P2
UK AID MATCH PROPOSAL FORM
SECTION 1: INFORMATION ABOUT THE APPLICANT
1.1
Lead organisation name
Scottish Catholic International Aid Fund (SCIAF)
1.2
Contact person
Name: Robert Angove
Position: Programme Manager
Email: [email protected]
Tel: 0141 354 5555
SECTION 2: BASIC INFORMATION ABOUT THE PROJECT
2.1
Project title
Enhancing resilience to climate change and increasing
income for pastoralist, agro-pastoralist and drop-out
pastoralist communities in three drought-prone districts
of Borana zone, Southern Ethiopia.
2.2
Country(ies) where project is to
be implemented
Ethiopia
2.3
Locality(ies)/region(s) within
country(ies)
Region: Oromiya Regional State
Zone: Borana
Districts: Moyale, Miyo, Dire (3)
Peasant Associations (PA villages): Gofa, Dambi,
Bokola, Mado, Bede, Gombisa, Dikicha, Chari Turua,
Mana Soda, Hodod Samero, Dida Jarsa (11)
2.4
Duration of grant request (in
months)
36 months
2.5
Project start date (month and
year)
01/10/2016
2.6
Total project budget? In GBP
sterling
£ 1,200,000
2.7
How much do you expect your
appeal to raise ? What
percentage is this of the total
project/programme budget ?
2.8
Please specify the % of project
funds to be spent in each
project country
i)
£1,200,000
ii)
100 %
Ethiopia 97%
SECTION 3: PROJECT DETAILS
3.1
ACRONYMS
For words which you would normally use acronyms for, please write these words in full the
first time you use them, followed by the acronym in brackets, and use the acronym after that.
Where you feel that it would be useful to provide an explanation of any acronym, please add
these here.
Agency for Cooperation and Research in Development (ACORD). Community Initiative Facilitation
and Assistance (CIFA). Concept Note (CN). Community-Managed Disaster Risk Reduction
(CMDRR). Savings and Credit Cooperative (SACCO). Households (HH). CAFOD, SCIAF, Trócaire
Working Together in Ethiopia (CST) on behalf of Scottish Catholic International Aid Fund (SCIAF).
Government of Ethiopia (GoE), providing the policy framework for the project such as Growth and
Transformation Plan (GTP) and Ethiopia’s Climate Resilient Green Economy (CRGE). The project
will upscale Index-Based Livestock Insurance (IBLI) in collaboration with the International Livestock
Research Institute (ILRI). Male-Headed Households (MHH) are responsible for the day-to-day
management of their households. They are limitedly migrating and mostly one community member is
sent out with all village cattle. Women-Led Households (WLH) include female-headed households
(widows and divorced women) with children and households with a male head but led by women
(e.g. women married to elder men who have become economically inactive, male migrated, male
with multiple wives) meaning women are responsible for the day-to-day household management.
3.2
PROJECT SUMMARY: maximum 5 lines - Please provide a brief project summary
including the overall change(s) that the initiative is intending to achieve and who will benefit.
Please be clear and concise and avoid the use of jargon (This should relate to the outcome
statement in the logframe).
The proposed project aims to enhance resilience to impacts of climate change of 25,800 poor female
& 23,000 male pastoralists, agro-pastoralists and drop-out pastoralists in 3 districts of Borana zone,
Southern Ethiopia. Changes will be achieved by protecting assets at community level through
community management systems & rehabilitating the natural resource base, and at household
level by increased and diversified incomes and access to livestock insurance against drought.
3.3
PROJECT RATIONALE (PROBLEM STATEMENT)
Describe the context for the proposed project, by considering the following questions. What
specific aspects of poverty is the project aiming to address? What are the causal factors
leading to poverty and/or disadvantage? (If applicable) what gaps in service delivery have
been identified and how has your proposal considered existing services or initiatives? Which
specific groups/people do you expect to benefit? Why and how were these groups chosen?
How does the proposal fit with national/regional development plans and with other efforts
(eg. of governments, donors, the private sector) to address the development challenges
which your proposal aims to address? How does it fit with activities of other development
actors? Why has the particular project location(s) been selected and at this particular time?
Context: Ethiopia ranks 173 of 187 on the Human Development Index (UNDP 2014). Vulnerability to
climate change is high, significantly affecting poverty and food security in rural areas. FEWSNET
climate change analysis shows 15-20% decline in rainfall, concluding that rapid population growth,
expansion of farming and pastoralism under a drier, warmer climate will dramatically increase
number of at-risk people (FEWSNET 2012). Ethiopia suffers some of the lowest gender equality
performance indicators in sub-Saharan Africa ranking 121 of 134 countries on the Global Gender
Gap report (UN Women 2010). Current population stands at 94.1m population of which 10% (9m)
are considered pastoralists (World Bank 2013, UNDP). In the project zone of Borana, 94% of the
population (1M) are rural pastoralists (CSA 2007).The 2013 CST Livelihoods Programme baseline
found that 75% of those sampled in the project zone experienced food shortages, only 14% had
access to potable water, the main income was livestock sale or Cash For Work (CFW) & the main
shock to livelihoods was drought. In the same study the main coping strategies to shocks were to
reduce food intake and migration. The 2014 final evaluation of the EU-funded Drought Recovery and
Resilience project had similar findings of 75% experiencing food shortages, with income mostly
derived from livestock sales and spent on purchasing food. Aspects of poverty. The project aims to
build resilience by protecting assets at a community and household level, to shocks such as climateinduced drought which impacts on food security, water supply and income generation of poor
pastoralists, agro-pastoralists and drop-out pastoralists in the project area. At community level the
project aims to protect assets through enhanced community systems of drought preparedness whilst
protecting and rehabilitating communal natural resources base such as rangelands & water supply,
to enable communities to plan for and withstand shocks thus reducing the likelihood of depleted
assets. At household level the project will protect pastoralist assets and livelihoods by supporting
diversification of income sources to increase incomes, increasing access to livestock insurance
against drought to protect existing assets and to promote HH-level water treatment, hygiene and
sanitation for health. Causal factors. Pastoralism as a means of livelihood is challenged by climate
change induced drought which contributes to natural resource degradation and has significantly
depleted HH assets (livestock) & eroded traditional pastoral livelihoods, leading to food insecurity,
poverty and resource conflict. Food insecurity hits women and children hardest as they seek water
and struggle to provide balanced diets for their families. Since the 1980s Ethiopia has experienced a
15% decline in rainfall & a 0.37oC rise in temp per decade leading to 10 major droughts between
1980 and 2010 impacting on food security and poverty levels (Trócaire 2014). The livestock
population in the region has been consistently depleted by drought, reporting a 60% loss in the most
recent drought in 2011.1 Given the frequency of the drought shocks which have increased from 5–10
year cycles to 3–5 year cycles and the severity of impact, HH assets in the form of livestock have not
been able to recover (Trócaire 2014). Overall livestock ownership which is central to pastoralist
livelihoods has steadily declined from 7.5 to 3 TLU per capita, not enough to support a household
(Holtland 2011).2 Livestock is not only a source of food (milk, blood, meat) but is also sold as a
coping strategy in times of shock. As a result of declining livestock ownership, HH opt for agropastoralist livelihoods mixing livestock with crop cultivation to avoid selling their livestock and
supplement their food sources and income. Others lose all their livestock and drop out of pastoralism
completely, relying on labour or petty trade to survive. As a result of depleted assets, resourcerelated conflict over rangelands and water resources has increased. A 2015 report on Borana by
CARE found that after drought, conflict over resources affected communities the most. Similarly a
2012 FAO report stated that conflict between different ethnic groups are a result of competition over
resources, cattle raids and boundaries. Another causal factor of poverty is access to basic
services. Despite recent progress, pastoral areas of Ethiopia have low levels of human
development indicators such as health, education, water, sanitation and income. Borana zone has a
higher than national average proportion of people living below the poverty line, varying from 37% to
60% and the literacy rate is only 39% (female 31%) (BoFED 2012).Water supply coverage in Borana
ranges from 16 to 64 % (avg 54%); similarly access to sanitation is very low, ranging from 20 to 38%
(avg 35%) and more than 60% of the population practises open defecation (GTMP, 2014).
Pastoralists are thus not only marginalised geographically, but also socially, economically and
politically. Specific groups. The project aims to support three main target groups, specifically
focusing on women within these groups: (1) pastoralists dependent on livestock, migrating
seasonally with a permanent base for the family unit through which support can be provided; (2)
agro-pastoralists dependent on livestock, crops and other sources of income; (3) drop-out
pastoralists with little or no livestock, dependent on alternative incomes. Pastoralism as a livelihood
has changed significantly over the years due to change in land ownership, depletion of livestock and
degradation of rangelands. Frequently more and more HH are setting up a permanent base where
women stay with children and men migrate with livestock. Additionally, polygamous relationships are
common in which one man could have multiple wives. Therefore the project will specifically focus on
women who are the primary leads in their HH, to engage them in CMDRR, rangeland and water
committees, WASH and income diversification programmes. The target groups were chosen due to
their poverty status, vulnerability to climate-induced drought and fragility of their existing livelihoods.
1https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/197474/Econ-Res-Ethiopia-
Country-Report.pdf (accessed 11/11/2015)
2
“The Role of Cooperatives, SACCOs and Traders in Value Chain Development in Borana Zone”, Gerrit
Holtland, January 2011. Evaluation conducted for CST
The project is aiming to diversify livelihoods in order to reduce dependency on degraded resources.
Gaps in service delivery. A significant element of the project focuses on Index-Based Livestock
Insurance, which enables beneficiaries to take out insurance premiums on their livestock. Presently
there are no other suppliers of this type of insurance and it is supported by ILRI and learnings from
similar interventions across the border in Kenya. The project will also focus on gaps in education,
specifically illiteracy, through provision of basic adult education in literacy and numeracy to members
of SACCOs by linking to local schools. National/regional/local development plans. Ethiopia sets
its vision to achieve middle income status by 2025 through the Growth and Transformation Plan
(GTP) and to protect the country against effects of climate change by developing a climate-resilient
green economy through the UNDP and DFID-supported Climate Resilient Green Economy (CRGE)
(UNDP 2011). The GTP and CRGE are interlinked. The project applies the principles of the GTP by
encouraging small-scale business to develop the local economy and markets. [Response to DFID
Feedback on CN: linking to CRGE]: The project aligns with the first pillar of CRGE “Improving crop
and livestock production practices for higher food security and farmer income while reducing
emissions” and will contribute to the prioritised initiative to “Manage rangeland to increase its carbon
content and improve the productivity of the land” through the activities of rangeland rehabilitations
(approx. 5002 Ha), CMDRR committees (11 villages) and water supply which will ultimately support
economic growth, increase pastoralists’ income and limit emissions . Similarly the project impact
aligns to the DFID Ethiopia Operational Plan (2011-2016) vision of “increasing resilience to changing
weather patterns and leveraging the financial and low-carbon growth opportunities presented by
climate change” and will contribute to DFID climate change programming and to the number of
people that are better able to cope with climate shocks. At a national level the proposed project
follows the pro-poor development agenda of the GoE by alignment with the Food Security
Programme (FSP) which includes the Productive Safety Net Programme (PSNP4) and Household
Asset Building Programmes (HABP) at local level and previously funded by DFID. The project impact
aligns with the PSNP4 programme goal “Resilience to shocks and livelihoods enhanced and food
security and nutrition improved for rural households vulnerable to food insecurity.” (GoE 2014)
Specifically this project will contribute to “Output 3: Sustainable community assets built up and
access to social services” enhanced through developing CMDRR committees and “Output 4: Clients’
livelihood opportunities facilitated through three pathways: crop and livestock, off-farm income
generation, and employment through credit provision” via SACCOs. Finally it fits with the ONE
WASH Programme by UNICEF and the GoE which promotes WASH in pastoral communities and
the Regional Pastoral Drought Resilience Programme (GoE 2011) by building natural resources and
CMDRR. Other development actors SCIAF and partners actively engage and collaborate with
development actors through the EU-initiated Borana cluster meetings in Addis Ababa while partners
engage in the Borana cluster meeting in Yabello. The cluster is led by GOAL and aims to ensure that
projects are not duplicated and all sectors are covered. Also in Borana SCIAF is working
complementarily to, and avoiding overlap with, the USAID-funded Pastoralist Areas Resilience
Improvement through Market Expansion (PRIME) 5-year project (2012-17) led by Mercy Corps. At
national level, SCIAF engages in the BINGO (British International NGOs network), HINGO
(Humanitarian International National NGOs network) and CCRDA (Consortium of Christian Relief
and Development Associations). These networks and clusters have been invaluable for coordination,
information sharing and influencing e.g. the Rangeland Improvement and Rehabilitation Field Guide
developed by CST and partners & published in Oct 2013 was shared with all development actors in
the area. Similarly, in preparation for this proposal, in Oct 2015 SCIAF actively mapped all
development actors in the area to ensure collaboration and coordination, visiting field offices in
Borana to introduce SCIAF as part of CST. Currently the project target area remains on the
UNOCHA 2015 district hotspot list as a priority 1 area (water shortage) demonstrating high levels of
vulnerability. In addition, the GoE’s social assistance programme (PSNP) is supporting increasing
numbers in this zone, with 1.4M benefiting (20% of the total people reached). The latest Human
Requirements Document (HRD) and El Niño Impact report estimated 8.2M emergency beneficiaries
for 2015/16 due to long-failed rains and El Niño in addition to those covered under the PSNP.
Additionally the current El Niño effect is also predicted to bring sudden, heavy flooding with 9,830
people at risk in Borana3. There is urgent need to help protect natural resources and diversify
income to enable them to withstand and recover from increasing shocks and stresses.
3.4
TARGET GROUP (DIRECT AND INDIRECT BENEFICIARIES)
Who will be the DIRECT beneficiaries of your project, where direct means those benefiting at
outcome level? Describe the direct beneficiary groups, and state how many people are
expected to benefit, differentiating between male and female beneficiaries where possible,
as well as other sub-groups. Also explain how you have calculated the beneficiary numbers.
DIRECT:
a) Description of groups:
Female and male pastoralists,
agro-pastoralists and drop-out
pastoralists.
b) Number of beneficiaries:
Total: 48,800 people (Female:
25,800; Male: 23,000 = 8,778
households: 4,795 WLH and
3,983 MHH).
Who will be the indirect (wider) beneficiaries of your project intervention and how many will
benefit? Please describe the type(s) of indirect beneficiaries and then provide a total
number.
INDIRECT:
a) Description
Staff from government and other
stakeholders
b) Number
Total: 120 (Female: 34; Male: 86) other
stakeholders
The project will work in 11 Peasant Associations (PA). PAs are the smallest units in the government
administrative system, which can be called villages. Everyone in the 11 villages in three districts
(Moyale, Miyo and Dire) will be the direct beneficiaries of the project. The methodology of the project
(see 3.7) will ensure inclusiveness of all wealth categories, gender and vulnerable people. At the end
of the project, all people will perceive an improvement of the community disaster management
structures and concrete activities will underpin the changes at community level. Interventions at
community level on natural resource management (rangeland and water) will enhance the access
and utilisation of these communal resources and contribute to higher productivity levels and
increased resilience. Direct beneficiaries at community level are linked to Outputs 1 & 2: (1) 11
villages (8,778HH: 3,732 pastoralists, 4,709 agro-pastoralists and 337 drop-out pastoralists; these
include 4,795 WLH and 3,983 MHH) benefit from CMDRR strategies and livestock health initiatives;
(2) 8,159HH & 11,000 livestock have access to safe protected water supply and rehabilitated
rangelands.12 water structures rehabilitated, 9 constructed. 5,002ha rangeland rehabilitated. Output
3 & 4 will enhance and protect assets at individual level. Selection of beneficiaries will be based on
poverty criteria developed by the community development committee, local government staff and the
project. Ultimate selection of the beneficiaries for (3) will be confirmed in mass meetings during
which community members can express any concerns on how criteria are interpreted. CST have
developed a methodology for complaint handling, CIFA and ACORD have been trained on this and
adapted it to their work and will ensure the mechanism is in place. (3) Increased incomes for
2,203HH (1,996 WLH 207 MHH) with 11,015 family members engaging in alternative Income
Generating Activities (IGAs). Selection of beneficiaries for livestock insurance will be linked to the
ownership of livestock, However subsidies on premium will be provided based on poverty status. (4)
Enhanced protection from loss of livestock for 1,131HHs during drought through access to IndexBased Livestock Insurance
3.5
POTENTIAL PROJECT IMPACT
Please describe the anticipated impact of the project in terms of poverty reduction. What
changes are anticipated for the beneficiary target groups identified in 3.4 (both direct and
3 Joint Government – Humanitarian Partners National Flood Contingency Plan for the 2015 bega Season: Nov 2015
indirect beneficiaries) within the lifetime of the project?
Anticipated impact on poverty reduction Enhanced resilience to the impacts of climate change
will result in reduced vulnerability, higher and more resilient income and economic growth and
reduced numbers living below the poverty line for 4,795 women-led and 3,983 male-headed HHs in
Borana zone, Ethiopia. At impact level there will be a 2-month reduction in the number of months
that HHs are dependent on external assistance and evidence that the development and adoption of
local community-led disaster risk reduction strategies have increased resilience against shocks and
hence sustainability of impact on poverty reduction for 75% of the beneficiaries. Anticipated
changes for beneficiaries Changes for beneficiaries will include: (1) information on disasters which
will give them, as a community, time to decide how to act and how to access (govt.) early
intervention services. 11 villages will have effective EWS and CMDRR plans in place. This will
support at least 50% of 4,795 WLH and 3,983 MHH to cope successfully with any major shock to
their livelihoods due to climatic conditions. (2) Access to safe sustainable water supply for livestock
and households, through an increased number of functional and well-maintained water points (21
reaching 7,609 HH), hygiene and sanitation campaigns and tulip filters (775 HH), Provision of water
purifier (485 HH: 185 WLH; 300 MHH). All 4,795 WLH and 3,983 MHH will halve the time taken to
collect water for livestock. Rehabilitation of 5002Ha of rangeland will increase levels of feed for
livestock, supporting their health and survival. (3) Increased income from diversified sources will
assist them to cope with shocks as 1,136HH will benefit from more than one income source and
2,000HH which will have profitable IGAs. Cooperatives will be stronger (110 members trained) and
supporting this process. 754 poor women will have 5 goats each (4) Access to insurance that will
assist them financially to protect their livestock assets with 1,131HH purchasing and 550 renewing
insurance. Indirect beneficiaries will be impacted by all 4 outputs.
3.6
DESIGN PROCESS
Describe the process of preparing this project proposal. Who has been involved in the
process and over what period of time? How have the intended beneficiaries and other
stakeholders been involved in the design? What lessons have you drawn on (from your own
and others’ past experience) in designing this project? Please describe the outcomes
achieved and the specific lessons learned that have informed this proposal.
SCIAF, CST, ACORD, CIFA, local communities, govt stakeholders and development actors have
been involved in the 3-stage design process for approx. 11 months since Jan 2015. SCIAF is the
lead agency for this proposal. In Ethiopia SCIAF’s work aligns with sister agencies CAFOD and
Trócaire through a single programme called CST (CAFOD SCIAF Trócaire) Working Together in
Ethiopia using a partnership approach. The 3 agencies have been providing harmonised support to
partners since 2009, increasing efficiency and effectiveness (VfM) through a shared office in Addis
Ababa with 25 staff focusing on four thematic programmes: Livelihoods, HIV, Civil Society and
Humanitarian. CIFA (CST partner since 2010) and ACORD (CST partner since 2011), the 2
implementing partners, are embedded within local communities in Moyale, Miyo and Dire districts
since 2000 and 1994 respectively, and also have offices in the area. Stage 1 The design process
began in January 2015. SCIAF through CST conducted a concept note development workshop in
Addis Ababa with technical staff from ACORD and CIFA (8 staff: 6 women). The project was
designed using technical best practices and outcomes from community assessments conducted by
CIFA and ACORD which involved community leaders, key reference groups (women, youth, and
vulnerable groups) and govt. stakeholders. Stage 2 SCIAF through CST developed a Borana
Strategy in Oct 2015 for all CST programmes and partners to ensure that future projects and
programmes align with govt. policy, collaborate with other development actors, do not overlap with
existing projects and that CST has drawn on lessons from its own and others’ experiences,
incorporating learning and beneficiary feedback from previous projects. This project has been
informed by the strategy. The strategy development was participatory and involved 2 workshops
with 5 partner organization’s HQs in Addis Ababa, 1 workshop in Yabello with partner field staff, 7
community consultations with beneficiaries, 8 govt stakeholders and development actors (Pastoral
Development Department, CORDAID, CISP, HelpAge, Save the Children, Mercy Corps, GOAL). A
review was completed of all CST projects including evaluations and studies, a policy analysis and
mapping of all actors in Borana including govt. offices. The strategy assisted in defining CST
interventions for the zone. Stage 3 In Nov 2015, SCIAF through CST held a 3-day workshop in
Addis Ababa with CIFA and ACORD to finalise the proposal. At field level both partners had
undertaken participatory assessments with community reps including women, elderly, youth,
disadvantaged groups, local govt, and traditional leaders. These groups were involved in
consultations and assessments and are the primary source of information on hazards, vulnerabilities
and local capacities. CIFA consulted with 60 beneficiaries (30% F) during PDRAs in 4 PAs. ACORD
consulted CMDRR committees in 2 PAs and 275 people (110F, 165M) during meetings. Thus
communities were fully involved in prioritisation and planning of the proposed project. Communitybased assessment findings were cross-checked against secondary sources (govt. task force, district
offices). Specific lessons that informed this project design through the 3-stage design process were
the importance of working through the traditional Gadaa structure already present in the community
that has traditional early warning indicators, water management systems, rangeland management
systems and punishments specific to gender issues. It was also found that literacy is a significant
issue in the area and SACCOs are much more successful when linked to educational elements.
3.7
PROJECT APPROACH
Please provide details on the project approach proposed to address the problem(s) you have
defined in section 3.3. Why do you consider this approach to be the most effective way to
achieve the project outcome? Please justify the timeframe and scope of your project of your
project and ensure that the narrative relates to the logframe and budget.
SCIAF has its long-standing and high capacity CST office in Addis Ababa with a successful track
record of managing institutional funding, providing technical support and achieving positive changes
in vulnerable people’s lives. The central approach is implementing through partnership with local
organisations to reach the people most in need, ensuring the programme is sensitive to the local
context and building the capacity of local CSOs within the community. The specific approaches are
detailed under each output. Output 1: Sustainable community management systems in place to
implement Early Warning, Disaster Risk Reduction strategies. This output will focus on
protecting community assets by increasing target communities’ preparedness through community
management systems to address the problem of climate induced shocks (S3.3). A community
centred approach of Community-Managed Disaster Risk Reduction (CMDRR) and EW Committees
will be employed. The CMDRR approach is based on International Institute of Rural Reconstruction
(IIRR) methodology and is considered most effective because it is community-led to ensure
adoption, uses traditional gadaa structures and is supported by the govt EW structure which holds
monthly meetings at woreda level to feed in EW data to zone and regional level. 7 existing CMDDR
committees will be strengthened while 4 will be established. Note: EWC are part of CMDRR
committees i.e. if there are 10 CMDRR members, 3 will also be EWC members. [Response to DFID
Feedback on CN: ensuring gender equality in DRR/EW work]. The committees will represent
different groups in the community and ensure inclusiveness of women, youth, elder and vulnerable
people. Committee members will be elected by the community with a 30-40% quota of women,
traditional gadaa structures will be consulted and incorporated. The committees will abide by the ‘Do
no harm’ principle and will promote gender equality, empowerment of vulnerable groups and
rebalancing of power mechanisms by facilitating enhanced and active participation at committee
level. Similarly the basis of the CMDRR approach is to first undertake or update Participatory
Disaster Risk Assessments (PDRA) with the aim of consulting as many stakeholders as possible,
particularly those most vulnerable to disasters. Likewise the CMDRR committees will organise
monthly community meetings where community members will have the opportunity to contribute and
influence decision making. The PDRAs will be the basis for contingency and development plans
developed by the committees. The plans will be monitored through collection of monthly data - such
as food prices, water levels, livestock health (trad indicator) - by the CMDRR committee. They will
also reflect the needs and interests of all groups, define criteria on environmental degradation e.g.
rangelands and water resources, and guide decision making on emergency interventions depending
on severity, such as preserving of water sources for emergencies only, or requesting govt. support.
All plans will be developed alongside and shared with local government to align with existing policy.
Ultimately this will increase people’s ability to manage disasters and plan a community-owned
response. The zonal government EW system will be supported through monthly district meetings.
After phase out of the project the local govt will continue supporting and accompanying the CMDRR
committees. The project will support local government vet health services to meet the needs of the
communities by training Community Animal Health Workers (CAHW), providing a revolving fund for
vet drug provision and supporting the government prophylactic vaccination programme. These
capacity building measures will also strengthen the CAHWs to continue providing livestock health
services to communities after phasing out of the project. Output 2: Access to water and
rehabilitated rangelands This output will focus on protecting community assets to address the
problem of rangeland degradation and access to basic services (S3.3) by rehabilitating the natural
resource base through rangeland rehabilitation, Cash for Work (CfW) and Community-Led
Sanitation and Hygiene (CLTSH) approaches. For rangeland rehabilitations, a rangeland committee
will be formed to manage the process & traditional gadaa structures will be consulted. It is
considered an effective approach because the rangeland will be rehabilitated by the communities
themselves through selective bush clearing methods, enclosing the area and enrichment planting.
Hand tools will be provided for rangeland management works, pond construction and rehabilitation.
CfW will be linked to the government Productive Safety Net Programme (PSNP) to help poor HHs
reduce food shortages, and prevent selling assets in food-lean periods. Payment arrangements will
be agreed with the government depending on the difficulty of the work. CST has extensive
experience of CfW and will coordinate the discussion between the development partners if
necessary through the Borana cluster meetings. Access to safe water supply for human and
livestock consumption will be provided by rehabilitating existing traditional water supplies (8 ponds, 3
cisterns, 1 ella). New water supplies (2 water ponds, 7 cisterns) & 3 water purifiers at 3 water points
will be provided & 30 community leaders trained on usage. The project will complement a govt. pilot
initiative by distributing locally-produced tulip water filters; 775HHs will receive filters, each serving
5HHs. 12 Water Supply and Sanitation Committees (WASHCos) will be trained to administer and
manage water schemes. Committee members will define governing structures, community
contribution, and rules on hygiene and sanitation (H&S), assuring livestock and human water points
are separated & clean. The government promotes a CLTSH approach which triggers people to
construct their own latrines at zero subsidy and abandon open defecation. The project will
complement this approach by controlling the contamination route from water point to household,
working with local government to review the most appropriate H&S techniques and arranging
awareness raising campaigns. The project will train 150 community members on improved H&S
practices. Best practices will be shared within and between communities. Output 3: Increased and
diversified incomes This output will focus on protecting HH assets by increasing and diversifying
incomes through a cooperative approach, to address the problem of climate-induced shocks (S3.3).
It is considered effective to achieve the outcome because cooperatives will be based on learnings of
recent market and value chain analysis conducted by SCIAF (Holtland 2011) and partners to identify
potential economic opportunities, constraints, likely sustainability and impact on target HHs in project
districts. SCIAF via CST has learned a lot on IGAs in Borana through its TRADE project (funded by
Comic Relief) and this learning underpins the proposed activities. Alternative livelihoods will be
carefully chosen on the basis of market viability, preference and suitability to beneficiaries. The
project will support activities such as petty trade, aloe vera soap production, veg production through
drip irrigation, and goat rearing. 3 community groups will be established to engage in selected value
chain development and 2 multi-purpose cooperatives will be strengthened to start up their economic
activities. Business Development Skills (BDS) training will be integrated to support efficient and
effective management of the IGA, including finance: cost recording and profit making marketing,
customary care, coop leadership, etc for all beneficiaries of IGA support. 5 Savings and Credit Coops (SACCOs) (1,334 members, 1,152F) will be strengthened (2)/established (3), trained on
organisational & financial management, leadership and BDS & given seed capital. Adult Basic
Education (ABE) training to improve literacy and numeracy skills of female members of SACCOs will
be organised. 1 SACCO union will be established at zonal level to ensure sustainability of seed
capital for existing/new SACCOs. All activities related to the community groups and the SACCOs will
be accompanied by the government cooperative promotion office. Relevant government staff will be
included in trainings and continue the accompaniment after phasing out. Output 4: Protection from
loss of livestock during droughts via index-based livestock insurance (IBLI) schemes. This
output will focus on protecting HH assets through protecting existing livelihoods by increasing
access to insurance of livestock against drought to address the problem of climate induced shocks
(S3.3). The project will scale up the IBLI approach which has been piloted during the past two years
in Southern Ethiopia by CST in collaboration with ILRI. IBLI is a strategy for enabling pastoral HHs to
save their livestock assets during drought by making indemnity payments for additional feed for
livestock before drought occurs based on the normalized difference vegetation index. The project will
support 1,131 HHs to secure insurance (35% subsidy). At project phase-out IBLI will have
demonstrated its value to pastoralist and agro-pastoralist HHs to protect them from depleting their
assets. Timeframe and scope: Project duration is 36 months starting in October 2016. Many startup activities will begin in advance to ensure effective implementation including government approval,
hiring of staff, community consultations and developing purchase plans. The timeframe will ensure
committees such as CMDRR, SACCO and IBLI have been built up sufficiently & integrated with govt
structures to be self-sustaining and resilient to climate change.
3.8
SUSTAINABILITY AND SCALING-UP
How will you ensure that the benefits of the project are sustained? How will costs of any
posts or maintenance of infrastructure provided by the project be paid for after project
funding finishes ? Please provide details of any ways in which you see this initiative leading
to other funding or being scaled up through work done by others in the future.
SCIAF’s partnership approach implemented through CST promotes ownership of the project by local
civil society organisations and target communities. Furthermore local knowledge, research and skills
drive the context-specific solutions at the core of the project design. The sustainability of the project
activities are dealt with under each of the Outputs. Output 1: Sustainable community
management systems in place to implement Early Warning, Disaster Risk Reduction
strategies Under this output CMDRR committees which include an EWS will be set up. The
committees are elected by the community themselves and supported by government-sponsored
technical experts and Development Assistants (DAs) who assist in the data collection. The CMDRR
committees are supported by the government Early Warning Committees which hold monthly
meetings at woreda level. Therefore for sustainability there is little cost associated with the CMDRR
committees as they are supported by existing government structures and can request government
assistance from the EWC at woreda level. Capacity support for the government’s vet health service
components will support sustainability of these services beyond the project timeframe. Output 2:
Access to water and rehabilitated rangelands Under this output rangeland will be rehabilitated by
the communities themselves, under a rangeland management committee formed by the community.
The rehabilitation will be linked with CfW relief schemes under the government’s PSNP. To manage
the water infrastructure created the community will establish Water Supply and Sanitation
Committees (WASHCOs). In Borana zone, when site selection is known, the local village (kebele)
leaders will take responsibility for collecting in-kind contributions before starting the construction of
the scheme. Once completed, the WASHCO will take over responsibility for scheme management
and collect water fees from users based on tariff rates to be agreed with them. The fee collected is
primarily to cover costs of operation and maintenance and other administration costs related to
running the cisterns and ella (traditional well). A committee is established for water ponds and
maintenance will be done by in-kind contribution (labour). For sanitation and hygiene, the project will
align with the Ministry of Health CLTSH approach, as an instrument to achieve the objectives of the
government’s Universal Access Plan. Though improvements were observed in a number of HHs
using latrines in highland Ethiopia, similar results were not achieved in pastoralist areas. This was
mainly due to blanket approaches being followed and failure to adapt the CLTSH to make it
appropriate for communities in pastoral areas. Therefore the project will focus on H&S at household
level and focus on the contamination route (from water source to consumption). Learning from the
project could be scaled up in a next phase as well as in adjacent areas. Output 3: Increased and
diversified incomes The multi-purpose cooperative in this output will be supported by Milki Union
(product cooperative union established and strengthened during previous EU-funded projects (from
2009 onwards) and TRADE project) to provide access to markets, loans, training and inputs while a
SACCO Union will be newly set up to support the SACCOs after the end of the project to enable
them to gain access to credit. Likewise the Adult Basic Education for the cooperatives is linked to
teachers from local schools ensuring that for a small fee paid by the cooperative the ABE can
continue after the project has finished. Finally the cooperatives are supported by the government’s
Cooperative Promotion Office in Yabello. Output 4: Protection from loss of livestock during
droughts via index-based livestock insurance (IBLI) schemes Under this output the project will
subsidise insurance premiums by 35% for project beneficiaries in order for the participants to gain
understanding and confidence in the system. However by the end of the project the participants will
be able to purchase premiums themselves through Village Insurance Promoters (VIP) enabling the
scheme to be self-sustaining. The target at the end of the project will focus on the number of HH
renewing their membership of IBLI.
3.9
SCALING YOUR PROJECT UP OR DOWN
How will you expand or reduce the scope of the project if your appeal income is different
from what you have estimated it will be?
As mentioned in 3.6 the project has been designed using a participatory approach with our partner
organisations who are in close contact with the communities. Decisions on expanding or reducing
the scope of the project will be done in close consultation with both partners and communities.
Based on the final appeal income, the following options will be considered to scale up or down:
Output 1: increase or reduce the number of PAs to work complementarily on CMDRR, water,
rangeland, income generating activities and IBLI. This would be considered where the estimated
income changes significantly (more than 20%). Output 2: the need for water and improved
rangeland is huge in the target areas. The output aims to construct/rehabilitate 21 water structures
and rehabilitate 5002 Ha of rangeland. Under this output HH water supply will be prioritised and the
rangeland rehabilitation coverage may be increased/decreased based on the appeal income.
Output 3 will address 1,996 WLH and 207 MHH with economic activities to diversify their livelihoods.
Additional income would contribute to supporting additional numbers in SACCOs with additional
seed capital and strengthening capacities through additional trainings. Reduction of appeal money
would reduce the number of women receiving goats for asset building. Output 4: This output aims to
enable 1,131 HH to access livestock insurance through a subsidy on the premium. The amount of
HH would be increased/decreased according to the appeal income.
SECTION 4: PROJECT RISKS AND MITIGATION
4.1
How does your organisation approach the identification and management of risks associated
with the delivery of a project? What systems and processes do you have in place?
Please also include with your application a separate risk register/matrix showing the risks
associated with your proposed project and how you will mitigate them, for which you should
use your own format.
The following table summarises the major risks that could affect project outcome and mitigation
measures to prevent or minimize the level of impact. See also Risk Matrix as Annex
Description
Probabilit
Monitoring and mitigation measures
y
The on-going impact of El Medium Response to DFID Feedback on CN: impact of drought on
water infrastructure: The El Niño effect, including drought
Niño might make it
and flooding in the project area, will be monitored for effects
impossible to implement
on the resources, proposed water supply infrastructure and
development projects in
communities in the project. The project focuses on the
Ethiopia in 2016.
mitigation of extreme climate shocks by protecting community
and individual assets. At community level CMDRR committees
will be established and mitigation plans will be put in place.
There is an ongoing SCIAF (CST) humanitarian programme at
country level which works closely with the livelihoods
programme.
Political instability might Low Close collaboration and continuous discussions with woreda
and village level administration bodies to be informed on
create conflict between
potential sources of conflict. To mitigate the risk of conflict
ethnic groups.
Man-made and natural
disasters might disrupt
markets, reduce
availability of inputs, and
make prices unstable.
GoE may amend the
NGO law which may
complicate the INGO way
of working.
4.2
High
Low
CST will continue working together with Oromiya Pastoral
Association (OPA) who have the mandate, experience and
funding to work in this area.
Technical support to partners to develop an up-to-date
procurement plan, make timely procurements and develop
linkages with traders.
Close monitoring of market information and adjusting project
components if required. This would largely be a timing issue.
The country programme links with national-level stakeholders networks, other INGOs, embassies and government bodies to monitor potential changes and build good working
relationships.
ENVIRONMENT AND CLIMATE CHANGE
What are the opportunities and the risks of the project in relation to environmental
sustainability and climate change? Please specify what overall impact (positive, neutral or
negative) the project is likely to have on the environment and climate change. Where
relevant, please also specify what impact the environment and climate change are likely to
have on the project. In each case, what steps have you taken to assess any potential
impact? Please note the severity of the impacts and how the project will mitigate any
potentially negative impacts, as well as how it will make use of opportunities to increase the
positive impacts.
The overall impact of this project on the environment and climate change is likely to be positive.
The significant risk to the project is severe drought and flooding due to El Nino which could impact
on livestock, rangelands, food security & water supply including water infrastructure (UNOCHA
2015) Opportunities and risks in relation to drought have been detailed under each output below:
Output 1: the project will deliver improved early warning and disaster risk reduction systems all
managed by communities themselves and linked to the government Early Warning Systems. This
will ensure that communities have the opportunity to access information they require to anticipate
risks to their communities, implement mitigation measures such as water conservation of key water
points, and request assistance from government departments as required. Under Output 2, the
project will deliver water points and rehabilitated rangelands. This will ensure that communities
have increased opportunity to access safe water for livestock and households; likewise the
rangelands will be more robust to mitigate the risk of drought. However the impact on Output 2 is
likely to be high, therefore mitigation measures will include CMDRR committees restricting access
to certain water points to preserve water, and notifying the govt in advance of shortages to activate
early response. Under Output 3, the project will deliver diversified income opportunities to ensure
that communities have increased opportunity to have alternative incomes that are not affected by
the risk of drought. Under Output 4, the project will deliver Index-Based Livestock Insurance to
ensure that communities have the opportunity to take out a premium to protect their livestock
against the risk of drought. If drought occurs they will receive a pay-out that they can use to
purchase fodder for their animals.
SECTION 5: MONITORING, EVALUATION, LESSON LEARNING
This section should clearly relate to the project logframe and the relevant sections of the budget.
5.1
How will the performance of the project be monitored? Who will be involved? What tools and
approaches are you intending to use? What training is required for partners to monitor and
evaluate the project?
Performance of the project will be managed and monitored against the logical framework, budget,
and the project Monitoring Evaluating and Learning (MEL) plan. Overall performance will be
reviewed on a six-monthly basis by the Project Governance Committee made up of the Directors
and Programme staff from ACORD, CIFA and CST. This committee will receive six-monthly reports
from the Programme Manager outlining achievements against outputs and outcomes, and financial
performance of the project. Baseline data will be collected in the first two quarters of the project
(October 2016 to March 2017) and reflected in the first annual report. A number of longitudinal case
studies will be identified in the same period, and tracked throughout the project to capture change
and impact data. Light reviews of the project will be carried out by the Governance Committee at
the end of March 2017 and this will inform the annual report and any revisions to the logframe. A
Mid-Term Review, informed by consultations with beneficiaries and stakeholders, will be carried out
in March 2018, and will inform the second annual report to be submitted to DFID in April 2018 in
which any proposed changes to the project will be reflected. In the last quarter of the project there
will be an External Evaluation, and two learning documents will be finalised. The evaluation will
use a participatory approach, providing strong opportunities for beneficiaries and stakeholders to
input, as well as drawing on data collection against project objectives and indicators. The
longitudinal case study households will provide information on change over time. The project will use
data at a woreda-level on a six-monthly basis from the Ethiopian Government’s Humanitarian
Requirements Report and PSPN4 reports to provide a comparison group for the project’s target
beneficiaries. Day-to-day implementation of the project will be carried out by CIFA and ACORD,
and they will prepare quarterly reports against work plan and budget. These will be reviewed by the
CST Programme Officer during quarterly project monitoring visits and quarterly review meetings in
the field. The CST Livelihoods Programme Coordinator and Programme Manager will review the
quarterly reports and Programme Officer visit reports to provide an additional check. They will visit
the partners’ projects on an annual basis to validate reports and provide an additional view on
progress. On a six-monthly basis a combined report will be prepared for the Project Governance
Steering Committee. Annual reporting to DFID will be coordinated by the CST Institutional Funding
Coordinator and SCIAF’s Programme Officer. A range of tools will be used to collect and analyse
data against the indicators set out in the logical framework. These include quantitative indicators and
qualitative indicators. Surveys of targeted beneficiaries will be carried out on an annual basis, and
will be supplemented by use of focus group discussions and key informant interviews, as well as
information from the longitudinal case studies. Through these methods we would aim to capture
both data against identified indicators as well as information on changes within beneficiaries’ lives
that may or may not have been anticipated. Both partners have been trained and equipped to collect
data using digital data capture methods and these will be used in the project. The project logframe
has been developed in the context of the CST Livelihoods Programme 2013 – 2018, which has
identified indicators and baseline data. In addition, CST has carried out a number of needs
assessments and evaluations in the region and these have informed the development of the
logframe. CST implements an accountability and complaints system, and beneficiaries and
stakeholders in the project will be able to use this system to provide feedback on the project, as well
as through the reviews and external evaluation. Reporting on this system will be integrated into the
MEL framework. Training and capacity building needs of CST and partners will be identified during
the first year of the project, based on experience of implementation. Within the livelihoods
programme, capacity building for all partners is organised based on the needs and the findings from
the livelihoods team. For the year starting April 2016 the following trainings are planned: refresher
on results-based management, MEL, gender mainstreaming and child protection.
5.2
Please use this section to explain the budget allocated to M&E. Please ensure there is
provision for baseline and on-going data collection and an end of project review. If you think
there is a case for undertaking an independent mid term review of the project, or a final
independent evaluation (eg. if the project is testing a new approach, or working in a
particularly difficult or sensitive context, or is high value), please include costs for this in your
budget.
The budget allocated to M&E and learning is 12% of the total budget. This includes a baseline
survey, mid-term review, final evaluation and an external evaluation by the GoE. The evaluations
are deemed necessary in order to collect data to measure progress on annual milestones and final
targets. A representative number of interviews and questionnaires will be collected to enable
decision-making at project management level. The M&E budget includes annual audits and a
regional launching workshop at the start of the project during which project aims, outcomes and
outputs are shared with all stakeholders and dialogues will ensure that both communities and
government take ownership. Cost-effectiveness of the M&E methodologies is ensured by different
organisations working together. The logframe will guide the monitoring while harmonised tools will
be used to gather the data. In addition, transparency on project interventions will be guaranteed by
clear communication on the different activities happening at community, district and regional level.
5.3
Please explain how the learning from this project will be incorporated into your organisation
and disseminated, and to whom this information will be targeted (e.g. project stakeholders and
others outside of the project). If you have specific ideas for key learning questions to be
answered through the implementation of this project, please state them here.
In Ethiopia SCIAF’s work aligns with sister agencies CAFOD and Trócaire through a single
programme called CST (CAFOD SCIAF Trócaire) Working Together in Ethiopia using a partnership
approach. The 3 agencies provide harmonised support to partners, increasing economy, efficiency
and effectiveness. As a result, as well as having significant opportunities to share learning and
improve practices within a network of partners and stakeholders in Ethiopia, the programme is also
part of wider organisational and institutional networks that spread learning more widely. The project
has an explicit learning agenda, focused on two key themes: (1) Rangeland rehabilitation; (2) Indexbased livestock insurance (IBLI). The project will take part in learning on CMDRR but there is
already significant research being carried out in this field, and while the project will learn from and
contribute to this, focusing on rangeland rehabilitation and index-based livestock insurance will allow
the project to contribute to learning in areas that are receiving considerably less attention. Learning
on rangeland rehabilitation will build on the successful ‘Rangeland Improvement and
Rehabilitation Field Guide’ published in Oct 2013 which was distributed to stakeholders in Borana.
The guide will be reviewed to determine which techniques are most effective and replicable within
communities, new research that can be incorporated into the guide and to what extent poor and
women-led households are able to benefit from rehabilitated rangelands. The result will be more
evidence-based, pro-poor, gender equitable rangeland rehabilitation, and a second edition of the
guide appropriate for community use. Learning on IBLI will focus on how well it meets the needs of
poor and women-led households, and the extent to which it promotes their resilience. This learning
will be undertaken in association with ILRI – which will also provide support to the IBLI part of the
project. In addition, the final evaluation of the project will inform future programming on the
effectiveness of this package of activities in promoting resilience amongst male and female-led
pastoralist, agro-pastoralist and drop-out pastoralist families. Learning on both themes will be
disseminated within Ethiopia and internationally. Two reports will be published towards the end of
the project documenting the learning on rangeland rehabilitation and IBLI. Within Ethiopia
SCIAF/CST holds an annual partners’ meeting which brings together 14 local NGOs working on
livelihoods. In this context they are able to share learning through a market fair and presentations.
Lessons learned are integrated into future project design. SCIAF/CST is a member of the CCRDA
Food Security and Environment Forum and the Disaster Risk Management – Agricultural Task
Force chaired by FAO in Ethiopia. The project will make use of opportunities that arise through our
networks with governmental, national and international partners in Ethiopia to share the learning
from the project. Internationally, SCIAF and our sister agencies are part of Caritas Internationalis,
and members of the Caritas Europe development network, CIDSE, as well as the UK development
NGO network BOND and the Scottish development NGO network NIDOS. Within our national
contexts (Scotland/UK and Ireland) we have significant opportunities to influence governmental
donors and dialogues. Reports from the project will be disseminated through these networks, and
used to inform our future programming. SCIAF and our sister agencies have active learning and
advocacy interventions on climate change adaptation, and the project’s learning will be made
available to them.
SECTION 6: EXPERIENCE/TRACK RECORD
6.1
What is the value added of your organisation in delivering the proposed intervention? What is
your organisation’s track record in delivering similar interventions in similar contexts for a
similar cost? Please include the details of the development results achieved. If your
organisation has not delivered this type of intervention before, what learning/evidence
underpins your proposal?
Value for Money: SCIAF will implement this project through CST. This unique structure, comprised
of SCIAF, CAFOD and Trócaire (CST), provides value for money by pooling financial resources to
reduce costs and strengthen economy, increasing efficiency by avoiding duplication and
concentrating effort to increase impact, and ensuring effectiveness through technical collaboration,
shared knowledge and experience in a single country programme.
Value Added: SCIAF has 50 years of experience and knowledge in the delivery of development
programmes to marginalised communities in Africa, Asia and Latin America. Through CST, SCIAF
have been working in Borana for the past 10 years on livelihoods and humanitarian projects and can
add technical knowledge alongside experience. Experience: SCIAF, through CST, has been
working in Borana zone on similar projects for over 10 years, thus the proposed project is based on
learning, best practice, pilots and innovation within Borana zone. The evaluation (2009-2012)[1] of
CST Livelihoods found that introducing relevant IGAs such as aloe vera soap making and SACCOs
increased incomes by 25-35%. Increased potable c l e a n water access reduced time fetching water
from 3 hours to 30 mins, significantly affecting women and children. A 2015 external evaluation
report from the ‘TRADE’ (Towards Resilient And Diversified Economies) project funded by Comic
Relief found that 43% of all SACCO members managed to diversify their livelihoods, and 59% of the
members felt more resilient to shocks due to the income generated. Women in particular managed
to diversify their HH incomes and gain control over HH expenditures resulting in increased school
attendance. The IBLI livestock insurance paid compensation to 135 HHs for the loss of livestock in
Moyale district as implemented by CIFA during 2013-4. Within Borana zone, existing traditional
practices around rangeland management were examined by CST and ACORD, best practices were
documented and sustainable and climate-smart ways of selective bush clearing were promoted. A
‘Rangeland Improvement and Rehabilitation Field Guide’ was published (Oct 2013). The use of
community-based approaches and integration with traditional local systems were strongly promoted,
such as the gadaa system (strong influential local pastoralist leaders) and busa ganofa (local social
protection system in which HHs transfer assets to worse-off HHs) to reinforce traditional social
protection mechanisms. The EU-funded “Drought Recovery and Resilience Partnership Project
(Borana)” Evaluation 2014, found that “As a result of the implementation of the DRRPP project, milk
yield per cow per day has increased from (0.32 to 1.12 litres) and livestock holding size among
households has also increased. The project improved rangeland, water and livestock production and
productivity. The project also saved the community from seasonal migration to other water and
grazing areas and reduced school dropout. Cash transferred through CFW supported HHs to meet
their food need, stabilised their livelihoods & contributed to early recovery. The physical and
biological conservation facilitated by the project has reduced soil erosion (caused by wind and
water) and increased grazing or forage for livestock.”
SECTION 7: PROJECT MANAGEMENT AND IMPLEMENTATION
7.1
PROJECT MANAGEMENT
Please outline the management arrangements for this project. This should include:
 A clear description of the roles and responsibilities of each of the partners. This should
refer to the separate project organogram, which is required as part of your proposal
documentation.
 An explanation of the human resources required (number of full-time equivalents, type,
skills).
[1]
Evaluation of Sustainable Livelihood Programme - CST, Loyya Consults, February 2013.

An explanation of how your organisation will manage the delivery of the project,
including arrangements for managing delivery partners and how they will report to your
organisation.
The project management structure is based on experience of implementing similar activities through
SCIAF’s CST office. SCIAF has responsibility for overall project management, monitoring and
achievement of outputs against the performance indicators in the logframe. In order to manage the
project SCIAF will set up a Strategic Management Team in its Glasgow HQ that will meet regularly
to oversee programme progress, provide technical support, respond to additional capacity support
needs and recommend adjustments as necessary. The committee will include the Head of
International Programmes, Programme Manager and Programme Officer for Ethiopia, International
Financial Accountant, Co-finance Officer and representatives of the SCIAF Communications team as
appropriate. Six-monthly progress review and annual project reports will be received from CST and
reviewed by the team. The SCIAF Programme Manager and Officer will visit CST in Ethiopia and the
project implementation sites at least twice a year for management meetings and field monitoring
visits. SCIAF’s CST office team is responsible for the monitoring and reporting system, annual audit,
mid-term and final evaluations, ensuring quality and timely reporting and programme
implementation, for providing or organising technical support and partner capacity building. The
partners CIFA and ACORD will be responsible for direct project implementation on the ground of
project activities and grassroots-level monitoring, government relationships, reporting and data
collection. At the country level CST will set up a Project Governance Steering Committee with
implementing partners CIFA and ACORD to oversee project operation, discuss and guide project
direction and ensure senior staff from all three organisations are fully involved, engaged in, and
informed of project progress. The Project Governance Committee is the centre of project
management and will support the project implementation and progress and act as a centre point for
coordination of actions, information exchange and interaction with other partners. The committee will
meet every 6 months to do an in-depth review of reports, workplans, finances and progress and
draw up joint action plans for project coordination and implementation. CST staff will visit the UK
annually for SCIAF-funded management meetings. The Livelihoods Programme Officer along with
CIFA and ACORD field teams will establish a Project Team composed of management and
technical field staff. CIFA and ACORD will be directly responsible for day-to-day management and
implementation and supervision of the project activities in target areas. They will also facilitate the
planning, implementation, monitoring and evaluation of project activities, provide technical support to
community organisations and partner local government organisations together with SCIAF CST
technical staff. Quarterly reports will be produced following the CST Programme Officer monitoring
visits and review meetings in the field. Human resources: 21 partner staff will work on this project (4
full-time, 17 part-time) and are responsible for programme implementation. Partner staff are based in
the target areas, have good relationships with communities, and have knowledge and experience of
working with beneficiaries and relevant government departments. 7 CST staff will work directly with
the project (all part-time). 3 SCIAF staff based in Glasgow will work on the project (part-time). SCIAF
will provide management and capacity support to the project as detailed above, and will be the point
of contact between DFID and the project.
7.2
NEW SYSTEMS, INFRASTRUCTURE, AND/OR STAFFING
Please outline any new systems, infrastructure, and/or staffing that would be required to
implement this project. Note that these need to be considered when discussing sustainability
and project timeframes.
Existing staff and systems in SCIAF, CST, partner organisations, community and government will be
used to implement the majority of the project. Some new systems will be created to manage the
project. SCIAF will set up a Strategic Management Team to oversee the project and ensure
accountability to DFID. At country level, CST, CIFA and ACORD will set up a Project Governance
Committee to oversee project operation, discuss and guide project direction and ensure senior staff
from all three organisations are fully involved and informed of project progress. CIFA and ACORD
will set up a Project Team to implement the project. The following new structures will be created to
implement the project activities and promote sustainability: Output 1: 4 new CMDRR committees will
be created and 7 existing CMDRR committees will be strengthened (CMDRR committees include an
Early Warning Committee within them). 3 CMDRR centres will be constructed; Output 2: 11
Rangeland Management Committees and 21 WASH Committees will be created. 7 new water
cisterns will be constructed. Output 3: 2 SACCOs, 1 SACCO union, 2 product/multipurpose
cooperatives will be created, while 3 SACCOs will be strengthened. Each cooperative has its own
sub-committees e.g. Management, Loan, Auditing etc. (See S3.7 & S3.8)
7.3
COLLABORATION AND COORDINATION WITH OTHER DEVELOPMENT ACTORS
How will you coordinate project implementation with other development actors and ensure
no duplication of effort (including with other DFID funded activities)? How will you work with
local/national government and private sector providers?
Collaboration with Government The implementation partners CIFA and ACORD are based in
Borana zone and work closely with government offices at district and zone level who coordinate
project implementation in their areas according to sector. The project will be presented to the
government office for approval. At district level the following offices have been and will continue to
be consulted: the Pastoral Areas Development Office, Water Resource Development Office, Health
Office and District Administrations, Youth and Women Development Office and Cooperatives
Development Offices. At zone level, the project will also work with Zone Departments of the each
sector, the Ethiopian Institute of Agricultural Research (EIAR) and Oromiya Forestry Enterprise.
These government institutions have the legal mandates and duties for the preparation of long,
medium and short-term development plans, to set priorities and follow-up, and control the
implementation of the proposed activities/interventions related to their sectors. Fit with national and
regional plans In Borana the CRGE as part of the GTP has been translated into a regional-level
document for operation by government levels in terms of woreda, zone and region. The proposed
project contributes to the CRGE and therefore receives the relevant support for implementation and
handing over at the end of the project. Complementing other initiatives The project will
complement government projects such as the productive safety net programme (PSNP). The PSNP
is a social security programme assisting the poorest households that are unable to meet their daily
requirements to enter cash for work programmes. Similarly the project will complement the USAIDfunded Pastoralist Areas Resilience Improvement through Market Expansion (PRIME) by working
with SACCOs and Product Cooperatives to access markets and diversify their incomes. Overlap will
be avoided and where possible integration of both projects will be encouraged.
SECTION 8: CAPACITY OF APPLICANT ORGANISATION AND ALL IMPLEMENTING PARTNER
ORGANISATIONS (Max 3 pages each)
Please copy and fill in this section for your organisation AND for each implementation partner
8.1
Name of Organisation
SCIAF
8.2
Address
19 Park Circus, Glasgow, G3 6BE, UK
8.3
Web Site
www.sciaf.org.uk
8.4
Registration or charity number (if
applicable)
Scottish Registered Charity Number: SC012302
Company Number: SC197327
8.5
Annual Income
Income (original currency): £7,486,925
Income (£ equivalent):
£7,486,925
Exchange rate: n/a
Start/end date of accounts (dd/mm/yyyy)
From:
01/01/14
To:
31/12/14
8.6
Number of existing staff
50
8.7
Proposed project staffing staff to
be employed under this project
(specify the total full-time
equivalents - FTE)
Existing staff
Programme Manager (5%)
Programme Officer (15%)
International Financial Accountant
(5%)
(FTE 0.25)
New staff
none
8.8
Organisation category (Select a maximum of two categories)
Non-Government Org. (NGO)
x
Trade Union
Faith-based Organisation (FBO)
Local Government
National Government
x
Ethnic Minority Group or
Organisation
Disabled Peoples’ Organisation (DPO)
Diaspora Group or Organisation
Orgs. Working with Disabled People
Academic Institution
Other... (please specify)
8.9
A) Summary of expected roles and responsibilities, AND
B) Amount (and percentage) of project budget which this partner will directly manage.
A): SCIAF, as the lead applicant working through its CST office in Ethiopia, will have overall
responsibility for the management of the grant and for ensuring compliance with internal and donor
requirements. SCIAF will oversee the contract negotiations and grant start-up process, and will
ensure compliance with donor financial and narrative reporting requirements. SCIAF through CST will:
prepare a monitoring, evaluation and learning framework; provide training on M&E and digital data
collection; review six-monthly financial/narrative reports and provide appropriate feedback; provide
technical support to CST to conduct baselines and evaluations, and submit reports etc. as per its
contractual obligations to DFID. SCIAF’s Programme Officer will monitor project implementation via
email, phone & conference calls, reports, and field visits. She will review 6-monthly and annual
progress reports and provide appropriate feedback, and assist with organisation and resourcing of
digital data collection training workshops. SCIAF’s Programme Manager will provide overall
management support, advise on strategic and policy issues, and advise/support the Programme
Officer as necessary on issues and challenges which arise in the course of implementation. The
International Financial Accountant will assist CST with budget preparation, review 6-monthly reports
and annual audits, investigate variances against budget, and identify any proposed budget
amendments in consultation with the CST, SCIAF Programme Officer and DFID. The SCIAF IFA will
compile consolidated financial reports for submission to DFID, advise on the ToR and format of audit
reports and provide guidance to ensure compliance with DFID’s contractual and IATI reporting
requirements. SCIAF’s International Programmes Administrator (SCIAF-funded) will be responsible
for ensuring that appropriate funding agreements are developed with CST and that funds are
disbursed on schedule by SCIAF’s finance department. The above staff are all based in Glasgow.
SCIAF in Ethiopia via CST will ensure quality implementation of the project by its implementation
partners, provide accompaniment and strengthen partners’ project management, finance and
technically capacities.
B): £34,479 (3%)
8.10
EXPERIENCE: Please outline this organisation's experience in relation to its roles and
responsibilities on this project (including technical issues and relevant geographical coverage).
Please include details of any external evaluations of this organisation’s work (relevant to the
proposed project) which have been completed and whether they are available.
With over 50 years’ experience in international development, SCIAF has progressively developed its
capacity to effectively support and distance-manage projects and programmes at national and
regional levels, often in complex situations. SCIAF currently works with over 60 local partners in 3
continents, with Sustainable Livelihoods as one of its 3 key strategic themes (the others being
Education and Peace & Access to Justice). SCIAF specialises in supporting small to medium-sized
local NGOs, focusing on partner capacity strengthening and investing in them long-term where
appropriate to achieve maximum impact. SCIAF has worked in Ethiopia since 1985 and began direct
cooperation with CAFOD and Trócaire and the sharing of an office, staff and resources in 2009. Joint
responsibility and funding for the work in Ethiopia is formalised under an MoU signed by all 3
agencies. SCIAF currently supports development of sustainable livelihoods, including small-scale
agriculture and microbusiness/microfinance in Ethiopia, Zambia, DRC, India, Cambodia, Haiti and
Colombia.
8.11
FUND MANAGEMENT: Please provide a brief summary of this organisation's recent fund
management history. Please include source of funds, purpose, amount and time period
covered.
SCIAF has experience in managing a range of grants from a wide range of donors, from large
institutional donors to smaller charitable trusts and foundations. SCIAF also receives a substantial
proportion (70% on average in the period 2009-2013) of its income from the general public. Recent
institutional grants include:
Country
Source
Amount
Project Purpose
Period
DRC, Malawi, Rwanda
DFID UKAM 2
£1,667,460 2015-18 Support to small-scale
farmers
DRC and Rwanda
DFID GPAF Impact
£323,972
2013-15 Improving women’s
income, assets & food
security
South Sudan
DFID (CSCF)
£470,120
2009-14 Capacity building for
people with disabilities
DRC, Burundi, Rwanda
EC
£1,256,841 2010-13 Addressing sexual and
gender-based violence
Colombia
EC
£688,592
2014-17 Strengthening AfroColombian, Indigenous
and Peasant
Associations
South Sudan
EC
£761,853
2014-17 Supporting people with
disabilities
Zambia/Burundi/Malawi
£1,431,775
£1,367,682
£499,606
2008-12
2012-15
2012-15
Sustainable food
production
Sustainable water
resource management
£378,225
2013-16
£473,213
Cambodia
Scottish
Government
Scottish
Government –
Climate Justice
Grant
Scottish
Government
Scottish
Government
Big Lottery Fund
£351,905
2014 –
2016
2013-16
El Salvador/Nicaragua
Big Lottery Fund
£499,995
2014-17
Livelihoods and
economic recovery
Water for agricultural
production
Integrated Community
Development Project
Agroecological-based
food security
Malawi
Malawi
Rwanda
8.12
CHILD PROTECTION (for projects working with children and youth (0-18 years) only)
How does this organisation ensure that children and young people are kept safe? Please
describe any plans to improve the organisation's child protection policies and procedures for
the implementation of this project.
SCIAF has a child protection policy in place which has been guided and informed by the following
documents: 1) Awareness and Safety in Catholic Communities NOPCVA (2007) and other good
practice guidelines for working with children in Scotland; 2) Caritas Internationalis Child Protection
Framework; 3) UN Convention on the Rights of the Child (1989) Article 19; 4) CAFOD and Save the
Children’s Child Protection Policies and Procedures. SCIAF has a Child Protection Advisory Group
made up of representatives of the Senior Management Team and staff members from across the
organisation with relevant expertise and experience in child protection/vulnerable adult issues. This
Advisory Group meets on a quarterly basis and is responsible for reviewing the child protection policy
and conducting training for SCIAF’s entire staff on an annual basis.
8.13
FRAUD: Has there been any incidence of any fraudulent activity in this organisation within the
last 5 years? How was the fraud detected? What action did your organisation take in
response? How will you minimise the risk of fraudulent activity occurring?
There has been no fraudulent activity in the organisation. SCIAF is audited annually and changes
audit firm every few years. Partners are required to submit quarterly financial reports and an annual
audit report, which are reviewed by the relevant Programme Officer and the IFA. SCIAF has
developed a detailed financial checklist which is completed by the Programme Officer during field
visits following review of the project’s financial procedures and records and subsequently submitted
for review to SCIAF’s Head of Finance and Head of International Programmes.
8.14
DUE DILIGENCE: Please provide brief details of any due diligence assessments of the
organisation conducted on behalf of DFID or other donors within the past 5 years. Please
include date, organisation responsible for the assessment, brief comments, and a link to the
assessment, if available.
KPMG conducted a full pre-grant due diligence assessment of SCIAF on behalf of DFID in November
2011 in relation to a provisionally approved GPAF Impact grant for Ethiopia, followed by an update
memorandum in July/August 2012 for a current GPAF Impact Grant (GPAF-IMP-067). In relation to
GPAF-IMP-067, SCIAF’s Senior Management Team sent a formal management response to the
recommendations of the due diligence report on 30 April 2014 and subsequently received
confirmation from DFID that all of the recommendations have been met. In October 2015 SCIAF also
passed a ‘light’ due diligence assessment for a DFID UK Aid Match Round 2 project.
SECTION 8: CAPACITY OF APPLICANT ORGANISATION AND ALL IMPLEMENTING PARTNER
ORGANISATIONS (Max 3 pages each)
Please copy and fill in this section for your organisation AND for each implementation partner
8.1
Name of Organisation
CST – Working Together in Ethiopia
8.2
Address
PO Box 1875, ECBC Centre, Gulele, Addis Ababa,
Ethiopia
8.3
Web Site
www.sciaf.org.uk
8.4
Registration or charity number (if
applicable)
n/a
8.5
Annual Income
Income (original currency): ETB 101,639,538.00
Income (£ equivalent): £ 3,140,400
Exchange rate: 1£ = 31.65
Start/end date of accounts (dd/mm/yyyy)
From: 1/1/2014
To: 31/12/2014
8.6
Number of existing staff
24
8.7
Proposed project staffing staff to
be employed under this project
(specify the total full-time
equivalents - FTE)
Existing staff
1.6
New staff
0
8.8
Organisation category (Select a maximum of two categories)
Non-Government Org. (NGO)
x
Trade Union
Faith-based Organisation (FBO)
Local Government
National Government
x
Ethnic Minority Group or
Organisation
Disabled Peoples’ Organisation (DPO)
Diaspora Group or Organisation
Orgs. Working with Disabled People
Academic Institution
Other... (please specify)
8.9
A) Summary of expected roles and responsibilities, AND
B) Amount (and percentage) of project budget which this partner will directly manage.
A): SCIAF through CST as the lead applicant will have a coordinating role, with responsibility for the
procurement plan, harmonisation of approaches, implementation of the baseline survey, evaluations,
initiation of reviews and studies, and dissemination of materials. CST will also manage cross-cutting
issues and ensure that child protection, accountability, gender, and HIV and AIDS will be
mainstreamed. The learning from the project will be identified, together with partners, to link to a wider
policy network at regional and national level. At organisational level, CST will provide the required
support to partners to implement the project efficiently and effectively based on capacity
assessments.
B): £209,875 (17%). SCIAF will be responsible for making transfers to the partners based on signed
contract agreement.
8.10
EXPERIENCE: Please outline this organisation's experience in relation to its roles and
responsibilities on this project (including technical issues and relevant geographical coverage).
Please include details of any external evaluations of this organisation’s work (relevant to the
proposed project) which have been completed and whether they are available.
Trócaire and CAFOD opened a joint office in Ethiopia in 2000; SCIAF joined in 2009. A memorandum
of understanding has been signed between all agencies. The first livelihoods programme was
developed and implemented during the period 2006 – 2009, the second cycle covered the period
2009-2013, and the third and current cycle covers 2013-2018. Each cycle is evaluated at the end by
an external consultant, with the evaluation then serving as an input for the following phase. A number
of evaluations have been done on CST’s work in Ethiopia including a final evaluation of the
‘Sustainable Livelihoods Programme 2009-2012’, a final evaluation of the Big Lottery funded ‘Natural
Resources Conservation and Livelihoods Innovation in Maizegzeg’ with ADCS, the final evaluation of
the EU-funded ‘Promotion of Innovative Livelihoods in Hintalo-Wajerat and Adua Woredas of Tigray
Region, Ethiopia’ with REST, the final evaluation of the EU-funded ‘Building Resilient Pastoralist
communities’ with 5 local partners, the final evaluation of the EU-funded ‘Drought Recovery and
Resilience Partnership’ with 4 local partners, and a final evaluation of the Comic Relief funded
‘Towards a Resilient and Diverse Economy’ project with 2 local partners. All are available on request.
8.11
FUND MANAGEMENT: Please provide a brief summary of this organisation's recent fund
management history. Please include source of funds, purpose, amount and time period
covered.
CST has experience in managing a range of grants for a number of donors including the EU, DFID,
Comic Relief, The Big Lottery Fund, UNOCHA and a number of smaller trusts and foundations.
Included are examples of funds managed by CST:
Project
Source
Amount
Project Purpose
Period
Building Resilient Pastoralist
EU
€2,495,92 2009NRM, Diversifying
communities
3
2012
Incomes, CMDRR,
Value Chain, learning
Drought Recovery and Resilience EU
€2,322,56 2012NRM, Diversifying
Partnership
1
2014
Incomes, learning
Towards a Resilient and Diverse
Comic Relief £954,323
2011Income diversification
Economy (TRADE)
2015
Women in Self Help
DFID/March £299,857
2012Income diversification
Fund II
2015
Livelihoods Programme
Canadian
£198,120
2014NRM, income
Development
2015
diversification, water
and Peace
supply.
Civil Society Development
Canadian
£175,749
2014Gender, peace-building
Programme
Development
2015
and networking
and Peace
Prevention of PMTCT
ViiV-PACF
£300,000
2014HIV,PMTCT
2016
Sustainable Livelihoods in Burji
BIG – Big
£413,983
2014NRM, crop and
Lottery Fund
2017
livestock production,
incomes
Nutrition Support to Diocese of
Irish Aid
€455,442
2015Nutrition and
Hossana
2016
livelihoods
Capacity building of local
START
£736,156
2015Capacity building,
humanitarian NGOs
network
2017
M&E, networking
(DFID)
Borana emergency support
UNOCHA
US$300,00 2015
Cash for work,
project
0
veterinary services
Climate Change Adaptation and
UK AID
£2,045,35 2015Climate change,
Disaster Resilience in Rural
4
2018
watershed
Communities of Northern Ethiopia
management,
diversifying incomes,
learning
8.12
CHILD PROTECTION (for projects working with children and youth (0-18 years) only)
How does this organisation ensure that children and young people are kept safe? Please
describe any plans to improve the organisation's child protection policies and procedures for
the implementation of this project.
CST has an up-to-date Child Protection Policy in place which is rolled out to the partners. The
contracts signed with partners include a clause referring to the UN Convention on the Rights of the
Child and the UN Secretary-General’s Bulletin on protection from sexual exploitation and abuse
(PSEA) (ST/SGB/2003/13): http://www.un.org/en/pseataskforce/tools.shtml. Partners are obliged to
notify CST if there is any complaint in relation to child abuse. Lack of adherence to the clause is a
breach of contract. The organisation’s child protection policy is part of all staff contracts and all
employees are given a full induction on the child protection policy during their probation period. In
January 2015 CST rolled out child protection Training of Trainers to staff and partner organisations to
ensure effective roll out of policies.
8.13
FRAUD: Has there been any incidence of any fraudulent activity in this organisation within the
last 5 years? How was the fraud detected? What action did your organisation take in
response? How will you minimise the risk of fraudulent activity occurring?
No. In CST we use the CAFOD fraud, anti-bribery, whistle-blowing and bribery policies. CST includes
a number of clauses in the partner agreement linked to fraud, bribery and funding of terrorism.
Partners are obliged to inform CST of actual or potential fraud and there is a zero tolerance policy
towards bribery. CST uses the Trócaire Partner Governance policy and works with partners to
continually strengthen their systems.
8.14
DUE DILIGENCE: Please provide brief details of any due diligence assessments of the
organisation conducted on behalf of DFID or other donors within the past 5 years. Please
include date, organisation responsible for the assessment, brief comments, and a link to the
assessment, if available.
For a 2012 GPAF Impact grant which would have been managed by CST, DFID conducted a full due
diligence assessment on SCIAF which included interviewing and reviewing all the CST office’s
systems and procedures. SCIAF passed the due diligence assessment. DFID identified a few areas
for improvement in terms of SCIAF governance and these have been addressed. For a DEC grant via
CAFOD, CST was part of the DECAF in 2014. CST addressed the recommendations. For a Round 3
UK Aid Match grant via Trócaire, CST passed a light due diligence check.
SECTION 8: CAPACITY OF APPLICANT ORGANISATION AND ALL IMPLEMENTING PARTNER
ORGANISATIONS(Max 3 pages each)
Please copy and fill in this section for your organisation AND for each implementation partner
8.1
Name of Organisation
Community Initiative Facilitation and Assistance (CIFA)
8.2
Address
P. O Box 138, Moyale, Ethiopia
8.3
Web Site
www.cifaethiopia.org
8.4
Registration or charity number
(if applicable)
Registered with Federal Charities and Societies Agency certificate number 1012.
8.5
Annual Income
Income (original currency): TBC
Income (£ equivalent):
TBC
Exchange rate: TBC
Start/end date of accounts (dd/mm/yyyy)
From:
01/01/2015
To:
31/12/2015
8.6
Number of existing staff
28
8.7
Proposed project staffing staff
to be employed under this
project (specify the total fulltime equivalents - FTE)
Existing staff 3.5 FTE
8.8
New staff
5 FTE
Organisation category (Select a maximum of two categories)
Non-Government Org. (NGO)
 Local Government
Trade Union
National Government
Faith-based Organisation (FBO)
Ethnic Minority Group or Organisation
Disabled Peoples’ Organisation (DPO)
Diaspora Group or Organisation
Orgs.Working with Disabled People
 Academic Institution
Other... (please specify)
8.9
A) Summary of expected roles and responsibilities, AND
B) Amount (and percentage) of project budget which this partner will directly manage.
A): CIFA’s main office is based in Moyale town and they will be responsible for the delivery of the
project in 8 districts of Moyale and Miyo districts. If the proposal is approved, CIFA will be
responsible for signing an agreement with the regional government and for maintaining good
relationships with the government at regional, zonal, district and PA levels. The government will be
included at a technical level concerning CMDRR, water constructions and maintenance, rangeland
rehabilitation, livestock health, SACCOs and SACCO unions. CIFA will take the lead within the
consortium on SACCOs and IBLI, and will be responsible for facilitating the coordination of
implementation and the exchange of learning and best practice on these two thematic areas.
B): £575,561 (48%).
8.10 EXPERIENCE: Please outline this organisation's experience in relation to its roles and
responsibilities on this project (including technical issues and relevant geographical coverage).
Please include details of any external evaluations of this organisation’s work (relevant to the
proposed project) which have been completed and whether they are available.
CIFA has been implementing development and humanitarian interventions in Borana zone for more
than 7 years, and has always employed a strategy of linking humanitarian interventions to
development. It has experience of implementing programmes with cross-border dimensions and
linkages and of applying international standards, including LEGS, SPHERE, GEG, and HAP
International, as appropriate in project design and implementation.
8.11 FUND MANAGEMENT: Please provide a brief summary of this organisation's recent fund
management history. Please include source of funds, purpose, amount and time period
covered.
The annual budget of CIFA accounts for more than ETB 7M (GBP 200,000) for a single project up
to ETB 18M (GBP 500,000) per annum in three districts.
CIFA financial management is conform the Government of Ethiopia’s CSO policy regulations of 7030 which stipulate that administrative costs must not exceed 30% of a total project budget. All CIFA
budgets comply within the government regulations. Moreover, project funds are allocated in
accordance with the identified needs of the community, verified by needs assessments or baseline
surveys.
CIFA Ethiopia has been implementing development and humanitarian interventions in Borana zone
for the last 8 years. In the interventions CIFA has been linking humanitarian interventions to
development.
No Date
Project Name
Amount
Donor
Funding
ETB/EURO/USD/GBP
Source
st
1
1 Dec 2011- SHO
246,639 EURO
Cordaid Cordaid
31st May 2012
2
1st March 2010 Building
Resilient 250,808 EURO
Trocaire/ EU
–Dec 2011
Pastoralist Communities
Cordaid
st
3
1
Jan-2012- Cross Border Drought 3,433,144 (ETB)
Cordaid ECHO
30th June 2013 Risk Reduction Program
4
1st Jan-2012- Drought
Emergency 7,944,657.91(ETB)
Trocaire DEC
30th June 2013 Committee (DEC)
(UK)
st
th
5
1
Jan-30 Response
to
Conflict 1,992,053
Trocaire Trocaire
April 2013
Emergency
(ETB)
6
1st
January Supporting Resilience in 7,421,191 ETB
Cordaid ECHO
st
2014 – 31 Emergency-Prone Areas
Dec 2014
of Borana Zone, Oromia
Region, Ethiopia
st
7
1 July – Oct Humanitarian
Trocaire UNOCHA
response US$ 137,105
15 2015
project in Borana zone
st
8
1 Nov 2013 – IBLI
150,000 GBP
Trocaire Trocaire
Oct 2016
9
1st Feb 2014 – CMDRR
120,000 GBP
CD&P
SCIAF
st
31 Jan 2017
8.12 CHILD PROTECTION (for projects working with children and youth (0-18 years) only)
How does this organisation ensure that children and young people are kept safe? Please
describe any plans to improve the organisation's child protection policies and procedures for
the implementation of this project.
CIFA is very committed to conducting its programme in a manner that is safe for the children we
serve and to helping protect them. As a humanitarian agency, we believe that all children have the
right to live free of the fear or reality of any form of abuse or exploitation, and we are obliged to
create and maintain an environment that aims to prevent these circumstances and promotes the
implementation of child safety. Through the IBLI education and sensitisations work, communities are
informed about the importance of sending children to school. CIFA staff received training on child
protection in early 2015 through a one-week workshop carried out by CST.
8.13 FRAUD: Has there been any incidence of any fraudulent activity in this organisation within the
last 5 years? How was the fraud detected? What action did your organisation take in
response? How will you minimise the risk of fraudulent activity occurring?
Since registration, there has never been any incidence of fraud.
8.14 DUE DILIGENCE: Please provide brief details of any due diligence assessments of the
organisation conducted on behalf of DFID or other donors within the past 5 years. Please
include date, organisation responsible for the assessment, brief comments, and a link to the
assessment, if available.
CST carries out a pre-assessment of activities before deciding to work with a particular partner. In
2013 and 2014 CIFA fulfilled the minimum standards in relation to governance structure, legal
registration, financial management and commitment to child protection, accountability & stewardship.
CST will support CIFA to strengthen their due diligence. The CST Programme Accountant will
support and monitor the financial systems, financial budgeting and reporting by the partners involved
in implementing the UK Aid Match project. The ledger of each partner will be linked to the financial
report, and organisational procurement manuals will be applied to effect procurements starting with a
procurement plan. Supporting documentation will be filed properly. Monthly financial reports will be
produced and will provide the information required for management decisions e.g. highlighting under
or overspends, preparing monthly/quarterly forecasts. A system to stamp financial documents to all
CST-funded projects that will be rolled out during quarterly visits.
In 2014, Trócaire developed and rolled out its Partner Financial Management Tracking Tool,
which provides oversight for Country Management Teams (CMTs) on financial management
issues related to partner organisations. It covers five areas:
1. Financial Monitoring Visits
2. Partner Financial Reporting
3. Minimum Requirements
4. Partner Financial Management Capacity Assessments, and
5. Partner External Audits.
It is maintained by the Finance and Administration Manager (FAM) and reviewed by the Senior
Management Team on a quarterly basis
SECTION 8: CAPACITY OF APPLICANT ORGANISATION AND ALL IMPLEMENTING PARTNER
ORGANISATIONS (Max 3 pages each)
Please copy and fill in this section for your organisation AND for each implementation partner
8.1
Name of Organisation
Agency for Cooperation and Research in Development
(ACORD)
8.2
Address
P.O. Box 12377, Bole Road, Addis Ababa, Ethiopia
8.3
Web Site
www.acordinternational.org
8.4
Registration or charity number
(if applicable)
0639
8.5
Annual Income
Income (original currency): ETB 24,936,661
Income (£ equivalent): 804,408.00
Exchange rate: 1 GBP = 31 ETB
Start/end date of accounts (dd/mm/yyyy)
From:01/01/2015
To: 31/12/2015
8.6
Number of existing staff
32
8.7
Proposed project staffing staff
to be employed under this
project (specify the total fulltime equivalents - FTE)
Existing staff 4.6 FTE
8.8
New staff
4 FTE
Organisation category (Select a maximum of two categories)
Non-Government Org. (NGO)
X
Local Government
Trade Union
National Government
Faith-based Organisation (FBO)
Ethnic Minority Group or Organisation
Disabled Peoples’ Organisation (DPO)
Diaspora Group or Organisation
Orgs. Working with Disabled People
Academic Institution
Other... (please specify)
8.9
A) Summary of expected roles and responsibilities, AND
B) Amount (and percentage) of project budget which this partner will directly manage.
A): ACORD’s main office is based in Addis Ababa with a branch office in Dire district. ACORD will be
responsible for the delivery of the project in 3 PAs of this district. If the proposal is approved,
ACORD will be responsible for signing an agreement with the regional government and for
maintaining good relationships with the government at regional, zonal, district and PA levels. The
government will be included at a technical level concerning CMDRR, water constructions and
maintenance, rangeland rehabilitation, SACCOs and IGAs. ACORD will take the lead within the
consortium on CMDRR and Natural Resource management, and will therefore be responsible for
facilitating the coordination of implementation as well as the exchange of learning and best
practices on these two thematic areas. ACORD has rich expertise in the two areas as shown in
the previous EU-funded Drought Recovery and Resilience Partnership led by Trócaire and
Partners for Resilience (PfR) led by CORDAID. Informed by the good practices learned from
these consortia projects, ACORD will lead and support CIFA in effective implementation.
B): £393,442 (32%).
8.10 EXPERIENCE: Please outline this organisation's experience and track record in relation to its
roles and responsibilities on this project (including technical issues and relevant geographical
coverage). What development results have this organisation achieved which is relevant to this
proposal (i.e. for similar interventions in similar contexts for a similar cost)? Please include
details of any external evaluations of this organisation’s work (relevant to the proposed project)
which have been completed and whether they are available.
In this project, ACORD will lead the consortium on CMDRR and natural resource management due
to their experience gained since 2007 in Borana Zone, Dire & Miyo districts. The organisation also
has good expertise in building community-based organisations (CMDRR) who take the lead, identify
and solve their problems by themselves. Moreover, the innovative conservation-based livelihood
enhancement drip irrigation and aloe soap income generation activities are non-traditional livelihood
diversification options which ACORD is pioneering in its support to pastoralists, agro-pastoralists and
drop-out pastoralists. The lessons learned have served as best practice in designing this project.
Government mid-term and final evaluations of similar projects undertaken to date document
ACORD’s community driven and impactful resilience building initiatives, and serve as learning
documents. ACORD’s contribution to poverty reduction is well recognised by the government.
8.11 FUND MANAGEMENT: Please provide a brief summary of this organisation's recent fund
management history. Please include source of funds, purpose, amount and time period
covered.
Over the last three years (2012-2014), ACORD managed to fund its projects and programmes with
an average of GBP 804,408 per year. Funds have been used properly in accordance with project
design, organisation and donor requirements. Funds were managed effectively respecting the CSO
law (70/30) protocol.
Table1: fund sources and their budget
S/N Sources of funds
Purpose
1 CST
2 CORDAID
3 CCFD
4 Samaritans Austria
5 Comic Relief
6 DCA
7 Secretariat
Total
CMDRR
CMDRR
Urban
livelihood
CMDRR/
NRM
Urban
Livelihood
Gender
capacity
building
Fund size (euro) & Time period
2012
487,176
283,333
90,000
2013
486,176
283,333
90,000
2014
159,875
283,333
90,000
61,500
61,500
293,738
293,738
113,906
50,000
75,000
910,509 1,289,747
50,000
1,052,352
8.12 CHILD PROTECTION (for projects working with children and youth (0-18 years) only)
How does this organisation ensure that children and young people are kept safe? Please
describe any plans to improve the organisation's child protection policies and procedures for
the implementation of this project.
ACORD will prevent harm by making sure that children are adequately supervised and protected at
all times. Children will not be put in danger or exposed to abuse or exploitation. Moreover, the project
will assess all possible risks in working with children, especially in activities that involve time spent
away from home. CST provided child protection training to ACORD in early 2015, and they in turn
have cascaded this training on child protection to all staff.
8.13 FRAUD: Has there been any incidence of any fraudulent activity in this organisation within the
last 5 years? How was the fraud detected? What action did your organisation take in
response? How will you minimise the risk of fraudulent activity occurring?
There has been no such incidence within the last five years.
8.14 DUE DILIGENCE: Please provide brief details of any due diligence assessments of the
organisation conducted on behalf of DFID or other donors within the past 5 years. Please
include date, organisation responsible for the assessment, brief comments, and a link to the
assessment, if available.
The organisation is using Generally Accepted Accounting Principles which are globally accepted in
financial management. ACORD uses Sun Systems financial software for budgeting, recording and
reporting. Moreover, there is an organisational internal control system that checks and balances the
organisation’s proper use of financial and material resources. Internal control documents covering
procurement, operations, and HR help to manage any possible risks.
There is also a clear budget approval process that gives the opportunity to check and balance the
risks that might arise in the course of financial disbursements.
CST carries out a pre-assessment of activities before deciding to work with a particular partner. In
2013 and 2014 ACORD fulfilled the minimum standards in relation to governance structure, legal
registration, financial management and commitment to child protection, accountability & stewardship.
CST will support ACORD to strengthen their due diligence.
The CST Programme Accountant will support and monitor the financial systems, financial budgeting
and reporting by the partners involved in implementing the UK Aid Match project. The ledger of each
partner will be linked to the financial report, and organisational procurement manuals will be applied
to effect procurements starting with a procurement plan. Supporting documentation will be filed
properly. Monthly financial reports will be produced and will provide the information required for
management decisions e.g. highlighting under or overspends, preparing monthly/quarterly forecasts.
A system to stamp financial documents to all CST-funded projects that will be rolled out during
quarterly visits.
In 2014, Trócaire developed and rolled out its Partner Financial Management Tracking Tool,
which provides oversight for Country Management Teams (CMTs) on financial management
issues related to partner organisations. It covers five areas:
1. Financial Monitoring Visits
2. Partner Financial Reporting
3. Minimum Requirements
4. Partner Financial Management Capacity Assessments, and
5. Partner External Audits.
It is maintained by the Finance and Administration Manager (FAM) and reviewed by the Senior
Management Team on a quarterly basis
SECTION 9: CHECKLIST OF PROPOSAL DOCUMENTATION
Please check boxes for each of the documents you are submitting with this form.
All documents must be submitted by e-mail to:[email protected]
Mandatory Items
Check
Y/N
Proposal form (sections 1-7)
Y
Proposal form (section 8 - for applicant organisation and each partner or
consortium member)
Y
Project Logframe
Y
Project Budget (with detailed budget notes)
Y
Risk register/matrix
Y
Project organisational chart / organogram
Y
Communications Plan - 2 documents: C1 (communication plan form) and
C2 (communications activity timetable)
Y
Written evidence of confirmed appeal communications partnership(s), e.g.
an email or letter
Y
Updated November 2015