1

UNITED NATIONS INDUSTRIAL DEVELOPMENT ORGANIZATION

Programme number: 160252

Programme title:

Upgrading the livestock value chain in Ethiopia

Relationship to

integrated programme Integrated with PCP for Ethiopia

Thematic area code EC1 Poverty Reduction through Productive Activities

Starting date: 1 December 2016

Duration: 6 months

Programme site: To be decided, Ethiopia

Government

Co-ordinating agency: Ministry of Finance and Economic Cooperation (MoFEC)

Counterpart:

Ministry of Industry, Ministry of Livestock and Fisheries;

Ministry of Agriculture and Natural Resources; and Ethiopian

Meat and Dairy Industry Development Institute (MDIDI)

Executing agency/

cooperating agency: United Nations Industrial Development Organization (UNIDO)

Programme Inputs:

- UNIDO inputs: USD 654,000

- Support costs (13 %): USD 85,020

- Counterpart inputs:

- Grand Total: USD 739,020

Brief description:

With an estimated cattle population of 53 million in 2011, Ethiopia is home to the fifth largest cattle population

in the world. The development of livestock sector has the potential to play an important role in the socio-

economic development in Ethiopia, particularly in pastoralist and agro-pastoralist areas. The livestock sector

development is one of the key priorities of the PCP-ETH and the GTP II. Nonetheless, the key value chains

based on cattle – red meat, dairy and leather – continue to face constraints that are hindering their growth and

export potential.

In response, UNIDO is developing a large-scale programme to address the red meat, dairy, and hides and leather

sub-sectors in a selected region of Ethiopia. The overall objective of the programme is to improve the

performance of selected livestock value chains – red meat, dairy and hides/leather – in Ethiopia. In line with the

Government of Ethiopia’s GTP II 2015-2020, the programme is comprehensive and addresses critical points of

the value chain of each aforementioned sub-sector. The programme is comprised of three components based on

focus sub-sectors. In the first component, the programme will upgrade the red meat value chain through the

introduction and improvement of meat processing facilities based on international food safety and management

standards in order to target the export market. In the second component, the programme will improve the

productivity of milk cows and overall quality of dairy products. The programme will also address the full dairy

value chain, particularly milk processors and transporters to reduce post-harvest losses. The third component

addresses hides and leather processing through improving hide collection and tanning systems. The programme

will benefit rural farmers by increasing the productivity of the livestock sector and boosting smallholder’s

income through expanding the export of quality livestock products.

2

The Government of Ethiopia through the PCP secretariat requested UNIDO to develop a program to unlock key

constraints that hinder the development of the sector in holistic manner rather than fragmented smaller

interventions. Subsequently, UNIDO developed the attached project matrix which was highly appreciated by

Ministry of livestock and fisheries of Ethiopia. At the same time UNIDO approached the Permanent Mission

China, MOFCOM, and other possible partner institutes for possible financing and partnership in this project and

affirmative response was received to finance overall programme from South-South Cooperation Assistance Fund

(SSCAF) of MOFCOM. At the same time, UNIDO was requested to utilize the contribution of MOFCOM to

Partnership Trust Fund to prepare a full-fledged project and undertake initial activities as described in the project

matrix (outcome 5).

The programme will be implemented in close cooperation with the Ministry of Livestock and Fishery and

Ministry of Agriculture and Natural Resources, and will bring together all stakeholders of the respective value

chains to address the constraints. The programme will be implemented in one selected region in order to create a

clear and tangible impact that can later be scaled-up in other regions by public and private actors.

The programme will begin with an initial phase to fully develop a livestock sector upgrading programme. The

development of the programme will be based on extensive consultations and baseline studies and will be

submitted to all key stakeholders for endorsement at the conclusion of the initial phase, allowing for the full

implementation of the programme to commence. This project document addresses only the initial phase and is

requesting funds for its implementation.

Activities under the initial phase will include the collection, collation and analysis of baseline data and

information obtained from stakeholders; the selection of programme intervention sites; three value chain

analyses of the respective sub-sectors; the establishment of project management and information sharing

platform; an inventory of all livestock sector-related projects and programmes; and an inventory of technical

capacity at counterpart institutions. The information gained during the initial phase will building on the current

programme document and provide a detailed and concrete document to guide the implementation of the

programme.

These activities will not only inform the programme document, but they are also concrete outputs and can be

used to leverage additional development funds to support the development of the livestock sector in Ethiopia.

Approved:

Signature: Date: Name and title:

On behalf of:

___________________ __________ ____________________

On behalf of

UNIDO: ___________________ __________ ___________________

3

Table of Contents 1. CONTEXT ......................................................................................................................................................... 4

1.2.1 Red Meat ................................................................................................................................................... 4

1.2.2 Dairy ......................................................................................................................................................... 5

1.2.3 Hides and Leather ..................................................................................................................................... 6

2. REASONS FOR UNIDO ASSISTANCE............................................................................................................. 6

3. THE PROJECT ................................................................................................................................................. 7

3.1. Objective of the project ......................................................................................................................... 7

3.2. Expected outcomes ................................................................................................................................ 7

3.3. Activities ................................................................................................................................................ 7

3.4. The UNIDO approach ........................................................................................................................... 8

3.5. Risks ...................................................................................................................................................... 9

3.6. Beneficiaries.......................................................................................................................................... 9

3.7. Gender mainstreaming ........................................................................................................................ 10

4. BUDGET ......................................................................................................................................................... 11

5. MONITORING, REPORTING AND EVALUATION ....................................................................................... 11

6. PRIOR OBLIGATIONS AND PREREQUISITES ............................................................................................ 12

7. LEGAL CONTEXT .......................................................................................................................................... 12

8. LOGICAL FRAMWORK ................................................................................................................................. 13

8.1: TIMELINE OF ACTIVITIES .................................................................................................................... 14

4

1. CONTEXT

1.1 International Development Context

The 2030 Agenda for Sustainable Development fully recognizes the crucial role of inclusive and

sustainable industrial development. SDG #9 “Build resilient infrastructure, promote inclusive and

sustainable industrialization and foster innovation” is particularly relevant to UNIDO’s mandate for

inclusive and sustainable industrial development. The implementation of ISID calls for a broader

range of resources than any single organization can provide. The successful achievement of ISID

requires investment not only in industry but also in related infrastructure such as utilities and transport

facilities. Achieving ISID also requires policies, strategies and regulatory frameworks designed to

facilitate market access, generate employment, attract foreign direct investment, upgrade technology,

increase exports and foreign exchange earnings, encourage social inclusion and gender equality, and

ensure environmental sustainability.

To operationalise ISID, UNIDO is implementing a new type of holistic approach for its Member

States: the Programme for Country Partnership (PCP). The PCP supports the implementation of the

industrial development plans and programmes of national governments. The objective of the

partnership is to accelerate and deepen the impact of a government’s development agenda. The PCP is

currently being piloted in three countries – Ethiopia, Senegal and Peru.

1.2 Economic Growth and the Agricultural Sector in Ethiopia

Ethiopia has one of the continent’s fastest growing economies. In 2013, the country’s GDP was USD

46.87 billion, with a growth rate of 10.4 per cent the same year and an average growth rate of 10.9 per

cent since 2004. Agriculture remains central to Ethiopia’s structural transformation and poverty

reduction efforts. It contributes 44 per cent of gross domestic product (GDP) and 90 per cent of

exports, uses 80 per cent of the labour force, and yields 70 per cent of raw material used by local

industries. Livestock generates approximately 19 per cent of GDP and is an important source of

foreign exchange (16-19 per cent), constituting roughly 11 per cent of exports by value and 35 per

cent of agricultural GDP. Due to its considerable potential for poverty alleviation and economic

growth, the Government of Ethiopia emphasised the livestock sector in its Growth and

Transformation Plan (GTP I & II).

1.2.1 Red Meat

Ethiopia is home to the world’s fifth largest1 herd of cattle – 53 million in 2011 – though accounted

for only 0.75 per cent of global exports of meat products (mainly comprised of goat and sheep meat).

Ethiopia is the largest live animal exporter in Africa, with an estimated export of 2,323,500 live

animals, of which 80-90 per cent (1,851,500) is exported through informal channels – predominantly

across borders with Somalia, Kenya, Somaliland, Djibouti and Sudan.2 The export of live animals

reduces the country’s opportunities for in-country value addition and inputs for other value chains,

such as hides and leather.

1 In 2014 the cattle population was 56.7 million (FAO).

2 USAID (2013) Agricultural growth Program -End Market Analysis for Meat/Live Animals, Leather and

Leather Products, Dairy Products Value Chains. p 11.

5

While the red meat value chain holds considerable potential for poverty alleviation, there are critical

development challenges, such as limited international market access, facing the sector. The prevalence

of disease in the national herd inhibits red meat export to countries that demand veterinary

certification and food chain traceability. The only countries that currently allow a limited import of

Ethiopian meat and meat products are Saudi Arabia, the Arab Emirates and some Gulf States,

including Yemen. The main constraints facing the red meat value chain are:

insufficient supply of fodder and animal feed;

insufficient animal health providers and vaccines;

near absence of controlled breeding;

a fragmented value chain;

limited use of food safety systems, traceability, quality certification and grading;

limited incentive for small-scale herders to supply cattle to feedlots, abattoirs or cattle breed

specialization; and

limited capacity to utilize by-products from the red meat value chain.

In the absence of a functioning animal by-products rendering industry, Ethiopia is also forfeiting the

economic resource potential of up to 300,000 metric tonnes of animal by-products which are disposed

annually as waste, contributing to environmental degradation. Cattle by-products can be used to

produce tallow, greases, oils, acids and bone chips as raw material for wide ranges of industrial

applications. By-products can also be used as inputs to produce animal feed, human food (intestines

and organs), pharmaceutical products, fertilizers, paint and cosmetics products.

1.2.2 Dairy

The dairy sector in Ethiopia has great national importance. In addition to dairy’s contribution to

nutritious food for the population of the country, it also contributes to the GDP and generates

employment. According to FAO estimates, unprocessed primary milk produced in rural regions –

whole, fresh milk of cow, camel, goat and sheep milk – contributed roughly 10 per cent to the gross

value of livestock products in 2008-09. The vast majority (83 per cent) of the milk produced is from

cattle and the remainder from goats and camels. The production of fresh whole cow milk in Ethiopia

increased significantly from 900,000 tonnes in 2000 to 1,400,000 tonnes in 2009. However, milk

productivity in Ethiopia is relatively low. The indigenous zebu breed produces about 400-680 kg of

milk per cow per lactation period compared to grade animals that have the potential to produce 1,120-

2,500 kgs over a 279-day lactation period.

In terms of national income, the dairy sub-sector does not meet its potential due to numerous factors.

The poor performance of the sub-sector is attributed to socio-economic, infrastructure and technical

constraints, limited input supply – feed and fodder and veterinary services – scarcity of hybrids and

exotic breeds, limited dairy processing technology, inadequate research and extension activities, and

lack of policies relevant to the development of the sub-sector. Moreover, the sub-sector’s contribution

to export is minor and Ethiopia is a net importer of processed milk products. A limited quantity of

milk and butter are exported to a handful of countries including Djibouti, Somalia, South Africa and

the Ethiopian diaspora.

Key constraints that affect the dairy sector are:

an insufficient number of collection centres with storage and cooling equipment;

absence of quality standard and control system in place;

limited ability to adopt the newest dairy processing technologies;

shortage of packaging materials; and

6

limited capacity of dairy cooperatives.

1.2.3 Hides and Leather

With the world’s fifth largest livestock population, Ethiopia’s potential to develop the leather sub-

sector is substantial. Based on the annual offtake rate of 7 per cent for cattle, the potential annual hide

production is estimated at 2.4 million.

Ethiopia’s leather and leather product sector already produces a range of products from semi-

processed leather in various forms to processed leathers including shoe uppers, leather garments,

stitched upholstery, backpacks, purses, industrial gloves and finished leather. The Government of

Ethiopia identified the leather and leather products value chain one of the four most promising

industries in the country due to its strong backward linkages to the rural economy, and potential for

poverty reduction.

Ethiopia currently hosts 33 tanneries, of which 23 are owned by local investors and 10 by foreign

investors from Italy, China, UK, India, Sudan, and Turkey. The tanneries have a combined capacity of

50 million pieces of skin and 5 million hides per year. Ethiopia produces more than 100 million

square feet of finished leather annually. Around 6,000 workers are employed in the hides and leather

sector. UNIDO is currently supporting the Government of Ethiopia in the establishment of the Leather

City in the town of Modjo, Oromia Region.

Important constraints facing the sector include:

shortages in the supply of hides and skins;

limited adoption of latest processing technologies;

insufficient number of collection centres with storage and preservation facilities;

insufficiently skilled labour;

inadequate supply of high quality hides and skins, due to inadequate skills and knowledge; and

high levels of harmful waste produced in tanning operations.

2. REASONS FOR UNIDO ASSISTANCE

UNIDO has been actively involved in Ethiopia since 1968 with nearly 300 projects with a wide range

of technical assistance interventions, such as vocational training, cluster building and value chain

development, with a focus on food security and agro-industries development, investment promotion,

private sector development, as well as renewable energy and resource-efficient and cleaner

production. Moreover, between 1999 and 2008, UNIDO implemented two phases of its Integrated

Programme for Ethiopia. UNIDO is currently supporting the establishment of the Modjo Leather City.

The PCP for Ethiopia will also facilitate the implementation of the livestock programme through its

national level structure, partners and government ownership. The livestock programme will be

implemented incorporating key PCP pillars.

Government ownership over the livestock programme will be better ensured, facilitating

increased sustainability and upscaling in other regions subsequent to the programme’s

conclusion.

7

A focus on priority sectors – the agro-food processing sector, dairy and leather and leather

products sector – will allow more maximum impact.

Partnerships are also critical to the livestock programme. The programme will bring together

the Government of Ethiopia, the donor country, and other development partners, such as the

Food and Agricultural Organization of the United Nations (FAO), as well as private sector

actors to facilitate investment and create a larger development impact than UNIDO’s

technical assistance could achieve alone.

The initial phase of the programme – the focus of this project document – may also be used to

leverage additional development funds from public and private partners, in order to facilitate

scaling-up activities in the three priority sectors in other regions of the country.

Also with the framework of the PCP for Ethiopia, UNIDO’s support for the establishment of four

integrated agro-industrial parks is of particular relevance to the livestock programme with clear

synergies between the two programmes.

3. THE PROJECT

3.1. Objective of the project

The objective of the project is to prepare a livestock sector upgrading programme for a selected region

in Ethiopia.

3.2. Expected outcomes

Outcome 1: The livestock upgrading programme is endorsed by all key stakeholders.

Output 1.1: An Effective programme results management and monitoring is established.

Output 1.2: A detailed programme document produced through extensive consultations and

baseline studies.

3.3. Activities

The programme will commence with an initial phase that will focus on a number of substantive topics

necessary for downstream implementation and for the leveraging of additional development funds.

Foremost among activities is the consultative process. A wide range of stakeholders, including

primary and support actors, will be consulted on the development of the livestock sector. As part of

the consultations, baseline data will be collected to help inform the development of the full

programme. Data will be collect, collated and analyzed by a team of international and national

individuals, experts in respective domains related to the livestock sector. Baseline data and analysis

will also allow criteria development and selection of intervention sites for the programme, to ensure

the greatest impact for the development resources.

The initial phase also includes a value chain analysis of the red meat, dairy and hides and leather sub-

sectors of the livestock sector. The value chain analysis will address challenges to each sector from

the value chain perspective, including primary and support actors, as well as others affected by the

value chain. A value chain analysis is essential to an understanding of markets, their relationships, the

8

participation of different actors, and the critical constraints that limit the growth of livestock

production and consequently the competitiveness of smallholder farmers.

In support of the PCP for Ethiopia, the initial phase of the programme will also include an assessment

of other projects and programme of relevance to the livestock sector in Ethiopia. This may include

recently completed, ongoing and pipeline projects and programmes. The intention is to provide an in-

depth overview of projects of relevance to the livestock sector in order to identify cooperation

opportunities, synergies and to avoid duplication of works. The activity will also establish an

accessible listing of organizations and contacts to be maintained for cooperation purposes by the

selected ministry.

The final component to the initial phase is a full assessment and inventory of the capacity of the

technical counterparts. The activity will assess the capacity of public and private institutions involved

in activities related to the livestock sector. The assessment will address the technical, institutional and

hardware capacity of institutions. The assessment may address a range of public institutions providing

services to support the sector, including policy and regulatory development. This will also include

government ministries at the federal and regional levels. Detailed recommendations and capacity

building activities will developed as part of the activity.

Also, as part of capacity building, the initial phase will include an exchange of experience with

international development partners. The exchange will allow international partners to view first-hand

practices in Ethiopia and will also allow those working in or supporting the livestock sector in

Ethiopia to experience livestock practice in other countries.

The initial phase will conclude with a programme document that will be shared with counterparts and

other stakeholders for review and comment. A stakeholder workshop will be held in Addis Ababa at

the conclusion of the phase where main stakeholders may endorse the programme document.

3.4. The UNIDO approach

The programme will be implemented within the framework of the PCP for Ethiopia. In line with the

PCP approach, the programme described in this document is designed to leverage additional resources

to accomplish a larger development objective than would be possible through the Organization’s

technical interventions alone. UNIDO will use its technical assistance to support and facilitate

upscaling of the activities in other regions of the country, either by the Government of Ethiopia, by

investment from the private sector and multilateral development banks, or a combination of private

and public actors. Through the PCP approach, UNIDO’s technical assistance will build the capacity of

national and regional institutions, as well as private value chain actors to maximize investment in the

red meat, dairy, and hides and leather sectors.

UNIDO provides integrated solutions using its full range of technical assistance services to deliver a

comprehensive package. The Department of Agribusiness Development and the Department of

Partnership and Result Monitoring will jointly coordinate fund mobilization, implementation and

programme monitoring. The Department of Agribusiness will also provide technical assistance on

issues related to agro-processing; the Department of Trade, Investment and Innovation will provide

expertise on issues such as trade capacity building and investment promotion; the Department of

Environment will provide technical assistance on matters related to waste treatment and

9

environmental standards; the Renewable and Rural Energy Division will provide support for

renewable energies introduced during the programme; and the Research and Industrial Policy Advice

Division will provide guidance on the development of policy to support the upscaling of activities.

Such an approach also allows the programme to focus on the full value chains, from producers and

their inputs, through to packaging, export and waste utilization.

The programme will also be implemented in close partnership with the government of Ethiopia. The

Ministry of Industry, Ministry of Livestock and Fisheries, Ministry of Finance and Economic

Development, as well as the Ministry of Agriculture and Natural Resources will all play important

roles in the development, implementation and oversight of the programme. The regional government

of the selected pilot region will also play a role. The programme will also work closely with its

development partners, such as FAO, with which UNIDO has consistently partnered and is a member

of the PCP for Ethiopia.

3.5. Risks

Potential Risks Proposed Mitigation Measures Rating

Effective cooperation

between the stakeholders

is not achieved.

This risk is addressed by involving all relevant stakeholders.

It will also involve awareness-raising and education aimed at

achieving cooperation and improved coordination

mechanisms. Activities and initiatives will be demand-

driven, so beneficiaries see the value of improved practices.

Medium

Weak coordination and

harmonization of the

programme with other

related activities that will

be undertaken by other

ongoing or pipeline

programmes.

Through integration with the PCP for Ethiopia management

structure, the programme’s management structure is

designed to ensure regular communications and timely

information exchange among programme owners,

implementers and stakeholders. Furthermore, the

consultation mechanism initiated by the programme among

international and national stakeholders will avoid

overlapping activities among and between on-going and

potential projects and programmes.

Low

Overall risk rating Low

3.6. Beneficiaries

The programme beneficiaries are the value chain actors of the Ethiopian livestock sector including

smallholder farmers and herders; and livestock product processors and allied industries. The

programme also benefits public and private institutions both at federal and regional levels through

capacity building and institutional development. The following will benefit from the capacity building

of the programme: supervisors, inspectors, managers and staff of the Ministry of Industry; Ministry of

Agriculture and Natural Resources; Ministry of Livestock and Fisheries; Ministry of Environment

and Forestry; the Ethiopian Food, Medicine, Healthcare Administration and Control Authority; the

Ethiopian Meat and Dairy Industry Development Institute; the Ethiopian Food, Beverage and

Pharmaceutical Industry Development Institute; and the Quality and Standards Authority of Ethiopia.

The programme will serve as a model for the livestock sector development in Ethiopia, and its best

practices can be replicated to other parts of the country.

10

The beneficiaries will also include unemployed youth, particularly women, who will benefit from the

employment opportunities generated by the abattoir and rendering plant; improved dairy collection

and processing facilities; and improved leather tanning systems. In general, improving the

productivity and total production in the key livestock value chains will eliminate poverty for millions

of livestock-keeping households and help family farms move from traditional to market-oriented

production systems. Beyond the impact on rural people, the transformation of the livestock sector has

the potential to impact positively on urban consumers through lower livestock product prices.3

3.7. Gender mainstreaming

The programme will ensure that all planned assessments, studies and reports are based on gender-

disaggregated data and take account the gender differences in roles, activities and resources. The

envisaged capacity development plan for government and private sector officials will include gender-

disaggregated data and gender-based analysis to ensure equal participation of women in all training,

study tour and capacity development opportunities. In addition, any public information and awareness

raising programs will address specific information-needs of female and male traders, producers and

exporters.

3 Livestock Master Plan of Ethiopia, 2015

11

4. BUDGET

BL Description Year 1

Outcome 1: The livestock upgrading programme is endorsed by all key stakeholders.

Output 1.1: An Effective programme results management and monitoring is established.

11 International experts 60,000.00

15 Project travel

16 Staff travel

17 National experts & admin staff 42,000.00

21 Subcontracts 45,000.00

30 In-service training, conferences, workshops 57,500.00

35 International Meetings 15,000.00

43 Premises 7,500.00

45 Equipment

51 Miscellaneous 5,000.00

Output 1.1 Subtotal 232,000.00

Output 1.2: A detailed programme document is produced through extensive consultations and baseline studies.

11 International experts 60,000.00

15 Project travel 115,000.00

16 Staff travel 35,000.00

17 National experts & admin staff 42,000.00

21 Subcontracts 45,000.00

30 In-service training, conferences, workshops 57,500.00

35 International Meetings 15,000.00

43 Premises 7,500.00

45 Equipment

51 Miscellaneous 45,000.00

Output 1.2 Subtotal 422,000.00

TOTAL 654,000.00

Programme Support Cost (13%) 85,020.00

GRAND TOTAL 739,020.00

5. MONITORING, REPORTING AND EVALUATION

The programme will be executed under the technical and administrative supervision of UNIDO,

following UNIDO’s rules and procedures. A Project Manager (PM) will oversee the overall

implementation of the programme. A Programme Coordination Unit (PCU) will also be established in

Ethiopia. This unit will include a Chief Technical Advisor (CTA), a National Programme Coordinator

(full-time), supported by an Administrative Assistant (full-time) and other support staff who will all

be responsible to the PM. International and national consultants will be recruited on short-term

contracts to provide specific technical inputs. The PCU will be responsible for the overall day-to-day

co-ordination and supervision of field activities, including effective linkages between the programme

12

and the beneficiaries, as well as other on-going projects and programmes, and implementing an

effective monitoring and evaluation system of all activities.

A programme steering committee (PSC) will be chaired by the Minister of Livestock and Fisheries. It

will include representatives of the main stakeholders. The main functions and responsibilities of the

PSC will be to: (i) advise the programme on strategic directions of support activities to be provided;

(ii) ensure the effective cooperation between all involved stakeholders; and (iii) advise the

effectiveness of the ongoing activities, including the progress towards achieving the planned outputs,

review and approve an annual work plan. The PSC will help achieve greater coordination and

cooperation among stakeholders and will ensure national ownership and sustainability of the outputs.

The PSC will hold bi-annual meetings and more frequently if the situation requires. The PCU will act

as the secretariat.

To ensure complementarity of activities and monitoring accuracy, the PSC will be included in the

oversight structure of the PCP for Ethiopia through reporting subsequent to each PSC meeting to the

PCP High-Level Joint Steering Committee.

6. PRIOR OBLIGATIONS AND PREREQUISITES

The major stakeholders – host country, donor country and UNIDO – will approve the programme

before its commencement.

The Programme is integrated into the PCP for Ethiopia. The programme is also in support of the

ongoing integrated agro-industrial park project in Ethiopia under the PCP for Ethiopia.

7. LEGAL CONTEXT

The Government of the Federal Democratic Republic of Ethiopia agrees to apply to the present

project, mutatis mutandis, the provisions of the Standard Basic Assistance Agreement between the

United Nations Development Program and the Government, signed on 26 February 1981 and entered

into force on 5 November 1984.

13

8. LOGICAL FRAMWORK

Outcome 1: The livestock upgrading programme is endorsed by all key stakeholders.

Output 1.1: An Effective

programme results

management and monitoring

is established.

Activity

1.1.1: Establish a programme management framework 1.1.1.1: Establish a programme monitoring and evaluation framework, including

programme steering committee (PSC) and technical advisory committees.

1.1.1.2: Establish a national technical task force in the selected area(s).

1.1.2: Coordination of programme activities.

1.1.2.1: Together with counterpart ministries, allocate responsibilities for various

programme tasks.

1.1.2.2: Establish a cattle/meat industry information sharing platform with the MoLF for

sharing information and coordinating actions pertaining to the development of the

cattle/meat value chain..

1.1.2.3: Organize a study tour (to China and other countries) to bench mark international

best practices and high level steering committee meeting

Outcome 1: The livestock upgrading programme is endorsed by all key stakeholders.

Output 1.2: A detailed

programme document is

produced through extensive

consultations and baseline

studies.

Activity

1.2.1: Comprehensive consultations are undertaken and baseline data collected,

collated and analysed

1.2.1.1: Recruitment of the programme sectoral experts

1.2.1.2: Comprehensive stakeholder/beneficiary consultations are undertaken.

1.2.2: Programme location(s) and sites are selected 1.2.2.1: Site selection criteria are developed with counterparts.

1.2.2.2: Analysis of potential sites for programme implementation.

1.2.3: A livestock value chain analysis is undertaken

1.2.3.1: Building on baseline data collected, address each value chain to assess from chain

perspective, including support actors and other input providers and buyers.

1.2.3.2: Identify inefficiencies in the livestock value chain and recommend redressal

actions for each actors and processes.

1.2.4: A full inventory of projects and programmes related to the livestock sector

is undertaken

1.2.4.1: Review of ongoing livestock projects with government counterparts.

1.2.4.2: Meetings with development partners in Ethiopia to receive a briefing on all

ongoing, recently completed and pipeline projects related to the livestock sector.

1.2.5: A full inventory of the technical capacity of the technical counterparts is

undertaken

1.2.5.1: Recruit capacity building specialist to lead review.

1.2.5.2: Exchange visit with international counterparts to assess best technical practices.

1.2.5.3: Diagnostic of each ministry/institution to asses technical capacity and gaps.

1.2.5.4: Draft of recommendations to address identified gaps in terms of human resource

knowledge and skills; hardware; and institutional inefficiencies.

14

8.1: TIMELINE OF ACTIVITIES

Activities Month

1 2 3 4 5 6

1.1.1.1: Establish a programme monitoring and evaluation framework, including programme steering committee (PSC) and

technical advisory committees.

1.1.1.2: Establish a national technical task force in the selected area(s).

1.1.2.1: Together with counterpart ministries, allocate responsibilities for various programme tasks.

1.1.2.2: Establish a cattle/meat industry information sharing platform with the MoLF for sharing information and coordinating

actions pertaining to the development of the cattle/meat value chain..

1.1.2.3: Organize a study tour (to China and other countries) to bench mark international best practices and high level steering

committee meeting

1.2.1.1: Recruitment of the programme sectoral experts

1.2.2.2: Analysis of potential sites for programme implementation.

1.2.3.1: Building on baseline data collected, address each value chain to assess from chain perspective, including support

actors and other input providers and buyers.

1.2.3.2: Identify inefficiencies in the livestock value chain and recommend redressal actions for each actors and processes.

1.2.4.1: Review of ongoing livestock projects with government counterparts.

1.2.4.2: Meetings with development partners in Ethiopia to receive a briefing on all ongoing, recently completed and pipeline

projects related to the livestock sector.

1.2.5.1: Recruit capacity building specialist to lead review.

1.2.5.2: Exchange visit with international counterparts to assess best technical practices.

1.2.5.3: Diagnostic of each ministry/institutions to assess technical capacity and gaps.

1.2.5.4: Draft of recommendations to address identified gaps in terms of human resource knowledge and skills; hardware; and

institutional inefficiencies.