Annual Review - Summary Sheet
This Summary Sheet captures the headlines on programme performance, agreed actions and learning over the course of the
review period. It should be attached to all subsequent reviews to build a complete picture of actions and learning throughout
the life of the programme.
Title: Medium term assistance to refugees in Ethiopia: 2012-2015
Programme Value: £22,000,000
Review Date:
23 August 2014
Programme Code:
Start Date:
End Date:
01 OCTOBER 2012
31 December 2015
Summary of Programme Performance
Year
2013
2014
Programme Score
B
B
Risk Rating
Medium Medium
Abbreviations
ARRA
CRI
DFID
IOM
IMC
IRC
IYCF
LOMI
NRC
SCI
UK
UNHCR
UNICEF
VST
WFP
WHO
Administration for Refugee and Returnee Affairs
Core Relief Items
Department for International Development
International Organisation for Migration
International Medical Corps
International Rescue Committee
Infant and Young Child Feeding
Letter of Mutual Intent
Norwegian Refugee Council
Save the Children International
United Kingdom
United Nations High Commissioner for Refugees
United Nations Children’s Fund
Vocational and skills training
World Food Programme
World Health Organisation
Summary of progress and lessons learnt since last review
In 2014, UNHCR and partners (IOM, SCI, IMC, and IRC) continue to work towards the achievement of multi-sector
multi-year (2012 October to 2015 December) targets through a coordinated approach in Dollo Ado (shelter,
nutrition, sanitation and hygiene, and vocational skills training) as well as in Assosa (sexual and gender based
violence prevention and response; and water, sanitation and hygiene - WASH). In 2013 UNHCR and DFID agreed
to augment the multi-year fund with an additional £6,000,000 in two additional regions to expand support to
Gambella (shelter, WASH) and Tigray (child protection).
This reporting period covers the period between July 2013 and June 2014. However, the targets set in the
logframe are through September 2014. The original logframe is being revised as some of the targets were
considered unachievable. Since the revision has not been finalised, the original logframe was used for this
annual review. Thus, achievements for some of the targets underestimate the success reported against the
respective outputs.
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Applying earmarked funding in Ethiopia is challenging due to the population sizes and needs across the six sub
offices (covering 22 camps) that provide services to more than 588,000 refugees from neighbouring countries.
There are significant lessons learnt from implementation of this multi-year fund across operations:
1) For future multi-year arrangements UNHCR Ethiopia recommends that earmarking should be committed
across sectors rather than by location in order to facilitate a balance in service provision. For example, a
key sector like shelter – when earmarked – should be funded across the Dollo Ado camps. DFID
earmarking only covers shelter in Melkadida Camp. This creates an imbalance in shelter coverage across
the other camps, specifically Buramino. In another example, nutrition programming, covered by the
multi-year fund in Bokolmanyo Camp, would ideally be supported evenly by the same donor across the
other camps.
2) UNHCR can easily prioritize earmarked programmes that address life-saving service sectors such as water
systems, health and nutrition. The prioritization of earmarked funding covering innovative or self-reliance
sectors such as vocational skills training is challenging to UNHCR when essential sectors are left unfunded.
However, DFID may still choose to focus on these if they are thought to be priority innovations and
unlikely to be funded by other donors.
3) All Project Partnership Agreements (henceforth referred to as “Agreements”) in Ethiopia are signed as
tripartite Agreements by UNHCR, ARRA and each of the respective Implementing Partners. Timely
finalization of annual Agreements is an ongoing challenge considering that UNHCR and ARRA signed 57
Agreements with partners in 2013 and will sign more than 70 Agreements in 2014. Each Agreement must
be reviewed and signed by all three parties. DFID should pursue with UNHCR the possibility of signing
multi-year partner agreements, which would decrease this administrative burden for both UNHCR and
partners.
4) Future UN Business Cases should consider aligning with the annual year to fall in line with already existing
UN reporting cycles. The timing of this Business Case, across two annual years, means that for
implementation of a programme even for one calendar year UNHCR and partners sign two agreements.
This has considerably slowed the pace of project implementation.
5) Usage of a signed Letter of Mutual Intent (LOMI) to conclude an Agreement, per partner, early in 2014
enabled UNHCR to release the first instalment of funds to partners once budgets were agreed between
UNHCR and each respective partner. This enabled partners to start implementation before finalization of
the official tripartite Agreement. However, some partners were delayed by their own systems which did
not allow the field to receive internal budget codes. This challenge emerged despite the fact that the
budget codes used in 2014 should have been the same codes as in 2013 and 2012 due to the multi-year
nature of the projects.
6) The modalities of project implementation were better outlined in the project descriptions from partners
in 2014 than in 2013. Multi-year partners were requested to be very specific in outlining how
implementation would be conducted in a step-by-step process rather than providing a loose framework
as was the case with the initial projects funded by DFID in 2012 and 2013. This enables greater
involvement from UNHCR sector leads in guiding each of the programmes to follow strategies discussed
and agreed-upon by sector working groups. Furthermore, this demonstrates that projects are evolving
and partners have developed stronger implementation strategies.
Summary of recommendations for the next year
The following section summarizes strategic and operational level recommendations based on the findings
discussed throughout the annual review report.
Strategic Recommendations
1. UNHCR needs to further review its programme monitoring and reporting systems and mechanisms to
minimize risk of underachieving targets. This includes enhancing UNHCR’s role to proactively plan,
identify risks, and jointly draw mitigation measures and report with implementing partners to meet
agreed project results.
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2. UNHCR needs to further improve its partnership management in terms of expediting agreement
processes, maintaining financial disbursement schedules and cascade down the benefits of multi-year
arrangement to downstream partners (see points 3 to 5, above).
Operational level Recommendations
1) In 2014/15, UNHCR needs to request partners to provide their project descriptions during the last quarter
of 2014 to ensure that Agreements are finalized as early as possible. This approach was attempted in the
last quarter of 2013, and partners have since realized that due to the sheer number of agreements that
UNHCR, ARRA and partners need to process each year, that it is beneficial to submit agreements as early
as possible. Agreements submitted early are prioritized ahead of the later submissions. This should be
easier for multi-year partners since their Agreements are a continuation of the previous year’s projects
with some adaptations based on lessons learnt.
2) UNHCR should continue with issuing signed LOMIs to release funds prior to finalization of the official
tripartite Agreements as soon as a budget is agreed.
3) As much as possible, each of the UNHCR sub offices should enable partners to capture the entire DFID
budget in their initial Agreements during the first round of budget negotiations.
4) Partners need to remind their respective Headquarters that despite UNHCR providing an annual
Agreement (due to the nature of its system), that each sub-project is actually a multi-year arrangement
and the same budget codes will be utilized therefore their Headquarters should provide budget codes to
the field/satellite offices to enable spending of the first instalment of funds immediately after they are
transferred against the LOMI.
5) Partners need to provide quarterly financial reports and bi-annual narrative reports to UNHCR in a timely
manner.
A. Introduction and Context (1 page)
DevTracker
Link
Business Case:
to
http://devtracker.dfid.gov.uk/projects/GB-1203072/
DevTracker Link to Log http://devtracker.dfid.gov.uk/projects/GB-1frame:
203072/
Outline of the programme
DFID is providing £21 million plus a prepositioned contingency fund of £1 million from October 1, 2012 to
December 31, 2015 through UNHCR to selected partners for humanitarian support to refugees in Ethiopia (mainly
Somali, South Sudanese, Eritrean and Sudanese).
Funding is earmarked for specific activities and implementing partners were invited to submit project proposals in
priority sectors and camps, which were reviewed and agreed by DFID, UNHCR and the Government of Ethiopia.
During year two of the programme DFID has provided £7 million through UNHCR to partners for life-saving
services for refugees, a safe and secure environment for their protection and livelihoods efforts to increase
resilience and self-reliance. Projects are underway in four regional states that host refugees (Somali; BenishangulGumuz; Gambella; and Tigray) supporting key sectors at nine (9) camps (Bokolmanyo; Melkadida; Sherkole;
Bambasi; Pugnido; Okugo; Adi-Harush; Hitsats and Mai-Aini) and at one (1) site (Ashura). UK funding also
supports UNHCR’s procurement, warehousing and shipment of core relief items (soap, emergency tents, kitchen
sets, and hygiene kits), and a staffing capacity to assist UNHCR in reporting and project management.
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The following table summarises projects during year two, which covers October 1, 2013 to September 30, 2014.
Sector
Beneficiaries
Location/s
Implementing
partner
DFID funding FY
2013/14
(approx. USD)
Nutrition
16,272 Somali
refugees
Dollo Ado:
Bokolmayo camp
Save the Children
International (SCI)
$1.1M
Water, Sanitation and
Hygiene (WASH)
79,447 Somali
refugees
International Medical
Corps (IMC)
$0.9M
Shelter
4,843 Somali
refugees
Dollo Ado:
Bokolmayo and
Melkadida Camps
Dollo Ado: Melkadida
Camp
$1.5M
Livelihoods
1,400 adolescent
Somali refugees
Dollo Ado:
Bokolmayo Camp
International
Organization for
Migration (IOM)
Save the Children
International (SCI)
WASH and Sexual and
Gender-Based
Violence (SGBV)
Shelter and WASH
18,503
Assosa: Sherkole and
Bambasi Camps;
Ashura site
Gambella: Okugo and
Pugnido Camps
International Rescue
Committee (IRC)
$1.2M
$1.5M
Child Protection,
Awareness-raising:
risks of secondary
movement
Core Relief Items
(CRIs)
15,000 Eritrean
refugees
Mai-Aini, Adi-Harush
and Hitsats refugee
camps
Norwegian Refugee
Council (NRC) and
IRC
NRC, IRC, IOM
57,000 refugees/all
population groups
All UNHCR camps in
Ethiopia
UNHCR direct
procurement
1.5M
Surge capacity
n/a
n/a
DFID
n/a
predominantly
Sudanese refugees
15,000 South
Sudanese refugees
$1.5M
$0.5M
B: PERFORMANCE AND CONCLUSIONS (1-2 pages)
Annual outcome assessment
All partners are working towards the achievement of multi-year targets according to the output indicators
reflected in the UNHCR Logframe. Due to various challenges (mainly at field level), all partners received no cost
extensions on their 2013 Agreements with UNHCR. It is important to note that all of the Agreements are multisectorial and while DFID funding covers one or two sectors within each Agreement, each partner receives
additional funding from the UN Refugee Agency that covers different sectors, which are not funded by DFID. In
the case of IMC, their 2013 no cost extension was not related to DFID funding.
Targets are fully on track for:
Output Two (Provision of essential sanitation and hygiene for refugee populations in Bokolmanyo and
Melkadida Refugee Camps, IMC);
Output Three (Provision of transitional shelter for refugees in Melkadida Refugee Camp, IOM);
Output Five (Provision of safe water and SGBV prevention and response to Sudanese refugees in Sherkole
and Bambasi camps and Adimazin transit centre, IRC);
Output Six (Effective programme management, coordination and reporting, and preparedness and
provision of essential relief items, UNHCR); and
Output Seven (Provision of surge support to respond to new refugee caseloads and critical gaps in
response, UNHCR with DFID).
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However, overall target achievement on:
Output One (Provision of nutrition services to refugee and host community in Bokolmanyo refugee camp,
SCI) is falling behind on impact indicators due to external factors (mainly provision of nutrition
commodities by World Food Programme) and the cereal type (sorghum) issued for the general food
ration which is not the preference of the population. This was due to serious resource shortfalls within
the WFP and nationwide as well; and
Output Four (Provision of vocational skills, literacy and numeracy training for adolescent refugees in
Bokolmanyo refugee camp, SCI) is falling behind on recruiting, training and supporting the planned
number of graduates.
Overall output score and description
The overall output score continues to rate as “B”. While there are implementation delays in certain sectors (e.g.,
VST/Livelihoods and Nutrition), progress and innovation has taken place across those two sectors as well as the
other sectors (e.g., WASH; shelter; SGBV; child protection), and various external factors have influenced the
nutrition programme.
In addition, despite challenges in finalizing Agreements in a timely manner, UNHCR and partners have instituted
new approaches (e.g., use of the LOMI) in order to speed up the release of funds across all operations while
responding to two major unrelated refugee influxes of South Sudanese and Eritrean refugees in Gambella and
Tigray regions respectively.
Key lessons
Multi-year funding has enabled UNHCR and partners to plan and adapt to the protracted encampment situations
faced by refugees in four regions of Ethiopia. The following are the key lessons learnt across sectors so far in
2013/14.
1) In the Dollo Ado camps, nutrition partners realized that fostering behavioural change is essential in order
to convince mothers to actively diversify the diets of their children. To this end, all nutrition partners are
including a ‘barrier analysis’ in their 2014 projects and this is reflected in their tripartite Agreements with
UNHCR and ARRA. Infant and Young Child Feeding (IYCF) indicators are also assessed regularly by IYCF
counsellors using tools specific to Dollo Ado. Counsellors are addressing the barriers based on their
findings during regular counselling sessions. Behavioural change campaigns continue to address the
barriers, but not comprehensively, therefore innovative approaches continue to be shared at monthly
Nutrition Working Group meetings.
2) Also in relation to identified camp nutrition challenges among the population in the Dollo Ado camps, an
analysis of the broader camp economies is on-going through monthly food basket monitoring and annual
surveys, as well as via various assessments (nutrition, food security, etc. in comparison to baseline data
from the Joint Assessment Mission in 2012). Findings are being used to plan for longer term self-reliance
and livelihoods strategies.
3) Dollo Ado camps have been active in piloting culturally accepted and viable innovations. For example,
IMC is constructing twin pit compost-type latrines in Bokolmanyo and Melkadida camps, which are
designed to last for a minimum of 10 years and up to 50 years. Camps further north (Bokolmanyo,
Melkadida and Kobe) are similar in ground formation and elevation compared to the camps further south
(Buramino and Hilaweyn). The twin pit compost latrine was found to be feasible in Bokolmanyo,
Melkadida and Kobe camps, but not in the southern camps where urine-diverting dry toilets (UDDT) are
being piloted on a large scale on areas of bedrock and regular latrines are constructed in soft soil areas.
Considering the soil type, the twin pit compost latrine design is cost-effective and enhances local
ownership. As a result, in 2013, UNHCR focused on scaling up compost-type latrine construction with a
few modifications that make the latrines more environmentally appropriate. UNHCR and WASH partners
meet monthly (WASH Working Group - WWG) to improve the design by comparing costs and sharing
information on procurement. The WWG is a forum where technical approaches, best practices and
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challenges are discussed. The same forum looks at standardizing designs, innovations and harmonization
of approaches among camps.
4) IOM improved the bamboo/eucalyptus shelter design based on the 2013 shelter strategy by increasing
the number of bamboo strips used for the walling and including an additional eucalyptus beam on each
side of the shelter to which the bamboo strips are attached. In addition, the bamboo strips are effectively
overlapped making lining the walls unnecessary. With this design water and dust infiltration are better
controlled. IOM has shared its best practices with the Shelter Working Group.
5) In Assosa, a technical analysis was done to connect the water sources to the electric grid. Two boreholes
in Homosha Town are planned for connection to the electric grid in 2014, reducing fuel costs and
generator maintenance issues. Refugee incentive workers at each camp (called “Water Attendants”)
employ a hands-on approach to testing the water supply (for quality and yield) at regular intervals and
ensuring maintenance. The Water Attendants serve as bridge between UNHCR and IRC’s water
engineering team and the beneficiaries.
Key actions
1) LOMIs were signed between UNHCR and partners to release the first instalment of funds to partners as
soon as possible (following agreement on the budget), while waiting for ARRA to finalize each official
Agreement which is signed in tripartite.
2) A barrier analysis was introduced into the Dollo Ado nutrition response (including by SCI at Bokolmanyo
Camp under the DFID multi-year fund).
3) SCI reduced the number of female students to be recruited into the VST/Livelihoods programme from
60% to 40% due to the level of community interest in enrolment, which continues to be predominantly
male. However, there is need for continuous sensitization across the Bokolmanyo refugee community to
encourage the enrolment of female students. In addition, SCI should consider providing vocational
training options that would be more appropriate for female students rather than the typically maledominated options of carpentry, masonry, and electrical installation.
4) Twin pit compost type latrines constructed by IMC at Bokolmanyo and Melkadida camps continue to
evolve – having gone through three design phases – and are expected to test a fourth prototype with the
aim to be increasingly cost-effective while also capturing the expectations of the refugee community.
5) Shelter continues to evolve with an improved bamboo/eucalyptus design, while the Shelter Working
Group plans to pilot a new community-driven mud brick design in 2014.
6) Water, sanitation and hygiene projects in Assosa are expanding to cover Sherkole Camp (sanitation and
hygiene) and Ashura Site (water system, sanitation and hygiene) to provide refugees from Sudan, South
Sudan and the Great Lakes Region with the most essential services.
7) UNHCR engaged NRC and IRC in Gambella Regional State to support shelter and WASH at Okugo and
Pugnido camps where significant service gaps existed in these sectors. IRC was able to provide water
coverage maps and will adapt the water systems to the needs of the respective populations based on
their annual assessments.
8) The Unaccompanied Minors and Separated Children (UASC) Task Force for Shire (Tigray Region) is
engaging child protection partners on group care, community care and kinship care social work projects
that provide adequate shelter, sanitation and care to UASCs from Eritrea. Likewise, IOM is working to
raise the awareness of Eritrean refugees living in the four Shire camps about the risks of secondary
movement out of Ethiopia and through Sudan/Egypt and across the Mediterranean Sea – a very
dangerous journey.
9) UNHCR procured a national stock pile of core relief items for distribution to refugees on “needs basis”.
However, the stocks have been used for the South Sudanese refugee emergency in Gambella.
Replenishment is underway using emergency funding. The initiative of DFID to fund the stockpile through
the multiyear support was integral to the emergency response operation.
10) The reporting lacks gender-disaggregation for almost all the sectors. DFID recommends for UNHCR to
improve their reporting mechanism from their sub-grantees. DFID is planning to hold discussion with
UNHCR and identify options to improve gender analysis and reporting.
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11) The value for money section of this report remains weak. Training is planned to all partners including
UNHCR in order to improve value for money analysis and reporting. This remains a big challenge across
the programmes.
Has the logframe been updated since the last review?
Yes, the logframe has been updated to reflect corrections on the output indicators which were using emergency
phase indicators as targets. The logframe now reflects care and maintenance phase indicators. In addition,
UNHCR and partners have identified output indicators that need to be revised based on practical and achievable
results.
UNHCR and DFID will work together to make the necessary changes to the logframe based on justifications
provided by the specific implementing partners who have requested some changes to be made (on type of
indicators and targets) based on the actual situation on the ground. This will be done for the 2014/15 period of
implementation in agreement with DFID, and will be reflected in the 2015 Annual Review.
C: DETAILED OUTPUT SCORING (1 page per output)
Output Title
Provision of nutrition services to refugee and host community in Bokolmanyo refugee camp
Output number per LF
1
Output Score
C
Risk:
Medium
Impact weighting (%):
15%
Risk revised since last AR?
N
Impact weighting % revised
since last AR?
Y
Indicator(s)
1.1: Proportion of malnourished
children in Bokolmayo refugee camp
Milestones
<10% GAM
<1% SAM
1.2: % Reduction in global acute
malnutrition in Dollo Ado woreda
1.3: Proportion of SAM children
recovered, defaulted and died
30% (=19.53 actual GAM)
Recovered >75%
<15%
Died <5%
Defaulted
Progress
GAM 21.1%
SAM 4.3%
(as of 2014 Nutrition Survey)
GAM 21.1%
Recovered: 97.1%
Defaulted: 0%
Died: 0%
Referred:2.9%
(June 2014 UNHCR HIS Report)
Key Points
The nutrition situation in the Dollo Ado camps remains critical with the prevalence of acute malnutrition in all
camps being above the World Health Organisation’s emergency threshold of 15%. Nutrition services and
activities in Bokolmanyo Camp in 2013 and 2014 include:




Targeted supplementary feeding programmes for moderately malnourished 6-59 months, pregnant and
lactating women (PLWs) and patients with chronic illnesses;
Outpatient and inpatient therapeutic feeding programmes for severely malnourished children;
Blanket supplementary feeding programme for all children 6-59 months and PLWs;
Infant and young child feeding support and promotion programme;
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
Monthly mid-upper arm circumference (MUAC) screening of children 6-59 months using a two-step
screening which includes weight-for-height measurements for children found at risk of acute malnutrition
at the blanket supplementary feeding programme; and
Community outreach including creating awareness on services available in the camps, screening, referral,
defaulter tracing and nutrition education and follow up at household level.

The Nutrition Survey (conducted in March 2014), showed an increase in global acute malnutrition (GAM) and
severe acute malnutrition (SAM) rates in Bokolmanyo Camp to 21.1% and 4.3%, respectively.
Prevalence (%)
Figure 1: Nutrition survey (GAM, SAM) results since 2010 - Bokolmanyo camp, Dollo Ado (March 2014)
50
40
30
20
10
0
-10
Trend in Prevalence of GAM and SAM in Children 6-59 months
Bokolmanyo camp, Dollo Ado
GAM (WHO
Standards)
SAM (WHO
Standards)
Mar-10
Mar-11
Mar-12
Mar-13
Mar-14
The high malnutrition levels across the Dollo Ado camps (GAM 20.5%; SAM 3.5%) were not associated with high
mortality rates (which are at 0/1000/month). This indicates that the nutrition programmes in place were able to
save lives by treating and rehabilitating the malnourished cases. Considering the limited livelihoods options in
Dollo Ado, it is the treatment of the malnourished cases identified by community outreach workers (both actions
funded by DFID) that has improved the coverage and rehabilitated the malnourished children. However, prevention
of these children from becoming malnourished remains a concern requiring urgent and consistent attention as
malnutrition could be the outcome of multiple factors which require multi-sectorial interventions. These include
strengthening preventative activities, improving targeting, improving food intake through provision of adequate
and appropriate food, improving caring practices, provision of food assistance, promotion and protection of infant
and young child feeding practices, improved health services, provision of adequate water and sanitation services
and the expansion of livelihoods activities.
Refugees in the Dollo Ado camps are dependent on the monthly General Food Ration provided by World Food
Programme (WFP) and distributed by ARRA. Access to additional sources of food or income are extremely
limited. The food ration provided to all registered refugees from March to November 2013 consisted of 133g rice,
317g wheat grain, 50g pulses, 50g corn soya blend, 30g oil, 5g salt and 15g sugar per person per day. This ration
provided a 2,204 kilocalories per day which met the recommended 2,100 kcal/day. A further 20% top up to the
cereal ration was added to compensate for milling costs and food losses during the milling process.
In December 2013 the food ration provided wheat flour in place of the wheat grain whereby the kilocalories
remained the same. However, from January to March 2014 changes were made to the ration including the
replacement of rice and wheat grain with sorghum grain. There was also no Corn Soy Blend+ (CSB+) provision and
no substitute commodity provided. Using the NUTVAL calculation the kilocalories reduced from 2,204 (105%) to
1,923 (92%) and the micronutrient profile for calcium, Vitamin A and Vitamin C dropped to 31%, 59% and 3%
respectively. This translated to the food basket not meeting the minimum required kilocalories
(2,100/person/day), and a micronutrient profile not meeting the daily requirements. In May 2014, WFP resumed
provision of CSB+, thus returning the kilocalories to 2,100/person/day. However, in June 2014, iodized salt and
sugar were omitted from the general food distribution (across Ethiopia), thus reducing micronutrient energy.
WFP expects to resume salt and sugar distribution after September 2014.
The nutrition programme’s therapeutic (Plumpynut, F75, F100), supplementary (Plumpysup) and blanket
supplementary feeding (CSB+, sugar and oil for PLWs and children 24-59 months; CSB++ for children 6-23
months) products were available without any significant pipeline breaks in 2013. In 2014 however WFP
announced a pipeline break for some essential nutrition products including:
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1) The blanket supplementary feeding allocation for all targeted categories (6-23 months, 24-59 months and
PLWs) was provided for 20 days out of the 28 days in February 2014.
2) The CSB+ ration was also scaled down to 150g/person/day for the 20 days instead of the usual 200g for
the 24-59 months and the PLW categories.
3) The CSB++ ration for the 6-23 months age category remained the same i.e. 200g/person/day, but was
only available for 20 days out of the 28 days in February 2014.
Nutrition partners rely on the provision of the following products from WFP for feeding programmes: PlumpySup
for the management of moderate malnourished children; CSB++ for bridging the nutrient gap in children 6-23
months; CSB+ plus sugar and oil for bridging the nutrient gap for PLWs and prevention of malnutrition for 24-59
months children. In the first half of 2014 WFP reported unexpected inadequate local production of CSB+ in
Ethiopia, thus was required to make an urgent international procurement of the product. This was coupled with a
pipeline break in PlumpySup due to resource constraints. The pipeline break resulted in a lack of enough
commodities to take care of the different programmes, specifically enough CSB+ to cater for the general food
distribution from February to April 2014. The available stock was prioritized for the critical targeted
supplementary feeding programme (TSF), which did not have the first choice PlumpySup stock available from
March to May 2014. This stock was also not sufficient to run the blanket supplementary feeding programme
(BSFP), thus there was no allocation for this target group in March and April 2014. Stoppage of the BSFP
translated to a loss of 787 kilocalories for children 6-23 months and 1,029 kilocalories/person/day for children 2459 months and PLWs, which would normally serve to prevent malnutrition.
The community-based management of acute malnutrition (CMAM) programme – the most critical (life-saving)
and costly intervention in the DFID multi-year project - met all the targets outlined in the logframe on recovery,
death and default from/to severe malnutrition. However, the overall SAM and GAM rates increased (according to
weight-for-height measurements) by the time of the Annual Nutrition Survey.
UNHCR, WFP, ARRA and partners are working to expand the coverage of sustainable food security and livelihoods
solutions in the refugee context in all camps to complement the general food distribution. In collaboration with
UNHCR and nutrition partners, SCI initiated growth monitoring in 2014. This will ensure that all births are
followed up with monthly growth monitoring for all children under 24 months as a malnutrition prevention
initiative.
According to the 2014 Annual Nutrition Survey, the most common coping strategies used by households in
Bokolmanyo Camp is the borrowing of cash, food or other items with or without interest and a reduction in the
quantity and/or frequency of meals. 8.6% reported engaging in the risky coping strategies indicated above, which
was an increase compared to the 2013 results of 3.1%. A small proportion (2.4%) reported sending at least one
child to work outside the household in order to obtain cash or in-kind goods or services. These survival
approaches have decreased significantly compared to 2013.
Focusing on prevention and barriers to prevention of malnutrition, the infant and young child feeding (IYCF)
programme continues to expand the number of mother-to-mother groups trained and in process of coaching and
counselling PLWs on best practices for breastfeeding and complementary feeding (introduction of dietary
diversity). The IYCF strategy in place is adapted to the Dollo Ado context. Survey findings recommend that the
implementation of this strategy should continue to be followed through in order to prevent malnutrition. Of all
proven preventive health and nutrition interventions, IYCF has the single greatest potential impact on child
survival. Key to this strategy is the reduction of cultural barriers, which limit exclusive breastfeeding and dietary
diversity in children. Nutrition partners across camps are working to strengthen barrier analysis processes to
better determine any cultural barriers that perpetuate malnutrition among the refugee population. Identification
of these barriers will help partners to improve the programmes intended to increasingly reduce malnutrition at
household level, thus reducing the need for treatment.
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Output Title
Provision of essential sanitation and hygiene for refugee populations in Bokolmayo and
Melkadida Refugee Camps
Output number per LF
2
Output Score
C
Risk:
Medium
Impact weighting (%):
15%
Risk revised since last AR?
N
Impact weighting % revised
since last AR?
Y
Indicator(s)
2.1: Increase in percentage of
households with a latrine (1 latrine
for 1 HH) in Melkadida.
2.2: Number of households
benefitting from solid waste
collection (1 bin per 10 households)
Milestones
60% household latrine coverage*
10,000 households*
Progress
4% household latrine coverage in
Bokolmanyo; 4.3% household
latrine coverage in Melkadida
9,530 households
*There is need to revise the logframe targets to a practical and achievable output indicator. The initial logframe
household latrine coverage targets of 40% (2013); 60% (2014); and 80% (2015) are not possible or practical
because the baseline data was actually zero at the start of the project and not 30% as indicated in the logframe.
In consultation with DFID, UNHCR and IMC seek to revise coverage targets to 5%, 9% and 12% respectively.
Key Points
Hygiene promotion activities are clearly spelled out in the UNHCR Ethiopia WASH Strategic Plan (2013 – 2015) and
also in the 2014 UNHCR project agreements with WASH partners, including the DFID multi-year sanitation and
hygiene project implemented by IMC in Melkadida Camp. In collaboration with an in-house hygiene promotion
expert based at UNHCR’s Regional Support Hub in Nairobi, a Behavioural Change and Communication (BCC)
framework is being developed in a manner that will take a complete inventory of all hygiene promotion activities
to identify and promote best practices.
UNHCR and WASH partners meet monthly (WASH Working Group) to improve the latrine design by comparing
costs and sharing information on procurement. The WASH Working Group is a forum where technical approaches,
best practices and challenges are discussed. The same forum looks at standardizing designs, innovations and
harmonization of approaches among camps. Camps further north (Bokolmanyo, Melkadida and Kobe) are similar
in ground formation and elevation compared to the camps further south (Buramino and Hilaweyn).
Under the DFID multi-year fund, IMC is constructing twin pit compost-type latrines in Bokolmanyo and Melkadida,
which are designed to last a minimum of 10 years and up to 50 years. Dollo Ado has been active in piloting
culturally accepted and viable innovations. The twin pit compost latrine was found to be feasible in Bokolmanyo,
Melkadida and Kobe camps. This design is cost effective and enhances local ownership. As a result, in 2013,
UNHCR focused on scaling up compost-type latrine construction with a few modifications in design as explained
above.
The design in use is cost-effective and culturally acceptable to the refugee community. A revision of the
household latrine design reduced the unit cost of latrines. The revised design focused on resizing the latrine pits
in a way that each pit can go at least five years prior to emptying. Furthermore, the initial plan of having a
separate bath shelter was determined to not be cost effective. Latrines thus serve a dual purpose. The latest
design is a twin household latrine (two-stance) shared by two neighbouring families and the cost per family of
USD $998.71 per household, (including the cost of staffing and procurement). Based on a 10-year lifespan, IMC
estimates the cost per person for access to household sanitation at $19.97 per year for a household size of five (5)
persons.
10
Output Title
Provision of transitional shelter for refugees in Melkadida Refugee Camp
Output number per LF
3
Output Score
A
Risk:
Medium
Impact weighting (%):
15%
Risk revised since last AR?
N
Impact weighting % revised
since last AR?
N
Indicator(s)
3.1: Number of transitional shelters
provided
3.2: Number of persons receiving
transitional shelter
Milestones
1,100
Progress
1,170 with 441 under construction
4,843 (55% female)
5,850
Key Points
The shelter component of the multi-year project continues to produce tangible results. By December 2013, IOM
completed 1,100 bamboo shelters and has constructed and handed over 70 so far in 2014 with an additional 441
under construction. The 2013 beneficiary households were selected for the shelter project by shelter partners in
coordination with ARRA, the Refugee Central Committee (RCC) and zonal leaders at Melkadida Camp. The
number of units constructed each year is based on the available budget from donors. The Shelter Working Group
collaborated closely with ARRA, the RCC and zonal leadership to select the households that will benefit from
shelter in 2014. The lists of beneficiaries are elaborated per zone/block in close consultation with the RCC by
considering the specific needs of each household. The prioritised beneficiary lists are shared with the camp
coordinators from ARRA and UNHCR field officers along with the RCC for complete transparency.
IOM improved shelter construction based on the 2013 shelter strategy by increasing the number of bamboo strips
used for the walling and including an additional eucalyptus beam on each side of the shelter to which the bamboo
strips are attached. In addition, the bamboo strips are effectively overlapped making lining the walls unnecessary.
With this design water and dust infiltration are better controlled. IOM has shared its best practices with the
Shelter Working Group. This has limited inflation by suppliers and kept the cost of building materials realistic.
IOM established a warehouse in Negele where a dedicated logistician conducts quality control on bamboo
procurement at this key transit point.
Three joint meetings held from December 2013 onwards among the shelter partners and technical sectors
including ARRA, comprised of field visit to assess a mud brick prototype developed by NRC in Hilaweyn camp. The
shelter expert prepared all technical documentation related to the mud brick prototype for evaluation and a joint
UNHCR/ARRA decision at Addis Ababa level. At mid-year ARRA agreed to the small-scale piloting of the mud-brick
shelter and requested IOM to take back and revise their Agreement to reduce the number of mud-brick shelters
planned in 2014 from 325 to 25. This mid-year change affects procurement of building materials and IOM will
need to source for enough bamboo and eucalyptus to construct an additional 300 bamboo shelters.
During consultation with the refugee communities, some expressed that the bamboo and eucalyptus type shelter,
despite being vulnerable to termites, is stronger and more practical than the mud-brick structures that will be
piloted by all shelter partners in 2014. An attempt to transition to mud-brick shelter construction will jointly take
place following consensus in the Shelter Working Group to engage youth in community-driven shelter
construction projects using only the locally available materials (rather than bamboo and eucalyptus which is
sourced from outside Somali Regional State).
The greatest challenge to shelter construction in Dollo Ado woreda is an unregulated road levy by kebeles (local
government authorities) at three access points to Dollo Ado, which drives up the cost of transporting the building
materials. Mud for mud-brick making is available in the vicinity of three camps, while the two other camps can
transport mud from a distance of around 30 kms, thus averting road levies.
11
Output Title
Provision of vocational skills, literacy and numeracy training for adolescent refugees in
Bokolmayo refugee camp.
Output number per LF
4
Output Score
C
Risk:
Medium
Impact weighting (%):
10%
Risk revised since last AR?
N
Impact weighting % revised
since last AR?
Y
Indicator(s)
4.1: Number of adolescent boys
and girls gaining vocational skills
Milestones
700, of which:
400 female; 300 male
4.2: Number of adolescent boys
and girls gaining basic numeracy
and literacy skills
700, of which:
400 female; 300 male
Progress
First cohort (2013):
272 enrolled (240 students + 32 trainers);
however 165 (102 male; 63 female) students and
32 trainers graduated
Second cohort (2014):
232 enrolled
First cohort (2013):
272 enrolled (240 students + 32 trainers);
however 165 (102 male; 63 female) students and
32 trainers graduated
Second cohort (2014):
232 enrolled
Key Points
There will be a need to change the output indicator to a more practical multi-year target and the male/female
gender ratio will need to be revised. SCI proposed to target 720 youth aged 16-22 in 2014 for training and
graduation of which at least 288 should be female. SCI is preparing a justification for DFID that will explain the
cost implications for the change in multi-year targets and the extension of the curriculum from three months to
five months in duration. A written explanation regarding the reduction in the targeted enrolment of female
students is also yet to be provided but to date it seems that the vocational training offered has been more
attractive to boys than girls. DFID will inform SCI directly that DFID is aware (through UNHCR) of the curriculum
change and implementation delays/limited target achievement and receive the justification (narrative and budget)
as soon as possible. This will be agreed preferably before September 30 so that any changes to the logframe are
captured before the new financial year which starts on October 1.
In 2014, UNHCR Sub Office Dollo Ado established the Livelihoods Forum and a Vocational Skills Training Subcommittee to cater to the needs of SCI, PAPDA, NRC and other livelihoods partners in planning the best ways to
place their graduates into profitable businesses within the local markets. This follows various studies conducted
in 2013 by the International Labor Organization (ILO) in Dollo Ado, including a study on the market economy
within Ethiopia (relevant to opportunities which will arise from the agriculture and related sector initiatives which
have commenced in the Dollo Ado area). This study did not look specifically at the gender component, but given
men and women's roles in the agricultural sectors (livestock; forestry; horticulture) UNHCR, ILO and partners are
confident that economic opportunities in Dollo Ado are increasing for both men and women.
While many informal actions are taking place between the refugee and host community with regard to
livelihoods, UNHCR and partners are discussing the development of a cross-community (refugee-host) agricultural
programme with the Ethiopian Government that may allow for more open inter-community economic relations.
12
There are currently 232 students enrolled in the ongoing batch of students who will graduate at the end of August
2014. Measures are being taken to kick-start programmes at the second training facility which was completed in
April 2014. SCI plans to train four batches of students simultaneously by holding morning and afternoon classes
at each of the two training facilities. The three-month curriculum applied in 2013 has been adapted to a fivemonth programme that falls in line with the Ethiopia Technical and Vocational Education and Training (TVET)
standards for certification. Lessons focus on literacy and numeracy with vocational options (tailoring, carpentry,
masonry and electric installation). Following graduation, students are trained on group formation (establishment
of a board) and coached on how to obtain a legal status in Ethiopia. Once established, SCI provides the groups
with in-kind start-up assistance. Some of the tailoring and carpentry groups have already been contracted by SCI
to build desks and make school uniforms for the early childhood care and development (ECCD) and adult basic
education (ABE) programmes run by SCI across the Dollo Ado camps.
Output Title
Provision of safe water and SGBV prevention and response to Sudanese refugees in Sherkole
and Bambasi camps and Adimazin transit centre
Output number per LF
5
Output Score
A
Risk:
Medium
Impact weighting (%):
10%
Risk revised since last AR?
N
Impact weighting % revised
since last AR?
Y
Indicator(s)
5.1: Water systems constructed or
developed
5.2: Water systems continue to
operate, and coverage is expanded
5.3: % of SGBV survivors receiving
case management and psychosocial
support services
Milestones
2 boreholes constructed
90% of beneficiaries are within
200m of a functional water point
100%
Progress
1 borehole constructed; 5
rehabilitated
96.4%
100%
Key Points
WASH
IRC increased water coverage at Sherkole camp to 96.4% of households within 200 meters of a functional water
point (currently providing 27.69 Litres per person per day). Water systems were extended to the new Ashura site
in 2013 (currently providing 17.11 Litres per person per day), and will need to be extended to a new camp
(location to be determined) most likely before the end of 2014. Achieving the coverage indicator will no longer
be as simple as when the indicator was only related to Sherkole Camp.
Technical analysis was done to connect the water sources to the national electric grid. Two boreholes in
Homosha Town, which serve Sherkole Camp and Ashura Site, are planned for connection to the electric grid in
2014. This action will reduce fuel costs and generator maintenance issues. To reduce language barriers between
technical staff and beneficiaries, there are 23 refugee incentive workers at each camp/site (called “Water
Attendants”). The Water Attendants are supported by six caretakers who are working to scale up the operation
and maintenance works (e.g., plumbing works, chlorination and cleaning of reservoirs). Together, under the
supervision of IRC, they are employing a hands-on approach to testing the water supply (for quality and yield) at
regular intervals (daily) and ensuring maintenance of tap stands and pipes within their own communities. The
Water Attendants are serving to manage the water distribution and drainage works at their respective locations
(water points), while Social Workers from each zone serve as a bridge between UNHCR and IRC’s water
engineering team and the broader beneficiaries.
13
At the end of 2013, DFID agreed to allow IRC to shift some of the multi-year fund to cover sanitation and hygiene
at the Ashura site, newly established in 2013 and in need of infrastructure support. Ashura is also piloting urine
diverting dry toilets (UDDT) which reduces odours and vectors. Dry waste can be harvested for use as manure or
as bio-gas fodder. Following this success, ARRA handed over sanitation and hygiene at Sherkole Camp to IRC in
May 2014.
SGBV
IRC established Women’s Wellness Centers in Bambasi (2) and in Sherkole (1). These centres host the Women’s
Wellness Initiative, which provides a safe space for women and girls to hold discussions, conduct relaxing group
activities (knitting, volleyball, hygiene, hair and nail care, tea talks, etc.), and seek positive advice from their fellow
women. Each of the centers has a play area for children and a psycho-social counselling center. Community
sensitization on prevention of sexual violence is ongoing.
UNHCR, ARRA and IRC are working with humanitarian partners and Ethiopian law enforcement bodies (police,
judiciary, local government) to strengthen the referral system. Due to the fact that law enforcement officers and
government officials are subject to frequent geographical rotations, there is need to conduct regular training and
mentoring sessions for police, local authorities and the judiciary on protection-related topics such as refugee
rights, case handling, follow-up and psycho-social and medical support for victims of sexual violence.
Output Title
Effective programme management, coordination and reporting, and preparedness and
provision of essential relief items
Output number per LF
6
Output Score
A
Risk:
Medium
Impact weighting (%):
25%
Risk revised since last AR?
N
Impact weighting % revised
since last AR?
Y
Indicator(s)
6.1: Effective programme
management, coordination and
reporting, and preparedness and
provision of essential relief items
6.2: Disbursal of DFID funds to
implementing partners
Milestones
20,000 essential relief items
Progress
More than 20,0001
Within 4 weeks of receipt of Project
Partnership Agreement
6.3: Facilitation of and participation
in annual joint review process
6.4: Progress and financial reporting
completed according to agreed
schedule
1 week review in June and follow
up
May: 6-month narrative report
Aug: 9-month progress and
financial report;
Oct: audited financial statement
Prior to receipt of the Project
Partnership Agreement by means
of a LOMI.
Support provided
1
Achieved
While core relief items (CRIs) totalling $2,866,223.20 (partially attributed to the $1.5M CRI fund provided by DFID) were procured in October,
November and December 2013, UNHCR will not provide a breakdown per donor until all procurements are made in 2014. UNHCR is currently
preparing a procurement requisition for the number of CRIs required in Ethiopia until the end of 2014. Once this requisition is finalized, UNHCR
can calculate the CRI target population per donor in 2014.
14
Key Points
The DFID multi-year fund is earmarked into nine (9) Project Partnership Agreements with five (5) different
partners working in four (4) regional operations across eight (8) sectors, including direct implementation on
procurement, transport and warehousing of core relief items. This, unlike any other arrangement between a
donor and UNHCR Ethiopia, is a complex arrangement that requires multi-sector reporting outside of the typical
annual timeframe. As such, DFID supports UNHCR with a staffing position responsible to support regular
monitoring of implementation and reporting.
A three month no-cost extension was provided for all DFID-funded partners in 2013 as advised by the DFID
assessment mission team in the 2013 Annual Review report. This enabled all partners to complete the activities
itemized in their respective Agreements prior to finalizing their annual financial and narrative reporting.
DFID asked UNHCR to develop a ‘road-map’ for the multi-year fund, which includes agreed milestones for
finalisation of sub-agreements. This was done, but some partners did not adhere to the schedule. In October
2013, a schedule was provided to all partners for submission of concept notes, project descriptions, partner
contribution tables, staffing tables and budgets in order to finalize the 2014 Agreements early (i.e. by December
2013).
In 2014 UNHCR employed a new approach that aimed to release the first instalment of funds early. UNHCR
released funds to partners immediately following Agreement with each partner on the annual budget. This
release was done prior to partners’ final submission of all documentation necessary to conclude a Project
Partnership Agreement (i.e. project description; contribution table; staffing table and budget). This early release
of funds was made possible by signing a Letter of Mutual Intent (LOMI) to conclude an Agreement between
UNHCR and each of the implementing partners. Agreements were finalized at a later date based on the capacity
of each partner to submit the required documentation; and by the timeframe required for tripartite signing by
ARRA. However, most of the DFID-funded partners did not submit the additional documentation necessary to
finalize their Agreements in a timely manner. This caused some of the Agreements to be delayed while draft
documents were revised to include additional sectors covered by other funding sources (e.g., Save the Children
expanded ECCD programming to all camps in Dollo Ado; IMC is piloting the Protection on Sexual Exploitation and
Abuse programme and received funding for WASH in Kobe; IOM transports refugees in Dollo Ado; and IRC
conduct HIV/AIDS and reproductive health programming in Assosa – all under different funding). In addition,
IOM’s agreement was delayed by a new shelter design in accordance with Shelter Working Group decisionmaking processes. LOMIs were signed and funds were release early for all Agreements except IOM in Shire and
IRC in Gambella.
In quarterly review meetings with partners, UNHCR was able to convince partners that in 2015 the LOMI should
enable budget codes to be sent to the field immediately. This will allow partners to start spending against the
multi-year fund using the same codes charged in 2012, 2013 and 2014.
UNHCR initiated quarterly review meetings in Addis Ababa with partners to review progress on the DFID multiyear funding, discuss challenges and areas where UNHCR can provide support, and to discuss business related to
other Agreements within the Ethiopia refugee operation. These meetings were found to be time consuming, but
very beneficial in ironing out any field-level challenges and discussing the potential for innovation.
Three procurements of core relief items (CRIs) totalling $2,866,223.20 as part of the national stockpile for 2014
was done during October, November and December 2013 and these target more than 40,000 people. UNHCR will
calculate the total population receiving assistance under DFID funds (approx. $1.5m is allocated for CRIs) in the
Year 2 Progress Report due in October 2014. The prepositioning of CRIs (kitchen sets, soap, sanitary materials,
jerry cans, etc) was essential in responding early to the emergency needs of South Sudanese refugees who arrived
before the mid-year in 2014 as well as Eritrean refugees who continue to arrive in Ethiopia at a rate of about 400
individuals each month. Other refugee populations across Ethiopia also require replacement of worn out CRIs at
a regular intervals according to each sub-office replacement plan. This contribution provides essential support to
refugees to enable them to cook their own food and access the most basic household equipment.
15
Output Title
Provision of surge support to respond to new refugee caseloads and critical gaps in response
Output number per LF
7
Output Score
A
Risk:
Medium
Impact weighting (%):
10
Risk revised since last AR?
N
Impact weighting % revised
since last AR?
N
Indicator(s)
7.1: Number of additional refugees
in Gambella receiving lifesaving
humanitarian support attributable
to DFID multi-year funding
7.2: Ratio of social workers
addressing UAM refugee child
protection issues in Shire with
increased skills in counselling,
referral and advocacy
7.3: Number of additional refugees
receiving core relief items
attributable to DFID funding
7.4: Number of additional refugees
receiving emergency assistance
attributable to DFID funding
(contingency output)
Milestones
15,000
Progress
Targeting 49,712 (44,712 in
Pugnido and 5,000 in Okugo)
1:10 across camps
Mai-Aini (1:24); Adi-Harush (1:9);
Hitsats (Child Protection program is
currently being established)
20,000
More than 20,000
2,958 possible in a given year if
needed
Not yet accessed/activated
Key Points
GAMBELLA
In December 2013, the IRC produced water coverage maps of the Okugo and Pugnido refugee camp locations to
demonstrate the need and the gap as part of their assessment and proposal for the IRC Gambella WASH
operation in 2014. The IRC is currently finalizing data collection to update these maps. In Okugo camp, the IRC
conducted hydrological assessments to drill two new boreholes that will serve over 5,000 people. During the next
quarter, the IRC will commence the rehabilitation of 50 household latrines. This will be complemented by hygiene
promotion campaigns. Also in Okugo, NRC is constructing 450 transitional shelters and household’s latrines.The
Pugnido Camp water system will be maintained by IRC to serve over 44,712 people.
SHIRE
In Tigray Region, UNHCR and partners are supporting unaccompanied minors and separated children (UASCs)
from Eritrea following a regional strategy. The multi-year funding is being used under UNHCR Sub-Office Shire to
fill critical child protection gaps and contribute to the sensitization of young people on the risks of secondary
movement out of Ethiopia and into third countries. Specifically, the fund contributes to group feeding,
construction of child friendly spaces and communal kitchens, establishment of child clubs, construction of 87
shelters for children, identification of UASC care takers, and provision of support kits for UASC care takers.
Summary of responses to issues raised in previous annual reviews (where relevant)
See attached Annual Review Follow-up Document (Annex A), which is largely captured in the text within the
detailed output scoring.
16
Recommendations
UNHCR and partners should continue holding Quarterly Review Meetings following quarterly financial and field
monitoring exercises. These meetings are followed by a Quarterly Review Meeting between UNHCR and DFID’s
Humanitarian Team. Working in collaboration with DFID-funded partners, UNHCR will need to make
improvements against the DFID Performance Improvement Plan (PIP). In addition, UNHCR and partners should
plan to submit their 2015 Agreements to ARRA before the end of December 2014 in order to proceed with
implementation more easily at the start of next year. Partners will need to maintain the same internal budget
codes from 2014 and begin implementation as soon as the first instalment of funds are released via a LOMI.
Multi-year partners have made significant innovations since the start of the project in October 2012 (e.g., latrine
designs, shelter designs, training approaches, behavioural change communication, vocational skills training school
products, Women’s Wellness Center products, care arrangements in Shire, etc.). It is essential for multi-year
partners to share these innovations with other partners through coordination meetings at camp, regional and
national levels and by means of documentation. These best practices will continue to contribute to the
improvement of services for refugees across Ethiopia and abroad.
D: VALUE FOR MONEY & FINANCIAL PERFORMANCE
Key cost drivers and performance
The key cost drivers relate to the location of the camps supported by DFID funding which are in rural border areas
in Somali, Benishangul-Gumuz, Tigray and Gambella regional states – all in non-family duty stations. Logistics
(accommodation, fuel, vehicle maintenance, procurement of goods, etc.) to support programme implementation
in these remote and regions are the greatest challenge.
Procurement of building/construction materials continues to be the greatest challenge. Many of the camps are
located in arid or protected environments and building materials need to be procured from the far away
highlands. Transportation costs and road levies significantly augment the cost of construction.
17
Transitional Shelter
Nutrition
VfM performance compared to the original VfM proposition in the business case
Original VfM Proposition
VfM Performance
A comparison of costs and comparators indicates
that not only is the proposed cost of treatment
for severe malnutrition regionally favourable, but
there would be significant returns (in terms of
savings in the prevention of severe acute
malnutrition) in support of the proposed
supplementary feeding and IYCF promotion.
Community-based management of acute malnutrition
ensures treatment and recovery of children who
become malnourished as well as follow-up and
defaulter tracing to ensure recovery.
Estimated unit costs reflect in particular the cost
of a specialised ready to use food (supplementary
plumpy) that is accepted under WHO medical
protocol. The product can only be procured in
Europe.
Allowing for the costs of transport, storage and,
distribution unit costs in Ethiopia represent good
value for money (especially compared with
alternatives). Because it is a specially packaged,
ready-to-use food, PlumpySup is easier to
distribute, easier to use at the household level,
and less likely to be spilled or spoiled.
While transitional shelter per unit is more
expensive than tents, the lifespan of the
transitional shelter is four (4) years whereas the
harsh conditions in Dollo Ado mean that tents
require replacement every four (4) months.
Therefore the cost of housing one family in a
transitional shelter for four (4) years is $690,
whereas housing the same family in a tent costs
$5,400. The cost saving of one shelter is
therefore $4,710 over a four (4) year period. For
the 1,100 shelter proposed this amounts to
savings of over $5 million per year.
Adequate shelter also protects against exposure
to the environment and reduces the frequency of
respiratory tract infections as well as the risk of
sexual violence. While the cost of transitional
shelter is higher than the cost of an emergency
tent, the transitional shelter is designed to last
many years longer than the tent and can be
modified by each household to suit their specific
needs.
18
Infant, Young and Child Feeding (IYCF) programming
works to sensitize mothers on best practices for
breast feeding and complementary feeding to ensure
dietary diversity as children grow. Furthermore,
striking out anemia among young women will help
mothers to remain strong throughout pregnancy and
give birth to healthy children.
Blanket Supplementary Feeding Prorgamme (BSFP)
and Targeted Supplementary Feeding programs (TSF)
need to continue without a pipeline break in
provision of the right nutrition products in order to
prevent malnutrition in combination with IYCF
programming.
There is need for SCI to conduct a cost-benefit
analysis comparing the unit cost for treatment against
the total cost of the CMAM program. This will be
done by end of January 2015 in order to capture cost
comparators that include the barrier analysis and
growth monitoring which was not a part of the 2013
project.
In addition to the mentioned unit cost savings there
are additional benefits conferred by the provision of
transitional shelter including enhanced protection
and privacy through lockable doors and better
protection from cold and damp. Corrugated iron
sheets can be taken with the family for construction
of shelter in the event of return.
The current unit cost of transitional shelter is
$682.99 including the cost of building materials,
labour and transportation (overhead costs were not
calculated). This comfortably put transitional
shelters a better facility than tents especially in a
protracted refugee situation.
Water Sanitation & Hygiene
Core Relief Items
Although water trucking provides a necessary and
temporary measure for water provision, the
construction and operation of a permanent water
supply system results in immediate cost savings
of $57 per beneficiary over the first year and $77
per beneficiary over subsequent years.
Effective sanitation investment will significantly
reduce the demand on curative health services.
Evidence suggests it is significantly cheaper to
invest in sanitation to prevent disease
transmission and the outbreak of epidemics than
it is to invest in the provision of primary
healthcare.
The intention of predictable and timely UK
support for Core Relief Items is to establish a
buffer stock in country for preparedness and
response. Sufficient pre-positioned items at
capital and regional level can vastly reduce the
procurement and transport costs of responding
after a refugee influx when more expensive
commodities and airlifting rather than land
transport may be required to provide assistance
within reasonable timeframes.
SGBV
The Women’s Wellness Initiative has provided a
safe space for women to discuss strategies to
reduce gender-based violence within their
communities.
Survivors of sexual violence and other forms of
abuse are able to access counseling and case
management services in a low profile manner that
reduces community attention on the most
vulnerable victims of abuse and assault.
Furthermore, the programme works to establish
stronger referral pathways within the local law
enforcement and judiciary structures, which also
has an important impact on the wellbeing of the
host community, too.
19
Establishment and maintenance of permanent water
systems at Sherkole and Ashura has reduced on the
cost of emergency water trucking and is increasingly
extending water coverage to the entire camp
population.
Adequate household sanitation, waste collection/
disposal and hygiene promotion campaigns
significantly reduce the prevalence of vector-borne
diseases among the population that result in greatly
reduced costs in provision of medical emergency
response.
Prepositioning of core relief items enabled UNHCR
to immediately deploy core relief items to support
the South Sudanese refugee emergency in Gambella
and avoid air lifting at the onset of the emergency.
Since the introduction of the Women’s Wellness
Initiative program in Assosa there has been a spike in
the reporting of SGBV cases. The increase in
reporting is regarded as a positive development
because incidents that would have previously gone
unreported due to cultural barriers and family
pressure are increasingly being reported to law
enforcement authorities via the referral pathways
established by UNHCR, ARRA, IRC and partners.
The reporting of SGBV incidents ensures that
survivors are able to access the physical and
psychosocial treatment that is necessary for their
recovery and criminals are put to justice.
Vocational Skills Training / Livelihoods
The cost of vocational skills training and the
establishment of livelihoods groups at
Bokolmanyo Camp is considered to be higher
than non-refugee settings due to lack of broader
supporting
administrative
and
physical
infrastructure. While costs for construction of
centres are high, they will go on to deliver
training and services for years beyond, including
for the host community.
In subsequent years it is planned for income
generated through selling of skills developed
under the training (tailoring for school uniforms
etc. and carpentry and masonry for construction)
to subsidise (and perhaps even self-sustain) the
scheme in future. SCI has yet to conduct an
analysis on the cost-benefit for procuring school
uniforms, desks and other commodities through
livelihoods groups (for example, local availability
and the reduction of transit costs if these same
items were purchased from another location.
Establishing self-reliance through skills and livelihoods
options is essential to a population dependent on
food aid. Furthermore, training provided by the
multi-year fund will enable refugees to return home
with skill sets that they can use to help rebuild their
countries.
While graduates are only beginning to benefit from
the skills developed and knowledge gained during
their course work and group formation activities,
there is evidence that the graduate will soon begin
generating incomes that will improve their selfreliance. For example, some of the entrepreneurial
groups formed by the graduates of this programme
are already receiving contracts from SCI to produce
school uniforms and desks which will be used by the
Adult Basic Education and Early Childhood Care and
Development programmes.
Assessment of whether the programme continues to represent value for money
The multi-year programme continues to represent value-for-money as the cost-benefit improves with each
modification to strategies and designs. Central to all approaches is the concept of refugee participation and the
promotion of self-reliance. This includes refugee self-governance (i.e. Refugee Central Committee, Shurtas,
Women’s Association, Child Parliament, etc.). The strengthening of sector strategies following the transition from
the emergency phase of operations (specifically in Dollo Ado) to longer term care and maintenance programmes
is enabling projects to adapt service provision to the needs of each specific refugee community based on their
willingness to participate.
Locally-appropriate interventions are more cost effective. There is surety that refugees are using the services
provided and this represents good Value for Money. Locally tailored solutions are more cost effective because
they will be most relevant to the community and used by the community. Often generic refugee responses can
represent wastage as beneficiaries may not understand the inputs provided – e.g. Core Relief Items (CRI) that are
not frequently used by refugee communities in their places of origin such as inappropriate cooking or washing
materials, or e.g. offering livelihood training that is not appropriate to women. SCI is adapting this and looking for
more local solutions. As partners get to work with their communities they learn about community preferences
and provide solutions that the community will use.
New sector groups (such as the Livelihoods Forum and its separate Voluntary Skill Training (VST) Subcommittee)
are evolving to promote new approaches and develop new policies. For example, in Dollo Ado, the VST
Subcommittee is working with ARRA to enable graduates of VST programmes to obtain a legal status that would
enable them to engage in Ethiopia’s formal economy. This supports the broader strategy to facilitate the Out-ofCamp Policy that the Government of Ethiopia is working to extend to refugees capable of effectively sustaining
themselves outside of the camp environment. This increased self-reliance reduces the need to rely on prolonged,
expensive, humanitarian assistance.
Enabling refugees to manage their own water systems; ensure camp sanitation and hygiene; form foster care
groups to protect UASCs; prevent gender violence; while providing access to healthcare, education, shelter, basic
household items, food security and nutrition establishes the foundation for self-reliance. It is essential, however,
to provide adequate funding to not only cover the basic needs of each operation, but to also support the
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establishment of more complex self-reliance and livelihoods initiatives that can provide refugees with greater
independence. This would involve extending support to host communities so as to avoid creating disparity
between the two communities.
Achieving the broader long term goal of self-reliance is a gradual process that is well underway in Ethiopia where
protracted refugee situations continue to evolve. Self-reliance projects and longer term funding to ensure the
sustainability of these projects will in the long run present best value for money.
Quality of financial management
DFID has committed a total of £22m over four years (2012-2015) to save lives and alleviate sufferings of refugees
in Ethiopia. The project so far has spent a total of £11,927,181 and remains with £10,051,888. The project has met
all its forecast targets over the last 12 months and demonstrated a healthy financial utilization rate. UNHCR has
submitted financial reports as per the agreement in the MoU which clearly describes expenditure against key
budget line items. UNHCR has also submitted its recent audit report.
Year
2012/13
2013/14
2014/15
£5m
£7m
£10m
Plan
Total
£22m
Actual transfer
Expenditure
£4.88m
£4.88m
£6.88m
£6.88m
To be transferred in
Oct. 2014
The Auditors Board’s analysis of the financial position of UNHCR as at 31 December 2012 confirms that the
organization is in good financial health. The report found out that the financial statements present fairly, in all
material respects, the financial position of the voluntary funds administered by UNHCR as at 31 December 2012
and the financial performance and cash flows for 2012, in accordance with the International Public Sector
Accounting Standards (IPSAS). The global Board of Auditors’ Report is published every two years and the next
report will be released by December 2014. Progresses and changes made since the last Report will be reviewed
during the next annual review process. In addition, UNHCR has developed anti-fraud framework and embedded in
the new Project Partnership Agreement that came into force in April 2013.
Date of last narrative financial report
Date of last audited annual statement
Next Audit Statement
31 Oct, 2013
Dec 31, 2012
Dec 31, 2014
E: RISK
Overall risk rating:
Medium
Overview of programme risk
Risk
Security
situation
substantially
restricts
access in the Dolo Ado
refugee camps where the
majority of DFID support is
allocated.
Mitigation
Increased reliance on national staff,
local NGOs, community based
organisations and refugee workers
to deliver services. Less reliance on
international staff.
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Progress/change in the last 12months
In June 2014, the United Nations
Department of Safety and Security
(UNDSS) imposed a security regulation
reducing the Dollo Ado operation to
“essential staff only”. However, project
implementation continued under the
leadership of essential staff and the
Ethiopia
Government
policy hardens against
registration of refugees
and camp expansion in
Dollo Ado. Government
also applies pressure to
return Somali refugees
prior to conditions under
International refugee Law
being met.
UNHCR lacks capacity or
commitment to effectively
lead, co-ordinate and
strengthen the
humanitarian response.
national staff who remained in place.
Joint donor lobbying ensures The Government of Ethiopia is in the
Ethiopia meets its international process of extending the Out-of-Camp
obligations.
Policy to cover all refugees in Ethiopia
capable of sustaining themselves in
UNHCR
plans
effectively
for urban areas. However, the modalities
managed expansion of Dollo Ado still need to be set in order to enable
within acceptability of Ethiopia out-of-camp workers to have a legal
status.
government and host communities.
DFID Ethiopia Humanitarian Adviser
(in conjunction with donors and UN
implementing partners) helps to
identify and address weaknesses in
UNHCR performance on the ground.
Lobbying in Geneva to ensure
weaknesses in management and
leadership are addressed internally
including through the Task Force
established by the Deputy High
Commissioner for Refugees.
UNHCR continues to lead on refugee
operations in Ethiopia together with
ARRA and hosts regular Task Force
meetings in Ethiopia (every second
Tuesday), while also convening camp
coordination meetings at camp level
and sector working group meetings at
Sub-Office and Branch Office level to
ensure that protection and services for
refugees remain effective while
encouraging the participation of all
partners.
However, UNHCR has been without a
Head in Ethiopia for more than three
months. This lack of senior leadership is
felt by the organisation’s inability to
conduct long-term strategic planning
for refugee needs at this point in time.
Impact of DFID funding DFID works to ensure UNHCR
undermined by important appeals are realistic and effectively
financing gaps elsewhere prioritised.
in humanitarian appeals.
DFID use its own spending profile to
effectively lobby others to accept a
fair share of the funding burden.
DFID Ethiopia has written directly to the
Africa Regional Director in Geneva and
followed up in meetings between the
Regional Director and our UKMIS
Humanitarian
Representative
in
Geneva. We have also mobilised other
donors to do the same. It seems this
may now be yielding results (August)
2014) with a potential new
DFID continues to provide effective
support to UNHCR for regular
operations in four regions under the
multi-year fund and also provides
emergency support against the South
Sudan Situation appeal.
DFID and other donors will be asking
UNHCR to undertake a prioritisation
exercise against the South Sudan
refugee appeal in the near future.
Humanitarian
response Effective
UNHCR
and
wider DFID’s support to UNHCR contingency
severely stretched by humanitarian
community planning, in particular on provision of a
further large influx of contingency
planning.
Donors Core Relief Items stockpile significantly
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refugees as a result of prepared to respond quickly.
insecurity or drought.
Fraudulent use of funds by
managing or implementing
partners
The funds will be subject to the
internal and external auditing
procedures laid down in UNHCR’s
financial regulations and rules.
Funds will be given in annual
tranches.
Allocations
to
implementing partners will be
reviewed annually.
facilitated the emergency response to
unexpected violence in South Sudan
which caused more than 180,000
refugees to flee into Ethiopia.
The humanitarian response is severely
stretched and we are keeping a close
eye on this.
Internal
and
external
auditing
procedures continue as planned,
funding continues to be provided in
annual tranches and allocations to
implementing partners are reviewed
annually.
The overall risk rating for this project remains ‘Medium’. The major risk to the project relates to management of
the Vocational Skills Training/Livelihoods programme (Output 4) and the risk rating for this output has accordingly
been re-categorised as ‘High’.
In the 2013 annual review, UNHCR’s project management component was re-categorised by DFID as ‘High’ risk.
UNHCR’s technical experts need to continue working closely with partners on the ground to ensure that no-cost
extensions are not required in 2014. Despite the introduction of the LOMI, which enabled the early release of
funds in 2014, UNHCR and partners need to iron out their Project Partnership Agreements well in advance of
2015 (before the end of November 2014) in order to conclude the Agreements for submission to ARRA in a timely
manner. DFID funding will then effectively coincide with UNHCR’s funding cycle, reducing the need to renegotiate
the DFID-funded components of the Project Partnership Agreements.
Outstanding actions from risk assessment
No official risk assessment was conducted in 2014.
It is important to note that implementation was disrupted throughout the months of June and July 2014 in the
Dollo Ado camps when a threat to security forced UNHCR and partners to operate with essential staff only.
F: COMMERCIAL CONSIDERATIONS
Delivery against planned timeframe
UNHCR and partners are slightly behind in implementation across most of the sectors. This is captured by the
need by partners to request no-cost extensions in 2013, which enabled implementation to continue throughout
January and February with the final reporting period in March 2015. There was no additional cost for this
implementation.
In 2014 partners plan to speed up implementation building on lessons learned and the approaches designed in
2013. However, implementation of the VST/Livelihoods project in Bokolmanyo will continue to fall below targets
as enrolment of female students continues to be a challenge, while SCI works to adapt the programme to capture
the specific needs of the youth aged 16-22 who are living in Bokolmanyo Camp.
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Performance of partnership (s)
UNHCR and partners meet regularly in monthly sector meetings, in joint field monitoring missions, at the regional
bi-monthly task force meetings and at the national-level Refugee Task Force, which also meets bi-monthly.
UNHCR and NGO counterparts meet bilaterally on a frequent basis to strategize, negotiate and discuss
approaches to solving problems, promoting cooperation and growth, and most importantly to enable the refugee
population to access the services that they need the most.
DFID multi-year partners meet on a quarterly basis in Addis Ababa with the UNHCR Programme Section to review
progress. This is an opportunity for partners to share challenges in a frank manner that enables UNHCR to
provide technical support and solutions when required. In addition, the surge capacity position, Reporting
Officer, embedded with UNHCR at its Branch Office Addis Ababa conducts regular field monitoring missions to
DFID multi-year project locations.
Overall, the partnership is performing well. UNHCR is frank and open in its relations with DFID, and the
programmes assessed during monitoring visits in 2012-13 are of a high quality (Gambella, Benishangul-Gumuz).
However, the management arrangements between UNHCR and its implementing partners are still heavily
bureaucratic, despite the additional enabling measures undertaken (LOMI, no-cost extensions) and for future
UNHCR funding DFID needs to consider how UNHCR’s funding relationship with its partners can best reflect the
benefits of a multi-year agreement.
Asset monitoring and control
UNHCR has strict asset monitoring and control mechanisms. Assets given to partners are provided with an official
document and are given under right-of-use according to UNHCR procurement regulations. Right-of-Use
documents are signed by the Head of Sub-Office or Head of Field Office. When an asset is procured with funds for
the programme and donated to a partner, Transfer-of-Ownership documentation is filled out and filed
accordingly. The Transfer-of-Ownership is signed by the Country Directors of the respective NGOs/UN agencies
and the Representative of UNHCR.
Implementing partners are requested to maintain an inventory of assets list. All assets are monitored by UNHCR
as and when required.
G: CONDITIONALITY
Update on partnership principles (if relevant)
No conditionality
H: MONITORING & EVALUATION
Monitoring progress throughout the review period
UNHCR conducts regular joint field monitoring missions which include verification of regular financial and
narrative reporting and performance verification according to UNHCR rules and regulations.
Daily field monitoring is conducted by UNHCR staff with guidance from technical experts and support from the
operational Sub-Office, Branch Office, Regional Support Hub, and Headquarters. Joint verification with partners is
done according to field monitoring plans developed at each office and at the Branch Office in Addis Ababa.
Relevant to the multi-sector nature of the DFID multi-year funding, UNHCR employs technical officers at field and
branch office level who monitor implementation and provide technical oversight. These personnel provide
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special attention and technical expertise to partners implementing DFID projects which cross cut the sectors in
their respective areas of coverage.
UNHCR’s technical experts evaluate projects based on UNHCR standards by sector, cost-benefit analyses, current
market prices, observed quality of the final product, and refugee acceptance. Evidence on project quality and
progress gathered during joint monitoring and evaluation visits is captured in quarterly verification reports that
are compiled, filed and maintained by the UNHCR Project Control Section. Discussions between partners on how
to improve service delivery take place bilaterally in regular meetings, but also multilaterally at sector working
group meetings and joint review activities. Pilot projects presenting prototype models to refugees and Focus
Group Discussions conducted with refugees following the Age, Gender, Diversity Mainstreaming approach gather
feedback on how to improve projects and services for the refugee community. Feedback from these discussions
is shared in reports and also as presentations at the sector working group meetings to ensure that the necessary
changes are adopted and processes are put in place to produce cost-effective results that satisfy the refugee
community. Actions agreed by partners for these improvements and changes are captured in the minutes of all
sector meetings which are shared by UNHCR with all involved partners.
In addition to regular field monitoring by field-based staff and technical leads, the surge capacity position (Project
Coordinator/Reporting Officer) funded by DFID based in the Branch Office conducts quarterly field monitoring
visits to each of the field locations and liaises with the respective field, programme and sector leads to ensure
that monitoring is complete, targets are being achieved and lessons learned are effectively shared between
partners and across operations.
This review was led by DFID Ethiopia Programme Officer. The Reporting Officer seconded by DFID to UNHCR has
pulled together information and data from UNHCR and implementing partners and produced the first draft of the
report. Original programme documentation, previous annual reports and the project implementation
improvement plan were reviewed alongside UNHCR progress and annual reports. DFID also held separate
feedback meetings with UNHCR and implementing partners (IRC, SCI, IOM, IMC) on the overall implementation of
their respective projects, partnership, programme management and effectiveness of UNHCR including funding
disbursement, technical support and monitoring.
Direct Beneficiary Feedback:
Nutrition/SCI:
In a brief discussion with about 17 mothers attending a talk on IYCF best practices in the Baby Friendly Space at
one of the four SCI nutrition centres in Bokolmanyo Camp, mothers demonstrated their knowledge of exclusive
breastfeeding and hygiene practices as well as the importance of dietary diversity. The mothers were
appreciative of the environment (which included comfortable mattresses, colourful toys, and IYCF counselling
tools) at the Baby Friendly Space where they were able to consult other mothers on child development as well as
the IYCF counsellors who lead the Mother-to-Mother groups.
WASH/IMC:
Beneficiaries continue to respond positively to the participatory household latrine design, but have expressed
concern that too much water is required in order to flush and clean the latrines. This is due to a diversion
chamber between the twin compost pits where blockages sometimes occur. IMC is working to adapt the latrine
design to address the cultural concerns of the refugees while also avoiding blockages. On sanitation, refugees
expressed content that waste removal is systematic.
Those who participate in recycling projects said that they would like to be given additional livelihood support,
specifically to be given beads and small items to fasten to the baskets and other crafts that they are producing
from the recycled materials. A screened meat display box pilot project to keep flies off meat on sale in the
market was appreciated by the meat butchers, however, they expressed concern that the screen can be easily cut
by children at night and the contents removed.
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Shelter/IOM:
Shelter beneficiaries like the IOM bamboo shelter design and would prefer this design to a mud-brick design
which they fear might wash away during the rainy season (in which torrential downpours blow sideways and
create flood plains). While many of the shelters have termites present in the bamboo and eucalyptus, the
beneficiaries expressed that they are treating the termite-prone areas with salt water and that the termite
damage is minimal.
VST/Livelihoods/SCI:
In lengthy discussions with the refugee trainers who lead the vocational skills training classes, they expressed
interest in other vocations such as mobile phone repair, motorcycle repair and hair dressing, which are not
offered at the training centre. SCI plans to revisit the vocation skills training courses being offered to promote the
enrolment of young women. Currently, only the tailoring course appeals to the majority of young women, though
some women have enrolled in masonry, carpentry and electrical installation. A female electrical installation
trainer said that the men in her community criticized her new profession stating that “the next thing you know
you’ll be climbing trees”, but she maintained that this would not influence her decision to train youth (including
young women) on her vocation. The first batch of students in the VST programme said that the programme was
behind in obtaining the necessary training materials. The second batch of students; however, have expressed
satisfaction with the programme.
WASH/IRC:
The Refugee Central Committee at Sherkole Camp expressed general satisfaction with the water yield and quality.
They mentioned that some of the trained Water Attendants (refugee incentive workers) enrolled in out-of-camp
programmes and abandoned their posts. Some of these posts remained vacant and certain tap stands were not
maintained. UNHCR has since followed-up with IRC to resolve this challenge by ensuring that all vacant Water
Attendant posts were filled.
SGBV/IRC:
Women engaged in activities (mainly crafts) at the Women’s Wellness Centres in Bambasi and Sherkole camps
expressed their contentment with having access to a space for women only. The refugee incentive workers
engaged in social work commented that the reporting of gender violence cases is going up because women in the
community feel that they now have an effective channel through which they can report and resolve situations of
abuse. Furthermore, the social workers confirmed that women feel more secure from sexual violence due to the
community awareness that abuse of women leads to law enforcement processes.
New programmes for shelter and WASH at Okugo and Pugnido refugee camps in Gambella and at Mai-Aini, AdiHarush and Hitsats refugee camps in Shire are underway. Direct beneficiary discussions will be conducted once
the handover processes begin towards the end of 2014.
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