dag pertumbuhan ethiopia.pdf

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New DAG CO-Chairs

As of September 2009

Mr. Fidele Sarassoro

(UNDP) took over the

DAG Co-Chair position

from Mr. Ken Ohashi

(World Bank).

On the bilateral side Mr.

Howard Taylor (DFID) has

replaced Mr. Hans Docter

(Netherlands).

September 2009

Issue 1

A quarterly newsletter where DAG members express their views and share information

Working Group Update 2

Point of View: Tackling Aid

Effectiveness

4

Word from the Agencies:

Canada on Division of

Labour

5

Strengthening thiopia’s

Nutrition information and

survey

6

UN Update: Refining the

UN Development Assistance

Framework

6

Capacity Building—An Exis

tential Challenge of

Development

7

Gender Pooled Fund Sends

Women to University

7

The need for implementing

a Quality Infrastructure

8

INSIDE

The DAG Forum

In the area of establishingresults and mutual accountabil-

ity, some twelve countries insti-tuted a mechanism for mutualreview of progress on aid effec-tiveness commitments. How-ever, emphasis on aspects ofthe PD may differ between do-nors and partner countries, withsome donors emphasizing re-sults and harmonization whilepartner countries tend to beconcerned with strengtheningalignment and ownership.

Adapting the Paris princi-ples to the context becomes

even more important when deal-ing with fragile states and con-flict situations.The AAA is a political, ministe-rial statement with a small set ofconcrete actions to addressconstraints to achieving commit-ments of the PD.

(Cont. on page 4)

The target date of 2010, set for

eviewing progress on the Pariseclaration indicators is onlymonths away. According to theOECD‟s overall assessment,progress is being made, but notast enough.‟

The Paris Declaration (PD) setut twelve monitorable indicatorsf progress, builtround the 5 keyreas of ownership,lignment, harmoni-ation, results and

mutual accountabil-y.

Among donors,major achieve-

ment in the periodetween the PDMarch 2005) andhe Accra Agendaor Action (AAA),ssued at the end of

the Third High Level Forum on AidEffectiveness held in Ghana in

September 2008, was the delega-tion of greater authority and capac-ity to field offices to create an ena-bling environment for implementingPD principles. The major purposeof the AAA was not to replace thePD but to accelerate and deepenits implementation.

Meeting the Agenda for ActionBy Victoria Chisala

The AAA focuses on three key recommen-dations:

Strengthening country ownership Building more effective and inclusive

partnerships Delivering development results and

accounting for them

This newsletter is published by the DAG Secretariat, UNDP. Email your contributions to [email protected]: Please note that articles featured in this newsletter reflect the views of the contributor and do not necessarily represent the views or policies of either the

Development Assistance Group (DAG) or UNDP.

Word from the Co-ChairsWe are very pleased to launch the first DAG newsletter. The DAG Forum is published

by the DAG Secretariat, UNDP, to encourage information sharing and dialogue among DAGmembers and partners.

The DAG was established in 2001 and is comprised of 25 multilateral and bilateral part-ners that provide development assistance to Ethiopia . The main objective of its work is to fos-ter policy dialogue, coordinate and harmonize donor support. The work of the DAG is sup-ported by its eleven technical working groups and pooled funds. The key elements of supportthrough the pooled funds are: strengthening of the harmonized support to the PASDEP (PRSP)

process; promoting the OECD DAC harmonization agenda; strengthening of PASDEP monitor-ing and evaluation system and; strategic coordinated support to focus areas of the PASDEPincluding gender mainstreaming and education. We hope this will be an opportunity to shareideas around these themes and invite you all to contribute your views and news.

As we enter the new Ethiopian Year, DAG looks forward to a time of enhanced coop-eration and engagement with the government, and better harmonization among developmentpartners .

We wish all DAG members and partners a Happy New Year!

Announcement : The Ethiopian Ministry of Finance and Economic Development (MoFED) has re-cently published the Financial Transparency and Accountability tools. According to the MoFED thetools are expected to „foster citizens‟ engagement and “voice” in the public budget process‟.Developed as part of the Protection of Basic Services (PBS) Program, the tools are available on the



nised by the government of Ethiopia in2007 and it subsequently developed whatis now known as the General EducationQuality Improvement Programme (or

GEQIP). The programme was launched inMarch 2009 by Prime Minister MelesZenawi.

Donor commitment to harmonisedand aligned support

Donors came together in late 2007 tosupport this important government initiative.They worked closely with the governmentover the next twelve months in order toappraise and further refine the design ofthe programme. An innovative partnershipemerged which rested on key principles of:one funding channel using governmentsystems, one monitoring and evaluation

framework, and one reporting system.This mechanism has to date attracted

five donors, including the Fast Track Initia-tive, and mobilised in excess of $300 mil-lion for the improvement of quality educa-tion over four years (2008-2012). It hasalso engaged a number of non-pooledfunding partners who, while they are unableto pool their financing, have committed toaligning their programmes with GEQIP.

Over the next four years, this additionalfinancing will contribute to:

The purchase of over 120 million newtextbooks;

The training of 50,000 primary andsecondary teachers;

The provision of per capita schoolgrants to over 20,000 schools and Al-ternative Basic Education Centres; and

Capacity building at all levels in educa-tion planning and management

EDUCATION TWG SUPPORTSETHIOPIA’S COMMITMENT TO

QUALITY EDUCATION.

DAG UPDATE

The Ethiopian Ministry of Women'sAffairs organised a three day annual meet-ng in Gambella Region under the theme"One Plan, One Budget, One Report", whichpromotes the development of aharmonised approach to gender across sec-tors, and a strategic plan developed throughconsultation with development partners.

The meeting discussed the Core Plan de-veloped by the Ministry. (document can bedownload from www.dagethiopia.org).Participants were drawn from RegionalWomen's Affairs Bureaus, role models se-ected from each region as well as membersof the donor

community.

The meeting,held from 25-27June 2009, wasfacilitated by theDAG Secretariatand organisedusing the Gen-der PooledFund.

The Monitoring and Evaluation Technical

Working Group (M& E TWG) has over-hauled its terms of reference and action planfor 2009/10 following an internal review con-ducted earlier this year.

The review aimed to identify ways of im-proving support to the Government of Ethio-pia under PASDEP II.

The M&E TWG seeks to strengthen itspartnership with the Government of Ethiopiaby reinforcing its role as a service providerto the Welfare Monitoring Unit (WMU) andCentral Statistical Authority in monitoring themplementation of PASDEP II.

To enhance the support given tothe Government of Ethiopia, the M&E TWGhas also opened dialogue with the Govern-ment on the possibility of transforming theTWG into a Sector Working Group chairedby the Government of Ethiopia. While thiswill not be achieved in 2009, the M&E TWGand the Government of Ethiopia have

agreed to hold regular co-chaired meetingsso as to improve cooperation and prepare

for PASDEP II.The M&E TWG also intends to

identify resources and technical means tosupport the WMU in its institutional strength-

ening plans during PASDEP II. This is ex-pected to enable the WMU to improve thequality of PASDEP II reports and to takeownership of and proactively manage devel-opment partner financed M&E.

The primary goal of monitoring anevaluation is to deliver more effectively byimproving Government and donor manage-ment and implementation techniques. In thisregard, the M&E TWG will work with devel-opment partners to ensure that plannedmonitoring and evaluation is in response tothe Government of Ethiopia‟s needs as wellas that of the development partners‟. This

will mean encouraging Ethiopia's develop-ment partners to ensure that M&E is imple-mented with inputs from the government andthat the results feed into government report-ing and management processes.

Education quality has not kept pace

with expansion

Education reform has been underway in

Ethiopia for more than a decade and hasresulted in notable progress. Recent initia-tives show that access to education doubledin the last five years, with over 15 millionchildren now in primary school. Perhaps notsurprisingly, whilst enrolment spiked, educa-tion quality has not yet kept pace due toovercrowded, poorly-equipped classrooms,outdated curriculum and insufficient text-books, and under-qualified teachers. Qualityrelated expenditures are very constrained atdecentralised levels with only approximately$1.00/child spent on non-salary items inprimary schools. The problem was recog-

Gender

Monitoring & Evaluation

Education

Monitoring and Evaluation Pooled

Fund

Eight staff drawn from the Central

Statistics Agency (CSA) and the Minis-

try of Finance and Economic Develop-

ment (MOFED) are attending a cus-

tomised 11 day training on Poverty

Mapping and Small Area Estimation.

The training, which started 20 Septem-ber 2009, is taking place at the Asian

Institute of Technology in Thailand.

A further eight travelled to Tanzania

on 21 September 2009 to learn lessons

from the work of the National Bureau

of Statistics.

Performers welcoming

participants to Gambella

Working Group Update



3 KEY PRINCIPLES forEFFECTIVE GOVERNANCE

DIALOGUE

Dialogue on democratization and good

governance is different from those taking

place in other development sectors (suchas Health, Education and Infrastructure)and is politically sensitive in many develop-ing contexts, and subject to interpretationor in many instances, misinterpretation – particularly on motives and incentives forchange.

Sovereign states and their governmentshave a legitimate right to determine theirown policies and systems to address theirrespective social, political and economicdynamics. Imposing foreign ideologies andpractices on any sovereign state seldomgains much traction in terms of credibility

and sustainability.Consensual progress is best achievedby adhering to the following three key prin-ciples for dialogue.

Principle 1 National Ownership

Effective dialogue on democratization andgood governance is nationally driven andowned. This requires leadership by nationalexpertise, linked to national development

Governance

Volume 1, Issue 1

Eight million lives are lost in Africa every

year mainly due to five major causes: Ma-laria, Tuberculosis, HIV/AIDS, Child Mor-tality and Maternal Deaths, and yet thecontinent has the biggest funding gaps forthe Health MDGs (an estimatedUSD44.9bn).

The Ethiopian International Health Part-nership (IHP) Compact, signed on 26 Au-gust 2008 between the Government ofEthiopia and development partners, is aglobal commitment towards improved aideffectiveness in the health sector in orderto expedite efforts to achieve the MDGs.Ethiopia is the first country to take on the

IHP agreement, launched on 5 September2007 in the United Kingdom by interna-tional organizations, governments, andbilateral donors.

The Ethiopian IHP has a provision forjoint financial arrangement that enablespartners to send their funding supportthrough the Government‟s preferred chan-nel or mechanisms. This allows for greaterpredictability in the flow of resources aswell as flexibility in their allocation. On 15April 2009, the Government of Ethiopiaand development partners signed a JointFinancing Arrangement to support the

MDG Fund - an innovative pooled fundingmechanism established within the frame-

work of Ethiopia‟s IHP Compact. The Fund

is designed to facilitate the mobilization andsteady channeling of additional resourcesfor financing high impact interventions inorder to accelerateprogress towards the MDG-based targets.

Health system strengthening remainsone of the priority agendas and the strate-gic direction for both the Federal Ministry ofHealth (MoH) and development partners.

In this regard development partners havepursued an active and consistent engage-ment in the overall sector policy process

and strategies, including annual review ofthe current Health Sector Development

Program (HSDPIII) of the country.

Ethiopia launched the HSDP in 1989as a 20 year rolling programme outlininglong term goals and strategy for the healthsector that is based on the country‟s 1993National Health Policy, which emphasizesdecentralization and equitable distributionof health services.

Development partners have also playeda major role in supporting the Woreda-

based planning exer-cise by deploying morethan 50 technical ex-perts who were fullyengaged and provided

hands-on support to theWoreda experts of theFederal Ministry ofHealth.

However, the big-gest challenges remainthe limited Human re-sources both from theside of the partners andMOH and need to scaleup interventions to im-prove maternal and

new born health.

Health, Population and Nutrition

ologies, systems and practices, as well asagreement on a structured process for re-solving differences and building consensus.

It is equally important that a sharedagenda for dialogue includes challengesand progress in implementing regional andinternational commitments to good govern-ance by governments and their develop-

ment partners. To achieve this, donorsshould work proactively towards buildingconsensus with partner governments, toagree on common ground on policy andprogrammatic issues, while respecting thefirst principle of national ownership.

Principle 3 Partnership

Another prerequisitefor an effective dia-logue on democratiza-tion and governance isbased on confidenceand trust between gov-ernments and their

international partners.This entails a “cooperative relationship” - todiscuss, agree on and share responsibilityfor achieving specific development goals.country is set in stone and continues toevolve with changing circumstances) – withvarious entry points/opportunities along theway.

policies and plans - that reflect nationalperspectives and priorities for resolvingnational concerns. This is not a prerequi-site, but rather an imperative!

A truly country-driven processcontributes significantly to overall qualityand credibility of the dialogue process, byensuring that it is demand-driven, relevant

to the country‟s context, and sustainable -based on the consensus achieved (which isnot coerced or imposed by any party).

Principle 2 Shared AgendaGood governance is generally understoodas the fundamental interactions betweenthe state and society – i.e. the rules, proc-esses and behaviours bywhich interests are articu-lated, resources are planned,allocated and managed, andpower is exercised in society.Nonetheless, there is no glob-ally agreed definition of de-

mocratization and good gov-ernance. The concepts and their processesare not mutually inclusive, as they are inter-preted to mean different things to differentstakeholders.

Therefore, a key prerequisite for an ef-fective dialogue on democratization andgood governance entails that all partici-pants have an understanding of the other‟ssocio-cultural, political and economic ide-

“In true dialogue, both

sides are willing to

change.”

- Thich Naht Hanh

(Vietnamese monk)

The donor community with H.E. State Minister MekonnenManyazewal (left to right) and H.E. Minister of Health

Dr. Tedros A. Gebreyesus



(Victoria Chisala is

Coordinator of the DAG

Secretariat in UNDP)

Tackling Aid EffectivenessBy Alexander O'Riordan

DAG Forum

Announcement: An Experience Exchange and Knowledge Sharing Conference on PILOTING SOCIAL ACCOUNTABILITY IN ETHIOPIA will be held on 02 October 2009 at the UN Conference Center in Addis Ababa.

The Ethiopian Social Accountability project, Component 4 of the Protection of Basic Services (PBS), came to an end on 30 June 2009. For moreinformation on the project visit For more information, please visit www.ethiosap.org.

To attend the full day conference organised by GTZ International Services, email the Management Agency andprovide the name of the participant and the organization to [email protected]; Fax: 011-6187038. Tel.: 011-6187034 .

DAG Ethiopia‟s 11 Technical andSector Working Groups are scheduled tomeet on September 30th 2009 to identifytheir key government counterparts andsuggest how to mobilise and provide

them with the appropriate resources tobe the primary drivers of developmentpolicy and intervention in their respectivesectors. This necessitates recognisingthat at the sector level, Governmentcounterparts may need to improve theirtechnical and human resources to man-age what is an unusually large commu-nity of development partners.

The technical and sector workinggroups will contribute to improved Divi-sion of Labour by working towards di-minishing the number of lead donors ineach sector and investigating how to

diminish the number of project steeringcommittees (e.g. by merging them orholding multiple steering committeemeetings in the same location on thesame date). Merging project governancestructures makes them easier to accessand manage by government officials aswell as promote improved effectiveness

of technical assistance and project management,harmonization and coordination.

Beyond coordination, the quality of develop-ment assistance can be improved by ensuring thatmonitoring and evaluation exercises play an effec-

tive role in improving management and policymaking.

At the political level, development partners andthe Government of Ethiopia are in a partnershiprelationship. However, development partners arealso aware that at the technical level they are ser-vice providers to the Government of Ethiopia.

The role is, first and foremost, to assist theGovernment of Ethiopia to manage its develop-ment resources as effectively as possible.

The primary client is the Government ofEthiopia and under PASDEP II, there is a mean-ingful opportunity to use the Aid Effectiveness

agenda to improve the quality of the partnership so

as to enable the Government of Ethiopia to betterdeliver poverty alleviation and development assis-tance to the people of Ethiopia.

(Alexander O'Riordan is an Aid Effective-ness Expert for the European Commis-sion.)

Aid Effectiveness is impossible without

ensuring relevance and planning forsustainability . Better government owner-

ship is a necessary condition for ensur-ing relevance within the Government ofEthiopia's own strategies so that whendevelopment initiatives succeed theyhave a chance at becoming sustainablebecause ownership is an incentive tocontinue or replicate successful projects.

In 2009 Ethiopia's development part-ners have a rare opportunity to engagethe Ethiopian government on its devel-opment strategy and to strengthen thegovernment's capacity to take ownershipof development initiatives. Ethiopia'ssecond 5 year Plan for Accelerated and

Sustained Development to End Poverty(PASDEPII) opens the floor for donors toengage the government in a cohesivemanner so as to document and bringforward lessons learned under PASDEP1 and propose changes to improve theeffectiveness of the partnership underPASDEP II (2011-2015).

Progress made

The number of countries withsound operational strategies in-creased from 13% to 20%.

The proportion of untied aid in-creased from 75% in 2005 to88% in 2006.

The proportion of coordinatedtechnical cooperation increasedfrom 48% in 2005 to 60% in2007, exceeding the 2010 targetof 50%.

Budget realism, referring to ac-countability and predictability ofdevelopment resources, in-creased slightly from 42% to 48%in 2007.

The 2008 Survey on Monitoring the PD provides clear

evidence that countries have made progress in areascovered in the survey. The results of the 2008 surveyshow significant advances in some countries and someareas,confirming that real change is possible when resolute

joint efforts are made [nonetheless], more determinedand consistent efforts in turning the principles into ac-tion are needed‟ (OECD, p16).

While 36% of partner countries showed improve-ments in the quality of country systems for managingpublic funds (Indicator 2a), donors on the other handhave shown reluctance in using these systems. In orderto assure progress in this area, donors may have toaccept and manage risks associated with using partner

country systems (ADB, 2008).Independent evaluations of the PD suggest thatcontext is key and political changes and pressures af-fect implementation (ADB, 2008).

Cont. from page 1 Agenda…. AAA recommendations include:

Developing countries to take

stronger leadership of their develop-ment policies with developmentpartners providing capacity develop-ment assistance for this purpose;

Greater predictability in the provi-sion of aid flows including full andtimely information on annual com-mitments and 3-5 year donor com-mitments where possible;

Switching from using donor condi-tionality to those based the coun-try‟s own development objectives;

more cost effective results manage-ment systems to be developed

(national statistical systems, budg-eting, planning, monitoring andevaluation); and

Increasing aid‟s value for money byuntying aid.

The Fourth High levelforum is scheduled for2011 to be held in the

Republic of Korea

References:

ADB, Evaluation of the Implementation of the Paris Declaration, Operations and Evaluations Department, July 2008.

OECD, 2008 Survey on the Monitoring of the Paris Declaration: Making Aid More Effective by 2010.

Point of View

http://www.ethiosap.org/


mailto:[email protected]






Word from the Agencies

CIDA has made considerable efforts totake a comprehensive, more collaborativeapproach to development in Ethiopia particu-larly in the delivery of Programme Based

Approaches (PBA). Approximately 80% of CIDA‟s bilateral

funding is provided through PBAs, exceed-ing the 66% target for 2010 set in the ParisDeclaration.

The way forward Achieving effective division of labour is

challenging insofar as it requires commit-ment, partnership and strong capacity fromthe government (federal and local levels) toeffectively implement programs.

According to CIDA Ethiopia CountryDirector Mr. Edmond Wega, “Developmentassistance to Ethiopia is not perfect, but thedonor community is actively working with theGovernment of Ethiopia to strengthen theoverall impact of aid while enhancing localownership and sustainability of the develop-ment process.

Exercises such as the division of labourare fundamental to achieve these goals andthe Government of Canada fully supportsthis initiative”.

(Felicia Chang is a Program Officer forCIDA’s Ethiopia Canada Cooperation

Office. CIDA participates in five TWGsand co-chairs the RED&FS Sector

Working Group )

The Canadian International Development

Agency (CIDA) is confident that with

strong commitments and effective part-

nerships, progress towards increasing

the impact of aid in Ethiopia is happening

and the achievement of the Millennium

Development Goals is possible.

The ongoing division of labour (DoL)

exercise is a valuable initiative launched

by the DAG in 2008. One of the issues

addressed in the Paris Declaration was

the impairment of aid effectiveness due

to the excessive fragmentation of aid at

global, country or sector levels. This frag-

mentation results in a lack of coordina-

tion among donors and has several ad-

verse effects including the duplication of

aid efforts and an overload on the man-

agement systems of the partner country.

In response to this, donors and partner

countries committed to a pragmatic ap-

proach to division of labour to increase

complementarity, improve alignment andreduce transaction costs.

The DAG DoL exercise started in theform of a questionnaire to assess thecurrent sectoral involvement of donors inEthiopia. The mechanisms to advancethe division of labour in Ethiopia includeidentifying the priority sectors in which

donors have a comparative advantageand harmonizing programmes withinsectors to avoid duplication of efforts,promote improved coordination andefficiency of delivery.

Through its active participation oninitiatives such as the division of labourexercise, CIDA will ascertain its role asa lead, active or silent donor in specificsectors, therefore, contributing to thereduction of the fragmentation of aid

and the increase in complementary divi-sion of labour.CIDA is an active player in promoting

harmonization efforts in Ethiopia to cre-ate and sustain mutually beneficial part-nerships in development assistance. Asa core member of the DAG‟s Harmoni-zation Taskforce, CIDA is committed topartnering with the Government ofEthiopia and donors to advance thedivision of labour.

CIDA‟s development assistance isalso focused in a limited number of sec-tors, mainly food security/ agriculturalgrowth and governance. CIDA also con-tributes to the Protection of Basic Ser-vices Program.

As co-chair for the RED&FS TWG,CIDA aims to facilitate collaboration andimprove coordination within and amongthe group‟s three pillars: Food SecurityPrograms, Sustainable Land Manage-ment and Agricultural Growth Program.

Issue 1

Canada’s commitment to aid effectiveness in Ethiopia:

Division of Labour

By Felicia Chang

Cont. from page 3 Governance

GenderIn the development context this is achievedover the long-term, through technical coop-eration at various levels, domestic and inter-national. Such engagements are not a oneway street, nor a top down process – butrather, part of a policy cycle (which in nocountry is set in stone and continues toevolve with changing circumstances) – withvarious entry points/opportunities along theway. To seize these opportunities, both par-ties must be ready and willing to make policychanges to accommodate the views of theother – i.e. compromise and consensus.

This does not happen over night, but is

achieved – not directly through high-level

political engagements with Ministers(i.e. usually the first symptom of con-straints in relations and communica-tion) – but often through both formaland informal discussions with StateMinisters, their Department Heads andother counterparts. Of course, diffi-cult partnerships are an unavoidablepart of the development landscape, butthese should not be avoided or ne-glected. Effective partnerships arethose that are built on mutual trust andconfidence.

In pragmatic terms, this is based on

identifying and agreeing on “who” has

the comparative advantage to participatein the dialogue, “what” the dialogueshould be about (i.e. Principle 2), and“when” it should take place (i.e. timing).

Accordingly, the role of developmentprofessionals is to build trust, work andresolve difficult issues “with” governmentofficials, the outcomes of which can thenbe put to Ministers. In this way, commonground can be gained and issues movedforward.

Working Group Update



DAG Forum

Strengthening Ethiopia’s Nutrition Information and SurveyBy Iqbal Kabir

-try team, regional and headquarters of-

fices, as well as senior staff from line minis-

tries and Regional Bureaus, and other rele-

vant government bodies participated in the

UNDAF MTR National Meeting jointly or-ganized by the Ministry of Finance and Eco-

nomic Development (MoFED) and the UN

Resident Coordinator‟s Office.

During the meeting presentations

were made on major achievements, key

strategic issues and recommendations for

the five UNDAF outcome areas of Basic

Social Services, Humanitarian Reponse,

Recovery and Food Security, Good Govern-

ance, Enhanced Economic Growth and HIV/

AIDS. The meeting also examined major

findings emanating from consultations at

both regional and federal levels.Upon the finalization of the UNDAF

MTR report, expecting in the coming weeks,

The United Nations Country Team (UNCT)

is currently engaged with the Government of

Ethiopia in finalizing the midterm review

report for the UN Development Assistance

Framework (UNDAF), the overall frameworkfor the UN‟s support to Ethiopia.

The current five-year UNDAF is for

2007-2011 and is evaluated annually. The

present midterm review looks at aligning

UNDAF to current national development

needs and priorities, and has come up with

a series of key recommendations to guide

the UN‟s engagement in the country in the

remaining two years of the current UNDAF

cycle. Principal among them are the need

for improving UNDAF‟s focus as well as

rationalizing and streamlining its outcomes

and outputs for ease of implementation,monitoring and accountability.

On 23 – 24 June 2009, UN Agen-

cies, Representatives, drawn from the coun-

the UNCT and government will embark

on a refinement exercise for the UNDAF

document. Specific areas for flagship joint

programmes will be identified in the new

refined UNDAF. These will be significantin scope, showing the impact of UN inter-

ventions, and of course are in line with

national focus as identified in PASDEP.

Some of the areas that have elic-

ited interest so far include maternity and

infant mortality reduction, gender, and

strengthening the capacity of emerging

states.

For more information contact:

Joseph Oji, UN Coordination Specialist

( [email protected]) Metselal Abraha,

UNCT Monitoring and Evaluation Special-ist ([email protected])

Assuming each “data quality assuranceunit” can cover 5 woredas, the budget isapproximately $20 000/unit per year,including running costs, supportive super-vision, and external validation. Training,consultants, and initial procurement costswill cost an additional $336 500 in the firstyear. The initial pilot is expected to gradu-

ally cover 100 woredas within 2 years .

In the Project Implementation Manual

(PIM), the National Nutrition Program(NNP) highlights the importance of

strengthening the quality and availability ofnutrition information to support timely warn-ing for possible crisis and adequate re-sponse.

In addition, the Nutrition Surveillance isexpected to support the development, man-agement and evaluation of the NNP.

The recommended approach – hereaf-ter referred as “fast track approach” - is onimproving the quality and availability ofworeda-level nutrition data and on linkingthem to the agro-economic dataaccessible from the Early Warning System(EWS).

The rationale for a “fast track approach”is to fill gaps in short-term need for nutritioninformation by using existing data sourcesfrom selected woredas with programs likeCommunity-Based Nutrition (CBN), Thera-peutic Feeding Program (TFP) and quar-terly-based Child Health Days (CHD) or bi-annual Enhanced Outreach Services(EOS). These data are expected to providemore comprehensive and accurate pictureof trends in malnutrition.

The suggested start-up is to focus re-sources and on-the-job capacity buildingto fast-track minimal nutrition indicators

to regional levels (see table 1.1). This

would be done by providing additional train-ing to Regional Health Bureau (RHB) andEmergency Nutrition Coordination Unit(ENCU) to support quality and timeliness ofdata from CBN, CHD and TFP and to im-

prove interpretation of nutrition data byincreasing triangulation with EWS data.

It is assumed that one “data quality”personnel can cover up to 5 woredas.Based on this, additional personnel mightbe required in RHBs at zonal level.External quality assurance mechanismswill include spot check monitoring andannual validation surveys on a sub-sample of sites by the Ethiopian Healthand Nutrition Research Institute (EHNRI).

Table 1.1 Fast-Track NutritionalIndicators for early warning

(Dr. Iqbal Kabir is a member of theHealth, Population and Nutrition TWG,and chief of Nutrition & Food Security

Section, UNICEF Ethiopia)

Indicators Frequency

CBNI1. Coverage of weighed childrenI2. Prevalence of severe underweightI3. Prevalence of bilateral oedema (not inthe current CBN)I4. Prevalence of moderate underweightI5. Reporting rateTFPI6. New admissionsI7. Reporting rateCHDI8. Coverage of screened childrenI9. Prevalence of MUAC <11

I10.Prevelance of MUAC <12I11. Prevalence of bilateral oedemaI12. Reporting rate

Monthly

Monthly

Quarterly

Refining the UN Development Assistance FrameworkUN Update

Note: Addi-tional contextinformationcan beobtained fromFEWSNET,LIU, SC-UK,GIEWS (FAO)and VAM(WFP)






This initiative was takenBy Ethiopian Ministry ofWomen‟s Affairs toaddress the capacityneeds of regions interms of women‟saccess to education.Financing tocover cost of the

women‟s educationcame from the DAGGender PooledFund.

Issue 1

Capacity Building – An Existential Challenge of DevelopmentBy Aberra Makonnen

sional capacity of an individual to perform andcreating an incentive system while avoidinginhibitors; b) creating an organizational structure

that clearly and simply reflects its mandate; c)developing an efficient internal communicationflow through clear lines of accountability andsupportive supervision; and d) availability of thenecessary information, human, material andfinancial resources.

It is necessary to make our training

workshops results-based. Let us not conductworkshops that are not concretely linked to insti-tution building. The persons trained must trans-fer the knowledge and skills gained to thebroader institutional base. Let me illustrate thiswith an example. In one teacher education insti-tution we trained two teachers in computer trou-ble-shooting. These two teachers transferredtheir new skills to the broader staff. Due to this,the institution is now self-reliant in maintainingits computer laboratory.

Imagine the extent of the knowledge trans-fer if all participants of the thousands of work-shops we conduct every year were able to passon the knowledge to their colleagues in a

planned manner. The return on ourintervention would be enormous.

Another major challenge in Ethio-

pia is the high turnover of civil ser-vants, who are continually being

reassigned. The challenges of in-

adequate documentation, lack oftransfer of knowledge and informa-tion, breaks in continuity of leader-ship and institutional building, addedto the high turnover of the civil ser-vice, create additional burdens onour work in capacity building andmust be addressed.

The bulk of the capacity buildingefforts are on human resource de-velopment. That is why, without the

effective transfer of new skills andknowledge from individuals to insti-tutions, our efforts may be ultimatelyhijacked by the high turnover.

Though it still contributes to thenational capacity, seen broadly at

present we can saythat overall thetraining of an indi-vidual has becomea self-serving exer-cise rather than

contributing to building effectiveinstitutions. It is time to look into the

effectiveness of all the training work-shops going on around the countryin relation to the enormous invest-ment we are making, whether spon-sored or government financed.

(Aberra Makonnen is a member ofthe Education TWG and is Chiefof the Basic Education ServicesOffice of USAID Ethiopia.)

On one of my recent field trips monitoring

USAID programs, I asked a newly ap-

pointed school director what he thought ofour contribution towards improving thequality of learning in the school. He toldme he didn‟t know much about what hasbeen going on in the school. It was clearthat either he didn‟t get a proper briefingby the out-going director and/or the historywas not properly documented.

Another time, while visiting a teachertraining college, the Dean proudly showedus the computerized library automation wehad helped introduce. I happened to casu-ally look around and see piles of trainingmodules that we had developed for use bythe institute‟s teachers. I was told by thelibrarian that they have been sitting thereunused for years.

These could be isolated instances. How-ever, they tell us that we need to workmore in the areas of documentation, trans-fer of knowledge and generally effectiveleadership, which are all parts of institu-tional building, and essentially capacitybuilding.

Knowledge and skills are transferredthrough peers, from technical assistanceattached to the institution, from seniorcolleagues that have had the opportunityof living and working longer, and most of

all from the leadership of the institution.However, these don‟t happen by accident.There is need for better planning, whichbrings us to good leadership and theability to organize available resources forthe intended purposes.

Capacity building is a very broad term.It applies to an individual within an organi-zation; the organization itself; the publicadministration the organization belongs to;and the social, economic and political con-text in which the individual works. There-fore, improving the capacity of an organi-zation entails a) enhancing the profes-

Imagine the extent of the knowledge transfer if all participants of thethousands of workshops we conduct every year were able to pass onthe knowledge to their colleagues in a planned manner. The return on

our intervention would beenormous.

Gender Pooled Fund: 30 women fromthe „emerging regions‟ of Beneshangul,Gambella, Afar and Somalia as well aspastoralists from Oromiya and SNNPRhave been enrolled in 4-5 year summercourse at AlemmayaUniversity to study fortheir degree in genderand developmentstudies. The femalestudents include fourpregnant women, with

one ready to deliverany moment!

The current batch of students already have diplomas in various fields and meet the uni-versity‟s admission criteria.



DAG Forum

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Articles may be edited for reasons of space and clarity.

Disclaimer: Please note that articles featured in this newsletter reflect the views of the contributor and do not necessarily represent theviews or policies of either the Development Assistance Group (DAG) or UNDP.

ECBP handles the technical and finan-cial assistance of the Federal Republic ofGermany to achieve the economic tar-

gets outlined in PRSP II as well as PAS-DEP).

Following consultations with all rele-vant stakeholders, the strategy was ap-proved by the Ethiopian Council of Minis-ters in March 2009.

Ecbp and QSAE have now drafted allneeded proclamations to establish therelevant institutions with the help of inter-national experts. They foresee the estab-lishment of new bodies by utilising al-ready existing workforce and experiencefrom the QSAE. In order to meet WTOrequirements and support the process of

Ethiopia‟s accession to WTO the procla-mations indicate the accountability of allservice provision bodies (Standards,Conformity Assessment, Metrology, Ac-creditation) to the newly establishedMinistry of Science and Technology(MoST) while all regulatory tasks includ-ing Legal Metrology are under the duty ofthe Ministry of Trade and Industry(MoTI).

Ecbp invites the donor community fora close collaboration on issues of QualityInfrastructure.

Some steps have been successfully

undertaken but an even closer coopera-tion between the different donors is verymuch needed to support common effortsin private sector development and par-ticularly on issues of safety, security andhealth.

(Erik Ruh is a Manager of Quality In-frastructure at Ecbp – GTZ and a

member of the Private Sector andTrade TWG)

Mothers worry that the food for their

children endangers health; recipient

countries of Ethiopian exports sendback goods and products which donot meet standards and quality re-quirements.

All of this is known to happen inEthiopia and other developing coun-tries and the reasons on the tableclearly point to the lack of a fullyfunctioning National Quality Infra-structure.

Once such an infrastructure isestablished and fully operational wecan expect to witness the positiveimpact on the nation‟s health, safety,security and environment and be-yond that reduce the high compliance

costs of a country‟s exporting firms.In any given market, suppliers andpurchasers agree on the quality re-quirements before a successful tradetransaction can beinitiated.

Once such an agreement isreached, the purchaser needs tohave the assurance that the productor service supplied will in fact meetthe stated requirements.

In more technical terms, the chainof evidence facilitating this exchange

starts with defined standards, com-pleted by evidence of compliance.However, the evidence of compli-ance, i.e. conformity assessment, willonly be trusted if the technical capa-bility of those services is beyond re-proach.

In developed economies, theoutput and services necessary to

provide all of this have been crystal-lized in the last century. The institu-tions providing them can be consid-

ered as Quality Infrastructure andare made up of Standards, Metrol-ogy, Testing, Inspection, Certifica-tion, and Accreditation.

Countries have to view the pro-vision of such services in a holisticway as elements are interrelatedand to some extent are all requiredto provide the purchaser, consumeror authorities with the appropriateconfidence that the product, processor service meets expectations.

In 2007, during its second yearof working closely with the Qualityand Standards Authority of Ethiopia(QSAE), the Engineering CapacityBuilding Program (ecbp) presented adraft Strategy to the Ethiopian au-thorities for the implementation of aNational Quality Infrastructure (The

The need for implementing a Quality Infrastructure StrategyBy Erik Ruh

Laboratory work at the Quality andStandard Authority of Ethiopia

Update : Ato Hailemichael Kinfu, Head of External Mobilization Department, and Ato Admasu Nebebe, responsible forthe Aid Management Platform (AMP) attended a sub-regional workshop on the International Aid Transparency Initiative(IATI) held in Accra, Ghana from 8-9 September 2009. Ato Hailemichael made a presentation on „Aid Information Sys-

tems in Ethiopia‟.The meeting brought together government officials working on aid and coordination to discuss partner country aid infor-mation needs, challenges and way forward for the development of common standards and a Code of Conduct for therecording and publication of aid information.

A Global High Level meeting will be held in October in The Hague to consider the recommendations of the Regionalconsultations. Ethiopia will be represented by the State Minister responsible for development cooperation.

COMING UP: 30 September 2009 (UNAIDS conference room, 10am) DAG TWG co-chairs meeting6 October 2009 (UNDP small conference room, 2:30pm) DAG Executive Committee meeting8 October 2009 (UNDP conference room, 2:30pm) DAG Heads of Agency meeting

visit www.dagethiopia.org

dag pertumbuhan ethiopia.pdf

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