Wako Gutu Foundation (WGF)

Livelihood Enhancement for Pastoralists and Agro-pastoralists in Dallo

Mana-Consolidation Phase

July 2019

Addis Ababa
Table of Contents

Acronyms

Project Profile

Executive Summary

Introduction

Background and Justification

Background

Justification

Project Goals/Objectives

Project Strategy

Expected Outcomes

Project Activities

Risks and Assumptions

Organization and Management

Project Inputs

Material Resource

Financial Resource

Monitoring and Evaluation

 Monitoring

Evaluation

Reporting

Sustainability

Logical Framework

Annexes

• Project cost breakdown

• Annual Plan of Operation

• Existing Man power

Acronyms

B2B: Business-to-business

GBV: Gender based Violence

HTPs: Harmful Traditional Practices

IA: Irrigation areas

ICAM: Irrigation Command Area Management

ICT: Information, Communication Technology

IDPs: Internally displaced peoples (IDPs)

IEC: Information Education Communication

IWRM: Integrated Water Resources Management

LEAP I: Livelihood Enhancement for Agro-pastoralists and Pastoralists Phase 1

LEAP II: Livelihood Enhancement for Agro-pastoralists and Pastoralists Phase 2

LEAP III: Livelihood Enhancement for Agro-pastoralists and Pastoralists Phase 3

NGOs Non-Governmental Organizations

ppts: Participants

PSNP: Productive Safety Net Program

SBCC: Social and Behavioural Change Communication

SCAs: Saving and credit associations

SGBV: Sexualized Gender based violence

SHGs: Self-help Groups

WASH: Water, Sanitation and Hygiene

WGF: Wako Gutu Foundation

WoFED: Woreda office of Finance and Economic Development

WUA: Water Users Associations

Project Profile

Project Title: Livelihood Enhancement for Pastoralists and Agro-pastoralists in Dallo Mana-Consolidation Phase

General Objectives: To contribute to sustainable livelihoods of agro-pastoralists and pastoralists in Dallo Mana district

Project Duration: Two Years (o1 June 2019 - 31 May 2021)

Date Agreement Signed__________________

Areas of Operation:-

Region: - Oromia
Zone: - Bale
District: Dallo Manna
Kebeles: Chirri, Irba, Gongoma, Malka Amanna, and Dayyu k

Types of Project Beneficiaries:

Direct (male and female): 2,200 households (880 women)

Indirect (male and female): 13,200 households (5280 women)

Number of Beneficiaries: - 15,400 households

Implementing Agency: - Wako Gutu Foundation

Donor Agency: - Protestant Agency for Diakonie and Development

Total Project Budget: - 13,577,778 (Thirteen Million Five hundred Seventy seven thousand seven hundred and seventy
eight Birr)

Direct Project Cost (Operational Cost):- 12,530,974 (92%)

Administrative Cost: - 1,046,804 (8%)

Contact Person:

Name: Abdi Edao Jiba

Address
P. O. Box: 11821
Telephone: (+251) 0115318049
E-mail: wakogutufound@yahoo.co.uk
Fax: (+251) 011531-80-63
Website: www.wakogutufoundation.org
Executive Summary
Wako Gutu Foundation has secured a two-year project award on Livelihood Enhancement for Pastoralists and Agro-pastoralists in
Dallo Mana-Consolidation Phase with financial amount 12,000,000 birr. This project complements and contributes to the region’s effort on
poverty reduction, food security and social integrity. The project will be implemented in five kebeles of Dallo Mana district namely: Chirri, Irba,
Gongoma, Malka Amanna, and Dayyu. This project is mainly concerned to sustaining the positive outcomes recorded by the former phases of this
project (LEAP I, LEAP II, and LEAP III) hence referred as consolidation phase.

1. Introduction (Not more than two pages)

Wako Gutu Foundation concluded this project to sustainably maintain the positive outcomes recorded by the previous phases of
projects (LEAP phase I-III) in the Dallo Mana district. Even though the project was being implemented in multiple kebeles across
three phases, this consolidation project decided to intervene in only selected five kebeles with promising outcomes for up-scaling. The
thematic areas of the former phases of this project are livelihood diversification, agro-pastoral agronomic and irrigation farming
practices, WASH, women empowerment. Thus, this consolidation phase identified and prioritized among these sectors and also
embedded capacity development (including technical assistance) as a mainstreaming strategy, and also augmenting some formerly
unaddressed issues but that can slip-in/drag back the results like sexual and gender based violence.
The project intends to make effective alliance and collaborations with relevant government sectors and community based institutions
operating in the area more than ever for the institutional and social sustainability of results. Trainings and technical assistance
endeavors will be provided in partnership with these organizations.
To this end, the project will make intervention in the following four areas:
 Improve crop production [720 males & 480 female]
 Alternative income generative activities [150 males & 100 female]
 Promote gender equality and women rights
 Improve water supply and sanitation services [300 males & 450 female]
2, Background and Justification
2.1, Background
Dallo Manna district is one of the district in the Bale zone located within latitude 6052’ and 6048’N and longitude 37049’ and
37042’E1 . It is 555 km south east from Addis Ababa and 125 km from the Zonal capital, Robe) and flanked by Harena Buluk, Goba,
and Berbere districts in the north, Madda Wallabu district in the south and west, and Gura Dhamole in the east, and Manna is its
capital town.
It covers an area of 4,616.65 km2 (461,665ha) and estimated population in 2017 of 117,700 (58,100 female), 17,200 urban and
100,500 rural people2. The low population density of the district is one of an indication for the existence of abundant land that could
be put to productive use for enhanced economic growth3. It has been divided in to 14 rural kebeles and 4 town administrations
(Manna-01, Manna-02, Melka Amanna, and Dayu).
It is a semi-arid lowland area with an annual rainfall of 500 to 700 mm, bordering in the North the Bale Mountains. The rainfall type is
bimodal that the small rain (belg) in the months of January to March and the main one (meher) in the months of late April to early July
and the district receives an annual rainfall of 500-700 mm which has no uniform distribution. The mean daily temperature ranges from
22 to 38 degree Celsius. The district is subdivided into three agro climatic zones (15.4 % highland, 63.6 % semi highland, 21 %
lowland).
The district is preponderantly an agricultural economy with crop-livestock integration as a basis of livelihood. Pastoralist and agro-
pastoralist modes of livelihood prevail in the district.

1
https://ijret.org/volumes/2016v05/i02/IJRET20160502015.pdf
2
http://www.csa.gov.et/index.php/ehioinfo-internal%3Fdownload%3D724:population-projection-of-ethiopia-for-all-regions-atwereda-level-from-2014-
2017%26start%3D5
3 Evangelischer Entwicklungsdienst, Dallo Manna Agro-pastoralist and pastoralist Development Project Evaluation report by Biruk Yinur, April 2013: Addis Ababa
Means of livelihood is based on cattle rearing and rain fed agriculture and the remaining in trading and handicraft. The major crops
grown in the district are cereals, oilseed, maize and sesame. The district is also endowed with large size of livestock resources (both
for browsers like dromedary and goats and grazers/cattle). The community accords high prestige/ value for those having large size of
livestock in recognition of livestock asset as a living bank. According to the interview made with the expert at the district’s pastoralist
development office on October 15\2018, the estimated number of livestock currently available are: 317,988 cattle, 164,437 goats,
8,079 sheep, 42,080 camels, 18,834 donkeys, 2,755 mules, 274 horses, and 77,133 poultry population. Similar reports demonstrated
that there are 49,589 traditional beehives, 361 transitional hives, and 243 modern hives.
The area has a high agricultural potential, particularly for irrigation, because many rivers originating in the Bale Mountains pass
through the area. The district is endowed with a number of perennial rivers such as Welmel, Yadot, Mena and Shawe which could be
used for irrigation purposes. Data obtained from the Woreda office of Finance and Economic Development (WoFED) the district has
33,500 hectares of potentially irrigable land but only 3.6 percent of the total area is under cultivation while 18.7 percent is used as
grazing land.
However, the district is characterized by relatively low level of basic human development indicators such as health coverage, access to
potable water supply, access to infrastructure facilities and food security. The area is food insecure and the people depend from time to
time on relief food. Agricultural production in the areas is dominated by small scale and traditional technologies that is not even
suffice to consume the family members the whole year round, leaving the households in long years of food gaps throughout the year.
Pastoralists lack the knowledge for arable farming and use of irrigation. A government agricultural extension structure is not well
developed and the capacity of the local government is inadequate to effectively respond to this development need, and there are only
few other players (NGOs) who are active in the area.
Unavailability of safe and adequate water supply has constrained the livelihood of poor rural communities; women and children travel
long distance to fetch water from unprotected springs, streams, and surface ponds.
The communities in the district are historically organized based on the social and traditions characterizing the Cushitic confederacies
like the Gada system, Abba Madda [owner of the spring], afolcha and Hirpha to support those who lost their livestock due to drought,
and raiding\rustling, diseases. Also, there are stringent social cohesion, interaction and support through community social safety nets
like IDIR, EKUB, Scouts mobilization and religious leaders preaching for positive values.
2.2, Justification
The targeted kebeles are characterized by uncertain rainfall, limited irrigation, low moisture, poor and degraded resource base,
declining soil fertility, and , low productivity.
Crop yields are principally limited by the low and highly variable rainfall, both between and within seasons. This is now being
aggravated by the ongoing climate change. The length of rainfall period is being reduced with a later onset and earlier cessation of
rains, compared to past ten years (district agriculture office report 2017) resulting in a shorter farming season. Temperatures are
increasing, leading to higher rates of evapotranspiration and heat stress to crops, further limiting their yield potential. Vulnerable
heads of households are continuously pushed into significant levels of food insecurity forcing them to adopt negative coping strategies
such as selling off their assets and livestock, decreasing the quantity and quality of food consumed, and spending savings to purchase
food.
Production is also limited to the progressive decline in soil fertility, as the farming practices do not adequately restore nutrients. This
loss of soil fertility is also linked to a decline in soil organic matter content, resulting in limited soil water holding capacity, poor water
infiltration rates, thus limiting the availability of both water and nutrients to the crop plants. Overwhelming number of agro-pastoral
farmers of the targeted areas use inappropriate dry-land farming practices. They do not have enough knowledge on better rain-fed
farming systems like land use matching with the rain availability period. There is only limited relevant soil and water conservation
practices (land leveling and grading, furrow diking, contour tillage and terracing). There is rampant degradation of the natural resource
base through poor management of soil and water resources leading to low productivity. This, in turn, leads to over-exploitation of the
existing natural resources and further degradation evolving as a vicious cycle.
Moreover, changes in temperature and precipitation evoke the introduction of pests and diseases leading to reduction of crop yields.
Crop pest and disease pressure is high in irrigated agriculture that necessitates the introduction and diversification of crops with
integrated pest management strategies that is an ecologically based and optimally combines commonsense/organic traditions to
reduce losses caused by pests as well as minimize effects to non-targets, environment , human and animal health.
Therefore, farmers will require to be trained on integrated pest management options instead of relying on pesticides.
The infestation is not only at farm-plots level but extends to post-harvest losses which further weakened the product quality and
market negotiation power of the farmers. Post-harvest losses are common during drying, storage, processing, and transportation. This
is partly due to the weak supply chain. Farmers even forgo harvesting due to market conditions such as high fall in prices or
grading/quality perfections demanded by buyers which increases the potentiality for losses to occur. Post-harvest losses result from
incidence of insect pest, excreta of rodents and birds, pesticide residues. This in turn causes reduced nutrient value, reduction in
weight and unwanted changes to taste, color, and texture.
Traditionally, owners of browsers (goats) tend to use open grazing system and goats are roaming here and there. Low cost household
level goat feeds preparation and provision is badly needed.
There is an increasing demand of water for irrigation, and water-sharing question. Competing vertical demand (upstream-downstream
users) and competing lateral demand (users on the opposite banks). This can trigger contested water use conflicts.
Recently, Productive Safety Net Program (PSNP) is active in the Gomgoma kebele. Few agro-pastoral farmers operating at the
Gomgoma irrigation scheme started to cease the production and insisted to be included as PSNP beneficiaries, but the government
rejected their idea and returned them to the scheme. This indicates that there is big gap in awareness among the irrigation users.
The watershed areas (water sources and surrounding perimeters of the catchments) are not well regenerated. This can impair functions
of ecosystems in the water cycle which can further exacerbate water stress and scarcity in the irrigation system. It can also create
opportunities for waterlogging, salinity, infringement of dirty water in to the scheme.
The Water Users Associations (WUA) have capacity gap regarding Integrated Water Resources Management (IWRM), small
irrigation areas (IA) management, Irrigation Command Area Management (ICAM), irrigation water management. Therefore, it is
necessary to strengthen the capacity of the concerned institutions through enhanced end-user involvement and public participation in
order to develop sustainable collective action.
It is clear that the agro-pastoralists were ex-pastoralists/pastoralists drop-outs who were once pastoralists in their lifetimes. They have
little or no farming exposure. They have to have continuous knowledge and experience access and sharing. However, there is weak or
no collaboration and exposure to on-the-ground level dry-land farming practices with nearby universities, agricultural research
centers, and innovative traditions. The knowledge sharing aspect has been less accredited in the on- going or former projects that
deprived the farmers from evidence-based and updated research results on good dry-land farming practices.
The four cooperatives in Chirri (Chirri Irrigation Agricultural Coop with 160 members), Gongoma (82 members), and Irba (448
members) kebeles are not efficiently delivering provision of input services for the local farmers in general and their members in
particular. For instance, the farmers purchase essential inputs individually, and farmers travel up to Batu/Zuway more than 300 km to
purchase inputs like vegetable seeds. Therefore, they need to have capacity in purchasing inputs like seeds in a bulk, assisting the
individual farmer members to get it from a cooperative shop4.
The three functioning saving and credit groups in Chirri (54 members), Gomgoma (86 members), Dayu (108 members) and Irba
kebeles require to strengthen their capacity in record and control savings and loan repayment, leadership quality and resource
management and utilization, and need to own passbook. They are not still linked to a culturally suitable micro finance provider5.
The actors (primary producers) in the apiculture value chain have not been fully linked to honey collectors or finance providers, and
even they are at infant in capacity and skills.

4
Wako Gutu Foundation-Visit of EKHC and WGF projects in Bale Region by Helmut– 21. – 26. 5. 2018
5
Wako Gutu Foundation (WGF): Midterm Evaluation Report of Livelihood Enhancement for Agro-Pastoralist and Pastoralist Project by Dawi Development and Management
Consultancy , January, 2018, Addis Ababa
There are about 20 Self-Help Groups, each having members ranging from 15 -20 persons. The Self-help Groups (SHGs) established
so far are not linked to a culturally suitable financial institution in addition to the pervasive capacity building gaps. These SHGs are
currently informal and cannot access market and financial opportunities and should be made formal, licenced, and organized in to
saving and credit associations6. The licenced associations again require a revolving fund which is deposited as seed-money opened
with their entity name. This is through effective partnership with locally operating micro-financial institutions to avail culturally
suitable interest-free loan for the association members. Their management structure is also not so much strong in the required
competencies like cash management, business skill, and leadership.
The horticulture producer groups have a capacity to produce surplus/excess raw vegetables and fruits. However, when this is in effect
there is a weak supply chain and market for their products. Besides, the very nature of the products is highly perishable and short
shelf-life. This in turn demotivates them for expanded production and even causes the farmers to depopulate their irrigation farm plots
to opt for other alternative livelihood. An encouraging opportunity is the existence of large number of women and youths in the urban
areas formerly trained by the Wako Gutu Foundation’s LEAP project on the areas of entrepreneurship and business skills, marketing
and salesmanship, cash management and leadership. But it needs to organize them in to a form of local vegetable collectors/petty
horticulture traders groups in line with the rules and regulations for establishment of cooperatives. Moreover, they have to be supplied
with market-sheds that protects and allay the perishability of their horticulture shelf-life. These horticulture collectors (gulit traders)
are expected to serve as scavengers to collect the excess production(during peak production seasons) from the farmers plot on
negotiated credit terms and resale the products at nearby hotels, restaurants, university and college centres, centres/makeshifts of
internally displaced peoples (IDPs), and middle tradesmen at far areas like Robe, Goba, Shashemene.

6
Wako Gutu Foundation (WGF): Midterm Evaluation Report of Livelihood Enhancement for Agro-Pastoralist and Pastoralist Project by Dawi Development and Management
Consultancy , January, 2018, Addis Ababa
There are also untapped and missed opportunities on income generating activities focused to locally available resources. For instance,
there is ample sisal plants lying on the opposite roads crossing the target villages which the youth can process and market the products
like ropes. It only demands simple toolkits and capacity building training.
The on-going project has established nurseries (central nursery/mother garden and plots) as one of the income generating option for
the youth but facing the challenges like inadequate and lack of timely availability in scions, grafted rootstocks and shoot systems, and
management capacity constraint7.
The women and girls are spending their time on collection of firewood which has triple of adverse effects. On one hand, they are
overburdened by workload and household drudgery. This can also impact girls on school attendance. The excessive collection of fuel
wood also makes bare land and environmental degradation.
According to the information obtained from Woreda Water, Energy and Mineral Office 2015, about half of the district (49%)
population getting from unsafe sources (rivers, ponds, streams) with poor hygiene and sanitation practices (open defecation, poor
hand-washing during toilet visit) prevailing in the district. As a result the communities are highly vulnerable to water-borne diseases
like diarrhea, typhoid fever, cholera, etc. (Dallo Manna Woreda Health Office 2015 report).
Concurrent to this, there is another recent phenomenon; many pastoralists are leaving pastoralism (becoming pastoral-drop outs) and
settling adjacent to the available water schemes and natural streams and ponds putting pressure on the utilization of water sources.
This is further overcrowded by the internally displaced pastoralists/shepherds coming from the corridors and crossing/making a pass-
by temporarily for months, sometimes creating overcrowded/over-strain on water points that can potentially brew violence and
fractures of the schemes. This is particularly at Dayu water scheme.
Furthermore, the suburbs of Dayu water scheme has now changed in to a town administration attracting many middle income pastoral
and agro-pastoral communities to make permanent settlement there that indirectly puts pressure on the water service. However, the
rural Dayu kebele administrator insisted to manage and collect all the associated tariffs regarding the scheme. In contrast, the newly

7
Wako Gutu Foundation-Visit of EKHC and WGF projects in Bale Region by Helmut– 21. – 26. 5. 2018
established town administrator equally insisted to administer the scheme and collect the relevant tariffs, and also has accorded special
attention to distribute the water for urban dwellers/residents through revamping and installation of necessary pipelines to each house.
Therefore, there is a tendency of ambivalence over the authority to administer and manage the scheme which needs negotiation
workshops.
The WASH committee and water caretakers have also capacity gaps in the areas of organization& management of users, transparency
and accountability in water fees management, repair and maintenance of water supply schemes8.
Even if Wako Gutu Foundation has been operating in the area through development and economic empowerment interventions, it has
been prohibited to engage on gender equality and emancipation of women rights. There is prevalent gender based violence at
household level manifested by wife-beating and feminine gender roles. Besides, women accept as their fate to react in a like manner.
Awareness of gender equality, women rights and women-inclusive development among husbands, traditional Gada leaders and even
the local government representatives is also low.
However, the recent reform in the country has already paved the way for NGOs to advocate women rights and social justice.
3, Project Goals/Objectives
To contribute to sustainable livelihoods of agro-pastoralists and pastoralists in Dallo Mana district

4, Project Strategy
The project will apply community participatory approach in which the beneficiaries express their key demands and priorities
The project is multi-pronged in its nature which facilitates interaction between beneficiaries, government sectors and non-state actors
for a unified purpose to bring impact
Capacity building and ICT application for information dissemination are transverse issues throughout the project cycle
The organization will follow a staggered-rollout which enhances learning and improvement in the project life-period.
5, Expected Outputs/Results
8Wako Gutu Foundation (WGF): Midterm Evaluation Report of Livelihood Enhancement for Agro-Pastoralist and Pastoralist Project by Dawi Development and Management
Consultancy , January, 2018, Addis Ababa
Dallo mana Agro-pastoralists and pastoralist communities’ food security is sustainably enhanced
6, Project Activities
6.1. Improve crop production [720 males & 480 female]
6.1.1. Train 300 (120 female) beneficiaries on production of early maturing, drought resistant, pest and disease tolerant crop varieties in 6 rounds
for 3 days
6.1.2. Train 100 women on nutritious food processing and consumption (like amaranthus) with front-demonstration showcases in 2 rounds for 2
days
6.1.3. Provide animal forage seeds and technical assistance on production to 100 goat owned women to reduce overgrazing and goats infestation by
dogs’ tapeworm.
6.1.4. Training for 300 (100 females) farmers on agro-ecological practices: soil fertility management, IPM, and post harvest loss management in 6
rounds for 3 days
6. 1.5. Refresher training for 200 (80 female) participants from water users associations (WUA) on irrigation command and water management
and organization
6.1.6. Conduct stakeholder-government partnership and negotiation platforms on sustainability of irrigation and water scheme in 3 rounds for one
days
6.1.7. Conduct 3 experience sharing and 2 tour visits at selected agricultural research institutions and Konso traditional farming areas with 60
people for 3 days
6.1.8. Train 200 (80 female) irrigation users on irrigation command area management in 4 rounds for 3 days
6.1.9. Train 200 (80 female) irrigation users on negotiated approach (do No Harm) to water-sharing and irrigation water demand management in
4 rounds for 3 days
6.2. Alternative income generative activities [150 males & 100 female]
6.2.1. Train 50 (30 females) apiculture and horticulture producers on beekeeping and management, horticulture production and management in 2
rounds for 3 days
6.2.2. Support 50 (30 females) (25 apiculture, 25 horticulture) producers with ancillary inputs like waxes, mask, seeds
6.2.3. Conduct business-to-business (B2B) workshops with 120 participants (60 female) in 4 rounds
6.2.4. Support the construction of 3 market-shed for organized petty horticulture traders or collectors
6.2.5. Train 200(50 female) youth on nursery management (grafting, rootstock, scions) for 3 days.
6.2.6. Organize, train, and provide production equipment for 30 (10 females) youth/scouts on sisal production, processing, and marketing
6.2.7. Organize marketing negotiation events with 200 (40 female) people from producer groups, petty trader groups, nearby university and
colleges for 2 days
6.2.8. Formalize/make licensed, and transfer revolving fund to transform the 20 SHGs (5 members each) in to saving and credit associations
(SCAs)
6.2.9. Organize two (10 members each) energy-efficient stove producer women groups and support with capacity building and input supply
6.2.10. Train 40 SHGs on entrepreneurial; and business skills and leadership in one round for 2 days
6.2.11. Train 30 saving and credit groups on record and control, savings, loan repayment, resource management, and utilization in one round for 2
days
6.3. Improve water supply and sanitation services [300 males & 450 female]
6.3.1. Provide refresher training for WASH committee and water caretakers at Dayu water scheme on water management for 20 (10 females) ppts,
in 2 rounds for 2 days
6.3.2. Provide twenty local sensitization workshops/village levels (conduct house visits and strengthening of WASH committee and
volunteers/promoters) on better sanitation and hygiene practices for 800 (600 females) households
6.3.3. Training on negotiated approach to shared water use management and water use conflict resolution for 100 (40 females) ppts, in 2 rounds
for 2 days
6.4. Promote gender equality and women rights
6.4.1. Develop and disseminate manual and leaflets on advocacy for gender equality
6.4.2. Recruit and deploy volunteer local gender champions
6.4.3. Conduct dialogue on gender equality and women's rights with 30 participants of traditional leaders, Aba Gadas, religious leaders, and elders
for 2 days
6.4.4. Conduct community-government gender forums in two rounds, each round has 30 ppts
6.4.5. Conduct husband-wife gender roles consultation in three rounds for one days, each round has 30 ppts

7. Risks and Assumptions

The project has the following risks and assumptions.
Schemes constructed to provide services might potentially attract nearby but non-targeted communities

Sudden internal displacement along the Somali-Ethiopia corridors and ethnic conflicts
The area is very susceptible to climate change and recently repeating itself even within two to three years

The recent occurrence of American Army worm

For effective implementation of this project, the following realities are assumed to prevail in one form or another.
Border conflicts will tend to wane over time and social cohesiveness of the communities get strengthened
The recurrent climatic variations do not much surpass the current rate both in frequency and severity so as not to slip out the communities in to
extreme poverty.

8. Organization and Management

Wako Gutu Foundation (WGF) has an area coordination office at Dallo Mana district.
The project has already hired Project Coordinator and Resilience Associate during the third phase of this project (LEAP III) at head
office.
The project coordinator is concerned with production of donor reports, compliance and field level verification of results.
The resilience associate will evaluate, comment and adopt capacity building materials, reports and search extra co-financing projects.
Two extension workers (one agricultural extension and one cooperative agent) will be hired for on-the-ground leveling of this project.
These staff members are expected to make stakeholder meetings and interactions during the implementation of the project.
Capacity development Expert develops training and awareness creation materials and delivers the training.
Capacity development expert and the two extension workers also create cordial relations with relevant government sector offices for
organizing events, and work in unison to reduce duplication of efforts.
Project accountant will furnish standard financial authentication documents and financial utilization reports. The project facilitator will
take the overall coordination and management at field level. The project facilitator also makes regular communication with the project
coordinator at head office (Addis Ababa) on the delivery quality and compliance.
9. Project Cost/Inputs
The project requires the following resources for implementation.
9.1 Human Resource
This project will hire two extension workers, one capacity development expert, and one project accountant at field level.
Project coordinator and resilience associate are already in place at head office.
9.2. Material Resource
The material resources (equipment and supplies) are already in place during the former phases of this project and there is no such
procurement of items.

9.3, Financial Resource

The project has already accessed an award amounting 12,000 birr with----------operating () and -----Administration () budget. The
budget break down (timed and activity-based) is attached in annexes. The budget trench procedures are in tandem with the donor’s
grant management policy.
10. Monitoring and Evaluation

10.1 Monitoring
Wako Gutu Foundation has monitoring and evaluation department with senior monitoring, evaluation and learning officer. There is
well crafted planning, monitoring and evaluation guide with data collection and review tools. There is regular quarterly review
meeting as stipulated in the guideline.
As per the guideline, capacity development expert and extension workers are expected to compile output and outcome logs
referencing the project indicators.
The log frame will be de-constructed in to actions and tracked across the indicators under each of the outcomes and outputs.
10.2 Evaluation:-
The project has planned to undertake a confirmatory baseline assessment and document it as an outset. Later on, participatory based
mid-term and terminal evaluations will be conducted by an independent evaluator.
11. Reporting
 Provision and delivery of reports is on a quarter basis in which both technical and financial utilization is jointly submitted. The reports
are not only provided to donors but also to relevant district sector offices including cooperative office, agricultural office, women’s
and children affairs, water office, and health office.
The foundation has developed trend of feedback loop mechanism in which any comments, feedback and suggestions are collated and
incorporated to serve for prospect learning exercise.

12. Sustainability and Phase out Strategy

The project will strive to ensure both institutional and social sustainability of the positive outcomes recorded through the following
ways.
Promoting adoption of best-fit farming and production systems including soil fertility, bio-physical pest management and innovative
post-harvest management with field level showcases/demonstration.
Facilitating linkages among market actors (both in supply chains and value chains) ranging from producers, collectors, and
traders/processors to consumers that smoothen the income generating ability members at self-help groups and cooperatives.
Capacity development of local development committees like WASH committee for mobilizing resources that supports WASH
structures continuity and long-time servicing.
Empowerment of women groups and girls-based structures including school clubs, HTPs committees to sustainably mobilize
communities against GBV actions.
Logical Frame Work
Name of Project: - Livelihood Enhancement for Pastoralist and Agro-pastoralist Dallo Mana, Consolidation
phase

Narrative summary Objectively Verifiable Indicators Means of Verification Assumptions

Goal: - To contribute to sustainable livelihoods of agro- Number of pastoral and agro-pastoral Base line report, mid- Beneficiaries are keen to
pastoralists and pastoralists in Dallo Mana district households whose living conditions term and terminal preserve positive
improved attributing to this project evaluation reports outcomes registered by
 this project and former
projects
Project Purpose: •1,000 households (400 female) of the
1. Enhancing the food security of pastoral and targeted households’ food deficit  Effects of negative
agro-pastoral communities in Dallo Manna months reduced from four months to deviant behaviours
district. one month in Chirri, Dayyu, Irba, Malka  Tracer survey like extra-
Amanna, Gongoma kebeles.  Beneficiary marriage/polygamy
reports and chewing khat due
 Monitoring and to income increase is
•200 households (80 female) who evaluation reports negligible
participated in the income generating  Progressive and  Downstream and
activities in Chirri, Dayyu, Irba, Malka regular reports upstream water users
Amanna, Gongoma kebeles mean amicably resolve
income increased from 3,000 ETB to recurrent water
5,500 ETB. disputes

•700 households (420 female) in

Chirri, Dayyu, Irba, Malka Amanna,
Gongoma kebeles use potable water
and good sanitation behaviour
Outputs:  Number of beneficiaries provided Beneficiaries report Effective partnership and
 Improve crop production with training and post-training Tracer survey collaboration of project
technical assistance Outcome and output with local government and
 Quantity of inputs provided logs non-government actors
 Number of knowledge sharing and After-Action reviews during implementation
exposure visits Regular and progress
reports The community is
 Alternative income generative activities  # of collectors and cooperatives committed to contribute
trained and linked to market system labour, local social
 # of B2B meetings conducted resources for accelerating
impact
 Improve potable water supply and sanitation  # of households reached through
services SBCC and IEC WASH materials There is an embedded
 # of negotiation and consensus Keen interest among
workshops conducted stakeholders for dialoge
 on water use, market
 Mitigating gender based violence/cross-cutting  # of victim survivors self-reported negotisation, and gender
own SGBV incidences inclusion including co-
wives and their husbands

Activities:-
Improve crop production (720 male and 480
female)
6.1.1. Train 300 (120 female) beneficiaries on production of
early maturing, drought resistant, pest and disease tolerant
crop varieties in 6 rounds for 3 days
6.1.2. Train 100 women on nutritious food processing and
consumption (like amaranthus) with front-demonstration
showcases in 2 rounds for 2 days
6.1.3. Provide animal forage seeds and technical assistance on
production to 100 goat owned women to reduce overgrazing
Number of sessions conducted
and goats infestation by dogs’ tapeworm
6.1.4. Training for 300 (100 females) farmers on agro-ecological Number of participants attended
(sessions, sex-disaggregated)
practices: soil fertility management, IPM, and post harvest loss
Training manuals developed
management in 6 rounds for 3 days
6. 1.5. Refresher training for 200 (80 female) participants from Number of households participated in
experience-sharing and tour visits
water users associations (WUA) on irrigation command and
Number of peoples attended partnerships
water management and organization and negotiation workshops
6.1.6. Conduct stakeholder-government partnership and
Number of attendees of B2B meetings
negotiation platforms on sustainability of irrigation and water
scheme in 3 rounds for one days Number of business groups organized

6.1.7. Conduct 3 experience sharing and 2 tour visits at Size and variety of inputs provided
selected agricultural research institutions and Konso traditional
farming areas with 60 people for 3 days
6.1.8. Train 200 (80 female) irrigation users on irrigation
command area management in 4 rounds for 3 days
6.1.9. Train 200 (80 female) irrigation users on negotiated
approach (do No Harm) to water-sharing and irrigation water
demand management in 4 rounds for 3 days
6.2. Alternative income generative activities [250, 150
males & 100 female]
6.2.1. Train 50 (30 females) apiculture and horticulture
producers on beekeeping and management, horticulture
production and management in 2 rounds for 3 days
6.2.2. Support 50 (30 females) (25 apiculture, 25 horticulture)
producers with ancillary inputs like waxes, mask, seeds
6.2.3. Conduct business-to-business (B2B) workshops with 120
participants (60 female) in 4 rounds
6.2.4. Support the construction of 3 market-shed for organized
petty horticulture traders or collectors
6.2.5. Train 200(50 female) youth on nursery management
(grafting, rootstock, scions) for 3 days.
6.2.6. Organize, train, and provide production equipment for 30
(10 females) youth/scouts on sisal production, processing, and
marketing
6.2.7. Organize marketing negotiation events with 200 (40
female) people from producer groups, petty trader groups,
nearby university and colleges for 2 days
6.2.8. Formalize/make licensed, and transfer revolving fund to
transform the 20 SHGs (5 members each) in to saving and credit
associations (SCAs)
6.2.9. Organize two (10 members each) energy-efficient stove

producer women groups and support with capacity building

and input supply
6.2.10. Train 40 SHGs on entrepreneurial; and business skills
and leadership in one round for 2 days
6.2.11. Train 30 saving and credit groups on record and control,
savings, loan repayment, resource management, and utilization
in one round for 2 days
6.3. Improve water supply and sanitation services [300
males & 450 female]
6.3.1. Provide refresher training for WASH committee and
water caretakers at Dayu water scheme on water management
for 20 (10 females) ppts, in 2 rounds for 2 days
6.3.2. Provide twenty local/village sensitization
workshops/village levels (conduct house visits and
strengthening of WASH committee and volunteers/promoters)
on better sanitation and hygiene practices for 800 (600
females) households
6.3.3. Training on negotiated approach to shared water use
management and water use conflict resolution for 100 (40
females) ppts, in 2 rounds for 2 days
6.4. Promote gender equality and women rights
6.4.1. Develop and disseminate manual and leaflets on

advocacy for gender equality

6.4.2. Recruit and deploy volunteer local gender champions
6.4.3. Conduct dialogue on gender equality and women's rights
with 30 participants of traditional leaders, Aba Gadas, religious
leaders, and elders for 2 days
6.4.4. Conduct community-government gender forums in two
rounds, each round has 30 ppts
6.4.5. Conduct husband-wife gender roles consultation in three
rounds for one days, each round has 30 ppts