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Building Social Protection Systems: Mechanism for Harmonization (Ethiopia)
Building Social Protection Systems: Mechanism for Harmonization (Ethiopia)
Building Social Protection Systems: Mechanism for Harmonization (Ethiopia)
Building Social Protection Systems: Mechanism for Harmonization (Ethiopia)
Building Social Protection Systems: Mechanism for Harmonization (Ethiopia)
Building Social Protection Systems: Mechanism for Harmonization (Ethiopia)
Building Social Protection Systems: Mechanism for Harmonization (Ethiopia)
Building Social Protection Systems: Mechanism for Harmonization (Ethiopia)
Building Social Protection Systems: Mechanism for Harmonization (Ethiopia)
Building Social Protection Systems: Mechanism for Harmonization (Ethiopia)
Building Social Protection Systems: Mechanism for Harmonization (Ethiopia)
Building Social Protection Systems: Mechanism for Harmonization (Ethiopia)
Building Social Protection Systems: Mechanism for Harmonization (Ethiopia)
Building Social Protection Systems: Mechanism for Harmonization (Ethiopia)
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Building Social Protection Systems: Mechanism for Harmonization (Ethiopia)

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Building Social Protection Systems: Mechanism for Harmonization (Ethiopia)

Building Social Protection Systems: Mechanism for Harmonization (Ethiopia)

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  • Harmonization between key government Departments not easy as well as harmonization between Development Partners.
  • Transcript

    • 1. Building Social Protection Systems Ethiopia PSNP/HABP Mechanism for Harmonization Wout Soer AFTSP-Ethiopia 5th February 2013
    • 2. Structure Background PSNP/HABP PSNP/HABP Coordination Mechanisms Gains Challenges Lessons learnt - elements of success
    • 3. Background Emergency system with annual appeals for 20 years Number of people in need ranged between 5 - 14million Relief Costs: upward of $1 billion in worst year and around $700m on average in the decade before the start of the program
    • 4. Background 2 Impact emergency system Saved lives - not livelihoods Arrive late, not enough, inappropriate Asset depletion Increasing chronic caseload Bulk of needs were chronic & predictable Relief response not appropriate for this kind of need
    • 5. Background 3 Desire to: Break the cycle of annual relief Make resource transfers more predictable Make resource transfers more productive Government-led coalition for food security called for Predictable cash & food resources for predictable problems One large safety net program to address chronic needs resulted in PSNP/HABP "Ny athi, Nich olas " <nn yath i@s nvw orld. org>
    • 6. Coordination mechanisms Key Elements Pooled Funding Joint Tracking of Progress Joint Programme Oversight Common Reporting, Monitoring and Evaluation Framework Shared Implementation Principles: e.g. cash first principle
    • 7. Coordination mechanisms 2 Institutional arrangements: GOE /MoARD– overall responsible for the implementation of the programme DRMFSS - overall responsibility for coordination, early warning and logistics MoFED – Financial Management NRMD: coordination of Public Works AED & FCA: overall responsible for HABP Regions and Woredas - Programme implementation Development partners: DWG, DCT
    • 8. Coordination mechanisms 3 Important elements: Common information platform -Key Documents Archive ( PIM, Aide Memoires, Key studies, RRT reports, Guidelines, Manuals etc.) Annual Work Plan and Budget Six monthly Joint Review & Implementation support Missions (Aide Memoires and Action plans) Joint Strategic Oversight Committee – Donors and Government (and joint technical committees)
    • 9. Gains coordinated approach One large program with one set of harmonized procedures supported by 10 Development Partners Large coverage: 7.6 mln clients in 319 Districts Large number of PWs with significant developmental impacts (40-45000 projects per annum) Systematic strengthening of Government systems (FM, Procurement, implementation modalities etc.) Better structured dialogue between DPs and Government
    • 10. Challenges Harmonisation between stakeholders not easy (specific individual institutional requirements may take over) Hands-on or hands off: some level of uncertainty Institutions have the need to generate additional information at times Political change necessitates action (HQ) Transaction costs of coordination/harmonization are significant Pace of change
    • 11. Lessons Need to be context specific –what works in Ethiopia may not work in other countries Map out different DPs requirements (e.g. studies, assessments, reviews etc.) Invest in a DPs coordination team Underline need for flexibility to ensure adherence to agreed MOU, principles, structure etc. Prepare to compromise
    • 12. Lessons Work through GoE systems as much as possible .. but make upfront, detailed assessment of government capacity to ensure it can deliver what is expected. Pool resources where possible: there are efficiency gains but lots of work as well – need to take that into consideration during the planning process Learning by doing Agree on an incremental change management approach
    • 13. Better coordination better support
    • 14. Thank you!

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