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CARE Ethiopia Annual Results Report FY09 Submitted November 06, 2009, TA#: FFP-A-008-00049

USAID Office of Food for Peace Multi-Year Assistance Programs/Development Activity Programs

CARE/ETHIOPIA Award Number: FFP-A-00-08-00049 Piloting Productive Safety Net Program in Pas Annual Results Report Fiscal Year 2009 (October 01, 2008 - September 30, 2009) Submission Date: November 06, 2009

CARE HQ Contact Name

Rigoberto Giron Director Emergency and Humanitarian Assistance Kumkum Kashiparekh, Grants Manager/ Food Security

CARE Country Office ContactName

CARE HQ Contact Address

151 Ellis Street NE Atlanta, GA 30303-2440, USA CARE Country Office Address

CARE HQ Contact Tel.

1-404-681-2552/ 404-979-9155 CARE Country Office Contact

CARE HQ Contact Fax

1-404-589-2604 CARE Country Office Fax

CARE HQ Contact Email

[email protected]@care.org CARE Country Office Contact

Email

toral Areas

Garth Vant Hul, Program Director Bena Musembi, Chief of Party

Box 4710 Addis Abeba Ethiopia

Tel. 251-11-618-3294 251-11-618-3295

[email protected]@care.org.et

mailto:[email protected]

mailto:[email protected]


Table of Content

Page # 1. Introduction: Annual Food Aid Program Results 1-12 2. Success Stories 12-14 3. Lessons Learned 14-17

Attachments:

a. Indicator Performance Tracking Table b. Detailed Implementation Plan c. Standardized Annual Performance Questionnaire d. Tracking Table for Beneficiaries and Resources e. Expenditure Report f. Monetization Tables H. Supplemental Materials I. Completeness Checklist

Tables Table 1: Number of PW beneficiaries and Amount of Commodities Provided (planned and reached)

2

Table 2: Number of Transitory insecure beneficiaries and amount of commodities (planned and received)

3

Table 3: Number of Direct Support beneficiaries and Amount of Commodities (planned and reached)

9

Table 4: Monetization Analysis 12


LIST OF ACRONYMS BCR Benefit-Cost Ratio CAMC Community Assets Management Committee CBA Cost-Benefit Analysis CVBT Community Values-based Targeting DAs Development Agents DAP Development Activity Programs DS Direct Support ESMF Environmental Social Management Framework ETB Ethiopian Birr FGC Female Genital Cutting FSCD Food Security Coordination Directorate FFP Food for Peace FFW Food for Work FY Fiscal Year GO Government Ha Hectares HHs Households IEE Initial Environmental Examination IWRM Integrated Water Resource Management MT Metric Tones MYAP Multi-Year Assistance Programs NGO None Governmental Organization PIM Program Implementation Manual PLI-I Pastoralists Livelihood Initiatives- Phase I PCDP-II Pastoral Community Development Project- Phase II PSNP Productive Safety Net Program PSNP PAP Productive Safety Net Program Pastoral Area Pilot PW Public Work(s) SSD Local NGO called Support for Sustainable Development RRT Rapid Risk Team USAID United States Agency for International Development WFSTF Woreda Food Security Taskforce

1. Introduction: Annual Food Aid Program Results In fiscal year (FY) 09, Piloting Productive Safety Net Program in Pastoral Areas (PSNP-PAP) contributed to the improved food security status of targeted beneficiaries and shared lessons learnt to facilitate the scale-up of PSNP in pastoral areas. A key achievement was the tripling of the enclosed rangeland area’s production, which was critical in protecting and enhancing livestock – the most valuable pastoral community household asset. Another key achievement is that the 95 km of roads constructed/rehabilitated have improved access to social services, markets and water resources. This is exemplified by the 24 km ‘‘Halbi” road constructed to connect four inaccessible rural kebeles with the woreda center, and the “Halbi” community with the Awash River and irrigable land. Before the road was constructed, visitors traveled for about 90 km through Dalifage, the neighboring woreda, in order to access the four kebeles. The “Halbi” road has reduced the distance from 90 to 33 km. Thus, the public works (PW) interventions are providing considerable contribution to community asset creation and household asset-protection for the chronically food insecure beneficiaries. It is noteworthy that during the reporting period, PSNP-PAP faced the following key challenges that undermined the achievement of some targets: a. Reduction of beneficiary figures by the regional government from 24,888 to 14,168

during the 1st year of implementation. This slowed the implementation process by almost a quarter, due to the prolonged negotiations between CARE, community leaders, the Woreda, Zonal and Regional government officials. Though the Woreda officials have been very supportive, our implementing staffs continue to face challenges with the communities, who have not fully accepted the Regional government’s rational. For instance, mobilization for PW activities take longer than normal due to the lengthened planning processes with communities, who feel shortchanged. We are addressing this by extending our planning schedule and increasing the Kebele /Woreda officals support.

b. Conflict between the Afar and Oromo, which further delayed the transfers for about

2 months. We are mitigating conflict by working with both communities to identify commonly valued assets, which they will build with PW resources. This strategy was shared by the new USAID Director, when he visited our project areas this year.

c. Shifting our beneficiary’s mind-frame from relief to development.

The section below outlines PSNP-PAP’s achievements in FY09:

CARE Ethiopia Annual Results Report FY09 1 Submitted November 06, 2009, TA#: FFP-A-00-08-00049

Strategic Objective1 (SO) 1: To enhance the viability of pasturelands and water resources through community-based public works (PW). Almost a quarter (24%) of PSNP-PAP beneficiaries are accessing community assets created or rehabilitated through PW activities, representing 81% achievement of the FY09 target. The target was unmet due to the slow project startup in year one that delayed the implementation of the planned water and road public works activities. The community planning and sensitization process took longer than anticipated, as the targeted beneficiaries were accustomed to free food distributions – securing their buy-in for the public works has been a gradual process. These challenges were addressed through frequent sensitization meetings with beneficiaries, clan leaders and kebele/woreda officials along with cross visits to successful PW sites. Intermediate Result 1.1: 1,153 MT of Title II food will be distributed to 11,334 beneficiaries in the woreda through food for work (FFW) activities in support of developing productive infrastructure and sustaining livelihoods.

Activity: Provide food to food insecure households for PW activities Activity Result 1: Chronically food insecure beneficiaries receive food through PW

Dewe Woreda did not participate in the cash/food mix initiative. A total of 11,212 public works beneficiaries received 1,520.35 commodities (see table 1 below for details). The number of beneficiaries that received commodities is lower than planned because the targeting process identified more direct support beneficiaries as shown by table 3. Table 1: Number of PW beneficiaries and Amount of Commodities Provided (Planned and Reached)

# of Beneficiaries Amount of FFW Commodities in MT

Woreda

Total Planned

Male Planned

FemalePlanned

Total Achieved

Male Achieved

Female Achieved

Planned Achieved

Dewe 12,502 9,377 3,125 11,212 5,942 5,270 1,907.25 1,520.35 Total 12,502 9,377 3,125 11,212 5,942 5,270 1,907.25 1,520.35

CARE Ethiopia Annual Results Report FY09 2

1 The description of this and the other objectives of the project and their respective intermediate results are based on their actual descriptions submitted in the most recent pipeline and resource estimate proposal (PREP FY09) submission. However, their proposed changes, as submitted in PREP FY2010, are indicated in the attached IPTT.

Submitted November 06, 2009, TA#: FFP-A-00-08-00049

A total of 2,120 transitory insecure beneficiaries received 287.54MT of commodities (see details in table 2 below). The planned number of beneficiaries is higher than the achieved because we did not use the entire contingency resource.

Table 2: Number of Transitory insecure beneficiaries and amount of commodities (planned and received)

# of Beneficiaries Amount of DS Commodities in MT

Woreda

Total Planned

Male Planned

FemalePlanned

Total Achieved

Male Achieved

Female Achieved

Planned Achieved

Dewe 2,969 742 2,227 2,1202 1,124 996 452.92 287.54 Total 2,969 742 2,227 2120 1,124 996 452.92 287.54

Carryover: We have an estimated carryover of 1,240MT (wheat 1,086MT; yellow split peas107MT and oil 47 MT) of commodities, that we plan to use in FY10, as indicated in our August 6, 2009, PREP submission. The carryover is a consequence of the reduction in beneficiary numbers.

I. Activity: Explore and refine potential PW activities Activity Result 1: Appropriate PW activities identified The project identified appropriate PW activities by conducting natural resources and socio-economic analysis with targeted communities. The identified PW activities included rangeland rehabilitation, water point development for human and livestock, road construction and maintenance, and construction and rehabilitation of other community assets such as schools, public latrines and garbage disposal facilities. A rapid assessment3 conducted by project staff indicates that 75% of the PW activities conform to community-based implementation guidelines, which is 25% below the set target. The target was unmet due to the challenge outlined below. Challenges and solutions: The limited technical capacity (i.e. environmental assessment, design and oversight of construction works) at the CARE project, woreda and community levels was a major challenge. It undermined the implementation of the Environmental Social Management Framework (ESMF) and planning with technical specifications/quality designs, especially for PW such as water structures and roads. This challenge was addressed by hiring an engineer on temporary basis and seeking technical support from the CARE country office Water Advisor. The latter visited the project sites to identify, assess and design appropriate structures. Moreover, in coordination with the regional safety net coordination unit and Save the Children UK, CARE trained four staff (all males) (from the woreda and project) on the ESMF, and

2 The beneficiaries and commodity figures that are achieved were the 5% contingency resource used by the woreda up on its WFSTF decisions in order to solve exclusion appeal cases occurred in the FY.

CARE Ethiopia Annual Results Report FY09 33 Conducted in September and interviewed 250 respondents


PW. The trained support further developed the capacities of the government Development Agents and community representatives.

II. Activity: Enclose and manage rangeland based on community-based knowledge and system. Activity Result 1: Hectares of pastureland enclosed and managed The project enclosed 71 Ha of pastureland in nine kebeles, which is 99% achievement of the FY09 set target of 72ha. The target was unmet because of land tenure conflict, poor rainfall, and the challenge experienced in shifting communities’ mind-frame from relief to rehabilitation. For instance, all participants dropped out from the area closure activity in Kehartu-Tutlee. Challenges and solutions: It was observed that livestock encroachments were constantly occurring in some enclosed areas, which discouraged some participants. Moreover, our assumption during the

proposal development that there would some conflict for the resources held true. There were a few land ownership conflicts in one community called Fereskore. While it was impossible to completely avoid these problems, we learnt that completing the proper ground work (e.g. addressing land tenure issues and instituting systems to hold community leaders accountable) before starting area closures was an effective mitigation strategy. The poor short rainy season, “Sugum,” limited pasture rehabilitation. We learned that enclosing areas with thinning of noxious woody plants (undesirable encroachers and invasive plant species) during the dry season, results in the regeneration of the desirable pasture and forage species when it rains. Based on our rapid assessment with the targeted community, invasive species such as Parthinum and Acacia melifera, called locally “Merkato” are predominately invading the rangeland. The thinning of these invasive species and enclosing the areas for two to three rainy seasons have resulted in considerable rehabilitation of grass species and useful fodder trees4. The efficacy this strategy was validated by the Durfuta, Eisesu and Kuruf communities, who, with a one year enclosure, witnessed the restoration of grass species which had

Figure 1 Dereje Nigussie, PSNP PAP Manger, CARE Ethiopia, Fatuma Ali using the rehabilitated grass through cut and carry system, in Wahelow village, on October 17, 2009.

4 Without area closure, these communal grazing areas are typically yielding around 1 ton/ha/annum of (dry material) forage. After closure and livestock exclusion, a closed area has a potential to produce some 4 tons/ha/annum4 of forage (or 3 tons/ha/annum in very dry areas like Dewe).



long disappeared. Women, who are responsible for feeding and milking the livestock use the grass through cut and carry system for this purpose. Based on our lessons learned, we have addressed the challenges by:

• Facilitating grass root-level public discussions to reinstate the traditional range management systems (i.e. traditional institutions, relevant community-based knowledge and practices) and identify potential areas for rehabilitation; • Utilizing the community pre-set selection criteria for selecting potential area. • Enhancing beneficiary capacities in effective rangeland management systems such as cut-carry system and effective ways of enforcing the community rules in the enclosure group’s by-laws. • Combine soil and water conservation techniques with area enclosures in order to maximize the productivity of the enclosures; • Mitigating land tenure conflicts by keeping the sizes of enclosures small; and • Fostering community led discussions to share concerns and facilitate mutual decision making.

III. Activity: Technology/knowledge transfer in rangeland management Activity Result 1: Farmers trained in community-based rangeland management systems. This year we surpassed our rangeland training target of 120 beneficiaries by 14%, training 137 individuals (Male 130; Female 7) in improved community-based pastureland management techniques. Our over achievement is attributable to timely community mobilization and effective partnering with experienced rangeland experts available at the woreda sector department and regional agricultural research institution. Our coordination with the “Were” agricultural research institution helped us to establish a sound pastureland management plan. Key elements of the plan include: i) the prevention and control of invasive plants; and ii) transfer of relevant rangeland improvement techniques such as thinning along with soil and water conservation measures. Challenges and Solutions: There were few challenges in reaching our rangeland training targets, as the targeted people were always eager to participate in the trainings. However, there were challenges with the adoption of some of the promoted improved rangeland reclamation techniques such as soil and water conservation measures (e.g. use of soil and stone bunds) and labor intensive techniques such as use of compost manure, collecting indigenous grass seeds and over seeding along with covering bare soils. We addressed this challenge by conducting cross-visits by community members to successful area closures, where they saw the desired impact and shared experiences with their neighbors.


IV. Activity: Water point development for human and livestock consumption

Activity Result 1: Water points rehabilitated for potable water. The project rehabilitated 5 shallow wells (“Ellas”), achieving 63% of the FY09 set target of 8 water points. The target is unmet due to the limited technical capacity noted earlier and frequent community disagreements on the proposed designs and standards of the water structure. .

Challenges and solutions: The major challenge was the communities’ unwillingness to cover the traditional “Ellas” a key human, livestock and environmental safety standard recommended by the ESMF (i.e. for preventing contamination and entrance of surface run-offs through construction of reinforced concrete & steel manhole entrance cover structures.) In all “Ella” rehabilitation sites, the communities had a strong preference for leaving open or uncovering the Ella’s entrance contrary to the quality standards.

Discussions with our beneficiaries indicated that on the need to frequently deepen the wells as theof climate change. The other reason is to allow ato fetch huge volumes of water for watering large

Based on the community feedback the project instance, by maintaining the Ella masonry protectand width to prevent pick run-off. Moreover, in ewere established and provided with training on tincluding required management skills, and propeand practices. In the upcoming FY, the project wsensitization and promotion of the protection struconcrete and steel manhole entrance cover struacceptance. As an alternative option, pulley systfrom the protected wells up on community choices

Activity Result 2: Water points constructed for lThe project constructed 3 troughs for livestock wset target of 8 troughs. The target was not meprocess of reaching consensus with targeted codesign of the troughs. The project promoted standat least fifty meters from the water source or shallESMF and PSNP Project Implementation Manua

CARE Ethiopia Annual Results Report FY09 Submitted November 06, 2009, TA#: FFP-A-00-08-0004

Picture 3 Dereje Nigussie, rehabilitated shallow wells(“Ella”) at “Adalie-Wederage” kebele, taken on October 17 2009

communities’ preferences are based water table drops due to the effects dequate room for the skilled people camel herds.

adjusted the proposed designs. For ion structure by increasing its height ach Ella site, WATSAN committees he standard water structural design, r hygiene and sanitation behaviors ill continue working on community ctures, i.e. Construct the reinforced cture, up on their full community em will be also tried to fetch water .

ivestock. atering, under achieving the FY09 t due to the difficulty and lengthy mmunities about the location and ards such as constructing the points

ow well sites, in accordance with the l (PIM). Almost all of the shallow

69

wells, identified by the communities for rehabilitation, are located inside river beds, which is environmentally unsafe. Challenges and solutions: The project is overcoming these challenges by: 1) holding meetings with community leaders and members to make them aware of the negative impacts of constructing the livestock watering points near the water sources and within the river beds. This has been a lengthy process as community members do not fully grasp the implications. 2) During the community discussions, the project staff also worked with them to identify viable alternative designs and location options. For instance, with the support of the CARE Water Advisor, a design with water conveyance structures from the wells to the troughs was proposed and accepted by the community members. Additionally, the women recommended the construction of separate animal troughs for the small and large animals. This design was adopted by the project and it was effective in preventing the spread of disease amongst the various livestock as well as effectively watering each type of animal, based on the amount of water required.

V. Activity: Integrated Water Resource Management (IWRM) training: Activity Result 1: Individuals trained on integrated water resource management. The project trained 48 people (Male 44, Female 4) on IWRM, achieving 80% of the FY09 set target. The target was unmet due to absenteeism of some of the WATSAN committee members during the training. The training aimed to systematize the allocation and monitoring of water resource management in the context of social, economic and environmental objectives. The project plans to conduct training in FY10 and will include some of the clan leaders to ensure a good turnout.

VI. Activity: Construct/rehabilitate rural access roads Activity Result 1: Roads constructed. The project constructed 70 Km of rural roads, achieving 81% of the FY09 set target (87 Km). A significant factor for this under achievement was the reduction of the woreda beneficiary figures at project inception by the Regional government. The discussions with CARE, Woreda, Zonal and Region took considerable time and contributed to delays in transferring FFW rations, which discouraged some of the targeted communities and led to a drop in public works participation. Inadequate community commitment and their limited manual work experience in PW activities was the other factor – demonstrated by the low community participation in three to four targeted kebeles (i.e. Dewe Bora, Kelalow, Kehartu/Tutlee, and Eyalady/Gendewary). This challenge has not been fully resolved, because some communities still feel shortchanged by the decision to reduce the overall beneficiary number. Project staffs have adjusted their implementation approach to include extensive sensitization processes along with empowering stakeholders to identify their priority PW activities – in an effort to increase their ownership.


Activity Result 2: Roads rehabilitated. The project rehabilitated 25 Km of rural roads, achieving 83% of the FY09 set target. The factors for this underachievement are similar to those outlined above under road construction. Challenges and solutions: Additional challenges associated with road construction/rehabilitation were the inadequate adherence to minimum PIM standards. The problem partly stems from the absence of a pastoral-specific PW guideline that establishes technical specifications and standards. The FSCD with the donors have planned to develop this particular guideline. This will be finalized in January 2010. CARE will adopt all of the requirements and recommendations set forth in the guideline and will apply them to its road and other PW activities.

VII. Activity: Schools maintenance Activity Result 1: Schools rehabilitated. The project rehabilitated 5 schools (to date over 70% of the rehabilitation works finalized), achieving the FY09 set target of 5 schools. This target was unmet due to the community members’ lack of previous experience in undertaking public works and their inadequate commitment, which delayed the collection of local materials (i.e. soils, stones and water). The community’s seasonal migration also contributed to this challenge. . Solutions: These challenges were addressed by increasing the level of supervision at the public works sites as well as utilizing the clan structure (e.g. including Dala – whose authority is respected by community members in the supervision teams). This was coupled with frequent sensitization efforts with the woreda partners and influential community leaders about the need of participating in PW activities.

VIII. Activity: Construct public latrines Activity Result 1: Public latrines constructed. The project constructed 4 public latrines (50% of the construction works finalized), achieving the FY09 set target of 4 public latrines. The underachievement factors, challenges and solutions are those indicated in the previous section on school rehabilitation

IX. Activity: Establish community asset management committees

Activity Result 1: Functional Asset management committees established. This year, we achieved 60% of our target to establish 50 community asset management committees (CAMC), by establishing 30; one for each area closure site, each water development site and for each road project site. Challenges and Solutions: In the haste to achieve PW targets, some public work activities have been started without first having strong community asset management committees. This created problems, from poor site leadership to inadequate


participation. It was found that taking the time to properly form these committees before embarking on PW activities helped to create a stronger community leadership and participation, as well as to resolve any internal interest and/or conflicts arising. In the upcoming fiscal year, the project will focus on awareness creation and development of by-laws for these groups. Strategic Objective (SO) 2: To protect the assets of resource poor households. Our rapid assessment results indicated that 40% of households (101 households out of 250 sample size) sold productive assets to close food gaps during chronic food insecurity periods, achieving our set target of 40% for FY09. This achievement is attributable to our timely food transfers to chronic food insecure households. The joint assessment made by the Regional Safety Net Coordination Unit and CARE in September 2009, revealed that a timely food transfer would save 2 shoats on average/beneficiary household/ transfer month. The assessment also established that 20% of beneficiaries were practicing at least 2 improved health, nutrition or hygiene behaviors, achieving 80% of our FY09 set target. The target was unmet due to the limited adoption of the promoted healthy behaviors such as environmental hygiene. However, there was a better uptake of personal and water hygiene behaviors such as washing children once a day, and using water filter and/or guard to treat water. Intermediate Result 2.1: Direct Food Transfers. 288 MT of food transferred to 2,834 (women and men) through direct support to prevent further livelihoods slide back.

Activity: Provide food assistance through direct support to food insecure households Activity Result 1: Chronically food insecure households received food through Direct

Support A total of 4,677 direct support beneficiaries received 634.2MT of commodities (see details in table 2 below). As noted earlier the DS beneficiaries were higher than anticipated, after the actual targeting process.

Table 3 Number of beneficiaries receiving direct support and Amount of Commodities Provided

# of Beneficiaries Amount of DS Commodities in MT

Woreda

Total Planned

Male Planned

FemalePlanned

Total Achieved

Male Achieved

Female Achieved

Planned Achieved

Dewe 3,126 782 2,344 4,677 2,479 2,198 476.87 634.20 Total 3,126 782 2,344 4,677 2,479 2,198 476.87 634.20


Challenges and Solutions: There were delays in five out of the eight transfers provided during the FY09. Moreover, the September transfer was not paid because the project team agreed with the Woreda officials not to, following an assessment of the situation, that indicated that the beneficiaries would fair better. However, the erratic rainfall changed the bright prospect and the Woreda officials requested for the food aid. This matter was discussed with the USAID Ethiopia Mission ALT team and a request made to the FFP PSNP CTO for an additional 294 MT to facilitate two months transfer. We are still in discussion with FFP about this request. In addition, key and influential officials and traditional leaders of the woreda included in the retargeting activities to inform and explain the communities the reasons for the reduction of the beneficiary numbers. We plan also to work with some of our warring communities to develop commonly used community assets through public works activities as a way to enhance the existing conflict mitigation measures. During the new USAID Director’s visit to our PLI I project in Awash, he recommended this as a potential conflict resolution measure. The other factor that created transfer delays was the limited storage facilities in the woreda. The project was approved to construct four satellite warehouses with corrugated iron sheet, which we have completed and are in use. In the upcoming FY, the need for more storage facilities and distribution points will be also strengthened by linking with the road public works projects – to provide access to the distribution points. Activity: Targeted communities trained on improved health, nutrition and hygiene: Activity Result 1: Women trained on improved health, nutrition and hygiene One hundred women, direct support beneficiaries, were trained on improved health (focusing on malaria and HIV/AIDS), nutrition and hygiene behaviors, achieving the FY09 set target of training 100 women. Activity Result 2: Community members reached by the trained women with improved health, nutrition and hygiene messages The trained cadre of core health, nutrition and hygiene trainers have then trained 4,590 other members of the communities in their respective villages and at food distribution points, surpassing the FY09 set targets of reaching 2,550 community members. The above targets were met due to the effective community mobilization and sensitization efforts by the project staff, selection of appropriate candidates - who expressed interest and commitment.


Challenges and solutions: The initial trainings were not well timed to the migration patterns of the community and were a bit advanced to the participants, who expressed difficulty in understanding the topics. This further contributed to the slow adoption of some of the promoted healthy behaviors. During the first round, only 40 women were trained on multiple lessons and/or topics at a time. Based on these lessons, the Community Facilitators have worked with the Development Agents and a few of the


trained women to simplify the training e.g. focusing on a few messages. Additionally, subsequent trainings targeted higher number of women trainers who have then able to cover more areas, with fewer but frequent health, nutrition and hygiene messages.

Activity: Linking PSNP beneficiary with other services: Activity result 1: CARE linked 37% of the PSNP beneficiaries (1,850 women) with CARE Afar Women and Girls project in Dewe in order to enhance their complementarities and maximize their impacts, achieving 62% of our target. Challenges and solution: The target was unmet, due to inadequate coordination at the woreda and grass-root levels, which resulted in insufficient linkages of the project beneficiaries with the local government and other NGOs’ programs. CARE will work more closely with the regional and local governments, PSDP-II, SSD, other NGOs and local communities.

Strategic Objective (SO) 3: To generate promising practices and effective approaches and relevant strategies to implement the safety net program in pastoral areas.

Intermediate Result 3.1: Community approved safety nets interventions identified and lessons documented

Through the WFSTF meetings and lessons learning sessions, the project developed the pilot research questions with the following thematic areas: targeting system, transfer mechanisms, PW, other support and food security programs, customary institutions roles, traditional safety nets and risk management strategies, and partnership. The various meetings, trainings, workshops and other activities of the project implemented at the community level were instrumental in generating evidence-based lessons. In May 2009 we conducted an in-house study in order to identify and summarize lessons learnt from the project’s first year implementation. To date, we have 9 evidence-based lessons learnt and used by the project to improve its performance and 6 shared with other PSNP partners for scale-up. Section 3 below on “Lessons Learned” outlines our results for this objective. Additional Challenges Faced During Implementation:

• Vehicle: the project was relying on only one vehicle to cover the 10 kebeles as well as undertake frequent trips to the Awash field office. This challenge was recently addressed with the approval from FFP for the transfer of one vehicle from the closed Monetization Management Unit. We have learnt that the Dewe terrain requires strong and durable vehicles.


• Value Added Tax (VAT) experience: delayed approval of exemption vouchers by USAID. It was normal for the price to change, and for us to obtain a number of quotes and submit more than one voucher for the same item, while awaiting the approval. This delayed the implementation of project activities. Sometimes, the purchase price changed or the item went out of stock, before obtaining the approval. We welcome the new system, it expedites the procurement process. • Inadequate staffing: The number of Community Facilitators is insufficient to effectively oversee project activities at the Kebele level, especially in overseeing public works construction. Additionally, we have faced challenges in obtaining adequate technical support from the Regional Government, as initially planned and require a Public Works Technical Supervisor to consistently oversee the activities and maintain standards. • Transport: The inaccessibility of most of Dewe’s 10 Kebeles contributes to late commodity and other input deliveries by transporters, this is especially difficult during the rainy season. In Addis and Awash, the transporters submit their payment requests late, contributing to inefficient budget management. • Monetization: Below is a table outlining the breakdown of our monetization funding, which we were unable to explain in the spreadsheet.

Table 4: Monetization Analysis

Description MTZ funds $US

1 Approved MTZ Budget for the LOA in the Award Agreement 648,668 2 MTZ Budget Requested and approved for the first year (1 May

2008 – 30 April 2009) -12 months 397,862

3 MTZ Budget Requested and not approved for the second year (1 May 2009 – 31 October 2009)-6 months

Shafted to 202e & ITSH (250,805)

4 Actual MTZ Proceeds Expensed up to 31 October 2008 (It was reported in the previous year FY08 ARR)

44,747

5 Actual MTZ Proceeds Expensed in FY09 (1 November 2008 to 30 September 2009)

207,982

6 Total Actual MTZ Proceeds Expensed from 1st May 2008 to 30 September 2009 (row #4+ row #5)

252,729

7 Actual MTZ Proceeds received 534,384 8 Closing balance of MTZ Fund (row #7 – row # 6) 281,6545


5 Monetization proceeds were managed in a local non-interest bearing account. Hence, was subject to exchange rate fluctuations. We plan to utilize the $281,654 within the LOA – though it is likely to change due to the exchange rate fluctuations.


2. Success Stories:

2.1 Access opportunity for the inaccessible Communities: The 10 Dewe communities are widely scattered, with four pastoral kebeles settled along the Awash River basin, four agro-pastoral kebeles established around the Dewe River, and the remaining two pastoral kebeles do not have access to perennial rivers. All the six pastoral kebeles are pure pastoralists living in very remote settings. Due to their inaccessibility, they are highly marginalized from the Government, Private and NGOs development endeavors. Primary and secondary road construction projects (inter- and intra-kebele levels) were identified as a number one development priority in all these pastoral communities.

Figure 4 Dereje Nigussie, PAP Manger, constructed “Halbi” road, in Halbe-Sunkorker Kebele, taken on October 17, 2009.

In line with this, the 25 Km ‘Halbi” road constructed in the FY09 connected the four inaccessible rural kebeles, settled along the Awash River basin, with the woreda center, and the “Halbi” communities with the Awash River and irrigable sites. Before the road was constructed, community members traveled 93 km through another neighboring woreda called Dalifage in order to access those four kebeles. But the “Halbi” road has reduced the distance to a maximum of 33 km. From its inception to date, the “Halbi” communities have fully participated in the public works. A clan leader Ali Mohammed, 65, said that “it is the rebirth for my community seeing vehicles in our vicinities. Now we can claim government for our development rights. Yes, our children can get vaccination; we can get treatment and drugs for our livestock. In near future, no more need of going to “Wederage”, the woreda center town, for food, I am very lucky to see this in my age, it shows up bright future for this generation. I would like to forward my deepest gratitude and thanks for the CARE safety net project and to my ever committed community members who made our dream a reality. It is only 7 Km that remain to the Awash River. I hope my strong sons will finalize it tomorrow”. Mr. Ibrahim Kassim Dewe woreda Chief Administrator explained that “The road project has great benefit for Dewe woreda. From then onwards, we have no reason to cite for failing of delivering services in remote kebeles, which we ignored in the past due to inaccessibility.”


2.2 Improved hygiene and sanitation behaviors promoted: Until the project start up, the only type of toilet facility in the impact woreda was the bush, even in the woreda town, “Woderage”. There was no also practice of using improved garbage disposal mechanisms. Dirty garbage was disposed in open spaces near the homesteads without any protection of the society from different types of diseases. This contributed to disease outbreaks such as diarrhea, upper respiratory tract infections and cough - especially during the rainy season. During the participatory planning process for the identification of the community felt PW needs, the Wederage dwellers in one voice, prioritized Public VIP larine construction. Accordingly, the project constructed four public pit latrines and four garbage pits in the woreda town.

Figure 5 Dereje Nigussie, PSNP PAP Manger, CARE Ethiopia, public latrine constructed in “Wederage” town of Dewe Woreda.

Coupled with this, in FY09, the project established a cadre of 100 improved health, nutrition and hygiene trainers, who have trained 4,590 members of their communities.

“Zahar Omer, aged 32, disclosed that the hygiene and sanitation trainings were very important especially for people like us who do not have such knowledge and understanding before. But now, after receive trainings from CARE on improved personal sanitation such as proper hand washing and child care, proper water use and storage, environmental cleanliness, and malaria and HIV/AIDS diseases prevention; I am helping my families and communities by these very important messages. After dividing the villages of my kebele among me and the other trained women, I have got my village and the next village “Keda bura” to disseminate the lessons I have trained on. Up to now, I have been disseminating the information for a total of 100 women of the two villages and moreover also passed the messages at schools, distribution centers and during coffee ceremonies of “Jumuha” (Friday praying gathering). If I considered all these dissemination sessions, I can say that I have managed to pass the information for more than 250 people”.

Figure 6 Dereje N. PAP Manager, Zahar Omer, with her sons, a cadre of Improved Health, Nutrition and Hygiene behaviors in “Wahelu-Gedelea” Kebele, Oct. 15, 2009


3. Lessons Learnt: Some of the lessons learnt from the pilot to date are indicated below and have been utilized by PSNP-PAP and other PSNP projects to improve performance:

3.1. Public Work (PW)

3.1.1. PW Planning and Types:

In PW planning stage, the project tried to identify which PW activities were most suitable for pastoral context. The project learnt that the needs slightly differ between pastoral and agro-pastoral communities. While pastoral communities favoured PW related to rangeland rehabilitation, agro-pastoral communities prioritized activities related to improved agricultural productivity. In peri-urban area, environmental sanitation measures such as disposal pits and public latrines were prioritized. Road construction/maintenance and water access were prioritized by all communities.

Thus, the types of public works selected by a community depend both on livelihood systems, location and the PW planning should use a livelihood zone approach rather than kebele-based approach. Based on this lesson, the project will further pilot and adopt a livelihood based planning and implementation modality, which will enhance impact and sustainability.

3.1.2. Public Works Schedules: As the PIM clearly states, PW timing was suggested to be maximized during the rain seasons (which are March-April, and July-September in Dewe) and limited during the dry seasons. However, the project has learnt that there are certain types of public works such as pastures and water development activities that have to be done before the rainy seasons. Thus, matching the seasonality of PW with the type of work and the availability of labour would be a solution. To maintain the same overall amount of PW participation, it would be appropriate to increase the monthly PW participation requirements in sedentary months (rain seasons) and limit the PW participations during migration months (dry seasons).

3.1.3. Public Works Quality: In spite of considerable progress in the community participation in public works, there have been major concerns regarding the technical quality of the work especially the rural roads, livestock and portable water projects. This has originated from limited participation of relevant government departments at all levels, small capital budget and/or absences of integrated resource allocation, limited adherence to ESMF, and considerable gaps in PW monitoring, technical backstopping and oversights from all concerned stakeholders. We have learnt that different geographical zones required tailored implementation standards.


3.1.4. Public Works Maintenance and Management Traditional institutions exist in pastoral communities to manage the water and rangeland resources of a community. The maintenance and management of these PWs could be delegated to the respective customary management institutions; however in some cases new “owners” groups must be established (for example, for water and road projects). The pilot has organized 30 Community Asset Management Committees (CAMC) for these types of PWs as integral part of the planning process in order to put in place the maintenance and management responsibilities after their completion. In the upcoming fiscal year, the project will focus on awareness creation and development of by-laws for these groups’ use rights and future management and assistance responsibilities.

3.2. Gender and HIV/AIDS Mainstreaming

Overtime, the participation of both males and females in PWs has improved. However, the project took the following measures to promote women’s participation, taking into consideration their social responsibilities: A reduction in the daily participation requirement (from five to three hours a day) for women and flexibility in time of day they are able to contribute to PW activities

3.3. Transfer and Targeting Mechanisms

3.3.1. Transfer Type: Most of the government and community participants of the pilot study expressed a preference for food transfers over cash (72% of the interviewed HHs prefer food over cash). The reasons for this preference are: very limited access to food markets, potential mismanagement of cash payments, high and unpredictable food price inflation and limited and/or non-existent crop production within the woreda. However, the effect of food based PSNP transfers on household asset protection especially during disaster has to be further studied in the up-coming years in order to see its appropriateness in the pastoral context.

3.3.2. Transfer Modality: Both bimonthly and monthly transfer payment schedules were tested throughout the first year of the project. It was found that the general preference among communities was to receive transfers on a monthly rather than bimonthly basis. The reason for this preference was generally stated as a difficultly in household management and an easily run out of two months worth of resources.

3.3.3. Transfer Predictability and Timelines:

The ability of the project to provide timely transfers is a particular area of concern and improvement for the upcoming fiscal year. There were delays in 4 out of the 7 transfers provided during the first year of PSNP PAP. The causes for these delays were identified as a late start of the program in the beginning and reduction of the woreda beneficiary figure by the region at the end of the first year. Other factors that created delays were the limited food storage facilities and insecurity problem in the


woreda. CARE will strategize closely with Government counterparts in the next phase of the pilot to mitigate the occurrence of transfer delays and information gaps by ensuring full information on targeting, public works and transfers schedules, and transfer type and size. In addition, the need for more storage facilities and distribution points will be strengthened through establishment of these facilities and integration with the PW road projects.

3.3.4. Transfer Schedules:

From the lessons to date, there has been significant variability in the time of the hungry period and of the peak labor period indicated above. The interviews carried by this pilot demonstrated that the critical hungry period can extend to seven months usually from May up to July, most critical short dry season, and from November up to February, long dry season, every year depending on rainfall. The months of April and September are shoulder lean periods where hunger is likely during late start and/or lack of rain. Accordingly, the project has been provisioning its transfers during these hungry periods in order to keep the program primacy.

3.4. Targeting and Appeal System

Beneficiary targeted was one of the most important and perhaps the most challenging activities in the implementation process of this pilot. Both inclusion and exclusion errors have been encountered during the process due to lack of disaggregated wealth categorization and communal norms of the pastoral community. The project tested community value-based targeting (CVBT) method in six communities and the triangulation method in four communities. The combination of both methods and approaches was found more effective to ensure minimal inclusion errors. Spending pre-targeting learning phase about the local administrative structures, traditional social structures, wealth status and social differentiation was important to improve the accuracy of the methods. This would enable a degree of triangulation and ensure minimum inclusion errors. An increase of females and minorities in the role of targeting process is also a means to address exclusion errors and gender specific needs into the program. Regular targeting will continue to occur in the upcoming fiscal year with a combination of the two approaches in order to ensure minimal inclusion and exclusion errors. Moreover, in order to ensure the targeting accuracy, stakeholders’ verification exercises, a full roll-out of the program awareness, and household assets survey are planned in the upcoming year. In addition, appeal committees will receive more clear guidance on their roles and responsibilities; and will be strengthened in reviewing appeal cases .


4. Attachment a. Indicator Performance Tracking Table b. Detailed Implementation Plan Table c. Standardized Annual Performance Questionnaire d. Tracking Tables for Beneficiaries and Resources e. Expenditure Report f. Monetization Tables g. Supplemental Materials h. Completeness Checklist


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