The United Nations Trust Fund for Human Security (UNTFHS)



UNITED NATIONSRepublic of GhanaRevised and FINALProposalfor the United Nations Trust Fund for Human Security (UNTFHS)By: UN Country Team in GhanaUNDP/UNICEF/WFP/FAO/UNIDO/UNUDate of Submission7 March, 2008 (Revised 20 March 2009)Benefiting Country Republic of GhanaLocationNorthern Ghana (Bawku Municipality in Upper East Region; Wa Municipality in Upper West Region; and Yendi District and Tamale Metropolitan in Northern Region)Title of ProgrammeEnhancing Human Security through Developing Local Capacity for Holistic Community-Based Conflict Prevention in Northern GhanaDuration of Programme3 years UN Administrative AgentUNDPUN Executing Partner AgenciesUNDP, UNICEF, WFP, FAO, UNIDO, UNUNon-UN Executing PartnersGovernment of the Republic of Ghana, Civil Society Organizations (CSOs) and Community-Based Organizations (CBOs)Total BudgetUS$ 2,969,575.28Executive SummaryGhana, seen as an oasis of stability in a volatile West African sub-region, does nonetheless face a number of human security challenges which need to be addressed before they undermine the peace and security of the country as well as the human development gains. Conflicts in the northern regions of Ghana have become seemingly never-ending with over 23 conflicts occurring in the past two decades to date. While there are many causes, chieftaincy is the most common feature of the conflicts in the area.The conflicts have resulted in a substantial loss of human capital, property and development opportunities. The critical issue of concern is that this protracted conflict has seemingly left out Northern Ghana from a buoyant developing economy in the southern part of Ghana which is less affected by the complexities of conflicts in the North.This Human Security Programme seeks to empower local institutions, communities and individuals to manage and prevent conflict in Northern Ghana as a means to ensuring sustainable human security in the area. The Programme will support specifically a five-prong intervention with interrelated components as follows: I) Capacity development of local institutions and civil society for good decentralized governance and conflict prevention; II) Enhancement of mechanisms for conflict prevention and peace consolidation in Northern Ghana; III) Support to increase production, productivity and income generating capacity through micro, small and medium enterprises; IV) Improvement of agricultural productivity and nutritional status for enhanced food security; and V) Promoting the mainstreaming and advocating of the Human Security Concept in the Ghanaian development context. These interventions have been adopted to reflect the major occupation of the population and socio-cultural mechanisms in the area, being mindful of the fact that the poor economic situation which breeds poverty itself remains a threat to human security.Table of ContentList of Acronyms 4Map of Ghana with Indication of Programme Sites 51. Introduction: Situation in Northern Ghana 62. Rationale for Funding from the UNTFHS 93. Context3.1. Past and Existing Efforts and Gaps103.2. Programme Identification and Formulation103.3. Intended Beneficiaries114. Programme Overview: Goal, Objectives and Outputs135. Programme Management, Implementation and Partnership Strategy166. Sustainability187. Monitoring and Evaluation Plan198. Administration and Financial Management19AppendixesAppendix 1: Results and Resources FrameworkAppendix 2: Budget SummaryAppendix 3: Budget BreakdownAppendix 4: Performance IndicatorsAppendix 5: Terms of Reference for Human Security ProgrammeAppendix 6: Model of Conflict Prevention and Peace ConsolidationAppendix 7: List of Conflicts in Northern GhanaAppendix 8: Newspaper Headlines and ArticlesAppendix 9: Findings and Recommendations from Initial Consultations with Local Stakeholders (August 21 – 30, 2007)List of AcronymsADRAlternative Dispute ResolutionARIAnimal Research InstituteASSIAssociation of Small Scale IndustriesCBOCommunity Based OrganizationCECOTAPSCentre for Conflict Transformation and Peace StudiesCIDACanadian International Development AgencyCRICrops Research InstituteCRSCatholic Relief OrganizationCSOCivil Society OrganizationDANIDADanish International Development AgencyDCDDepartment of Community DevelopmentDISECDistrict Security CouncilDPCUDistrict Planning Coordinating UnitFAOFood and Agriculture Organization of the United NationsGESGhana Education ServiceGHANEPGhana Network for Peace-buildingGHSGhana Health ServiceGNAGhana News AgencyGNACSAGhana National Commission on Small ArmsGPRS IIGrowth and Poverty Reduction Strategy of GhanaGPSGhana Police ServiceHACTHarmonized Approach to Cash TransferHPIHuman Poverty IndexIDA Irrigation Development AuthorityIFADInternational Fund for Agricultural DevelopmentJICAJapan International Cooperation AgencyMDAsMinistries, Departments and AgenciesMDGsMillennium Development GoalsMINTMinistry of the InteriorMLGRDEMinistry of Local Government, Rural Development and Environment MOFAMinistry of Food & AgricultureMOFEPMinistry of Finance and Economic PlanningMOWACMinistry of Women and Children AffairsMPCUMunicipal Planning Coordinating UnitMUSECMunicipal Security CouncilNADMONational Disaster Management OrganizationNBSSINational Board for Small Scale IndustryNCCENational Commission for Civic EducationNDPCNational Development Planning CommissionNYCNational Youth CouncilNYEPNational Youth Employment ProgramRPCURegional Planning Coordinating UnitSARI Savanna Agricultural Research InstituteUDSUniversity for Development StudiesUNDPUnited Nations Development ProgrammeUNICEFUnited Nations Children’s FundUNIDOUnited Nations Industrial Development OrganizationUNUUnited Nations UniversityWANEPWest Africa Network for Peace-buildingWFPWorld Food ProgrammeMap of Ghana with Indication of Programme Sites Programme sites Field office1. Introduction: Situation in Northern GhanaWhile Ghana is generally regarded as an oasis of stability in a volatile West African sub-region and is making steady progress in its socio-economic development, the country faces a number of human security challenges which if not addressed could reverse much of the human development gains in this area. Of significance are recurrent incidents of conflicts in Northern Ghana, the most deprived area in the country. Empirical literature describes the northern regions of Ghana as the poorest in the country. According to the Ghana Human Poverty Index (G-HPI-1), their respective G-HPI-1 values in 2002/2003 are 64.4 for Northern Region, 66.2 for Upper East Region, and 63.7 for Upper West Region, being much higher than the National HPI-1 (41.0) as well as any other regions. This indicates that these three regions face more deprivations in health, education and decent standard of living. Also, other available statistics, as demonstrated in Table 1, show that it is only in those areas that the mass of the poor exceed half the population, where poverty means an inability to marshal up to $100 earnings a year.Table 1: Proportion of the Poor in PopulationRegionPoverty Rate (%)AllUrbanRuralUpper West88.2n.a.94.1Upper East83.960.294.5Northern69.246.573.8Central48.442.750.8Eastern43.735.346.0Volta37.737.837.7Brong Ahafo35.87.646.5Ashanti27.714.735.9Western27.39.631.9Greater Accra5.24.217.8Source: Ghana Statistical Services (2003). Core Welfare Indicators Questionnaire (CWIQ) SurveyAccording to the Ghana Network for Peace-building (GHANEP), between 1980 and 2002, there were at least 23 conflicts in the three northern regions, notably the Dagbon chieftaincy crises in Yendi District (Northern Region), Kusasi-Mamprusi chieftaincy crises in Bawku Municipality (Upper East Region) and Wa chieftaincy crises in Wa Municipality (Upper West Region). In general, conflicts in all of these areas have been fuelled by a number of factors: chieftaincy disputes, inter- and intra-ethnic disputes, land disputes, religion, politics, and youthful exuberance. Although the issues are different from one District to the other, a common phenomenon in these conflicts is chieftaincy.Chieftaincy is an important institution of traditional governance in Ghana and chiefs play an important role in social, political, and to some extent, economic development of communities. The position carries with its enormous prestige and symbolizes traditional power and authority as well as control over the use and dispensation of natural and other resources of the area. Despite these positive socio-cultural attributes, chieftaincy is often a source of dispute and at the centre of several types of communal conflicts in Ghana. Chieftaincy therefore is an important channel for promoting good governance and sustainable economic development.Given the power and authority which goes with the position and its close ties to the ownership of resources including land, a key asset for agricultural activities in the northern regions, the position of chief is influential and therefore gives rise to conflict when new chiefs are to be selected.For over 70 percent of the population of Northern Ghana, agriculture is the major source of livelihood. Yet agricultural production takes time between land cultivation and harvests. When conflicts erupt to disrupt that process at any point, output losses can and often lead to famine. In areas of low productivity, the crop loss of a particular year does not simply stop at famine in that particular year but also results in the unavailability of seed to plant in the following year. Poverty is thus entrenched.Research shows that conflict and agricultural calendars have a correlation in Northern Ghana. In Yendi, for instance, disputes are settled after harvesting is over and people have more time. More money is also available which can be used to purchase armoury. In the case of Bawku, conflicts generally occur at the beginning of farming seasons fuelled by disagreement over farming land since land ownership is a critical issue in the area.Worst still, natural disasters often occur. In September 2007 for instance, much of Sub-Saharan Africa experienced heavy rainfall. In Ghana, the three northern regions suffered most when large tracts of land in the area got flooded with reported deaths exceeding 300 and over 200,000 being displaced. The flood situation resulted in the destruction of farmlands, houses, bridges, schools, health facilities, water supply and irrigation systems, food storage and processing facilities and loss of livestock and property, amounting to millions of dollars.In addition, in recent years, there has been an increase in the production and availability of small arms in the northern regions, and for some people, arms production has become a lucrative venture. A 2006 baseline assessment on illicit small arms in Ghana estimated that there are 220,000 small arms in civilian hands, and only 95,000 of these are legally registered. The estimated number of unregistered locally-manufactured guns in Ghana is 75,000. Consequently, the use of small arms is becoming a common feature of disputes and their production is fuelled by demands not only in Ghana, but also in neighbouring countries such as Togo, Nigeria and Cote d’Ivoire where their availability and illicit use exacerbate the magnitude of conflicts in the region.Sustained violence and conflicts in Northern Ghana have resulted in the loss of human capital as well as destruction of socio-economic infrastructure, including schools and clinics, significantly halting and reversing the development process. Violent conflicts have also resulted in closure of some development projects, migration of productive age groups and public servants from the area. There has also been enormous loss of financial investment, further exacerbating the poverty situation.Over the years, Ghana has played a leading role in resolving conflicts and strengthening peace keeping in West Africa, especially in Liberia and Cote d’Ivoire and is regarded as a strategic location. As a result, several peace building and development agencies have established their regional offices in the country. Among them are: FAO, the UN Humanitarian Response Depot, and Kofi Annan International Peacekeeping Training Centre. The regional head office of the West Africa Network for Peace-building (WANEP), consisting of over 400 organizations in 12 West African countries, is also located in Accra, Ghana. These show that Ghana has a vital role in maintaining regional stability.In the 1980s and 1990s, neighbouring countries such as Liberia, Sierra Leone and Cote d’Ivoire were considered to be stable until they faced severe conflicts and disputes which reversed most of the gains of socio-economic development. The Programme therefore takes the view that while relative stability prevails in Ghana currently, this cannot be assured unless preventative measures are put in place to address the ongoing conflicts in the northern regions. Left unchecked, they have the potential to destabilize the entire country.It is against this background that this proposed intervention seeks support to put in place a Programme that addresses human security through developing local capacity for community-based conflict prevention in Northern Ghana using a holistic approach.2. Rationale for Funding from the UNTFHSThe proposed Programme spans the multiple parameters of funding criteria of the UNTFHS and aims to tackle the inter-related Human Security challenges in Northern Ghana including recurrent conflicts, limited availability of food, income and employment opportunities, which threaten the survival, livelihood and dignity of the people in the northern regions. This inter-agency and multi-sectoral intervention merits the support from the UNTFHS for the following reasons:The three regions in Northern Ghana, which are classified as the poorest of Ghana’s ten regions are prone to insecurity arising from recurrent and protracted conflicts based on chieftaincy and land issues. Since wars and conflicts cost more at recovery stages than at prevention, it is critical to enhance human security through holistic conflict prevention in these conflict prone areas.In line with the UN capacity development initiative, the intervention will strengthen the capacity of the duty bearers, i.e., Regional, District/Municipal authorities, as well as community leaders (especially chiefs) to provide good governance and leadership to prevent conflict and insecurity. Complementary activities to empower CSOs and communities to establish mechanisms to protect people exposed to extreme poverty and insecurity.The bottom-up approach and strong involvement of District/Municipal and community leadership will engender ownership, ensure the success and sustainability of the initiative and the mainstreaming of conflict prevention and community empowerment approaches in District/Municipal and community level planning.In this holistic Programme, promotion and strengthening of network and?social ties among members of different ethnic and other groups which have been historically?involved in conflicts through livelihood/poverty reduction activities will be one of the critical dimensions, which can build and enhance a firm foundation for conflict prevention.Due to the recent floods which caused enormous level of damage in the three northern regions, the human security in the existing fragile and vulnerable conditions of the proposed Programme sites has been further worsened and a holistic recovery process is urgently needed.The Programme builds on the relationships between UN agencies and with their partners and will employ a multi-sectoral and programming approach to enhance inter-agency collaboration, build synergies and increase the impact of interventions. 3. Context3.1. Past and Existing Efforts and GapsThe UN agencies in Ghana have supported the Government and local people through a number of initiatives aimed at conflict prevention, peace building and community capacity development in Northern Ghana. Concerning peace building, UNDP has assisted the Government to establish a national mechanism for peace and to strengthen the peace process through facilitating dialoguing, trust and confidence building and peace and negotiation skills training in response to the Dagbon and Wa crises. Also, through its support, a National Small Arms Commission, a National Firearms Bureau and National and Regional Peace Councils have been established as part of national mechanism for conflict prevention. UNICEF also assisted conflicting ethnic groups and youth leaders for peace and productive ventures.In respect of livelihoods and capacity development at the community level, a number of UN agencies, including UNDP, UNICEF, WFP, FAO, UNIDO, and UNU, have been supporting local government institutions and community members in Northern Ghana by using their comparative advantages. The major areas of support include income generation, employment creation, agriculture, natural resource management, nutrition, and education. Also, a couple of projects for capacity development of decentralized government departments and community members for holistic sustainable livelihoods have been launched.Other development partners, such as CIDA, DANIDA, JICA and IFAD, have also been supporting Northern Ghana in the areas of food security, health, water and sanitation. Other donors have also funded Civil Society Organizations (CSOs) for conflict prevention and peace building.The afore-mentioned projects and programmes have contributed to tackling various aspects of the human security challenges in Northern Ghana. However, these activities have not strategically linked conflict prevention and livelihoods/capacity development to ensure sustainable peace and development in communities. Thus this will be the first Programme which addresses multifaceted challenges of Northern Ghana, aiming at conflict prevention through holistic, community-based, and preventative measures.3.2. Programme Identification and FormulationThe programme formulation dates back to August 2006. Six UN agencies realized the necessity of tackling the multidimensional human security situation in Northern Ghana as a UN Country Team. The Team went through an assessment of on-going programmes of the UN agencies and comparative advantages, situation analysis and identification of potential areas for joint programming. Based on these, discussion and agreement on lead agencies and group formation for all objectives, and drafting a Results and Resources Framework was undertaken.A conflict mapping survey was conducted in early 2007, and subsequently a more detailed framework, including proposed Programme sites, was formulated by the UN Country Team.After submission of the Concept Note to the Human Security Unit/ UN Office for the Coordination of Humanitarian Affairs (OCHA) on the 26th of June 2007, the UN Country Team started a full consultation, involvement and joint-programming process with local stakeholders at different levels through a bottom-up approach.From the 21st to 30th of August 2007, two representatives from the UN Country Team in conjunction with a local consultant conducted a consultation mission to all the potential Programme sites and their regional capitals, i.e., Northern Region (Tamale, Yendi), Upper East Region (Bolgatanga, Bawku), Upper West Region (Wa). The mission briefed Regional and District/Municipal-level stakeholders on the programme formulation for human security and their potential roles (local government; peace, security and development focused MDAs and CSOs); conducted Focus Group Discussions at the community-level with validation, data collection and reflection of their views and local context (traditional leaders/chiefs, women, men, youth and CBOs); and conducted initial consultation so as to incorporate local stakeholders’ views and the local context into the programme formulation. Subsequently, the UN Country Team (8 representatives from participating UN agencies) organized a Local Stakeholder Workshop on the 13th of September 2007 in Tamale in order to: share findings from the stakeholder consultations; propose a Results Framework; and agree representing of programme time line and activities for finalization. In total, about 60 participants (incl. local stakeholders from Yendi, Wa, and Bawku; representatives from CSOs and Government) actively participated in the one-day workshop.Through a series of these discussions and consultations, local stakeholders’ perspectives, needs, aspirations and their potential roles have been fully incorporated into the programming. Furthermore, one of the primary goals of these interactions was to enhance ownership of local stakeholders; and their commitments to active contributions to the proposed Programme have been ensured through the process. 3.3. Intended BeneficiariesThe ultimate beneficiaries of the programme span three levels. At the Community level, capacity development of community members including key stakeholders such as traditional chiefs, women, youth and farmers will expectedly mitigate tensions among them and increase capabilities to manage and resolve conflicts, leading to sustainable and peaceful society. They will also gain skills which should increase their productive capacity. At the District/Municipal level, local government institutions and Non-Governmental Organizations (NGOs)/Civil Society Organizations (CSOs) will be equipped with functional capacities in mainstreaming conflict prevention and management, thereby supporting and contributing to community-level efforts. Through achieving expected outcomes at the Community and District/Municipal levels, the population and society at the Regional and National levels will enjoy stability and long-term development gains.The intended beneficiaries are the residents of the three areas in Northern Ghana: Bawku Municipality (Upper East Region), Wa Municipality (Upper West Region), and Yendi District (Northern Region). All of these three areas have unsolved chieftaincy disputes, which from time to time have escalated into a series of violent incidents over the past two decades, resulting in brutal murders and displacement, leading to perceptions of the areas as the zone of highest human insecurity in the country. They also exhibit high level of poverty such as low income, high unemployment, low agricultural productivity, malnutrition, low enrolment and low literacy rate. In addition, it was pointed out that Tamale Metropolitan in Northern Region has a direct impact on the Yendi chieftaincy conflict because of the influence caused by the composition of lineages. Without consideration to and involvement of stakeholders in Tamale, a holistic achievement towards conflict prevention and peace building in Yendi cannot be sought. Therefore, this proposed Programme encompasses an additional component on Tamale. Expected approaches include empowerment and peace education of the traditional leaders, youth and women.Based on the foregoing, the Programme intends to provide support to the following as major target groups:Table 2: Intended beneficiariesMain approachesMain target groupsCapacity development to enhance mechanisms for conflict prevention and poverty reductionLocal government institutions (District/Municipal Assemblies, decentralized government departments)Peace CouncilsSecurity Institutions (e.g., Police, Border Customs, Fire Services)Chiefs/ Houses of ChiefsCommunity volunteersCommunity-based groups/ organizations (incl. youth and women groups)Civil Society OrganizationsPeace education, community development, and achievement of peaceful societyTraditional authoritiesCommunity volunteersCommunity members (including women, men and youth)Skills training for targeted groups to reduce risks of conflict and poverty BlacksmithsYouthFarmersWomen groupsThrough the implementation of the Programme, the population in the area will benefit from sustainable human security, which should eventually contribute to the stable socio-economic development and peace in Ghana, and ultimately the West African sub-region.4. Programme Overview: Goal, Objectives and Outputs4.1. GoalTo create an enabling environment and develop the capacity of local institutions, communities and individuals in the three northern regions of Ghana to enhance conflict prevention through integrated and people-centred approaches for sustainable human security4.2. ObjectivesIn order to achieve this goal, the UN Country Team in Ghana is seeking to address the following objectives and to promote multi-sectoral and inter-agency integration based on their comparative advantages. The objectives of the intervention and the responsible UN agencies for each objective are indicated below. The details can be found in the Results and Resources Framework (Appendix 1).Objective 1Capacity of local governance and civic institutions for democratic governance, integrating conflict sensitive approaches, developed by 2011 [UNDP, UNICEF]Objective 2Capacity of security institutions and community members in human rights and rule of law issues enhanced and mechanisms for the prevention, management and resolution of conflicts and armed violence institutionalized at the local level by 2011 [UNDP]Objective 3At least 10 new business initiatives introduced, productivity of entrepreneurs increased by 75% and income of targeted beneficiaries increased by 25% in the Programme sites by 2011 [UNIDO, UNDP, WFP]Objective 4Increased production of food crops by 40% and livestock by 30% in an efficient manner to meet the basic food security and nutritional requirements of the District’s/Municipalities’ populations by 2011 [FAO, WFP, UNICEF]Objective 5Mainstreaming and advocating Human Security Concept in the context of Ghana enhanced by 2011 [UNU, UNDP]4.2.1. Objective 1Capacity of local governance and civic institutions for democratic governance, integrating conflict sensitive approaches, developed by 2011UN Lead Agency: UNDPUN Executing Partner Agencies: UNDP, UNICEFOutcomesOutputsBudget(USD)1.1. Increased capacity of local governance institutions to reduce conflict and for the effective management and delivery of public services1.1.1. Capacity of 3 local government institutions (45 government officials in total) enhanced for effective and accountable leadership and development management1.1.2. Conflict prevention mainstreamed in local level development planning 136,0001.2. Civic engagement and participation of local stakeholders in public policy making and local governance processes promoted1.2.1. Capacity of 60 community volunteers, 15 CBOs and community members in public engagement, programme management, technical skills, teamwork/ institutional function, leadership, resource mobilization and negotiation increased79,0001.2.2. Capacity of women and youth groups to participate in local governance increased43,0001.2.3. Capacity of 35 chiefs and traditional leaders in local governance increased38,0001.2.4. Role of media in peace and development reporting enhanced84,0004.2.2. Objective 2Capacity of security institutions and community members in human rights and rule of law issues enhanced and mechanisms for the prevention, management and resolution of conflicts and armed violence institutionalized at the local level by 2011UN Lead Agency: UNDPUN Executing Partner Agency: UNDPOutcomesOutputsBudget(USD)2.1. Human rights promoted and rule of law regime established in programme communities and district/municipalities 2.1.1. 15 institutions and 3 community councillors and facilitators in each site, trained in human rights awareness31,0002.1.2. Training in conflict management, negotiation and mediation for district and municipal security personnel and committees conducted and security initiatives strengthened76,0002.2. Reduction in circulation of small arms and effective management and responsible use of small arms promoted2.2.1. Capacity of law enforcement agencies and traditional authorities enhanced in small arms management 64,0002.2.2. Public educated and sensitised on the dangers of small arms use and possession (targeting all chiefs and 20 traditional warriors from each community; 40 local blacksmiths, 8 armourers and 3 licensees; general public). 54,0002.3. Improved community security and social cohesion2.3.1. Community members trained in early warning systems and processes (15 members in community policing; 10 community volunteers in early warning; 1 District/ Municipal and Community Peace Council in each site) and early warning systems and processed established45,0002.3.2. Trust and confidence building among community members enhanced 24,0004.2.3. Objective 3At least 10 new business initiatives introduced, productivity of entrepreneurs increased by 75% and income of targeted beneficiaries increased by 25% in the Programme sites by 2011UN Lead Agency: UNIDOUN Executing Partner Agencies: UNIDO, UNDP, WFPOutcomesOutputsBudget(USD)3.1. Blacksmiths and those potentially involved in arms production and distribution engaged in alternative livelihoods 3.1.1. 10 blacksmiths in each Programme site supported to establish alternative livelihoods3.1.2. 10 arms distributors introduced to alternative livelihoods50,0003.2. Reduction in incidence of poverty and vulnerability in programme sites through increased opportunities for employment and income generation3.2.1. Baseline vulnerability status of pilot districts established3.2.2. Improved small-scale technology for agro-processing adopted by 6 selected groups3.2.3. Improved market access for value-added agro- products 3.2.4. 6 groups supported to undertake non-agro-based small-scale industries107,0003.2.5. Milling and fortification activities by 3 community- based women’s groups established and in function115,3043.2.6.Capacity of 3 Micro Finance Institutions (MFIs) to deliver sustainable financial services strengthened128,0003.2.7. 36 groups provided with financial and business development services73,0004.2.4. Objective 4Increased production of food crops by 40% and livestock by 30% in an efficient manner to meet the basic food security and nutritional requirements of the District’s/Municipalities’ populations by 2011UN Lead Agency: UNDPUN Executing Partner Agencies: FAO, WFP, UNICEFOutcomesOutputsBudget(USD)4.1. 50% increase in availability and access to water for dry season farming by 20114.1.1. 1000 farmers have access to small water irrigation by 2011188,0004.2. 50% reduction in post-harvest crop losses in the 3 target districts by 20114.2.1. 500 farmers provided with improved cribs in 3 target sites by 201125,0004.3. 30% increase in livestock production in the 3 target districts by 20114.3.1. Capacity of 300 animal farmers and 30 extension staff strengthened in small ruminant husbandry in the 3 target sites enhanced by 2011147,0004.4. 50% increase in production of food staples for improved food security and by 20114.4.1. 300 Farmers and 10 Agric Extension Agents (AEAs) trained in recommended integrated soil fertility management technologies (Savana Eco-farm package; enriched manure/composts, etc.) for crop production by 2011100,0004.5. 40% increase in area under economic tree crop cultivation by 20114.5.1. 300 Farmers from 3 selected communities provided with 3,000 seedlings of economic trees such as mango and skill training on tree crop production by 201150,000 4.6. Decreased malnutrition4.6.1. Increased availability of healthy/nutritious food and micronutrients through developing local food supply chains453,0004.2.5. Objective 5Mainstreaming and advocating Human Security Concept in the context of Ghana enhanced by 2011UN Lead Agency: UNUUN Executing Partner Agencies: UNU, UNDPOutcomesOutputsBudget(USD)5.1. Enhanced knowledge and understanding of the Human Security Concept in the context of Northern Ghana 5.1.1. Impact Assessment Report that includes well documented methodology, tools and approaches that can be used in similar projects/ programmes elsewhere in Africa available 29,7805.1.2. A detailed and widely-shared Programme implementation plan, and performance measurement framework (120 participants in inception workshop and use of media)5.2. The concept of Human Security as well as Programme’s impacts / lessons learnt widely disseminated in the sub-region5.2.1. Well-informed groups and individuals (incl. policy makers, civil society organizations, advocacy groups and community leaders) on the Human Security Concept and Practice in the context of Northern Ghana (120 participants in end-of-programme workshop and use of media)60,2205. Programme Management, Implementation and Partnership StrategyFor effective programme management including activities for Monitoring, Evaluation and Coordination, the following outcomes and outputs are included.OutcomesOutputsBudget (USD)6.1. Holistic assessment6.1.1. Holistic assessment report produced as scheduled 30,0006.2. Evaluation6.2.1. Evaluation reports produced as scheduled (mid-term and end-of programme)60,0006.3. Monitoring6.3.1. Quarterly monitoring reports produced50,0006.4. Communication and Advocacy6.4.1. Communication and advocacy to the government and donors for replication and promotion10,0006.5. Inter-agency coordination and Programme management6.5.1. 9 Programme staff members recruited340,0006.5.2. Steering committee meetings held6.6. Field offices set up and activation 6.6.1. Field offices operationalized for managing and continuous/ day-to-day field monitoring of the Programme 85,000As indicated in the following table, each collaborating UN agency will play critical roles based upon their comparative strengths and expertise. UNDP will be responsible for overall programme management and coordinationAgencyMain RolesUNDPManagement and coordination, Local capacity development, Conflict prevention mechanisms, Income generation, employment creation and micro financeUNICEFLocal capacity development, NutritionWFPSupplementary feeding, health and nutrition education, local procurement from Northern farmers and income generating activities (CBOs, women’s groups)FAOImproving agricultural productivity (agriculture, water, storage and training)UNIDOSkills training (alternative livelihoods for blacksmiths, agro-processing), Business management developmentUNUMainstreaming and advocating Human Security in close consultation with Human Security Unit/OCHAA Programme Steering Committee will be established to provide policy direction to the programme implementation. The committee will consist of the Ministry of Finance and Economic Planning (MOFEP), Regional Planning Coordinating Units (RPCU) of the three Programme regions, Peace Building Support Unit in Ministry of the Interior (MINT), Ministry of Local Government and Rural Development (MLGRD), Ministry of Women and Children Affairs (MOWAC), National Development Planning Commission (NDPC), University for Development Studies (UDS), and the participating UN agencies.There will be a three-layer programme management system as follows. At the National level, a Programme Manager (Accra) will facilitate the implementation by coordinating the activities with all the participating UN agencies and other stakeholders. He/She will be also responsible for updating the donor and UN Office for the Coordination of Humanitarian Affairs (OCHA) regularly on the progress. The Programme will have a field office in Tamale, the capital of the Northern Region as well as the central hub of the three northern regions. At the Tamale Office, a Programme Field Coordinator will coordinate field level activities in close liaison with the Programme Manager and conduct regular visits to the Programme sites. At the District/Municipal level, a Coordinating Team will be established in each District/Municipality. The Coordinating Team will facilitate field level activities and provide technical support. Each team will consist of one (1) National United Nations Volunteer Specialist who will be selected through a competitive recruitment process, one (1) National United Nations Volunteer Field Worker who will be identified in the community, field workers from decentralized government institutions including District/Municipal Administration, District/ Municipal Coordinating Planning Unit (DCPU/MCPU), various decentralized departments such as Agriculture, Community Development, Social Welfare, Education (Non-formal) and Health (Nutrition), Gender Desk Officers, National Commission for Civic Education (NCCE) and Regional/District/Municipal Peace Council, District/Municipal Police, Youth Council, and Civil Society Organizations (CSOs).At the community level, ten (10) community volunteer facilitators, and a number of Community Based Organizations and groups (incl. youth and women groups) will be part of community-level activities. Their key roles will be to facilitate implementation of the programme as well as to elevate community participation, initiatives and contributions. This Programme seeks partnership not only among UN agencies and with local stakeholders, but also with other development partners for enhancing coordinated efforts and creating further synergies. The Japan International Cooperation Agency (JICA) is also showing their great interest in collaboration with UN agencies for contributing to human security in Northern Ghana. The UN Country Team will explore possibilities of further collaboration with JICA. The 3-year Programme will be divided into 3 stages: set-up stage (April - September 2009), two-Year of implementation (October 2009 - September 2011), evaluation and closure stage (October 2011- March 2012).6. SustainabilityBy anchoring the Programme activities in the very locations that are most prone to incidents of conflict, an opportunity is provided for the full involvement of the local population at all levels of implementation, thereby laying the foundations for long-term sustainability. The initial stakeholder meetings which take place at the beginning of the programme should result in updated development plans for each community, detailed, attractive and compelling enough to mobilize resources from government and other development partners. The process of developing the community plans should also result in a shared vision and a common understanding of the long-term benefits to the communities, if conflicts were to cease.At the National level, the Programme Steering Committee will strengthen dialogue and collaboration with government and other develop partners to integrate the Programme into national and regional plans, and as well MDGs and GPRS II goals and outcomes. Further, it will ensure that policies and budgetary allocations reflect commitment to the long-term development and security goals of the selected communities.Through regular and sustained dialogue with the Houses of Chiefs and the Regional Administrations, the Programme will encourage the codification of individuals’ eligibility for chieftaincy positions and its administrative rules, and facilitate their dissemination. In this way, information on chieftaincy succession is clearly addressed, agreed upon and is made public, consequently setting up the sustainable stabilizer for future disputes over succession. Finally, in recognition of the particular role that youth can play in shaping the development of their societies and the need to harness this potential, the Programme will work through the UNV to explore ways in which, by building on and promoting a culture of volunteerism, youth in the communities can be mobilized and engaged in support of the Programme activities. By developing the capacity of the youth, in areas such as peace building, conflict prevention and resolution, the Programme will create a group of skilled mediators in the communities, capable of encouraging peace for development, based on a shared vision and a commitment to the long-term development of the communities. They will also act as early warning observers, to detect signs of unrest and bring these to community meetings for action.7. Monitoring and Evaluation PlanAs indicated in Section 5 and 6, a Programme Steering Committee will be formed to provide oversight for Programme implementation and ensure the effective tracking of implementation. Monitoring and evaluation will be based on a monitoring and evaluation framework agreed on by participating UN agencies and other parties at Programme inception. The overall responsibility for coordination and consolidation of monitoring and evaluation among the committee members will rest on UNDP as the Administrative Agent. Monitoring will be conducted in multiple layers. Firstly, as part of routine tasks, all participating UN agencies as well as the Programme Management Team will carry out continuous monitoring which focuses on inputs and activities of the Programme throughout the entire Programme period. Secondly, on a quarterly basis, the Programme Management Team and each collaborating UN agency will conduct periodic monitoring that is centered on the output levels generated by inputs and activities. The Team and each agency shall submit monitoring reports every three months to UNDP who will consolidate all into one Programme progress report. Further, the Steering Committee shall convene bi-annual monitoring in order to closely trace the Programme progress and delivery in line with the agreed schedule and to provide appropriate advice accordingly.Evaluation will concentrate on assessing achievement of expected outcomes. It will highlight the Programme results, the challenges faced, lessons learned, recommendations, and its possible impact. Mid-term and End-of-Programme Evaluations are to be carried out.In the entire monitoring and evaluation process, the Programme Team will adopt the participatory approach and put major emphasis on voices and reflections of community members in targeted sites. A participatory monitoring and evaluation approach would be taken in order to assure continuous and participatory monitoring, assessing progresses from local perspectives and enhancing local ownership through gaining insights in their own learning process. Both individual monitoring and collective monitoring shall be highly encouraged by providing advice as well as monitoring tools.8. Administration and Financial ManagementThe Programme will be implemented using the Parallel funding modality with the six UN agencies namely, FAO, UNDP, UNICEF, WFP UNIDO and UNU receiving funds directly from the UN for the implementation of the UNTFHS project as per Annex 7 (Fund management Options) of the UNTFHS Guidelines. A total budget of US$ 2,969,575.28 (including 7% Programme Support Costs) is required to deliver indicated outputs for the duration of 3 years to be implemented by UNDP, UNICEF, WFP, FAO, UNIDO and UNU. The consolidated budget summary is indicated below. The allocation of the budget per activity is presented in the Results and Resources Framework (Appendix 1). ................
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