UNITED NATIONS
Republic of Ghana
Revised and FINAL
Proposal
for the United Nations Trust Fund for Human Security (UNTFHS)
By: UN Country Team in Ghana
UNDP/UNICEF/W FP/FAO/UNIDO/UNU
Date of Submission
7 March, 2008 (Revised 20 March 2009)
Benefiting Country
Republic of Ghana
Location
Northern Ghana (Bawku Municipality in Upper East Region; Wa
Municipality in Upper West Region; and Yendi District and Tamale
Metropolitan in Northern Region)
Title of Programme
Enhancing Human Security through Developing Local Capacity for
Holistic Community-Based Conflict Prevention in Northern Ghana
Duration of Programme
3 years
UN Administrative Agent
UNDP
UN Executing Partner Agencies
UNDP, UNICEF, WFP, FAO, UNIDO, UNU
Non-UN Executing Partners
Government of the Republic of Ghana, Civil Society Organizations
(CSOs) and Community-Based Organizations (CBOs)
Total Budget
US$ 2,969,575.28
1
Executive Summary
Ghana, seen as an oasis of stability in a volatile West African sub-region, does nonetheless
face a number of human security challenges which need to be addressed before they
undermine the peace and security of the country as well as the human development gains.
Conflicts in the northern regions of Ghana have become seemingly never-ending with over 23
conflicts occurring in the past two decades to date. While there are many causes, chieftaincy
is the most common feature of the conflicts in the area.
The conflicts have resulted in a substantial loss of human capital, property and development
opportunities. The critical issue of concern is that this protracted conflict has seemingly left out
Northern Ghana from a buoyant developing economy in the southern part of Ghana which is
less affected by the complexities of conflicts in the North.
This Human Security Programme seeks to empower local institutions, communities and
individuals to manage and prevent conflict in Northern Ghana as a means to ensuring
sustainable human security in the area. The Programme will support specifically a five-prong
intervention with interrelated components as follows: I) Capacity development of local
institutions and civil society for good decentralized governance and conflict prevention; II)
Enhancement of mechanisms for conflict prevention and peace consolidation in Northern
Ghana; III) Support to increase production, productivity and income generating capacity
through micro, small and medium enterprises; IV) Improvement of agricultural productivity and
nutritional status for enhanced food security; and V) Promoting the mainstreaming and
advocating of the Human Security Concept in the Ghanaian development context.
These interventions have been adopted to reflect the major occupation of the population and
socio-cultural mechanisms in the area, being mindful of the fact that the poor economic
situation which breeds poverty itself remains a threat to human security.
2
Table of Content
List of Acronyms
4
Map of Ghana with Indication of Programme Sites
5
1. Introduction: Situation in Northern Ghana
6
2. Rationale for Funding from the UNTFHS
9
3. Context
3.1. Past and Existing Efforts and Gaps
3.2. Programme Identification and Formulation
3.3. Intended Beneficiaries
10
10
11
4. Programme Overview: Goal, Objectives and Outputs
13
5. Programme Management, Implementation and Partnership Strategy
16
6. Sustainability
18
7. Monitoring and Evaluation Plan
19
8. Administration and Financial Management
19
Appendixes
Appendix 1: Results and Resources Framework
Appendix 2: Budget Summary
Appendix 3: Budget Breakdown
Appendix 4: Performance Indicators
Appendix 5: Terms of Reference for Human Security Programme
Appendix 6: Model of Conflict Prevention and Peace Consolidation
Appendix 7: List of Conflicts in Northern Ghana
Appendix 8: Newspaper Headlines and Articles
Appendix 9: Findings and Recommendations from Initial Consultations with Local Stakeholders
(August 21 – 30, 2007)
3
List of Acronyms
ADR
ARI
ASSI
CBO
CECOTAPS
CIDA
CRI
CRS
CSO
DANIDA
DCD
DISEC
DPCU
FAO
GES
GHANEP
GHS
GNA
GNACSA
GPRS II
GPS
HACT
HPI
IDA
IFAD
JICA
MDAs
MDGs
MINT
MLGRDE
MOFA
MOFEP
MOWAC
MPCU
MUSEC
NADMO
NBSSI
NCCE
NDPC
NYC
NYEP
RPCU
SARI
UDS
UNDP
UNICEF
UNIDO
UNU
WANEP
WFP
Alternative Dispute Resolution
Animal Research Institute
Association of Small Scale Industries
Community Based Organization
Centre for Conflict Transformation and Peace Studies
Canadian International Development Agency
Crops Research Institute
Catholic Relief Organization
Civil Society Organization
Danish International Development Agency
Department of Community Development
District Security Council
District Planning Coordinating Unit
Food and Agriculture Organization of the United Nations
Ghana Education Service
Ghana Network for Peace-building
Ghana Health Service
Ghana News Agency
Ghana National Commission on Small Arms
Growth and Poverty Reduction Strategy of Ghana
Ghana Police Service
Harmonized Approach to Cash Transfer
Human Poverty Index
Irrigation Development Authority
International Fund for Agricultural Development
Japan International Cooperation Agency
Ministries, Departments and Agencies
Millennium Development Goals
Ministry of the Interior
Ministry of Local Government, Rural Development and Environment
Ministry of Food & Agriculture
Ministry of Finance and Economic Planning
Ministry of Women and Children Affairs
Municipal Planning Coordinating Unit
Municipal Security Council
National Disaster Management Organization
National Board for Small Scale Industry
National Commission for Civic Education
National Development Planning Commission
National Youth Council
National Youth Employment Program
Regional Planning Coordinating Unit
Savanna Agricultural Research Institute
University for Development Studies
United Nations Development Programme
United Nations Children’s Fund
United Nations Industrial Development Organization
United Nations University
West Africa Network for Peace-building
World Food Programme
4
Map of Ghana with Indication of Programme Sites
Programme sites
Field office
5
1. Introduction: Situation in Northern Ghana
While Ghana is generally regarded as an oasis of stability in a volatile West African sub-region
and is making steady progress in its socio-economic development, the country faces a
number of human security challenges which if not addressed could reverse much of the
human development gains in this area. Of significance are recurrent incidents of conflicts in
Northern Ghana, the most deprived area in the country.1
Empirical literature describes the northern regions of Ghana as the poorest in the country.
According to the Ghana Human Poverty Index (G-HPI-1), their respective G-HPI-1 values in
2002/2003 are 64.4 for Northern Region, 66.2 for Upper East Region, and 63.7 for Upper West
Region, being much higher than the National HPI-1 (41.0) as well as any other regions. This
indicates that these three regions face more deprivations in health, education and decent
standard of living. Also, other available statistics, as demonstrated in Table 1, show that it is
only in those areas that the mass of the poor exceed half the population, where poverty means
an inability to marshal up to $100 earnings a year.
Table 1: Proportion of the Poor in Population
Region
Poverty Rate (%)
All
Urban
Rural
Upper West
88.2
n.a.
94.1
Upper East
83.9
60.2
94.5
Northern
69.2
46.5
73.8
Central
48.4
42.7
50.8
Eastern
43.7
35.3
46.0
Volta
37.7
37.8
37.7
Brong Ahafo
35.8
7.6
46.5
Ashanti
27.7
14.7
35.9
Western
27.3
9.6
31.9
Greater Accra
5.2
4.2
17.8
Source: Ghana Statistical Services (2003). Core Welfare Indicators Questionnaire (CWIQ) Survey
According to the Ghana Network for Peace-building (GHANEP), between 1980 and 2002,
there were at least 23 conflicts in the three northern regions, notably the Dagbon chieftaincy
crises in Yendi District (Northern Region), Kusasi-Mamprusi chieftaincy crises in Bawku
Municipality (Upper East Region) and Wa chieftaincy crises in Wa Municipality (Upper West
Region). In general, conflicts in all of these areas have been fuelled by a number of factors:
chieftaincy disputes, inter- and intra-ethnic disputes, land disputes, religion, politics, and
youthful exuberance. Although the issues are different from one District to the other, a
common phenomenon in these conflicts is chieftaincy.
1
Northern Ghana consists of the three regions, i.e., Northern Region, Upper East Region, and Upper West Region.
6
Chieftaincy is an important institution of traditional governance in Ghana and chiefs play an
important role in social, political, and to some extent, economic development of communities.
The position carries with its enormous prestige and symbolizes traditional power and authority
as well as control over the use and dispensation of natural and other resources of the area.
Despite these positive socio-cultural attributes, chieftaincy is often a source of dispute and at
the centre of several types of communal conflicts in Ghana. Chieftaincy therefore is an
important channel for promoting good governance and sustainable economic development.
Given the power and authority which goes with the position and its close ties to the ownership
of resources including land, a key asset for agricultural activities in the northern regions, the
position of chief is influential and therefore gives rise to conflict when new chiefs are to be
selected.
For over 70 percent of the population of Northern Ghana, agriculture is the major source of
livelihood. Yet agricultural production takes time between land cultivation and harvests. When
conflicts erupt to disrupt that process at any point, output losses can and often lead to famine.
In areas of low productivity, the crop loss of a particular year does not simply stop at famine in
that particular year but also results in the unavailability of seed to plant in the following year.
Poverty is thus entrenched.
Research shows that conflict and agricultural calendars have a correlation in Northern Ghana.
In Yendi, for instance, disputes are settled after harvesting is over and people have more time.
More money is also available which can be used to purchase armoury. 2 In the case of Bawku,
conflicts generally occur at the beginning of farming seasons fuelled by disagreement over
farming land since land ownership is a critical issue in the area.
Worst still, natural disasters often occur. In September 2007 for instance, much of
Sub-Saharan Africa experienced heavy rainfall. In Ghana, the three northern regions suffered
most when large tracts of land in the area got flooded with reported deaths exceeding 300 and
over 200,000 being displaced. The flood situation resulted in the destruction of farmlands,
houses, bridges, schools, health facilities, water supply and irrigation systems, food storage
and processing facilities and loss of livestock and property, amounting to millions of dollars.
In addition, in recent years, there has been an increase in the production and availability of
small arms in the northern regions, and for some people, arms production has become a
lucrative venture. A 2006 baseline assessment on illicit small arms in Ghana estimated that
there are 220,000 small arms in civilian hands, and only 95,000 of these are legally registered.
The estimated number of unregistered locally-manufactured guns in Ghana is 75,000.
Consequently, the use of small arms is becoming a common feature of disputes and their
production is fuelled by demands not only in Ghana, but also in neighbouring countries such
as Togo, Nigeria and Cote d’Ivoire where their availability and illicit use exacerbate the
magnitude of conflicts in the region.
2
Similar tendency, with higher incidence of conflict during non-farming season, i.e., from November to April, can be
found in other parts of Northern Ghana. The months of major conflict outbreaks in Northern Ghana are as follows:
Dagbon chieftaincy crisis in Yendi (March 2002); Kusasi-Mamprisi chieftaicy crisis in Bawku (March and July
1984, December 2000, March 2001 and January 2008); Wa chieftaincy crisis (January 2000); Guinea fowl war in
Bimbilla (February 1994).
7
Sustained violence and conflicts in Northern Ghana have resulted in the loss of human capital
as well as destruction of socio-economic infrastructure, including schools and clinics,
significantly halting and reversing the development process. Violent conflicts have also
resulted in closure of some development projects, migration of productive age groups and
public servants from the area. There has also been enormous loss of financial investment,
further exacerbating the poverty situation.
Over the years, Ghana has played a leading role in resolving conflicts and strengthening
peace keeping in West Africa, especially in Liberia and Cote d’Ivoire and is regarded as a
strategic location. As a result, several peace building and development agencies have
established their regional offices in the country. Among them are: FAO, the UN Humanitarian
Response Depot, and Kofi Annan International Peacekeeping Training Centre. The regional
head office of the West Africa Network for Peace-building (WANEP), consisting of over 400
organizations in 12 West African countries, is also located in Accra, Ghana. These show that
Ghana has a vital role in maintaining regional stability.
In the 1980s and 1990s, neighbouring countries such as Liberia, Sierra Leone and Cote
d’Ivoire were considered to be stable until they faced severe conflicts and disputes which
reversed most of the gains of socio-economic development. The Programme therefore takes
the view that while relative stability prevails in Ghana currently, this cannot be assured unless
preventative measures are put in place to address the ongoing conflicts in the northern
regions. Left unchecked, they have the potential to destabilize the entire country.
It is against this background that this proposed intervention seeks support to put in place a
Programme that addresses human security through developing local capacity for
community-based conflict prevention in Northern Ghana using a holistic approach.
8
2. Rationale for Funding from the UNTFHS
The proposed Programme spans the multiple parameters of funding criteria of the UNTFHS
and aims to tackle the inter-related Human Security challenges in Northern Ghana including
recurrent conflicts, limited availability of food, income and employment opportunities, which
threaten the survival, livelihood and dignity of the people in the northern regions.
This inter-agency and multi-sectoral intervention merits the support from the UNTFHS for the
following reasons:
 The three regions in Northern Ghana, which are classified as the poorest of Ghana’s
ten regions are prone to insecurity arising from recurrent and protracted conflicts
based on chieftaincy and land issues. Since wars and conflicts cost more at recovery
stages than at prevention, it is critical to enhance human security through holistic
conflict prevention in these conflict prone areas.
 In line with the UN capacity development initiative, the intervention will strengthen the
capacity of the duty bearers, i.e., Regional, District/Municipal authorities, as well as
community leaders (especially chiefs) to provide good governance and leadership to
prevent conflict and insecurity. Complementary activities to empower CSOs and
communities to establish mechanisms to protect people exposed to extreme poverty
and insecurity.
 The bottom-up approach and strong involvement of District/Municipal and community
leadership will engender ownership, ensure the success and sustainability of the
initiative and the mainstreaming of conflict prevention and community empowerment
approaches in District/Municipal and community level planning.
 In this holistic Programme, promotion and strengthening of network and social ties
among members of different ethnic and other groups which have been
historically involved in conflicts through livelihood/poverty reduction activities will be
one of the critical dimensions, which can build and enhance a firm foundation for
conflict prevention.
 Due to the recent floods which caused enormous level of damage in the three northern
regions, the human security in the existing fragile and vulnerable conditions of the
proposed Programme sites has been further worsened and a holistic recovery process
is urgently needed.
 The Programme builds on the relationships between UN agencies and with their
partners and will employ a multi-sectoral and programming approach to enhance
inter-agency collaboration, build synergies and increase the impact of interventions.
9
3. Context
3.1. Past and Existing Efforts and Gaps
The UN agencies in Ghana have supported the Government and local people through a
number of initiatives aimed at conflict prevention, peace building and community capacity
development in Northern Ghana.
Concerning peace building, UNDP has assisted the Government to establish a national
mechanism for peace and to strengthen the peace process through facilitating dialoguing,
trust and confidence building and peace and negotiation skills training in response to the
Dagbon and Wa crises. Also, through its support, a National Small Arms Commission, a
National Firearms Bureau and National and Regional Peace Councils have been established
as part of national mechanism for conflict prevention. UNICEF also assisted conflicting ethnic
groups and youth leaders for peace and productive ventures.
In respect of livelihoods and capacity development at the community level, a number of UN
agencies, including UNDP, UNICEF, WFP, FAO, UNIDO, and UNU, have been supporting
local government institutions and community members in Northern Ghana by using their
comparative advantages. The major areas of support include income generation, employment
creation, agriculture, natural resource management, nutrition, and education. Also, a couple of
projects for capacity development of decentralized government departments and community
members for holistic sustainable livelihoods have been launched.
Other development partners, such as CIDA, DANIDA, JICA and IFAD, have also been
supporting Northern Ghana in the areas of food security, health, water and sanitation. Other
donors have also funded Civil Society Organizations (CSOs) for conflict prevention and peace
building.
The afore-mentioned projects and programmes have contributed to tackling various aspects
of the human security challenges in Northern Ghana. However, these activities have not
strategically linked conflict prevention and livelihoods/capacity development to ensure
sustainable peace and development in communities. Thus this will be the first Programme
which addresses multifaceted challenges of Northern Ghana, aiming at conflict prevention
through holistic, community-based, and preventative measures.
3.2. Programme Identification and Formulation
The programme formulation dates back to August 2006. Six UN agencies realized the
necessity of tackling the multidimensional human security situation in Northern Ghana as a
UN Country Team. The Team went through an assessment of on-going programmes of the
UN agencies and comparative advantages, situation analysis and identification of potential
areas for joint programming. Based on these, discussion and agreement on lead agencies
and group formation for all objectives, and drafting a Results and Resources Framework was
undertaken.
10
A conflict mapping survey was conducted in early 2007, and subsequently a more detailed
framework, including proposed Programme sites, was formulated by the UN Country Team.
After submission of the Concept Note to the Human Security Unit/ UN Office for the
Coordination of Humanitarian Affairs (OCHA) on the 26th of June 2007, the UN Country Team
started a full consultation, involvement and joint-programming process with local stakeholders
at different levels through a bottom-up approach.
From the 21st to 30th of August 2007, two representatives from the UN Country Team in
conjunction with a local consultant conducted a consultation mission to all the potential
Programme sites and their regional capitals, i.e., Northern Region (Tamale, Yendi), Upper
East Region (Bolgatanga, Bawku), Upper West Region (Wa). The mission briefed Regional
and District/Municipal-level stakeholders on the programme formulation for human security
and their potential roles (local government; peace, security and development focused MDAs
and CSOs); conducted Focus Group Discussions at the community-level with validation, data
collection and reflection of their views and local context (traditional leaders/chiefs, women,
men, youth and CBOs); and conducted initial consultation so as to incorporate local
stakeholders’ views and the local context into the programme formulation.
Subsequently, the UN Country Team (8 representatives from participating UN agencies)
organized a Local Stakeholder Workshop on the 13th of September 2007 in Tamale in order to:
share findings from the stakeholder consultations; propose a Results Framework; and agree
representing of programme time line and activities for finalization. In total, about 60
participants (incl. local stakeholders from Yendi, Wa, and Bawku; representatives from CSOs
and Government) actively participated in the one-day workshop.
Through a series of these discussions and consultations, local stakeholders’ perspectives,
needs, aspirations and their potential roles have been fully incorporated into the programming.
Furthermore, one of the primary goals of these interactions was to enhance ownership of local
stakeholders; and their commitments to active contributions to the proposed Programme have
been ensured through the process.
3.3. Intended Beneficiaries
The ultimate beneficiaries of the programme span three levels. At the Community level,
capacity development of community members including key stakeholders such as traditional
chiefs, women, youth and farmers will expectedly mitigate tensions among them and increase
capabilities to manage and resolve conflicts, leading to sustainable and peaceful society. They
will also gain skills which should increase their productive capacity. At the District/Municipal
level, local government institutions and Non-Governmental Organizations (NGOs)/Civil
Society Organizations (CSOs) will be equipped with functional capacities in mainstreaming
conflict prevention and management, thereby supporting and contributing to community-level
efforts. Through achieving expected outcomes at the Community and District/Municipal levels,
the population and society at the Regional and National levels will enjoy stability and
long-term development gains.
11
The intended beneficiaries are the residents of the three areas in Northern Ghana: Bawku
Municipality (Upper East Region), Wa Municipality (Upper West Region), and Yendi District
(Northern Region).3 All of these three areas have unsolved chieftaincy disputes, which from
time to time have escalated into a series of violent incidents over the past two decades,
resulting in brutal murders and displacement, leading to perceptions of the areas as the zone
of highest human insecurity in the country. They also exhibit high level of poverty such as low
income, high unemployment, low agricultural productivity, malnutrition, low enrolment and low
literacy rate. In addition, it was pointed out that Tamale Metropolitan in Northern Region has a
direct impact on the Yendi chieftaincy conflict because of the influence caused by the
composition of lineages. Without consideration to and involvement of stakeholders in Tamale,
a holistic achievement towards conflict prevention and peace building in Yendi cannot be
sought. Therefore, this proposed Programme encompasses an additional component on
Tamale. Expected approaches include empowerment and peace education of the traditional
leaders, youth and women.
Based on the foregoing, the Programme intends to provide support to the following as major
target groups:
Table 2: Intended beneficiaries
Main approaches
Capacity development to enhance
mechanisms for conflict prevention
Main target groups
 Local
government
institutions
(District/Municipal
Assemblies, decentralized government departments)
 Peace Councils
and poverty reduction
 Security Institutions (e.g., Police, Border Customs, Fire
Services)
 Chiefs/ Houses of Chiefs
 Community volunteers
 Community-based groups/ organizations (incl. youth and
women groups)
 Civil Society Organizations
Peace
education,
community
 Traditional authorities
development, and achievement of
 Community volunteers
peaceful society
 Community members (including women, men and youth)
Skills training for targeted groups to
 Blacksmiths
reduce risks of conflict and poverty
 Youth
 Farmers
 Women groups
Through the implementation of the Programme, the population in the area will benefit from
sustainable human security, which should eventually contribute to the stable socio-economic
development and peace in Ghana, and ultimately the West African sub-region.
3
The population projection of 2005 in each area is as follows: 220,813 for Bawku, 108,720 for Wa and 142,128 for
Yendi, totalling about 471,661 (Ghana Statistical Service).
12
4. Programme Overview: Goal, Objectives and Outputs
4.1. Goal
To create an enabling environment and develop the capacity of local institutions,
communities and individuals in the three northern regions of Ghana to enhance
conflict prevention through integrated and people-centred approaches for sustainable
human security
4.2. Objectives
In order to achieve this goal, the UN Country Team in Ghana is seeking to address the
following objectives and to promote multi-sectoral and inter-agency integration based on their
comparative advantages. The objectives of the intervention and the responsible UN agencies
for each objective are indicated below. The details can be found in the Results and Resources
Framework (Appendix 1).
Objective 1
Capacity of local governance and civic institutions for democratic
governance, integrating conflict sensitive approaches, developed by 2011
[UNDP, UNICEF]
Objective 2
Capacity of security institutions and community members in human rights
and rule of law issues enhanced and mechanisms for the prevention,
management and resolution of conflicts and armed violence institutionalized
at the local level by 2011 [UNDP]
Objective 3
At least
10
new business initiatives introduced, productivity of
entrepreneurs increased by 75% and income of targeted beneficiaries
increased by 25% in the Programme sites by 2011 [UNIDO, UNDP, WFP]
Objective 4
Increased production of food crops by 40% and livestock by 30% in an
efficient manner to meet the basic food security and nutritional requirements
of the District’s/Municipalities’ populations by 2011 [FAO, WFP, UNICEF]
Objective 5
Mainstreaming and advocating Human Security Concept in the context of
Ghana enhanced by 2011 [UNU, UNDP]
13
4.2.1. Objective 1
Capacity of local governance and civic institutions for democratic governance,
integrating conflict sensitive approaches, developed by 2011
UN Lead Agency: UNDP
UN Executing Partner Agencies: UNDP, UNICEF
Outcomes
Outputs
1.1. Increased capacity of
local governance institutions
to reduce conflict and for the
effective management and
delivery of public services
1.2. Civic engagement and
participation
of
local
stakeholders in public policy
making and local governance
processes promoted
1.1.1. Capacity of 3 local government institutions (45 government
officials in total) enhanced for effective and accountable leadership
and development management
1.1.2. Conflict prevention mainstreamed in local level development
planning
1.2.1. Capacity of 60 community volunteers, 15 CBOs and
community members in public engagement, programme
management, technical skills, teamwork/ institutional function,
leadership, resource mobilization and negotiation increased
1.2.2. Capacity of women and youth groups to participate in local
governance increased
1.2.3. Capacity of 35 chiefs and traditional leaders in local
governance increased
1.2.4. Role of media in peace and development reporting enhanced
Budget
(USD)
136,000
79,000
43,000
38,000
84,000
4.2.2. Objective 2
Capacity of security institutions and community members in human rights and rule of
law issues enhanced and mechanisms for the prevention, management and resolution
of conflicts and armed violence institutionalized at the local level by 2011
UN Lead Agency: UNDP
UN Executing Partner Agency: UNDP
Outcomes
Outputs
2.1. Human rights promoted
and rule of law regime
established in programme
communities and
district/municipalities
2.2. Reduction in circulation of
small arms and effective
management and responsible
use of small arms promoted
2.1.1. 15 institutions and 3 community councillors and facilitators in
each site, trained in human rights awareness
2.1.2. Training in conflict management, negotiation and mediation
for district and municipal security personnel and committees
conducted and security initiatives strengthened
2.2.1. Capacity of law enforcement agencies and traditional
authorities enhanced in small arms management
2.2.2. Public educated and sensitised on the dangers of small arms
use and possession (targeting all chiefs and 20 traditional warriors
from each community; 40 local blacksmiths, 8 armourers and 3
licensees; general public).
2.3.1. Community members trained in early warning systems and
processes (15 members in community policing; 10 community
volunteers in early warning; 1 District/ Municipal and Community
Peace Council in each site) and early warning systems and
processed established
2.3.2. Trust and confidence building among community members
enhanced
2.3. Improved community
security and social cohesion
14
Budget
(USD)
31,000
76,000
64,000
54,000
45,000
24,000
4.2.3. Objective 3
At least 10 new business initiatives introduced, productivity of entrepreneurs
increased by 75% and income of targeted beneficiaries increased by 25% in the
Programme sites by 2011
UN Lead Agency: UNIDO
UN Executing Partner Agencies: UNIDO, UNDP, WFP
Outcomes
3.1. Blacksmiths and those
potentially involved in arms
production and distribution
engaged in alternative
livelihoods
3.2. Reduction in incidence of
poverty and vulnerability in
programme sites through
increased opportunities for
employment and income
generation
Outputs
3.1.1. 10 blacksmiths in each Programme site supported to
establish alternative livelihoods
Budget
(USD)
50,000
3.1.2. 10 arms distributors introduced to alternative livelihoods
3.2.1. Baseline vulnerability status of pilot districts established
3.2.2. Improved small-scale technology for agro-processing adopted
by 6 selected groups
3.2.3. Improved market access for value-added agro- products
3.2.4. 6 groups supported to undertake non-agro-based small-scale
industries
3.2.5. Milling and fortification activities by 3 community- based
women’s groups established and in function
3.2.6.Capacity of 3 Micro Finance Institutions (MFIs) to deliver
sustainable financial services strengthened
3.2.7. 36 groups provided with financial and business development
services
107,000
115,304
128,000
73,000
4.2.4. Objective 4
Increased production of food crops by 40% and livestock by 30% in an efficient manner
to meet the basic food security and nutritional requirements of the
District’s/Municipalities’ populations by 2011
UN Lead Agency: UNDP
UN Executing Partner Agencies: FAO, WFP, UNICEF
Outcomes
4.1. 50% increase in availability and
access to water for dry season
farming by 2011
4.2. 50% reduction in post-harvest
crop losses in the 3 target districts
by 2011
4.3. 30% increase in livestock
production in the 3 target districts by
2011
4.4. 50% increase in production of
food staples for improved food
security and by 2011
4.5. 40% increase in area under
economic tree crop cultivation by
2011
4.6. Decreased malnutrition
Outputs
4.1.1. 1000 farmers have access to small water irrigation by
2011
Budget
(USD)
188,000
4.2.1. 500 farmers provided with improved cribs in 3 target
sites by 2011
25,000
4.3.1. Capacity of 300 animal farmers and 30 extension staff
strengthened in small ruminant husbandry in the 3 target sites
enhanced by 2011
4.4.1. 300 Farmers and 10 Agric Extension Agents (AEAs)
trained in recommended integrated soil fertility management
technologies (Savana Eco-farm package; enriched
manure/composts, etc.) for crop production by 2011
4.5.1. 300 Farmers from 3 selected communities provided with
3,000 seedlings of economic trees such as mango and skill
training on tree crop production by 2011
4.6.1. Increased availability of healthy/nutritious food and
micronutrients through developing local food supply chains
147,000
15
100,000
50,000
453,000
4.2.5. Objective 5
Mainstreaming and advocating Human Security Concept in the context of Ghana
enhanced by 2011
UN Lead Agency: UNU
UN Executing Partner Agencies: UNU, UNDP
Outcomes
5.1. Enhanced knowledge and
understanding of the Human
Security Concept in the
context of Northern Ghana
Outputs
5.1.1. Impact Assessment Report that includes well documented
methodology, tools and approaches that can be used in similar
projects/ programmes elsewhere in Africa available
Budget
(USD)
29,780
5.1.2. A detailed and widely-shared Programme implementation
plan, and performance measurement framework (120 participants
in inception workshop and use of media)
5.2. The concept of Human
Security as well as
Programme’s impacts /
lessons learnt widely
disseminated in the
sub-region
5.2.1. Well-informed groups and individuals (incl. policy makers,
civil society organizations, advocacy groups and community
leaders) on the Human Security Concept and Practice in the context
of Northern Ghana (120 participants in end-of-programme
workshop and use of media)
60,220
5. Programme Management, Implementation and Partnership
Strategy
For effective programme management including activities for Monitoring, Evaluation and
Coordination, the following outcomes and outputs are included.
Outcomes
Outputs
Budget
(USD)
30,000
6.1. Holistic assessment
6.1.1. Holistic assessment report produced as scheduled
6.2. Evaluation
6.2.1. Evaluation reports produced as scheduled (mid-term and
end-of programme)
6.3.1. Quarterly monitoring reports produced
60,000
6.4.1. Communication and advocacy to the government and donors
for replication and promotion
6.5.1. 9 Programme staff members recruited
10,000
6.3. Monitoring
6.4. Communication and
Advocacy
6.5. Inter-agency coordination
and Programme management
50,000
340,000
6.5.2. Steering committee meetings held
6.6. Field offices set up and
activation
6.6.1. Field offices operationalized for managing and continuous/
day-to-day field monitoring of the Programme
85,000
As indicated in the following table, each collaborating UN agency will play critical roles based
upon their comparative strengths and expertise. UNDP will be responsible for overall
programme management and coordination
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Agency
UNDP
Main Roles
Management and coordination, Local capacity development, Conflict prevention
mechanisms, Income generation, employment creation and micro finance
UNICEF
Local capacity development, Nutrition
WFP
Supplementary feeding, health and nutrition education, local procurement from
Northern farmers and income generating activities (CBOs, women’s groups)
FAO
Improving agricultural productivity (agriculture, water, storage and training)
UNIDO
Skills training (alternative livelihoods for blacksmiths, agro-processing), Business
management development
UNU
Mainstreaming and advocating Human Security in close consultation with Human
Security Unit/OCHA
A Programme Steering Committee will be established to provide policy direction to the
programme implementation. The committee will consist of the Ministry of Finance and
Economic Planning (MOFEP), Regional Planning Coordinating Units (RPCU) of the three
Programme regions, Peace Building Support Unit in Ministry of the Interior (MINT), Ministry of
Local Government and Rural Development (MLGRD), Ministry of Women and Children Affairs
(MOWAC), National Development Planning Commission (NDPC), University for Development
Studies (UDS), and the participating UN agencies.
There will be a three-layer programme management system as follows. At the National level, a
Programme Manager (Accra) will facilitate the implementation by coordinating the activities
with all the participating UN agencies and other stakeholders. He/She will be also responsible
for updating the donor and UN Office for the Coordination of Humanitarian Affairs (OCHA)
regularly on the progress. The Programme will have a field office in Tamale, the capital of the
Northern Region as well as the central hub of the three northern regions. At the Tamale Office,
a Programme Field Coordinator will coordinate field level activities in close liaison with the
Programme Manager and conduct regular visits to the Programme sites.
At the District/Municipal level, a Coordinating Team will be established in each
District/Municipality. The Coordinating Team will facilitate field level activities and provide
technical support. Each team will consist of one (1) National United Nations Volunteer
Specialist who will be selected through a competitive recruitment process, one (1) National
United Nations Volunteer Field Worker who will be identified in the community, field workers
from decentralized government institutions including District/Municipal Administration, District/
Municipal Coordinating Planning Unit (DCPU/MCPU), various decentralized departments
such as Agriculture, Community Development, Social Welfare, Education (Non-formal) and
Health (Nutrition), Gender Desk Officers, National Commission for Civic Education (NCCE)
and Regional/District/Municipal Peace Council, District/Municipal Police, Youth Council, and
Civil Society Organizations (CSOs).
At the community level, ten (10) community volunteer facilitators, and a number of Community
Based Organizations and groups (incl. youth and women groups) will be part of
community-level activities. Their key roles will be to facilitate implementation of the
programme as well as to elevate community participation, initiatives and contributions.
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This Programme seeks partnership not only among UN agencies and with local stakeholders,
but also with other development partners for enhancing coordinated efforts and creating
further synergies. The Japan International Cooperation Agency (JICA) is also showing their
great interest in collaboration with UN agencies for contributing to human security in Northern
Ghana. The UN Country Team will explore possibilities of further collaboration with JICA.
The 3-year Programme will be divided into 3 stages: set-up stage (April - September 2009),
two-Year of implementation (October 2009 - September 2011), evaluation and closure stage
(October 2011- March 2012).
6. Sustainability
By anchoring the Programme activities in the very locations that are most prone to incidents of
conflict, an opportunity is provided for the full involvement of the local population at all levels of
implementation, thereby laying the foundations for long-term sustainability. The initial
stakeholder meetings which take place at the beginning of the programme should result in
updated development plans for each community, detailed, attractive and compelling enough
to mobilize resources from government and other development partners. The process of
developing the community plans should also result in a shared vision and a common
understanding of the long-term benefits to the communities, if conflicts were to cease.
At the National level, the Programme Steering Committee will strengthen dialogue and
collaboration with government and other develop partners to integrate the Programme into
national and regional plans, and as well MDGs and GPRS II goals and outcomes. Further, it
will ensure that policies and budgetary allocations reflect commitment to the long-term
development and security goals of the selected communities.
Through regular and sustained dialogue with the Houses of Chiefs and the Regional
Administrations, the Programme will encourage the codification of individuals’ eligibility for
chieftaincy positions and its administrative rules, and facilitate their dissemination. In this way,
information on chieftaincy succession is clearly addressed, agreed upon and is made public,
consequently setting up the sustainable stabilizer for future disputes over succession.
Finally, in recognition of the particular role that youth can play in shaping the development of
their societies and the need to harness this potential, the Programme will work through the
UNV to explore ways in which, by building on and promoting a culture of volunteerism, youth in
the communities can be mobilized and engaged in support of the Programme activities. By
developing the capacity of the youth, in areas such as peace building, conflict prevention and
resolution, the Programme will create a group of skilled mediators in the communities, capable
of encouraging peace for development, based on a shared vision and a commitment to the
long-term development of the communities. They will also act as early warning observers, to
detect signs of unrest and bring these to community meetings for action.
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7. Monitoring and Evaluation Plan
As indicated in Section 5 and 6, a Programme Steering Committee will be formed to provide
oversight for Programme implementation and ensure the effective tracking of implementation.
Monitoring and evaluation will be based on a monitoring and evaluation framework agreed on
by participating UN agencies and other parties at Programme inception. The overall
responsibility for coordination and consolidation of monitoring and evaluation among the
committee members will rest on UNDP as the Administrative Agent.
Monitoring will be conducted in multiple layers. Firstly, as part of routine tasks, all participating
UN agencies as well as the Programme Management Team will carry out continuous
monitoring which focuses on inputs and activities of the Programme throughout the entire
Programme period. Secondly, on a quarterly basis, the Programme Management Team and
each collaborating UN agency will conduct periodic monitoring that is centered on the output
levels generated by inputs and activities. The Team and each agency shall submit monitoring
reports every three months to UNDP who will consolidate all into one Programme progress
report. Further, the Steering Committee shall convene bi-annual monitoring in order to closely
trace the Programme progress and delivery in line with the agreed schedule and to provide
appropriate advice accordingly.
Evaluation will concentrate on assessing achievement of expected outcomes. It will highlight
the Programme results, the challenges faced, lessons learned, recommendations, and its
possible impact. Mid-term and End-of-Programme Evaluations are to be carried out.
In the entire monitoring and evaluation process, the Programme Team will adopt the
participatory approach and put major emphasis on voices and reflections of community
members in targeted sites. A participatory monitoring and evaluation approach would be taken
in order to assure continuous and participatory monitoring, assessing progresses from local
perspectives and enhancing local ownership through gaining insights in their own learning
process. Both individual monitoring and collective monitoring shall be highly encouraged by
providing advice as well as monitoring tools.
8. Administration and Financial Management
The Programme will be implemented using the Parallel funding modality with the six UN
agencies namely, FAO, UNDP, UNICEF, WFP UNIDO and UNU receiving funds directly from
the UN for the implementation of the UNTFHS project as per Annex 7 (Fund management
Options) of the UNTFHS Guidelines.
A total budget of US$ 2,969,575.28 (including 7% Programme Support Costs) is required to
deliver indicated outputs for the duration of 3 years to be implemented by UNDP, UNICEF,
WFP, FAO, UNIDO and UNU. The consolidated budget summary is indicated below. The
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allocation of the budget per activity is presented in the Results and Resources Framework
(Appendix 1).
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