|
|
|
|
|
|
|
|
|
|
  |
 |
  |
ETHIOPIA
Activity Data Sheet
>> AFR Regional Overview >> Ethiopia Overview PROGRAM: Ethiopia
TITLE AND NUMBER: Increased Access to and Participation in a Democratic System, 663-004
STATUS: Ends in FY 2001
PLANNED FY 2001 OBLIGATION AND FUNDING SOURCE: None
PROPOSED FY 2002 OBLIGATION AND FUNDING SOURCE: None
INITIAL OBLIGATION: FY 1992 ESTIMATED COMPLETION DATE: FY 2001Summary: USAID began its democracy and governance support activities in Ethiopia shortly after the downfall of the dictatorial socialist regime in 1991. A new constitution, drafted with USAID assistance, came into effect in 1995, establishing a federal government with a tripartite separation of powers and nine federal regions. The purpose of this strategic objective (SO) is to nurture the success of Ethiopia's new federal democratic system, consistent with the Mission Performance Plan goal to "strengthen democratic institutions in Ethiopia and improve adherence to democratic principles and human rights."
Activities focus on effective and participatory decentralization, especially with regard to effective and transparent systems for public resource allocation and management (e.g., budget, accounting and public investment planning) at the federal and regional levels; strengthening judicial systems; and enhancing organized participation in society to advance community interests. The second national elections held in 2000 provided an additional target of opportunity for USAID to support the Ethiopian democratization process.
Key Results: Preparations were completed for the revised federal budget system to be introduced during FY 2001 for all 86 federal public bodies. The Government accounting backlog was eliminated in the populous Southern Nations, Nationalities and Peoples Region (SNNPR), a focus region for USAID programs. A total of 2,346 regional staff (against a target of 1,056) were trained to use the new accounting system. The Judicial Training Unit was established in the Supreme Court. A special effort by the Federal courts to reduce their inherited backlog of cases removed 6,720 cases from the backlog, unclogging the court system and speeding up access to justice. Non-governmental organizations (NGOs) continued to be registered without problems. Six NGOs formed a network to train voters for the Year 2000 national elections. USAID printed voter education materials, including flip charts in major Ethiopian languages, which enabled the consortium to reach 561,000 voters. USAID direct support to the National Election Board included rendering the Board's computer system Y2K compliant and providing 16 vehicle-mounted two-way radios with nationwide reach. The Board credits the radios with enabling it to trouble-shoot all over the country on election day. USAID thus made a substantial contribution to the Year 2000 elections which, while not flawless, marked a substantial improvement over previous ones.
Performance and Prospects: USAID continued to support the Government's regionalization policy through assistance to the Government's Civil Service Reform Program. Assistance is being provided in financial management in the areas of expenditure planning, budgeting and accounting. Reforming financial systems at both the federal and regional levels promotes financial decentralization or fiscal federalism. With one exception, performance in decentralization continued to meet or exceed targets. Although the accounting backlog was reduced to zero in the SNNPR, the nationwide average of one year in arrears in FY 1999 slipped to 1.5 years. This, however, was due to an additional requirement of adding an interim donor-accounting system. A cash management strategy was prepared. The manual for the budget reform was approved by Federal ministers, printed in three major Ethiopian languages, and reviewed and revised by Regional Finance and Plan Bureau heads. The new budget system will be implemented for all Federal public bodies for the next Ethiopian Fiscal Year (EFY) budget, beginning in 2001. A new Budget Information System was completed, incorporating the new charter of accounts in the budget reform. The USAID program assessed the capacity of four regions to implement the Public Investment Program and completed the conceptual design of the Public Expenditure Program.
FY 2000 saw the establishment of the Judicial Training Unit in the Federal Supreme Court, training of trainers conducted, and legal materials printed in preparation for nation-wide training. The training was tailored to the needs of each region and targeted 800 judges. Training began in four regions early in 2001 and is now in high gear. An important component of the training is the provision of previously out-of-print laws and legal materials. In the meantime, USAID, responding to a request from the Supreme Court, financed a seminar on International Humanitarian Law for judges presiding over the "red terror" genocide trials of 5,198 members of the former socialist regime. This was designed to share experiences, to establish a common legal platform and to minimize reversible errors. The seminar contributed to the current acceleration in clearing genocide cases. During FY 2002 the emphasis will shift to institutionalized and sustainable training of judges in Addis Ababa. In the future, it is expected that training will be projected to lower levels of the judicial system and to other officers of the court.
As USAID passed the midpoint in the Ethiopian Non-governmental Sector Enhancement Initiative, the emphasis shifted from taking on new partner NGOs to working with existing ones and "graduating" those no longer required direct support. By the end of FY 2000, 30 NGOs had "graduated," 41 had strategic plans in place, 48 had prepared financial guidelines and accounting manuals, and 62 had computerized their accounting systems.
Possible Adjustments to Plans: Activities under this SO not completed by the end of FY 2001 will be subsumed into the new SO 10, More Effective Governance and Civil Society Developed. Support for decentralization through the civil service reform program and judicial training will continue. More emphasis will be placed on strengthening civil society organizations by increasing their capacity for service delivery, including for the benefit of people living with HIV/AIDS and orphans.
Other Donor Programs: Currently, the United States is the lead donor in democracy and governance. Sector activities are coordinated with those of other donors through a variety of consultative groups operating under the general aegis of the ambassadorial sub-group for democracy, good governance and human rights. The Canadian International Development Agency (CIDA) is finalizing a multi-million dollar investment in judicial administration and is planning major funding to parliamentary activities. USAID's work with the judiciary is designed in consultation with CIDA. Other donors are France, Sweden, Germany, Spain, Switzerland, Canada, Norway, the United Nations Development Program (UNDP) and the European Union. The Government's multi-pronged Civil Service Reform Program also receives support from UNDP, the European Union and other donors.
Principal Contractors, Grantees, or Agencies: Harvard University and Pact.
FY 2002 Performance Tables
Performance Measures:
Indicator FY97 (Actual) FY98 (Actual) FY99 (Actual) FY00 (Actual) FY00 (Plan) FY01 (Plan) FY02 (Plan) Indicator 1: Increase in the number of Civil Society Organizations (CSOs) * registered & re-registered Nos. available for 6 mos: Of 184 total new NGOs requesting MOJ registr., 95 approved 70 plus new NGOs registered**- Re-registration routine for all NGOs 165 new NGOs registered. Registration/re-registration remained routine. GFDRE drafting new legis. Registration continued routine. Registration of NGOs no longer an issue or a target, has become routine NA NA Indicator 2: Effective & transparent resource allocation & management systems functioning at federal & regional levels: Accounts Backlog reduced from 4 to 2 years. Procedural reforms team formed and planning reform process. Backlog at federal level eliminated, accounts sys. reviewed & documented. Backlog reduced from 1.5 to 1 year, interim donor accounting system reviewed Backlog eliminated in SNNPR & reduced to 1.5 yrs nationally, manual & module 1 revised, Mod 2 dev'd. Backlog eliminated, Accounting manuals 1 and 2 revised. Backlog reduced to 1 yr average nationally, Manual & Module 2 translated and training delivered. Backlog eliminated. Indicator 3: Effective & transparent resource allocation & management systems functioning at federal & regional levels: PIP Design of PIP, manual, policy paper, issues paper completed. First PIP launched at federal level. PIP database developed. Preparation for second federal PIP. Draft prepared of the Macroeconomic and Fiscal Framework (MEFF), 1992-94 Federal PIP prepared EFY 1993-95 MEEF and PIP finalized, EFY 1994-96 MEFF not met. PEP concept paper prepared. Finalize EFY 1993-95 MEFF, finalize and approve EFY 1993-95 PIP, Preparation of EFY1994-96 MEEF Prepare EFY 1995-97 MEEF. Finalize and approve EFY 1994-96 PIP. Finalize PEP design and implemented at federal and regional governments. Finalize EFY 1995-1997 MEEF. Finalize and approve EFY 1995-1997 PIP. Implement PEP at Federal level and in pilot regions. Indicator 4: Effective & transparent resource allocation & management systems functioning at federal & regional levels: budget Budget manual, budget policy paper, budget issues paper prepared and under review. Improved line-item budget developed Budget manual reviewed and revised, draft manual prepared, BIS started Version 2.1 of budget manual approved. Alpha version of BIS completed, version 3 budget manual completed. legal adoption of ver. 2.1 of the budget manual (chart of accounts, budget preparation and presentation). Implement version 2 budget manual, completion of BISD Implement new budget reforms in pilot regions. Indicator 5: Number of CSOs with effective strategic plans and financial & management systems 17 of 35 have effective strategic mgmnt plans/systems in place. 16 have improved fin. sys. 26 new orgs. assessed using OCAT, well above target. 22 NGOs assisted w/ strat. plans 30 additonal NGOs assessed using OCAT. 80 total NGOs in program 59 NGOs have strategic plans and effective financial systems. All 90 NGOs have effective strategic and mgmnt plan operational & have effective Fin. Management 3 additional NGOs have OCAT, 18 additional NGOs have strategic plans. 10 additional NGOs have financial management systems. NA Indicator Information:
Indicator Level (S) or (IR) Unit of Measure Source Indicator Description Indicator 1: IR Number NA NA Indicator 2: IR An analysis of effectiveness: Accounts HIID Degree to which systems governing resource allocation & management at the federal and regional levels function effectively and transparently. Indicator 3: IR An analysis of effectiveness: PIP HIID Degree to which systems governing resource allocation & management at the federal and regional levels function effectively and transparently Indicator 4: IR An analysis of effectiveness: budget HIID Degree to which systems governing resource allocation & management at the federal and regional levels function effectively and transparently Indicator 5: IR Number PACT, OCAT-Organizational Capacity Assessment Tool Increase in the number of CSOs working with PACT with effective strategic & management plans & financial management capacity as measured by the OCAT-assessment tool which measures 7 levels of institutional capacity
U.S. Financing
(In thousands of dollars)
Obligations Expenditures Unliquidated Through September 30, 1999 11,765 DA 5,809 DA 5,956 DA 1,000 CSD 0 CSD 1,000 CSD 0 ESF 0 ESF 0 ESF 0 SEED 0 SEED 0 SEED 0 FSA 0 FSA 0 FSA 11,800 DFA 10,814 DFA 986 DFA Fiscal Year 2000 2,178 DA 4,942 DA 500 CSD 1,194 CSD 0 ESF 0 ESF 0 SEED 0 SEED 0 FSA 0 FSA 0 DFA 178 DFA Through September 30, 2000 13,943 DA 10,751 DA 3,192 DA 1,500 CSD 1,194 CSD 306 CSD 0 ESF 0 ESF 0 ESF 0 SEED 0 SEED 0 SEED 0 FSA 0 FSA 0 FSA 11,800 DFA 10,992 DFA 808 DFA Prior Year Unobligated Funds 0 DA 0 CSD 0 ESF 0 SEED 0 FSA 0 DFA Planned Fiscal Year 2001 NOA 0 DA 0 CSD 0 ESF 0 SEED 0 FSA 0 DFA Total Planned Fiscal Year 2001 0 DA 0 CSD 0 ESF 0 SEED 0 FSA 0 DFA Future Obligations Est. Total Cost Proposed Fiscal Year 2002 NOA 0 DA 0 DA 13,943 DA 0 CSD 0 CSD 1,500 CSD 0 ESF 0 ESF 0 ESF 0 SEED 0 SEED 0 SEED 0 FSA 0 FSA 0 FSA 0 DFA 0 DFA 11,800 DFA
 |
|||
Last Updated on: May 29, 2002 |
