UN Joint Programme to enhance public service
delivery for accelerating development outcomes in
Ethiopia’s four Developing Regional States (DRS)
DRS Joint Programme
First consolidated Annual Progress Report on activities
supported by the Ethiopia One UN Fund
March 2013
Abbreviations and Acronyms
BoFED
CLTS
CMC
CPD
DRS
FAO
HACT
HC
HEW
HMIS
HP
HW
ICCM
IYCF
IGA
IRT
KETB
JP
MoFA
MSP
PIM
PTA
SAM
SIP
TFP
TOT
UN
UNCDF
UNDAF
UNDP
UNICEF
UN Women
VC
VCHW
WHO
WFP
Bureau of Finance and Economic Development
Community-lead Total Sanitation
Community Management Centers (education)
Continuous Professional Development
Developing Regional States
Food and Agriculture Organization of the United Nations
Harmonized Approach to Cash Transfers
Health Centre
Health Extension Worker
Health Management Information System
Health Post
Health Worker
Integrated Community Case Management
Infant and Young Child Feeding
Income Generating Activity
Integrated Refresher Training
Kebele Education Training Board
Joint Programme
Ministry of Federal Affairs
Multistakeholder Platform
Programme Implementation Manual
Parent Teacher Association
Severe Acute Malnutrition
School Improvement Programme
Therapeutic Feeding Programme
Training for Trainers
United Nations
United Nations Capital Development Fund
United Nations Development Assistance Framework
United Nations Development Programme
United Nations Children’s Fund
United Nations Entity for Gender Equality and Empowerment
of Women
Value Chain
Voluntary Community Health Workers
World Health Organization
World Food Programme
Table of Contents
1. Background of the Joint Programme
1.1. Rationale for the Joint Programme
1.2. Programme Objectives
2. Summary of the Overall Results Achieved
2.1. Results achieved in the Governance Pillar
2.2. Results achieved in the Basic Social Services Pillar
2.3 Results achieved in the Livelihood Pillar
2.4. Fund disbursement
3. Results achieved with DFID grant received through One UN Fund
3.1. Results achieved through funds administrated by UNDP
3.2. Results achieved through funds administrated by UNICEF
3.3. Results achieved through funds administrated by UNCDF
4. Financial Summary of the activities funded through DFID/One UN Fund
4.1. Financial summary for activities administrated by UNDP
4.2. Financial summary for activities administrated by UNCDF
4.3 Financial summary for activities administrated by UNICEF
5. Annex: The detailed list of the results achieved in the DRS JP
5.1. Results achieved in the Governance Pillar
5.2. Results achieved in the Basic Social Services Pillar
5.3 Results achieved in the Livelihood Pillar
Background of the Joint Programme
1.1. Rationale for the Joint Programme
The Joint Programme to Enhance Public Service Delivery for Accelerating Development
outcomes in Ethiopia’s four Developing Regional States (DRS) has been designed to support
accelerated development of the four Developing Regional States (Afar, Beni shangul-Gumuz,
Gambella & Somali). In 2009 a formal review of development progress and gaps led by MoFA
and BoFEDs found that the four DRS represent a large portion of the relatively less developed
parts of Ethiopia; are governed by relatively young administrations; have less developed
infrastructure than more central parts of the country and have a slower pace of development in
most sectors than in the more developed states.
Furthermore, the review identified some of the major causes for the slow development in the
DRS states, including: gaps in planning, budgeting and implementation capacity; gaps in human
resources management (under ½ of posts are filled; high turnover and absenteeism) as well as
inadequate budget, including inefficient allocation of resources (85% goes for salaries) and poor
local resource mobilisation(10% of budget).
The review also found problems with how development support is delivered, including:
 A sense that too much development support to these regions comes via humanitarian
channels
 Too many sector-based projects that are not connected at regional coordination level
 Need to focus more long term coordinated support on capacity development, human
rights programming, gender mainstreaming, environment
 A need to focus more international support to high economic potential areas in the four
DRS
1.2 Programme Objectives
Against such a backdrop, the two underpinning strategies for the Joint Programme are (a)
building resilience against recurrent natural hazards and emergencies, and (b) promoting equity
through development of under-served areas. The desired result of the programme is a more
efficient and participative use of existing and new development resources including reduced
channelling of funds via humanitarian lines in support of regional development plans through:
•

Strengthening of capacities of the federal government bodies to support DRSs to build
stronger better resourced plans that are monitored, and adapted in a participative way.
Studies indicated that despite the fact that the four developing regional states have been
receiving sizable amount of resources within the block grant formula, capacities to utlilize
and generate additional resources are very limited. This suggests the need for reassessing the
decentralisation and economic governance aspect critically. Hence this programme is
strengthen capacities at various levels.
The reach and quality of social services in the DRS lag behind the rest of Ethiopia. The
nation is constitutionally obliged to make a special effort to close this gap and MoFA is
charged with coordinating these special efforts. For many years international support for
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improved social service improvement has relied heavily on humanitarian funding sources.
These are even more unreliable in terms of annual volumes than development funding
sources. Since delivery of improved social services have a great potential of reducing
tensions and outright conflicts the inter-ministerial board is determined to increase funding
for the social sector and via improved attention to governance processes that use the social
sector funding more efficiently especially for education, water, sanitation, social protection
and health services.

Strengthening capacity for integrated sustainable livelihood services: food security,
natural resources conservation and development, climate change adaptation, irrigation
infrastructure development, livestock resources development, agricultural research and
extension; community based pest management and cooperative development, development of
public private partnership, entrepreneurship and employment creation. In the pastoralist
areas, existing best practices will be replicated and improved upon. In nut shell, through
strengthening productive capacities the programme aims at enhancing resilience of
population in the DRS regions.
The programme enjoys technical support from seven UN agencies: UNDP, UNCDF, UNICEF,
WHO, FAO, WFP, UN-Women comprises three core components: 1. Building Capacity for
Quality Local Governance, 2. Improving Delivery of Basic Social Services and 3. Building
Capacity for Environmentally Sustainable Livelihoods. The programme is coordinated by the
Ministry of Federal Affairs at federal level, and, at regional level it is coordinated by the Bureaus
of Finance and Economic Development with a dedicated staff member assigned by the BoFED.
UN staff based in the regions provide day-to-day follow-up on output delivery and joint
monitoring.
Funding for the first six months of expenditure reported upon at this review has been provided by
seven UN agencies and DfID, the latter through the one UN fund for Ethiopia set-up to support
the three flagship joint programmes.
2. Summary of the Overall Results Achieved
2.1 Results achieved in the Governance Pillar
In the first year of the implementation of the DRS programme, wider and popular participation in
development has been strengthened through deepened decentralization. The autonomy of the
DRS has been strengthened in the development and implementation of their development plan.
The capacity of regional states to appropriate and spend revenue has been enhanced. Efforts are
also directed to reinforce the public financial management capacity, improvement of
employment policies including recruitment, development of performance management at
regional and local level. In terms of managing for results, institutional and technical capacity of
regional sector bureaus to effectively coordinate, monitor and report development initiatives and
manage scarce resources has shown significant progress. A strong M&E system has been
established within the UNDAF for the DRS JP. The JP in addition supported the enhancement of
the capacities of the federal government and regional states in quality service delivery by
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facilitating the development of a strategies such as Revenue Generation; Improving the Legal
and Regulatory Framework for Decentralization; Comprehensive & Integrated Information
Management System for Evidence-based Planning; and Human Resource Management and
Development.
Notable strides have been made to strengthen in local and regional planning process. The support
from the JP enhanced transformational leadership capacity and significant progress has been
made on evidence-based planning cognizant of the fact that this step in planning is imperative for
managing for results, monitoring, evaluating and communicating progress, as well as
strengthening national capacities and leveraging diverse resources and initiatives in support of
development results. The support helped the regional IPs to stocktaking of current planning
practices at regional, local and sectoral levels to assess the quality and identify the current use of
participatory planning processes, integration of critical cross-cutting issues including gender
sensitivity and the strategic focus of economic development planning.
The current regional planning process in general and micro-plans in particular benefited from the
integration of management information system to implement various cross-cutting plans and
projects such as Disaster Risk Management, Gender Mainstreaming and Conflict Prevention.
The process helped to critically check possibilities of incorporating these issues in the regions’
plans.
Manuals, tools/ guidance materials integrating environmental sensitivity and climate change
adaptation developed in line with national and regional policies to support the implementation of
various programmes at regions. This particular activity has been instrumental in introducing new
approaches and programme implementation strategies at the respective regions.
The programmer has enabled to:
 Revise strategic plans of DRS woredas
 ICBPP training was conducted for development workers of DRS Woredas.
 Prepare planning and M&E manual to strengthen M& E system. Training on
result based management concept, planning M&E, field data collection, analysis
and report writing skills was organized for sectoral bureaus & DRS woredas
planning officials & experts
 Prepare spatial & non spatial data collection tools
 Conduct socio-economic and demographic profiling assessment
 Strengthen the service delivery capacity of Regional Management Institutes (a
center for good governance training for regional and woreda administrations)
through procuring equipment and furniture
 DRS Woredas official got pastoral good governance experience after an
experience sharing and twining practices mission organized by the regional Civil
Service Bureau to Oromiya and SNNP regions.
 Translate BSC manual into local languages, localized, contextualized, published
and distributed to DRS and other woredas after series of trainings
 Set up mechanisms for complaint handling. Complaint handling and disciplinary
laws, procedures and guidelines have been distributed after trainings
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 Raise community awareness on the importance of revenue in regional
development in general and collection strategies and utilization regimes in
particular using mass media (TV, Radio, Billboards, etc.)
 Conduct preliminary assessment on illegal (informal) trade
 Train DRS Woredas administrators, information communication experts, kebele
elders, clan leaders and regional related sector representatives to strengthen peace
building and conflict resolution mechanisms, structures and system at Woreda and
regional level.
2.2. Results achieved in the Basic Social Services Pillar
The first year of the programme has focussed on strengthening the capacity of regional and
woreda partners for service delivery in selected DRS Woredas. It facilitated active community
involvement in first planning and then implementation of the development plans, through a
bottom-up Integrated Capacity-based Participatory Planning approach.
During the implementation of the Annual Work Plans (AWPs) woreda officials (with community
support) have been placed in the front seat in implementing the activities and managing the
funds, thus ensuring community ownership over programme activities and sustainability of the
programme. Such an approach, coupled with increased resource decentralization, further
enhanced capacity of woreda administrations to manage the development programmes.
Accountability has also been improved at all levels, as communities started to hold woreda and
regional bureaus (health, education, WASH) accountable for delivery of the activities, as
specified in the DRS JP AWPs.
Among other activities, the programme has:

Provided TOT for regional & woreda ICBPP (Integrated Capacity-based Participatory
Planning) facilitators on how to overcome the issue of staff rotation.

Trained health workers and extension health workers on cold chain management and
malaria case management. Health professionals were also trained on SAM case
management to enable them to identify malnourished children

Provided woredas’ education office experts with the project management and
coordination skills. Furthermore, it has trained school supervisors/directors on school
management principles such as General Education Quality Improvement Package and
School Improvement Programme. The programme has also provided teachers and
Alternative Basic Education facilitators on various skills on how to improve their
teaching experience.

Trained water & health experts were trained on water quality, hygiene promotion,
sanitation & sanitary inspection procedures in rural settings. WASHCOs members were
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also trained on water schemes management, community participation, roles and
responsibilities, as well as household level treatment techniques.
The programme also improved infrastructure necessary for successful service delivery in DRS
regions. The programme has facilitated installation and rehabilitation of the handpumps, shallow
wells and water schemes in selected DRS woredas. The programme has also disbursed various
supply items for schools, such as desks and solar lamps, while health post were supported with
EDK and cold chain refrigerators.
For a detailed list of results achieved within the BSS pillar, please see the annex (BSS).
2.3 Results achieved in the Livelihoods Pillar
The DRS JP has successfully funded and technically assisted the DRS pilot woredas in applying
a pro-poor gender sensitive value chain approach to the identification of relevant capital
investments at the local level.
Regional and local authorities have developed skills to take over the value chain facilitation and
value chain investment plans definition processes overtime.
With strong local government's leadership and community participation, including a wide range
of stakeholders from the public and private sectors, 22 value chain investment plans have been
defined (one per DRS pilot woreda) that are being integrated into the wider woreda development
plans and that will guide public investments in sustainable livelihoods and also UN agencies
contributions to local economic development. These 22 investment plans comprise a number of
activities and capital investments that the communities consider most relevant to bring
substantial positive changes in their livelihoods.
Linked to the different value chains on which the livelihoods of most households in the DRs
woredas rely, several initiatives within the programme have managed to:

Integrate the gender perspective and the vision of women's economic empowerment into
the value chain analysis and overall approach to promotion of sustainable livelihoods at
the local level.

Improve traditional farming systems through the provision of training on agricultural
extension packages, including on crop production, livestock production, natural resource
management and family agricultural planning.

Increase livestock productivity through reducing prevalence of diseases such as
trypanosomiasis (by controlling tse tse flies) and optimizing artificial insemination with
better equipment and appropriate training.
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
Strengthen agricultural productivity through the establishment of nursery sites for
multipurpose tree seedling (including materials, equipment, inputs and training).

Empower communities to manage risk reduction and climate change adaptation strategies
through the establishment of Community Disaster Risk Reduction Committees.

Create awareness on available renewable energies and develop community's skills to
make use of them.
For a detailed list of results achieved within the Livelihoods pillar, please see the annex (Livelihoods).
2.4. Total funds disbursed as of December 2012.
Agency
FAO
UNCDF
UNDP
UNICEF
WFP
WHO
Total
AWP Budget
Resource Gap
Commitment
USD
288,760
1,161,156
3,711,700
5,911,537
1,495,541
245,204
12,817,898
22,631,653
9,813,755
Disbursed
USD
660,115.88
1,353,148
1,944,143
Contributed in kind
41,329
4,553,003*
* The amount included USD 378,984 received from DFID trough One UN fund
3. Concrete results achieved with DFID grant received through One UN Fund
3.1 UNDP
The 2012 regional planning process in general and micro-plans in particular benefited from the
integration of Disaster Risk Management components and Conflict sensitive issues. The process
helped to critically check possibilities of potential risks from both disaster and conflict and well
incorporated in the regions’ plans.
In 2012, the UN One Fund with the support from DFID supported the development of manuals,
tools/ guidance materials integrating environmental sensitivity and climate change adaptation,
Disaster Risk Management and Conflict sensitive planning in coordination with relevant federal
bodies (MoFA, EPA).
Stocktaking of current planning practices at regional, local and sectoral levels to assess the
quality and identify the current use of participatory planning processes, integration of critical
cross-cutting issues including gender sensitivity and the strategic focus of economic
development planning is one significant result obtained through the assistance from DFID.
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Following firm directions from regional administrations and the political commitment, manuals,
tools/guidance materials on gender mainstreaming in various plans, programmes and reports of
sector bureaus in the DRS Region and Woredas have been supported. This has been an exercise
to ensure mainstreaming of gender issues at all levels and the participation of women in planning
and decision making, and reviewing development interventions.
3.2. UNICEF – Five DRS JP Programme Advisors
Instrumental for the successes of the DRS JP have been five Technical Advisors (TAs), hired by
UNOPS but financed by UNICEF through the DFID grant. One TA has been hired at the federal
level (Addis Ababa), while one TAs has been deployed to each of the four DRS. The value
added that the TAs brought to the DRS JP can be summarized within the three main function
areas:

Support to the development and adjustment of JP strategies, including:
o Thorough analysis and research of the political, social and economic situation in the
region and preparation of substantive inputs to programme review and evaluation.
o Support to BOFED and regional sector bureaus in identification of bottlenecks
within the programme pillars that would require the most attention
o Assessment of capacity needs of the regional/federal partners regarding the
implementation the JP and development of capacity enhancement strategies
o Advise in the reprogramming of activities and recommend budget revisions;

Support to the day-to-day management of the JP, including:
o Drafting of the regular aggregate reports (financial and physical) on programme
implementation
o Technical and logistical support to the JP Field Monitoring Missions
o Participation in various task-force groups (e.g. M&E) at both regional and federal
level
o Support in organizing JP Regional and National Annual Review Meetings

Support to coordination of the JP and building of partnerships between government
officials and UN agencies at both federal and regional
3.3 UNCDF –Value Chains
During 2012, UNCDF with the support received through the ONE UN Fund, has successfully
funded and technically assisted the DRS pilot woredas in applying a pro poor gender sensitive
value chain approach to the identification of relevant capital investments at the local level.
Activities have been implemented both at regional and woreda levels, led by the local
governments (BoFED´s, Bureaus of Agriculture, Women´s Affairs and other relevant offices),
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and technically supported by a team of six national value chain experts deployed to the four
regions.
Core teams have been established at regional and woreda levels. These core teams comprise
technical experts from all the relevant bureaus and offices that have responsibilities over
agricultural value chains in the woredas. Core teams meet regularly and are the drivers of the
value chain upgrading process, ensuring that it creates inclusive economic growth and promotes
women’s economic empowerment benefiting poor households.
Several sets of trainings on pro poor value chain development and gender sensitive value chains
have been delivered to a wide range of stakeholders;
Regional and local authorities have received comprehensive training to be able to take over the
process overtime and use this approach as a sustainable tool to improve the livelihoods of the
communities they work for.
Awareness has also been raised within the communities on the potential of the value chain
approach and the benefits of their strong involvement in the governance mechanisms of these
chains. Community participation has been ensured in every step, strengthening accountability
from the responsible bodies.
As a result of these activities a wide group of stakeholders at community level (including
farmers, cooperatives, traders, inputs providers, women’s groups) have gathered regularly to
select priority value chains that, with the appropriate investments, could bring tangible benefits
for the poorest households in their respective woredas. In a participatory process, one commodity
has been selected in each one of the 22 DRS pilot woredas.
Also with financial support received from the programme, data collection and analysis and
thorough mapping of the value chains has been undertaken in order to identify constraints and
opportunities in each case with particular focus on the opportunities for women’s economic
empowerment.
Making use of the expertise gained through the capacity building activities mentioned above, all
relevant stakeholders and concerned community members have jointly defined and agreed a
value chain investment plan for each woreda. These 22 investment plans comprise a number
of activities and capital investments that the communities consider most relevant to bring
substantial positive changes in their livelihoods.
UNCDF has already transferred to the regions a first set of funds to be invested as agreed in the
plans.
In summary
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Regional and local authorities have developed the skills to take over the value chain facilitation
and value chain investment plans definition processes overtime. With strong local government's
leadership and community participation, including a wide range of stakeholders from the public
and private sectors, a first set of value chain investment plans has been defined (one per woreda)
that are been integrated into the wider woreda development plans and that will guide public
investments in sustainable livelihoods and also other UN agencies contributions to local
development.
Considering these results, UNCDF is currently funding the activities reflected in the plans as
well as looking at the required policy support and technical assistance to strengthen local
governments in delivering appropriately and according to the community needs. This support
includes setting up a Local Development Fund to pilot a performance based grants system
allowing for 'on the job' training for local authorities on transparent public expenditure
management that promotes inclusive and sustainable local development.
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4. Financial Summary of the activities funded through DFID/One UN Fund
4.1 Financial summary of activities funded through DFID/One UN Fund and administrated by UNCDF
Activity
Amount
disbursed
Afar
1. Provision of technical assistance to guide and faciliate the value chain
development process and create de capacity in the relevant woreda and regional
offices to take over the process in the medium term. Team of five national value
chain experts deployed to the regional Bureaus of Finance and Economic
Development.
37.210
7.442
2. Conduct training on value chain concept and principles for regional and woreda
officials (held at regional level)
11.000
5.000
3. Awareness raising workshop for woreda and kebele level participants on value
chain approach and gender sensitive value chain development.
8.000
4.000
4. Establish regional core group to provide support to value chain development in
the respective woredas (regular meetings of core groups)
5.500
1.500
5. Establish woreda core groups to steer value chain selection process, mapping, data
collection and value chain investment plan definition.
35.000
10.500
6. Development of guidelines for value chain development tailored to the woreda
context.
7. Training on value chain mapping and analysis with focus on gender sensitive value
chains for woreda officials.
8. Training on participatory market analysis for woreda core groups.
9. Support to data collection & analysis of local economy and market opportunities.
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Benishangul Gambella
7.442
7.442
Somali
14.884
6.000
1.000
2.000
3.500
500
8.500
7.500
8.500
4.000
1.000
3.000
12.800
5.000
2.800
4.000
3.000
1.000
3.000
2.500
15.000
4.000
1.000
5.000
5.500
10. Awareness raising on pro poor value chain development for local economic
stakeholders (communities)
3.500
11. Workshop with local economic stakeholders and community members to select
value chain (commodity) with potential for creating inclusive growth in the woreda.
16.200
4.200
2.700
12. Community dialogue and workshops to develop value chain investment plans.
19.400
4.000
5.700
171,710
40,642
37,342
Total Amount Disbursed
Recovery Cost (7% of the total amount received)
1.500
2.000
3.000
6.300
9.700
33,242
60,384
12,923
Total Amount Utilized
184,633
Total Amount Received from One UN Fund
184,633
4.2 Financial summary of activities funded through DFID/One UN Fund and administrated by UNICEF
Activity
Cash Transfer to UNOPS for 5 TAs salaries
Programme Specialist’s travel to assist TAs in JP implementation (one-time expense)
Total Amount Disbursed
Recovery cost (7% of total amount received )
Amount Disbursed (USD)
44,800
144
44,944
3177.65
Total Amount Utilized
48,122
Programmable Balance
466.34
Total Amount Received from One UN Fund
48.588
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4.3 Financial summary of activities funded through DFID/One UN Fund and administrated by UNDP
Activities
Development of manuals, tools/ guidance materials integrating environmental sensitivity and climate change
adaptation, Disaster Risk Management and Conflict sensitive planning in coordination with relevant federal
bodies-(MoFA, EPA)
Development of manuals, tools/guidance materials for gender mainstreaming and gender responsive budgeting
and contextualization to the DRS Region and Woredas and by Sector
Stocktaking of current planning practices at
regional, local and sectoral levels to assess the quality and identify the current use of participatory planning
processes, integration of critical cross-cutting issues including gender sensitivity and the strategic focus of
economic development planning
Recovery cost (7% of total amount received )
Total
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Amount Disbursed (USD)
27,900
37,200
74,400
10,500
150,000
Annex: The detailed list of the results achieved in the DRS JP, per pillar
BASIC SOCIAL SERVICES PILLAR
JP Outputs
Region
(Give corresponding
indicators and baselines)
Output 6: Improved access Afar
to quality education
provided to boys and girls
at pre-primary, primary and
post primary levels.
Benishangul
Gumuz
Indicators:
 Annual increase in primary
Gross Enrolment rate
(GER)
Target: Primary GER
increases by at least 5%
annually
Baseline: NA
 Annual rate of increase in Gambella
NIR in percentage points
as against the baseline of
each target woreda
Target: 7% annually
Baseline: NA
 Gender parity index (GPI)
at pre-primary, primary and Somali
lower secondary
Target: GPI of 1 at all levels
Baseline: 1, 0.93 and 0.74
respectively
 Dropout rate for primary
Target: Decrease by at least
50%
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Key Results/Activities Achieved (the list is not exhaustive)














3 class rooms of Megale Elekalu school have been constructed/rehabilitated, benefiting 145 students (75 female(F), 70 male(M)); 4
classrooms of Ewkat chora primary school rehabilitated, benefiting 370 (50% F) students, as well as 4 classroms in Kori-Guyah Primary school,
benefiting 320 students (45% F)
A total 4359 (50%) students across the DRS woredas have benefited from the school feeding programme
A total of 271 education personnel (48 F, 223 M) drawn from woreda education experts, cluster supervisors, school directors and teachers in
DRS woredas trained on participatory planning, management, monitoring and evaluation
Awareness creation workshop on the importance of girls’ education conducted for 205 participants (27% F) to increase girls’ enrolment in
primary education and improve retention rates
A total of 162 (18F, 144M) teachers in Mao-komo and Yaso woredas trained on active learning and continuous assessment, School
Improvement Program (SIP) and Continuous Professional Development (CPD)
A total 17 girls’ youth clubs were trained on peer education & school CC to promote girls’ educations, hygiene promotion & HIV prevention
12,272 solar lamps provided to school children in the three DRS Woredas where no electricity is available
Two-day capacity building training conducted for 102 woreda staff and school leaderships on result based education management
,planning, supervision and evaluation
A total of 117 persons ( 35 PTA,45 KETB , 22 gender unit teachers and 15 woreda education experts ) trained on community dialogue on girls
education, which resulted in increase in girls enrolment rates
27 principals, 25 department heads and 8 supervisors trained on how to contribute to the development of kebele based strategic plans, having
community needs and gender specific issues in mind
31 PTA, 40 KETB and 25 woreda technical experts trained on education quality training
453 (20% F) primary and ABE schools supervisors and directors, CMC , PTA and experts in all DRS woredas have received on-job training on
quality teaching-learning procedures, school improvement and management principles
The expansion of 5 classrooms at 5 ABE schools(4 schools in Gode woreda and 1 in Erer woreda) made from local materials have enabled
about 300 student(50% girls) to get access to basic education; in similar fashion, the rehabilitation of one ABE school in Jigjiga woreda
improved studying experience for 500 students(50% girls)
A total of 16,357 students (46% girls ) have benefitted from the school feeding programme
BASIC SOCIAL SERVICES PILLAR
JP Outputs
(Give corresponding indicators and
baselines)
Region
Output 7: Improved access to and use Afar
of quality health and Nutrition services
Health Indicator:
 Proportion of children, youth and mothers in the
developing regional states that have access and
utilization of quality, gender sensitive and
Benishangul
equitable promotive, preventive and basic
Gumuz
curative health services.
Targets:
 80% children 12-23 months of age receive
measles immunization
 60% pregnant women receive at least one ANC
visit, and 10% women deliver at health facilities
 CFR remains under 1% for Cholera and Measles
 80% of women and children have access to basic
maternal, newborn, child health services
integrated with HIV
 Health emergencies responded within 72 hours Gambella
and integrated with long term development
Nutrition Indicators
 Percentage of children under the 2 years old in
CBN supported woredas using CBN core
package.
Target: 80% Baseline: 42%
 Percentage of severely malnourished children
under five years old admitted and treated in Outpatient Therapeutic Programme at health post
level.
Somali
Baseline: Target: 80%
 Percentage of children under five years old
receiving twice-yearly doses of Vitamin A.
Baseline: 84% Target: 90%
 Percentage of CBN supported woredas having
NNS programme components integrated into
their planning, work plans and budget.
Baseline: 0% Target: 50%
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Key Results/Activities Achieved (the list is not exhaustive)



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50 Health Workers (HW) ,78 Health Extension Workers (HEW) and 11 other professionals trained on SAM case management to
enable them to identify malnourished children
22 HEW, 54 HEW and 5 woreda leaders trained on infant and young child feeding IYCF
TFP supplies has been transported from region to woreda and health posts and provided to malnourished children in Megale and
Amibara woredas
Awareness creation trainings on immunization program provided to 5457 participants from different kebeles in yaso, maokomo
and Assosa woredas
Sensitization workshop on National Nutrition program (NNP) and basic concepts of nutrition and malnutrition conducted for 137
participants from different woreda sector offices
Training on severe malaria case management delivered for 20 HWs & 57 HEWs in Maokomo woreda
Four-day TOT on IYCF provided to 10 health professionals in Yaso, Arso and Maokomo woredas. The training was then
cascaded in the DRS kebelles in these woredas
Training on micronutrient (Iodine deficiency disorder) provided for 9 HWs and 20 HEWs from 8 DRS kebeles in Maokomo
21 participants (F 7, M 14; 5 from HC, 9 from HP and 7 HEW supervisors and officers) in Yaso woreda trained on SAM
management
102 health workers from DRS woredas trained on SAM (80 HEWs and 22 HWs )
Total 130 Participants (36 kebele chair persons , 14 religion leaders,50 kebele leaders,10HWs,5 teachers and 15 DAs ) from five
DRS woredas trained on CLTSH
30 teachers and school principals as well as 60 youths trained on SCLTS and provided with different sanitation materials
10 participants attended TOT training on IYCF, and 10 HWs, 20 HEWs and 50 VCHWs trained specifically on the IYCF counseling
71 Health staff (45 HEW and 26 HW ) trained on vaccine and cold chain management
85 participants (woreda heads and woreda technical committee members; 81 male, and 4 female) attended a training on
PIM/HACT and FACE.
120 experts from all the five DRS woreda line offices trained on result based management
The knowledge and skills of 474 HEWs and 266 Hws (31% women) from DRS woredas enhanced and upgraded after series of
training programmes on cold chain management, malaria case management, BoEmoC, iCCM HMIS and IRT
Supportive supervision and programme review meetings on health issues have been conducted at 163 health facilities in DRS
woredas in which 252 health workers (30% women) were updated, trained and coached on how to improve accuracy and validity
of health information and documentation system
Sensitization workshops and programme review meetings on health issues, targeting both health workers and community
members, have been conducted in DRS woredas by the woreda health offices
The service delivery capacity of 78 health facilities in all DRS woreda have been enhanced after 64 cold chain refrigerators were
maintained and about 2,410 liters of kerosene as well as spare parts have been supplied to operate the cold chains
BASIC SOCIAL SERVICES PILLAR
JP Outputs
Region
(Give corresponding indicators and
baselines)
Output 8: Improved access to and use Afar
of safe drinking water supply & hygiene
and sanitation facilities.
Indicators
Benishangul
 Increased in number of users of
Gumuz
protected water supplies
Target: 380,000
 No of Woredas with integrated WASH
Plan informed by WASH Inventory
Target: 16
 Increase in number of households
constructing and using home-built toilets
Target: 96,000
Gambella
Key Results/Activities Achieved (the list is not exhaustive)
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Somali
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18 | P a g e
A site study done, a shallow well drilled and a hand pump fixed and fenced at Aradu kebele, enabling around 1,000 residents of
the kebelle to benefit from the safe and accessible water point.
The Faro kebelle water supply scheme maintained, switchboard procured and fenced.
Site study done to establish deep well at Guyah kebele. One deep well was drilled up to 300 m, however, it later dried out
105 (72F) HEWs, HWs and water experts from Assosa, Mao Komo and Yaso woredas were trained on water quality, storage,
hygiene promotion, sanitation & sanitary inspection forms. Furthermore, CLTSH training provided for 53 health participants (HWs,
HEWs and supervisors)
Training provided for 550 WASHCO members (157F and 40 in Assosa, 363 in Maokomo and 147 in Yaso) on water scheme
management, and improved hygiene and sanitation.
Experience sharing on water scheme management organized for 36 WWT & WASHCOs (33M, 3F) between Maokomo and
Bambasi woredas
20 participants from regional level (WASH experts, regional WWCE, and NGOs) and 38 participants from zonal & wereda level
attended the TOT on WASH MIS & strengthening WASH planning & M&E
A three-day training provided to 196 WASHCO members on WASH facility management and on emergency preparedness
The establishment and strengthening of 76 WASH CO across the DRS woredas has been carried out to strengthen WASHCOs’
capacity for the daily management of their respective water schemes
The disinfection of 112 water points were carried out in the emergency affected DRS woreda kebeles
Nine new water schemes constructed benefiting 2250 inhabitants ;seven springs developed benefited 2100 people in menegesh
woreda
Rehabilitation for 53 non-functional water schemes carried out, benefiting 10,500 people
Inclusive CLTS awareness raising campaigns were conducted in 50 kebeles of DRS woredas and participated by about
1,460 target community representatives (82% of which women)
13 Primary schools (4,550 students, 48%F) got access to portable water service via water harvesting Birkas or direct installation
of nearby water system
10 primary schools ( 3,500 students, 48%) got sanitations services after two blocks of latrines(4 rooms each block) separate for
boys and girls have been constructed for each school
Over 11,000 community members of Billa kebele in Erer woreda got access to portable water service after post drilling
construction and water supply installation scheme has been finalized
Over 2,5000 HHs in Jijiga, Tulli, Ararso, Degahbur, Birkod, Gode Beercano woredas re-accssed portable water service after
rehabilitation of 25 water schemes
Livelihoods Pillar
JP Outputs
(Give corresponding indicators and baselines)
Regions
Key Results/Activities Achieved (the list is not exhaustive)
Output 11: Key economic sectors strengthened through
coordinated development of priority value chains and capacity
building of key stakeholders and institutions.
The
grounding
activities for
value chain
development
that lead to
output 11
have
followed a
consistent
approach
throughout
the four DRS
regions.
∙ Value chain core groups have been established at woreda and regional levels, including
Indicators:
11.1 Number of DRS woredas with clear value chain investment plans
approved and defined in a participative manner.
Target: 22
Baseline: 0
11.2 Number of woredas that include the value chain investment plans in their
own development strategies (woreda development plan).
11.3 % of producers engaged in value chain promotion through its governance
mechanisms (steering group, multistakeholder platform ) (gender
dissagregated)
11.4 Increased number of active cooperative & associations participating in
the value chain (gender dissagregated)
11.5 % increase in household income/ business/coop revenue of VC
participants
11.6 % of new jobs/ IGAs created in the value chain and related activities
11.7 Number of formal/informal partnerships created between economic
stakeholders to support increased economic activity
representatives from all concerned offices and in charge of leading the value chain upgrading
process (a core team has 7 members in Afar, 6 in Benishangul, 15 in Gambela and 9 in Somali).
∙ Multistakeholder platforms (MSP's) have been established at regional and woreda level to ensure
community participation and key economic stakeholders' involvement in the value chain upgrading
process.
∙ Each DRS woreda celebrated awareness raising workshops on value chain concept, its
implementation and how to define and upgrading strategy. Kebele officials, experts, farmers and
other stakeholders were involved in the trainings and selected the most appropriate commodity in
their woreda to promote inclusive growth.
• Each DRs woreda carried out data collection and analysis on local economy and market
opportunities for the selected commodity . Participatory gender sensitive value chain mapping &
Regionspecific
activities are
described
below:
market survey have been undertaken Based on this, relevant stakeholders analyzed constraints
and opportunities, preparing the ground work for their value chain investment plan.
• Each DRS woreda technical core team and MSP have undertaken the necessary dialogue at local
level to define and prioritize the activities that conform their value chain investment plan, which has
been submitted to BoFED and UNCDF. (In the case of Benishangul-Gumuz Region these plans are
still at draft stage) (19 woreda plans already submitted, 3 about to be)
A Value Chain Investment fund has been set up in each of the to support the first set of prioritized
activities within the value chain investment plans.
19 | P a g e
Afar
• 108 participants (52M/56F) engaged in the multistakeholder platform at regional level.
• Training of trainers on gender sensitive value chain development for 28 experts of the 4 DRS
woredas and Awareness raising workshop for 136 participants from selected kebeles (experts,
community representatives, officials)
• 123 participants (85M/35F) engaged in the dialogue, drafting and approving of the value chain
investment plans.
BenishangulGumuz
• Awareness raising workshop for 180 participants (33 F) from kebele level (experts, community
representatives, officials); training on guidelines for value chain development for 24 experts and 90
Continued from the previous page (output 11)
development agents.
• Training on gender sensitive value chain mapping and analysis for 24 participants from the 3 DRS
woredas; training on participatory market analysis for 24 participants (members of the 3 DRS
woredas steering committees)
Gambella
• Awareness raising workshop for 159 participants: kebele level experts, community
representatives, officials.
• Training on participatory market analysis for 80 participants (members of the 5 DRS woredas
steering committees)
• Workshop on value chain selection, mapping and analysis for 200 participant (75 woreda experts,
70 DA's and 55 community representatives)
• Workshop for value chain investment plan preparation with participation of 145 local economic
stakeholders in the 5 DRS woredas.
Somali
• Two sets of trainings on genders sensitive value chain, market analysis and value chain mapping
were organized for 78 participants (50% female)
20 | P a g e
Livelihoods Pillar
JP Outputs
(Give corresponding indicators and baselines)
Regions
Output 12: Improvements made to productive infrastructure and
agricultural extension services to support increased agricultural
productivity in key sectors & value chains.
Benishang
ul -Gumuz
Key Results/Activities Achieved (the list is not exhaustive)
Theoretical & practical training was delivered for 1972 (1292 M & 680 F) farmers in two d/t sites
on Minimum extension package (Crop Production, livestock production, Natural Resource
Management & family agricultural Planning) for 6 days; Training was also delivered for 61 (10 F &
Indicators:

No of Farmers/cooperatives that increase production, productivity and
income through improved irrigation system Target:- 2000 farmers and 5
irrigation cooperatives .

Number of farmers accessed to Animal Health post.

Knowledge transfer for farmers through different technical trainings.

No of farmers/cooperatives that increase production, productivity and
income through improved irrigation system.

Number of farmers accessed to Animal Health post.

Knowledge transfer for farmers through different technical trainings.

# of farmers & extension workers taken extension package training.

Tsetse fly infection of animal by trypanosomiasis reduced %

Number of farmers engaged in irrigation crop production
51M) development agents for 4 days.
11 community soil & water conservation group were formed.

Procure and supply tse tse fly traps (90 %)
1000 traps &targets were procured with its full components.
Awareness creation training was given for 22 animal health workers and 693 (614M & 79F)
farmers.
· Recently the 40 % of the trap installed at eight kebeles. The remaining installation will on
progress by involving the beneficiary community
Somali
• Livestock technology for increased productivity has been introduced and tested in Gode and
Jigjiga woredas, with different types of artificial insemination tools (Liquid nitrogen containers,
gloves, Insemination guns, sheaths, leather bags thermometer, flasks, etc) procured by the
woreda Agriculture offices.; Experts and beneficiaries have received demonstrative training.
·400m long micro scale irrigation scheme established in West Imey Woreda to irrigate about
250 hectares of farm land resulting on enhanced the resiliency of about 250 poor households.
Output 13: Market development and improved market linkages
supported.
Indicators:
13.1 % increased in the number of actors working in a coordinated market
linked system (binding contracts with the next step in the chain)
13.2 % of value chain engaged producers (male/female) accessing new
markets or market outlets.
13.3 % of produce marketed within selected value chain.
13.4 % of value chain producers, processors and traders (M/f) with regular
access to market information on price and quality.
13.4 % of product marketed that meets required quality standards
21 | P a g e
Afar
•
Established marketing cooperatives linked to prioritized value chains development process;
- 2 marketing cooperatives established in Asayta woreda (1M/15F and 0M/30F members)
- 1 marketing cooperative established in Megalle woreda (9M/3F members)
- 3 marketing cooperatives established in Amibara woreda (30M/10F, 15M/20F and 27M/17F )
- 2 marketing cooperatives established in Kori woreda (5M/11F, 12M/4F members)
Livelihoods Pillar
JP Outputs
(Give corresponding indicators and baselines)
Regions
Output 15: Targeted support provided for women’s economic
empowerment and value chain participation.
Afar
Indicators:
15.1 Number of woreda development plans that include budgeted investments
for women's economic empowerment within selected value chains.
15.2 Number of women’s cooperatives/groups/associations participating in
value chain development.
15.3 % increase in the number of women benefiting from new IGAs in the DRS
pilot woredas.
15.4 Number of women’s cooperatives/groups/associations benefitting from
capacity building strategies within the value chain.
Benishangul
Key Results/Activities Achieved (the list is not exhaustive)
Specialized technical assistance has been provided to mainstream gender in the value chain
upgrading strategy and governance mechanisms., ensuring that both the vision and the actual
value chain investment plans include elements to promote women's economic empowerment and
increased women's participation in livelihoods related decision making.
Gambella
Gender sensitive value chain training of trainers has been provided to regional and woreda
Somali
officials to build the capacity of the public institutions to promote women's economic
empowerment through value chain upgrading in the DRS woredas.
Output 16: Environmentally sustainable livelihood activities promoted
Provide training in community risk reduction and climate adaptation
Benishangul
16.1 % of new economic activities using renewable (as opposed to non
renewable) energies.


16.2 Levels of awareness of environmentally sustainable IGAs increased.
16.3 Number of trainees that are engaged in aforestation methods
16.4 number of nursery sites established in use.
number of tree seedlings produced by nurseries and % age planted
Gambella
3 sets of training documents were produced; 'Climate change impact & control measures', '
Fire protection & control strategy' and 'Fire protection & technical measures' manuals.
Training delivered for 188 participants (community representatives Male 122 / Female 3, and
Agricultural agents Male 56 /Female 7).
Support in production of multipurpose tree seedling
Mengesh woreda Established 3 nursery sites for the production of multipurpose trees seedling;
procured & distributed necessary fencing material for the 3 sites and fencing the sites are
completed; 66,000 coffee seedling are prepared in 3 sites
Gog woreda: 15000 tree seedlings are planted i Njinjor,Awokoy and Puchala kebeles
Jekawo woreda: One Nursing site established in Kauchtiang kebele and equipped with
necessary materials such as cement, fence ring, morale, iron sheet, wood ...
Itang woreda: Two nursery sites Established ( Bazil and Ebago ). Fence, store and guard house
is under construction; procured necessary fencing material
22 | P a g e
Governance Pillar
JP Outputs
Region
(Give corresponding indicators and baselines)
Output 1: Legal and regulatory frameworks for deepening decentralization Afar
strengthened
Indicators
 Presence of clear and functional regulatory frameworks defining functional
assignments of local government
 Implementation rules are defined and put into application
 Increased awareness of functional assignment amongst government staff /
communities
Target: All DRS regions and pilot woredas
Baselines?
Key Results/Activities Achieved (The list not exhaustive)


Benishangul
Gumuz
Gambella
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Somali
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23 | P a g e
Financial and finance related manuals and regulations developed and translated to local
language (Afaraf) that will strength and facilitate the functional assignment of the regional
,woreda and kebele administrative structure for a better implementation and follow up of
developmental activities and creating capacity for woreda decentralization.
Training was given to kebele leaders, Woreda cabinet members, kebele experts, Woreda
experts, kebele elders and Woreda youth representatives on the pastoral good governance
package, and the role and functional assignment and decentralization structures. Participants
have received refreshment and awareness of the good governance package, exercise each
component in the package for further implantation of the package
Three years strategic plan of 29 kebeles of DRS woredas revised
11 manuals of ICBPP edited and submitted to UNICEF for Publication
ICBPP training was conducted for 27 development workers of DRS woredas.
Woreda and Kebele Council Members participated in the training and become aware of the
roles and responsibilities of Woreda and kebele level councils. Members of councils
especially kebele level officials have become aware of the principle of bottom-up planning
approach and that every planning should start from the bottom the structure and should
involve communities at grass root level.
DRS technical team for the better implementation and follow up of activities implemented
during the quarters. Due to this, communication between IPS improved, Challenges
identified and measures have been taken to improve the implementation process of the
program
DRS woreda have developed 3 years Strategic Plan under the auspices of Somali BOFED
and Sector regional Bureaus
Socio-economic and demographic profiling assessment has been conducted in six DRS
(Jigjiga,Tulli,Erer, Dhegahbur, Ararso and Birkod) woredas that assessment enhanced the
availability and access of developmental and demographic data of these woredas which in
turn enhances the development planning process of these woredas because planning without
reliable data has long been the major challenge of Somali the region in general and DRS
woredas in the particular
The service delivery capacity of the regional management Institute (a center for good
governance training for regional and woreda administrations) has been assessed and based
on gaps identified improved after procuring equipments and furniture( Desktop and laptop
computers, LCD projectors, syndicate and executive tables, chairs, and printers) to furnish
its conference halls and syndicate training rooms .
Output 2: Capacity for gender Responsive Participatory Planning and Afar
budgeting that integrates environmental sustainability and climate change
adaptation strengthened
Indicators
 Presence of woreda level strategic and operational plans that integrate
gender, environmental sustainability and climate change adaptation
 Integrated capacity building strategies for public service delivery in key
sectors are established as part of the development planning process
 Levels of stakeholder & community participation in development planning
increased
 % of sector bureaus who apply gender mainstreaming principles in their
planning and service delivery
Benishangul
 % of sector / woreda budgets that are analyzed (stage 1)/ developed (stage 2) Gumuz
using GRB principles
Target: DRS regions and pilot
woredas
Gambella
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Baselines?
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Somali
24 | P a g e

With collaboration of the regional administration and bureau of security the training was
given to DRS Woredas administrators, head of security personnel, information
communication experts, kebele elders, clan leaders and regional related sector representatives
for the strengthen the peace building and conflict resolution mechanisms, structures and
system at Woreda and regional level. With this, participants were able to identify what are
the main cause of conflict and resolution that can lead the region to peace and stability for a
sustainable life of the society
DRS Woreda and regional DRS technical and focal persons have participated in the
integrated cross cutting issues (gender mainstreaming, environmental protection, resource
management and risk mitigation and adaptation ) in planning, monitoring and evaluation
processes that enable them to how they mainstream the gender dimension to their planning
and monitoring of the development activities in their respective Woreda and kebele.
One planning directive prepared and Introduced to 66 participants regional officials &
experts
Training on result based management concept, Planning M&E, field data collection, analysis
and report writing skills for 55 sect-oral bureaus & 3DRS woredas planning officials &
experts issued.
Program management meeting with DRS technical and steering committees from line
bureaus was held six times, as a result the program coordination and implementation
enhanced.
Twice a quarterly basis and one annual review meeting was held with a total 100 participant
(92 male 8 female) from all the DRS Woredas and all the three Zones of Gambella has
already taken place as a result of this review meeting bottleneck and best practice have
identified so as to accelerate the implementation of the program.
On spot field monitoring was made four times jointly with the regional line bureaus
(BoFED, RHB, ARDB, RWEMD, REB) to observe the implementation status of DRS
program and to support woredas in program delivery.
A team comprises of different line government bureaus went jointly with WoFEDs had
supported all the five woredas on micro plan preparation and program management and
financial management. As a result program delivery acceleration enhanced.
Integrated Community-Based Participatory Planning(ICBPP) manual and 12 field guide
tools have been translated into Somali language, localized and contextualized and currently
awaiting publishing to be distributed to DRS woredas as an approach of planning in the
future after retraining them . Moreover,70 officers from DRS woredas and SBs got
knowledge haven trained on basics, principles and process of ICBPP.
Output 3: Information management system strengthened to support
planning and public expenditure management (PEM)
Afar
Indicators:
 Presence of functional socioeconomic data collection and analysis system at
the regional and woreda levels
 % of regional and woreda plans and related reporting that use IMS data
 % of information in IMS system disaggregated by gender
Benishangul
 % of local government units (W/ /R) will full access to functional integrated
Gumuz
IMS.
Gambella
 % of sectoral/ woreda plans that demonstrate use of IMS in their planning and
reporting
Target: All DRS regions and target woredas
Somali







Output 4: Capacity for service delivery enhanced through improved
efficiency and effectiveness of human resources
Indicators:
 Increase in percentage of professional posts filled at regional and woreda
level (target 20%)
 % of government positions in key sectors with clear job descriptions defining
required capacity
25 | P a g e
Afar

Benishangul
Gumuz

PIM training has been given to DRS woreda and Regional ICBPP Members for about Five
days in collaboration with UNDP and UNICEF. In the training 50 Experts have been
participated and have gained fundamental skill and knowledge on how to prepare Face
format, financial Management and Physical report. Besides, DRS Woredas have been able to
request and report based on the formats.
Various Joint monitoring field visit and supportive supervision to Project woredas, kebele of
the 4 DRS Woredas have conducted by each steering committee and the Woreda
one planning ,M&E manual prepared
one spatial & non spatial data collection tool prepared
Information management system strengthen need to support planning and public expenditure
management (PEM) . This study has been forwarded to regional steering committees and in
consultation with the regional cabinet all the major studies has been delegated MoFA. The
bidding process has already completed
DRS Woredas official got pastoral good governance experience after an experience sharing
and twining practices mission organized by the regional Civil Service Bureau to Oromia
and SNNP regions’ pastoral woredas that have been participated by 52 DRS woreda
officials(woreda chairpersons, woreda speakers, capacity building office heads, Women
Affairs Office, etc) from 10 DRS woredas
8 good governance regulations and directives and the BSC manual have been translated into
Somali language, localized, contextualized, published and distributed to DRS and other
woredas after training them . Moreover, 4,200 copies of 21 manuals of good governance
package have been republished and distributed to DRS and other woredas to enhance the
implementation status of good governance at woreda and kebele levels.
107/75M, 32F/ participants from health extension, agricultural extension worker, education
supervisors, kebele administrative and representative from Woreda sector offices attend the
training on transformative leadership and on civil service ethics and code of conduct with
joint collaboration of the regional bureau of capacity building and civil service. Besides, the
participants have acquired necessary skills and knowledge on civil service ethics and code of
conducts.
Need assessment conducted and as a result 20 training courses & schedules identified &
distributed to customers
 % of staff in key sectors meeting full capacity requirements
 % of government staff with clear performance criteria and regular
performance assessments
 % of key service delivery sector bureaus implementing capacity building
strategies linked to the delivery of woreda development plans
Target:
baselines
Gambella



Somali


Output 5: Capacity to mobilize and utilize regional revenues to support
development improved
Indicators:
 Revenue collected at woreda / regional level
 % of activities in local development plans funded by local government
through own revenues
Target:
baselines
26 | P a g e
Somali
Comprehensive assessment of legal policy framework for deepening decentralization in
DRS woreda
Assessment of regional planning practices to further strengthen participatory planning,
Capacity for service delivery enhanced through improved efficiency and effectiveness of
human resource. A team comprises of different line government bureaus went jointly and
support all the five woredas on micro plan preparation and program management and
financial management. As a result program delivery acceleration enhanced.
The Regional CSB has adopted BSC as an approach to performance appraisal in the
region’s civil service after thoroughly reviewing existing performance appraisal system.
Hence, the CSB has established and trained officers from regional sector bureau as regional
BSC core team to coordinate the adoption and implementation of BSC.
Complain handling and disciplinary committees (Civil Service tribunal) have been organized,
trained and established for DRS and others woredas and regional sector bureaus. Complain
handling and disciplinary laws, procedures and guidelines have been distributed to the
participants after training them
 Tax Governance- Comprehensive awareness programs on the importance of revenue in the
regional development in general and collection strategies and utilization regimes in
particular using mass media (TV, Radio, Billboards, etc) in theatrical (play form) and
demonstrative (Panel) manner conducted by RRA
 Preliminary assessment on illegal (informal) trade has been conducted by regional Trade
and Transport Bureau at Tulli-guled, Dhegahbur, Erer and Birkod woredas with the aim
to investigate the corridors, roots and reasons of illegal (informal) trade at border areas of
the region. 300 border trading licenses have been provided border traders as preliminary
response to preliminary results