project proposal document - tesfa berhan cfdo

Project Proposal Document

Integrated Child & Family Capacity Development Project II

SEMEN SHOA TESFA BERHAN

CHILD AND FAMILY DEVELOPMENT ASSOCIATION

PROJECT PROPOSAL DOCUMENT

(JULY 2014-JUNE 2017)

DEBRE BERHAN

OCTOBER 2014



PROJECT IDENTIFICATION ........................................................................................................... 4

SECTION ONE EXECUTIVE SUMMARY ........................................................................................ 5

SECTION TWO BACKGROUND OF THE ORGANIZATION AND THE AREA ......................... 7

2.1. Background of the Organization ................................................................................... 7

2.2. Background of the area ................................................................................................... 8

2.2.1. Basona Worana Woreda (District) .......................................................................... 8

2.2.2. Debre Berhan Woreda (Town) ................................................................................ 8

SECTION THREE PROBLEM ANALYSIS ...................................................................................... 10

3.1. Prioritized issues, manifestations and root causes of Poverty ............................ 10

4.1.1. Care and Development Infants and young children (0-5 Years old) ............................... 10

4.1.2. Children between 6-14 years ........................................................................................... 11

4.2. Vision Statement ............................................................................................................... 13

4.3. Existing Resources, Efforts and Actors .................................................................................. 13

SECTION FOUR PROJECT DESCRIPTION .................................................................................. 15

4.1. Project Goals and Objectives ....................................................................................... 15

4.1.1. Project Goals: .............................................................................................................. 15

4.1.2. Specific Objectives: .................................................................................................. 15

4.2. Project Log Frame ............................................................................................................ 16

4.3. Project Inputs ..................................................................................................................... 20

4.3.1. Financial ....................................................................................................................... 20

4.3.2. Personnel .......................................................................................................................... 22

SECTION FIVE PROJECT STRATEGIES ........................................................................................ 23

SECTION SIX ORGANIZATION AND MANAGEMENT ............................................................ 26

6.1. Organizational Structure ................................................................................................. 26

6.2. Backstopping by ChildFund Ethiopia .......................................................................... 25

6.3. Participation of partner institutions .............................................................................. 25

SECTION SEVEN MONITORING AND EVALUATION .............................................................. 26

SECTION EIGHT PROJECT VIABILITY & SUSTAINABILITY ......................................................... 27

SECTION NINE PROJECT IMPACT .............................................................................................. 28

SECTION TEN ANTICIPATED RISKS & ASSUMPTIONS .............................................................. 29

10.1. Risks: - ................................................................................................................................. 29

10.2. Assumptions: - .............................................................................................................. 29

SECTION ELEVEN PHASE IN AND OUT STRATEGY ................................................................... 30

11.1. Phase in Strategy ............................................................................................................ 30

11.2. Phase out Strategy ......................................................................................................... 30



PROJECT IDENTIFICATION

Name of Organization: - Semen Shoa Tesfa Berhan Child & Family Development

Association.

Project Title: - An Integrated Child and Family Capacity Development Project

(Phase II)

Project Location: - Amhara National Regional State, North Shoa Zone, Basona Worana

and Debre Berhan Woredas, in 8 kebeles (namely Bakelo, Keyit, Abamotie, Gudoberet

Zuria, Gudoberet, Baso Dengora, Kebele 02 and Kebele 06).

Funding Agency: ChildFund Ethiopia and other potential donor(s)

Executing Agency: Regional Bureaus of Finance and Economic Development; Women’s,

Children and Youth Affairs; Education; and Health

Coordinating Agency: - BoFED & Line Bureaus (ZoFED & WoFED)

Implementing Agency: - Semen Shoa Tesfa Berhan Child & Family Development

Association.

Project Beneficiaries: - The direct beneficiaries of this project will be 416 infants and young

children; 1684 enrolled primary school going children 6-14 years old; 1109 youth 15-24

years old and 5794 women in reproductive age. It is expected that 8055 children; 4500

youth and 24340 community members will also benefit from the different activities

planned in this project.

Project Duration: - July 1 2014 – June 30 2017

Project Budget: - 42,613,175.00 Eth. Birr



SECTION ONE

EXECUTIVE SUMMARY

Semen Shoa Tesfa Berhan Child and Family Development Association in short Tesfa

Berhan is an Ethiopian Residents Charity Organization. It was established on September 13

2009 and re-registered by the Charities and Societies Agency since March 1 2011 to

undertake development programs in two Woredas of North Shoa Zone, Amhara Regional

State. It operates in six kebeles of Bassona Worana District namely Bakelo, Keyit, Abamote,

Gudoberet Zuria, Gudoberet and Bassodengora and two kebeles of Debre Berhan town

administration namely kebeles 02 and 06. The main office is located in Keyit 146 km away

from Addis Ababa to the northeast and has five branch offices. Tesfa Berhan is working in

partnership with ChildFund Ethiopia formerly named Christian Children’s Fund Inc.-an

international Charity Organization which has been operating in the area since 1992. Due

to changes in the program approach ChildFund has handed over its program

implementation role in the area to Tesfa Berhan since the beginning of 2010.

Tesfa Berhan had been implementing a three year project from Jan 2011 to Dec 2013.

With a-no-cost-project extension period of six months, the three and half year’s project

has come to an end at June 30 2014. The project had three core programs namely

Primary Health Care Services and Early Childhood Development; Basic Education; and

Youth Development. The core programs are intended to bring the following core

outcomes: these are Healthy and Secure Infants and Young Children (under 5 years old);

Educated and Confident Children (6-14 years old); Skilled and Engaged Youth (15-24

years old) respectively. To support the successful implementation of these programs two

additional projects (sponsor Relations Management and Capacity Building) were also

designed.

A review team composed of district sector office experts and Tesfa Berhan staffs have

undertaken a detail assessment to observe, document and communicate changes in

relation to the outcomes and impacts defined in the strategic plan. Documentation

review, community consultation using PRA and LQAS tools and techniques and technical

review were the three steps followed to conduct the review. The document review was

done by internal staff to see the major findings of the strategic plan and the physical and

financial plan and accomplishment. Community reflection was made in two ways. On the

one hand an in-depth interview was conducted with 380 children 6-14 years old; youth 15-

24 years old and mothers of children 0-23 and 24-59 months old using the LQAS method.

On the other hand 354 children 6-14; youth 15-24; mothers of 0-5 children and adult

community members were consulted. In addition 18 Key informants (Kebele administrators

& managers, school directors & supervisors, preschool teachers, health extension workers,

development agents, and youth association leaders) were also contacted for the study.

A validation workshop was organized with sector office heads & expertes, board and staff

and representatives from kebele, target primary schools and children and youth.

Similar to the last project document this second project will have three core programs

and two supportive projects designed to improve the overall well being of children and

their families. The three programs namely, Care and Development of Infants and Young

children 0-5 years old; Quality learning opportunities and enhancing achievements in

basic education; and Leadership and livelihood skills for youth. The two projects namely

sponsor relation management and capacity building will mainly focus on sustaining the

financial gain of the organization from individual sponsors around the world and to



enhance organizational performance respectively. Each of the programs and projects

has goals and objectives, rationale, strategies and expected outcomes and outputs. The

specific targets, and partners are clearly indicated along with the budget requirement

from ChildFund and other donors and partners.

This plan will use the current human resources with only two new positions to be added to

improve the quality of program service delivery and to diversify the resource base of the

organization. Based on the amount of grant funds additional staff will be recruited with

reasonable consideration of the requirements of donors. Proper working manuals will be

developed to guide day to day operations of the organization with appropriate training

to institutionalize them. This is in addition to the current manuals and update to the existing

manuals

The budget for the coming three years will be 42,613,175.00 of which about 35,508,070.00

Birr will be from ChildFund Ethiopia; 3,555,105.00 is a contribution from the community and

government in labor, cash or in kind and the remaining 3,550,000.00 will be secured from

a grant from potential donors other than ChildFund.



SECTION TWO

BACKGROUND OF THE ORGANIZATION AND THE AREA

2.1. Background of the Organization

Semen Shoa Tesfa Berhan Child and Family Development Association is a child and youth focused

non-governmental and not for profit local organization. It was founded in September 2009 at North

Shewa Zone Justice Department and re-registered at the Federal Charities and Societies Agency

as Ethiopian Residents’ Charity Organization since March 2011 with a license number 2190. Its

establishment was initiated by changes in the strategic direction and programming approach of

ChildFund (formerly named Christian Children’s Fund Inc.) which had been operating in the area

since 1992. Communities in Kebeles of ChildFund’s operational area decided to organize

themselves and found a local organization that can create a partnership agreement with

ChildFund to implement programs and projects. The operational area of Tesfa Berhan is located in

two woredas of North Shoa Zone, Amhara Regional State namely Basona Worana and Debre

Berhan. Debre Berhan town is the capital of the North Shoa zone which is 130 km away from Addis

Ababa and surrounded by Basona Worana district. Of the total 31 and 9 total administrative

Kebeles of Basona Worana and Debre Berhan districts, Tesfa Berhan operates in Bakelo, Keyit,

Abamotie, Gudoberet, Gudoberet Zuria and Basso Dengora Kebeles and 02 & 06 Kebeles

respectively.

In this operational area ChildFund had implemented three Five-Year projects on health and

sanitation; nutrition; HIV/AIDS prevention & control; education and early childhood development;

agriculture; food security; livelihood; child right; capacity building and sponsor relations. ChildFund

in partnership with Tesfa Berhan have been implementing a-three-year project from 2011-2013. In

that project the role of ChildFund was to provide financial and technical support and to ensure

quality program delivery and that of Tesfa Berhan was to manage the overall program

implementation. The project document had three core programs and two support projects namely

Care and Development of infants and young children (under 5 years old); Quality Learning

Opportunities and enhancing achievements in basic education (6-14 years old); Leadership and

Livelihood Skills for youth (15-24 years old); Capacity Building for staff & governing Body; and

Sponsor Relations Management. The Primary Health Care & ECD core program had Integrated

Community Management of Childhood Illness & Nutrition; Safe Motherhood Neonatal Services;

and Early Childhood Development as key interventions. The Basic Education core program was

mainly intended to create enabling children learning in active and supportive school environment.

Youth Development program had three key interventions namely youth livelihood preparation and

education; youth friendly reproductive health services and education; and youth leadership and

social engagement. The Capacity Building project was intended to enhance the performance of

staff and Board members and create a suitable working environment. The last project namely,

Sponsor Relations management, mainly focused on sustaining the fund source of Tesfa Berhan by

smoothing the relationship between children and their sponsors.

This project document will be the second phase of the first project named “An Integrated Child

and Family Capacity Development Project”. The three core programs and two supportive projects

will be part of this project but with some modifications on the goals, objectives and strategies. The

first core program is Early Childhood Development with four key interventions called; Safe and

Caring Environment for children; High Quality Health Care Services and Nutrition for Infants and

Expectant Mothers; High Quality Stimulation for Infants and Young Children; and Empowered and

Responsive Care Givers. The second core program, Quality Learning Opportunities and Enhancing

Learning Outcomes in Basic Education, will have three key interventions namely Promotion of Child

Friendly schools; Participatory School Governance; and Promoting Enrolment, Attendance and

Performance of Children. The third core program will be Leadership and Livelihood Skill for Youth

with the following three objectives; Youth Livelihood preparation and Education; Youth Friendly

Reproductive Health Services and Education; and Youth Leadership and Social Engagement. The

two supportive projects Capacity Building for Staff and Sponsor Relations Management will have



objectives to enhance organizational performance and sustain the financial resources of the

organization respectively.

2.2. Background of the area

The altitude of the operational area ranges from 1300 to 3400 meters above sea level with mainly

highland and plateau landscape. About 70% of the area is plateau and 30% is mountainous with

rugged terrain. Rainfall ranges from 814 to 1080mm per annum. Its pattern is bimodal where the

main rainy season (Kiremt) is from mid June to mid September and the short rainy season (Belg) is

between mid Februarys to April.

The annual temperature ranges from 9- 22 0c. All climatic zones are available in the areas with 50%

dega; 46% woina dega; 2% kola and 2% wurich.

2.2.1. Basona Worana Woreda (District)

According to the Central Statistical Agency of Ethiopia (CSA) the total population of the district as

projected for July 2010 is 133,910 of which 68,496 are male and the remaining 65,426 females. Out

of the total only 1,560 are urban dwellers and the rest majority (132,359) resides in rural kebeles. The

total land area of Basona Worana is 1208.17sq. Km and 109.6 people live in one Km3.

Almost 99% of the population in the Woreda is Orthodox Christian followers and the remaining 1%

composes other religious denominations. Amhara is the dominant ethnic group of the area and

Amharic is the prominent language spoken.

In the district there are 66 preschools (KGs); 51 primary schools and two secondary schools (one

located in Debre Berhan town and one at Keyit). The general secondary school in Debre Berhan

town also started to give services as a preparatory school for the district. There are 4 health

centers, and 31 health posts rendering health services to the community.

The main asphalt road from Addis to Dessie crosses all the kebeles of the operational area. Dry

weather feeder road connect parts of the area with the main road. But there are some

inaccessible areas due to the ruggedness of terrain.

All except one kebeles have access to electricity and either wired or wireless telephone service.

But areas far away from the kebele centers are not getting these services. These far areas have

Mobile network.

The main means of livelihood in the woreda is agriculture where the annual yield is very low due to

traditional farming system. Sorghum, wheat, beans, peas and lentils are the major cereals grown.

Most farmers produce only once using the rainfall while the number of famers who produce more

than once with irrigation is increasing.

2.2.2. Debre Berhan Woreda (Town)

The CSA of Ethiopia projected that the total population of Debre Berhan town for July 2013 is

83,479 of which 40,527 are male and the remaining 42,952 are females. The total land area of

Debre Berhan is 146.27sq.Km and 570.6 people live in one Km2.

About 86% of the population in the town is Orthodox Christian and the remaining 14% composes

other religious denominations including Muslims and Protestants. Amhara is the dominant ethnic

group and Amharic is the prominent language spoken at the area.

In the town there are 15 government owned, 13 private and 19 community based preschools

(KGs); 16 government and 10 private primary schools and three general secondary schools (one



private). The town has one preparatory school for higher education, one TVET, one teachers’

education and vocational college and a university.

There are one zonal hospital and one private hospital; three health centers; and 14 private clinics

to avail health services to the community. There are also four health colleges to give diploma

courses and the university have a health science college which has a degree program.

Petty trade and mixed agriculture are the main sources of income for the majority of the people in

the town. Some portions of the residents are employed in public and private sectors; work in small

and micro enterprises; and as daily laborers. Only few of the elderly are getting pension.

The direct beneficiaries of this project will be 416 infants and young children; 1684 enrolled primary

school going children 6-14 years old; 1109 youth 15-24 years old and 5794 women in reproductive

age. It is expected that 8055 children in 10 primary target schools; 4500 youth getting SRH services

in youth centers and participating in clubs and associations and 24340 community members will

also benefit from the different activities planned in this project.



SECTION THREE

PROBLEM ANALYSIS

3.1. Prioritized issues, manifestations and root causes of Poverty

End-of-ASP review process which includes the documentation review, community consultation and

technical review processes have brought plenty of information which shows the impacts/ results

achieved and the gaps that need intervention. Consensus has been reached among the

stakeholders on the major problems that deprived, excluded and vulnerable children are

experiencing. At the validation workshop the following priority areas were identified under each of

the three core programs.

4.1.1. Care and Development Infants and young children (0-5 Years old)

End-of-ASP review assessment data and secondary information came up with a wide array of

problems that infants and young children under five are experiencing. Some of the major problems

identified in relation to health and security of infants and young children 0-5 five years old and

expectant mothers as well as care givers as prioritized in the validation workshop are as follows:

1. Harmful traditional practices /Cultural influences/ low awareness

2. Inadequate prenatal, safe delivery and postnatal service

3. Prevalence of communicable disease

4. Low family Income

5. Inadequate nutritional food especially for children and their mothers

6. Less access to EPI, GM & Birth certificate services

7. High number of children experiencing DEV

8. Poor quality education at preschools (poor infrastructures, less qualified facilitators,

community involvement etc)

During community validation and prioritization workshop, a range of problems have been

summarized in to four namely inadequate health services for children; insecure environment for

children’s growth and development; limited access to ECD services and low income of families.

The discussants also indicated the major faces of these problems as listed below.

a. Sickness and Death

Focus group discussants indicated that the health practice of the community is at its lowest stage.

Children are the once most affected by this as witnessed by the high prevalence of diarrheal and

ARI with 22% and 31% respectively among 0-23 months old children. Unsafe delivery is one of the

major causes of sickness and death for both the child and mothers. What has been accomplished

during the last three years by Tesfa Berhan and the government have reduced delivery at home

by about 40%. But still almost half of pregnant mothers deliver at home without any professional

assistance. This also contributes negatively to serious complications during delivery which leads to

sickness and death. Low awareness of mothers and inadequately furnished health facilities

including ambulance are some of the reasons for mothers to prefer home delivery. The key

informants from heath facilities also indicated that absence of waiting rooms for expectant

mothers; lack of on-job training for health staffs also contribute to the problem. Once they come to

the health facilities mothers do not want to return to their home without delivery if they do so their

probability of coming back is very low.

Consulted children, youth and adults confirmed that access to potable water is limited in

preschools and the surrounding community though data on access to water supply is significant. .

Women and girls students indicated that they travel two hours fetching water for their school

activities. The survey also indicates that currently only 65% of the population in the operational area

has access to safe water. This figure is more than the district and national coverage which is 64.2%

and 54% respectively. But the occurrence of diarrhea is found to be high which imply that the

available water sources are not treated for purity and the majority of springs need maintenance.



The discussants linked the problem with personal hygiene, environmental sanitation and finally with

poor health status of children.

Information collected from Keyit Health Center and District health offices also indicate that

Pneumonia, diarrhea, upper respiratory infection. Typhoid fever and Acute Febrile illness are the

five top diseases of the area where children are the major affected groups of the community.

b. child insecurity

The consulted young mothers also expressed their opinion on limited knowledge on parental skill,

low care to their children due to heavy work load that results keeping children at unsafe place and

condition which finally reflects on child health. It is common for mothers leaving children alone for

long hours. The LQAS survey indicated the same fact where 64% of the respondents left their 24-59

months old children alone in the past two weeks of the survey time. The situation is even distressful

for infants where 47% of the survey respondent mothers with children 0-23 months old mentioned

that they left their children in the care of child less than 10 years old. These figures show reductions

from 86% and 59% respectively from the baseline survey. But considering the negative impacts on

children’s growth, parents need to be aware related hazards on children being left alone.

The presence of harmful traditional cultural taboo practices also make children’s living

environment less secure. Children’s right is not respected in the area. This starts at their early age

when they are denied the chance of having a birth certificate. The survey indicates that 50% and

36% of children 0-23 and 24-59 months old children respectively have got registered at birth. Only

half of women 15-49 years old with 0-23 months old infants who attend antenatal care at least four

times during pregnancy. On the contrary only 11% of infants 0-23 months old took at least 3

measurements in the past four months.

c. High number of out of preschool children

The community explained that children at the age of preschool (4-6 years old) are out of schools

due to the limited access to Kindergartens and/or preschools; inadequately furnished preschools;

less affordability of school fees; low family awareness and less effective management system. The

survey shows that only 33% of children 36-59 months old attend some form of early childhood

education program. This shows an increase of 17% from the baseline though much is expected to

create access to the many children who are still out of preschools. In the baseline survey it was

indicated that only 59% and 81% of children 0-23 and 24-59 months old respectively live in

households which promotes learning and school readiness. This shows that a significant number of

children live in a family environment which do not encourage/stimulate early learning and that

most children join pre schools without being ready to do so. During the consultation meetings

mothers indicated that there is no developed system to facilitate the smooth transition of

preschoolers to primary schools.

d. Low Family Income

Low income contributes to most of the above problems deprived, excluded and vulnerable

children are experiencing so far. This is one of the reasons that kept the vicious circle of poverty in

the move. Most families do not have enough income to afford to the basic needs of their children

such as food, cloth, shelter, medication, and school related costs. On the other hand they lack

proper knowledge how to generate income through the different ways like increasing productivity;

practice mixed agriculture; undertake off farm activities and income generation schemes.

4.1.2. Children between 6-14 years

The major problems identified as facing children in this age range are as follows

1. Low awareness of family/guardian on children education :absence of follow up, unwillingness

to send children to school for club participation and library reading; Family work load on

children



2. Unfriendly school environment, play grounds (dusty, inclined, rough and scarce play materials

(absence of recreational site, unfulfilled gender club no water access for toilets, fence)

uncomfortable laboratory and pedagogical center

3. Students Poverty (a student being bread winner for a family, unable to cover basic needs of

clothing and food, school materials ,house rent

4. High dropout and repetition rate in the schools and presence of out of school children in the

target kebeles.

5. Absence of Inclusive Education support for children and the schools.

6. Students come late to school, truancy, absenteeism, neglecting home works and addiction.

7. Students' poor reading habit

8. Shortage of materials in the schools (limitation of lab facilities, sport materials, reference books)

9. No organized tutorial programs for boys and girls.

10. Absence of training and experience sharing for teachers and PTA members

a. Low awareness of parents and/or guardians on children education

In the group discussions conducted with children, parents/ guardians are not supportive for

children's education. Respondent children have also explained parents are unwilling to send them

to school for club participation and library reading. Most parents/guardians do not pay attention

that children should do home works and study their lessons at home. Parents/guardians prefer a

child earn money for food or look after cattle to going to school. In the LQAS findings also it is

revealed that 74 % of children work for their family, such as chores, farming, or business. The other

56 % of children work for someone who is not a member of their household. In the LQAS study 30 %

of children miss school because of this work.

Parents/ guardians lack of concern for children education in the target schools contributes for

coming late, truancy and home work negligence. Parents /guardians involved in the community

consultations reflected they never go to school to follow up their child's progress unless they are

called. Whenever children drop school and parents are called to the kebele administration, they

report I am unable to influence him/her to attend education. This lack of belongingness,

commitment and interest on the part of parents in children’s education mainly stems from their low

level of awareness on the importance of education.

b. High Number of out of school children: - There are children aged seven who are out of school

in the target areas due to disability, frequent grade detention, parents unwillingness to send

children to school, girls affected by goiter, early marriage for girls, economic problem and

school distance. School records show that only 88.3 % of the school aged children have joined

school at the beginning of (2013/14) academic year. There are 1,069 children out of school,

494 of them are girls. The LQAS assessment also shows that only 96% of school aged enrolled

children are attending school.

c. High Repetition and Dropout:- According to the survey conducted to review the last ASP, 71 %

of the respondents confirmed they have been absent from school for more than 15 days in the

past 6 months. Similarly, 68 % of these respondents replied they dropped out school in the past

years. Compared with the bench mark of the first ASP, in both absence from school for more

than 15 days in the past 6 months and students dropping out during their study in the past years

the situation has worsen showing 17 and 18 % increase respectively. Information from 8 primary

schools in the operational area indicated that 388 students dropped out in 2012/13 (2005 E.C)

academic year. This is about 4.9 % of the total 7971 students who were registered at the

beginning of the year. The repetition record shows 899 (11.9 %) students have detained class

from 7583 children. During the same year about 29.2% of students set for grade 8 regional

examinations have repeated. Some of the possible reasons include sickness, leaving the

residential area, economic problem, low achievement and less family follow ups. Disability and



orphan hood also contribute to school dropout and repetition as indicated by the group

discussant children. According to district records there are 718 children under difficult

circumstances and 139 children with disabilities.

4.2. Vision Statement

At the start of the first ASP a vision statement was developed in consultation with all stakeholders.

But efforts were made to refine the statement to make it more inspirational and readable. A team

was organized from staff to re-write the vision. The team’s result was discussed among the

management, executive board and general assembly. Finally the vision statement together with

the mission of the organization and its principles and values were approved by the general

assembly. The approved vision of Tesfa Berhan is to see children and youth participate in and

benefit from developmental endeavours and become ideal citizens who bring lasting and positive

change in their communities.

4.3. Existing Resources, Efforts and Actors

During the community consultation the existing social and economic resources were drawn by all

participant groups. Accordingly the following resources are found in the area and will positively

contribute to the effort of the association to address child poverty.

The major resource is the availability of man power which can actively participate in the

development efforts of Tesfa Berhan. The soil and water conservation being undertaken every year

uses this resource with very little financial expense. This improves the agro-ecology and hence

increase agricultural productivity and reduced the risk of drought, erosion and pollutions.

Increased income of households will also add to the success of programs and projects by

increasing their willful contribution to some activities. Currently 15% of the project costs are covered

by the target community

Land is also a resource in the rural district of Bassona Worana. Though the land holding size of each

household is very small if efforts are coordinated to increase productivity and use of improved

technology it can better support life. Some communal land was identified for youth who want to

engage in farming activities. The government can also avail land free of lease charge for the

construction of infrastructures.

Livestock with its uneven distribution can be considered as a community resource which can

contribute the effort of Tesfa Berhan to improve family income and nutritional status of children.

As the majority of the topography is highland there are different water bodies in the Woredas,

which can be used for different purposes at different magnitude. It was pointed out that there are

rivers along with irrigable land that could be used for irrigation purposes. Vegetables and fruit crops

can therefore be grown to support the economic situation of the community all the year round

without the need to depend on unreliable rainfall. There are about 6 irrigation schemes (one under

construction) in the operational area with a potential to irrigate 1139 hectares of land.

The existence of dense tree plantation in the high lands of Basona Worana is a useful resource in

many ways. For many households earn considerable income from the sell of firewood from this

forest. The forest also subsidizes district revenue which can accelerate government’s development

effort to alleviate poverty. One cheap wood factory is under construction which also contributes

Debre Berhan town is a market for the agricultural and non agricultural products of the surrounding

farmers. It is growing fast and attracts huge investment. This is supposed to create job opportunity

for unemployed youths. Land is available for free for those youths who want to work in organized



groups as small and micro enterprises. The infrastructures (road, electricity, telephone) of the

districts are relatively better.

There are institutional resources including the government structure and offices at district and

kebele level. There are also government offices at the zone and regional level that can back up

the effort. There are kebele administrations, social court, anti HIV/AIDS clubs, youth and women

associations, and child right committee at kebele level.

There are social institutions like hospitals, health centers, clinics, health posts, schools, technical and

vocational training institution, teachers education and health colleges, university, multipurpose

farmers cooperatives, saving and credit associations, youth recreation centers that can avail

different services. There is improvement in the quality of services provided by these institutions.

The existence of policies and procedures at all levels of the government structure which supports

the implementation of programs and projects to create access and improve quality in health,

education and youth development is also one of the resources. The government sector offices are

more or less equipped with qualified professionals to provide technical assistance from which Tesfa

Berhan can benefit much.



SECTION FOUR

PROJECT DESCRIPTION

4.1. Project Goals and Objectives

4.1.1. Project Goals:

This project will have three major objectives as indicated below.

1. To enable children develop to their full potential, enjoy good physical and mental

health and live in stable families that interact in non violent ways and in supportive

environment.

2. To improve the quality of basic education with children learning in safe,

protective and supportive environment.

3. To improve the economic, physical & social well-being of youth who can bring lasting

positive change in their families and communities.

4.1.2. Specific Objectives:

To ensure that Infants and Young Children live in safe and clean homes and

surrounding areas

To increase access to high quality health care for IYC and expectant mothers

To improve quality of pre-school education.

To improve the safety and conducive environment for children at home and ECD

centers

Increased capacity of care givers to support survival and development of IYC To promote child friendly schools.

To maximize the participation of children and their parents in school matters.

To promote enrolment, attendance and academic performance of students in the

target schools.

To ensure that youth are employed at a living wage in non exploitative work.

To capacitate youth to make choices for living a healthy reproductive life.

To enable youth become change agents in their families and communities.



4.2. Project Log Frame

Goals Objectives Objectively Verifiable Indicators Means of

Verification

Assumption and Risks

1. Children develop to

their full potential, enjoy

good physical and mental

health and live in stable

families that interact in

non violent ways and in

supportive environment.

1. To ensure

that Infants and

Young Children

live in safe and

clean homes and

surrounding areas

1.1. 30% of children under 5 in the area will

have growth monitoring card available at

home at the end of June 2017.

1.2. The coverage of pure water access of

the target community will increase from the

current 80% -85% by the end of the project

period.

AIMES report

Monthly & quarter

reports

Observation

LQAS Survey

Field Visits

Training Reports

Health Institution’s

reports

Assumptions: -

Government policies and

procedures towards health

and ECD will continue to

support project plans.

Community members, mothers

and care givers will be willing

to participate in trainings and

other activities as well as to

change attitudes towards

some undesired practices.

District sector offices and

health institutions will continue

to support the association.

There will be continuous flow

of fund from ChildFund

Risks: -

Price fluctuations

High staff turn over of both the

association and government

partners.

2. To increase

access to high

quality health care

for IYC and

expectant mothers

2.1. By the end of June 2017 the percentage of

target pregnant women who get skilled

professional assistance during delivery will

increase from the current 47% to 58%.

2.2. The percentage of target pregnant

women 15-49 years old in the target area who

attend antenatal care will increase from the

current 50% to 60% by the end of June 2017.

2.3. By the end of the project period 20% of

target women with children aged 0-23 months

will attend post natal care at health

institutions.

3. To improve

equitable access

and quality of pre-

school education.

3.1. The coverage of 4-5 years children in

the operational area with access to pre

schools (KG) learning will increase from 33% to

45% by 2017.

3.2. At least 20% of the existing preschools

will be child friendly with access to play

ground, water, latrines, and fencing etc by the

end of 2017.

4. Increased

capacity of care

givers to support

4.1. By the end of June 2014 at least 10% of

families with children 0-5 years old children will

have access to small scale saving and loan

services.



survival and

development of

IYC

4.2. Increased awareness of households,

community members, and relevant institutions

(eg. Women, children and youth affairs) on the

importance of joint decision making at

household level.

2. Improve the quality of

basic education with

children learning in

safe, protective and

supportive

environment.

1. To promote

child friendly

schools.

1.1. Make the play grounds of 20% of the

target primary schools child friendly before

June 2017.

1.2. Ensure that at least 50% of the target

primary schools practice the components

of CFS at the end of June 2017.

Field visit,

AIMES report

LQAS Survey

Monthly & quarter

reports

School reports

Assumptions: -

Government policies,

procedures and towards Basic

Education will continue to


Teachers ,PTA,ETB ,clubs ,

other school structures and

parents/ guardians will be

willing to participate in

trainings and other related

activities as well as adult

functional literacy attendance

District Education Offices and

schools will continue to

support the association.

Risks: -

Price fluctuations

Staffs turn over of both the


partners.

2. To maximize

the participation of

children and their

parents in school

matters.

2.1 60 % of parents in the target areas get

involved in school matters by June 2017.

2.2. Increase the coverage of students’

participation in school matters from the current

53% to 65% by June 2017.

2.3. Improve the percentage of parents’

involvement in the follow up of their children’s

education by 20% at the end of June 2017.

3. To promote

enrolment,

attendance and

academic

performance of

students in the

target schools.

3.1. Ensure that all school aged children in the

target area attend primary school at the end

of the project period.

3.2. Reduce detention rate by 8 % for target

schools in Debre Berhan and 5% for Bassona

Worana from the current 13.61& 12.79 %

respectively by the end of the project.

3.3. Decrease dropout rate by 1.5 % and 1 %

for target schools in Debre Berhan and

Bassona Worana respectively from the current

2.41& 5.31 % respectively by the end of June

2017.

3: Improve the economic,

physical & social well-

being of youth who can

bring lasting positive

change in their families

1. To ensure

that youth are

employed at a

living wage in non

exploitative work.

1.1. The percent of youth participated in

technical /vocational skills increased from the

current 21% to 34% by end of 2017.

1.2. Percentage of youth employed will

increase from the current 49% to 60% by the

AIMES report

LQAS Survey

Monthly & quarter

reports

Interviews

Youth data

Assumptions: -


procedures towards youth

development will continue to




and communities. end of 2013.

1.3. To ensure that at least 30% of youth will

be able to plan & manage their business by

end of 2017.

1.4. To enable 20% of secondary school

graduates to join and complete diploma and

degree courses by the end of the project.

District sector offices will

actively participate in the

implementation of the project.

There will be better job

opportunities to absorb

trained and skilled youths

There will be a market

demand for the products of

youths.

Risks: -

Price fluctuations

Staffs turn over of both the


partners.

2. To capacitate

youth to make

choices for living a

healthy

reproductive life.

2.1. Age of pregnancy before age of 15-

18 yrs reduced from the current 20% to 10% by

the end of June 2017.

2.2. Early marriage in women before the

age of 18 yrs will be reduced from the current

67% to 60% by the end of 2017.

AIMES report

Monthly & quarter

reports

Field Visits

Sector office &

clubs report

LQAS Survey

3. To enable youth

become change

agents in their

families and

communities.

3.1. Membership and participation to

youth associations and clubs increased from

the current 48% to 55% by the end of June

2017.

3.2. Youth holding position of leadership

increased from the current 23% to 30% by the

end of June 2017.

3.3. The percentage of youth age 15-24 who

feel they have responsibilities to shoulder

at the community and local government

level will raise from the current 75% and

67% to 82% 78% respectively at the end of

the project period.

Monthly Reports

Training Reports

Observation

Clubs and

Association data

& report

LQAS Survey

To enhance organizational

performance for effective

and efficient program and

project implementation

and quality service

delivery.

1. To enhance

the strategic

leadership

capacity of the

governing body.

1.1. Ensure that 90% of the executive board

members will be able to give effective

leadership by applying the training by the end

of 2017.

2.1. Staff fund soliciting capacity

Training reports

Monthly & quarter

reports

Grant Agreements

Assumptions: -


procedures towards ChSos will

continue to support project

plans.

Board members and staff will

be willing to apply the



2. To diversify

the financial

resource base of

the organization.

increased and 3.5 Million Birr will be secured

from sources other than ChildFund by the end

of the project life.

trainings

Risks: -

Trained staffs turnover of the

association.

Donors may not be willing to

accept proposals.

Enable sponsor ship

program to be the

sustainable financial

sources of the association.

1. To improve the

quality of

sponsorship

communication

.

1.1. 80% letters will written by the children

and their families at the end of June 2017.

1.2. Sponsor cancellation rate minimized

from 13.7 to 10.0% at the end of June 2017.

-Written letters

-Cancellation

report and SSIMS

Report

Assumptions

-Global economic crisis will

become down to the normal stage.

-Children and family will be willing

participate in sponsor relation

activity.

Risks

Global economic crises may not be

stable which may force the

Association to loss sponsors.



4.3. Project Inputs

4.3.1. Financial

Table: 4.1 Cost of the project by major components (In Birr) for the two Woredas

Budget Component by project

Budget allocation for the period

Annually

Total of the three years by sources

Total

Year 1

Year 2

Year 3

ChildFund

Ethiopia

Communit

y Cost

sharing

(Partners)

Grant

Core Program One: Care and

Development of infants and young

children (under 5 years old) 2,395,716 1,954,661 1,953,856 4,871,648 732,585 700,000 6,304,233 Core Program Two: Quality Learning

Opportunities and enhancing

achievements in basic education (6-14

years old) 3,647,947 3,439,753 3,779,551 8,327,032 1,040,220 1,500,000 10,867,252 Core Program Three: Leadership and

Livelihood Skills for youth (15-24 years

old) 3,167,478 4,386,136 4,031,388 8,452,702 1,782,300 1,350,000 11,585,002

Sponsor Relation Management 356,457 403,308 404,839 1,164,604 1,164,604

Program Staff Salary 1,464,419 1,675,705 1,841,702 4,981,826 - - 4,981,826

Capacity Building 398,759 520,934 529,028 1,448,720 - - 1,448,720

Major Administration Costs 1,936,022 2,087,889 2,237,626 6,261,537 - - 6,261,537

Total 13,366,799 14,468,386 14,777,989 35,508,070 3,555,105 3,550,000 42,613,175

The above table shows that the majority of the project fund (35,508,070.00 Birr) will come from ChildFund Ethiopia. The community with labour

and materials and the local government through the provision of land and other technical support will contribute Birr 3,555,105. Tesfa berhan will

also try hard to get 3,550,000 Birr from donors other than ChildFund by preparing proposals to potential donors.



Cost of the project by Woredas

Budget Component by project

Debre Berhan City Administration Bassona Worana Woreda Total Year 1 Year 2 Year 3 Total

Year 1 Year 2 Year 3

Core Program One: Care and

Development of infants and

young children (under 5 years

old)

267,741

399,343

355,492

1,022,575

2,127,976

1,555,318

1,598,364

5,281,658 Core Program Two: Quality

Learning Opportunities and

enhancing achievements in

basic education (6-14 years old)

798,605

868,031

1,269,026

2,935,662

2,849,342

2,571,723

2,510,525

7,931,590 Core Program Three: Leadership

and Livelihood Skills for youth (15-

24 years old)

1,120,754

1,745,501

1,377,836

4,244,091

2,046,723

2,640,635

2,653,552

7,340,911

Sponsor Relation Management 55,576 64,939 64,938 185,453 300,880 338,370 339,900 979,150

Program Staff Salary 302,388 364,907 399,825 1,067,120 1,162,033 1,310,798 1,441,877 3,914,707

Total Program Costs 2,545,065 3,442,720 3,467,116 9,454,901 8,486,954 8,416,843 8,544,219 25,448,016

Capacity Building 86,125 148,131 192,870 427,125 312,634 372,803 336,157 1,021,594 Major Administration Costs 492,018 611,587 648,121 1,751,725 1,444,005 1,476,302 1,589,505 4,509,811

Total Admin Costs 578,142 759,717 840,991 2,178,851 1,756,639 1,849,105 1,925,662 5,531,406

Total 3,123,207 4,202,438 4,308,108 11,633,752 10,243,593 10,265,949 10,469,881 30,979,422

The table shows that the budget for Bassona Worana district and Debre Berhan City Administration is 30,979,422.00 Birr and 11,633,753.00

respectively. The total project cost for the two woredas will be 42,613,175.00 Birr. The program cost of the two woredas will be Birr 34,902,917.00

Birr while that of the administration cost will be 7,710,256.00 Birr. Based on this the program vs administration cost will be 81.91/18.09. But since all

planned trainings will have both program and administration costs this ratio may have some differences which will raise the percentage to 77/23

respectively.



4.3.2. Personnel

Table: 4.2. Staff of the Organization

Job Title

Number

of staff

Qualification & Experience

Place of Work

Nationality

Manager

1

Bachelor degree+ 8 year work experience /Master degree + 6

year work experience; qualification in social sciences, rural

development or related fields

Main Office (Keyit) Ethiopian

Program Development Supervisor 1 Bachelor degree+ 6 year work experience /Master degree + 4

year work experience; qualification in social sciences,

development studies or related fields


Community Development Officers

(CDO)

3 1st degree in pedagogy/education, public health, agriculture,

economics with 3 years of experience


Sponsor Relations Officer (SRO) 1 BA degree in Social Science or ILS and 3years experience Main Office (Keyit) Ethiopian

Finance Officer 1 BA degree in accounting and 3 years experience Main Office (Keyit) Ethiopian

MERL Officer 1 BA degree in Social Science and related fields with 3 years

experience


Community Development Facilitators

(CDF)

10 College diploma in social sciences, agriculture, home economic,

or related fields and 2 years experience

At site level Ethiopian

Accountant 1 College diploma in accounting and 4 years experience Main Office (Keyit) Ethiopian

SR Assistant 1 BA degree in Social Science or ILS and 2 years experience Main Office (Keyit) Ethiopian

Cashier 1 College diploma in accounting and 2 years experience Main Office (Keyit) Ethiopian

Admin Assistant 1 College Diploma in related field + 2 years experience Main Office (Keyit) Ethiopian

Store keeper 1 College Diploma in related field + 2 years experience Main Office (Keyit) Ethiopian

Driver 1 3rd grade driving license and TVET diploma with 2 years

experience


Purchaser 1 College Diploma in related field + 2 years experience Main Office (Keyit) Ethiopian

Messenger 1 10th grade complete and 2 years experience Main Office (Keyit) Ethiopian

Office Attendant 1 8th grade complete and 2 years experience Main Office (Keyit) Ethiopian

Guards 4 8th grade complete and 2 years experience Main Office (Keyit) Ethiopian

Preschool facilitators & baby sitters 7 KG certificate and two years experience Debre Berhan Ethiopian



SECTION FIVE

PROJECT STRATEGIES

5.1. Core Program One

1. Enhance Stakeholders Participation: To ensure the effective implementation of

planned activities participation of all stakeholders is paramount. The community will

participate in cost sharing to medication of children, creating protective environment

for children and to furnish preschools with safe in and outdoor play materials;

contribute in labor and material for construction of spring water sources; and some will

give voluntary services to improve the quality of health care services by providing

home to home health education, guidance and data recording. They will be linked

with the health service delivery system. Government sector offices will contribute in

preparation of designs & specifications; institutions will be requested to contribute

financially to upgrade health facilities.

2. Trainings and educational messages: - Trainings and strong educational messages

using different Medias such as class room sessions, demonstrations, mass education

and FM radios will be given to the community, health professionals and preschool

facilitators. The trainings will be as short as 15 minutes and as long as 5-7 days

depending on the topics and the Medias used. Partnerships with District offices; Debre

Berhan University; and Debre Berhan Fana FM 94.0 will be established to facilitate

these trainings. Tesfa Berhan will work to economically empower guardians of infants

and young children. Sector office experts will collaborate in the preparation of

messages on various topics. The impact of these trainings and messages will be

assessed every month during the monitoring visit.

3. Empowering Care Takers: - This project will work to introduce income generation

activities through Village Savings and Loan Association/VSLA/. Without any financial

injection care givers are organized in small groups to start saving and have access to

credits. Families will be supported to start small animal farming like poultry production

and sheep rearing. Vegetable seeds will be provided to those families who have

experience to use their backyards for production. Linkage will be established the

existing SACOOs so that families could get access to capital loans. The financial

support to orphans and vulnerable families will focus on the family’s ability to use the

support for long term outcomes. Decision making ability of women will be enhanced

through various trainings in topics like parenting skills.

4. Support health institutions and pre schools: Material and technical support will be

provided to health institutions, and pre-schools. These supports will target improving

the service delivery of health institution and the quality of preschool education. The

support will be supplemented by refresher trainings of health personnel and preschool

teachers in the form of short term trainings. Separate waiting rooms at Keyit health

center and Bakelo health posts will be constructed and furnished. Five preschools will

have access to safe drinking water with pipeline installations from the nearby water

sources. While four new springs will be developed and 8 existing water sources with



poor conditions will be rehabilitated and treated regularly with chlorine. Refresher

trainings will be given to water management committees of 10 springs.

5.2. Core Program Two

1. Introduce and promote CLASSE Model: - Substantial evidences shows that robust,

multi-factor interventions are needed to address increasingly complex access, equity,

and quality issues in education. With this end, The CLASSE model with its entire

package will be introduced. The four components of the model including Child-

Centred Learning Environments; Meaningful Active Teaching & Learning; Engaging

Families & Communities; and Partnerships & Strategic Alliances will be given due

consideration. Moreover, attention will be given to the promotion of girls’ education.

There will be girl spaces that provide health and social service for girls that enhance

their learning process. The promotion of the CLASSE methodology has been

implemented with a lot gaps to be filled. These efforts will continue to implement

CLASSE in the 8 schools located in the program area.

2. Construction of Structures and Offices: - The community discussion came up with

the fact that the existing schools are not well equipped with the required reference

books, school materials and the existing classrooms are not sufficient for current

number of students for tutorial and full day schooling. The project will provide school

materials; construct additional classes, library and boys/girls friendly pit latrines to solve

the problem. In addition the target schools also lack club offices for children's

participation. So, club offices will be constructed. The club offices will be managed by

club leader students and teachers. District education offices train and mobilize club

participation through the leaders. The clubs promote protection of children in and out

of school. And also present experience of high achievers and ways of becoming

successful in academics.

3. Strong partnership with education actors: - Parents, children, and youth need

capacities to participate in school governance, advocate for quality services and

influence policy. The target schools will serve as a main point for enhancing child and

youth participation. Children and youth will be a member of different school clubs and

act as change agents in community development particularly community

sensitization. Parents and/or guardians of children participate in program

implementation by sharing cost for scholastic materials, financial support and

medication service. In addition district education office will share cost for the

construction of classrooms; play ground preparation and Functional Adult Literacy

(FAL) program. Strong link will also be established with Debre Berhan University in

capacity building of teachers. Other local and community based organizations will be

contacted to mobilize resources for schools’ improvement.

4. Strengthen School and Student Structures: - Schools have various structures that

can make a difference in students' achievement. The structures will be provided with

guidance and required tools for engaging children in the school activities. These

structures (one-to-five, students’ union, PSTA & ETB) will contribute in reducing

educational wastage. Tesfa Berhan in collaboration with the district education offices

will create an environment of competition will be created where the best performing



structures will be rewarded or given recognition. This recognition will be backed up by

strong follow up & monitoring of schools and their structures performance on agreed

upon criteria. The criterion will include among others, dropout rate, parents'

participation, net enrolment, and children's participation in clubs, libraries service,

laboratories function, safe school environment, proper utilization of provided and

available resources. A team will be formed from the two district education offices and

Semen Shoa Tesfa Berhan Child and Family Development Association.

5. Follow up on children enrolment, class attendance and achievement: - Students

in the target area have erratic attendance due to parents’ loose follow up; students’

involvement in income generation activities; dismay following failure in tests/exams

and the like. It is necessary to make regular follow up of students' school attendance

to improve educational achievement. The follow up is conducted through class

attendance, home visit of low attendants; discussions with group of families with low

attendance children, community volunteers, teachers and district education office

experts and staff will participate in the follow up. The association and the target

schools will sign memorandum of understanding for the exchange of result,

attendance follow up and achievement.

5.3. Core Program Three

Livelihood education and preparation: - Marketable vocational and technical skill

trainings will be provided to youth based on their interest. At the end of these trainings

startup capital and working materials will be given according to the skills gained.

Trainers, employers, youths and collaborators will be working jointly to create better

livelihood and employment opportunities, better pay and comfortable working areas

to youth. These responsible parties also are responsible to share job information to

those who are unemployed. Families will also participate to contribute some

percentage of skill training fees based on their economic status to address the training

needs of more number of youth.

Construct and strengthen youth recreational & SRH centers: -The project will strengthen

the existing youth recreational & SRH centers and equip with the required material in

such a way that the centers provide services to the youth on a sustainable way. The

expansion of Debre Berhan youth center will be undertaken in this project to enable it

to provide services like recreation, sexual reproductive health, counselling and

guidance, ICT, reading space and trainings for youth.

Trainings: - Different trainings will be arranged to aware young population in the target

area on reproductive health, life skill, entrepreneurship, business plan, peer education

on RH, youth participation, and leadership. Conditions will be arranged for health

institutions and schools to deliver awareness raising sessions on a regular base. Waiting

rooms at health centers transmit message using different media and schools deploy

clubs to deliver the messages. Moreover, IEC materials will be posted at accessible

area to the community at large.

Organize events: - Tesfa Berhan in collaboration with district sport and culture and

Tourism office will organize events for youth in sport competition and theatres so that

youths can get access to show their talents, to share experiences and also helps to

motivate their participation in matters of their concern.



SECTION SIX

ORGANIZATION AND MANAGEMENT

6.1. Organizational Structure

Semen Shoa Tesfa Berhan Child & Family Development Association, has already

experienced in lying fertile ground for empowering the community through administering

the project activities.

The organizational structure is as indicated below. The general assembly is supreme

decision making organ of the organization. The executive board members elected by the

general assembly are responsible for playing governance roles and assign the Manager

who is mandated to manage the program activities including the staff.

The manager is a recruited staff who will be mandated to manage all the programs and

projects. S/He is a line manger of program Development supervisor, Administration

Assistant, Community Development Officers, Sponsor Relations Officer and Finance

Officer and Grant and MERL officer. These will form a management team to advice the

manager on pertinent issues. The Program development supervisor is assigned to ensure

quality programming and establishing strong partnership with stakeholders. The Admin

assistant deals with the management of the personal file of all staffs and line manage the

purchaser, store keeper, driver, office attendant and guards. Sponsor relation officer will

lead the sponsorship and child participation and protection related activities. The finance

officer is responsible for the financial management and ensures that the financial

undertakings are in line with government, donor and the organization’s own policy. The

community development officers are expected to lead program activities of the three

core programs. Grant & MERL officer will work to solicit fund from various donors and

coordinate the monitoring and evaluation undertakings of the organization. There are

also Community Development Facilitators implementing the day to day activities planned

for their respective kebeles.

Community volunteers will be selected from the community to undertake different

activities such as home visit of beneficiaries to educate them and gather the required

family level data and facilitate letter communications between children and their

sponsors abroad. Committees will be formed to select beneficiaries and manage

infrastructures like preschools. Whenever there is a government structure to accomplish

such activities Tesfa Berhan will use this structure in consultation with the government.


Integrated Child & Family Capacity Development Project II Page 9

Semen Shoa Tesfa Berhan Child and Family Development Association Organizational Structure

General Assembly

Executive Board

Manager

Sponsor Relation

Officer

Officer

Grant & MERL

Officer

Finance Officer

Admin Assistant

ChildFund Ethiopia/Area Office

Community Development Facilitators (10)

Communities/Community

Volunteers/

Cashier

Accountant

SR Assistant

Program Development Supervisor

Community

Development Officers (3)

Purchas

er

Driver

Office Attendant Guards (4)

Store Keeper



6.2. Backstopping by ChildFund Ethiopia

ChildFund Ethiopia will stay in partnership with Tesfa Berhan for 12 years working as a

prime partner. Capacity building and program quality control will be the major concern

of ChildFund in the program area. It will render higher management support,

coordination, technical backup; and gives the overall directives and develops a

guideline that can be used in planning, monitoring & evaluation and reporting of project

activities. ChildFund Ethiopia would also assist the association in lesion with international

office and donor agencies, soliciting and facilitating fund transfer. It also ensures effective

implementation of the program & efficient utilization of fund through frequent supervision

and capacity building.

6.3. Participation of partner institutions

Effective implementation and sustainability in development activities could be achieved

only if all actors in the development process, including government and non-government

organizations, project beneficiaries (adults, children, & youths) could work in collaborating

and cooperation by being continuously involved in the planning and implementation of

the development endeavor.

Tesfa Berhan has been working to ensure that the voices of children and the youth are

heard by the development actors. In its strategic planning process children and youth

have a chance to participate. It is strongly committed for the participation of children

and youth in leading roles in their own development, and in the development of their

communities and societies. During the program implementation, meaningful relationships

will be formed between children, and between children and adults.

Strong interaction and co-operation with the stakeholders/government organization

including Regional, Zonal and Woreda government sector bureaus, departments and

offices (Bureaus of Health; Education; Agriculture; Water Resources Development;

Women’s, Children and Youth Affairs and Sport and Finance & Economic Development)

helps to plan appropriately avoid duplication of efforts and address community felt needs

on timely basis. Activities will be carried out to achieve the objectives of the program

based on the agreement outlined with these offices.



SECTION SEVEN

MONITORING AND EVALUATION

The main task of M&E belongs to the Tesfa Berhan . Tesfa Berhan will submit reports to all

partners including ChildFund and government signatories. ChildFund as a donor agency

will monitor the performance but not submit reports to third party on behalf of the Tesfa

Berhan .

Periodic and continuous monitoring of the project activities will be performed by the

executives board, staff, concerned line offices, and funding agency. The beneficiary

communities will have access to follow up the project activities by looking at the progress

made in their respective kebeles.

Tesfa Berhan will produce quarterly, mid-term, annual and terminal physical and financial

progress reports & submits to concerned government signatory bureaus, departments

and offices and to funding agency (ChildFund Ethiopia). In turn, Tesfa Berhan will perform

a compilation of progress reports on quarterly and annual basis for submission to

concerned line ministers, and ChildFund international Office. The funding agency will

undertake regular monitoring of the project with frequent supervision made to the project

area.

The project will be audited both by internal and external auditors at least annually.

Mid-Term and Terminal evaluation of the project will be carried out by all concerned

bodies (Community, funding agency, woreda, zonal & regional level government bodies)

in order to assess the effectiveness of strategies & implementation, efficiency,

achievements and impacts.

During the project period; stakeholders will be informed on the implementation,

monitoring and evaluation of the programs. District, zone and regional level local

government, child and youth, adults, program target community, sponsors and potential

donors will be the primary audiences.



SECTION EIGHT

PROJECT VIABILITY & SUSTAINABILITY

Tesfa Berhan will highly encourage community participation. The bottom – up approach

focusing on the participation of the community was used technically to identify local

problems & to prioritize according to their felt needs taking local & outside opportunities

into considerations. The project was designed at the manageable scale & the

implementation capacity of the community. The programs fall within the guideline of the

government development policies which would be favorable for cooperation and

support from the government side. Moreover most of the program activities are

undertaken within government institutions like schools and health facilities.

Besides supporting social services like health & education, the project will also make

efforts in assisting the beneficiary families to achieve self-sufficiency by improving their

level of income that would have economic viability.

Unlike the first phase of the project women empowerment through a holistic approach of

socio-economic intervention, awareness building, education & training will be given

emphasis in every process of the project cycle to enable the disadvantaged social

groups (women and children) benefit from the project.

In a more consolidated & systematic manner, Tesfa Berhan will give emphasis & efforts to

empower the beneficiary community members and build the capacity of different

committees and community volunteers to enable the local community to shoulder the

responsibility of running the development program in collaboration with concerned line

offices. The use of cost sharing as a strategy will in one way or the other contribute to the

sustainability of project activities by creating a sense of belongingness and ownership.



SECTION NINE

PROJECT IMPACT

As started in the first phase Tesfa Berhan will continue to contribute to the betterment of

the socio-economic life of the target beneficiaries, especially that of children

experiencing deprivation, exclusion and vulnerability. The target communities are

expected to make use of services, training/education and the other programs of the

project to change the lives of children. In the health sector, people were suffering from

disease burdens in addition to the scarcity of health facilities, due to lack of PHC (Primary

Health Care) services; lack of knowledge & prevalence of harmful traditional practices.

However, through home-to-home orientation, education and training that will be given by

the community development facilitators & community volunteers in collaboration with the

woreda health office, the awareness of parents will positively be changed their attitude

towards the medical treatment of children and overall prevention of diseases.

The psychosocial & cognitive capacity of infants and young children, through core

program one; will be improved by strong interventions in ECD services. Mothers at the time

of pregnancy will get proper follow up before and during the birth by skilled health

workers so that expectant mothers, infants and young children will get neonatal,

antenatal and post natal health care services. By improving safe water supply of the

target area and different sanitation interventions the health status of children will be

improved. Children will also have equitable access to quality preschool education and

play for a proper transition to formal education. The economic status of families with

children 0-5 years old will raise due to interventions to establish VSLA groups and other

financial and material support from this project.

Through promotion of child friendly school environments will create a chance for children

to learn in active and supportive school environment. This will in turn improve their

academic performance and build their self confidence to participate actively in school

matters. The participation of parents in their children’s education and in school matters

will increase because of the trainings and workshops conducted. More children will be

attracted to schools; dropout and detention rates will be reduced because of the

activities of the project to encourage school enrolment; to create conducive school

environment; trainings to teachers, PTSA & ETB members, parents and students community

& children; provision of scholastic materials to students etc.

Youth in the age range of 15-24 will get different skill trainings, will also be organized and

supported to engage in IGAs so that they can be self sufficient and productive citizens.

The program will also enable them to play a leading role in the community. The basic

rights of children will be observed and many of the children will be able to develop their

full potential. The communities’ members will be more enlightened; they will raise their

awareness in many aspects, which are all important factors for accelerated local socio-

economic development endeavours and to bring about positive changes. Different

public assets created by the project run by the community in collaboration with

concerned government will greatly contribute to effectively deliver social services to the

community.



SECTION TEN

ANTICIPATED RISKS & ASSUMPTIONS

This project is prepared with the anticipation of the following risks and assumptions which

might entail in the implementation of the project or counter act smooth operation of its

program components against the schedule.

10.1. Risks: -

Monthly fund release expected from the donor might be affected due to under

utilization of the physical and financial plan tend to be executed by Tesfa Berhan

or any other reasons.

Human and livestock disease out breaks/emergency response might create

difficulty in smooth implementation of the planned project and might force the

project to alter some of program components and shift of some budget lines.

Frequent turnover of concerned personnel of line offices and lack of prompt

responses to the project assistance as required.

Project staffs turn over.

Tesfa Berhan may fail to manage the project as per the agreed terms of reference

in Letter of Agreement (LoA) or memorandum of understanding signed with

funding agency (ChildFund Ethiopia) and the government.

10.2. Assumptions: -

The community will be willing to attend in trainings and to practice the knowledge

and skill gained from the trainings.

Children, youth and adult members of the community will actively contribute

materially, financially and in labor for the success of the project.

The government policy and procedures will continue to support the strategies and

working procedures of this project.

Development actors will support the smooth implementation of the project.



SECTION ELEVEN

PHASE IN AND OUT STRATEGY

11.1. Phase in Strategy

Tesfa Berhan has started to work in the area since 2009 following its establishment to continue the

program implementation of ChildFund. ChildFund had been implementing projects and programs

in the area since 1992.

The funding agency (ChildFund Ethiopia) will sign Letter of Agreement (LoA) with Tesfa Berhan

every three years. Whenever there is a need to phase in the new operational area additional or

Memorandum of Understanding (MoU) will be signed as per the project period. This is to ensure

that the funds are utilized as per agreed rules and regulations in favour of the target community. In

turn, Tesfa Berhan will be responsible to make project agreement with concerned government

body every time the operational area is expanded.

Tesfa Berhan will strongly work to expand its operational area by soliciting additional fund from

ChildFund or other donors. It will hire professional staff who will be working on increasing the

income of the organization. Additional project agreements will be signed with concerned

government offices when the budget is secured.

The new operational areas will be selected with the decision of the general assembly of the

organization and in consultation with concerned government offices. As a strategy baseline

assessment will be conducted before the project preparation and submission or during the project

implementation as budgets allow. The participation of the would be target community will be

taken as an important component.

11.2. Phase out Strategy

Tesfa Berhan will remain in the area at least until the end of this project since it is formed from local

community whereas the funding agency (ChildFund Ethiopia) will phase out from financing when

the project in two occasions (a) when it believes that Tesfa Berhan is able to finance its projects

and programs in the operational area and (b) when Tesfa Berhan fails to meet the requirements of

the government and the donor.

For any reason Tesfa Berhan has to phase out from the area of its intervention, all project out puts

will be handed over to concerned legal body as per the terminal evaluation reports and

recommendations.

The asset of the organization will either be handed over to the district or any other similar

organization or will be taken to the new operational area of Tesfa Berhan as per the regulations of

the Charities and Societies Agency.

It is expected that project outputs will be handed over to district line offices during the time of

implementation and at the end the terminal evaluation. While the project assets will be handed

over to bureau of Finance and Economic Development and /or its branch at district level. Tesfa

Berhan will also have the right to retain assets fixed or not if it wants to open a new project in other

areas of the country.

ANNEX 1: Physical and Financial Plan

project proposal document - tesfa berhan cfdo

Documents