Ethiopia’s conflict-affected regions faced many challenges, including communication disruptions, power outages, and supply shortages.  As of May 2023, 22.8 million people in Ethiopia faced food insecurity, lacking sufficient food for consumption. The prevalence of food insecurity in Ethiopia was 22.25 per cent of the population at the time.  The situation was further compounded by flooding and mud slides caused by heavy rainfall and river overflows between October and November 2023, approximately 1.5 million people have been affected, mainly in regions such as Somalia, Oromia, Afar, South Ethiopia and Gambella.  Amid these adversities, malnutrition emerged as a silent killer, threatening the lives of thousands, particularly children under five. The most recent Food and Nutrition baseline survey (FNS) 2023 revealed that 11 per cent of children under the age of five are acutely malnourished or wasted, and 39 per cent are stunted. The prevalence of wasting among children under five years ranges from as low as 4% in Addis Ababa to as high as 9% in Oromia, 15% in Amhara and Gambella, 17% in Somali, and 26% in the Afar region in relation to climate shocks, conflicts, and diseases outbreaks. 

The lack of coordination, inadequate resources, and limited capacity at the grassroots level further exacerbated the situation, leaving communities in desperate need of assistance. According to the latest hotspot classification report in August 2023, there were 154 priority 1 woredas (districts) out of 578 current hotspots. The main causes of the humanitarian crisis were the consecutive failed rainy seasons, the drought in Southern and Southeastern parts of Ethiopia. This year January 2024 hotspot classification showed an increase of woredas classified as priority 1 (219) out of 610 hotspot woredas.

In the face of adversity, the World Health Organization Ethiopia (WHO) nutrition team mobilized resources from partners such as the United Nations Central Emergency Response Fund (CERF) and The United States Agency for International Development/ Bureau of Humanitarian Assistance (USAID/BHA). These resources were used to engage stakeholders and devise innovative strategies to address the crisis head-on. The team laid the groundwork for a comprehensive and sustainable response through regular coordination meetings and collaboration with government agencies, UN bodies, and NGOs, as well as capacity-building efforts at the health facility level.

According to Agnes Charles Kihamia, Technical Nutrition Officer, “Several key strategies and innovations were instrumental in the success of the nutrition emergency response:”

Coordination and Collaboration: By bringing together diverse stakeholders such as government ministries, UN Agencies, local National and International NGOs and fostering partnerships, the team ensured a unified and synchronized effort in addressing the crisis.

Performance Monitoring: Nutrition Surveillance, a robust Systematic monitoring of the diverse range of the information sources on nutrition food, that included detailed nutrition assessments, health facility information, rapid assessments and intervention data were collected, interpreted and distributed, allowed for the timely assessment of interventions, enabling the team to adjust strategies and optimize resource allocation. 

Capacity Strengthening: Empowering frontline healthcare workers, particularly healthcare workers, proved crucial in identifying and delivering quality services for managing acute malnutrition at the grassroots level. Through capacity-building initiatives country-wide, 557 and 307 Healthcare Workers (HCWs) enhanced their skills and knowledge on the comprehensive management of acute malnutrition and Infant and Young Children Feeding in Emergencies (IYCF-E) practices.

Resilience and Adaptability: Despite facing numerous challenges, including communication disruptions and supply shortages, the team demonstrated resilience and adaptability, ensuring the continuity of care even in the most adverse conditions through ensuring adequate supplies and equipment. A total of 109.5 MT of Pediatric kit including SAM/MC children Kits   that provided medicines, renewables and equipment suitable for children and to treat the common childhood malnutrition with medical complications were distributed worth 878.83 K USD.

As a result

Lives Saved: Through timely interventions and quality care, the team saved countless lives, particularly those of children under five who were most vulnerable to malnutrition-related complications. To date, 38.3% cure at the stabilization centers from breastfeeding difficulties and 54.08% of SAM children with medical complications were stabilized and continued with treatment in the outpatient therapeutic services. 

Resilience Built: By strengthening skills and knowledge and fostering partnerships, the response efforts-built strength within communities, enabling them to withstand future crises better.

Sustainability Achieved: The sustainable interventions and capacity-building efforts ensured that the impact of the response extended beyond the immediate crisis, laying the foundation for long-term resilience and well-being. However the malnutrition situation is deteriorating exacerbated  by persistent diseases outbreaks, high food prices, inflation, conflict and displacement, posing a continued challenge on response to the needs both for government and WHO operations. This demands urgent and multi-sectoral support in the nutrition and health in addition to food, water , sanitation an hygiene (WASH) to mitigate the wide spread of drought.

WHO deeply appreciates the support of our donor the Central Emergency Response Fund (CERF) and The United State Agency for International Development/ Bureau of Humanitarian Assistance (USAID/BHA . Their contribution made Ethiopia’s nutrition emergency response exemplifies the transformative power of coordinated efforts, innovation, and resilience in saving lives and building more robust, more resilient communities. By drawing lessons from this experience, we can continue to improve our response to nutrition emergencies and ensure that no one is left behind in times of crisis.

Distributed by APO Group on behalf of World Health Organization (WHO) – Ethiopia.

In the Arusha region of Northeast Tanzania, a group of women with disabilities is spearheading efforts to ensure their voices are heard in local decision-making.

For nearly a year, Paulina Sarwath has chaired the Igo group in the Karatu ward, supported by UN Women. This collective of women with disabilities crafts and sells traditional artifacts and meets regularly to devise strategies for growing their businesses and enhancing the representation of women with disabilities in local leadership so that their needs and priorities are taken into account.

Like many others, Paulina once saw leadership as an impossible dream.

“Growing up, the absence of women like us in leadership roles made it seem impossible,” she shares. “But my experiences have taught me the importance of perseverance and striving for more.”

This drive for inclusion is essential in Tanzania, where the 2022 National Census reveals that more than 11 per cent of the population has a disability, with a significant number being women. In Arusha alone, Paulina represents one of approximately 120,000 women (9.8 per cent of the female population) living with a disability. These women not only face gender discrimination but also barriers stemming from their disabilities and societal stigma. This compounds their vulnerability to violence and abuse and limits their participation in economic, social, educational, and political arenas, as well as their access to local decision-making processes, where key decisions affecting their lives are made.

After earning her bookkeeping certification, Paulina struggled to find employment and started volunteering at a nearby health centre. During her time there, she connected with other women with disabilities and joined 48 others to form the Igo group, a group initiated by the UN Women Project on Women’s Leadership and Economic Rights (WLER).

The WLER project, funded by the Government of Finland, aims to advance women’s participation in local governance across six regions and 18 districts of Tanzania. It focuses on improving data collection, fostering gender-responsive norms, and enhancing women’s economic rights, aligning with Tanzania’s Generation Equality Commitments.

“Our goal is to create an inclusive environment where women, including those with disabilities, have the necessary support, skills, and confidence to achieve their economic and leadership goals,” says Erasmina Massawe, UN Women’s Project Manager for WLER.

In 2023, the project partnered with local government authorities and a local CSO, Tusonge Community Development Organization, to establish the IGO Group in Arusha and another group in the Singida region, with 48 members. The members received training to enhance their understanding of gender dynamics, the importance of ensuring women with disabilities’ voices are included in decision-making, and entrepreneurship.

Over the year, the WLER project empowered over 1,800 women, including women with disabilities, with leadership knowledge and skills. It also supported platforms for women with disabilities to include their perspectives in key government planning and policy-making processes. Additionally, the project engaged nearly 275 male community and traditional leaders, working to change discriminatory behaviors and practices locally to elevate women’s roles in leadership and foster shared household responsibilities. Further efforts were made to improve national and local data collection systems, equipping local government authorities with the means to better meet the needs of women, both with and without disabilities.

Midway into the project’s implementation, significant transformations are underway. New tools for enhancing data collection on women with disabilities have been introduced across participating local government authorities. In Arusha, this initiative has registered over 40 groups of women entrepreneurs with disabilities into a database, streamlining their access to government loans. Furthermore, gender-responsive budgeting training in the Lindi region resulted in directives to increase budget allocations for women and women with disabilities in the 2024/25 fiscal year.

After participating in three targeted capacity-building sessions, Paulina’s group is now a source of inspiration and education for other women with disabilities. And although challenges remain, her spirit and determination to realize a world where people with disabilities are seen as equals remains undaunted.

“They say there is nothing about us without us, so I will do my part to ensure that our perspectives are included and there are seats for us at every decision-making table, at all levels.”

Distributed by APO Group on behalf of UN Women – Africa.

At cabinet meeting on April 19, 2024, the Government of Japan decided to revise the Implementation Plan for the International Peace Cooperation Assignments in South Sudan to extend its period and to add 2 more personnel to dispatch, in light of the significance of continuing and strengthening of contribution toward the international peace and security.

Japan has dispatched Headquarters staff personnel to the United Nations Mission in the Republic of South Sudan (UNMISS) since November 2011 and 4 staff officers are currently in charge of planning and coordination in areas of logistics, database, engineering, and air operations at the Headquarters of the Mission in Juba.

On March 14, 2024, the United Nations Security Council adopted resolution 2726 (2024), which extended the mandate of UNMISS until April 30, 2024.

Last year, a job opening of UNMISS Deputy Chief of Staff (Personnel, Evaluation, Training; DCOSPET) was shared for application, and a JGSDF Colonel was selected. In addition, the United Nations HQ also requested one personnel to dispatch as an assistant of DCOSPET.

UNMISS is the only UN peacekeeping operation to which Japan currently deploys its personnel. And the dispatch of Headquarters staff personnel to UNMISS is intended to support the progress of the peace process in South Sudan together with the international community. From the perspective of maintaining and strengthening close engagement with the United Nations, cooperation with African countries in the vicinity of South Sudan and ensuring opportunities for human resource development, the dispatch is meaningful for Japan.

The main point of revision is as follows.

Period of the Implementation Plan
Current: till 31 May 2024
After Revision: till 30 June 2024

Increase in number of personnel
Current: 4 personnel as military staffs
After Revision: 6 personnel as military staffs

Distributed by APO Group on behalf of Ministry of Foreign Affairs of Japan.

The Ministry of Planning and Economic Development announced the Citizen Investment Plan for Asyut Governorate for the current fiscal year 2023/2024. Dr. Hala El-Said, the Minister of Planning and Economic Development, emphasized that the development plan prioritizes special attention to Upper Egypt regions. This is achieved by applying a financial equation in directing investments based on developmental gap indicators. At the same time, there is a focus on creating a breakthrough in specific governorates that have not previously received adequate attention to maximize the benefits from their resources, wealth, and developmental potential.

She explained that the number of developmental projects in Asyut Governorate reaches 478 projects, with public investments directed towards the governorate in the 2023/2024 plan amounting to EGP 11.6 billion, an increase of 45% compared to the 2022/2023 plan.

Regarding the sectoral distribution of public investments targeted for Asyut Governorate in the 2023/2024 plan, the report of the Ministry of Planning and Economic Development indicated directing investments worth EGP 4 billion to the transport sector, representing 35%. This is followed by the petroleum sector with EGP 2.5 billion, representing 22%. Local development sector investments amount to EGP 1.8 billion, representing 16%, while the housing sector is allocated EGP 1 billion, representing 9%. Higher education sector receives EGP 971 million, representing 8%. Other sectors receive investments worth EGP 1.2 billion, representing 11%. Additionally, projects under the “Decent Life” Egyptian countryside development project are allocated separate investments.

The report further clarified that the number of villages targeted in the first phase of the “Decent Life” initiative in Asyut Governorate is 150 villages, benefiting 2.4 million people, with females representing 48%. The initiative’s projects, which achieve all sustainable development goals, include the construction of 4 residential buildings for first-time care families, 4 social units, 35 agricultural service complexes, 39 ambulance points, 118 health units, 4 central hospitals, 1,226 classrooms, 164 schools, 7 family development centers, a rehabilitation center, 42 drinking water stations, 149 sewage projects, 11 treatment plants, 146 mobile network towers for fiber optic network connection, 82 youth centers, 35 governmental service complexes, 94 post offices, and 33 police stations. Moreover, canal lining and lining projects covering 223 km, as well as paving of main and internal roads spanning 314 km, and the construction of 171 irrigation bridges, 146 electricity projects for natural gas network connection.

The report highlighted that the plan aims to implement 63 developmental projects in the housing services sector in Asyut Governorate. The most significant developmental targets in this sector involve directing approximately EGP 709.5 million towards drinking water and sewage services, in addition to implementing 275 projects in the local development sector, including completing the construction of a solid waste factory and paving internal roads in the governorate.

Distributed by APO Group on behalf of Ministry of Planning and Economic Development – Egypt.