Quarterly Progress Report 20

Transcription

1 Ethiopia Social Accountability Program (ESAP2) Part of the Promotion of Basic Services (PBS2) Program Grant Agreement (TF099878) Quarterly Progress Report 20 October - December 2016 (Submitted: 9 February 2017) 1

2 Table of Content List of Abbreviations 5 1. Executive Summary 9 2. Introduction Technical Progress Woreda Level Project Stakeholder Meetings SAIP Support to SAC Operations Kebele Coverage Sector Coverage Linkages between Woreda and Kebele SACs SA Sensitization and SA Process Implementation by SACs SA Process Participation of Stakeholders Support to PSNP Woredas W-SAC and Council Experience Sharing and Learning Events Council Learning Events Evolving Role of Councils Structured Partnerships between SAIPs, Regional Councils and BoFEDs Regional FTA-SA Radio Programs Exploring Sector Involvement Regional FTA-SA Meeting Documentation, Communication and Social Media ESAP2 Internal Assessment ESAP Successor Program Financial Progress ESAP-BP Overview Internal Audit MA Coordination Security Situation Steering Committee Meeting- SCM Transparency and Accountability Group - TAG Meeting Joint review and Implementation Support - JRIS 55 2

3 5.5 Civil Society Coordination Meeting Conclusion 58 List of Annexes Annex 1 ESAP Project Synopsis 60 Annex 2 ESAP Project Budget Breakdown 62 Annex 3 ESAP-BP Implementing Lead SAIPs and Partner Organizations 63 Annex 4 ESAP-BP Implementing SAIPs, Partner Organizations, Woredas and Kebeles covered under ESAP2 and ESAP-BP 68 Annex 5 PSNP Progress Update 77 Annex 6 Action Professionals Association for the People (APAP) 78 Annex 7 ESAP-BP Monitoring and Evaluation (M&E) Plan Progress Update (October-December 2016) 83 List of Tables Table 1 Code frequency per SAIP name 15 Table 2 Percentage of citizens and women in start-up meetings (n=205) 19 Table 3 Kebele coverage in the ESAP-BP 21 Table 4 Comparing coverage in Woredas with more and less than 20 Kebeles 21 Table 5 Number of Woredas per phase of the SA process during this quarter 26 Table 6 Sources mobilized for JAP implementation to date 27 Table 7 List of regional and NGO sources for JAP implementation 28 Table 8 Number of events and stakeholder participation in the ESAP-BP to date 28 Table 9 Extreme participation values 29 Table 10 ESAP-BP Disbursement-Expenditure overview (31 December 2016) 51 List of Figures Figure 1 Number of sectors covered per woreda (n=209) 22 Figure 2 SA progress over the course of the ESAP-BP to date 26 Figure 3 Social Accountability Cycle 47 Figure 4 Disbursements and Expenditures of the 22 clusters as part of the overall Total Contract Amount (31 December 2016) 49 3

4 Stories from the Field Story from the field 1 The last resisting Woreda (OWDA) 18 Story from the field 2 Mutual accountability between K-SAC and W-SAC (ADV) 24 Story from the field 3 An introductory training for PSNP stakeholders (RW) 31 Story from the field 4 Councils take SA serious (MSCFSO) 36 Story from the field 5- Council pressure for access to information (HUNDEE) 38 Story from the field 6 Council Standing Committee capacity building (HUNDEE) 39 4

5 List of Abbreviations AA Administrative Agreement ADC Austrian Development Cooperation (DP) BoFED (Regional) Bureau of Finance and Economic Development CA Contracting Authority CB&T Capacity Building and Training (also: Capacity Development and Training) CBE Community Based Education (through Jimma University) CBO Community Based Organization CD&T Capacity Development and Training (ESAP2 Component) ChSA Charity and Societies Agency CRC Citizen Report Card (SA tool) CS Civil Society CSC Community Score Card (SA tool) CSO Civil Society Organization CSF Civil Society Fund CSSP Civil Society Support Program DA Development Agent DAG Donor Assistance Group DP Development Partner DFID Department for International Development (DP) EA External Auditing EC European Commission ED Executive Director EDD Executive Directors Day EIO Ethiopian Institute of Ombudsman EU European Union (DP) ERA Ethiopian Roads Authority ESAP Ethiopia Social Accountability Program ESAP1 Ethiopia Social Accountability Program Phase 1 ESAP2 Ethiopia Social Accountability Program Phase 2 ESAP BP Ethiopia Social Accountability Program - Bridging Phase FAQ Frequently Asked Questions FBO Faith Based organization FGD Focus Group Discussion FSTF Food and Security Task Force (PSNP program) 5

6 FTA FTA FSTF GA GoE GM GOPA GRB GRM GTP IA IAid ICT IFR IR JAP JBAR JRIS JU KfW K-SAC LBW Logframe MA MBA MDG MDTF M&E MoCS MoE MoFEC MoH MoLSA MoU MoWIE Financial Transparency and Accountability Farmer Training Center Food Security task Force Grant Agreement Government of Ethiopia Grant Management Gesellschaft für Organisation, Planung und Ausbildung (Company for Organization, Planning and Training) Gender Responsive Budgeting (SA tool) Grievance Redress Mechanism Growth and Transformation Plan Internal Audit Irish Aid (DP) Information and Communications Technology Interim Financial Report Inception Report Joint Action Plan Joint Budget and Aid Review Joint Review and Implementation Support Jimma University Kreditanstalt für Wiederaufbau (Reconstruction Credit Institute, German government-owned development bank) Kebele Social Accountability Committee Learning Benchmark Workshop Logical Framework Matrix Management Agency Mass-Based Associations Millennium Development Goals Multi Donor Trust Fund Monitoring and Evaluation (ESAP2 Component) Ministry of Civil Service Ministry of Education Ministry of Finance and Economic Collaboration Ministry of Health Ministry of Labor and Social Affairs Memorandum of Understanding Ministry of Water, Irrigation and Electricity 6

7 MSC NGO OCA OM PPB Most Significant Change (stories) Non-Governmental Organization Organizational Capacity Assessment Operational Manual Participatory Planning and Budgeting (SA tool) PBS Protection of Basic Services 1 PCS PETS PV PFM PLWHA PR PSNP PTSA QDA QNR QR RDO RLC SA SAC SAIP SASA SC SCM SDS SHG SNNPR SoE STE SP SU TAG TC TECS Proclamation on Charities and Societies Public Expenditure Tracking Survey (SA tool) Participatory Video Public Finance Management People Living with HIV/AIDS Progress Report Productive Safety Net & Household Asset Building Program Parent Teacher Student Association Qualitative Data Analysis (SAIP) Quarterly Narrative Report Quarterly Report Regional Development Organization Regional Linkage Committee (between FTA and SA) Social Accountability Social Accountability Committee Social Accountability Implementing Partner (Implementing CSO) Start Awareness Support Action (community mobilization approach used by the CSSP program) Steering Committee Steering Committee Meeting Service Delivery Secretariat (within the WB) Self Help Group Southern Nations, Nationalities and People Region Statement of Expenditure Short-term Expert Service Providers Service Users Transparency and Accountability Group Technical Committee Tracking Trends in Ethiopian Civil Society 1 Rephrased into Promotion of Basic Services. 7

8 TL ToC ToR TWG URAP VNG WB WoFED W-SAC ZoFED Team Leader Theories of Change Terms of Reference Technical Working Group (appointed by the SCM includes WB and MoFED members) Universal Road Accessibility Program Association of Netherlands Municipalities (Vereniging Nederlandse Gemeenten) World Bank Woreda Office of Finance and Economic Development Woreda Social Accountability Committee Zonal Office of Finance and Economic Development 8

9 1. Executive Summary The previous quarter was seriously affected by the declaration of the state of emergency on 8 October by the Government of Ethiopia. Indistinctness about actual repercussions the state of emergency could have for the MA, the SAIPs and the organization of SA related field activities made us operating cautiously especially during the months of October and November The regional FTA-SA meetings, planned for mid-october 2016, had to be aborted. A security guidance note was prepared for both the MA and our partners including key information and recommendations drafted by the MA on what to do in case of emergency. The note was also meant as supportive instrument to lead SAIPs when drafting their own specific security guidelines. Only after the pre-jris missions were completed mid-november 2016, which served as a test case, the MA normalized its approach and started to resume monitoring field visits as from early December onwards. However, SAIPs complained that the security situation had affected their operations emphatically. Shortly after the announcement of 8 October, public gatherings were prohibited which delayed implementation of ESAP-BP activities at field level considerably. The decision taken by the SCM on 22 September 2016, to extend in principle the implementation period of the ESAP-BP until 31 December 2017, was therefore a welcoming one which was communicated in writing to our partners on 19 October 2016.However until today, three weeks before the end of the current agreement on 28 February 2017, the WB and VNG International have not yet signed an extension to their original agreement which is rather uncomfortable especially for local staff (both within the MA as well as with our partner organizations) who are still in limbo about their direct future. It is needless to say that this is not conducive for a solid and stable continuation of the ESAP-BP activities. The qualitative analysis of SAIP quarterly reports shows that reporting on SAC activities was high during this quarter, an indication that SAIPs have learned how to read the SA process and let SACs take the lead in it. Reporting on sector issues has increased as well indicating that SA has involved service issues more deeply. Reporting on PSNP has further developed showing that the MA efforts to encourage and support PCs to study PSNP training materials seem to pay off. Looking at the reporting on stakeholder actions, the MA observed a focus on citizens and councils, a clear reflection of the priorities identified under the ESAP-BP to strongly anchor SA in the society and community based structures and to develop relationships between community organizations and the councils. The reduced focus on providers and officials is compensated by a relatively good reporting on SA and the budget cycle, which captures efforts on linking SA to government processes and structures. Reporting on gender and social inclusion is well consolidated. Sector datasheets were introduced in this quarter and the first datasheet will be used at the next learning benchmark event, planned for March The sector datasheets will help monitoring service performance and improvements across all 223 woredas. 9

10 In Tigray a regional forum is currently active that brings the council, CSOs and media together biannually to discuss SA and other development issues which are beyond the capacity of the woreda to address. The regional Parliament has taken note of the forum experience and started facilitating exchange visits among regional councils from its own budget. A further involvement of the media with the dissemination of SA achievements was reached by an agreement signed between the Amhara Media and Arts Association (AMAA), the Amhara BoFED and the MA. Main aim of the agreement is the transmission of a systematic FTA-SA radio program in the region to reach a wider audience with FTA as SA related information. Currently, the MA is negotiating with other regions to start similar initiatives. The operational evaluation of the ESAP2 program was completed early November 2016 with the formal submission of the final report following a hearing and presentation to DPs and other stakeholders early October The final report is available as soft copy through the ESAP Website. The MA was invited early December by the ESAP3 design team to present main program components, implementation arrangements and experiences, achievements, challenges and any other issues considered useful to inform the team designing the ESAP successor program. On 7 December the MA and three selected SAIPs gave a presentation followed by an open discussion with the design team on 8 December. Taking the financial situation of the ESAP-BP into account, the total amount disbursed to all 22 SAIPs by 31 December 2016 was US$ 1.78 million which is 52% of the overall total contract amount (US$ 3.42 million). The level of actual expenditures increased during the current reporting period to US$ million which is 70.6% of the total amount disbursed to date. Compared to the total contract amount, the utilization rate is 36.6%. Most SAIPs have used less than 50% of the contract amount during Reasons for this are twofold. First, due to the rather late signing of addendum 5 to the original agreement between the WB and VNG, SAIPs could only start ESAP-BP activities in the second half of the calendar year. The second reason for the relative under-spending of SAIPs is the fact that the declaration of the state of emergency on 8 October made that many partner organizations were not able to organize public meetings which kept them from progressing on ESAP-BP field activities. The MA will discuss SAIP plans and prepare a realistic timeframe for remaining activities during the extension period. A memorable achievement was the fact that the MA managed to reclaim the bank balance of ETB 400, from APAP, after nine months of intense time investment,, being the unutilized ESAP2 financial resources. However this amount is about 2/3 of the overall total amount of ETB 643, which was expected to be returned by APAP. The APAP management claims that the organization has no financial resources and thus cannot repay the existing outstanding balance. The MA will bring the issue to the attention of the next SCM in which the subject should be thoroughly discussed after hearing the vision of the ChSA, MoFEC and the MA. 10

11 2. Introduction The Ethiopia Social Accountability Program, Phase 2 (ESAP2) and the ESAP-Bridging Phase (ESAP-BP) program, being part of the citizen engagement component of the Promoting of Basic Services (PBS) program, are implemented by the Government of Ethiopia (GoE) at regional, woreda and kebele level. Where field activities of the ESAP2 Program were completed by 31 December 2015, the ESAP-BP started as a transition to overcome the period between the end of ESAP2 and the start of a future follow-up program. The overall objective is to strengthen the quality and capacity of citizen groups/representatives and the government to work together in enhancing the quality of public basic services delivered to the citizens of Ethiopia. The specific objective is to strengthen the capacity of citizens, citizen groups and the government through its service providers to work together in order to enhance the overall quality of public basic services provided to the users of the services. ESAP2 and ESAP-BP are financed through a World Bank (WB) managed Multi-Donor Trust Fund (MDTF) and guided and supervised by a Steering Committee (SC) which includes representatives of the GoE, Civil Society Organizations (CSOs) and Development Partners (DPs). A Management Agency (MA) has been established to ensure an efficient implementation and dayto-day co-ordination of ESAP2 and ESAP-BP. ESAP2 started in November 2011 and was originally planned to finalize by 31 December In the Steering Committee Meeting (SCM) of 28 August 2014, it was formally agreed to extend the completion period of ESAP2 with another six months until 30 June This was formally endorsed by Amendment 4 to the Grant Agreement in March In April 2016, Amendment 5 to the original Agreement was signed which extended the program, including the ESAP-BP, until 28 February In the SCM of 22 September 2016, members discussed the option of extending the ESAP-BP program until 31 December 2017 to avoid creating another gap until the start of a successor program. Although a positive decision about such an extension was agreed, this has not yet come into effect through a formalization of Amendment 6 to the contract agreement between the WB and VNG International yet (9 February 2017) 3. Preceding the formal amendment of the contract agreement and following a written notification by the WB dated 27 January 2017, the MA informed the lead SAIPs and partner organizations already about the expected extension until December 2017 in writing for two reasons. First, to avoid that contracts with SAIP staff members would have to be terminated two months ahead of the formal completion date, resulting in valuable expertise leaving partner organizations, the MA circulated a letter in which the extension 2 3 Although ESAP2 field activities implemented by SAIPs formally ended by 31 December 2015, the final evaluation and auditing report as well as the final submission of technical and financial reports by SAIPs made that the completion of ESAP2 was reached by 30 June The resource balance of ESAP2 was automatically transferred to the ESAP-BP. In a written message dated 27 January 2017, the WB confirmed the extension of the program until 31 december 2017 as recommended by the last Steering Committee meeting (22 September 2016). 11

12 was announced. A second reason for informing SAIPs ahead of time about the extension until December 2017 was the fact that spreading activities over a longer period of implementation would result in a more balanced implementation and realistic results to be achieved, in line with the original action plans submitted by the 22 clusters operating under the ESAP-BP 4. Given the previous security situation and indistinctness about what was allowed to our SAIPs in terms of implementation at field level and organization of mass-based sessions, the additional time given to them to achieve results felt like a blessing as they were not forced to finish the entire program by 31 December 2016 but have an additional period for finalizing their project field activities. With the extended period until December 2017, the SAIPs will have a maximum period until 30 September 2017 to complete their ESAP-BP activities at field level. Clearly, the extension until December 2017 will have financial consequences as SAIP staff salaries beyond April 2017 need to be covered in one way or another especially if SAIPs require the full period until September to finalize field activities. However, some organizations will start to phase out already as of May 2017, due to the fact that they operated in an efficient manner and were less affected by the proclaimed state of emergency including restrictions on organizing field activities. The ESAP program focuses on all regions of Ethiopia including the two metropolitan areas Addis Ababa and Dire Dawa. A unique element of the program is the grant scheme character where under ESAP2, 49 lead Social Accountability Implementing Partners (SAIPs) and 60 sub-partners operated as mediators between the providers and users of the basic services 5. As of mid-april 2016, the ESAP-BP has been active with contracts signed between VNG International and 22 lead SAIPs including another 64 partner organizations 6. Reference is made to Annex 3 of this report which includes a complete overview of the 22 lead SAIPs and partners involved during the ESAP-BP. The current Quarterly Report (QR) is number twenty in a series covering the period October- December QR-20 describes a rather awkward period for the ESAP-BP implementation since on 8 October 2016, the Government declared the state of emergency for the whole of Ethiopia for a period of 6 calendar months. It is needless to say that this statement and the security situation during previous months had serious repercussions for the performance of our partner organizations at field level. Although during the reporting period SAIPs planned to start organizing relevant sessions at both woreda as well as kebele level to consolidate SA in the areas and sectors where they have been active, many of them had to postpone planned sessions to a later date due to the circumstances related to the declaration of the state of emergency. The MA prepared a monitoring field visiting schedule to cover the period July-December However due to the security situation in some of the regions, woredas and kebeles, the MA had to cancel three planned missions in August which focused on Oromia and Amhara region. By the end of September, the MA had to abort one of the field missions to SNNPR and Oromia following Original SAIP Action Plans submitted in the period December 2015 January 2016, following the approval of the Concept Note for the Bridging Phase by the SCM of 16 September The contract with 47-GIEDA was officially terminated in November 2015, due to financial malpractices. In order to increase the commitment of each organization involved during the ESAP-BP, both the lead SAIP and all partners operating under a particular cluster had to sign and countersign the agreement. 12

13 the tense security situation at field level. In the period October-November 2016, the MA, following international restrictions on field visits, had to abort several planned monitoring missions for security reasons. As a matter of fact, the planned pre-jris missions to Afar and Tigray were re-scheduled. Also the scheduled regional FTA-SA missions foreseen for October- November 2016 had to be cancelled as well. It was only from the beginning of December 2016 that the MA started carefully to plan new field missions to areas with low risks. Main activities implemented by the MA during the current reporting period include: Finalization of the ESAP2 Internal Assessment report after a workshop presentation on 7 October 2016 and observations made at this session included in the final report. Systematic review of the second SAIP quarterly narrative and financial reports under the ESAP-BP. Organization of the second writeshop for Project Coordinators (PCs) early October 2016 aimed to improve the quality of SAIP reporting. Intensive collaboration between the MA finance and audit units and MoFEC and the ChSA concerning the outstanding balance of APAP following the completion of ESAP2. Participation in the pre-jris missions to Tigray and Afar respectively. Participation of MA staff in different coordination meetings (JRIS, TAG, CSO). Publication of the fourteenth edition of the ESAP Newsflash and distribution to partner organizations and other stakeholders. 13

14 3. Technical Progress For the ESAP-BP, 22 clusters have been identified. Each cluster has one lead SAIP, which is the direct focal access point for the MA, and a number of partner organizations covering one or more woredas. Annex 3 to this report provides in detail the names of the lead SAIPs, including their abbreviations, partner organizations and the woredas where they are operational. In Annex 4, on top of the lead SAIP, partner organizations and woredas, the number of kebeles covered under ESAP2 plus the number of scaled kebeles covered under the ESAP-BP are systematically listed. Following the declaration of the state of emergency in October, the regional FTA-SA meetings that had been scheduled for October had to be postponed. In addition, monitoring field visits had to be carefully planned to avoid any security risks. The MA managed to organize monitoring visits for 14 out of the 22 contracts. Visits were made to a total of 30 woredas. Towards the end of the year, the situation normalized to a large extent. Following the formal extension of the ESAP-BP until December 2017 approved by the SCM of 22 September 2016, the MA circulated an official letter informing contract partners of this extension. On the one hand the news was welcomed, as it was a clear signal to the partners and the SACs that SA is here to stay. On the other hand however it required from SAIPs to shift gears for a third time within one calendar year. Pending signature of addendum 5 7, the SCM agreed that salaries of essential SA experts could be covered retroactively as of 1 January 2016 onwards, to assure their availability during the ESAP- BP. When the addendum was signed in April 2016, the contract end date implied a reduction of the SAIP project duration to maximum 9 months. This forced partners to speed up implementation of their project activities. The MA wrote a note explaining the likely effects of decreasing implementation time on ESAP-BP deliverables. Now that the extension of the ESAP-BP until December 2017 has been announced, pending the signing of addendum 6, partners have to stretch their means as long as possible. It is unfortunate to note that partners which are better at shifting gears will likely exhaust their project funds around April Such partners also tend to have better SA project results, and they will now suffer the greatest gap until the start of ESAP3 somewhere in The MA is studying how at least some of the SAIP expertise can remain active as long as possible. From the qualitative analysis of 22 SAIP quarterly reports, using QDA miner software, the following observations can be made. Table 1: Code frequency per SAIP name, illustrates that, similar to the previous quarter, reporting on SAC activities is very high and diverse, which indicates that SAIPs are learning to let go of the SA process and let the SAC take the leadership. Reporting on sector issues has increased, with only 2 SAIPs not providing sector specific information that was worth coding compared to 7 during the previous reporting period. This 7 Addendum 5 of the original agreement between the WB and VNG International was signed mid-april

15 indicates that the SA process has moved virtually everywhere into the identification of service issues. Table 1: Code frequency per SAIP name PSNP is also much better reported, which shows that our efforts to encourage and support PCs to study the PSNP training materials provided to them and to enhance capacity of woreda SA experts is paying off. Looking at the reporting on stakeholder actions, we see a focus on citizens and councils, which are clear reflections of priorities of the ESAP-BP to 1) more strongly anchor SA in the society and its community based structures, and 2) development of the relationship between these community organizations and the council. The writeshop for PCs, which was organized prior to the reporting deadline, also paid attention to learning around council involvement with SA. This may further have helped to better document the current state of affairs. The lesser focus on providers and officials is compensated 15

16 by a relatively good reporting on SA and the budget cycle, which captures efforts on linking SA to government processes and structures. Gender and social inclusion is well consolidated, and has become a second nature to organizing the SA process (45 woredas indicate using the GRB mainstreaming tool). Other updates on key MA activities conducted during the past quarter are: 1) Sector datasheets were introduced during this quarter, and the first dataset will be used to support sector dialogues during the learning benchmark event, which has been scheduled for March 2017 in Adama. Similar to the CRC, the sector sheets will help monitoring service performance and improvements across all 223 woredas. SAIPs are mobilizing the support of the woreda and kebele SACs to collect data on sector issues raised and solved. 2) The regional FTA-SA meetings have been rescheduled for January The guidance prepared with MoFEC during this reporting quarter is still valid. We used to think that CSOs do not have a job, they sit and eat the budget, and they do not contribute. They do not have anything. Now we understand how they use their money, and how the society participates through them. They even contribute in drafting legislation. Tigray Regional Council member, Forum secretary. 3) In the last report the MA mentioned a call from the councils for capacity development. For this purpose, the SA expert went to Tigray to make a case study of the Regional Forum, which brings council, CSOs and media together on a bi-annual basis to discuss SA and other development issues. This regional SAC basically functions as interface meeting for service issues that are beyond the capacity of the woreda to be addressed. The Federal House of Representatives (Parliament) has taken note of the Tigray Forum experience and has started facilitating exchange visits among regional councils from its own budget. A trip of Tigray Regional Council representatives to Beneshangul Gumuz is scheduled for January The MA is preparing a more detailed case-study that illustrates the key factors that contributed to the formation and success of the Tigray Forum and regional SAC. 4) A contract was signed with the Amhara Media and Arts Association (AMAA) and with the Amhara BoFED for the development and airing of an FTA-SA radio program, following the key FTA-SA messages that were developed by the MA with MoFEC earlier this year. The first episodes have been aired. The MA is backstopping program development and is making a radio adjustment of the theatre script Because we asked Discussions with other regions on starting up radio programs will be held around the regional FTA-SA meetings in January ) The third writeshop was held at Azaman Hotel in Addis Ababa on 11 January 2017 to improve reporting skills of partners, while stimulating essential learning and sharing in project teams. Colleagues from the PSNP team also attended the writeshop. 6) The MA hosted an intern who helped to deepen our understanding of the effects that SA may have had on the vulnerability profile of patients in health centers. The MA wanted to see if health centers touched by SA are more inclusive, and if there are more patients when 16

17 the quality of the services improves. Close to 100 quantitative questionnaires were administered by collaborating SAIPs in targeted and non-targeted health centers. In addition, qualitative interviews and FGDs were conducted by the intern in targeted and non-targeted health centers in Addis Ababa. A major conclusion of the exercise was that everything points in the direction that health centers touched by SA are more inclusive than those not targeted, although this is difficult to prove because there are many factors other than SA in play. In terms of greater access, the findings clearly showed that while patients appreciate improvements in facilities and equipment, the behavior of health staff is a major factor that determines an increase in access, which is one of the changes that happen through SA. The technical progress on the ESAP-BP follows the strategic priorities as presented in the ESAP- BP concept note and MA technical and financial action plan 8. The MA has sharpened the expected deliverables and performance indicators in such a way that they can be measured throughout implementation of the ESAP-BP. This section will systematically follow the priority areas and provide a progress update on achievements reached in this reporting period. Priority 1 Continuity of SA Development on the Ground and Promotion of Innovation Priority 1.1 Consolidating and deepening SA in 223 ESAP2 participating Woredas 3.1 Woreda Level Project Stakeholder Meetings Deliverable Stakeholder meetings organized by SAIPs at project start, midterm review and project evaluation Indicator (1) 1 baseline progress end-line Nr of key meetings * Nr of 'key meetings' with at least one representative from each stakeholder (citizens, service provider, council) involved in project management and assessment meetings (n=205) 212* 8 Ethiopia Social Accountability Program Phase 2 (ESAP2) Concept Note for Bridging Amendment 5 (October 2015). Ethiopia Social Accountability Bridging Phase Technical nd Financial Action Plan ESAP-MA, February

18 Nr key meetings with at least 50% citizens (n=205) 112 Nr key meetings with at least 30% women *212 = 95% of all (223) woredas In the last quarter the MA reported that for 22 woredas it was not clear whether a start-up had been organized. Several of these had actually been held in the first reporting quarter of the ESAP- BP but had not been reported to the MA. The remaining woredas have benefitted from a start-up meeting in the reporting quarter. The only exception was Chinaksen woreda, where the agreement with the woreda authorities will soon be signed, and the start-up meeting has been scheduled. Story from the field 1 The last resisting Woreda (OWDA) After unsuccessful attempts to sign an agreement with the Chinaksen woreda, OWDA arranged a special meeting with the Woreda administrators and two SAC members on 11 January 2017 to understand their resistance. The Woreda chairman explained that 1) OWDA s partner CDSA did not submit the ESAP2 final report, and 2) CDSA had said that the project computer, camera, and motorcycle would be handed over to the Woreda SAC, but this had not happened, while they had heard that this handing-over did happen in Tuli Guled and Kebreibayah Woredas. The CDSA officer maintained that the report had been submitted, and that handing over promises has never been made. After hot discussions, the Woreda administrators promised to provide administrative support and requested key documents, including regional and MA project documents, to be provided. CDSA promised to provide such documents and following this, to give a project briefing to Woreda administrators, after which the contract agreement would be signed. The Woreda chairman promised to subsequently launch the project on 20 January Furthermore, taking the situation, attitudes and understanding of SA by Woreda administrators into account, OWDA and CDSA decided on spot to invite them to the 2 d regional FTA-SA meeting. Overall, we have participation data for 205 start-up meetings. A total of 10,336 stakeholders participated in these meetings, and in 172 of these meetings at least one representative of each stakeholder group participated (i.e. citizens, service providers/administration, and council). Only in 16% of all start-up meetings not all stakeholders were represented. 18

19 The indicator target for 50% citizen participation in start-up meetings has been achieved (actual 121 versus a target of 112). There is no substantial difference for PSNP woredas. The indicator target for meetings with at least 30% women has also been achieved (actual 93 versus a target of 67). Looking at averages per region, only Addis Ababa and Benishangul Gumuz regions succeeded to surpass the 30% level. This seems quite contradictory, but has to do with the number of woredas per region, or the varying total number of participants per woreda. Overall, the average hovers just below 30%, with an extreme low in Gambella region (19.6%). It must be noted that the start-up meetings are at woreda level, where it proves harder to mobilize woman than at kebele level 9. Table 2: Percentage of citizens and women in start-up meetings (n=205) Regions % citizens % women Afar 56,7 26,3 SNNPR 55,3 27,3 Oromia 56,1 28,7 Addis Ababa 48,9 39,3 Gambella 43,8 19,6 Tigray 43,5 26,3 Amhara 37,1 24,9 Harari 53,7 29,0 Somali 55,0 26,7 Dire Dawa 65,5 22,8 Benishangul Gumuz 46,8 35,6 Grand Total 50,7 28,2 The mid-term review meetings will be conducted in the next quarter, although some SAIPs have already started to undertake these meetings (10 woredas in total). The MA will develop guidance for the remaining meetings to be shared with all contracting partners. 9 Compare % of female citizens which is 41% in Table 8, Number of events and stakeholder participation in the ESAP-BP to date. 19

20 3.2 SAIP Support to SAC Operations Deliverable Identification of areas for expansion within existing participating kebeles and woredas Indicators (3) 2-4 Baseline progress end-line (1) 2 % of woredas that cover at least 50% of all kebeles (2) - 3 % of woredas that cover at least two sectors (3) - 4 % of monitored woredas with W-SAC K- SAC linkages 0 82 (n=11) Kebele Coverage There is a substantial increase in the number of woredas that cover at least half of all the kebeles, as shown in table 3 below. We are close to the target value set for this quarter (actual 46% versus 50% planned). It remains to be seen if the final target (85% of woredas) can be reached. Many SAIPs (13 out of 22 contracts) are reporting that budget constraints limit their ability to monitor kebele level activities. This is especially true when the distance between kebeles increases, and transport costs cannot be covered. WSA reports: The allocated budget to expand SA to at least 50 % of the kebeles in the woreda is not an easy task because there is a scarcity of budget for overhead and administrative expenses. Besides, some of the expanded kebeles are not accessible, so the woreda SAC together with woreda facilitators and coordinators travel by foot to reach the kebeles. Cheshire writes: to expand ESAP2 and better practices, some SAC members strongly insist the fulfillment of basic logistic services (like per-diem, covering full transportation and stationary costs, etc.) at least during their field visits and meetings. On the limitations of what can be achieved with the BP budget HUNDEE reports: a major challenge for scaling the SA process to other sectors and localities is the shortage of resources to provide support for travel and meeting facilitation. In most areas, the SAC and the community members need support in terms of human, material and financial resources. The geographical context and the size of target woredas and kebeles also determine the scaling level. 10 Aje Town, Awash Fentale, Dire Dawa, Kirkos Sub-city (Woreda 02), Meki Town, Metehara, Nefas Mewcha, Shenkor, Debre Markos, Mekelle, Gambella town, Hadero Tunto, Angecha, Asella Town, Damboya, Debre Tabor, Dejen, Jima Rare, Kiliteawla, Kolfe Keranio sub-city Woreda 01, Nekemte. 20

21 Table 3: Kebele coverage in the ESAP-BP Regions # SA Woredas Woreda Population Total # of kebeles # ESAP2 kebeles # BP kebeles Avg % Kebeles covered Harari ,0 Afar ,9 Amhara ,3 Dire Dawa ,0 Gambella ,2 Tigray ,9 SNNPR ,1 Somali ,3 Addis Ababa ,2 Oromia ,8 Benishangul Gumuz ,8 Grand Total ,5 251% increase! Indeed, data analysis shows that coverage is much higher for woredas with less than 20 kebeles (64% versus 36%), as table 4 below shows. The number of kebeles in a woreda appears to be an important consideration for future SA grant making. The reader is reminded that the BP grant is US$ 50,000 per woreda only for a period of 18 months of implementation. Table 4: Comparing coverage in Woredas with more and less than 20 Kebeles Total kebeles in woreda % of kebeles covered (Mean) >= 20 37,85 < 20 64, Sector Coverage The target for the ESAP-BP is to have at least two sectors per woreda, so that at least one more sector is covered compared to ESAP2. So far, this target has been achieved in 136 woredas (out of the reported data for 209 woredas) or 61%, which is higher than the target of 50% set for this quarter. As figure 1 below shows, in 73 woredas there is only one sector covered, but some of these sectors may be different from ESAP2. For 14 woredas, information is still missing. 21

22 Figure 1: Number of sectors covered per Woreda (n=209) Linkages between Woreda and Kebele SAC The MA monitoring reports available for this reporting quarter show that 9 out of 11 monitored woredas have good linkages, which is 82% (n=11). The MA observed that some of the linkage meetings were interrupted by the political unrest in the area (e.g. ADA monitoring) but the W- SACs have planned to recover now that the security situation has improved. During the ESAP-BP, the woreda and kebele SACs are the main actors in SA project implementation and many SAIPs organize regular monthly or two monthly joint meetings (e.g. UEWCA, WSA, ADA, MSCFO, JeCCDO, HUNDEE), where they discuss SA performance and ways to improve implementation. More specifically, they discuss on community gatherings and formation of FGDs in new SA scaling kebeles, follow up of the implementation of JAPs in existing kebeles, review of the implementation of woreda JAPs, and support to K-SACs in their work to promote SA (HUNDEE). MSCFSO indicates that CBO representatives in the SAC such as Iddir leaders are proving their potential to reach a wider audience with SA sensitization in newly target kebeles. As an example of SAC linkages in action, in 9 woredas in the WSA Amhara cluster each W-SAC member has the responsibility to follow-up activities of the K-SAC for which he/she has been assigned. The K-SAC meeting is attended by the responsible W-SAC member who is expected to bring a performance report. In this way the W-SAC is fully informed and can take decisive action where needed. Others like ECC have linked the W-SACs with the K-SACs through a reporting system, by which the K-SAC reports to the W-SAC and the W-SAC compiles and presents the problems and issues identified at Woreda level events. HFC, LIA, HUNDEE and AFD are among those who have organized K-SAC citizen member representation in the W-SAC as a means to organize strong linkages between the two committees. HUNDEE explains that the K-SAC representatives report on service improvements, plans and challenges they face, as well as 22

23 support required from the W-SAC. In terms of W-SAC support to K-SACs, the MA observed that the Degua Temben W-SAC prepared a short guide for K-SACs to conduct FGD sessions (ASCOT). The guide provides information on who should participate, what to assess at facility level in the three sectors, how to conduct the CSC steps etc. Another important form of linkage is around service monitoring events. Cheshire reports that W- SACs and K-SACs have jointly contacted service providers, councils, government officials, community groups and others key stakeholders. This facilitates the flow of information regarding service issues and their resolution. ACSOT also stresses the importance of K-SAC reporting to the W-SAC when kebele JAP service improvement activities are not implemented. This was the case in Zikre primary school, where the supply of desks, children s recreation area and the functionality of the laboratory and pedagogical center were not realized as agreed. HIDO explained that due to budget restrictions the woreda and sub city SACs were merged into one sub city SAC, of which there are now 5 in Addis Ababa. They selected 7 active members of each W-SAC, focusing on 5 representatives of citizens and vulnerable groups. Now, each sub city SAC has 25 members. This step to merge W-SACs provides an opportunity for experience sharing among the targeted woredas. The monthly meetings discuss the scaling process to all school in the woredas. HUNDEE facilitated W-SAC and K-SAC bi-annual review and learning meetings in 6 woredas to review the progress of SA promotion and share experiences with SA implementation processes. It was noted that citizens' awareness on their entitlements increased. Citizens started to demand responsive service delivery, developed a sense of ownership, and contributed for enhanced service delivery. Service providers sense of accountability improved, and access to and the quality of services increased due to SA interventions. Major discussion issues deliberated upon are: how to promote SA beyond the target sector, adhere to periodic JAP review, and regularly conduct SA sensitization. In Bakko Tibe and Sibu Sire, the bi-annual meetings excluded the ESAP2 K-SAC s from the meeting, which was considered a serious gap, as they missed much of the practical experience. At the end of the review and learning, the SACs developed action plans to implement ESAP-BP activities in new localities and to deepen and scale up SA in the existing localities. Directions were also provided to review the kebele and woreda JAPs and update them within the current context of target service sector aspects. In two cases WSAC and K-SAC linkages need improvement. Semara Logia town in Afar (Rohi Weddu) is a new woreda. As we learned in ESAP2, starting-up in a new woreda takes time. The SAIP organized a start-up meeting, but it was by no means enough to engage the various stakeholders. It is clear that the initial relationship building with local authorities, service providers and community organizations cannot and should not be rushed. It took Rohi Weddu a long time to sign an agreement with the woreda. The reputation of the selected woreda coordinator also played a role, and Rohi Weddu is now selecting another person that is better trusted locally. The SAIP continues to invest in stakeholder sensitization, using documentary and PV and has made a new plan for SA implementation. 23

24 The second case is in Fentale woreda, which used to be under ODA and is now with RTG. The kebeles are scattered and the K-SACs are not very strong, some having only benefitted from minimal support by ODA during the extension period of ESAP2. RTG has supported the W-SAC to assess the K-SAC capacities, and they now have a plan to strengthen the weak ones and find alternatives to stay in touch between W-SAC and K-SACs on developments of the SA process. RTG plans to take the Fentale W-SAC to Metehara town for experience exchange, which may also bring fresh ideas for SA capacity development in Fentale woreda. Story from the field 2 Mutual accountability between K-SAC and W-SAC (ADV) ADV has strengthened the W-SAC and K-SAC linkages by creating a chain of accountability between these two organs, i.e. who will be accountable for what? This has been created by discussing possible responsibilities of the W-SAC and K-SAC on formal planning, SA intervention, reporting and feedback mechanisms. The following main responsibilities on the overall SA intervention were agreed: The K-SAC organizes and coordinates the overall SA works in the kebele together with different social and governmental structures, such as the development armies and community based organizations. Each target K-SAC will meet every two weeks to discuss on intervention challenges and status, and will prepare meeting minutes. Each target K-SAC tries to scale up SA concepts to the planned nearby kebeles, which can be at different status and intensity. Each target K-SAC delivers a monthly report to the W-SAC using an agreed format, within the agreed time. W-SAC and K-SAC have a one day monthly meeting at woreda level to share experiences and give each other feedback. Each W-SAC supervises, guides and gives direction to the K-SACs through different means when needed. The W-SAC analyzes and delivers all target kebele reports to the SAIP on time. 3.3 SA Sensitization and SA Process Implementation by SACs Deliverable Structured citizens feedback sessions through public meetings Indicators (3) 5-7 baseline Progress end-line (1) 5 Nr of woredas that progress along the SA process* 24

25 Sensitization SA tools assessment Interface meeting JAP implementation targets (2) 6 Service Improvement targets Nr of stakeholders who participated in planning, implementation and monitoring of government development programmes in participating woredas Nr of citizens 0 97, ,075 Nr of service providers 0 11,182 20,000 Nr of councillors 0 8,738 10,000 % women (citizens) % of participating woredas in which resources (3) 7 are allocated for implementing JAPs following interface meetings * Also includes SAC follow-up activities from ESAP SA Process The first quarter, SAIPs reported little progress with regard to the SA process, but activities significantly progressed during the second quarter. This quarter, we still see good progress, but the activities remain behind target, as table 5 and figure 2 below show. Many woredas are still in the sensitization access to sector information phase, although we expect that some SAIPs may have confused activities with ongoing sensitization. Sixty percent of SAC activities were related to SA tools assessment, 18% of the woredas conducted interface meetings, 26% are in JAP implementation, and in 20% of the woredas SACs are monitoring service improvements. 11 No data for 17 woredas. 25

26 Table 5: Number of Woredas per phase of the SA process during this quarter Phases in the SA process Sensitization access to sector information SA tools assessment Interface meeting Joint Action Plan implementation Service improvement monitoring Actual figures Target for the quarter Note that the total of the figures per row can be higher than 223, because some woredas can be in two phases during the same quarter. Figure 2: SA Progress over the course of the ESAP-BP to date 23% of the ESAP-BP woredas have allocated resources for implementing JAPs, which is less than the target (40%). Contributions have substantially increased since the previous quarter, from ETB 18,258,683 to ETB 103,240,115 (community labor excluded). From the top 5 woredas in terms of resource allocation, 4 are from Amhara region, with 63% of all contributions. In 4 woredas (Afar, Harari, Dire Dawa and Gambella) there has been no contribution made yet. In terms of the resource mobilization, 49,5% is from the woreda block grant, 34,8% from regional sources, including NGOs and 12,5% is from community labor, materials and cash. Details on the source of funds per region are provided in table 6 below. 26

27 Table 6: Resources mobilized for JAP implementation to date Regions Labour 70 ETB/day Community Woreda Other Materials Cash Block grant Woreda revenue Facility revenue NGO Private Total resource mobilisation Amhara 883, , ,375 37,884, ,000 1,744,234 37,809, ,000 79,394,075 Oromia 2,497, ,712 1,937,032 14,568,000 1,570, ,000 3,164,482 21,000 24,786,036 SNNPR 3,316,950 2,259,840 3,085,456 9,378,522 13,000 32,500 2,662,000 20,748,268 Tigray 519,120 3,000,000 1, ,600 4,034,220 Addis Ababa 3,500 24,000 43,000 1,598,000 1,668,500 Benishangul Gumuz 15,120 46, ,000 20, ,120 Somali 15,000 15,000 Afar 0 Dire Dawa 0 Gambella 0 Harari 0 Grand Total 7,236,040 3,595,522 5,606,863 64,850,522 1,844,500 1,984,734 45,748, , ,977,219 % of total resource mobilisation This amount includes regional/federal government resources, eg. EQIP. 27

28 Table 7: List of regional and NGO sources for JAP implementation ADA AGP Child Fund Ethiopia Christ Embassy Church FC (2x) FCFCO GEQIP (4x) GIS GPRDO Gurage Development and Cultural Association (GUDCA) International Rescue Committee IPAS Japan Relief Association KDA Korea Child Fund Mekane Yesus Development Office Merlin MS PATH Ethiopia Regional WASH SWDA (Auydan Enaction Spain) Tigray Water Works Enterprise UNICEF USAID (4x) World Bank Participation of Stakeholders All the indicator values for participation of citizens, service providers and councilors have been achieved this quarter, particularly for citizens. Table 8: Number of events and stakeholder participation in the ESAP-BP to date Regions Events Citizens % Female citizens Providers /officials Councilors All participants Avg/ Woreda Avg / event Addis Ababa Afar Amhara Benishangul Gumuz Dire Dawa Gambella Harari Oromia SNNPR Somali Tigray Grand Total

29 As the tables 8 and 9 demonstrate, caution is required. There are substantial differences between the regions, even if adjusted (averaged) for the number of participating woredas and the number of events. Also the average participation ranges substantially, from 11 (Somali) to 286 (Benishangul Gumuz). Obviously the nature of events may be very different. Table 9: Extreme participation values Woreda Region citizens providers / all Councilors officials participants Guba Benishangul Gumuz Adwa Tigray Kola Tembien Tigray Jima Rare (Q2) Oromia Jima Rare (Q3) Oromia Extreme values distort the picture, with 5 cases reporting over 4,000 participating stakeholders each (Guba reports in one quarter 12,687 citizen participants). On the other extreme, 5 meetings reportedly have 3 or less participants. The average participation is 450 per event (over 275 reported events), but it drops to a more realistic 299, if the 5 upper cases are neglected. Most reports do not give a clear explanation for the high number of citizens. For Guba woreda, MLYAM reports: during the celebration of nations and nationalities day on Hidar 29, the SAC members taught the community about SA and tried to mobilize resources from kebele residents. It is possible that thousands of people attended the event and were exposed to SA. For Adwa and Kola Tembien, TYA reports: Sensitization on SA meaning, objectives, tools and other processes are being executed using different methods. One method is using brochures. At this ESAP-BP, four brochures have been prepared. Kebele facilitators and SAC members use these brochures to sensitize SA processes. A second method is discussing at events and meetings like community, council, and administration meetings and trainings. It is possible that the number of brochures distributed is counted as citizens participation. It is unlikely that events such as FDGs and budget discussions generate such high numbers of participants, unless a clear mobilization strategy is undertaken. For Jimma Rare, HUNDEE has a clear mobilization approach, which was described in more detail in the previous quarterly report. We can be confident that the figures actually represent active participation. 29

30 3.4 Support to PSNP Woredas Deliverable PSNP innovation identified and agreed for implementation Indicator (1) 8 baseline progress end-line % of service issues that were raised by citizens (in the SA process) which have been solved 0 update in April % Our efforts to encourage the trained Project Coordinators (PCs) to study the PSNP-SA training materials provided, and to enhance the capacity of woreda SA experts is paying off. In 12 woredas service assessments have started, and the remaining 7 woredas are about to start. A complete overview of key progress indicators for all PSNP-SA expanded pilot woredas, including SA tools used, is provided in Annex 5, separately attached to this report. The PC of EOC-DICAC provided an in-depth orientation to the woreda facilitator for Seru and Dodota woredas. In each of the targeted kebeles, SACs have been established, involving PSNP clients, as well as focus groups for the CSC process. Moreover, in consultation with the woreda administration, agriculture and stakeholders such as food security taskforce/committee members, the SAIP has finally agreed on the PSNP-SA launching workshop date. Start-up meetings for PSNP and Agriculture were conducted by AFSR in Shebedino woreda, but there was not much activity in this quarter due to security risks and the state of emergency. Preparation work was successfully completed. The service standard was posted on billboards in areas that are visited by many people, and were also printed supporting the awareness raising campaign. In Misha woreda, a start-up meeting was conducted by ADV and 18 SACs were supported and/or established: 3 in ESAP2 implemented kebeles and 15 in scale-up kebeles. Each committee is composed of people with disabilities, religious leaders, elderly and women associations (7 members in each kebele x 18 totals 126 of which 78 are male and 34 female). FGDs were facilitated to assess the services and standards of PSNP. According to ADV, all kebeles found that the services and standards are not implemented according to what is stated in the PSNP manual. In fact, they were not aware of the standards and services before, and liked the awareness created during the FDGs. They see this access to information as a good opportunity to demand for better PSNP services during SA implementation. Previously the PSNP program was problematic from targeting to graduation and they hope that if SA is integrated with this program the services will improve. 13 Data depend on the sector data sheets which have only been introduced in this quarter. 30

31 Story from the field 3 An introductory training for PSNP stakeholders (Rohi Weddu) Rohi Weddu and the Gewane woreda pastoral and rural development office, organized training on PSNP and SA for service providers, PSNP clients, and other community groups for one full day. The training followed the training and materials developed by the PSNP team with the MA, which the PC had attended. The SAIP writes that this training opened the eyes of PSNP clients, service providers and service receivers to apply for PSNP standards. Participants appreciated the training, as it enabled them to better understand their rights and responsibilities. Most of them believed that there were gaps regarding targeting, and they believe this training will enable them to properly apply the standards during the upcoming re-targeting process. Participants also believe that the transfer system is not in line with the standards, because there are transfer delays for both cash and in kind, and most clients travel more than 3 hours to receive their transfer. In his closing speech, the pastoral office said that SA in the PSNP sector is most important to strengthen the current PSNP system at woreda and community level by filling the gap between PSNP service providers and PSNP clients. In Kuyyu Woreda (HUNDEE) a one day workshop was attended by 101 (70 male and 31 female) participants from the Food Security Task Forces (FSTF) in 23 kebeles of the woreda (from which 20 are PSNP target kebeles), although it was challenging to involve higher level officials due to their busy schedule. Knowledge of PSNP implementation modalities and service entitlements proved to be limited among the FSTF members as well as the community. During the workshop, groups reviewed the ESAP2 experience with PSNP and identified a number of remaining issues. Targeting Female household heads and destitute households are not equally treated (sometimes overlooked) and not invited to community meetings. The impact of partial targeting is still being felt, client rights are not fully respected, gender mainstreaming is not well managed, contingency budget is not properly used to address overlooked community members, temporary direct support service is not well implemented, clients are provided with client cards but there is a handling problem. Transfer From the group presentations it was noted that some clients travel more than three hours to receive payments. Households with malnourished children are not given due attention. Mothers are only provided payment for 6 months without being engaged in public works although they have the right to get a payment for 12 months after delivery. Delay in payment sometimes occurs and the use of the contingency budget is not done according to the program principles. Transparency and accountability Awareness on the program principles and service standards is not adequate and led to unfair targeting. Misbehaving service providers are not held accountable. Clients are not knowledgeable about the content of the client cards and they 31

32 do not handle the card carefully. PSNP posters and manuals are not available at kebele level. The meeting suggested to advise clients to properly handle their client cards, to teach them on the content of the program (their obligations and rights), and encourage them to demand for adherence to the service standards and hold those violating them accountable. Public Works Women leadership is limited and gender sensitivity needs improvement. Temporary Direct Support There are no clear criteria on availability of evidence of pregnancy, sickness, malnourishment etc. which affects a proper service provision. Women involvement in coordination and leadership should be 50% as per the program guideline, but they do not actively participate due to the workload at home. The meeting suggested providing effective orientation on the submission of the required evidence for the entitlement to be transitioned to temporary direct support. Gender and child malnourishment issues need more focus and orientation on transition criteria to soft conditionality to effectively respect the rights of mothers and children in the program implementation. Linkage to social services for BCC Women who are transitioned to temporary direct support (pregnant and lactating mothers, women with malnourished children) participate in BCC sessions. However, the role of effectively providing BCC services was not known to HEWs, Social Development Workers and DAs. The challenge of linking social services to BCC is that the services are not being provided with the required awareness on its purpose and benefits. Clients are penalized for not participating in the session although the program principle is that there is no direct relation between work done and payment to be provided. Women with malnourished children are not allowed to feed. Children under 18 years are forced to work for their mothers. These gaps in role understanding were addressed during the meeting, but a long term solution could be to regularly cascade PSNP training to these kebele level workers. Livelihoods Women participation is 50%. One challenge is the fact that credits advanced to the communities is not collected back, making it difficult to revolve the fund. It was also stated during the meeting that the government/donors are not ready to advance further funds while the revolving funds taken by the community are not collected. Thus, IGA activities are not supported with sufficient budget. Officials of the woreda and PSNP focal persons advised the task force to motivate community members who are facing difficulties to pay back their loans as per their commitment. Client graduation Due to wrong initial targeting (partial targeting), clients could not build the required asset threshold to graduate from the program. Graduation is still by quota as opposed to the official criteria of an income or asset threshold. Graduation is decided by officials and the clients that graduate are not food secure reaching self-sufficiency status. In addition, loan repayment ineffectiveness impacted on the asset building capacity of other clients that need money to start business to earn a livelihood through IGA activities. GRM There are Kebele Appeals Committees in all kebeles who are active only at the time of targeting. They receive grievances, but do not respond timely. PSNP and SA linkages The discussion groups said that both are concerned with transparency, participation, accountability and responsiveness in service delivery and that it is of high value to link both programs. It was suggested that relevant zonal level government bodies should participate in all PSNP-SA linkage events and processes because they have a stake in it. 32

33 Regular orientation and updating on PSNP services and service standards, as done during this workshop, seems very crucial to ensure that the clients receive fair services under the program. The meeting participants in Kuyyu woreda reached consensus on the facilitation of an assessment of PSNP and Agriculture service delivery using CRC in 6 sample localities addressing 300 clients. Feedback to the questionnaire has been provided by the MA and the PSNP team. WSA partner AWA implemented ESAP2 in the agriculture sector, and this proved to be an advantage for the integration of PSNP. Action plans were prepared with SACs in Kalu and Tenta woredas, and implementation of the SA process has started. We elaborate on the process followed so far: 1. Access to information - Identification of relevant PSNP data The integration of PSNP with SA is highly dependent on the access to relevant documentation and information on the previous implementation of PSNP. AWA used the program implementation manual and received client identification criteria and lists, performance reports, and wage and food distribution reports from the woreda agriculture office food security task force. It subsequently conducted a familiarization discussion in both Kalu and Tenta woredas with stakeholder organizations. 2. Capacity Building and Awareness Raising on PSNP-SA pilot To enhance the capacity and awareness of the concerned stakeholder and implementing organizations, PSNP issues were integrated into the woreda and kebele level SA activities: After the relevant information and data were available, a launching workshop was conducted with the woreda and kebele level SACs, the woreda food security steering committee, the woreda and kebele level FSTFs, the kebele appeals committee, and other stakeholders. Overall, 75 participants attended the session in each woreda. The woreda level PSNP-SA stakeholders (W-SAC, Woreda PSNP FSSC, and Woreda FSTF) hold monthly meetings to follow up on progress and modalities of implementation of the pilot activities based on the designed action plan. Training on SA concepts, SA tools, and PSNP standards was organized for the woreda and kebele level FSTF and kebele appeals committees, PSNP clients and non-clients including vulnerable groups, a total of 25 participants per woreda. (See Story from the Field 3 above undertaken by Rohi Weddu, a similar training example). 3. Application of SA tools and modalities for PSNP-SA Pilot In order to implement the CSC, 4 FGDs were created in both woredas. The FGDs include clients, non-clients and service providers including the FSTF, the woreda agriculture office and the DAs. In Duna, Soro, Lemo and Gibe woredas, 10 PSNP kebeles were selected, and in each kebele 4 FGDs (2 of PSNP clients and 2 of non-psnp clients) started SA tool implementation using CSC. For service providers 1 FGD per kebele was established to discuss service performance. Even if Shashogo Woreda is not a PSNP target woreda during the ESAP-BP, LIA is linking PSNP with SA in the agriculture sector, using the same approach. 33

34 Before conducting the FGDs, LIA ensured that the PSNP standards were posted in offices and public meeting places, so that awareness among service providers and clients about standards improved. This helped the FGDs to identify service issues. The SAC took the lead in facilitating the FGDs, and in each woreda a total of 800 service users were involved in the activities. LIA reports that in all kebeles, people are excited to see the PSNP service delivery improve. There is high sense of ownership of and commitment to the SA process. In the next quarter the kebele and woreda level interface meetings will be conducted. At the woreda level interface meetings a JAP will be prepare and approved. In Kebribeya Woreda (Somali region) the PSNP stakeholders (clients and service providers) were involved in a woreda level SA stakeholder meeting and learned about the PSNP-SA pilot. The PSNP service standards were discussed and PSNP clients were selected from each kebele for the SAC with support of woreda PSNP service providers and clients. During the SA meetings organized by OWDA, different issues regarding agriculture were raised by service users, such as the access to DAs in kebeles and the availability of agricultural inputs. In all kebeles, the number of DAs is not in line with the standard. In kebeles like Fadayga and Daawelay there is only one DA where the standard recommends 3 DAs for each kebele. The DAs do not reside permanently in the kebele due to the absence of residences which has a negative impact on permanent technical assistance. In some kebeles there is no animal health technician. Due to the efforts of the K-SACs, these technicians have now been assigned in Gilo and Fadyaga kebeles. Other chronic problems identified by framers are pests and diseases in vegetables, no formal credit facility for mechanization and drought. The woreda agriculture and livestock office has agreed to improve these services as part of the woreda agriculture agenda. The W-SAC will follow the changes. The MA will monitor if PSNP specific issues are also emerging in the process facilitated by OWDA. 3.5 W-SAC and Council Experience Sharing and Learning Events Deliverable Experiences identified, and sharing events organised among contract woredas Indicators (2) 9-10 baseline progress end-line (1) 9 (2) 10 Nr of stakeholders that have participated in learning events % of SAIPs reporting that existing participatory and representative mechanisms has been activated 0 1,915 3,000 0 Report in April % 34

35 3.5.1 Council Learning Events More than 1,915 people participated in learning events during the ESAP-BP so far, which is far more than the targeted 1,500. SAIPs explain that learning events are more interesting when there is scaling and council experience to be shared. As expected, 62% of these events were organized during the current period. Some caution is needed with data interpretation. In total 61 woredas reported training events with an average participation of 31 persons. The range, however, is considerable. One woreda (Addis, Kirkos sub-city) reported almost 400 participants, half of them councilors, in one or more event during the current reporting period (about 20% of the total for all woredas). On the other hand, 6 meetings were reported in the first quarter with 3 or less attendants. A learning event was organized by RTG at Metehara town administration's council office with W- SAC and K-SAC participation. The main objective was to disseminate experiences and changes achieved in the health sector to those unfamiliar with it from the education, revenue, water and sanitation, town administration and communication offices, so that they can consider replication. Key issues shared were: Readiness and responsiveness of health sector service providers; Diligence of SACs and their recognition by service providers; Superb involvement of councilors in every issue raised by the community; Close relation between the SAC, the health office, the council and the SAIP. ADA conducted an exposure visit to Fogera W-SAC and council. In total 18 members participated and gained important lessons from the host. The visitors learned that the host woreda councilors are very active and playing a key role in the SA process. Specifically, the kebele councilors are linked with the K-SAC and report issues raised through the SA process at the council regular meetings. Besides, members of the standing committee follow-up on implementation of the JAP as part of their oversight role. The visitors were encouraged to prepare an action plan on how to use the takeaways from the exposure visit to strengthen the SA practice back home. The speaker of the house from Gonji woreda has plans to orient all councilors in the woreda about SA so that they will play an active role in the SA process and integrate it with their oversight and budget approval roles. ADV used the water and sanitation experience of Mirab Azerenet Berbere woreda SAC for a learning event with Lanfuro, Silti, Misha and Sankura Woreda SA committees and council members. The visitors learned about: 35

36 Story from the field 4 Councils take SA serious (MSCFSO) For the effective implementation of SA, the involvement of councils is very crucial. Therefore the SAC is structured in a tri-partite way, bringing together representatives of citizens, service providers and councils. The woreda and kebele councils play a key role in improving service delivery issues raised by the community. Training was provided to the speaker and representatives of the standing committees to create a better understanding about SA and to look for ways they can integrate it with their different roles. Following the training, the councilors have been actively participating in the SA process. For instance, the standing committee members follow up on the implementation of JAPs as part of their oversight roles. Most woreda councils in the MSCFSO portfolio (Amhara region) have introduced the objectives and functioning of SA to the council members. All councils have given non-voting seats to representatives of vulnerable groups. This will enable the council to regularly hear about their needs and interests. In Enarj-Enawga, Machakel and Aneded woredas the JAPs were approved by the woreda council for smooth implementation, so that services will be provided based on community needs. The JAP issues were incorporated in the council standing committees checklist for oversight purpose. Together with other SACs members, the woreda council representatives started to check on service improvements that were requested by the community. In a similar way, in Debre-Markos, one kebele council discussed the education sector service gaps identified by the community, passed supportive decisions and evaluated the improvements. Some woredas like Dejen considered the woreda JAP during budget approval. The speaker of the house of Dejen woreda further explains: The SA training and our participation in different SA activities has given us so many lessons for our duty as councilors. For instance, having seen the SA experience, we now undertake oversight duties based on a checklist. We follow-up on the implementation of development projects according to the schedule set and check whether actors have fulfilled their responsibilities. Besides, we now regularly conduct actual facility visits to practically see how things are progressing. We used to pay less attention to the education, health and WASH sectors, but now we follow-up on the implementation of activities in these three sectors as our primary task. Moreover, The JAP in the three sectors was made available to standing committee members and follow-up on implementation in line with their oversight role. 36

37 The SA committee's self-confidence to hold public officials from the lower to the higher offices accountable for their unsatisfactory performance and unrealized demands according to the basic service delivery standards. How the SAC is behaving, operating and communicating with service users and service providers to improve the service quality. Close SAC collaboration with the woreda FTA to boost accountability and transparency through different layers of the government. SAC community mobilization and fund raising, which facilitated the construction of two water points with an estimated cost of ETB 70,000. Incorporating gender and vulnerability perspectives in basic service delivery. The SAC incorporated vulnerable groups and maintains a gender balance in the committee. They are focused and highly committed to lobby for the needs and preferences of vulnerable groups and women to be met by concrete actions. ACSOT reported, among others, on an experience sharing event organized by the TPLF Association in Samre-Seharti with 9 participants from the W-SAC and council members. Two kebelles were selected to share their experience with community participation in road maintenance. The visitors evaluated the motivation of the local community on road maintenance and they decided to do their best to expand this experience to remaining kebelles. According to the data and to the quarterly narrative reports of SAIPs in 6 regions (Harari, Somali, Benishangul Gumuz, Afar, Dire Dawa and Gambella) no learning events took place yet and 53% of the learning events took place in Addis Ababa only. SAIPs are still planning SA experience sharing and learning events with or for councils. To support a more strategic use of sharing and learning events the MA shared horizontal learning strategies during the writeshops. The main message to SAIPs is to support initiatives suggested by local champions, rather than to organize events for them. This more clearly puts the leadership with local volunteers and also makes better use of local energy and resources Evolving the Role of Councils Several SAIPs (HIDO, Cheshire, RTG, Rohi Weddu, ECC, LIA, ADV, WSA, AFD and ILU) report that councils increasingly look at SA and its scaling as their responsibility, because the council is representing the community and is responsible for sharing concerns of the community. Councilors, in particular those with a role in the standing committee on social affairs, are encouraged to be member of the SAC. As SAC members, they participate in interface meetings and can bring service issues to the council meetings. HIDO explained that the council takes on issues that are not solved by the administration. For example, there was problem with a fence at a health center, and since this issue was beyond the capacity of the health center, the council discussed it at their meeting. The issue of fencing is now solved. Similarly, RTG reports that the SAC is well linked with the council because they jointly monitor services. This has contributed to the timely implementation of the JAP. Importantly, 37

38 emerging service issues are also being solved as the councils pressurize responsible actors to take pro-active measures. One of such issues was to upgrade the health center to a hospital. For this to happen, the compound of the health center should be to the standard of a hospital which it is currently not. To this effect the SACs, together with standing committee members of the council requested the expansion of the health center backyard to hospital standard. Their request is now under consideration with a high probability of acceptance. Story from the field 5 Council pressure for access to information (HUNDEE) The K-SAC of Gamada Kebele asked the Woreda Education Office (WEO) information on the exact amount of budget allocated to a kebele for the construction of additional classrooms. When the WEO declined to respond in a transparent way, the K-SAC presented the case to woreda council speaker (who is a W-SAC member) and informed him about the issue in detail. The woreda council speaker immediately went to the WEO with K-SAC representatives. He explained why the K-SAC requested the information and that it is also their right to get information on the budget allocated to them. Then, the WEO divulged that the budget allocated to their kebele for school enhancement was ETB 150,000. The K-SAC representatives also made clear that they wanted the information on the budget to use it as evidence to facilitate local resource mobilization to match the government allocated budget. This story illustrates the importance of involving the woreda council in SA processes. Others, like LIA, are creating opportunities for the SAC and/or representatives of vulnerable groups to participate in regular meetings of the kebele and woreda councils. MA monitoring confirms that many council members now know about SA, and many councils have made it a regular agenda item in the council meetings. Inspired by SA, some councils have started using oversight checklists, which are based on service standards or on the JAP. HUNDEE reports on three major challenges that must be overcome with effective mainstreaming of SA in council operations: Councils are dominated by the woreda executive, which they are expected to control and hold accountable. The council has limited budget to discharge its oversight role as provided by the law. The executive/sector offices are not responsive to the council standing committees. 38

39 Story from the field 6 Council Standing Committee capacity building (HUNDEE) A one-day training workshop was conducted for woreda council standing committees of Wolmara and Dandi Woredas. The Speaker of the council provided an orientation on the major duties and responsibilities of the council standing committees. In most cases, members of the council are not well informed about their roles and mandates. Some members commented that if such full orientation had been provided earlier, they could have performed better in terms of holding the executive accountable for their performance and behaviors. After the orientation, groups discussed and presented the importance of SA to their work, possible ways of mainstreaming and facilitating SA and challenges they may face in the process as well as available opportunities and lessons learnt. The major points presented are as follows. SA is important for council work because: SA strengthens the image and trustworthiness of the standing committees creating a strong linkage and direct interface with community groups. SA facilitates the work of the standing committee at woreda and local levels, and enhances the committee capacity to ensure community participation. SA improves transparency in service provision and budgets, and leads to timely response to problems, with community participation. SA ensures the quality of oversight of standing committees following service users involvement SA creates space for all community categories (e.g. women, PWD s, youth and elderly) to openly express their issues, choices and priorities. This helps the council to focus on priority needs of the community, and to compare local reports with the actual plan. The council can create more opportunities for citizens to participate in council monitoring activities and budget hearings. The view expressed to the MA by a council member in the kebele 3 SAC in Gambella town (LIA) hints at challenges that council members face to exert their influence over the executive. He explained. We have to demand when the concerned government organ fails to provide services such as education, water, power etc. The government allocates budget based on their priorities. In the SA process we can express what we want or do not want to be included in the budget. The 39

40 budget is allocated for the community and the community contribution comes after allocation of budget by the government. In the case of Wora Jerso and Kuyu Woredas, Cheshire observed that councils have strongly empowered themselves, and started to stand on behalf of the community and discharged their responsibility. However, in other woredas, where councils see themselves as the implementer of government plans, a lot of work remains to be done. They need capacity on how to identify public service needs, mobilize resources, monitor services and government budget to make government officials responsible and accountable, and in general on how to stand on behalf of the community. ECC also reports that it needs to do more to enable councils to take full advantage of the benefits that SA offers. HUNDEE and HIDO state that training for council standing committees was an eye-opener for the members motivation to start playing their role and relying on the power entrusted to them by the council. Since the council training by HIDO, the involvement of the council has increased. For example, the council is supporting the SAC and providing the meeting hall free of charge, and is inviting the SAIP and SAC to council meetings to discuss SA. According to HUNDEE, a standing committee member openly reported that the executive offices refused to open their doors when they tried to monitor their service delivery performance. Council standing committee members complained that the executive deliberately limited the council budget to hinder effective supervision and monitoring of the executive arm. HUNDEE informed us about the government plan to provide full office tenure with salary payment for the standing committees of the council. This will be a good opportunity to strengthen the councils influence over the executive administration and sectors. Regulating the operations of council standing committees will overcome its current ad hoc functioning and fragmented operations. RCWDO discussed with the woreda council speakers to facilitate experience sharing between the council and the SAC. Almost all the council speakers in the respective woredas are interested to work together and support the work of SACs. According to the speaker, the problem is that no council meeting was conducted in the current reporting quarter in all targeted woredas due to resource limitations. As an alternative, RCWDO invited council members to different SA events and to the regular meetings of the W-SAC and K-SACs. HUNDEE provides more examples on how opportunities can be created that enable the W-SAC and councilors to share experiences and work together to promote SA in their respective woredas. Like other SAIPs, they use various activities and strategies such as startup meetings, PPB forums and engagements, woreda council training, council membership of the W-SAC, joint engagement of W-SAC members and councilors in pre-budget hearings and woreda council budget approval meetings. Further attempts are made to enhance the involvement of councils at kebele level SA tools implementation and sensitization, and at kebele and woreda interface meetings. Council members who attended some of the FGDs in Gewane woreda (Rohi Weddu) told the MA that they appreciated the way issues were identified, prioritized and scored. They suggested replicating the same process in the health and education sectors, which are among top priorities in the woreda. The councilors added that issues raised following discussions and service 40

41 assessments will provide them with inputs during planning of woreda activities and the allocation of budget. Interestingly, the Semera-Logia town has one kebele with 13 ketenas, which do not have permanent councils. The party (APDEPA) is represented in the ketena SACs and the W-SAC plays the council role in the SA process. RTG reports that the standing committee of the council and the SA monitoring committee used to monitor JAP implementation and sector offices separately, but now they have formed a joint monitoring team. This is a promising innovation. As the team is composed of prominent decision makers, JAP issues are getting a timely solution, except issues which need huge capital investment. The speaker of the house in Fentale Woreda (RTG) is also the W-SAC chair. He compares SA to a good governance project, similar to our function In each K-SAC there are councilors who are promoting SA linkages with the budget cycle. The vice speaker of the house in Siliti woreda council is a member of the W-SAC (ADV). She disclosed that the woreda council decided to add SA to the regular council meeting agenda. They will monitor service improvements obtained due to SA and will seek to replicate it to non-target kebeles. Since the woreda council has no mandate over the kebeles, the council consulted with the woreda administration on scaling up. The administration wrote a letter to the kebeles to scale up SA with support of the K-SACs. We are learning that councils are developing a strong interest to become involved in the implementation of the SA process to assess service delivery and good governance. They start to consider SA with its pillars of participation, transparency and accountability as their main duty, and see the SA process as a good support and enabler of regular oversight activities. Councilors have told the MA monitoring team that the SAC should also be involved in monitoring how the budget is implemented, which is a call for more PETS. Priority 1.2 Keeping SA on the local government agenda 3.6 Structured Partnerships between SAIPs, Regional Council and BoFEDs Deliverable Structured partnerships between SAIPs, regional councils and BoFEDs to monitor woredas and sectors where ESAP2 was active Indicators (3) baseline progress end-line (1) 11 (2) 12 Nr of regional integrated linkage committees that facilitate the broadcasting of the pilot radio program Nr of BoFEDs and Councils who conduct regular woreda and sectors monitoring visits with SAIPs Report in April

42 (3) 13 % of citizens, service providers and councillors reached by the radio program 0 Not applicable survey Regional FTA-SA Radio Programs Agreements have been signed between the MA and the Amhara regional BoFED on the one hand and the MA and the Amhara Art and Media Association (AMAA) on the other hand. The purpose of these agreements is to design, produce and air an FTA-SA linkage radio program. AMAA provides professional assistance, the BoFED covers airtime costs for a full year, and the MA finances and coaches the design and production of the radio program. In particular, the MA is working on the radio version of the SA theatre Because we asked. A plot outline and content description for the drama series has been developed, including the first two parts. Replication of the radio program to other regions is in progress. Assessments have been made in Tigray, Somali, Oromia and Gambella. In Tigray a 15 minutes FTA weekly radio program running on Dimtse Weyane (a MW radio station in Tigrigna) will be upgraded to a 30 minute FTA-SA program. The Tigray BoFED and the radio station signed a separate agreement which was submitted to the MA. ACSOT will organize technical assistance with support from the MA similar to Amhara region. In Somali possibilities were explored in a meeting with the BoFED, the regional council, Jijiga FM 99.1, OWDA and the MA. The Oromia BoFED has already committed FTA airtime budget to a weekly television program. We will meet the production team to discuss the FTA-SA key messages. In Gambella opportunities for radio transmission are limited. An evaluation of an earlier FTA radio program showed nobody had listened to it. The BoFED is still exploring possibilities with an FM station that will be newly established, but theatre seems a better option to reach large audiences in Gambella. Pending the final decision, LIA is preparing to translate Because we asked in three local languages. Sude Community Radio in Arsi is, according to EOC, airing a daily one-hour SA program for 9 woredas. The MA will explore possibilities for cooperation. Note: The effectiveness of transmitting FTA-SA messages through radio programs will be measured with a survey towards the end of the program. Progress with radio program development, translation, and broadcasting in the various regions can also be received through MA reports during regional meetings and MA team meeting records. 42

43 Priority 2 Fostering and Enhancing Social Accountability Dialogue at Federal, Regional and Woreda Levels Priority 2.2 Strengthening the capacity of key stakeholders to engage in social accountability policy dialogue Exploring Sector Involvement Deliverable Carrying out awareness raising and providing tailor made trainings on social accountability and its achievements in each sector to old and new stakeholder Indicators (2) baseline progress end-line (1) 14 Nr of regions where at least 80% of all stakeholder groups are represented during regional FTA-SA meetings (2) 15 Nr of regions that have organised sector dialogues using MA sector monitoring data 0 0 Report in April 2017 Report in April Deliverable Facilitating exposure at federal level to relevant local initiatives in Ethiopia Indicator (1) 16 baseline progress end-line Nr of sector Ministries at national conference, learning benchmark meeting, and/or field visits Deliverable Providing coaching/advisory support to sector ministries/programmes in mainstreaming SA Indicator (1) 17 baseline progress end-line At least one sector ministry has received coaching advisory Priority 2.1 Strengthening the existing dialogue framework is the responsibility of MOFEC, TAG, SCM. 43

44 3.7.1 Regional FTA-SA Meeting The regional FTA-SA meetings that were planned for October 2017 had to be postponed due to state of emergency. The meetings were rescheduled for January Guidance prepared by the MA together with MoFEC during this reporting quarter is still valid. Priority 2.3 Sustaining and enhancing knowledge management on social accountability 3.8 Documentation, Communication and Social Media Deliverable Completion and dissemination of key knowledge products 15 Indicator (1) 17 baseline progress end-line Nr of key knowledge products planned on SA that are completed and disseminated The ESAP Newsflash volume 4, issue no. 2 was published in December 2016 and 6,000 soft and hard copies were distributed to implementing partners and other stakeholders. Submissions for the third SA Communication and Documentation Awards have been received by the deadline as follows: Most Significant Change Stories - 16 submissions; SAC hero - 14 submissions; PV in two categories (created to provide a more equal and fair competition based on experience and equipment availability). Category A (more experienced) - 4 submissions; Category B (less experienced) - 10 submissions; TSA including a report, a video and pictures of the TSA performance - 11 submissions. Each category will have a jury composed of 3 MA staff, 1 DA member and 1 external expert. The internal MA staff will review all submissions, using pre-set criteria to select the top submissions by the end of February The other 2 jury members will select the winners from this preselection. The award is planned to take place during the LB scheduled for March in Adama. The awards will enable us to develop a series of publications that can serve as future learning and sensitization on SA. 15 Technical Plan CD&T, M&E and communication. 44

45 Other activities of the team in this quarter have been: A case study on the soap factory that was disrupting classes in a school in Hawassa (presented in previous MA reports) was prepared for the annual report of IA. One of our communication experts took pictures and collected quotes to illustrate the case study. A 20 minute excerpt from the TSA Because we asked focusing on the process of interface meetings was rehearsed and presented at the JRIS on 16 December The production and broadcast of a weekly radio program focusing on SA in English, is continuing on Afro FM radio station. It has been on air for one year since November SA communication material collected by an external consultant was rated in terms of quality and usefulness. Content rating by the MA is ongoing. Social Media updates have been pending since end of September 2016 due to state of emergency and the related ban on these media. Priority 3 Design the next phase of ESAP based on evidence and lessons learned Priority 3.1 Establishment of a credible foundation for measuring SA impacts on basic service delivery 3.9 ESAP2 Internal Assessment Deliverable Implementation of the planned end-line survey of ESAP2 Indicator (1) 19 Baseline progress end-line Operational evaluation completed and disseminated The operational evaluation was completed as reported in the previous progress report (QR-19) and disseminated in October The document is also accessible through the ESAP Website. 45

46 3.10 ESAP Successor Program Priority 3.2 Design of ESAP3 The MA was invited in December 2016by the ESAP3 design team to present main program components, implementation arrangements, achievements, challenges and any other issues considered useful to inform the team about the design of ESAP3. In this session, the MA summarizes the key issues for the ESAP3 design. SA tools alone do not bring change! The success of ESAP is due to relentless efforts of the CSOs 16 to build relationships with local governments in which the SA process can increasingly be led by the tri-partite SAC. This SAIPs interlocutors: requires us to understand the process, rather than Raising awareness on service entitlements the SA tools. ESAP2 developed two critical practices. Identify and empower vulnerable groups: Early on, SAIPs got stuck with the tools, as these who is not being served? tools do not recognize the need to invest in Motivate CBOs to lead SA relationships with authorities and CBOs, in Motivate providers to engage citizens empowerment of vulnerable groups, in Prepare citizens and service providers for understanding and working with local resistance, productive dialogue & facilitate the dialogue power dynamics and service realities. This led to the development of an SA process, and emerging clarity on the interlocutor role of SAIPs. On the SA process: FTA is making budget information available, but are citizens making use of that information? When SA is introduced, citizens can be afraid to speak up, service providers can be afraid of the consequences of assessment. In this context, access to information is not just about availability, it is also about helping providers to share it freely, and helping citizens to use it. Much has been learned about helping citizens to access information, such as standards, plans and budgets of the government. It remains challenging to obtain facility budgets (e.g. including local revenues) and expenditure information. The interface meeting is another key ingredient the dialogues are exemplary, and may point the way to participatory democratic development. In this context, the Citizens Charter proves interesting. It could be developed as a social contract, a more mature and institutionalized version of the JAP. Such a clear reform agenda brings local resources and capacities to the table. Voluntary community contribution is paramount for development, and ESAP demonstrates how this can be mobilized. 16 The vast majority of SA partners are resident charities and societies. Under ESAP2 there were 4 Ethiopian charities and Societies, but 1 is no longer a grantee due to underperformance. 46

47 Services must improve and that is why monitoring is so important. What is the value of an SA process that does not bring any change? We have seen that service improvements drive change in citizen-state relationships. Where services have improved significantly, the SAC continues to be engaged with SA. The opposite is also true. Where service providers have not been responsive, the SAC is weak and does not take the lead. We learned that SACs must monitor what changes in terms of service improvements, because it drives accountability and service improvements. Figure 3: Social Accountability Cycle SA Tools emerging practice SA tools are not unimportant, and we see an emerging practice. The most popular tools are a combination of Community Score Card (or Citizen Report Card) and Participatory Planning and Budgeting with Gender Responsive Budgeting as a mainstreaming tool. The CSC and PPB continue to be used by citizens and SACs. CSC: is a good starter; it engages a wide variety of groups, is empowering experience and things are changing in the kebele; PPB enables solving CSC/CRC issues that require budget; GRB enables women issues to remain on the agenda and links SA firmly to the budget cycle of the government. Public Expenditure Tracking Survey (PETS) is a promising experiment. However, the tool requires expertise that is beyond citizens capacity. Similar to CRC implementation, PETS requires expert CSOs to conduct the survey, and subsequently to enable citizens to understand survey findings prior to facilitating the interface dialogue. ESAP3 could further experiment with such a role of CSOs in SA processes, next to the critical interlocutor role that dominated ESAP2. This additional role would be surveying service performance at scale, perhaps on demand of the regional councils, and facilitating regional accountability and regional sector policy learning. 47