ONE PROGRAMME ANNUAL PROGRESS REPORT United Nations, Liberia

Transcription

1 ONE PROGRAMME ANNUAL PROGRESS REPORT 2013 United Nations, Liberia

2 TABLE OF CONTENTS Foreword 5 Abbreviations and Acronyms...6 Executive Summary...8 Report Structure Introduction Key Development Trends One Programme : Results Achieved to Date One Programme Pillar 1: Peace, Security and Rule of Law Highlights of Key Results achieved with UN support One Programme Pillar II: Sustainable Economic Transformation Highlights of Key Results achieved with UN support One Programme Pillar III: Human Development Highlights of Key Results achieved with UN support One Programme Pillar IV: Inclusive Governance and Public Institutions Highlights of Key Results achieved with UN support Operating as One Communicating as One Cross Cutting Considerations Single Budgetary Framework Constraints and Challenges: Our Response UN/Internal Government/External Supporting the Delivering as One Global Agenda Conclusion

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4 ABBREVIATIONS AND ACRONYMS AFL AfT BoB BIN CARI CBO CBL CEDAW CSA CSO CST DaO DDRR DDC DHS DSRSG ECD ECE ECOWAS EPA FAO FDA FST FLY GBV GDP GEMAP GFTAM GoL GRC HACT HCSO HRBA HRBM HIV HoFO IAPT ICGL IDP IFC ILO IOM IMF INCHR JP LDA LDHS LISGIS LNP LWSC MDG MIA Armed Forces of Liberia Agenda for Transformation Bureau of the Budget Bureau of Immigration and Naturalization Central Agriculture Research Institute Community-Based Organizations Central Bank of Liberia Convention on the Elimination of All Forms of Discrimination against Women Civil Service Agency Civil Society Organization County Support Team Delivering as One Disarmament, Demobilization, Rehabilitation and Re-integration District Development Committee Demographic Household Survey Deputy Special Representative of the Secretary-General Early Childhood Development Early Childhood Education Economic Community of West African States Environmental Protection Agency Food and Agriculture Organization of the United Nations Forestry Development Authority Field Support Team Federation of Liberian Youth Gender-Based Violence Gross Domestic Product Governance and Economic Management Assistance Programme Global Fund for Tuberculosis, HIV/AIDS and Malaria Government of Liberia Governance Reform Commission Harmonized Approach to Cash Transfers Humanitarian Coordinator s Support Office Human Rights Based Approach Human Rights Based Management Human Immunodeficiency Virus Heads of Field Office Inter Agency Programming Team International Contact Group on Liberia Internally Displaced Person International Finance Corporation International Labor Organization International Organization for Migration International Monetary Fund Independent National Commission on Human Rights (Government of Liberia-UN) Joint Programme Liberia Development Alliance Liberia Demographic and Health Survey Liberia Institute for Statistics and Geo-information Services Liberian National Police Liberia Water and Sewer Corporation Millennium Development Goal Ministry of Internal Affairs 4

5 MICAT MLME MoA MoC MoD MoE MoF MoG&D MoH&SW MoJ MoL MMR MPEA MPW MRD MRU MYS NAC NACP NEC NGO NHDR NIC NSA OMT OHCHR PBC/F PMTCT PRS RCO SRSG SSR STD TRC UNAIDS UNCT UNDAF UNDP UNDSS UNEP UNESCO UNFPA UN-HABITAT UNHCR UNICEF UNWOMEN UNODC UNOPS UNMIL UNV VCT WB WFP WHO Ministry of Information, Cultural Affairs and Tourism Ministry of Lands, Mines and Energy Ministry of Agriculture Ministry of Commerce Ministry of Defense Ministry of Education Ministry of Finance Ministry of Gender and Development Ministry of Health and Social Welfare Ministry of Justice Ministry of Labor Maternal Mortality Ratio Ministry of Planning and Economic Affairs Ministry of Public Works Ministry of Rural Development Mano River Union Ministry of Youth and Sports National AIDS Commission National HIV/AIDS/STI Control Programme National Elections Commission Non-Governmental Organization National Human Development Report National Investment Commission National Security Agency Operations Management Team Office of the High Commissioner for Human Rights Peacebuilding Commission/Fund Prevention of Mother-to-Child Transmission Poverty Reduction Strategy Resident Coordinator s Office Special Representative of the Secretary-General Security Sector Reform Sexually Transmitted Disease Truth and Reconciliation Commission Joint United Nations Programme on HIV/AIDS United Nations Country Team United Nations Development Assistance Framework United Nations Development Programme UN Department of Safety and Security United Nations Environment Programme United Nations Educational, Scientific and Cultural Organization United Nations Population Fund United Nations Human Settlements Programme United Nations High Commissioner for Refugees United Nations Children's Fund United Nations Entity for Gender Equality and the Empowerment of Women United Nations Office on Drugs and Crime United Nations Office for Project Services United Nations Mission in Liberia United Nations Volunteers Voluntary Counseling and Testing World Bank World Food Programme World Health Organization 5

6 Executive Summary 1.0 Introduction In 2010, the Government of Liberia formally requested to become a Delivering as One self-starter. The UN Country Team was consequently mandated to introduce means of planning, implementing and reporting as One for enhanced coherence, effectiveness and efficiency across the Delivering as One Pillars: One Programme, One Leader, One Budget and One Office (harmonization of business practices) and One Voice. In 2013, the UN Country Team established a single, coherent One Programme for all UN Agencies, Funds and Programmes for the programme cycle The One Programme which constitutes an UN Development Assistance Framework and a Costed Action Plan enhances national ownership and UN accountability by articulating the precise UN contribution to national priorities outlined in the national medium-term development strategy, the Agenda for Transformation The One Programme comprises of a Programme Results Matrix, (Outcomes, Outputs and Key Actions) complemented by a Monitoring and Evaluation Matrix which includes indicators, baselines, annualized targets and means of verification. A robust results based monitoring system pitched at key action, output and outcome levels, enables biannual review of delivery status, relevance of strategy and targets, and realignment where appropriate, to effectively respond to changing programming realities. 2.0 Key Development Trends Since the end of the 14-year civil war, Liberia has made significant progress towards securing the peace, building the economy, improving social services, and engaging in wide-scale infrastructure reconstruction and development. Important first steps have been taken to reconcile the people, and democratic governance is being steadily consolidated. In an effort to consolidate development gains, the Government of Liberia launched its second Poverty Reduction Strategy the Agenda for Transformation in 2012 as well as the longer term National Vision The overall objective of the National Vision 2030 is turn Liberia into a middle income country by 2030, characterized by peaceful and inclusive politics, a diversified economy, stable institutions and an educated citizenry, all in the lifetime of one generation. A number of challenges still remain. Unemployment, particularly among the youth, is unacceptably high. A survey in 2010 revealed that 37% of households considered themselves to be living in poverty, while 8.9% felt they were living in extreme poverty. A large percentage of Liberia s 3.5 million population lives on less than US$ 1 a day, women and children continue to be sexually abused or exploited, and many Liberians lack access to appropriate healthcare. 3.0 Key Results in 2013 The One Programme brings together 18 resident and non-resident UN Agencies, Funds and Programmes, UN- MIL and the World Bank which collaborate on a range of initiatives working with national partners to establish a strong foundation for the realization of the One Programme outcomes, including the UN s normative and the Delivering as One reform agenda. Under the four UN Pillars of the One Programme, significant results were achieved in 2013 contributing to the overall UNDAF outcomes. The key results are highlighted below and with further details provided in the main report. One Programme Achievements 3.1 Pillar 1: Peace, Security and Rule of Law The Palava Hut Talks as a Transitional Justice mechanism were launched as a first step in implementing the Reconciliation Roadmap which aims to foster sustainable community co-existence as well as promotion of alternative dispute resolution mechanisms. This was with UN support. The first Justice and Security Hub in Gbarnga was formally launched in an effort to strengthen justice and security related services to the citizens of Bong, Lofa and Nimba counties The UN supported the development of a National Migration Policy to enhance the Framework and migration management capacities of the Government, by creating a platform to promote and facilitate national dialogue, cooperation on migration, capacity building of the GoL to increase their skills, knowledge, and experience in effectively manage migration. 6

7 In order to combat trafficking, the UN supported the Government s Anti-Human Trafficking Secretariat (AHTS) to enhance their capacities according to the Liberian Act of 2005 to Ban Trafficking with a National Action Plan completed. The UN supported the development of a Gender Policy for the Liberian National Police, and dedicated campaigns aimed at increasing recruitment of female police officers. The UN also supported the development of a Basic Gender Training Manual for the security sector which was integrated into the national training academy for all incoming recruits. Support continues for institutionalizing human rights training and monitoring in the Liberian National Police and Armed Forces of Liberia. A draft Domestic Violence Law was developed to address the rampant cases of domestic violence in the country and strengthen the response to sexual gender based violence. The first basic Forensic Lab was launched in Monrovia to address the challenge of limited prosecution of rape incidences, and further aid in securing of evidence for sexual gender-based violence crimes, particularly rape, where 36 tests were conducted by the end of The government, under the leadership of the Ministry of Justice and with the UN support, launched a five-year National Human Rights Action Plan in December 2013 which addresses human rights concerns and supports the implementation of UPR recommendations to improve the national human rights situation. The plan also incorporates the national strategy for the implementation of the Convention on Rights of Persons with Disabilities, which was validated in September The Independent National Commission on Human Rights (INCHR) expanded its outreach capacity with the deployment of monitors to counties and increased engagement with civil society. Three human rights monitors were deployed to the Hub 1 region (Bong, Lofa and Nimba), with the support of the Peacebuilding Fund. The Commission is also expanding its promotional functions. On 10 December 2013, INCHR launched a campaign on protecting and promoting child rights, with emphasis on the right to education. 3.2 Pillar 2: Sustainable Economic Transformation The UN supported the Government conduct a Comprehensive Food Security and Nutrition Assessment which analyzes levels of food insecurity across the counties of Liberia. Three hundred women in Lofa County were supported in improved poultry production for economic empowerment. A forest database and information system was established to enhance forest data collection, management and information dissemination for the forestry sector in Liberia, and a pilot climate change adaptation to agriculture initiative launched in Bong & Grand Gedeh counties to build farmers capacity for response to emerging climatic change effects affecting agriculture production. The UN consolidated the economic empowerment of over 10,000 women through increased voice and recognition of the national association of women in cross border trade and proactive engagement with ECOWAS on addressing the differential security needs of women involved in cross border trade in the sub-region. The Industrial Sector Support Programme commenced resulting in the roll out the Government s Industrial Policy. In cooperation with the governments of Liberia and Japan in support to Grand Bassa Community College, Booker Washington Institute and Monrovia Vocational Training Center, 350 Liberian youths were provided access to job oriented and demand-driven skills with the purpose of improving employability in the sectors of mining, construction and agriculture. 3.3 Pillar 3: Human Development Three rounds of integrated nationwide polio campaigns were completed, covering over 930,000 children. Over 95% of 6,669 severely malnourished children admitted in treatment sites and 98% of pregnant women attending ANC benefited from PMTCT services. All 13 (100%) targeted Youth Friendly Centers provided services to 139,169 beneficiaries (93,733 females and 45,436 males, ages 10 to 24 years ) in 6 counties. 16 Health facilities were equipped to provide basic and comprehensive emergency obstetric and newborn care services in 7 counties. 60 women with fistula were successfully repaired. 34 of the women benefitted from life skills and economic empowerment training at the National Rehabilitation and Reintegration Center in Phebe, Bong Count. Following graduation, they were reintegrated in their home communities in Grand Bassa, Bong, Bomi, Nimba, River Gee and Maryland counties. 7

8 16 health providers were trained in Basic Life Saving Skills (BLSS) and 216 Reproductive Health kits were procured and dispatched to all 12 EmONC facilities in the counties as well as the 4 one stop centers for Rape Survivors in Monrovia. 15 County chapters of the Liberia Midwifery Association were established to promote and ensure a decentralized leadership. Following induction of the chapter officers into office, a threeday leadership training was executed for 75 county leaders comprising presidents, vice presidents, treasurers, secretaries and chaplains. Scaling up community based distribution of family planning commodities was achieved through increasing the number of communities who access family planning services from 100 to 340 in Montserrado, Grand Bassa and Gbarpolu counties. 11, 400 students and 300 teachers learning environment was improved with the construction of 20 new schools and rehabilitation of 40 schools in 11 counties. Accelerated and alternative learning programmes were launched for out-of-school children, and 90% of targeted children enrolled in 26 communities. The learning environment for over 10,000 students and 240 teachers in 11 counties was improved with new/rehabilitated classrooms, WASH facilities, furniture and learning materials. Sexual and reproductive health life-skills based mentorship services were provided to 250 adolescents girls (10 to 14 years) in Montserrado and Gbarpolu counties. Through youth friendly centers 93,733 females and 45,436 males accessed ASRH services and information. Sexual reproductive health including HIV prevention information and services were provided to 1,500 adolescent girls aged 10 to 14 years in Bong, Grand Bassa, Grand Cape Mount, Margibi, Montserrado and Gbarpolu counties. Services to survivors of sexual and gender based violence were strengthened with 4 One-Stop facilities upgraded and equipped to provide holistic care to survivors of SGBV, including the clinical management of rape, psycho social support, protection and legal redress. A total of 3,600 children in institutions had their status reviewed and 243 children reunified, and the number of children whose births were registered doubled from 55,202 to 112,226. Social Cash Transfer programme expanded and reaching 3,838 extremely poor and labor constrained families (70% increases from 2012) with cash grants in two counties. Mid Term National HIV and AIDS Strategic Review, Integrated Bio- Behavioral Sentinel Surveillance (IBBSS), National AIDS Spending Account (NASA), Assessment on Stigma and discrimination and ART Cohort Study were conducted to intensify evidence based/informed HIV intervention. HIV/AIDS services were strengthened and expanded in the refugee camps, including prevention, VCT, ART, PMTCT, and some degree of care and support. A core group of Liberia s four security services (Armed Forces, Police, Prison and Immigration services) was established to train personnel on HIV/ AIDS. 139,169 adolescents and youth were reached with SRH and HIV information and services. 256 members of key populations including, Men having Sex with Men (MSM) and drug users, benefited from STI/HIV awareness and sensitization including the distribution of condoms and lubricants. Photo: UNICEF 8

9 3.4 Pillar 4: Inclusive Governance and Public Institutions As part strengthening governance and national institutions, the UN supported the National Elections Commission design the operational plan and budget for Civic and Voters Education and the compilation of draft amendments to the electoral law currently under review. Support was provided to the Women Legislative Caucus to continue advocacy and lobbying for the enactment of the Gender Equity Bill. The Land Rights Policy was adopted and an alternative dispute resolution system for land disputes was made functional in Bong, Maryland, Marghibi, Nimba and Lofa counties. 273 mediators (209 men, 64 women) received training on the ADR system. The Decentralization implementation plan was rolled out to strengthen local government capacity for service delivery. An Aid Management Platform with an embedded New Deal Dashboard was launched. The Constitutional Review process was launched. The national Disaster Risk Management Policy was finalized. 3.5 Operating as One In 2013, the Operations Management Team commenced formulation of a Business Operations Strategy - a 4 year strategic framework through which UNCT seeks to implement activities pertaining to common procurement, common ICT, HACT, One House and Common Human Resources A Long Term Agreement for travel was adopted and similarly a common ICT platform, reducing recurring costs by 50%. In realization of a Harmonized Approach to Cash Transfers (HACT), 35 UN and Government staff underwent HACT Training of Trainers and 30 UN staff were subsequently trained on HACT application in the field. In harmonization of human resources, a common recruitment portal was established on the One UN website and a Standard Operating Procedure for UN driver s Terms of Reference and testing was adopted. The mapping of human resource polices is ongoing including the development of a One UN Briefing Pack. At the request of the UNCT, the OMT One House Task Force was establish to explore options to establish common premises for UN agencies in Liberia. 3.6 Communicating as One Photo: UNICEF Photo UNICEF The United Nations Communications Group (UNCG) strengthened Communicating as One through building on the past year s progress, including the development and implementation of a joint work plan. The UNCG jointly organized an event marking the tenth anniversary of the peace accord in Liberia and United Nations Day, which showcased the UN s work through a public event in Monrovia, and smaller events across the country. Communications Group members also used the expertise of each UN entity to work together on advocacy issues, including the vaccination week in May 2013, developing messages in support of an anti-rape campaign. Similarly, joint efforts were undertaken in responding to specific international media requests, the production of radio programmes, and the UN Focus newsletter, a quarterly publication that is widely distributed within Liberia. Social media platforms, including twitter, Facebook, websites and YouTube were used to promote the work of the UN in Liberia. Communicating as One was the framework within which a One UN greeting card for 2013 and calendar for 2014 were developed. Separately, Information Sheets that reflect the work of each UN Agency were developed and shared with donors and visiting missions, while an online document sharing platform was also created. 9

10 3.7 Cross-cutting Considerations The One Programme has mainstreamed crosscutting.critical considerations were given at the inception of the development of the One Programme that ensured that the five UNDG programming principles of gender equality, capacity development, environment, result-based management and human-rights based approach are sustained throughout the implementation of the One Programme. While the government s Agenda for Transformation (AfT) has considered over 21 crosscutting themes under the 5 th Pillar of the five year strategy, the One Programme mainstreams the core cross cutting considerations across the programme. 4.0 Single Budgetary Framework The One Programme includes a single budgetary framework comprised of agency core, agency noncore and One Fund resources. Delivery of the Programme of Cooperation, including the reform agenda, depends upon the successful mobilization of all three sources of funding. Each UN Pillar is required to report on their expenditure as part of the Annual Review of the AWPs According to provisional expenditure reporting, the initial delays in start-up experienced in the first year of One Programme implementation has resulted in a financial delivery rate of 48% against the One Programme 2013 budget. It is anticipated that programme delivery will accelerate in 2014 as planning and reporting systems and processes are strengthened and harmonized across the One Programme Pillars. 5.0 Response to Constraints and Challenges Several challenges influenced the effective and efficient delivery of planned 2013 results under the One Programme. Specific remedial actions were undertaken and/ or planned for the remainder of the One Programme to address these concerns. Sector specific constraints were addressed by the UN Pillars through specific initiatives defined in the 2014 Annual Work Plans. Prioritized and Renewed Focus on Resource Mobilization A primary constraint acknowledged across the UN Pillars of the One Programme was the availability of funds, both core and non-core, in light of the current global economic climate. In order to improve delivery rates across the UN Pillar Groups, agencies prioritized 2014 results areas and areas of cost reduction where possible to maximize the utility of funds available. In an effort to strengthen delivery of One Programme results, the UNCT endorsed a joint Resource Mobilization Strategy in 2013 which is expected to be rolled out with an accompanying Action Plan in Acknowledge UN Staff Contributions to DaO Processes Integration of DaO results into relevant UN Agency staff s performance assessments was encouraged. This was coupled with the renewal of pledges by the UNCT to ensure their staff fully commit and contribute to the delivery of the One Programme results as determined by their capacities and agency portfolios. Maximize UN Pillar Group and Outcome Working Group Synergies Agencies are increasingly finding ways to work together on a range of issues, as referenced in the key programme results. In addition to these, a range of inter-agency processes which support or augment programme planned results have been introduced, such as joint advocacy, joint monitoring and reporting, joint ICT and HR services and joint resource mobilization. As UN Liberia goes forward, communication products will include such examples of collaboration to further highlight how DaO is building productive results for heightened impact and reduced costs. Enhance Compliance with Government and UN Financial Reporting Procedures The UNCT has collaborated (and will continue to collaborate) with the Ministry of Planning and Economic Affairs to build the capacity of respective Implementing Partners to ensure MTEFs are duly reflected in budget forecasts, subsequently captured in the budget books and the requisite allocation of budget vote numbers secured for timely transfer from the treasury to UN IPs. Further, the HACT/Finance Working Group will continue orientation on the use of the FACE form to ensure compliance with reporting requirements for timely release of disbursements. Heightened Partner Engagement Looking forward, in the second year of the One Programme implementation, there is a need to strengthen engagement with Development Partners on joint planning and reporting of results. Development Partner engagement in the Delivering as One Joint Steering Committee needs to be intensified. 10

11 6.0 Supporting the Delivering as One Global Agenda Since the launch of Delivering as One in 2010, the UN in Liberia has supported the global reform agenda in a several ways: Standard Operating Procedures for DaO UN in Liberia contributed to the draft DaO Standard Operating Procedures, that form an integrated package of guidance regarding programming, leadership, business operations, funding and communications for countrylevel development operations, which may be adapted for various national contexts. Business Operations Strategy In formulation of the Business Operations Strategy, a 4 year strategic framework through which UNCT seeks to implement activities pertaining to common procurement, common ICT, HACT, One House and Common Human Resources , the UN in Liberia has provided feedback on the formulation phase to ensure lessons learnt are incorporated for further application elsewhere. Global Conferences and Meetings UN in Liberia has showcased progress on Delivering as One in a transition context in a number of fora including the annual ECOSOC meeting in Geneva. Progress on DaO has also featured biannually in the Secretary General s Report to the UN Security Council (26th and 27th Report). 7.0 Conclusion 2013 marked the first year of One Programme joint Annual Work Plan implementation coalescing 18 resident and non-resident UN Agencies, Funds and Programmes, UNMIL and the World Bank onto a common platform for joint programming. While initial delays were experienced with the establishment of UN Pillar Groups and Outcome Working Groups and the roll out of joint programming planning and reporting processes, the pace of implementation accelerated in the last six months of 2013 leading to tangible progress from start-up activities towards demonstrated results. The capacity of duty-bearers was enhanced across a range of sectors to respect, protect and fulfil human rights in-country. Likewise rights-holders have been empowered to meaningfully participate in decision-making processes and contribute to improved delivery of services, in particular the most marginalized or disadvantaged groups. While programming expenditure across the four UN Pillars stands at 48% of the 2013 annual budget, 71% of annual targets at Key Action level are either completed or on track. In order to improve financial and programmatic delivery rates across the UN Pillar Groups, agencies will prioritize 2014 results areas and ensure realistic budgeting to maximize the utility of funds available. 11

12 ONE PROGRAMME ANNUAL REPORT

13 Report Structure Agenda for Transformation and the National Vision 2030 and accelerates efforts to increase coherence, accountability and effectiveness of its operations. The One Programme Annual Report is the first report of the programming cycle. It summarizes results achieved to date, as well as common challenges and remedial action for improved delivery going forward. The Report is based on data contained in progress reports and financial statements produced by each of the four One Programme Pillars, under the Annual Review The report starts with a brief summary of the key development trends in Liberia. The main body of the report (Section Three) highlights the key achievements, instances of inter-agency collaboration and examples of mainstreaming of UNDG programming principles across the Programme. The section is followed by provisional data on financial delivery for Section Four defines the key challenges experienced, alongside corrective measures underway. This is followed by a brief chapter on the contribution of UN Liberia to the broader global dialogue around System-Wide Coherence under DaO. The Report concludes with some general comments on delivery to date, referencing measures planned to further enhance coherence, effectiveness and efficiency of the UN in Liberia going forward under the One Programme Introduction In February 2010, Liberia opted to become a Delivering as One self-starter country. As such, Liberia was the first post-conflict country with an Integrated Mission to implement Delivering as One. The first United Nations Development Assistance Framework assisted the Government implement its national objectives by aligning its interventions with the four pillars of the Poverty Reduction Strategy (PRS1). Taking into consideration the reformulation of the government s priorities, the end of the UNDAF in 2012, the United Nations in Liberia began preparations for the development of a successor to the UNDAF. Under the auspices of Delivering as One, the UN and the Government launched the One Programme ( ) in February The One Programme constitutes an UNDAF and a Costed Action Plan. The UNDAF describes the UN s collective response to national development priorities, while the corresponding Costed Action Plan operationalizes the UNDAF and defines in greater detail, management and coordination arrangements, financial modalities, monitoring and evaluation (M&E) processes and serves as the main legal document for UNCT multiyear programming. Delivering as One has enabled the UN in Liberia deliver results against clearly defined national development priorities as articulated in the Government s second Poverty Reduction Strategy, the In line with the Agenda for Transformation, four One Programme Pillars have been established, providing the scope and strategic direction of the UN system s support to Liberia The pillars are: 1. Peace, Security, Rule of Law; 2. Sustainable Economic Transformation; 3. Human Development and; 4. Inclusive Governance and Public Institutions. The One Programme systematically mainstreamed the five UN programming principles - Human Rights Based Approach (HRBA), Gender Equality and Women s Empowerment (GEWE), Environmental Sustainability, Capacity Development and Results Based Management collectively informing both programme planning and implementation. Relevant crosscutting issues of conflict prevention, disaster risk reduction, food security, indigenous people, volunteerism, HIV and AIDS, employment and decent work are also considered and reflected where relevant. The One Programme comprises of a Programme Results Matrix, (a framework of Specific, Measurable, Achievable, Realistic and Time bound Outcomes,Outputs and Key Actions) complemented by a Monitoring and Evaluation (M&E) Matrix which includes indicators, baselines, annualized targets and means of verification. The One Programme is implemented through a set of integrated Annual Work Plans aligned to the Results Matrix, to further UN coherence and thereby improve efficiency, effectiveness and lower transaction costs. These are created in consultation with partners, with final approval by the Delivering as One Joint Steering Committee. A robust results based monitoring system pitched at Key Action, output and outcome levels, enables biannual review of delivery status, reflection on relevance of strategy and targets, as well as realignment of results/key actions to effectively respond to changing programming realities. The One Programme is managed by the Joint Government of Liberia and UN Delivering as One Joint Steering Committee (JSC), which is co-chaired by the Minister of Finance and the UN Resident Coordinator. Membership of the JSC comprises representatives from the line ministries, rotating representation by UN Heads of Agencies and representatives from Development Partners in Liberia. The One Programme 2013 Annual Report is the first strategic report to take stock and comprehensively assess results of UN integrated work planning as well as wider progress of Delivering as One achievements in Liberia in

14 PIC MDG targets for eradicating hunger (MDG-1); promoting gender equality and empowering women (MDG-3) and establishing a global partnership for development (MDG- 8). However, despite best efforts, the remaining five MDG targets related to human development are unlikely to be met with the MDG timeframe. 2.0 Key Development Trends Since 2003, The Government of Liberia (GoL), in collaboration with the UN and development partners, has made significant progress in securing peace and rebuilding essential infrastructure and services that were destroyed during the 14 year conflict. In order to consolidate the gains and achievements, Liberia is now moving from a period of recovery to long-term sustainable development, inclusive growth and wealth creation, as articulated in its long-term national vision and medium-term Agenda for Transformation. The first Poverty Reduction Strategy (PRS 1) was completed in In formulating its post PRS development agenda, the GoL launched two strategically complementary processes geared towards identifying both long and medium-term national priorities in a comprehensive and coordinated manner. This process resulted in the development of the National Vision 2030, whose overarching goal is to transform Liberia into a middle income country by In 2013, the Government of Liberia commenced implementation of the Agenda for Transformation. In an effort to strengthen the accountability for the Agenda for Transformation, the Government established a monitoring and evaluation framework that included the review of the overarching indicators and a 180 day implementation score card. Further, the Ministry of Finance launched the Aid Management Platform for monitoring development aid contributions to the implementation of the Agenda for Transformation from Development Partners and the UN in Liberia. Liberia has made remarkable economic and social progress since its return to democratic governance in Sustained growth and stability have allowed the country to make notable progress on key Millennium Development Goals (MDGs) targets. The proportion of the population living below the poverty line is estimated to have fallen from 645 in 2007 to 56% in The country has also achieved the target for reducing under-nutrition and surpassed the target for reducing child mortality (MDG-4) and notable progress was made in reducing maternal mortality. Over the next year, Liberia will likely meet the Photo: WFP As part of the global Post-2015 Agenda, Liberia, with UNCT support, conducted extensive national consultations across the 15 counties of the country. The Government launched the National Reconciliation Roadmap and revised the Peace building Priority Plan; whose process the UNCT provided programmatic support. Liberia has made progress in the context of the New Deal for Engagement in Fragile States, endorsed at the Fourth High Level Forum on Aid Effectiveness in The fragility assessment was conducted, and it identified the need to accelerate interventions in five Peace and State Building Goals. The options for a Compact are currently under review by the Cabinet. Liberia s economy grew at 8.1% in 2013, led by increasing iron ore exports, construction and a robust services sector. Real GDP is projected to expand by 6.8% in 2014 and 8.2% in Increasing iron ore production and concession-related foreign direct investment (FDI) will continue to support this growth. However, growth in concession sectors, particularly forestry and palm oil, continues to face governance challenges that are slowing expansion and employment. Progress with public investment in energy and transportation infrastructure will be necessary to enable growth outside of the extractive sectors. The government continues to make progress in public sector reform and improving institutions, but this is slowed by capacity constraints. Improving budget execution and public investment will rely on containing current expenditure, largely the wage bill, while also improving cash management and preparing realistic revenue forecasts. Timely approval of the budget by the legislature as well as improved inter-agency co-ordination will also be necessary. The phased drawdown of UN forces also calls for increased spending in the security sector. The government has established units to improve project management and oversight of state-owned enterprises and concessions, while the creation of the Liberia Revenue Authority in 2014 will help improve tax administration. Nonetheless, governance constraints in managing the natural resources sector continue, holding back progress and creating tensions with the local population that would like to see increased benefits from growth. Improvements are needed in the education sector to develop a workforce for the future. Mid-term legislature elections are scheduled for October 2014, which will likely increase political discourse concerning government effectiveness and increased employment growth. 14

15 3.0 One Programme : Results Achieved to Date The One Programme, the UN s collective strategic framework of cooperation , brings together 18 resident and non-resident UN Agencies, Funds and Programmes, UNMIL and the World Bank. Within the structure of the 4 UN Pillars, the UN family collaborates on a range of initiatives working with national partners to establish a strong foundation for the realization of the One Programme outcomes, including those in pursuit of the UN s normative agenda and Delivering as One reform. Under the four UN Pillars of the One Programme, significant results were achieved contributing to the overall UNDAF outcomes. Graph 1: Progress by Key Action The UN contributions to national results have been made through capacity development and institutional reform support, technical assistance and knowledge exchange services, and policy analysis, advisory and advocacy engagements. Of the 290 One Programme annual Key Actions, 33% were reported to have been completed, 38% were on track, 22% constrained, 3% discontinued and 4% postponed as shown in the graph 1 below: Table 2 illustrates the structure of the One Programme UN Pillars as well as composition of UN agencies participation across the four UN Pillars. 15

16 One Programme Pillar I: Peace, Security and Rule of Law 16

17 3.1 One Programme Pillar 1: Peace, Security and Rule of Law The One Programme Peace, Security and Rule of Law Pillar strengthens key justice, security and rule of law institutions and practices in Liberia, promotes and protects human rights (including the rights and welfare of women and children) and improves citizens access to justice. The One Programme Peace, Security and Rule of Law Pillar constitutes two Outcome Working Groups: Justice and Security and Peace and National Reconciliation. The Justice and Security Outcome Working Group respond to outcome 1.1 and 1.3 and the Peace and National Reconciliation Outcome Working Group is responsible for outcome 1.2. Convener Agency: UNDP Participating UN Agencies: UNICEF, UNODC, UNHCR, UNFPA, IOM, UNOPS, UNWOMEN, UNHABITAT, ILO, UNMIL National Pillar and Sector 2013 Outcomes National Priority Millennium Goals Peace, Security and Rule of law 1.Security 2.Peace & Reconciliation 3.Justice and Rule of Law 4.Judicial Reform Peace, Security and Rule of Law Outcome 1.1: Rule of Law: Liberia has an improved, inclusive Rule of Law framework for effective administration of and equitable access to justice in compliance with International Human Rights Standards Outcome 1.2: Peace and reconciliation: Liberia has an improved, coherent and inclusive mechanism for national reconciliation operationalized at national, regional county and local level. To improve the quality of life of the Liberian people and promote sustainable and equitable socio economic development by ensuring a secure environment where peace and the rule of law of are upheld MDG 1: Eradicate Extreme Poverty and Hunger MDG 3: Promote Gender Equality and Empower Women MDG 8: Develop a Global Partnership for Development Outcome 1.3: Security: Liberia has more efficient, effective, accountable and responsive security institutions at the national, regional, county and local levels Of the 61 Pillar 1 annual Key Actions, 38% were reported to have been completed, 34% were on track, 20% constrained and 8% discontinued as shown in the graph below: Pillar Progress by Key Action Completed On Track Constrained Discontinued Postponed Table 1: Progress by Key Action 17

18 3.1.1 Highlights of Key Results Achieved with UN support Outcome Working Group 1: Justice Security and Rule of Law The UN in Liberia has provided Government legal aid and technical support to strengthen the Rule of Law framework and access to justice mechanisms in the country. The Judiciary and the Ministry of Justice have improved service delivery in the justice system through ensuring presence of judicial officers at both county and district levels. All Liberian courts have installed county attorneys and public defenders, the number of county attorneys have increased from 15 to 19 Law Degree graduates in In an effort to enhance and strengthen the capacity of County Attorneys and Public Defenders, quarterly trainings were conducted in trial preparation and strategy, pre-trial motions and the appeal process, direct and cross examinations, admissibility and evaluation of evidence in criminal cases, interviewing skills, bail and pretrial detention, opening and close statements and bill of exceptions and its preparation. In addition, County Attorneys and Public Defenders skills were strengthened through Docket review and mentoring, including the Prosecutors of the SGBV Crimes Unit. Skills have accordingly been enhanced in case preparation, preparation of case indictment procedure for tracking evidential chain of custody and the provision of the skills for the general review of case dockets. Concerted efforts are also being made by the Ministry of Justice to enhance prosecutorial service delivery at magisterial court level with the development of a training curriculum for City Solicitors. The James Pierre Judicial Institute and the Public Defense Office have conducted extensive consultations with criminal justice actors in an effort to develop a public defense manual, which will include both national legislation and international standards and norms, basic instructions and considerations for each phase of a case, a collection of model motions and relevant case law, model client and victim interview sheets, important precedents, and other useful forms for the daily work of public defenders. The intention is that the manual be used as a daily reference tool for Liberian public defenders. The President signed four laws, reforming the Jury System by expanding the jurisdiction of the magisterial courts, reclassifying criminal offences and sentencing*. In strengthening Institutional capacity, the Judicial Institute s Strategic plans were approved and validated by the Supreme Court. An assessment of the Court Administrators office was also completed. The government, under the leadership of the Ministry of Justice and with the UN support, launched and commenced implementation of Liberia s first ever National Human Rights Action Plan (NHRAP) which identifies human rights as including civil and political rights, economic, social and cultural rights and rights of vulnerable and marginalized groups including women, children and persons with disabilities and aims to improve the human rights situation in the country. The Independent National Commission on Human Rights actively engaged in the development and validation of the NHRAP ( ). The Ministry of Justice, in collaboration with the Ministry of Foreign Affairs and civil society, finalized the National Photo: UNDP Strategy on International Human Rights Obligation which is now awaiting approval by the Cabinet. The Strategy establishes coordination mechanism within government to fulfill international human rights obligation including ratification, domestication, treaty reporting and follow up on the recommendations of treaty bodies and the Universal Periodic Review recommendations. The Juvenile Justice Section of the Ministry of Justice continued the implementation of the Diversion Pilot Programme and developed the Diversion Guidelines aiming to reduce the number of children in pre and post-trial detention by providing an effective alternative to prosecution and custodial sentences. * The following four laws entered into force in May 2013: Act to Amend Chapter Four and Seven of the Judiciary Law, Act to Amend Chapter 50 of the Penal Law on Sentencing and Related matters, Act to amend Chapter 22 of the Criminal Procedure Law and the Act to amend Chapter 20 of the Criminal Procedure Law. In terms of magisterial court jurisdiction, the effect is that the circuit courts will only have original trial jurisdiction over first and second degree felonies. In terms of jury reform, Offices of Jury Management are to be set up in each of the counties, and the number of trial jurors was reduced from twelve to six. In terms of sentencing, the maximum sentence for a 1 st degree felony when not otherwise specified is ten years; 2 nd degree felony 5 years; 1 st degree misdemeanor 1 year; second degree misde- 18

19 PIC Efforts to combat sexual violence and rape of children intensified and a prevention strategy to combat violence against children was designed using communication for development (C4D) tools and methodology. Through the Joint Government and UN GBV Programme prevention and awareness on GBV was promoted. Sara communication initiative continued with a new comic book to prevent sexual abuse and improve safety and reporting. In partnership with LNP, a module on law enforcement and child safety was developed and 35 police officers from 15 counties were trained and provided with support to organize community town hall meetings in 68 districts in In 2013, 26 juvenile offenders benefitted from the Diversion Programme in Montserrado and Bong counties through individual and family counselling services as well as vocational skills training in auto mechanics, carpentry, computer science, electricity, electronics and tailoring provided by the Salvation Army Vocational Skills Training Centre. The Diversion Programme facilitated briefings with the LNP in the targeted counties and a Diversion Hotline was established to encourage LNP to contact the Diversion Program staff regarding children incarcerated for minor offenses. In regards to justice for children issues, high level commitments by the President and key government stakeholders were pronounced for realization of children s rights through a call to ratify the Optional Protocols to the Convention on the Rights of the Child (CRC) and the Hague Convention and to amend national laws, including the Adoption Law which was passed by the legislature and is awaiting the signature of the President. Moreover, a child justice unit within the formal structure of the Ministry of Justice was established. Significant strides were made to leverage resources and integrate children s issues in broader capacity building programmes, including partnerships with UNMIL and the National Human Rights Commission to monitor the rights of children deprived of liberty, and training of Public Defenders on child friendly legal aid. Joint advocacy and continued work with the Ministry of Justice, Prison Fellowship and other partners resulted in 30% reduction of pre-trial detention cases. Monitoring of the situation of children deprived of liberty in 6 counties (Montserrado, Bong, Grand Bassa, Margibi, Lofa, Nimba) and provision of legal and psychosocial support contributed to the release and reintegration of 98 children from prisons and 127 children from police custody. Photo: UNDP As part of the Liberia Peacebuilding Programme (LPP), service delivery commenced at the first regional Justice and Security Hub in Gbarnga, Bong County, providing a decentralized and holistic approach to justice service delivery and a means by which national agencies can provide effective security in preparation for UNMIL s transition. The Hub concept prioritizes the development of relationships between justice and security institutions and the communities they serve, and in this regards includes both support to civil society to extend advisory services to the community, and public outreach civic education programmes. The Justice and Security Hub in Gbarnga serves Bong, Lofa and Nimba counties. In 013, the Public Service Office conducted outreach and awareness raising about available services to citizens including the roll out of the NHRAP and deployment of Human Rights Monitors to effectively monitor the human rights situation in the target counties. The capacity of select NGOs and CSOs was been strengthened by Support for Common Ground in promotion of peacebuilding advocacy and outreach on justice and security messaging. A justice and security training manual was developed and rolled out in Hub related counties. The Gbarnga Justice and Security Hub deployed five prosecuting attorneys and three City Solicitors for service in the magisterial courts Bong, Lofa and Nimba counties. In preparation for establishing the Justice and Security Hubs 2 and 3 in Grand Gedeh and Maryland, the Bureau of Corrections and Rehabilitation (BCR) recruited 70 Corrections Officers, including 18 women for deployment in The Liberian National Police (LNP) and the Armed Forces of Liberia (AFL) initiated integration of human rights monitoring in their respective accountability mechanisms which involve the LNP Professional Standards Division, the AFL Military Law Center and the Inspector s General Office. The LNP, the Bureau for Immigration and Naturalization (BIN) and the Solicitor General rolled out a new manual record keeping system and trained 29 clerks in management of the system at the Gbarnga Justice and Security Hub. The BIN Duty Manual was designed and disseminated to BIN Officers enhancing capacity in BIN legal and administrative policy, procedure and conduct. 19

20 The capacity of corrections officers on dynamic security and use of non-lethal force was enhanced through training of 212 corrections offices, including 41 women. The BCR capacity to provide safe separation of women in prisons was strengthened through construction of separate female cellblocks in Cestos and Fishtown detention facilities in River Cess and River Gee counties. Expert advice on the review of the Drug Enforcement Act and the drafting of Drug Legislation resulted in draft DEA and Control Substances Acts strengthening preventive measures to transnational drugs trafficking. In addition, five government law enforcement agencies capacity in fighting transnational organized crime and cross border related crime was strengthened (BCE, LNP, NSA, BIN and DEA) through the establishment of a Transnational Crime Unit (TCU). Through improved interagency coordination, TCU operations resulted in the arrest of 22 offenders for a range of criminal offences namely, drugs trafficking, human trafficking/smuggling, stolen vehicles (with crossborder movements), money laundering and wild life crimes. OWG 2: Peace and National Reconciliation The implementation of the Strategic Roadmap for National Healing, Peacebuilding and Reconciliation (the Reconciliation Roadmap) resumed in earnest more than a year after it was launched, and through support provided by the Peacebuilding Fund (PBF). There was incremental and uneven progress made, constrained by limited financial resource allocation by the government, uncoordinated leadership, as well as weak institutional capacity. Efforts to popularize reconciliation as an inclusive and participatory process remain critical to secure the consensus of key constituencies such as the Legislature and Civil Society, ahead of the 2014 October scheduled midterm elections and 2017 national elections. A three-day peacebuilding and reconciliation forum was organized in April 2013 to take stock of progress, identify gaps and challenges and take practical steps to move the process forward. A key outcome was Government s commitment to provide a budgetary allocation of $3 million in its 2014/15 fiscal year to support the Reconciliation Roadmap. Seven proposals that would receive funding were consequently endorsed by the Cabinet. In an effort to empower and strengthen community conflict management structures, the President officially launched the National Palava Hut programme. On the 19 October, A national technical forum was convened in November to clarify its mandate, jurisdiction and methodology. A Project Management Unit (PMU) was established and the Independent National Commission on Human Rights (INCHR) continues to work towards the implementation of the Truth and Reconciliation Commission s (TRC) recommendation concerning the Palava Hut Programme. One of the objectives of the Palava Hut Programme is to facilitate Community-based Truth- Telling and Atonement while ensuring human rights and gender considerations are entrenched in its methodology. These issues will be part of the ethnographic study which will be conducted before the full commencement of the Palava Hut truth-telling process. To further strengthen the foundations for an effective peace infrastructure, 54 County Peace Committees were established in Nimba, Grand Gedeh and Maryland counties. 540 members who received peacebuilding and conflict resolution training have to date, resolved 189 local conflicts. Additionally, the Peace Hut is now a widelyrecognized dialogue forum for conflict resolution and platform for women s participation in community peacebuilding and security in Africa. It also serves as best practice for other conflict and post conflict countries. Through this initiative, 600 women in 16 peace huts have received basic literacy skills and now have access to savings and loans from the Central Bank. The National Youth Service Programme for Peace and Development (NYSP) focused on addressing youth capacity building and empowerment and strengthening the social service delivery in education, agriculture, health and social welfare; and youth development sectors. The fifth cohort of volunteers persons (35 % female) were recruited through a nationwide competitive process and after a 5 week induction training deployed to 12 counties across Liberia. They work in 52 public schools, 8 hospitals, 6 clinics, 17 agricultural projects and 10 youth centers. 20

21 One Programme Pillar II: Sustainable Economic Transformation 21

22 3.2 Pillar II: Sustainable Economic Transformation The One Programme Sustainable Economic Transformation Pillar strengthens natural resources management, food security, private sector development, economic governance and energy and infrastructure in Liberia. The One Programme Sustainable Economic Transformation Pillar constitutes three Outcome Working Groups: Food Security and Natural Resources Management, Energy and Infrastructure and Economic Governance and Private Sector Development. The Food Security and Natural Resources Management Outcome Working Group caters for outcome 2.1, the Energy and Infrastructure Outcome Working Group caters for outcome 2.3 and the Economic Governance and Private Sector Development Outcome Working Group caters to outcome 2.2 and 2.4. Convener Agency: WFP Participating UN Agencies: UNDP, FAO, UNWOMEN, UNIDO, UNHABITAT, ILO, UNOPS, UNFPA, UNMIL-HRPS National Pillar and Sector 2013 Outcomes National Priority Millennium Goals Economic Transformation 1.Private Sector Development 1.Macroeconomic Strengthening 3. Infrastructure 4. Agriculture and Food Security 5. Forestry 6. Mineral Development and Management Sustainable Economic Transformation Outcome 2.1: Natural Resource and Food Security: Improved sustainable natural resource utilization and food security Outcome 2.2: Private sector development: Improved equal access to sustainable livelihoods opportunities in an innovative and competitive private sector for rural and urban areas Outcome 2.3: Basic Infrastructure and Energy: Improved access to sustainable basic infrastructure Outcome 2.4: Macro-economic policy environment: Improved evidence-based policies to maintain a stable and inclusive macro-economic environment To transform the economy to meet the demands of Liberians by leveraging the FDI in mining and plantations to develop the domestic private sector; provide employment for youthful population; invest in infrastructure for economic growth; address fiscal and monetary issues for macroeconomic stability; and improve agriculture to expand the economy for rural participation and food security MDG 1: Eradicate Extreme Poverty and Hunger MDG 3: Promote Gender Equality and Empower Women MDG 7: Ensure Environmental Sustainability MDG 8: Develop a Global Partnership for Development Of the Pillar 2 69 annual Key Actions, 32% were reported to have been completed, 22% were on track, 35% constrained, 1% discontinued and 10% postponed as shown in the graph below: Pillar Progress by Key Action Completed On Track Constrained Discontinued Postponed Table 1: Progress by Key Action 22

23 3.2.1 Highlights of Key Results in 2013 and lowland farmers. Outcome Working Group 1: Food Security and Natural Resources Management Under the Joint Programme on Food Security and Nutrition, animal feeds for 8 poultry houses in Bong, Lofa and Nimba counties were provided. Inputs for the production of locally made animal feeds and technical support for feed production were also provided. In addition, three poultry houses were constructed in Lofa and stocked with 4,200 chicks (3,000 broilers and 1,200 layers). Farmers were provided training on management of poultry house and the production of locally made feeds. 19 Farmer groups benefitted from the Purchase for Progress initiative (P4P) improving processing, storage and marketing of agricultural produce. Agro-processing facilities and equipment were also provided to farmer groups that are linked to the P4P initiatives. The actions were designed to improve Liberia s smallholder farmers access to profitable markets for staple food commodities, strengthen capacity in value additive processing and increase farm incomes and productivity, through direct contracting of smallholder farmer organizations to supply their surplus rice produce for the school feeding programme. During the reporting period, 20 smallholder farmer organizations were contracted to supply 700 MT of paddy (100% of planned target). As of December 2013, a total of 730 metric tons of paddy were supplied by the target groups resulting in the payment of US $321,200 to the 500 smallholder farmers that contributed to the supply stock. Women comprised 53% of the individual farmers that contributed to the stocks and accounted for 41% of the total stock supplied by the target farmer organizations. The action also included improving access of 8 farmer organizations to high quality rice milling machines, parboiling equipment, winnowers and threshers. These groups were awarded contracts to process 730 metric tons of paddy into milled parboiled rice for total fees of US $65,700. Through procurement of local staple food commodities directly from smallholder farmer organizations, the actions contributed to improving household incomes and the local economy. Additionally, with the improved incomes, targeted households invested in personal housing, health care, education of the children and agricultural inputs. Training on the rehabilitation of lowland and inputs including certified local rice seeds, pest management supplies and hand tools was conducted for 1,500 lowland farm families in Nimba, Grand Gedeh and Maryland counties. Crop production support including vegetable seeds, certified rice, hand tools and pest management supplies were also provided to 4,000 Ivorian refugees and host families in the same counties, targeting both upland The Forest and Farm Facility (FFF) project conducted 28 consultative meetings in 28 communities to create awareness on the importance and establishment of forest producer organizations in Liberia. An assessment of 115 farmers groups was conducted. 80 groups out of the 115 met the criteria and were selected and formed into 12 clusters. Representatives from the 12 clusters participated in the Training of Trainers workshops in areas of farmer Field School methodology and approaches, value addition, improved production practices, methods of linking farmers to banks and agrobusiness training. The cluster representatives were trained on the use of the Who Does What Where (WDWW), a tool used to coordinate the agriculture sector nationwide. The Bureau of National Fisheries (BNF) and Ministry of Agriculture supported fishermen in Grand Bassa County in establishing 11 Fishery Based Organizations (FBOs) in 13 fishing communities and conducted a market survey to identify high value markets to be linked to the use of promotional materials for the sales of community fish products. A draft Aquaculture Policy and Strategy was developed, based on extensive county, regional and national consultations bringing together representatives from the FBOs as well as then Ministry of Agriculture. Productive safety nets with focus on smallholder youth and women farmers expanded in selected target areas aimed at increasing incomes of youth and women from poor smallholder farmer households in the short-term through their participation in cash for work schemes while assisting them to create productive agricultural assets and infrastructure for sustained livelihood security in the long-term. During the reporting period, a total of US $ 145,000 was delivered as cash wages to 1,660 youth including 574 women for participating in the development and rehabilitation of lowland rice fields, small-scale irrigations structures and farm to market roads. The youth and women reported using their cash for asset wages to buy food for household consumption, pay school fees, medical bills, meet other social needs and investing in petty trade and farming. PIC Photo: WFP 23

24 As a result of the cash for asset assistance, target beneficiaries rehabilitated a total of 150 hectares of lowland rice fields, 22 small-scale irrigation/water control systems and 50 kilometers of farm to market roads in Lofa and Nimba counties. The small-scale irrigation and water management structures constructed are already having positive impact on agricultural production in the target communities. The households that were allocated plots of the rehabilitated lowland rice fields realized significant increase in yield by almost twice the initial value (1.5 metric ton per hectare at end of the 2013 cropping season. Approximately 42% of those households were able to produce two crops of rice from the lowland plots due to the development of water management infrastructure. Similarly, the 6 communities partnering with the UN in the farm-to-market road rehabilitation expressed appreciation as they have access that has facilitated the transportation of their agricultural produce to markets. PIC were previously vulnerable to seasonal food insecurity, especially during the pre-harvest or hunger season. In order to enhance public and community level institutions' capacity to coordinate delivery and monitoring of food security programmes, the UN continued to strengthen the capacity of the Government in Food Security and Nutrition Monitoring System focusing on three elements for providing information: early warning; trend monitoring of outcomes at national and sub-national levels; and monitoring and evaluation of the Agenda for Transformation and the Food Security and Nutrition Strategy that track the deliverables including outcome indicators. Outcome Working Group 2: Energy and Infrastructure During the reporting period, the UN, in partnership with the Ministry of Gender and Development of Liberia trained eight rural women from four communities (Bambala, Bahr Town, Jauh Town, and Salayea) in four counties (Grand Cape Mount, Rural Montserrado, Grand Bassa and Lofa) at the Barefoot College in India in the maintenance and installation of solar lighting system in their communities and those adjacent. This invention was an initial effort in mainstreaming gender into the energy sector and at the same time providing security for women and young children within the targeted communities. It also helped to improve the well-being of the women using clean and environmentally friendly energy. As part of the productive safety nets intervention, 8 women group-managed Community Grain Reserves (CGRs) were established in Bomi, Gbarpolu and Grand Kru counties. This action involved construction and rehabilitation of warehouses to store grain (rice); training of women in CGR management, book keeping, postharvest processing, governance and entrepreneurship; providing rice processing machinery (rice mills, threshers and parboiling equipment); and provision of an initial stock of 30 metric tons of rice grains. The CGR operates as a Grain Bank from which community members can access grain on loan during times of grain scarcity, and repay in cash or in kind during harvest. Primary beneficiaries of the CGR were the 1400 women who are members of the target women groups. During the reporting period, the 8 CGRs distributed 240 metric tons of milled rice as loan to community members. As of December 2013, about 60 percent of the grain loans have been repaid. The CGR contributed to improve food security in the target communities and households that Photo: WFP In an effort to strengthen urban planning, the UN supported the Land Commission conduct an urban land inventory in Gbarnga, Bong County. The urban land inventory produced a GIS-based base map for Gbarnga including information on the main physical features of the town as well as urban land use, infrastructure and access to basic services. The UN provided support to the National Housing Agency (NHA) in completion of a national housing profile based on surveys conducted in Monrovia, Gbarnga and Zwedru. The profile outlines the housing situation in urban areas and sets out the framework for the formulation of a national housing policy. 24

25 Outcome Working Group 3: Economic Governance and Private Sector Development In the Agenda for Transformation, the Government of Liberia recognizes the private sector as the engine of growth and has embarked on a number of policy initiatives to revive the private sector including the formulation of an export strategy, an industrial policy, a trade policy as well as a Medium, Small Multi-lateral Enterprise (MSME) policy, among others. In the context of the One Programme, the focus was on, the creation of an enabling environment for inclusive and sustainable private sector development; strengthening the capacity of local entrepreneurs for improved productivity and competitiveness and; support to the effective governance of the natural resource management including the extractive sector, enabling stimulation of the country s growth and development in an inclusive manner. Photo: UNDP registered and trained in agro-business in general, and for local farmers, in greater understanding of value-chain in the Cassava sector. The UN also organized a business linkage event through support to CAADP investment facilitation platform, bringing together large investors and small companies and providing business incubation trainings to selected SMEs. In an effort to leverage procurement and support effort toward a local content policy, the UN supported two studies in this area. Photo: WFP The UN supported a training of 24 Ministry of Public Works (MoPW) staff and 30 Small Scale Contractors in Labor Based Methods. The training included a component of learning exchange with learning centers in Ghana and Italy. Further training was extended to 47 Community Based Organizations (CBOs) in the South Eastern region of Liberia, a training that has provided easier access to markets for agriculture produce given the improved road conditions. As a result of this training, the communities have rehabilitated and are maintaining 243 kilometer of roads through the leadership of a number of select CBOs. Coordinated support was provided to 5 nationwide consultations resulting in the development of a structural and strategic framework for private sector development in Liberia. In addition, a business development platform was established through which 15 local businesses were 25

26 One Programme Pillar III: Human Development 26

27 3.3 Pillar III: Human Development The One Programme Human Development Pillar provides critical interventions in the areas health, nutrition, HIV/AIDs, education, social protection, WASH and social welfare in Liberia. The One Programme Human Development Pillar constitutes five Outcome Working Groups: Health, Nutrition and HIV/AIDS, Education, Social Protection, WASH and Social Welfare. The Health, Nutrition and HIV/AIDS Outcome Working Group caters for outcome 3.1 and 3.6, the Education Outcome Working Group accounts for outcome 3.2, the Social Protection Outcome Working Group accounts for outcome 3.4, the WASH Outcome Working Group accounts for outcome 3.5 and the Social Welfare Outcome Working Group accounts for outcome 3.3. Convener Agency: UNICEF Participating UN Agencies: UNFPA, UNAIDS, WHO, ILO, WFP, IOM, UNESCO, UNWOMEN, UNDP, UNMIL-HRPS, World Bank National Pillar and Sector Human Development 1. Education 2. Health and Social Welfare 3. Social Protection 4. Water and Sanitation 2013 Outcomes National Priority Millennium Goals Human Development Outcome 3.1: Health and Nutrition: The population has increased access to and utilization of equitable, affordable, and quality health and nutrition services Outcome 3.2: Education: School-aged girls and boys and youth have increased access to quality inclusive ECD, Basic, Post-Basic and Alternative basic Education, especially in counties with education indicators below the national average To improve quality of life by investing in: quality education; affordable and accessible quality health care; social protection for vulnerable citizens; and equitable access to environmentally friendly water and sanitation services MDG 1: Eradicate Extreme Poverty and Hunger MDG 2: Achieve Universal Primary Education MDG 3: Promote Gender Equality and Empower Women MDG 4: Reduce Child Mortality Outcome 3.3: Social Welfare: Social welfare systems and services are improved and utilized, especially by the most vulnerable groups and individuals Outcome 3.4: Social Protection: Vulnerable households and groups benefit from appropriate social protection services and systems Outcome 3.5: Water, Sanitation & Hygiene: Population has increased utilization of safe water and practice safe sanitation and hygiene in underserved areas MDG 5: Improve Maternal Health MDG 6: Combat HIV and AIDS, Malaria and Other Diseases MDG 7: Ensure Environmental Sustainability Outcome 3.6: HIV-AIDS: Scaled up access to and utilization of HIV Prevention, treatment, care and support services Of the Pillar 3 96 annual Key Actions, 45% were reported to have been completed, 39% were on track, 15% constrained and 1% postponed as shown in the graph below: Pillar Progress by Key Action Completed On Track Constrained Discontinued Postponed Table 1: Progress by Key Action 27

28 3.3.1 Highlights of Key Results in 2013 Outcome Working Group 1: Health, Nutrition and HIV/ AIDS In an effort to strengthen health care service provision in Liberia, emergency obstetric and newborn care was enhanced in seven counties through providing 16 health facilities with essential drugs, equipment and supplies. 112 midlevel health workers benefitted from capacity building initiatives in emergency obstetric and newborn care and home based maternal, newborn and child health care training was provided in Grand Gedeh and Maryland counties. The national multi-sectoral NCD Policy and Plan was drafted with the objective of improving the policy response to non-communicable diseases (NCD). In regards to child health, child survival efforts were strengthened nationwide, involving skilled health workers service provision in Integrated Management of Neonatal and Childhood Illnesses (IMNCI). Three nationwide integrated immunization campaigns were conducted which resulted in polio vaccination rates of 95%. Increased access to adolescent-friendly sexual and reproductive health services was provided through 13 youth centers in Montserrado, Cape Mount, Grand Bassa, Bong, Gbarpolu and Margibi counties. 86,776 adolescents and youth benefited from Adolescent Sexual and Reproductive Health (ASRH) services at the 13 youth centers in the aforementioned counties. Continuous temperature monitoring devices (fridge tags and multi-logs) have been installed in the cold chain systems at national, county and facility levels to strengthen vaccine management and safety in the country. Community support structures for community based interventions, Community Health Committees and Community Health Development Committees, were established following training of 3,910 elected members in 759 communities in Maryland, Grand Gedeh, Sinoe and River Gee counties. Training of general Community Health Volunteers (gchvs) and supervisors to provide promotional, preventive and curative services through Integrated Community Case Management (iccm) was completed in Maryland. 130 gchvs are currently rendering services in their catchment communities, and training is ongoing for 415 gchvs in Grand Gedeh, River Gee and Sinoe counties. Essential drugs and supplies for the iccm program were supplied for the first 6 months of implementation. Towards strengthening nutrition services, in health workers and gchvs in eight counties were trained in Essential Nutrition Actions (ENA). 12 counties with 12 In Patient Treatment and 44 Out Patient Treatment sites established making treatment of severe acute malnutrition services accessible. Nutrition surveillance in six counties was strengthened through weekly community outreach activities. The Nutrition Behavior Change Communication (BCC) Plan was developed in an effort to strengthen public awareness and education on infant and young child feeding and the Infant and Young Child Feeding National Strategy was drafted Pregnant and Lactating Women (PLW) received food assistance to prevent stunting in target counties of which 84% recovered from malnutrition children from 6-59 months old were treated for moderate acute malnutrition, also with a recovery rate of 84%. Support was provided towards strengthening the HIV/ AIDS legal and policy framework, the response and advocacy strategies.the HIV Law was disseminated to key government and UN stakeholders and a platform for the HIV and Human Rights established by the National Aids Commission for MDAs and the Private Sector. Access and utilization of Prevention of Mother to Child Transmission (PMTCT) services by pregnant women was Photo: UNICEF enhanced by supporting the training of 150 mid-level health professionals (nurses, midwives, physician assistants, laboratory technicians) to provide integrated HIV and Maternal and Newborn Child Health (MNCH) services. 8 counselors and health workers were trained to provide psychosocial support for Orphans and Vulnerable Children (OVC) and their caregivers. 421 orphans comprising children infected and affected by AIDS (CABA) and their care givers received psychosocial support in six counties adolescents in Grand Gedeh, Montserrado, and Gbarpolu counties were reached with HIV, SRH, and life skills education. A refresher Training of Trainers for 20 Security Officers and 274 AFL, 96 LPN, 75 inmates and 75 prison officers as well as 150 immigration officers was conducted on the subject of HIV and AIDS awareness and knowledge in peacekeeping operations. Moreover, 32 Persons Living with HIV (PLHIV) have undertaken 28

29 training as peer buddy counselors for the purpose of promoting adherence to treatment and providing palliative and home based care. The capacity of PLHIV to conduct stigma index, carry out community sensitization and access Global Fund grants was further strengthened. The National Aids Commission (NAC) conducted IBBSS, NASA, Cohort Studies, Stigma Index, and Investment Case for the national AIDS response. Moreover, NAC has developed an HIV workplace policy for 8 government ministries and 2 agencies and conducted trainings on multisectorial HIV response to forty county and local authorities in Buchanan, Grand Bassa County. In regards to advocacy and outreach, HIV/AIDS awareness messages were widely disseminated reaching approximately 96% of target population (19,214 persons, mainly youth and adolescents) with particular emphasis in the emergency affected counties. Stop AIDS in collaboration with Human Right Watch conducted a situation analysis of lesbians, gays, bisexuals, transgender and intersect (LGBTI) in Liberia. Outcome Working Group 2: Education In the education sector, there was progress in the areas of legal and policy reform. The Revised National Girls' Education Policy and the National School Feeding Policy was launched. The Teachers Code of Conduct was prepared for validation and the draft Civic Education curriculum (Grade 1-12), Early Childhood Development (ECD), Accelerated Learning Program (ALP) and Alternative Basic Education (ABE) were finalized. Education sector coordination under the Global Partnership for Education ensured timely and constructive communication between government stakeholders, donor agencies and the NGOs network forum for Education, leading to the formulation of a three-year Operational Plan The Operational Plan addresses key issues affecting access to education, learning achievement as well as education sector governance. The quality of education services was enhanced through extensive sector coordination and upstream advocacy efforts, implementation of the school construction program, and the introduction of after-school academic tutorials targeting at-risk adolescent girls and boys in addition to a number of initiatives on Adult Literacy. In six selected counties, 300 teachers and caregivers were trained in using the revised Early Childhood Development, Alternative Learning Programme and Alternative Basic Education curricula that address social cohesion concepts such as trust, confidence, tolerance, and respect. Teaching and Learning materials were reproduced and procured. The learning environment for 11,400 students and 300 teachers was improved with the construction of 20 new schools and rehabilitation of 40 schools in 11 counties children out of school were redirected to Alternative Education through ALP and ABE methodology. Another 50 public primary schools in 10 counties established school gardens; however the delivery of take home ratios to reach 8,000 girls from grade 4-6 was hampered by a pipeline break and problem of accessibility of schools that meet the WFP target criteria. The national assessment of TVET institutions was conducted in 11 counties. CEOs and DEOs in 88 Education Districts were trained in data collection and analysis. Outcome Working Group 3: Social Protection In 2013, the UN strengthened the government capacity to coordinate and deliver social protection services through a systematic promotion and gradual transition towards national ownership of the school feeding programme. The UN supports the Ministry of Education monitoring and reporting responsibilities through the provision of logistical and technical support for effective monitoring, reporting and eventual management of the school feeding programme. This capacity development support covers* the provision of motorbikes, computers and trainings for government staff and community/pta members. The UN also trained 597 MOE staff in school feeding programme management and 750 Parents, Teachers Association (PTA). Outcome Working Group 4: WASH Water supply, sanitation and hygiene promotion results covering around 200 communities (50,000 people) in urban Monrovia and in Grand Cape Mount, Nimba, Grand Gedeh, River Gee, Grand Kru and Maryland were achieved, including construction of 3 boreholes and construction and rehabilitation of 60 hand dug wells, upgrading of 3 water kiosks and 54 hygiene promotion campaigns conducted. The target communities were identified using water point mapping data, whereby the most vulnerable beneficiaries were selected to ensure equity. Improvement of sanitation in rural areas was achieved through the Community Led Total Sanitation (CLTS) approach, whereby 125 rural communities (30,750 people) were triggered in Grand Cape Mount, Grand Gedeh, River Gee, Grand Kru, encouraging households to build their own latrines. In Monrovia s informal settlements, 32 public latrine cubicles have been constructed, covering 1,280 people. * In 2013, WFP continued maintenance (by servicing and fueling) of 5 cars, 27 motorbikes, 12 generators and 12 desktop computers that were previously loaned (in the case cars and motorbikes) and donated (in the case of generators and computers) to the MOE to support school feeding activities. MOE Monitoring and Evaluation Officers in all the counties, except Gbarpolu, loaned additional 14 motorbikes to the MOE for use. 29

30 WASH results in schools include 129 schools which benefitted from construction and rehabilitation of 21 Hand Dug Wells (HDWs), construction and upgrading of 168 latrine cubicles, construction of 8 boreholes, construction and repair of 81 hand washing facilities and establishment and training of 52 School Health Clubs in Monrovia, Nimba, River Gee, Grand Gedeh, Grand Kru and Maryland. Separate latrines for boys and girls were provided. Visual Aid/Flash Card on Water, Sanitation and Hygiene for school children, a guide book for teachers (on the same) and posters were distributed to schools in the 6 counties and in Monrovia. WASH support was further provided to 25 health facilities in River Gee, Grand Gedeh, Maryland and Nimba by drilling 18 boreholes and 2 hand dug wells, construction and rehabilitation of 15 latrine cubicles and conducting 25 hygiene promotion sessions. County Health Teams played a major role in identifying the health facilities for the WASH support. In regards to community outreach and advocacy, development and pretesting of radio jingles, video clips, posters and radio drama on hand-washing, ODF and safe drinking water was conducted. The radio messages are aired on stations covering over 1.2 million people nationwide. The Ministry of Public Works revised the Executive Order for the formation of the Water Board. The Ministry of Lands, Mines and Energy was supported through the recruitment of 2 interim staff for the Water Supply and Sanitation Commission (WSSC) National Secretariat. WSP provided support to Liberia Water and Sewer Corporation (LWSC) to connect potential customers in urban poor communities in Monrovia to the piped water supply network. LWSC provided 2 high lift pumps to improve the urban water supply service delivery. LWSC mapped out 15,842 customers in Paynesville and additional 75 potential customers who expressed interest during data collection. WSP is currently supporting LWSC to develop a standard engineering guideline for connections. As part of building the capacity of MPW and LWSC to be able to negotiate for funds from the government, WSP hired a local consultant, who provided Technical Assistance to MPW, LWSC and MOF to develop MTEF projects for government funding. MTEF projects have now been developed for MPW and LWSC. In 2013, the World Bank/WSP supported LWSC to assess and develop a corporate audit report by hiring a U.S. based consultancy firm. They also supported the development of WASH Sector Investment Plan (SIP) that was launched in February Outcome Working Group 5: Social Welfare In 2013, the social welfare system was strengthened by upgrading and equipping facilities for service provision, such as one-stop facilities for SGBV, building community and national social welfare systems including the Children s welfare committees (CWCs) and the networks of PIC Photo: UNICEF males, media, religious and traditional leaders on SGBV, conducting assessments for instance in birth registration systems, by strengthening the capacity of workforce through training, and by supporting the expansion and decentralization of service provision. In particular, 3,600 children living in institutions had their status reviewed at least once in Birth registration was conducted across all counties in Liberia resulting in the registration of 112,226 children (57, 145 boys and 55, 081 girls). To strengthen birth registration, the Bureau of Vital Statistics was supported to collect, analyze and report on birth registration data and conducted an assessment on birth registration and vital statistics. 140 additional community based protection and violence prevention structures were established in 8 counties and 320 additional child welfare committees were established bringing the total number of child welfare committees to 474. Under the auspices of the SGBV Joint Programme, three SGBV One-Stop facilities were upgraded and equipped to provide holistic care to survivors. Four Networks of Males, media, religious and traditional leaders to prevent and respond to SGBV and harmful practices were established and Community Networks of male and community leaders established and trained to implement outreach and awareness sessions in two communities in Montserrado County. 30

31 One Programme Pillar IV: Inclusive Governance and Public Institutions 31

32 3.4 Pillar IV: Inclusive Governance and Public Institutions come Working Group: Governance and Public Sector Reform which cater for outcome as illustrated in the table below. The One Programme Inclusive Governance and Public Institutions Pillar strengthens governance institutions, constitutional and legal reform, natural resources management, public sector institutions and civil service reform in Liberia. The One Programme Inclusive Governance and Public Institutions Pillar constitutes one Out Convener Agency: UNDP Participating UN Agencies: WFP, UNHCR, UNESCO, UN- OPS, UNWOMEN, UNODC, UNMIL-HRPS National Pillar and Sector Governance and Public Institutions 1. Political Governance 2. Public Sector Modernization and Reform 3. Economic Governance 2013 Outcomes National Priority Millennium Goals Inclusive Governance and Public Institutions Outcome 4.1: Strengthening Key Governance Institutions: By 2017 Liberia has governance institutions equipped with inclusive systems to perform effectively Outcome 4.2: Constitutional and Legal Reform: By 2017, a review of the Constitution is completed with a framework that guarantees democratic governance and equal rights of all citizens Outcome 4.3: Natural Resources Management: By 2017, Liberia has an effective and efficient natural resource management framework enabling transparent, accountable and equitable distribution of economic benefits and protection of rights of all Outcome 4.4: Public Sector Institutions and Civil Service Reform: By 2017, Liberia has an improved and decentralized public sector and civil service providing fair and accountable basic services to people To build and operate efficient and effective institutions and systems, in partnership with the citizens, that will promote and uphold democratic governance, accountability, justice for all and that will strengthen peace MDG 1: Eradicate Extreme Poverty and Hunger MDG 2: Achieve Universal Primary Education MDG 3: Promote Gender Equality and Empower Women MDG 4: Reduce Child Mortality MDG 5: Improve Maternal Health MDG 6: Combat HIV and AIDS, Malaria and Other Diseases MDG 7: Ensure Environmental Sustainability MDG 8: Develop a Global Partnership for Development Of the Pillar 4 64 annual Key Actions, 14% were reported to have been completed, 56% were on track, 19% constrained, 6% discontinued and 5% postponed as shown in the graph below: Pillar Progress by Key Action Completed On Track Constrained Discontinued Postponed Table 1: Progress by Key Action 32

33 3.4.1 Highlights of Key Results in 2013 Outcome Working Group 1: Governance and Public Sector Reform A 5 year Decentralization Support Programme was designed to support the roll-out of decentralization interventions that will see local government structure rationalized and functions for service delivery and citizen participation devolved at the local level. A Liberia Decentralization Support Programme Secretariat was established to coordinate implementation of decentralization interventions. In 2013, the Secretariat conducted a baseline survey with 1500 respondents to gauge citizen s awareness of the decentralization process. The baseline survey revealed that 53% of the respondents were aware of the decentralization process; with only 29% aware of the Local Government Act. As a result, a major campaign to sensitize citizens on the Local Government Bill was launched including political parties, county officials and the Legislature. Specific inputs were solicited from women political leaders on a gender sensitive approach to decentralization resulting in a strategy for enhanced women's participation in the decentralization process. Moreover, support was provided to drafting the Local Government Act, scheduled to be submitted to the Legislature in In an effort to strengthen the electoral management system that enables participation of key stakeholders, a new Board of the National Elections Commission was launched in The Board embarked on major institutional review and an internal change management exercise through the adoption of an administrative manual complete with policies and procedures on human resources, finance, procurement, and warehousing and assets management. The change management exercise has resulted in a competitive and merit based recruitment process strengthening NEC s human resource base. Moreover, an improved asset management system has curbed losses of election materials and assets the result of which is that the NEC has in stock at least 60% of the materials it needs for the 2014 midterm senatorial election with huge potential savings in procurement of additional materials. Support was provide to facilitate dialogue and engagement of NEC with its key stakeholders, including political parties and the Legislature. This resulted in the finalization and endorsement of an Electoral Reform Bill covering key components of organizational structure and appointments, voter registration, a dispute resolution mechanism and electoral offenses. As a result of strengthened engagement, 29 of 31 registered political parties participated in the NEC Inter Party Consultative Committee in strengthened the enforcement of its mandate through the launch of a verification exercise of declared assets of public officials and published the results. While the pace of investigation and prosecution of corruption cases remain low, support was provided to the establishment of a collaborative framework which clearly defines roles, responsibilities and coordination mechanism to facilitate the investigation and prosecution of cases nationwide. In light of the Liberia s self-assessment under the UNCAC internal review mechanism in 2014, capacity building of 34 CSOs and government representative on UNCAC s mandate, the AU and ECOWAS legal instruments concerning anti-corruption was undertaken in An Alternative Dispute Resolution (ADR) system for land PIC Photo: UNDP disputes in Liberia was designed by the Liberia Land Commission to coordinate traditional and community structures as well as Government structures already working in the provision of land dispute resolution services. The coordination is done through Liberia s new Land Coordination Centres (LCCs) that work with traditional authorities, Government-appointed local officials, the Judiciary, and also women and youth leaders to improve alternative dispute resolution skills, and ensure inclusiveness in dispute resolution. The five pilot LCCs established in Gbarnga (Bong), Harper (Maryland), Kakata (Marghibi), Ganta (Nimba) and Zorzor (Lofa) have assisted disputants avoid resorting to violence over land disputes, restore relationships and reinforce peaceful coexistence in the non-homogenous communities through mediation. The mediation approach has proven to be efficient, reliable and cost-effective. There is open communication which facilitates fair and timely resolution, and outcomes are mutually agreed. Disputing parties maintain (or re-establish) relationships once a dispute is settled. LCCs undertake intensive outreach efforts to promote their services as a portal where people can bring their disputes to find the dispute resolver best suited to their needs. LCC staff also accompany mediators on the job, providing documentation services as well as technical assistance. The Liberian Anti-Corruption Commission (LACC) has 33

34 Community mediation committees were established in the five pilot counties. The committees comprise a traditional leader as well as women and youth representatives. By including traditional leaders, traditional structures (to which the majority of Liberians prefer to turn to) have been strengthened after losing efficacy, respect during the period of conflict. Crucially, it has proven possible to alter traditional land dispute resolution structures to include women and youth, while preserving or even reinvigorating their traditional authority. Disputants in Liberia report that they far prefer mediated outcomes to judicial or arbitrated solutions, as the latter two end up with winners and losers and do not restore relationships. 273 (209 men and 64 women) mediators have been trained under the LCCs. Out of 239 cases referred to the LCCs in 2013, 27 have been resolved. Recognizing the limited institutional capacity of the government in Emergency Preparedness and Response (EPR), the UN, through the Ministry of Internal Affairs initiated dialogue to develop a broad framework for disaster risk reduction (DRR) with specific focus on risk identification, emergency and crisis response, coordination and management. The EPR capacity development agenda is being articulated around institutional, policy and direct operational capacity development within the National Disaster Relief Commission of the Ministry of Internal Affairs. The UN, in partnership with World Bank, the European Union - African Caribbean Pacific Countries Global Fund for Disaster Risk Reduction (ACP/EU-GFDRR), select CSOs, have identified information requirement, sources of information and developed tools and conducted a baseline survey as well as capacity-wide assessment for disaster risk management services. Additionally, support was provided to the government for strengthening the capacity of national and county level DRM structures in the country. At the national level, both steering and technical committees were established. 34

35 3.5 Operating as One The Operations Management Team (OMT), achieved the following results in 2013: Business Operations Strategy (BoS): The formulation of the BoS was the central OMT focus in As a programming framework, the BoS will provide the strategic and coherent platform for rolling out activities under common procurement, common ICT, HACT, One House and Common Human Resources The BoS has an overall strategic goal of adequately preparing UNCT for the eventual UNMIL drawdown in the next 4 years. Procurement: A common LTA was adopted for travel and is expected to begin to yield tangible savings in Efforts also commenced in 2013 for the establishment of an LTA on joint fuel supply and security. HACT: In 2013, OMT consulted the HACT macroassessment to establish the current capacity level of the Public Financial Management (PFM) system including structure, institutions and processes. A comparative analysis was also conducted with the results of the World Bank led Public Expenditure and Financial Accountability (PEFA) Assessment. The general outcome of the process revealed that the fiduciary environment is risky and that adoption of HACT must be done in phased approach. In 2012, however, 28 implementing partners (Government Ministries and Agencies) were assessed (13 common UN partners and 15 UNDP specific partners). Individual ratings were provided. But the general rating indicates that at least 36% are low risk, 43% moderate risk, 14% significant risk and 7% high risk respectively. Results of the assessments were validated in 2013 with a call from IPs toward increased capacity development. In response to this call, one joint UN and Government HACT technical Training of Trainers workshop was held in 2013 training 35 UN and Government staff. Furthermore, 30 UN staff from 12 UN Agencies were also trained toward the application of HACT in the field. ICT: In 2013, a plan proposing a shift to a single VSAT subscriber using UNMIL infrastructure was proposed with the opportunity to provide higher Internet bandwidth at lower cost enabling agencies to efficiently perform their duties resulting in improved operational efficiency and programme delivery. The project paved the way for the establishment of a One UN ICT initiative supporting DaO in Liberia strengthening UNCT and UNMIL ICT coordination and planning. As a result, internet capacity has improved and costs have been reduced by 50%. Human Resources: In 2013, a common recruitment/ vacancies portal was established on the One UN website in an effort to improve access to recruitment opportunities within the UN system in Liberia. A Standard Operating Procedure (SOP) for recruitment and testing of UN drivers was also endorsed. Moreover, development of a standard UN induction package for new staff members was initiated. One House/Common Premises: A One House Task Force was established in 2013 and mandated to develop a One House Proposal for Liberia. Initially, data collection of office space needs and existing UN offices expenditure was collected which provided the basis for exploring options for a One House. 3.6 Communicating as One The United Nations Communications Group (UNCG) strengthened the aspect of Communicating as One by building on progress in previous years through the development and implementation of a Joint Work plan. In keeping with the Joint Work plan, the UNCG jointly organized an event marking the tenth anniversary of the peace accord in Liberia with a strong focus on progress made by the Government and people of Liberia in the decade since the end of the conflict, while 10,000 stickers promoting peace were printed and distributed widely. United Nations Day was organized as a public event held at Monrovia s largest football stadium, where the work of all UN entities was showcased through interactive exhibits. Several hundred children and members of the public attended the event. Smaller events were held across the country. Communications Group members worked together to support programming efforts related to a polio vaccination week, and helped develop messaging for an antirape campaign. Communications Officers were responsible for coordinating messaging and identifying the usage of appropriate tools, including UNMIL Radio, to disseminate messages on vaccination week. For the anti-rape campaign, UNCG members worked with Programme Officers to identify appropriate messages, and develop tools such as posters and public service announcements for radio. UNCG also took measures to improve internal communications by collating and sharing media summaries, reports, media releases and other information within the United Nations system, and establishing an online web-portal for documents. Information Sheets that reflect the work of each UN Agency were developed and shared with donors and visiting missions, and efforts were made to ensure the use of the One UN logo and adherence to presentation and document formats. The UNCG was also responsible for promoting the work of the UN to external audiences through websites, social media accounts, YouTube, radio programmes, and the UN Focus newsletter, a quarterly publication that reflects the work of the entire UN in Liberia and is widely distributed 35

36 UN entities also collaborated on developing briefing notes and background material for senior management, and providing information related to specific international media requests. Reflecting the One UN theme, UNCG developed a One UN greeting card for 2013 and calendar for

37 4.1 Financial Delivery Each UN Pillar is required to report on their expenditure as part of the Annual Review of the AWPs These figures are provisional. The data has not been certified by the agencies headquarters. According to provisional expenditure reporting, the initial delays in start-up experienced in the first year of One Programme implementation has resulted in a financial delivery rate of 48 % against the One Programme 2013 budget. Graph 1 shows the overall 2013 One Programme budget to expenditure ratio. Graph 1: Budget to expenditure ratio 2013 Core Non core One Fund Total Planned Budget 2013 $12,875, $97,417, $15,528, $125,821, Expenditure 2013 $12,845, $47,320, $0.00 $60,166, % Delivery 99.70% 48.60% 0% 47.80% 37

38 Graph 2 demonstrates 2013 budget to expenditure ratio across the 11 Outcome Working Groups of the 4 One Programme UN Pillars. It is anticipated that programme delivery will accelerate in 2014 as planning and reporting systems and processes are firmed up and harmonized across the One Programme Pillars. Graph 2: Pillar budget to expenditure ratio 2013 OWG 1: Justice Security and Rule of Law OWG 2: Peace and National Reconciliation OWG 3: Food Security and Natural Resource Management OWG 4: Energy and Infrastructure OWG 5: Economic Governance and Private Sector Development OWG 6: Health, Nutrition and HIV/ AIDS OWG 7: Education OWG 8: Social Protection OWG 9: WASH OWG 10: Social Welfare OWG 11: Governance, Public Sector Reform Planned Budget 2013 $15,418,360 $2,430,000 $17,089,500 $3,955,040 $6,169,000 $24,613,036 $11,642,956 $903,000 $14,058,300 $12,555,129 $16,986,753 Expenditure 2013 $6,988,646 $2,268,000 $5,432,553 $2,049,216 $3,048,963 $10,196,371 $6,878,330 $921,939 $7,543,000 $8,132,179 $6,707,377 % Delivery 45% 93% 32% 52% 49% 41% 59% 102% 54% 65% 39% Pillar 1: Peace, Security and Rule of Law Pillar 2: Sustainable Economic Transformation Pillar 3: Human Development Pillar 4: Inclusive Governance and Public Institutions 38

39 5.0 Constraints and Challenges: The Response There were challenges that influenced the effective and efficient delivery of planned results under the One Programme in The following are specific remedial actions undertaken and/or planned for the remainder of the One Programme to address these concerns. Sector specific constraints are addressed by the UN Pillars through specific initiatives defined in the 2014 Annual Work Plans. 5.1 UN/Internal Prioritization and Renewed Focus on Resource Mobilization by the UN A primary constraint acknowledged across the UN Pillars of the One Programme relates to availability of funds, both core and non-core, in light of the current global economic climate. In order to improve delivery rates across the UN Pillar Groups, agencies have prioritized 2014 results areas and cost reduction where possible to maximize the utility of funds available. Moreover, in an effort to strengthen delivery of One Programme results, UNCT endorsed a joint Resource Mobilization Strategy in 2013 which is expected to be rolled out with an accompanying Action Plan in The joint Resource Mobilization Strategy and accompanying Action Plan will enable the understanding of the UN s funding needs and priorities within each Pillar, supported by regular mappings of the Development Partner environment (including non-traditional actors) for targeted, effective resource mobilization. Acknowledge UN Staff Contributions to DaO processes Related to the effective functioning of the UN Pillar Groups and Outcome Working Groups, is the challenge of consistent and quality contributions from UN agency staff. Variance in staff capacity and commitment the latter adversely affected by perceived competing agency priorities resulted in an over-reliance upon a few key individuals to fulfil principal Pillar and Outcome Working Group functions. In an effort to strengthen staff commitment and contribution to One Programme structures and processes, it is encouraged that DaO results are fully integrated into relevant UN Agency staff s performance assessments. On a related note, UNCT has renewed pledges to ensure their staff fully commit and contribute to the delivery of One Programme results as determined by their capacities and agency portfolios. Maximise UN Pillar Group and Outcome Working Group Synergies Given the current Division of Labour established through the One Programme, that provides for agency accountability at key action level, programme staff often found it challenging to identify areas of synergy or secure collaborative partnerships to generate the value addition promised by DaO. Notwithstanding, agencies are increasingly finding ways to work together on a range of issues, as referenced in the key programme results. In addition to these, a range of inter-agency processes which support or augment programme planned results have been introduced, such as: joint advocacy, joint monitoring and reporting, joint ICT and HR services and joint resource mobilisation. As UN Liberia goes forward, communication products will include such examples of collaboration to further highlight how DaO is building productive results for heightened impact and reduced costs. 5.2 Government/External Support Government in Addressing Capacity Gaps A major factor impeding effective delivery under the One Programme lay in capacity shortfalls within the Government of Liberia.. MDAs and LGAs suffer from an insufficient quantity of trained and experienced personnel capable of executing their respective institutions mandates and commitments therein. Such capacity constraints are further exacerbated by rapid staff turnover and funding gaps. The One Programme is designed to contribute to a filling of this gap amongst national partners, with specific focus upon government MDAs and LGAs. Already capacity support is effecting change at the ground level, as the list of key results achieved with UN support lengthens. This trajectory will be further built upon going forward to secure real advancements across key programming areas. Enhance Compliance with Government and UN Financial Reporting Procedures The UNCT has collaborated (and will continue to collaborate) with the Ministry of Planning and Economic Affairs to build the capacity of respective Implementing Partners to ensure MTEFs are duly reflected in budget forecasts, subsequently captured in the budget books and the requisite allocation of budget vote numbers secured for timely transfer from the treasury to UN IPs. Further, the HACT/Finance Working Group will continue orientations on the use of the FACE form to ensure compliance with reporting requirements for timely release of disbursements. 39

40 Heightened Partner Engagement Moving the One Programme to the second year of implementation, there is a need to strengthen engagement with Development Partners on joint planning and reporting of results. In the first instance, Development Partner engagement in the Delivering as One Joint Steering Committee needs to be intensified. 6.0 Supporting the Delivering as One Global Agenda Since the launch of Delivering as One in 2010, the UN in Liberia has supported the global reform agenda in a number of ways: Standard Operating Procedures for DaO UN in Liberia provided comments on the draft DaO Standard Operating Procedures which form an integrated package of guidance regarding programming, leadership, business operations, funding and communications for country-level development operations, which may be adapted for various national contexts. Business Operations Strategy In formulation of the Business Operations Strategy, a 4 year strategic framework through which UNCT seeks to implement activities pertaining to common procurement, common ICT, HACT, One House and Common Human Resources , the UN in Liberia has provided feedback on the formulation phase to ensure lessons learnt are incorporated for further application elsewhere. Global Conferences and Meetings UN in Liberia has show-cased progress on Delivering as One in a transition context in a number of fora including the annual ECOSOC meeting in Geneva. Progress on DaO has also featured biannually in the Secretary General s Report to the UN Security Council (26 th and 27 th Report). 7.0 Conclusion 2013 marked the first year of One Programme joint Annual Work Plan implementation bringing together 18 resident and non-resident UN Agencies, Funds and Programmes, UNMIL and the World Bank onto a common platform for joint programming. While initial delays were experienced with the establishment of UN Pillar Groups and Outcome Working Groups and roll out of joint programming planning and reporting processes, the pace of implementation accelerated in the last 6 months of 2013 leading to tangible progress from start-up activities towards demonstrated results. The capacity of dutybearers was enhanced across a range of sectors to respect, protect and fulfil human rights in-country. Likewise rights-holders have been empowered to meaningful participate in decision-making processes and contribute to improved delivery of services, in particular the most marginalized or disadvantaged groups. While programming expenditure across the four UN Pillars stands at 48% of the 2013 annual budget, 71% of annual targets at Key Action level are either completed or on track. In order to improve financial and programmatic delivery rates across the UN Pillar Groups, agencies will prioritize 2014 results areas and ensure realistic budgeting to maximize the utility of funds available. In 2014, One Programme planning of delivery of results will continue to experiment with new ways of working, methods and tools to ensure coherent, effective and cost -efficient implementation to realize our planned results. UN Liberia will build upon partnerships forged both externally and within the UN family to elevate our contribution to the country s development, progressing ever closer to our agreed Outcomes. On the global stage, UN Liberia looks forward to the institutionalization of key components of Delivering as One across the UN system, in compliance with QCPR recommendations. In particular, UN reform will be strengthened through ensuring effective roll out of the Delivering as One Standard Operating Procedures. At the policy level, and through the sustained effort for gradual capacity development of the national institutions, the UN supported the development of a Gender policy for the Liberian National Police aimed at encouraging recruitment of female police officer to at least 30% relative to male counterparts. A draft Domestic Violence Bill was validated and awaits legislation. Other initiatives in gender equality was in the areas of increasing women s participation in leadership forums, economic empowerment and ensuring that the voices of both women and men are reflected in the constitutional review, reconciliation efforts as well as decentralization processes. 40

41 Programmatic Synergies and Linkages: CROSS-CUTTING ISSUES 41