Working Group, aims

to serve as a discussion platform to promote the exchange of information and facilitate

dialogue and programmatic efforts in relation to Gender Equality and to contribute to the

attainment of gender equality and women’s empowerment in Ethiopia.

The expected outcomes of the GSWG’s work are as follows:

• Enhanced capacity of governement institutions, development partners, sector

and technical working groups and CSOs to develop, implement and monitor

gender sensitive policies, programs and projects.

• Strengthened institutional linkages/coordination between national women’s

machinery, sector offices, donor partners, CSOs, and other actors (private

sector, academia, the media, etc.) on gender policies/approaches, programs

and projects as well as increased and more effective policy dialogue on gender

issues and priorities.

The official launch of the GSWG is scheduled for October 2019.

Support to CEDAW and B+20 State Reports

The CEDAW 8th state and B+20 report was produced with the support of development

partners who provided financial and technincal support to the Government of Ethiopia to

produce global reports that the country is a party to.

Contribution to GTP II Mid Term Report Discussion

The DGGE members made substantive contribution in the different groups they were

assigned in the consultative meeting on the GTP II Mid-Term Review Report held on 11

December 2018 at the Hilton Hotel. Among the obrservations from the Mid Term Report, the

following are issues that the DGGE and the Gender Sector Working Group could follow-up

on in their regular platforms.

• The women and youth pillar of the GTP II lack baseline data, targets and

indicators which makes it almost impossible to measure progress against the

plans;

• Unlike other secotrs which have a clear budget, there is no clear budget

allocation to deliver on the Gender Equality and Empowerment of Women

agenda for Ethiopian women and girls;

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• The GTP II MTR report focuses on women in the SMEs which does not cover the

broad spectrum of women in different sectors including women who run big

companies;

• Lack of sex disagragted data is a huge challenge which have an impact on the

development of realistic plans and targeted interventions;

• Though the establishment of Gender Directorates in the different Ministries is

commendable, these directorates have limited human and financial resources

to infleunce planning and monintor progress over time and to hold respective

sectors accountable for their performance on gender equality and women’s

empowerment;

• There is still lack of real political commitment except few changes at the highest

level that did not reach the majority at the lower levels.

Summary of major discussions raised by DGGE during the reporting period

Study conducted by UNDP on women in the manufacturing sector

UNDP works with the Ministry of Industry in the industrial parks. The FDRE Constitution 1995,

revised family code, labor proclamation 2013, ILO convention overall provide the right policy

environment in promoting equal rights for women. Policies, GTP I and GTP II promote

women’s and youth rights. Specific to women in the manufacturing sector, the government

has set 50% jobs to be done by women (high scaled and leadership). The opportunities are

immense however; there is a huge gap in terms of enforcement, awareness and application

of this and other regulations. Despite the legal provisions, the Government of Ethiopia? does

not have gender specific articles when it comes to the manufacturing sector and around the

industrial park .

The UNDP conducted a survey on 49 manufacturing companies in Ethiopia, with the objecitve

of identifing gender issues in manufacturing plants, particularly in Industrial parks, to be

used as evidence-based advocacy tool for policy changes. According to the finding of the

survey, there are issues that calls for government interventions particualrly on minmumim

wage and condusive work environement.

Study on the situation of Gender Based Violence (GBV) in Internal Displaced Person

(IDP) Sites and Collective Centres in Gedeo and West-Guji Zone

UNDP also shared another study on the situation of Gender Based Violence (GBV) in Internal

Displaced Person (IDP) Sites and Collective Centres in Gedeo and West-Guji Zone to

members of DGGE in the reporting period. The study assessed the extent and prevlance of

GBV in IDP sites, namely Gedeoand Guji, outlined the underlying causes, women’s and girls

coping mechamisms, the protection needs of women and girls, and mapped existing services

and community support mechanims. Members of the Donor Group on Gender Equality

emphasized that this issue needs all stakeholders involvoment, inlcuding identifying

experiences on how women and girls should be protected and victims support of other

countries and adopting it to Ethiopian IDPs taking the context into account.

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Event at the International women’s day in 2019

International Women‘s Day

DGGE members namely UN Women, Austrian Embassy, Global Affairs Canada, Swedish

SIDA, the Higher Commission for Human Rights, and World Food Program collaborated with

the Network of Ethiopian Women’s Association (NEWA) to organize an event in Addis Ababa,

to celebrate the International Women’s Day on March 8 under a theme, “Think equal, build

smart, and innovate for change”.

140 participants (105 female) invited from Ministry of Women, Children and Youth Affairs

(MoWCY), and Women Directorates from different ministries, UN Women, Embassies of

Sweden, Canada and Austria, Office of the High Commissioner for Human Rights, Civil Society

Organizations, young innovators, media and the Academia attended the event. Core

undertakings included: A series of speeches made by Executive Director of NEWA,

representatives of UN Women, State Minister of MoWCY, Ambassadors, and Delegate of the

United Nations High Commissioner for Human Rights. The speeches pin pointed

achievements made towards gender equality, challenges encountered and way forward to

gain more in advancing gender equality. Particularly, progress made by Ethiopian

government in bringing women to decision-making positions in the executive body of the

country was mentioned as a remarkable success that should continue in the lower government

structures as well. The other core activities on the event were presentation on Progress Made

in the Struggle for Gender Equality; Ted Talk and ceremony of awarding certificate to young

female innovators in different areas of innovation.

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International women’s day March 8,2019

Women Deliver Conference Satellite Event Co-hosted by Canada and Denmark

H.E Ambassador Antoine Chevrier addressing participants at the Embassy of Canada Official Residence

In the lead up to 2019 Women Deliver global conference in Vancouver, Canada and Denmark

organised a joint Women Deliver Satellite event to initiate conversation that would engage

participants to deliberate on key issues that will influence Ethiopia’s participation in

Vancouver. The Ethiopian delegation to the Women Deliver conference led by the President

of Ethiopia H.E. Sahlework Zewdie, included High Level Government of Ethiopia

representatives such as the Minister of Women, Children and youth Affairs. The presentation

and ensuing discussion of the Satelitte event centred on ‘Power. Progress. Change.” – the

overall theme of the 2019 Conference. Panelists included Blen A. Sahilu, Senior Advisor for

Gender Equality, President’s Office, Bersabeh Kassaye, Project Coordinator of Project SHEBA

and Young Leader of the 2018 Women Deliver Young Leaders Program, and Betelhem Dessie,

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Manager at ICogLab. Over 60 individuals from civil society, NGOs, and the diplomatic

community participated in the discussions. High-level representatives of the Government of

Ethiopia also attended the event. Key messages that emerged from the presentations and

discussions meant to inform Ethiopia’s participation in Women Deliver 2019 include: (i) At the

level of the individual, empowering individual women (through education as an example)

helps to ensure that women are ‘at the table’. The absence of women in decision-making

processes or in the development of systems or technologies leads to biases within these

systems. Building human capital in these fields, particularly in Ethiopia, is a necessity. (ii) At

the level of movements, these can be the catalysts for changes in consciousness and can

marshal collective action for change. (iii) Changes at the individual level, and the power of

movements, are all interconnected with structural change. Change is happening, but

sustainable change requires all levels of society to engage and accept gender

equality/women’s rights as an underlying necessity.

3. Way Forward - Areas Of Interventions

• Full attendance

• Broaden membership

• Financial constraints on coordination, Joint initiatives (policy and

programmatic) and for wide dissimination of knowledge products

In terms of way forward, there are opporunitites that the DGGE and GSWG could collaborate

in terms of endgering the planning process

The 10 years perspective plan for Ethiopia is underway, under the leadership of the Plan and

Development Commission (PDC). As mandated organisation, the PDC is conducting a series

of consultative meetings with key stakeholders. This could be an entry point for the DGGE to

actively engage both with government and non government actors to contribute its share to

ensure no one is left behind. Moreover, the pool of gender experts within the DGGE could

play a key role in identifying and sharing gender specific indicators to mainstrem gender

issues across the different pillars, besides having a stand alone pillar on gender equality .

Secondly, DGGE can jointly invest in building the capaicty of the National Women

Machineries, particularly, the MoWCY for the latter to fulfill its mandate of leadership,

coordination and faciliation on strategic policy level dialogue that influence planning and

decsion making on GEWE.

Thirdly, MoWCY is under preparation to revise the Ethiopia Women’s National Policy which

was been enacted in 1993. The rationale for the revision is the need to have an updated policy

that incorporate the progress made over the past 26 years and the changes in gender

discourse globally as well as nationally. The DGGE could be instrumental in providing

techicnal and financial support towards that end

Fourth, DGGE can collaborate to regularise the high-level strategic dialogue platform that

brings all development partners and NGOs active in contributing to GEWE

Finally, MoWCY is also refining an accountbality mechansim and a Management Infomation

System. The DGGE could provide tehicnal support as deemed necessary.

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2.11. PRIVATE SECTOR TRADE AND DEVELOPMENT (PSTD)

PSD&T group resumed operations in October 2018, after more than two years gap following

the departure of key officials in the Ministry of Industry (State Minister Haile Taddesse, Policy

and M&E manager Ahmed Nuru and Selamawit Hailemichael). Efforts were made to reconnect

the group in various ways, with or without MOI chairmanship. A number of events/meetings

were organized to revitalize the group. Lessons learned from the past year experience

include flexible, demand driven operations, where co-chairs need to commit a tangible

amount of time to serve the group constructively and objectively, independent of personal

and/or institutional interests. The changes in GOE staffing and agency landscape make

partnership and dialogue with GOE challenging. The new State Minister of Industry Minister

seems to be motivated to chair a wider scope public actor that would regularly participate on

the private sector development.

In a wide-ranging area like PSD&Trade, it shows to be counter-productive to place the main

SWG interface exclusively with one very specialized GOE agency (with the assumption that

they can coordinate with or represent GOE in the sector at large). New emerging vehicles

like the Jobs Commission have holistic mandates across the entire PSD field and might be a

more relevant counterpart and connector for the SWG at the top level. More specialized

themes such as industry, agriculture, finance and investment, technology and innovation etc,

could and should be component structures to a strong common platform/agency with a

joint/compatible objective and interest.

Since Employment/jobs and income creation are globally agreed top level indicators for all

PSD programming, the GOE counterpart should be the Jobs Commission. They also have

resources to back up a larger role in donor dialogue and PSD&T cooperation. They have,

however, set up their own coordination vehicle, alongside EIC (Business Enabling

Environment), MoF (PPPs), MOI (on Agro-industrial Parks) and others. These efforts are

welcome but the landscape for cooperation needs consolidation to be feasible and effective.

A SWG framework can be instrumental in this regard, and although MOTI at one point (April

16) undertook to lead /chair such effort from the GOE side, no follow up has been visible

(including incorporating the proposed and necessary changes in SWG ToR). The group plans

to meet in September 2019 to approve new ToR and select new co-chairs.

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III. FINANCIAL SUMMARY 3.1. ODA Disbursement by Partner Agency

Donor Agency Actual Disbursement in million USD

IDA 1,440.44

DFID 391.36

China 300.44

ADB 223.52

USAID 220.80

European Union 189.71

UNICEF 145.39

WFP 96.24

Germany 52.27

Netherlands 45.77

IFAD 39.04

CIDA Canada 38.10

Czech Republic 27.84

France 26.59

Italy 23.26

UNDP 21.62

IRISH AID 20.41

OPEC 19.95

JICA 17.08

Denmark 16.32

FAO 14.64

Finland 13.30

BADEA 12.86

EIB 11.66

Korea/KOICA/EXIM Bank 11.42

UNFPA 9.13

SIDA Sweden 6.98

Spain 1.18

Austria -

Total 3,437.32 Source: Aid Management Platform

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3.2. ODA Disbursement by Sector in million USD

No. Sectors DAG

Members Non DAG Members

Total

1 Agriculture

831.85 -

831.85

2 Banking and Financial Services

62.12 -

62.12

3 Business and other Services

13.66 -

13.66

4 Education

206.03 -

206.03

5 Emergency Assistance and Reconstruction

6.69 -

6.69

6 Energy

187.84

214.38

402.22

7 Fishing

0.83 -

0.83

8 Forestry

4.95 -

4.95

9 Governance and CSOs

25.17 -

25.17

10 Health

512.27 -

512.27

11 Industry

137.36

55.93

193.29

12 Mineral Resources and Mining

0.40 -

0.40

13 Multi-sector /Cross Cutting

718.06 -

718.06

14 Other Social Infrastructure and Services

40.80 -

40.80

15 Population Policies /Programmes and Reproductive Health

1.93 -

1.93

16 Tourism

0.16 -

0.16

17 Trade Policy and Regulations

5.16 -

5.16

18 Transport and Storage

153.35

62.93

216.28

19 Water Supply and Sanitation

195.45 -

195.45

Total

3,104.08

333.24

3,437.32 Source: Aid Management Platform

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3.3. ODA Disbursement by Donor Group.

Donor Group

Donor Agency Actual Disbursements in million USD

BILATERAL Group

Austria -

CIDA Canada 38.10

China 300.44

Czech Republic 27.84

DFID 391.36

Denmark 16.32

Finland 13.30

France 26.59

Germany 52.27

IRISH AID 20.41

India -

Italy 23.26

JICA 17.08

Korea/KOICA/EXIM Bank 11.42

Netherlands 45.77

Norway -

SIDA Sweden 6.98

Spain 1.18

Switzerland -

USAID 220.80

European Union 189.71

Sub Total 1,402.83

International Financial Institutions

African Development Bank 223.52

BADEA 12.86

EIB 11.66

International Development Association 1,440.44

OPEC 19.95

Sub Total 1,708.43

UN Group Food and Agricultural Organization 14.64

IFAD 39.04

United Nations Children's Fund 145.39

United Nations Development Program 21.62

United Nations Population Fund 9.13

World Food Programme 96.24

Sub Total 326.06

Total 3,437.32 Source: Aid Management Platform 4

4 DAG members whose financial status is not reflected in the financial summary means that they have not updated their ODA flows to Ethiopia on Aid Management Platform.