knowledge partnership programme scoping exercise...
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KNOWLEDGE PARTNERSHIP PROGRAMME
Scoping Exercise Report
Partnership for Adapting the Kudumbashree Model to Ethiopia
By Kudumbashree
Submitted to
Department for International Development (DFID)
IPE Global (P) Ltd.
February 2016
MoWCA – Government of Ethiopia and
Kudumbashree – Government of Kerala, India
Partnership for Adapting the Kudumbashree Model to Ethiopia
Supported by IPE Global under
the Knowledge Partnership Programme
Report Based on Scoping Exercise for Finalization of Intervention Plan
15 November – 03 December 2015
EXECUTIVE SUMMARY
Background
Kudumbashree-State Poverty Eradication Mission, Government of Kerala, India in partnership with the
Ministry of Women and Children Affairs, Government of Ethiopia, supported by the Knowledge Partnership
Programme, conducted a scoping exercise to identify the existing structures and practices and exploring the
potential of adapting Kudumbashree model to the context in Ethiopia from 15-26 November 2015. The team
visited Federal offices (MoWCA, MoH, MoA, Central Bank, FeMSEDA, AEMFI, and CoSAP) and
government functionaries and existing women groups in eight Kabeles across four Woredas in two Regions.
The field areas visited are:
Oromia Region – West Arsi Zone – Sheshemane and Arsi Negeellee Woredas
SNNP Region – Gaurage Zone – Abeshge and Cheha Woredas
Observation from the Field
Women’ Development Group (WDG)
The 1-5 network groups and the WDGs were close knit and coherent groups. They were involved in regular
meetings and savings. In Oromia Region, they took loans from their internal savings and engaged in various
income generation activities. There was existence of leadership, but rotation of leadership was not evident.
They were also involved in social development activities and also had the ability to plan for identifying issues
in the community and find solutions to it. The main income generation activities were centred around
agriculture and animal husbandry
Health
The accessibility and availability of primary health services were found to be very effective. The Health
Extension Workers (HEWs) were able to mobilize women well for extension services. The 16-health extension
packages were disseminated in a structured model with limited transmission loss. There was also good
reporting and monitoring practices put in place from the Health Post at the Kabele level up to the Woreda
Health Office. The women had good access to the Health Posts and utilized the services well
Agriculture
The agriculture extension was done well through the network of Development Agents (DAs). All Kabeles
had Farmer Training Centres (FTCs) and demonstration sites in the same compound which gave on-ground
training to the farmers. There was also concept of model farmers who were used for disseminating good
farming practices to the community. Technical inputs and guidance are being provided by the DAs to the
farmers
Small and Medium Enterprises / Job Creation
SME activities at the federal level are managed by Federal Micro and Small Enterprises Development Agency
(FeMSDA). It was found that their activities are mainly centred around urban Kabeles. There is provision of
entrepreneurial and skill training in from Technical, Vocational, and Educational Training Institute (TVETs).
There were One-Stop Service Centres to provide support services to the enterprises.
Intervention Proposed
Based on the Kudumbashree experience in Kerala and observations from the field, the following interventions
are proposed:
1. Strengthening the institutional structure of WDG
2. Strengthening financial inclusion of WDG
3. Strengthening sectoral activities of the WDG
4. Building community based support system for strengthening the institutions, financial inclusion, and
lending sectoral support
The Proposed Institutional Structure
The WDGs presently existing in the Kabele are working as independent groups without much convergence
with other groups and the Kabele administration. The extension departments, such as agriculture and health
work in parallel with the WDGs.
The structure proposed is to federate the individual WDGs at the local habitation (Got) level in the form of
Got Federation (GF). These GFs can be further federated at the Kabele level in the form of Women
Development Association (WDA). The following is a diagrammatic representation of the same:
In SNNP region, a platform called ‘steering committee’ exits which brings together representatives from
various departments and the WDG leader. We propose this platform to be enhanced and serve as a major
forum for convergence between the WDG and all Kabele administrations.
The proposed steering committee will include representatives from Kabele administration, agriculture, health,
education, women’ league, WDA, SME / job creation department, MFI / bank to address issues pertaining to
WDG and its federations.
Financial Inclusion
By means of thrift and credit activity within the WDGs and linkages with financial institutions is seen as a
core area for strengthening the institution and providing financial support for income-generation activities.
This will include activities such as weekly thrift, internal lending, monitoring of repayment etc. Transparency
and accountability of this mechanism will be ensured in the form of regular record keeping of financial
transactions and periodic auditing of the same.
Strengthening Economic Sector Interventions
For ensuring economic empowerment of the women, it is essential they engage in economic activities, which
can be related to crop production, animal husbandry, agro-processing, non-farm micro-enterprises, wage
employment etc. For this purpose, sub-sets of WDGs in the form of Common Interest Groups (CIGs) can be
formed based on interest in engaging in specific income generating activity. Further avenues can be explored
to link these CIGs into a value chain based on available opportunities.
Support Structures
To form a robust institutional structure, lend support to the WDGs in activities related to financial inclusion
and income generation, it is essential that an enabling environment exists. One of the major impediments in
achieving this is absence of a support system to guide, streamline, and handhold the functioning of the WDGs.
To plug this gap, it is proposed to form support teams from the community itself from within the Kabele.
Three types of support teams are envisaged as under:
1. Kabele Support Team (KST) to support in institution building and financial institution
2. Woreda Audit Team (WAT) to support in auditing of accounts of community institutions and CIGs
3. Livelihood Consultant Group (LCG) for promoting and supporting income generating activities of the
WDG members
The members of these support teams will be identified from the community itself, preferably experienced and
active women from the community.
Convergence Required
The convergence with various government functionaries can be envisaged as under:
Coordination with banks / MFIs for financial inclusion and income generating activities:
o Opening accounts for thrift deposit
o Avail credit for groups engaged in IG activities
o Financial literacy
Coordination with Kabele administration for seeking approval for loans for IG activities, for working
premises for CIGs and permissions for organising markets
Coordination with DAs / TVETs for technical training to CIGs and support structures
Coordination with the steering Committees
The concerned sectoral committees in the proposed community institutional structures will coordinate with
the concerned sectoral departments
Capacitation Required
Before capacitating the members and office bearers of the community institutions, the available manuals /
training materials will be considered and modifications / enhancements to the same will be done, if required.
The capacity building needed for the community institutions will be in the following aspects:
Importance of collectives
Constitution and relevance of federations
Responsibilities of office bearers and members
Working with administration and sectoral offices
Books to be maintained in the collectives
Importance thrift and credit
Specific training for office bearers
Training of audit committee on protocols and methodology of audit
Training of financial inclusion committee on credit delivery mechanism
The CIGs engaged in income generating activities would need to be oriented in basic business concepts and
technical training depending upon the trade. The support institutions (KST, WDA, and LCG) would have to
be imparted relevant subject matter training to be able to support the women in their activities.
Pilot Area and Budget
The project will be implemented in two Kabeles of Arsi Negeellee and Sheshamene in Oromia and two
Kabeles in Abeshuge and Cheha at SNNP region. The first phase of the project is planned for twelve months
with a budget outlay of approx. ETB 7 million.
Report
This report of the Scoping Exercise carried out in Ethiopia consists of the following sections.
1. Introduction and Situation Analysis
2. Strategic Framework for adapting Kudumbashree model in Ethiopia
3. Plan for pilot Project
TABLE OF CONTENTS
1. SCOPING EXERCISE ................................................................................................................................................... 1
1.1. Background to the Scoping Exercise ................................................................................................................ 1
1.2. Objectives of the Scoping Exercise .................................................................................................................. 1
1.3. Conduct of Scoping Exercise ............................................................................................................................ 2
2. SITUATION ANALYSIS ............................................................................................................................................... 3
2.1. Existing Institutional Mechanism of Women Development Groups ................................................................ 3
2.2. Sectoral Activities and Relationships with the WDG ....................................................................................... 6
2.3. Sectoral Activity Needs Identified .................................................................................................................. 13
3. RELEVANCE OF THE KUDUMBASHREE EXPERIENCE TO ETHIOPIA ......................................................................... 14
4. STRUCTURE OF THE STRATEGIC FRAMEWORK ....................................................................................................... 17
5. THE 4-C APPROACH TO BUILDING SUSTAINABLE COMMUNITY INSTITUTIONS OF WOMEN .................................. 17
6. APPLICATION OF THE 4-C MODEL TO THE STRATEGIC FRAMEWORK ..................................................................... 18
7. STRENGTHENING THE INSTITUTIONAL STRUCTURE OF WDG ................................................................................ 20
7.1. Collectivization ............................................................................................................................................... 20
7.2. Capacitation .................................................................................................................................................... 22
7.3. Convergence ................................................................................................................................................... 22
7.4. Communitization ............................................................................................................................................. 23
8. STRENGTHENING FINANCIAL INCLUSION OF WDG ................................................................................................ 24
8.1. Collectivization ............................................................................................................................................... 24
8.2. Capacitation .................................................................................................................................................... 25
8.3. Convergence ................................................................................................................................................... 26
8.4. Communitization ............................................................................................................................................. 26
9. STRENGTHENING SECTORAL ACTIVITIES OF THE WDG ......................................................................................... 27
9.1. Intervention in Crop Production and Animal Husbandry ............................................................................... 27
9.2. Intervention in Micro-Enterprises ................................................................................................................... 29
9.3. Intervention for Value Chain .......................................................................................................................... 31
9.4. Intervention in Skill Enhancement for Employability .................................................................................... 33
10. BUILDING COMMUNITY BASED SUPPORT SYSTEM FOR STRENGTHENING THE WDG ........................................ 35
10.1. Support System for Strengthening Institutional Structure of the WDG ...................................................... 35
10.2. Support System for Strengthening Financial Inclusion of the WDG .......................................................... 38
10.3. Support System for Strengthening Sectoral Activities (Economic) of the WDG ....................................... 43
11. RESOURCES NEEDED ........................................................................................................................................... 47
12. CHALLENGES ....................................................................................................................................................... 47
13. INTERVENTION PLAN .......................................................................................................................................... 48
13.1. Detailed Plan ............................................................................................................................................... 48
14.1. Major Milestones ........................................................................................................................................ 61
15. GLOSSARY ........................................................................................................................................................... 61
16. ANNEXURES ........................................................................................................................................................ 62
16.1. Annexure – I: Details of Team Members .................................................................................................... 62
16.2. Annexure – IIa: Schedule of Scoping Exercise ........................................................................................... 64
16.3. Annexure – IIb: Meeting Log ..................................................................................................................... 67
16.4. Annexure III – Checklist for Semi Structured Interviews ........................................................................... 73
16.5. Annexure IV – Report of the Workshop ..................................................................................................... 80
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PART I: INTRODUCTION
1. SCOPING EXERCISE
1.1. Background to the Scoping Exercise
As part of Knowledge partnership programme (KPP), a workshop was organised in Addis Ababa, Ethiopia
during February 2014 to highlight the different successful models of women empowerment. This included
Kudumbashree, Jevika and SERP. Ethiopian policy makers and other participants at the workshop felt that
the women empowerment models presented had potential to empower women in Ethiopia as well.
Subsequently, the Hon’ble Minister of Women Children and Youth Affairs (MoWCYA) expressed keen
interest in piloting some of these women economic empowerment models through SHGs in Ethiopia. This
was followed by a visit of a high level delegation from Ethiopia to India from October 9-19, 2014. The
visit exposed the team of Ethiopian delegates (which consisted of a mixed group comprising of
Government Officials, Bankers and representatives from NGOs, SHGs and industry) to the various aspects
of financial inclusion and social protection in India. They also visited Trivandrum and Kochi to study the
ground realities of Neighbourhood groups (NHG) and understand the integration process of
Kudumbashree and local self-government institutions. Subsequently a delegation from India consisting of
representatives of Kudumbashree – State Poverty Eradication Mission, Government of Kerala, DFID India
and IPE Global visited Ethiopia during 1-3 April 2015, the future plan of action as planned and it was
decided that a scoping exercise will be carried out to prepare the implementation strategy for adapting the
Kudumbashree model to Ethiopia. A preliminary plan for the scoping was prepared and shared with
MoWCA (earlier: MoWCYA) and IPE India. Based on discussions, IPE and Kudumbashree has finalized
a plan for the conduct of the scoping exercise.
1.2. Objectives of the Scoping Exercise
As the first step in the proposed partnership, the scoping exercise was an opportunity to enable all partners
and stakeholders to arrive at a common level of understanding with respect to the context in which the
intervention is to be made and the nature of strategies and activities to be adopted for the intervention. Towards
this, the scoping exercise aims to:
Understand existing programmes and projects
Understand existing community and social structures, land and other resource use patterns, legal and
policy frameworks
Enable identification of potential Community Facilitators in the areas where the scoping study field
work is conducted
Provide inputs for preparation of detailed programme plan
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1.3. Conduct of Scoping Exercise
A team of eight professionals from Kudumbashree, with active support of IPE-Ethiopia office and guidance
and field support of Ministry of Women and Children Affairs and the Regional Bureaux in Oromia and SNNP
regions is conducting the Scoping Exercise in four selected Woreda. These are:
Oromia – West Arsi Zone – Sheshemane and Arsi Negeellee Woredas
SNNP – Gurage Zone – Abeshge and Cheha Woredas
The interactions and field visits of the scoping exercise were carried out during 16-26 November 2015.
An 8-member team from Kerala, supported by local facilitators split into two teams to conduct the scoping
exercise. The details of the team members are provided in Annexure – I.
The schedule and checklists for semi-structured interviews is appended in Annexures II and III respectively.
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2. SITUATION ANALYSIS
2.1. Existing Institutional Mechanism of Women Development Groups
2.1.1. Structure of Groups and Activities
Members f WDG
Any woman who is 18 and above can become the member of the WDG and it is permissible for more than
one woman from a family to be member of a WDG. Each WDG was broken down into 5-6 ‘1-5 networking
groups’ to facilitate discussion in smaller and more cohesive groups. 1-5 network is made up of women
meeting near their houses and hence it is easier to mobilize and communicate with each other
It was said that each member, the 1-5 network group, and the WDG makes plan for themselves. The plans of
the member are consolidated at the 1-5 network level and the plans of the 1-5 network are consolidated at the
WDG level.
The WDGs have the following office bearers:
Chairman – overall leader
Vice Chairman – responsible for economic matters
Secretary – responsible for economic matters
Member 1 – responsible for education matters
Member 2 – responsible for justice matters and political matters
The position of a cashier was also included in WDGs in the Oromia region. The cashier took the responsibility
of safe-keeping the cash, whereas the secretary was responsible for book-keeping. The leadership in the 1-5
networking groups and WDG has not changed since their formation.
Meetings and Discussions
The functioning of 1-5 networking groups and WDG are not common across regions. The saving frequency
and purpose for which they save also differs from woreda to another.
Most WDGs met once in 15-days. In most cases, the leaders of 1-5 networking groups came for the WDG
meet. Most 1-5 network groups and WDG do saving (between ETB 5-20) for the purpose of meetings needs
of the groups and some also engage in internal lending.
Some groups do not put their savings in bank. However, there are some groups that save in Commercial Bank
of Ethiopia in Oromia, whereas some groups save in OMO micro-finance institution. In a particular case the
group had formal receipt book and stamp for the WDG. The Chairperson and other members conducted regular
audit of the accounts.
Major points of discussion (not exhaustive) in the groups can be listed as under:
16-health extension package
Agricultural activities
Social issues – child education, adolescent girls, child marriage, female genital mutilation, harmful
traditional practices, pre-natal and post-natal care, family planning, sanitation etc.
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Some of the activities (not exhaustive) that the 1-5 networking groups and / or WDGs engage in can be listed
as under:
Fulfilling household needs of the community members
Engaging in economic activities, such as cultivation on leased lands, weaving carpets and baskets out
of false banana fibre, shawl sewing, poultry, fattening of bovines
Expenditure on deliveries of members, gifts, contingencies, donations, and emergencies
o A few groups took to construction of road in their Kabele
o Some groups also donated in the name of their former PM
In most cases, the money obtained from economic activities was saved in the group itself. Most groups cited
that the group money should be used for activities of the group. Some WDGs also re-group themselves into
smaller activity groups or self-help groups to engage in economic activities. This was majorly noted in Oromia
region.
In Kabeles visited in SNNP region, the 1-5 groups under each of the WDG are graded by the steering
committee on the criteria of sanitation, child education and agriculture activity. The groups are graded among
the WDG and the C grade groups are encouraged to emulate the A grade groups.
Federations
In SNNP region, the WDG were federated in Women’ Association (WA). The WA is a combination of all
WDGs at the Kabele level. The chairperson of the WA, who is elected by the WDGs, reports to the Woreda
Women and Child Office. Some WA also save some amount (ETB 6) per member per year, which is used for
operational expenses. In Oromia region, however, WA existed much before the formation of WDG to discuss
issues of women’ rights and may / may not comprise members from all WDG.
There exists Women’ League (WL) in both regions to promote political participation of women. Women’
Federation (WF) was an umbrella forum of WL and WA.
2.1.2. Facilitating Systems in Place and their Activities
The Ministry of Women and Children Affairs (MoWCA) at the federal level and the Bureau of Women and
Children Affairs (BoWCA) at the regional level coordinate the activities of the WDG. They are involved in
capacity building, awareness about new technologies and coordinating packages of other bureaus, such as
health, agriculture, and small and micro-enterprises.
In-charge of Women and Children Affairs at the Kabele
There is an elected representative who is in-charge of women and child affairs in the Kabele cabinet. The in-
charge have received trainings on the issues of women and other related matters concerning the women. They
are involved in creating awareness generation on the problems of women, children, issues like HTP, HIV,
community based child and care support, care for pregnant women, and campaign against early marriage.
There is no staff catering to women and children affairs from the department at the Kabele level. However,
each staff member in the Women and Children Affairs office at the Woreda level is responsible for facilitating
work 3-4 Kabeles.
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In Oromia region, ‘model women’ have been identified who demonstrated favourable practices – undertook
economic activity, followed the recommendations of the 16-health extension packages, focussed on education
of their children, etc. and presented them as role-models for the community to emulate.
Steering Committee
In SNNP region, a steering committee is constituted at Zone, Region, Woreda, and Kabele level. It is to be
noted that such a steering committee was absent in Oromia region
Steering Committee at zone level meets once a quarter and consists representatives of:
Women and Child Affairs (Head)
Women’ Association
Women’ Federation
Agriculture Office
Education Office
Women’ League
Health Office
Political Organisation
Trade and Industry Office
Justice
Water Resources
OMO Micro Finance Company
Steering Committee at region level, is chaired by Head of Bureau of Women and Children Affairs and consists
representatives of:
Bureau of Health
Bureau of Agriculture
Deputy head of Animal Husbandry
Deputy head of Horticulture
Water and Irrigation
Trade and Industry
Communication
Justice
Environment and Natural Resource
Protection
OMO Micro Finance Company
Regional Women Association
Women' League
Women' Federation
Two representatives from office of
Regional President
Regional Cooperative Agency is new
addition
Steering Committee at Woreda level consists representatives of:
Women and Children Affairs
Women’ Association
Women’ Federation
Health Office
Agriculture Office (Extension Services)
Political Organisation
Trade and Industry Office
Justice
Water Resources
Steering Committee at Kabele level consists representatives of:
Women' Association Chairman is
facilitator
Health Extension Worker is Secretary
School Principal or Cluster Facilitator
Agriculture DA
Kabele Manager
Credit and Savings Officer or OMO MF
Agent
Representative of Women' League
Representative of Women' Federation
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This committee prepares a plan for the WDG and engages in cascading of the plan to the lower levels. They
follow up on implementation of the plans and lend support to sectoral activities of the WDG. The committee
meets twice a month and prepares report which is submitted to Women and Children office at the Woreda
level.
Command Post
In Oromia region, the command post constituted for WDG at various levels (Kabele, Woreda, and Zone) looks
after issues related to the women’ groups. In the command post for women and child, there are representatives
from health, education, agriculture, small and micro enterprises etc. The command posts meet every month to
review on the situation of the groups.
The members of the command post at the Woreda level are:
Person appointed by the political party
(Head)
Head of the WCA at the Woreda Level
(Deputy Head)
Head of the Health Office at the Woreda
Level (Secretary)
Representative (Head) from Women’s
Association
Representative (Head) from Women’s
League
Representative (Head) from Women’s
Federation
Representative (Head) from the
Agriculture Office at the Woreda Level
Representative (Head) from the Education
Office at the Woreda Level
2.2. Sectoral Activities and Relationships with the WDG
The social, economic, and political empowerment of women in the WDGs is the main objective of the
MoWCA. To achieve this, they make sure that they work in coordination with other departments.
2.2.1. Agriculture
Institutional Arrangement
The Ministry of Agriculture at the Federal level is supported by its functionaries at the Zone, Region and
Woreda level. At the Kabele level, agriculture related support is provided through the Development Agents
(DAs). There is a Farmer Training Centre (FTC) at the Kabele level which supports the farmers through
various trainings. These FTCs act as offices for DAs.
The major support that is given to the farmers is preparing land for agriculture, training the women on farming
practices and awareness programmes, planting various kinds of trees, distributing improved seeds.
The DA are trained at the Zone or Region level by the department. There are three DAs at the Kabele level,
one each for:
Crop Development
Animal Husbandry
Natural Resources
Additionally, One DA for Animal Health per 3 Kabele
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Selected farmers come to the FTC from the Kabele to get training. Selected farmers can be:
Model farmers
Persons who can read and write
Some person who can become a model farmer
The selected farmers will go back and impart the skills acquired to other farmers. The FTCs also have
demonstration centres. The major demonstration that happen in the FTCs is on land improvement, fodder
cultivation, compost etc.
There are also primary cooperatives at the Kabele level, which form a union at the Woreda level. These unions
engage in finding better markets for the produce and also help in procuring seeds at a lower cost. The unions
are affiliated to a Federal Cooperative Agency (FCA) which is linked to the Ministry of Agriculture. It supports
farmer groups with training and formation of cooperatives.
ATA, the Ethiopian Agriculture Transformation Agency is a think-tank and not in implementation. They
develop high level strategy and do capacity building.
There is an Agriculture Growth Programme (AGP) implemented in Cheha Woreda in SNNP region. It is a 5-
year programme and is being run to fix the gaps in the normal agriculture programme. The AGP has been
implemented in the Woreda from the past two years and focuses on increases production and productivity and
in enhancing rural infrastructure (construction of rural canals, roads, etc.).
AGP works from the Woreda office and is a part of the Woreda steering committee and hence works in
coordination with other departments as well. However, activities involving Common Interest Groups (CIG)
have been implemented in a few Kabeles, where a 5-member women group comes together to engage in
agriculture or related activity.
Activities with the WDG
Landlessness in the Kabeles is minimal. Average land holding is 1.5-2.0 ha per household. The households
are classified into women headed and male headed. The female headed households engaged in farming are
given new skills, knowledge, and techniques.
According to some officials at the Federal level, the WDGs have made it easy for the DA to get communication
access to married women. Otherwise, agriculture extension among women was limited to female headed
households. The 1-5 network groups have made reaching out to all women possible.
According to officials at the Woreda level, there is no direct focus provided for the women farmers or WDG.
Women farmers are encouraged to come to the FTCs to receive training. At times, training is given to entire
WDGs on agriculture-related issues and technologies by DAs. Women are also imparted training to manage
their home economy (to grow fruits and vegetables for self-consumption – a strategy adopted to curb
malnutrition) – these trainings are given at the Kabele level
In Oromia, the head of the agriculture office is the member of the Command Post for the WDG at the Woreda
and Zone level and monitors the agriculture-related activities of the WDG group through this platform. The
DAs are a part of the command post at the Kabele level. In SNNP region, the steering committee also
comprises officials from agriculture department and its functionaries at various level to integrate the efforts
with those of WDG.
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2.2.2. Health
Evolution
The Ministry of Health, in 2003, initiated a health extension programme through which 10th pass women were
selected and trained to become Health Extension Worker (HEW). HEW basically work on attitudinal change
by providing knowledge and training to the community.
The HEW was seen as a critical factor in improving the assisted natural child birth and hospital delivery. Later,
while evaluating the HEW programme it was noticed that reach of the HEW was still lacking, and accordingly
a more community based approach in the form of Women Health Army was started. In this, 30 members
(heterogeneous groups) came together on the model of 1-5 networking groups and were placed under the
HEW. These group leaders of 1-5 model were mandated to meet every two weeks and the meeting would be
facilitated by the HEW, in which one of topic of the 16 module would be discussed.
Institutional Arrangement
The standards, as prescribed by the Ministry of Health for establishing infrastructure for health extension is
as under:
1 Health Post per 3500-5000 population
1 Health Centre per 25000 population
1 Primary Hospital per 60000-100000 population
1 General Hospital per 1 -1.5 million population
1 Referral Hospital per 3.5 – 5 million population
Two Health Extension workers (HEW) per Kabele; Health Post is their base
The Health Office at the Woreda level is divided into 4 teams
Regulatory – conducts monitoring, evaluation and follow-up of govt., non-govt., and private clinics.
Oversees WASH activities, cleanliness related to sanitation, and distribution of medicines to health
centres and health posts
Insurance – identifies poor households and provides for their medical insurance
Communicable Disease Control – spreads awareness regarding malaria, TB, leprosy, HIV. Also
conducts surveillance for polio, measles, anthrax and diarrhoea
Maternal and Child Health – spreads awareness for vaccination, family planning, postnatal care and
16-health extension packages
There is regular reporting from the Health Post to the Health Centre, to the Health Centre to the Health Office
at the Woreda level, and from Health Office at the Woreda level to the Health Office at the Zone level. The
quality of reports is determined by a Performance Monitoring Team (PMT). This is established at all levels
from health centre onwards. Heads of all 4 teams (or one person each from the four teams) along with the
woreda / zone head and administrative head comprise PMT.
Some Health Posts also run a ‘cultural ambulance’, which is an animal cart, to ferry pregnant mothers to the
nearest health centre for delivery.
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Activities with the WDG
The HEW interacts with the WDG twice a month, i.e., once in every 15-days. The HEW also meets the
members of the group at their individual houses. The WDGs have helped in better reach of the programme
and trainings especially with respect to immunization, family planning, and pregnancy care.
The delivery of 16 health packages is undertaken by the HEW through the WDG. The HEW discusses the
packages with the WDG leaders, who then pass on the information to the members of their WDG. HEW also
identify model households to motivate and demonstrate use of packages. The 16-health packages are as under:
1. Adolescent reproductive health
extension package
2. Building and maintaining healthful
house extension package
3. Construction usage and maintenance of
sanitary latrine extension package
4. Control of insects, rodents and other
biting species extension package
5. Family planning extension package
6. First aid extension package
7. Food hygiene and safety measures
extension package
8. Health education and communication
methods manual health extension
package
9. HIV / AIDS and tuberculosis
prevention and control extension
package
10. Malaria prevention and control
extension package
11. Maternal and child health package
12. Nutrition extension package
13. Personal hygiene extension package
14. Solid and liquid waste management
extension package
15. Vaccination service extension package
16. Water supply safety measures
extension package
As a result of the engagement with the WDG, there has been an increase in skilled delivery from 10% in 2011
to 62% in 2014 in SNNP region. In Oromia, institutional delivery has increased from 17% and it has increased
to 71% in 2015.
In Oromia, the head of the agriculture office is the member of the Command Post for the WDG at the Woreda
and Zone level and monitors the agriculture-related activities of the WDG group through this platform. The
DAs are a part of the command post at the Kabele level. In SNNP region, the steering committee also
comprises officials from agriculture department and its functionaries at various level to integrate the efforts
with those of WDG.
2.2.3. Small and Micro-Enterprises (SME)
Institutional Arrangement
The SME activities at the Federal level are managed by FeMSEDA (Federal Micro and Small Enterprise
Development Association). Their work is presently concentrated in urban areas. FeMSEDA’s working comes
under two ministries:
Small and Medium Manufacturing Industry Association – under Ministry of Industry
Urban Safety Net / Urban Food Security / Job Creation Agency – under Urban Development and
Housing Ministry
10
The definitions of small and micro-enterprises, as told by FeMSEDA are:
Micro Enterprises: Micro-enterprises can employ up to 5 people. Capital employed is up to ETB
100,000 for manufacturing and up to ETB 20,000 for services
Small Enterprises: Small enterprises can employ from 6-30 people. Capital employed is up to ETB
1,500,000 for manufacturing and up to ETB 500,000 for services
FeMSEDA provides training in entrepreneurship and skill training through approx. 500 training centres called
TVETs (Technical, Vocational, and Educational Training Institute).
The Region office is called ReMSEDA (Regional Micro and Small Enterprise Development Association) and
the Woreda office is called the Small and Medium Enterprise (SME) Office. The enterprises are categorised
into 5-types, namely:
Manufacturing
Construction
Agri-based
Service
Trade
The government organisations also release specific bids for MEs engaged in construction
The MEs can fill the ‘vacancy’ form floated by the government agency
The MEs compete among each other and one ME wins bid
The contracted ME can also sub-contract other MEs in the task
The process of forming an enterprise can be listed as under:
Unemployed persons (>18 years of age) from the Kabele form in groups and form a micro-enterprise
group
The Kabele office sends a recommendation to the SME office at the woreda level along with the
minutes of the meeting stating that the persons are unemployed, along with the details of their
qualifications and resources they own
Based on the recommendation, the woredas SME office provides training to the groups based on the
ME they want to start through TVETs
Finally, the groups are given licenses by the SME office to start operations
The MEs are linked with MFIs for loans, where they get a loan of up to 80% of the deposited amount.
20% of the loan amount sought has to be deposited as savings in the MFI
The business plan for the MEs is developed in consultation with the SME office, TVET, and MFI, and
the ME group
To support the activities of SME in the field, there are about 1,500 One-Stop Service Centres (at the Kabele
level – integrated with the administration. Ideally one centre for a population of 5,000). One-Stop Service
Centres provide support for feasibility study, business plan preparation. At the Kabele level, OSSC comprises
5 persons - Team leader, auditor, licensor, job creator and a person arranging for places to sell / produce.
In areas, where there is no One-Stop Service Centre, the agents from the SME office at the Woreda level visit
the field for follow-up. The persons employed in the One-Stop Service Centres and in the SME office at the
Woreda level are university graduates in different disciplines.
11
There is also a Job Creation and Opportunity Department at the Woreda level in SNNP. In Oromia, the job
creation is also the responsibility of the SME office at the Woreda.
Activities with the WDG
There is no specific emphasis on the SME activities in the WDGs. The women themselves take an initiative
to engage in SME activities. The license from the SME office is only essential to obtain a loan from the MFIs.
In Arsi Nageellee Woreda in Oromia region, the Head of the Women and Children Affairs office said that the
women are reluctant to approach the MFI (WALQO – Oromia Savings and Credit Association) for loan. They
opined that WALQO had experiences of women taking loan and not repaying it, because of which the MFIs
has made the procedures strict. To take care of such issues, an 11-member assembly is constituted to look into
the matters. The assembly comprise:
Head of Woreda
Head of MFI
Head of Women and Child Affairs office
Head of Finance and Economic Development Office
Head of SME office
Representatives from Agriculture
Representative from Education
Representative from Health
Representative from Political Party
Representative of the Trade Office
Head of TVET
2.2.4. Micro-Finance (MF)
Institutional Arrangement
MFI was regulated during the year 1996, under which only the registered MFIs are allowed to undertake
saving and lending activity. MFI are share companies and can follow can have three models
Regional government promoted
NGO based – NGO puts in money in MFI and that is used for business activity
Private microfinance – purely business
There are presently are 35 MFIs serving 4.5 million people. MFIs can decide their client base and there is no
special directive from the National Bank of Ethiopia regarding the inclusion of the poor and the women.
However, we were told that most MFIs have an internal policy to lend to women. MFI can lend at rates as
determined by them and it can vary in each of loan provided based on the profile of the clients (normally one
rate is charged from people of one Kabele)
Group lending and saving in MFIs is accepted. Collateral is required from individual borrowers, however, in
case of a group loan, the group members can act as guarantors for each other and obtain individual loans. Land
and gold are not accepted by MFI as collateral
12
AEMFI (Association of Ethiopian Micro Finance Institutions) is an organisation established by MFIs
themselves. There are presently 33 members under the organisation. The members to be registered under
AEMFI pay an annual membership fee. AEMFI takes care of capacity building of MFIs – saving, risk
management, and customer management. It also has a research wing under it – Ethiopian Inclusive Finance,
Training, and Research Institute (EIFTRI)
Activities with the WDG
The MFI in the two pilot Woredas in SNNP, is OMO Finance Company. OMO has not started group lending
yet, however individual loans for the WDG members have been provided and savings from WDGs are also
accepted. The process for application of loan from OMO is as under:
Group act as collateral (not necessarily WDG, even 1-5 groups are accepted by OMO)
Group has to get the business plan prepared by the job creation agent to be approved by the steering
committee of the Kabele
The approved plan and application for the loan has to be provided to the OMO agent
Come to the OMO office and submit photo of all the members
Attend training on importance of saving, financial prudence and loan repayment terms
20% of the loan amount demanded has to be saved (can save 20% of the loan provided and show as the
collateral)
Process of opening account by the WDG in OMO is as under:
3 leaders from the group ( chairman, vice chairman and accountant) communicate to the agent
Photo of the leaders and signature
Letter from Kabele manger and Woreda women office
The OMO agent meets the WDGs once or twice a month and collect the savings and issue receipts. They
also engage in awareness creation regarding importance of saving and support the women to access loans.
The Kabele manager evaluates the working of the OMO agent and reports to the Woreda office for need of
any change. The Kabele regularly monitor the work of the OMO agent. The OMO agent / company is also a
part of WDG steering committees at various levels
WALQO is the MFI operating in the two pilot Woredas in Oromia. Most WDGs however, prefer to put their
savings in the Commercial Bank of Ethiopia.
13
2.3. Sectoral Activity Needs Identified
There is lack of coordination between agencies and functions (crop production, livestock marketing
agency, agriculture marketing agency, MoWCA etc.), which will have to be addressed
Increase awareness about women’ needs at different levels of administration
2.3.1. Agriculture
Focus to be laid on agro-processing
Increasing productivity and access to inputs
Focus on women in agriculture
Marketing of agricultural produce can be an area of intervention
Value addition in agricultural produce could be included in training modules
2.3.2. Health
Emphasis has to shift from increasing reach to increasing quality
2.3.3. Small and Micro Enterprises
Introduce avenues for introducing technology in manufacturing or promote labour intensive
enterprises
Introduce women friendly technologies so that women can operate on their own
Increase awareness about engaging in self-employment through engaging in SME activities
Provide avenues to market the products manufactured by the women’ groups
Provide support in identifying people to the Kabeles / providing motivation directly to women to
initiate SME activities
Provide access to easy and on-demand support (finance, operations, marketing, strategic etc.) to the
entrepreneurs
Increase reach of support services (such as One-Stop Service Centres) in rural areas
Value chain approach to economic development, engaging other departments (such as health and
MF) can be explored
2.3.4. Micro Finance
Loan availing procedures to be simplified, particularly in Oromia region
More engagement with the community by creating awareness about importance of saving
Engage in increasing financial literacy
High attrition rate amongst MFI agents to be controlled so as to enable sustain trust with the
community
14
3. RELEVANCE OF THE KUDUMBASHREE EXPERIENCE TO ETHIOPIA
Kudumbashree Mission was registered as the State Poverty Eradication Mission of Government of Kerala in
November 1999 to undertake programmes on poverty alleviation across all 14 districts in the State. The
mission statement of Kudumbashree is “to eradicate absolute poverty through concerted community action
under the leadership of local governments, by facilitating organisation of poor for combining self-help with
demand led convergence of available services and resources to tackle the multiple dimensions and
manifestation of poverty holistically”.
Logic of Federations
One of the fundamental premises of the Kudumbashree since its inception was that the poor need to be active
agents in their own development. Therefore, it strived for coming out with an organizational framework of its
members, where it could provide a promoting agency to the poor women through the institution of a
Community Based Organization (CBO). The CBO structure of Kudumbashree was the resultant product of
collectivizing the poor, while attaching them at levels providing an arranged democratic platform to the
millions of poor women who joined Kudumbashree.
The CBO network, which encompassed all the sections of the poor, were arranged into a three-tier structure
having Neighbourhood groups (NHGs) at the ground level. Each member of NHG representing one poor
family forms the building block of this social organization. These NHGs are federated at their ward level
(intermediary) into an Area Development Society (ADS). Finally all the ADS’ formed under one Panchayat
(equivalent to a Kabele) / municipality are federated into a registered society called Community Development
Society (CDS).
The Federated Structure
15
The NHGs at the grassroots meet weekly, undertake weekly savings, lend money for the needy in the group,
and maintain regular books of accounts for the members as well as the group. Apart from the thrift and credit
activity they also discuss their family problems, the issues in their neighbourhood. They work as a coherent
group seeking emotional support from each other. The neighbourhood groups foster the idea of women coming
together in a group, while making attempts to bring themselves up from their economic poverty.
The ADS is the federation of the NHGs at the Ward level and forms the second tier of the Kudumbashree
federation. All the office bearers of NHGs form the general body of the ADS, which has a 7-member executive
committee. The ADS works in close coordination with the concerned peoples’ representative in the particular
ward. The issues the women face in locality are discussed with the local representative. Matters relating to
development of the locality are taken by the local representative to the Local Government.
CDS forms the third tier, and also the apex body in the pyramid structure of the Federation. It is formed at the
Panchayat level. All the ADS’ are federated into forming a CDS. CDS is a registered body under the Charitable
Societies Act. The general body of the CDS consists of all the ADS governing body members and the CDS
has an executive committee and six sub committees - one each for Micro Finance, Micro enterprise, Social
Development, Agriculture, Basic Infrastructure and Skills and Placements. The CDS works in close
coordination with the Panchayat. The CDS executive committee discusses various issues which are social and
developmental in nature. The decisions of the CDS committee and taken to the local government. There is a
coordination committee existing at the CDS level which has representatives from the CDS leadership and the
local government, the sectoral departments, members from banks etc. The coordination committee acts as a
convergence platform for the CDS and local governments. All the social development and poverty alleviation
programmes of the Government are implemented through the Kudumbashree network. The Panchayats use
the Kudumbashree network for disseminating about the various programmes and also seek support for
implementation of those programmes.
Convergence
The three tier structure of CBO developed under Kudumbashree provides for structural linkages with the
community and the local self-government. Keeping the larger dream of the Kudumbashree which is
‘prosperity of the family’, it had to be a participatory eradication of the poverty. The institutionalization of the
poor at three structural levels of NHG, ADS, and CDS provided the impetus required for the participatory and
bottom-up approach. Throughout the structure, the community initiative remains at the heart of it, anchored
by the leadership of the poor women through their adequate representation at various levels. The women
members are the primary actors in working for realizing the dream of the prosperity for their families. The
NHG membership at the grassroots level made these women the ambassadors of the program, and the main
actors in their local community development. The NHGs provide a discursive forum for women as well as it
serves as a basic unit for planning several social interventions, along with its regular functioning as the thrift
and credit societies. The three tier structure also provides a democratically run design of the CBO, where poor
women at the lowest level of NHG elect representatives to their upper levels. The structural linkage of CBO
with the Panchayat leads to mutual responsibility and accountability towards each other. The CBO network
being a representative of the community has to continuously consider its aspect of social responsibility as well
as accountability towards people, and its mandate for working in partnership with the people’s elected
representatives for the holistic and sustainable development of the community. The designed CBO structure
provides scope to cover all these concerned aspects because of its three tier structure having inbuilt linkage
with the community and partnership relationship with the Panchayati raj representatives as well.
16
Besides, the CBO structure also provides a direct premise of community representatives’ integration into the
formal democracy, and decentralized planning process. Kudumbashree women through NHGs and ADS make
micro plans related to the local development of the community which gets consolidated at the CDS level, and
later merged with the panchayat action plan.
Community Based Support Institution
The activities of the Kudumbashree at the grassroots are supported by community based support institutions
which have been created from amongst the members of the community. There are training groups, community
based support institutions for providing support to enterprise development and handholding to new and
existing enterprises and audit teams formed for auditing the accounts of the NHGs, ADS and CDS. All the
trainings designed by the Kudumbashree mission are percolated down to the grassroots by these training
groups which are working at all the districts in the state. The training groups give training in organisational
development, on new programmes of Kudumbashree and as and when the mission or the community structure
requires.
The Kudumbashree Auditing and Accounting Services Society (KAASS) that has been constituted in all the
districts for auditing the accounts of the NHGs, ADS and the CDS. The accounts of all these three structures
are audited every year by the KAASS groups and thereby adherence to good financial practices and financial
transparency is ensured.
The Micro-Enterprise Consultant team (MEC) is a community based consultant group which gives support
and advice to the existing micro-enterprises. The MECs after getting training from various institutes gives
support in business plan preparation, linking up with the banks for loans, follow up on the loans and
handholding support for the enterprises in business management and access to markets.
Kudumbashree has also developed cadre of master farmers who support and handhold groups engaged in
agriculture in the community.
These support structures act as back bone to the network in sustaining their functions. This communitization
process thus undertaken in Kudumbashree has thrown up leaders and trainers from the community who have
invested their skills acquired back to the organization.
In the scoping exercise it was found that favourable conditions existed in the community at the Kabeles for
federating the WDF groups, linking the federative structure with various sectoral offices at the Kabeles and
also for creating community cadres for supporting the organizations. The intervention planned proposed will
enumerate how this can be achieved by effectively utilizing the resources that are available in Ethiopia
17
PART II: STRATEGIC FRAMEWORK FOR ADAPTING
KUDUMBASHREE MODEL IN ETHIOPIA
4. STRUCTURE OF THE STRATEGIC FRAMEWORK
The Strategic Framework for adapting Kudumbashree model in Ethiopia is built in four parts, 3 Core elements
and 1 supporting element:
Core Elements
1. Strengthening the Institutional structure of WDG
2. Strengthening Financial Inclusion of WDG
3. Strengthening Sectoral Activities of the WDG
Supporting Element
4. Building community based support system for strengthening the WDG (Institutions, Financial
Inclusion and Sectoral Activities)
5. THE 4-C APPROACH TO BUILDING SUSTAINABLE COMMUNITY INSTITUTIONS OF
WOMEN
The 4-C approach is used to ensure that the lessons learnt from the Kudumbashree experience are not lost
while strategizing and planning for it adaptation in Ethiopia. It will continuously be referred to in the
framework.
Collectivization
Enabling collective institutions of the poor, especially women to form, grow and thrive and become self-
sufficient to meet the demands of its members, either directly or through convergence / networking with other
service providing institutions. The collectivization will be in the form of an over-arching institutional platform,
of which, sectoral or activity-specific groups will form the sub-units.
Capacitation
Ensuring that the women and their collectives have the requisite capabilities to manage the collectives and its
activities.
Convergence
Enabling the women' collectives to access schemes and programmes of different bureaux and agencies of the
Government and financial institutions.
Communitization
Enabling long term self-reliant sustainability of the institutional network and its programmes by strengthening
community based service provider institutions and working arrangements.
18
6. APPLICATION OF THE 4-C MODEL TO THE STRATEGIC FRAMEWORK
4-C Framework for Adapting Kudumbashree Model to Ethiopia
Core Elements
Framework
Element
Collectivization Capacitation Convergence Communitization
Strengthening the
Institutional
structure of WDG
WDG at the base, Got level
Federation and Kabele level
WDA
Training and hand-holding Steering Committee Bye-laws and building in self-
reliance
Strengthening
Financial
Inclusion of WDG
WDG to be the financial
intermediary; facilitating
mechanism at Kabele level
WDA
Training and capacity building
on thrift and credit activity,
financial data management and
data maintenance
MFI, banks, Steering Committee Bye laws for financial
intermediary and auditing norms
for the each of the institutions
Strengthening
Sectoral Activities
of the WDG
Activity Groups Training and capacity building
on technical aspects and
entrepreneurship
MFI, banks, SME, Sectoral
office, Steering committee
Group norms, registration and
affiliation
Similarly, the Supporting element can also be analysed in the 4-C framework
Framework
Element
Collectivization Capacitation Convergence Communitization
Kabele Support
Team (KST)
Women group selected from the
community to support the
institution building and financial
inclusion activities of the WDG
Training on WDG and its
federation, training on institution
building and financial
intermediation activity
Steering committee Membership, roles and
responsibilities of team
19
Framework
Element
Collectivization Capacitation Convergence Communitization
Woreda Audit
Team (WAT)
Educated women selected from
the WDG and formed into group
of 8-10 at Woreda level,
registered at the Woreda Women
office
Training on the books of
accounts maintained at the WDG
and its federation and on audit
procedures to be followed and
preparation of audit report
Woreda Women and Children
Office
Membership norms, and service
charge for auditing the records
(different at different level)
Livelihoods
Consultants Group
(LCG)
Experienced persons, preferably
women from the existing WDGs,
in the area of crop production,
animal husbandry, and micro-
enterprises
Trained in basic business
concepts – operations,
marketing, finance, strategy, and
livelihoods consulting
DA, Kabele / Woreda
administration, banks / MFI,
SME
Membership norms, service
usage norms and service charge
monitoring norms
These concepts / proposals have been elaborated upon in the coming sections.
20
7. STRENGTHENING THE INSTITUTIONAL STRUCTURE OF WDG
7.1. Collectivization
Based on the need for strengthening the WDG, the structure of the community organization network may be
re-worked as following. The draft guideline, under preparation by MoWCA will be carefully studied before
finalizing the structure.
Women Development Group (WDG), Consisting of 1-5 Network as its Base
25 - 30 members, from households who live next to each other
All adult women of the household OR one adult woman per household
5 office bearers:
o Leader
o Treasurer
o Health and Education Volunteer
o Basic Services Volunteer
o Livelihoods Volunteer
Weekly Meetings
Weekly savings
Internal lending in the Group
Account in name of Group, operated jointly by Leader and Treasurer
Economic activity as a group or in sub-groups based on interest
Got / Katana Federation (GF)
Minimum of 5 WDG to make a Federation, if a Got / Katana has less than 5 WDG then Federation
for two adjacent Got / Katana
Organized at Got or Katana level, as appropriate, with all the WDG
All WDG members form General Body of the Got Federation
Five office bearers of each WDG to form Coordination Committee of Federation
Seven office-bearers:
o Leader
o Secretary
o Health and Education Coordinator
o Basic Services Coordinator
o Crop Production Coordinator
o Animal Husbandry Coordinator
o Micro Enterprise Coordinator
Responsible for all sectoral activities of in the Got / Katana, and coordination with sectoral officials
of the Kabele
General Body to meet once in three months
Coordination Committee to meet twice in a month
Audit Committee to ensure proper maintenance of WDG Accounts – Secretary of Got / Katana
Federation and all WDG Leaders
Sectoral Committees to meet as necessary, in coordination with specific Sectoral officials
21
o Health and Education Committee – Health Coordinator and all WDG Health and Education
Volunteers
o Basic Services Committee – Basic Services Coordinator and all WDG Basic Services Volunteers
o Crop Production Committee – Crop Production Coordinator and all WDG Livelihood Volunteers
o Animal Husbandry Committee – Animal Husbandry Coordinator and all WDG Livelihood
Volunteers
o Micro Enterprise Committee – Micro Enterprise Coordinator and all WDG Livelihood
Volunteers
All WDG to pay affiliation fees to Federation, once a year; rate to be fixed by Woreda Women
Office
Kabele Women' Development Association (WDA)
Association of all Got / Katana Federation in the Kabele
Seven office bearers from all Got / Katana Federation to form General Body of Association
Nine office-bearers:
o Chairwoman
o Vice Chairwoman
o Secretary
o Health Convenor
o Education Convenor
o Basic Services Convenor
o Crop Production Convenor
o Animal Husbandry Convenor
o Micro Enterprise Convenor
Financial Inclusion Committee consisting of Vice Chairwoman and all Federation Secretaries to
coordinate all bank / credit linkage activities of the WDG in the Kabele and ensure proper accounting
and audit of all WDG accounts
Sectoral Committees at the Kabele level
o Health Committee – Health Convenor and all Federation Health and Education Coordinators
o Education Committee – Education Convenor and all Federation Health and Education
Coordinators
o Basic Services Committee – Basic Services Convenor and all Federation Basic Services
Coordinators
o Crop Production Committee – Crop Production Convenor and all Federation Crop Production
Coordinators
o Animal Husbandry Committee – Animal Husbandry Convenor and all Federation Animal
Husbandry Coordinators
o Micro Enterprise Committee – Micro Enterprise Convenor and all Federation Micro Enterprise
Coordinators
All WDG to pay membership fee to Association on monthly basis; rate to be fixed by Woreda Women
Office
22
7.2. Capacitation
At the WDG level
Orientation for the WDG office bearers on importance of collectives and financial inclusion
Capacitation on maintenance of registers, meeting procedures (setting agenda, writing minutes)
Orientation on the federation structure and its functioning
Capacitation for fulfilling sectoral responsibilities
Various capacitation programmes on Government schemes
Interaction with the sectoral heads.
At the Got / Katana level
Training to women collectives on maintenance of registers and meeting procedures.
Orientation on federations
Capacitation on the working of Got federations and its operation
Roles and responsibilities of officer bearers
Orientation on working with the sectoral officers
Working and coordination of the sectoral committees
Interaction and learning from sectoral departments at the Woreda
At Women’s Development Association
Orientation on the concept of collective
Capacitation on federations and organisational structure
Capacitation on the working and functionality of the Women’ Development Association (preparation
of agenda, maintenance of minutes, decision making, implementation, follow up etc.)
Capacitation on the operation of WDAs.
Training on the functioning of committees of the WDAs for the committee members
Orientation about woreda administration and its extension departments
Capacitation on the roles & responsibilities of sectoral committees
Orientation on inclusion of more women and importance of income generation activities
Leadership training
7.3. Convergence
Kabele WDG Steering Committee
Constitution: The Kabele WDG Steering Committee should include all office bearers of Kabele Women
Development Association (nine persons) so that various sectoral issues can be resolved. The sectoral
committees of the WDA can meet before the steering committee and decisions can be taken regarding the
issues that are to be placed before the steering committee. The minutes of the steering committee can be shared
with the Kabele too.
23
Capacitation of Steering Committees: The steering committee can be given special training by the Women
and Children Affairs Office at the Kabele level on working with the WDA. The working relationship between
the steering committee and the WDA should be such that the problem identification and demand generation
can be made through the Women Development Association and bottom up approach in demand generation
can be created.
Mechanisms should be put in place so that the decisions of the steering committees are given importance since
it holds the demands and issues of the women in the community. The decisions of the steering committee
should be send to the Woreda through Kabele. Copy of the decisions should be given to each of the concerned
sectors at the Woreda. The Woreda level steering committee should monitor whether these decisions are
implemented or not.
7.4. Communitization
In order to collectivise the women into federations, it is important that there are sufficient guidelines and
orders in place so that the concept of federations gets universalised an implemented all across. Guidelines
need to be made or modified so that the work division, job responsibilities, and the committees prescribed at
each of the levels can be operationalised. Once the organisation starts working on the guidelines, on the long
run, a system of bye-law can be introduced which will determine the work of the WDGs and the WDA and
also lays out the norms which governs the relationship of the WDAs with other stakeholders.
It is also important that the WDGs and the WDA are registered at appropriate level to give them the status of
legal entities which will make it smoother for them to deal with other agencies and banking institutions.
24
8. STRENGTHENING FINANCIAL INCLUSION OF WDG
Availability of credit is one of major factor enabling the poor to address the issue of poverty. Timely and
cheap credit allows them to tide over shocks and opens up avenues of income generation hitherto saddled by
the need of credit.
The WDG can act as a source of credit for the members, such that the thrift collected from the members are
pooled to form the corpus from which loan of smaller amounts can be provided to the members for income
generation and consumption purposes.
In order to create a better environment for fostering thrift and credit among the members of the WDG, it is
necessary that the groups are better enabled to undertake this task. Through the strategic 4-C approach the
requirements are detailed out as under:
8.1. Collectivization
The institutionalising of the weekly credit forms the major steps towards achieving this goal. Even though the
WDG are currently engaged in collecting thrift from the members, there is no defined process for regularizing
the same. The following steps can be undertaken to ensure regular thrift and credit activities among the group
members:
Weekly Thrift
The weekly thrift collection has to be mandated as one of the core activity of the WDG meeting and a
certain amount of the thrift as decide by the group has to be collected from all the members
Penalty for non-compliance has to be ensured
Individual pass-book for the members has to kept in which the amount collected from them has to be
entered by the group treasurer
A register for the WDG has to maintained such that total amount pooled in by the members is recorded
The treasurer is required to read out the total amount collected and the opening balance and closing
balance at the end of each meeting so that the members are aware about the corpus available with the
group
The WDG has to start a bank / MFI account in the name of group, operated jointly by the leader and
treasurer. The treasurer should keep the passbook with her and get it updated once in a month
Internal Lending
For the WDG in which the saving activity has already began, the internal lending can be initiated once
the individual pass book and group pass book has been updated.
For new WDG, the lending activity can be initiated once the group corpus has reached a certain
financial threshold as decided by the group (e.g. ETB 1,000 as saving )
The members can request for individual loan from the WDG, by forwarding the request through the 1-
5 leader to which they are attached
The WDG will discuss and decide about the loan request and would take appropriate decision
The repayment schedule and interest charged would be communicated to member
The treasurer of the WDG will maintain a loan register book, detailing the loans provided to the
individual member and the repayment done by the member. The individual pass-book of the member
also has to updated based on the loan and repayment undertaken
25
The repayment monitoring would be undertaken by the leader of 1-5 groups for loan member coming
under their respective group
If the WDG is undertaking any income generation activity as a group (complete WDG involved), the
loan can be taken from the corpus and repaid as per the schedule determined at the time of taking
amount, with the consensus of the group. This decision will be recorded in the minutes of the meeting
To comply with government regulations, to foster internal lending, the WDGs will have to be
registered either as MFIs or SAACOs or an alternate way of facilitating internal lending within the
legal framework of Ethiopia will have to be charted out
Auditing
The audit committee formed at the Got level are required to maintain the records with respect to thrift
and credit activity of each of the WDG coming under it and are required to communicate the same to
financial inclusion committee once in month
8.2. Capacitation
As most of the activities related with the thrift collection and lending are new to the group, constant capacity
building and handholding is required for the community institutions at all levels.
At the WDG level
One of the most important activities is the awareness generation among the community regarding the saving
and credit activity that can be undertaken at the WDG level
A financial literacy campaign for the leaders of WDG, audit committee members and financial
inclusion committee on the concept of thrift, lending, ownership and autonomy of the thrift collected
in the group has to be provided
Specific technical training for the leader and the treasurers of the WDG to be conducted on the
maintenance of the various records and books and the process of lending
At the Got / Katana level
The audit committee formed at the Got level would require training on the protocols of lending process
undertaken by WDG and the records that would be maintained by the WDG and the Got level
The committee is also required to be trained on data collection and data analysis with respect to records
of thrift and credit data provided from the WDG, and also on audit reports and its basic analysis
At Women’s Development Association
The financial inclusion committee at the WDA has to be provided training on credit delivery
mechanism followed by banks / MFIs. The training should also include norms pertaining to bank
lending
The WDA should also be trained on the requirements by banks for lending for income generation
purposes. The WDA should also be trained on evaluating business plans prepared by the groups
interested in availing loans from banks / MFI for income generation activities
Training on maintenance and monitoring of records at the WDA level
26
Orientation on different activities undertaken by Kabele administration office and sectoral offices at
the Kabele level
8.3. Convergence
Convergence is an important factor which allows the institution to leverage various benefits and deliver more
services to the members. The convergence required to enhance the working of the community institutions can
be with the following organisations:
Coordination with banks / MFIs for opening accounts for WDGs to deposit thrift and for groups
engaged in income generating activities
Coordination with banks /MFIs to avail credit for groups engaged in income generating
Coordination with banks / MFIs to seek their assistance in increasing financial literacy among the
WDG members
Coordination with the Kabele office, sectoral offices at the Kabele and Woreda level, and steering
committee at the Kabele and Woreda for inputs on business plans, transparency and obtaining easy
approvals for loans
The WDGs will have to be registered as MFIs or SAACOs to be able to perform internal lending. For
this convergence with banks / Federal Cooperative Agency will be required
8.4. Communitization
Communization ensures better transparency and accountability and establishes the process to be followed for
each of the activity ensuring uniformity among the groups. The following points need to be worked on for the
same:
Maintenance and timely updating of the various records and books – minutes of the meeting, individual
pass-book, WDG bank pass-book, loan register, as applicable – at the each level of the community
structure. This should also be included in the bye-law
Setting up a process where the WDGs provide a monthly report on the thrift and credit activity to the
Got level audit committee
Maintaining records with regard to the membership and the thrift and credit activity of WDG at the
Got level and financial records of the registration / affiliation fees collected from the WDG
Maintaining records with regard to WDG numbers, the amount of thrift and credit, and registration /
affiliation fees collected from the WDG and income-generating groups at the WDA level
Auditing of accounts of WDGs, GFs, and WDA at least once in year
Formalizing a process of availing loans for income generating activities undertaken by the WDG
members from banks / MFIs
27
9. STRENGTHENING SECTORAL ACTIVITIES OF THE WDG
The WDG can engage in activities to improve their economic condition, better the social aspects of the society,
and increase accessibility to basic services. However, in this report, activities in the economic sector are given
more importance in line with the MoWCA’s vision.
Since engagement in income generating activities is an individual choice, it is evident that women in smaller
and more cohesive groups would want to engage in the same. For this purpose, voluntary grouping of women
into Common Interest Groups (CIG) for engaging in income generation activities is envisaged. These groups
would be sub-parts of the larger WDG and would engage in regular activities of the group. They would,
additionally, also adhere to the norms made for CIG functioning to instil discipline in the conduct of the
economic activity.
Apart from this, a group of CIG interventions can also be grouped into a value chain interventions to reap the
benefits of economies of scale and forward and backward linkages. These interventions can be called Value
Chain Groups (VCG). A more elaborate description is provided in this section of the report.
Intervention in four types of economic activities have been elaborated in this report:
Crop production and animal husbandry
Micro-enterprises
Value chain intervention
Skill enhancement for employability
Each of these plausible interventions were put through the 4-C framework to understand them further.
9.1. Intervention in Crop Production and Animal Husbandry
9.1.1. Collectivization
The WDG as group can undertake the activity of agriculture and animal husbandry
The WDG is required to maintain a separate book of account for income generation activity
The Treasurer is required to maintain and update the book of the accounts for the activity
The livelihood volunteer of the group is required to maintain record for the different undertaking and
monitor the group function
Apart from the entire WDG undertaking income generation, CIG of women can be formed who are
willing to come together to undertake activities concerning crop production and / or animal husbandry
Each CIG would elect a leader and a secretary
CIG is required to register itself with the WDA at the Kabele level
o The leader and livelihood volunteer at the WDG will acknowledge the formation of CIG and
send a formal request to the WDA to register the same through the GF
o One-time registration fee and an annual membership fee will be submitted to the WDA to avail
services of the support system
The CIG will open a bank account in the name of the group, which will be jointly operated by the
leader and the secretary
The activities of the CIG for agriculture and / or animal husbandry under one GF will be monitored by
the crop production coordinator and animal husbandry coordinator of the federation respectively
To avail loan from the bank / MFI, the CIG will submit a business plan to WDA through WDG and
GF. The business plan will be vetted by the steering committee and forwarded to bank / MFI for loan
28
To discuss progress, issues, and challenges, a monthly meeting comprising, WDG livelihood
volunteers of WDG undertaking income generation activity, leaders and secretaries of CIGs engaged
in crop production / animal husbandry will be convened by the Crop Production Coordinator at the
Kabele level. This meeting will also be attended by the crop production and animal husbandry
committees in the WDA, steering committee members, and experts from the support system supporting
the CIGs
9.1.2. Capacitation
At the Got and Kabele level
Training the leaders and crop production and animal husbandry committees at the Got and Kabele
level on:
o Registration of CIG
o Monitoring of CIG
o Maintaining books for CIG – list of CIG promoted, the profiles of members, financial
performance of CIG
o Collection of one-time registration fee and yearly membership fee
At the WDG level
General mobilization and motivation campaign for providing information regarding income generation
activities that can be undertaken
At the CIG level
Basic business orientation training by the support system
Training on scientific and profitable farming and animal husbandry techniques through DAs / TVETs
Training the members on the importance and methodology to write day-books to record day-to-day
business transactions
9.1.3. Convergence
To enable smooth functioning of the CIG for crop production and animal husbandry, the following points of
convergence will be facilitated by the support system in place to assist the groups:
Coordination with WDA for registration and regular reporting
Coordination with the Kabele office for land (on lease) and other inputs (irrigation, seeds)
Coordination with farmer unions for marketing and input support
Coordination with DA for providing technical knowledge and support to the CIG
Coordination with TVETs, if required, for technical skills
Coordination with steering committee, through WDA, for approval of business plan for loans
Approaching MFIs / bank for opening an account for CIG operations
Approaching MFIs / bank for obtaining loan for CIG operations
Follow-up with MFIs / banks for availing loan in time
Coordination with the audit committee / support structure for auditing of CIG accounts
29
9.1.4. Communitization
To enable the community and its institutions internalise and own the concept and process of CIG formation
for its long term sustainability, it is essential to develop norms for their functioning with limited administrative
/ bureaucratic support. For this, the following may be done:
Prepare guidelines regarding CIG formation, registration and maintenance of records
Prepare guidelines prescribing the responsibilities of members in leadership positions and rotation of
the same
List roles and responsibilities of various stakeholders – CIG, community institutions and support
system – in undertaking and supporting income generating activities
Formalise business plan template and their approval procedure and guidelines for WDA and steering
committee
Prepare documents regarding cultivation, expected harvesting time and expected quantity and other
basic information required by the CIG
Formalise registers to be maintained at the Got federation and WDA at Kabele level to capture
information regarding the number of the crop production and animal husbandry CIG formed, land
under cultivation, bank credit delivered, internal lending provided, the repayment period, and structure
Formalise formats and process for reporting from the CIG to GFs / WDAs
Formalise process for monitoring and auditing
Formalise the format of books to be maintained by the CIG for preparation of financial statements
9.2. Intervention in Micro-Enterprises
9.2.1. Collectivization
CIG of women will be formed who are willing to come together to undertake activities concerning
micro-enterprises
Each CIG would elect a leader and a secretary
CIG is required to register itself with the WDA at the Kabele level
o The leader and livelihood volunteer at the WDG will acknowledge the formation of CIG and
send a formal request to the WDA to register the same through the GF
o One-time registration fee and an annual membership fee will be submitted to the WDA to avail
services of the support system
The CIG will open a bank account in the name of the group, which will be jointly operated by the
leader and the secretary
The activities of the CIG for micro-enterprises under one GF will be monitored by the Micro-
Enterprise Coordinator of the GF
To avail loan from the bank / MFI, the CIG will submit a business plan to WDA through WDG and
GF. The business plan will be vetted by the steering committee and forwarded to bank / MFI for loan
To discuss progress, issues, and challenges, a monthly meeting comprising leaders and secretaries of
CIGs engaged in micro-enterprises will be convened by the Micro-Enterprise Coordinator at the
Kabele level. This meeting will also be attended by the micro-enterprise committee in the WDA,
steering committee members, and experts from the support system supporting the CIGs
30
9.2.2. Capacitation
At the Got and Kabele level
Training the leaders and micro-enterprise committees at the Got and Kabele level on:
o Registration of CIG
o Monitoring of CIG
o Maintaining books for CIG – list of CIG promoted, the profiles of members, financial
performance of CIG
o Collection of one-time registration fee and yearly membership fee
At the WDG level
General mobilization and motivation campaign for providing information regarding income generation
activities that can be undertaken
At the CIG level
Basic business orientation training by the support system
Technical training on specific trades to be provided through TVETs
Training the members on the importance and methodology to write day-books to record day-to-day
business transactions
9.2.3. Convergence
To enable smooth functioning of the CIG for micro-enterprises, the following points of convergence will be
facilitated by the support system in place to assist the groups:
Coordination with WDA for registration and regular reporting
Coordination with the Kabele / Woreda office for organising markets and fairs
Coordination with TVETs for imparting technical skills to CIG members
Coordination with One-Stop Service Centres for smoother delivery of services
Coordination with steering committee, through WDA, for approval of business plan for loans
Approaching MFIs / bank for opening an account for CIG operations
Approaching MFIs / bank for obtaining loan for CIG operations
Follow-up with MFIs / banks for availing loan in time
Coordination with the audit committee / support structure for auditing of CIG accounts
9.2.4. Communitization
To enable the community and its institutions internalise and own the concept and process of CIG formation
for its long term sustainability, it is essential to develop norms for their functioning with limited administrative
/ bureaucratic support. For this, the following may be done:
Prepare guidelines regarding CIG formation, registration and maintenance of records
Prepare guidelines prescribing the responsibilities of members in leadership positions and rotation of
the same
31
List roles and responsibilities of various stakeholders – CIG, community institutions and support
system – in undertaking and supporting income generating activities
Formalise business plan and feasibility analysis templates and their approval procedure and guidelines
for WDA and steering committee
Prepare business operation guides comprising basic business information and concepts for CIG
Formalise registers to be maintained at the Got federation and WDA at Kabele level to capture
information regarding the number of micro-enterprise CIG formed and related statistics
Formalise formats and process for reporting from the CIG to GFs / WDAs
Formalise process for monitoring and auditing
Formalise the format of books to be maintained by the CIG for preparation of financial statements
9.3. Intervention for Value Chain
9.3.1. Collectivization
The crop production, animal husbandry, and micro-enterprise committees at the Kabele level, along
with some from the support structure will meet every quarter to discuss plausible value chain initiatives
The ideas will be floored among leaders of all CIG, who will meet once a quarter to discuss on these
plausible initiatives. New ideas can also emerge from this forum
A group of CIGs engaged in different activities can agree to come together to undertake a value chain
intervention in the form of a Value Chain Group or VCG
Each VCG will appoint a leader, deputy leader, secretary, and accountant
Each VCG will be required to get itself registered with the WDA at the Kabele level
One-time registration fee and an annual membership fee will be submitted to the WDA to avail services
of the support system
The VCG will open a bank account in the name of the group, which will be jointly operated by the
leader and the secretary
Monitoring of the VCG would be the responsibility of the micro-enterprise committee at the Kabele
level
To avail loan from the bank / MFI, the VCG will submit a business plan to WDA. The business plan
will be vetted by the steering committee and forwarded to bank / MFI for loan
To discuss progress, issues, and challenges concerning VCGs, a monthly meeting comprising leaders
and secretaries of VCGs will be convened by the Micro-Enterprise Coordinator at the Kabele level.
This meeting will be attended by the crop production, animal husbandry, and micro-enterprise
committee in the WDA, steering committee members, and experts from the support system supporting
the VCGs
9.3.2. Capacitation
At the Got and Kabele level
Training the leaders and crop production, animal husbandry, and micro-enterprise committees at the
Got and Kabele level on:
o Registration of VCG
32
o Monitoring of VCG
o Maintaining books for VCG – list of VCG promoted, the profiles of members, financial
performance of VCG
o Collection of one-time registration fee and yearly membership fee
At the CIG level
Orientation to CIG members to encourage them to engage in plausible value chain interventions
At the VCG level
Orientation on the functioning of VCGs and to address issues and challenges they may arise
Technical training, if required, to be provided through DA / TVETs
Training the members on maintaining books to record transactions of VCGs
9.3.3. Convergence
To enable smooth functioning of the VCG, the following points of convergence will be facilitated by the
support system in place to assist the groups:
Coordination with WDA for registration and regular reporting
Coordination with the Kabele / Woreda office for providing land for working premises and for
organising markets and fairs
Coordination with TVETs / DAs for imparting technical skills to VCG members
Coordination with steering committee, through WDA, for approval of business plan for loans
Approaching MFIs / bank for opening an account for VCG operations
Approaching MFIs / bank for obtaining loan for VCG operations
Follow-up with MFIs / banks for availing loan in time
Coordination with the audit committee / support structure for auditing of VCG accounts
9.3.4. Communitization
To enable the community and its institutions internalise and own the concept and process of VCG formation
for its long term sustainability, it is essential to develop norms for their functioning with limited administrative
/ bureaucratic support. For this, the following may be done:
Prepare guidelines regarding VCG formation, registration and maintenance of records
Prepare guidelines prescribing the responsibilities of members in leadership positions and elections for
the same
List roles and responsibilities of various stakeholders – VCG, community institutions and support
system – in undertaking and supporting activities of the VCG
Formalise business plan and feasibility analysis templates and their approval procedure and guidelines
for WDA and steering committee
Formalise registers to be maintained at the Got federation and WDA at Kabele level to capture
information regarding the number of VCG formed and related statistics
Formalise formats and process for reporting from the VCG to WDAs
Formalise process for monitoring and auditing
Formalise the format of books to be maintained by the VCG for preparation of financial statements
33
9.4. Intervention in Skill Enhancement for Employability
9.4.1. Collectivization
The WDG members interested in wage employment will give their preferences to the livelihood
volunteer in the WDG meeting, who will forward the names of the persons, their profiles and
employment preferences to the secretary of GF
The secretary of the GF will collect the names, the profiles and employment preferences from all
WDGs in the Got
o The secretary will group the interested persons according to their employment preferences and
forward it to the secretary of the WDA at the Kabele level
The secretary of the WDA will form groups of persons with their profiles according to employment
preferences at the Kabele level
The secretary of the WDA will forward the list to the Job Creation Department or SME Office at the
Woreda level that looks after skilling for wage employment
The WDA secretary will follow-up with the relevant departments at the Woreda level to ensure training
and placement of the women from the Kabele
9.4.2. Capacitation
At the WDG / GF / WDA level
Orientation to the livelihood volunteer to encourage women not engaged in other income generating
activities to engage in wage employment. This orientation can be provided by the Job Creation
Department or SME Office at the Woreda level that looks after skilling for wage employment
Orientation on the formats for registering the names, profiles and preferences of women to be given
by the support system for livelihoods
To the Women
Skill training to be provided to the interested women by the Job Creation Department or SME Office
at the Woreda level that looks after skilling for wage employment through TVETs
9.4.3. Convergence
The WDA needs to coordinate with the relevant agencies to ensure that the women interested in wage
employment receive the required training according to their preferences and are placed thereby earning regular
wages
The WDA has to coordinate with the Job Creation Department or SME Office at the Woreda level to
ensure training and placement to the women from the Kabele interested in wage employment
The WDA should also coordinate with the support system for livelihood enhancement / CIGs /
VCGs during the review meetings to understand manpower needs of the CIGs / VCGs and explore if
the skilled women can be employed by them
34
9.4.4. Communitization
To streamline the process for women to be identified and trained for wage employment, the community has
to adopt a set of guidelines, following which, the activity could be internalised and taken up regularly by the
community institutions. For this, the following will have to be done:
Prepare guidelines for orienting and registering the women for wage employment at various levels of
the community structure
Prepare a mechanism for follow-up with the relevant agencies at the Woreda level to ensure timely
skilling and placement of the women
Develop a mechanism for getting manpower requirements (seasonal and regular) from the CIGs /
VCGs working in the Kabele to ensure meeting their demands from within the Kabele itself
35
10. BUILDING COMMUNITY BASED SUPPORT SYSTEM FOR STRENGTHENING THE WDG
Successful community based institution and income generation by the community, especially by the women
requires an enabling environment. Constant handholding and support are required at various levels to enhance
the skills of the community and to make them self-reliant. Support groups consisting of members from the
community, trained specifically for imparting specific skills and attitude to the community and institutions are
one of the methods through the community can be supported. The supporting groups also work on enhancing
the linkages, identifying the challenges and avenues and guide the activities of the institutions. In the initial
period of the intervention three type of the community based support system is been proposed
1) Support system for strengthening Institutional Structures of WDG
2) Support system for strengthening Financial Structures of WDG
3) Support system for strengthening Sectoral activities (economic) of WDG
10.1. Support System for Strengthening Institutional Structure of the WDG
In order to have a functioning community based institutions with a federated structure, a supporting environment for
the WDG are required to hand hold and capacitate them to become self- reliant institution
10.1.1. Desired Activities of the Support System for Institution Building
Opportunity Identification or Problem Solving
o The support system should identify the gaps in the functioning of the WDG with respect to
weekly meetings conducted, record maintenance, working of the group with the federation,
Orientation and Training
o Should capacitate and hand hold the groups to follow meeting norms as prescribed
o Capacitate the WDG to write meeting records and maintain the same
o Provide the awareness to the group regarding the importance and benefits of the federation and
the norms followed for being part of the federation
o Should make aware the WDG and federation about leadership rotation and procedures to
followed for the same
Establishing Linkages
o The Support team should ensure creation of robust relation between the WDG and its federation
o Ensure linkage between WDG, its federation with steering committee and Kabele
administration
o Linkage with Woreda women office and WDG and its federation
Operations and Hand-holding
o The support system should work with the WDG and its federation and make them aware of the
prescribed meeting norms with regards to meeting, data management
o The support team should be able to identify the gaps in skill and attitude of the members for
proper functioning of the WDG and address the gap by providing proper orientation and
training
Monitoring
o The support system should regularly monitor the working of the groups with respect to
adhering the norms and formalities as prescribe
36
10.1.2. Analysis of the Present Support System
Using an illustration from the field, an analysis of existing support system is conducted and an assessment is
made whether the existing system should be used, or it should be strengthened or a new support system should
be created.
Activity for which support system needed:
WDG to write agenda and minutes of the meeting
Role of the
Support System
Elaboration of Role
Specific to the Activity
Review of the Existing
System Creating a New System
Opportunity
Identification or
Problem Solving
The WDG should be
capacitated to maintain
group records like meeting
agenda and minutes of the
meeting
Present system does not
capacitate the WDG to
undertake lending
activities
Creating a local cadre in the form
of Kabele support team (KST)
comprising experienced members
of WDG or leaders from WDG
Orientation and
Training
The support system should
be able to identify the
inabilities of the WDG in
writing agenda and minutes
books
Should capacitate the WDG
to write these documents in
the prescribed manner and
maintain it for future use
The KST will be capacitated in
relevant skills of group data
management and institution
building
KST team would engage with
WDG and provide them
necessary handholding in writing
the minutes and agenda of the
meeting
Establishing
Linkages
The support system should
be able to link the activity
of WDG with its network
and ensure uniformity in
core practices followed in
each of the group
The KST will work with all
WDG and ensure that groups are
able to follow the certain
procedures while writing the
minutes and agenda.
Operations and
Hand-holding
The support system would
handhold them in
conducting the meeting in
better way with recorded
minutes and agenda
The KST will be based out of the
Kabele and would work with
individual WDG on ensuring that
the meeting minutes are regularly
updated during the meeting and
meeting agenda are discussed
and recorded
Monitoring and
Evaluation
The support system should
be able to regularly monitor
the progress meeting data
maintained at the WDG
level
The KST will be trained to
monitor the activity of the WDG
and their adherence to the
practices as directed in bye law
with regard to meeting data
management
37
10.1.3. Design of the Support System
As illustrated above in order to enhance the capacity of the WDG and its federation to become self-reliant
institutions, it is necessary to establish a support group at the Kabele level, Kabele Support Team (KST)
The 4-C framework is used to explain the community based support system as under
10.1.3.1. Collectivization
KST would be community based resource team that will be selected from the WD groups who have
interest, knowledge and attitude required for doing voluntary work and sharing the accumulated
knowledge to the community.
KST would comprise of 8-10 members
10.1.3.2. Capacitation
KST would be trained on concept of WDGs and their role in poverty alleviation
Training on Role of collectives in social and economic empowerment.
Training on the concept of thrift and credit, loan repayment, register and book maintenance
Orientation on conduct of meetings, maintenance of organisational procedures,
Importance of collectivisation and federations
Books, registers and data to maintained at each of the level
10.1.3.3. Convergence
The KST would be required work along with the Woreda Women Office
KST would work in coordination with the Kabele administration and Kabele office
Steering committee at the Kabele level
Bank and MFI for account opening and for financial intermediation activity
10.1.3.4. Communitization
Group norms
Roles and responsibilities of the group and the member
Training and service charges
38
10.2. Support System for Strengthening Financial Inclusion of the WDG
In order to ensure a robust financial intermediation by the WDG and to ensure a transparent and accountable
systems, the following supporting environment should be established
10.2.1. Desired Activities of the Support System for Financial Inclusion - I
Opportunity Identification or Problem Solving
o The support system should capacitate WDGs to manage its thrift and provide loans to its
members from the thrift collected
o The support system should be able to identify problems that the WDG face related to their
lending activities and suggest supportive actions and direct them to appropriate procedures
for internal lending
o The support system should capacitate the WDG to have financial discipline and undertaking
financial transaction as per norms established
Orientation and Training
o The support system should impart training on financial data to be managed at the WDG and
its federation
o The support system should impart training on the norms of the internal lending and
repayment
o The support system should impart training on financial discipline in the group
Establishing Linkages
o The support system should be able to link the activity of WDG with its network such that
transparency and accountability is maintained
o The support system should ensure linkages of the federation with the Kabele administration
and Steering committee
Operations and Hand-holding
o The support system should be able to support the WDG in its core operation of thrift
collection, record maintenance and credit delivery to members
o The support system should enable the WDG to have robust reporting system with the
federation in matters of financial activity
Monitoring and Evaluation
o The support system should be able to regularly monitor the progress of the thrift and credit
activities of the WDG and maintenance of records
10.2.2. Analysis of the Present Support System – Illustration I
Using an illustration from the field, an analysis of existing support system is conducted and an assessment is
made whether the existing system should be used, or it should be strengthened or a new support system should
be created.
Activity for which support system needed:
Provide capacity building and handholding support for the WDG to undertake the financial intermediary.
Since there is no existing system in place, a new system can be created which will render the following support
39
Role of the
Support System
Elaboration of Role Specific to the
Activity Creating a New System
Opportunity
Identification or
Problem Solving
The WDG should be capacitated to
undertake internal lending by the member
of the group and the WDG follows the
protocol for the ensuring transparent
financial transaction
Creating a local cadre in the form of Kabele
Support Team (KST) comprising
experienced members of WDG or leaders
from WDG
Orientation and
Training
The support system should make the
WDG aware about the benefits of internal
lending and able to identify problems that
the WDG face related to their lending
activities. Suggest supportive actions and
direct them to appropriate procedures for
internal lending The support system
should also be able to impart basic
financial management skills to the WDG
on book keeping
The KST will be capacitated in relevant
skills of account management, book keeping
and loan scheduling.
Training would be provided on the thrift
collection and lending procedures for WDG
KST would then capacitate the WDG for
undertaking these activities
Establishing
linkages
The support system should enable the
WDG to have a robust relation with the
Federation
The KST will work with all the levels of the
federation and ensure that linkages between
WDG and federation are robust. The KST
would capacitate the WDG to prepare
documents and record that are to be provided
to the different level of the federation.
Operations and
Hand-holding
The support system should be able to
support the WDG in its core operation of
thrift collection, record maintenance and
credit delivery to members
The KST will be based out of the Kabele and
would work with individual WDG on
ensuring thrift collection and maintenance of
the record at the WDG level. The KST
would help the WDG to provide lending
activity for the members as per guideline
Monitoring and
Evaluation
The support system should be able to
regularly monitor the progress of the thrift
and credit activities of the WDG and
maintenance of records.
The support system should enable the
WDG to create records and data related to
financial transaction which are required
for reporting to other levels of federation
Present system for monitoring and
evaluation is weak. Currently the treasurer
only monitors the thrift activity
The KST will be trained in analysing the
registers of the WDG and to recommend
suggestion for better streamlining the
activity
40
10.2.3. Design of the Support System - I
As illustrated above in order to enhance the capacity of the WDG to undertake financial intermediary work
among the members of the group, the establishment of support group at the Kabele level which would hand-
hold them and capacitate them are required.
The 4-C framework is used to explain the community based support system as under:
The proposed Kabele supportive team would have the function of supporting both the activities of institution
building and financial inclusion, hence the team would have same 4C structure as detailed above in the
institution building section.
10.2.4. Desired Activities of the Support System for Financial Inclusion - II
Opportunity Identification or Problem Solving
o The financial transaction registers maintained at the WDG and its federation has to be audited
every year to bring in transparency in the system
Orientation and Training
o The support system should be able to audit the book of accounts of the WDG and its
federation
o Capacitate the WDG and federation to follow prescribed norms of accounting practices
while undertaking financial
o Identify the irregularities in financial transaction at the WDG and its federation
Establishing Linkages
o The support system should be able to communicate financial irregularities to the federation
and officials
o The support system should be able to establish linkages with audit institutions and its
association to enhance their capacities
Operations and Hand-holding
o The support system should be able to audit the financial books of the WDG and its federation
and recommend adherence to financial practices as prescribed in the bye laws and guidelines
o Should capacitate the WDG and its federation in the maintaining the financial records
o Should identify the skill gap in maintaining the record and communicate to next for ensuring
skill building in financial data management
Monitoring and Evaluation
o The support system should be able to identify the skill gap and irregularities in the financial
data management by the WDG and its federation and should able to make the community
able to rectify it
41
10.2.5. Analysis of the Present Support System – Illustration II
Using an illustration from the field, an analysis of existing support system is conducted and an assessment is
made whether the existing system should be used, or it should be strengthened or a new support system should
be created.
Activity for which support system needed:
Auditing of the WDG and its federation for brining transparency. Since there is no existing system in place,
a new system can be created which will render the following support
Role of the Support
System
Elaboration of Role Specific to the
Activity Creating a New System
Opportunity
Identification or
Problem Solving
The financial transaction registers of the
WDG and their federation are required to
be audited every year
Woreda Audit Team - Educated women
selected from the WDG and formed into
group to undertaking auditing activity of
the WDG, GOT and Women association
Orientation and
Training
The support system should be able to
audit the accounts of the WDG and
inform the WDG of the mistakes and
provide recommendation of correct
practices
Woreda audit team will be trained in
audit procedures to be used for auditing
community books
Establishing
linkages
The support system should be able to
communicate financial irregularities to
the federation and officials and identify
the skill gap
Woreda audit team would provide audit
information of the WDG to the next level
of the federation and the audit report of
the WDA to the Kabele women office
Operations and
Hand-holding
The support system should be able to
audit the financial books of the WDG and
its federation and recommend adherence
to financial practices as prescribed
The audit team would be based at the
Woreda and would undertake the auditing
of the WDG. Periodic audit of the WDG
and the federation would facilitated better
data maintenance and transparency in the
system
Monitoring and
Evaluation
The support system should be able to
identify the irregularities in the financial
transaction of WDG and its federation
and able to communicate to next level
The Woreda audit team are required to
undertake yearly audit of the accounts of
the WDG and its federation, brining
transparency in the system
42
10.2.6. Design of the Support System - II
As illustrated in the example, for ensuring better transparency and streamline the activity of the WDG and its
federation in alignment with the proposed bye- laws and guideline, establishment of a Woreda level Audit
team comprising of women from the community are required
The 4-C framework is used to explain the community based support system as under:
10.2.6.1. Collectivisation
Educated women selected from the WDG and formed into group at Woreda level
8-10 select member would form into one team, Woreda to have number of teams based on the number
of WDG
Audit team is required to be registered at the Woreda Women office and affiliate with office yearly by
paying a fees
10.2.6.2. Capacitation
Training on the books of accounts maintained at the WDG and its federation
Training on audit procedures to be followed and preparation of audit report for books maintained by
the community
Training on doing group business (audit activity as an group business activity)
10.2.6.3. Convergence
With audit association and other practising auditors
With other local government department for supporting in their auditing
10.2.6.4. Communitisation
Membership norms
Service charge for auditing the records (different at different level)
43
10.3. Support System for Strengthening Sectoral Activities (Economic) of the WDG
10.3.1. Desired Activities of the Support System
Opportunity Identification or Problem Solving
o The support system will motivate women from the WDG to engage in income generating
activities
o The support system will identify potential women and form them into CIGs
o They will identify opportunities and facilitate in starting their activities
o The support system will suggest plausible value chain interventions that the CIGs can engage
in
o Prepare a business plan for CIG / VCG for loan
Orientation and Training
o The support system will impart basic business orientation to CIG – conduct of business,
operation cycle, management of cash, soft skills, etc.
o They will train the CIG in maintaining day-books for recording business transactions on a day-
to-day basis
o They will identify technical training needs of the members of CIG and approach TVET for
provision of the same
Establishing Linkages
o The support system will ensure that the CIG / VCG gets registered with the WDA at the Kabele
level and pays requisite registration / membership fee
o They will work in coordination with the WDA at the Kabele level to ensure steering committee
approves the business plan to be submitted to the bank / MFI for loan
o They will follow up with bank / MFI for release of loan
o The support system will establish links with TVETs for ensuring that the CIG / VCG members
receive technical training, when required
o They will coordinate with Kabele / Woreda administration for conducting regular markets and
fairs during festivals
o They will also coordinate with the Woreda Audit team to conduct auditing of the CIG / VCG
activities
Operations and Hand-holding
o The support system will follow-up with the CIG / VCG on a regular basis to support in their
operations
o They will assist the CIG in procuring raw material and sale of products
o They will also assist the VCG in their setting-up and operations
Monitoring and Evaluation
o The support system will facilitate maintenance of day-book at the CIG / VCG level
o Collect day-book data at regular intervals and prepare financial statements for the CIG / VCG
(profit and loss account, balance sheet, and cash flow statement)
44
10.3.2. Analysis of the Present Support System
Using an illustration from the field, an analysis of existing support system is conducted and an assessment is
made whether the existing system should be used, or it should be strengthened or a new support system should
be created.
Activity for which support system needed:
Provide technical and operational support to income generating (agriculture, ME, animal husbandry) activities
undertaken by women groups
Role of the Support
System
Elaboration of Role
Specific to the
Activity
Review of the Existing
System Creating a New System
Opportunity
Identification or
Problem Solving
The CIG should be
able to approach an
institution to address
the operational
problems of their
economic activities
Agriculture and allied:
WDG members can
approach the DA for
assistance
SME: Enterprises can
approach One Stop Service
Centres for assistance.
However, these centres are
not accessible to the rural
entrepreneurs due to their
limited reach
Creating a local team in the form
of Livelihood Consultants Group
(LCG) comprising experienced
members from the community
itself in different activities (crop
production, animal husbandry,
micro-enterprises), with
knowledge of local context, to
assist the WDG members in
technical and operational matters.
Since the members of this team
are from the Kabele itself, the
CIG members would be able to
approach them easily to discuss
problems related to income
generating activities
Orientation and
Training
The support system
should be able to
identify problems
that the WDG
members face related
to their IG activities
and suggest
corrective actions /
direct them to
appropriate agencies
to fix problems. The
support system
should also be able to
impart basic business
skills to the
entrepreneurs
The present system is based
on taking corrective actions.
A system to suggest
precautionary actions to
avoid slipping into crisis is
missing in most Kabele
visited
The LCG will be capacitated in
relevant skills to identify the
problems / warning signals faced
in the IG activities undertaken by
the WDG to be able to suggest
corrective action in time. The
LCG will also be able to impart
basic business skills to the
entrepreneur to handle their day-
to-day operations
45
Role of the Support
System
Elaboration of Role
Specific to the
Activity
Review of the Existing
System Creating a New System
Establishing
Linkages
The support system
should be able to link
the IG activities of
the WDG with
appropriate
government
departments to
address their issues
and follow-up on the
same
The WDG members
themselves approach the
government institutions for
various services. The follow-
up mechanism is often weak
The LCG will remain in constant
touch with the relevant
government departments and their
functionaries, such as DA, micro-
finance agent / banks etc. and
ensure that the members are able
to avail their services in time
Operations and
Hand-holding
The support system
should be able to
assist the WDG
members in the day-
to-day operations
associated with the
IG activities
Follow-up systems weak The LCG will be based out of the
Kabele and will be able to follow-
up regularly with the WDG
members on their IG activities
Monitoring and
Evaluation
The support system
should be able to
regularly monitor the
progress of the IG
activities – analyse
profit and loss and
enable the WDG
member to make
plans for the future
Present system for
monitoring and evaluation is
weak. There is an auditor at
the One Stop Service Centre
who is not able to regularly
monitor the progress of the
IG activities
The LCG will be trained in
making financial statements for
the IG activities undertaken by
the WDG members and
discussing the results with the
members to enable them plan
better for the future
10.3.3. Design of the Support System
As illustrated above, the present system lacks potential to assist women in their income generating activities.
Hence, to enable the Micro-Enterprise, Animal Husbandry, and Crop Production committees at the Kabele
level promote, support and monitor the existing and new income generating activities, a support system
comprising experienced women experts in income generation activities (such as crop production, animal
husbandry, and micro-enterprises), from the Kabele itself, in the form of a Livelihood Consultants Group
(LCG) is essential.
The 4-C framework is used to explain the community based support system as under:
46
10.3.3.1. Collectivization
A Livelihoods Consultants Group (LCG) comprising experienced persons, preferably women from
the existing WDGs, in the area of crop production, animal husbandry, and micro-enterprises, who can
read and write to be formed
The potential candidates for LCG to be identified by the WDG with the support of KST. The profiles
will be scanned by the WDG and referred to the GF. The GF will collect profiles from all Gots and
submit the same to the WDA at the Kabele level
The selection of LCG will be facilitated for each Kabele by the Kudumbashree team
10.3.3.2. Capacitation
The members of LCG should be trained in basic business concepts – operations, marketing, finance,
strategy, and consulting and will be a mix of theory and field components
The training will be residential, spanning 30-40 days roughly over a period of six months
The training will be provided to the LCG at the Region / National level depending upon the size of the
batch
The training will be facilitated by Kudumbashree
10.3.3.3. Convergence
The LCG will work closely with DA for crop production and animal husbandry related activities
The LCG will work with the Kabele / Woreda administration for setting up markets / fairs
The LCG will collaborate with the Women’ Association at the Kabele level for following-up on the
business plan approval by the steering committee
The LCG will help WDG members engaged in IG activities establish linkage with banks / MFIs for
opening a savings account and for availing loan
The LCG will work closely with the Micro-Enterprise, Animal Husbandry, and Crop Production
committees at the Kabele level for monitoring activities
10.3.3.4. Communitization
The LCG will function as a partnership firm (based on a partnership deed or equivalent) with clear
norms and roles and responsibilities defined for each member
The LCG will enter into a contract with the WDA at the Kabele level to provide services to the CIGs
/ VCGs established by their members. The contract will be renewable after a fixed duration of time
The LCG will be paid by the WDA at the Kabele level for the services they provide on the basis of
cost norms approved by the MoWCA
The LCG will regularly report and submit claims to the Micro-Enterprise, Animal Husbandry, and
Crop Production committees at the Kabele level about the support provided to the CIG / VCG, based
on which payment will be made
47
11. RESOURCES NEEDED
One of the core resources required for the success of the project is provision of the adequate funds for the
project, since this project relies more on capacity building and handholding of the community requiring higher
investment, financial commitment from the Ministry is very important. The details of the budget and an
estimate of the fund required for the project has been provided in the budget session.
The other major resource detrimental to the success of the project is provision of dedicated human resources
at different level. In order to achieve the stated objectives of the project, the Women and Children Department
are required to take ownership of the implementation of the project and should dedicate staff at each of the
level of the administration to act as Anchor Persons (from the Government) for leading the project, and
providing implementation, administrative and financial management support
One person from the MoWCA to be the anchor person at the federal level and coordinate the activities
at the federal level
Head, BoWCA to be the anchor person at Regional level
Head, Woreda Women and Child Office to be anchor person at Woreda level
Apart from the staff from the Women and Children department, contract full time staff would be required to
be recruited at various levels for smooth implementation of the project. The requirement of the staff are
1 Project Coordinator to coordinate with Kudumbashree, MoWCA, Woreda Women and Child Office,
Kabele Coordinators and Kudumbashree Mentors at the Federal level
4 Kudumbashree Mentors to handhold community institutions and support structures
8 Kabele Coordinators to assist Kudumbashree mentors in handholding community institutions and
support community based institutions
12. CHALLENGES
We are optimistic that the project will be able to bear results since there exist conducive environment at the
federal and in the Kabele levels. We are confident that we will be able to work smoothly and achieve the
targets at the prescribed in time period. At the same time there and areas of challenges that needs to be
overcome. The following are the challenges that have been identified
Working on from two different countries with different time zones, can be cause for communication
gaps
The language will be an important challenge since English is not widely spoken at the Woredas or
Kabele
The Mentor will need some time to settle down, with new people, culture and the language. Getting
them acclimatised to the new conditions may take a little time.
Transaction loss in the training modules while translation and delivery by the trainers and KSTs
Getting the entire administration team to work in a project mode for the phase 1 project
48
PART III: INTERVENTION PLAN
13. INTERVENTION PLAN
Based on our field observations and proposal made, the twelve month intervention has been divided into two phase, 4 month initial phase and 8 month follow
up phase
13.1. Detailed Plan
14. Plan of Action for 4-month Initial Phase
Time
Period Activity Description Facilitator(s) Location
No. of
Days Participants Cost to be Incurred on
Month 1 Mentor
Immersion
To acquaint mentors from
Kerala get introduced and
accustomed to the context in
Ethiopia
MoWCA, KS,
IPE
4 Kabeles in
Pilot
Woredas
10
4 Mentors from Kerala;
Woreda and Kabele
persons; MoWCA and
BoWCA officials; KS
representatives
Mentors- travel to Ethiopia,
travel to Woredas, internal
travel, accommodation, food
Immersion and on concluding
workshop to share experiences
from the field - hall (including
projector facility) and
refreshments
Month 1 Stakeholder
orientation
To introduce the stakeholders
at federal, regional, zone, and
Woreda level about the
project and its activities
MoWCA, KS,
IPE
Addis
Ababa 2
Staff from MoWCA,
BoWCA, WCO at zone
and Woreda level;
representatives from
health, agriculture,
banks, SME from
federal, regional, zonal
and Woreda level; KS
representatives;
Mentors
Hall (including projector
facility), refreshments, travel
cost for officials and
accommodation for
participants
49
Time
Period Activity Description Facilitator(s) Location
No. of
Days Participants Cost to be Incurred on
Month 1
Orientation of
the Kabele
administration
and staff
To introduce the stakeholders
at Kabele level about the
project and its activities
Woreda WCO Respective
Woredas
4
(1 day in 4
Woredas)
Staff from Kabele;
representatives of
WCO at Woreda level;
Mentors for respective
Woredas
Hall (including projector
facility), travel cost for
participants, and refreshments
Month 2
Identification
and selection of
Master Trainers
A campaign to identify a
group of trainers at the
Woreda level to train KST
and provide orientation to
Kabele staff. The Woreda
WCO can identify the trainers
from among the staff and
community based on
prescribed criteria with the
support of Kabele
administration and make the
final selection in consultation
with KS
Woreda WCO Respective
Woredas Lumpsum
Communication material (such
as pamphlets, advertisements);
printing application forms for
profiling the trainers; other
printing and duplicating
expenses; expenses for
selection workshop
Month 3
Training for
Master Trainers
(ToT) - I
Training to Master Trainers to
enable them assist the Kabele
administration in identifying
potential members for KST
and train KST in WDG
management (regular
meetings, maintaining
minutes, office bearers, etc.)
and financial inclusion
practices (regular thrift,
credit, internal lending,
timely repayment, interest
rate, bank account for the
group, etc.)
KS, WCO
functionaries
Central
location 5
Translation and printing of
module for participants,
stationery for participants
(notebook and pen), hall
(including projector facility),
refreshments, accommodation
for participants, travel cost for
Master Trainers,and
honorarium for Master
Trainers
50
Time
Period Activity Description Facilitator(s) Location
No. of
Days Participants Cost to be Incurred on
Month 3
Identification
and selection of
KST members
A campaign to identify a
members of KST to support
institution building and
financial inclusion activities
of the WDG. The Woreda
WCO can identify the
members of KST from the
community based on
prescribed criteria with the
support of Kabele
administration and make the
final selection in consultation
with KS
Woreda WCO Respective
Kabeles Lumpsum
Communication material (such
as pamphlets, advertisements);
printing application forms for
profiling the KST members;
other printing and duplication
expenses; expenses for
selection workshop
Between
months
3-4
Woreda level
review meetings
Meeting at the Woreda level
to take stock of the project
progress, take corrective
actions, and assess the need to
flag issues at higher levels
and also to plan for activities
for the coming months
Woreda WCO Respective
Woredas 1
Representatives from
Kabele and Woreda;
Mentors for respective
Woredas
Hall (including projector
facility), refreshments and
travel cost for participants
Month 4
Training of KST
by Master
Trainers - I
Master Trainers to train KST
in WDG management
(regular meetings,
maintaining minutes, office
bearers, etc.) and financial
inclusion practices (regular
thrift, credit, internal lending,
timely repayment, interest
rate, bank account for the
group, etc.)
Master
Trainers,
Woreda WCO /
BoWCA
Respective
Woredas /
regions
5
Master Trainers; KST
members; Mentors for
respective Woredas /
regions
Translation and printing of
module for participants,
stationery for participants
(notebook and pen), hall
(including projector facility),
refreshments, accommodation
for participants, travel cost for
Master Trainers, and
honorarium for Master
Trainers
51
Time
Period Activity Description Facilitator(s) Location
No. of
Days Participants Cost to be Incurred on
Month 4
Orientation and
training of
WDG leaders
Training to the WDG leaders
on WDG management
(regular meetings,
maintaining minutes, office
bearers, etc.) and financial
inclusion practices (regular
thrift, credit, internal lending,
timely repayment, interest
rate, bank account for the
group, etc.) by KST
KST; Kabele
administration
Respective
Kabeles 3
WDG leaders; KST
members; Mentors for
respective Woredas
Stationery for participants
(notebook and pen), hall
(including projector facility),
and refreshments
Month 4 Review
Workshop
To take stock of progress and
plan for further action
MoWCA, KS,
IPE
Addis
Ababa 2
Staff from MoWCA,
BoWCA, WCO at zone
and Woreda level;
representatives from
health, agriculture,
banks, SME from
federal, regional, zonal
and Woreda level; KS
representatives;
Mentors
Hall (including projector
facility), refreshments, travel
cost for officials and
accommodation for
participants
Plan of Action for the 8-month Follow-up Phase
Time
Period Activity Description Facilitator(s) Location
No. of
Days Participants Cost to be Incurred on
Month 5 Planning
meeting
To plan for the 8-month
Phase-2 and finalize calendar
KS, IPE,
MOCWA
Addis
Ababa 1
Staff from MoWCA,
BoWCA, WCO at zone
and Woreda level;
representatives from
health, agriculture,
banks, SME from
federal, regional, zonal
and Woreda level; KS
representatives; Mentors
Hall (including projector
facility), refreshments, travel
cost for officials and
accommodation for
participants
52
Time
Period Activity Description Facilitator(s) Location
No. of
Days Participants Cost to be Incurred on
Month 5
onwards
Hand-holding
of WDGs by
KST
KST to ensure WDG leaders
orient their group members
and follow WDG
management and financial
inclusion practices on a
regular basis
KST; Kabele
administration
Respective
Kabeles
Month 5
Sensitization of
stakeholders
(sectoral teams)
at Woreda level
Orientation to the sectoral
teams at the Woreda level,
such as health, education,
SME, agriculture, etc. on the
project and their
responsibility in the same.
The importance of
converging with the women'
federations will be stressed
here
Master
Trainers,
Woreda WCO
/ BoWCA
Respective
Woredas 2
Representatives from
sectoral teams at the
Woreda level; Master
Trainers; representatives
of WCO at Woreda
level; representatives
from BoWCA; Mentors
for respective Woredas
Hall (including projector
facility) and refreshments,
Month 5
Training for
Master Trainers
(ToT) - II
Training to Master Trainers
to enable them orient the
Kabele administration and
train KST in importance of
federating WDGs at the
habitation (Got) and Kabele
level, the process to be
followed, roles and
responsibilities of office-
bearers, maintenance of
records, roles and
responsibilities of the
federations, importance of
and platform for convergence
at the Kabele level, etc.
KS, WCO
functionaries
Central
location 5
Master Trainers; KS
representatives; Mentors
Translation and printing of
module for participants,
stationery for participants
(notebook and pen), hall
(including projector facility),
refreshments, accommodation
for participants, travel cost for
Master Trainers, and
honorarium for Master
Trainers
53
Time
Period Activity Description Facilitator(s) Location
No. of
Days Participants Cost to be Incurred on
Month 5
Identification
and selection of
LCG at Kabele
level
A campaign to identify a
members of LCG to support
the WDGs in income
generation interventions. The
Kabele administration with
the support of WDGs and
KST can identify
experienced persons from the
community based on
prescribed criteria. The final
selection will be made by KS
in consultation with Woreda
WCO and Kabele
administration
Woreda
WCO, Kabele
administration
Respective
Kabeles Lumpsum
Communication material (such
as pamphlets, advertisements);
printing application forms for
profiling the trainers, other
printing and duplication
expenses; expenses for
selection workshop
Month 5
Identification
and selection of
WAT at
Woreda level
A campaign to identify a
members of WAT to support
the WDGs, federations, and
CIG in maintaining
transparency in their
financial transactions. The
Woreda WCO with the
support of Kabele
administration, WDGs and
KST can identify
experienced persons from the
community based on
prescribed criteria. The final
selection will be made by KS
in consultation with Woreda
WCO
Woreda
WCO, Kabele
administration
Respective
Woredas Lumpsum
Communication material (such
as pamphlets, advertisements);
printing application forms for
profiling the trainers, other
printing and duplication
expenses; expenses for
selection workshop
54
Time
Period Activity Description Facilitator(s) Location
No. of
Days Participants Cost to be Incurred on
Month 6
Learning visit
to Kerala
(Batch 1)
To understand and appreciate
convergence between the
community structure and
local governments and the
functioning of various
community professional
institutions. The participants
should be able to draw from
the experiences in Kerala and
adapt the same to their
context
KS, MoCWA Kerala 15
Representatives from
Kabele administration,
WDG leaders, Woreda
WCO, BoWCA,
representatives from
KST
Travel for representatives,
accommodation and food for
participants in Kerala, internal
travel expenses within Kerala,
workshop arrangements for
briefing and de-briefing of
participants
Month 6-
10
Training of
LCG
Training to LCG on business
and management concepts -
operations, finance,
marketing, strategy and
consulting to support income
generating activities of
women in the Kabele. They
will also be imparted
technical training, if required,
in farm, non-farm, and off-
farm livelihoods
KS Central
location
40 days
(over a
period of
five
months)
Members of LCG;
representatives from
Woreda WCO; Mentors
Translation and printing of
module for participants,
stationery for participants
(notebook and pen), hall
(including projector facility),
refreshments, accommodation
for participants; travel cost for
participants; trainer costs
Month 6-7 Training of
WAT
Training to WAT on
accounting and auditing
methodology. Acquainting
them with the various books
of accounts maintained by
the community institutions
and income generating
groups
KS; Auditing
practitioners
from Ethiopia
Central
location
20 days
(over a
period of
two
months)
Members of WAT;
representatives from
Woreda WCO; Mentors
Translation and printing of
module for participants,
stationery for participants
(notebook and pen), hall
(including projector facility),
refreshments, accommodation
for participants; honorarium
for accounting practitioners;
trainer costs
55
Time
Period Activity Description Facilitator(s) Location
No. of
Days Participants Cost to be Incurred on
Month 6
Woreda level
review
meetings
Meeting at the Woreda level
to take stock of the project
progress, take corrective
actions, and assess the need
to flag issues at higher levels
and also to plan for activities
for the coming months
Woreda WCO Respective
Woredas 1
Representatives from
Kabele and Woreda;
Mentors for respective
Woredas
Hall (including projector
facility), refreshments and
travel cost for participants
Month 7
Training of
KST by Master
Trainers - II
Master trainers to train KST
in importance of federating
WDGs at the habitation (Got)
and Kabele level, the process
to be followed, roles and
responsibilities of office-
bearers, maintenance of
records, roles and
responsibilities of the
federations, importance of
and platform for convergence
at the Kabele level, etc.
Master
Trainers,
Woreda WCO
/ BoWCA
Respective
Woredas /
regions
5
Master Trainers; KST
members; Mentors for
respective Woredas /
regions
Translation and printing of
module for participants,
stationery for participants
(notebook and pen), hall
(including projector facility),
refreshments, accommodation
for participants, travel cost for
Master Trainers, and
honorarium for Master
Trainers
Month 7
Orientation to
Kabele
administration
about
federations and
possible
convergence
platforms
To orient the Kabele
administration on the
structure and functions of
Kabele and sensitize them on
the importance of
convergence with the
federations
Master
Trainers,
Woreda WCO
/ BoWCA
Respective
Kabeles 2
Master trainers;
members from Kabele
administration;
representatives from
Woreda WCO /
BoWCA; Mentors for
respective Woredas
Hall (including projector
facility), refreshments, travel
cost for Master Trainers, and
honorarium for Master
Trainers
56
Time
Period Activity Description Facilitator(s) Location
No. of
Days Participants Cost to be Incurred on
Month 7
Orientation to
WDG members
on forming
federations by
KST
Training to the WDG
members on importance of
federating WDGs at the
habitation (Got) and Kabele
level, the process to be
followed, office-bearers,
maintenance of records, roles
and responsibilities of the
federations, importance of
and platform for convergence
at the Kabele level, etc.
KST; Kabele
administration
Respective
Kabeles 3
WDG leaders; KST
members; Mentors for
respective Woredas
Hall (including projector
facility), and refreshments
Month 7
Woreda level
review
meetings
Meeting at the Woreda level
to take stock of the project
progress, take corrective
actions, and assess the need
to flag issues at higher levels
and also to plan for activities
for the coming months
Woreda WCO Respective
Woredas 1
Representatives from
Kabele and Woreda;
Mentors for respective
Woredas
Hall (including projector
facility), refreshments and
travel cost for participants
Month 8
onwards
Forming
federations and
hand-holding
the federations
KST to support WDGs
federate at the got and the
Kabele level, follow
procedures, maintain books
and liaise with the Kabele
administration
KST; Kabele
administration
Respective
Kabeles
Month 8
onwards
Auditing of
books of
accounts of
community
institutions and
CIGs
WAT to initiate operations -
auditing of books of all
community institutions and
CIGs
WAT Respective
Kabeles
57
Time
Period Activity Description Facilitator(s) Location
No. of
Days Participants Cost to be Incurred on
Month 8
Woreda level
review
meetings
Meeting at the Woreda level
to take stock of the project
progress, take corrective
actions, and assess the need
to flag issues at higher levels
and also to plan for activities
for the coming months
Woreda WCO Respective
Woredas 1
Representatives from
Kabele and Woreda;
Mentors for respective
Woredas
Hall (including projector
facility), refreshments and
travel cost for participants
Month 9-
10
Training of
federation and
sub-committee
members
KST to train the office
bearers and sub-committee
members on their roles and
responsibilities and processes
to be followed in liaising
with the Kabele
administration
KST; Kabele
administration
Respective
Kabeles
20 days
(over a
period of
two
months)
Month 9
Learning visit
to Kerala
(Batch 2)
To understand and appreciate
convergence between the
community structure and
local governments and the
functioning of various
community professional
institutions. The participants
should be able to draw from
the experiences in Kerala and
adapt the same to their
context
KS, MoCWA Kerala 15
Leaders / members of
community institutions,
Woreda WCO,
representatives from
LCG and WAT
Travel for representatives,
accommodation and food for
participants in Kerala, internal
travel expenses within Kerala,
workshop arrangements for
briefing and de-briefing of
participants
Month 9
Woreda level
review
meetings
Meeting at the Woreda level
to take stock of the project
progress, take corrective
actions, and assess the need
to flag issues at higher levels
and also to plan for activities
for the coming months
Woreda WCO Respective
Woredas 1
Representatives from
Kabele and Woreda;
Mentors for respective
Woredas
Hall (including projector
facility), refreshments and
travel cost for participants
58
Time
Period Activity Description Facilitator(s) Location
No. of
Days Participants Cost to be Incurred on
Month 10
onwards
Support to
existing
enterprises and
forming and
handholding
new enterprises
LCG to support the crop
production, animal
husbandry, and micro-
enterprises committee in
WDA at the Kabele level
promote CIGs for income
generating activities as well
as hand-holding the new and
existing enterprises and
giving strategic advice in
their operations, marketing,
finance, etc.
LCG; crop
production,
animal
husbandry,
and micro-
enterprises
committees in
WDA
Respective
Kabeles
Month 10
Woreda level
review
meetings
Meeting at the Woreda level
to take stock of the project
progress, take corrective
actions, and assess the need
to flag issues at higher levels
and also to plan for activities
for the coming months
Woreda WCO Respective
Woredas 1
Representatives from
Kabele and Woreda;
Mentors for respective
Woredas
Hall (including projector
facility), refreshments and
travel cost for participants
59
Time
Period Activity Description Facilitator(s) Location
No. of
Days Participants Cost to be Incurred on
Month 11
Consultation
workshop with
sectoral heads
(i) forming
steering
committee, (ii)
preparing bye-
laws, (iii)
planning for
scale-up at a
central location
(federal, zonal,
regional,
Woreda, and
Kabele staff)
To form / strengthen a
convergence platform in the
form of steering committee
for working with the
federations of women'
leading to better delivery of
sectoral services. For
community institutions and
support teams to
institutionalize, it is essential
to formalize norms and
procedures for group
functioning in the form of
bye-laws. The workshop is
proposed to pool in current
practices and various view-
points on framing a bye-law
for community institutions.
form an effective steering
committee at various levels
and plan for scale-up through
internal mentors
MoWCA, KS Addis
Ababa 2
Representatives from
MoWCA, BoWCA,
WCO at zone and
Woreda level;
representatives of
sectoral teams (health,
agriculture, SME, MFI /
banks) from various
admnistrative levels;
leaders of WDA; KS
representatives; Mentors
Hall (including projector
facility), refreshments, travel
cost for officials and
accommodation for
participants
Month 11
Identification
of internal
mentors for
scale-up to
other Kabeles
For scaling-up, it is essential
to identify resources,
particularly HR, from the
pilot areas to adapt the model
to other Woredas / Kabeles.
For this, internal mentors
will be identified, based on
prescribed criteria. Selection
will be done by the
representatives of
functionaries from MoWCA
and KS
KS, MoCWA Respective
Kabeles Lumpsum
Printing application forms for
profiling the trainers, other
printing and duplication
expenses; expenses for
selection workshop
60
Time
Period Activity Description Facilitator(s) Location
No. of
Days Participants Cost to be Incurred on
Month 11
Woreda level
review
meetings
Meeting at the Woreda level
to take stock of the project
progress, take corrective
actions, and assess the need
to flag issues at higher levels
and also to plan for activities
for the coming months
Woreda WCO Respective
Woredas 1 Representatives from
Kabele and Woreda;
Mentors for respective
Woredas
Hall (including projector
facility), refreshments and
travel cost for participants
Month 11 Review
Workshop
To take stock of progress and
plan for further action
MoWCA, KS,
IPE
Addis
Ababa 2
Staff from MoWCA,
BoWCA, WCO at zone
and Woreda level;
representatives from
health, agriculture,
banks, SME from
federal, regional, zonal
and Woreda level; KS
representatives; Mentors
Hall (including projector
facility), refreshments, travel
cost for officials and
accommodation for
participants
Month 12
Orientation to
steering
committee at
Kabele level
To orient the members of
steering committee at the
Kabele level on its functions,
roles and responsibilities and
working with the women
federations
Woreda WCO
/ BoWCA
Respective
Kabeles 2
Members from steering
committee at the Kabele
level; representatives
from Woreda WCO /
BoWCA; leaders of
WDA; Mentors for
respective Woredas
Hall (including projector
facility), refreshments, travel
cost for participants
Month 12 Evaluation of
the project
To review the impact of the
project and focusing on
scaling-up strategies
KS, MoCWA Addis
Ababa 1
Representatives from
MoWCA, BoWCA,
WCO at zone and
Woreda level; KS
representatives; Mentors
Hall (including projector
facility), refreshments, travel
cost for officials and
accommodation for
participants
61
14.1. Major Milestones
The project progress can be mapped against the following milestones:
Activities Months
1-2 3-4 5-6 7-8 9-10 11-12
Stakeholder orientation, Selection of Master
Trainers
Training of Master Trainers, KST and orientation of
WDG leaders
Identification of the support groups, Exposure visit
Training of the support groups, Formation of
federation
Training for subcommittee, Support of sectorial
activities
Identification of internal mentors and scaling up
plans, evaluation of the project
15. GLOSSARY
ADS Area Development Society- Federation of the NHGs at the Ward level and forms the second tier
of the Kudumbashree federation
AEMFI Association of Ethiopian Microfinance Institution
ATA Agriculture Transformation Agency - national level agriculture programme of government of
Ethiopia
BoWCA Bureau of Women and Child Affairs - Region level office of ministry, Government of Ethiopia
CDS Community Development Society- forms the third tier, and also the apex body in the pyramid
structure of Kudumbashree federation. It is formed at the Panchayat level.
CIG Common Interest Groups - group formed among the members of WDG, to undertake a specific
income generation activity
CoSAP Consortium of Self-help groups Promoting Agency
DA Development agent - Kabele level agriculture staff
FEMSDA Federal Micro and Small Enterprises Development Agency - Provide institutional support to
micro enterprises, primarily restricted to urban areas
FTC Farmer Training Centers - Demonstration sites for agriculture training at kabele, Ethiopia
GOT Habitation level geographical unit below Kabele, Ethiopia
HEW Health Extension Worker - Village level health worker, Ethiopia
HTP Harmful Traditional Practices
Jeevika State poverty eradication mission of Bihar, India
62
KAASS Kudumbashree Auditing and Accounting Services Society- Constituted from people amongst the
community for auditing the accounts of the Neighbourhood group, Area development society and
the Community development society
Kabele Sub district/village
KST Kabele support team - group of persons from Kabele, trained to handhold support the activity of
WDG and its federation
LCG Livelihood Consulting Group- promote and support the income genration actvity of WDG
members
MEC Micro-Enterprise Consultant team- Community based consultant group which gives
support and advice to the existing micro-enterprises and starting new micro enterprise
MFI Micro Finance Institutions
MoA Ministry of Agriculture, Government of Ethiopia
MoH Ministry of Health, Government of Ethiopia
MoWCA Ministry of Women and Children affairs, Government of Ethiopia
NHG Neighbourhood Group – The lowest unit of the community network in Kerala consisting of
women up to 20 members which does thrift and credit activities
SERP Society for Elimination of Rural Poverty - State poverty eradication mission of Andhra Pradesh,
India
SNNP Southern Nation Nationality Peoples Representation
WALCO MFI working in Oromia region
WAT Woreda Audit Team - supports the auditing of community instituions like WDG and CIG
WDG Women Development Group- group of 20-30 women coming together, mainly for discussing
issues related health at the habitation level
Woreda District
16. ANNEXURES
16.1. Annexure – I: Details of Team Members
# Name Designation E-Mail ID
Team from Kerala
1 Ambili K Current CDS Chairperson, Mentor in KS-
NRO, Former Gram Panchayat Member [email protected]
2 Arshia Gupta Thematic Anchor for Monitoring,
Enterprises, KS-NRO [email protected]
3 Beena Maheshan Former CDS Chairperson,
Mentor Core Group member of KS-NRO [email protected]
4 Liby T Johnson Chief Operating Officer, KS-NRO [email protected]
5 Manu Sankar S Programme Manager for PRI-CBO
Convergence, KS-NRO [email protected]
6 Rahul K Thematic Anchor for Farm Livelihoods,
Kudumbashree [email protected]
7 Siva Pradeep K MEC in Kerala, Mentor Core Group
member of KS-NRO [email protected]
8 Sunitha A Former CDS Chairperson, Mentor MEC
in Rajasthan [email protected]
63
Local Facilitators
1 Tilahun Wolde Assistant Program Manager, IPE Global -
Ethiopia [email protected]
2 Usman Ebrahim Staff, Bureau of Women and Children
Affairs, Oromia Region [email protected]
3 Robe Gamedo Dale Staff, Women and Children office, West
Arsi Zone (Oromia)
4 Lidia Kebebew Student, Computer Engineering [email protected]
64
16.2. Annexure – IIa: Schedule of Scoping Exercise
MOCWA - Kudumbashree – IPE Global
Scoping Exercise - Itinerary
Week 1
Date Activity Place Agenda Team
16 Nov
10–11.30 am
Meeting with MOCWA MOCWA Office Introduction, preliminary discussions KS Team, Tilahun
16-17 Nov Finalize check-list Finalization of check-list for different
stakeholders
KS Team
17 Nov
3–4 pm
Meeting with Oromia Regional Bureau Bureau Office Introduction, preliminary discussions KS Team, Tilahun
17 Nov 4 pm Meeting with COSAP COSAP Office Introduction, preliminary discussions KS Team, Tilahun
18 Nov Oromia Regional Bureaux (CWA,
Agriculture, Health, REMSEDA)
Addis Ababa Visit to Bureaux, introduction, basic
information collection
Manu, Siva Pradeep,
Sunitha
18-20 Nov Interaction with representatives of
FEMSEDA, National Bank, MoA, MoH,
COSAP, AMFI
Addis Ababa Information collection based on
check-list
Rahul, Arshia
18 Nov Travel to Awassa
SNNP Regional Bureaux (CWA,
Agriculture, Health, REMSEDA )
Awassa Visit to Bureaux, introduction, basic
information collection
Liby, Beena, Ambili,
Tilahun
19-20 Nov One Woreda office, One Kabele Abeshge Woreda
(Welkite)
Introduction to Woreda officials,
planning for final field visit
19-20 Nov Travel to Sheshemane
Two Woreda Offices, One Kabele
Arsi Nageellee &
Sheshemane
Woreda
Introduction to Woreda officials,
planning for final field visit
Manu, Siva Pradeep,
Sunitha
21-22 Nov Finalization, consolidation before final field
visit
Addis Ababa KS Team
65
Field Visit in Oromia
Team - Manu, Arshia, Beena, Ambili
Date Activity Agenda
22 Nov 2 pm Travel to Sheshemane
23 Nov Sheshemane Woreda, One Kabele Woreda interaction in detail; Kabele level meetings
24 Nov Kabele 2 in Sheshemane Kabele level meetings
25 Nov Arsi Nageellee Woreda, One Kabele Woreda interaction in detail; Kabele level meetings
26 Nov Kabele 2 in Arsi Nageellee Kabele level meetings
Field Visit in SNNP
Team - Rahul, Siva Pradeep, Sunitha (Liby for 2 days)
Date Activity Agenda
22 Nov 2 pm Travel to Welkite
23 Nov Abeshge Woreda, Kabele-1 Woreda interaction in detail; Kabele level meetings
24 Nov Kabele 2 in Abeshge Kabele level meetings
25 Nov Cheha Woreda, Kabele 1 Woreda interaction in detail; Kabele level meetings
26 Nov Kabele 2 in Cheha Kabele level meetings
25 Nov Meeting Director MOCWA and COO at MOCWA
Addis Ababa
Briefing on progress made and preliminary ideas for the plan
66
Week 3
Date Activity Place Agenda Team
27-29 Nov Consolidation and draft plan Addis Ababa Preparation of plan based on consolidation of
information from the interactions
KS Team
30 Nov Discussion of draft plan with
MOCWA, IPE
MOCWA Present draft plan to MOCWA; obtain feedback KS Team; MOCWA; IPE
Ethiopia; IPE Delhi
01 Dec Finalization of Plan Addis Ababa Incorporate feedback from MOCWA KS Team
02 Dec Plan presentation workshop To be decided by
MOCWA/IPE
Present plan to stakeholders All stakeholders, KS
Team, IPE team
03 Dec Finalize plan with budget IPE Ethiopia Office Preparation of final document KS Team, IPE Ethiopia,
IPE Delhi
67
16.3. Annexure – IIb: Meeting Log
Official Meetings
Date, Time Venue Who From Scoping Team Met with who?
16 Nov;
10.30 am
MOCWA Office Whole team + Tilahun Mr. Solomon Assefa, Director in Ministry Office ([email protected],
0910306877)
Mr. Shimeket Beyene, M&E Team Leader ([email protected],
0920150936)
Mr. Minyamir Yitayih, M&E Expert Women Organization
([email protected], 0912902035)
Ms. Wubalem Negash, DFID ([email protected],
0911643775)
17 Nov; 3
pm
Oromia Bureau of Women Whole team + Tilahun Ms. Hirut Birasa, Bureau Head (0911633856)
Ms. Lomi Ejersa, Bureau PR ([email protected], 0911902284)
Mr. Usmaan Ebrahim ([email protected], 0911264105)
Ms. Wagaye Soboka, Women Empowerment Department
([email protected], 0911334972)
17 Nov; 4.30
pm
COSAP Office Whole team + Tilahun Mr. Yosef Akalu, Director ([email protected], 093014725)
Mr. Tariku Bekele, Project Coordinator ([email protected] )
18 Nov; 12
noon
SNNP Bureau of Women Liby, Ambili, Beena + Tilahun Introductory Meeting
18 Nov; 2.30
pm
SNNP Bureau of Health Liby, Ambili, Beena + Tilahun Mr. Atto Tesfaye Kassa Binne, Bureau Head’s Advisor and Office Head
Ms. Gezashign Mekonen, Disease Prevention & Health Promotion
Officer & Health Extension Programme Coordinator
([email protected]; 0916832523)
18 Nov; 3.45
pm
SNNP Small & Medium
Enterprise Development
Agency
Liby, Ambili, Beena + Tilahun Hebron Yabobariah, Representative of Manager
([email protected]; 0911794470)
18 Nov; 10
am
FeMSEDA Arshia, Rahul + Minamier Mr. Asfaw Abebe Eregnan, Deputy Director General of Development
([email protected], 0932999932)
68
Date, Time Venue Who From Scoping Team Met with who?
18 Nov, 2
pm
CoSAP Arshia, Rahul Mr. Yosef Akalu, Director ([email protected], 093014725)
Mr. Tariku Bekele, Project Coordinator ([email protected] )
18 Nov 10
am
Oromia Regional Bureau Manu, Siva Pradeep, Sunitha+
Usman Ms Wagaye Saboka, Head Women Empowerment Department, WCAF
18 Nov 2:00
pm
Oromia Regional Bureau Manu, Siva Pradeep, Sunitha+
Usman Mr Hambissa Burka, Gender specialist, Agricultural; Bureau,
18 Nov 3:30
pm
Oromia Regional Bureau Manu, Siva Pradeep, Sunitha+
Usman Ms Nediridbey, Gender focal, health department
19 Nov; 8.30
am
SNNP Bureau of Women Liby, Ambili, Beena + Tilahun Ms. Abebech Illitamo, Core Process Owner - Gender Mainstreaming
Mr. Firew Bekele, Core Process Owner - Children’ Rights (0916829166)
19 Nov; 11
am
SNNP Bureau of
Agriculture
Liby, Ambili, Beena + Tilahun Mr. Germame Garuma Chegan, Deputy Head, BoA
([email protected]; 0937733372)
19 Nov; 12
noon
SNNP Bureau of Women Liby, Ambili, Beena + Tilahun Mesert Meskele Ayano, Head, SNNP Bureau of Women
20 Nov; 9:30
am
AEMFI Arshia+ Rahul + Getu Ms. Mawerdi Abdurahman, Micro and Small Enterprise Development
Unit Officer
Dr Wolday Amha, Executive Director
20 Nov; 1:30
pm
Ministry of Heath Arshia+ Rahul + Getu Chala Tesfaye, Health Extension and Primary Health Service Team
Coordinator
20 Nov
03:30 pm
National Bank of Ethiopia Arshia+ Rahu l+ Getu Abate Mitiku, Advisor to Governor, Financial Institutions Supervision
69
Field Visits I
Date, Time Woreda Kabele Name Who From Scoping
Team
Met with who?
19 Nov
11:00 am
Arsi
Negeellee
Dakka Horkello Kabele Manu, Siva Pradeep,
Sunitha+ Usman Rubey Mosary, Women & Child Affairs, West Arsi Zone, Worke,
Deputy, Women & Child affairs, West Arsi
Alleloye WDG
19 Nov 1:30
pm
Arsi
Negeellee
Langeno Manu, Siva Pradeep,
Sunitha+ Usman Qaararuu WDG
20 Nov; 10
am
Abeshge Mida Telede Liby, Ambili, Beena +
Tilahun Fikar WDG
Andinet WDG
Kabele-level Steering Committee
20 Nov 1:30
pm
Shashamane Ohinechafoumburey
Kabele
Manu, Siva Pradeep,
Sunitha+ Usman Kasim Kababo, Kabela head
Thajata Gatati, Deputy Political Head, Shashamame Wareda
Field Visits II
Oromia Region
Date, Time Woreda Kabele Name Who From Scoping
Team
Met with who?
23 Nov
2015; 2:00
pm
Shashemane Manu, Ambili + Lidiya Shashemane Woreda Administration
Ms Asafa , Head W&C Affairs
Tamans Hamid , Head, Woreda Agricutural officer
Gamachu Dekkaro, Head, Micro Enterprises
24 Nov
2015; 10 am
Shashemane Alache Harabate Manu, Arshia, Ambili +
Lidiya + Robe
Kabele Administration
Mr. Husen Kufa, Head, 0916002383
Mr. Husen Kadir, Deputy Head, 0916004132
Mr. Roba Gashuna, Administrator, 0934792496
Mr. Gamade Amalo, Kabele Assembly Member, 0916182881
Ms. Hirut Asfaw, Member - Women and Child Development,
0923478237
Mr. Bayane Edao, Manager, 0941018230
70
Date, Time Woreda Kabele Name Who From Scoping
Team
Met with who?
Ms. Basha Gamachu, Women’ Association Head, 0972733206
Ato Dereje Yifru, DA, 0916873961
Kadijja Qufa, HEW, 0927002145
25 Nov
2015; 10 am
Arsi
Nageellee
Manu, Arshia, Ambili +
Robe + Lidiya
Health Centre
Foziya Jamal
Feyisa Berisa
WALQO
Temesgen Lidatu
Micro and Small Enterprise Office
Ali Adem, Head, 0916656522
Women and Children Affairs office
Meseret Legesse, Head, 0913388201
Tayiba kasim, Deputy Head, 0916872937
Megersa Badhadha, Project Leader, 0913408238
26 Nov
2015; 10 am
Arsi
Nageellee
Kersa Ilaala Manu, Arshia, Ambili +
Robe + Lidiya
Kabele Administration
Wariso Edao, Kabele Head- 0916519229
Kadir Hussein, Manager 0919667643
Mustefa, Social Committee, 0919666233
Gemeda Bula, School Principal, 0919663558
Caltu Megersa, Extension Worker, 0926047550
Safia Husen, Development worker, 0910409192
Tseganesh Beriso,Women & Child Affairs, 094588459
Faxuma Edao, Head, Badhata WDG
71
SNNP Region
Date, Time Woreda Kabele Name Who From Scoping
Team
Met with who?
23 Nov
2015; 10 am
Abushege Bokete Serita Liby, Rahul, Sunitha +
Tilahun
WDG Group and their Leader
Bahuruch Group, leader Likie
Nibkane Group, leader Kalem
OMO Agent : Hasrath
DA : Kashan, Muhamak
Kabele Manager: Beruhia
Health Extension Agent – Monalet, Teshaarek
23 Nov
2015; 3:30
pm
Women
Zone office
Gurage Zone
Rahul, Sunitha+ Tilahun Ental Ahmed, Women Zone Office Capacity Building Coordinator;
0911752012
24 Nov
2015; 9:30
am
Abushege Woreda
Agricultural Office
Rahul, Sunitha+ Tilahun Zemecha Sihile, Head, Woreda Agriculture Office
24 Nov
2015; 11 am
Abushege Woreda
Co-operative
Department
Rahul, Sunitha+ Tilahun Deeja Moima, Office Leader, 0913092389
24 Nov 201;
12 noon
Abushege Woreda
OMO
Microfinance
Rahul, Sunitha, Siva
Pradeep + Tilahun
Abdulsemed Mohammed, Abeshege Branch Manager, 0913326049
24 Nov
2015; 2:30
pm
Abushege Woreda
Job Creation and
Opportunity
Department
Rahul, Sunitha, Siva
Pradeep + Tilahun
Naime Haileyesus, Head, Woreda Youth and Sports Department,
0912241005
24 Nov
2015; 4 pm
Abushege Woreda
Women and
Children Offie
Rahul, Sunitha, Siva
Pradeep + Tilahun
Aste Gizaw, Head, Woreda Women and Children Office, 0912069321
72
Date, Time Woreda Kabele Name Who From Scoping
Team
Met with who?
25 Nov
2015; 9:50
am
Cheha Girar Dibir Rahul, Sunitha, Siva
Pradeep + Tilahun
WDG Group - Tachbozhebar
Chairperson - Timihistu
25 Nov
2015; 11:30
am
Cheha Girar Dibir Rahul, Sunitha, Siva
Pradeep + Tilahun
Mirrani , Kabele Manager
Rukkiya Health Extension Worker
Denkinj , OMO Agent
Tesfaye , DA
25 Nov
2015; 4 pm
Cheha Woreda
Women and
Children Office
Rahul, Sunitha, Siva
Pradeep + Tilahun
Microt Sifer, Head, Woreda Women and Children Office, 0926797338
26 Nov
2015; 08:30
am
Cheha Woreda Job
Creation Office
Rahul, Sunitha, Siva
Pradeep + Tilahun
Teka Biza. Job Opportunity Creation Expert
26 Nov
2015; 9:30
am
Agriculture
Growth
Programme (AGP)
Rahul, Sunitha, Siva
Pradeep + Tilahun Tiqistu Nansane, AGP Coordinator, 0911014607
26 Nov
2015; 10 am
Cheha Nakur Kurkate Rahul, Sunitha, Siva
Pradeep + Tilahun
WDG: Yetir Bothe
Chairperson: Zeiythu
26 Nov
2015; 12
noon
Cheha Nakur Kurkate Rahul, Sunitha, Siva
Pradeep + Tilahun
Endala, Kabele Manager
Fetu, DA
Alsede, OMO Agent
Rebia, HEW
Abdul Rasak, Job Creation and Opportunity and Agent
73
16.4. Annexure III – Checklist for Semi Structured Interviews
Checklist for MoCWA
1 Definition of national poverty line Data
2 Indicators of poverty Data
3 Percentage and absolute numbers of people below poverty line
(region wise, rural, urban, in particular for SNNP and Oromia) Data
4 Human development indicators considered by the government Data
5 Percentage and absolute numbers of people having access to basic services,
such as housing, health, electricity, education, nutrition Data
6 Various development and welfare programmes / schemes run by the ministry Data
7 Are there provisions in the programmes / schemes for community participation Data
8 What is the percentage of community and women participation in the
mentioned programmes / schemes Data
9 What are various community based institutions and / or co-operatives Data
10 How is information delivered / disseminated to women and community Data
11 How are the needs and demands of the women communicated to the
government / departments? What are the channels used Data
12 What is the percentage of population (Ethiopia, Oromia, SNNP) employed in
agriculture, allied activities, non-farm enterprises, etc. Data
13 Different ministries, government agencies and departments working for
women welfare Data
14 What are the special entitlements for women in programmes / schemes run by
the ministry Data
15 Any reservations / affirmative action by the government for women (elections,
education, mobility, finance, etc.) Data
16 Interventions and impact of global aid agencies on socio-economic status of
women Data
17 Registered groups of women existing in the community Data
1 What is the quality of community participation in programmes / schemes Discussion
2 What is the influence of community based institutions and / or co-operatives
on the community Discussion
3 What are potential avenues for women to earn livelihood Discussion
4 What are major impediments for women to make a livelihood, such as socio-
cultural, biological, physical, geographical, natural Discussion
74
Checklist for CoSAP (Consortium of Self-Help Group Approach Promoters)
1 Number of SHG promoter organisations under CoSAP Data
2
What is the institution framework of the SHGs under CoSAP
Group size
Meeting frequency
Saving and credit activities
Repayment
Federations of SHG at different administrative level
Data
3
Total number of SHGs under CoSAP (Ethiopia, Oromia, SNNP)
Total number of women engaged in SHGs (Ethiopia, Oromia, SNNP)
percentage/ coverage of population under SHG (Ethiopia, Oromia,
SNNP)
Total savings mobilised by the SHGs (Ethiopia, Oromia, SNNP)
Total credit dispensed by the SHGs (Ethiopia, Oromia, SNNP)
Repayment percentage (Ethiopia, Oromia, SNNP)
Data
1 What is the structure and function of CoSAP? Introduction to the different
activities undertaken by CoSAP Discussion
2 What is the influence of SHG and federations on the community and local
governance Discussion
3
What are the major supporting factors and challenges for promotion of SHG
Government/ administrative level
Community level
Discussion
4
Credit delivery and credit utilisation
Major credit sources – formal
Informal credit sources
Working of ROSCA and SACCO
Major purpose of credit, especially for women
Discussion
5
Income generation activities by women
Major income generation activity undertaken by women
Supporting and challenging environment for income generation
activity by women
Discussion
6
Different ministries, government agencies and departments supporting
CoSAP’s activities especially for women welfare and the support provided by
the ministries
Discussion
7 Any reservations / affirmative action by the government for women that
strengthens / impedes CoSAP’s work Discussion
8 Women groups other than SHG and their major activity Discussion
75
Checklist for Regional Bureau
1
Demographics and basic infrastructure (Regional and two woredas)
Population under poverty, percentage and absolute numbers
Literacy rate (male and female ),school enrolment ratio
Health services- number of government hospitals, private hospitals,
health indicators - MMR, IMR, prevalence of HTP
Para professional support for health services and their coverage
Credit services- number of banks, MFI institutions and their coverage
of the population
Community organisation – Types, coverage and absolute number of
community based groups supported/ recognised by the bureau (e.g.
WDG, Co-operatives, SHG’s, Health groups, agriculture groups)
Data
2
Major programmes run by bureau focussing on women development
Name and nature of the programme
objectives and coverage
Special entitlement provided for the women under this programme
extension model used for the programme
communities participation (steps/policy in the programme ensuring
communities participation)
Data
3
Governance institutions under the Bureau
Governance institutions and their staffing pattern at each level
Selection methods/ criteria for the different staffs at each level (official
position and elected post)
Data
4
Livelihood and income generation
Major livelihood option of the community (percentage population
involved in major livelihoods like agriculture, manufacturing, services)
Average family income
Major income generation activity undertaken by women (5 most
important activity and their percentage coverage)
Data
1
Groups of women existing in the community - WDG / SHG / savings and
credit groups / union / co-operatives – what is the hierarchy between them or
how are these groups related /different from each other
Discussion
2 How does the bureau communicate with the community/ what are the
feedback mechanism through which information are gathered by the bureau Discussion
3 Major challenges faced by the bureau in promoting/ implementing
programmes for community development and women welfare Discussion
4 Factors which has enabled in successful implementation of community
development programme
Discussion
5 What are the major potential area for income generation for women Discussion
76
Checklist for Ministry of Agriculture
1
Landholding and income generation
Average land holding for family
Percentage of family with agriculture as livelihood
Average family income from agriculture (each seasons or months)
Data
2
Extension model – community based
Any successful model of community based extension/ knowledge
dissemination
Coverage of such model (percentage or absolute reach)
Institutional framework of model
Support provided by the ministry for such activity (funding, training
etc.)
Data
3
Credit delivery
Major source of agriculture credit for farmers
Interest charged for agriculture credit
Department support for credit
Data
4
Community institutions in agriculture
Collectives and co-operatives in agriculture sector (coverage,
percentage of farmers covered )
Institutional model of the agriculture collectives
Support provided by the ministry for such activity (funding, training
etc.
Instances of group-based agriculture in the field and
Data
5 Women and agriculture
Special programmes / affirmatives action for women farmers Data
1 What are major supporting factors and challenges in collectivizing small
farmers Discussion
2 How ATA is helping small farmers to have better income from agriculture
(technology, credit, institutions etc.?) Discussion
3 What are major potential area for women to earn/ enhance income from
agriculture Discussion
77
Checklist for FeMSEDA (Federal Micro and Small Enterprises Development Agency)
1
Number of enterprises under FeMSEDA (Ethiopia, SNNP, Oromia)
Number and percentage of enterprises in rural areas (Ethiopia, SNNP,
Oromia)
Number and percentage of enterprises run by women (Ethiopia,
SNNP, Oromia)
Number and percentage of enterprises promoted run by women in
rural areas (Ethiopia, SNNP, Oromia)
Number and percentage of group enterprises (Ethiopia, SNNP,
Oromia)
Number and percentage of group enterprises in rural areas (Ethiopia,
SNNP, Oromia)
Number and percentage of group enterprises in rural areas run by
women (Ethiopia, SNNP, Oromia)
Data
2 What are the popular types of existing enterprises (Ethiopia, SNNP, Oromia) Data
3 Are there any skill trainings that are being provided for people interested to
start enterprises? What are they? Data
4 What are the incentives provided by the government for encouraging
enterprises Data
5 What are the credit mechanism existing for financing the enterprises Data
1 What are the challenges for supporting enterprises in the field Discussion
2 What are the potential enterprise sectors that women can engage in –
individual and collectively Discussion
Checklist for AEMFI (Association of Ethiopian Micro Finance Institutions)
1
Number of MFIs (Ethiopia, Oromia, SNNP)
Number of women depositors in MFIs (Ethiopia, Oromia, SNNP)
Number of women borrowers in MFIs (Ethiopia, Oromia, SNNP)
Number of women group depositing money in MFI (Ethiopia,
Oromia, SNNP)
Number of women group borrowing money from MFI (Ethiopia,
Oromia, SNNP)
Data
2 What is the coverage (number of people served by a MFI) in Ethiopia,
Oromia, and SNNP Data
3 What are the various activities undertaken by MFIs Data
4 What are the deposit and lending rates in Ethiopia, Oromia, and SNNP Data
5 Are there different lending rates for loans (such as on agricultural loans, etc.)
6 What is the repayment rate for loans taken by people in general and by
women in Ethiopia, Oromia, and SNNP Data
78
1 What is the role of AEMFI in Ethiopia Discussion
2 What are modalities for a group to borrow money from MFIs Discussion
3 How is the repayment of loans ensured in urban and rural areas Discussion
4 What is the government support for MFIs in Ethiopia Discussion
5 What are the challenges faced by MFIs in lending and accepting deposits Discussion
Checklist for Central Bank
1
Banking coverage – support for women collectives
Number of women groups having bank accounts/ lending activity
(coverage, percentage and absolute numbers)
Lending to women groups are what percentage of total lending
Any affirmative policy for lending to women/ women groups
Data
2
Interest rates and repayment rates
Interest rates for lending to women groups, tenure of loan
Repayment percentage for normal lending
Repayment percentage for women groups
Interest rates for co-operatives and other collectives
Data
3
Procedures and support for lending
Models/ types of Women collective groups acknowledged by banks for
lending
Average loan size for lending for the women group
Institutional / procedural requirement for the women groups for getting
credit
Data
4
Credit sources
Formal credit delivery institutions at the rural level ( coverage at rural
woreda and Kabele level)
Informal credit sources and their prevalence at the rural level
Data
5
Financial literacy – extension models
Are banks undertaking community based extensions activity for
financial inclusion – if yes what is the institutional model of this
Data
6
Financial inclusion
Policy and programmes promoted by the central bank for financial
inclusion
Government programmes for financial inclusion
Data
79
1 What are the major challenges for institutional credit delivery at the village
level and for women groups Discussion
2 What for are major demands for credit from the rural area Discussion
3 How is RASSCO and other informal sources of credit regulated/ monitored Discussion
Checklist for Ministry of Health
1
Data on health indicators (Ethiopia, Oromia, SNNP)
MMR
IMR
Fertility rate
Malnutrition (percentage of the population)
Vaccination coverage
Data
2
Extension model – community based
model of community based extension/ knowledge dissemination
Coverage of such model (percentage or absolute reach)
Institutional framework of model
Support provided by the ministry for such activity (funding, training
etc.)
Data
3
Institutional model of service delivery and their reach
The health service delivery institutions at different level
Village level health delivery model
Data
4
Any Successful models focusing on women health (pregnancy, child care
etc.)
Coverage
Model of implementation
Government/ department support provided
Data
1 Major challenges in providing services in rural areas, how can it be overcome Discussion
2 HTP
What is prevalence of HTP and how it can be controlled Discussion
80
16.5. Annexure IV – Report of the Workshop
Workshop to Discuss Scoping Exercise and Intervention Plan
02 December 2015, Hotel Siyonat, Addis Ababa
The final workshop for the presentation of the scoping exercise and intervention plan was held at Hotel
Siyonat, Addis Ababa on 2 December 2015 at 2:30 pm. The meeting was attended by Her Excellency, Zenebu
Tadesse Woldetsadik , Minister of Women and Children Affairs, Government of Ethiopia, along with senior
officials from the Ministry, Central bank, FeMSEDA DFID, AEMFI, Regional Bureau of SNNP and Oromia,
IPE Global and Kudumbashree. The list of participants is appended towards the end.
The findings from the scoping study and the intervention plan were presented by the Kudumbashree team
during the meeting and were well accepted by the assembled officials, Her Excellency, the Minister, Zenebu
Tadesse Woldetsadik while acknowledging the plan, reflected on the paucity of funds as the country is fighting
a severe and drought. Currently, most of the funds and programmes are channelled for drought relief.
However, since the amount required for the pilot phase of the intervention was relatively small (approximate
ETB 10 million), the assembled officials and the Minster were hopeful of finding a source of funding such
that the project can be started at the earliest.
Comments from the Participants
Asfew Abebe from FeMSEDA reflected on establishing better convergence between the proposed
cadre – Livelihoods Consultants Group and the One Stop Centres being run by the agencies.
Yewumbdar Hailer, Enterprise partners (DFID funded) told that the WDG currently does not have any
legal registration as an institutions and hence during the pilot, the legality of the WDG and its
federation may be examined and an appropriate legal platform for the WDG may be created
Seleshi Tadesse, from MoWCA reiterated that a national guideline for the WDG was being prepared
and hence the communitisation part of the WDG as described in the intervention would be carried by
converging the present guidelines with the proposal.
Abate Mitiku from National Bank of Ethiopia brought forward the necessity to comply with legal
requirements as internal lending is not permissible within unregistered groups.
Group Discussions
To discuss these issues further, the plenary was divided into two teams – one to discuss the proposal with the
Regional teams and the other to discuss the necessity for legal status for the WDG.
It was proposed after the group discussions that the WDG be registered either as MFIs or as SAACOs. Since
the procedure for registering as MFIs is more complex, it was suggested that WDGs be registered as SAACOs
and be registered under the Federal Cooperative Agency. The Ministry of Women and Children Affairs need
to further deliberate on this issue.
List of Participants
Ms Zenebu Tadesse Woldetsadik - Minster, Women and Children Affairs, Govt. of Ethiopia
Ms. Tesfayenesh, Director, MoWCA
Mr. Saleshi Tadesse, MoWCA
Ms. Mesere Meiksier, BoWCA, SNNP Region
Mr. Abate Mitiku, Director – MFI, National Bank of Ethiopia
Mr. Asfaw Abebe, Debuty Director, FeMSEDA
Ms. Wubalm Negash, DFID-Ethiopia
81
Ms. Yewumbdar Hailer, Enterprise Partners (funded by DFID-Ethiopia)
Mr. Usman Ebrahim, Representative from BoWCA, Oromia Region
Ms. Mawerdi Abdurehman, AEMFI
Mr. Sunil Verma, Country Head, IPE Global – Ethiopia
Ms. Nishu Choudhary, IPE Global – Ethiopia
Mr. Tilahun Wolde, Assistant Programme Manager, IPE Global – Ethiopia
Ms. Daljeet Kaur, Programme Manager, IPE Global – Delhi
Ms. N K Jaya, Executive Director In-Charge, Kudumbashree
Ms. Valsalakumari KB, Former Executive Director, Kudumbashree
Kudumbahree Scoping Team