ETHIOPIA HUMANITARIAN FUND ANNUAL REPORT … HF - Annual... · 35 EHF-FUNDED PROJECTS ... disease outbreaks and large-scale climate and conflict-in- ... The 2017 HRD requirement was

ANNUAL REPORT

ETHIOPIA HUMANITARIAN FUND

2017

EHF 2017 ANNUAL REPORT 2

CREDITS This document was produced by the United Nations Office for the Coordination of Humanitarian Affairs (OCHA) Ethiopia. OCHA Ethiopia wishes to acknowledge the contributions of its committed staff at headquarters and in the field in preparing this document.

The latest version of this document is available on the EHF website at www.unocha.org/ethiopia/

Full project details, financial updates, real-time allocation data and indicator achievements against targets are available at gms.unocha.org/bi. All data as of 31 March 2018.

For additional information, please contact: Ethiopia Humanitarian Fund [email protected]

The designations employed and the presentation of material on this publication do not imply the expression of any opinion whatsoever on the part of the Secretariat of the United Nations concerning the legal status of any country, territory, city or area or of its authorities, or concerning the delimitation of its frontiers or boundaries. Financial data is provisional and may vary upon final certification.

THE EHF THANKS ITS DONORS FOR THEIR GENEROUS SUPPORT IN 2017


TABLE OF CONTENTS

4 FOREWORD

5 2017 IN REVIEW 6 AT A GLANCE 7 HUMANITARIAN CONTEXT 9 ABOUT ETHIOPIA HUMANITARIAN FUND 11 ALLOCATION OVERVIEW 14 INNOVATION AND ACCOUNTABILITY 16 FUND PERFORMANCE 18 DONOR CONTRIBUTIONS

19 ACHIEVEMENTS BY CLUSTER 20 AGRICULUTRE 21 EDUCATION 22 EMERGENCY SHELTER & NON-FOOD ITEMS 23 HEALTH 24 NUTRITION 25 PROTECTION 26 WATER, SANITATION & HYGIENE 27 SUCCESS STORY

28 ANNEXES 29 FUND PERFOMANCE 35 EHF-FUNDED PROJECTS 41 EHF ADVISORY BOARD 42 ACRONYMS & ABBREVIATIONS 44 REFERENCE MAP


FOREWORD

Last year was yet another challenging year particularly for the lowlands of Southern and South-eastern parts of Ethio-pia that faced consecutive failed / poorly performing rains; acute food insecurity; severe malnutrition (exceeding emer-gency thresholds in some areas); depleted livestock assets; disease outbreaks and large-scale climate and conflict-in-duced displacements.

The Government and humanitarian partners managed to avert a major humanitarian catastrophe in the country for the second year in a row. More than US$1 billion was mobi-lized for multi-sector response during the year, including to routinely assist 8.5 million people with relief food and cash.

It was also the busiest year for the Ethiopia Humanitarian Fund (EHF) both in terms of income, allocation and number of projects supported. The Fund received $104.4 million (in-cluding $22 million carryover from 2016) from eight donors - Ireland, Germany, Norway, Sweden, Switzerland, Republic of Korea, United Kingdom and United States of America.

Over $94.2 million of the funds received were allocated through four allocations, supporting 124 multi-sector pro-jects. The Fund financed some 18 per cent of total non-food requirements identified in the Humanitarian Requirements Document (HRD, equivalent of the global Humanitarian Re-sponse Plan). I am proud to note that this is in line with the Secretary-General’s ‘Agenda for Humanity’ proposition of a minimum financial package, whereby the share of Appeal funding channelled through country-based pooled funds (CBPFs) is increased to at least 15 per cent.

In line with the New Way of Working (NWoW) and recogniz-ing the recurrence and predictability of droughts in Ethiopia, the Government and humanitarian and development part-ners have begun a process to gradually shift the strategic and operational approach in addressing humanitarian needs in the longer term.

To this end, the 2018 HRD – newly named Humanitarian and Disaster Resilience Plan (HDRP) - represents a first step to-wards the development of a multi-year planning framework that will seek to increase the quality and predictable delivery of required multi-sector humanitarian response; mitigate fu-ture needs in areas that experience recurrent climate-in-duced shock; support the strengthening of national service provision to address chronic and acute needs; and the recov-ery of affected communities.

The EHF will continue to support priorities in the 2018 HDRP as further guided by the inter-cluster prioritization exercise, which is endorsed by the Ethiopian Humanitarian Country Team. Without losing its life saving focus, the Fund will strategically engage to support prevention, recovery and na-tional system strengthening in support of the NWoW and in-line with the HDRP.

Most of the 2017 humanitarian needs are expected to re-main in 2018 given insufficient recovery opportunities; the prevalence of risk factors for communicable disease out-breaks such as Acute Watery Diarrhoea and measles; as well as large scale displacement due to drought and violence. Chronic shortages of water and fodder is already observed in most parts of the current drought-belt.

In line with forecasts put forth by meteorologists and cli-mate experts, including the National Meteorological Agency (NMA) and FEWSNET, the impact of the ongoing La Niña phenomenon has so far led to reduced performance of spring rains over southern and eastern lowland areas, ex-pected to negatively affect the recovery of pastures and im-provement of livestock body conditions. Similar levels of fi-nancial support will be required early in the year to address immediate priority humanitarian needs and to protect devel-opment gains.

I am confident that a well-funded and coordinated humani-tarian response coupled with a recovery plan will enable Ethiopia maintain its development trajectory; continue to play it crucial regional security role; and maintain its gener-ous open door policy hosting more than 900,000 refugees, one of the largest refugee-hosting nations in the world.

Ahunna Eziakonwa-Onochie Humanitarian Coordinator


EHF 2017 ANNUAL REPORT

2017 IN REVIEW

In 2017, the Ethiopian Humanitarian Fund (EHF) received US$ 104.4 million (including $22 million carryover) from eight donors namely Ireland, Germany, Norway, Sweden, Switzerland, Republic of Korea, United Kingdom and United States of America. Out of the income, over $94.2 million was allocated, supporting 124 multi-sector projects, with highest investments in nutrition, WASH, health and agriculture sectors respectively. Geographically, Somali region received the largest funding ($42.8 million), followed by Oromia ($21.6 million), commensurate with the level of the humanitarian crisis/needs.


SOMALIADDIS

ABABA

AFAR

TIGRAY

BENISHANGULGUMUZ

GAMBELLA

OROMAISNNP

42.4

0.1

1.2

0.5

1.3

1.0

21.66.0

Republic of Korea

Norway

Swizerland

Ireland

Sweden

Germany

UK

USA

0.5

1.2

2.1

3.7

5.3

18.8

29.5

21.6

Coordination andSupport Services

Common Services

Education

Protection

NFI/ES

Agriculture

Health

WASH

Nutrition

Multiple regions: 19.0

1.3

1.3

1.6

1.8

2.6

1

0.6

0.5

1.0

3.0

6.9

12.0

19.2

25.5

25.1

ETHIOPIA HUMANITARIAN FUND AT A GLANCE


Throughout 2017, the Government of Ethiopia and humani-tarian partners responded to the rapidly deteriorating hu-manitarian context mainly due to drought and conflict. The year began with 5.6 million people requiring relief food assis-tance as a result of the impact of the Indian Ocean Dipole-in-duced drought in southern and south-eastern Ethiopia. The 2017 Humanitarian Requirements Document (HRD)1 re-quested nearly $1 billion for multi-sector response to save lives and livelihoods. At mid-year, the number of people re-quiring relief food spiked to 8.5 million raising the funding re-quirements to $1.26 billion. An additional 4.1 million public works clients of the Productive Safety Net Programme, who are not included in the HRD estimates, continued to require relief assistance during the year.

The under-performance of the 2017 spring (February - May) rains - making it the third consecutive poor/failed rains in the southern and south-eastern lowlands - contributed to the deteriorated humanitarian situation. Areas needing ur-gent nutrition support (priority one woredas/districts) in-creased slightly mid-year from 454 to 461, nearly half of which were classified as ‘priority one’ (very severe) while tar-geted supplementary feeding needs increased by 76,000 un-der five children to 376,000 cases. Pastoral communities en-tirely dependent on their livestock bore the brunt of the drought crisis. Risk factors such as chronic water scarcity continued to drive livestock deaths (including drought re-sistant varieties), displacement and disease outbreaks, par-ticularly Acute Watery Diarrhea (AWD).

Adding another layer of complexity to an already dire hu-manitarian situation was the upsurge in violence along the Oromia and Somali regional borders in early September 2017. According to NDRMC estimates, some 857,000 con-flict-displaced persons (IDPs) fleeing violence or fear of vio-lence were settled in close to 400 sites, across Oromia, So-mali, Harar regions often in areas experiencing ongoing drought-related humanitarian need – as well as the cities of Dire Dawa and Addis Ababa. The conflict and subsequent

population displacements – while generating major humani-tarian needs and protection concerns – disrupted delivery of humanitarian assistance.

Flash floods caused by the overflow of Awash, Wabe She-belle, Baro rivers and backflow of Lake Tana affected 300,000 people in Afar, Amhara, Gambella, Oromia and So-mali regions, of whom at least 100,000 displaced.

The drastic escalation in the number of IDPs and associated multi-sector needs, the dire nutrition situation in Somali re-gion, harvest losses due to failed or delayed rains and the impact of Fall Armyworm infestation necessitated a further upward revision of the HRD requirement to $1.42 billion by mid-October.

Adding to these in-country challenges was the continued crossing of refugees into Ethiopia from war torn and drought affected neighboring countries. Influx of South Sudanese refugees fleeing renewed conflict in Maiwut, Mathiang and Pagak areas led to the establishment of new reception cen-tres and expansion of existing camps in Gambella and Bene-shangul Gumuz regions.

The 2017 HRD requirement was 81 per cent funded, with some 8.5 million people assisted with relief food and cash, more than 1.6 million moderately malnourished children un-der-5 were supported with supplementary feeding and 256,000 severely malnourished children were enrolled in therapeutic feeding programs. At least 73,000 full ES/NFI kits were distributed to displaced households, including 9,500 households assisted with cash grants. Some 4.8 mil-lion people also benefited from health services, while several thousand were supported in the WaSH, Education, Protec-tion and Agriculture sectors.

With predictions that the current scenario will likely deterio-rate further due to the potential impact of a La Niña on the 2018 spring rains, chronic water and fodder shortages in the current drought belt, and the potential for a new larger scale AWD outbreak after February 2018, Government and part-ners are calling for continuation of current levels of support going into 2018.

1 The HRD is the common plan and implementation framework to address humanitarian needs in Ethiopia.

2017 IN REVIEW

HUMANITARIAN CONTEXT

33%

17%

20%

30%

48%

37%

15%


TIMELINE OF EVENTS

JULY 2017 AUGUST 2017 SEPTEMBER 2017

APRIL 2017

OCTOBER 2017

MAY 2017

NOVEMBER 2017

JUNE 2017

DECEMBER 2017

JANUARY 2017 FEBRUARY 2017 MARCH 2017

Joint NDRMC-OCHAHRM call around confirms

impact of IODinduced drought

5.6 million people targeted foremergency relief food assistance in2017 Humanitarian Requirements

Document (HRD)

Under-performing of the springrains in the southern and southeastern lowlands of the country

Failed spring rain posed foodinsecurity in the southern and south

eastern lowlands of the country

Surge in acutemalnutrition

in Somali region

Revised HRDidentified8.5 million people inneed of relief food

assistance

Peak of AWD casesreported

in Somali region

Oromia-Somali boarderconflict resulted in new

displacements

1.1million conflictinduced IDPs identified

468,970 climateinduced IDPs identified

Prioritization statementdocument issued by

EHCT to complement themid year review of HRD

Poor start of thedeyrrains


Established in 2006, the EHF responds to disasters triggered by natural hazards, such as droughts, floods and outbreaks of diseases, as well as conflict-related crises. The EHF aims to support the timely disbursement of funds to the most critical humanitarian needs in the context of both the annual HRD and emerging unforeseen emergency needs. Donor contributions to the EHF are un-earmarked. The HC al-locates funding through a consultative process, based on identified humanitarian needs and priorities at the country level. Inclusivity, flexibility, timeliness, efficiency and Ac-countability & Risk Management are the five global principles which underpin the use of the EHF. Since its inception in 2006, the EHF has mobilized $465.8 mil-lion and allocated $456.1 million to 735 projects through 59 partners, including UN agencies and NGOs. Objectives of the EHF The EHF enables the delivery of humanitarian assistance by specifically focusing on: 1. Ensuring more adequate, timely, flexible and effective hu-manitarian financing using the pooled funding mechanism; 2. Ensuring well prioritized use of resources, primarily in sup-port of the needs and strategies outlined in the national HRD; 3. Empowering the Humanitarian Coordinator to enhance co-ordination; 4. Supporting coordination efforts through the cluster ap-proach; 5. Enhancing partnerships between UN and non-UN actors. Allocation modalities The EHF allocates funds through the Standard and Reserve windows. At the HC’s discretion and following the HRD re-lease and inter-agency prioritization exercise, the Fund issues a Standard Allocation for collectively identified strategic needs. The cluster coordinators drive the prioritization exer-cise and the HC in consultation with the Advisory Board (AB) will determine the amount to be allocated through the Stand-ard Allocation. The Reserve Allocation is open for proposals throughout the year, responding to humanitarian needs iden-tified in the HRD and other emerging humanitarian needs.

Allocation parameters The maximum allowable grant amount will be determined and disbursed in tranches on the basis of project duration, partner capacity and risk levels. Funding Recipients EHF funding is available to eligible EHF recipients including UN agencies, NGOs and the Ethiopian Red Cross. To be con-sidered eligible for funding, NGOs must participate in the due diligence and capacity assessment processes. EHF funds are channelled through partners that are best placed to deliver prioritized activities in accordance with the agreed strategy and humanitarian principles in a timely, and effec-tive manner. Leadership and Governance The activities of the EHF are carried out under the HC’s over-all leadership. Supporting the HC are the Advisory and Re-view Boards, as well as an OCHA-led Humanitarian Financ-ing Unit (HFU) that fulfils the EHF’s secretariat functions. The HC chairs the Advisory Board which includes senior-level participation of donors, UN organizations (in their ca-pacity as cluster lead agencies) and NGO representatives. Cluster coordinators play a key role in prioritization as well as project review at both strategic and technical levels in consultation with government counterparts. OCHA chairs the Review Board, which includes technical experts repre-senting UN agencies, international and national NGOs, gov-ernment and the Ethiopian Red Cross. Humanitarian donors attend as observers.

2017 IN REVIEW

ABOUT THE ETHIOPIA HUMANITARIAN FUND


HOW DOES THE ETHIOPIA HUMANITARIAN FUND WORK?


Accountability Framework The EHF accountability framework strikes a balance be-tween assisting people in need, while implementing viable and effective oversight mechanisms. These accountability management efforts include:

• a Risk Management Framework that identifies risks to the EHF, analyse their potential impact, and create strategies to mitigate them;

• governance mechanisms (i.e. HC, OCHA Head of Office, Advisory and Review Boards; Inter-Cluster Coordination Forum) to ensure the transparency and quality of allocation decisions;

• verification of partner eligibility and capacity through clear due diligence and capacity assess-ment processes;

• tracking performance of each grant recipient throughout the project implementation and close-out;

• development of clear monitoring, reporting and audit requirements;

Gender considerations The EHF includes the utilization of the IASC Gender Marker as a requirement for funding consideration. Project proposal are reviewed to ensure appropriate application of gender codes considering the different needs of the various groups in humanitarian programming. Transparency The OCHA HFU generates periodic public information prod-ucts during the year with information on donor contributions and allocations including EHF Updates, Allocation Dash-boards and costing matrix. The EHF Annual Report, published at the beginning of the second quarter of the following year, features achievements, best practices, lessons learned and challenges reported by implementing partners2.

Allocation Overview The EHF allocation modalities are structured under the Standard and Reserve windows. A Standard Allocation is triggered following the launch of the HRD and a subsequent prioritization exercise jointly undertaken by the Government and key humanitarian partners that clarifies acute relief needs and priority funding gaps intended to inform donor funding decisions. A Reserve Allocation is the type of fund-

2 https://www.humanitarianresponse.info/en/opera-tions/ethiopia/hrf

ing modality, through which the EHF remains open for busi-ness throughout the year, availing timely and flexible re-sponse in the context of the HRD and other emerging needs. Subject to funding availability, the HC in close consultation with the EHF Advisory Board follows these processes with allocation announcements. The cluster coordinators drive the detailed allocation process within the agreed upon pro-cedures and timeframes. The EHF provided more than $94.2 million supporting 124 multi-sector projects and covering nearly 18 per cent of the total non-food requirements identified in the 2017 HRD. The first and last allocations in 2017 were made to address the funding requirements between the end of the year and the first quarter of the following year. The first three allocations were made through the standard window (following the HRD revision, prioritization exercise and through a call for pro-posals) and the final bridging allocation, through the reserve window. In coherence with the HRD, the allocations prioritized activi-ties that were lifesaving, with immediate and highest impact, addressing the needs of the most vulnerable. Activities that were responsive to the sectoral plans and with coverage of the highest level of geographical prioritization as identified in the Government’s “hotspot woreda” classifications were selected. Projects designed to be cost efficient and submit-ted by organizations consistently engaged in federal and lo-cal coordination efforts were prioritized. Importantly, pro-jects considered as “critically enabling” that facilitate the timely delivery of other programs (supplies, procurement and logistics related projects) were supported. The HRD identified three Strategic Objectives to guide hu-manitarian action in 2017: 1) Save lives and reduce morbid-ity related to drought; 2) Protect and restore livelihoods; and 3) Prepare for and respond to other humanitarian shocks - natural disasters, conflict and displacement. All allocations were made in response to Strategic Objectives identified in the HRD.

The mutually-reinforcing strategic objectives developed to guide the allocations in 2017 included (i) ensuring coherence with needs-assessment findings; (ii) emphasizing cross-cut-ting issues, in particular humanitarian protection, accounta-bility to affected populations, ‘do no harm’, protection and gender; (iii) enhancing links between operational and strate-gic objectives; and (iv) supporting and strengthening Govern-ment coordination and response mechanisms.

https://www.humanitarianresponse.info/en/operations/ethiopia/hrf

https://www.humanitarianresponse.info/en/operations/ethiopia/hrf


All applications received through the two windows were sub-ject to technical review, led by cluster coordinators, and a second-round appraisal by the EHF Review Board to ensure strategic coherence, cost-effectiveness and timely response. As a result of the emergence of a new drought in eastern and southern Ethiopia, the EHF allocated $17 million in De-cember 2016 to address immediate needs in WaSH, Health, Nutrition and Agriculture sectors. The Standard Allocation was made ahead of the release of the 2017 HRD and aimed to bridge the funding requirements between the last two months of 2016 and the first quarter of 2017. The next Standard Allocation was announced in March 2017 following the launch of the HRD and subsequent inter-cluster prioritization exercise. The EHF availed $21 million to the fol-lowing prioritized sectors: emergency nutrition (CMAM sup-port in priority woredas and procurement of nutrition sup-plies to treat acute malnutrition); health (AWD outbreak); ed-ucation in emergencies (EiE) for areas with high displace-ments; targeted livestock activities (through fodder distribu-tion linked with animal health interventions and destocking for small holder farmers); integrated WASH response as well as support to emergency shelter and NFIs were also sup-ported. Following the launch of the mid-year revision of the HRD and subsequent inter-cluster prioritization exercise, the EHF is-sued the next round standard allocation in July to address priority needs emerging from the protracted drought and the massive AWD outbreak in Somali region. A large amount of funding, amounting to $44.7 million was allotted to the allo-cation. The amount was based on $23.6 million funding at hand, pledged contributions of $9.1 million and anticipated income of $16 million. Disbursement to partners were made as per actual transfer / deposit of donor contributions. This has delayed the application processing timeline as projects received were held off waiting for fund transfers.

This allocation supported targeted provision of emergency water trucking and provision of water treatment chemicals, strategic rehabilitation of boreholes in health centers and schools, and expansion of emergency nutritional interven-tions (CMAM) in priority woredas were the activities identi-fied for immediate response. Procurement of the highly needed nutrition supply for the treatment of moderate acute malnutrition, the establishment of Mobile Health and Nutri-tion teams and scale up of the frontline response and skills back up nationwide were among the activities funded. To provide response to emerging needs in the last months of 2017 and first quarter of 2018, the EHF issued a Reserve Allocation for $11.35 million. This allocation prioritized re-sponse for Somali and Oromia regions responding to the dis-placed due to the two years of consecutive droughts that was further aggravated by the Somali-Oromia border con-flict. Activities in the life-saving sectors of WaSH, Health, Nu-trition and ES/NFIs were supported. To ensure complementarity with other humanitarian funding streams, the EHF invites other major donors in country in-cluding ECHO and OFDA, as observers in the Review Board. Simultaneously, efforts were made to complement alloca-tions from the Central Emergency Response Fund (CERF) with the EHF. Two CERF allocations were made for life-sav-ing emergency interventions in response to the severe drought in Somali region. A total of $28.5 million was allo-cated through the CERF Rapid Response Window to support the highest needs in Agriculture, Health, Nutrition and Wash sectors.


DEC Standard Allocation round 1: Served as a bridging response 17.0

JAN Launch of HRD

MAR Standard Allocation round 2: ICC prioritization exercise To provide immediate response to the agreed upon prioritized needs in line with the HRD and the prioritization exercise

21.0

APR Revised needs in 2017 – 7.8mln. people Peak of AWD cases in Somali region

JUN Belg underperformed Surge in acute malnutrition in Somali region

JUL Standard Allocation round 3: ICC prioritization exercise

44.7

AUG /SEP

Mid-year HRD Oromia-Somali boarder displacements

OCT ICC prioritization exercise

DEC Reserve Allocation round: Assistance for vulnerable IDPs

11.35

TIMELINE OF ALLOCATIONS


The EHF funded “Rapid Operational Support for Acute Watery Diarrhoea (AWD) Emergency Response in Somali Region” is an example of a project applying an innovative approach in ad-dressing major humanitarian issues in remote areas. The pro-ject facilitated the movement and living expenses of health workers deployed on surge to Somali region by the Federal Gov-ernment in response to the expanded AWD outbreak.

The project implemented by United Nations Operations Pro-gramme (UNOPS) had two key components: the first provided fleet management services for response teams, so that they can visit remote parts of the region to respond to the disease out-breaks. UNOPS deployed 50 vehicles with drivers familiar with the Region through various service providers. The vehicles were managed by UNOPS, who will work with the service providers and humanitarian partners to ensure the vehicles meet the re-quirements of the emergency, in terms of equipment, availability, and quality of service.

The second component disbursed per diem payments to health workers, in accordance with Ministry of Health standard rates. About 300 health workers were assigned to the AWD response for three months. Timely payments ensured health workers had the means to travel to areas of need and respond in a timely manner. AWD outbreaks require a real-time response, so dis-bursement of per diem required an innovative approach, which cannot simply be handled through bank transfers or cash handouts. UNOPS worked with mobile payment company (hello cash) to ensure daily payments to health workers, regardless of remoteness of their location. This solution was cost-effective, and reduced logistic and time costs.

SUCCESS STORIES

Innovative Approach- Mobile payment and logistics support for humanitarian operation

Rapid Operational Support for AWD Emergency Response, Somali region


EHF-funded Oxfam GB project that aimed to improve protection requirements of the most vulnerable groups living in IDP camps in five woredas of Dollo and Jarar zones, Somali region. Key interventions of the project included the deployment of Mobile Protection Teams; and setting up of Women and Children Friendly Spaces.

According to the project monitoring report, the vulnerable IDP groups across 27 sites in five woredas of the region benefitted from the Mobile Protection Team. The project established 14 Safety Committees and deployed 58 volunteers (11 men and 47 women).

Three women and children friendly spaces provided ‘safe haven’ for IDP women and children, where they could access critical life-saving information; receive psychosocial support; and helped identify, prevent and respond to child protection and gen-der based violence concerns in the sites. The friendly spaces were in temporary learning or health centers to maximize inte-gration and cross referrals.

The project also trained 602 IDP women on protection and life skill (see picture of IDP women in a women friendly space, im-plementing their newly acquired skill in Geladi district, Doolo zone, Somali region).

SUCCESS STORIES

Emergency Protection Response for Most Vulnerable Groups in IDP Sites of Somali region

Women friendly space, Geladi woreda, Doolo zone, Somali Region

The EHF measures its performance against a tool - Common Per-formance Framework (CPF) that applies a common methodology and set of indicators based on the five principles (inclusivity, flexi-bility, timeliness, efficiency and Accountability & Risk Manage-ment), which guides the management of CBPFs and the manner by which they achieve the strategic objectives of improving the re-sponse, strengthening leadership and ensuring better coordination and resourcing of humanitarian plans to measure Fund-manage-ment performance. Inclusive Governance, Programming and Implementation

In 2017 the EHF had its busiest year to date with the highest in-come recorded by the Fund, the highest expenditure level and the most number of projects supported and managed by the EHF. All allocations made for this year were launched with inclusivity and transparency key characteristics of the process. Allocations follow the Inter-Cluster Prioritization exercise that follows the launch of the annual national humanitarian planning document (HRD). All cluster member organizations (more than 70) participated in the annual multi-sectoral nationwide assessment. As in past years, this assessment involved more than 200 Government, UN and NGO staff and informed the contents of the HRD which provide the pa-rameters for EHF allocation / funding decisions

In recent years, the total needs identified in HRD have progres-sively and significantly increased (over US$1 billion). In 2017, inter-cluster prioritization exercises were organized with participation from cluster coordinators and UN and NGO representatives further identified the immediate lifesaving requirements in critical sectors, locations and their costs. Discussions on the prioritization are also taken up in the EHCT meetings chaired by the HC. The NDRMC (government counterpart) is also consulted for review and en-dorsement of the Prioritization document prior to circulation to all stakeholders, including donors.

The EHF uses this Prioritization document to plan its Allocations as it represents an inclusive process by all humanitarian bodies. The HC shares the Allocation paper with the Advisory Board for in-put and endorsement prior to finalization. The AB membership composition – inclusive of contributing donors, humanitarian NGO and UN partners and donor observers – ensures the decision-mak-ing process is transparent and inclusive. The HC is responsible for the final decision on the allocation amount.

All EHF projects were subject to a participatory review. The EHF or-ganizes strategic and technical review of projects through the Clusters (Strategic Review Committees) and the Review Board, in-volving at least six agencies (of which at least two organizations were from outside of the UN, representing National NGO, Ethiopian Red Cross and International NGOs), providing an additional layer of programmatic quality assurance. This review process ensures the critical variables of value for money, cross-cutting issues of gender and accountability to affected populations are given due attention.

EHF resources were channelled through 32 implementing partners including International NGOs, UN agencies and National NGOs. During the year, the EHF partnered (provided eligibility) with Moth-ers and Children Multi-sectoral Development Organization (MCMDO), a National NGO, and expanded its response capacity in the health and nutrition sectors.

Flexible allocation process, implementation, assistance and opera-tion

The prioritization mechanism (described earlier) employed by the EHF ensures that funds were strategically used and directed to the highest priority needs. The EHF in 2017 expanded the use of cash $1.1 million for displaced communities allowing flexible response particularly in areas where there is a functioning market. To create an enabling operational environment, the EHF provided funding to unique common service projects including a project whereby safe spaces for humanitarian workers were provided in all refugee camps in Ethiopia. The EHF also funded another project which aimed to strengthen humanitarian coordination capacity of the So-mali Region through upgrading of information systems to facilitate the collection, analysis, and management of disaster and vulnera-bility data for informed humanitarian action.

Flexibility is ensured through a supportive approach to applications for project modification. During 2017, some 64 requests for project modification and no-cost extensions were processed which showed project management flexibility, ensuring supported activi-ties remain relevant to the context. Most of the revisions related to change in project location, as partners were experiencing access related challenges due to the protests around the Oromia and So-mali bordering woredas. The revision requests were justified and were further supported by cluster coordinators.

Timely contributions, allocation and disbursements

The EHF received its highest income in 2017 totalling $104 million, with $82.4 million mobilized from eight donors and an additional $22 million carried over from 2016. While $22 million contributions were received in the first half of the year, this coupled with a 2016 carry-over enabled the EHF to allocate $38 million in the first half of the year. The majority of the funds (73 per cent) were received and disbursed in the second half of the year.

Allocations made were appropriate for and responsive to the evolv-ing humanitarian situation in Ethiopia as identified by the Inter-Cluster Prioritization exercise, discussed in the EHCT and en-dorsed by the HC. The Standard Allocation made in December 2016 as a bridging response for immediate needs identified in the last months of 2016 and early 2017 allowed a timely response to the needs of conflict-affected displaced people in the bordering woredas of Oromia and Somali regions. With EHF funding humani-tarian partners were able to kick start response in displacement/ settlement sites until other funding sources were mobilized.

The overall average time taken to process 124 applications was 45 calendar days which comes to 33 working days. The EHF contin-ued to implement various measures applied in 2016 to expedite

2017 IN REVIEW

PERFORMANCE


application processing timeline including through provision of training and guidance on issues related to online Grant Manage-ment System (GMS) and budget preparation.

The EHF includes pledged amounts when determining allocations. The general experience has been positive even though on one oc-casion (second standard allocation) the finalization of an alloca-tion was delayed until incomes were recorded.

Efficient prioritization and coverage

The EHF covered nearly 18 per cent of the total non-food require-ments identified in the 2017 national HRD. Allocation were made as per the prioritization document that identifies the immediate needs in the critical lifesaving sectors. The Fund reached some 22.1 million beneficiaries with non-food response including treat-ment of 230,806 children for severe acute malnutrition, 419,061 children and mother for moderate acute malnutrition, 399,153 peo-ple were provided access to mobile health and nutrition teams (MHNTs) and 75,000 people were provided with access to safe wa-ter supply.

The Fund was also at the forefront in supporting strategic and timely humanitarian response approaches. Significant success was achieved in responding to the Acute Watery Diarrhoea (AWD) outbreak in Somali region – the epicentre of the outbreak in 2017. The EHF supported a UNOPS project that facilitated the movement and living expenses of health workers surged to Somali region by the Federal Government to tackle the outbreak in areas with inade-quate health infrastructure capacity. The response is considered as a model and has been replicated in some parts of Oromia and Amhara regions facing similar conditions.

As outlined above the EHF employed an inclusive and transparent process while ensuring compliance to the operational manual re-quirements.

The EHF operational costs ($0.86 million) amounted to less than 1.5 per cent of received contributions ($82.6 million). During the year, the EHF was able to fund its operations.

Managing risks, monitor partner capacity and performance of part-ners

At a Fund level, the Risk Management Framework was revised in November / December as a result of the level and impact of identi-fied events as per the evolving security and access situations in parts of the country. The risk matrix and mapping were reconsid-ered and revised in accordance with Advisory Board guidance and approval from the Humanitarian Coordinator.

Eligibility determination continued to be made following due dili-gence / capacity assessment process and subsequent risk rating. In the year, the EHF undertook the capacity assessment of three organizations and provided eligibility.

Subsequently, the Partner Performance Index score is used along with the original capacity assessment score to determine perfor-mance score and risk level. The operational modalities are deter-mined based on partner risk level, duration and project budget. Op-erational modalities include: disbursement policy, funding ceiling, field monitoring visits, financial spot checks, narrative reporting re-quirements, financial re-porting requirements.

Monitoring plans are organized as per the risk levels of partners and the results continued to provide input to PI of partners. As per the operational modality, monitoring is required for 63 projects out of the 124 projects. As of April 2018, the EHF monitored 88 pro-jects, achieving higher coverage than the requirement included in the Operational Manual. Accordingly, all the high-risk projects were monitored, and 93 per cent of the medium-risk and 65 per cent of the low-risk projects were visited. Some 11 projects were visited more than once as per the risk-based monitoring requirement. Eight partners took part in ‘Peer to Peer’ monitoring whereby ex-perts from organizations visit each other’s projects. Additionally, eight donors’ monitoring missions and field visits were facilitated during the year. Conflict in the bordering woredas of Oromia and Somali affected the timeliness of monitoring.

Informed by the risk levels, financial spot-checks were applied as part of financial monitoring. As per the operational manual spot-check was required for 24 projects for which the assessment is due only for six projects. During the year, the EHF conducted 9 spot checks, achieving more than the requirement.

As part of project closure, out of 98 projects supported to NGOs that require audit, 15 projects are due for audit, while the audit of 29 project is underway. Additionally, the audit of backlogs of 48 projects from the previous years was completed during the year.

Meanwhile, in December 2017, the EHF organized a ‘familiarization workshop’ with its implementing partners to reintroduce the risk-based grants management approach, eligibility determination, ca-pacity assessment and due diligence processes. Refresher on GMS, financial and budgeting issues and common monitoring find-ings/challenges were deliberated.


In 2017, the EHF received the second highest donors’ contributions to CBPFs globally. Eight donors - namely Ireland, Germany, Norway, Sweden, Switzerland, Republic of Korea, United Kingdom and the

United States of America - supported the EHF with contributions to-talling $82.4 million. Total income for the year (including a carry-over of $22 million) reached $104.4 million.

As compared with the previous year, donor contributions increased by 39 per cent from $59.4 million to $82.4 million. The US was the largest donors with a total contribution of $29.5 million or 36 per cent of total contributions. The UK and Germany followed with con-tributions of $21.5 million and $18.5 million respectively. The donor base decreased from nine in 2016 to eight in 2017.

About the timeline of disbursements of donor contributions, most of the funds 73 per cent were received in the second half of the year. While $22 million contributions were received in the first half of the year, this coupled with carry-over of $22 million enabled the EHF to allocate $38 million in the first half of the year.

DONOR CONTRIBUTIONS

Republic of Korea

Norway

Swizerland

Ireland

Sweden

Germany

UK

USA

0.5

1.2

2.1

3.7

5.3

18.8

29.5 36%

26%

23%

6%

4%

3%

1%

1%

21.6

1

2017 IN REVIEW

DONOR CONTRIBUTIONS3


This section of the Annual Report provides a brief overview of the EHF allocations and results reported in 2017 by cluster. Re-ports at clusters level section highlights key indicator achievements based on partners narrative reports submitted within the reporting period, 1 January to 31 December 2017. Achievements against targets include reported achievement against indica-tors from the EHF funded projects whose reports were submitted in 2017, but funded in 2016 and 2017. A considerable number of the projects funded in 2017 are still under implementation or their final reporting was not yet due at the time of this report. The associated results and achievements will be reported subsequently.


ACHIVEMETS BY CLUSTER


––

OUTPUT INDICATORS TARGET ACHIEVED %

# of livestock treated 139,546 766,525 550%

# of livestock receive supplementary feeding 85,645 111,376 130%

# of HH received animal feed support 29,131 31,104 107%

# of HH received animal health services 16,526 16,648 101%

ACHIVEMENTS BY CLUSTER AGRICULTURE

CLUSTER OBJECTIVES Objective 1: Livelihoods protected and restored through the provision of emergency livestock and seed interventions. Objective 2: To protect livestock herds where drought conditions are already at the alarm stage of the drought cycle model. LEAD ORGANIZATIONS FAO ACHIEVEMENTS The EHF allocation for the Agriculture cluster - in support of Objective 1 - comprised 13% of total funding received in 2017. Funding supported targeted livestock activities in priority areas of the southern pastoral lowlands of Oromia, SNNP and Somali regions covering a combination of fodder distribution to core breeding animals, animal health interventions, destocking and unconditional cash transfers. The feed not only saved the life of core breeding animals which otherwise will perish from the drought but also maintained milk production and reproduction of animals. Furthermore, destocking increased animal protein consumption and cash availa-bility for vulnerable households and in these pastoralist areas

ALLOCATIONS

$12,091,973

WOMEN 193,948

MEN 182,343

REACHED BENEFICIARIES

978,619

GIRLS 978,619

BOYS 312,438

PROJECTS

27

PARTNERS

13



# of temporary learning spaces established 19 8 42

# of children who received learning supplies 7,407 6,667 90

# of head teachers, cluster supervisors, trained, PTA members trained

95 25 26

ACHIVEMENTS BY CLUSTER EDUCATION

CLUSTER OBJECTIVES Objective 1: Support 1.9m emergency-affected school-age girls and boys continue their edu-cation. Objective 2: Support 49,000 IDP school-age girls and boys to continue their education* LEAD ORGANIZATIONS UNICEF ACHIEVEMENTS The EHF allocation for the Education cluster – in support of Objective 2 -comprised one % of total funding received for 2017. Funding supported school-age children impacted by drought and conflict in nationally defined “priority one” woredas of Somali Region. One partner was implementing the emergency education project which increased access to functional, quality education for displaced school-age children in drought and conflict-affected districts in Fafen Zone (i.e. Babile, Harshen, Tuluguled and Kebribeyeh) and Jarar zone (i.e. Gunagdo, Yoale and Dig) in Ethiopia’s Somali region. The allocation reached an estimated 7,407 IDP school-age girls and boys and 256 adults ad-dressing the emergency education needs of 10 per cent of the 73,683 (50 percent) IDPs tar-geted under Objective 2 of the Education cluster in the 2017 HRD. The intervention included construction of temporary learning spaces in IDP sites with gender-segregated latrines, provision of teaching and learning materials and creation of school feed-ing programs. In addition, training was conducted to teachers, head teachers and PTA mem-bers in order to raise the quality of education, ensure that teaching better meets the needs of IDP children, and increase community and household support for enrolment and attendance.

ALLOCATIONS

$1,008,445.7

WOMEN 96

MEN 156


13,586

GIRLS 5,398

BOYS 7,936

PROJECTS

1

PARTNERS

1



# of ES/NFI kits procured, distributed and prepositioned for af-fected population

102,225 31,995 31

# of dignity kits procured and distributed for affected population 27,072 7,125 26

# of individuals receiving cash-based assistance for NFI and dignity kits

19,000 11,916 62

CLUSTER OBJECTIVES Objective 1: To improve flood-resilience of existing shelters to minimize loss of household assets. Objective 2: To provide immediate humanitarian assistance to newly displaced and people in prolonged displacement not yet reached with assistance. LEAD ORGANIZATIONS IOM ACHIEVEMENTS The EHF allocation for the ES / NFI cluster – in support of Objective 2 - comprised 7% of total funding received for 2017. Funding targeted 845,105 IDPs in nine regions of the country – much larger than estimated in the 2017 HRD. This increase in need was caused as a result of the widespread border conflict between Oromia and Somali regions which left over 1 million people displaced.

The six EHF supported ES / NFI projects supported a total of 845,105 drought and conflict induced IDPs (183,859 men, 176,661 women, 262,329 boys and 222,256 girls). The projects provided lifesaving ES/NFI kits including dignity kits for women and girls of reproductive age. A few projects have also piloted cash based assistance distribution for ES /NFI.

In September 2017, the ES / NFI suddenly needs escalated in Somali, Oromia, Amhara and Tigray regions. During his recent visit to Ethiopia, the Emergency Relief Coordinator Mr. Mark Lowcock announced the release of $10m from the Central Emergency Response Fund – of which some $3.5m was to address the ES / NFI needs of conflict induced IDPs.

ACHIVEMENTS BY CLUSTER EMERGENCY SHELTER & NON-FOOD ITEMS

ALLOCATIONS

$6,912,888.5

WOMEN 694,354

MEN 675,088


2,254,685

GIRLS 442,713

BOYS 442,530

PROJECTS

11

PARTNERS

5



# of CTC kits procured and distributed 73 72 99

# of Mobile health and Nutrition team established and deployed 21 46 219

# of health professionals trained on vulnerability and risk identifi-cation, communication and management

2,573 1,872 73

ACHIVEMENTS BY CLUSTER HEALTH

CLUSTER OBJECTIVES Objective 1: To strengthen the capacity of the health system to deliver lifesaving interventions aimed at reducing morbidity and mortality resulting from public health events Objective 2: To detect and respond to epidemic disease outbreaks in high risk areas. LEAD ORGANIZATIONS WHO ACHIEVEMENTS The EHF allocation for the Health cluster – in support of Objectives 1 and 2 -comprised 20% of total funding received in 2017. Activities included deployment of Mobile health and Nutrition teams (MHNTs), provision of cholera treatment center (CTC) kits, training of health profession-als on vulnerability and risk identification, communication and management.

The MHNTs improved access to basic health services to IDPs and local communities in hard to reach areas. MHNTs conducted nutritional screening, and managed all moderate acute mal-nutrition and facilitated the referral of severe cases of illness and SAM with medical complica-tion. The MHNTs contributed towards strengthening the disease surveillance system, outbreak risk monitoring, disease outbreak prevention and responses including community level AWD earlier cases detection and case management (community level) and control measures.

The health intervention had significant impact on the control of acute watery diarrhea (AWD) and reduced associated morbidity and mortality. It includes AWD related lifesaving interven-tions and preventive health services via provision of drugs and medicals supplies for CTCs, enhancing the capacity of the government health workers in regard AWD cases management, CTCs infection prevention, surveillance and community awareness, and filling in the gaps of human resources availability and mobility necessary for proper functioning of CTCs.

Some 399,153 people were provided access to MHNTs and a total of 147 vehicles deployed and 803 health workers received per-diem in Amhara, Oromia and Somali regions.

ALLOCATIONS

$19,219,038

WOMEN 1,379,742

MEN 1,486,531


6,548,708

GIRLS 1,591,198

BOYS 2,091,237

PROJECTS

22

PARTNERS

9



SAM cases treated 230,806

MAM children and PLW targeted for CMAM support 419,061

OTP and SC sites to be established/rehabilitated 2,369

ACHIVEMENTS BY CLUSTER NUTRITION

CLUSTER OBJECTIVES Objective 1: 376,000 SAM cases and 3.6 million MAM cases identified and treated for severe and moderate acute malnutrition, ensuring the beneficiaries have access to a continuum of care and IYCF-E support. Objective 2: Integrated response (at least with WASH, Health, WASH and food) promoted to mitigate against nutrition vulnerability. Objective 3: 5,000 acutely malnourished children from internally displaced population timely identified and treated with MAM and SAM management services to prevent further impact of the experienced shocks. LEAD ORGANIZATIONS UNICEF/ENCU ACHIEVEMENTS The EHF allocation for the Nutrition cluster – in support of Objectives 1, 2 and 3 comprised 27% of total funding received in 2017. The EHF allocation supported emergency Community Management of Acute Malnutrition (CMAM) projects, case management of malnutrition in Out Patient Therapeutic Feeding Programmes (OTP) and Stabilization Centres (SCs) for severely malnourished children, and rehabilitation of Moderate Acute Malnutrition (MAM) in under-five children, pregnant and lactating women and other vulnerable groups through targeted supple-mentary feeding programmes.

As a result, a total of 1,132,497 drought affected people (65,083 men, 308,079 women, 382,431 boys and 376,904 girls) including children, pregnant and lactating women and elderly people requiring outpatient and inpatient treatment for MAM and SAM were reached.

The nutrition projects established, rehabilitated and equipped 253 SCs and 2,116 OTP centers in target woredas. Besides supporting the system to treat malnutrition cases, the interventions also raised awareness of service availability, advocating for mothers to bring children to treat-ment centers before further complications develop and advocated the practice of appropriate infant and young child feeding in emergencies (IYCF-E) by the community. The allocations also supported the emergency nutrition coordination at regional, zonal and woreda levels.

ALLOCATIONS

$25,534,677

WOMEN 327,081

MEN 60,138


840,165

GIRLS 230,778

BOYS 222,168

PROJECTS

41

PARTNERS

12



# of children provided with psycho-social assistance 6,316 6,316 100

# of children with safe access to community spaces for socializ-ing, play, learning

3,000 3,500 117

# of community safety initiatives trained on GBV concept note 23,500 22,000 94

# of people with specific needs identified & consulted 2,347 1,848 79

ACHIVEMENTS BY CLUSTER PROTECTION

CLUSTER OBJECTIVES Objective 1: Vulnerable groups are protected from life threatening protection risks including gender based violence, neglect, abuse and exploitation and other life threatening forms of violence in hotspot “priority one” woredas (142) affected by the drought. Objective 2: Vulnerable children are protected against life threatening protection risks includ-ing abuse, neglect, exploitation and violence in hotspot “priority one” woredas (142) affected by the drought LEAD ORGANIZATIONS UNHCR ACHIEVEMENTS The EHF allocation for the Protection cluster – in support of Objectives 1 & 2 - comprised 3% of total funding received in 2017. Funding addressed the protection needs of over 174,694 conflict and drought induced IDPs in Somali, Oromia, Gambella and Tigray regions, as well as Somali and Eritrean refugees. Funding enabled partners to improve delivery of child protection services; promote the physical, emotional and social wellbeing of conflict and drought-affected women, boys and girls; and provide survivor-centered comprehensive lifesaving case management and psychosocial support services, including for survivors of gender based violence.

Partners organized mobile protection teams (MPT), strengthened community protection struc-tures by organizing Camp Safety Committees and identification & training of protection volun-teers. They also established women and child friendly spaces for IDPs, and provided life skills training for women. Partners organized capacity building training for frontline service providers in government institutions and staff from other humanitarian organizations, social workers and general population of the area to improve attitudes of the community towards providing ade-quate protection services to vulnerable IDPs, OVC, GBV survivors and vulnerable, unaccompa-nied and other at risk children who are exposed to various risks of abuse and exploitation.

ALLOCATIONS

$3,072,838

WOMEN 9,160

MEN 18,476


45,090

GIRLS 10,814

BOYS 6,640

PROJECTS

10

PARTNERS

7



# of people provided with sustained access to safe water supply 150,000 75,000 50

# of targeted beneficiaries who received water treatment chemi-cals

5,076,000 695,628 14

# of IEC materials prepared and distributed 25,690 6,690 26

# of hygiene awareness campaigns/meetings conducted 35,112 38,724 110

ACHIVEMENTS BY CLUSTER WASH

CLUSTER OBJECTIVES Objective 1: Save lives by responding to emergencies through improved coordination at all levels, to deliver water, sanitation and hygiene promotion assistance to affected populations. Objective 2: Prepare for humanitarian shocks – flooding, conflict and displacement and be well positioned to provide WaSH services during the response phase of an emergency. LEAD ORGANIZATIONS UNICEF ACHIEVEMENTS The EHF allocation for the WaSH cluster – in support of Objectives 1 and 2 - comprised 27% of total funding received in 2017. Funding covered all regions of Ethiopia and enabled some 695,980 people to access safe water; additionally, 117 water schemes were rehabilitated while 57 others were constructed.

The lifesaving WaSH promotion activities supported included emergency water trucking, reha-bilitation of existing water points, distribution of WASH NFI and improving knowledge of per-sonal and environmental hygiene. The rehabilitated existing water points and newly developed water points have improved access of drought affected community and IDPs to clean and safe water. The affected community was supported to access the minimum water quantity, 5 lts/person in line with the national minimum standards.

The distributed WASH NFIs such as Jerry cans, multipurpose soaps and water treatment chemicals have improved household sanitation and hygiene practice during transportation and storage of water at household level. This has complemented the health response and subse-quently reduced the AWD transmission rate in all regions of Ethiopia and including Addis Ab-aba.

ALLOCATIONS

$25,170,694

WOMEN 894,163

MEN 682,256


2,434,835

GIRLS 450,886

BOYS 407,530

PROJECTS

30

PARTNERS

12


AMINA ADEM, 45 years lives in Bargelle kebele, Hargelle woreda of Somali region. Her primary source of income were her eight shoats and two cows. “Things are different these days, we are facing recurrent drought and it is becoming difficult to keep live-stock unlike in days past. We pastoralist are struggling to access water and pasture these days.” Amina recounts that she lost all eight goats due to drought and was left with two cows and that it was difficult to move in search of pasture and water with her four young children.

The emergency livestock response project funded by the EHF identified vulnerable pastoralists like Amina for livestock feed and treatment. At the start of the project, Amina could not afford to purchase feed or drugs from the market. One of her cows was too weak to stand up and required the support of her neighbours.

Through the EHF-funded project, Amina received a total of 270 kg of fodder (hay) and 90 kg of concentrate and animal treatment service through a voucher system for 45 days. After feeding her cows a ration of three kg of hay and one kg of concentrate per cow per day during the feeding period, the body condition of her two cows gradually showed improvement and resumed giving two liters of milk / day.

Thanks to this support, Amina’s family were able to secure their core livelihood asset. Finally, she said “Now I and my family could safeguard our most important asset – livestock - and our future is secured, may God reward you and your funders, without your support my only two cattle may have long gone, and our home with them.”

SUCCESS STORIES

Amina Adem’s Story – protecting livestock through emergency feed and treatment services

Photo: Islamic Relief



ANNEXES

Indicator

Result (in number, percentage, or rele-

vant qualitative/quantitative scale)

Result analysis/additional com-ments

Follow up actions

1 Inclusive governance – size and composition of the Advisory Board Number and percentage of seats at the Advisory Board by type of actor (donor, INGO, NNGO, UN, government)

- 3 Contributing Donors repre-sentatives - 2 HINGO representatives - 2 UN representatives - 1 Noncontributing donor repre-sentative (observer) -1 HC -1 HoO 1(10%) HC; 1(10%) OCHA HoO; 2 (20%) UN; 2 (20%) NGOs; 3 (30%) donors; 1 (10%) Observer

OFDA was included in the Group as an observer without voting rights. However, during the year, OFDA contributed to the Fund. NNGOs were represented in the Review Board through an umbrella organization called CCRDA.

2018 the AB compo-sition needs to be re-organized to replace the observer sit to ensure representa-tion from non- con-tributing donors. NNGOs will be pro-vided a sit in the re-constituted Advisory Board

2 Inclusive programming – size and composition of strategic and technical Review Committees Number and percentage of or-ganizations engaged in the de-velopment of allocation strate-gies, and the prioritization (strategic) and se-lection (technical) of projects through Review Committees broken down by type (INGO, NNGO, UN) and by clus-ter

The EHF Review Board is com-posed of representatives from the Cluster leads, the Govern-ment’s National Disaster Risk Management Commission (NDRMC), NGOs that are repre-sentative of existing consortium (HINGO), CCRDA an um-brella/representative of NNGOs and a representative from the Ethiopian Red Cross. Agencies with specific expertise in gender were included in the RB. Other major humanitarian financing mechanisms/donors are repre-sented in the group as observ-ers. 1(14%) OCHA HoO; 3 (43%) UN; 2 (29%) Non UN; 1 (14%) ob-server

The Review Board is a unique structure that cross checks cluster reviews and cost effec-tiveness of programming against national priorities. OCHA EHF actively participates in, facilitates and supports the work of the SRC and may, at times, take part in decision-making.

The EHF will reorgan-ize the Review Board in 2018. SRC commit-tees will be provided prominence in pro-ject proposal reviews.

3 Inclusive implementation – CBPF funding is allocated to the best-positioned actors Amount and percentage of CBPF funding directly and indirectly7 allocated to eligible organiza-tions (INGO, NNGO, UN, RC/RC) overall, as well as by sector and geographic area8

INGO - $ 49.6 M (54%); UN - $ 41 M (44$); NNGO - $ 1.8 M (2%)

-The EHF partnered with 32 or-ganizations including Interna-tional NGOs, UN agencies and National NGOs. The proportion of funding pro-vided to NGOs as compared to UN agencies is slightly higher than the allocation provided to UN agencies, although the number of projects supported by the NGOs is significantly higher – 98 projects of NGOs as compared to 26 UN projects. This is due to the nature of pro-jects that the UN implements

EHF will work to ex-pand implementation through eligible Na-tional NGOs.

ANNEX A ANNEX A ANNEX A FUND PERFORMANCE: (SEPARATELY ATTACHED)


including support to national pipelines.

4 Inclusive engagement – outreach and investment in local capacity Amount and percentage of CBPF funding and HFU budget in-vested in supporting and pro-moting the capacity of local and national NGO partners within the scope of CBPF strate-gic objectives, broken down by type of investment9

Immediately after revision of the global guideline, the EHF held re-fresher and familiarization work-shop which focused on building capacity of implementing part-ners in managing and imple-menting EHF supported projects. In addition to the one to one trainings provided to each IP’s, on demand, the EHF dedicated every Tuesday afternoon for GMS & budget clinics.

In 2018 the EHF will continue building the capacity of its im-plementing partners through trainings as deemed necessary.

5 Flexible assistance – CBPF fund-ing for in-kind and in-cash assis-tance is appropriate Amount and percentage of CBPF funding allocated to in-kind and cash assistance (conditional, un-conditional, restricted, unrestricted, sector-specific or multi-purpose cash transfers, as well as mixed in-kind and cash projects) by sector and geo-graphic area

In kind Assistance – 6.8 (7.4%); Unconditional Cash Assistance – $ 1.1 Million (1.19%)

Unconditional cash assistance project was piloted in late 2016. The success of the re-sponse promoted for the con-tinued implementation of the response modality in 2017.

Cash as a response modality will be stra-tegically prioritized and operationally considered, where appropriate, as per CBPF cash guidance note.

6 Flexible operation – CBPF funding supports an enabling operational environment Amount and percentage of CBPF funding allocated to common services (logistics, security, coor-dination, needs assessments, etc.)

Coordination & Support Services – $ 1.15 Million (1.24%)

Unique Common Service pro-jects were supported in 2017 including provision of safe spaces for humanitarian work-ers in refugee camps in Ethio-pia. Another project which aimed to strengthen humanitarian coor-dination capacity of the Somali Region upgrading information systems to facilitate the collec-tion, analysis, and management of disaster and vulnerability data for informed humanitarian action.

As appropriate, the EHF will continue funding for common services projects in-cluding enabling pro-grammes, support to national pipelines and other support services provided by UN agencies.

7 Flexible allocation process – CBPF funding supports strategic plan-ning and response to sudden on-set emergencies Amount and percentage of CBPF funding allocated through stand-ard and reserve allocations bro-ken down by

Standard Allocation_ US $ 81.7 M ( 88%) - INGO - $ 44.9 M (55%) - NNGO - $ 1.5 M (2%) - UN – $ 35.2 (43%) Reserve Allocation _ US $ 10.6 M -INGO – $4.6 M (44%) -NNGO- $ 0.2 M (2%) -UN – $ 5.7 (54%)

At least 88% of funds allocated trough Standard modality and up to 12% kept in Reserve. The Fund responds to changes in humanitarian context, as well as based on funding situation allows.

As per the Opera-tional Manual (2017/paragraph 43): “The EHF has two modalities to allocate funds: a Standard Al-location and a Re-serve Allocation. The


type of implementing partner, sector and geographic area

main funding modal-ity for EHF is the Standard Allocation.”

8 Flexible implementation – CBPF funding is successfully repro-grammed at the right time to ad-dress operational and contextual changes Average number of days to pro-cess project revision requests

13 The large number of revision re-quests (64 revisions) have been processed and challenges re-lated to timely feedback from cluster coordinators has ex-tended processing timeline.

Project revision re-quests processed within 10 working days.

9 Timely allocations – allocation processes have an appropriate duration vis-à-vis the objectives of the allocation Average duration of the alloca-tion process from launch of allo-cation strategy to HC approval of selected projects by allocation type (standard and reserve)

Standard Allocation 39 calendar days

Reserve Allocation 49 calendar days % Reserve Allocation

55% 4,640,273.33

2% 239,999.40

43% 5,746,720.90

10,626,993.63

As per the EHF Operational Manual workflow the timeline for standard window (Major al-location) is 34 working days.

This is a crude data whereby the excep-tions including pro-jects that were held awaiting donor fund-ing, and/or clarity/di-rection on strategies have not been dis-aggregated and cal-culated.

10 Timely disbursements – payments are processed without delay Average number of calendar days from HC approval of a pro-posal to first payment by type of allocation (standard/reserve) and type of implementing partner

Standard Allocation- 9 days; Reserve Allocation – 6 days

The processing timeline achieved is within the global target

The global target sets 10 calendar days (from EO clearance of grant agreement)

11 Timely contributions – pledging and payment of contributions to CBPFs are timely and predictable Percentage of total yearly contri-butions received by quarter bro-ken down by donor

1st quarter- 2% 2nd quarter – 25% 3rd quarter- 55% 4th quarter– 18%

The EHF receives the largest funding in the third quarter of the year. This commiserates with the Ethiopian Humanitar-ian Calendar (considered as the peak hunger season as harvest is not ready)

The EHF will continue advocacy with donors for aligned disburse-ment of contributions with the humanitar-ian calendar.

12 Efficient scale – CBPFs have an appropriate to support the deliv-ery of the HRPs Percentage of HRP funding re-quirements channeled through the CBPF compared to globally set target (15%)

- 18% The analysis is made against the total non-food needs iden-tified in the 2017 national Hu-manitarian Requirements Doc-ument (HRD)

EHF does not contrib-ute to relief food re-quirements.

13 Efficient prioritization – CBPF funding is prioritized in alignment with the HRP Proportion of CBPF funding allo-cated toward HRP priorities by

- 100% All funded projects respond to HRD strategic priorities. In addition, all supported pro-jects are linked to the inter cluster prioritization document.

the EHF continues to support HRD priori-ties as further guided by the inter-cluster prioritization exer-


sector of total HRP funding dis-aggregated by gender, age, and geographic area

cise, which is en-dorsed by the Ethio-pian Humanitarian Country Team.

14 Efficient coverage – CBPF funding reaches people in need Number and percentage of tar-geted people in need reported to have been reached by part-ners through the Fund’s allocations (standard/re-serve) disaggregated by gender, age, sector, and geographic area

Standard Allocation – Targeted people_20,800,728 Men 5,133,178 (25%); Women 5,217,297 (25%); Boys 5,529,699 (27%); Girls 4,920,554 (24%) Reached beneficiary_13,054,881 Men 3,091,600 |(24%); Women 3,480,863 (27%); Boys 3,475,440 (27 %); 3,006,978 (23%) Reserve Allocation – Targeted People_1,255,660 peo-ple Men 376,661 (30%); Women 368,685 (29%); Boys 255,837 (20%); Girls 254,476 (20%) Reached people_ not available as none of the projects have sub-mitted reports

37% of targeted people in need of non-food response have re-portedly been reached. The analysis is made only for pro-jects the EHF received reports. As of the reporting date, of the supported 124 projects 95 are under implementation. The number of reached beneficiar-ies will increase as the projects complete and the EHF receives more reports.

Referenced against Humanitarian Re-sponse Document

15 Efficient management – CBPF management is cost-efficient and context-appropriate Value and percentage of HFU operations (direct cost) in pro-portion to total value of contri-butions to the Fund (yearly)

US $ 863,411 (0.9%) The cost is to be one of the lowest cost ratios of all CBPFs.

The Fund started its direct costing in 2017

16 Efficient management – CBPF management is compliant with guidelines Level of compliance with man-agement and operational stand-ards required by the CBPF Global Guidelines

100% The EHF’s Operational Manual is under revision based on the latest version of global CBPF guidelines . Annual report and allocation papers compliant with global guidance documents.

17 Accountability to affected people – CBPF allocations are accounta-ble Amount and percentage of CBPF funding (included as a compo-nent of funded projects) allo-cated for activities to promote the participation of affected people

N/A All proposals are required to in-dicate the plan on the account-ability to affected population (AAP). All monitoring instances in-clude the consultation with beneficiary’s component.

Global guideline


18 Accountability and risk manage-ment for projects – CBPF funding is appropriately monitored Rate of completion of planned monitoring, reporting and audit-ing activities in accordance with operational modality applied to each grant

Monitoring Of 124 supported projects moni-toring was required for 63 pro-jects and the EHF conducted monitoring of 88 projects. Audit Out of 98 projects supported to NGOs that require audit, audit is due for 15 projects and currently 29 projects are under audit Reporting Narrative: Interim Out of the supported 124 pro-jects, interim narrative report is due for 38 projects and interim reports have been submitted for 37 projects. Final Out of the supported 124 pro-jects, final narrative report is due for 43 projects and the EHF has received reports for 40 projects Financial Reporting Interim: Out of the supported 124 pro-jects Interim Financial Reporting was due for 48 projects and the EHF has received for 47 projects. Financial: Out of the supported 124 pro-jects final financial reporting is due for 43 projects and the EHF has received and processed fi-nancial reports for 43 projects

100% compliance with opera-tional modalities, as per OCHA assurance dashboard (100% may not be applicable for au-dits, monitoring and reporting requirements falling outside of the reporting time-frame).

Global guideline

19 Accountability and risk manage-ment of implementing partners – CBPF funding is allocated to part-ners with demonstrated capacity Number and type of implement-ing partners and amount and percentage of funding allocated by partner risk level (based on PCA and PI)

-US $ 3 M (3%) is allocated to High Risk partners; -US $ 83 M (90%) allocated to Low Risk partners -US $ 6.4 M (7%) to Medium Risk partner1s

100% compliance with opera-tional modalities


20 Accountability and risk manage-ment of funding – appropriate oversight and assurances of fund-ing channeled through CBPFs Number and status of potential and confirmed cases of diversion by Fund

-1 partner out of 32 (3%) 0.43% and the amount of expo-sure is yet to be determined

Compliance with CBPFs SOPs on fraud management.

The case is ongoing and the amount of exposure is yet to be determined


ANNEX B LIST OF EHF FUNDED PROJECTS

PROJECT CODE CLUSTER ORGANIZATION BUDGET ETH-17/DDA-3379/CP/A/INGO/4467 Agriculture Action Against Hunger $497,154.50

ETH-17/DDA-3379/CP/A/INGO/4506 Agriculture Action Against Hunger $526,848.63

ETH-17/DDA-3379/CP/WASH/INGO/4514 WASH Action Against Hunger $499,968.35

ETH-17/DDA-3379/CP/N/INGO/4787 Nutrition Action Against Hunger $359,073.91

ETH-17/DDA-3379/CP/N/INGO/5392 Nutrition Action Against Hunger $279,786.45

ETH-17/DDA-3379/CP/A/INGO/5459 Agriculture Action Against Hunger $250,537.13

ETH-17/DDA-3379/ETH-17/DDA-3379/N/INGO/6873 Nutrition Action Against Hunger $400,000.00

ETH-17/DDA-3379/ETH-17/DDA-3379/WASH/INGO/6760 WASH Adventist Development and Relief Agency

$629,838.75

ETH-17/DDA-3379/ETH-17/DDA-3379/A/INGO/6799 Agriculture Christian Aid $250,023.38

ETH-17/DDA-3379/CP/A/INGO/4481 Agriculture Care Ethiopia $632,750.96

ETH-17/DDA-3379/CP/N/INGO/4516 Nutrition Care Ethiopia $431,313.81

ETH-17/DDA-3379/CP/N/INGO/5460 Nutrition Care Ethiopia $280,273.39

ETH-17/DDA-3379/ETH-17/DDA-3379/N/INGO/6737 Nutrition Care Ethiopia $151,883.22

ETH-17/DDA-3379/ETH-17/DDA-3379/WASH-H/INGO/6773 WASH (75%), Health (25%)

Care Ethiopia $823,372.17

ETH-17/DDA-3379/CP/N/INGO/5326 Nutrition Child Fund (Child Fund) $306,670.72

ETH-17/DDA-3379/ETH-17/DDA-3379/N/INGO/6781 Nutrition Child Fund (Child Fund) $154,624.12

ETH-17/DDA-3379/CP/A/INGO/5455 Agriculture COOPI (Cooperazione Internazionale - COOPI)

$249,999.57

ETH-17/DDA-3379/ETH-17/DDA-3379/A/INGO/6754 Agriculture COOPI (Cooperazione Internazionale - COOPI)

$249,999.87

ETH-17/DDA-3379/CP/N/INGO/4515 Nutrition Concern Worldwide $547,791.33

ETH-17/DDA-3379/CP/N/INGO/5310 Nutrition Concern Worldwide $275,894.09

ETH-17/DDA-3379/ETH-17/DDA-3379/N/INGO/6768 Nutrition Concern Worldwide $281,304.86

ETH-17/DDA-3379/CP/A/INGO/4826 Agriculture DanChurchAid $499,963.80


ETH-17/DDA-3379/CP/A/INGO/5457 Agriculture DanChurchAid $249,999.87

ETH-17/DDA-3379/ETH-17/DDA-3379/A/INGO/6741 Agriculture DanChurchAid $350,000.00

ETH-17/DDA-3379/CP/P/INGO/5336 Protection Danish Refugee Council $300,000.00

ETH-17/DDA-3379/ETH-17/DDA-3379/WASH/INGO/6716 WASH Danish Refugee Council $752,259.09

ETH-17/DDA-3379/CP/A/UN/4452 Agriculture Food and Agriculture Organization of the United Nations

$900,004.39

ETH-17/DDA-3379/ETH-17/DDA-3379/A/UN/6744 Agriculture Food and Agriculture Organization of the United Nations

$600,005.71

ETH-17/DDA-3379/CP/N/INGO/5386 Nutrition GOAL $680,623.47

ETH-17/DDA-3379/ETH-17/DDA-3379/WASH/INGO/6684 WASH GOAL $685,067.43

ETH-17/DDA-3379/ETH-17/DDA-3379/N/INGO/6685 Nutrition GOAL $326,199.89

ETH-17/DDA-3379/ETH-17/DDA-3379/A/INGO/6722 Agriculture GOAL $250,000.05

ETH-17/DDA-3379/CP/N/INGO/7612 Nutrition GOAL $681,252.45

ETH-17/DDA-3379/CP/WASH-NFI/ES/INGO/7660 WASH (95%), NFI and Emergency Shelter (5%)

GOAL $655,700.54

ETH-17/DDA-3379/ETH-17/DDA-3379/WASH/INGO/6785 WASH HelpAge International UK $249,938.68

ETH-17/DDA-3379/ETH-17/DDA-3379/P/INGO/6917 Protection HelpAge International UK $249,822.08

ETH-17/DDA-3379/CP/P/INGO/4476 Protection International Medical Corps $200,000.80

ETH-17/DDA-3379/CP/H/INGO/4512 Health International Medical Corps $300,000.00

ETH-17/DDA-3379/CP/NFI/ES/UN/5479 NFI and Emergency Shelter

International Organization for Migra-tion

$499,998.35



$676,501.12

ETH-17/DDA-3379/ETH-17/DDA-3379/P/UN/6757 Protection International Organization for Migra-tion

$1,000,000.00

ETH-17/DDA-3379/ETH-17/DDA-3379/NFI/ES/UN/6765 NFI and Emergency Shelter


$1,000,000.00



$1,545,334.77

ETH-17/DDA-3379/CP/A/INGO/4465 Agriculture Islamic Relief $499,967.61

ETH-17/DDA-3379/CP/N/INGO/5307 Nutrition Islamic Relief $278,840.02

ETH-17/DDA-3379/CP/A/INGO/5465 Agriculture Islamic Relief $185,000.00


ETH-17/DDA-3379/ETH-17/DDA-3379/A/INGO/6743 Agriculture Islamic Relief $499,932.42

ETH-17/DDA-3379/CP/WASH/INGO/4504 WASH International Rescue Committee INC $349,958.61

ETH-17/DDA-3379/CP/WASH/INGO/4505 WASH International Rescue Committee INC $449,592.97

ETH-17/DDA-3379/CP/P/INGO/5068 Protection International Rescue Committee INC $125,010.08

ETH-17/DDA-3379/CP/H/INGO/5312 Health International Rescue Committee INC $499,994.39

ETH-17/DDA-3379/CP/P/INGO/5334 Protection International Rescue Committee INC $164,935.21

ETH-17/DDA-3379/ETH-17/DDA-3379/H/INGO/6724 Health International Rescue Committee INC $1,097,498.24

ETH-17/DDA-3379/ETH-17/DDA-3379/NFI/ES/INGO/6725 NFI and Emergency Shelter

International Rescue Committee INC $1,000,309.46

ETH-17/DDA-3379/ETH-17/DDA-3379/E/INGO/6726 EDUCATION International Rescue Committee INC $988,672.31

ETH-17/DDA-3379/ETH-17/DDA-3379/P/INGO/6732 Protection International Rescue Committee INC $269,514.91

ETH-17/DDA-3379/ETH-17/DDA-3379/WASH/INGO/6820 WASH International Rescue Committee INC $499,969.46

ETH-17/DDA-3379/CP/A/INGO/4501 Agriculture Mercy Corps $502,043.06

ETH-17/DDA-3379/CP/A/INGO/4834 Agriculture Mercy Corps $510,273.13

ETH-17/DDA-3379/CP/N/INGO/4896 Nutrition Mercy Corps $435,787.79

ETH-17/DDA-3379/CP/N/INGO/7328 Nutrition Mercy Corps $492,442.19

ETH-17/DDA-3379/ETH-17/DDA-3379/N/NGO/6791 Nutrition MCMDO $159,998.30

ETH-17/DDA-3379/ETH-17/DDA-3379/H/NGO/6793 Health MCMDO $420,000.01

ETH-17/DDA-3379/ETH-17/DDA-3379/N/NGO/6838 Nutrition MCMDO $159,999.00

ETH-17/DDA-3379/CP/N/NGO/7632 Nutrition MCMDO $239,999.40

ETH-17/DDA-3379/CP/WASH/INGO/5303 WASH Norwegian Refugee Council $1,012,719.93

ETH-17/DDA-3379/CP/NFI/ES/INGO/5348 NFI and Emergency Shelter

Norwegian Refugee Council $321,600.00

ETH-17/DDA-3379/ETH-17/DDA-3379/WASH/INGO/6761 WASH Norwegian Refugee Council $1,000,000.00

ETH-17/DDA-3379/ETH-17/DDA-3379/NFI/ES/INGO/6769 NFI and Emergency Shelter

Norwegian Refugee Council $1,000,000.00

ETH-17/DDA-3379/ETH-17/DDA-3379/P/INGO/6916 Protection Norwegian Refugee Council $122,449.53


Norwegian Refugee Council $956,500.00

ETH-17/DDA-3379/CP/WASH/INGO/4507 WASH OXFAM GB $2,500,000.08


ETH-17/DDA-3379/CP/H/INGO/5344 Health OXFAM GB $260,314.88

ETH-17/DDA-3379/CP/P/INGO/5358 Protection OXFAM GB $299,983.86

ETH-17/DDA-3379/CP/WASH/INGO/5814 WASH OXFAM GB $1,000,000.00

ETH-17/DDA-3379/ETH-17/DDA-3379/WASH/INGO/6686 WASH OXFAM GB $2,400,135.81

ETH-17/DDA-3379/ETH-17/DDA-3379/WASH/INGO/6819 WASH OXFAM GB $450,000.46

ETH-17/DDA-3379/ETH-17/DDA-3379/P/INGO/6897 Protection OXFAM GB $280,869.86

ETH-17/DDA-3379/CP/N/INGO/4791 Nutrition Plan International $307,938.95


ETH-17/DDA-3379/ETH-17/DDA-3379/N/INGO/6800 Nutrition Plan International $305,184.66

ETH-17/DDA-3379/ETH-17/DDA-3379/N/INGO/6803 Nutrition Plan International $219,433.80


ETH-17/DDA-3379/CP/A/NGO/4508 Agriculture SOS SAHEL Ethiopia $530,035.31

ETH-17/DDA-3379/CP/A/NGO/5337 Agriculture SOS SAHEL Ethiopia $250,791.63

ETH-17/DDA-3379/CP/A-H-WASH/INGO/4485 Agriculture (43%), Health (30%), WASH (27%)

Save the Children Fund $970,000.00

ETH-17/DDA-3379/CP/N/INGO/4778 Nutrition Save the Children Fund $1,165,009.95

ETH-17/DDA-3379/CP/N/INGO/4948 Nutrition Save the Children Fund $644,038.91

ETH-17/DDA-3379/CP/N/INGO/5480 Nutrition Save the Children Fund $549,798.08

ETH-17/DDA-3379/CP/WASH-H/INGO/6033 WASH (65%), Health (35%)

Save the Children Fund $1,199,328.89

ETH-17/DDA-3379/ETH-17/DDA-3379/N/INGO/6730 Nutrition Save the Children Fund $430,983.61

ETH-17/DDA-3379/ETH-17/DDA-3379/WASH/INGO/6735 WASH Save the Children Fund $496,166.77

ETH-17/DDA-3379/ETH-17/DDA-3379/A/INGO/6770 Agriculture Save the Children Fund $402,000.75

ETH-17/DDA-3379/ETH-17/DDA-3379/H/INGO/6775 Health Save the Children Fund $1,184,905.15

ETH-17/DDA-3379/ETH-17/DDA-3379/N/INGO/6798 Nutrition Save the Children Fund $240,021.06

ETH-17/DDA-3379/ETH-17/DDA-3379/H/INGO/6869 Health Save the Children Fund $544,270.39

ETH-17/DDA-3379/CP/N/INGO/7637 Nutrition Save the Children Fund $1,011,334.65



Save the Children Fund $340,233.43

ETH-17/DDA-3379/CP/CSS/UN/7329 Coordination and Sup-port Services

UNDP $498,559.87

ETH-17/DDA-3379/ETH-17/DDA-3379/CSS/UN/6822 Coordination and Sup-port Services

UNHCR $650,219.69

ETH-17/DDA-3379/CP/WASH/UN/4451 WASH UNICEF $2,524,027.87

ETH-17/DDA-3379/CP/H/UN/4511 Health UNICEF $416,110.89

ETH-17/DDA-3379/CP/N/UN/5306 Nutrition UNICEF $1,000,000.62

ETH-17/DDA-3379/CP/WASH/UN/5442 WASH UNICEF $1,499,209.69

ETH-17/DDA-3379/CP/N/UN/5790 Nutrition UNICEF $1,212,561.45

ETH-17/DDA-3379/ETH-17/DDA-3379/WASH/UN/6674 WASH UNICEF $2,932,999.63

ETH-17/DDA-3379/ETH-17/DDA-3379/N/UN/6779 Nutrition UNICEF $1,700,000.23

ETH-17/DDA-3379/CP/N/UN/7664 Nutrition UNICEF $600,000.36

ETH-17/DDA-3379/CP/WASH/UN/7680 WASH UNICEF $533,499.33

ETH-17/DDA-3379/CP/H/UN/5784 Health UNOPS $1,590,284.29

ETH-17/DDA-3379/ETH-17/DDA-3379/H/UN/6745 Health UNOPS $2,991,685.01

ETH-17/DDA-3379/CP/H/UN/7608 Health UNOPS $500,000.03

ETH-17/DDA-3379/CP/A/INGO/5414 Agriculture VSF (Germany) $755,718.85

ETH-17/DDA-3379/ETH-17/DDA-3379/A/INGO/6723 Agriculture VSF (Germany) $502,061.12

ETH-17/DDA-3379/CP/A/INGO/4513 Agriculture VSFS $497,370.45

ETH-17/DDA-3379/CP/A/INGO/5421 Agriculture VSFS $195,293.19

ETH-17/DDA-3379/ETH-17/DDA-3379/A/INGO/6625 Agriculture VSFS $600,000.04

ETH-17/DDA-3379/ETH-17/DDA-3379/N/UN/6588 Nutrition WFP $8,001,088.32

ETH-17/DDA-3379/CP/H/UN/4448 Health WHO $1,500,000.00

ETH-17/DDA-3379/ETH-17/DDA-3379/H/UN/6712 Health WHO $1,697,471.11

ETH-17/DDA-3379/ETH-17/DDA-3379/H/UN/6738 Health WHO $2,853,725.65

ETH-17/DDA-3379/CP/H-N/UN/7607 Health (70%), Nutrition (30%)

WHO $2,069,326.54


ETH-17/DDA-3379/CP/WASH/INGO/5380 WASH World Vision Ethiopia $696,775.60

ETH-17/DDA-3379/ETH-17/DDA-3379/WASH/INGO/6759 WASH World Vision Ethiopia $637,194.57

Advisory Board List STAKEHOLDER ORGANIZATION

Chairperson Humanitarian Coordinator

NGO NGO Consortium

NGO GOAL

NGO Concern

UN United Nations Children’s Fund (UNICEF)

UN World Food Programme (WFP)

Donor United Kingdom Department for International Development (DFID)

Ireland

Denmark

Observer OFDA

EHF/OCHA United Nations Office for the Coordination of Humanitarian Affairs (OCHA)

EHF ADVISORY BOARD ANNEX C


ANNEX D

ACRONYMS & ABBREVIATIONS AB Advisory Board

AAH Action Against Hunger

AWD Acute Watery Diarrhoea

Belg Short rains from February to May (in highland and midland areas)

CAHWs Community-based Animal Health Worker

CBPF Country-based pooled funds

CCRDA Consortium of Christian Relief and Development Association

CERF Central Emergency Response Fund

CF Child Fund

CFW Cash-for-Work

CMAM Community Management of Acute Malnutrition

COOPI Cooperazione Internazionale

CRS Catholic Relief Services

CSB Corn-Soya Blend, a blended food used in targeted supplementary feeding

CW Concern Worldwide

Deyr Short rains from October to December (Somali Region)

DFID The Department for International Development, UK

EFSL Emergency Food Security and livelihoods

EHCT Ethiopian Humanitarian Country Team

ENCU Emergency Nutrition Coordination Unit

ES Emergency Shelter

FCS Funding Coordination Section

FMoH Federal Ministry of Health

GMS Grant Management Systems

Gu Main rains from March to June (in Somali Region)

HAI HelpAge International UK

HC Humanitarian Coordinator

HCT Humanitarian Country Team

HEWs Health Extension Workers

HH Household

HINGO Humanitarian International Non-Governmental Organization

HRD Humanitarian Requirements Document

HRF Humanitarian Response Fund

HWs Health Workers

IDPs Internally Displaced Persons

IMC International Medical Corps

INGO International Non-Governmental Organizations

IOM International Organization for Migration

IRC International Rescue Committee

IYCF Infant and Young Child Feeding

MAM Moderate Acute Malnutrition

MC Mercy Corps

MeherlKiremt Long and heavy rains from June to September (in highland and midland areas)

MOH Ministry of Health

NFIs/ES Non Food Items / Emergency Shelter

NGO Non-Governmental Organization

NNGO National Non-Governmental Organization

NRC Norwegian Refugee Council

OCHA Office for the Coordination of Humanitarian Affairs (UN)

OFDA Office of U.S. Foreign Disaster Assistance

OTP Outpatient Therapeutic Programme

PI Performance Index

PIN People in Need

Plan Plan International

PLW Pregnant and Lactating Women

PSNP Productive Safety Net Programme

RB Review Board

Region The highest non-federal administrative structure, embracing zones and woredas

RHB Regional Health Bureau

RUTF Ready-to-Use Therapeutic Food

SADD Sex and Age Disaggregated Data

SAM Severe Acute Malnutrition


SC Stabilization Center

SCI Save the Children International

SNNPR Southern Nations, Nationalities and People’s Region

TFP Therapeutic Feeding Programme

TSF Targeted Supplementary Feeding

TSFP Targeted Supplementary Feeding Programme

UAM Unaccompanied Minors

UK United Kingdom

UN United Nations

UNICEF United Nations Children’s Fund

VSF G Veterinaires sans Frontieres (Germany)

VSF S Veterinaires sans Frontieres (Suisse)

WASH Water, Sanitation and Hygiene

WFP World Food Programme

Woreda Administrative/geographic unit equivalent to district

WV World Vision Ethiopia

Zone Administrative unit consisting of several woredas


REFERENCE MAP ANNEX E


WEB PLATFORMS https://www.unocha.org/ethiopia

gms.unocha.org

https://www.unocha.org/ethiopia

Documents

ETHIOPIA HUMANITARIAN FUND ANNUAL REPORT … HF - Annual... · 35 EHF-FUNDED PROJECTS ... disease outbreaks and large-scale climate and conflict-in- ... The 2017 HRD requirement was