Annual Planning Operational Annex: Ministry of Agriculture Addis Ababa

ANNUAL PLANNING
OPERATIONAL ANNEX
Ministry of Agriculture
Addis Ababa
Table of Contents
SECTION 1 INTRODUCTION............................................................................................. 1
1.1 OVERVIEW OF ANNUAL PLANNING ................................................................ 1
1.2 OVERVIEW OF THE PSNP OPERATIONAL MANUALS AND ANNEXES ..................... 1

1.3 SCOPE AND MAIN USERS ................................................................................... 4
1.4 WHAT IS NEW IN PSNP5 RELATED TO PLANNING ...................................................... 4
SECTION 2 PLANNING PROCESSES, REVIEW AND TIMELINE ................................................. 5
2.1. PLANNING PRINCIPLES ....................................................................................... 5
2.2. A NNUAL PLANNING PROCESSES AND TIMELINES ........................................................ 5
2.3. PLAN PREPARA TION, APPROVAL AND SUBMISSION TIMELINE ..................................... 8
2.4. CONSIDERATION FOR CROSS CUTTING ISSUES ........................................................... 8

SECTION 3 PREPARATION OF COMMUNITY AND KEBELE PLANS......................................... 10
3.1 PREPARATION OF COMMUNITY LEVEL ANNUAL SAFETY NET PLAN ................................... 11
3.2 PREPARA TION OF KEBEL E LEVEL ANNUAL SAFETY NET PLAN .......................................... 21
SECTION 4 PREPARATION OF WOREDA PLAN 26
SECTION 5 ZONAL LEVEL CONSOLIDATION 42
5.1. REGIONAL LEVEL PLANNING AND APPROVAL ..................................................... 42
5.2. TRANSFER PLANS: CASH AND FOOD ...................................................................... 44

5.3. PW PLAN.................................................................................................... 46
5.4. LINKS TO SOCIAL SERVICES PLAN ......................................................................... 48
5.5. LINKS TO CASE MANAGEMENT OF PDS PLAN........................................................... 48
5.6. LIVELIHOODS PLAN ......................................................................................... 48
5.7. SHOCK RESPONSIVE SAFETY NET PLAN ................................................................... 50
5.8. STAFFING PLAN ............................................................................................. 51
5.9. TRAINING PLAN ............................................................................................. 52
5.10. EQUIPMENT PLAN ....................................................................................... 53
5.11. PROC UREM ENT PLAN ................................................................................... 54
5.12. REGIONAL BUDGET ..................................................................................... 55
SECTION 6 FEDERAL LEVEL PLANNING AND APPROVAL 58
6.1. TRANSFER PLAN: CASH .................................................................................... 59
6.2. TRANSFER PLAN: FOOD .................................................................................... 60

6.3. PW PLAN.................................................................................................... 61
6.4. LINKS TO SOCIAL SERVICES PLAN ......................................................................... 61
6.5. LINKS TO CASE MANAGEMENT OF PDS PLAN........................................................... 62

6.6. LIVELIHOODS PLAN ......................................................................................... 62
6.7. SHOCK RESPONSIVE SAFETY NET PLAN ................................................................... 62
6.8. STAFFING PLAN ............................................................................................. 63
6.9. TRAINING PLAN ............................................................................................. 65
6.10. EQUIPMENT PLAN ....................................................................................... 66
6.11. PROC UREM ENT PLAN ................................................................................... 67
6.12. FEDERAL BUDGET ....................................................................................... 68

6.13. PROGRAM BUDGET AND SCHEDULE .................................................................. 69
6.14. DISSEMINATION OF A PPROVED A NNUAL SAFETY NET PLAN ..................................... 70
6.15. PERFORMANC E BASED CONDITIONS (PBCS) PLAN ................................................ 71
6.16. GOVERNANC E AND COORDINATION PLAN ........................................................... 73
6.17. MIS AND MONITORING, EVALUATION AND LEARNING PLAN....................................... 75
Section 7 Regional Variations 76
7.1 TRANSFER AND PW SCHEDULES .......................................................................... 77

7.2 ROLE OF ZONES ............................................................................................. 77
7.3 PLANNING APPROPRIATE PW SUB-PROJECTS IN LOWLAND IMPLEMENTATION AREA S ........... 77
7.4 SCHEDULING ................................................................................................ 77
7.5 PLANNING UNITS ........................................................................................... 77
7.6 TYPES OF PW ............................................................................................... 77
7.7 PLANNING APPROPRIATE LIVELIHOODS INTERVENTIONS IN LOWLAND IMPLEMENTATION AREAS 78
7.8 KEY CONSIDERATIONS IN PLANNING ..................................................................... 78

ACRONYMS
BCC Behaviour Change Communication

BOF Bureau of Finance
BOLSA Bureau of Labour and Social Affairs
CBPW/RDG Community Based Participatory Watershed/Rangeland Development
Guideline
CD Capacity Development
DP Donor Partner
DCT Donor Coordination Team

CFSTF Community Food Security Task Force
EFY Ethiopian Fiscal Year
ESMF Environmental and Social Management Framework
EIA Environmental Impact Assessment
FS Food Security
FSCD Food Security Coordination Directorate
FSTF Food Security Task Force

GRM Grievance Redress Management
GSD Gender and Social Development
HEW Health Extension Worker
IA Implementing Agency
JSOC Joint Strategic Oversight Committee
KASNP Kebele Annual Safety Net Plan
KFSTF Kebele Food Security Task Force
LICU Livelihoods Implementation Coordination Unit
MEL Monitoring, Evaluation and Learning
MFI Microfinance Institution
MIS Management Information System
MoA Ministry of Agriculture
MoF Ministry of Finance

MoLSA Ministry of Labour and Social Affairs
NDRMC National Disaster Risk Management Commission
NGO Nongovernment Organization

NRMD Natural Resource Management Directorate
OA Operational Annex
OM Operational Manual
PASS Payroll and Attendance Sheet System
PBC Performance Based Condition
PDS Permanent Direct Support
PIM Program Implementation Manual

PSC Program Steering Committee
PSNP5 Productive Safety Net Program [phase] Five
PW PW
PWFU PW Focal Unit
PWTC PW Technical Committee
RASNP Regional Annual Safety Net Plan
RuSACCOs Rural Saving and Credit Cooperatives

TC Technical Committee
TDS Temporary Direct Support
TVET Technical and Vocational Education Training
USAID United States Agency for International Development
WASNP Woreda Annual Safety Net Plan
WFP World Food Programme
WFSTF Woreda Food Security Task Force
WHO Woreda Health Office
WoA Woreda Office of Agriculture
WoF Woreda Office of Finance
WoLSA Woreda Office of Labor and Social Affairs

SECTION 1 INTRODUCTION
1. OVERVIEW OF ANNUAL PLANNING
Annual planning is a fiscal instrument to operationalize the five-year program. It is also the
critical first step in preparing for PSNP implementation. PSNP follows a multisectoral, two-way
(top down and bottom up) and result oriented annual planning process. It follows the
Ethiopian fiscal calendar (July 8 – July 7).
This Annual Planning Operational Annex (OA3) provides procedural and technical guidance for
annual planning. It should however be complemented and informed by other relevant
Operational Manuals (OMs) and Operational Annexes (OAs) that are particularly related to:
Setting of the Wage Rate (Vol 1); Targeting, Registration and Enrolment (OA 1); and Mode of
Transfer (OA 2).
2. OVERVIEW OF THE PSNP OPERATIONAL MANUALS AND ANNEXES

The PSNP5 operational procedures are described in a series of Operations Manuals and
Operational Annexes, which constitute a set of policies, rules and procedures that
implementers must follow. Audits and spot-checks are conducted with the goal to ensure that
these rules and procedures are properly complied with by implementers. The complete list of
manuals and annexes are listed below.
Operations Manuals (OM)
Vol 1: General PSNP Manual
This is an Introduction section introducing the PSNP’s background, context, goal and
outcomes. The introduction section also presents the PSNP’s outputs and how they relate to
the various components, along with a discussion of programme principles, scale and scope,
safeguards, and an overview of what is new in this phase of PSNP
Vol 2: PW (PW)OM
The PW OM describes the policies and processes that guide the programme for the PW
component, in order to implement the programme efficiently and effectively. The PW Manual
starts with a description and the document is sub-divided into three sections:
1. Program Policies and Parameters

2. Program Entry and Exit
3. PW Implementation and Attendance
Vol 3: Temporary Direct Support (TDS)OM
The TDS OM describes the policies and processes that guide the programme for the PW
component, in order to efficiently and effectively implement the programme. The volume
starts with a description and the document is sub-divided into three Sections:
1. TDS Programme Policies and Parameters
2. TDS Enrolment and Exit
3. Verification of Co-responsibilities and Payment of TDS
Vol 4: Permanent Direct Support (PDS)OM
The PDS OM describes the policies and processes that rule the programme for the PW
component, in order to implement the programme efficiently and effectively. The volume
starts with a description and the document is sub-divided into three Sections:
1. PDS Programme Polices and Parameters
2. PDS Entry and Exit
3. Case Management of PDS Clients
Vol 5: Livelihoods OM
The Livelihoods OM describes the policies and processes that rule the programme for the
livelihoods component. The volume is sub-divided into:
1. Livelihoods Programme Polices and Parameters

2. Livelihoods Programme Implementation
3. Livelihoods Related Analysis
Vol 6: Shock Responsive OM
The Shock Responsive OM describes PSNP’s approach to deliver cash and food transfers in
response to shocks (primarily drought) through the establishment of an integrated shock
responsive system.
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Operational Annexes (OA)
OA 1: Targeting, Registration and Enrollment
The Targeting, Registration and Enrolment OA describes processes for the targeting of
households to become PSNP beneficiaries. It complements the PW OM, and the PDS OM.
OA 2: Payment Procedures
The Payments OA describes the payment processes for PDS and PW beneficiaries.
OA 3: Annual Planning
The Annual Planning OA describes the various planning processes, activities and procedural
and technical requirements that need to take place prior to commencing programme
implementation.
OA 4: Resource Management
The Resource Management OA describes management of PSNP resources and is divided into
the following six chapters:
1. Financial management
2. Food management
3. Procurement
4. Physical resource management
5. Human resource management
6. Systems building and capacity
OA 5: Grievance Redress Management (GRM)
The GRM OA describes the means by which programme clients and community members can
raise grievances regarding different aspects of programme implementation and get these
grievances resolved.
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OA 6: Monitoring, Evaluation and Learning
The Monitoring and Evaluation OA describes the monitoring, reporting, and learning processes
for the programme along with a number of monitoring and evaluation tools.
OA 7: Environmental and Social Management Framework (ESMF)
The ESMF OA describes the potential environmental and social issues arising from the PW and
Livelihoods components and identifies mitigation actions on to how to address these issues.
OA 8: Capacity Development (CD)
The CD OA describes the systematic approach and practices for PSNP annual CD programming,
including the CD governance and management framework. It provides instructional processes
and tools for annual planning, monitoring, and reporting, and can be used in conjunction with
the PSNP OAs for Annual Planning and MEL.
In addition, certain technical aspects may be covered by guidelines, whichprovide guidance on

certain technical aspects of programme implementation. Guidelines are not binding in the
same way that OMs and OAs are. Guidelines must not contradict procedures described in the
OMs and OAs.
1. SCOPE AND MAIN USERS

This OA must be used for the PSNP as a whole. Its main users are all government and partners’
programme IAS and their staff, as well as program governance and coordination committees
and working groups at different planning levels (federal, regional, zonal, woreda, and kebele
and community) that are engaged in the annual planning and approval process.
2. WHAT IS NEW IN PSNP5 RELATED TO PLANNING

PSNP5 retains many of the PSNP4 planning processes and tools. The key changes in PSNP5 that
affect annual planning are related to the following:
Establishment of the Management Information System (MIS)will help harmonize annual plans
and move towards an increasingly electronic system, including presentation of readily
available plans at all levels,
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1. Integration and harmonization of NGO plans with the annual PSNP plans and progress
reports at different levels, and strong engagement of stakeholders during the plan
preparation, review and approval process, and
2. Introduction of the performance-based conditions (PBCs) which are designed to
support the government to achieve critical program results and through this the
Program development objective, and to incentivize particularly challenging reforms.
SECTION 2 PLANNING PROCESSES, REVIEW AND TIMELINE

The PSNP annual planning process will continue to be strengthened by prioritizing ensuring
timeliness of transfers, greater timeliness, and coordination among IAs to better align plans to
PSNP5 priorities. The following provides the overarching annual planning principles,
approaches, and timeline. As needed, the existing annual planning guidance note will be
updated and expanded to complement this OA.
1. PLANNING PRINCIPLES
PSNP annual planning is guided by the following overarching principles and values:
1. Participatory. Annual planning is a two-way participatory process involving top down
and bottom-up consultation and engagement of all stakeholders.
2. Needs-based: The PSNP annual plan is informed by the needs and priorities identified
through critical review and assessment of previous progress and lessons-learned.
3. Results-based: The annual plan is results-oriented through a strong linkage with the
program log frame and result framework.
4. Standardized: Annual activities must be standardized and organized using common
planning templates so that fragmentation and overlaps will be avoided.
5. Mainstreaming. The annual plan mainstreams and integrates cross cutting issues,
including gender and social accountability (GSD), nutrition, environment, and
development.
6. Flexibility. The PSNP annual plan is a moving annual program document that lends
itself to adjustment as necessary, preferably in the midst of the fiscal year.
1. A NNUAL PLANNING PROCESSES AND TIMELINES
The PSNP planning process involves two-way communication. Planning guidance and support
is provided from the top downwards and a well aligned annual plan flows from the bottom to
upwards. The following describes this two-way interaction.
1. Annual planning guidance and support
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Annual planning must be aligned with the log frame and result framework indicators and
annual targets. As appropriate, particularly for the livelihood component, the annual targets
will be allocated to regions for greater transparency and accountability.
Annual planning moves in two directions. It starts with providing annual planning guidance and
support from federal FSCD (and line ministries) down the hierarchy. The federal annual
planning guidance and support may take the form of (i) Written instructions, (ii) pre-planning
consultation workshop, (iii) on-the-job technical support during planning, and (iv) provision of
feedback on draft plans. Figure 1 below illustrates this two-way planning process.
The bottom-up planning process involves vertical coordination of IAs and alignment of their
respective plans with PSNP priorities.
PSNP planning starts at community level, and moves up to kebele, woreda, zonal, regional, and
federal levels through review, integration and approval process at respective levels.
2.2.2 Review and Integration of Annual Plans

Annual planning involves a hybrid of two parallel processes for reviewing and compiling Safety
Net plans received from lower administrative levels (vertical integration) and from sectoral IAs
(horizontal integration).
Annual
planning
guidance
and support
Annual plans
Figure 1. Annual planning process
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1. Horizontal review involves review of sectoral and output plans at a particular planning
level to ensure integration and harmonization of PSNP activities and approaches.
Firstly, the respective output TCs review and compile sectoral safety net plans from
different IAs into output plans. Secondly, the FSCDs at each level review output plans
and consolidate them, including their own specific activities into the PSNP annual plan
for that particular planning level. This enables FSCD at each level to have an overview
of the whole program in relationship to budget allocation and utilisation and
ownership of the program as a whole. This process also ensures the integration of
safety net plans into overall development plans at each level and oversight of
appropriate administrative bodies at each level. Once the FSCDs consolidated the
respective annual plans there will be annual plan validation meetings with key
stakeholders at each planning level before the plans are approved at that particular
level and submitted to the next higher planning level. The revision of the annual plan
at the mid-year of the fiscal year (January) will also be made in direct consultation with
IAs at each level, as appropriate.
2. Vertical review involves submission of lower level annual plans for the different
outputs to higher levels for technical review and approval. The respective FSCD should
be the focal point for receiving and circulating output plans fromthe lower levels to the
line offices for review and compilation.
The FSCD is the single official channel of communication for PSNP annual plans. For
example, the woreda output plans reviewed by the respective TCs will be submitted to
woreda Food Security for review and compilation. The approved woreda plan will then be
submitted to zonal/regional FS, which distributes the woreda plan to relevant sectors for
technical review and compilation at output level. The approved output plans will then be
submitted back to the regional FS office for review and consolidation of the regional PSNP
annual plan and consolidation into the overall Safety Net Plan. A similar procedure is
followed at the federal level. Once the FSCD consolidated the national PSNP annual plan
there will be a vertical alignment and validation meeting between regions and federal
implementing agencies before the plan is approved and submitted to DCT/DPs.
The approved PSNP annual plan is distributed back to the lower levels so that the different
level IAs are aware of the final planning decisions, and at the same time this process
demonstrates and allows for greater downward accountability.
Once the PSNP annual plan and budget have been approved at the federal level, MOF posts
the annual woreda-by-woreda budget on its website. Each woreda also posts the annual PSNP
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plan, budget and list of clients, along with the Client Bill of Rights and Responsibilities, in a
public location in the woreda centre and in each kebele centre.
1. PLAN PREPARATION, APPROVAL AND SUBMISSION TIMELINE

PSNP follows the Ethiopian’s fiscal year. The projected timeline for PSNP plan preparation,
approval and submission at different levels is depicted in Figure 2. Accordingly, annual plan
Figure 2. PSNP Annual Planning, Review, Approval and Submission schedule
submission starts at community level by early February and is completed by 31 May at federal
level, when the national PSNP annual plan is submitted to the Donor Coordination Team (DCT)
for approval by Development Partners (DPs). Late June or early July, the approved national
PSNP annual will be circulated back to the regions and IAs for implementation. As a living
program document, the PSNP annual plan is subject to revision in the midst of the fiscal year
(in January) following the first six months progress review of programme implementation.
Federal FSCD is accountable for ensuring that annual plans are submitted to the DCT, and the
approved annual plan is distributed to IAs for implementation in accordance with the
prescribed timeline.
2. CONSIDERATION FOR CROSS CUTTING ISSUES

The following cross cutting issues will be adequately integrated and mainstreamed in the
relevant components of the programme. The common cross cutting issues in PSNP context
include:
1. ESMF
2. GSD-Nutrition,
3. Grievance Redress Mechanism
4. Climate change
5. Capacity development
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6. Other social issues, such as Gender Based Violence and COVID-19
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SECTION 3 PREPARATION OF COMMUNITY AND KEBELE PLANS
PSNP annual plans are prepared at different levels. The process starts by producing community
safety net plans, and through the review and integration process plans are consolidated up
wards into kebele, woreda zonal/regional and federal PSNP plans, which are organized by
output. The following provides key considerations of the planning process at each level.
The community is the lowest PSNP annual planning unit. The Community Annual Safety Net
Plan consists of a list of prioritized activities and requirements under PW, Livelihoods, and
other outputs. Figure 3 depicts key planning considerations that range from identifying and
categorizing clients, organizing and planning Behaviour Change Communication (BCC) sessions
Figure 3. Planning process and activities for preparation of community and kebele annual safety net
plans
for PW clients, listing soft conditionalities, including total number of person-days allocated for
TDS and the 50% work reduction to women for direct programme support clients, providing
technical descriptions for PW activities and requirements, identifying livelihood clients and
categorizing them for livelihood “big push” and “transfer” support components.
Frontline staff (Community Facilitators, Development Agents, Health Extension Workers

(HEWs), Social Workers) and Community Food Security Task Force (CFSTF) are responsible for
facilitating and assisting the community level planning process and the verification of the plan
through community consultations. Approved community plans will be submitted to the Kebele
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Food Security Task Force (KFSTF) for aggregation, review and facilitating approval by the
Kebele Cabinet/Council and submission to Woreda Office of Agriculture WoA/FSCD.
In addition to the annual planning OA, the community and kebele level annual PSNP planning
exercise will be complemented by key planning information from the other relevant OMs and
OAs. These are related to:
1. Client selection and categorization,
2. Scheduling of PW and transfers,
3. Livelihoods-related analyses, and
4. Planning shock responsive interventions.
1. PREPARATION OF COMMUNITY LEVEL ANNUAL SAFETY NET PLAN
The community level annual planning starts earlier to allow submission to the kebele in early
February. Frontline staff and CFSTF and woreda experts are required to facilitate and assist
communities for identification of key activities under PW, livelihoods, links to social services,
and other outputs. Efforts will be exerted to ensure active engagement of women in the
planning process through using different strategies such as organizing women only meeting s if
needed. These various activities will be integrated to achieve synergy, for example between
PW and livelihood activities.
1. PW planning
The community safety net plan for PW will be based on sub-projects which are selected
through the watershed/rangeland based community development planning process of the
revised community based integrated watershed/rangeland management guideline. The
process helps the communities to identify their prioritised needs and activities and ensures
their ownership for the planned sub-projects.
The following are key considerations during the community PW planning:
1. Integrated watershed management approach
Prior to the community planning process, the woreda line office has to define and
communicate to kebeles and communities the major watersheds and the critical watershed
units (watershed coding, identification, and delineation). The watershed units may encompass
several kebeles or communities, and hence be further defined into community-based sub-
watersheds. The watershed or the community sub-watershed units are an integral part of the
integrated watershed and are the basis for PW planning. Therefore, selection of sub-projects is
not piecemeal, but integrated. In the pastoral context the planning unit will be either kebele,
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village or gotes. The CBPW/RD guideline provides detailed procedures and tools that
complement this OA.
2. Estimating person-days for PW
The number of PW sub-projects that a community can complete depends on the number of
person-days of PW participation available. Therefore, the number of person-days must be
calculated based on the number of adult PW clients, and taking into consideration:
1. different clients’ labour requirement for women and men (consider the 50% work
norm reduction for women)
2. identification of the able bodied clients from the PW clients (as there could be able
bodied members in the PW clients other than household heads)
3. making person-day adjustments for temporary direct support clients,
4. labour constrained FHHs
5. reduction of days for livelihoods clients in the on-farm pathway starting from the
second year of the client that they are targeted as a livelihood client, and
6. provision for PW clients to participate in at least six 2-hour community BCC sessions
per year that will be considered as 2 PW person-days.
The planned PW sub-projects and other community priorities complemented by gender

analysis inform the types of topic for PSNPSBCC. For example, if water development or latrine
construction projects are planned, at least one SBCC session will be considered with focus on
hygiene and sanitation. DA and HEW assist in determining a realistic number and schedule of
SBCC sessions that will be organized for PW clients. Table-1 below provides the basis for
calculating the potential number of PW person-days.
Table 1. Calculating Available Person-Days for PW
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Note. In addition to disaggregating the PW clients by sex (step 2 of Table 1 above), the clients
will further be identified as able-bodied. This allows for deducting one-day for the livelihood
clients from PW as of the second year.This means that livelihood clients are allowed to use one
PW day in a month to work on their private land to enhance their livelihood options.
Eligible PW
The above list should not be considered the complete list of eligible PW. Any PW planned by
the community is eligible for consideration as PSNP PW as long as itis labour intensive and
meets the eligibility criteria laid out in the ESMF screening process.
7. Planning of sub-projects
Based on the community watershed/rangeland teams a watershed planning team will be

formed for each community. Careful consideration to ensure active participation of women
(both household heads from female-headed households and female members of male-headed
households) will be given during team formation. Wherever possible, women will be
encouraged to take leadership positions in PW planning.
Depending on the local context, the community may decide that a mixed team is the most
appropriate approach, with a designated proportion of women in the planning team and
established ground rules to enhance women’s participation, or to establish separate male and
female planning teams. To this effect, the woreda women affairs office, GSD experts and
Community Facilitator will monitor and support the participation of women in watershed
planning.
The detailed planning process follows the steps laid out in the CBPW/RDG. The smallest
planning unit for PW provides the opportunity for efficient and collective planning and
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management of PW. In highland areas, the community watershed is the smallest planning unit
used. In pastoral areas, the lowest planning unit may be the kebele or the community,
depending on the dominant livelihood system in the target area. The CBPW/RDG provides
details on this aspect.
Each community begins with the preparation of a watershed development plan in which the
baseline conditions have been determined and an inventory of community assets has been
completed. Through this process, community needs are identified with careful consideration
to the needs of both men and women, and different groups within the community. During this
process, communities are encouraged to consider projects that contribute not only to
watershed development but also specifically to livelihoods which can reduce women’s
workloads, nutrition, climate resilience and disaster risk management. As a result, a list of
potential sub-projects is developed, which are ranked in order of priority taking into account
the needs of women and other groups in the community. This process should consider the
time during the year when the PW sub-projects will be carried out, and the number of person-
days available to complete the PW. Table 2indicates the major types of sub-projects that are
typically implemented under PSNP. Note that care services (working at the child care centre,
nutrition champion, etc) will be included under sub project 9, which uses 3% of the capital
budget.
Table 2. PW Classification
CLIMATE RESILIENCE/DRM/CROP & LIVESTOCK LIVELIHOODS
(a) Biophysical soil and water conservation:
Land rehabilitation through area enclosure

Land reclamation
Bush control
Soil bund construction
Stone bund construction
Bench terracing
(b) Forestry and agroforestry
Nursery site establishment and management

Introduction of forage/fodder species
Fodder bank establishment
Seedling planting and re greening through natural regeneration
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(c) Water and SSI development projects
Pond construction or rehabilitation
Spring development
Hand-dug well construction
Improvement of traditional wells (ellas)
Cistern (birka) construction
Small-scale irrigation canal construction or rehabilitation
Construction of water harvesting and storage structures
SOCIAL INFRASTRUCTURE PROJECTS
Construction of farmer training centers and pastoral training centers
Construction of animal health posts
Rural roads construction and rehabilitation that contribute to on-farm livelihoods
Road construction
Road rehabilitation
Market infrastructure construction
EMPLOYMENT
Shelters/reception centers at employment catchment areas (if these are located in safety net
implementation areas).
NUTRITION AND OTHER SOCIAL SERVICES
Latrine construction
Health post construction

School room construction
Childcare centre establishment
Garden development
Participation in BCC sessions (see below for further details)
LOWLAND SPECIFIC PASTORAL LIVELIHOODS
Rangeland management (including water and grazing land rehabilitation, clearing of prosopis
Social services
Drinking water projects
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Birka, Community ponds
Agro-pastoral livelihoods:
Rangeland and integrated water and soil management

Riverine agriculture livelihoods:
Irrigation
Bush control
Flood control (through dyke construction)
CONTRIBUTION OF PW TO LIVELIHOODS, NUTRITION, CLIMATE RESILIENCE AND DRM
PW can contribute to livelihoods, nutrition, climate resilience and DRM in numerous ways.
For instance, roads constructed or rehabilitated through PW may contribute to both
livelihoods (through improved market access) and links to social services (through improved
access to health facilities). Some other examples include:
1. Construction of training halls for Farmer Training Centres and Pastoralist Training
Centres, forage and pasture development, nursery establishment, and construction
of animal health posts are all ways in which PW might contribute to livelihoods.
2. Latrine construction, development of kitchen gardens, construction of health posts,

establishment of childcare centres and provision of child care at these centres, and
participation in community BCC are all ways in which PW might contribute to
nutrition. Outcomes of community conversations 1 on maternal and child health and
nutrition can help promote the identification of nutrition-sensitive PW by
communities, where applicable.
3. Area enclosures, birka construction and/or pond rehabilitation are all ways in which
PW might contribute to climate resilience and DRM.
4. The landscape approach (looking at “clusters” of similar enterprises) piloted by the

Climate-Smart Initiative can strengthen linkages between key household and
community assets which are required to reduce vulnerabilities and increase
resilience to climate change effects. This approach looks beyond household-level
planning to the socio-economic dimension of watersheds and linked micro-
watersheds. This is particularly important for market development interventions,
environmental transformation (degraded lands development) and carbon financing
opportunities.
1 Under Community-Based Nutrition, community conversations on nutrition are organised to

discuss the progress of implementation of nutrition activities in the community, receive
updates on nutrition status, and identify causes and possible solutions of malnutrition. PSNP
will have customized SBCC sessions.
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Finally, a list of prioritised PW projects is completed based on the resources (PW person-days
and capital inputs) available for the coming year. The DA is then responsible for the designing
of the sub-projects with the assistance of woreda, zone or regional experts depending on the
type of the sub project.
The government will have prepared off the shelf public works’ plans if the
woreda/kebele/community is identified for an allocation of shock responsive transfers, and if
the government insists that shock responsive transfers be linked to scaled up public works.
5. Environmental and Social Management Framework (ESMF) check and screening
The DA undertakes an ESMF eligibility check and ESMF screening for each planned sub-project
and attaches the completed and signed screening form to the sub-project file. For sub-projects
of particular environmental concern, the DA will ensure that the sub-project file is earmarked
according to the procedures set out in the ESMF. After screening, if a sub-project happens to
have major environmental concerns, mitigating measures should be included in the ESMF
screening form. The ESMF screening is overseen by the Woreda Environmental or NR Expert,
who takes responsibility and signs the completed ESMF Screening Form.
6. Integrating GSD and Nutrition
Incorporating GSD and nutritional activities into the annual community based PWs plan is very
crucial. Various GSD PIM provisions, nutrition sensitive PW sub-projects and Social BCC
activities will be adequately planned and integrated with the annual plan.
The DA will then complete each sub-project form PSNP-PW002: PW Sub-project and Activity
Identification and Description andset out details of the sub-project including non-labour inputs,
technical assistance likely to be needed for implementation, and operations and maintenance
requirements. This has to be done in accordance with the guidelines published by the federal
PWCU and disseminated in the PSNP Annual Training Course.
1. Livelihoods planning
Livelihoods planning entails a combination of bottom-up and top-down approaches.

Livelihoods interventions must not only be based on community/client interest but also on
resource availability (particularly human resources to provide financial literacy training,
intensive coaching, and technical training), credit availability, labour potential and market
availability.
17
At the local level, livelihoods planning will entail the following key steps:
Step 1: Household profiling
Household profiling will help to focus interventions on those with motivation and potential to
develop productive activities or to find employment opportunities and improve the matching
between clients and the available pathways.
Step 2: Livelihoods client allocation. This step actually takes place at the woreda level but
should be completed prior to the preparation of the community livelihoods plan. Woredas will
determine the initial estimate of annual households based on annual allocation through the
big push targets (and 50% will be women). Estimation of annual targets for livelihoods will
depend on capacity to provide technical support, based on the programme’s implementation
capacity (particularly human resource capacity) as well as credit and livelihood grant
availability, and market capacity. Table 3 describes the process of doing the work.
Table 3. Allocation of livelihoods clients based on woreda-level capacity
Woredas will use the following criteria to determine how many livelihoods clients can be
supported in each kebele and community:
1. Implementation capacity, and particularly human resource capacity. The number of

households to be supported in completing livelihoods checklists per livelihood
pathway in a given year is guided by the following:
1. Crop and livestock: availability of at least 3 development agents

2. Presence of one community facilitator per kebele
3. Off-farm: availability of one-stop service centres and/or capacity of the Micro and
Small Enterprise Council to oversee the coordination and implementation of the off-
farm pathway and availability of off–farm expert at woreda level
4. Employment: Woredas having employment potential evidenced by assessment will be

eligible for employment pathway
5. Financial capacity, and particularly the availability of credit resources. The plan should
detail the availability of credit from microfinance institutions (MFIs) and RuSACCOs in
the woreda, based on their willingness to supply credit to PSNP client households.
1. Market capacity for each livelihood pathway, based on an annually updated analysis.
Information on market capacity for employment pathways and, to a lesser extent, off-
farm livelihood pathways, is provided to the woreda from the regional level.
2. Employment potential, areas for seasonal employment will be piloted based on new
approaches to link young clients to jobs.
18
Based on these factors, woredas indicate how many clients can be supported in each kebele
and communicate these figures to communities to inform their planning and prioritisation
processes, as described below.
Step 3: Develop livelihood option menu

The menu of options of potential livelihood activities will be identified giving due consideration
to the different realities and situations of women. Development agents will revise them to fit
with each agro-ecological zone for the on-farm and off-farm pathways. This revised menu will
be used as a basis to coach clients to choose appropriate and economically viable livelihood
options.
Step 4: Community consultations/awareness raising
Community awareness is a key initial step in the planning of livelihoods interventions each
year. The purpose of these consultations is as follows:
1. To inform clients about the PSNP livelihood’s component

2. To inform clients of available livelihood options in the community based on the agro
ecology. This process is linked with PW planning, as PW sub-projects may expand
opportunities in certain pathways.
3. To provide clients with the opportunity to provide their input and suggestions on
livelihoods options.
Community consultations include men, women from male and female-headed households,
youth, and are done in conjunction with PW planning where possible. During the consultation,
the DA and /or community facilitators visit the community and explain the purpose of
livelihoods options, the types of livelihoods options that will be supported, the various
trainings clients may receive, and, in labour potential woredas, the wage employment linkages
that may be facilitated.
Participation in the off-farm pathway should be discussed in potential terms, as the plan for
this pathway will ultimately depend on market demand for products and skills, as well as the
availability of Technical and Vocational Education Training (TVET) trainers, which will be
determined at a higher level. Off-farm livelihood clients should constitute 25% of the overall
livelihood clients.
Participation in the employment pathway will depend on availability of seasonal employment

opportunities. Development Agents and/or Facilitators will coordinate with experts from the
Women Affairs’ desk in the Woreda Agriculture Office and other experts to ensure that
women and youth representatives are present. After community awareness events are
19
completed, CFSTF will register lists of interested clients to participate in livelihood
interventions.
Community consultations are repeated each year during the preparation of the woreda plan
and prior to prioritisation of clients for livelihoods interventions. Whenever necessary women
only consultations will be carried out.
Step 5: Selection of livelihood support beneficiaries
From the list of beneficiaries who have shown interest to participate in livelihood
interventions, the CFSTF will prioritise households to be engaged in livelihood interventions
based on wealth ranking. The annual number of clients to be supported in the kebele will be
allocated from the woreda if more clients are interested in participating than there are
resources.
Based on annual big push targets2the annual targets of the kebeles will be determined by the
woreda. Annual big push targets will be communicated to woredas from the region prior to
planning. The region and woredas will consider allocating the number of targets by woreda
and kebele respectively depending on availabilities of credit (from RuSACCOs and MFIs), staff
(woreda, development agents and community facilitators), markets, and seasonal employment
opportunities for employment pathway. There will be piloting of the Big push in selected 17
PSNP woredas.
Households targeted for a livelihoods transfer will be identified based on wealth ranking
criteria. At least 50% of the livelihood transfer annual target should be engaged in off-farm
pathways. Details of wealth ranking procedure will be indicated in livelihood transfer guidance
note. An expert to support off farm clients will be reassigned at woreda level. The final list of
clients must reach a target of 50% women.
1. Shock Responsive Works Plan
Woredas will receive annual and updated Disaster Response and Assistance Plans (DRAPs) and
reallocate this allocation across kebeles and communities who will undertake targeting.
Section 4.6 below provides more on this.
1. Compilation of the community plan
2PSNP5 will adopt a ‘big push’ on livelihoods focusing on providing higher quality and value of
support to fewer and better-targeted clients.
20
All of the processes outlined above feed into the Community Plan, which includes the
elements below and is submitted to the KFSTF:
1. List of prioritised PW (including participation in PSNP SBCC) based on available person-

days, and
2. List of prioritised livelihoods clients and interest in income generating activities.
1. PREPARATION OF KEBELE LEVEL ANNUAL SAFETY NET PLAN
The Kebele Food Security Task Force is responsible for preparation of the Kebele Annual Safety
Net Plan (KASNP). This plan uses the results of the targeting/retargeting processes as well as
plans for PW and livelihoods developed at community level and incorporates further inputs on
links to social services prepared at the kebele level, as outlined below.
1. Links to social services planning
Adjustments to co-responsibilities will be made based on local realities, as needed. At kebele

level, HEWs in consultation with the Woreda Health Office (WHO) review the expected co-
responsibilities outlined in the table below against the capacity to provide health and nutrition
services. If necessary, proposed modifications will be made on the basis of the services
available for inclusion in the KASNP.
Table 4 Co-Responsibilities
Category of Temporary Co-Responsibilities

Direct Support Client
Pregnant Women 1. Attendance of at least four ante-natal consultations
2. To participate in BCC sessions which is part of the regular health extension

package and provided by the HEWs at the health posts as informed by the
HEW. Please note that this is different from the PSNP-PW SBCC session
3. Shall take one additional meal during her pregnancy period
Lactating women with 1. Attendance at least one post-partum health facility visit
child less than one year
2. Attendance at growth monitoring and promotion/behavioural change
old
communication session as informed by the HEW
3. Uptake of routine immunization on behalf of child as informed by the

HEW
4. Participate in group or individual counselling sessions by the HEP

including cooking and feeding demonstration
5. In the case of household level co-responsibility, the household will

engage in home gardening activities and provide vegetables and fruits
21
for complementary food preparation for their under two years old
children
6. Lactating mother shall take two additional meals during the

breastfeeding period
7. She will breast feed her child at every two hours
Lactating women with 8. Attendance at growth monitoring and promotion/behavioural change

child between one to communication session as informed by the HEW
two-year-old
9. Uptake of routine immunization on behalf of child as informed by the
HEW.
10. Participate group or individual counselling sessions by the HEP

including cooking and feeding demonstration
11. In the case of household level co-responsibility, the household will

engage in home gardening activities and provide vegetables and fruits
for complementary food preparation for their two-year-old or under
children
12. The mother or care giver should be engaged in the ECD centre
wherever it is available
13. The mother or care giver should make sure that the child gets available
ECD services
Primary care-giver of
1. Monthly check up of the child at the closest health facility
malnutrition child
2. Attendance at BCC sessions, which is part of the regular health extension
under five years old
package and provided by the HEW or Health development army as
during treatment
informed by the HEW. Please note that this is different from the PSNP-PW
SBCC session
3. Participation in treatment (e.g. community management of acute

malnutrition or targeted supplementary feeding) as advised.
4. Participate in group or individual counselling sessions by the HEP including

cooking and feeding demonstrations
PDS households All the above-mentioned co-responsibilities for pregnant, lactating, and primary
care-giver of malnutrition child under five years old will also apply for mothers
and children under similar conditions in the PDS households
5. Shall engage in the available social services including children to attend

available age appropriate school arrangements. Including children of 1-4
22
years to attend ECD, children above four years old to attend available pre -
school, and children of seven years old and above to attend regular grades.
6. All new-born children shall get birth registration
7. Household members shall have timely access to available health services
Planning of Social Based Behaviour Change (SBCC) for PW clients. DA, HEWs, SWs and CFs will
be based on the guide to facilitate the mapping of the existing and planned community SBCC
provisions in the kebele, and their consideration during the PW season, for both men and
women. These might include nutrition-related community conversations, SBCC planned during
various health campaigns, and other planned group-focused SBCC sessions.
PSNP Social Based Behaviour Communication: Through communication interventions PSNP

PW clients (on average two adult members per household) will be reached at least once a
month with PSNP SBCC interventions. These SBCC sessions will improve women’s and men’s
access to and use of user-friendly information, and ultimately aim to change behaviour of
nutrition and health-related caring practices of pregnant women and young children. As such,
it is important that SBCC reach beyond the traditional target population of mothers, and also
target men. This will allow the power of a broad range of influential groups to be harnessed to
change overall social norms. All PW clients are expected to attend 2 hours SBCC sessions in
one PW season unless the program failed to carry out the sessions. Attendance of the SBCC
session will be recorded and will be used to pay the transfer.
1. Preparation of kebele annual safety net plan
Kebele level annual plan preparation passes through the following steps.
Step 1: KFSTF consolidates all lists of needs and priorities related to PW and livelihoods
prepared by the CFSTFs in the community plans and adds the links to the social services plan as
outlined above, as well as the results of annual targeting/retargeting processes. Based on
these inputs, the KFSTF prepares the Kebele Annual Safety Net Plan(KASNP).
Step 2: KFSTF verifies that the KASNP pays particular attention, where relevant, to (i)
incorporating management and rehabilitation of the watershed as a key activity for promoting
long-term food security, and (ii) linkages and synergies between planned PW sub-projects,
livelihoods pathways and investments, and links to social services activities.
23
Step 3: The KASNP will be integrated with the Kebele Development Plan in all respects and
KASNP Outline:
1. A list of identified PSNP clients, disaggregated by sex and including categorisation
by:
1. PW clients (including temporary direct support)
2. Permanent direct support clients
3. Livelihood clients
2. A brief summary description of proposed PW sub-projects as per the format
3. A list of detailed activities to implement those PW sub-projects containing their

person-days and capital inputs with quarterly breakdowns
4. A project based on standard work norms which are found in Part 1 of the
CBPW/RD Guidelines and adjusted based on the mix of men and women (in line
with the 50% reduction in the workload for women) and planned participation in
PSNP SBCC and TDS movement, as outlined in Table 1above
5. Requirements for technical assistance for the design of the project or during
implementation
6. Requirements for non-labour capital or administrative inputs
7. Operations and maintenance and future management plan for all new
infrastructure
8. The number of total person-days allocated for participation in community BCC
9. Planned PSNP SBCC sessions for PW clients

update
10. it with
Any specific
proposedKASNP activities.to the co-responsibilities for inclusion in the Links to
modifications
Social Services sub-component.
11.4: TheAcompleted
Step list of PSNPKASNP
livelihoods clients (sex
is presented disaggregated),
within the context ofincluding
the widercategorisation
Kebele for
Developmentcredit referrals
Plan or livelihoods
to a general meetingtransfers
of all communities in the kebele for review and
endorsement.
12. Activity plan by livelihood pathway
13. Initial estimates of level of interest of clients in each of the three livelihood
Step 5: Thepathways
endorsed KASNP is sent to the Woreda Food Security Task Force.
Note:
Step Budgets
6: The KASNPareis not prepared
assessed at Kebele
technically level.
by the BudgetTCs
woreda information is added
which arrange at woreda
a technical
level.
appraisal of the proposed projects by experts from the woreda or by relevant line agencies if
not done already. This includes project screening with ESMF.
24
Step 7: If this process results in technical concerns with any of the proposed activities, these
concerns are discussed with the WFSTF and may result in the suspension or rejection of some
of the proposed sub-projects. However, this is not grounds for delaying approval of the wider
KASNP. Any appeals arising from this process will be heard by the Woreda Council or Cabinet,
as appropriate.
The woreda will send back the approved PSNP kebele plans to each respected kebele. The
approved KASNP is then ready for implementation.
25
SECTION 4 PREPARATION OF WOREDA PLAN
Woreda Annual Safety Net Plans (WASNP) are prepared from all of the PSNP Kebele Plans in a
woreda. WASNP is prepared by the Woreda Agriculture Office/ (WAO)/WFSD in collaboration
with relevant woreda line offices. This helps ensure that their roles and responsibilities are
acted on and that duplication of plans is avoided.
26
The woreda plan includes plans for each of the programme elements: transfers, shock
responsive, PW, links to social services, and livelihoods. However, the plan is more than the
WASNP Outline:
1. Client numbers by category and resource requirements:

1. Client category by permanent direct support, PW clients (including temporary
direct support) and livelihood clients disaggregated by sex.
2. Proportion of resources required in cash and food (payment modality), and when
each is needed based on community demand
3. Transfer plans for cash and food, including when transfers will be needed, and
where and when they will be distributed
4. Planned PW sub-projects, indicating those requiring specialised technical input

and capital budget, and including the schedule for the year for GSD and nutrition,
operation and maintenance (O&M) plans, PW-livelihood linkage plan, ESMF
compliance, etc.
5. Links to health and nutrition services for TDS plans
6. Case management of permanent direct support clients
7. Livelihoods plans
sum
8. of its Shock
parts: response
it integrates
planall safety net activities in the woreda, including the woreda-level
functions, as illustrated in Figure 4.
9. Staffing needs in the woreda
10. Woreda CD/Training plan
The case management plan for Permanent Direct Support clients and the links to health and
11.
nutrition Equipment
services planneeds in the
for TDS woreda
clients feed into the training plan, and equipment/procurement
plans.
12. At woreda level, staffing
Basic procurement for implementation of livelihoods is included in the staffing
plans
plan, other activities are covered by the Livelihood Capacity Building Budget.
1. Coordination plans
2. Woreda budget and schedule

Preparation and review of the WASNP involves the steps depicted in the Figure 4.
27
Figure 4. Preparation and Review of the Woreda Plan
The Woreda budget and schedule should cover all programme activities separated by line
item.
1. The administrative budget will cover staffing, equipment (including procurement), and
monitoring expenses related to the implementation and oversight of transfers, and
PW, and staffing costs of the livelihood component. It will also cover monitoring costs
for the implementation and oversight of links to social services and case management
of PDS clients.
2. The livelihoods capacity building budget will cover the non-salary administrative costs
for the implementation of the livelihood’s component. The Resource Management OA
provides details on this.
Budget ceilings should be communicated to woredas prior to annual planning and budgeting. If
information is not communicated on time, woredas should use the previous year’s allocations
as a guide.
28
In line with the annual planning schedule, the WASNP must be prepared in March when all the
KASNPs are available to the woreda at the latest by 1st of March and submitted to the
region/zone by 1st of April.
The WASNP planning and review process considers the following key elements of the plan.
1. Client numbers by component
The WASNP summarises kebele level data on client numbers, with the following process.
Step 1: Kebele client lists, which have taken into account recertification/exit and any other
adjustments, are presented as a part of the KASNP, are sent to the WAO and shared with
sector offices for consolidation and analysis and discussed by WFSTF. The client lists are part
and parcel of the KASNP.
Step 2: The Woreda FSTF/Council checks and approves the list of participants in each kebele,
ensuring that adequate resources will be available during the year to support this number of
clients.
Step 3: If any adjustments are needed, the WFSTF informs the KFSTF, which revises its client
list and KASNP accordingly.
Step 4: If adjustments are needed that increase the client number above the PSNP budget
allocation, the Woreda FSTF / Council may approve use of the woreda contingency to cover
the increase.
2. Transfer plan
Timely, adequate, and predictable transfers are key to the success of the PSNP. The WASNP is
the source of information that allows regions and the federal level to plan the transfer budget
considering the updated wage rate, mode of transfer (food or cash), modality of payment
(manual cash or e-payments) and PW and Transfer Schedule. The woreda takes into account
preferences for cash or food articulated in the KASNP where appropriate and develops an
overall resource plan for the woreda.
The transfer plan includes a section for transfers to PDS clients, who will receive 12 months of
transfers per year, and a separate section for transfers to PW (and temporary direct support)
clients, who will receive six months of transfers per year, and a section for shock responsive
29
transfers that may be allocated to the community. PW and Transfer Schedule, Wage Rate, and
Mode and modality of transfer describes the process of scheduling disbursements and
transfers to clients.
The Woreda FSD prepares annual cash and/or food flow plans and informs the WFSTF and
WOF in a timely manner. The payment schedule is subsequently communicated to PSNP
clients. The introduction of Drought Response and Assistance Plans (DRAPs) with quarterly
updates may mean transfer plans need to be updated every quarter.
The PDS OM, Livelihoods OM and Payment Procedures OA, Resources Management OA
provide details on transfer.
3. PW plan
The Woreda FSTF reviews the prioritised PW in the KASNPs and consolidates them into an
overall woreda PW plan. This process is completed by the PW TC chaired by the Natural
Resources Desk. The committee reviews the resources available to complement the labour
input, develops the budget for capital inputs into the PW project (3% of the total capital
budget will be utilized for sub-project 9), and ensures the mainstreaming of GSD and Nutrition
issues and activities into the PW plan. The woreda GSD officers support the process. The TC
ensures the integration of the community watershed/rangeland plans with the overall
watershed planning of the woreda and with the previously identified major watersheds and
critical watershed units.
Contributions of PW to livelihoods, nutrition, climate resilience and DRM should also be

specifically outlined in the PW Plan.
The Woreda Environmental and/or Natural Resources Expert ensures that any planned PW
sub-projects of environmental concern are clearly earmarked.
The Woreda Natural Resources Desk submits the PW Plan to the Woreda Food Security Desk
for incorporation into the overall woreda PSNP plan. This woreda plan will then be submitted
to the Zonal Agriculture Office for compilation and submission to the regional FSC Office. It will
also be sent as a subcomponent to the Regional Natural Resources Management Directorate
for technical review.
4. Linkages to available social services plan
30
Woreda Food Security Coordination Desk in collaboration with WOLSA and WHO will prepare
annual plan for the output referred to as “Linkages to available social services facilitated for
core PSNP clients with emphasis on PDS and TDS”. WOLSA staff review the list of PDS clients
and identify potential services to which they can be referred. This review will be done in line
with the “PDS Operations Manual”.
WHO and WOLSA review any proposed modifications to the list of co-responsibilities proposed
by HEWs in the kebele plans in collaboration with WoA. The review should be done in line with
the national food and nutrition policy. They also review potential estimates of number of TDS
clients and identify any additional support that HEWs and health facilities will need to meet
any increased uptake in services. In addition, the WHO reviews kebele plans for the provision
of PSNP SBCC to PW clients. WHO and WOLSA use these plans to inform their own woreda-
level activity planning to ensure that adequate human resources and other resources will be
available for their implementation
5. Livelihoods plan
The livelihood component of the Woreda Plan incorporates the capacity analyses
(implementation capacity, credit availability, employment potential and market capacity)
together with PSNP client interest in different types of livelihoods. 3
The process for the preparation of the Woreda Livelihoods Plan is as follows:
Step 1: The Extension Process/Food Security staff, through the Livelihoods Joint Technical
Committee, compile the following information:
1. Human resource capacity at the woreda level to provide financial literacy training and
technical assistance in each of the three livelihood pathways
2. Credit availability (including willingness to lend) of MFIs and RuSACCOs
3. Market demand for goods, services, and labour
4. Number of clients prioritised for livelihoods technical support, by pathway
5. Number and list of clients targeted for livelihoods transfers who are prioritised for the year
6. Initial livelihoods training plan, including:
1. Financial literacy training
2. Savings promotion
3. Training in each of the livelihood pathways
4. Business and market skills
5. Business plan development
3 As noted above, this indication of interest is for planning purposes only, as clients will have the
opportunity to select their pathway once they have received initial trainings and participated in
client consultations.
31
6. Follow-up support
7. Implementation arrangements for each of the above
Step 2: Based on initial ESMF assessments conducted during the livelihood related analysis
process (see Livelihood OM), the Woreda Environmental or Natural Resources Expert uses the
Livelihoods Environmental and Social Management Planning Template and Checklist and
ensures that any planned livelihood activities of environmental concern are clearly earmarked.
This Checklist is used to identify potentially negative environmental and social impacts, and to
plan for the implementation of mitigating measures as required.
Step 3: The Livelihoods Implementation Coordination Unit (LICU) will determine the annual
livelihood caseload per kebele, prepare staffing plans, training plans, equipment plans and
basic procurement plans. The staffing plan will be submitted to the Woreda Food Security
Desk/Process for inclusion in the Woreda Staffing Plan and Administrative Budget. The
training, equipment and basic procurement will be kept separate from the other elements of
the PSNP, as they will be covered by the Livelihoods CD budget rather than the Woreda
administrative budget.
Step 4: After receiving annual plans from all kebeles, and following review and approval by the
Livelihoods TC, the Livelihoods Plan will be submitted to the Woreda Food Security
Desk/Process for incorporation into the overall Woreda Annual Safety Net Plan. It will also be
sent to the Zonal Agriculture Office for compilation and submission to the regional food
security process/extension process for technical review by the regional LICU.
1. Shock Responsive Safety Net
Under PSNP 5 a number of activities will be implemented to enhance the ability of the
government to respond to shocks. These are set out in greater detail in PIM Volume 6: PSNP
Shock Responsive safety net operational manual. In summary, early warning systems (EWS)
will be strengthened, including an automated system for estimating shock induced food
insecure populations (FIPs). These FIP estimates will be updated regularly (up to four times
per year to coincide with the four peak hungry seasons in the PSNP regions4). Pre-agreed
standard operating procedures for scale-up will be established. Annual PSNP drought/disaster
risk financing plans will be updated regularly according to the range of financial resources and
mechanisms available. The combination of FIP and DRF updates will be used to generate an
4 There are four peak hungry seasons across the highlands and lowlands in Ethiopia. In the
highlands, they are the Belg (Mar-May) and Meher (Sep-Nov). In Somali, it is the Jilal (Dec-Feb),
and in Afar, the Hagai (May-Jul).
32
annual PSNP Disaster Response and Assistance Plan (DRAP) which will also be regularly
updated (three times per year).
The critical steps in preparing the PSNP DRAP are as follows:
Step one. Data from the automated drought needs estimation system and PSNP DRF plan will
inform the Plan. In addition, the DRAP will fully consider the following issues:
1. Integrate gender, nutrition, and social development issues the same way as under
related Output 2.
2. The automated system will automatically take into account the assistance levels
provided by the core PSNP and nutritional situation which will be used to
automatically prioritise assistance when needs exceed resources.
Step two. The Plan will be updated regularly (at least three times per year), based on:
1. FIP updates including extreme events identified by NDRMC’s disaster monitoring

dashboard, and
2. Confirmed resources available in the DRF plan to implement any scale-up
Each quarterly update will be sufficiently accurate (and based on actual resource availability)
to inform operations directly for the 3 to 4 months in the quarter following release of the plan.
The quarterly DRAPs are therefore fully funded distribution plans which can then be shared
immediately with all implementing partners including: Regions; Woredas; JEOP partners; WFP;
the Ministry of Finance (for cash assistance); and the Commodities Management Coordination
Office (CMCO) (for in-kind food assistance). Quarterly DRAP updates will be issued at least two
months prior to the quarter they relate This is to ensure the necessary logistical, planning, and
preparatory activities required at national, regional and woreda levels can be completed in
time.
1. Staffing plan
PSNP, with the technical support from TASC, has in place a comprehensive online staffing data
collection system since 2020 using the Kobo Tool Box. The staffing data will be updated every
quarter or at least every six months to inform decision making and planning effectively. A staff
data collection guideline will be prepared to guide the regular staffing data collection,
updating, analysis, and use.
Staff turnover is a critical challenge at lower levels, particularly across line managers and
frontline staff. Each line sector should therefore assess and plan for their respective annual
(permanent and contract) staffing requirements, which will be compiled by the WOA.
33
Combined with other inputs, adequate staffing will ensure effective implementation of the
programme.
Staffing responsibility of key implementing line offices include:
1. Overall staffing plan: WOA and eventually WOLSA

2. Staffing for transfers (including shock responsive): WOF and WoA through Food
Security Desk and Early Warning and Response Desk
3. Staffing for links to social service: WoLSA
4. Staffing for PW: Natural Resources, Roads Desk, Woreda Health, Education
5. Staffing for livelihoods: food security/extension process, Job Creation Directorate,
Micro and Small Enterprise office, WOLSA, Cooperative Promotion, Livestock
Development process
6. Others as appropriate
Preparation of annual staffing plan as an integral part of the WASNP involves the following
steps:
Step 1: Woreda Food Security Desk guides and coordinates sector offices to carry out the PSNP
staffing assessment and planning.
Step 2: Woreda Food Security Desk compiles the staffing plan and integrates with the WSNAP.
Step 3: WFSTF, as part of the WASNP, reviews the staffing plan against the minimum staffing
standards for effective PSNP implementation.
Step 4: Following regional and federal approval processes, the Woreda is informed of
approved staffing plans, and adjusts the WASNP, as necessary.
1. CD Training plan
The CDOA provides procedural and technical standards for training. Training planning starts by
analysis of annual training needs at community, kebele and woreda levels, and for different
target groups. At kebele level, the training should be planned to address the capacity needs of
communities, clients, working groups, frontline staff (Community Facilitators, Development
Agents, Health Extension Agents, and Social Workers) and others (kebele food security task
force and appeal committee members). At woreda level, the training should target program
leaders and line managers, technical and support staff who are directly involved in PSNP
implementation.
34
Based on the assessment, training needs may fall under awareness raising, basic skill training,
refresher training, and experiential learning visits. Planning and review workshops are M&E
activities, but not CD activities.
The following process feeds into the development of training plan of the WASNP:
Step 1: Woreda output lead line offices will identify training needs and prepare training plans
by output. The training plans from kebele, other line offices and region will be compiled into
woreda training plan of the PSNP. TCs review their respective output based training plans for
appropriateness and adequacy.
Step 2. WFSTF reviews the training plan of the WASNP compiled by the woreda FS and ensures
that minimum requirements for training are included in the plan.
Step 3: Following regional approval and planning, the woreda FS will revise the training plan
and integrate it with the approved WASNP.
The Woreda CD budget will be considered in planning trainings at woreda, kebele and
community levels. A portion of the livelihood CD budget will be used to support a need-
based livelihood training plan.
2. Equipment plan
PSNP has also introduced an online physical fixed asset inventory system since 2020. The
inventory exercise will continue ever quarter or at least every six months to update the fixed
asset inventory and inform timely decision making and planning.
Woreda FS through the woreda procurement officer and in collaboration with other line
offices will undertake the fixed asset inventory that feeds into procurement planning. By
doing this each woreda must make sure that all equipment needs are identified and included
in the WASNP.
The following process feeds into the WASNP. As with staffing and training, livelihoods-related
equipment needs will be listed separately.
35
Step 1: Woreda FS coordinated and carries out the annual PSNP physical asset inventory in
collaboration with other line offices. The assessment will identify equipment gaps and needs
for the next year. The assessment forms the basis for preparation of equipment requisition
plans by line agencies, which are to be compiled by the FS desk/process using the template for
the Basic Procurement Plan.
Step 2: WFSTF, as an integral part of the WASNP preparation process reviews the minimum
annual requirements for equipment both at kebele and woreda levels in consideration of the
following means of meeting the equipment needs. These may include:
1. Pooling arrangements
2. Other sharing arrangements
3. Repairing existing equipment
4. Purchasing new equipment
Step 3: WFSTF reconciles priority needs with available budget and prepares an equipment plan
for the WASNP.
1. Procurement plan
The rules for PSNP procurement are summarised in the procurement section of the Resource
Management OA. Any procurement activity initiated at woreda level must be submitted
through the World Bank Systematic Tracking Exchanges in Procurement (STEP). Any
procurement carried out outside of this system is considered “ineligible procurement”
Woreda responsibility for procurement comprises:
1. Preparation of procurement plan

2. Procuring items allowed at the woreda level
3. Passing on procurement needs where regional or federal action is required
Procurement planning involves the following steps:
Step 1: The WFSTF identifies procurement needs from the process of identifying equipment
described above, and the capital inputs for PW based on the PW Plans. Input requirements
from the Livelihoods Plans are listed separately.
Step 2: Other non-equipment procurement needs are identified from the training plan above.
Step 3: The Procurement Officer in WOA consolidates procurement requirements from

different IAs and prepares a procurement plan based on the needs of each department.
36
Step 4: The list of procurement items is included in the Woreda Annual Safety Net Plan, which
is submitted as a proposal to Regional Food Security.
Step 5: The region reviews and may seek further justification for procurement proposals,
particularly those for equipment.
Step 6: Following regional and federal approval processes, the woreda will receive feedback
from Regional Food Security on procurement proposals and will modify the woreda
procurement plan if necessary.
Step 7: A detailed Procurement Plan is prepared according to the procurement guidance and
following the format in the Procurement OM. This Procurement Plan is prepared by the
Procurement Officer in WOA and is submitted to the WFSTF for approval. Following WFSTF
approval, it is submitted to WoF.
Procurement planning is a prerequisite for eligible procurement. Timely preparation and
submission of the Procurement Plan is the basis for timely procurement and delivery of
capital goods required for PW implementation. The basic procurement plan must be
included in the safety net plan at each level, and a detailed procurement plan following
formats in the Procurement OM must be submitted by July of each year.
1. Physical inputs maintenance and repair plan
A significant proportion of PSNP equipment, particularly information technology equipment,

motorcycles and vehicles have been inoperable for some time. This critically affects program
implementation.
Planning for preventive maintenance and repair involves the following steps:
Step 1: Woreda FS Desk coordinates the carrying out of regular fixed asset inventories for
major items such as information technology equipment, motorcycles and vehicles
Step 2: PSNP woreda line offices prepare and present to FS plans for preventive maintenance
and repair. Woreda FS reviews and compiles (including its own needs) the plan and integrates
it in the WASNP.
37
Step 3: WFSTF reviews the preventive maintenance and repair plan and provides clear
direction for allocating adequate resources from the woreda administrative budget for
implementation of the plan.
2. Coordination plan
Coordination is essential if the PSNP is to achieve its objectives. Coordination is something that
must be arranged, not something that happens automatically. As such it needs to be planned
like any other activity. The steps for planning coordination at woreda level are as follows:
Step 1: WFSTF defines all of the needs for coordination at woreda level, and all the
mechanisms that are available for facilitating that coordination. Specific events and dates
should be identified to the extent possible. Particular attention should be given to
coordination with:
1. Social services, e.g. activities by social workers and other social protection initiatives
2. Health services, such as the Health Extension Programme
3. Nutrition services, such as Community-Based Nutrition activities and other elements of
the National Nutrition Programme
4. Livelihoods and economic development programming, such as the Pastoral
Community Development Programme, the Agricultural Growth Programme, and NGO
programming
5. Land management programming, such as the Sustainable Land Management
Programme
6. Climate change resilience activities, such as the Climate Smart Mainstreaming Project
Step 2: WFSTF circulates the coordination list to all concerned stakeholders and asks them to
confirm that they have entered their obligations in their own annual plans.
Step 3: The WFSTF translates the coordination list into an action plan that it will implement
over the coming year for proactive coordination.
Step 4: The WFSTF ensures that it has sufficient resources to fulfil its obligations regarding
coordination and enters any additional resources into the relevant section of the annual plan.
Step 5: The WFSTF includes the coordination plan in the WASNP, for submission to regional
level.
Table 4. Woreda, Kebele and Community Level Coordination Plan
38
Governance / Key Role Meeting
coordination body schedule
Woreda
Council 1. Approves PSNP annual plan Biannually
2. Assist in resolving unresolved appeals
Cabinet 3. Prepares PSNP annual plan Biannually
4. Ensure that program plans, budgets, listing of

appeals and appeals resolutions are posted in
public locations
FS Steering 5. Same roles indicated for the regional FS Biannually

Committee Steering Committee
FSTF 6. Review kebele annual PSNP plans and budgets, Quarterly
7. Oversee expansion of PSNP to drought-prone

woredas,
8. Participate in M&E activities and provide

support to kebeles.
TCs 9. Report to WFSTF Monthly
Kebele level
Cabinet / Council 10. Approve client list for the PSNP and related Biannually
plans for the program.
11. Assists in establishing and ensuring effective

operation of the Kebele Appeals Committee
12. Posts the list of clients, appeals heard and

resolved, and program plans and budgets in
public locations.
Kebele Food Security 13. Oversee all planning and implementation of Quarterly
Task Force PSNP activities.
Kebele Appeals 14. Hears and resolves appeals regarding PSNP in a Quarterly
Committee timely manner
Community level
Community Food 15. Identify clients of the program. Quarterly

Security Task Force
16. Participate in mobilizing communities for
participatory planning for PW and livelihoods
activities.
39
17. Target core caseload (every four years with
annual updates), and shock response caseload
(at least once a year following receipt of DRAF
and/or when client numbers change).
1. Woreda budget and schedule
PSNP budgeting takes place at the woreda level, together with preparation of the WASNP. The
PSNP woreda budget consists of the following seven components:
1. The transfer budget for PDS clients.

2. Shock responsive budget, which will be clarified, including for none PSNP kebeles and
woredas.
3. The transfer budget for PW clients (including temporary direct support clients).
4. The PW capital budget which covers capital inputs and material for PW activities. The
total capital budget must stay under the budget ceiling as outlined in the Resource
Management OA (Financial Management). Budget ceilings will be confirmed prior to
the planning process and are based on a per client rate which varies according to the
size of the PSNP caseload within the woreda. Within the overall budget, there is no cap
to the capital budget allocated to an individual sub-project. The WFSTF has the
responsibility to allocate and approve the woreda capital budget as per the approved
PW sub-projects. An allocation of up to 3% of the capital budget may be made to
nutrition sensitive PW sub-projects during planning.
5. The livelihoods implementation (capacity building) budget. Woreda budget ceilings

are set by the Regional Food Security Office and take into consideration PW caseload,
capacity to implement livelihoods activities, and the particular needs for capacity
building of grassroots institutions such as FTCs/PTCs and RuSACCOs. This budget
covers training costs (including TVET trainer fees), training equipment, inputs,
transport subsidies for wage employment and other activity costs but not costs
associated with staffing, which are covered under the woreda administrative budget.
6. The livelihoods transfer budget. This represents approximately $300 per livelihoods
transfer client. The livelihoods transfer is being rolled out using a phased approach.
Woredas will be informed ahead of the planning period whether they have been
selected to implement livelihoods transfers and informed of their budget ceiling.
Livelihoods transfers will be disbursed by PSNP cashiers and recorded in PASS using
the Livelihoods Transfer budget line, which will be distinct from regular transfer
payments.
7. The administrative budget which covers human resources, small office equipment and
materials, travel and transport, training, monitoring and evaluation activities, and
other costs (e.g. costs related to the operation of Rapid Response Teams). The WFSTF
has the responsibility to allocate and approve the woreda administrative budget for
the implementing sector offices.
40
8. The contingency budget.5 Once the total budget has been established (transfers, plus
capital, and administrative costs, but excluding livelihoods capacity building costs), the
woreda adds 5% of the total PDS client transfers and PW (including temporary direct
support) client transfer funds as its contingency budget. Management of the
contingency budget is described in detail in the Risk Management OA.
Further information on eligible expenditures under these seven components can be found in
the Resource Management OA (Financial Management).
The budget is linked to the WASNP so that it is clear on what each allocation will be spent. A
timetable will also be produced showing what expenditures will be incurred at what point
during the Ethiopian Fiscal Year, with a clear overview of the PW, transfer, and livelihoods
schedules.
The budget is submitted for approval to the Woreda Council and Cabinet, which ensure
compatibility with Woreda Development Plans, and is then submitted to the Region for
approval.
5 Each woreda should have a Contingency Plan which includes plans for how to scale up the
PSNP in response to shocks. See Part 3, Chapter 11 (Risk Management) and relevant guidance
from the National Disaster Risk Management Commission for further information.
41
SECTION 5 ZONAL LEVEL CONSOLIDATION
Despite the varied administrative status of zones across regions, their major role in the PSNP
context will be to consolidate woreda plans and submit them to regions.
1. REGIONAL LEVEL PLANNING AND APPROVAL
Regional level planning starts early enough to have a complete plan for submission to FSCD by
1st of May, and involves two parallel processes:
1. Bringing together and ensuring quality and adequacy of plans emerging from woredas,
and
2. Putting into place plans for regional-level functions
The product of the regional planning process is the Regional Annual Safety Net Plan (RASNP).
This document covers each of the same areas as the Woreda Plan, but with additional content
as well as management and monitoring components.
The overall process for the RASNP is outlined below:
Step 1: Regional Food Security Coordination Directorate receives the WASNPs. In some
regions, these plans may be submitted through Zonal Offices. The Regional FSCD reviews these
plans to ensure that they are complete and accurate, then circulates them to the Natural
42
Resources Management Directorate (NRMD) through its PW Focal Unit, the Early Warning and
Response Directorate, the Extension Directorate through its Livelihoods Implementation and
Coordination Unit, Bureau of Labour and Social Affairs (BOLSA), the Bureau of Health, and BOF.
Some of the outputs’ annual plans, like PW and Livelihoods, will usually receive woreda level
plans vertically from the woreda level NRMD/Extension Directorates.
Step 2: IAs, directorates and focal units review woreda plans as required and develop regional
plans for each of the programme components (see the sections below). In addition, BOF
receives and reviews plans, and makes an allocation schedule that reflects the resource flows
required.
Step 3: Regional FSCD consolidates the plans from Regional Natural Resources Management,
Early Warning, Extension, and BOF, together with its plan and a resource allocation plan, into
the RASNP.
Step 4: Region Food Security Task Force reviews annual plans and budgets for approval by
Food Security Steering Committee.
Step 5: The Regional Food Security Steering Committee reviews and approves the plans and
submits them to the Regional Cabinet for final approval.
Step 6: The Cabinet verifies that safety net annual plans and budgets are in line with strategic
regional priorities (growth corridors, natural resource conservation, etc.) and harmonised with
Government agendas.
Step 7: If plans and budgets are not approved by the Cabinet, they are sent back to Regional
Food Security, which communicates with woredas and zones to discuss the issues blocking
approval and to find a solution. Plans are then resubmitted.
Step 8: The approved RASNP is then submitted to FSCD and copied to Ministry of Labour and
Social Affairs (MOLSA), Agriculture Extension Directorate and NRMD at the federal level. In
addition, output level plans may also be submitted to their corresponding coordination units
or directorates.
Step 9: When the final RASNP is approved by the federal level, it is circulated down to woredas
so that they are fully informed of the decisions affecting them.
43
This process is illustrated in the diagram below.
Figure 5: Preparation and Approval of the Regional Plan
*The Links to Case Management of PDS Clients Plan and the Links to Social Services Plan feed
into the training plan, but not the staffing plan, equipment plan, or procurement plan.
The regional annual safety net plan comprises the following elements by output level:
1. TRANSFER PLANS: CASH AND FOOD

Adequate, timely and predictable transfers are key to the success of the programme. To
ensure this in practice there are some preparations regions can make, as follows:
Step 1: Regional Food Security receives Woreda Annual Safety Net Plans and prepares an
analysis that includes the following:
44
1. Total client number per woreda based on approved number of clients after initial
appeals
2. Total cash and food required for each woreda based on proposed cash-food split
(described in Step 2 below)
3. Timing of cash and food needs based on woreda-specific plans for timing of transfers
across the year. The timing of transfers will typically be set once, at the start of the
programme, with minimal changes from year to year. This process is described under
sections referred to as PW and Transfer Schedule, Wage Rate, and Mode of Transfer.
This plan should include all PSNP woredas, whether government or NGO
implementers. This process should be done in parallel with an analysis of food
requirements to create a complete picture of woreda-level resource requirements.
Step 2: Regional FSCD uses this information to compile a cash and food flow requirement
analysis for the region. Regional Food Security shares the cash flow information with Bureau of
Finance (BOF) for planning purposes. BOF shares this planning information with the
Commercial Bank to allow it to address liquidity constraints on banks in PSNP woredas .
Step 3: Based on this analysis, Regional FSCD and BOF plan cash transfers to woredas following
the normal financial processes, making sure everything is in place for timely disbursement.
Regional FSCD prepares a food resource plan by month. This plan should include a clear
indication of where and when food resources will need to be pre-positioned. The regional cash
and food flow analysis is included in the RASNP, which is submitted to FSCD by the end of May.
Step 4: The Transfers and Resource Management Technical Committee receives proposals
from relevant line bureaus (including Regional Food Security, Early Warning Response,
Regional Extension (and other livelihoods IAs at regional level), BOF, BOLSA and Bureau of
Health6 ) for their budget needs for supporting safety net implementation. These proposals
should reflect the need to support and monitor timely transfers, livelihoods technical support,
and other aspects of overall programme implementation, as well as links to community BCC
for PW clients, links to social services for temporary direct support clients, and links to case
management for PDS clients. These proposals will then be discussed along with proposals from
the PW Joint Technical Committee and the Livelihoods Technical Committee as discussed in
below.
Once the annual plan is approved the Regional FSCD sends approved cash and food flow
information to each WOA, and the woreda amends its own cash and food flow plan if
necessary. At the same time, Regional FSCD sends the approved cash flow information to BOF,
6 Budget support to Bureau of Health for PSNP-related activities will be provided through the
CD budget rather than the regional management budget.
45
which sends a copy to WOFs. The approved distribution plan is communicated to PSNP clients
through public meetings and the posting of the approved distribution plan in public locations.
If cash flow plans are amended during the year, federal FSCD informs FSCD in each region in a
timely manner, thus regional and woreda plans will be amended accordingly. Any
amendments are communicated efficiently to BOF and WOA and WOF. WOA then informs
PSNP clients of any changes in the PSNP cash transfer schedule.
Importance of timely reporting to maintain cash flow schedule:
Submitting financial and physical reports on a quarterly basis is necessary to ensure that
funds are available at Federal level when required. Reporting is the responsibility of BOF
and Regional FSCD.
1. PW PLAN
The Woreda Annual Safety Net Plans are submitted to Zone/Regional Food Security, which
submits them immediately to the Regional NRMD. Regional PW planning involves the following
steps.
Step 1: The NRMD, in participation with PW implementing line departments and offices,
reviews woreda plans to check if they are compatible with regional development plans,
priorities, targets, and the wider watershed plan. If they are not, the line departments
communicate their concerns to NRMD, through its PW Focal Unit. These concerns are
consolidated and then communicated to the woreda. The woreda may be asked to adjust its
plan in response to these comments.
Step 2: The ESMF Focal Person in the PW Focal Unit passes the files for any sub-projects of
environmental concern to the Regional Environmental Protection Authority for a decision as to
whether or not an Environmental Impact Assessment is required.
If the Regional Environmental Protection Authority decides that an Environmental Impact

Assessment is required, the PW Focal Unit (PWFU) informs the concerned woreda
Environmental or Natural Resources Expert, who arranges for the Environmental Impact
Assessment, in accordance with the procedures set out in the ESMF.
46
If the Regional Environmental Protection Authority decides that an Environmental Impact
Assessment is not required, then it should approve (or modify) the proposed mitigating
measures in the Screening Form, so that the DA can finalise the sub-project design.
Step 3: The woreda plans and regional sector department budget proposals are discussed in
the Regional PW Joint Technical Committee. The Committee approves the final plans before
submission to Regional Food Security, and onward submission to the Regional Cabinet.
The Regional NRMD, supported by the PWFU, provides technical backstopping and quality
control for all sectors of PW through the Technical Committee in the plan approval process.
Acting as secretary for the PW Technical Committee, the Head of the PWFU is responsible for
convening meetings and circulating comments on the plan for discussion.
The Regional PW Technical Committee has 3 main functions:
1. Reviewing the annual regional PW plan to ensure the feasibility of projects, a balanced
portfolio of PW projects, and inclusion of all PW actors
2. Ensuring budget provisions from the regular government budget for the operation and
maintenance of new infrastructure in all sectors including health and education
3. Ensuring the active participation and technical inputs of the relevant line bureaus and
offices in the implementation and monitoring of the PW programme.
Based on the feedback from the Regional PW Technical Committee, the Regional Natural
Resource Management, supported by the PWFU, makes necessary changes to the WASNPs
after consultation with woredas, consolidates final woreda PW plans and budgets, and sends
them to Regional Food Security.
Step 4: The Regional NRMD, supported by the PWFU, based on their analysis of the plans,
devises a plan for itself that outlines the technical backstopping, etc., needed for the year to
come including the associated management budget required. The same is done by other line
departments involved in PW implementation. The Regional PW Joint Technical Committee
discusses these proposed plans and finalises them. These proposals will then be discussed
along with proposals from the Transfers and Resource Management Joint Technical Committee
and the Livelihoods Technical Committee before the overall regional plan and budget is
confirmed and approved as discussed below.
Step 5: The Regional NRMD, supported by the PWFU, consolidates the final woreda PW plans,
together with its plans to support PW implementation in the Region and the plans of the
sectoral line agencies, into a single Regional PW Plan. This plan is reviewed and approved by
47
the PW Technical Committee and is then submitted to Regional Food Security and copied to
the NRMD/PWF Focal Unit at federal level.
1. LINKS TO SOCIAL SERVICES PLAN

This refers to links of health and nutrition services to TDS. The Woreda Food Security Desk
submits woreda plans for links to social services to Regional Food Security, which forwards
them to the Bureau of Health. The Bureau of Health reviews the plans, provides feedback to
woredas, and, based on its analysis of the plans, devises a plan for itself that outlines the
technical backstopping, etc., needed for the year to come. This enables Bureau of Health to
ensure that it has adequate resources to support the implementation of soft conditionalities
for Temporary Direct Support clients, and to request programme CD support as needed. This
plan is submitted to Regional Food Security and copied to the Ministry of Health.
Note that the social development coordination unit that is established with in the regional
food security office of the Bureau of Agriculture coordinates the different activities related to
GSD, Nutrition, grievance redress mechanism, targeting, and safeguards.
2. LINKS TO CASE MANAGEMENT OF PDS PLAN

This refers to case management plan or links of social services to PSNP clients with focus on
TDS and PDS. The Woreda Food Security Desk submits woreda plans for links to case
management of PDS clients to Regional Food Security, which forwards them to BOLSA. BOLSA
reviews the plans, provides feedback to woredas, and based on its analysis of the plans,
devises a plan for itself that outlines the technical backstopping, etc., needed for the year to
come. This enables BOLSA to ensure that it has adequate resources to support case
management for PDS clients, and to request programme capacity development support as
needed, as a supplement to overall BOLSA and MOLSA CD to take on the PDS component. This
plan is submitted to Regional Food Security and copied to MOLSA.
3. LIVELIHOODS PLAN
The woreda livelihoods plan approval process and regional livelihoods plan development
differs slightly from the process for PW planning. This is because several key IAs from the
livelihoods component (Regional Joint Oversight Committee, BOLSA and TVET) do not have a
presence in every woreda, and wage employment pathway will be implemented in
employment potential woredas. Moreover, employment opportunities are frequently found
outside of PSNP woredas. As a result, a significant amount of planning for these agencies
occurs at the regional level. Therefore, the regional level will see a greater level of planning
and integration of plans for livelihoods than for other aspects of the programme.
48
Upon receipt of the WASNP from zonal/regional LICU, will coordinate and compile the
livelihood regional plan with Livelihoods Technical Committee and submit to regional
FS/extension process.
Step 1: Before community level planning starts, the regional LICU will determine the number
of annual big push target clients by woreda and communicate to zones and woredas.
Step 2: Zone submits WASNP to the LICU within the Extension Core Process/FS at regional
level. Extension/FS then circulates it to Livelihoods Focal Points within regional Rural Job
Opportunity Creation, Small and Micro Enterprise Agency, BOLSA, the Cooperative Promotion
Bureau, and TVET, as well as other members of the Regional Livelihoods Technical Committee.
Acting as chair of the Livelihoods Technical Committee, the Extension Core Process/FS is
responsible for convening meetings and circulating comments on the plan for discussion.
Step 3: Prior to receiving the plan, regional Rural Job Opportunity Creation, BOLSA and, in
some instances, TVET, will have engaged with employers at the regional level to identify
demand for labour services and the skills required for PSNP clients to fill these opportunities.
These institutions will seek to obtain commitment from employers to hire a certain number of
PSNP clients following the provision of training, and provision of transport subsidy. Small and
Micro Enterprise Agency, or TVET will provide planning support to the regional LICU on market
demand for off-farm goods and services, availability of off-farm training facilities and trainers.
In addition, these agencies as well as Extension and the Cooperative Promotion Bureau devise
a plan for themselves that outlines the technical backstopping, etc., needed for the year to
come, including the associated management budget required. The Regional Livelihoods
Technical Committee, through the assigned Livelihoods Planning Team and/or LICU, then
consolidates these inputs.
Based on both woreda, zonal and regional level inputs, the Regional Livelihoods Technical
Committee provides technical backstopping and quality control for all livelihoods interventions
in the plan approval process. The committee analyses woreda plans in terms of:
1. Market capacity
2. Availability of credit (from outside the programme) and livelihoods transfers (from the
programme budget)
3. Human resource availability for financial literacy training, savings promotion, and
technical assistance in each of the three livelihoods pathways
4. Number of clients and the degree of women and youth participation
5. Capacity of grassroots institutions (Farmer Training Centres/Pastoral Training Centres,
RUSACCOs, MFIs and multipurpose cooperatives) to support programme interventions
6. Consideration of environmental and social factors
49
7. Availability of employment potential
The Livelihoods Technical Committee matches client interest at the woreda level with available
resources at the regional level and consolidates the final product into a draft regional Annual
Work Plan.
Step 4: The Livelihoods Technical Committee receives proposals from regional line
departments for management and implementation budgets based on the WASNP and the
draft regional Livelihoods Plan (described above). The woreda and regional sector department
budget proposals are discussed in the Regional Livelihoods TC. The Committee reviews the
feasibility of the proposed budget and disbursement schedule in terms of:
1. Type of activity and the average processing time for activities within regions
2. Required workload and actual existing implementation capacity
3. Performance levels including the proposed budget compared to the past performance
record.
The TC approves the final plans before submission to Regional FS, and onward submission to
the Regional Cabinet.
Step 5: The livelihood ESMF Focal Person (regional monitoring and evaluation officer) will
check whether the woreda annual livelihood plan considers woreda environmental and social
profile, woreda environmental and social guidance, and environmental and social mitigation
plans.
Step 6: The Livelihoods Planning Team within the Technical Committee consults with woredas
and makes necessary changes to the WASNPs based on the draft regional plan. The TC then
consolidates final woreda livelihoods plans and budgets and sends them to Regional FS.
Step 7: The Regional Livelihoods TC makes final edits to the Regional Annual Work Plan and
Budget as needed and submits it to Regional FS and to the FSCD at federal level.
1. SHOCK RESPONSIVE SAFETY NET PLAN
The woredas will receive annual and updated DRAPs (see section 4.6 above). This will set out
the number of people eligible for shock responsive transfers. The woreda will be responsible
for reallocating this allocation across kebeles and communities who will undertake targeting.
The lists of individual households selected for shock response transfers presumably have to be
compiled by the Woreda and entered into the PSNP MIS. This could be described as the Shock
50
Response Plan. Some of the shock responsive beneficiaries may be required to do public
works. In that case, there should be off-the shelf public work sub-projects or an addendum to
the PW plan.
The Woreda Annual Drought Response Assistance Plans (DRAP) are submitted to
Zone/Regional Food Security, which submits them immediately to the concerned regional IAs.
The following are the critical steps in preparing the RRAP:
Step one. The DRAP will be developed based on the compiled Woreda DRAPs. Data from the
automated drought needs estimation system will inform the Plan. In addition, the DRAP
preparation will fully consider the following issues:
4. Integrate gender, nutrition, and social development issues the same way as under
related Output 2
5. Maintain linkages between core-PSNP activities, emergency food assistance and

nutrition interventions
Step two. The Regional DRAP will be updated regularly (at least three times per year), based
on:
1. Updates from the woreda drought needs estimates, and

2. Confirmed financing to implement any scale-up
to inform operations directly for the 3 to 4 months immediately following release of the plan. 7
Step three. FSCD, in collaboration with MOF and Development Partners, will work to identify
how existing and new sources of drought response financing can be used to support the
scalable safety net through the development of a drought Risk Financing Strategy. The
Regional Drought Risk Financing Strategy will map out the full range of possible sources of
financing for scalability. The process of developing this strategy will identify steps to be taken
to make more of this financing ex-ante and/or more predictable.
1. STAFFING PLAN
Regional FS coordinates annual staffing assessment and planning process, and ensures that
line offices use the assessment data on which to base their respective staffing plan.
7 Data for subsequent quarters will include a best estimate of both needs and the potential
resources that will become available.
51
Regional FS then receives inputs from all implementing bureaus and processes through the TCs
(Transfers and Resource Management Joint TC, PW Joint TC and Livelihoods TC) and prepares a
first draft of an overall regional management plan and budget. 8
Staffing capacity and needs – including an analysis of staff turnover – are assessed quarterly or
at least every six months by each line sector and compiled by Regional FS. This assessment
should reflect the minimum staffing standards. The resulting staffing plan should be compiled.
All offices should receive a copy of the overall staffing plan, but their primary responsibility for
review and input will be allocated according to the list below:
3. Overall staffing plan: Bureau of Agriculture/Regional Food Security and BOLSA

4. Staffing for transfers: BOF and BoA through the Regional Food Security Coordination
Directorate and Early Warning and Response Directorate
5. Staffing for PW: NRMD/PWFU, Bureau of Health, Education Office, Roads, Water
6. Staffing for livelihoods: FS offices, agricultural extension Core Process, Small and Micro
Enterprise Agency, BOLSA, Cooperative Promotion Bureau, TVET, Livestock
Development Agency/Bureau, Rural job opportunity creation process.
7. Bureau of Health
8. Women’s Affairs Desk in Bureau of Agriculture
1. TRAINING PLAN
Training needs assessment and training plan are strictly guided by the CD OA.
Training requirements should then be identified and fed into an overall training plan following
the steps indicated below. The Training Plan should be submitted as part of the overall RASNP.
Step 1: Regional Food Security reviews minimum requirements for regular training following
the CDOA and organize the annual training activities using the training planning template. The
LICU within the Extension Directorate/FS provides input to this plan for livelihoods-related
training. An activity-based budget is prepared for each item.
8 Although the woreda administrative budget does not cover livelihoods implementation costs
[which are covered in a separate line item at woreda level], the regional management budget
covers management of the livelihoods component.
52
Step 2: Regional FSCD reviews woreda plans and identifies any further requirements for a
regional role in training.
Step 3: The LICU reviews woreda training plans related to livelihoods and, in consultation with
the Livelihoods TC, identifies additional trainings per the Regional Livelihoods Plan.
Step 4: Regional FS refers to other training assessments for the PSNP under CD initiatives such
as the CD Support Facility to identify further training needs.
Step 5: Regional FS requests other Departments and organisations to submit their own training
needs under the PSNP.
Step 6: Regional FS compiles an annual training plan, which also describes whether regional or
federal level is responsible for financing and providing each training requirement.
2. EQUIPMENT PLAN
Regional FS coordinates the annual physical asset inventory and planning process and ensures
that line offices use the inventory report and the minimum standards to base their respective
equipment planning to support effective implementation of PSNP.
Equipment planning should take into consideration regional needs to support the differing
components of the programme and follow the steps below in developing the equipment plan
and corresponding procurement plan:
Step 1: Regional FS reviews minimum requirements for equipment.
Step 2: Regional FS reviews woreda plans and consolidates any equipment requests from
woredas. It also identifies any further requirements for equipment at regional level.
Step 3: Regional FS refers to other capacity assessments for equipment for the PSNP under CD
or procurement initiatives to identify further equipment needs.
Step 4: Regional FS requests other Departments and organisations to submit their own PSNP
equipment needs, with justification.
53
Step 5: If requests are not approved, they are returned to their source with explanation and
further discussion takes place.
Step 6: Regional FS compares existing equipment holdings with requirements and identifies
where additional equipment is needed for effective implementation.
Step 7: Regional FS plans how each type of equipment need may be met. This may include:
3. Renting vehicles or other equipment
Step 8: Regional FS reconciles priority needs with available budget and prepares an equipment
plan for the Annual Regional Plan. From this equipment plan, procurement needs are
identified and addressed through the procurement planning process described below.
1. PROCUREMENT PLAN
The rules for PSNP procurement are summarised in the Resource Management OA
(Procurement). Regional responsibility for procurement comprises:
1. Procuring items allowed at the regional level, and

2. Passing on procurement needs where federal action is required
For PW capital items and office facilities, excluding information technology equipment,
procurement takes place at woreda level, unless an agreement is in place for the region to
undertake the bulk procurement of capital goods on behalf of the woreda, such as in times of
accessibility/supply problems. Livelihoods inputs and training materials, e.g. for Farmer
Training Centres, are also procured at the woreda level (in the case of training materials and
inputs used by TVETs, procurement may take place at the woreda or the regional level). A
similar approach is applied between region and federal level, as required.
The following steps are to be followed:
Step 1: Regional FS identifies procurement needs from the process of identifying equipment
described above (section 6.8).
54
Step 2: Identify other non-equipment procurement needs from training needs assessment and
other sources.
Step 3: A list of procurement items is prepared for inclusion in the RASNP.
Step 4: Procurement Coordinators in Bureau of Agriculture, in coordination with other sector

office procurement officers, prepare a detailed Procurement Plan following the format in the
Procurement Manual. This Procurement Plan is prepared separately and submitted to FSCD,
together with the maintenance plan for any items that will be procured to determine the cost
of purchasing spare parts.
Step 5: FSCD consolidates the regional Procurement Plans submits them to the World Bank for
approval.
Step 6: The World Bank reviews the Procurement Plans and, if approved, gives a ‘no-objection’
to FSCD.
1. REGIONAL BUDGET
The Regional Management Plan and Budget should include provision for staffing, supervision
and monitoring costs (supervision and monitoring including the costs associated with staff
travel to woredas in support of the key components of the programme and the recruitment of
local consultants to support monitoring), training and equipment.
The Annual Regional Plan budget pulls together all budget items from woreda and regional
plans, for submission to federal level, with the following steps:
Step 1: The full costs of all WASNPs are compiled in the prescribed format, (section 4.11), by
Regional FS. This includes both cash and food, and both Government and NGO woredas.
Step 2: The full costs of all regional-level expenses as identified in this section are added to the
same format, by Regional FS.
Step 3: Regional FS checks this budget and ensures that all cost categories have been included
for all levels, including transfers, livelihoods implementation and livelihoods transfers, capital
and administration, contingency budget, and CD.
55
Step 4: The checked budget is included in the RASNP and submitted by Regional FS to FSCD.
Step 5: Following its own budgeting and approval processes, the federal level returns the final
annual budget to the region in early July. If the budget has been revised, Regional FS revises its
own budget and informs other regional implementing bureaus, sector offices and woredas of
their own revised budgets. Regional FS also informs other sector offices/bureaus regarding the
approved budget. Regional FS also informs all PSNP woredas of the approved budget. Woredas
revise their budget as necessary and post the final approved budget in a public location.
Step 6: Regions and woredas then revise their own Annual Plans to fit with the final budget
allocation. The final, approved Annual Plans are posted in a public location or are made
available publicly.
Table 6 presents the regional level program governance and coordination committees, their
key roles in PSNP implementation and their regular meeting schedules.
Table 6. Regional Level Coordination Plan

Governance/ Key Role Meeting Schedule
Coordination Body
Council 3. Overall oversight of program implementation
4. Holds accountable program implementers for Biannually

quality of implementation
Cabinet 5. Make decisions arising from FS Steering Biannually

Committee
6. Review and approve PSNP’s annual plans and

budgets
7. Review and act on annual and biannual progress

reports and budget utilization
FS Steering 8. Give strategic direction to ensure proper Biannually

Committee implementation of program strategies and plans
9. Make decisions flagged by the FSTF
FS Task Force 10. Oversee and coordinate program implementation Quarterly

& advise FSSteering Committee
11. Review annual plans and budgets for approval
12. Review progress reports
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13. Participate in M&E activities and ensure adequate
information flow
14. Provide technical assistance to lower levels
15. Ensure proper program implementation in

lowland regions
16. Oversee TCs
TCs 17. Responsible for overall program management and Monthly

CD concerns
57
SECTION 6 FEDERAL LEVEL PLANNING AND APPROVAL
The product of federal planning is the Federal Annual Safety Net Plan, which summarises all
key dimensions of the programme and compiles an overall programme budget for the year.
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The format for the Federal Annual Safety Net Plan has the same sections as the regional plan,
for each of which guidance is provided in the sections below. When the final Federal Annual
Safety Net Plan is approved, it is circulated down to regions, to other federal agencies, and to
Development Partners so all are fully informed on the decisions that have been made. Any
amendments to the Annual Plan are communicated formally to regions and Development
Partners.
1. TRANSFER PLAN: CASH

FSCD and MOF are responsible for ensuring that cash is available for disbursements to make
cash transfers timely and predictable. The process for planning cash at federal level is as
follows:
Step 1: FSCD will revise annually the wage rate based on the consumer price index.
Step 2: FSCD decides on the appropriate cash/food split for each region, taking into account:
1. Requests expressed in RASNP

2. Predicted overall food availability for the programme
3. Predicted overall cash availability for the programme
4. Predicted wage rate for the programme for the year
5. The cash first principle
At the mid-year PSNP annual plan revision the adjustment from food to cash will be
considered.
Step 3: FSCD analyses RASNP submissions, calculates the cash required each month of the
year, for each region, based on their regionally approved transfer schedules.
Step 4: FSCD produces expenditure and cash requirement forecasts.
Step 5: The expenditure and cash requirement forecast is passed to MOF.
Step 6: The expenditure and cash requirement forecast is part of the quarterly Interim
Financial Report to be submitted to Development Partners by MOF for clearance.
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Step 7: FSCD prepares a disbursement plan and instruction to MOF, Government Line
Departments, and Regional FS in the regions as part of the downward reporting process. MOF
effects the cash transfers to the regions and Government Line Departments as per the
instructions from FSCD and communicates the same to BOFs and FSCD.
1. TRANSFER PLAN: FOOD

Federal level FSCD/Commodity Management Coordination Unit (CMCU) is responsible for
ensuring that food is available to provide food disbursements and transfers in a timely and
predictable manner. The process for planning for food transfers at the federal level is as
follows:
Step 1: FSCD identifies the likely food availability for the coming year, taking into account:
1. Carry-over stocks held by CMCU, NGOs and WFP
1. Agreed provision from development partners, especially USAID, and the timeline for
these deliveries
2. Current stocks in the Emergency Food Security Reserve Administration and the
possibility of accessing them
3. Predicted market trends, nationally and internationally
4. Predicted emergency requirements
5. Possibility of procuring food nationally or internationally
Step 2: FSCD decides on the appropriate cash/food split for each region, as outlined under
Section 6.1 above.
Step 3: FSCD analyses the RASNP submissions, calculates the food required each month of the
year, for each woreda in each region, based on their regionally approved transfer schedules.
Step 4: FSCD produces a food flow requirements analysis, including an assessment of the
source of food for each monthly payment. Any amounts to be borrowed from the Emergency
Food Security Reserve Administration are secured in advance.
Step 5: The food flow requirement analysis is passed to the CMCU within Ministry of
Agriculture, which defines when disbursements will be made to woredas for the coming year
and the amount of each disbursement. CMCU provides a copy of this analysis to FSCD. After
the food flow requirement is analysed, FSCD and CMCU jointly develop an allocation plan,
dispatch plan and delivery reporting plan.
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Step 6: The final food flow analysis and disbursement plan is circulated by FSCD to Regional FS
and CMCU, and to NGOs, WFP and USAID as part of the reporting downwards process.
Step 7: CMCU and FSCD plan the sourcing of the food to meet this schedule, including a
timetable for specific actions that are needed to ensure the food is available where needed on
time.
Step 8: If any changes are required during the course of the year, CMCU informs FSCD, which
informs regions as soon as possible, and provides revised schedules. Regions then inform
woredas, and woredas revised their woreda plans accordingly to ensure predictability for PSNP
clients. Woredas communicate any changes in the distribution plan to PSNP clients.
1. PW PLAN
The PW Coordination Unit:
1. Verifies consistency of regional PW plans and their correspondence with the resources
available.
2. Verifies that the regional PW plans follow the principles of the PSNP.
3. Verifies that the ESMF procedures are followed and that the plans are in line with
federal priorities.
4. Submits the regional PW plans to the federal PW Joint Technical Committee for
information, discussion, and review.
5. Communicates concerns, if any, about regional PW plans to the regional PW Focal
Units for their appropriate action.
6. Forwards all the regional PW plans to the federal FSCD once they are finalised
appropriately.
The PW Coordination Unit also prepares an annual plan that details how it will support the
implementation of the RASNPs together with their overall mandate.
1. LINKS TO SOCIAL SERVICES PLAN

The Federal Ministry of Health in regard to links of health and nutrition services to TDS:
7. Verifies consistency of regional plans for links to social services and their
correspondence with the resources available.
8. Forwards any concerns about the regional links to social services plans to the Bureau
of Health for their appropriate action.
9. Prepares an annual plan that details how they will support the implementation of the
RASNPs together with its overall mandate.
10. Forwards final Links to Social Services plan to the FSCD and takes it into account for its
own annual planning.
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Note that the social development coordination unit that is established with in the federal food
security Coordination Directorate of the ministry of agriculture coordinates the different
activities related to GSD, Nutrition, grievance redress mechanism, targeting, and safeguards.
1. LINKS TO CASE MANAGEMENT OF PDS PLAN

MOLSA in regard to case management or links of social services to PSNP clients with focus on
TDS and PDS:
11. Verifies consistency of regional plans for links to case management of PDS and their
correspondence with the resources available.
12. Forwards any concerns about the links to case management of PDS plans to BOLSA for
their appropriate action.
13. Prepares an annual plan that details how they will support the implementation of the
RASNPs together with their overall mandate.
14. Forwards a final Links to Case Management of PDS Plan to the FSCD and takes it into
account for its own annual planning.
1. LIVELIHOODS PLAN
At the federal level, the Livelihoods Implementation and Coordination Unit:
15. Verifies the consistency of regional livelihoods plans and their correspondence with
the resources available.
16. Verifies that the regional livelihoods plan follows the principles of the PSNP’s
livelihoods component.
17. Verifies that the ESMF procedures are followed and that the plans are in line with
federal priorities.
18. Forwards any concerns about the regional livelihoods plans to the regional Livelihoods
Technical Committee for their appropriate action.
19. Together with other Livelihoods Technical Committee members, prepares an annual
plan that details how each institution will support the implementation of the RASNPs
together with their overall mandate.
20. Prepares a summary presentation of the proposed annual budget by livelihood
pathway and activity, and consolidated Livelihoods Plan and Budget
21. Forwards the final regional and federal Livelihoods Plans and Budgets to the FSCD
1. SHOCK RESPONSIVE SAFETY NET PLAN
The Shock Response safety net plan is merely a list of beneficiaries for shock response
transfers. The numbers targeted should match the numbers in the updated DRAP for each
period.
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Regions consolidate the woreda DRAPs and submit to Federal FSCD, which submits them
immediately to the concerned federal IAs. The following are the critical steps in preparing the
Federal Drought Response Plan:
Step one. DRAPs will be developed for each period based on the compiled Regional DRAPs.
Data from the automated drought needs estimation system will inform the Plan. In addition,
the DRAP preparation will fully consider the following issues:
22. Integrate gender, nutrition, and social development issues the same way considered
under related to Output 2
23. Maintain linkages between core-PSNP activities, humanitarian food assistance and
emergency nutrition interventions.
Step two. The Federal Plan will be updated regularly (at least three times per year), based on:
1. Updates from the regional drought needs estimates, and
2. Confirmed financing to implement any scale-up
to inform operations directly for the 3 to 4 months immediately following release of the plan.9
1. STAFFING PLAN
FSCD with the technical support of CD Support Facility leads the regular (online) staffing data
collection that was started in 2020. The staffing data collection and updating of database will
be carried out every quarter or at least every six months. The FSCD will prepare staffing data
collection and management guideline to ensure continuous collection of staffing data. FSCD
ensures that staffing plans at each level are prepared based on the staffing data.
The federal level is responsible for ensuring adequate staffing in federal level organisations
with PSNP responsibilities, and also approving staff requests from regions. The process is as
follows:
Step 1: FSCD reviews regional plans and identifies support requirements from federal-level
staff from all departments and other organisations, including itself. This should be
comprehensive but may include staff for financial management, food management,
programme oversight, social development, provision of required and anticipated technical
9 Data for subsequent quarters will include a best estimate of both needs and the potential
resources that will become available.
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support (including for livelihoods interventions in each of the three pathways), monitoring and
evaluation, training provision, and procurement.
Step 2: FSCD circulates regional plans and its initial assessment of support required from
federal staff to Line Departments and other organisations required to provide support to
regional level and play a role in PSNP implementation. Review of the staffing plan should be
comprehensive based on local arrangements but may include:
1. Overall staffing plan: FSCD and eventually MOLSA

2. Staffing for transfers: NDRMC, MOF
3. Staffing for PW: NRMD, Ministry of Health, Education, Roads, Water
4. Staffing for livelihoods: Extension Directorate, Rural Job Creation Directorate, MOLSA,
Federal Cooperative Agency, TVET, Livestock Development Directorate
5. Ministry of Health
6. Women’s Affairs Desk in Ministry of Agriculture
Step 3: All federal IAs and other organisations assess needs for the coming year against current
staffing availability, taking into account any known changes for the coming year. They also
assess staffing levels against minimum standards for effective PSNP implementation if
relevant, and any subsequent capacity assessments.
Step 4: All implementing agencies submit reports on staffing status and its adequacy to serve
needs in the current year, with proposals for any changes, to FSCD
Step 5: FSCD compiles an analysis of staffing adequacy and staffing requirements and approves
the plans. If plans are not approved, they are returned to the relevant organisation with an
explanation, for further discussion.
Step 6: FSCD compiles an Annual Staffing Plan and includes this as a section in the Federal
Annual Safety Net Plan.
Step 7: FSCD allocates available staffing budget on a priority basis in the Plan and reports back
to relevant organisations on budget allocations through circulation of the Federal Annual
Safety Net Plan.
Step 8: FSCD reviews proposed staffing plans in the RASNPs and approves them as part of the
wider process of approval of these regional plans. If FSCD does not approve the staffing
proposals, then an explanation is provided to the region and the issue is resolved through
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discussion. Regions then update their plans and resubmit to FSCD for final approval. FSCD
sends final approved plans back to regions as described.
Step 9: Departments and organisations plan approved recruitment.
1. TRAINING PLAN
The focus of the CD plan is to strengthen the management and implementation capacities of
program IAs and their program personnel, who are categorized as program leaders and line
managers, technical and frontline staff and other implementers (kebele executives, task force
and appeal committee members). Annual CD and training needs assessment and planning are
governed by the processes, procedures and template provided by the CD OA.
Federal FSCD, in coordination with MOFEC, NDRMC, NRMD, Agriculture Extension

Department, Livestock Development Directorate, Federal Cooperative Agency, Micro and
Small Enterprise Directorate, MOLSA and TVET, and Rural Job Opportunity Coordination
Directorate is responsible for:
1. Providing whatever role is required of them to ensure adequate training and human
resource development for lower levels, and
2. Ensuring federal staff, both new and existing, are adequately trained.
The following process feeds into the development of the Federal Annual Safety Net Plan:
Step 1: The CD Support Facility reviews minimum requirements for regular training at federal
level.
Step 2: FSCD and the CD Support Facility review regional training plans and identify additional
requirements for a federal role in training.
Step 3: FSCD and the CD Support Facility refers to other training assessments for the PSNP
under CD initiatives to identify further training needs requiring federal input.
Step 4: FSCD requests other Federal Departments and Organisations to submit their own PSNP
training needs.
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Step 5: FSCD and the CD Support Facility compile an annual training plan that describes when,
how, where, and by whom training will be conducted. An activity-based budget is prepared for
each item.
Step 6: The training plan is included in the Federal Annual Safety Net Plan.
1. EQUIPMENT PLAN
Like the staffing assessment, federal FSCD will lead the regular fixed asset inventory of the
program with technical support from the CD Support Facility. The inventory data will inform
equipment and procurement planning, and planning for preventive maintenance and repairs
of office and field equipment.
The federal level must make sure that all equipment that will be needed at federal level for the
coming year will be available when it is needed. This might include:
1. Vehicles
2. Motorcycles
3. Computers and other computer-related equipment
4. Furniture
5. Accessories for computers, photocopy machines, fax machines, etc.
The following process feeds into the annual plan:
Step 1: FSCD reviews minimum requirements for equipment at federal level.
Step 2: FSCD reviews the RASNPs and identifies any implications for further equipment
required at regional level, such as vehicles, motorbikes, computers, etc.
Step 3: FSCD refers to other capacity assessments for equipment for the PSNP under capacity
development or procurement initiatives to identify further equipment needs.
Step 4: FSCD requests other Departments and Organisations to submit their own equipment
needs under the PSNP, with justification.
Step 5: If requests are not approved then they are returned to their source with explanation
and further discussion takes place.
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Step 6: FSCD compares existing equipment holdings with requirements and identifies where
additional equipment is needed for effective implementation of the PSNP.
Step 7: FSCD plans how each type of equipment need may be met. This may include:
3. Renting vehicles or other equipment
Step 8: FSCD reconciles priority needs with available budget and prepares an equipment plan
for the Annual Federal Plan.
1. PROCUREMENT PLAN
The rules for PSNP procurement are summarised in the Resource Management OA, in the
section on procurement). Federal responsibility for procurement comprises:
1. Procuring items required at the federal level, and

2. Consolidating regional procurement plans
The following steps are to be followed for the Federal Annual Safety Net Plan:
Step 1: FSCD identifies procurement needs from the process of identifying equipment
described in Section Error! Reference source not found.10 above.
Step 2: Other non-equipment procurement needs are identified from the training needs
assessment (Section 7.9) and other sources.
Step 3: FSCD reviews procurement proposals in draft Annual Plans from regions and approves
them. If regional plans are not approved, FSCD provides an explanation why and addresses the
situation through discussion.
Step 4: FSCD identifies items from regional procurement plans requiring federal procurement.
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Step 5: The Procurement Coordinator in FSCD prepares a separate annual procurement plan,
consolidating regional and federal procurement plans, according to the procurement guidance.
This is accompanied by a maintenance plan for all equipment to be purchased. These plans are
submitted to the World Bank for approval.
Step 6: The World Bank reviews the procurement plan and, if approved, gives a ‘no-objection’
to FSCD.
1. FEDERAL BUDGET
The Annual Federal Budget pulls together all budget items from the PSNP, with the following
steps:
Step 1: The full costs of all approved RASNPs are compiled in the prescribed format by the
FSCD. This includes both cash and food, and both Government and NGO woredas.
Step 2: The full costs of all approved federal-level planned expenditures as identified in this
section are added to the same format.
Step 3: The FSCD checks this budget and ensures that all cost categories have been included
for all levels, including transfers, capital and administration, livelihoods implementation (CD)
and livelihoods transfers, contingency budget, CD and management budgets.
FSCD should ensure inclusion of the federal contingency budget in the overall annual plan and
budget. At the start of the year this should reflect the lump sum budget reflected in the overall
safety net budget. Once the federal contingency budget is triggered, actual resources to be
programmed will be further broken down according to whether resources are to be provided
in cash or food and the need for accompanying administration and capital budgets.
Step 4: The final budget is included in the Federal Annual Safety Net Plan, and submitted by
the end of June to MoF for approval of the regular Government Budget and Development
Partners at federal level. The final Federal Annual Safety Net Plan is sent back down to regions,
which in turn provide relevant information to zones and woredas. If substantial revisions to
the RASNPs and budgets are required, the FSCD should convene a special planning meeting
with regions in which such revisions can be discussed and agreed.
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2. PROGRAM BUDGET AND SCHEDULE
The overall budget for PSNP5 is composed of six components (Outputs).
Table 7. Overall PSNP budget structure

Output Budget description
1. Transfers 1. Core transfers (cash or food) for PDS clients, TDS clients and PW
clients.
2. 12 months for PDS and 6 months for PW
3. transfer amount is based on a daily wage rate which is to be adjusted

based on the consumer price index each year.
4. Shock 5. Allocated to strengthen the shock responsive systems

Responsivenes
s 6. Budget line covers both the cash and food transfers.
7. PW Capital 8. Non-transfer costs including skilled and semi-skilled workers necessary

for the completion of a specific PW projects, hand-tools, equipment
and materials, amenities at work sites and the costs of transporting
tools and materials.
9. Linkages 10. No specific budget allocated to this output, but budgeting will be
activity based. Costs incurred are covered under Output 6 budget line.
11. Livelihoods 1. Big Push Plus - this a pilot program for 36,000 beneficiaries at a unit
cost of $600 per beneficiary over 3 years. The cost includes: 340
Community Facilitators’ salary; 7,200 people from group business
investment intervention; $20/beneficiary additional livelihood CD;
Construction of hand dug well and community pond cost share for 70%
of the target beneficiaries (36,000)
2. Livelihood CD - this budget is allocated to meet the requirement of the

$70 unit cost per livelihood beneficiary to enhance the investment on
the component. This CD budget includes payments for the Community
Facilitators’ engagement who are PW beneficiaries
3. Livelihoods Transfer: The livelihoods transfer budget will cover

livelihoods transfer/grant of equivalent to $300/household for the 20%
of the livelihood beneficiaries.
4. Program 1. Key Instruments/Systems Development:

management
1. build technology-based systems and modernize PSNP
2. roll out new MIS for PSNP operations including beneficiary

registration, PW attendance, payroll generation, beneficiaries’
recertification/reassessments, appeals and grievances, delivery of
livelihood services, and overall program monitoring
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3. CD:
1. Woreda capacity budget will cover training in key technical and
managerial areas, and
2. physical capacity budget covers the provision of necessary equipment
and services and the development of systems and manuals, amongst
other expenses
3. Management Budget:
1. Woreda Administrative Budget- costs of supporting transfers and PW
2. Regional and Federal Management Budgets - support the management

and supervision of the outputs. This budget covers costs of: human
resources, coordination, equipment and materials, travel and
transport, training, M&E, electronic payment, audit and evaluation.
Table 8. Annual budget disbursement plan/schedule

Disbursement period Disbursement date from MoF to regions
First quarter (July – September) July 25

Second quarter (October – December) October 25
Third quarter (January – March) January 25

Fourth quarter (April – June) April 1
As soon as BOF receives resources from MOF, they should transfer the appropriate funds to
woreda and regional implementing agencies within 3 working days. However, cash transfers in
subsequent periods may vary from the above transfer table depending on the utilisation
performance of woredas and regions whereby instructions to use carryover balances for
forthcoming resource requirements may be issued.
1. DISSEMINATION OF A PPROVED A NNUAL S AFETY NET PLAN

Once the PSNP annual plan and budget has been approved at federal level, MoF posts the
annual woreda-by-woreda budget on its website.
The final woreda PSNP Annual Plan and budget is posted in a public location in the woreda and
kebele centres, together with the approved client list and list of appeals, as they are issued.
This helps ensure that clients and non-clients in PSNP areas are well informed of which
households will participate in the PSNP for the coming year, and of those, which will
participate in livelihoods, the overall budget, and expected PW activities. The Plan and budget
should remain posted for the full year. The communication procedure is the same as to Shock
Responsive beneficiaries and transfers.
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The Client Bill of Rights and Responsibilities is posted next to the PSNP plan and budget in the
woreda and kebele centres and, if possible, among PSNP communities. This should remain
posted throughout the year. Woreda officials should also ensure that all other PSNP posters
and information materials are publicly displayed. If the posters have become old or have
disappeared, woreda officials should request new posters from the Regional FS Coordination
Office.
2. PERFORMANCE BASED CONDITIONS (PBCS) PLAN

PSNP5 introduces PBCs that link incentives with critical program performance areas. PBCs are
an important precondition to achieving the critical PSNP results, which in turn lead to
realization of its development objective, and to incentivize particularly challenging reforms.
FSCD coordinates the implementation of the PBCs. Disbursement against achievements of the
targets will be made after independent verification that the performance targets have been
met.
Table 9. PBC plan

2020/21 2021/22 2022/23 2023/24 2024/25
PBC Results
(EFY 2013) (EFY 2014) (EFY 2015) (EFY 2016) (EFY 2017)
PBC 1. Percentage of GoE contribution to core PSNP financing
Target No less than No less than No less than

26% 30% 32%
Allocated amount US$8 M US$8 M US$8 M
PBC 2. Percentage of payments made to core beneficiary households according to the program’s standards for timeliness
Target 60% 65% 70% 80%
Allocated amount US$9 M US$13.5M US$13.5M US$18 M
PBC 3. Number of core beneficiary households receiving their benefits in electronic accounts
Target 1,200,000 1,500,000
Allocated amount US$6 M US$9 M
PBC 4. Preparation and adoption of a Geographic Expansion and Caseload Allocation Plan
Target - - - - -
Allocated amount US$2.0 M
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2020/21 2021/22 2022/23 2023/24 2024/25
PBC Results
(EFY 2013) (EFY 2014) (EFY 2015) (EFY 2016) (EFY 2017)
PBC 1. Percentage of GoE contribution to core PSNP financing
(Lump sum as long as

achieved by February EFY13(
PBC 5. Number of new woredas in which PSNP systems have been established and are being used for core PSNP payments
Target 70
Allocated amount US$21 M
Disbursement modality: US$300,000 per new woreda as listed in expansion plan up to a

maximum of 70 woredas
PBC 6. Key shock-responsive systems established and operational
Target 6.1 GoE develops 6.2a Early warning 6.2b Early 6.2c Early 6.2d Early
and adopts dashboard published at Warning Warning Warning
scalability manual least twice in period Dashboard Dashboard Dashboard
September to February published by published by published by
EFY 2014 NDRMC three NDRMC three NDRMC three
times in period times in period times in period
6.3a FSCD prepares an March EFY 2014 March EFY 2015 March EFY 2016
Annual Drought to February EFY to February EFY to February EFY
Response Assistance Plan 2015 2016 2017
and circulates it by
November 3, EFY 2014 6.3b FSCD 6.3c FSCD 6.3d FSCD
prepares an prepares an prepares an
6.4.a FSCD prepares Annual Drought Annual Drought Annual Drought
Quarterly Drought Response Response Response
Response Assistance Plan Assistance Plan Assistance Plan Assistance Plan
Updates on a quarterly and circulates it and circulates it and circulates it
basis in EFY 2014 by November 3, by November 3, by November 3,
EFY 2015 EFY 2016 EFY 2017
6.4.b FSCD 6.6.c FSCD

prepares prepares
Quarterly Quarterly
Drought Drought
Response Response
Assistance Plan Assistance Plan
Updates on a Updates on a
quarterly basis quarterly basis
in EFY 2015 in EFY 2016
Allocated amount US$1.5 M US$2.0 M US$2.0 M US$2.0 M US$1.5 M
PBC 7. Number of woredas using MIS for key program functions and connected to the federal MIS server
Target 250 of the woredas 340 of the woredas

supported by the supported by the
program in EFY program in EFY 2012 are
2012 are using MIS using MIS for key
for key program program functions
functions
Allocated amount US$12.4 M US$12.6 M
72
The PBCs will not be realized by themselves. There will be specific activities planned each year
that lead to achievement of the indicators and payment of the incentives.
Therefore, FSCD will carry out the following planning activities:
Step 1. Review and revise annual plans to ensure that activities related to the
achievement of PBCs have been included.
Step 2. Budget for the planned PBCs that are expected to be achieved during the fiscal
year (and in which quarter)
Step 3. Inform MOF of which PBCs are expected to be achieved in the fiscal year to
report eligible expenditures against an achieved PBC.
3. GOVERNANCE AND COORDINATION PLAN
Different types and levels of program governance and coordination committees are in place to
ensure intra- and inter-ministerial coordination, provide support and solve obstacles, facilitate
engagement between government and Development Partners, and promote transparency and
accountability towards efficient and effective implementation of the program. PSNP
committees do reach binding agreements, but they do not make decisions.
Program governance and coordination committees oversee and ensure effective program
implementation and achievement of its outcome. Planning for their respective annual key
activities and meetings is therefore essential to get them to act on their commitments for
overseeing and ensuring efficient and effective program delivery. Figure 6 provides the key
roles and meeting schedules of each governance and coordination mechanism, which will be
reflected in allPSNP annual plans at the respective levels.
73
Figure 6.Federal level PSNP governance and coordination structure
Table 10below presents the federal level governance and coordination committees, their key
roles in PSNP implementation, and their regular meeting schedules.
Table 10. Federal programme governance and coordination plan

Governance/Coordination Key role Meeting schedule
body
JSOC 1. Highest oversight body of the PSNP Bi-annually one week

after the Joint Review
2. Ensures smooth and successful
and Implementation
implementation of PSNP by holding Support mission
individual members of the CMC
accountable for PSNP implementation
3. Resolves bottlenecks
74
Governance/Coordination Key role Meeting schedule
body
Commodity Management 4. The central high-level operational support Quarterly10 (or more
Coordination Unit committee for PSNP delivery frequently)
(CMCU)
5. Support effective delivery of program
objectives to outcome level
6. Make informed decisions on program

implementation issues
7. Review progress on PSNP implementation
8. Holds TCs accountable for effective

performance
9. Submit its to meeting minutes to JSOC
FSCD and Donor 10. Share perspectives, plan, and resolve Fortnightly (every two
management meeting bottlenecks weeks)
11. FSCD and Development Partners

implement the meeting agreements made
Technical Management 1. Responsible for resolving bottlenecks faced Monthly following

Committee by TCs. meetings of TCs
2. Responsible for Output 6 or overall

program management and capacity
development aspects of the program
TCs 3. Responsible for ensuring logframe outputs Quarterly/or more

are delivered as intended, frequently (Transfers
TC), and
4. Accountable for their performance and
submit their respective meeting minutes to monthly for other TCs,
CMC
prior to CMC meetings
1. MIS AND MONITORING, EVALUATION AND LEARNING PLAN
PSNP5 is shifting to a performance-based monitoring and evidence generating system rooted

in theMIS. Monitoring, evaluation and learning is essential for effective functioning of program
governance. It allows accountability for results and enables ongoing learning and adaptive
program management that ensures continuous program improvement. The interface between
monitoring, evaluation and learning and MIS is a stage-by-stage process.The manual and semi-
10Once will be to finalize the annual plan, two meetings will be prior to the Joint Review and
Implementation Support mission, and a fourth meeting at the discretion of the Chair/Co-Chair
or based on requests from members.
75
manual processes and activities of monitoring, evaluation and learning will continue until the
MIS is fully functional.
MIS and learning are among the key changes that are being introduced in PSNP5. The program
is increasingly reliant on information technology for its information management and learning.
It provides managers with accurate and timely information to support adaptive management
for efficient and effective program implementation and achievement of intended results.
As the MIS operation advances, the monitoring, evaluation and learning function will
increasingly benefit from receiving automated, reliable, and real-time monitoring information
on key program performance areas. The nexus between the MIS and annual planning is
described as follows.
5. When the MIS is fully operational, its ‘planning module’ will support the annual
planning and approval process in the following ways:
1. Periodically update the data sets of the planning module, providing key planning
parameters (caseload and wage rate) and initiating the annual planning process
2. Based on these parameters woredas prepare their detailed PSNP annual plans and
budgets using the standard budget categories
3. Woredas submit their draft annual plans to the region for review and approval by way
of acceptance or providing feedback for revision and resubmission.
4. Regions consolidate approved woreda plans together with regional specific activities
into regional PSNP annual plans, and submit them to federal FSCD for review and
approval in the same way indicated above
5. Federal FSCD consolidates approved regional plans together with federal specific
activities into a national PSNP annual plan and submits it to the Donor Coordination
Team for approval.
6. FSCD communicates the approved national PSNP plan for regions and IAs for
implementation.
Section 7 Regional Variations
Planning processes will be similar across regions, with a few variations depending on
organizational structures and agro-ecological and cultural characteristics.
76
1. TRANSFER AND PW SCHEDULES
As described in the PW OM woredas and regions have the opportunity to set their own PW
and transfer schedules to correspond to the timing of the hungry season as well as labour
availability. This will be particularly important in pastoral lowlands.
2. ROLE OF ZONES
In some regions (e.g. SNNP), zones play an important role in the review of woreda plans and
the approval of budgets.
3. PLANNING APPROPRIATE PW SUB-PROJECTS IN LOWLAND IMPLEMENTATION AREAS
PW planning in pastoral lowland areas is guided by the Pastoral PW Guidelines. These

guidelines outline scheduling considerations, planning units, and types of PW tailored to
pastoral lowlands.
4. SCHEDULING
In addition to the general factors to take into consideration when planning PW scheduling (as
outlined in the PW OM), in pastoral lowlands, heat is an important scheduling factor.
5. PLANNING UNITS
The smallest planning unit for PW should provide for efficient and collective planning and
management of PW. In pastoral areas, the lowest planning unit should be defined based on
the dominant livelihood system prevailing in the target area under consideration (pure
pastoral system on the one hand, and agro-pastoral, ex-pastoral, and riverine farming systems
on the other).
1. In pure pastoral systems, the kebele is the smallest planning unit

2. In other livelihood systems (agro-pastoral, ex-pastoral, and riverine farming), the
community is the smallest planning unit, as in the highlands.
More detail is provided in the Pastoral PW Guidelines.
1. TYPES OF PW
The planning of PW sub-projects and livelihoods interventions will take into account the
differing agro-ecological and sociocultural characteristics in pastoral lowlands, with PW and
livelihoods tailored to pastoral livelihoods, agro-pastoral livelihoods, riverine agriculture
livelihoods, and ex-pastoral livelihoods. Planning of PW is the result of a community based
participatory planning process and actual works selected reflect this participatory planning
77
process. Any PW that is labour intensive and is eligible according to the ESMF framework is
allowable. The cluster approach to PW implementation will be reinforced. The table below lists
some of the most frequently prioritised PW sub-projects according to differing livelihood zones
of lowland implementation areas.
Table11. Tailoring of PW Types to Livelihoods Types in Pastoral Lowlands
2. PLANNING APPROPRIATE LIVELIHOODS INTERVENTIONS IN LOWLAND IMPLEMENTATION

AREAS
The planning of livelihoods interventions will take into account the differing agro-ecological
and sociocultural characteristics in pastoral lowlands, with livelihoods tailored to pastoral
livelihoods, agro-pastoral livelihoods, riverine agriculture livelihoods, and ex-pastoral
livelihoods. A table summarising possible livelihoods interventions in each of the lowland
livelihood areas is provided in the Regional Variations section of the Livelihoods OM.
3. KEY CONSIDERATIONS IN PLANNING
1. Preparations for planning

As a first step in planning at all levels, there is a review of the planning organisations and their
membership, to ensure that:
1. The planning bodies all exist and are functional
2. The correct members are present
3. Members have been adequately informed of their task and have the necessary skills
and information to conduct it
4. Any new members, for example where there has been staff turnover, have been
adequately trained
78
In March of each year FSCD will issue guidance to support planning for the next year. This
guidance will include updates on wage rates, budget ceilings and any revisions to thePIM, or
other guidance. Stakeholders will review these inputs prior to launching their planning process.
1. Planning at different levels

The following sections are structured according to the hierarchy of planning and the planning
product produced, starting with community and kebele, moving to woreda, and then to
regional and federal level planning.
At each step of the process, additional information is added to the plans. For some aspects of
the programme, information flows from the top down to inform the planning process. This
includes information on budget allocation (to guide the targeting process) as well as
livelihoods-related information such as market information, labour market opportunities, and
credit availability.
Annual identification of market potential for livelihood opportunities
Annual identification of market potential for livelihood opportunities is likely to follow the
following pattern, which will determine at what level livelihood opportunities are incorporated
into the planning process:
1. At community level: primarily on-farm crop and livestock livelihoods as well as some
localised off-farm livelihoods
2. At woreda level: crop and livestock livelihoods, a greater range of off-farm livelihoods,
and some labour (construction)
3. At regional level: labour/wage employment linkages (plantations, commercial farms,

etc.) and off-farm livelihoods
4. At federal level: facilitation of employment linkages between regions as needed
1. Overview of ESMF Procedures during Planning

The ESMF, 11 which forms an intrinsic part of the PIM, is designed to address potential
environmental and social issues arising from:
1. PW
2. The livelihoods component
To address effectively any environmental and social issues, potential risks need to be identified
during the planning process and any mitigating actions identified and planned for at this point.
11 ESMF here includes related documents such as the Resettlement Policy Framework.
79
For PW, a screening tool within the ESMF supports the effective identification of ineligible
projects, projects of concern or requiring special procedures and which therefore need referral
to woreda and regional authorities, and projects which require mitigating actions. This
screening tool is applied by the Development Agent during the community planning process
(see Section 4.1.1above).
For the livelihoods component, the risk is less from the livelihood choice of an individual
household and more the potential cumulative effects if particular livelihood investments
become popular and are taken up at scale. Because it is the potential cumulative effects which
are of concern, the ESMF is applied at woreda level for the livelihoods component.
80

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ANNUAL PLANNING

1.1 OVERVIEW OF ANNUAL PLANNING ................................................................ 1

1.2 OVERVIEW OF THE PSNP OPERATIONAL MANUALS AND ANNEXES ..................... 1

1.4 WHAT IS NEW IN PSNP5 RELATED TO PLANNING ...................................................... 4

SECTION 2 PLANNING PROCESSES, REVIEW AND TIMELINE ................................................. 5

2.1. PLANNING PRINCIPLES ....................................................................................... 5

2.2. A NNUAL PLANNING PROCESSES AND TIMELINES ........................................................ 5

2.3. PLAN PREPARA TION, APPROVAL AND SUBMISSION TIMELINE ..................................... 8

2.4. CONSIDERATION FOR CROSS CUTTING ISSUES ........................................................... 8

3.1 PREPARATION OF COMMUNITY LEVEL ANNUAL SAFETY NET PLAN ................................... 11

SECTION 4 PREPARATION OF WOREDA PLAN 26

SECTION 5 ZONAL LEVEL CONSOLIDATION 42

5.1. REGIONAL LEVEL PLANNING AND APPROVAL ..................................................... 42

5.2. TRANSFER PLANS: CASH AND FOOD ...................................................................... 44

5.4. LINKS TO SOCIAL SERVICES PLAN ......................................................................... 48

5.5. LINKS TO CASE MANAGEMENT OF PDS PLAN........................................................... 48

5.6. LIVELIHOODS PLAN ......................................................................................... 48

5.7. SHOCK RESPONSIVE SAFETY NET PLAN ................................................................... 50

5.8. STAFFING PLAN ............................................................................................. 51

5.9. TRAINING PLAN ............................................................................................. 52

5.10. EQUIPMENT PLAN ....................................................................................... 53

5.11. PROC UREM ENT PLAN ................................................................................... 54

5.12. REGIONAL BUDGET ..................................................................................... 55

SECTION 6 FEDERAL LEVEL PLANNING AND APPROVAL 58

6.1. TRANSFER PLAN: CASH .................................................................................... 59

6.2. TRANSFER PLAN: FOOD .................................................................................... 60

6.4. LINKS TO SOCIAL SERVICES PLAN ......................................................................... 61

6.5. LINKS TO CASE MANAGEMENT OF PDS PLAN........................................................... 62

6.7. SHOCK RESPONSIVE SAFETY NET PLAN ................................................................... 62

6.8. STAFFING PLAN ............................................................................................. 63

6.9. TRAINING PLAN ............................................................................................. 65

6.10. EQUIPMENT PLAN ....................................................................................... 66

6.11. PROC UREM ENT PLAN ................................................................................... 67

6.12. FEDERAL BUDGET ....................................................................................... 68

6.14. DISSEMINATION OF A PPROVED A NNUAL SAFETY NET PLAN ..................................... 70

6.15. PERFORMANC E BASED CONDITIONS (PBCS) PLAN ................................................ 71

6.16. GOVERNANC E AND COORDINATION PLAN ........................................................... 73

6.17. MIS AND MONITORING, EVALUATION AND LEARNING PLAN....................................... 75

Section 7 Regional Variations 76

7.1 TRANSFER AND PW SCHEDULES .......................................................................... 77

7.3 PLANNING APPROPRIATE PW SUB-PROJECTS IN LOWLAND IMPLEMENTATION AREA S ........... 77

7.4 SCHEDULING ................................................................................................ 77

7.5 PLANNING UNITS ........................................................................................... 77

7.6 TYPES OF PW ............................................................................................... 77

7.7 PLANNING APPROPRIATE LIVELIHOODS INTERVENTIONS IN LOWLAND IMPLEMENTATION AREAS 78

7.8 KEY CONSIDERATIONS IN PLANNING ..................................................................... 78

BCC Behaviour Change Communication

BOLSA Bureau of Labour and Social Affairs

CBPW/RDG Community Based Participatory Watershed/Rangeland Development

DCT Donor Coordination Team

EFY Ethiopian Fiscal Year

ESMF Environmental and Social Management Framework

EIA Environmental Impact Assessment

FSCD Food Security Coordination Directorate

FSTF Food Security Task Force

GSD Gender and Social Development

HEW Health Extension Worker

JSOC Joint Strategic Oversight Committee

KASNP Kebele Annual Safety Net Plan