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FEED THE FUTURE Ethiopia – Livelihoods for Resilience Activity
Cooperative Agreement No.: AID-663-A-17-00001
YEAR 3 QUARTER 2 QUARTERLY REPORT
(January – March, 2019)
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Table of Contents
ACRONYMS/ABBREVIATIONS ................................................................................................................ iii
EXECUTIVE SUMMARY .............................................................................................................................. 1
PROJECT OVERVIEW ................................................................................................................................. 1
PROJECT OBJECTIVES ............................................................................................................................... 2
1.MAJOR ACCOMPLISHMENTS ................................................................................................................ 3
Sub-purpose 1: Members of PSNP households have increased capacities for undertaking resilient livelihoods .................................................................................................................................. 3
VESA formation and discussions ............................................................................................................ 3
VESA formation .......................................................................................................................................... 3
VESA Training and Discussions .............................................................................................................. 5
Inclusive financial services ..................................................................................................................... 7
Climate change adaptation and resilience ........................................................................................... 9
Participatory scenario planning (PSP) roll out ................................................................................. 10
Nutrition ................................................................................................................................................... 11
Sub-purpose 2: PSNP households have economically viable and resilient livelihood portfolios .................................................................................................................................................................... 15
Crop and Livestock pathway ................................................................................................................. 15
Meat value chain ......................................................................................................................................... 16
Poultry value chain...................................................................................................................................... 16
Honey value chain ....................................................................................................................................... 17
Lentil, haricot bean and wheat value chains .............................................................................................. 18
Potato value chain ...................................................................................................................................... 20
Pepper value chain ...................................................................................................................................... 20
Multi-stakeholder platforms ....................................................................................................................... 20
Video-enabled extension ............................................................................................................................ 24
Small-scale market-based irrigation ........................................................................................................... 24
Resilient and inclusive market actors and institutions ............................................................................... 24
Off-farm and Employment Pathways .................................................................................................. 25
Youth off-farm and employment activities ................................................................................................. 26
Off-farm pathway for adults ....................................................................................................................... 27
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Micro-franchise ........................................................................................................................................... 27
Sub-purpose 3: An enabling environment supports resilient livelihoods for PSNP households .................................................................................................................................................................... 28
Gender equity and women’s empowerment ............................................................................................. 28
PACE – Gap Foundation .............................................................................................................................. 29
Recruitment and training ...................................................................................................................... 30
Innovation Fund investment ....................................................................................................................... 32
Crisis Modifier Intervention ................................................................................................................. 33
Sub-purpose 4: Collaboration, learning and adaptive management processes enhance, scale up, or facilitate replication of impact .................................................................................................. 35
Monitoring, evaluation and learning .................................................................................................. 38
Development Experience Clearinghouse (DEC) ................................................................................ 39
Challenges faced and solutions/responses taken ............................................................................ 39
Key activities planned for Yr3, Qtr3 .................................................................................................... 40
Financial update ..................................................................................................................................... 41
Annexes ..................................................................................................................................................... 41
Annex 1: Consolidated tabular output report
Annex 2: Case stories
Annex 3: Progress Updates from Resource Partners
Annex 4: Innovation Fund Manual
Annex 5: Environmental monitoring report
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ACRONYMS/ABBREVIATIONS
ACSI Amhara Credit and Savings Institution ALT Assets and Livelihoods in Transition Office ASE Agri Service Ethiopia B2B Business to Business BYOB Be your own boss CCA Climate change adaptation CCU Consortium Coordination Unit CF Community facilitator CLA Collaboration learning and adaptation CMA Community marketing agents CoP Chief of Party CVCA Climate vulnerability and capacity assessment DA Development agent DCoP Deputy chief of party DEC Development Experience Clearinghouse DECSI Dedebit Credit and Savings Institution DFSA Development food security activity EEP Environmental Entrepreneurship Project EM Effective micro-organism EMMP Environmental Monitoring and Mitigation Plan ETB Ethiopian birr FEMA Farmer economic and marketing association FGD Focus group discussion FHH Female-headed household FOREX Foreign exchange FTC Farmers training Center FtF Feed the Future GAP Good Agricultural Practices GRAD Graduation with Resilience to Achieve Sustainable Development GtN Growth through Nutrition iDE International Development Enterprise IDP Internally Displaced People IF Innovation Fund IP Implementing Partner IYCF Infant and young child feeding LGF Loan guarantee fund MFI Micro-Finance Institution MHH Male-headed household MIS Management information system MoA Ministry of Agriculture
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MoU Memorandum of understanding MSP Multi-stakeholder Platform MUB Molasses Urea Block NSA Nutrition-sensitive agriculture ORDA Organization for Rehabilitation and Development in Amhara PACE Personal Advancement and Career Enhancement PCC Project coordination committee PICS Purdue Improved Crop Storage Bags PSNP Productive Safety Net Program PSP Participatory Scenario Planning Qtr Quarter REST Relief Society of Tigray SAA Social Analysis and Action SBCC Social and behavior change communication SNNPR Southern Nations, Nationalities, and Peoples’ Region TIN Tax identification number ToT Training of Trainers TVET Technical and Vocational Education and Training TWG Technical working group USAID United States Agency for International Development USD United States dollar VESA Village Economic and Social Association VSLA Village saving and lending association WBL Work based learning WRN Work Ready Now Yr Year
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EXECUTIVE SUMMARY The Feed the Future Ethiopia - Livelihoods for Resilience Activity (hereafter Livelihoods for Resilience) is a five-year USAID-funded project running from December 5, 2016 through December 3, 2021. This report summarizes accomplishments for the second quarter of Year 3 (January – March, 2019). During the quarter, the project targeted an additional 8,116 households and organized them into 601 village economic and social associations (VESAs). To date, the project has accomplished 85% and 96 % respectively of total targets for households targeted (97,900) and VESAs formed (4,895).
With technical support from the project, VESAs continued their internal saving and lending activities, mobilizing US $191,627 in savings from 88,975 individual account holders during the quarter. VESAs that had completed enough cycles of savings began providing loans to their members, disbursing US $318,376 in loans to 18,680 clients. The project made significant progress in the sequence of VESA discussion sessions, with added focus on financial literacy and livelihoods sessions. To-date, 1,139 VESAs have completed Part 1 of the VESA manual, including 481 in the reporting quarter.
The project continued engaging clients, including youth from VESA member households, in livelihoods pathways. For the crop and livestock pathway, 8,665 clients commenced production activities after selecting value chains, receiving technical support from the project, and preparing business plans. To date the project supported 34,889 clients to participate in crop and livestock production. Shoat fattening remains the most popular livelihood activity investment by far, followed by poultry and cattle fattening. The project facilitated business to business meetings and multi-stakeholder platform meetings among value chain actors to establish input and output market system for crop and livestock participants.
For the off-farm and wage employment pathways, the project’s youth trainers targeted 934 youth and provided Work Ready Now (WRN) training. Out of these, 828 youths interested in self-employment took Be Your Own Boss (BYOB) training. With project support, 357 youths begin self-employment or wage employment in the quarter. In addition, community facilitators continued assisting adult VESA members in choosing off-farm livelihoods and preparing business plans. In this quarter, 4,141 clients commenced new off-farm activities or expanded/diversified their existing business, primarily using VESA loans.
Partner micro-finance institutions (MFI) in Amhara, Tigray and SNNPR provided more than US $2.2 million in loans to 6,122 clients in Quarter 2, bringing the to-date total to more than US $ 9.9 million in loans to 31,654 clients. Achievements are lagging in some areas as many households have outstanding loans or are reluctant to take on debt or because the MFIs complain of low liquidity or follow slow and bureaucratic assessment and approval processes.
Following the approval of crisis modifier concept note by USAID, the project targeted 1,920 internally displaced people and members of host communities affected by the Guji-Gedio conflict for livelihoods recovery cash-transfers. During the quarter, households completed trainings sessions and business plan development and will receive cash support in the next quarter.
The project continued its collaboration with the PSNP4 and with USAID and non-USAID projects for learning and replication of best practices. During the quarter, the project participated in a number of reviewed meeting and learning reflection events with partners.
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PROJECT OVERVIEW
The Feed the Future Ethiopia - Livelihoods for Resilience Activity (hereafter Livelihoods for Resilience) is a five-year USAID-funded project running from December 5, 2016 through December 3, 2021. Building from a preceding project—Graduation with Resilience to Achieve Sustainable Development (GRAD)—the Livelihoods for Resilience Activity supports PSNP households to build resilient livelihoods with improved food and nutrition security, even in the face of shocks and stresses. The project works in support of the livelihoods component of the Government’s Productive Safety Net Program (PSNP), and targets PSNP households in 27 woredas of Amhara, SNNP, and Tigray regions, with the aim of enabling 97,900 households to graduate with resilience from the PSNP.
The Livelihoods for Resilience Activity is implemented by a consortium of organizations led by CARE Ethiopia, which plays an overall leadership role and implements field activities in Sidama and Gedio Zones of SNNPR. The Organization for Rehabilitation and Development in Amhara (ORDA) implements activities in Amhara, the Relief Society of Tigray (REST) implements in Tigray, and Agri Service Ethiopia (ASE) implements in Hadiya Zone of SNNPR. SNV provides technical support for value chain development, private sector engagement, and agricultural input supply.
Project objectives The purpose of Livelihoods for Resilience is to enable 97,900 chronically food insecure households to graduate with resilience from the PSNP. The project has four sub-purposes and eleven expected outcomes, as outlined below:
• Sub-purpose 1: Members of PSNP households have increased capacities for undertaking resilient livelihoods o Strengthened social networks and community institutions support individual agency for
women, men and youth o Men, women and youth engage in informed, forward-looking livelihoods decision-
making o Men, women and youth have improved and equitable access to tailored financial
services
• Sub-purpose 2: PSNP households have economically viable and resilient livelihood portfolios o PSNP households have increased income from nutrition-sensitive and climate-smart
crop and livestock production o PSNP households have increased income from off-farm activities o PSNP households have increased income from wage employment
• Sub-purpose 3: An enabling environment supports resilient livelihoods for PSNP households o Targeted market systems are more effective, resilient, and inclusive for PSNP
households o Cultural and social norms support resilient livelihoods o Relevant institutions support resilient livelihoods
• Sub-purpose 4: Collaboration, learning and adaptive management processes enhance, scale up, or facilitate replication of impact o Effective collaboration with relevant institutions leverages or replicates impact being
achieved by the Livelihoods for Resilience Activity
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o Project approaches adapted based on information from multiple sources
1. MAJOR ACCOMPLISHMENTS
During the reporting quarter, Livelihoods for Resilience field teams continued household targeting and VESA formation, and facilitated VESA discussions as per the updated VESA manual. The project continued engaging clients in crop and livestock activities, with the provision of technical training and facilitation of loans from MFIs, and targeted youth for work readiness training in the off-farm and employment pathways. Key accomplishments during the reporting period are summarized in the sections below. Numeric achievements are tabulated in Annex 1. Household case stories can be found in Annex 2. Sub-purpose 1: Members of PSNP households have increased capacities for undertaking resilient livelihoods
This sub-purpose focuses on increasing the agency of different members of PSNP households, building their capacities to make informed livelihoods decisions by increasing their knowledge, skills and awareness of resilient livelihoods opportunities. To achieve this objective, the project organized targeted households into village economic and social associations (VESAs). VESAs help develop a culture of savings and give PSNP clients experience with taking and repaying small-scale loans. In addition, VESAs serve as a platform for the provision of training in financial literacy and business skills, gender, nutrition, and climate change adaptation.
Finally, VESAs are used as a platform for the provision of information on localized weather forecasts, available microfinance products and services, new technologies, input/output markets, and other information needed to make forward-looking livelihood decisions. VESA formation and discussions VESA formation
In the reporting quarter, implementing partners (IPs) continued forming VESA. Accordingly, 10,531 new VESA account holders from 8,166 PSNP households were organized into 544 VESAs. Nearly 29% of new VESA member households have two accounts, and 48% of new VESA account holders are women. The creation of 544 VESAs represents an achievement of 91% of the quarterly target. Progress was slower than expected in Tigray due to a soil and water conservation campaign.
In Qtr 1, ORDA and ASE were behind schedule but both teams were able to make good progress towards Yr 3 targets during Qtr 2. Accordingly, as shown in Table 1 below, ORDA and ASE performed 27% and 23% higher than their quarterly plans, respectively. For CARE SNNPR, VESA formation and other VESA activities continue to be slowed in the aftermath of ethnic conflict in Gedio Zone. The situation improved somewhat and the project started to support the affected communities through a crisis modifier intervention, which helped returning VESA members restart livelihoods activities. In addition, five new VESAs were formed in Kochere. A detailed breakdown on VESA formation as well as membership by household and individual account holder is provided in Table 1 below.
Table 1. Progress on VESA formation during Yr3 Qtr2
Name of IP VESA formation Total # of HHs Total # of new account
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organized into VESAs (Yr3 Qtr2)
holders - Yr3 Qtr2
Yr 3 plan
Qtr 2 plan
Achievement against Yr 3
targets
Achievement against Qtr 2
target FHH MHH Total Women Men Total
ORDA 773 225 285 37% 285 127% 1,128 2,280 3,408 2,782 2,686 5,468
CARE SNNPR 150 50 45 30% 45 90% 227 588 815 486 620 1,106
REST 665 266 140 21% 140 53% 1,218 1,161 2,379 1,225 1,168 2,393 ASE 200 60 74 37% 74 123% 520 1,044 1,564 520 1,044 1,564 Total 1,788 601 544 30% 544 91% 3,093 5,073 8,166 5,013 5,518 10,531 The graphic below illustrates the VESAs formed through Yr 2 (shaded in blue), in Yr 3 Qtr 1 (shaded in medium orange), and in Yr 3 Qtr 2 (shaded in green), as well as the VESAs remaining to be
formed, shaded in red.
Each VESA has a membership of approximately 20 PSNP households, but in order to increase the participation of women (including women from dual-headed households), the project encourages more than one member from the same household to open an account within the same VESA. By the end of Yr 3, Qtr 2, the project had organized 83,553 households (of whom 37% are female-headed) into VESAs.
0
1000
2000
3000
4000
5000
6000
ASE CARE SNNPR REST ORDA Overall
Figure 1. VESA formation targets and progress to-date
Through year 2 Yr.3 Qrt.1 Yr.3 Qrt.2 Total Remaining
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VESA Training and Discussions
VESA members continue to receive training from project staff to help them mobilize savings and start small businesses. Groups are trained on how to democratically elect a management committee, craft VESA by-laws, including procedures for saving, lending and social fund management. Groups also receive training on share purchase, loan disbursement and share out procedures.
IP frontline staff provided additional intensive training to the management committees on leadership and group governance. The training provided leaders with skills and knowledge to manage their groups effectively and covered roles and responsibilities of VESA committees, basic procedures of VESA meetings, VESA transaction principles, and conflict management. Accordingly, during the quarter, the training was provided to management committee members from 283 VESA groups in SNNPR and Amhara. VESA discussions Community facilitators continued facilitating VESAs discussions based on the sequence of topics laid out in VESA manual. During the quarter, 481 new VESAs completed the foundational sessions while 1,296 VESAs commenced aspiration sessions. Overall 80% of VESAs have commenced discussion sessions using the VESA manual.
Livelihoods sessions begin in Section 3 of the VESA manual and were originally intended to be preceded by a full set of financial literacy sessions and introductory sessions on gender, nutrition, and climate change adaptation. However, consensus was reached to bring some livelihoods sessions forward to ensure that key livelihoods skills (particularly on how to select a livelihood
0
20000
40000
60000
80000
100000
120000
ASE CARE SNNPR REST ORDA Overall
Figure 2: Total households participating in VESAs (project to date)
Male-headed households Female-headed households Remaining
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with strong market demand, appropriate capital requirements, risk mitigation, etc.) are discussed and business plans are developed prior to households receiving MFI credit. The quarterly progress is summarized in Table 2 as follows.
Table 2. VESA discussion progress summary
Discussion Topics Purpose and progress
Aspiration In this session VESA members define their hopes and dreams for themselves and their families, thereby preparing them for the life goal setting exercise. In the quarter, 25,109 individual members of 1,296 VESAs completed the session.
Life cycle events (a financial literacy session)
This introductory session for financial literacy training allows participants to identify and plan for major expected and unexpected life events, estimate costs of each event, and understand the importance of saving for both types of events. The session was conducted at 1,272 VESAs and attended by 23,139 individual members.
Climate change and its impacts
This session help VESA members understand what climate change is and how it affects them. This in turn helps them start to discuss about how they can deal with or adapt to the changing climate—by considering it as one type of the unexpected life events—in their locality. A total of 17,358 individual members of 973 VESAs completed the session in the quarter.
Setting goals (a financial literacy session)
This session helps participants to define their goals and to think about their plan to reach their goals. During the quarter, the session was conducted at 674 VESAs and 12,034 individual members participated.
Access to and control over resources
After attending this session, VESA member are expected to understand how gender norms affect men and women’s access and control of resources and will able to consider different behaviors of men and women for better and healthier household. A total of 10,462 individual members of 560 VESAs completed the session in the quarter.
Household resource management
At the end of this session, VESA members are able to identify resources available in their households that they can use for diversifying food intake. The session was conducted at 99 VESAs and attended by 2,019 individual members.
Developing a budget
This sessions helps participants identify: a) sources of household income and seasonality of income; b) different household expenses of the household and their seasonality; and c) understand whether and when they are in deficit or surplus. A total of 6,699 individual members of 273 VESAs completed the session in the quarter
Decision-making The session promotes equal/joint decision-making between men and women. A total of 5,211 individual members of 273 VESAs completed the session in the quarter
Savings
This session help VESA membres to analyse income and expenses; calculate the difference to decide whether the end is a deficit or surplus; describe rules of saving and learn about saving behaviors. In this quarter, 184 VESAs conducted the session with participation of 3,725 individual members.
Livelihoods activity selection
This topic designed to enable the VESA members to learn the six key points they need to remember when investing in a new livelihood activity The session was conducted at 616 VESAs and attended by 11,586 individual members.
Overview of value chains
This sessions provides an overview of the project-supported value chains to VESA members, including information on markets, capital requirements, profitability, risk, and family needs. A total of 10,462 individual members of 560 VESAs completed the session in the quarter.
Intro to business planning
After going through this session, VESA members can determine the quantity of resources needed for the start-up and operation and the total capital requirement. The session was conducted at 266 VESAs and attended by 4,888 individual members.
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Business planning (for value chains)
The session is a continuation of the Introduction to business planning session. This involves practical demonstration on preparation of model business plan for value chain engagement. A total of 1,145 individual members from 50 VESAs participated in the quarter.
Inclusive financial services VESA financial services A key component of the project is facilitating appropriate saving and lending attitudes and practices. In this quarter, $183,654 was mobilized from group members representing 89% of the plan. As a result of increased confidence and trust of VESA members in their groups and the multiple share system employed, average savings amount per member increased to $2.15, a nearly 38% increase from the previous quarter. This has allowed the groups to grow their loan funds in the cash box and enhance the opportunity to access relatively larger loans. The detailed breakdown of VESA savings by IP is presented in Table 3 below.
Table 3. Savings mobilized by clients during Yr 3 Qtr 2
IP Total Amount Savings (USD) Number of clients who saved in
VESA Average saving per client for Qtr2 (USD)
Y3Q2 Plan Y3Q2 achievement Women Men Total
ORDA 59,725 59,725 18,984 18,101 37,085 1.61 CARE SNNPR 65,374 42,732 7,914 7,970 15,884 2.69 REST 63579 61,633 13,594 14,005 27,599 2.23 ASE 18,800 27,537 2,854 5,553 8,407 3.28 Total 207,478 191,627 43,346 45,629 88,975 2.15 The savings mobilized by VESAs is expected to be invested by the members in various small business activities. In this quarter, a total of $318,376 in loans was provided to 18,680 VESA members which is 103% of the quarterly plan. Average loan size grew by 8% from previous quarter (from $15.73 to $17.04). For a detailed breakdown on VESA loan disbursement, see Table 4 below.
Table 4. New loans disbursed by VESAs during Yr 3 Qtr 2
Name of IP Total Amount of loans
Number of clients who took loans from VESA Average loan per client (USD) Y3Q2 plan Y3Q2
Achievement Women Men Total ORDA 69,878 82,611 3,046 3,571 6,617 12.48 CARE SNNPR 71,911 36,578 1,829 2,076 3,905 9.37 REST 168,698 188,524 3,301 3,660 6,961 27.08 ASE 17,850 10,663 689 508 1,197 8.91 Total 328,337 318,376 8,865 9,815 18,680 17.04 Credit provision from formal financial institutions
In this reporting quarter, 6,122 additional target households were able to receive loans from MFIs totaling $2,271,616 and have started engaging in their selected value chains. To-date, MFIs have disbursed a total of $10,325,033 in loans to 31,153 Livelihoods for Resilience clients. The detailed breakdown of MFI loan disbursement during this quarter is presented in Table 5 below.
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Loan provision had been long delayed in Hadiya Zone due to drawn-out negotiations with private MFIs, branch office set-up, staff recruitment, etc. Even though the two MFIs newly operating in the area (PEACE and Metemamen) commenced releasing credit during the last quarter, the performance remains well below expected. The project held meetings with both MFIs during the quarter, identified bottlenecks, and got commitments for better performance. Government counterparts in Hadiya, Gedio and Sidama zones continue to express their concern about high interest rates of private MFIs and pushing the project to work with Omo MFI. However, the project is holding discussions with those counterparts to explain the rationale behind bringing such private MFIs on board. Table 5. Progress on loan disbursement from formal financial institutions during Yr3, Qtr2
MFI Individuals who accessed
loans from MFI Loan amount disbursed (USD) Ave. loan size per
client (USD) Men Women Total Men Women Total DECSI (Tigray) 2,042 1,359 3,401 899,683 598,761 1,498,444 441 ACSI (Amhara) 1,141 1,022 2,163 366,650 307,607 674,262 146 OMO (SNNPR) 74 47 121 14,539 8,413 22,952 190 Vision Fund (SNNPR) 104 169 273 16,807 26,558 43,365 159 PEACE (SNNPR) 74 65 139 15,259 12,222 27,481 198 Metemamen (SNNPR) 7 18 25 1,296 3,815 5,111 204
Total 3,442 2,680 6,122 947,584 957,376 2,271,616 371 In this quarter, the MoU previously signed with DECSI was revised to expand loan access for off-farm investment. Loan size and repayment schedules for such loans were included in the terms and conditions. In addition, in Tigray, the project is negotiating with DECSI to facilitate loan access for youth. There is a good progress as DECSI have good experience working with youths through POTENTIAL and other projects. REST is expected to conclude its agreement with DECSI during the next quarter. Progress of Loan Repayment Improving access to finance for PSNP communities also depends on successful repayment of loans so that financial services providers will continue providing repeated access to loans. In collaboration with the MFIs in the respective regions, IPs continue to encourage project target households to pay off their loans on time. Accordingly, 92% of matured loans have been repaid. As shown in Table 6 below loan repayment for ASCI, DECSI and Vision Fund all exceed 90%. However, due to weak loan monitoring efforts, repayment of loans for Omo MFI is lagging.
Table 6. Progress of loan disbursement and repayment to date
Partner MFIs LGF transferred
# of clients served
Amount disbursed from MFI
(USD)
Amount Matured
(USD)
Amount Repaid (USD)
Repay-ment rate
(%)
ORDA (ACSI) 94,624 7,865 2,136,754 150171 150,172 100 CARE (VF) 22,675 839 131,098 9,651 9,370 97 CARE(Omo) 17,778 456 80,371 20,914 13,813 66 REST (DECSI) 1,074,645 21,525 7,410,144 1,386,311 1,265,726 91 ASE (PEACE) 14,866 640 119267 - - - ASE (Metemamen 14,763 329 64,415 - - - Note: The loans provided by PEACE and Metemamen have not yet matured for repayment
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Regional financial forum
In the Amhara Region, the project organized a regional financial forum with ACSI and PSNP 4-LICU stakeholders during the past quarter to discuss the bottlenecks of the project HHs access to finance and to develop strategies to enable project clients timely access to loans. Liquidity, Muslim friendly financial services and ACSI operational processes and requirement were identified as major causes for slow loan disbursement. Meeting participants admitted the challenges and agreed that ACSI will prioritize PSNP HHs more and that ORDA will encourage VESA members to save in ACSI on a voluntarily basis. Climate change adaptation and resilience Climate Vulnerability and Capacity Analysis (CVCA) roll out Livelihoods for Resilience undertook CVCA exercises in an additional three woredas of SNNPR: Aleta Wendo, Dilla Zuria and Dara. Trained government experts and project staff facilitated CVCA focus group discussions (FGDs) in six purposively selected kebeles that represent diverse agro-ecological traits. VESA members, other local residents, elders, and local forecasters participated. The project then facilitated workshops in Sidama and Gedio zones to validate the outcomes of the CVCA process and collect additional inputs. Experts from woreda and zonal offices of Agriculture and Natural Resources, and Disaster and Risk Management and Food Security participated. During the workshop, key findings of the CVCA exercises were shared and discussed. Participants confirmed that most of the CVCA findings reflect the context and situation of each woreda and agreed to make use of CVCA findings to support PSNP HHs and communities to improve their adaptive capacity and resilience to recurrent shocks and stresses.
Based on inputs collected from the workshops, the draft CVCA reports were validated, enriched, and finalized. The key findings were summarized, translated to local language and shared with VESA members during discussion on climate change adaptation. A total of 85 VESAs with 1,805 members (of whom 752 were women) discussed the CVCA results. During these sessions, VESA members discussed local adaptation strategies like water and soil conservation activities, drought tolerant farming practices, use of short maturing crops, and others in a very detailed manner. By the end of the session, VESA members acquired sufficient knowledge on appropriate and affordable adaptation measures that reduce the possible impacts of climate change.
In Tigray, an addition FGD was conducted to complement the findings of CVCA exercises conducted during the previous last quarter. By the end of the quarter, reports on all CVCA exercises conducted in Tigray as well as in Hadiya Zone were finalized based on the inputs collected during validation workshops conducted during Qtr 2. The project will prepare summaries of the findings that will be shared with VESA members during upcoming VESA sessions.
IP staff Trained on CVCA Climate Change Adaptation and Resilience Specialist and other staff from CARE SNNPR and REST trained 138 newly recruited and existing Community Facilitators (CF)(of whom 35 were female) in CVCA tools and climate change adaption and resilience topics from the VESA manual. The objectives of the training were to prepare CFs to facilitate VESA discussion sessions effectively. The training covered specific topics such as causes and impacts of climate change, adaptive and mitigation strategies to minimize and overcome the effect of climate change, and discussion facilitation skills.
Train government staff in CVCA In this quarter, Livelihoods for Resilience organized trainings for government staff on CVCA in SNNPR and Tigray region. These were aimed at helping participants understand how climate
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change related shocks and stresses affect household and community livelihoods and well-being; to identify the capacity of the community to adapt to and mitigate the cause and effect of climate change; and to design resilience-building plans by identifying adaptation options. This should allow better mainstreaming of climate change in livelihood improvement plans using various CVCA tools and community engagement. Beyond describing some key concepts of climate change, the training was facilitated using practical group exercises by considering their community’s local context, emphasizing action over theory. Overall, 92 government staff were trained. They came from Zonal and Woreda Offices of Agriculture & Natural Resource Development, Disaster Risk Management and Food Security, Women and Children Affairs, Water, Minerals and Energy, and Environmental Protection & Forest Development. Participatory scenario planning (PSP) roll out
The project uses the PSP tool to generate localized climate and weather information and forecasts that help VESA members and community to make informed decisions. The tools involves the participation of stakeholders such as traditional forecasters and experts from meteorological and other government offices. PSP was implemented as a pilot in Sidama, Southern Tigray, and North Wollo zones during the last rainy season (June-August). Given success of the pilots, the project launched PSP in all implementation woredas prior to the 2019 ‘Belg’ season-a rainy season that runs from February-May. CCU Climate Change Adaptation and Resilience Advisor and IP’s experts provided training on to PSP tool to 227 participants (of whom 32 are women). The trainings were facilitated in different locations, and attended by representative from zonal and woreda government offices, VESA members, traditional forecasters, agro-dealers and project staff.
Following the trainings, the project conducted PSP workshops at the zonal level throughout its operational areas. All trainees and meteorology experts participated in the workshops during which local weather forecasters and meteorology experts presented and explained their Belg Season weather forecasts. The traditional forecasts matched the scientific ones in each case. On the basis of discussion and analysis during the workshops, the following three scenarios were developed based on a tercile probabilistic forecast1: above normal, near normal and below normal. The participants indicated potential areas that will receive different amounts of rainfall. Most importantly, the participants identified potential hazards and risks, opportunities and risk reduction options to be implemented by VESA members under each potential scenario. At the end of the workshops, the participants planned to disseminate information to end users. Government stakeholders planned to disseminate the information to non-VESA communities through its structures and platforms, including by sending official letters to kebele Development Agents (DAs) and informing farmers at public work events or activities, etc. Meanwhile, Livelihoods for Resilience will use the VESA platform to disseminate weather forecast and advisories to all project communities. Accordingly, frontline staff held PSP discussions with 1,742 VESAs and disseminated the information to 33,905 members.
Table 7: PSP discussion progress during Yr 3, Qtr 2
Project area
# of VESAs that held
PSP discussion
# of VESA members attending PSP sessions
Women Men Total
Amhara 498 4,592 4,947 9,539
1 A meteorological forecast method that considers probability to explain levels of uncertainty in the forecast
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SNNPR (Sidama and Gedio) 486 5,121 2,838 7,959
Tigray 456 4,201 4,891 9,092 SNNPR (Hadiya) 302 3,027 4,288 7,315 Total 1,742 16,941 16,964 33,905 Frontline staff are monitoring the accuracy of forecasts and their usefulness for VESA. In most of the project areas, rainfall was as forecasted and both VESA members and non-project farmers found it useful for decision-making. However, in Meket and Mehal Meda clusters of Amhara Region, the PSP workshops were conducted late close, to beginning of the Belg season, making the information less valuable. This indicated the need to kick-off PSP as early as possible to ensure weather forecasts and advisories are shared with households at the right time.
Adaptive technologies promoted for climate change adaptation In this quarter, Livelihood for Resilience in collaboration with the Development Food Security Activity (DFSA) implemented in Tigray by REST, promoted affordable energy saving improved stoves to VESA members in Raya Alamata and Ofla Woredas. The technology is produced and supplied by people who were trained by Woreda Office of Water, Mines and Energy. The stove is useful to mitigate climate change and its impacts by reducing deforestation for fuel wood. In addition, it saves women’s time and labor for wood collection, in addition it reducing smoke that negatively affects family health. The frontline staff informed VESAs of importance, costs and sources of the products. Following the introduction, 110 members, of whom 106 are women, bought improved stoves. The project will continue promotion of the technology at VESA meetings and track adoption rates. Nutrition Cascading Training on Infant and Young Child Feeding (IYCF) and Nutrition Sensitive Agriculture (NSA) In the quarter, nutrition experts in Tigray and Hadiya Zone of SNNPR provided training on infant and young child feeding (IYCF) and Nutrition Sensitive Agriculture (NSA) focusing on PSNP-4 Gender and Nutrition components to 190 CFs, health and agriculture extension workers. The two-day trainings built knowledge and skills of participants to support the project VESA members to bring the desired social and behavioral change in IYCF and dietary diversity practices. The training was facilitated in collaboration with experts and supervisors from the Woreda Agriculture and Natural Resource office and Health Office who had previously received the training. The trainees are expected to provide counseling, knowledge transfer, practical age appropriate complementary feeding preparation (6 - 9 months, 9 -12 months and 12 -24 months of age) and support to community facilitators for nutrition sessions at the VESA level.
Homestead gardening The project promotes homestead gardening, particularly the perma-garden and keyhole garden models, to improve the availability of nutrient-dense food for target households and the diversity of foods they consume. During the quarter, 785 beneficiaries (of whom 528 are women) were trained in the techniques in Tigray and Amhara. After the training, trainees are expected to establish their own homestead garden after accessing seed from agro-dealers. The project frontline staff, model farmers, and extension workers who received training are providing technical support to households to establish perma-gardens or key-hole gardens. Accordingly, during this quarter, 643 households (of whom 256 are headed by a woman) established a garden. Some beneficiaries have started to harvest and consume or sell the products.
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The Livelihood for Resilience Nutrition Advisor travel to Meket Cluster to assess uptake and technical quality of perma-gardens. It was observed that household adoption in vegetables production in encouraging and some households already started feeding their families and can influenced their neighbors. Moreover, the project areas are convenient for home-garden production, but timely planning, training and linkage with agro-dealers for seed access were found very important. The advisor provided recommendations to overcome observed barriers for adoption, and proposed reconnection training for upcoming rainy season that runs from April through September, 2019 Cooking demonstrations of nutrient-dense foods In conjunction with the perma-gardening activity, the project continued conducting cooking demonstrations and learning sessions with VESAs in order to transfer knowledge and skills on the preparation of nutritious recipes from vegetable and animal sources for different age groups: children aged 6-59 months, pregnant/lactating women, and adults. A total of 1,328 VESA members (of whom 783 are women) attended these demonstrations in the quarter. Male role models from VESAs actively participated in food preparation to influence behaviors of other male members in terms of sharing household chores, including food preparation. Nutrition Social Behavioral Change Communication (SBCC) materials Livelihood for Resilience uses SBCC for sharing tailored messages to influence behaviors related to proper feeding practices and nutrition consumption in target communities. During the quarter, the project printed and disseminated to IPs 500 SBCC material packets (money cards and market mats) that convey various messages in Amharic and Tigrigna languages. The materials will be used by CFs during VESA discussions on nutrition topics. Poultry voucher implementation Animal source foods, including poultry and eggs, are sources of high-quality protein and micronutrients even when consumed in small quantities. This substantially increases the nutrient adequacy of traditional diets based on staple crops. Poultry is also a value chain promoted by the project, hence the Livelihoods for Resilience team is committed to implementing all poultry activities—for nutritional and livelihood purposes—with a market-based approach. In Qtr 2, the project introduced a conditional poultry voucher scheme designed to provide an incentive for households to engage in poultry for both livelihoods and nutrition purposes and to “jump start” the poultry value chain by building relationships between PSNP households and value chain actors. This approach serves as an alternative to the free distribution of pullets often done in nutrition programs. Poultry voucher targeting and requirements To implement the poultry voucher, each IP selected 1-3 pilot woredas located near model farmers and relevant value chain actors (feed suppliers, vaccinators and pullets producers) and where poultry engagement is still low. The pilot woredas selected were as follows:
• Aleta Chuko (CARE, Sidama) • Anelemo (ASE, Hadiya) • Emba Alaje (REST, Eastern Tigray) • Raya Kobo (ORDA-Woldiya Cluster) • Meket and Wadla (ORDA-Meket Cluster) • Menz Gera (ORDA, Mehal Meda Cluster)
From each of these woredas, IPs selected 4-6 VESAs for the poultry voucher pilot. All households in the selected VESAs are eligible for the poultry voucher, regardless of whether they include a
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pregnant or lactating woman, or are already engaged in poultry production. To qualify, they must be willing to construct a chicken coop with the required elements (feeder, drinker and footpath) and purchase three pullets using their own funds (approximately 200 birr). Poultry coop construction and poultry management training Eligible households received two days of training on poultry coop construction and management (sanitation, feeding, house construction, disease symptoms, prevention, vaccination, medication, and feeding materials) with the support of Woreda Livestock Officers and SNV technical advisors. MOUs with suppliers IPs, key government stakeholders, CARE CCU and SNV’s Poultry Value Chain Advisor collaborated to identify potential pullet and feed suppliers, select suppliers with the right qualifications and products located near the households, and negotiate MoUs with those selected. The selection process included the verification of requirements such as business licenses and tax identification numbers (TINs) when available, support letters from the government, and health certificates for the pullets. IPs signed MOUs with pullet growers and agro-dealers with linkages to higher-level poultry feed suppliers such as unions or private sector actors. In some instances, the project facilitated new linkages for agro-dealers to source poultry feed for the first time. The system was designed to enable households to redeem their vouchers from the suppliers themselves, rather than arranging a “distribution” by the supplier or the project. Voucher preparation and distribution CARE CCU printed vouchers with the project logos, pictorial representation of what is being transferred, conditions of the voucher (poultry house construction/pullet purchase requirements, voucher cannot be exchanged for cash, expiration date, etc.), and serial numbers. Each voucher included names of the beneficiaries (husband and wife), their PSNP IDs, their VESA names and kebeles for security and reconciliation process, as can be seen in Figures 3 and 4 at right. After verifying that households had constructed appropriate chicken coops, saved 200 birr for the purchase of pullets, and demonstrated knowledge and skills in poultry production, IP staff provided two types of vouchers: one voucher for pullet supply that stated “Buy three pullets and get three free” and two separate vouchers for feed supply, each for 20kg of feed. The feed vouchers were intended to provide sufficient feed for all six pullets (the three purchased with the household’s own funds and the three free ones) for 105 days (3.5 months), until they start laying eggs. The CCU team shared voucher distribution and
Figure 4: Feed voucher
Figure 3: Pullet voucher
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redemption/vendor reimbursement forms for IPs and vendors to use to track voucher distribution and redemption, respectively. Voucher redemption and pullet purchase by households In this reporting quarter, a total of 518 households in Amhara and SNNPR received and redeemed their poultry vouchers. These households purchased a total of 2,407 45-day-old pullets with their own money (an average of 4.6 pullets per household) and received 1,554 free pullets and 15,480 kg of free feed (indicating that approximately half of households had redeemed both 20kg feed vouchers, while the other half had redeemed only one by the end of the quarter). Table 8. Poultry voucher implementation progress during Yr 3, Qtr 2
Name of IPs # HH collecting poultry and
feed vouchers # of VESAs
# of pullets received with
voucher
# of pullets purchased by
HHs
Amount of feed received with voucher Men Women Total
ORDA 129 127 256 17 768 1,621 10,240 kg
CARE SNNPR 67 86 153 17 459 459 3,060 kg
REST 0 0 0 0 0 0 0
ASE 53 56 109 6 327 327 2,180 kg
Total 249 269 518 40 1,554 2,407 15,480 kg Note: REST will begin distribution of the poultry voucher in Qtr 3.
The CCU Nutrition Advisor provided field level technical support for IPs on poultry voucher approaches. The advisor held discussions with woreda Livestock and Fishery officers and poultry experts to get their technical support for households. Accordingly the government assigned the poultry experts for the training and to follow-up the health condition of the pullets being grown by the selected pullet suppliers. In addition, the advisor gave technical support in preparing the MoUs for pullet and concentrated suppliers, creating linkages with government partners and in developing guidelines and formats. Poultry voucher learning The project’s Collaboration, Learning and Adaptation (CLA) Advisor developed tracking and learning formats for project staff to use in the implementation of the poultry voucher. A plan was devised for selected staff to work together to interview the households, pullet suppliers and agro-dealers during the next quarter to ask about the number of households using the voucher, the number of pullets purchased by households with their own funds, and stakeholder feedback on the process for learning and adaptation. A mid-action review meeting on the poultry voucher is also planned for Qtr 3.
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Sub-purpose 2: PSNP households have economically viable and resilient livelihood portfolios Under Sub-purpose 2, the project supports target households in expanding and diversifying their livelihood portfolios along one or more of three livelihoods pathways, based on the PSNP 4 livelihoods component:
1. A crop and livestock pathway which includes production of crops and/or livestock 2. An off-farm pathway which comprises farm-dependent or nonfarm income-generating
activities; and 3. Employment pathway which encompasses wage employment, typically on nearby farms or
in nearby towns or cities.
Crop and Livestock pathway
Over the life of the project, it is expected that at least 80% of the targeted 97,900 households will have one or more members newly participating in the crop and livestock pathway. During this quarter, the project has continued facilitating value chain selection and business planning discussions at the VESA level and helped 7,764 VESAs members to prepare business plans. Overall, out of the total clients who prepared a business plan to-date, 8,665 of them have started production during the quarter. By the end of this quarter (Yr3, Qtr2), the project helped 34,889 clients make informed value chain choices and commence production activities. Table 9 below provides a summary of progress on client participation on different crop and livestock value chains after receiving technical support from project, either using their own financial resources or MFI loans. Table 9: Project client engagement in value chains
Type of crop or livestock activity
Number of clients who engaged in crop and livestock activities This quarter (Yr 3, Qtr 2) Total to-date
Men Women Total Men Women Total Cattle fattening 799 417 1,287 1,786 1,181 2,967 Shoat fattening 2,753 2,357 5,110 13,681 10,729 24,410 Poultry 902 796 1,627 2,046 1,905 3,951 Honey 136 36 172 371 163 534 Wheat 3 1 4 741 400 1,141 Lentils 7 27 34 150 297 447 Potato 224 24 248 301 139 440 Onion 2 0 2 175 173 348 Pepper 229 105 334 238 108 346 Haricot bean 60 13 73 197 76 273 Dairy 194 105 299 457 192 649 Total clients engaging in value chains* 4,997 3,668 8,665 19,787 15,102 34,889
*Note: the totals in this row are less than the sum of the rows above as some households/clients are participating in more than one value chain.
The above table indicated that the vast majority of clients selected shoat fattening, as the activity is known to be profitable and is quite familiar to the project clients in almost all woredas of the project. Experience from GRAD is that households will diversify into other value chains as time goes on. The project has continued providing technical support for each prioritized value chain and promoted improved technologies and practices, as detailed below.
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Meat value chain
During the quarter, the project provided training to 8,804 shoat and cattle value chain participants, of whom 3,820 are women. Training topics were designed to address knowledge and skill gaps identified by the market system analysis of the value chain, and included: fattening scheduling and hygienic management, improved feeding practices, feed quality improvement practices, selection of the right shoat to fatten, shoat health maintenance, and marketing. Trainings involved practice sessions such as preparing improved feed using effective micro-organism (EM) and bokashi (a concentrate feed made from wheat bran, EM and molasses). In SNNPR, agro-dealers were invited to introduce their products and services. This allowed participants to get information on location of agro-dealers and price information for the available inputs. Following the training, project field staff in collaboration with DAs and experts from woreda Livestock and Fishery Offices provide on-site follow up visits to support trainees to implement learned skills and practices.
SNV’s Value Chain advisor also organized a two-day training on meat quality and market requirements for fattened shoats for 35 model farmers, shoat traders, IP staff and regional SNV team members. The training shared with participants the quality requirements of end markets such as abattoirs as well as factors that compromise quality. The training was followed by a visit to the S&S Farm2 to observe and learn more about the quality requirements of fattened shoats.
Live animal market outlet assessment conducted for the North Wollo cluster In this quarter, SNV’s meat value chain advisor conducted a market outlet assessment for North Wollo zone. The purpose was to understand the implications of the recent instability of the country and interruptions in existing market activities to the Tigray region. The assessment covered three market outlets: Kombolcha, Dessie, and Bahir Dar. The first two markets - Kombolcha and Dessie – demonstrated good potential markets for shoat producers in North Wollo while the Bahir Dar market is less accessible to North Wollo cluster producers and buys more from South and North Gondar producers who have a locational advantage that keeps prices lower.
The demand for shoats in Kombolcha town is very high. In addition, customs services are functioning well for live animal exports to Djibouti via Kombolcha. The price of live animals is also trending higher. Currently, the average price for a shoat ranges from 3700 to 5300 ETB. The number of major licensed buyers in Kombolcha and Dessie markets are 22 and 12 traders, respectively. According to the assessment, the major constraints that undermine the inclusiveness of these market outlets are illegal (informal) trading and lack of market infrastructure, such as shade, transport, and watering and feeding facilities. The SNV team collaborated with the regional trade and industry bureau and organized regional MSP meeting to coordinate key actors and build a common vision, including to overcome the challenges identified during assessment. As way forward, participants recommend the implementation of regulatory framework and encourage formal traders to improve the market for producers in North Wollo.
Poultry value chain
The project continued to provide technical training to new clients in the value chain. The training aimed at addressing skill gaps on improved technologies and management practices as identified during the market system analysis. During the quarter, project experts provided the training to 2,905 clients, of whom 1,208 are women. The training focused on concepts and practices of improved poultry management, including production systems, feed and feeding management, housing, production handling, and poultry health
2 S&S is a new abattoir located in Addis Ababa
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In addition, SNV team facilitated two field days for clients and other stakeholders in South and East Tigray. The objectives of these events were to introduce improved poultry husbandry practices and to share the experiences of model farmers. During the events the participants observed improved practices (proper feeding of pullets and layers, green feeding to improve egg yolk coloration, use of disinfectants for foot bathing and egg collection and storage facilities and practices) and a number of technologies made from locally available materials (improved low cost poultry house, feeders, drinkers, egg laying nests and foot baths). At end of the visit, clients expressed their commitment to adopt the technologies and share the experience with their peers. In addition, the government experts also expressed a commitment to provide technical follow-up to scale up the practices. In conjunction, the project is working to increase accessibility of affordable improved inputs and technologies for value chain participants. To end this, in SNNPR the project identified and concluded agreements two agro-dealers to supply 45 day old pullets and improved feed to their communities.
Poultry producers and chicken growers also suffer from poor access to veterinary drugs like fowl pox vaccines, medicines and egg stimulant vitamins. To help address the supply problem, the SNV team organized a one-day Business-to-Business (B2B) event covering North Wollo and North Shewa. The event brought together model farmers, day old chick producers, drug vendors, and major suppliers. The participants signed an agreement to formalize a business relationship with these actions: drug suppliers agreed to supply woreda-based vendors; vendors agreed to supply to model farmers and suppliers agreed to supply feed to day-old chicken growers.
Likewise, a B2B meeting was held in Hawassa including Sidama Elto Union, primary cooperatives and local agro-dealers. The aim of the B2B was to improve the overall supply of haricot bean seed at the local level and make sure it is available for the belg season planting. As a major outcome, six-agro dealers and two primary cooperatives signed an agreement with Sidama Elto Union to distribute at least 50 quintals at a time and, in turn, receive a commission of 40 ETB per quintal. The union agreed to pay the shipping and handling costs.
Honey value chain
During this quarter, the project continued providing the training for new clients who are going to engage in the honey value chain in SNNPR and Tigray. The content of the trainings were defined to address major gaps identified through the value chain analysis. Project and woreda experts provided the training to 430 clients (of whom 60 are women). Key focus areas of the training were
Figure 4. Low cost poultry house, Tigray
Figure 5. Transitional beehive, SNNPR
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seasonal honeybee colony management, dearth period management, bee health management and transitional beehive construction techniques. Following the training, the trainees commenced construction of transitional beehives and transfer of bee colony to those beehives. Overall, during the quarter, 180 colonies were trapped, out of which 52 were transferred into transitional beehives by 44 trained clients.
Lead beekeepers are also expected to provide follow-up support to honey value chain participants and serve as local service providers to their neighbors, mainly women. To improve their technical capacity, the SNV Honey Value Chain Advisor in collaboration with Holeta and Mekelle research centers provided technical support and on-site coaching to 26 lead beekeepers in SNNPR and Tigray. The support addressed key technical gaps such as inappropriate apiary site selection, not strictly following the specification of transitional beehive construction, lack of shelter and hive stands, not adjusting honeybee colony management to the prevailing season, and lack of record keeping. In addition, the SNV team developed guideline on beekeeping. The guideline contains useful information and practical guidance on the role of bees in pollination; transitional hive making; colony transfers; honey quality; inspection; dearth period management; wax extraction; honey marketing and aggregation. Project frontline experts and DAs are expected to provide technical support using the guideline. The document was translated into two local languages (Amharic and Tigregna), and will be distributed to users starting from next quarter. Experience sharing and exposure visit In the quarter, SNV’s team organized a two-day exposure visit on beekeeping practices for beekeepers, project staff and government experts selected from woredas of Hadiya and Sidama zones of SNNPR. The exposure visit created an opportunity for participants to learn from beekeepers who were successful by the project through training and technical follow up. These successful beekeepers:
• Shared experiences on the potential of beekeeping as a profitable business; • Created awareness on the management of bee colonies in the dearth period to reduce risk of
colony absconding; • Created networks with lead beekeepers that can play a significant role in honey aggregation
and establishing sustainable market linkage • Created awareness on the advantages that transitional beehive has over traditional one.
At the end of the field visit, SNV’s team facilitated a reflection and action planning session. The participants prepared action plans that will enable them to translate lessons from the exposure visit into practice.
Lentil, haricot bean and wheat value chains
During this quarter, the project continued providing technical training for these value chains, specifically training 42 lentil participants -of whom 20 are women- in Amhara region. The training focused on risks and opportunities of the lentil value chain, land preparation, seed selection, planting, crop management practices, disease control and pest management, harvesting and post
Figure 6.Front page of beekeeping guideline, Tigregna version
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harvesting, weeding, and harvesting and storage management. Experts from woreda offices provided the training at Farmer Training Centers (FTC). Project frontline staff and DAs is providing coaching and follow up visits to support trainees to implement what they learned from training. Likewise, woreda experts of Sidama and Gedio zones provided technical training on haricot bean to 320 clients (of whom 119 are women). The contents of the training, tailored to address skill and knowledge gaps identified through market system analysis, focused on variety and seed selection, land preparation, planting, weeding, disease and pest control, harvesting and collection and post-harvest handling. During the training, information on supplier of technologies and improved inputs were provide to participants. SNV’s pulses and cereals value chain advisor provided training on product quality and collective marketing for wheat, lentils and haricot bean value chain participants in Amhara and SNNPR.
Product Quality and Market Training Lentil quality and market training was provided during the quarter for participants drawn from North Shewa and North Wollo zones. A total of 21 (all male) participants composed of 11 value chain actors (cooperatives, unions, traders, farmers) and 10 ORDA and government experts attended the training. An expert from the Sirinka Agricultural Research center and Manager of Jember Union shared their experiences with trainers. The key content of the training were: introducing post-harvest technologies that reduce losses and improve lentils quality; quality requirements of lentils processing plants and end buyers; how to promote collective marketing, market information and profitability analysis for fair marketing and decision making. At end of the training, the following major action points were identified:
• promotion and distribution of PICS bags through agro-dealers and primary cooperatives; • establishment of FEMAs; • increasing the number of households engaged in lentils VC ( based on assessment on land
size, amount and type of inputs required, training, business planning, link to micro-finance/VESA, etc.);
• strengthening cooperatives to engage actively in lentils output marketing and quality management; and
• awareness creation for farmers to make use of improved varieties.
In addition, a wheat quality and market training was also organized in the Amhara region A total of 25 experts and representatives (of whom 3 are women) from cooperatives, unions, traders, farmers, and government participated in the trainings. The key content of the training, the results of the training and way forward are almost the same as for the lentils quality and market training mentioned above. The training allowed participants to understand wheat flour factories’ quality requirements. The training helped trainees to understand flour factories’ quality requirements; benefit of using PICS bags; importance of establishing FEMA; and benefit of bookkeeping for business management.
In SNNPR, the SNV expert provided training on haricot bean quality and market training to 42 (of whom 3 are women) participants, all value chain actors (cooperatives, unions, traders, farmers) operating in Sidama and Gedio zones, government experts from both zones, and project staff . During the training two experts from the Hawassa Agricultural Research center served as trainers and shared their experiences. The key content of the training were the management and use of post-harvest management/technologies; key quality requirements ; the quality criteria of seeds for newly introduced haricot bean varieties; marketing and profitability of haricot bean; approach and use of collective action (FEMA and cooperatives) for getting better market access. Action points identified during the training were:
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• promoting newly released haricot bean varieties through model farmers and FTCs; • multiplication of improved seeds through kayo seed cooperatives/ contract; • providing due attention for belg season haricot bean production (input preparation,
increasing households engagement, identify improved practices and information exchange),
• improving quality of produces through application of plastic bags, avoiding defect seeds purchase, etc; and
• improving market access through disseminating timely price information, facilitating market linkages and establishing FEMAs.
Potato value chain
Project experts in collaboration with government experts provided technical training to 469 clients, (of whom 188 are women) in Amhara and SNNPR. These trainings focused mainly on the risks and opportunities of potato value chains, variety selection, land preparation, management practices, irrigation systems, disease and pest management, planting techniques, and post-harvest management. In SNNPR, the use of quality declared seed was emphasized and contact information of suppliers was shared with participants. In addition, SNV team members delivered a two-day training on designing and implementing potato demonstrations to 37 model farmers and government experts selected from North Wollo cluster woredas. The training, including field level exercises, focused on the application of good agronomic practices (GAP) in potato production. Kobo Girana Valley Development Program Team Leader and North Wollo agricultural agronomist led the training. By the end of the training, participants agreed on the following action points.
• Each model farmer to establish a potato demonstration plot; • Woreda and Kebele experts to provide training and field level advice to the model farmers
on the application of improved technologies and practices.
Pepper value chain
In SNNPR, woreda experts in collaboration with DAs provided a two-day technical training to 961 clients, of whom 272 are women. The training addressed major gaps observed for the value chain, focusing on land preparation, seedbed preparation, seed planting density and spacing, and fertilizer application. During the training contact information of input suppliers was shared with trainees to create input market linkages.
Pepper demonstration and seed multiplication In this quarter, the SNV team collaborated with CARE SNNPR team and woreda Office of Agriculture staff to conduct demonstrations and seed multiplication for an improved pepper variety. The demonstration was conducted on a farmer’s plots in Boricha and at a Dilla University site in Wenago. The purpose of the demonstrations was to promote a new variety, Melak oil. Farmers are showing high interest after observing successes in other woredas. The demonstrations are instrumental for transferring knowledge and skills and providing practical exposure to farmers. Multi-stakeholder platforms
During the quarter, IPs with technical support from regional SNV team members facilitated MSP meetings on various prioritized value chains at cluster level. Value chain actors such as farmers, agro-dealers, cooperatives/unions, private actors, representative from research institutes, including government counterpart participated in these meetings. The outputs of these meetings are summarized in the table 10 below.
Table 10: MSP Meeting outputs and agreements
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Value chain Clusters/zones Key activities and outputs of the meeting
Meat (shoat and cattle fattening)
East Tigray, South Tigray, North Shewa and Hadiya clusters
Improving the shoat supply to be fattened through establishment of livestock collection centers to support both an input and output marketing;
Creating awareness among farmers on the benefit and utilization of concentrate feed through farmer-to- farmer experience sharing, trainings, field days and VESA level discussions;
Encouraging and supporting agro dealers in creating market linkages with big suppliers to supply quality concentrate feeds to shoat value chain participants; and
Enhancing market linkages, developing the capacity of local markets, and assessing new market outlets.
Poultry
East and South Tigray, Hadiya and North Shewa.
Improving the knowledge and skill of households on improved poultry husbandry practices through field level technical assistance and trainings;
Increasing the participation of households in the poultry value chain through VESA-level discussions and other experience sharing events, like field days;
To address pullet supply problem, support private sectors to involve in the supplying pullet to farmers
Adopting scheduled vaccination service delivery and health care support. It was agreed that the government veterinary service will closely work with the project to improve access of services to PSNP households who are engaged in poultry value chain.
Wheat North Wollo
Promote farmers to make use of improved, and quality seeds as most local farmers are planting either local or old varieties;
Conduct demand mapping to determine amount of improved seed and variety and credit required before the each planting season;
Each partner’s office to assign regular participant for specific MSPs to monitor the action plan and the progress of each MSP
Promoting PICS bag through agro-dealers and demonstrations; Supporting seed cooperatives through identifying the potential of
their production capacity and their site; and train seed producer farmers in collaboration with quarantine offices
Lentil North Wollo and North Shewa
Promote the application of bio-fertilizers through awareness creation, demonstration and training;
Promote households to engage in lentils production using irrigation/residual moisture to minimize frost damage and the impact of aphids;
The need for prior business planning for single or combined value chain to ensure efficiency in loan utilization and in loan repayment
Provide due attention and provide hands-on training on improved agronomic practices, such as early planting, row planting, seed bed preparation , weeding and application of clean seeds. Alemaya and local lentil varieties are performing well in North Shewa targeted woredas where the demonstrations were conducted. Thus, participants agreed to promote the use of these varieties in line with local context
Encourage model farmers to participate in seed multiplication and supply to improve accessibility of quality seed at local level.
Explore experience of Wadla pulse marketing groups supported by the
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trade and industry office, for potential scale up elsewhere
Haricot bean Sidama and Gedio
• Conduct quality re-assurance of carry-over seed from the previous season and re-certification before it is distributed to farmers
• Develop seed supply channel and mechanism(s) that ensure seed accessible to PSNP and other farmers for the ‘Belg’ season through strengthening linkages of the union and primary cooperatives. Supporting agro dealers to supply improved seeds of haricot bean could be seen as an option. Participants have also advised to reduce the seed pack size to 3kg to accommodate small quantity demand of small land holding households.
• In collaboration with research , promote the newly released improved haricot bean variety (particularly Gagawe and Ibbado varieties, and trainings to promote adoption of improved agronomic practices for ‘belg’ season
• Promote and advice farmers to adopt improved technologies like PICS bag, bio fertilizers
• Initiate FEMAs in locations where many farmers are engaged in haricot bean production.
Honey
Work on awareness creation and improving technical capacity of honey value chain participants through training, experience sharing
Strengthen and utilize lead beekeepers to disseminate improved practice to the wider value chain participants
Agreed to give more emphasis to colony multiplication and colony transfer skill development
In areas where several farmers have engaged in honey production, organizing farmers into groups (FEMA) or encourage them to join existing cooperatives to expand output market outlet for participants.
Pepper Sidama and Gedio
Supporting seed producers to properly pack and maintain quality of seed and supply to households on time through direct sale or through agro dealers.
Work to influence the government system to include pepper production in the planning and reporting system. currently woreda offices don’t include pepper in the ‘farm activity’ planning and reporting
Potato North Shewa
Agreed to give more attention to strengthening potato seed producers cooperatives for the production of quality declared seeds (QDS)
Intensify VESA discussions on the benefits of potato and increase the engagement of farmers in potato value chain
Strengthen the market linkages of potato producers with Senselet PLC by providing technical support to help farmers to meet the quality requirements
Collaborate with PSNP4 public works to prioritize water development and improve access of target households for irrigation.
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SNV took the lead and organized regional and national level MSP on meat, poultry, wheat and honey. The participants were major suppliers and processors, unions, representative from regional and federal government, etc.
National and regional meat value chain MSPs Both the national and regional MSPs organized in Amhara region. The MSPs agreed to promote ‘Menz sheep breed’. To end this the North Shoa Trade and Market Development department and SNV collaborated to create access for specific market places in the Addis Ababa market. SNV proposed that a draft MoU be signed between North Shoa Trade and Market Development Department and Menz Farmers’ Cooperative Union defining the roles and responsibilities of each party in establishing market linkages and shoat market outlets in Addis Ababa. This will help ensure PSNP households and other farmers benefit from the Menz breed. Both parties are expected to sign the agreement after the draft refined and finalized based on inputs collected from MSPs participants. Regional Honey value chain MSP. This was organized in Wukro, Tigray region. Key agreements and decisions made are summarized below
• Strengthen the regulatory system to effectively control illegal agro-chemical trading and use of expired, unauthorized and unknown agro chemicals. The recommendations were to finalize the directive drafted on chemical control, enhance collaboration among key public and private actors, and control unlicensed chemical traders
• Awareness creation of farmers on proper selection and use of agro chemicals through campaigns and trainings
• Make honey quality inspection center located in Mekelle functional by hiring qualified staff through the regional Bureau of Agriculture
• Create awareness among beekeepers on the long term impact of adulteration
National poultry value chain MSP. The MSP was organized in Debre Zeit and key agreements and decisions made are summarized below:
• Improving the quality of poultry health service by enhancing the capacity of veterinarians and development agents through on-job training
• Improving the outreach of poultry health services by creating/strengthening community health workers, including village women vaccinators , woreda-based vet vendors and day old chick growers;
• Improving the quality and health of pullets to be distributed via establishing standard day-old chick growers. SNV agreed to collaborate with Ethio-chicken to develop a concept note for financial support from the project’s Innovation Fund.
• Use of the Newcastle vaccine package at prices affordable to PSNP HHs. Therefore, the regional Livestock and Fishery bureau agreed to request National Veterinary Institute for supply of small packages (enough for 100 chicken);
• Adhering to a scheduled vaccine delivery program and technical follow up support via a batch-based chicken distribution system.
Regional wheat value chain MSP. MSPs were organized in Amhara and Tigray regions. Key agreements and decisions made are summarized below
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• Ever increasing demand for wheat from flour factories, coupled with supply shortage, has created huge supply gap that led to high wheat prices and poor quality wheat products on the market. Therefore, since almost all existing factories are operating under capacity due to the shortage of wheat, participants recommended improving the capacity and efficiency of existing wheat flour factories instead of encouraging similar businesses to emerge;
• Give due attention to establish a wheat flour millers association in Tigray and strengthen the capacity of the wheat flour association already established in Amhara.
• Unions and flour wheat factories have no legal framework to enforce agreed terms and conditions, this created lack of transparency among parties. As a way forward the MSP members stress the need to develop mechanism to make contract farming transparent, binding and accountable;
• Preparation for wheat rust protection: priority to be given for awareness, chemical supply, arrangement of loans for chemicals, and techniques of proper chemical application;
• Public and private sector, and NGOs coordinate efforts to improve wheat production and productivity of smallholder farmers including PSNP households;
• Create awareness on illegal trading practices, followed by administrative and regulatory actions on those actors committing adulteration, using the wrong scale of measurement, etc.;
• Support cooperatives and unions to improve the quality of wheat through technical training and advices.
Video-enabled extension
Digital Green has continued efforts to complete its target 32,500 farmers reached through video-enabled extension across 18 project-supported woredas. In this quarter, Digital Green trainers provided a one-day refresher training to 27 CFs in SNNPR (Hadiya and Sidama). The refresher training was required to refresh the memory of the CFs because it has been long since they have taken the training and they did not conduct video dissemination in the previous quarters. Following the refresher training, video dissemination sessions started in both Hadiya and Sidama zones. A one-day video dissemination refresher training was also provided to CFs in Tigray, using a mock dissemination as a tool to improve facilitation skills and quality. In addition, 16 new videos were produced in quarter on topics selected in consultation with IPs and prioritized based on seasonal calendar of the value chains. Finally, 466 video dissemination sessions were conducted by CFs and DAs and 8,824 farmers were reached via video-based extension in all four operational areas. That brings the overall total reached to 12,450. Additional details concerning the work of Digital Green during the quarter can be found in Annex 3. Small-scale market-based irrigation
Equipping trained youth well drillers with sets of simple sludge well drilling equipment is a priority activity. During the quarter, iDE provided eight sets of drilling equipment to IPs in the SNNPR and Tigray. Trainees were selected from eight project woredas and are expected to provide well drilling services to the surrounding community. In addition, 14 manual pump manufacturers have been selected in SNNPR. Moreover, 12 village-level mechanics and installers who will provide installation and maintenance services have been selected from Aleta Chuko and Aleta wondo woredas. During the quarter, iDE trained those local service providers in installation and maintenance of manual pumps. The details on iDE work can be found in Annex 3. Resilient and inclusive market actors and institutions
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Agro-dealer scheme
The project is establishing and supporting a network of agro-dealers to supply PNSP communities with inputs with affordable prices and quantities. Among a total of 28 agro-dealer who were selected and receiving support financial support from the project, 27 of them have started operations and selling inputs to the local community, including PSNP HHs. During the quarter, these agro-dealers sold inputs to more than 11,488 households, including PSNP households. The detailed breakdown on progress is summarized in Table 11 below.
Table 11. HHs who bought inputs from agro-dealers
* note: agro-dealers in Tigray were unware that they need to keep record on their clients.
Trade fair organized for agro dealers and major input suppliers SNV facilitated B2B events between agro-dealers and major suppliers in different region. During these events a number of deals concluded and transaction made. The outcome of the events are as follows:
• Eight agro-dealers in Amhara Region concluded an agreement with the Erikum Cooperative Union. Following the deal, the agro-dealers ordered a total of 299 quintals of different varieties of improved feed from the cooperative.
• Sidam Elito Cooperative Union concluded a deal with three agro dealers operating in SNNPR to supply improved feed. Accordingly, the agro-dealers ordered a total of 302 quintals of different types of feed.
• An agreement was concluded between Ethio-feed PLC and three agro-dealers operating in Aleta Chuko and Dilla Zuria woreda. Following the deal, agro-dealers pooled their orders and purchased 120 quintals of improved feed from the company.
Off-farm and Employment Pathways3
The off-farm and employment pathways present critical opportunities for PSNP households to diversify their livelihoods and improve household resilience. Livelihoods for Resilience supports VESA members to engage in off-farm activities (through livelihoods advice and business plan support using the project’s off-farm business ideas catalogue) and engages youth from VESA member households to prepare for and engage in either the off-farm or employment pathways. For the purposes of the project, the off-farm pathway is promoted for both youth and adults, while the employment pathway is primarily for youth. Given the importance of off-farm activities for mitigating risk, the project aims to support at least one member of all target households to engage in an off-farm income generating activity. 3 For the sake of clarity, off-farm and employment pathway activities are described in the same section, as they contain many of the same activities. For instance, youth VESA formation, Work Ready Now training, and Personal Development Plans are all activities that can support youth on either the off-farm or the employment pathway.
Region /zone
# of agro-dealer who
commenced operation
Total value of sales (USD)
# of Households who bought inputs
PSNP HHs Non-PSNP HHs Total
Amhara 9 1,152,395 2,084 1184 3268 Gedio and Sidama zones
(SNNPR) 7 517,954 2,979 3972 8220
Tigray 7 374,560 Data not available * Hadiya zone (SNNPR) 4 557,011 754 515 1269
Total 28 2,601 920 5,817 5,671 11,488
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Youth off-farm and employment activities ToT on youth curriculum
During the reporting quarter, CCU Off-farm and Youth employment advisors led a TOT on the three youth curricula for 18 youth trainers. The curricula are Be Your Own Boss (BYOB), Work Based Learning (WBL)4, and Coaching5. The overall objective of the ToT were to build the capacity of youth trainers to support youths on their livelihoods activities. Youth targeting and training Livelihoods for Resilience continued targeting youth from VESA member households and organizing them into youth VESAs or groups. During the quarter, the project formed 38 youth VESAs with 934 members (of whom 448 are women). All of them received WRN training, which includes key concepts such as goal setting, resource mapping, and personal development, all helpful for youth to make informed choices about their future livelihoods. At the end of the training, each trainee prepared a personal development plan that laid out his/her preferred pathway and livelihood activity/investment.
Youth who choose self-employment then take the BYOB curriculum. BYOB is a five-day training that includes business concepts and market-based practical activities. In the quarter, youth trainers provided BYOB training to 828 youth, of whom 346 are women. The training helped youth in identifying and taking up employment opportunities available in their surroundings. Youth continued saving and taking loans from their VESAs. During the quarter, youth VESAs mobilized $20,793 in saving from their members and provided $16,395 in loan to 606 youths. The youth use VESA loans to invest on their business activities. Overall, 357 youths engaged in self-employment or wage employment during the quarter, of which 197 engaged in self-employment. Table 12. Youth engagement in self-employment and wage employment for Yr3 Qtr2
Region
Number of youth receiving WRN training
Number of youth receiving BYOB training # of youth
VESA’s established
# of youth participated in self-employment or
wage employment
Male youth
Female youth Total Male
youth Youth
Female Total Male youth
Female youth Total
Amhara (ORDA) 163 85 248 196 104 300 12 40 17 57
SNNPR (CARE) 86 61 147 86 61 147 5 42 65 107
Tigray (REST) 221 265 486 170 196 366 21 87 90 177
SNNPR (ASE) 16 37 53 12 3 15 0 7 9 16
Total 486 448 934 464 364 828 38 176 181 357
TVET engagement and technical and vocational skills trainings for youth
4 Work Based Learning is a place where the youth have got a workplace-based experience. The approach improves their skill achievements and enhance their employability skills and gives the youth an opportunity to take what they have learned in the training room and apply it practically in a real work environment. 5 Coaching is a collaborative conversational approach that supports youth to think more clearly, to learn and reflect, to build upon their internal resources, and to make decisions that are more conscious.
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After youth make their livelihood selection, the project assesses their vocational skill training needs and, where appropriate, links them with a TVET or other vocational skills training center. During this quarter, in the Amhara region, the project in collaboration with government TVETs facilitated vocational skill training for 22 youth, of whom 3 are women, in various technical areas as presented in Table 13 below. The project also finalized negotiations with a TVET in Tigray to that 116 selected youth from seven woredas will commence skills training during the first week of May 2019.
Table 13. Youth receiving vocational skills training in Yr3 Qtr2
Off-farm pathway for adults
To help promote new off-farm activities, the project continued sharing its business ideas catalogue which provides a range of cluster-based business ideas for low-risk/high-potential off-farm activities. CFs facilitate business planning with VESA members. The project is working to facilitate MFI loans for off-farm activities, in addition to encouraging clients to invest using VESA loans. In this quarter, as result of this support 5,338 VESA members (including 2,598 women) were able to commence new off-farm activities or diversify their existing businesses.
Table 14. Adult off-farm employment progress during Yr3 Qtr2
Operation area Adult off-farm Participants by
sex Most common types of off-farm activities Men Women Total
Amhara 1,127 728 1,855 Grain trade, live animal trade, wood work, sugar cane trade, vegetable trade, construction, and mini restaurants
CARE-SNNPR 400 569 969 Petty trading and cereal grain trading
Tigray 705 612 1,317 Shoat trading, grain trading, vegetable trade, local drinks and chicken and egg trading.
ASE-SNNPR 508 689 1,197 Petty trading (coffee and butter)
Total 2,740 2,598 5,338
Micro-franchise
Despite on-going supply shortages, saleswomen continued selling a variety of products in the four start-up woredas. During the quarter, 112 saleswomen were active in door-to-door sales and earned revenues of $36,038, of which $6,894 was profit, which is 66% higher than the last quarter.
In the quarter, priority was given to strengthening supplies and saleswomen support in start-up woredas and assessment of supply chains for scale-up into new woredas. Accordingly, follow-up support was provided to IPs including refresher trainings to their staffs, and review meetings were
Technical area Training duration
# of youths completed the training Institution
Women Men Construction (masonry) 3 months 0 2
Meket TVET College Wood and metal work 3 months 0 7 Cattle fattening 10 days 3 10 Woldia, Raya Kobo TVET
Total 3 19 22
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conducted with saleswomen and wholesalers to identify bottlenecks and seek solutions to improve supply chains. In the meeting, saleswomen requested additional training to help them manage their businesses properly and re-invest their earnings to expand their business.
The CCU led several follow-up meetings with each of the three private sector partners to seek solutions to supply chain problems. East Africa Trading House and Solar Development PLC, in particular are facing persistent FOREX shortage. The decision was made to expand the set of products offered by the current partners and to seek other private sector partners that offer suitable fast-moving consumer goods. As such, the CCU met with two potential partners and will soon sign an MoU with F&Z Industries Plc , a local manufacturer of ballpoint pens.
The steering committee also agreed to proceed with plans for expansion into new woredas, since the additional demand coming from saleswomen remains small and manageable by current capacity of the companies. As a preparatory activity, the CCU Micro-franchise Specialist conducted supply chain assessments in seven expansion woredas. He also oriented IPs on identification and orientation of wholesalers. By the end of the quarter, twenty distributers/wholesalers had been selected and will be linked with saleswomen currently being recruited in the seven expansion woredas. Sub-purpose 3: An enabling environment supports resilient livelihoods for PSNP households Under this sub-purpose, the project seeks to create an enabling environment that supports PSNP household to pursue resilient livelihoods. This entails two primary sets of activities: (1) support to market actors and institutions (including MFIs, agro-dealers, other market actors, research institutions, etc.) that play a key role in the enabling PSNP households to engage profitably in the targeted market systems, and (2) promotion of cultural and social norms that support resilient livelihoods. For purposes of clarity, activities supporting market actors and institutions are explained in the relevant technical areas under Sub-purpose 2, above. This section outlines the key accomplishment in promoting inclusive social norms to support resilient livelihoods of target households. Gender equity and women’s empowerment Role models training In Amhara, ORDA’s Gender and Nutrition officer provided training on positive gender modeling to 27 role models, of whom 10 are women. Criteria used to select these role models were: VESA membership, known by VESAs to be better in sharing HH chores, known for practicing gender equality and equity at HHs and community level, willingness to share own experiences with VESA throughout the kebele. The training was participatory and involved group discussion, presentation and storytelling from the experiences of each trainee and their communities related to gender and social norms. The role models will share their experience in their VESAs and elsewhere to support women’s empowerment.
Leadership skills training The Personal Advancement and Career Enhancement (PACE) curriculum is a life skills training developed by the Gap Foundation, that helps women and female youth develop their communication skills, time and stress management skills, problem solving and decision-making skills, and financial literacy. PACE life skills training modules have proven highly effective in improving all the skills needed for female VESA leaders. Therefore, the project gives PACE life skills training to female VESA leaders in all the implementation areas except in Hadiya, where PACE
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training has not yet started (Overall achievements on leadership training using PACE curriculum are described in a dedicated section below).
In Hadiya Zone, the gender expert from ASE provided leadership training using GRAD’s training manual. A total of 125 female VESA leaders, three sector government office experts, and 10 CFs (of whom 3 are women) received the training. Topics covered during the training include key aspects, traits and types of leadership, characteristics of a good leader, leadership obstacles, leadership and decision making skills, type of communication and effective communication, and conflict resolution techniques. The training employed different techniques to ensure participants are actively engaged such as group work, leadership role play, experience sharing, storytelling, discussions, question and answer in addition to presentation.
Child-care assessment and validation workshop Livelihoods for Resilience conducted an assessment to assess demand and map available resources to pilot establishment of sustainable child care center in few project woredas. The consultant finalized a draft report and led a workshop to validate its finding. CCU staff, IP experts and mangers participated and reflected on the findings of the assessment. Based on the comments and inputs, the consultant revised the draft and submitted its final report. Using the findings as an input, the consultant has been working with the project on preparing business plans for establishment of child care centers in pilot woredas. Once the business plans are finalized, the next step will be to proceed to establishment of the centers in consultation with key stakeholders, including government.
PACE – Gap Foundation
In January 2019, CARE received $300,000 in funding from the Gap Foundation to implement PACE with Livelihoods for Resilience women and female youth. This followed the successful piloting of an adapted curriculum in two woredas in Sidama Zone. During the quarter, CARE signed sub-agreements with REST and ORDA to implement PACE in Livelihoods for Resilience woredas of Tigray and Amhara, respectively, to provide training to female VESA leaders and youth from VESA/PSNP households. This in addition to major scale up in Sidama and Gedio Zones. Details are as follows:
• Female VESA leaders: with its focus on communication and problem-solving, PACE offers an excellent leadership curriculum for female VESA leaders, and will be used for this purpose.
• Literate female youth: literate female youth will be offered WRN, but will be encouraged to complete the PACE curriculum prior to WRN training.
• Illiterate female youth: these youth are not covered in other youth livelihoods activities, as the WRN curriculum requires that youth be literate in order to participate. Hence the PACE curriculum provides an opportunity for the project to support the many illiterate female youth found in Livelihoods for Resilience households, though the provision of life skills training.
Module contextualization and translation Prior to the provision of the training, the PACE modules were contextualized to the rural Tigray socio-cultural context and translated into Tigrigna, as CARE in the pilot phase had been using modules contextualized for Sidama and translated into Amharic. Hence, CARE hired a local consultant who is familiar with this implementation area to undertake this work. Contextualization of images and visual aids to the contexts of Amhara, Tigray and Gedio are in process by contracted graphic designers.
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Recruitment and training During the quarter, CARE and IPs hired 42 life skills trainers (in addition to the eight already hired during the pilot phase) to provide PACE training. Based on the lessons drawn from the pilot phase, the recruitment process included presentations and role plays to evaluate candidates’ facilitation skills, ORDA and REST hired 18 and 16 life skill trainers respectively, and CARE retained all eight life skill trainers from the pilot and hired eight new ones. In total there are 50 life skills trainers working with CARE, REST and ORDA in the respective regions of SNNPR, Tigray and Amhara. All life skills trainers’ salaries and benefits (as well as training and operational costs incurred by REST and ORDA) are paid through Gap Foundation funding and are counted as cost-share.
Table 15. Progress on training for life skills trainers
IP Number of life skill trainers
Men Women Total ORDA 14 4 18 CARE 11 5 16 REST 10 6 16 Total 35 15 50 (Note: ASE was not included in this phase of PACE; if the program is further expanded in 2020, it may include Hadiya Zone at that stage).
CARE also employed a PACE Specialist (based in Hawassa) and PACE Advisor (based in Addis) to provide technical support and training to life skills trainers. The PACE Specialist and Advisor were members of the team during the pilot phase.
Trainings provided for life skills trainers Prior to being deployed to the project implementation areas, life skills trainers were trained on four different topics: PACE content, PACE methodology, gender/social analysis and action (SAA), and VESA methodology, as outlined below. PACE content training: UNUM, a local consulting firm that played a major role in adapting and contextualizing the PACE curricula to the Ethiopian context during the pilot phase, traveled to each region and provided training on the key concepts and content of the PACE modules to the life skill trainers and IP PACE focal persons. Each training was held for six days. The training helped the participants acquire knowledge and understand core PACE concepts (see text box 1 below). Ultimately, the consultants provided this TOT to the 42 new life skill trainers (14 female and 28
Box 1: Core PACE concepts:
• Communication: participants understand the importance of acquiring effective communication skills for personal advancement and understand how gender and power constructs can affect communication. This module helps participants recognize women’s contributions to community or neighbors, workplace and home, and accordingly to communicate clearly, confidently, and responsibly.
• Problem-solving and decision-making: this module equips participants with the abilities to think through problems in a systematic way and identify appropriate solutions. Participants understand how gender constraints limit women’s decision making and problem-solving abilities and how to develop skills to address these barriers. The training also helps them to understand the role of effective communication in problem-solving.
• Time and stress management: this module helps participants understand how to reduce stress, and enhances the ability of women to balance work and home life more effectively by improving their time management skills.
• Financial literacy: This module enables participants to develop an understanding of managing money and improving savings, planning and budget the money that they have, both at home and in their businesses. It emphasizes the importance of a strong saving culture among women. Finally, it explains how to make good choices about using financial institutions to save and manage loans from financial institutions.
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male) as well as to 3 Gender and Nutrition Officers from ORDA.
PACE methodology training: Quality of instruction and methodology of delivery has a significant effect on the ability of trainees to acquire life skills and exit the training program better equipped to succeed in their life and at different levels. To build life skills’ trainers’ capacity in using interactive training methodologies, three rounds of trainings were organized. Gap Foundation’s PACE Program Manager provided the first ToT to 18 CARE staff, including newly hired life skill trainers (and those previously hired but not yet trained), the PACE Advisor, and several additional staff from CARE’s Head Office. A total of six CARE staff, including two life skills trainers who performed well during the pilot, the PACE Advisor, and the Livelihoods for Resilience Gender and Social Transformation Advisor and Gender Intern, received “Gold Master Trainer” certification from Gap, allowing them to train other PACE trainers.
Following the initial TOT, the certified Gold Master Trainers provided the training to the 34 life skill trainers (24 male and 10 female) hired by ORDA and REST. Trainings included mock sessions and other participatory methodologies to help life skill trainers understand how to use the session plans in the module, to master various methods to facilitate PACE for women and youth based on adult literacy principles, and to internalize the participatory methods of the PACE curriculum for illiterate women.
Gender/SAA training: PACE has gender concepts at its heart and is designed to address the gap created as a result of socialization, stereotypes, misconceptions, and various other gender norm-related issues. Hence, in order to ensure that life skills trainers had a good understanding of gender concepts and the women’s empowerment approach, gender experts from CARE, ORDA and REST provided training on CARE’s social analysis and action methodology to 45 life skills trainers.
VESA methodology training: One of approaches planned for PACE training is to target illiterate female youth aged 15-29 from VESA member/PSNP households, and to form them into youth VSLAs for the provision of extensive training (once a week). While literate female youth will be supported by youth trainers and formed into a youth VESA together with their male counterparts prior to or immediately following Work Ready Now and/or Be Your Own Boss trainings, for illiterate female youth the project offers only PACE training. Hence life skills trainers will form VSLAs for illiterate female youth to enable them to benefit not only from the training but also from savings and lending activities. To enable this, both ORDA and REST trained their life skills trainers (a total of 34 as outlined above) in VESA methodology training, while CARE is planning to give this training in the third quarter. The training helped the life skill trainers acquire knowledge and skills of VESA establishment, including minimum standards, bylaw development, organizing leadership committee, loan and share policy, share out, and techniques of supporting VESA throughout maturity.
Provision of PACE for women and female youth Following these extensive capacity development activities, life skills trainers began providing PACE to women VESA leaders and literate female youth. The life skills trainers provided the training to female VESA leaders for 6 days and for the literate female youths in 10 half-days. Both of them took only the core modules (Communication, Problem-solving and Decision-making, and Time and Stress Management, as they will receive financial literacy training through their VESAs or BYOB). The table below shows the number of women and female youth who participated and fully completed PACE, with attendance at 70% or more of the sessions in each module, per Gap’s guidance. Table 16. Progress on PACE module Total participants of PACE training in the quarter
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IP
# of women
VESA leaders
who enrolled
# of women
VESA leaders
who completed
# of women
who dropped
outs
# of literate female youths
who enrolled
# of literate female
youths who completed
# of Literate youth who
dropped out
# of literate youth
linked to WRN so
far
# of literate youths who previously trained in
WRN/BYOB
ORDA 369 362 7 145 144 1 15 8
CARE 610 610 - - - - - -
REST 932 932 - 320 320 0 54 -
Total 1,911 1,904 7 465 464 1 69 8
As indicated in the table above, 1,911 female VESA leaders were enrolled in PACE training, and 1,904 of them fully completed the training with more than 70% attendance in each module. Moreover, the life skills trainers trained 464 female youths out of the total enrollment of 465. Life skills trainers started providing PACE training to 49 illiterate female youth and supported 30 of them to establish a VESA and start saving. Innovation Fund investment
The Livelihoods for Resilience Innovation Fund is designed to test new technologies and approaches in the project’s technical areas (livelihoods, financial inclusion, gender, nutrition, and climate change adaptation), to buy down risk for private sector and other service providers in order to address systemic obstacles to inclusive and resilient market systems, and to fund new learning approaches. The first priority for Innovation Fund support was the. In the reporting quarter, the Innovation Fund Manual was finalized and shared with all stakeholders (see Annex 4). Based on the needs identified and lessons learned during the process of implementation formats and field guides are developed and annexed to the manual.
During this quarter, the project under leadership of IF advisor continued soliciting and reviewing new concept notes. In addition, after a thorough selection and approval process, the project signed agreements with 11 agro-dealers, which brings the total number of agro-dealers being supported by the project to 28. The 11 received a financial support totaling 56,155 USD as per agreed milestones in the agreements. The agro-dealers will use the funds received for renovating and equipping their shops.
Table 17. Progress on innovation fund support to agro-dealers
Region # of agro-dealers who concluded agreement with the project innovation fund distributed (USD)
Amhara 7 23,675 CARE SNNPR 7 12,344 Tigray 7 12,375 ASE SNNPR 4 7,760
Total 28 56,155
In addition, the CCU received 7 concept notes during the quarter of which one on ‘honey bee colony multiplication’ was approved for next steps. The remaining concept notes are under review.
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Crisis Modifier Intervention Following the rapid assessment in Kochere woreda, Gedio Zone, to understand impacts of the conflict between Guji and Gedio communities, CARE submitted a crisis modifier concept note to USAID in the previous quarter to support livelihoods recovery. During this quarter, the Deputy Chief of Party, Senior Partnership and Government Engagement Advisor, and Climate Change Adaptation and Resilience Advisor met with USAID to clarify issues on the concept note, and traveled to Kochere Woreda, together with field staff and USAID’s Acting Team Leader – Emergency Programs, Assets and Livelihoods in Transition Office (ALT). There, the team held discussions with Gedio Zone and Kochere Woreda Offices of Agriculture and Natural Resource and Food Security Desks at Dilla and Chelelekitu respectively, to confirm government support for the proposed targeting and interventions, and particularly to confirm cash transfers as a livelihoods recovery mechanism for the affected PSNP households. The project team also verified the status of the markets, input supply, and prices for the targeted livelihood activities.
Although the zonal government was not originally convinced of the use of cash transfers during the rapid assessment meeting in November 2018, subsequent conversations with the Zonal and Woreda Agriculture and Natural Resource Office Head and Food Security Head in January 2019 showed a significant evolution in their thinking; they were fully supportive of the use of cash transfers and the activities described in the submitted concept note. On the basis of these conversations, CARE revised the concept note and received approval from USAID on February 5, 2019, for a crisis modifier to provide cash transfers of ETB 5,000 for 1,920 households, with a ceiling of $400,000 in existing project funds.
The crisis modifier proposed one-time cash transfers to enable women and other household members to engage in petty trade and other livelihood activities that would be difficult to implement through a voucher modality. Cash transfers enables households to invest the cash based on their own priorities. To achieve a smooth and effective implementation of the proposed cash transfer, the following crisis modifier activities were implemented by CARE CCU and SNNPR in this quarter.
Targeting and verification of households By the time the conflict began in April 2018, the Livelihoods for Resilience Activity had organized 86 VESAs in 13 kebeles of Kochere Woreda, with 1,728 households participating. These figures represent over 90% of the total project target of 1,920 households in the woreda. However, many of these VESAs were affected by the conflict and had stopped meeting and saving, as previously reported. Therefore, the Woreda Team Leader and frontline staffs visited each VESA multiple times to clarify and confirm the membership of each household in the VESA, and to finalize targeting and VESA formation for the woreda. During this process, staff identified 184 new households. Out of these new households, 84 households (of whom 38 are female-headed) joined existing VESAs, while 100 households (of whom 18 are female-headed) were organized into 5 new VESAs. After thorough review, checking, and cross-checking of VESA membership, a final list of 1,910 households (of whom 642 are headed by women) was approved for the cash transfer. The targeting and verification process was done in close consultation and participation of kebele and woreda responsible government stakeholders to ensure transparency and accountability.
Cascading of VESA manual discussions One of the key activities planned under the crisis modifier is facilitating discussions at VESA level on selected topics to prepare them for participatory decision making, livelihood selection and business preparation in order to enable them to make maximum use of the cash transfer. The discussion topics were selected from the VESA manual and shortened/combined to allow them to be facilitated on a weekly basis over a four-week period. Sessions covered topics related to financial literacy, gender and shared decision-making, livelihood activity selection, overview of promoted
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livelihood activities and business plan preparation. The total numbers of households and individuals that participated in the different discussions are presented below.
Table 18. HHs and clients who participated in VESA discussions for crisis modifier in Yr3, Qtr2
Topics/Sessions
# of VESAs completed
the discussion
# of HHs participating # of individuals participating
FHH MHH Total Women Men Total
Session 7 - Developing a budget 91 560 1206 1766 1044 1148 2192 Session 8 - Decision-making
Session 9 - Savings Session 16 - Livelihood activity introduction
91 559 1225 1784 1257 1314 2571 Session 17 - Livelihood activity selection Session 18 - Introduction to value chains
91 613 1207 1820 1248 1337 2585 Session 19 - Livelihood activity selection Session 20 - Introduction to business plan
91 619 1270 1889 1316 1375 2691 Session 21 - Business plan preparation Basic business plan preparation After the households held a series of VESA manual discussions and selected their livelihood activities, business plan preparation sessions were undertaken with support and guidance from community facilitators. A total of 1,910 HHs (of whom 642 are female-headed) prepared simplified livelihood investment business plans (using a simple template prepared for this purpose) during this quarter. During the business plan preparation consultation for each household, the community facilitators encouraged both spouses to discuss each sections of the business plan and reach consensus. As Table 19 below illustrates, the majority of households selected business plans for a combination of activities, in many cases including both crop and livestock activities and petty trade.
Table 19 Households and business plans for crisis modifier in Yr3, Qtr2
Type of livelihood activity
# of HHs who prepared business plan MHH FHH Total
Shoat fattening 25 7 32 Rearing and shoat fattening 12 5 17 Cattle fattening 132 59 191 Poultry 3 6 9 Poultry and petty trade 22 16 38 Poultry and shoat fattening 184 123 307 Shoat and petty trade 435 232 667 Shoat, poultry and petty trade 153 73 226 Petty trade 43 18 61 Cattle fattening and crop production 208 83 291 Shoat and crop production 34 18 52 crop production and petty trade 3 0 3 Shoat, petty trade and crop production 14 2 16 Grand total 1,268 642 1,910
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CARE SNNPR organized a two-day TOT on improved poultry husbandry practices for Kochere woreda agricultural experts and kebele DAs with the intention that all the trainees will cascade the content to VESA members within a short period prior to cash disbursement. Senior experts from the Hawassa Poultry Farm (a government firm) trained a total of 41 participants (of whom 6 are female). Content of the ToT included poultry husbandry practices, feeding, house construction, health and bio-security. At the end of the training, participants prepared an action plan indicating when and how they would cascade the training. Immediately after the TOT, the trained woreda experts and DAs cascaded the training to 218 participants (of whom 73 are female) targeted to receive cash during the first cash distribution phase which is planned for the 2nd week of April.
Agreement with financial service provider To disburse the cash, CARE negotiated a bilateral agreement for cash transfer service with Awash Bank, which has a successful history of cash disbursement for emergency response under other CARE projects. Awash Bank agreed to provide cash transfers free of charge (except for transport and associated costs) from its branch office at Dilla (62 km away from Chelelekitu, center of Kochere Woreda). The agreement clearly outlines duties and responsibilities of CARE Ethiopia and Awash Bank in the overall cash transfer, cash delivery, cash distribution, risk management, overall coordination, and final reporting of the cash transfer to be distributed to 1,910 households in Kochere woreda. The agreement is expected to be signed off by both parties in the first week of April.
Identification of local input suppliers and market information Private actors including agro-dealers, pullet suppliers, traders and local sellers crucial to making cash-based livelihoods recovery interventions successful. The Woreda Team Leader and Livelihood Specialist in consultation with Kochere Woreda government stakeholders identified these actors in order to ensure that the households would have access to the necessary inputs, and informed households about the type of products these market actors provide specific to their selected livelihood investments. Frontline staff conducted market price and supply monitoring on a bi-monthly basis and provided market information to VESA members to help them make appropriate decision on their livelihood investments after they receive the cash. The market information will also help the field team understand how the markets function and determine appropriate schedule for cash distribution (planned for April-May with a two-week break immediately preceding Fasika-Ethiopian Easter). Sub-purpose 4: Collaboration, learning and adaptive management processes enhance, scale up, or facilitate replication of impact Collaboration, learning and adaptation are at the heart of the Livelihoods for Resilience Activity. The project’s design, originally derived from learning from the Graduation with Resilience to Achieve Sustainable Development (GRAD) project, has continued to evolve based on better understanding of context and interaction with external stakeholders. We continue to seek opportunities for collaboration and learning that will help further refine both the design and the implementation approach, for greater resilience impact. Livelihood for Resilience seeks to collaborate with the government PSNP 4 programs at the federal, regional, and woreda levels and with sister projects working in similar or complementary fields. In the reporting quarter the project was involved in in a variety of meetings, visits and supportive supervision in order to enhance collaboration.
No active collaboration took place with the Livelihoods for Resilience-Oromia during the quarter although the COPs communicated frequently on topics such as: project steering committee, micro-finance, mid-term evaluation planning, and USAID regulations.
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Collaboration with PSNP 4 PSNP4 collaboration meetings The Livelihoods for Resilience project teams in Amhara, Tigray and SNNPR facilitated joint review meetings with the regional, zonal and woreda food security and other project signatory sectors. The main purpose of the meetings was to improve effective collaboration and strengthen joint implementation of project activities. The events also focused on reviewing the achievements and progress made during the reporting quarter, to identify challenges encountered through implementation, and to share learning. As way forward, agreement is made to identify and document best practices that can be scale up and replicate by PSNP4 as appropriate to need and context. Collaboration and coordination with other USAID funded projects Layering and Collaboration with the World Vision/CARE/ORDA DFSA Livelihoods for Resilience co-implement with the Development Food Security Assistance (DFSA) Program in the Meket and Wadla woredas of Amhara. As called for in the MOU signed among stakeholders, a quarterly coordination meeting was held in the presence of the project senior management and field teams. The purpose of the meeting was to review the implementation process, challenges faced and learning so far. The review meeting showed that the field teams clearly understand the relationship and are jointly implementing activities following the terms agreed to in the MOU. Nutrition collaboration and coordination Livelihood for Resilience overlaps with Growth through Nutrition (GtN) and other FtF USAID programs in Tigray and Amhara region involved in the nutrition sector. A platform was previously established for shared learning and enhanced coordination. In the reporting quarter, Livelihoods for Resilience Activity participated in the bi-annual meeting conducted in Amhara and quarterly meeting conducted in Tigray regions. Participants visited the following major FtF project operations in Tigray region and later reviewed the collaboration action plan and updated it during the meeting.
• School gardening at Raya Azebo by Transform Primary Health Care; • Engagement of youth groups on fruit production by Environmental Entrepreneurship
Project (EEP) at Raya Azebo; • Nutrition activities (poultry and vegetable production) by GtN and WASH activities in
Endamehoni; • Youth engagement on shoat production, cattle fattening and Youth Development Center by
Building the Potential of Youth in Endamehoni; • Livelihood for Resilience activities in Endamehoni, mainly VESA, perma-garden, and cattle
fattening.
The Livelihood for Resilience Nutrition Advisor attended the 4th Nutrition, Agriculture and WASH Project Research and Learning Working Group workshop hosted by GtN. Research findings were shared as follows:
• Nutrition needs assessment by pre-service education component of GtN. • Food intake and appetite of infants: a missing link in stunting reduction efforts in Ethiopia
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In general, the research findings and recommendations were found to be relevant to the Livelihood for Resilience nutrition component and will be considered in future strategy revisions. Nutrition-sensitive Agriculture (NSA) In Tigray, the Livelihoods for Resilience team conducted an NSA leveraging workshop in the presence of regional, zonal, and woreda government officials and senor experts from Health and Agriculture Livelihood coordination offices, experts from other USAID-funded projects, and the project field staff. The main objectives of the workshop were to discuss the project’s NSA interventions, to share experiences for scale-up, and to strengthen the multi-sectorial approaches for better nutrition outcomes. The workshop was accompanied by a field visit to observe household activity on homestead gardening (keyhole, perma-garden and micro-garden), meat production (cattle and Shoats), shoat rearing, poultry and honey production and microfinance linkage. In addition, the visitors saw VESA’s activities like internal savings and loan, VESA meeting discussions. By the end of the visit, participants reflected on what they observed. Collaboration with research institutions
In the reporting quarter, the project signed an agreement with the Sirinka Agriculture Research Centre to promote an improved variety of mung bean in Habru and Raya Kobo woredas in Amhara. The Research Centre agreed to establish a demonstration site to test ecological adaptability and productivity of the varieties in collaboration with the project. Internal Coordination and Sharing Project Coordination Committee (PCC) meeting On February 19, CCU facilitated a PCC meeting in Addis Ababa. Consortium Program Directors, the project’s Chief of Party and Deputy Chief of Party, and other senior project staff participated. During the meeting, CARE provided participants with a progress update of both the physical and financial status of all consortium members, cost share status, key achievements and challenges on inclusive financial services, MFIs, status update, coordination with PSNP4, audit findings, Innovation fund status, and an overview of upcoming project midterm evaluation. Key other points highlighted were;
• Need to speed up household targeting and VESA formation; it needs to be finalized in Year 3, or sooner;
• Request that PCC members support and check-in with frontline staff to ensure proper use of the VESA manual;
• More improvement needed on proper documentation for audits; • Per USAID request, we need to update quarterly expenditure plans; • Partners should have regular meetings with PSNP counterparts and internal quarterly
review meetings; • SNV is working with MoA around issues of importing improved seeds, as well as quality
pesticides. • There needs to be better documentation for cost-share expenditures. And narrative reports
should describe activities linked to the cost-share.
Livelihoods for Resilience Technical Working Group (TWG) In February, 2019, the project held its periodic TWG meeting in Addis Ababa. CCU team members and technical specialists and managers from IPs and SNV participated. Key take-aways and agreements are summarized below:
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Household targeting: if necessary it is acceptable to shift caseload among woredas, as long as GOE stakeholders are in agreement—but adding new woredas (e.g. due to splitting) requires USAID approval;
Cattle fattening is allowed under the meat value chain. But feasibility for all livestock fattening depends on feed availability—need to track this closely and consider interventions to enhance supply;
Perma-garden training should be seasonal—not appropriate during Qtr 2; Voucher system (esp. for poultry) to be implemented to enhance uptake of value chain; Agro-dealer work: the selection process was correct, but the disbursement of funds to agro-
dealers needs to accelerate; More effective use of videos is needed. Suggestions include:
o Include content from product cards in video contents o Use GRAD graduated beneficiaries as actors o Focus first on easy, less costly, GRAD proven technologies o Speed up video production and add other suitable videos from Digital Green library o Improve gender messages and avoid gender stereotypes in videos.
Solutions proposed for challenges to community-based marketing of irrigation technologies included:
o Train agro-dealers to stock irrigation equipment; o Have micro-franchise saleswomen as CMAs (promote, register interested buyers, and
earn a commission—no need to carry irrigation equipment around) o Consider youth from VESA households as installers, CMAs, etc.
Additional guidance and pointers regarding the poultry voucher pilot included: o Provide technical trainings to ALL households in the selected VESAs o Only ONE voucher per household o All households in the selected VESAs are eligible—even the households that are already
engaging in poultry o CARE CCU will print vouchers with random numbers; IPs will write in names o Payment must be made by IPs, must follow procurement policy o SNV and IPs to work with government and private sector to strengthen vaccination
access o CFs should fill tracking formats; consolidate for learning o For procurement purposes, we can set up different systems depending on the context
(for example, contracting with a union or an agro-dealer). But we need to set up a sustainable system for feed and pullet supply—do not stifle competition, do not create “artificial” linkages just for the purpose of the poultry voucher
Environmental monitoring
Livelihoods for Resilience submitted a Yr 3 Environmental Monitoring and Mitigation Plan (EMMP) in conjunction with its Yr 3 workplan. The EMMP was subsequently approved by USAID. The plan was followed during implementation of activities and IPs have closely monitored activities that have a potential negative impact on the environment. Mitigation measures as outlined in the plan were implemented as needed. The progress on actions taken against the plan during this reporting quarter is summarized in Annex 5 Monitoring, evaluation and learning
The project signed a cost extension with AKROS for additional work that includes importing backlog household profiles into the system and developing other complementary database, i.e. for
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agro-dealers, the micro-franchise network, and cooperatives. Accordingly, AKROS has started importing household information, and is developing a module for micro-franchise database. The firm is expected to finalize all deliverables by end of the next quarter.
GRAD sustainability study The CCU CLA Advisor continued seeking a suitable local consultant to lead a GRAD sustainability study, which will seek to better understand the sustainability of GRADS’s interventions, outcomes, and structures. Seven technical proposals were reviewed and rejected. The job was re-advertised and a total of 16 technical proposals were received and are now under review.
Development Experience Clearinghouse (DEC) The project has uploaded the following documents to the DEC during the project life. #17 was uploaded during the reporting quarter.
1. ASPIRE: GRAD (Graduation with Resilience to Achieve Sustainable Development) book 2. GRAD Final Report 3. GRAD Learning and Innovation Briefs 4. Feed the Future Ethiopia-Livelihoods Resilience Activity -Year 1, Quarter 3 5. Feed the Future Ethiopia-Livelihoods for Resilience Year 2, Q 2 report 6. Feed the Future -Livelihoods for Resilience Activity Year 1 Report 7. Feed the Future Ethiopia-Livelihoods Resilience Activity-Year 2, Q 3 report 8. Feed the Future Ethiopia-Livelihoods Resilience Activity -Year 2, Quarter 1 (October –
December 2017) 9. Feed the Future Ethiopia -Livelihoods for Resilience Village Economic and Social Association
Manual 10. Feed the Future Ethiopia -Livelihoods for Resilience Activity- Resilience Strategy 11. Feed the Future Ethiopia -Livelihoods for Resilience Activity _Labor Market Assessment 12. Feed the Future Ethiopia -Livelihoods for Resilience Activity Gender & Outcome Mapping
Analysis 13. Feed the Future Ethiopia -Livelihoods for Resilience Business_ideas_catalogue 14. Feed the Future Ethiopia -Livelihoods for Resilience CLA Plan and Learning Agenda 15. GRAD Learning Brief #8 VESA-MFI linkages 16. Feed the Future Ethiopia -Livelihoods for Resilience Year 2 and Q 4 Report 17. Feed the Future Ethiopia -Livelihoods for Resilience Year 3 Quarter 1 report
Challenges faced and solutions/responses taken Although the project is largely on track, several challenges during the quarter impeded progress in different sectors or operational areas, as follows:
• Input supply constraints: Although, input supply is improving with the expansion of the agro-dealer network, supply contraints for some inputs (e.g. improved seed and pullets) remain an obstacle in many areas. The project is addressing this in part by promoting local seed multiplication by model farmers with the support of the agricultural research centers. The project also is providing technical support to pullet growers, in collaboration with private sector actors such as Ethio-chicken.
• Value Chain uptake: As has long been the case, households almost always select shoat fattening or rearing as their “value chain” of choice. While a sensible choice from a certain perspective, there are risks of feed and fodder shortages and market saturation. The project will continue to promote other lucrative value chains such as honey and potato. Wider dissemination of Digital Green videos promoting poultry and honey value chains will help create demand.
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• MFI challenge: The sector continues to present many challenges. All MFIs claim a shortage of loanable funds to some extent. Households who have not repaid MFI loans given during PSNP3 are black-listed. This is the case with a majority of households in some areas. Government counterparts in SNNPR continue to oppose the presence of private MFIs in project woredas, due to the higher interest rates the charge in comparison with OMO MFI with its low, but subsidized, rates. As OMO is incapable of providing the required services, discussions will continue in hopes that government will desist in its lobbying on their behalf.
Key activities planned for Yr3, Qtr3 Sub-purpose 1: Members of PSNP households have increased capacities for undertaking resilient livelihoods
• Continue household targeting and VESA formation for both adult and youth VESAs; • Kick off VESA discussions at recently established VESAs and continue VESA discussions at
existing ones; • Training to households on perma-garden technologies. • Sign a tripartite MoU with REST and DECSI for financial services for youth.
Sub-purpose 2: PSNP households have economically viable and resilient livelihood portfolios • Provide technical training (on production, post-harvest handling, marketing, quality
requirements) to clients and engage them in value chain activities; • Conduct WRN and BYOB training for youth, and link them with opportunities for self-
employment or wage employment; • Continue linking youth with TVETs and other private institutes for vocational skill training; • Expand micro-franchise into up to seven new woredas by mapping out supply chains and
training staff and private partners.
Sub-purpose 3: An enabling environment supports resilient livelihoods for PSNP households • Continue the selection, vetting, and approval process for additional agro-dealers; • Sign an MOU with new micro-franchise private partner(s); • Review and approve additional innovation concept notes; • Facilitate MSP meetings with appropriate value chain actors.
Sub-purpose 4: Collaboration, learning and adaptive management processes enhance, scale up, or facilitate replication of impact
• Meet with the regional PSNP4-LICU unit on the ongoing collaboration and implementation of the project activities
• Facilitate MFIs harmonization meeting with the regional and zonal government sectors • Participate in upcoming Joint Review and Implementation Support (JRIS) meetings; • Commence MIS rollout with training on digital data gathering • Conduct GRAD sustainability study; • Support a consultant-led mid-term evaluation.
PACE – Gap Foundation
• Provide PACE training for targeted women in 22 project woredas Crisis modifier
• Conduct cash disbursement and post distribution monitoring.
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Financial update The project’s expenditures for the period Yr 3, Qtr 2 were US $3,253,855. The cumulative recorded expenditures through the end of this quarter have reached $16,629,184, which represents approximately 35% of the total project budget. During the quarter, an additional $300,000 in funding was secured from the Gap Foundation for PACE scale-up in Livelihoods for Resilience woredas in Tigray, Amhara, and Sidama and Gedio zones of SNNPR. The project’s total reported cost-share to date to US $455,651. Annexes
Annex 1: Consolidated tabular output report
Annex 2: Case stories
Annex 3: Progress Updates from Resource Partners
Annex 4: Innovation Fund Manual
Annex 5: Environmental monitoring report
Feed the Future Ethiopia - Livelihoods for Resilience Activity CA #: AID-663-A-17-00001
S.No Activity/Output Unit of measure LOA target Year 1 achievement
Yr 2 achievement
Year 3 plan Year 3 Q2 plan Year 3 Q2 achievement
% against this quarter plan
Total Year 3 achievement
Project to date achievement
ASE CARE SNNPR
ORDA REST SNV CARE CCU Women Men
Goal: Enable 97,900 chronically food insecure households to graduate from the PSNP to achieve longer-term resilienceA Project management
A1 Hire and place staff # of staff placed 517 248 290 97 11 14 127% 79 617 - 9 5 - - - 6 8
This activity is overachieved due to the carryover target from the previous quarter. During the quarter, though not reported in this line, 17 staff (16 life skills trainers and 1 PACE specialist) were hired through PACE project.
A2 TWG meetings conducted # of meetings 13 1 3 4 1 1 100% 2 6 - - - - - 1 - - A3 PCC/PSC meetings conducted # of meetings 9 1 2 3 1 1 100% 2 5 - - - - - 1 - -
Result 1: Increased resilience capacities for women, men and youth in PSNP households Expected outcome 1.1: Social networks and community institutions support individual agency for women, men and youthVESAs
1.1.1New VESAs formed # of VESAs formed 4,895 1,122 2,458 1,788 631 544 86% 1,111 4,691 74 45 285 140 - - - -
In Tigray, PSNP households were occupied with seasonal public works that affected household targeting and new VESA formation progress
1.1.2New youth VESAs formed
# of youth VESAs formed 350 - 34 144 45 38 84% 56 90 - 5 12 21 - - - -
The targeted youths are locatedy far apart making it difficult to organize them into VESA.
1.1.3 New households organized into VESAs # of households 97,900 22,610 43,664 39,754 13,951 8,166 59% 17,679 83,953 1,564 815 3,408 2,379 - - - -
1.1.4New individuals organized into VESAs (with a VESA account) # of individuals 118,180 24,785 58,979 47,935 16,738 10,531 63% 22,930 106,694 1,564 1,106 5,468 2,393 - - 5,013 5,518 Expected outcome 1.2: Women, men and youth engage in informed and forward-looking livelihoods decision-makingVESA manual sessions
1.2.1VESAs completing part 1 of VESA manual
# of VESAs completing Part 1 4,895 277 2,098 493 481 98% 862 1,139 46 103 332 - - - - -
1.2.2
VESAs completing part 2 of VESA manual# of VESAs
completing Part 2 4,895 2,831 75 - 0% - - - - - - - - - -
IPs are expected to report only when VESAs complete all 12 sessions of part 2 of the VESA manual.In this quarter, due to late start of discussion in Hadiya zone, 52 VESAs were able to complete upto 8th session, and they expected to complete the whole PART 2 of the manual in the comingquarter.
1.2.3VESAs completing part 3 of VESA manual
# of VESAs completing Part 3 4,895 - - - - - - - - - - -
1.2.4VESAs completing part 4 of VESA manual
# of VESAs completing Part 4 4,895 - - - - - - - - - - -
Climate vulnerability and capacity analysis [Link to Component 3]
1.2.5 Government staff trained in CVCA # of government staff trained 405 168 405 25 92 368% 169 337 29 - - 63 - - 7 85
REST conducted new quarter's target ahead of timein order to align the CVCA training with 'Belg'forecast. In addition, ASE accomplished previous quarter target.
1.2.6 CVCA reports produced # of reports7 2 5 3 5 7 1 - - 2 - - - -
Three CVCA reports were validated, finalized and shared with community and government counterparts. The achievement shows accomplishment of last quarter's plan
Nutrition training
1.2.7 Project and government staff trained on IYCF focusing on PSNP 4 gender and nutrition
# of individuals trained 1,119 914 637 160 144 90% 375 1,289 - - - 144 - - 88 56
Permagardening -
1.2.8Project and government staff trained on nutrition-sensitive agriculture - homestead gardens (permagarden, keyhole garden, and others)
# of individuals trained 1,500 221 578 160 160 100% 343 564 - - - 160 - - 36 124
1.2.9 VESA members trained in homestead gardening # of individuals trained 9,990 2,537 4,424 1,178 785 67% 3,539 6,076 - - 472 313 - - 528 257
The training needs to be given just prior to the rainy season so that trainees can establish gardens immediately following the training. This target was premature. tart.
Poultry voucher
1.2.10Households receiving poultry voucher # of households TBD 1,650 798 518 65% 518 518 109 153 256 - - - 266 252
During the quarter, households were oriented and received poultry voucher. However, shortages on the supply side affected the progress of this activity. The remaining target will be completed in the next quarter.
Cooking demonstrations
1.2.11 Cooking demonstrations at VESA level # of VESA conducted4,895 86 293 103 67 65% 126 212 4 - 19 44 - - - -
Some VESAs already conducted cooking demonstration in the previous quarter as households started harvesting from their perma garden earlier than expected.
Expected outcome 1.3: Women, men and youth have expanded awareness of and ability to access tailored financial servicesFinancial products
1.3.1 Value of new savings mobilized by VESAs USD 2,681,985 84,384 475,508 865,988 207,478 182,296 88% 330,159 890,051 26,179 42,732 51,752 61,633 - - - - 1.3.2 Number of new individuals saving in VESAs # of individuals 118,180 23,055 54,354 45,931 15,937 9,009 57% 21,530 98,939 1,564 844 4,045 2,556 - - 3,997 5,012 1.3.3 Number of total individuals saving in VESAs # of individuals 118,180 23,055 54,354 118,180 103,572 88,975 86% 88,975 88,975 8,407 15,884 37,085 27,599 - - 43,346 45,629 1.3.4 Value of new loans obtained from VESAs USD 3,016,667 60,890 736,582 1,345,726 328,338 318,376 97% 576,638 1,374,110 10,663 36,578 82,611 188,524 - - - - 1.3.5 Number of individuals obtaining loans from VESAs # of individuals 118,180 4,997 56,767 117,868 28,966 18,680 64% - 1,197 3,905 6,617 6,961 - - 8,865 9,815
1.3.6Value of new savings mobilized by youth VESAs USD TBD 8,387 1,519 20,781 1368% 22,127 22,127 - 526 505 19,750 - - - -
Value of new savings mobilized by youth VESAs is artificially high because REST provided refreshment allowance to participants that was put into savings.
1.3.7 Number of new individuals saving in youth VESAs # of youth 8,750 439 3,600 1,125 961 85% 1,336 1,775 - 124 348 489 - - 397 564 Targeted youth are located far apart making it difficult for them to meet regularly1.3.8 Number of total individuals saving in youth VESAs # of youth 8,750 439 3,600 1,850 1,807 98% 2,336 2,775 - 294 558 955 - - 762 1,045 1.3.9 Value of new loans obtained from youth VESAs USD TBD 8,340 1,576 16,395 1040% 16,925 16,925 - - 221 16,174 - - - - Justification for activity 1.3.6 applies here too.
1.3.10Number of individuals obtaining loans from youth VESAs # of youth TBD 1,158 275 606 221% 659 659 - - 16 590 - - 265 341
Increased saving amount by youth VESAs allowed more youth to access loans from their VESAs
Result 2: PSNP households increased economically viable and resilient livelihoods portfolios Expected outcome 2.1: PSNP households have increased income from crop and livestock production
2.1.1
PSNP households participating in crop and livestock pathway with project support (disaggregated by sex, adult/youth) # of households
78,320 20,522 44,964 14,886 8,665 58% 14,038 34,560 273 1,520 2,626 4,246 - - 1,898 2,521
MFI loans are important for VESA clients’ participation on value chain activities. VESA clients hadlimited access to loans from MFIs due to various reasons such as fear of credit, outstanding loanfrom MFIs, and absence of Muslim friendly loan. This, in turn, affected households' engagement inValue chain activities.
Training
2.1.2Project and government staff trained on value chain-specific technical and/or marketing skills (business skill) # of trainees
2,635 209 2,635 541 588 109% 962 1,171 77 - 285 49 177 - 117 480
2.1.3 VESA members trained on value chain-specific technical skills and/or marketing skills
# of trainees 78,320 7,808 20,415 52,464 17,086 13,837 81% 20,880 49,103 1,267 4,373 4,687 3,510 - - 5,232 8,605
The technical skills training was given only to households with access to MFI credit and ready to engage in value chain activities.
2.1.4 Value chain actors receiving training in quality and other topics (coop/union/traders/ farmers group)
# of trainees 210 203 98 117 119% 147 147 - - - - 117 - 16 101
The achievement increased significantly because of a shift in focus from experts’ TOT training to provision of training directly to VC actors on product quality
2.1.5New technologies demonstrated
# of new technologies 27 6 20 6 3 50% 6 12 - - 2 1 - - - - The plan was accomplished during the previous quarter
2.1.6 Demonstrations conducted # demonstration 500 180 458 177 106 60% 155 335 9 - 81 16 - - - - Explanation for activity line 2.1.2 applies here too2.1.7 Model farmers engaged # of model farmers 2,000 290 865 377 211 56% 495 785 - 94 81 16 20 - 52 159 A portion of this quarter's target was accomplished during last quarter.
2.1.8 Adaptive technologies for climate change adaptation promoted and implemented
# of technologies promoted/implemen
ted 20 8 1 1 100% 1 1 - - - 1 - - - - Small-scale irrigation
2.1.9Test wells drilled # of test wells drilled 40 40 - 40 - - - - - - - -
2.1.10Households adopting small-scale irrigation technology # of households 8,640 735 328 - 0% - - - - - - - - - -
iDE’s preparatory activities were not yet completed. For this reason, households’ adoption of the technology delayed.
2.1.11Manual well drillers trained
# of manual well drillers trained 28 28 28 28 - - - - - - - -
2.1.12Manufacturers & TVET staff trained
# of manufacturers & TVET trained 60 60 - - - - - - - - - -
2.1.13Installers/mechanics trained
# of installers/mechanics
trained 54 54 12 12 12 - - - - - 12 - 12 IP experts were busy with competing priorities to coordinate with iDE to identify installers.
2.1.14CMAs trained # of CMAs trained 54 54 27 0% - - - - - - - - - -
CMAs will be trained after the pump manufacturers, hence the delay. Recruitment of CMAs is on-going.
Post-crisis impact of Gedio-Guji conflict in SNNPR continues challenging community mobilization activities including VESA saving and lending.
Livelihoods for Resilience Year 3 Quarter 2 tabular report (January 1 - March 31, 2019)
This quarter's performance, sex disaggregated
This quarter's performance by IP Explanation
Explanation for activity line 1.1.1 applies here too
Feed the Future Ethiopia - Livelihoods for Resilience Activity CA #: AID-663-A-17-00001
S.No Activity/Output Unit of measure LOA target Year 1 achievement
Yr 2 achievement
Year 3 plan Year 3 Q2 plan Year 3 Q2 achievement
% against this quarter plan
Total Year 3 achievement
Project to date achievement
ASE CARE SNNPR
ORDA REST SNV CARE CCU Women Men
Livelihoods for Resilience Year 3 Quarter 2 tabular report (January 1 - March 31, 2019)
This quarter's performance, sex disaggregated
This quarter's performance by IP Explanation
2.1.15Project and government staff trained
# of individuals trained 48 45 45 0% - - - - - - - - - -
This activity will be conducted after completion of the training for supply chain actors.
Video-enabled extension2.1.16 VESAs reached with video-enabled extension # of VESAs 4,895 32 1,261 388 454 117% 673 705 10 73 136 235 - - - -
2.1.17Individuals reached through video-enabled extension
# of individuals reached 32,500 615 32,500 7,751 8,793 113% 13,249 13,864 234 1,381 2,608 4,570 - - 4,236 4,557
2.1.18Project and gov't staff trained in video production
# of individuals trained 78 87 TBD - 87 - - - - - - - -
2.1.19Project and government staff trained in video dissemination
# of individuals trained 1,300 650 TBD 102 752 - - - - - - - -
2.1.20
Videos produced # of videos TBD 25 64 13 20 154% 41 66 2 6 5 7 - - - -
Originally, the plan was to produce 4 videos per VC. Recently, Digital Green in collaboration with SNV and IPs designed a larger set of videos to be produced per each value chain. According to the guideline, a separate video would be produced showing the whole process or steps of implementing a particular technology or practices. This result in having more videos per value chain
Linkages with PSNP 4
2.1.21 Government staff (including DAs) trained in technical/business skills for crop and livestock
# of individuals trained TBD 216 873 189 117 62% 123 339 - 41 76 - - - 30 87
A TOT on market information and communication skills was provided to ASE experts. For this reason, ASE team cannot give the training to government staffs.
Expected outcome 2.2 and 2.3: PSNP households have increased income from off-farm activities and employment
2.2.1
PSNP clients and youth participating in off-farm pathway with project support -- youth engaging in off-farm, microfranchise saleswomen + VESA members investing in off-farm with VESA or MFI loans, and/or investing with guidance of Off-farm Business Catalogue
# of clients & youth engaging in off-farm
with support
TBD 4,772 19,350 5,450 5,529 101% 8,426 13,198 1,201 1,072 1,884 1,372 - - 2,792 2,737
MFI loan is one of the sources of capital for households to engage in off-farm activities. However, the project clients were discouraged as loan terms, particularly ACSI, are not conducive (e.g. three month repayment period). Due to this, the number of households engaged in off-farm activities is below expectation
2.2.2 Project youth participating in wage employment pathway with project support # of clients TBD 18 400 100 160 160% 220 238 8 4 26 122 - - 73 87
In Tigray, more youth got temporary jobs with construction companies.
Youth training2.2.3 Project staff trained in Work Ready Now # of staff trained 60 60 20 17 77 - - - - - - - - 2.2.4 Project staff trained in Be Your Own Boss # of staff trained 60 32 20 18 18 50 - - - - - 18 2 16 2.2.5 Project staff trained in Work-based Learning
# of staff trained 200 32 20 18 18 50 - - - - - 18 2 16
2.2.6
Project staff trained in coaching and mentoring
# of staff trained 60 32 20 18 18 50 - - - - - 18 2 16 2.2.7 Youth trained in Work Ready Now (WRN) # of youth trained 12,900 1,117 3,725 1,100 934 85% 1,118 2,235 53 147 248 486 - - 383 551 2.2.8 Youth trained in Be Your Own Boss (BYOB) # of youth trained 12,000 902 3,298 992 828 84% 1,017 1,919 15 147 300 366 - - 338 490
2.2.9 Youth linked in TVET training curriculum # of youth linked 1,290 124 1,044 311 22 7% 104 228 - - 22 - - - 3 19
Hotels/private sector willing to provide room and board during youth TVET studies has taken too much time time. For this reason the linkage did not happen during the quarter.
Activities for adult off-farm engagementMicrofranchise activities
2.2.10
Women working as microfranchise saleswomen # of women 2,700 40 173 1,300 584 1 0% 40 253 - - 1 - - - 1 -
Supply shortages was the biggest challenge for saleswomen. Due to this, expansion into new woredas until the supply problem improves. CCU initiated discussions with new companies to diversify the product supply options and expansion will take place in Qtr 3.
2.2.11 Private sector partners engaged in microfranchise activities (with formal MOU)
# of private sector partners 7 3 1 - 3 - - - - - - - -
Innovation Fund
2.2.12Project staff oriented on Innovation Fund manual # of IP staff oriented 40 40 20 - 0% 13 13 - - - - - - - -
Priority was given to orienting agro-dealers before the IF award fund disbursement. So, theawareness session for project staff pushed to early next quarter.
2.2.13 Innovation Fund recipients (cooperative/union/business enterprise, agro dealers) # of recipients 154 87 15 11 73% 28 28 - - - - - 11 - - Among the total solicited agro dealers, few of them were not found qualified for IF award.
2.2.14
Value of Innovation Fund disbursed to private sector actors USD 1,500,000 245,000 75,000 56,155 75% 56,155 56,155 - - - - - 56,155 - -
The IF award disbursement plan is designed as per the agreed scope of work implementation of agro dealers. However, some of the agro dealers were not able to accomplish start up activities and did not receive their funding support.
Result 3: Strengthened enabling environment that supports resilient livelihoods for PSNP householdsExpected outcome 3.1: Targeted market systems are more effective, resilient and inclusive for PSNP householdsMulti-stakeholder platforms
3.1.1 Establish MSPs
3.1.2 Regular MSP meetings conducted # MSP meetings 187 2 73 22 24 109% 26 28 4 - 5 9 6 - - - Agro dealers
3.1.3 Agro-dealers trained and operating # of agro-dealers 81 54 5 27 27 - - - - 5 - - - 5 agro dealers started operating during the quarter Market linkages
3.1.4VC actors participating in trade fairs
# of individuals participating in trade
fairs TBD 211 170 21 12% 58 58 - - - 21 - - 1 20 Few trade fair events happened in this quarter.
3.1.5Marketing collectives established or strengthened
# of marketing collectives supported 300 71 20 - 0% - - - - - - - - - -
Cooperatives strengthening activities were started during the quarter. They received training and drafted business plans. But implementation was not started mainly because of busy schedule of cooperative leaders.
3.1.6 Coops/unions developed innovation business plan/marketing strategy
# coops/unions/FEMAs with business plan 242 55 18 16 89% 16 16 - - 1 - 15 - - -
Review of the draft business plans is underway.
3.1.7Government experts and cooperative leaders trained # of individuals TBD 429 105 145 138% 145 145 - - - - 145 - - -
More cooperative leaders and VESA members were included in the training with the aim to enhance their business skills and strengthen linkage.
Financial institutions (and loan guarantee fund)
3.1.8 Value of loans disbursed to VESA members from MFIs and RUSACCO unions USD 26,443,478 1,598,358 4,961,648 11,592,593 3,375,926 2,271,616 67% 3,765,027 10,325,033 32,593 66,317 674,262 1,498,444 - - - -
There were many reasons for underachievement including blacklisted and reluctant clients and MFIs with liquidity problems and slow/bureaucratic approval processes.
3.1.9 Number of VESA groups receiving loans from MFIs and RUSACCO unions # of groups 1,310 39 511 129 49 38% 150 189 12 37 - - - - - -
3.1.10 Number of VESA members receiving loans from MFIs and RUSACCO unions # of individuals 78,460 4,144 15,836 45,000 12,900 6,122 47% 11,173 31,153 164 394 2,163 3,401 - - 2,680 3,442
3.1.11 New financial institutions with which project has a formal relationship
# of institutions
11 6 3 2 - 0% - 6 - - - - - - - -
ORDA initiated discussion with RuSaCCO unions and conducted organizational capacity assessment. But it was found that the RuSaCCO has limited financial capacity to provide loans to VESA members. Due to this, it was not able to enter formal agreement with the institution.
3.1.12 Loan guarantee fund deposited USD 4,031,718 250,000 654,767 1,285,186 466,519 251,886 54% 316,668 1,221,435 - 16,473 24,887 210,526 - - - - Expected outcome 3.2: Cultural and social norms support resilient livelihoodsSocial analysis and action
3.2.1Project staff trained in SAA
# of individuals trained 581 101 138 151 52 41 79% 124 363 - 11 30 - - - 12 29
Replacement of the gender officer in CARE SNNPR took long time. Due to this, the gender related activities including SAA training to project staffs delayed.
3.2.2Government staff trained in SAA
# of individuals trained 878 52 135 878 475 84 18% 84 271 - - 84 - - - 13 71
Underachieved because government staff were busy with other priorities during the quarter. In addition, ASE shifted the training to next quarter as the staff only received SAA TOT at the end of the quarter
3.2.3Role models engaged
# of role models engaged 806 160 554 289 247 85% 274 434 - - 109 138 - - 75 172
Justification for activity 3.2.1 applies here too.
Explanation for activity 3.1.8 applies here too.
Delay in recruitment of youth trainers and the social unrest in Boricha woreda were major factors for underachievement of this activity.
Additional VESA members were reached via video-based extension to create awareness and encourage them to adopt practices featured in the videos.
The plan was to conduct the training in Qr1 but since the youth trainers need to conduct first phase WRN training before the second curriculum, the training was postponed to this quarter. In addition the plan was to provide the training to 20 youth trainers from all IPs but we were able to train 18 youth trainers from REST, CARE SNNPR and ORDA . ASE youth trainers did not received the training as their recruitment was not finalized.
Feed the Future Ethiopia - Livelihoods for Resilience Activity CA #: AID-663-A-17-00001
S.No Activity/Output Unit of measure LOA target Year 1 achievement
Yr 2 achievement
Year 3 plan Year 3 Q2 plan Year 3 Q2 achievement
% against this quarter plan
Total Year 3 achievement
Project to date achievement
ASE CARE SNNPR
ORDA REST SNV CARE CCU Women Men
Livelihoods for Resilience Year 3 Quarter 2 tabular report (January 1 - March 31, 2019)
This quarter's performance, sex disaggregated
This quarter's performance by IP Explanation
Training to female leaders and MFI staff3.2.4 Female VESA leaders trained in leadership skills # of individuals 13,088 1,862 4,984 1,683 2,063 123% 2,230 4,092 125 610 362 966 - - 2,063 - The project capitalized on PACE life skill trainers' time to provide the training to a large number of V
3.2.5MFI staff trained in gender-inclusive financial services # of individuals 254 108 137 30 - 0% 42 150 - - - - - - - -
Shifted to next quarter as the project planned to execute this activity along with experience sharing session for regional MFI staff.
Expected outcome 3.3: Relevant institutions support resilient livelihoodsLinkages with meteorological departments
3.3.1Project and government staff trained on PSP
# of individuals trained 246 66 180 180 227 227 293 32 47 99 49 - - 32 195
The training conducted ahead of schedule to precede belg rainy season
4 Result 4: Scaled-up Collaboration, Learning and Adaptive Management processes for the Livelihoods for Resilience Activity to expand impactExpected outcome 4.1: Effective collaboration with relevant institution leverages or replicates impact being achieved by the Livelihoods for Resilience ActivityUSAID and other relevant non-USAID programs
4.1.1 New programs that have MOU with Livelihoods for Resilience Activity # of programs 8 3 1 1 - 1 5 - - - - - - - - Expected outcome 4.2: Project approaches adapted based on information from multiple sourcesLearning
4.2.1 Learning documents disseminated # of documents52 2 10 1 - 0% 1 3 - - - - - - - -
The newsletter is almost done. The layout has also been designed. An article on Participatory Scenario Planning (PSP) published on CARE website.
Gurmessa with his wax production
Gurmessa sharing his experience to his neighbors
Annex 2: Case Stories 1. CARE SNNPR: “I have the skills to expand my beekeeping.” Gurmessa Yakob, a 48 year old father of six, lives in Boricha Woreda of SNNPR. He together with his wife, Challe, have inadequate income from selling coffee, avocados, and enset (false banana) to cover the basic needs of the family. As a result the family was a part of the Productive Safety Net Program (PSNP) for the last 4 years. “My wife, eldest son, and I all participated in public works, and gained 400 birr per month, this was not enough to support my family” stated Gurmessa. With the start of Livelihoods for Resilience in his kebele, Gurmessa together with 20 of his neighbors established a Village Economic and Social Association (VESA) named Elto. Following the VESA discussions, Gurmessa decided to engage in the honey value chain. “I had a little exposure to traditional beekeeping, but the VESA discussions gave me the confidence to choose the honey value chain” stated Gurmessa. He then took two rounds of practical training on beekeeping, transitional hive construction, and queen rearing and splitting. Prior to the start of the project Gumerssa had only two traditional hives, but following the training he constructed 23 transitional hives and nine traditional beehives. Additionally, he received five improved traditional hives from the Woreda Agriculture Office. With the traditional hives, he was able to trap eight strong bee colonies. As a result of the trainings he received, Gurmerssa has been able to split seven colonies and produce wax as an additionally income
generating activity.
“Two years ago my annual income did not exceed 260 ETB (9 USD)-but now I earn over 5,000 ETB ($176 US). I feel that now I have received the right key to improve my livelihood in order to graduate from the PSNP”, stated Gurmessa.
The increased income helped Gurmessa expand his apiary site. Currently he has a plan to increase his number of hives significantly using queen-rearing technology. Gurmessa is now serving as a co-trainer for the practical session of transitional beehive construction and has received acceptance from the community. His apiary site has attracted many visitors from his community.
“Thanks to the knowledge and the skills I have received, I’m happy to train my neighbors in beekeeping”, stated Gurmesa. 2. ASE-Hadiya: “Now I see bright future ahead” Mohammed Tumiso is a father of four, and lives in Anlemo Woreda, in the Southern Nations Nationalities and Peoples Region (SNNPR). The livelihood of Mohammed’s family depended on maize and vegetables production from their 0.5 hectare of land, this was not enough to make ends meet. “For years I was not able to meet the basic needs for my family. I have received support from the Government’s PSNP for the last three years to meet the basic needs of my family” stated Mohammed. Mohammed and his wife Ruqiya Jemal, were very eager to graduate from the PSNP, and as a result joined the Livelihoods for Resilience Project in 2017. Soon after, Mohammed along with members in his community formed the Godise Village Economic and Social Association (VESA), in which he serves as a secretary. “The VESA discussions involving product cards, helped me decide the exact value chain (beekeeping) to choose. I had some previous experience with beekeeping in the past” stated Mohammed. Mohammed received training on basic beekeeping, transitional hive construction and colony management. This was followed by a more advanced training on queen rearing, and a second round of hands on training from an experienced beekeeper. “I was extremely motivated to graduate from the PSNP after attending the trainings, and witnessing the experience of a model beekeeper in Shebdino woreda. The model beekeeper was able to grow from only a few transitional beehives to 114 transitional hives” stated Mohammed. Since receiving his last training, Mohammed now has 13 traditional hives, using the skills he gained, he was able to split an additional colony within a very short period of time. Additionally, he has begun to produce wax, and has a plan to expand it in order to sell candles as an additional income generating activity. Prior to his involvement in Livelihoods for Resilience, Mohammed’s annual income from honey production was not more than 800 birr (26 USD). Now, Mohammed has been able to secure an annual income of 12,000 ETB (421 USD) after producing 85 KG of honey. He has also become a model beekeeper in his community, transferring his skills and experiences to others. The majority of his VESA members have begun beekeeping. Mohammed has a plan to increase the number of hives he owns to 200 in the future.
Figure 1: Mohammed with his beehives.
Figure 2. The wax production
3. ORDA Amhara: “GRAD2 boosts my confidence” Abebe Hailu and his wife, Mulu Habtam, live in Wadla woreda in the Amhara region with their five kids. Having only a small and unproductive plot land, the family has had to get PSNP support for six months during the year to survive. The implementation of Livelihood for Resilience in their area has been a very good opportunity. Abebe and his wife together with their neighbors started participating in the project in June 2017 through establishing a Village Economic and Social Association (VESA) named Kobe. Since the formation of the VESA, the couple has been saving a minimum of 30 birr per month. They took trainings on financial literacy, business skills, on farm and off-farm livelihood activities. The discussions were focused on the opportunities available, expected threats, and the possible solutions for these risks including, sources of financing and pre-conditions that need to be met from the beneficiaries. Abebe preferred to engage in shoat fattening, and received a loan of 10,000 birr from the Amhara Credit and Savings Institution (ACSI). After securing the loan, in one year Abebe was able to fatten 17 sheep and earned a net profit of over 9,300 birr, repaying his loan to ACSI fully. Being successful in shoat fattening, Abebe in consultation with his wife developed another business plan that combined shoat fattening and poultry egg production. They secured a 20,000 birr second round MFI loan. Adding up the loan on the net profit they gained early, Abebe and his wife have begun fattening a minimum of six shoats per round and bought 53 chickens for eggs. They also have a plan to rent a plot of land to engage in wheat production. Now Abebe is a confident, seasoned entrepreneur, has the capacity to manage diversified businesses at a time, and has become a model farmer for the surrounding community. Moreover, he has plans to buy a house in a nearby town named Gashena in the near future. Abebe says, “the most important thing that GRAD II has given me is confidence in myself”.
4. REST Tigray: “I am on the right track to graduate” Keshi Gebremedhin, a 38 year old father of five, lives in Endamehoni Woreda, Southern Tigray Zone. He had been working as a daily laborer for years having inadequate rain fed cereal production from his small plot of land. He had to work as a daily laborer to meet the family needs in addition to receiving support from the government’s productive safety net program for six months per year. In March 2017, Keshi joined one of the VESAs established through the support of Livelihoods for Resilience. He received training on financial literacy and business skills, as well as technical training on value chains which encouraged him to engage in cattle fattening.
After saving for a few months he took out a 2,000 birr ($70 US) loan from his VESA and 15,000 birr ($526 US) from micro-finance institution to engage in cattle fattening. He bought two cattle at a cost of 5,000 birr each, and spent 6,000 birr for 60 chickens. From fattening two oxen in one cycle (three months), he earned an average net profit of 5,000 birr. So far he fattened oxen for six cycles. In addition, he secured 3,000 birr net profit after raising the chickens for three months. The income helped him save 5,000 birr in a RuSACCO and his VESA and buy six shoats. He is also ready to pay back the loan to the MFI. “Since I started participation in the VESA, my life has been changing. I am in the right track to graduate from the safety net program soon.”
Annex 4: Progress Updates from Resource Partners
1. Digital Green Foundation – Video-enhanced Extension 1. Background
Digital Green Foundation has partnered with the USAID-funded Livelihoods for Resilience Activity project that is being implemented by a consortium of five partners led by CARE. Digital Green is implementing its video-enabled approach across 18 project-supported woredas (districts). The objective of the DG-Care partnership is to promote adoption of improved agricultural technologies and practices, nutrition practices, and gender norms through the use of Digital Green’s video-based extension approach. Digital Green provides training for project partners to develop content for and to produce locally-relevant videos that share knowledge and prompt behavior change amongst farming communities. Leveraging peer-to-peer learning, Digital Green trains community facilitators to facilitate participatory video screenings and discussions with VESAs.
2. Project Progress Status
2.1 Capacity Building
Digital Green has provided planned video production and dissemination trainings successfully in the previous quarters. Accordingly, 87 participants (IP staff and government SMS) have taken training in video production technique; and 752 CFs and DAs participated in video dissemination trainings. The aim of the trainings was to build the capacity of partners and enable them to produce locally relevant videos and disseminate videos in interactive and engaging manner. In this quarter, a one-day refresher training was provided to 27 community facilitators in SNNPR, Hadiya and Sidama. The refresher training was required to refresh the memory of the CFs because it has been long since they have taken the training and they have not conducted video dissemination in the previous quarters. Following the refresher training, video dissemination sessions have started in both Hadiya and Sidama zone. A one-day video dissemination refresher training was also provided to CFs in Tigray, Alamata Woreda, using mock dissemination as a tool to improve dissemination quality.
Figure 1 Dissemination Refresher training in SNNPR
2.2 Video content development and production
Based on previously selected value chains and identified video topics in consultation with value chain advisors of the project, 16 videos were produced in this quarter. The video topics were selected in consultation with IPs and prioritized based on seasonal calendar of the practices. Details of the videos produced are listed in the table below.
Table 1 Videos produced in the second quarter per region
Regions Number of videos produced
Video Topics
Amhara 3 • Poultry Layers Management in Gubalafto • Poultry _Egg handling and Marketing in Meket • Poultry _Egg transportation and handling in Menzgera
Tigray 7
• Benefit of improved shoat fattening practice in Ganta Afeshum • Benefits of Improved Poultry production in Endamehoni • Feed and Feeding _Shoat fattening _Hawzen • Poultry production_Health & hygienic management in
Embalaje • Shoat fattening_Housing in Hawzen • Shoat fattening_Health in Hawzen • Shoat fattening_Marketing and record keeping in Hawzen
SNNPR (CARE) 4 • Poultry health and Hygiene management in Boricha
• Shade management and feeding for shoat fattening in Boricha
• Poultry health and Hygiene management in Wenago • Shade management and feeding for shoat fattening in Wenago
SNNPR (ASE) 2 • Transitional Beehive preparation in Annelemo
• Selection of shoat for fattening in Annelemo Total 16
2.3 Video Dissemination
As per the trainings they received, community facilitators were able to screen the videos to the VESAs in interactive and engaging manner to encourage farmers adopt practices featured in the videos and improve their socio-economic situation. Accordingly, in this quarter, 466 video dissemination sessions were conducted and 8,824 farmers were reached via video-based extension. In Amhara region, 115 dissemination sessions were conducted and 2,235 farmers were reached; in Tigray, 270 dissemination sessions were conducted and 5,050 farmers were reached; in SNNPR Sidama zone, 73 dissemination sessions were conducted and 1,381 farmers were reached; and in SNNPR Hadiya zone, 8 dissemination sessions were conducted and 159 farmers were reached. Digital Green’s regular follow up, support and continuous discussion with IPs and CARE have increased IPs commitment and improved the achievement of this quarter. In general, including the previous quarters, 12,450 farmers are reached via video-based extension.
Table 2 Video Dissemination in the second quarter by Region
2.4 Adoption
In this quarter, 712 adoptions were reported, 360 in Amhara and 352 in Tigray regions. The adopted practices include improved selection of shoat for fattening, improved feeding practice for shoat and cattle fattening and improved poultry management. The aim of the video-based extension is to promote and increase adoption of improved agricultural practices. Therefore, following and tracking adoption after video screening is very important and needs a serious attention from IPs. Community facilitators should ask and record regularly viewers who claim to have adopted a practice/learning featured in an earlier dissemination then randomly visit few viewers to verify adoptions.
Region Number of dissemination Sessions Number of viewers reached
Amhara 115 2,235
Tigray 270 5,050
SNNPR (CARE) 73 1,381
SNNPR (ASE) 8 159
Total 466 8,824
2.5 Quality Assurance
To ensure qualities of video content and delivery mechanism, video reviews and dissemination observation was conducted. Accordingly, Digital Green has conducted 24 dissemination observation and provided feedback to video dissemination facilitators (CFs). All of the CFs we have observed were good at PICO handling but few need improvement in their facilitation skill. During dissemination observation, farmer’s feedback was also collected to ensure relevance of the selected video topic. In the feedback, the farmers indicated that the videos were very enlightening and motivating. Information collected through quality assurance process will be analyzed and used to improve quality of the videos and video disseminations. In addition, it will be used to identify skill gap of video production team and CFs and organize refresher trainings accordingly. 3 Challenges
• Adoption tracking has not been given due attention and we are discussing and working with IPs to solve the issue
• Limited engagement of trained SMSs and DAs in video production and dissemination. IPs need to discuss with woreda agriculture offices to improve the situation
• Workload of IPs and delay of dissemination reports from Kebele • Difficulty of finding video actors/ model farmers that have fully implemented improved/
scientific production technique 4 Next Quarter plan
• Support Production seasonal videos as per POP prepared • Ensure regular video disseminations are conducted by IPs to reach target • Collect dissemination report and enter into COCO • Conduct QA and adoption verification • Conduct joint monitoring visit with IP leadership • Organize Video production and dissemination refresher training
2. International Development Enterprise (iDE) Background
For the Livelihoods for Resilience Activity, iDE was called upon to provide technical advice on low-cost and affordable irrigation technologies such as manual pumps, drip irrigation kits, water storage containers, and manual well drilling technologies. These technologies allow smallholder farmers to cultivate high-value crops that can be harvested multiple times a year, enabling substantial income increases.
Progress
i. Sets of manual well drilling equipment distributed
Equipping trained youth well drillers with sets of simple sludge well drilling equipment is one of the project activities. Accordingly, iDE supplied eight sets of drilling equipment to implementing partners in the SNNP and Tigray regions.
Table 1: Distribution details of sets of well drilling equipment
No. Implementing partner Number of sets of equipment delivered
Remark
1 CARE 2 One set each for Aleta Wendo and Aleta Chuko woredas
2 REST 4 Two sets for Raya Alamata woreda and one set each for Ofla and Hintalo Wojirat woredas
3 ASE 2 One set each for Soru and Misha woredas
Each set of drilling equipment has a capacity of drilling up to 30 meters depth and 5 inches bore diameter. iDE customized the design of this equipment to the Ethiopia context for ergonomics, ease of use, and maintenance using human centered design principles so that local people can operate and maintain all the parts and components. The sets of drilling equipment include the following items:
Table 2: Details of parts and components included in one set of drilling equipment
No. Name of parts and accessories Unit Quantity 1 Drilling pipe each with 1.5m length made
of GI pipe and 4mm thick black steel welded on both ends with metric thread
Pcs 20
2 11/2 Coupling full thread, metric
Pcs 27
3 Reaming bit 3", Steel Pc 1 4 Reaming bit 5", steel Pc 1 5 Wooden post Pcs 2 6 Wooden handle Pc 1 7 Chain m 3 8 Pipe wrench pcs 2 9 Pin Pc 1 9 Water tanker (150 l) Pc 1
10 Jerri can (20 l) Pcs 2
ii. Selection of private sector partners
In this quarter, 14 manual pump manufacturers have been selected in SNNPR. The first step in selection of manual pump manufactures was to identify any metal workshop that produces metal doors, window, grills, and anything related to metal work. This was done by close collaboration with woreda government partners and IPs. The second step was to interview the identified workshops to assess financial capacity of the workshops, to know if they can carry forward the technology, and also to assess the facility of the workshop in terms of machineries and working space and work experience (which weighs 40%). Besides, the team cross-checked with woreda partners and IPs on personal and social behavior of the manufacturing workshops, such as the reputation they have with their customers, timely delivery of orders from clients, etc. The third step was to give a welding exam together with technical drawings to the identified workshops, to evaluate welding and technical drawing reading skills (which weighs 60%). Moreover, 12 village level mechanics and installers who will provide installation and maintenance services have been selected from Aleta Chuko and Aleta wondo woredas.
iii. Training on pump installation and maintenance
For any manual technology to sustain, it should be supported with after sales services. To this end, iDE started training local service providers in installation and maintenance of manual pumps. In this quarter, 12 installation and maintenance service providers have been trained. The trainees have been selected from the potential villages of Aleta Wondo and Chuko woredas, and are innovative individuals having hands on experience in fixing different things.
The training was held for two days, with a half-day theoretical session on pump operation and maintenance, and one and a half days of intensive practical training.
Challenges
- Most workshop owners are not willing to move from their duty station for pump manufacturing training, and this may need organizing small group trainings nearby the manufacturers’ workshops.
Next Steps
- Finalize selection of private sector partners in Tigray and Amhara (manufacturers, CMAs, and village mechanics & installers)
- Provide trainings for manufacturers and village mechanics & installers. -
INNOVATION FUND MANAGEMENT MANUAL
LIVELIHOODS FOR RESILIENCE ACTIVITY
CARE ETHIOPIA
March 2019
Contents SECTION I – INTRODUCTION ............................................................................................................... 1
1.1 Background .................................................................................................................................................... 1 1.2 Purpose .......................................................................................................................................................... 3
SECTION II – ELIGIBILITY .................................................................................................................... 4
2.1 Eligible Activities ........................................................................................................................................... 4 2.2 Eligible Recipients ......................................................................................................................................... 5 2.4 Environmental Compliance .......................................................................................................................... 6
SECTION III – TYPES OF AWARDS and COST-SHARE REQUIREMENTS ........................................... 7
3.1 Types of Awards ............................................................................................................................................ 7 3.2 Cost-share (“match”) ..................................................................................................................................... 7
SECTION IV – ROLES AND RESPONSIBILITIES ................................................................................... 8
4.1 Technical Evaluation Committee (TEC) ...................................................................................................... 8 4.2 Innovation Fund Roles and Responsibilities ............................................................................................... 9
SECTION V – CONCEPT DEVELOPMENT AND AWARDING PROCESS ............................................. 10
SECTION VI –AWARD IMPLEMENTATION PROCEDURES ............................................................... 14
6.1 Branding and Marking Requirements ....................................................................................................... 14 6.2 Monitoring and Reporting .......................................................................................................................... 14 6.3 Disbursement Procedures .......................................................................................................................... 15 6.4 Modifications ............................................................................................................................................... 15 6.5 Terminations ............................................................................................................................................... 16
SECTION VII – AWARD CLOSE-OUT PROCEDURES .......................................................................... 16
ANNEXES .............................................................................................................................................. 17
Annex 1: Detailed guidance on Innovation Fund cost-share and templates for planning and reporting .......................................................................................................................................................... 17 Annex 2: Technical Evaluation Committee (TEC) Terms of Reference (ToR) ...................................................... 23 Annex 3: Field Guide for Using the Innovation Fund .......................................................................................... 26 Annex 4: Template for Award Applications ..................................................................................................... 31 Annex 5: Application Evaluation Criteria (Sample 1, for awards <$5,000) and Score Sheet .............................. 33 Annex 6: Application Evaluation Criteria (for awards >$5,000 and particularly value chain support for business enterprises) and Score Sheet .......................................................................................................... 36 Annex 7: Notification Letter that application was not funded (usually for technical reasons) .......................... 38 Annex 8. Template for Submitting Recommended Applications for Innovation Fund Award (<$10,000) for USAID Approval ........................................................................................................................... 39 Annex 9: Notification letter that application is approved for funding ............................................................... 40 Annex 10: Innovation Fund Awarding Process Flow for Awards < $5,000 ......................................................... 41 Annex 11: Innovation Fund Awarding Process Flow for Awards > $5,000 ......................................................... 42 Annex 12: CARE Sub-agreement Management Policy and Award Templates ................................................... 43
1
TABLES: Table 1: Livelihoods for Resilience Activity Results Framework ................................................................. 1 Table 2: Award Typology and Descriptions .......................................................................................................... 7 Table 3: Types of cost-share and documentation required ............................................................................ 8 Table 4: Requirements to apply for funding and responsibilities of doc review/ approval .......... 10 Table 5: Documentations required for pre-award assessment .................................................................. 13
1
SECTION I – INTRODUCTION 1.1 Background The Livelihoods for Resilience Activity is a five-year, $52.8 million USAID-funded program ($48 million from USAID + $4.8 million cost-share from the CARE consortium). The goal of the Livelihoods for Resilience Activity is to reduce food insecurity and increasing resilience for households (HHs) in highland areas of three regions in rural Ethiopia. In particular, the purpose of the Livelihoods for Resilience Activity is to enable 97,900 chronically food insecure households to graduate from the PSNP with resilience. The Livelihoods for Resilience Activity has four Sub-Purposes and eleven expected outcomes as shown in Table1 below.
Table 1: Livelihoods for Resilience Activity Results Framework
Livelihoods for Resilience Activity Results Framework: Purpose, Sub-purposes, and Expected Outcomes Goal/Purpose: To enable 97,900 chronically food insecure households to graduate from the PSNP with resilience Sub-purpose 1: Members of PSNP households have increased capacities for undertaking resilient livelihoods
Sub-purpose 2: PSNP households have economically viable and resilient livelihood portfolios
Sub-purpose 3: An enabling environment supports resilient livelihoods for PSNP households
• Expected outcome 1.1: Strengthened social networks and community institutions support individual agency for women, men and youth
• Expected outcome 1.2: Men, women and youth engage in informed and forward-looking livelihoods decision-making
• Expected outcome 1.3: Men, women and youth have improved and equitable access to tailored financial services
• Expected outcome 2.1: PSNP households have increased income from nutrition-sensitive and climate-smart crop and livestock production
• Expected outcome 2.2: PSNP households have increased income from off-farm activities
• Expected outcome 2.3: PSNP households have increased income from wage employment
• Expected outcome 3.1: Targeted market systems are more effective, resilient, and inclusive for PSNP households
• Expected outcome 3.2: Cultural and social norms support resilient livelihoods
• Expected outcome 3.3: Relevant institutions support resilient livelihoods
Sub-purpose 4: Collaboration, learning and adaptive management processes enhance, scale up, or facilitate replication of impact • Expected outcome 4.1: Effective collaboration with relevant institutions leverages or replicates impact
being achieved by the Livelihoods for Resilience Activity • Expected outcome 4.2: Project approaches adapted based on information from multiple sources The project manages an Innovation Fund mainly designed to test or introduce new technologies and approaches and/or to buy-down risk for private sector collaborators and other service providers. In many ways, the use of the Innovation Fund will repeat the process this consortium used during GRAD where small awards were provided to primarily private sector service providers to serve as start-up capital and risk mitigation. This approach led to the creation of a significant number of new value-chain actors that are providing sustained support to PSNP households. However, while the Livelihoods for Resilience Activity will build upon GRAD’s successful use of small awards, the Innovation Fund under the Livelihoods of Resilience Activity will be managed strategically to support a broader range of needs, including focused research, technology testing, and learning initiatives.
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The funds will be managed using a flexible, streamlined, iterative, and adaptive process. Activities supported by the Innovation Fund primarily will be focused on addressing systemic obstacles to inclusive and resilient market systems. New innovations, technologies, and approaches which aim to address these systemic constraints will be tested using small, flexible awards. One priority will be to promote new technologies that build value chains and improve nutrition, such as food processing and packaging to add value and preserve nutrients from crops. Proven technologies, innovations and approaches (whether tested and proven within or outside of Livelihoods for Resilience) are considered for larger-scale awards to help take these innovations to scale. Additionally, private sector investment will be catalyzed through buying down risk and addressing barriers to entry. The Innovation Fund may also be leveraged to support the Livelihoods for Resilience Activity’s Collaboration, Learning, and Adaptation (CLA) agenda through targeted measurement and research activities to generate better data and learning from project interventions. Two main modalities are proposed for releasing and/or administering Innovation Fund awards: 1. Large Awards for Innovation and Technology (at least $1 million total) – Proven innovations and technologies will be eligible for large award to help bring these innovations to scale. The process of testing and proving innovations and technologies within the Ethiopian context may happen within or outside of Livelihoods for Resilience. Three existing proven innovations were identified already in the CARE Ethiopia technical proposal, as follows:
▪ Technology Applications for Extension and Behavioral Change Communications– Digital Green has worked closely with the Ministry of Agriculture, the GRAD project, and others to test and promote the use of locally produced videos by Development Agents. In Livelihoods for Resilience, Digital Green will assist the consortium to significantly expand the coverage of this technology, expand its scope to include non-agricultural themes, and pilot test alternative technologies such as radio and mobile devices.
▪ Market-based Sales of Irrigation Technologies – International Development Enterprise (iDE), experts in promotion of appropriate irrigation technologies, will assist in assessing potential irrigation opportunities, designing a strategy for market-based distribution of irrigation equipment to project households, and training staff and entrepreneurs in both technical and business concepts.
▪ Employment Linkages – EDC, currently serving in a similar capacity with the POTENTIAL project, will be contracted to design an innovative strategy for dramatically improving linkages between a labor force (youth and others) and potential external employers.
A fourth contract of this scope was developed for development of a project household database and Management Information System. The contract is being implemented by AKROS Inc. Additional opportunities will be pursued as partners with unique contributions to make are identified. Processes for selecting and managing large awards are not covered in this document.
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2. Small-Scale Awards (up to $2.5 million total1) – Additional relationships, innovations and technologies will be proactively identified by the Livelihoods for Resilience Activity through an ongoing focus on learning and needs assessments. Livelihoods for Resilience will seek to address identified needs and build upon ongoing learning through supporting opportunities that emerge for value adding, innovative technologies, applied research, and/or partnerships with relevant public and private institutions, including through the use of smaller-scale award described below.
A. Private Sector Investment Awards – Small, time-limited awards will be made available on a rolling basis to entrepreneurs, small businesses, cooperatives and others for investments having direct impact on project communities, value chains or other livelihoods activities relevant to the project. These investments will be expected to address underlying systemic constraints at various levels within the targeted market systems to improve the inclusiveness of these systems. Investment awards may also be used to increase the resilience to climate change of key actors within targeted market systems. For instance, GRAD learned that agro-dealers can help support economic recovery activities if systems are established and prepared before a crisis. Building off of this learning, the Livelihoods for Resilience Activity will seek opportunities to utilize private sector investment awards to support rapid market-based responses to crises aimed at livelihood stabilization. Each recipient of private sector investment awards (e.g. agro dealers, processors, etc.) will be required to share costs and contribute labor and materials. Project field staff will identify potential investment opportunities on an ongoing basis with support from the Livelihoods for Resilience Consortium Coordination Unit (CCU) and SNV advisors.
B. Learning Awards – Small time-limited awards will also be made available to organizations, financial institutions, universities, research centers, individuals, and/or businesses for development and/or testing of other innovative technologies such as improved varieties and practices, new financial products, labor-saving devices for women, post-harvest handling and storage, and food processing for improved nutrition. Eligible awards can include participation in events or production of written or visual products to share learning on innovations.2 Similar to the private sector investment award, these small-scale innovation award will be expected to address underlying systemic constraints at various levels within the targeted market systems to improve the inclusiveness and/or resilience of these systems, and project field staff will be encouraged to identify potential opportunities on an ongoing basis to invest in emerging opportunities with support from CCU and SNV staff.
The Innovation Fund Advisor will coordinate and oversee the process of assessment, selection, and monitoring of all award recipients. 1.2 Purpose The purpose of this manual is to provide a framework of management procedures for Innovation Fund investments for the Small Scale Awards only, specifically the Private Sector Investment Awards and the Learning Awards. The procedures described in this 1 No hard targets will be established for allocation of these funds by region or by value chain/sector. However, the Livelihoods for Resilience management will monitor investments to ensure equitable distribution to the extent possible. 2 In cases where the Innovation Fund is used for consulting services (e.g. studies, advisory services, training, etc.) the selection process will follow the regular Care Ethiopia procurement policies and procedures, rather than the awarding process described in this manual.
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manual ensure that: a) the grant awarding process is in accordance with USAID regulations and CARE USA policies and procedures, and b) awardees implement their activities in accordance with award agreements and in a manner that contributes to the objectives of the Livelihoods for Resilience Activity. This manual establishes guidelines and principles by which all investments awarded by CARE Ethiopia under the Livelihoods for Resilience Innovation Fund will be managed. It contains information on the design, award, management, monitoring, and close-out of awards to eligible recipients. It also provides standard formats and related documentation that will form the basis of each agreement with all award recipients. All templates provided herein will be in compliance with CARE USA formats and guidelines. SECTION II – ELIGIBILITY 2.1 Eligible Activities As noted above, the Innovation Fund will be used to promote investments and learning that support Livelihoods for Resilience activities. There will be two broad types of small-scale investment awards: Private Sector Investment Awards and Learning Awards. The maximum amount for these small-scale investments is $25,000 per award. However, the award amount for research and testing activities could be as high as $50,000, to be decided on a case-by-case basis.
A. Private Sector Investment Awards. These awards will seek to strengthen targeted market systems and improve market inclusiveness. Eligible activities include micro-enterprise development, technical assistance/training, marketing and promotional support, rental costs for business premises, one off costs to procure fixed assets, and similar investments. The Innovation Fund will not support working capital costs of business, e.g. for purchasing raw materials, paying regular/seasonal employee salaries, or leasing property as long-term business premises. To that end, the types of investments anticipated include:
1. Community Based Enterprises – These are small awards made to first time micro-entrepreneurs at the community level, for “Last-Mile” sales and services to project households, primarily to support their value chain activities. The new entrepreneurs will often not be licensed at start-up and may not have resources for significant cost-share contributions. Awards made to such start-ups will come with significant project support, training in business skills, etc.
2. Value Chain Support – These are awards made to businesses that are able to undertake significant levels of co-financing. Investments should be able to demonstrate significant impact on value chains and market systems of interest to Livelihoods for Resilience, including improvements to input supply, product processing and packaging, collective marketing, service delivery, and other forms of value addition.
3. Advisory Services – Livelihoods for Resilience may make awards in order to facilitate business support and advisory services to relevant value chain actors to improve, grow, or diversify their businesses. Services should be able
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to demonstrate a link to Livelihoods for Resilience communities and value chains.
B. Learning Awards. These are awards targeted to a range of potential recipients, including non-profits, research or academic institutions, financial service providers, private firms and others with the aim of deriving and sharing learning from project activities. On-farm demonstration and research to test improved planting materials or innovative systems or technologies could be a common investment. Small support funding (less than $5,000) will also be provided to fund sponsorships, participation fees, memberships, publications, and other opportunities for generating and sharing project learning.
2.2 Eligible Recipients The Innovation Fund intends to support an array of potential award recipients, including private sector, cooperatives and unions, government, and NGOs. Awardees will be required to compete against a transparent set of evaluation criteria that may differ among the type of awards. Criteria will be established prior to review of applications. Sample evaluation templates are attached as Annexes 5 and 6. Regardless of whether they are for-profit or not-for profit, recipients are required to be legally registered and recognized under Ethiopian law.3 Awards will only be made to entities that meet the specific needs of Livelihoods for Resilience and the objectives of the Innovation Fund. For example, academic institutions may be funded for research and testing of new technologies in project value chains. Banks and microfinance institutions (MFIs) may be supported to develop new loan products or serve new clients (e.g., Sharia compliant financial services, mobile banking, etc.). Micro-enterprises may be supported to create opportunities for value addition or service provision at the community level. The following organizations are not eligible to receive awards:
• Political parties, groupings, or institutions or their subsidiaries and affiliates; • Organizations that advocate, promote or espouse anti-democratic policies or
illegal activities; • Any entity with a member that appears on the U.S. Department of Treasury Office
of Foreign Assets Control (OFAC) Specially Designated Nationals (SDN) and Blocked Persons list, which is available online at OFAC's website:
http://www.treasury.gov/ofac/downloads/t11sdn.pdf • An organization that has already received donor support for the same or similar
activity for which it is seeking Innovation Fund support;
A successful applicant may apply for and receive a second award during the life of the project if: a) it completed and performed well during the first award, b) the new
3 In some cases, such as start-up business activities, awardees may not have current business licenses prior to disbursement of initial funding. The project will help the new entrepreneur to apply for and obtain a business license and fulfill other regulatory obligations within two months after the initial disbursement.
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application is for new/different activities, and c) the investment is deemed critical to achieving project objectives.
2.3 Competitive Process / Basic Minimum Standards A competitive process elaborated in the sections below has been designed to solicit, evaluate and award Innovation Fund investments. As a part of each solicitation, specific selection criteria will be clearly defined, as per the programming needs. Nonetheless, some basic minimum standards will be required to be met by all potential awardees, irrespective of the selection criteria that is ultimately laid out specific to the solicitation. The following criteria are to be considered in the selection of all awardees:
• Must be a legally registered entity in Ethiopia and have a bank account4; • Proposed budget provided by the potential awardee provides a fair and
reasonable estimate of assistance; • Potential awardee shall not be suspended or debarred from receiving funds
under government awards. http://www.epls.gov/epls/search.do contains a list of individuals and contractors that have been suspended and debarred from governmental contracts;
• Potential awardee shall not be engaged or have engaged in support of terrorism or of individuals and organizations associated with terrorism. http://treasury.gov/offices/enforcement/ofac/sdn contains the USG guidance on terrorist activities.
2.4 Environmental Compliance The Innovation Fund will consider the potential environmental implications of all proposed investments. Livelihoods for Resilience has an approved project-level Environmental Mitigation and Management Plan (EMMP), which categorizes proposed activities by their degree of environmental risk and puts procedures in place for pre-screening of activities not clearly meeting the Categorical Exclusion (e.g. training, seminars) designation set forth in 22 CFR 216.3. The Innovation Fund Advisor is responsible, with support from the Chief of Party (COP) and Climate Change Adaptation and Resilience Advisor, to ensure that pre-screening is completed, and, if the award is approved, to ensure the development of any required mitigation plans and follow-up on environmental monitoring. Each investment application will include the environmental pre-screening form as part of the application.5 The applicant may also be required to propose mitigation measures, as well as cost considerations related to those measures. Such costs may be included in the award budget. In the Innovation Fund application, the presumptive awardee will also commit to reporting on adherence to any environmental mitigation measures. As part of the evaluation process, a Technical Evaluation Committee (TEC) will review the implementation plan and the environmental screening form provided by the applicant,
4 For start-up businesses, these two requirements will be fulfilled within two months of the initial fund transfer. If an international organization is to be contracted to do research with the Innovation Fund, the regular CARE procurement process will apply. 5 Environmental screening will not be required for studies, training, advisory services, or event sponsorships.
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to ensure the information provided and proposed mitigation measures, if applicable, are accurate and reasonable. SECTION III – TYPES OF AWARDS and COST-SHARE REQUIREMENTS 3.1 Types of Awards The types of awards anticipated to be issued by the Innovation Fund, as well as funding ceilings and other details, are outlined in the table below. Generally, the maximum amount for these types of awards issued by the Innovation Fund is $25,000, but could be as high as $50,000 for some research and testing awards, to be decided on a case by case basis Table 2: Award Typology and Descriptions
No. Award Typology Description 1 Learning and
Sharing Purpose: for disseminating project learning and/or interfacing with local or community-based entities or networks.
Potential Recipients: Funding provided for sponsorships, participation fees, membership in associations, etc., as well as publishing and/or video product companies.
Minimal or no cost-share expected
2 Community-based Support to Value Chains and Livelihoods
Purpose: direct support to private sector actors to impact targeted value chains and market systems for input supply, processing, and marketing, and other value addition activities.
Potential Recipients: Entrepreneurs, micro-enterprises, cooperatives, cooperative unions and/or small businesses.
Cost-share of at least 20% expected but it could be as low as 10% for first time entrepreneurs
3 Advisory Services Purpose: to facilitate business support and advisory services to relevant value chain actors to improve, grow, or diversify their businesses.
Potential Recipients: Consultants, research or development organizations, universities, small businesses.
Cost-share of up to 10% expected.
4 Research and Testing
Purpose: support or encourage studies, research, testing in order to bring innovations, technology or research results into use or to generate rigorous evidence relevant to project themes.
Potential Recipients: Any for profit, non-profit, academic or government agency including local NGOs, research organizations, financial institutions, community organizations, cooperatives, associations, etc.
Cost-share unlikely but will be solicited on a case-by-case basis.
3.2 Cost-share (“match”) Cost-share and leveraging are tools used to build local buy-in and ensure sustainability of programming. It is meant to bring local and outside (non-USG) resources into a specific USAID program to diversify the program funding and impact. As a general rule, activities supported by the Livelihoods for Resilience Innovation Fund will require some
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level of cost-share from the receiving entity. In some cases, particularly for small community-based, first time entrepreneurs, a smaller cost-share will be acceptable. Cost-share can include any cash, donated labor/time, infrastructure or goods provided by the recipient that directly support the investment. Cost-share is an auditable financial obligation; thus, it is treated as any other expense and needs to be strictly and accurately documented. Cost-share claimed that does not meet the requirements in the applicable regulations can be deemed unallowable. Requirements for cost-share are found in 22 CFR 226.23 for US organizations, and in Required as Applicable Standard Provision for Non-U.S. Nongovernmental Organizations RAA 14. Cost-share (June 2012) for non-US organizations. The minimum amount of cost-share required from prospective recipients will be determined and clearly stated in solicitations. The following table provides guidance on how to calculate the amount of cost-share. Please see Annex 1 for detailed guidance on cost-share. Table 3: Types of cost-share and documentation required
Donation Type Types of Documentation Needed
Donated Labor In-Kind Timesheets signed by supervisor of activity and volunteer; established documentation of daily rate; evidence of deliverable completed (report, training pictures and sign-in, etc.)
Donated Goods/ Infrastructure
In-Kind Dated documentation of the fair market value of the goods or infrastructure at the time of donation; evidence that the goods or infrastructure were used for project purposes
Cash Cash Donation All financial documentation for the cash as received and/or expended; report and evidence of final deliverable that funds supported
SECTION IV – ROLES AND RESPONSIBILITIES 4.1 Technical Evaluation Committee (TEC) An Innovation Fund TEC will be established to oversee the review process for all applicants to the Innovation Fund. The TEC will be composed on a rotating basis of Livelihoods for Resilience staff, representatives of NGO partner (principally SNV) based in Addis Ababa, and other partners/entities working with the Livelihoods for Resilience Activity6. It will be chaired by the Livelihoods for Resilience Deputy COP. The TEC will employ clear evaluation criteria created by the project to either recommend or reject each application. The TEC is only mandated to recommend award funding. Formal approval for any award will be the responsibility of the COP (<$5,000) or CARE Ethiopia’s Decision Making Committee (DMC)7 (>$5,000), depending on the funding level and based on the recommendation and supporting documentation provided by the TEC. All approved applications must then get final endorsement by USAID. In order to ensure the timely review and approval of applications, it is critically important for the TEC and DMC to have a fixed schedule to meet and review/approve 6 Please refer to the complete terms of reference for the TEC in Annex 2. 7 The DMC is made up of the CARE Program Director, Finance Director, Program Operations Coordinator (secretary), Program Support Director, and the PQL Coordinator (Chairperson).
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applications. It is envisioned that the total number of awards may be in the range of 300-350 over the life-of-project. Therefore, to ensure an efficient and effective system and process, the following schedule should be followed:
• The TEC shall meet every two (2) weeks on a fixed schedule to evaluate and review applications. For awards <$5,000, the TEC shall make the preliminary determination on all applications and send to the COP for approval. For awards >$5,000, the TEC shall select those to be recommended for funding and send to the DMC.
• The DMC shall meet regularly once each month to consider the applications received from the TEC that are recommended for funding.
4.2 Innovation Fund Roles and Responsibilities Responsibilities in relation to award concept development, award oversight, and accounting (including cost-share requirements), will require a collaborative effort between the Livelihoods for Resilience program team and the CARE Ethiopia grants management and finance teams. Responsibilities shall be shared as follows:
• Innovation Fund Advisor – The Innovation Fund Advisor is responsible for ensuring that all elements of the Innovation Fund award process are undertaken in line with CARE Ethiopia policies and procedures. This includes transparent and timely evaluation of awards, negotiation and follow-up with awardees, and tracking and filing of all procurement-related documentation. In addition, the Innovation Fund Advisor is responsible for ensuring that all elements of the financial management of the approved award are undertaken in line with CARE Ethiopia policies and procedures. This will entail working with financial management and accounting staff to ensure timely payments, collection and verification of cost-share documentation, etc. The Innovation Fund Advisor will also be responsible for drafting the grant agreements for applications that have received formal approval.
• Innovation Fund Focal Point – Every award, regardless of type, will be managed by a focal person identified to the Innovation Fund Advisor. The Focal Point is responsible for development and oversight of the award, including: a) providing confirmation that particular milestones or deliverables have been achieved prior to payments or close-out; b) ensuring that timely monitoring and reporting information is collected; and c) ensuring the progress of the activity during implementation, ensuring that all necessary documentation is collected. A practical field guide for IF manual implementation is attached in Annex 3
• Innovation Fund Account Analyst – The Account Analyst will be responsible for maintaining all award files and detailed records for every award issued by the Innovation Fund. The files will include all relevant award documentation, including copies of applications and supporting documents, notes from review processes by the TEC and DMC, tracking of deliverables/milestones for every award, and all disbursements. The Account Analyst will also be responsible for receiving, reviewing, recording, and reporting cost-share for those awards that include a cost-share requirement. Records for each award will be filed using CARE Ethiopia approved standards for cost-share documentation. In addition, the Account Analyst shall compile regular monthly “match update” reports for the Innovation Fund Advisor and the COP. The Account Analyst will report to the
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Innovation Fund Advisor and work closely with CARE Ethiopia Grants and Finance Team members.
• Livelihoods for Resilience team members from CCU, SNV, and Implementing Partners (IPs) may all be involved in developing concepts and supporting potential awardees. They will work to ensure that solicitations and concept notes are clear regarding need, objectives, location, and expected benefits of the initiative for the target population as well as the contribution of the activity to the project strategies in that locale.
• The CARE Ethiopia Senior Grants and Finance Team members, led by the Grants, Contract and Budget Manager and the Financial Director, will support the Livelihoods for Resilience Innovation Fund management team in the monitoring of the fund’s utilization by grant recipients.
SECTION V – CONCEPT DEVELOPMENT AND AWARDING PROCESS Livelihoods for Resilience will ensure transparency, appropriate competition, and accountability in Innovation Fund awards in order to support the most effective activities to achieve program objectives. Competition via solicitation will be applied in a manner consistent with the nature of the activity to be funded and via the appropriate mechanism. Livelihoods for Resilience shall encourage competition in order to identify and fund the best and most cost-effective partners to achieve program objectives. The project will ensure that: (1) investments are awarded in a transparent and accountable manner; (2) the proposed award is relevant to the project and serves a public purpose; (3) potential sustainability is maximized; and (4) the applicant and application meet all applicable USAID regulations and CARE policies and procedures. The process for issuing solicitations, submitting applications, and issuing grant awards will follow one of the three tracks, as summarized in the following table. Table 4: Requirements to apply for funding and responsibilities of doc review and approval
Award Types Learning and Sharing Value Chain Support; Research and testing or Advisory Services
Value Chain Support, Research and Testing or Advisory Services
Size <$5,000 <$5,000 $5,000 - $25,000 (up to $50,000 for some research awards)
Instrument General Support Letter General Support Letter or Fixed Amount Award
Fixed Amount Award
Application requirements
• Introduction or invitation letter
• Objectives/Scope of work • Activity plan/schedule • Budget
• Cover letter • Scope of work • Business plan (if relevant) • Activity plan/schedule • Monitoring Plan (including
environmental monitoring) • Budget
• Cover Letter • Summary • Expected Results • Scope of Work • Monitoring Plan (including
environmental monitoring) • Capabilities, including key
personnel • Budget and budget narrative • Business plan (if relevant)
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Who reviews? TEC TEC TEC & COP Who approves?
COP & USAID COP & USAID DMC & USAID
Who signs? COP (with CD’s delegation) COP (With CD’s delegation) CD 1. Concept Note Development: A Concept Note shall usually be initiated and developed
by IP or SNV staff and will form the basis of the solicitation. Frequently, SNV and/or CCU Advisors will provide support in identifying needs, developing concepts, and drafting concept notes. The Concept Note will outline the objectives of the proposed award including need, location, and the expected benefits of the initiative for the target population as well as the contribution of the initiative to the value chain strategy or other project component. The Concept Note should also indicate clearly the cost-share or match expectations, if any.
2. Identification of Applicants and Submission of Applications/Budgets: Potential awardee(s) are identified and supported to develop/submit a draft application, activity plan and budget to the local, field-based Innovation Fund Focal Point, designated by the Livelihoods for Resilience IP. As needed, an iterative process between the Award Focal Person and the potential awardee(s) will be undertaken to improve and refine the application before final submission. In addition, field-based technical support may be provided on technical specifications or business planning as well as support from field-based project finance and budget staff.
3. Applicants may also apply in response to a call for applications, intended to award individuals or organizations based on a competitive process. Solicitations will be made using means that are likely to reach the intended potential awardees. In some cases, this may include mass media advertisements (published at least 15 days before applications are due) and ads posted in public places, while in most cases, direct invitations to bid will be provided to identified entities known to have the unique capacities and qualities sought. In such cases, applications are submitted either directly to the IF Advisor or to the IF Advisor through the field-based Award focal person. A simplified application will be required from applicants for awards below $5,000, while a full application is required for awards of $5,000 and above.8 Refer to Annex 3 for details on concept note development and for solicitation for applications. The award decision-making process will be as follows:
a. All applications shall be submitted to the IF Advisor for a preliminary review and evaluation. The applications can be sent directly by the applicant or indirectly through the supporting IP in a sealed envelope. To ensure transparency, the IF Advisor shall summarize all applications received clearly indicating whether they are recommended for funding or judged as ineligible or incomplete.
b. Applicants may be given a single opportunity to revise proposals and resubmit at a later date, if their applications are incomplete or if they are rejected on the basis of technical assessment;
8 See Annex 4 for an explanation on each of the application requirements listed in Table 4.
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c. If recommended, the applications are then shared with all TEC members at least three days prior to TEC review meetings. A list of ineligible/incomplete applications will also be shared with the TEC. However, the IF Advisor will send a notification letter to applicants without waiting for TEC’s ruling on applications as ineligible or incomplete. A field-level preliminary screening will be done, when the number of applications in response to posted announcements and invited short listed applicants is very high for the TEC to manage. Field level preliminary screening documents (mainly assessment minutes from field staff), reports on applicant operation from project staff and support letters will be sent to the IF advisor in such cases as the basis to do the appraisal. Refer the field guide in Annex 3 for the details of undertaking field level screening;
d. The TEC shall evaluate all applications and assess their relative qualifications considering the factors specified in the announcement. Evaluations may be conducted using any rating method or combination of methods, including ratings, numerical weights and rankings, but should be agreed on before starting the evaluation process. The relative strengths, deficiencies, significant weaknesses and risks supporting applications evaluation shall be documented in the application review file9. The TEC shall review and complete scoring sheets for all applications. For awards <$5,000, the TEC shall make recommendation to the COP to either approve or reject the application. For awards >$5,000, the TEC will decide which applications to recommend for formal approval by the DMC;
e. The DMC has the authority for a final review and approval of applications for awards above $5,000, including their detailed activity plans and budgets;
f. For applications not recommended by the TEC or rejected by the COP or DMC, a notice of such will be provided to the applicant;
g. If approved by the COP or DMC, a risk assessment will be done for the potential sub-recipients. Information on the award, including any risk factors, will be sent to USAID, more specifically to the Agreements Officer ()AO, for final approval, as follows:
• Award requests <$10,000 will be submitted as a list for review and approval by AO. A template for submitting recommended applications is attached as Annex 8,
• For award requests >$10,000, individual applications, a full proposal including budget and other supporting documents will be sent to AO for review and approval.
h. If approved by AO, the IF Advisor will inform that relevant stakeholders and initiate the process for the award;
9 See Annex 5 and 6 for ample indicative evaluation criteria and score sheets for awards <$5,000 and >$5,000. The TEC may develop different evaluation criteria and format to evaluate applications for different types of awards
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i. The IF Advisor is responsible for notifying all applicants within five working days whether the application has been approved or rejected. The Innovation Fund Advisor shall retain a copy of these notifications in the award file11.
j. Applicants of ineligible or rejected applications can appeal to the TEC within an appeal timeline indicated in the notification letter.
4. Issuing the Award Agreement: Prior to the awarding of any Livelihoods for Resilience funds, a due diligence pre-award assessment shall be conducted and documented10. Given the intent and purpose of the Livelihoods for Resilience Innovation Fund, this process will be tailored accordingly, e.g. for community-based start-up businesses and other entities receiving awards less than $5,000, the assessment process has been simplified.
The due diligence assessment process will be under the supervision of the Innovation Fund Advisor, with support as needed from staff from the CARE grants and finance teams as well as field-based Innovation Fund Focal Points designated by IPs. Pre-award assessment requirements for each award typology are as presented in Table 5 below.
Table 5: Documentation required for pre-award assessment Business Type Pre-award assessment requirements 1 Start-up Business Submission of the following documents:
• Personal ID • Business Plan • Evidence of application for business license • Evidence of application for bank account
2 Existing Business (award<$5,000)
Submission of the following documents: • Personal ID • Business Plan • Renewed business license for the application period • Tax identification certificate • Bank Account Records • Tax clearance
3 Existing Business (award >$5,000)
Standard pre-award assessment process (using pre-award template/checklist) to be conducted to verify at least those documents listed for #2 above.
4 Applicants for Learning and Sharing
• Copy of establishment license • Bank account information • Letter of request for support from the organization and others
as may be required; 5 Applicants for Research
and Testing • For business organizations, a copy of all the documents
required for businesses as mentioned above (as may be applicable)
• For non-business organizations, a copy of establishment license (or legislation number of their establishment if they can’t present establishment licenses), bank account and letter of request for support and others as may be required;
10 Further guidance available in the CARE USA Sub Agreement Management Policy and the CARE USA Sub- Agreement Compliance Management Reference Guide and Toolkit.
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The results of the pre-award assessments (including all supporting documentation) will be maintained by the Innovation Fund Advisor. For those applicants which pass the pre-award assessment, agreements shall be issued according to the following:
a. A Support Letter or Fixed Amount Sub Award11 shall be drafted by the Innovation Fund Advisor. All supporting documentation (e.g., activity plan, budget, milestones, etc.) shall be incorporated into the agreement document based on the approved proposal. If any cost-share is required, the approved budget shall clearly indicate the source/type and amount of recipient cost-share. The award agreement shall include any special provisions, as necessary, as a result of the due diligence assessment.
b. The final award agreement shall be reviewed by both the Livelihoods for Resilience Deputy COP and the Livelihoods for Resilience COP before being forwarded to the CARE Country Director or her designated delegate for signature.
c. The Innovation Fund Focal person, appointed by the responsible IP, and the Innovation Fund team, shall meet with applicants to explain the terms and conditions of the agreement and obtain the applicant’s signature.
SECTION VI –AWARD IMPLEMENTATION PROCEDURES 6.1 Branding and Marking Requirements All investments shall incorporate the appropriate branding and marking based on donor requirements and in accordance with the relevant USAID policies. Field-based Innovation Fund Focal person, with support from the Livelihoods for Resilience Knowledge Management Advisor, will work with each approved sub-recipient to ensure proper understanding and use of the USAID markings. In some cases, the project will create sign boards or similar to mark Innovation Fund outputs. 6.2 Monitoring and Reporting A monitoring plan will be followed for all awards to ensure that all funds from the Innovation Fund are being used for their intended purpose and are in compliance with donor regulations and CARE’s internal control processes. All activities will have a monitoring system for tracking the performance of the investments. Each activity will have a simple work plan and schedule, with specific benchmarks, milestones and/or indicators. Activities will be monitored and data collected by the designated Innovation Fund Focal person for each award. Data gathering will be required at key points in the investment timeline to facilitate management decisions on whether to adjust, scale up or discontinue a given activity. Any specific reporting requirements will be expressed in each award agreement. At the conclusion of each award, a verification report will be jointly prepared by the award recipient and the Innovation Fund Focal person for submission to the Innovation Fund Advisor and the COP. The purpose of the report is to verify that all milestones have been achieved.
11 See Annex 12 for approved templates.
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6.3 Disbursement Procedures Disbursements will be based on the payment schedule contained in the signed agreement based on specific milestones or deliverables. 12 Reimbursements as applicable in accordance with the terms of the specific agreement must be requested by the awardee. All payment requests will be reviewed by the Innovation Fund Advisor, in collaboration with the Innovation Fund Account Analyst, who will conduct the first review and recommend the request for approval/disapproval/modification accordingly. If recommended for approval, the necessary documents will be passed to the Accounts Payable team to generate payment. Payment is expected within five working days. Payments will be made via bank transfer or check directly from CARE to award recipients (not through IPs). Records of payments and reconciliation for each award will be maintained by the Innovation Fund Account Analyst with support from the Innovation Fund Advisor and the Grants and Finance teams. 6.4 Modifications The Livelihoods for Resilience COP has the authority to recommend written amendments/modifications to awards. Formal written approval must be obtained from the CARE Country Director. Modifications are permitted if the amendments: (1) are of an administrative nature, such as new banking information; (2) do not change the overall purpose of the award; and (3) are satisfactory to the IP and the awardee. Any modification must be formally documented and endorsed by both the awardee and CARE. No-Cost Extension (NCE). Delegated by the CARE Country Director, the COP has the authority to approve a NCE for minor activity plan or timeline changes that have little or no negative impact on usefulness of the investment. The corrective action plan would then be incorporated into a modification. That corrective action plan would be sanctioned by issuance of the modification. Cost Extension. Modifications—technical or otherwise—that increase the total funding value of an award are only permitted in the event that there is a change in the deliverables. Cost extensions to a Fixed Amount Sub award will be considered based on the following criteria:
• To address compelling, extreme circumstances that jeopardize the achievement of the objective(s) and/or require a change in milestones or deliverables. Poor planning by the awardee is not an acceptable rationale for requesting a cost extension.
• New requests or requirements from Livelihoods for Resilience staff.
All cost extensions must be supported by a revised table of milestones or deliverables along with a financial plan that details the original approved budget items, the revised budget, and expenditures to date. Revised financial plans will be analyzed for soundness and completeness, and with respect to whether expenditures to date are allowable. 12 The first milestone/deliverable will often be “submission of approved work plan and budget,” which will allow the award recipient to receive funds to initiate activities without delay. Subsequent disbursements will be based on specific milestones/deliverables as established in each award agreement.
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All cost extension requests for an award total value of <$5,000 will be approved by the COP. However, cost extension requests that result in an award total value of >$5,000 must be approved by the DMC and for this approval request must be presented by the COP or Deputy COP. The documentation for the request, including the basis for the reasonableness of the increase and the technical justification thereof, shall be prepared by the Innovation Fund Advisor. 6.5 Terminations If an agreement is to be terminated, the specific termination clauses included in the applicable agreement will be followed. In such cases, advances and reimbursements must be reconciled based on the date of termination. The amount that must be returned to CARE Ethiopia or reimbursed to the sub-recipient will be based on submission of any partially completed products relevant for that deliverable and an invoice with documentation in the form of receipts, timesheets, logbooks, or other, with a brief explanation as to how the expenditures were calculated (if necessary) and how each relates to the investment towards the deliverable in question. SECTION VII – AWARD CLOSE-OUT PROCEDURES The Innovation Fund will follow CARE Ethiopia’s procedures for project close out for awards of any amount. The Innovation Fund Advisor will oversee the award close-out process. The awardee shall certify that all milestones/deliverables have been completed, and the Livelihoods for Resilience program team shall likewise certify the completion of all milestones/deliverables prior to final close-out. A random sample system may be utilized to evaluate the appropriate use of funds by award recipients and the return on investment for the activity. Such evaluations will be coordinated by the Innovation Fund Advisor.
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ANNEXES Annex 1: Detailed guidance on Innovation Fund cost-share and templates for planning and reporting 1- Introduction
CARE Ethiopia under the Livelihood for Resilience Activity requires its Innovation Fund partners to contribute resources so as to build local buy-in and ensure sustainability of programming. As a general rule, activities supported by the Livelihoods for Resilience Innovation Fund require cost-share from the receiving entity. No cost-share however is expected in most learning and sharing awards while a smaller cost-share will be acceptable for small community-based, first time entrepreneurs.
The objective of this document is to provide guidance on: 1. The definition and most common sources of cost-share 2. How to determine value of in-kind contributions, manage, document, and report
cost-share 2- What is Cost-share? Cost-share is the portion of the costs of each project that originate from a non-USG source. Innovation Fund partners contribute a cost-share to get the following advantages:
• Improve program sustainability by establishing local ownership and funding support;
• Facilitate greater commitment by increasing participants’ stake in program outcomes;
• Help build confidence in rural communities’ abilities to help themselves; and • Help fulfill the project’s cost-share obligation to USAID.
3- What counts towards cost-share?
CARE Ethiopia accepts cash and in-kind contributions as cost-share, provided that the cash and in-kind contributions meet the criteria listed in section 4 below. Awardees can obtain cash and in-kind cost-share from various sources. The following are examples on possible sources of cost-share:
• Existing projects funded by non US Government (USG) sources, such as USAID. Expenses incurred for activities already funded by any non-USG donor can be eligible as cost-share on a USG-funded project if they meet the criteria listed at section 4 and were incorporated into the partner’s scope of work or cost-share plan.
• New funds from non-U.S. federal sources. New funds may be obtained from non-USG donors that are willing to co-fund a portion of Livelihoods for Resilience activities that appeals to their funding interests. These funds, once expensed, would be a source of cost-share.
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• Contributions by other local partners or community based organizations. Innovation Fund partners can use eligible cost-share provided by other local partners contributing to the Innovation Fund activities to meet its cost-share requirements.
• Volunteer time. Volunteer services furnished by awardee or third party professional and technical personnel, consultants, and other skilled and unskilled labor may be counted as cost-share or matching if the service is an integral and necessary part of the approved project or Innovation Fund activities. For example, consultants can agree to donate time to provide free training services or technical assistance to the partner. Volunteer services should be proposed in the local organization’s cost-share plan and the value of the volunteer time must be equivalent to the current fair market value for comparable worth.
• Donated goods or inputs in support of program activities. Donated goods from third party or contributions by the awardee can be used to support Innovation Fund activities or be distributed to beneficiaries as part of the project. Examples of these are agricultural inputs, supplies, training materials, furniture, etc.
• Use of facilities, equipment or supplies. If a third party allows Innovation Fund partners to use facilities, equipment or non-expendable supplies or if an awardee contributes towards the award or project activities, the value of their use may be counted as cost-share. For example, if a local government allows the partner to use its training center for free during a one-day training, the organization can use the value of the use of the center as cost-share. If a private or any local organization allows the partner to use a bus to support project activities, the partner can report as cost-share the value of using the bus for the approved period of time the bus is used.
4- Criteria for eligible Cost-share
To be counted, a cost-share contribution must meet all of the following criteria (CFR 200.306):
• must be verifiable in the awardees records (need proper supporting documentation);
• is not included as contribution for any other USG assisted program/projects; • is necessary and reasonable for proper and efficient accomplishment of project
objectives; • is allowable under the applicable USG cost principles (including reasonableness
of the cost or value of the donated goods or services); • is not paid for by the USG under another agreement; • is included in your approved budget; and • is to be expended and/or contributed within the award effective dates.
5- Cost-share Plan
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Innovation Fund awardees will be supported to create a cost-share plan, with project support as necessary, that explains the following:
• Types and sources of cost-share; • Amounts (and valuation, including methodology, in the case of in-kind
contributions); • Justification: how the proposed cost-share will support the proposed award
objectives, scope of work and activities
The plan should provide a clear idea of what resources the partner proposes to contribute to the Innovation Fund activities and demonstrate to the maximum extent possible that the cost-sharing plan is realistic.
6- Cost-share Tracking, Documentation and Valuation
Cost-share tracking is as important as tracking the expenditure of donor funds for project purposes. High-quality and well organized cost-share documentation helps Innovation Fund partners meet cost-share commitments and reduces the risk of audit disallowances. Documentation is considered to be high quality when the following guidelines are met:
• Documentation should come from a reliable source (e.g., directly from the awardee)
• Documentation should include detailed information on value (valuation unit, number of units, rates, etc.) and when the good or service was delivered,
• Cost-share documentation should be collected and reviewed on a regular basis by the Award focal person responsible for monitoring the award.
The valuation of cash contributions is straightforward. It is the value of non-USG funds expended by the awardee during the effective dates of the award that contribute to award objectives. The valuation of in-kind cost-share rests on two key principles: fair-market value and consistency.
• Fair-market value should always be the reference point for determining complete cost-share value. Always consider what the price for the cost-share contribution would be if purchased on the open market. In other words, what would it cost if it weren't free? The cost-share value should always be based on an amount very close to the fair market value of the contribution in the project setting.
• A second key principle of cost-share valuation is consistency. The method used for valuing the cost-share contribution must be consistent with the method used by the Innovation Fund partner in computing value of a like item using its own policies and practices.
Below is a description on common types of cost-shares, valuation methods, and required supporting documents to fulfill the above criteria for cost-share:
Cost-share Type Valuation Method Minimum Documentation Required
Building/Land (used only In Kind Depreciation charges for building as per Title certificate; acquisition cost and
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to support the activities of Innovation Fund applied for)
the organization accounting policies/applicable law. Estimate of rental cost per Sq. meter of a building of similar size, condition and location
periodic depreciation records/schedule; building/land use agreement/donation letter; evidence that the building/land was used for project purposes. Rental agreement or, estimate of rental cost by a committee
Volunteer service (by technical/professional personnel, consultants, and other skilled and unskilled labor)
In Kind Established documentation of daily rate; pay rate for similar work by the organization; if not, rates must be consistent with those paid for similar work in the labor market in which the organization competes for the kind of services involved.
Generally required to be supported by the same methods used by the organization for its employees. Timesheets signed by supervisor of activity and volunteer; evidence of deliverable completed (report, training pictures and sign-in, etc.)
Service of an employee In-Kind The employee’s regular rate of pay plus an amount of fringe benefits that is reasonable, necessary, and allocable.
Timesheet/attendance sheet, payroll register, proof of payment (check or bank transfer).
Donated property (equipment, office supplies, project input materials, etc.)
In Kind The lesser of the acquisition cost of the property recorded in the organization records at the time of donation or receipts or estimated current fair market value of property as valued by a committee/independent appraiser
All purchase documentations required as per the usual policies of the organization; independent appraiser report on asset valuation (if current fair market value used); evidence that the goods were used for project purposes; donation letter.
Loaned Equipment (e.g. vehicle, motorbike)
In Kind Fair rental value in the same locality, which can/should be reflected at the loan agreement
Independent appraisal report; donation letter agreement that specify the fair rental value of the loaned equipment ; evidence that the equipment was used for project purposes
Use of office space In-Kind Allocable share of the project as determined based on percentage of space occupied by the project. If owned building, the value of donated space will be the fair rental value of comparable space as established by an independent appraiser/committee of comparable space and facilities in a privately owned building in the same locality.
Lease Agreement, facility/shared cost allocation table, monthly amortization of rent/lease. Independent appraisal report for donated space from owned building.
Cash Cash Donation
Actual cash expensed to procure planned items.
All financial documentation for the cash as received and expensed; report/final deliverable/evidence of final deliverable that funds supported
7- What is the effect of failure to contribute to the agreed/committed cost-share?
When an Innovation Fund partner accepts an award that includes cost-share, the organization is contractually obligated to provide the minimum cost-share indicated in the IF manual for each area of award and must do so in order to remain compliant with the terms and conditions of the award agreement. This is true even if the entire cost-share is projected to come from third-party sources. If the Innovation Fund awardee fails to act in good faith to meet the cost sharing (matching) requirements set forth in award agreement, CARE Ethiopia may consider it sufficient reason to terminate its award for cause in accordance with the provision for "Termination and Suspension".
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Moreover, if at the end of funding period the Innovation Fund sub-recipient has expended an amount of non-USG funds less than the approved amount of cost-share for the award typology indicated in the innovation fund manual, CARE Ethiopia may apply the difference to reduce the amount of funding for the following funding period, or, if the award has expired or been terminated, may require that the partner refund the difference to CARE Ethiopia.
8- Cost-share Reporting
It is important that Innovation Fund awardee records cost-share on a timely basis as it is accumulated, to comply with reporting requirements and to demonstrate that the awardee is making adequate progress toward its cost-share commitment. CARE Ethiopia expects Innovation Fund awardee to report cost-share (per the cost-share report template under section 9.2) on the same schedule as their financial reporting.
9- Cost-share Templates
9.1 Cost-share Plan
Letter of Commitment for Cost-share
Livelihoods for Resilience Activity
This letter is to certify that the cash and/or in-kind contribution(s) described below are committed to __________________-_______________ Livelihoods for Resilience Activity proposal. The contributions described will be made available to the Livelihoods for Resilience Activity between the dates of ______________ and _____________________.
The undersigned further certifies that there is no expectation of compensation in return for the donations described such as a requirement that the contribution(s) be made as a provision in a contract or purchase order.
List each individual in-kind contribution below. Contributions should be fully explained to show how their value is determined. Use a continuation sheet if necessary.
List In-kind Donation(s)
(e.g., Services, Goods, or Facilities Provided)
Unit
Quantity
Unit Cost
Total Cost
Value Determination
(e.g., rate * hrs or sq.ft * $/sq.ft)
Donor Organization : ______________________________
Representative’s Signature: _______________ Date: _______________
Name & Title of Representative: _________________________________________
Address : ______________, _________________ Woreda
Phone : _______________________
Total cash contribution:
Total in-kind contribution:
Total of cash and in-kind:
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9.2 Cost-share Report [name of Innovation Fund Partner]
Cost-share Report Livelihoods for Resilience Activity
Award No:
For the Period:__________________
a b c=a+b d=a-b
S/N Description Budget Previous Period This Period Cumulative Remaining Remark 1 Cash Cost-share
Sub Total - -
-
-
-
2 In Kind Cost-share Property (Building, Land)
Labor (semi and not skilled)
Voluntary Services (skilled)
Materials and services Office Space Employees Time Loaned Equipment Others
Sub Total - -
-
-
-
Grand Total - -
-
-
-
I certify that the match we report is not reported in any other funding
Prepared By
Reviewed By
Approved By
For CARE Ethiopia Use:
Reviewed By:
Approved By:
Name Name
Signature Signature
Date Date
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Annex 2: Technical Evaluation Committee (TEC) Terms of Reference (ToR)
I. Introduction
The Innovation Fund will be used to test new technologies and approaches in the project’s technical areas (livelihoods, financial inclusion, gender, nutrition, and climate change adaptation) and to buy down risk for private sector and other service providers in order to address systemic obstacles to inclusive and resilient market systems. A detailed Innovation Fund Manual has been developed to guide the full process from concept development to award management, monitoring and reporting. The Manual calls for the creation of a Technical Evaluation Committee (TEC) to review award applications in terms of their viability, selection process, and contribution to project objectives. Below is a brief guidance on the composition, schedules, and specific responsibilities of the committee.
II. Composition of the TEC:
The TEC will be chaired by the Deputy Chief of Party (DCOP) or her/his designate and will include at least two additional members on a rotating basis and two others on permanent basis. The Livelihoods for Resilience Grants, Contracts and Budget Specialist and the Innovation Fund Advisor are the permanent members while one advisor from the project’s Consortium Coordination Unit (CCU), and one other advisor from the SNV Addis-based team are members who are serving on a rotating basis. Potentially, other non-project CARE or SNV staff, or Addis-based staff from project implementing partners, may be invited to participate in the committee as alternate to the CCU/SNV advisors. Members serving on a rotating basis will be nominated/ by the DCOP for a three-months cycle, and the DCOP can invite other project staff to participate in TEC meetings considering the thematic relevance of their expertise to the applications under review. Any staff who took part in applicant identification/selection or preparation of application is ineligible to serve on the TEC.
The TEC may also invite experts external to the project if unique expertise is required to understand and evaluate the applications. The chair of the TEC may also invite the Chief of Party to attend the committee’s application review meetings as a non-voting member. External experts would also be considered as non-voting participants of the TEC. III. Specific Tasks or Responsibilities: TEC Chair:
Schedules, with the IF advisor, the TEC meeting dates in advance following the confirmation by the IF advisor that applications are ready for TEC’s appraisal;
Decides in consultation with pertinent project staff, as to who should participate in the upcoming TEC meetings and provides the finalized list of committee participants to the IF Advisor for him/her to send them copies of applications, supporting documents, and approved concept note prior to the scheduled meeting;
Distributes the TEC’s ToR to committee members and provide explanation to queries that members might raise on their roles; individually and in group;
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Chairs TEC appraisal meetings; Makes sure that each application wins the support of the majority of the committee
members before making recommendation for approval or rejection decisions. If an application receives an equal number of votes for approval and rejection (50-50), recommendation of the side supported by the DCOP will prevail.
Makes sure that appraisal templates are approved based on the recommendation given by the TEC members on the draft developed by Innovation Fund Advisor.
IF Advisor:
Attends the TEC meetings as a permanent non-voting member and minutes taker; Sends summary sheet of applications, concept notes, application documents and
other supporting documents to all TEC members in advance of TEC meeting dates; Makes sure that scoring matrices are completed and minutes of appraisal meetings
are recorded and signed; Drafts and proposes application appraisal template for each concept note idea. The
IF advisor will get support from pertinent CCU advisors, IP and SNV in drafting appraisal templates for each concept note approved.
Individual committee members:
Review concept notes, applications and supporting documents before the meeting dates and attend meetings with adequate knowledge about the concept note and each of the applications;
Review evaluation criteria and template proposed by the Innovation Fund Advisor, and provide feedback for improvement or alteration. Application assessments should be based as much as possible on both technical and financial (including cost-share) evaluations;
Provides the desired level of technical expertise and dedication for an effective and realistic assessment of applications;
Base recommendations on documented evidence to make sure that acceptance and rejection errors are kept to the minimum; i.e. viable applications are rejected while those that are unlikely to be successful are recommended. Evidence for appraising applications can be obtained from: applications and supporting documents submitted by applicants; detailed recommendation forms completed by field level staff of partners, telephone interview conducted with applicants (if required); and field-level reports by any project staff on the performance or reputation of
the applicant. Contribute to learning about limitations and strengths of reviewed applications and
their review processes and provides feedback on how to improve awardee selection, application preparation, and/or business plan development;
Returns incomplete applications to IF advisor with advice for resubmission; Fills the approved evaluation template timely following each TEC appraisal meeting
and submit it in soft copy to the IF Advisor. Each TEC member will then sign on the print out of the aggregate score and final recommendation decision for each application.
IV. Meeting Schedules and Venue:
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The TEC meeting will happen once or twice a month depending on the volume of applications, with the assumption that the summary of approved applications will be sent to USAID every month.
Alternate schedules will be decided upon jointly by the DCOP and IF Advisor. Unless otherwise communicated, TEC meetings will be held in the CARE Ethiopia office in Addis Ababa.
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Annex 3: Field Guide for Using the Innovation Fund
I. Introduction
The IF Manual guides how the IF will be managed and focuses largely on a approval processes at the central level. This document supplements the manual by giving specific guidance to field teams on the roles they will play in the IF management process. It is meant to be simple and user-friendly. This is a live document that will evolve with experience and feedback. Included here are the following topics: a) concept note development and submission; b) solicitation for applications; c) application submission and support in preparing applications; and d) award disbursement and management.
II. Concept Note Development and Submission
The IF awarding process typically starts with preparation of a concept note by implementing partners (IP), SNV and/or CCU advisors. Concepts can be diverse but should always contribute in tangible ways to the Livelihoods for Resilience objectives. Often, but not always, the concept will aim to strengthen selected value chains by the project or mitigate market system constraints. An approved concept note will be the basis for soliciting applications from institutions or individuals external to the project. Examples of useful concepts funded during GRAD include agro-dealerships, input supply cooperatives/unions, and output aggregators.
Below are the steps for identification of concept note ideas, evaluation and prioritization.
• IPs, SNV and CCU advisors should continuously explore the context, progress and outcomes of implementation to identify constraints and new ideas for funding.
• Project staff prioritizes the identified concept based on feasibility, cost-effectiveness, and potential for contributions to GRAD2 objectives.
• Concept note authors solicit advice and feedback from SNV, CCU advisors, or others depending on the theme.
• The authors develop concept notes that incorporate feedback from advisors.
• The concept notes will then be sent to the IF Advisor for review and finally to share it with his/her recommendation to the COP for approval. Approval decisions will be promptly returned to the sender.
Box 1 attached at the end of this document shows the template to be used for concept notes.
III. Solicitation for applications
A call for application will be based on the content of approved concept notes. Slightly different processes will be followed depending on whether the selection will be through a competitive or non-competitive process. The selection process to be used should be noted in concept notes.
A. Solicitation in a non-competitive process
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Applicants can be awarded on a non-competitive basis if one or more of the following conditions is met:
• The identified potential awardee is the sole provider of the good or service noted in the approved concept note in the locality (e.g. the regional agricultural research center);
• There are no qualified applicants in the locality where the activity must take place (e.g. candidates for agro-dealerships in communities with no formal commercial activities) and awardees are recruited and supported by the project; or
• When there is only one applicant/application that satisfies the requirements, even when a competitive process was intended.
As noted above, a non-competitive selection process must be proposed and justified in the concept note and will be by definition approved with the concept note. If a non-competitive process is followed without sufficient justification there is a very good chance that the application will be rejected. If such an award if approved and funded, there is a likelihood that costs will be disallowed by auditors.
B. Solicitation in a competitive process
A different process is followed when an award will be given through a competitive process. Two methods are possible here: a) open tender, and b) direct invitation to bid from short-listed candidates. The calls for application, in the case of an open tender, should be transparent and aimed at attracting as many appropriate applicants as possible. The alternate methods for inviting applications could be:
Announcements through mass media: This aims at reaching applicants from wide geographic area. This method should not be used alone when many from the pool of qualified candidates are not exposed to these media.
Posting announcements in appropriate public places: When applicants are expected to be from the locale where the concept note idea is to be implemented, the announcement should:
• Be posted in public places where potential applicants can easily see it, in government offices likely to be visited by potential applicants, etc. Depending on the nature and scope of the concept, announcements may also be posted in neighboring communities or woredas;
• Remain posted for a reasonable period of time (not less than 15 calendar days) and be posted in all locations on the same day (if possible);
• Be signed and dated and bear the organizational seal of the respective IP;
• Include relevant and important content as: title and objective of the call for application; desired profile of the potential applicant (experience, location, etc.); requirements and qualifications (e.g. business license); deadline for application and how/where to apply.
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Direct invitation of short-listed applicants: This approach is employed when there are compelling reasons to invite applications from only a preselected short list. Primarily this is for cases where specialized competencies are available from 2-4 candidates. This method should also be described in and approved along with the concept note.
Notes for both selection processes:
• IF Advisor will work closely with respective proposing team in implementing the agreed/approved method of publicity;
• Evidence showing a transparent application of whatever process selected should be properly documented. Teams should work closely with the IF Advisor to ensure an appropriate process and documentation.
IV. Application Process
Requirements/templates for applications can be found in the IF manual. Preparation and submission will occur in one of two ways depending on whether it was a competitive or non-competitive process.
A. Submission in a non-competitive process: Applications, supporting documentation, and recommendations should be sent to IF Advisor.
B. Submission in a competitive process: This happens in two ways. • Submissions that don’t involve preliminary screening. Responses to calls
for applications should be submitted to the office mentioned in the bid document.
• Submission that may involve preliminary screening:
A field-level preliminary screening will be done, when the number of applications in response to posted announcements and invited short listed applicants is very high for the TEC to manage. As a rule, the TEC should not consider more than three applicants for a single award. The preliminary screening takes the following in to account.
• IF Advisor, award focal person and authors of the concept note for the application will discuss and agree on screening criteria;
• Key considerations/criteria for screening applicants: Planned number of awardees per targeted geographic area; Prioritization of the locations (e.g. towns where agro-dealers might be
located) within the woreda for implementing the concept;
• Award focal person (the project staff member serving as point person for the activity), SNV field staff, and partner government sector offices (whenever possible) will participate in field level screening of applicants.
• Anyone participating in the screening process should excuse themselves if a close friend or relative applies for funding;
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• Assessments for screening should be based on evidence from site visits to applicants’ premises and review of supporting documents (e.g. business licenses);
• Minutes from the field screening process and all supporting documentation should be properly documented and filed by the award focal person;
• The filed documents should be open for review/audit and copies should be shared to the IF Advisor upon request. These documents should be maintained per donor rules on archiving project documentation.
Finally, applications and supporting documents of applicants in all cases should be directly sent to the IF Advisor through CARE Ethiopia’s postal address or be submitted in person. Sealed recommendation forms completed by government sector offices, IPs and SNV field staff that inform TEC’s final selection/funding recommendations should form part of that submission.
Application Preparation: Award focal person can advise and support applicants in preparing applications and supporting documents in the case of a non-competitive process. If a set of applicants are competing for a single award, any guidance or support must be minimal and must be provided equally to all. Application formats and the approval process are included in the Innovation Fund Manual provided to all teams.
V. Award signing, fund disbursement and monitoring
Once an award decision is made, the IF Advisor will inform the Award focal person and will conduct requisite due diligence assessments, of varying rigor depending on the size of the award. The Award focal person and other members of the field team may be asked to support that assessment, including obtaining additional documentation from the award recipient for due diligence assessment. Once complete, and any additional approval decisions are made, the IF Advisor will prepare an agreement for signing.
Agreement signing and award disbursement: • Award focal person will work closely with recipient and project and government
counterparts to validate the cost-share plan (please refer to IF cost-share guideline);
• IPs make sure that all the required documentations are ready and cost-share requirements are met;
• The agreement is signed by the project COP or CARE Country Director, depending on the size of the award, and the sub-recipient;
• The award focal person supports the recipient to prepare a simple request for disbursement to send to the IF Advisor; CARE processes the request and makes payment directly to the recipient.
Award Management: • Award focal person, with support if appropriate from SNV field staff and CCU
advisors, oversees effective utilization of the fund and carries out on-going support and monitoring as required of the recipient and award activities;
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Box 1: Concept Note Template (A max of three pages)
1. Title and authors (including SNV advisors or others who contributed to and/or “signed-off” on the concept)
2. Summary of problem/need : • Existing obstacles to the targeted market system/ value chain or other needs to be addressed; • Opportunities that could be capitalized on through the activity.
3. Intervention Overview • Broad objectives and activities to be implemented under the proposed concept; • Suggested locality; • Results expected including benefits for the target population.
4. Justification for concept • Profitability/viability based on findings from previous experience (learning from GRAD I
experience or from other projects); • Innovation: How different the idea is from other or earlier interventions? What learning will it
contribute? (if relevant); • Environmental implications.
5. Suggested profile of potential awardee: • Awardee type (new entrepreneur, business, cooperatives/unions, research institution, financial
institution, etc.); • Expertise, experience and/or resources expected or required; • Suggested awardee selection process (competitive or non-competitive selection; justification
always required for a non-comp process).
6. Budget estimate and suggested cost-share guideline
• Value chain/CCU advisors involved in concept note development remains engaged during the implementation stage of the approved concept idea;
• IPs will make sure that all pertinent forms related with cost-share be completed by potential awardees;
• The award focal person will assure that the activities funded are all in compliance with environmental standards.
Reporting and Assessment: • Award focal person assists the recipient to prepare and submit required reports
in a timely manner on overall performance, financial status, and cost-share, accounting.
• The Award focal person may be asked to participate in in-depth assessments of IF awards, including cost-benefit analysis.
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Annex 4: Template for Award Applications
4.1 Application Template for awards <$5,000 (no more than 10 pages), to include:
1. Cover Letter Page (1 page)
This should include name of the entity, phone, fax, e-mail, responsible persons, etc.
2. Scope of Work (as required, up to 5 pages)
Describe activities to be done, how innovative the intervention is, how they will be achieved and who will do them. Note any unusual conditions that may affect an activity. Provide a chart to show what will happen when.
3. Business plan (if relevant)
A brief business plan template on each approved idea for funding will be shared for potential applicants.
4. Activity plan This should present list of activities that should be accomplished to deliver desired results. Furthermore, the activities should be scheduled in a way that shows the timing of performing the planned activities.
5. Monitoring Plan (½ -1 page, if appropriate)
For small awards, indicators will be defined and monitored primarily by project staff. Awardees will be obligated to provide data and other information to facilitate monitoring.
6. Budget and budget narrative: Present the budget required to implement the proposed activity in tables. It should include the major components required to execute the proposed activity. The proposed cost-share amount and percentage to be contributed by the potential awardee should be presented in the budget. The budget narrative is the budget justification. The narrative explains how the costs were estimated and justifies the need for the cost. The narrative may include tables for clarification purposes.
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4.2 Application Template for awards >$5,000 (no more than 15 pages), to include:
1. Cover Letter Page (1 page)
This should include name of the entity, phone, fax, e-mail, responsible persons, etc.
2. Summary (½ page)
This should briefly describe what will be done, how it will be done, who will benefit, the results and how it will relate to Livelihoods for Resilience and the amount of funding requested and match/cost-share provided.
3. Expected Results (½ -1 page)
Describe how the activities will change the environment or target group. Please describe how the results will benefit the Livelihoods for Resilience program emphasizing its potential impact on market system or selected value chains in the implementation woreda. Estimate the number of beneficiaries and gender.
4. Capabilities, including key personnel (1-2 pages)
This section should provide a detailed description of the capacity of the entity to implement the activity and ensure financial integrity as well as include the past experience of the entity in similar activities.
5. Scope of Work (as required, up to 10 pages)
Describe activities to be done, how innovative the intervention is, how they will be achieved and who will do them. Note any unusual conditions that may affect an activity. Provide a chart to show what will happen when.
6. Monitoring Plan (½ -1 page)
Describe how you will track the results of the project, including indicators and their means of verification and monitoring protocols. Livelihoods for Resilience will provide you with any Required Indicators for the project. All applicants are encouraged to develop their own Optional Indicators as well. This should also include environmental monitoring plan.
7. Budget and budget narrative:
Present the budget required to implement the proposed activity in tables. It should include the major components required to execute the proposed activity. The proposed cost-share amount and percentage to be contributed by the potential awardee should be presented in the budget.
The budget narrative is the budget justification. The narrative explains how the costs were estimated and justifies the need for the cost. The narrative may include tables for clarification purposes.
8. Business plan (if relevant)- a brief business plan template on each approved idea for funding may be shared to potential applicants.
Attachments (maximum 15 pages): Please see documentations required for pre-award assessment for content on Table 5.
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Annex 5: Application Evaluation Criteria (Sample 1, for awards <$5,000) and Score Sheet An example of the evaluation criteria and weights for scoring is shown below. A solicitation may specify different evaluation criteria as appropriate. Evaluation Category: 13 Design & Approach…………………………………………………. 15 Impact on Target Group ……………………………………….… 15 Management & technical Capacity ……………………….… 15 Sustainability ………………………………………………………… 15 Cost Efficiency ………………………………………………………. 15 Past Performance …………………………………………………. 20 Other Strengths ……………………………………………………. 5 Total ……………………………………………………………………. 100 Design & Approach. The quality and feasibility of the application, in terms of the appropriateness of the proposed methodology, innovativeness, and the work plan for achieving project objectives. Proposed mechanisms for monitoring and evaluation with objectively measurable indicators will also be appraised.
Impact on Target Group. The extent to which the proposed activity corresponds to the needs of target group and will directly benefit that group. This includes the participation of and benefit to women. Also, the degree to which it will directly or indirectly stimulate other entities and resources to develop or implement activities supporting the objectives of the project.
Management and Technical Capacity. Evidence of the capability to undertake and accomplish the proposed activities. Appraisal will be based principally on reference checks by project staff; the background, qualifications, reputation, and skills of its key personnel; and the track record, reputation, achievements (including development of self-sufficient, sustainable activities) of the entity involved.
Sustainability. The extent to which the funded activity will result in building and strengthening the capacity of the community and local organizations, and whether the activity itself is sustainable.
Cost Efficiency. The degree to which budgeting is clear and reasonable and reflects best use of organizational and award resources. The amount of match/cost-share provided.
Past Performance. Previous or ongoing experience implementing similar activities. This examines the applicant’s track-record, which is a critical factor in assessing the capacity of the Awardee to implement the activity.
Other Strengths. The Application demonstrates other strengths, such as innovative approach, gender awareness, a meaningful public information component, and potential for replication. 13 These criteria and their weight should be adjusted by the TEC based on the nature of the bidding institutions or the job to be done. For instance, for competition among well-established institutions with a track record, the weight given to past performance would be higher.
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The score sheet below presents illustrative criteria. It is anticipated that specific criteria will be developed for specific solicitations and applications and that this score sheet will be adapted as needed to meet the needs of each solicitation.
TECHNICAL EVALUATION COMMITTEE SCORING MATRIX REVIEWER NAME: ________________________________________ DATE OF EVALUATION: _____________________________________ APPLICANT: _______________________________________________
Criteria Description Max Score Reviewer Score
Design & Approach. The quality and feasibility of the application, in terms of the appropriateness of the proposed methodology, innovativeness, and the work plan for achieving project objectives. Proposed mechanisms for monitoring and evaluation with objectively measurable indicators will also be appraised
15%
Impact on Target Group.
The extent to which the proposed activity corresponds to the needs of target group and will directly benefit that group. This includes the participation of and benefit to women. Also, the degree to which it will directly or indirectly stimulate other entities and resources to develop or implement activities supporting the objectives of the project
15%
Management and technical Capacity.
Evidence of the capability to undertake and accomplish the proposed activities. Appraisal will be based principally on reference checks by project staff; the background, qualifications, reputation, and skills of its key personnel; and the track record, reputation, achievements (including development of self-sufficient, sustainable activities) of the entity involved
15%
Sustainability. The extent to which the funded activity will result in building and strengthening the capacity of the community and local organizations, and whether the activity itself is sustainable
15%
Cost Efficiency. The degree to which budgeting is clear and reasonable and reflects best use of organizational and award resources. The amount of match/cost-share provided. (10 points)
15%
Past Performance. Previous or ongoing experience implementing similar activities. This examines the applicant’s track-record, which is a critical factor in assessing the capacity of the Awardee to implement the activity.
20%
Other Strengths. The Application demonstrates other strengths, such as innovative approach, gender awareness, a meaningful public information component, and potential for replication.
5%
TOTAL 100
This application received _____ points out of a potential total of 100 points. Recommendation:
_______Approve _______Reject ______ Re-submit, with the following additions/modifications: __________________________________________________________________________________ __________________________________________________________________________________
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__________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ Other Reviewer Notes: Strengths: __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ Weaknesses and Risks: _________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________
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Annex 6: Application Evaluation Criteria (for awards >$5,000 and particularly value chain support for business enterprises) and Score Sheet The score sheet below presents illustrative criteria. It is anticipated that specific criteria will be developed for specific solicitations and applications and that this score sheet will be adapted as needed to meet the needs of each solicitation.
LIVELIHOODS FOR RESILIENCE EVALUATION COMMITTEE SCORING MATRIX REVIEWER NAME: ________________________________________ DATE OF EVALUATION: _____________________________________ APPLICANT: _______________________________________________ Technical Application Scoring
Criteria Description Max Score Reviewer Score
Business plan viability
The business plan presented is directly responsive to market demand and demonstrate significant possibility of overall profitability and success. Clear market signals have been identified in the application and investor confidence is evident. Past performance and institutional capacity should be noted here. The quality and feasibility of the application is demonstrated (i.e., the proposed technical approach can reasonably be expected to produce the intended outcomes and impact), appropriateness of the proposed methodology, innovativeness, and implementation plan for achieving project objectives is clear. Bonus points may be given to projects that engage, employ, or are owned women, disabled, and other groups of interest to Livelihoods for Resilience.
16
Sourcing and marketing
Plan for sourcing raw materials and marketing final product has been sufficiently researched and articulated. Evidence exists of supply in sufficient quantity / quality and presence of consumers/end users for specific products and marketing channels.
16
Local stakeholder consultation and support
The applicant has sufficiently demonstrated host government and community support. No significant obstacles are apparent due to factors such as government regulation, monopoly, and interference from competition.
8
Risk mitigation Investment plan is realistic, factors multiple risks, and scales up over time. Appropriate contingencies have been built-in.
8
Potential for impact/alignment with program
The application clearly demonstrates significant impact (e.g. beneficiaries, income, jobs, etc.). Project is well aligned with the goals and objectives of Livelihoods for Resilience, situated in the targeted geographic regions and directly addresses one or more of the Livelihoods for Resilience project components.
12
TOTAL 60%
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Financial Application Scoring
Criteria Description Max Score Reviewer Score
Cost competitiveness The proposed activity represents good value for the money (i.e., proposed budget of $XXX provides our beneficiaries with $XXX in return). There is a significant cost-share that can be accounted for against Livelihoods for Resilience cost-share requirements.
15
Cost leveraging and evidence of third-party financing (Cost-share)
Confidence in the venture is bolstered by a strong presence of other investors, including equity, loan capital, etc. Sufficient documentation has been presented to demonstrate external financing has been secured (bank approval letter, title deed, etc.)
10
Cost realism Proposed program / business plan is achievable with secured investments. Projections and funding request is realistic and directly addresses risks.
10
Financial viability / past performance
Sufficient evidence has been provided demonstrating the financial viability of the enterprise, including audited financial statements, demonstrated capacity, and successful past performance. References for the firm have been checked and verified.
5
TOTAL 40%
This application received _____ points out of a potential total of 100 points. Recommendation: _______Approve _______Reject ______ Re-submit, with the following additions/modifications: __________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
Other Reviewer Notes: Strengths: __________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
Weaknesses and Risks: __________________________________________________________________________________
__________________________________________________________________________________
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Annex 7: Notification Letter that application was not funded (usually for technical reasons) (Letterhead) (Letter #??) Date: Applicant: Address: Subject: Innovation Fund Application Dear __________________________, We regret to inform your application was not selected to receive an Innovation Fund award from Livelihoods for Resilience for an agro-dealership. Your application was evaluated on technical merit, organizational experience and qualifications of project personnel, relevance to the goals of Livelihoods for Resilience, and other factors. We received many high quality applications and are only able to fund those with the highest evaluation score. This does not prevent you from submitting another application in response to another solicitation at some later date. If you are not satisfied with this decision, you have the right to appeal to the TEC within 10 days of receiving this letter/notification. Appeals should be sent through implementing partners, in your case ORDA. Thank you for your interest in Livelihoods for Resilience. Sincerely, John Meyer, Chief of Party Livelihoods for Resilience Activity CARE Ethiopia CC: IP, Address Innovation Fund Advisor, Livelihoods for Resilience, CARE Ethiopia
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Annex 8. Template for Submitting Recommended Applications for Innovation Fund Award (<$10,000) for USAID Approval
S.N
Name Of Applicant
Telephone Number
Type of
Organization
Place of Implementation
Amount of Sub- Award
Purpose of Sub- Award
Sub-award
period
Risk Assessment Done
Region/ Zone
Woreda
Kebele/ Location
SAM SDN/ OFAC list
UN security designation list
Note: We have completed a risk assessment for the ____ sub-award candidates named above and confirm that none have active exclusions in System for Award Management (SAM), appear in the Specially Designated Nationals (SDN) and Blocked Persons List maintained by the U.S. Treasury for the Office of Foreign Assets Control (OFAC) list, or is listed in the United Nations Security designation list verification.
Submitted by: _________________________________
Signature: _________________________________
Date of Submission: ________________________________
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Annex 9: Notification letter that application is approved for funding (Letterhead) (Letter #??) Date: Contact Person :_ Organization : Address : Dear---------------: Livelihoods for Resilience is pleased to inform you that your application has been selected for funding under the Innovation Fund. You will be notified shortly to finalize the documentation, sign agreement and begin implementation. The Livelihoods for Resilience team looks forward to a very successful partnership. Sincerely, John Meyer, Chief of Party Livelihoods for Resilience Activity CARE Ethiopia CC: IP, address
Innovation Fund Advisor, Livelihoods for Resilience, CARE Ethiopia
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Annex 10: Innovation Fund Awarding Process Flow for Awards < $5,000
4. “Call for application” ads or direct invitation by
IFA/IP/SNV
6. Award focal person/applicant sends applications to IFA
5. Applications submission to award focal person
8. TEC assesses applications and supporting documents
1. IP/SNV/CCU Advisors develop concept note
3. COP approves concept note 2. IF Advisor reviews and feedbacks on concept note
7. IFA summarizes applications
9. IFA Notifies applicants
9. TEC recommends
awards (<$5,000) 8. Application incomplete
10. CoP approves
14 COP and awardee sign award agreement
8. Application Ineligible
13. IFA does pre-award due-diligence
assessment
9. TEC rejects Applications /Appeal
15. Disbursement
16. Monitoring
and evaluation
17. Termination
18. Award Close-out
12. IFA notifies applicant
11. USAID approves
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Annex 11: Innovation Fund Awarding Process Flow for Awards > $5,000
4. “Request for application” ads or direct invitation by IFA/IP
6. Award focal person/Applicant sends application to IFA
5. Applications Submission to Award focal person
8. TEC assesses application and supporting documents
1. IP/SNV/CCU Advisors develop Concept note
3. COP approves Concept note
2. IF Advisor reviews and feedbacks on Concept note
7. IFA summarizes applications
8. Application Ineligible 9. IFA notifies
Applicants
8. Application
incomplete 10. DMC approves awards
9. DMC reviews TEC-recommended applications for award >$5,000
9/10. TEC/DMC rejects Applications /Applicants’
appeal to TEC
11. USAID approves awards 13. IFA does
pre-award due diligence
assessment 14. CD and Awardee sign Award Agreement
15. Disbursement
16. Monitoring
and evaluation
17. Termination
17. Award Close-out
12. IFA notifies applicants
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Annex 12: CARE Sub-agreement Management Policy and Award Templates Overall guidance for CARE’s award management is provided in the sub-agreement management policy.
Sub Agreement
Management Policy
Templates for the types of agreements that will be awarded under the Livelihoods for Resilience Innovation Fund are as follows:
· Support Letter Template – only for general, one-off support funding · Fixed Amount Sub Award Template – for all other award issued by the Innovation Fund
Fixed Amount Subawards June 201 General support
letter template final
These templates must not be changed or altered in any way, except as specifically allowed for in the guidance or template.
Livelihoods for Resilience Activity Environmental Mitigation and Monitoring (EMMP) Report for Year 3 Quarter 2
SN Accomplished and On-going
Major Activities
Potential Adverse Impact (as per the EMMP)
Mitigation Measures Taken by IPs (as per the EMMP and others)
1 Engage HHs in homestead gardening
• Introduction of invasive and weed seed varieties
• Threat to existing genetic diversity due to use of imported GM plants
• Pollution from use of fertilizers and other chemicals impacting human and animal health
• Technical training given for HHs that were engaged in homestead gardening included environmental considerations and protection measures such as use of certified and known seed sources and application of organic fertilizers rather than using artificial fertilizer. As a result, VESA members have already started producing vegetables as per the training.
• Agro-dealers, the major source of vegetable seed, accessed inputs from reliable wholesalers in sealed packages
2 Engage HHs in poultry production
• Air pollution due to poor management of chicken feces
• Chicken diseases that can spread to other nearby flocks
• Illness from bird feces around children
• The project provided technical training to clients supported with practical sessions that emphasize hygiene and health, on how to construct modern and affordable coops separated from human dwellings and to make fence by mesh wire around the house as part of training on management practices.
• The project staff advised HHs to vaccinate chicks based on the recommendation and within three month intervals, and to construct houses with drainage and against the wind direction to avoid bad odor coming from the poultry house.
• There was intensive follow up and proper medication of chickens during poultry voucher activities.
• HHs use chicken feces for animal feed additive and compost following appropriate procedures and recommendations.
• Poultry stakeholders’ field day in Tigray contributed to increasing uptake of low cost poultry housing, which controls the movement of chickens, in turn, reducing odors and transmission of parasite
• B2B meeting facilitated in Amhara improved access of farmers to vet services and contributed to improved chicken health
3 Promote/demonstrate improved technologies and practices for PSNP households participating in crop and livestock pathways (technical trainings, use of model farmers, demonstrations using fertilizer and agro chemicals)
3.1. Shoat fattening • Depletion of gene pool due to the introduction of exotic livestock breeds
• Overgrazing and erosion of natural resources
• Odor or pollution of water points or habitat related to livestock production and manure, and/or vet medicines
• Transmission of parasites due to livestock production
• Spread of livestock disease
• The project encourages or promotes animal breeds adapted to the local environment rather than introduction of new breed
• In ORDA, collaboration initiated among key actors to create market opportunity for ‘Menz Sheep’ and help farmers benefit from this local breed and conserve the gene pool
• The project promoted an intensive livestock production approach that involves enclosures that reduces overgrazing of natural pastures and environmental degradation. It stresses that enclosures and other livestock holding areas to be situated away from habitat, water points, or food preparation or storage sites.
• The project also trained clients, who were involved in shoat fattening on important topics such as shoat husbandry practices, livestock health, how to construct independent modern and low cost shoat house separated from dwellings, types and preparation of livestock feed, including bran/roughage and concentrate feed, and the environmental concerns to be taken in to account
• HHs trained on preparaing organic fertilizer from shoat manure, environmental sanitation & personal hygiene for shoat management to mitigate bad odor and unhygienic conditions.
• HHs are feeding shoats in a closed area and can use cut and carry system while providing feed to the livestock to prevent over grazing that aggravates erosions and degradation of natural resources.
• To prevent the diseases transmission and outbreak, training on livestock health was given. There was also a close follow up and advice by frontline staff and DAs to make sure newly bought livestock are healthy and to medicate them for suspected diseases
• Technical trainings provided to model farmers and traders. The training helped share experiences from export abattoirs on waste management that can reduce adverse environmental impacts
3.2 Bee keeping/honey production
• The use of agrochemicals on farmlands nearby beehives may affect the bee colony
• Aggravating deforestation to
• In ASE, technical training for farmers was given that include proper site selection, management, and using exotic plants for hive construction to minimize deforestation and negative impact on environment.
prepare transitional beehive • Routine monitoring and spot checks of households to identify any possible health or environmental risks due to application of agro chemicals
3.3 Wheat haricot bean and lentils value chains
• Introduction of invasive and weed seed varieties
• Threat to existing genetic diversity due to use of imported GM plants
• Pollution of ground water, acidification/salinization of soil from misuse of fertilizers, chemicals or irrigation
• The use of agrochemicals on farmlands nearby beehives may affect the bee colony
• Inappropriate use and handling of ag chemicals may cause serious health problems in humans and livestock
• Improper handling and use of fertilizers may negatively affect its effectiveness and the environment, i.e. effect on human and livestock health and the micro-ecology
• Product quality trainings provided to experts, frontline staff, clients and other value chain actors of wheat, haricot beans and lentils, including on the following topics: Integrated pest management Promoting hand weeding and proper timing of herbicide
application Promoting proper use of recommended chemicals
• The regional MSP conducted in Amhara discussed the integrated control of rust which included surveillance and early warning. This increases the efficiency of agro-chemical usage.
• Routine monitoring and spot checks of households was conducted to identify any environmental risks from these cropping practices and application of agro chemicals
3.4 Onions, potato and pepper value chains
• Introduction of invasive and weed seed varieties
• Threat to existing genetic diversity due to use of imported GM plants
• Pollution of ground water, acidification/salinization of soil from misuse of fertilizers, chemicals or irrigation
• The use of agrochemicals on farmlands nearby beehives may affect the bee colony
• Inappropriate use and handling of ag chemicals may cause serious
• Seed multiplication of wet season onion and Melka oil pepper varieties, which are more tolerant to disease and pests, through model farmers contribute to reducing chemical spray loads and enhancing disease resistance
• Trainings on good agricultural practices of potatoes conducted in Hadiya and North Wollo included optimal use of fertilizers and agro-chemicals
• The HHs and agro-dealers trained on appropriate dose and application and safe handling of agro- chemicals, including use of safety clothing to minimize the health problem and negative effect on environment.
• There is a close monitoring and on site actions taken by frontline staff and relevant government experts.
health problems in humans and livestock
• Improper handling and use of fertilizers may negatively affect its effectiveness and the environment, i.e. effect on human and livestock health and the micro-ecology
4 Identify opportunities for Innovation Fund award recipients, including cooperative/union/business enterprise, agro dealers, and institutions. Establish facilities, provide equipment and training, etc.
• Materials provided to or procured by agro-dealers or collection centers may be hazardous to the community and the environment
• Improper disposal of perished agro-inputs may bring about environmental, and human and livestock health problems
• Training provided for agro-dealers to instruct customers on safe use and handling of inputs including agro-chemicals in accordance with the PERSUAP developed for work in the sector
• Because of the trainings, close follow up and mentoring, backward linkage of agro input strengthened with major companies for traceable and legally registered input sourcing
• Agro-dealers took part in events aimed at sharing experiences related to proper handling and selling practices, including: Proper shelving of agricultural inputs Technical support and advice from major suppliers on
proper disposal of unused agricultural inputs Proper recording of customers and type of inputs sold Assessing demand before buying chemicals
• Consequently, agro-dealers were able to acquire and apply safety facilities and shelving arrangements for displaying and storing different inputs
5 Test drilling, training on manual well drilling and pump installation and maintenance for village mechanics
Unavailability or not using of safety clothing and not following proper norms will expose workers to physical harm or disability
• In CARE SNNPR, the well drilling and pump installation and maintenance trainees were given proper orientation about use of safety clothing and procedures.
• In addition, they were trained that site for manufacturing of pumps and well drilling should be away from densely populated areas and that storage and disposal of wastes must be far from water or public spaces.
• Required safety measures were applied during the test drilling and trainings to avoid any potential physical and health harm or disability.
