2. Learning objective
At the end of the session participants will be
able to:
• Aware of key lessons learned on targeting
• Identify what is new in chapter of PSNP4
• Apply targeting principles and methods
3. Outputs Key Components
Output 1: Prioritised
instruments and tools
in place to support an
effective system for
Social Protection and
Disaster Risk
Management
1. Targeting (programme entry and
exit)
2. Management information systems
(MIS)/single registry
3. Disaster risk management system
4. Planning, coordination and
governance
5. Social accountability
6. Capacity development
4. 1.1: Targeting
Targeting refers to: Entry into and Exist from the
safety net program
So, what comes in your mind when you think of
targeting: ENTRY to and EXIT from the safety net
program?
5. Some lessons learned on Targeting
a. Exclusion of many vulnerable people, which
challenged their food security status
b. Local structures matter for successful targeting,
but it takes time to establish and get right
c. Premature graduation due linking Graduation
Assessment with the ambitious GTP target
6. In what ways individual HHs will receive
benefits from the PSNP4?
a. Social Assistance (previous permanent direct
support)
b. Public works and Temporary Direct Support
c. General Livelihoods Support - technical and
financial linkage support
d. Livelihoods Transfer … pre-credit transfer model to
poorer and more vulnerable client HHs.
7. What Principles will Govern Targeting: Entry
and Exit?
a. Participatory approach: Community involves in targeting
and validating final list of clients
b. Fairness: no inclusion or exclusion based on personal
relationships of discrimination
c. Transparency: Community and HH awareness of selection
criteria and public posting of final list
d. Access to appeals mechanisms: address inclusion and
exclusion errors
e. Evidence based graduation: delink b/n policy targets
graduation assessment
f. Safeguards against premature graduation: 12
month notice with continued livelihood support
8. How Graduation will happen in PSNP4?
• Annual assessment process using a combination two
methods to identify potential graduates:
a. Graduation Prediction System (GPS) and
b. Wealth-ranking.
• Self-graduation may also occur on a completely
voluntary basis.
• 12 month’s continued support for graduating HHs to
remain in the PSNP from the date of notification.
9. How evidence-based graduation be Implemented?
a. graduates to receive one-year notice to consolidate
their livelihood gains.
b. Support a lump sum payment for the 12-month
notice period.
c. graduation on case-by-case, and based on evidence-
based assessment.
d. revisiting current asset benchmarks to reflect
realism.
e. primacy of evidence-based graduation … explicitly
de-linked HH graduation from any policy / plan
targets.
f. rolling out the Graduation Prediction System (GPS)
10. How Targeting will happen in Lowland Area?
• Need to testing two community based targeting
options to improve targeting quality.
a. Community triangulation targeting, and
b. Community values-based targeting
OR
• Woredas can propose their own approach and request
regional approval for implementation.
11. How Graduation will happen in Lowland Areas?
• Some graduation is expected from PSNP as the result
of introducing livelihoods supports, on-going PWs
impln. and safety net transfer
• The GPS (appropriate to pastoral areas), wealth-
ranking and verification procedures will be
introduced with training and capacity building.
12. 1.2 Management Information System/Single
Registry
Lessons learned
The lack of a unified overall MIS; fragmentation of data
is remains an issue … missed opportunities for greater
coherence
Thus need a more joined-up information systems both
to bring together the information requirements of the
PSNP 4, and to lay the foundation for the overall
systems (RDM & Social Protection).
13. What Systems need to developed and implemented?
• Continue using PASS to registry of final list of clients
… also need for in placing Livelihoods checklist tracker & PW Database.
• Developing a Unified Single Registry of clients a full
database for all Ethiopia’s safety net, social protection and relief
programs. Housed in MoLSA & jointly administered and supervised with
MoA and Others.
• An integrated program MIS in stages with a deliberate
interface with other information systems
• Food Insecurity/Poverty index to support evidence
bas graduation
• Graduation Prediction System (GPS) – to support
evidence based graduation
14. 1.3. Disaster Risk Management System (MIS)
What STRENGETHS and LIMITATIONS you might
think of about the existing EW system?
15. 1.3. What Lessons are learned on the DRM System (MIS)?
The EW system:-
• Strong in data collection, but weak in using the data
for planning and decision making
• Characterized by a number of information-based
projects rather than a unified system … thus not
providing a coherent and timely information.
• A very critical need to investing in a more joined-up
early warning information system under PSNP4.
16. Two Key Activities identified under DRM System
1: Incorporate scalable safety net and livelihood
programing as a core component of local DRM planning
(DRR, Mitigation and Response).
– Develop woreda contingency planning by linking
to woreda risk profiles
2: Support the dev’t of a more harmonised early
warning information management system including the
dev’t of well-defined triggers for the continuum of
support
17. 1.4 Planning, coordination and governance
What might come in your mind and learn when you
think of COORDINATION and PLANNING in PSNP-
HABP?
18. 1.4 what Lessons are Learned on Coordination
and Planning?
1. Existed missed opportunities due to lack of
systematic integration & linkages between
programs.
2. Criticality of coordination at each levels, but
linkages don’t just happen.
19. Key activities identified under Planning, Coordination
and Governance
1. Harmonise planning and strengthen
coordination at two levels: Household and
administration levels.
2. Transition to a domestically-financed rural
safety net.
20. 1.5 Grievance redress & Social accountability
What STRACTURES exist? How effective the
FUNCTIONALITY of these structures & processes in
resolving grievances and complaints?
21. What Lessons are learned on Grievance
redress mechanisms & Social accountability?
Despite some positive experiences, existing
appeals structures are not effective, because of:
• Limited decision making power,
• Lack of awareness of their existence and role, &
• Poor record keeping.
22. Activities identified to strengthened social
accountability and grievance redress mechanisms
• Scale up current pilot Social Accountability tools:
Citizen Report Cards (CRCs) and Community Score
Cards (CSCs)
• Prepare and implement a Grievance Redress Manual
• Implement gender provisions
• Implement a communications campaign to raise
awareness
23. 1.6 Capacity Development
What did you learn from the Capacity Development
Processes and Outcomes in the previous PSNP/HABP
phases?
24. what lessons are learned regarding PSNP
Capacity Development (CD)?
• Costly inefficient CD: lacks a systematic CD strategy,
plan and commitment.
• Capacity need assessment rarely used - supply rather
than demand-driven CD process.
• Human CD not prioritised in budgeting or impln.
• Less or no harmonisation of CD with in, with NGOs
and other flagship programs.
• Low women’s participation in CD planning and impln
25. What other lessons are learned from SNSF and
other CD initiatives?
• Providing attention at three levels of capacity: HR,
Orgn and System (enabling env’t)
• Crucially of a systematic approach to training
program
• Supplementing training through adult learning and
JES methodologies
• Participatory process … embedded in performance
management systems and incentive structures
• Considering both the hard/technical and
soft/functional skills in HR Dev’t
26. Key activities identified for CD
1: Implement a comprehensive national CD Strategy
and Action Plan
– Prepare a Capacity Development Strategy to
guide PSNP4 CD interventions
– Address capacity issues at three levels: individual,
organization and enabling environment
– Establish a National Capacity Development
Support (Unit) Facility to support implementation
of the CD strategy at all levels
27. Key activities identified for CD ….
• Mandating regional CDTACs to hold all jurisdictions,
accountability & responsibility for the effective use of
CD budgets
• Developing CD Action Plan by Federal and Regional
CD Units
• Prioritising HRD including developing appropriate
incentives
• Facilitating and harmonisation of CD across flagship
programs to the extent possible (CDTAC to facilitate)
28. Where are the focus for critical CD support in
FY1 of the program?
1. New implementing agencies and the full range of
institutions implementing new activities
2. Frontline implementers (woreda level and below)
3. Lowland areas
4. Institutions managing significant changes planned
for the PSNP 4
5. Strengthening M&E - particularly data collection &
compilation at woreda & kebele levels
6. Better implementation of gender provisions
29. What are the Guiding Principles for CD in the
PSNP4?
1. Process of CD
– Obtain leadership commitment and support
– Enhance existing strengths
– Clarify roles and responsibilities, and respect
ownership
– Strengthen collaboration and coordination
– Ensure sensitivity to gender and social development
– Allocate dedicated (budget & Human) resources to
capacity development
30. What are Guiding Principles for CD …
2. Methods of CD
– Approach capacity development holistically
– Apply flexible approaches and methods
– Engage staff in CD cycle
3. M&E of CD
– Build in M&E at the outset of CD
– Develop outcome-level CD indicators
– Emphasise measurability – evidences for impact
31. Key Activities identified under CD ….
2: Strengthen knowledge Management (KM)
– Acknowledged the Impressive gains from M&E
system but KM tasks less successful
– Thus need to ensure KM processes are in place to
capture lessons learned and identify solutions,
and to develop a repository of PSNP 4 knowledge
products
– Need to updating the draft KM strategy
32. 32
Group Discussion and Reflection on
PSNP4 Systems and Tools
a. What elements of the program design are different
and innovative in PSNP4?
b. Which elements are easy to implement?
c. Which design elements are difficult and challenging
to implement? Why?
d. What else do you like say?
