PRODUCTIVE SAFETY NET PROGRAMME PHASE FOUR ......2 Ethiopian rural productive Safety net project,...

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PRODUCTIVE SAFETY NET PROGRAMME PHASE FOUR (PSNP-4)

JOINT REVIEW & IMPLEMENTATION SUPPORT MISSION (JRIS)

FEDERAL AIDE MEMOIRE

June 2018

I. INTRODUCTION

1. The Government of Ethiopia (GoE) and multi-partner Joint Review & Implementation Support (JRIS) Mission met on June 1, 2018 for the kick off meeting to identify and agree on high-level priorities

for the mission. This was followed by the Regional and Federal JRIS Missions starting from June 4-14,

2018. The objectives of the Mission were to assess: (i) the progress in implementing the Annual Plan for

Ethiopian Fiscal Year (EFY) 2010; (ii) the extent to which the Program is on track to achieve its outputs

following the revised logical framework; (iii) the steps taken towards achieving the Government vision of

a scalable safety net system; and (iv) the implementation progress of the Action Plans agreed during the

previous mission (Nov-Dec 2017).

2. The Mission has a revised structure1 and streamlined approach that included discussions at federal, regional, woreda level and with kebele officials and beneficiary households on challenges and areas to focus

for effective implementation. The Mission at the Regional level primarily focused on visiting representative

PSNP implementing woredas and kebeles and assessed the regional progress and challenges. And the

Mission at the federal level focused on the field mission findings and federal level issues.

3. The Mission would like to thank H.E. Ato Tesfaye Mengistie (State Minister (SM) – RJOCFSS, MoALR); H.E. Mitiku Kassa (Commissioner - NDRMC), H.E. Ato Misganaw Admassu (SM – MoLSA);

Ato Berhanu W/Michael (MoALR - FSCD); Ato Tefera Taddesse (MoALR - NRMD); Ato Tadesse

Aweke (MoALR - CMLFD), Ato Zena Habte Wold (MoALR); Ato Feleke Jember (MoLSA); Ato Tadesse

Bekele, Ato Abera Kassa, Ato Ayderus Hassen, (NDRMC); Ato Degu Lakew (MoFEC - COPCD) for their

guidance and recognize the active participation from the experts in the various directorates within the

Ministry of Agriculture and Livestock Resource (MoALR), the Ministry of Finance and Economic

Cooperation (MoFEC), the Ministry of Labour and Social Affairs (MoLSA), the National Disaster Risk

Management Commission (NDRMC), and the representatives from the regions and the development

partners.

4. Annex 1 includes the complete list of participants in the Mission. Annex 3 details the progress status of the Nov- Dec 2017 agreed actions. The agreed action plan between the Government and

development partners is attached as Annex 4.

II. CONTEXT

5. The overall PSNP-4 implementation performance is Moderately Satisfactory. The Mission notes improved financial management in the program. All actions agreed during the November- December

2017 JRIS Missions were completed. The progress on graduation is noted. There is Government

commitment to ensure graduation is evidence based. Training has been provided to Regions on the

Household Economy Analysis (HEA) and how to use the tool. Agreement reached to apply simplified tools

1 The Mission involved one day Kick off meeting at the federal level, discussion and field visits at the regional level and 3-days workshop at the federal level.

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to predict the number of graduates in a woreda based on the HEA data. However, the Mission notes that

performance targets for the timeliness of transfer during the past year has not been met; off farm and

employment pathways of the livelihoods component are not performing as required and quality of PW some

subprojects, such as Social and Water Conservation (SWC) & water, are not up to the required level of

standard mainly in Somali and Afar regions. There continue to be delays in completion of major

procurements such as the Management Information System (MIS) development and Public Work (PW)

reviews, establishment of PW mapped data base, PW baseline study, and independent procurement audit

of EFY 2009 are delayed. There was low utilization of capital budget. In addition, there continue to be

difficulties with food management with the agreed Commodity Management Unit (CMU) in the NDRMC

still not fully functional. The overall review of the November-December 2017 Federal JRIS Action Plans

shows that (i) 51% of the actions are achieved, (ii) 35% are in process/ongoing, (iii) 5% are partially

achieved and (iv) 9% are not achieved/pending. Moreover, though it was agreed that, GoE shall prepare

annual work plan and budget and furnish to the association2 not later than May 30th of each year, this

deadline is not met. The Mission requests the senior leadership of the MoALR and its implementing partners

to review and address the priority actions in order to improve the program performance and the rating.

6. Progress towards the PSNP-4 outcomes remains Moderately Satisfactory. The Mission is pleased to note Government leadership in timely development and approval of the National Integrated Food

& Cash Plan for 2018. The plan was developed a month after the launch of the Humanitarian Disaster

Resilience Plan (HDRP). In regions that have consolidated operational management structure for PSNP &

HFA implementation of integrated response is progressing - with genuine efforts seen to implement the

joint PSNP-HFA operational procedures. The implementation of joint procedures has resulted in agreement

and use of single transfer modality in each woreda, guided by PSNP transfer modality, one targeting and

appeals kebele committee, and use of Payroll and Attendance Sheet System (PASS) for both chronic and

transitory beneficiary households. However, challenges of low capacity, limited admin budget at woreda

level, and lack of regular updates of the National Integrated Food Cash Plan hampered effective and timely

implementation. The DPs look forward to GoE’s decision soon on consolidated operational management

arrangements for scalable rural safety-net. However, the Mission noted that core elements of the program:

timeliness of transfer; food management, placement of social protection systems and re-targeting in Afar

and Somali regions are behind the agreed program performance standard.

III. PRIORITY STRATEGIC ISSUES

7. The Mission identified that the core elements of the program are not meeting agreed program performance standards. Timeliness of transfers continues fail to meet the required program

standards. The timeliness and predictability of the transfers are critical to the PSNP’s outcome. Food and

cash transfers did not meet the performance benchmarks3 agreed for EFY 2010. Compared to EFY 2009,

in this fiscal year, timeliness of cash transfers has shown improvement but overall cash transfer still fall

short of meeting set benchmarks (less than 40% of cash transfer meeting the standard). Food timeliness has

significantly declined. In EFY 2009 around 45% of food transfers were delivered on time but in EFY 2010

only 17% of food transfers were delivered on time. Reasons for the delays are attributed to several factors

presented under the review of Output 2 in the next section. However, no systematic analysis was done in

the past months to inform the reasons behind the delays in transfers to clients and PSNP wage rate has not

been updated in more than two years, The Mission agreed that it was critical that timeliness of transfers is

improved on an urgent basis. It was agreed a third-party assessment will be conducted to provide evidence

on the bottlenecks to timely transfers and recommend solutions to improve timeliness of payments.

2 Ethiopian rural productive Safety net project, Page 5, Schedule 2, Section 1G,1, August 23, 2017, 3 20 days from completion of public works for cash, and 30 days for food

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8. The purchasing power of cash transfers to beneficiaries decreased by over 25 percent since the last wage rate revision. The current PSNP Wage Rate (WR) has not been updated in more than two

years, being based on the EFY 2008 Wage Rate Study. At the same time, according to the Central Statistical

Agency (CSA) in the last 12 months the food prices have increased by 19.9 percent (March 2018 compared

to March 2017). The increase for bread and cereals was 24.9 percent4. Thus, the current PSNP wage rate

has considerably lost value in real terms and needs to be reviewed and revised to protect purchasing power

of cash wages/ benefits, maintain the impact of the transfers to PSNP households, and ensure equity with

respect to the purchasing power of cash benefits recipients compared to food benefits (i.e., wheat)

recipients. Development partners discussed with the GoE on the proposed PSNP wage rate increase and

have agreed on the need for an increase in line with inflation to preserve equity with the value of the food

transfer for implementation in EFY 2011, though still there are concerns around the level of increase and

regional consultation processes that the GoE would like to take. To ensure the timeliness of the transfer for

the permanent direct support, the Mission agreed that FSCD should finalize regional consultation processes

by July 20, 2018 and submit the revised transfer value included in the EFY 2011 annual work plan and

budget by July 30, 2018.

9. Continuous weaknesses in food management. The Program has an eight-consecutive qualified Commodity Audit Report. The Action Plan for Food Management was agreed by GoE and DPs in February

2018. However, there has been limited progress on implementation of the agreed actions. The CMU at

NDRMC is not operational as intended and clear working arrangements and lines of accountability have

not been established (details in Commodity Management section). High level leadership attention is

required to ensure agreed actions in the plan are implemented and stronger collaboration between

NDRMC/CMLFD/FSCD are realized. The Mission agreed that (i) the action plan will be revised/ updated;

and (ii) regular updates on the progress will be shared with development partners. The Mission noted that

immediate significant improvements are required for DPs to continue to support food purchases for the

program.

10. Limited progress on Social Protection Systems Strengthening. The progress on system strengthening activities has been slow. The GoE has committed to put in place a program-based MIS and

procurement of MIS development has not been completed despite being initiated two years ago. There is a

need to have a PSNP beneficiary household registry that provides information on the socio-economic

characteristics of the beneficiary households. Program monitoring and reporting system also remain weak.

The Mission notes greater leadership and investment is required to put in place social protection systems

including immediate completion of MIS development procurement process. The Mission has agreed that

data collection for beneficiary household registry will start in EFY 2011. Terms of References (ToRs) for

data collection have been drafted and GoE is reviewing data collection options.

11. Providing Effective Safety Net Support to People in Afar and Somali. Evidence from third-party spot checks has shown improvement in program implementation in both regions. Improvements are

seen in the areas of retargeting in some woredas, use of payroll and commodity management system,

coordination between PSNP & HFA using joint targeting, PW planning and Grievance Redress Mechanism

(GRM) structures and there is strong participation of households in PW planning. The Mission agreed that

continued leadership both at federal and regional level is required for continued prioritization of program

implementation most importantly in Afar Region. Though the evidence from the first round of spot check

reports highlight a modest progress in program implementation, there is a need in both regions for

improvements in retargeting across all woredas, timeliness and predictability of payments, Environment

4 The overall Consumer Price Index (CPI) increased by 11.8 percent in March 2018 as compared to March 2017.The country level food CPI increased by 15.6 percent in March 2018 as compared to one year ago

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Social Management Framework (ESMF) compliance for PW projects and increased capacity at woreda and

kebele level to ensure improvements in implementation.

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1V. PRIORITY ISSUES FOR PSNP-4 IMPLEMENTATION

Output 1. Prioritized Instruments and Tools in Place to Support an Effective System for Social

Protection and Disaster Risk Management

12. The development of prioritized instruments and tools to support an effective system of social protection and disaster risk management5 has seen continued slow progress. The GoE planned to graduate

over 200,000 PSNP households in EFY 2010 and there is commitment to evidence-based graduation.

However, slow progress was observed in implementation of Household Economy Analysis (HEA) though

trainings have been conducted in some regions. The mission also noted the continued delay in placement

of social protection systems including MIS and PSNP beneficiary household registry. The Mission noted

the importance of MoALR and MoLSA high level officials to give to strengthen the social protection

systems. Moreover, the Mission discussed on the weak monitoring and evaluation system including poor

data quality, data management and reporting systems. The Mission recommends (i) to apply HEA tool to

realize evidence based graduation (ii) to finalize the MIS procurement processes including contractual

agreement and firm placement as soon as possible (iii) initiate procurement of primary data collection for

the Household (HH) registry in EFY 2011.

13. The Mission acknowledged the woreda level monitoring and reporting systems assessment conducted in 20 PSNP woredas by an independent consultancy firm. The findings of the study show that

low quality of monitoring and reporting is due to i) low attention given to monitoring and reporting activities

at all levels ii) misalignment of data collection tools to the logframe indicators and iii) poor report writing

knowledge. The findings were validated through a series of regional meetings and discussion. The mission

is pleased to note GoE agreement to the findings and recommendations of the report. The Mission agreed

that FSCD (i) will cascade and sensitize regions and woredas on findings of monitoring and reporting

assessment (ii) will revise the data collection and reporting templates (iii) will prepare the necessary

guidance note on how to fill the templates and (iv) will timely submit quality semi-annual reports as per the

agreed logframe indicators.

14. The Mission noted that the GoE has prepared PIM Addendum as an interim action to address the legal covenant under RPSNP. However, the Mission discussed and underscored the importance to start

working on a full-fledged revision of the PSNP 4 PIM. To this effect the Mission agreed that the GoE will

finalize the revised PIM before the November 2018 JRIS Mission.

Output 2. Appropriate, Timely and Accessible Transfers Received by Male and Female Clients

15. As of the third quarter of EFY 2010 (July 2017 – March 2018), PSNP-4 has delivered transfers in cash and/or food to 7,997,218 clients (86% PW and 14% PDS) in 349 woredas. Electronic Payment (E-

payments) have now reached to 110 woredas (Tigray: 18, Amhara: 30, Oromia 26, SNNP: 30 & Somali: 6)

which is close to 2.4 million beneficiaries. Thus, more than 50% of cash only woredas are using E-Payment.

Table 1 summarizes the status of payments as reflected in the EFY 2009 Nine Month progress report:

Table 1: Nine Months PSNP Transfer Performance

5 The government cancelled the Hydromet pilot and the agreement reached to phase out the seasonal assessments and to move to a drought EWS based on a combination of remote sensing and ground level validation

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Resource

Description

9 Months

Plan

Amount

Transferred

to Regions

Amount

Transferred

to Woreda

Amount Paid

to clients as per

the Woreda

received

% of paid

to clients

as per

Woreda

received

% of paid

to clients

as per the

9 months

plan

Cash to PDS

Clients (ETB) 1,752,891,155 1,752,891,155 1,752,891,155 1,359,877,458 78% 78%

Cash to PW

Clients (ETB) 2,760,176,780 3,744,205,265 2,668,268,655 1,896,036,497 71% 69%

Food to clients

(MT) 78,871.55 69,104.85 59,280.65 86% 75%

Cash to extended

support and

emergency clients

(ETB)

2,429,725,610

2,010,383,272 2,010,383,272 1,323,828,907 66% 54%

Food for

extended support

clients (MT)

23,483.94 23,483.94 23,442.64 100% 100%

Source: GoE Nine months PSNP performance report, June 2018

16. However, the Mission noted that the target for the timeliness of transfers was not met as per the performance standard6. The table below compares the timeliness of payments between EFY 2009 and

2010. Cash payments have improved slightly though still significantly below target, but performance on

food transfers has worsened

Table 2: Comparison of the EFY 2009 and EFY 2010 transfer performance

Target EFY 2009 EFY 2010

Cash (January – March 2018)

70% for EFY 2009 and

80% for EFY 2010

24% 35%

Food (January – March 2018) 45% 17%

Cash (July – December 2017)7 37% 42%

Source: Computed from the GoE annual performance reports

6 Monthly transfer completed by 20th of next month for cash and 30th of next month for food 7 This is for the first 6 months (July – December 2017) payment to PDS client and PW clients that shifted their transfer scheduled. The performance from January – March 2018 is stated in the first raw of this table.

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17. Development Partners and implementers jointly identified the following primary causes that contributed to the delay of transfers (i) social unrest in some regions; (ii) reshuffling of leaders and other

competing priorities that resulted in providing low attention and support for the transfers; (iii) retargeting

leading to changes in the list of clients anytime in the year that mismatch with the original data registry

(PASS); (vi) Delay in allocation of the budget from federal to regions in the first tranche that led to delay

in transfers to the PDS clients; (v) delay in submission of attendance sheet and payroll processing due to

delay in PW implementation and verification, this in turn leading to delay in transfers to PW clients; (vi)

limited liquidity of banks at woreda level and limited cash holding capacity of government and

Microfinance Institutions (MFI) cashiers; (vii) problem in operationalizing E-payment related to network,

low MFI capacity, limited capacity of agents, low commission fee, integration with PASS platform, lack of

strong oversight and follow-up of decision makers (MoFEC and MoALR) from federal level and regional

Bureau of Finance and Economic Cooperation (BoFEC) and Bureau of Agriculture and Livestock Resource

(BoALR); (viii) Weak food management system that led to delay in food transfers; (ix) Ineffective

functionality of committees under the PSNP coordination structures (Food Security Task Forces/Technical

Committees (FSTFs/TCs)) at Woreda level due to low awareness and accountability; (xi) shortage of

administration budget and transportation problem to deliver food to remote Woredas.

18. The Mission agreed (i) to continue implementing the last November/December 2017 JRIS action plan that says (a) regions should complete retargeting before end of July of each year and (b) the cash

disbursement schedule should be revised such that the first tranche reaches regions end of July to ensure

timely payment to PDS clients and the rest of the tranches remain as before (October, January and March);

(ii) MoALR to reemphasize implementation of the “transfer schedule” stated in the Program

Implementation Manual (PIM) and tighten accountability mechanisms; (iii) NDRMC and MoALR to fully

operationalize the CMU to address problems in the overall food management; (iv) MoALR to strengthen

the capacity of Woreda Information Center (WIC)/RIC and WIC/RIC/FIC should prepare consistent and

accurate reporting; (v) regions to strengthen the capacity of the FSTFs/TCs at the Woreda level; (vi) MoFEC

to follow up the implementation of MoFEC’s request sent to Commercial Bank of Ethiopia (CBE) to open

up additional bank branches (in Somali and Afar) and increase cash liquidity; (vii) MoFEC to explore the

possibility of increasing the cash holding capacity of government and MFI cashiers.

19. In order to improve the E-Payment implementation problems the mission agreed (i) MoFEC to evaluate and decide scaling-up of off-line technology to woredas/ kebeles with permanent network

connectivity problem and explore the possibility of involving other E-payment service providers to allow

0%10%20%30%40%50%60%70%80%

Cash (July – December 2017)

Cash (January – March 2018)

Food (January –March 2018)

Timeliness of Transfers EFY 2009 & EFY 2010 Comparison

Target EFY 2010 EFY 2009 EFY 2010

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better competition and improved service; (ii) MoFEC to strengthen coordination among E-Payment key

stakeholders; (iii) MoFEC and BoFECs to ensure that selection of woredas follows and adheres to the set

selection criteria going forward;

Output 3. Sustainable Community Assets Built Up and Access to Social Services Enhanced

20. The Mission noted that PW has created various community assets which have benefited livelihoods. Around 67% of the planned PW subprojects have potential linkage with livelihoods showing that the PW

& livelihoods linkage guidance note is being implemented. It is also noted that ESMF implementation has

significantly improved along with the implementation of the identified mitigation measures.

21. The Mission noted that quality of some subprojects, such as SWC & water, are not up to the required level of standard mainly in Somali and Afar regions due to persisting skill gaps at frontline staff

and due to limited monitoring and supervision support from federal level.

22. The Mission also noted that the extended PW monitoring system is not functioning as per the requirement due to poor communication from federal to regions and lack of understanding of the format by

some regions.

23. The Mission noted significant progress in ensuring regional bureaus capacity to plan and implement the Gender and Social Development (GSD) and Nutrition related provisions of the program as per the PIM

requirement. This included Training of Trainer (ToT) and cascading GSD and nutrition training in 80

UNICEF supported Comprehensive Integrated Nutrition Service (CINUS) woredas and their kebeles. The

training materials were translated in to Amharic, Oromiffa and Tigrigna languages, and its contextualization

process to pastoral realities started. Woreda level GSD experts are recruited in Oromia region. In pastoral

regions, the absence of PSNP GSD and Nutrition mainstreaming training material as well as Behavioural

Change Communication (BCC) facilitation job aid which are tailored to the pastoral context posed critical

challenge to advance the implementation of the provisions as per the PIM. The Mission was briefed that

the adaptation process of the training manuals; both secondary data review as well as primary data collection

is finalized. The Mission underscored the need to expedite the process so that implementers will be trained

before the next round of PW commenced.

24. To support the capacity development effort of PSNP, financial and technical support was mobilized from United Nations International Children's Emergency Fund (UNICEF) and Promoting Basic Services

(PBS) Program. Resources from PBS 3 budget were secured to train grass root implementers (Health

Extension Worker (HEWs), DAs, Social Workers (SWs) and teachers) in 50% highland PSNP woredas on

GSD and Nutrition mainstreaming. The budget needs to be utilised by the end of December 2018. FSCD is

in discussion with the Policy and Planning Directorate of MoALR on the budget transfer modality. The

Mission noted given the limited time for budget utilisation MoALR should finalize the budget transfer

modality as soon as possible and start the TOT trainings at the regional level. In order to further strengthen

the coordination between MoALR and Ministry of Health (MoH), agreement was reached in the November

– December 2017 JRIS to sign a Memorandum of Understanding (MoU). The draft MoU was shared with

the nutrition case team of MoH and needs to be approved by leadership of MoALR & MoH.

Output 4. Clients’ Livelihood Opportunities Facilitated Through Three Pathways: Crop and

Livestock, Off-Farm Income Generation, and Employment

25. During this reporting period (July- March 2018) livelihood activities: wider community consultation, livelihoods technical support, group formation, financial literacy training, saving

mobilization, and technical trainings mainly concerning on-farm pathway have shown notable progress,

though there exist notable regional variations. The Mission noted that in this reporting period (i) livelihoods

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capacity building budget is fully released to regions and woredas on time and (ii) better availability of

loanable fund and saving mobilization which in turn resulted in increased average loan size per client

household in most regions except Oromia. However, the Mission observed challenges related to (i) slow

progress in off-farm and employment pathways; ii) diminished livelihoods grant transfer value; and iii)

ESMF in-compliance.

26. Slow progress in implementation of off-farm and employment pathways is persisting: The Mission noted persistent slow progress in implementing off-farm and employment pathways is due to (i)

lack of proper institutional ownership and engagement of implementing agencies at all levels. The Mission

also noted that the government has not fully implemented the November - December 2017 JRIS agreed

actions related to the off- farm and employment pathways. The mission recommends proper implementation

of the November - December 2017 JRIS agreed actions should be implemented immediately.

27. Diminished livelihoods grant transfer value. The livelihoods transfer sub component of the PSNP 4 has an objective to help the very poor households who are often seen as credit averse by providing

$ 200 or ETB equivalent. For EFY 2010-2012, the program targets people at the bottom 10% of the public

works beneficiaries. In EFY 2008 a grant amount of ETB 4,000 per household was transferred to

beneficiaries in the eight pilots woredas where, more than 85% of the beneficiaries chose to work on rearing

small ruminants and with that amount, beneficiaries have bought 5-6 small ruminants. Though an

independent assessment did not yet take place to generate concrete evidence regional and field monitoring

reports have shown that, the grant helped in increasing the income of targeted households. However, due

to price increase (inflation), beneficiaries who received ETB 4,000 in EFY 2010 were only able to buy 2-3

small ruminants, which might compromise the level of effect from the intervention. The mission also noted

that Non-Government Organizations (NGOs) that are currently providing livelihoods grant in same regions

are transferring the ETB equivalent of $200. Therefore, the Mission recommends that (i) both for the

program and NGOs grant amount that will be transferred from EFY 2011 will be the equivalent of $200

per household based on the exchange rate at July 8, of the new fiscal year (ii) ensure NGOs interventions

apply and adhere to the livelihoods guidance note.

28. Livelihoods transfer rollout: Livelihoods grant is being piloted in 43 woredas of Amhara, Tigray, SNNPR and Oromia. International Food Policy Research Institute (IFPRI) has been commissioned to do

an impact evaluation to be able to build the evidence base on the performance of the grant. A Randomized

Control Trail (RCT) has been proposed by the consulting firm which was by in large accepted as the most

appropriate methodology for the purpose. During the mission the CSA had already started collecting

baseline data in 12 woredas of the four regions. The mission noted, however, that the understanding on the

Impact Evaluation (IE) design and the implication of the RCT was not consistent across regions. The

mission agreed that (i) the RCT, as it is designed, will be applied, which means that control kebeles will

not be getting the livelihoods grant or related interventions until the final impact evaluation surveys are

done by 2020 (ii) the control kebeles will be selected via a public lottery to ensure that there is transparency

and fairness in the process and (iii) the consultant (IFPRI) will give trainings to woreda and kebele officials

as soon as possible to minimize risks that may arise from lack of understanding at various stages of the IE

process.

29. Inadequate ESMF compliance of livelihoods interventions. The Mission noted that implementation of ESMF in the livelihoods component remains a concern. It also observed that that livelihoods staff have

low level of ESMF awareness. Similarly, regions indicate that ESMF training is not given to the staff

working on livelihoods. In addition, the Mission noted, though there are few attempts made to undertake

preparatory activities to address the November - December 2017 JRIS agreed actions such as regular ESMF

monitoring and placement of a verification procedure. Out of 3,620 PSNP kebeles targeted to be monitored

only 354 (10% of the annual target) have conducted ESMF compliance monitoring. Thus, the Mission

agreed to (i) fully implement the November - December 2017 JRIS agreed action.

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Output 5. Effective Management and Operational Processes in Place to Manage the Programme

Financial Management (FM)

30. With regard to the FM of the program, five issues were identified in the November - December 2017 JRIS and it is noted that all of the recommended actions have been implemented. The issues raised in

the previous JRIS were in relation to i) the concern on repetitive budget revisions - a revised budget has

been communicated to the DPs in the revised annual plan submitted on March 1, 2018. No further revision

has been made subsequently ii) the systemic weakness in the internal control mechanism of the programme

– the Channel One Programs Coordinating Directorate (COPCD) reached an agreement with the Inspection

Directorate of MoFEC to assign one expert from the Inspection Directorate who regularly reviews the

Ethiopian Rural PSNP (ERPSNP).

31. In addition, four experts have been assigned from the same Directorate to participate in the process of addressing long outstanding commodity audit findings. Furthermore, COPCD has communicated in a

letter to all regional Presidents’ office (as per the MoU) to adequately involve their respective internal

auditors in the review of the program accounts at the required level and report back to the regional/woreda

cabinet. iii) Lack of predictable cash resource release from GoE and DPs – FSCD has prepared a draft

disbursement plan for EFY 2011 but was not officially submitted to DPs due to the on-going discussions

on wage rate increment. iv) weak financial management and oversight in Afar region evidenced by

ineligible expenditures in recent audit findings – MoFEC (COPCD) has met with the Afar regional officials,

woreda officials, and woreda accountants and cashiers to discuss on the Afar 1st FM review report findings,

previous audit report findings, and the overall FM issues in the region. v) Risks on the physical cash

safeguard in Somali and Afar regions – MoFEC has in a formal letter communicated to the Commercial

Bank of Ethiopia (CBE) in order to resolve issues regarding low cash holding limit of woredas’ CBE

branches and possibilities of opening new branches in Somali and Afar region. MoFEC is awaiting response

from CBE to take next action.

Procurement

32. Delays in procurement is a major challenge at federal level. The delays are critical specifically in relation to the selection of consultants to conduct various studies. Among others, the selection of consultants

for the design and establishment of PSNP MIS design and establishment of PW mapped data base, PW

baseline study, and independent procurement audit of EFY 2009 are delayed significantly. The Mission has

noted that procurement planning at Federal level is carried out through Systematic Tracking Exchange in

Procurement (STEP; an online planning and monitoring tool for procurement). As per the agreed

procedures, i.e., all procurement activities are carried out as per the roadmap provided in STEP.

Procurement activities at regional level are submitted by the Federal level procurement officers and have

been approved. However, the procurement activities are not being processed through the system and it is

not clear if the procurement activities are being carried out in accordance with the roadmap provided in

STEP.

33. The most significant challenge in regard to procurement planning is the woredas level procurement. As per the agreed procedures all procurement activities have to be submitted and approved through STEP.

However, so far, no PSNP IV procurement activity at Woreda level is submitted and approved through

STEP. This is a serious concern which should be addressed at all levels in PSNP as procurement activities

not submitted and approved through STEP cannot be financed through the project as they are going to be

considered as ineligible expenditures. The Mission noted that the procurement plans of all woredas should

be submitted and approved through STEP.

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Commodity Management

34. The major issue during the November - December 2017 JRIS was the lack of improvement in the

commodity management system of the GoE despite various efforts in the past. As part of the disbursement condition and legal covenant of RPSNP, it was agreed that the GoE will finalize and submit to the DPs the Action Plan developed to ensure robust food management system with the establishment and

operationalization of the CMU in NDRMC being at the heart of it. It is noted that the Action Plan has been

finalized and submitted to DPs in February 2018.

35. With regard to the establishment of the CMU at NDRMC, MoALR and NDRMC established an ad-hoc committee to prepare a Concept Note (CN) on overall establishment, functionality, budgeting,

staffing and operation of the CMU. The CN has been approved by the NDRMC Commissioner and MoALR

State Minister. An assessment of a permanent office design and set up has been made by NDRMC and

World Food Programme (WFP). Until such time that this is finalized, a temporary office space has been

availed for the CMU at NDRMC. In addition, a proposal has been developed by NDRMC showing budget

requirements for office set up; staff hiring at federal level, core staff at regional level, and hubs; capacity

building, Information Technology (IT), stationary, vehicle, etc. This has been shared to the NDRMC and

MoALR management and is awaiting decision. However, apart from availing temporary office space at

NDRMC for the existing CMU staff, no major progresses have been made in terms of ensuring the full

functionality of the CMU. Regarding operational activities, the Mission noted that MoALR and NDRMC

have now started co-managing warehouse and food resources. It is also noted that Commodity Allocation

and Tracking System (CATS) is now being used at Federal level.

36. The Mission identified that only limited improvement has been made on the overall food management system and hence this continues to be a major risk for effective program implementation and

accountability. The non-implementation of the Food Management Improvement Action Plan has been cited

as the major obstacle for improving the system. As the Action Plan is comprehensive and covers

institutional arrangement, staffing, reporting, monitoring and evaluation, procurement and dispatch, audits

and following up of audit findings; it is expected that the implementation of the measures set in the action

plan will result in the improvement in the overall food management system. Hence, the Mission agreed that

i) the management team of MoALR, NDRMC, and MoFEC that is responsible for following up the Action

Plan should ensure the actions set are implemented and status update is communicated to the DPs; ii) clear

direction needs to be given by MoALR and NDRMC to the existing CMU staff regarding reporting

structure, accountability and develop ToR for its implementation ; iii) NDRMC and MoALR should allocate

the necessary resources to make the CMU fully functional.

Capacity Development

37. For Output 1, the mission agreed that (i) the Government will conduct a half day workshop on the woreda- level monitoring and reporting assessment findings and cascade it to the regions, (ii) create

awareness and sensitize regions and woreda leadership on the recommendations; (iii) revise the data

collection templates and reporting formats and (iv) provide tailored report writing training to the woreda

and regional monitoring staff. The Mission also agreed that Technical Assistance to Strengthen Capacity

Development (TASC) will provide technical support to improve monitoring both at federal and regional

levels, including supporting the government with the revision of monitoring reporting tools and templates

as part of its capacity building tasks.

38. For Output 2, the Mission identified the following capacity development needs to improve the timeliness of transfers (i) Training for WIC/RIC/FIC staff on monitoring and reporting; (ii) E-payment

training and job embedded support to zonal Implementing Agencies (IAs); (iii) PIM awareness for woreda

leaders-managers involving updating, production, distribution and use of user friendly PIM Guidance Note;

(iv) rollout FSTFs/TCs strengthening trainings to Woredas; (v) develop institutional capacity (personnel,

logistic) for new split zones and woredas and, (vi) develop standard PSNP contract staff management

11

guideline (recruitment, job description, performance evaluation, handing over, etc.). The Mission also

agreed that TASC would support the targeting and re-targeting in Afar and Somali regions.

39. For Output 3, the Mission agreed that the Public Works Coordination Unit (PWCU) will provide tailored training to Afar and Somali region staff and ensure that the training is cascaded to frontline

implementers and undertake supervision/support mission to these regions at least every quarter. It was also

agreed that the Natural Resources Management Directorate (NRMD) will write a letter to the regions

stating urgency of the training and cascading to the frontline implementers. Subsequently, the PWCU

should provide further training on the format. The Mission agreed that TASC would support the government

in developing ESMF training materials for public works.

40. For Output 4, the Mission agreed that the Livelihoods Integration Coordination Unit (LICU) will provide specific and tailored training to livelihoods staff, particularly those working on agri-business. It

was also agreed that TASC would support the government in developing training materials for business

plan preparation and ESMF for livelihoods.

41. TASC’s EFY 2011 work plan will place greater emphasis on addressing technical capacity gaps within PSNP. TASC will develop or update guidance notes for training and support on a number of topics,

including PIM awareness, targeting/retargeting, PASS applications, commodity management, ESMF for

public works, HDRP/PSNP linkages, planning and reporting, file management, and the NGO Collaboration

Framework (once approved). It will develop self-learning guidance notes and video for woreda-based staff,

as well as a manager’s guide to staff induction, which will be available for existing staff and more

particularly for new staff coming to work on PSNP.

DISCLOSURE & PLANNING`

42. The Government of Ethiopia and all DPs confirm their understanding and agreement to this Aide Memoire. This Aide Memoire will be disclosed publicly.

LIST OF ANNEXES

Annex 1: Representatives who participated in the JRIS Mission

Annex 2: Acronyms used throughout the Aide-Memoire

Annex 3: Progress in implementing the November - December 2017 JRIS Action Plan

Annex 4: Action plan from June 2018 JRIS Mission (to be done by FSCD)

Annex 5: Report on the PSNP-4 and ERPSNP Results Framework Indicators (From GoE Report)

(waiting for FSCD to submit the revised report)

Annex 6: Overview of the 9 months PSNP-4 Progress in EFY 2010 (From GoE Report)

12

ANNEX 1: REPRESENTATIVES WHO PARTICIPATED IN THE JRIS MISSION

S.N. Name Region Organization

1 Abate Jijo Addis Ababa CRS

2 Abdi Ahmed Mohamed Somali DPPB

3 Abdi Mohamed Sani Dire Dawa Food Security

4 Abdulkadir Sulaiman Addis Ababa USAID

5 Abebe G/Medhin Addis Ababa MoLSA

6 Abenet Mengistu Addis Ababa NRMD

7 Abera Kassa Addis Ababa NDRMC

8 Abiyot Wondie Addis Ababa MoALR

9 Abrham Dissassa Addis Ababa MoALR

10 Abu Yadetta Addis Ababa World Bank

11 Addis Alem Addis Ababa USAID

12 Adeyabeba Mitiku Addis Ababa DCT

13 Ahmed Abdi Daud Somali BoANR

14 Ahmed Mohammed Addis Ababa GAC

15 Aiymro Tegegn Dire Dawa BoA

16 Aklilu Mesfin Addis Ababa MoALR

17 Alamaz Giramy Addis Ababa NDRMC

18 Alema W/Mariam Addis Ababa FSCD-LICU

19 Alemayehu Tadesse Addis Ababa MoALR

20 Alembirhan W/Gerima Addis Ababa FSCD

21 Amare Zerihun Amhara BoFED

22 Amdissa Teshome Addis Ababa Palladium

23 Amen Geleta Addis Ababa DCT

24 Amin Abdulahi Dire Dawa BoA

25 Amir Negash Harari Women Children and Youth

26 Andarg Fire Addis Ababa MoLSA

27 Anne Bakilana Addis Ababa World Bank

28 Annika Nordin Addis Ababa SIDA

29 Anwar Arabe Aden Somali BoA

30 Asrate Tamir Amhara Food Security

31 Assefa Belachew Addis Ababa FSCD/CMU

13


32 Assefa Belay Amhara DPFSCO

33 Ayalew Abera Amhara Food Security

34 Ayderus Hassen Addis Ababa NDRMC

35 Aynalem Gezahegn Amahara BoA

36 Ayuba Sani Addis Ababa World Bank

37 Badel Kenadidd Mohamod Somali BoANRD

38 Bayu Getachew Oromia ADLSA

39 Begashaw Wukaw Addis Ababa DCT

40 Behailu Shewangizaw Addis Ababa MoALR

41 Bekele Hankebo Addis Ababa FH Ethiopia

42 Berhanu W/Michael Addis Ababa FSCD

43 Berhane Tafere Tigray BoAND

44 Beyene Adane Addis Ababa MoALR

45 Blen Tenaw Addis Ababa MOSS

46 Calla Mahamad Harari Bureau of Youth Job Creation

47 Carolyn Maclead Addis Ababa GAC

48 Cathy Tremblay Addis Ababa GAC

49 Christian Rogg Addis Ababa DFID

50 Daisy Demirag Addis Ababa World Bank

51 Degu Lakew Addis Ababa MoFEC

52 Demelash Eshete Addis Ababa NDRMFSS

53 Dereje Getaneh Addis Ababa NDRMC

54 Dimitar Tsolou Addis Ababa TASC

55 Dianna Darsney Addis Ababa USAID

56 Doge Bidaru Afar BoLSA

57 Elias Getahun Addis Ababa World Vision

58 Elsabeth Farmer Addis Ababa CARE

59 Ermias Tadege Dire Dawa BoFED

60 Fantahun Admassu Amhara Cooperatives

61 Fatima Naqvie Addis Ababa DCT

62 Fekadu Kassa Addis Ababa FSCD

63 Feleke Jember Addis Ababa MOLSA

64 Fentahun Admassu Amhara CPA

14


65 Feysal Yahye Somali WFP

66 Fikru Denbu Addis Ababa FSCD

67 Fitsum Teshome SNNPR BoFED

68 Gared Lebese Amhara BoFEC

69 Gebeyehu Tilahun Dire Dawa DPCOP

70 Gebre Telake Addis Ababa FH Ethiopia

71 Gebrie Adugna Addis Ababa FSCD

72 Getachew Berhanu Addis Ababa UNICEF

73 Getahun Shibeshi Addis Ababa FH Ethiopia

74 Gillian Mellsop Addis Ababa UNICEF

75 Gossa Fursassa Addis Ababa FH Ethiopia

76 Guluma Subossa Oromia TASC

77 Gutema Takele Addis Ababa MoALR

78 Haile Belay Addis Ababa FSCD

79 Hailegebriel Ashagre Addis Ababa MoFEC

80 Haileleul Admasie Addis Ababa World Vision

81 Hailu Ankiso Addis Ababa FSCD

82 Halake Bantu Addis Ababa WFP

83 Hanna Misebo Addis Ababa MoALR

84 Haregewien Admassu Addis Ababa DCT

85 Hiwot Mebrate Addis Ababa Irish Aid

86 Hussien Ahmed Afar BoFED

87 Ian Campbell Addis Ababa World Bank

88 Ian de la Rosa Addis Ababa CRS

89 Ivan Roberts Addis Ababa GAC

90 John Meyer Addis Ababa CARE

91 Juan Carlos Rodriguez Addis Ababa USAID

92 Kadir Abdella Afar DPFSCO

93 Kamil Ahmed Somali BoFED

94 Konjit Eshete Addis Ababa USAID

95 Kris Easter Addis Ababa USAID

96 Lelisa Merga Addis Ababa MoALR

97 Leulseged Belay Addis Ababa USAID

15


98 Leslie Reed Addis Ababa USAID

99 Lisa Marie Ouedraogo Addis Ababa UNICEF

100 Liya Girma Addis Ababa WFP

101 Liz Trigg Addis Ababa DFID

102 Loza Kibret Addis Ababa World Bank

103 Lubi Aahmed Somali BoA

104 Lucian Pop Addis Ababa World Bank

105 Luis Lechiguero Addis Ababa EU

106 Mahamud Yusuf Mealin Somali BoFED

107 Mamo Dogiso Addis Ababa MoALR

108 Mary Breen Addis Ababa DCT

109 Massamo Asele Addis Ababa World Bank

110 Mekdim Hailu Addis Ababa DCT

111 Mengistu Maja SNNPR BoLF

112 Merga Mitike Oromia BoLSA

113 Meron Tadesse Addis Ababa World Bank

114 Mesfin Alemnew Addis Ababa FSCD

115 Mesfin Asnake Addis Ababa FSCD

116 Mesfin Asnake Addis Ababa MoLSA

117 Mesfin M/Selassie Oromia BoFEC

118 Mesfin Woldu Tigray BoARD

119 Michael Mufood Addis Ababa World Vision

120 Misganaw Admassu Addis Ababa MoLSA

121 Mitiku Kassa Addis Ababa NDRMC

122 Moges Worku Addis Ababa USAID

123 Mohamed Abdi Somali BoFED

124 Mohamed Fure Dire Dawa BoLSA

125 Mohamed Rashid Abdirahman Somali BoLSA

126 Mohammed Hussein Afar DPFSPCO

127 Molla Mengesha Addis Ababa MoALR

128 Muluken Desalegn Addis Ababa WFP

129 Nesredin Rube Addis Ababa MoA

130 Nigussie Aynalem Tigray BoARD

16


131 Nigussie Tefera Addis Ababa FSCD

132 Nurhuson Molla Addis Ababa MoALR

133 Osman Mohammod Somali BoANRD

134 Patrick McManus Addis Ababa Irish Aid

135 Paul Derkesen Addis Ababa TASC

136 Reta Birhanu Dire Dawa PSNP

137 Robert Chase Addis Ababa World Bank

138 Saba Girma Addis Ababa MoFEC

139 Samantha Yates Addis Ababa DFID

140 Samir Wanmali Addis Ababa WFP

141 Samrawit Girma Addis Ababa World Bank

142 Samuel Shifeta FS

143 Samuel Tegegne Addis Ababa MoFEC

144 Sebsibe Alemu Addis Ababa FH Ethiopia

145 Segen Tewelde Addis Ababa WFP

146 Shamil Hamza SNNPR DRMFS

147 Shawel Bekele Harari BoA

148 Shilpa Modi Addis Ababa USAID

149 Shimelis W/Hawariat Addis Ababa World Bank

150 Sileshi Ashine Addis Ababa TASC

151 Sileshi Bekele Addis Ababa MoALR

152 Sintayehu Demissie Addis Ababa MoALR

153 Sintayehu Geremew Addis Ababa MoALR

154 Sintayehu Tadesse Addis Ababa MoLSA

155 Solomon Alemu Addis Ababa USAID

156 Solomon Begna Oromia BoANRD

157 Solomon Mamo Harari FS

158 Sonja Hyland Addis Ababa Irish Aid

159 Tadesse Aweke Addis Ababa MoALR

160 Tadesse Bekele Addis Ababa NDRMC

161 Tefera Taddesse Addis Ababa NRMD

162 Tekle Urga Addis Ababa MoALR

163 Teriessa Jalleta Addis Ababa EU

17


164 Tesfaye Lakew Addis Ababa WFP

165 Tesfaye Mengestie Addis Ababa MoALR

166 Tesfaye Regassa Addis Ababa MoALR

167 Tesfaye Shiferaw Addis Ababa MoLSA

168 Tesfaye Tilahun Addis Ababa DCT

169 Teshome Mamo Addis Ababa BoLSA

170 Teta Assegid Addis Ababa USAID

171 Tewodros Assefa Addis Ababa World Bank

172 Theodros H/Mariam Addis Ababa MoALR

173 Tofik Abdulu Dire Dawa BoANR

174 Tofik Juhar SNNPR Cooperatives

175 Welela Ketema Addis Ababa REDFS

176 Wihib W/Senbet Addis Ababa CLMFD

177 Woinshet Abate Addis Ababa MoFEC

178 Wolelaw Sendeku Addis Ababa CMU/NDRMC

179 Wondie Kebede Amhara BoA

180 Wout Soer Addis Ababa World Bank

181 Yibeltal Fentie Addis Ababa WFP

182 Yodit Gebrechiristos Addis Ababa TASC

183 Zelalem Tadesse Addis Ababa MoLSA

184 Zena H/Wold Addis Ababa MoANR

18

ANNEX 2: ACRONYMS USED THROUGHOUT THE AIDE MEMOIRE

AA Addis Ababa

AGP Agricultural Growth Programme

BCC Behavioural Change Communication

ASAP As Soon As Possible

BoA Bureau of Agriculture

BoALR Bureau of Agriculture and Livestock Resource

BoANR Bureau of Agriculture and Natural Resource

BoARD Bureau of Agriculture and Rural Development

BoFEC Bureau of Finance and Economic Commission

BoLSA Bureau of Labour and Social Affairs

CASCAPE Capacity Building for Scale Up of Evidence-based Best Practices in Agricultural

Production in Ethiopia

CATS Commodity Allocation and Tracking System

CBE Commercial Bank of Ethiopia

CBPWDG Community Based Participatory Watershed Development Guideline

CD Capacity Development

CDTAC Capacity Development Technical Advisory Committees

CDSC Capacity Development Steering Committee

CINUS Comprehensive Integrated Nutrition Service

CMLFD Commodity Management, Logistics and Finance Directorate

CMPM Commodity Management Procedure Manual

CMU Commodity Management Unit

COPCD Channel One Programs Coordination Directorate

CPI Consumer Price Index

CRS Catholic Relief Services

CSA Central Statistical Agency

CSI Climate Smart Initiative

DA Development Agent

CN Concept Note

DCT Donor Coordination Team

DFID Department for International Development

DPs Development Partners

DWG Donor Working Group

E-Payment Electronic Payment

EFY Ethiopian Fiscal Year

ERPSNP Ethiopian Rural Productive Safety Net Project

ESPES Enhancing Shared Prosperity through Equitable Services

ESMF Environmental and Social Management Framework

EU European Union

FDP Food Distribution Point

FH Food for the Hungry

FIC Federal Information Center

FM Financial Management

FMIP Food Management Improvement Project

FP Focal Person

FS Food Security

FSCD Food Security Coordination Directorate

FSTF Food Security Task Forces

19

GAC Global Affairs Canada

GoE Government of Ethiopia

GoFAMM Government Owned Fixed Assets Management Manual

GIS Geographic Information System

GPS Global Positioning System

GPS Graduation Prediction System

GRM Grievance Redress Mechanism

GSD Gender and Social Development

HDRP Humanitarian Disaster Resilience Plan

H.E His/Her Excellency

HEA Household Economic Assessment

HEW Health Extension Worker

HFA Humanitarian Food Assistance

HH Household

HR Human Resource

IFPRI International Food Policy Research Institute

IE Impact Evaluation

IT Information Technology

JRIS Joint Review and Implementation Support

LICU Livelihoods Integration Coordination Unit

MFIs Microfinance Institutions

MIS Management Information System

MoALR Ministry of Agriculture and Livestock Resources

MoFEC Ministry of Finance and Economic Cooperation

MoH Ministry of Health

MoLSA Ministry of Social and Labour Affairs

MoU Memorandum of Understanding

NDRMC National Disaster Risk Management Commission

NGO Non-Governmental Organization

NRMD Natural Resources Management Directorate

PASS Payroll and Attendance Sheet System

PBS Promoting Basic Services

PDS Permanent Direct Support

PIM Programme Implementation Manual

PMT Proxy Means Test

PP Procurement Plan

PPD Policy and Planning Directorate PPPDS Public Procurement and Property Disposal Service

PSNP Productive Safety Net Programme

PW Public Work

PWCU Public Works Coordination Unit

RCT Randomized Control Trail

RIC Regional Information Centre

RJOCFSS Rural Job Opportunity Creation and Food Security Sector

RPWFU Regional Public Works Focal Unit

RuSACCOs Rural Savings and Credit Cooperatives

SA Social Accountability

SD Social Development

SD&NTF Social Development and Nutrition Task Force

SDTF Social Development Task Force

SLMP Sustainable Land Management Project

20

SM State Minister

SNNP Southern Nations, Nationalities and People’s

STEP Systematic Tracking Exchange in Procurement

SWs Social Workers

SWC Social and Water ConservationTA Technical Assistant

TASC Technical Assistance to Strengthen Capacity Development

TC Technical Committee

TDS Temporary Direct Support

TF Task Force

ToR Terms of Reference

ToT Training of Trainer

TVET Technical, Vocational, Education and Training

UNICEF United Nations International Children's Emergency Fund

USAID United States Agency for International Development

WB World Bank

WFP World Food Programme

WIC Woreda Information Center

WoFEC Woreda Finance and Economic Cooperation

WR Wage rate

ANNEX 3: PROGRESS IN IMPLEMENTING THE NOVEMBER – DECEMBER 2018 JRIS ACTION PLAN

Action Plan for the Priority Strategic Issues

Issue

# Issue Action

Responsible

Party Deadline Status

Actions within the PSNP-4, To be Implemented Within 6 Months

1 Core elements of the

program are not meeting

agreed program

performance standards

i) GOE to improve timeliness of transfers and timely cash flow

planning. The Mission notes that

MOFEC will have flexible

budget releases to the PSNP

based on the needs of the

program and the DPs hope that

this flexibility will help to

resolve the cash flow problems

going forward. The Financial

Management and planning

within FSCD needs to be

strengthened.

ii) The MoANR procurement tender committee need to

improve decision-making and

timely communication for not

implementing planned

procurement/delays in

procurement decisions.

iii) The salary issue should be reviewed and resolved soon to

improve staff motivation and

reduce staff turnover. This issue

has been raised with the GoE in

the past and during the Federal

Mission it was discussed with

FSCD/MoFEC

MoANR tender

endorsing

committee

MoANR/MoFEC

On going

On going

Ongoing

Partially Achieved

• FSCD and MOFEC have shown an improvement in terms of cash transfer to

regions on timely manner;

• Regions have also transferred the cash resource to the woredas partially on time;

• However, timeliness of payment to the clients did not meet the target.

In Progress

• There is progress in the decision making by the tender committee;

• There is an improvement in implementing of planned procurement and decision making by

tender approval committee.

In Progress

• The two ministries (MoNAR and MoFEC) have discussed on the issue and agreed to

harmonize salary differences by conducting an

assessment;

Issue

# Issue Action

Responsible


Minister Eyasu Abraha from

MoANR. The DPs hope to see

early resolution of this issue.

• Accordingly, MoANR organized a review team composed of directors and experts from Human

Resource (HR) AGP, PSNP, and SLMP,

travelled to regions to conduct assessment and

submit recommendation actions;

• The review team completed the assessment and submit its draft report to the management for

review and endorsement.

2 The development of a

scalable rural safety net

system that brings

together PSNP and

humanitarian food

assistance continues to be

the stated vision of the

GOE yet decisions to

implement this vision

have not been made.

i) Systematic implementation of the joint operational procedures

put in place

ii) A decision to consolidate operational management for

PSNP and HFA by June 30th,

2018 (as agreed in the first

phase of the MTR and

committed by GOE in the

August 2017 letter sent to the

World Bank Country Director

by MOFEC).

MoANR/NDRMC

PSNP GOE

leadership

End of January

2018 onwards

June 30, 2018

In progress

Pending

3 Difficulties with food

management

i) The CMU be made functional as agreed as soon as possible

Government should submit a

time bound action plan by

January 2018 that sets out the

measures to improve the safety

net food management system,

as previously agreed

RJOCFSS

/NDRMC

MoFEC

January 2018

January 01,

2018

Not Achieved (Refer to the Aide Memoire Text

Paragraph # 33)

The Government has submitted a time bound

action plan to the World Bank.

Issue

# Issue Action

Responsible


4 The need to improve poor

performance in order to

provide effective safety-

net support to people in

Afar and Somali, as has

been noted repeatedly in

previous JRIS Missions.

ii) The federal government continues to work with the

regions to improve management

and oversight as well as the

implementation of transfers.

iii) Continued verification of performance improvement

through the results of the spot

checks, financial management

reviews, and mid-line evaluation

PSNP GoE

Leadership

RJOCFSS

Ongoing

On Quarterly

Basis

Ongoing

Ongoing

PRIORITY ISSUES FOR PSNP-4 IMPLEMENTATION

Output 1. Prioritized Instruments and Tools in Place to Support an Effective System for Social Protection and Disaster Risk Management

1

MIS development is

significantly delayed due

to procurement issues at

MoANR.

Completion of the Management

Information System (MIS)

Development procurement as soon

as possible.

FSCD/procurement

and property

administration

directorate/

CMLFD

March 31, 2018 Delayed

• RFP prepared and sent for firms;

• 5 firms submitted financial and technical proposal;

• Technical evaluation underway.

2 Gaps observed in the

quality and content of

PSNP performance

monitoring and reports.

i) Review the paper based monitoring and reporting system

ii) Strengthen core functionality of the paper based monitoring and

reporting system at all levels

FSCD/METT

FSCD/METT

February 2018

Ongoing

Delayed, in progress

• Training provided to FIC and RIC.

Ongoing

3 Absence of an updated

graduation guidance note

to implement evidence-

based graduation.

i) Review and update the current graduation guidance note (track

household asset holding,

benchmark revisions etc.)

ii) Cascade and use the Household Economic Analysis (HEA)

conducted by Save the Children

(SCF).

FSCD + TAs

FSCD

March 31, 2018

April 30, 2018

Achieved

• Regions are communicated to use HEA data to update GPS.

Delayed, in progress

• HEA communicated to Regions.

Issue

# Issue Action

Responsible


4 The implementation of the

DRM component is

significantly delayed due

to i) lack of capacity at

NDRMC, ii) lack of

consensus in planning

between NDRMC and

FSCD and iii) lack of

coordination.

Conduct joint planning of the

Disaster Risk Reduction (DRR)

component and reached into

consensus.

DRR directorate

and FSCD

January 2018

Achieved

Output 2. Appropriate, Timely and Accessible Transfers Received by Male and Female Clients

1 Timeliness and

predictability of transfers

Establish and operationalize the

Commodity Management Unit

(CMU)

MoANR and

NDRMC

By next JRIS

(May 2018)

Not Achieved (Refer to the Aide Memoire Text

Paragraph # 33 regarding CMU establishment

and being operational)

Work together/facilitate to ensure

timely availability of food resources

from Federal level and delivery to

woredas

MOANR, NDRMC

and EFSRA

Ongoing In progress/Ongoing

Revise the cash disbursement

schedule –Make the 1st tranche end

of July and the remaining tranche as

it is (Oct, Jan & Mar)

MOANR &

MoFEC

July 2018

Onwards

Achieved

• First tranche transferred in early August and the remaining tranches transferred as per

schedules

Complete re-targeting before end of

July

Regions Ongoing In progress, due to start according to the deadline

2 Delay in cash transfer to

PSNP Extended Support

clients and emergency

beneficiaries in non-PSNP

woredas

All regions complete the extended

support transfer by the third week

of December, 2017

Regions End of

December,

2017

Achieved

NDRMC and FSCD deploy a

monitoring team to all the regions

that are implementing extended

support in non-PSNP woredas like

they did for Oromia region

NDRMC and

FSCD

December 2017 Achieved

The Federal Information Centre

(FIC) follow-up on the progress and

FSCD/CMLFD On going In progress

Issue

# Issue Action

Responsible


compile the report on extended

support;

NDRMC speed up transporting the

left-over balance of food to Afar

and Oromia regions.

NDRMC Before end of

December 2017

Delayed/in progress

• Carry over food dispatched to Afar • FSCD sent a request to NDRMC to transport

the remaining food to Oromia FDPs

MoFEC/FSCD in collaboration with

WFP to speed-up the

implementation of the cash pilot in

Siti and Fafan Zones in Somali

region.

MoFEC/MoANR Ongoing (until

June 2018)

Delayed/ In progress

• Top-up payment for supplementary food

provided by WFP

3 Five-person household

cap too low

Eliminate five-person household

cap (revise the PIM)

MOANR March 31, 2018 Achieved

Regions decide how to better

support households with family

members beyond the five-person cap

within existing caseload and budget

Regions Ongoing Ongoing

4 Problem with E-payment Establish compatibility and direct

linkage between PASS output to E-

payment platform (PASS upgrade)

FSCD, MoFEC March 31, 2018 Achieved with delays

• Upgrading process of PASS addressed the requirements of E-payments

Explore strengthening the agent

system including engaging

RuSACCOs as agents noting the

success in some woredas in Tigray.

MoFEC, FCA Ongoing In progress/Ongoing

• Started in Tigray, Oromia and SNNPR

Establish an interface between

MFIs, technology service providers

and MoFEC to enable MoFEC to

monitor E-Payment implementation

better.

MoFEC March 31, 2018 Delayed/ In progress

• The World Bank has drafted a reporting template to facilitate the interface, but

implementation is pending.

• Hello-Cash is providing real time data on its E-payment operation in Somali to MoFEC,

however; interface with M-birr in the four

regions (outside of the reporting template

Issue

# Issue Action

Responsible


descripted above which is yet to be

implemented) not yet deployed.

5 RIC/FIC reports not

timely and accurate

Implement the new RIC template Regions December 31,

2017 onwards

Achieved

6

Delay in implementation

of Proxy Means Test

(PMT)

Design a PMT formula FSCD, DPS May 2018 Pending (on HICES data availability)

Pilot PMT in selected woredas with

the aim of informing the next phase

of the PSNP

FSCD, MOLSA July 2018 Pending

Output 3: Sustainable community assets built and access to social services enhanced

3A: Public Works

1

Monitoring and

Evaluation System for PW

activities –delays in

system Development

Implement the ongoing extension of

PW monitoring system with more

rigorous follow-up with regions,

until PSNP MIS system established

PWCU plus

RPWFU

End of April

2018

In progress

• Regions such as Oromia, SNNPR and Dire Dawa submitted the extended M&E for ESMF

PWCU work with PSNP MIS

system team to ensure MIS system

incorporates PW monitoring system

requirements

PWCU, FSCD Depends on

MIS progress

In progress

• The PWCU closely working with the FSCD IT Staff to ensure PW monitoring system.

2

Joint approach of PW and

Livelihoods not achieved

to expected level

Establish Joint Technical Working

Group

PWCU, LICU February 2018 Achieved

• In the working group 2 PWCU, 2 FSCD and 2 WB staffs are represented

Revise and update the Guidance note

taking into account feedbacks from

Regions.

PWCU March 2018 Not Achieved

Design joint planning and reporting

template

PWCU, LICU March 2018 In progress

• Discussions held between Livelihoods and

PWCU on possible areas of revisions.

Focus on using water and SSI PW

subprojects to support most needy

PSNP individual households

PWCU, FSCD March 2018 On

wards

Achieved

• Included in the PIM

Issue

# Issue Action

Responsible


Integrate the recommendation of the

CSI pilot into PW/Livelihood

programs

PWCU, LICU October 2018 Ongoing

• CSI will be included in to CBPWDG and Pastoral PW Guideline.

3 Limitation in the PW

implementation in Afar

and Somali regions, such

as the level of ESMF

implementation and

quality, shortcomings in

the design and/or

implementation of certain

types of PW subproject

(i) Oversight and support of implementation of the flexible

PW calendar

(ii) Roll-out of the new woreda cluster approach, including the

development of a guideline and

finalization of the clustering of

woredas, and

(iii) Establishment of a Mobile PW Support Team at regional level

for Afar region

PWCU

PWCU

PWCU in support

with the regions

May 2018

April 2018

April 2018

Achieved

• Implementation already started in Somali Region.

• PW and transfer calendar including mode of transfer determine Woreda by Woreda in Afar

Region.

Delayed/Ongoing

• Clustering of woredas completed in Afar

Achieved

4 Low capacity of frontline

implementers to

implement the programme

as per the design

Strengthen ESMF compliance and

monitoring throughout regions as

required

PWCU April 2018 Ongoing, field monitoring conducted in Afar and

Oromia Regions

3B: GSD and Nutrition

1 Lack of capacity building

budget for the GSD and

nutrition sensitive

provisions

(i) Regular allocation of budget for nutrition and GSD related

training, compiled with other

training needs under output 3

(ii) The FSCD systematically use other opportunities presented by

the ESPES funding, UNICEF’s

CINUS commitment, DFSA’s as

FSCD/NRMD

FSCD/ SD&N TF

Annually

January 2018

Achieved

• GSD and nutrition ToTs conducted.

Delayed / ongoing

• Discussion initiated and proposal/ToR prepared and shared with ESPESP

stakeholders (MoFEC& MoALR-Policy

Issue

# Issue Action

Responsible


well as other NGOs who are

working on nutrition and gender

to leverage resources to provide

grass root level GSD and

Nutrition training in PSNP

woredas (given the resource

constraints the program faces).

and Planning Directorate (PPD)) and

waiting their agreement on fund

channelling modality

• In collaboration with UNICEF ToT and cascading to grassroot implementers in 80

CINUS-PSNP woredas carried out.

Training materials are translated into

Oromifa and Tigrigna. Printed training

materials distributed to regions and

frontline implementers. 2 The absence of woreda

level GSD experts in

Oromia, Amhara and

Afar Regions resulted in

weak accountability and

technical support on GSD

and Nutrition mainly at

lower level.

Identify region specific existing

government structures (for example

home economist) that would

formally take the responsibility of

advancing and monitoring the GSD

and Nutrition agenda with initial

capacity development from the

program side

FSCD & Regional

FS Office with

SD&N TF

February 2018 Achieved

• Regions have been communicated to hire or assign the right person for GSD and

nutrition;

• Accordingly, Oromia has hired GSD experts at both worda and regional levels.

• Identification of existing structure in

Amhara and Afar is delayed 3 Lack of proper

guidance/instruction on

the use of capital budget

FSCD/NRMD communicate with

regions with clear direction on the

use of the capital budget in relation

to the temporary Child Care Centers,

specifically request the regions to set

an annual 15% target per Keble for

construction of Child Care Center.

FSCD/NRMD February, 2018 Achieved

• Communicated to region to allow to use part of the capital budget for Child Care Centre.

4 Low engagement of MoH

beyond the nutrition case

team

(i) Send letter to Minister of MoH from the Minister of MoANR

outlining the need for

agreements on improved

engagement of other MoH’s

directorates in PSNP

MoANR/FSCD

July 2018

In process, due to start according to the deadline

Issue

# Issue Action

Responsible


(ii) Sign MoU between the MoANR and MoH at the Federal and

Regional Levels to ensure the

active involvement of relevant

directorates of MoH, to

institutionalize the role of HEWs

in PSNP, to capture PSNP HHs

during the registration of

children in the health posts, in

household questionnaires of the

National Health Accounts and

the Demographic and Health

surveys, to include PSNP client

status of household in its routine

health and nutrition reporting

(iii) Once agreements are reached to revise the PIM to outline the

role and responsibilities of the

different directorates of the

MOH.

MoANR/FSCD and

MoH

MoANR/FSCD

August 2018

August 2018


• Even though the deadline is ahead, draft MoU has been prepared, Nutrition case team of MoH

commented on it and MoALR will soon

formally share it to MoH.


Output 4: Clients’ livelihood opportunities facilitated through three pathways: crop and livestock, off-farm and employment

1 Weak coordination among

implementing

stakeholders (PSNP-4,

NGO and other

programs/projects)

continues to be a

challenge. The Mission

noted that livelihoods

coordination

(i) The reconsideration of the current coordination arrangement

where FSCD should continue

chairing LTC as soon as possible

(ii) Regions adopt proper coordination arrangement that

fits to their context as soon as

possible

FSCD

Regions

January 2018

onwards

January 2018

Achieved

Achieved

Issue

# Issue Action

Responsible


arrangements vary at

federal and regional level.

(iii) Federal LICU provide better technical support to regions

(iv) Experience sharing among regions be conducted

(v) Strengthen coordination among PSNP, NGO and other

programs/projects (CASCAPE,

PASIDP–II and others) by

establishing NGO collaboration

framework

LICU

LICU/FSCD

LICU/FSCD &

DPs

Quarterly Basis

April 2018

March 2018

Achieved/ongoing

• Staffs from FSCD provided field level technical support in addition LICU organized

one-day workshop and discussed with regions

on issues related to the disaggregation of

logframe targets, review of the six months

performance report, refresh on the employment

pathway guidance noted and livelihoods

transfer rollout.

Achieved

• Experience sharing conducted with in a region

• Experiences of each region was shared during the one-day workshop in Addis Ababa

Delayed/ongoing

• Concept note prepared and approved. • Preparation is underway and government

agreed to establish the PSNP-NGO platform

2

There has been limited

progress in

implementation of off-

farm and employment

pathways:

(i) Regions assess and identify the potential for employment

opportunities

(ii) TVET’s ability to provide tailored training to PSNP clients

be assessed

(iii) Institutional set up and ownership of the off farm and

employment pathways be

assessed and reconsidered

Regions

LICU/FSCD

FSCD/RJOCFSS

April 2018

July 2018

July 2018

Achieved

• Discussed during federal workshop held on March 2018

In process/ due to start according to the deadline

• Discussion is underway. In some regions (e.g. SNNP) TVET started engaging in PSNP.

In process/ due to start according to the deadline

• Discussion is underway.

Issue

# Issue Action

Responsible


(iv) The PSNP-4 midline survey captures key questions on the

implementation of the off-farm

and employment pathway

LICU/FSCD

June 2018

On Progress

3 There is inadequate

compliance of livelihoods

business plans with the

Environmental and Social

Management Framework

(ESMF).

(i) Regularly monitor the environmental profile, the ESMF

guidance note and to make sure

that the DAs are using the

guidance for IGA selection

(screening)

(ii) Put in place a verification procedure (to make sure that

ESMF is rolled out in all

Woredas)

(iii) Conduct the joint PW and Livelihoods planning and

implementation review

LICU

LICU

LICU/PWCU

February 2018

February 2018

March 2018

Delayed/Ongoing

• Official letter circulated to regions and training given considering ESMF for pastoral regions

(including Oromia and SNNPR) by PWCU and

will continue to other regions

Delayed/ Ongoing

• ESMF training given to pastoral Regions including Oromia and SNNP

• Technical support given to Oromia and Afar regions

Delayed/ On Progress

• Expression of interest has been developed and

screening of consulting firms underway.

Output 5: Effective Management and Operational processes in place to manage the program

Output 5A: Financial management, Commodity Management, Procurement and Physical Resource Management

Financial Management

1 Repetitive budget revision

issues

Budget revision, if required, be done

once a year in January in line with

GoE’s budget revision procedures.

Furthermore, during budget

revisions, FSCD should consult with

relevant stakeholders and

communicate timely the revised

budget along with the basis for

revision to all stakeholders

FSCD

January 2018

(Ongoing)

Achieved

• Budget revised only once in EFY 2010 and communicated to regions.

Issue

# Issue Action

Responsible


2 Systemic Weakness in the

internal control

mechanism of the

programme

(i) To overcome repetitive systemic internal control

weaknesses, MOFEC (COPCD)

arrange a meeting with the

Inspection Directorate and

International Financial

Institution Cooperation

Directorate at MOFEC to agree

on implementable actions to

ensure ERPSNP is reviewed by

internal audit at MOFEC. At the

lower levels, BOFEDs and

WOFEDs should ensure that the

internal auditors in their

respective offices are aware of

the new program’s features and

that ERPSNP is consistently

reviewed by the internal audit

(ii) MOFEC should write a letter to all regional president’s office

(as per the MoU) and other

implementers to adequately

involve their respective internal

auditors in the review of the

program accounts at the

required level.

COPCD/MoFEC

MoFEC

February 2018

End of January

2018

Achieved

• Agreement and arrangements made with the Inspection Directorate to audit ERPSNP.

Achieved

• A letter is written and communicated to all

regional governments.

3 Lack of predictable cash

resource release from

GOE and DPs.

FSCD prepare an annual

disbursement plan (both GoE &

DPs’ cash contribution) in April of

each fiscal year for the subsequent

Ethiopian fiscal year. The plan

should then be updated based on the

FSCD April or each

Fiscal Year

Ongoing

• Draft disbursement plan for EFY 2011 is prepared but waiting decision on wage rate

increment to submit the final version.

Issue

# Issue Action

Responsible


approved annual plan and budget.

The Mission noted that MOFEC will

exercise flexibility in their

disbursements for the PSNP if there

are delays in disbursement by the

DPs

4 Weak financial

management and

oversight in Afar region

evidenced by ineligible

expenditures in recent

audit findings.

MoFEC to discuss with Afar

regional officials on the findings of

the financial management reviews

conducted by the independent

consultants and agree time-bound

action plan to implement the

recommendations of the review

MoFEC

February 2018

Achieved

• MOFEC has visited the region and met with regional and woreda officials to discuss on the

consultants’ findings and other FM challenges

in the region.

5 Risks on the physical

cash safeguard in Somali

and Afar regions

(i) MoFEC formally communicate with CBE to resolve issues

regarding low cash holding limit

of woredas’ CBE branches and

possibilities of opening new

branches in Somali and Afar

regions

(ii) MOFEC obtain and review supervision mission reports from

Afar region to ensure corrective

actions are taken on the overall

cash transfer system in the

region.

MoFEC

MoFEC

February 2018

When report is

submitted

Achieved

• A letter is written to CBE and expecting response.

Achieved

Commodity Management

Issue

# Issue Action

Responsible


1 Despite efforts in

previous years to improve

and strengthen the

commodity management

system of the GoE,

minimal improvement has

been noted so far

For the actions refer to the

Priority Strategic Issues # 3

above

Not Achieved, refer to the Aide Memoire Text

Paragraph # 33 for status.

Procurement and Physical Resource Management

1 Delays in procurement

implementation in EFY

2009 and delay in

response to procurement

audit findings.

(i) Establish an accountability mechanism for the delays in

decision making and non-

performing procurement

activities as per the agreed

procurement rules and

procedures

(ii) Establish a procurement performance reporting and

monitoring system from woreda

level to the federal level that is

linked to performance

monitoring indicators in the

logframe

(iii) Undertake a joint procurement performance monitoring and

support mission on a quarterly

basis from federal to regions and

to woreda levels

(iv) Assign qualified and dedicated procurement staff at the woreda

level

MoANR

Regions with

support of FSCD

FSCD/CMLFD

Regions with close

support from

FSCD/MoFEC

February 2018

Onwards

End of January

2018

On Quarterly

Basis

February 2018

Delayed/Pending

Achieved

• Quarterly procurement performance reporting format is prepared and shared with the

Implementing Agencies (IAs)

Partially achieved

• Joint support provided to sample Woredas from Afar and Oromia regions.

Partially Achieved

• Woreda procurement staff are assigned in all regions except SNNP region.

Issue

# Issue Action

Responsible


(v) Provide continuous and structured training to the

decision makers, tender

committee members and the

procurement staff at all levels

(vi) Strengthen the internal audit section of the implementing

agencies and engage to follow up

the actions to be taken by each of

the implementing agencies

(vii) MoFEC and regional finance bureaus follow up and monitor

the actions taken on the

procurement audit findings in a

timely manner

(viii) Timely submission and approval of Procurement Plan

(PP)

MoANR

Implementing

Agencies

(MoANR and

MoFEC for follow

up, monitor and

ensure the actions

are taken)

MoFEC and

regional finance

bureaus

FSCD/CMLFD

February 2018

On Quarterly

Basis

On Quarterly

Basis

Every Year in

July the draft

PP and the final

PP immediately

after the

approval of the

annual Plan and

Budget

Achieved

• Training has been provided to 316 participants selected from MoANR, NDRMC, Public

Procurement and Property Disposal Service

(PPPDS) Afar and Oromia region IA.

Ongoing

Ongoing

Achieved, Ongoing

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