Project proposal on:

Sustainable rehabilitation of
internally displaced community
living in Addis Ababa

Exodus local NGO 2016

Content page
New Project Proposal Summary---------------------------------- ii
1. INTRODUCTION--------------------------------------------------- 1
1.1Background of exodus ------------------------------------------- 1
1.2 Justification --------------------------------------------------------- 2
2. General and specific objectives of the project ----------------- 2
2.1General Objective of the Project------------------------------------------------ 3

2.2 Specific Objective of the Project-------------------------------------------------- 3

3. Results [Expected Outcome]---------------------------------------- 4

4. Activities and Strategies--------------------------------------------- 4
4.1 Activities--------------------------------------------------------------------------- 4
4.2 Strategies ------------------------------------------------------------ 5-6
4.3 Beneficiaries Selection Criteria---------------------------------------------- 5-6
5. Inputs------------------------------------------------------------------- 6
5.1 Material inputs----------------------------------------------------- 6
5.2 Financial inputs---------------------------------------------------- 6

5.3 Manpower inputs ------------------------------------------------- 6

6. Assumption and risks----------------------------------------------- 7

7. Risk mitigation measures----------------------------------------- 7

9. Stakeholders Analysis--------------------------------------------- 7-9
10. Monitoring, Evaluation and Result------------------------------ 10
11. Sustainability and Phase out Strategy---------------------- 11
10.1 Sustainability ------------------------------------------------ 12
10.2 Phase out Strategy------------------------------------------- 11

11.Organization and Management---------------------------------------------- 13

Annexes------------------------------------------------------------------------------ 13-21
Abbreviations

1. CSO: civil society organization

2. TVET: technical vocational educational training
3. NGO : non-governmental organizations

4.
New Project Proposal Summary

1. Project Title:
Sustainable rehabilitation of internally displaced community living in Addis Ababa migrated from Tigray
and neighbor regions
2. General Objective:
The this project aims to provide humanitarian aid for displaced communities living in Addis Ababa
street such as nutrition and food security, medical health care service training and education, so as
to rehabilitate the displaces communities due man-made and natural disasters
3. Type and number of beneficiaries:
 Type of beneficiaries:
 Number of beneficiaries: Direct beneficiaries: Male 200 Female 400 Total 600
Indirect beneficiaries Male 1000 Female 2000 Total 3000

4 Area of operation - all the sub-cities and woredas of Addis Ababa

5 Duration of the project: Jan 2024- Dec2024
6 Time of commencement: Date of Agreement
7 Implementing Agency: Exodus Inclusive Aid Society
8 Contact Person -Name Getachew Baraki G/Ab
E-mail:[email protected]
-Position Executive Director
-Address ፡ E-mail:[email protected]
Telephone: +251913043363
+251911638022
9. Donor /Funding Agency: International NGOs
Address- Adiss Ababa, Ethiopia
10. Project Budget:
Direct Project Cost: 8,000,000 (80%)
Administration Cost: 2,000,000 (20%)
Total Budget: 10,000,000(100 %)
1. Background and justification
A. Background
As per WHO report more than 20 million people in Ethiopia, plus 5.2 million people in Tigray, need
argent humanitarian aid because of the conflict that started during 2013 EC. The conflict has left many
injured and has had a severe impact on families’ lives and livelihoods. The periodic spillover of the
conflict has significantly increased humanitarian needs in the northern part of the country. The food
security and malnutrition situation has aggravated with over 13 million people in need of assistance in
north Ethiopia including Tigray region. Disease outbreaks are rising, encompassing of malaria, measles,
acute respiratory tract infections and other vaccine-preventable diseases such as cholera, is high. As per
WHO report Over 2.8 million people have been evacuated and are living in congested locations with
inadequate access to food, nutrition, health and water and sanitation infrastructure. Due to this social
crises internal migration increases towards urban areas. Of all internal population movements between
2008 and 2013, 34 percent went from rural to urban areas while 25 percent was within-urban migration
from one city to another. Addis Ababa is the exception, drawing in migrants from all over the country.
Addis Ababa in Oromia have also attracted many migrants because of proximity to the capital. Oromia
and Amhara Regions are the main origin Regions of internal migrants in Ethiopia. Though most
migrants comes from Amhara 38 percent and Oromia 3, recent years unexpectedly Tigray communities
are flee to Addis Ababa and exposed to multiple social and economic crises., as stated by Addis Ababa
city mayor this big human migration into the Capital Addis Ababa from some Regional States “to
overthrow the government”, extremism, hatred and causing conflict among people in the city have made
the service delivery efforts of the Administration much difficult.

Since it is very difficult to solve the current social economically crises without the involvement of multi
actors Exodus local Relief Organization is registered under Civil Society Organizations Proclamation
No. 1113/20111 under Record No. 6949 to collaboratively work with Ethiopia government to on
solving social crises occurred due to natural and man-made factors. The scope of implementation is
limited to Addis Ababa city and Tigray region for the people who have been displaced by man-made
and natural causes in Tigray region and whose socio-economic base has been disrupted and exposed to
psychological and poverty crises occurred due to civil war. It is an indigenous organization organized as
a center for humanitarian aid for those who displaced from different parts of Tigray region.

Justification
This national crises due to natural and man mad factors has put complex economic social and
political burden in the country. Among the affected parts of the nation Addis Ababa
administration is affected at high degree of crises high migration form different parts of the
country, high number of displaced community in the street, which can cause for illegal
activities, high inflation and food insecurity due to rise urban dwellers, shortage urban service,
and increase residents healthy problems. this cause high these activities made the lawlessness
and land-invasion spread out extensively. As per our survey there are more than 200,000
displaced from different parts of our nation to Addis Ababa, from Tigray region thousands of
people flee to Addis Ababa.

Considering both national and regional social economic crises Exodus non-governmental
organizations have established to overcome the current national crises collaborating with
government and with the community at large. Exoduses have been tried to flee more than 300
peoples displaced from Tigray and other parts of the country and live in Addis Ababa Street.
Having this trend and experience it is known planned to work with government and with
nongovernment organizations to contribute to solve the problem we face as a nation.

So Exodus will work work in humanitarian aid for those who displaced from different parts of neighbor
regions of Addis Ababa and from north Ethiopia and oromia regions to the capital city. So this firm this
firm will focus on humanitarian aid mainly, focusing on food, health(Psychological treatment), job
creation, and training for both scope(Addis Ababa, and Tigray regions) and material support for Tigry
region on the areas of education, health care specifically for selected and affected areas.

2. General objectives
The this project aims to provide humanitarian aid for displaced communities living in Addis Ababa
street such as nutrition and food security, medical health care service training and education, so as to
rehabilitate the displaces communities due man-made and natural disasters.

2.1 Specific Objective

Providing different humanitarian aid for 600 displaced community from different parts of the neighbor
regions to Addis Ababa, As a result of social crises in the following areas:-
  Provide medical and health care and mental treatment for 150 women and children whore are
affected due the social crises.

 Provide technical support and life skill training for 100 women who are engaged in the sex trade
by being displaced from their homes and migrating from rural areas to cities due to security
reasons,

 Provide food aid for 600 house hold with (children,) and families who whore exposed for acute
mal nutrition, and food security problems.

 To providing TVET and life skills training for 500 youths and adult women so that they can
psychologically prepare themselves for job creation

3. Results [Expected Outcome]

Though numerous displaced communities live in Addis Ababa due to limited capacity this project focus
to rehabilitate and provide humanitarian aid for these who displaced and live in Addis Ababa street and
the following outcomes will be achieved

 Provide medical and health care and mental treatment for 150 women and children whore are
affected due the social crises.

 Provide technical support and life skill training for 100 women who are engaged in the sex trade
by being displaced from their homes and migrating from rural areas to cities due to security
reasons,

 Provide food aid for 600 house hold with (children,) and families who whore exposed for acute
mal nutrition, and food security problems.

 500 youths and adult women will get TVET and life skill training. so that they can
psychologically prepare themselves for job creation

 500 youths and adult women will get startup money and start their business.
 150 women and children will get for medical and health care and mental treatment and
psychologically treated.
 100 women, who are engaged in the sex will be treated and join to normal life
  600 households (women, children,) will get food aid (who whore exposed for acute mal
nutrition, and food insecurity.)

4. Activities and Strategies

4.1 Activities
 Provide need based and basic services through rehabilitation service;
Sheltering, nutritious food, clothes, sanitary materials including night and day clothes, shoes,
socks, underwear, sanitary tissue, sanitary pad, teeth brush, body & cloth soap, comp, body
lotion, hair oil and nail cutter and personal protective equipment’s for 600 beneficiaries.
 Provide need based medical and psychiatric assistance;
Medical and psychiatric treatment will be carried out internally includes Prescribed medication
supplies, first aid, daily need assistance of critical patient, nursing care, nutritional therapy pain
management and emergency care and externally through referrals includes those returnees who
have previous follow-up, if the compliant is above the capacity of internal medical service and
they need further investigation and intervention.
 Mental health and psychosocial assistances; counseling (individual, group and family) and
life skills training will be provided for returnees even if they do not have clinical needs,
because positive coping mechanisms and a healthy social life, networks and connections are
crucial for sustainable reintegration.
 Facilitate Therapy sessions;
Displaced will engage in various indoor games (dart, chase, Dama, volley ball, table tennis, and
physical exercise three times a week) and occupational therapies (coffee ceremony, handicraft,
drawing, puzzles, and music therapy once a week) in group and individual level. Care givers,
counselors and social worker will participate and manage the activities to make them occupied
and support the rehabilitation process.
 Provide basic business skill and entrepreneurship training;
After a proper counseling and medical/psychiatric treatment as per the standard set by the SOP
and recommendation from the counselors and the medical team if it is recommended that the
Internally displaced is fit to attend the business trainings, displaced communities will be
provided with business trainings based on their actual need.
 Provide legal awareness and prosecution;
The displaced will also receive awareness on the legal prosecution and help them to participate
in the legal proceeding if there are enough evidences. The legal officer will assess the case of the
 displaced as per the different international laws and policies and refer the cases with the
evidence to the concerned body. In order to assess the trafficking in addition to the existing laws
and policies we will also apply/adopt the CDWs screening tools that developed under CDWs
project.
 Conduct family tracing and codification;
Family tracing of the target beneficiaries will be carried out in collaboration with respective
government structures and its woreda structure. However, the consent of the beneficiaries will
be considered before doing the tracing of their families.
 Conducting follow ups and monitoring;
Post reintegration follow up will be arranged until 6 months after reunification on monthly
bases, this might be held by telephone or physically in collaboration with respective government
offices.
12 survivor members will be established and will actively work to represent prospective
displaced communities. The activities mainly focus on the building their understanding on the
right of displaced communities on their route and help them to participate with in the
environment they live. They will plan activities includes shelter visit to empower the displace
communities, awareness raising activities at different community levels includes streets and
community gathering.
They will closely work government stakeholders at grassroots level. They will promote the
group at different workshops and meetings. They will plan their intervention and Provide
Capacity building training on the exiting gaps in internally displaced community management.
4.2 Strategies
 Apply Exodus manuals, guidelines and tools for victims centered and trauma informed
approach
 A maximum effort will be made to include all segments of the society as much as
possible.
 No discriminatory acts will be made against any societal segment in any form and in any
stage of the program implementation.
 Apply the safeguarding policies and procedures
 Provide comprehensive quality counseling services to beneficiaries and their families.
4.3 Beneficiaries Selection Criteria

 The main selection criterion for beneficiaries will be: -

  Youths, elder peoples and lactating or pregnant women displaced 70% from Tigray
and 30 % for other regions exposed for any mental and other health related issues,
 Youths, elder peoples and lactating or pregnant women displaced with any
psychological issues,
 Youths, elder peoples and lactating or pregnant women displaced 70% from Tigray
and 30% for other nearby regions in need of any medical assistance,
 Elder peoples and lactating or pregnant women displaced 70% from Tigray and 305
other 30% othe regions have no access for daily food.
 Displaced from Tigray and other nearby regions in need of economic assistance,
 Female displaced from Tigray and other nearby regions and exposed for sex trade or
sexually affected due to the civil war and Or those with any other vulnerabilities and
needs.
NB: considering the above criteria EXODUSE will collaboratively work with different stock holders
among the mains stockholders women and children bureau, labor and skill bureau, health bureau.
5. Inputs [material, finance, and manpower]
A. Material
Exodus will treat its benefices in a separate shelter with feeding areas, clean bedrooms, standard
bathrooms, a nursing room, a common space, and rooms for trainings and various therapies that is safe
and secure to provide rehabilitation assistance while taking into account, its suitability for the service
delivery (including safeguarding, room/space for child friendly environment and secure surroundings)
and all the necessary materials to run the rehabilitation center are fulfilled. Other consumable materials
to be utilized for the project activities are listed in the annex.

B. Finance
Project budget is financed by the Freedom Fund.
Direct Project Cost: 8,000,000 (80%)
Administration Cost: 2,000,000 (20 %)
Total Budget: 10,000,000(100 %)

C. Manpower
The project professionals listed in the annex below will take part in the project according to their
qualifications and involvement.

6. Assumption and risks`

A. Assumptions
There are opportunities to implement meet and realize our objectives. Among the
main assumptions
 The clear policy and legislation direction that create conducive opportunity
to our objective
 There strong government organizational structure
 Community awareness to help each other
 Assisting multiple non-governmental organization

B. Risky
 Shortage of resource
 Lack of available date
 Market inflation
 Conflict and Political instability to reintegrate displaced with family/community
 Absence of required evidence and delay in court proceeding in provision of prosecution
services

c. Risk mitigation measures

 Purchase of necessary material in bulk and advance
 Buy material early and have contingency stock.
 Exodus will assess the situation regularly and inform the participants for their best
decision on their reintegration location. For those who have finished their stay at the
shelter and want to go back to the areas where security is a threat, EXODUS will
consider extending their stay at the shelter for about 2 month and follow up the
 development. If the situation gets worse, then exodus will look for other options to
reintegrate to other areas where they prefer and can lead a formal life.
 Closely work with the team, and In order to ensure the sustainability of the group we
will link them with different donors and government stakeholders for possible
funding/collaboration using the CSO government stakeholders meeting and other
platforms.

Stakeholders Analysis Roles and Responsibilities

 Forward policies and regulations of the
Federal Government
 Control, Monitor and Evaluate the
organization performance as per the law and
Federal civil societies Organization purpose of its establishment
 Appraisal of the proposal
 Signing the project agreement
 Forward policies and regulations at the city
level
 Mediate and provide the necessary support
incase conflicts arises
 Coordinate the charity organization and the
stakeholders
 Conduct monitoring, midterm and end line
evaluations of the project with line bureaus
City Administration of Addis Ababa at sub city level and provide necessary
finance bureau feedback.
City Administration of Addis Ababa  Technical appraisal of project proposal
lobar and skill bureau
 Signing the project agreement

 Provide technical, vocational, training

 Periodic monitoring, evaluation and

feedback

 Assist the project implementation

 technically

 Assist in creating favorable working

atmosphere specifically on job placement
and economic assistance

 Coordinate charities and stakeholders at sub

city level including establishing partnership
Sub-city finance office  Mon Provide technical support
 Provide technical support
women, children and social Bureau  Take part in beneficiary screening

 Provide technical support

Youth and sport Bureau  Take part in beneficiary screening
 Release the necessary fund
 Provide technical support
 Monitoring and evaluation of the project
Donor  Provide necessary assistance
 Actively participate in the project
implementation process
 adherence to the rule and regulation of the
Beneficiaries shelter
 provide technical assistance in health related
issue
 provide professionals for beneficiary testing
and medical care
Health Bureau  provide medical support

7. Monitoring, Evaluation and Reporting

A. Monitoring
As Per Exodus working culture of Monitoring and evaluation have a sound focus custom to follow the
healthiness of the overall activities. We imagine major areas of strength for that association and viable
program yields are inseparably connected areas of strength for strong monitoring. In order to inform
future programmers, we are committed to understanding which works well inside a given program. We
will fellow our program implementation
 Monthly task fellow up
 1st Quarterly fellow up and monitoring implantation of the project tasks
 2and Quarterly fellow up and monitoring implantation of the project tasks
 3rd Quarterly fellow up and monitoring implantation of the project tasks
 And final 4th annual fellow up and monitoring implantation of the project tasks
B. Evaluation
We have a powerful and requesting checking framework that empowers us to contrast deliverable with
laid out benchmarks and make any fundamental changes for the accompanying period of execution or
revealing period. Exodus Local NGO, as it ordinarily does, surveys all activities on a day to day, week
after week, month to month, bi-yearly, and yearly premise to guarantee that the objectives framed in
this plan are met.
We additionally lead break and last assessments to decide how much our mediations have prevailed
with regards to accomplishing their objectives. We continually have the chance to gain from past
intercessions and upgrade future ones using occasional checking instruments and halfway audits.
Likewise, we have tight criticism methods set up subsequent to getting checking and assessment
information. Thus, a stage for learning is made for improved results.
The Checking and Assessment Official manages our observing and assessment division. The M&E
Official is responsible for directing routine checking and starting joint observing based on checked
information that has been examined.
So the overall success of the project will be evaluated quarterly with well technically designed firework
and technical checklist using professionals who have experience and skill to evaluate effectiveness and
efficiency of the project whiter the project meet the designed objective set in objectives.
C. Reporting
To manage the status and overall project implantation and to see the progress of our project and to get
feedback and legal check up to control miss implantation of project tasks we will have clear project
reporting system with clear frame work report checklists, and hierarchy of reporting. We our project
will have fixed reporting time frame with clear reporting format and conduct reports for every required
organizations
 1st quarter report
 2ad quarter report
 3rd quarter report
  4rth quarter report

8. Program Sustainability and Phase out Strategy

A. Sustainability
EXODUS Local NGO accepts and founded in its brilliant course of action about the manageability of
effect of each venture. EXODUS Local NGO accepts that each undertaking influence needs to outlast
after the task period closes. Manageability for us isn't something we work toward the finish of the
undertaking yet painstakingly anticipated the venture configuration stage. We likewise keep on
checking the advancement toward manageability plan during project execution.

Exodus has long plan strategies that have to be implemented step by step, after carful identification of
beneficiary and categorizing social segmentation of displaced communities based on their social crises
and its cause, exodus will take different intervention strategies under carful prioritization techniques.
Though Exodus gives attention to take active intervention to provide health, food and material service
for those who acutely affected disabled, and more vulnerable social segment of displaced community,
Exodus will step by step implement on providing life skill and business focused training for youth who
are capable to work and change their life after getting integrated technical and financial support. In the
long run Exodus will have its financial return mechanism from its benefices who are join and successful
in business are after having technical and financial start up, successful benefices will work with exodus
to help displaced communities by returning their loan or gift startups in a systemic and positive way.
Exodus will work with the selected regions which are assumed as source of displacement and an
intervention to providing technical support and financial support for those who are capable and
voluntary to return to their local area and start their earlier normal life.
Exodus will mobilize internal resource from its members and also from regions which are assumed as a
source of displacement and from voluntaries individuals, organizations local and international donors.
In line with the above strategies to own sustainable income source exodus will also focus it generate
income by selling service and engaging in different business area improve its so as to cover its financial
need by its own capacity. Engagement of survivors to facilitate dialogue between government and
selected civil society organizations will result in ensuring civil society organizations consider the voice
of displaced communities in their project design, implementation, and monitoring. Besides, they will
12
institute their engagement as a mandatory criterion for their upcoming projects. This is significant
impact in the quality design and implementation of projects. In Advocacy related works, in addition to
the activities we work, EXODUS will work closely with different stakeholders in showing the
result/problem that we face if we didn't manage the internal displacement properly through sharing the
experience as well as attending different trainings and workshops.
Our monitoring and evaluation department will insure providing action plans for measuring the progress
towards impact sustainability and takes measures as required throughout the project implementation

B. Phase out Strategy

The sustainability implications after a project are completed can be ensured with the aid of a project
phase out strategy. Exodus has its own approach for implanting the project that comprises operates with
local government agencies and entities. As a result, exodus has organized an withdrawal strategy in
advance of close-out with stakeholders, community, or local level structures, after delivering the
project's contribution for enhanced accomplishment of outcomes and encouraging commitment of
beneficiaries to programme sustainability. Accordingly, this will help to reduce the possibility of
misconceptions and future dependency and to contribute to the sustainability of the project by resolving
any conflict that may occur between the commitment to achieving programme results and the
withdrawal of aid. Exodus will progressively scale back its level of involvement and connect the
services through local networks. However, this step won't be taken until the project's targeted objectives
have been determined, as well as whether or not the community and local level stakeholders have
ownership of and commitment to continue project operations. Finally, the project's fixed assets will be
transferred and governed in accordance with the proclamation 11 13 2019.
12 Organization and Management
A. Organization

Exodus is local Ngo with different organizational units to operate and implement the project tasks. It is a board
led organizations with 5 members, it has a board director, and executive directors and other departments as
clearly shown the graph below. At this time it has program manager, auditor, finance, and social worker, and
M&E office.
B. Management
EXODUS has its own management practices that support efficient project delivery and promote an enabling
environment for workers and beneficiaries alike. Accordingly, EXODUS’s board of directors sit above the
executive director, and those bodies will oversee administration. In order to facilitate organized functions and
implementations, EXODUS has built a well-structured management hierarchy and has been operating on the
basis of the established structure. EXODUS has skilled employees who can carry out the project successfully,
and it offers ongoing programmes for capacity building and knowledge sharing.
Typically, management tasks start by inspiring and persuading the team to work towards the project's common
goal. So the EXOSUES management is mainly controlled bay board members and lead by higher external project
manager. The project manager will manage the overall project tasks and project progress will be assessed and
evaluated by all board members and the major management of the program leaded under the board members.
Every miss management will be controlled and shaped by board member.
To improve the management function and practice Exodus will work with stockholders on experience sharing,
management skill development and consultation with sister organizations. The management will be supported by
technologies, new system and management approaches.
Annex I Potential Partner Evaluation Matrix
Institution /
Capacity assessment Capacity building plan
Project/ Area of intervention and Territorial Potential functions in the project
Organization governance deployment
Strengths Weaknesses
Opportunities Constraints
Beneficiaries Water resources, Localities Opportunities for women and Extreme poverty, illiteracy, low Beneficiaries of the activities: IGA, Technical training/ Field schools/
rangelands, in the youth to access resources (land, displaced knowledge and lack of improvement of rangelands, Awareness raising on the role and
agriculture and project area water and rangeland) financial means development and equipment of plots responsibility towards the Professional
livestock with a view for sheltering displaced communities Organisations and vice versa, literacy,
to improving yields nutrition education and hygiene / health
awareness.

Young women Women and young Localities The will to be organized Illiteracy, Lack of organization, Beneficiaries of all activities, with Literacy, nutrition education and
and households people with the aim of in the Lack of financial means variable integration rates depending hygiene awareness -health,
creating sustainable jobs project area on the activities organization/ Training on IGA
management/ Technical/economic
training.

Local Interface between the Localities Willingness to improve their Poor governance Partners for plantations, Capacity Building for Collective
organizations beneficiaries and the in the income Very little integration of beekeeping production… Management and for Gender and
and project project area women, particularly at the Social Inclusion
committees level of decision-making
bodies.
Prefectures and Support for the Localities Strong adhesion to the Little experience in coaching Coaching and resolutions of Inclusion of one or two people in the
Regional organization of the in the project communities in development unforeseen constraints training and awareness sessions
Councils population/ land project area projects organized by the project
security (women and
young people)
ONFD National NGO/ GIS: Localities Represented in all regions. Has Too many partners and Partners for nutrition and food Costs are anticipated, including those
nutrition, food security, in the 600 local associations across the conventions. ONFD works with security activities related to the management
functional literacy, project area country. ministerial departments and with
mother and child health, Masters the aspects of international organizations (FAO,
listening to abused gender and social inclusion. UNFPA, UNICEF, etc.).
women, etc.).

MFF Integration of women Localities Manage a project to establish Lack of people / impossibility Coordination for converging on the Capacity building for fund management
and social inclusion in the mutual insurance funds with the to contract field and prioritize the funds in the committee members
project area support of UNFPA. localities of the project aera
Annex II Gender Sensitive Design Checklist

Gender-sensitive design and implementation checklist

PROGIRES
1. The project design report contains The design is based on a detailed analysis of gender issues in the
– and project implementation is sectors concerned, and on gender- disaggregated poverty data
based on available at the time
- gender-disaggregated poverty The project design had a team of three gender and targeting specialists
data and an analysis of gender that implemented a gender and youth sensitive participatory approach.
differences in the activities or The gender- separated field survey focus groups assisted the
sectors concerned, as well as an development of interventions and the activities were designed based
analysis of each project activity on local community concerns.
from the gender perspective to
address any unintentional barriers
to women’s participation.

2. The project design report The actions of the Project are all directly or indirectly oriented towards
articulates – or the project improving food security. Specific actions for women will focus on
implements – actions with aim improving nutrition, nutrition education, awareness raising on hygiene
to: and waterborne diseases.
 Expand women’s economic
empowerment through access
to and control over productive
and household assets;

 Strengthen women’s In view of ensuring sustainability in the management of hydraulic

decision- making role in the infrastructures the Project will support the reinforcement/establishment
household and community, of local user associations/ organizations/committees that may be mixed
and their representation in (men and women) or by gender. Young people (boys and girls) will be
membership and leadership encouraged by the project to join them. The project will support the
of local institutions; strengthening of their capacities in the field of management,
sustainable local development and decision making concerning natural
resources management and their enhancement, in particular with regard
to community management of hydraulic systems and infrastructures
through the introduction of new management concepts and
harmonization between different approaches.
 3 The project design report includes The targeting strategy includes a specific paragraph on women and
one paragraph in the targeting Youth-sensitive targeting strategy. It is clearly expressed that the
section that explains what the PROGIRES will pay special attention to women and young people for
project will deliver from a gender an equitable access to the benefits of the project. This equity will be
perspective. guaranteed by the very nature of the interventions.
Thus, the entrepreneurial capacities of young people and women will be
strengthened through functional literacy, appropriate training, field
schools and coaching adapted to the activities they wish to undertake.
Emphasis will be placed on diversifying production to meet identified
nutritional needs. Women will receive specific support in the areas of
health, hygiene, nutrition and food safety.

4 The project design report the Project plans to training in income-generating and in Business
describes the key elements for management to 700 women, 500 men and 1500 young people;
operationalizing the gender
strategy, with respect to the
relevant project components.

Allocating adequate human and The Project will hire: a sociologist within the project team, supported
financial resources to implement by an international expert in gender and social inclusion; an IGA
the gender strategy expert for technical training and support from identification to
marketing; social mobilization teams (facilitators); trainers and
facilitators in hygiene, health, food security and nutrition awareness;
and a literacy provider.
 Ensuring that project/programme A gender focus will be integrated into all terms of references related to
management arrangements this project. This will be extended beyond the recruitment of the PMU
(composition of the project staff to include all people being contracted by the project.
management unit/

Identifying opportunities to The Project will develop partnerships with The Ministry for Women
support strategic partnerships and the Family (MFF), the main institutional actor.
with government and others
development organizations for
networking and policy dialogue

6 The project’s logical framework, The Project Monitoring & Evaluation system is gendered:
M&E, MIS and learning systems (i) specific targets of 50% for women and 40% for young people (40%
specify in design – and project of whom are young women) have been set in the project's logical
M&E unit collects, analyses and framework; (ii) the Project database is required to provide data on
interprets sex- and age- beneficiaries in a disaggregated manner.
disaggregated performance and
impact data, including specific
indicators on gender equality and
women’s empowerment.
 Project target for the Target for the consecutive years
whole life span Year I Year II Year III
Financial
Unit of Unit Physical Financial Physical Financial Physical Physical Financial
No. Activities measurement price plan Plan plan Plan plan Plan plan Plan Remark

I Direct Project Cost

Program Personnel cost
Direct project cost
62500 4
1,500
250000
months ,000 1 2 500,000 6 750,000

establishing shelter for

displaced communities and 480
1 6000 80000
fulfill necessary ,000
infrastructure 20000
months 150 300 160,000 900 240,000
2 full filling 1 training center
20000 6280
480
80000
months ,000 1625 3250 160,000 9750 240,000

Strengthen capacities and

awareness on displaces 450
2.1 600 75000
issues ton how it overcome ,000
the problems.
18750
months 150 300 150,000 900 225,000

Unit Project target for the Target for the consecutive years
NO Activiti es Measurement
price whole life span Year I Year II Year III
 Physical Financial
Financial Physical Financial Physical Physical Financial
plan Plan plan Plan plan Plan plan Plan

2.4 TVET monthly 13750 1800 165000 600 55000 1200 110000 1800 165000

3 provide start up monthly 125000 1800 1500000 600 500000 1200 1000000 1800 1500000

medicatio n health
4 monthly
care

4.1 spycologi monthly 125 500 80000 1000 1000 1500 240000
1500 1500
4.2 child care treatment monthly 16250 456 195000 152 65000 304 130000 456 195000

4.3 mothers care monthly 18750 152 75000 304 150000 546 225000
456 225000
adult
4.4 monthly 22500 300 90000 600 180000 900 270000
girls treatment
900 270000
adult girls
5 monthly 43750 38 175000 76 350000 114 525000
treatment 114 525000
shelter
5.1 monthly 60000 4 240000 8 480000 12 720000
rent and office
12 720000
5.2 rent monthly 1200000 12 14400000 4 4800000 8 8 12 14400000

Annex IV – Activity/ Physical & Financial Plan Format Year one

Quarter - I Quarter - II Quarter - III Quarter – I V

Tatoal Activities measure Unit

ment price Phys
Financial Physical Financial Financial Physical Financial
Physic ical Total
Plan plan Plan Plan plan Plan
al plan
plan
 Direct project cost
quarterl
establishing shelter for displaced y
1 communities and fulfill necessary 62500 1 62500 1 62500 1 62500 1 62500 250000
infrastructure

quarterl
y
2 full filling 1 training center 20000 150 20000 150 20000 150 20000 150 20000 80000

quarterl
Strengthen capacities and awareness on y
2.1 displaces issues ton how it overcome the 20000 1625 20000 1625 20000 1625 20000 1625 20000 80000
problems.

quarterl
Provide training on cross cutting issues y
2.3 life HIV, and other communicable disease 18750 150 18750 150 18750 150 18750 150 18750 75000
, bad habits, gender issues

quarterl
Improvement displaced communities’ y
communication with each other and with
2.3.1 the host communities and provides 20000 150 20000 150 20000 150 20000 150 20000 80000
awareness on the social crises and its
effect

NO Activiti es Measure Unit Quarter - I Quarter - II Quarter - III Quarter - IV Total

ment price Financ Finan Financ Financ Financ Financi Financ Financ
ial c ial ial ial al ial ial
ial Plan
TVET quarterly 13750 150 13750 150 13750 150 13750 150 = 55000
2.4 technical skill

3.0 provide start up quarterly

money 125000 150 125000 150 125000 150 125000 150 500000

4 medicatio n and quarterly

health
spycologi quarterly 20000 125 20000 125 20000 125 20000 125 80000
4.1 cal treatment
 child care treatment quarterly 16250 37.5 16250 37.5 16250 37.5 16250 37.5 65000
4.2

mothers care quarterly 18750 75 18750 75 18750 75 18750 75 75000

4.3
adult quarterly 22500 37.5 22500 37.5 22500 37.5 22500 37.5 90000
4.4 girls treatment
5 adult girls quarterly 43750 37.5 43750 37.5 43750 37.5 43750 37.5 175000
treatment
shelter quarterly 60000 1 60000 1 60000 1 60000 1 240000
5.1 rent and office
rent quarterly 1200000 0 120000 0 1200000 0 1200000 0 4800000
5.2 0

Man power plan

No Required personal position Number Qualification Required Experience Monthly Salary

1 project manager 1 BA project mgt 8 years i 35,000

2 Project coordinator 1 BA project mgt 10 years 30,000

3 Internal auditor 3 BA social sciense, mgt, 6 years 20,000

4 Social worker 1 BA management, project managemnt 8 years 20,000

5 Healthy and saftey officer 2 Bsc public health 6 years 25,000

6 Senior accountant 1 BA accounting, 6 years 25,000

7 Junior accountant 1 Diploma accounting 7 years 20,000

8 Cashier 1 Diploma accounting 6 years 15,000

9 Security 2 10th/12th grade complete 4 years 12,000

10 Driver 1 12th grade complete & driving license 5 years 15,000

11 Cleaner 2 10th grade complete 2 years 10,000

total 16
 Pension
No Required personal Number Qualification Gross Salary Income tax Net Salary
position Employee Company
contributio contribution
n
1 project manager 1 BA project mgt 35,000 10,750 2,450 3,850 21,800

2 Project coordinator 1 BA project mgt 30,000 9,000 2,100 3,300 18,900

3 Internal auditor 3 BA social sciense, mgt, 20,000 5,500 1,400 2,200 13,100

20,000*3
4 Social worker 1 BA management, project 16,00 4,200 6,600 39,300
managemnt 60,000

25000*2
5 Healthy and saftey 2 Bsc public health 14,500 3,500 5,500 32,000
officer 50,000

6 Senior accountant 1 BA accounting, 25,000 7,250 1,750 2,750 16,000

7 Junior accountant 1 Diploma accounting 20,000 5,500 1,400 2,200 13,100

8 Cashier 1 Diploma accounting 15,000 3,750 1,050 1,650 10,200

12,000*2
9 Security 2 10th/12th grade complete 5,400 1,680 2,640 16,920
24,000

10 Driver 1 12th grade complete & driving 15,000 3,750 1,050 1,650 13,100
license
10,000*2
11 Cleaner 2 10th grade complete 4,090 1,400 2,200 14,510
20,000

total 16 314,000 85,990 21,980 34,540 208,930

Fixed Asset format

N Fixed asset quantit data of purchased fixed asset Remark

o y condition

1 tables 5 2016 new

2 computers 7 2016 new
3 sahlfs 4 2016 new
4 chairs 10 2016 new
-