FEDERAL DEMOCRATIC REPUBLIC OF

ETHIOPIA
MINISTRY OF AGRICULTURE

DEVELOPMENT RESPONSE TO
DISPLACEMENT IMPACTS PROJECT
PHASE II (DRDIP II)

PROJECT IMPLEMENTATION MANUAL

September 2022
 Abbreviations and Acronyms

AWPB Annual Work Plan and Budget

BoANR Bureau of Agriculture and Natural Resource
BoE Bureau of Education
BoFED Bureau of Finance and Economic Development
BoH Bureau of Health
BoPAD Bureau of Pastoral and Agricultural Development
BoWE Bureau of Water and Energy
BoWR Bureau of Water Resources
CAP Community Action Plan
CBO Community Based Organization
CBPWD Community Based Participatory Watershed Development
CDP Community Development Plan
CFT Community Facilitation Team
C IF Community Investment Fund
C IG Community Interest Group
CPAR Country Procurement Assessment Review
C PC Community Procurement Committee
C P MC Community Project Management Committee
CERC Contingency Emergency Response Component
CDD Community Driven Development
C MU Country Management Unit
CRRF Comprehensive Refugee Response Framework
DA Development Agent
DRDIP Development Response to Displacement Impacts Project
DRM Disaster Risk Management
EAP Emergency Action Plan
EAPCR Emergency Action Plan Closure Report
EFCC Environment, Forest and Climate Change Commission
ESFP Environmental and Social Focus Point
ESIA Environmental and Social Impact Assessment
ESRM Environmental and Social Risk Management
ESMF Environmental and Social Management Framework
ESMP Environmental and Social Management Plan
ESS Environmental and Social Standards
ETB Ethiopian Birr
FA Financing Agreement
FCC Federal Cooperative Commission
FCCA Federal CERC Co-ordination Authority
FCIU Federal CERC Implementation Unit
FHH Female Headed Household
FM Financial Management
FPCU Federal Project Co-ordination Unit
FPPA Federal Public Procurement and Property Authority
FPSC Federal Project Steering Committee
FPTC Federal Project Technical Committee
GCR Global Compact on Refugee
GEMS Geo-Enabling Initiative for Monitoring and Supervision
GRM Grievance Redress Mechanism
GoE Government of Ethiopia
H IS Household Irrigation System
HROC High Risk Ongoing Conflict
IBM Iterative Beneficiary Monitoring

ii
IDA International Development Association
IFR Interim Financial Report
IGA Income Generating Activity
IPF Investment Project Financing
IWUA Irrigation Water Users Association
KFT Kebele Facilitation Team
KDC Kebele Development Committee
MH H Male Headed Household
MH I S Micro Household Irrigation System
M& E Monitoring and Evaluation
Mo E Ministry of Education
Mo A Ministry of Agriculture
Mo F Ministry of Finance
Mo W E Ministry of Water and Energy
NDRMC National Disaster Risk Management Commission
NROC Non High Risk Ongoing Conflict
NRM Natural Resource Management
OFAG Office of the Federal Auditor General
PAD Project Appraisal Document
PC U Project Coordination Unit
PDO Project Development Objective
PIM Project Implementation Manual
PP Procurement Plan
PPSD Project Procurement Strategy for Development
PY Project Year
RBoANR Regional Bureau of Agricultural and Natural Resources
RCPA Regional Cooperative Promotion Agency
RINA Rapid Impacts and Needs Assessment
RP Resettlement Action Plan
RPCU Regional Project Co-ordination Unit
RPSC Regional Project Steering Committee
RPTC Regional Project Technical Committee
RSS Refugees& Returnees Service
RuSaCCOs Rural Savings and Credit Cooperative
SAC Social Audit Committee
SACCO Savings and Credit Cooperative
SEP Stakeholder Engagement Plan
SOP Series of Project
SORT Systematic Operations Risk-Rating Tool
ToR Terms of Reference
TPM Third Party Monitoring
TPMA Third Party Monitoring Agent
TPI Third Party Implementation
TPIA Third Party Implementation Agent
UNHCR United Nations High Commissioner for Refugees
USD US Dollar
USaCCOs Urban Savings and Credit Cooperative
WB World Bank
WiMHH Women in Male-headed Household
WNCCA Woreda Needs, Conflict and Capacity Assessment
WoCPA Woreda Office of Cooperative Promotion Agency
WoFED Woreda Office of Finance and Economic Development
WoMSEDA Woreda Micro-Small Enterprises Development Agency
WoPAD Woreda Office of Pastoral and Agricultural Development

iii
 WPCU Woreda Project Coordination Unit
WPSC Woreda Project Steering Committee
WPTC Woreda Project Technical Committee
3R-4-CACE Response-Recovery-Resilience for Conflict-Affected Communities in Ethiopia
Project

Table of Contents
1. ABOUT THE MANUAL ..................................................................................................................... 1
1.1 Purpose of the PIM................................................................................................................. 1
1.2 Main Contents of the PIM ...................................................................................................... 1
1.3 Target Audience ..................................................................................................................... 1
1.4 Applicable Rules ..................................................................................................................... 1
1.5 Definitions of Key Terms ........................................................................................................ 2
1.6 Uses of the Manual ................................................................................................................ 2
1.7 Preparation, Ownership and Amendments .......................................................................... 2
2. PROJECT DESCRIPTION ................................................................................................................... 3
2.1 Refugee Population in Ethiopia ............................................................................................. 3
2.2 Key Impacts of Refugee Presence .......................................................................................... 3
2.3 Refugee policy Framework in Ethiopia .................................................................................. 3
2.4 IDA 19 Window for Host Communities and Refugees (WHR) ............................................... 4
2.5 DRIP I Predecessor Project ..................................................................................................... 4
2.6 DRIP Phase II ........................................................................................................................... 4
2.7 Project Development Objective (PDO) .................................................................................. 4
2.8 Target Areas............................................................................................................................ 5
2.8.1 Coverage of Regions ....................................................................................................... 5
2.8.2 Coverage of Woredas and Kebeles ................................................................................ 5
2.8.3 Refugee Camps and Sites ............................................................................................... 6
2.9 Project Beneficiaries............................................................................................................... 6
2.10 Project Duration ..................................................................................................................... 7
2.11 Project Components and Sub-components ........................................................................... 7
2.11.1 Project Parts and Program of Activities ......................................................................... 7
2.12 Project Cost and Financing ..................................................................................................... 8
2.12.1 Component-wise Cost Allocation................................................................................... 9
3. COMPONENT ONE: SOCIAL AND ECONOMIC SERVICES & INFRASTRUCTURE ........................... 10
3.1 The objective ........................................................................................................................ 10
3.2 Community Investment Fund (CIF) and Strategic Investment Fund (SIF) .......................... 10
3.2.1 Objective of the Sub Component................................................................................. 10
3.2.2 Community Investment Fund (CIF) .............................................................................. 10

iv
 3.2.3 Strategic Investment Fund (SIF) ................................................................................... 11
3.2.4 Coverage of CIF and SIF ................................................................................................ 11
3.2.5 Safety Audit .................................................................................................................. 11
3.2.6 Subproject Types .......................................................................................................... 11
3.2.7 Negative List ................................................................................................................. 12
3.2.8 Infrastructure Investments in Refugee Camps and Sites ............................................ 12
3.2.9 Participatory Planning Process involving Refugees .................................................... 12
3.2.10 Support to Basic Social Services ................................................................................... 12
3.2.11 Support to Basic Economic Infrastructure ................................................................... 13
3.3 Capacity building for local planning and decentralized service delivery ........................... 14
3.3.1 Local Government Capacity Building ........................................................................... 14
3.3.2 Capacity Building of Community Institutions .............................................................. 15
3.4 Women’s Leadership and Voice........................................................................................... 15
3.4.1 Main Activities .............................................................................................................. 15
3.4.2 Gender Sensitive Targets ............................................................................................. 15
3.4.3 Capacity building to prevent GBV/SEA/SH .................................................................. 16
3.4.4 Cross cutting Gender Involvement .............................................................................. 16
3.4.5 Monitoring Gender Targets across Components ........................................................ 17
3.4.6 Implementation Arrangement ..................................................................................... 18
3.5 Social Cohesion and Inclusion .............................................................................................. 18
4. SUSTAINABLE ENVIRONMENTAL MANAGEMENT COMPONENT................................................ 20
4.1 Objectives ............................................................................................................................. 20
4.2 Integrated Natural Resources Management ....................................................................... 20
4.2.1 Watershed .................................................................................................................... 20
4.2.2 Participatory Watershed Development....................................................................... 21
4.2.3 Main Principles taken to account during implementation ......................................... 21
4.2.4 Size of the Watershed .................................................................................................. 23
4.2.5 Planning Methodology ................................................................................................. 23
4.2.6 Watershed Protection Measures ................................................................................. 24
4.2.7 Implementation Arrangement ..................................................................................... 25
4.2.8 Support to existing nurseries ....................................................................................... 25
4.2.9 Community Participation (Refugee and host) ............................................................. 25
4.2.10 Selection of Participants for Public Works .................................................................. 26
4.2.11 Incentive/ wage rate .................................................................................................... 26
4.2.12 Capacity building activities .......................................................................................... 26
4.3 Promote Efficient & Alternative Energy Sources ................................................................ 26
4.3.1 Objective ....................................................................................................................... 26
4.3.2 Activities ....................................................................................................................... 27

v
 4.3.3 Subprojects ................................................................................................................... 27
4.3.4 Extended Impacts ......................................................................................................... 27
5. SUSTAINABLE LIVELIHOOD COMPONENT ................................................................................... 28
5.1 Objectives ................................................................................ Error! Bookmark not defined.
5.2 Approaches .............................................................................. Error! Bookmark not defined.
5.3 Activities .................................................................................. Error! Bookmark not defined.
5.4 Sub Component-3(a): Traditional (on farm and off farm) Livelihoods . Error! Bookmark not
defined.
5.4.1 Support to Extension Service Delivery ........................... Error! Bookmark not defined.
5.4.2 Support to Crop Production ............................................ Error! Bookmark not defined.
5.4.3 Support model Farmers/Pastoralists/Refugee Demonstrations .. Error! Bookmark not
defined.
5.4.4 Supporting Horticultural Nurseries................................. Error! Bookmark not defined.
5.4.5 Community Based Seed Multiplication: ......................... Error! Bookmark not defined.
5.4.6 Support to Integrated Pest Management ...................... Error! Bookmark not defined.
5.4.7 Support to Livestock and fishery Production and productivity enhancement .... Error!
Bookmark not defined.
5.4.8 Capacity Building support for CBOs ................................ Error! Bookmark not defined.
5.5 Sub Component 3(b): Non-traditional (non-farm) Livelihoods and Business Development .......... 32
5.5.1 Objectives ..................................................................................................................... 32
5.5.2 Activities ....................................................................................................................... 32
5.5.3 Approach to support to CIGs........................................................................................ 33
5.5.4 Criteria for group selection .......................................................................................... 33
5.5.5 Support to Input Supply ............................................................................................... 33
5.5.6 Support to Market Access ............................................................................................ 33
5.5.7 Access to Credit ............................................................................................................ 34
5.5.8 CBO capacity-building .................................................................................................. 34
5.5.9 Providing Business Matching Grant ............................................................................. 34
5.6 Sub Component 3(c): Small-scale, Micro and Household Irrigation Schemes ................... 35
5.6.1 Objectives ..................................................................................................................... 35
5.6.2 Farmer-led Irrigation Development ............................................................................. 35
5.6.3 Activities ....................................................................................................................... 35
5.6.4 Standard Definitions .................................................................................................... 36
5.6.5 Guiding Principles for SSIs ............................................... Error! Bookmark not defined.
5.6.6 Upgrading, Improving/ Rehabilitation Existing SSISs.................................................. 37
5.6.7 Upgrading and Rehabilitation of MHHI Schemes ........................................................ 42
5.6.8 Constructing of New Small Scale and MHHI Schemes ................................................ 44
5.6.9 Demonstration of New Technologies .......................................................................... 44

vi
 5.6.10 Physical Capacity Development ................................................................................... 46
5.6.11 Human Resources Capacity Development .................................................................. 46
6. PROJECT MANAGEMENT, M & E AND LEARNING ....................................................................... 48
6.1 Objectives of PM, M& E and L ............................................................................................. 48
6.2 Project Management ............................................................................................................ 48
6.3 Implementation Coordination ............................................................................................. 48
6.4 Monitoring and Evaluation .................................................................................................. 48
6.5 Capacity Development ......................................................................................................... 49
6.6 Communications Strategy and Programs ............................................................................ 49
7. COMMUNITY DRIVEN DEVELOPMENT APPROACH (CDD) .......................................................... 69
7.1 A 3-step Consultative Planning Process............................................................................... 69
7.2 Step 1: Sensitization, awareness creation and general consultations. .............................. 69
7.3 Step 2: situation analysis at the sub-kebele level. .............................................................. 70
7.4 Step 3: Development of Community Development Plan (CDP) at kebele level. ................ 70
7.5 Targeting communities: ....................................................................................................... 70
7.6 DRDIP CDD Approach ........................................................................................................... 71
8. CONTINGENT EMERGENCY RESPONSE ........................................................................................ 72
8.1 The CERC Component ........................................................................................................... 72
8.2 Main Steps in Implementation ............................................................................................ 72
8.3 CERC Manual ........................................................................................................................ 72
9. IMPLEMENTATION IN AREAS AT HIGH RISK OF ONGOING CONFLICT (HROC) ......................... 152
9.1 Third Party Implementer .................................................................................................... 152
9.2 Adapted Implementation Arrangement ............................................................................ 152
9.3 Reporting Arrangement ..................................................................................................... 153
10. FINANCIAL MANAGEMENT ...................................................................................................... 73
10.1 Objectives of FM Arrangements .......................................................................................... 73
10.2 Contents of FM ..................................................................................................................... 73
10.3 FM System Features ............................................................................................................. 74
10.4 FM Staffing............................................................................................................................ 74
10.4.1 Financial Management Staff Responsibilities ............................................................. 75
10.5 Fund Flow Arrangement ...................................................................................................... 76
10.6 Disbursement Arrangement: ............................................................................................... 77
10.6.1 Disbursement methods: ............................................................................................... 77
10.7 Planning, Budgeting and Budgetary Control ....................................................................... 78
10.7.1 Planning and Budgeting: .............................................................................................. 78
10.7.2 Budgeting Procedures .................................................................................................. 78
10.7.3 Work Plan and Budget Revisions ................................................................................. 79
10.8 Accounting Arrangement ..................................................................................................... 79

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 10.8.1 Basis of Accounting: ..................................................................................................... 79
10.8.2 Accounting Cycle: ......................................................................................................... 79
10.8.3 Accounts Recording: ..................................................................................................... 80
10.9 Internal Control .................................................................................................................... 80
10.10 Petty Cash Fund ................................................................................................................ 81
10.11 Fixed Assets ...................................................................................................................... 81
10.12 Accounting Period: ........................................................................................................... 82
10.13 Financial Reporting ........................................................................................................... 82
10.13.1 Final Accounts: ......................................................................................................... 82
10.13.2 Monthly reporting: ................................................................................................... 83
10.14 Interim Financial Report (IFR): ......................................................................................... 84
10.14.1 Financial Reports (IFRs): ........................................................................................... 84
10.15 Auditing ............................................................................................................................ 84
10.15.1 Internal Audit: .......................................................................................................... 84
10.15.2 External Audit: .......................................................................................................... 85
10.16 Tips for Efficient Financial management System ............................................................ 85
10.17 Steps used in financial management ............................................................................... 85
10.18 National and regional back stopping Support Plan......................................................... 86
11. PROCUREMENT ........................................................................................................................ 87
11.1 Operational Policies: ............................................................... Error! Bookmark not defined.
11.2 Stages in Project Procurement................................................ Error! Bookmark not defined.
11.3 Purpose of Procurement Regulations ..................................... Error! Bookmark not defined.
11.3.1 Applicable Procurement Regulations ............................. Error! Bookmark not defined.
11.4 Procurable Items or Services under the Project ..................... Error! Bookmark not defined.
11.5 The Applicable Procurement Methods ................................... Error! Bookmark not defined.
11.5.1 Approved Selection Methods: ........................................ Error! Bookmark not defined.
11.5.2 Procurement of Agricultural Inputs ................................ Error! Bookmark not defined.
11.5.3 Procurement market approach....................................... Error! Bookmark not defined.
11.5.4 Community Procurement ................................................ Error! Bookmark not defined.
11.5.5 General Procedures for Procurement of Consultancy Services .... Error! Bookmark not
defined.
11.5.6 Selection Procedures for Consulting Firms- Shortlist ..... Error! Bookmark not defined.
11.5.7 Individual Consultants ..................................................... Error! Bookmark not defined.
11.5.8 Operating Costs ............................................................... Error! Bookmark not defined.
11.5.9 Procurement Review ....................................................... Error! Bookmark not defined.
11.5.10 Procurement Approaches, Methods and Thresholds .. Error! Bookmark not defined.
11.5.11 The Agreed Thresholds for Different Procurement Methods ... Error! Bookmark not
defined.

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 11.5.12 Procurement of Airtime .............................................. Error! Bookmark not defined.
11.6 Contract Management ............................................................ Error! Bookmark not defined.
11.7 Fraud and Corruption .............................................................. Error! Bookmark not defined.
11.7.1 Procurement Inspection .................................................. Error! Bookmark not defined.
11.7.2 Procurement Supervision ................................................ Error! Bookmark not defined.
11.7.3 Procurement Process Flow Arrangements ..................... Error! Bookmark not defined.
11.7.4 Mis Procurement ............................................................. Error! Bookmark not defined.
11.8 Procurement Implementation agencies of DRDIP-II .............. Error! Bookmark not defined.
11.9 Procurement Performance Indicators and Risk Mitigation Action Plan .... Error! Bookmark
not defined.
11.10 Procurement Planning......................................................... Error! Bookmark not defined.
11.10.1 Procurement Planning and AWPB Linkage ................. Error! Bookmark not defined.
11.11 Advance Payment:............................................................... Error! Bookmark not defined.
11.12 Procurement Records .......................................................... Error! Bookmark not defined.
11.13 Property Management ........................................................ Error! Bookmark not defined.
11.13.1 Stores Procedures........................................................ Error! Bookmark not defined.
11.14 Procurement Internal Controls and Quality Assurance ..... Error! Bookmark not defined.
11.15 Complaint Handling ............................................................. Error! Bookmark not defined.
12. ENVIRONMENTAL AND SOCIAL FRAMEWORK ...................................................................... 109
12.1 Environmental and Social risk mitigation instruments .......... Error! Bookmark not defined.
12.2 Environmental and Social Standards (ESS) ............................. Error! Bookmark not defined.
12.3 Implementation arrangement ................................................ Error! Bookmark not defined.
12.4 Environment Risk .................................................................... Error! Bookmark not defined.
12.5 Social Risks ............................................................................... Error! Bookmark not defined.
12.6 Environmental and Social Management Framework (ESMF) Error! Bookmark not defined.
12.6.1 The objectives of the ESMF ............................................. Error! Bookmark not defined.
12.6.2 Environmental and Social Impact and Mitigation Measures ......... Error! Bookmark not
defined.
12.7 Social Assessment (SA) ............................................................ Error! Bookmark not defined.
12.7.1 Objective of the Social Assessment ................................ Error! Bookmark not defined.
12.7.2 Institutional and Implementation Arrangement ........... Error! Bookmark not defined.
12.7.3 Organizational Responsibilities....................................... Error! Bookmark not defined.
12.7.4 Socio-cultural Context of the DRDIP-II Intervention Areas Vulnerable or
Disadvantaged Groups .................................................................... Error! Bookmark not defined.
12.7.5 Livelihood Activities ........................................................ Error! Bookmark not defined.
12.7.6 Customary Land-related Disputes .................................. Error! Bookmark not defined.
12.7.7 Natural Resource Use and Control Mechanism ............. Error! Bookmark not defined.
12.7.8 Indigenous Peoples of Historically Underserved Traditional Local Communities Error!
Bookmark not defined.

ix
 12.8 Resettlement Framework (RP)................................................ Error! Bookmark not defined.
12.8.1 Objectives of the RF ........................................................ Error! Bookmark not defined.
12.8.2 Principlesof the RF ........................................................... Error! Bookmark not defined.
12.8.3 Eligibility Criteria for Affected Persons........................... Error! Bookmark not defined.
12.8.4 Project Affected Persons (PAPs) ..................................... Error! Bookmark not defined.
12.8.5 Voluntary Land Donation Procedure .............................. Error! Bookmark not defined.
12.8.6 Resettlement Plan (RP) ................................................... Error! Bookmark not defined.
12.8.7 Screening Process ............................................................ Error! Bookmark not defined.
12.8.8 RP Preparation................................................................. Error! Bookmark not defined.
12.8.9 RP Implementation Budget ............................................. Error! Bookmark not defined.
12.9 Labour Management Plan (LMP) ............................................ Error! Bookmark not defined.
12.9.1 Type of Project Workers and their Number ................... Error! Bookmark not defined.
12.9.2 Workers Grievance Mechanism ...................................... Error! Bookmark not defined.
12.9.3 Worker Grievance Mechanism Structure ....................... Error! Bookmark not defined.
12.10 Environmental and Social Commitment Plan (ESCP) ......... Error! Bookmark not defined.
12.10.1 Exclusions..................................................................... Error! Bookmark not defined.
12.10.2 Security Risk Assessment and Management Plan (SRAMP) ..... Error! Bookmark not
defined.
12.10.3 Security Risk Management Objective ......................... Error! Bookmark not defined.
12.10.4 Potential security Risks ............................................... Error! Bookmark not defined.
12.10.5 Suggested Security Risks Mitigations Measures ........ Error! Bookmark not defined.
12.10.6 DRDIP-II Security Risk Management Procedures ....... Error! Bookmark not defined.
12.10.7 Security Oversight and Management ......................... Error! Bookmark not defined.
12.11 Stakeholders Engagement Plan (SEP) ................................. Error! Bookmark not defined.
12.11.1 Purpose of Stakeholder Engagement Plan ................. Error! Bookmark not defined.
12.11.2 The Objective ............................................................... Error! Bookmark not defined.
12.11.3 Stakeholder Identification and Analysis ..................... Error! Bookmark not defined.
12.11.4 Key stakeholders: ........................................................ Error! Bookmark not defined.
12.11.5 Other interested parties: ............................................ Error! Bookmark not defined.
12.11.6 Stakeholder Engagement Program ............................. Error! Bookmark not defined.
12.11.7 Principles for stakeholder engagement:..................... Error! Bookmark not defined.
12.11.8 Stakeholders Engagement Plan and Methods ........... Error! Bookmark not defined.
12.11.9 Resources ..................................................................... Error! Bookmark not defined.
12.11.10 E&S Compliance Monitoring Follow Up and Reporting ............ Error! Bookmark not
defined.
13. ANNUAL WORK PLAN AND BUDGET (AWP&B) PREPARATION . Error! Bookmark not defined.
13.1 Key Principles .......................................................................... Error! Bookmark not defined.
13.2 Steps of preparation of Annual Work Plan and Budget ......... Error! Bookmark not defined.

x
 13.2.1 Step 1: Planning at the kebele & Community level........ Error! Bookmark not defined.
13.2.2 Step 2: AWP&B Preparation at Woreda ......................... Error! Bookmark not defined.
13.2.3 Step 3: AWP&B Preparation at Regional Level .............. Error! Bookmark not defined.
13.2.4 Step 4: AWP&B Preparation at Federal Level ................ Error! Bookmark not defined.
13.3 Content of the Annual Work Plan and Budget ....................... Error! Bookmark not defined.
14. MONITORING EVALUATION AND LEARNING SYSTEM ............... Error! Bookmark not defined.
14.1 Lessons on M&E from previous interventions ....................... Error! Bookmark not defined.
14.2 Monitoring & Evaluation System of DRDIP II ......................... Error! Bookmark not defined.
14.2.1 Reporting ......................................................................... Error! Bookmark not defined.
14.2.2 Elements of monitoring................................................... Error! Bookmark not defined.
14.3 Internal Learning ..................................................................... Error! Bookmark not defined.
14.3.1 At the Woreda level: ....................................................... Error! Bookmark not defined.
14.3.2 Regional level learning: ................................................... Error! Bookmark not defined.
14.3.3 The Federal level ............................................................. Error! Bookmark not defined.
14.4 Information Flow and Reporting ............................................ Error! Bookmark not defined.
14.5 Reporting and Source of Information ..................................... Error! Bookmark not defined.
14.5.1 Woreda level :.................................................................. Error! Bookmark not defined.
14.5.2 Regional Level:................................................................. Error! Bookmark not defined.
14.5.3 Federal Level : .................................................................. Error! Bookmark not defined.
14.5.4 The use of reporting formats .......................................... Error! Bookmark not defined.
14.6 ProjectDevelopment Objective (PDO) .................................... Error! Bookmark not defined.
14.6.1 Outcome Indicators ......................................................... Error! Bookmark not defined.
14.6.2 Monitoring of PDO and Intermediate Results ................ Error! Bookmark not defined.
14.6.3 Monitoring and Evaluation Plan ..................................... Error! Bookmark not defined.
15. IMPLEMENTATION ARRANGEMENTS .................................................................................... 135
15.1 Overall Institutional Model ................................................................................................ 135
15.2 Federal Level Arrangement ................................................................................................ 137
15.2.1 The Federal Steering Committee (FSC): ..................................................................... 137
15.2.2 Federal Technical Committee (FTC): .......................................................................... 138
15.2.3 Federal Project Coordination Unit (FPCU): ................................................................ 138
15.3 Regional Level Arrangement .............................................................................................. 139
15.3.1 Regional Steering Committee (RSC): ......................................................................... 139
15.3.2 Regional Technical Committee (RTC):........................................................................ 140
15.3.3 Regional Project Co-ordination Unit (RPCU): ............................................................ 140
15.3.4 Line Ministries and Agencies: .................................................................................... 141
15.3.5 Refugee and Returnee Services (RRS): ...................................................................... 142
15.4 Woreda Level Arrangement ............................................................................................... 142
15.4.1 Woreda Steering Committee (WSC): ......................................................................... 142

xi
 15.4.2 Woreda Technical Committee (WTC): ....................................................................... 143
15.4.3 Woreda Project Appraisal Team (WPAT): ................................................................. 143
15.4.4 Woreda Project Co-ordination Unit (WPCU): ............................................................ 143
15.4.5 Woreda level Sector Offices:...................................................................................... 144
15.4.6 Refugee and Returnee Services: ................................................................................ 144
15.4.7 HROC Woredas ........................................................................................................... 145
15.5 Kebele level Arrangement ................................................................................................. 145
15.5.1 KDC .............................................................................................................................. 146
15.5.2 Technical Backstopping: ............................................................................................. 146
15.6 Refugee Camp Level Arrangements................................................................................... 146
15.6.1 Refugee Camp Development Committee (RCDC): .................................................... 146
15.6.2 Refugee Camp Facilitation Team (RFT): ..................................................................... 147
15.7 Community level implementation arrangements ............................................................. 147
15.7.1 Participatory Assessment:.......................................................................................... 148
15.7.2 Community Project Management Committee (CPMC): ............................................ 148
15.7.3 Community Procurement Committee (CPC): ............................................................ 149
15.7.4 Community Social Audit Committee (CSAC): ............................................................ 149
15.7.5 Community Facilitation Team (CFT): ......................................................................... 150
15.8 Camp/site level Refugee Institutions ................................................................................ 150
15.8.1 Refugee community Project Management Committee (RPMC):.............................. 150
15.8.2 Refugee community Procurement Committee (RPC): .............................................. 151
15.8.3 Refugee Community social Audit Committee (RSAC): .............................................. 151

xii
 List of Tables
TABLE NO. DESCRIPTION PAGE NO.
2.1 Positive and Negative Impacts of Refugee presence 3
2.2 Project Woredas and Kebeles 5
2.3 List of target Woredas/City Administrations 5
2.4 Details of Project Beneficiaries 7
2. 5 Program Parts and Summary of Activities 7
2. 6 Component-wise Cost Allocation 9
3. 1 Selected activities and targets in DRDIP II to promote 15
gender equity and address gender gaps
3. 2 Monitoring Closure of Gender Gaps, Success of Actions 16
and Gender Indicators
5. 1 Existing SSI scheme Implementation Time table 40
5. 2 MHIS activities Implementation Timetable year 42
5. 3 New SSI and MHIS implementation Time table 44
9.1 Summary of Roles and Functions of TPIA 53
9.2 Reporting Arrangements 53
10.1 Component Code for FM 55
10.2 Periodicity of Reporting 64
10.3 Steps used in Financial Management 67
10.4 National and Regional Backstopping Support Plan 67
11.1 Procurement Approaches, Methods and Thresholds 82
11.2 procurement thresholds for different procurement 82
methods
11.3 Sample Floating Period/days of bids for complex 84
procurements
11.4 Steps of handling complaints for the procurement 92
entity
14.1 Monitoring of key results indicators of DRDIP II in 127
annual basis
14.2 (a) Monitoring & Evaluation Plan: A. PDO Indicators 129
14.2 (b) Monitoring & Evaluation Plan: Intermediate Results 131
Indicators
15.1 Overall Institutional Model 137
15.2 Staff Composition of FPCU 140
15.3 Staff Composition of RPCU 143

xiii
15.4 Staff Composition of WPCU 145

xiv
 List of Figures
FIGURE
DESCRIPTION PAGE NO.
NO.
2.1 Geographic Dispersion of Refugees in Ethiopia 3
2.2 Project Target Areas 6
7. 1 DRDIP CDD Approach 50
10.1 Fund flow and reporting 58
13.1 Annual Work Plan and Budget Preparation Process 121
14.1 Learning fora 124
14.2 Information Flow and Reporting 125
15.1 Overall Implementation arrangement 139
15.2 Adapted implementation arrangements for HROC 147
Woredas

xv
 List of Annexes
ANNEX NO. DESCRIPTION PAGE NO.
I Definitions of Key Terms 154
II List of DRDIP II target Woredas/City administrations 157
and Kebeles aggregated by region
III Summary of Procurement Risks/ Findings and 166
Actions (Procurement Risk Mitigation Matrix)
IV Roles and Responsibilities of DRDIP II Implementors 169
and Stakeholders
V Terms of Reference for Key Project Personnel 184
VI Irrigation Water User Association (IWUA) 236

xvi
 1. ABOUT THE MANUAL
The Federal Democratic Republic of Ethiopia entered into Financing Agreement (FA) with the World
Bank for the purpose of assisting in financing the Development Response to Displacement Impacts
Project in the Horn of Africa Phase II (DRDIP II). The FA among other things, requires the Ministry of
Agriculture, being the Implementing Agency (IA), to prepare a Project Implementation Manual (PIM).

1.1 Purpose of the PIM

The PIM is the principal guidance and reference document to ensure timely implementation of DRDIP
II. Specifically, the PIM provides policies rules, provisions, structures and arrangements and detailed
procedures for guiding implementation of DRDIP II. The MoA commits itself to carry out project
implementation in accordance with the PAD, PIM, M&E, FM, Procurement Manuals, and ESF
instruments.

1.2 Main Contents of the PIM

The PIM has a structure and content as follows:
(i) The overall project description;
(ii) Components and sub components;
(iii) Institutional and Implementation arrangements;
(iv) Financial Management Arrangements;
(v) Procurement Management Arrangements;
(vi) Environmental and Social Frameworks;
(vii) Implementation processes and steps;
(viii) Monitoring and Evaluation frame work including reporting;

1.3 Target Audience

The PIM serves as the guidance document for:
(i) All implementing agencies, entities and institutions, including the project coordination unit at the
Federal, Regional and Woreda levels and the Third Party Implementation Agency (TPIA) to be
contracted for areas classified as at High Risk of Ongoing Conflict (HROC);
(ii) All community institutions of the project beneficiaries, consisting of host and refugee
communities including office bearers, committee members and other leaders;
(iii) All consultants, contractors, suppliers and other service providers associated with project
implementation;
(iv) All staff members, permanently or temporarily engaged in project implementation at all levels;
and
(v) Civil society organisations, NGOs and other stakeholders connected with project
implementation.

1.4 Applicable Rules

The PIM is developed based on the DRDIP II Project Appraisal Document (PAD). The PIM is prepared
based on various applicable guidelines of the GoE as well as those of the World Bank. These include
the project Environmental and Social Framework Instruments, Gender based violence/sexual
exploitation and abuse/sexual harassment prevention and response action plan, Procurement
Guidelines, and Financial Management Guidelines. Also, the National Guidelines of MoA on small-
scale irrigation (SSI) and community based participatory watershed and range land development have
been consulted.

1
1.5 Definitions of Key Terms
The key technical and conceptual terms used in this Manual are summarised in Annex – I.
1.6 Uses of the Manual
The project is carried out in accordance with the PIM. The PIM is the principal document setting the
policies, procedures and guidelines for project implementation. The project shall be implemented in
accordance with the financial and procurement management arrangement, in compliance with the
environmental and social standards and overseen with the monitoring and evaluation arrangement
outlined in the PIM.

The PIM shall be used in conjunction with:

(i) Project Appraisal document; and
(ii) Financing Agreement dated June 21, 2022

In case of any conflict between the provisions of the PIM and the provisions of the FA shall prevail.

1.7 Preparation, Ownership and Amendments

The PIM has been prepared by the Federal Democratic Republic of Ethiopia and furnished to the World
Bank for prior review. The World Bank exchanged views with the Government and thereafter was
adopted as approved by the World Bank.
The PIM is not a rigid blueprint document and hence will be subjected to updating periodically in
consultation with the program stakeholders to ensure that it will remain relevant and useful over time.

The Government shall not amend abrogate or waive any provisions of the PIM. Any amendments,
suspension, abrogation, repeal or waiver to the PIM shall be done with the prior agreement from the
World Bank.

2
 2. PROJECT DESCRIPTION

2.1 Refugee Population in Ethiopia

The Refugee population in Ethiopia as of April 30, 2022 is 854,4711, most of whom originate from
South Sudan, Somalia and Eritrea. Most of the refugees reside in camps located in the periphery of
the country. There were 26 refugee camps in the country but two were closed due to disturbances in
Tigray, but a new site has been established in Amhara. The geographic dispersion of refugees in the
country is shown in Figure 2.1.

Figure 2.1: Geographic Dispersion of Refugees in Ethiopia

Source:UNHCR (April 30, 2022)

2.2 Key Impacts of Refugee Presence

The refugee hosting areas of the country are characterized by scarce livelihood options and low access
to public services. Moreover, refugee hosting regions vary widely in terms of socio-economic
characteristics. While refugees have equal or even superior access to basic services such as health,
education and water, they lack livelihood opportunities making many of them dependent on
increasingly scarce humanitarian aid. Phase I of DRDIP and related analytical work found a mixed
impact of the refugee presence on host communities as summarized in Table2.1.

Table 2.1: Positive and Negative Impacts of Refugee presence

Positive Effects Negative Effects
x Increase in livelihood diversification x Pressure on local environment
x Increase in sales of livestock x Cutting down of trees and grass for cooking,
x Attracting development resources to hosting fuel, shelter and fencing.
areas x Degradation of natural resources
x Improvement in access to services – education x Occasional issues in social relations between
and health refugees and host communities in some regions
x Generally positive social relations

2.3 Refugee Policy Framework in Ethiopia

The domestic policy framework for refugees in Ethiopia is progressive with a generous attitude
towards refugees. The key highlights are:
(i) Launching of DRDIP in 2016;
(ii) Made nine pledges at the 2016 New York leaders submit on Refugee;
(iii) Issued a new refugee proclamation in 2019;

1
See https://data2.unhcr.org/en/situations/rbehagl

3
(iv) Signatory to the 2018 Global Compact on Refugees (GCR) and rolled out the comprehensive
Refugee Response Frame Work (CRRF);
(v) The Government made four GCR related pledges2, at the inaugural Global Refugee Forum (GRF),
in 2019, recognizing the importance of equitable access to services and economic opportunities for
refugees and host community members to the achievement of durable solutions; and
(vi) Has embarked on the drafting of a ten-year National Comprehensive Refugee Response Strategy.

2.4 IDA 19 Window for Host Communities and Refugees (WHR)

Ethiopia continues to be eligible for concessional support under the World Bank’s WHR, from the
recognizing the fulfilment of the eligibility criteria:
(i) Hosts at least 25,000 refugees;
(ii) The World Bank, following consultation with UNHCR, confirms that the protection framework for
refugees continues to be adequate;
(iii) Eligibility for IDA financing; and
(iv) Government has prepared a Strategy Note on how it will continue to promote the social and
economic inclusion of refugees.

2.5 DRDIP I Predecessor Project

Ethiopia made substantial progress during Phase I of DRDIP, which commenced in 2016 and is closing
in 2022 as part of a regional operation that also covers Djibouti, Uganda, and Kenya. The six-year
project has pioneered a Government led development response to forced displacement in the Horn
of Africa (HoA) and demonstrated feasible development approaches to address the negative impacts
of large refugee inflows while maximizing the positive impact. DRDIP I followed a CDD approach and
achieved several important outcomes including:
(i) Better access to health (human/veterinary) and education facilities;
(ii) Positive effects on livelihood diversity and livestock sales; and
(iii) Improved attitudes towards refugees by host communities.

2.6 DRDIP Phase II

DRDIP II is the second phase of the ongoing, Series of Projects (SOP), building on Phase I. DRDIP II is a
flagship project of the Government reflecting its progressive approach to refugee inclusion, addressing
the impacts of forced displacement through development-oriented intervention. DRDIP II will retain
many of the key design features of DRDIP I, while adding several important new design features and
operational improvements, as outlined in this PIM.

2.7 Project Development Objective (PDO)

To improve access to basic social and economic services, expand livelihood opportunities and enhance
environmental management for host communities and refugees in the target areas. The basic social
services include health education, water supply and sanitation. The key indicators for measuring
success of the project are:
(i) Number of beneficiaries with access to social and economic services and infrastructure
(disaggregated by refugee/host community status, service type and gender);
(ii) Percentage of livelihood beneficiaries whose income increases by 25 percent or more
(disaggregated by refugee/host community status and gender); and
(iii) Land area under sustainable landscape management practices (Ha).

2
The pledges include (a) provide equitable, quality, and accredited skills training to 20,000 hosts and refugees;
(b) create up to 90,000 socio-economic opportunities through agricultural and livestock value chains for
refugees and hosts; (c) provide market-based and sustainable household and facility-based energy solutions for
three million people though clean, renewable energy sources; and (d) strengthen the Government of Ethiopia’s
asylum system and social protection capacity.

4
2.8 Target Areas
The project will be implemented in all refugee hosting areas of the country. The project covers, 6
regional states, 30 woredas, and 330 refugee impacted kebeles. As a major design change from DRDIP
I, the project geographic scope is expanded to cover all communities affected by the refugee presence,
including in and around all refugee camps and sites in the country. Combined with Phase I, DRDIP II
will ensure that all Kebeles within a 20 km radius of the refugee camps and sites will be covered by
the project. In the new refugee site in Amhara, all kebeles within a 35 km radius will be covered.

2.8.1 Coverage of Regions

DRDIP II will operate in the six main refugee-hosting regions:
(i) Afar;
(ii) Amhara;
(iii) Benishangul-Gumuz;
(iv) Gambella;
(v) Somali; and
(vi) Tigray.

2.8.2 Coverage of Woredas and Kebeles

The 30 woredas and 330 refugee impacted kebeles covered by the project across the regional states
are summarized in Table 2.2.
Table 2.2: Project Woredas and Kebeles
Existing intervention area New intervention area Total intervention area
Sl. Name of Number of
Number of Number Number of new Number of new
No. region new
existing of existing kebele in kebele in new woreda/city
woreda/city Kebele
woreda kebele existing woreda woreda/city admn. admi
admi.
1 Benishangul- 3 32 17 4 28 7 77
Gumuz
2 Tigray 3 18 18 3 15 6 51
3 Gambella 4 29 25 2 12 6 66
4 Afar 2 11 11 1 5 3 27
5 Somali 4 27 32 2 15 6 74
6 Amhara - - - 2 35 2 35
Total 16 117 103 14 110 30 330

The names of woredas and city administrations covered under the project are given in Table2.3.

Table 2.3: List of target Woredas/City Administrations

Sl. No. Regions Name of existing woredas Name of New woredas/City administration
1 Benishangul-Gumuz Bambasi, Homosha and Mao & Assosa city administration, Bambasi town
Komo special woreda administration, Ura and Abrehamo,
2 Tigray T/adiabo, Atsegede & Tselemti Tsimbila, Adidar and Shiraro town
administration
3 Gambella Gambaalla zuria, Gog, Dima & Lare and Gambella City Adminstration
Itang special woreda
4 Afar Berhale & Asayita Asayita Town Administration
5 Somali Bokolmayo, Dollo Ado, Awbere & Dollo Bay & Kebribeya Town Administration
Kebribeya
6 Amhara Dabat and Dabat Town Administration

5
2.8.3 Refugee Camps and Sites
The project will be implemented in all 25 refugee camps and sites. This will include the four new
refugee camps3that have opened since the start of the Phase I. In Amhara region the project will cover
the new refugee site4 that is being established. The new site according to Refugees and Returnees
Service (RRS) and UNHCR is not a refugee camp but a site where refugees will live in a manner designed
to integrate them into local society from the outset. Therefore, in distinction to a refugee camp, this
will be referred to as a site. Any references in this PIM to refugee “camps” should be assumed to
include reference to the refugee “site” in Amhara.

The detailed names of all project woredas, kebeles and refugee camps/sites where the project will be
implemented, with details of host community and refugee population are given in Annex II. The
project target areas are shown in Figure 2.2.
Figure 2.2: Project Target Areas

Source WBG (April 2022)

2.9 Project Beneficiaries

Under phase I, refugees only benefited indirectly, but in DRDIP II includes refugees as direct project
beneficiaries of all the main components. As such the 745,438 refugees will become project
beneficiaries all along with 1,759,514 host community members. The total number of project
beneficiaries will be 2,504,952, as detailed in Table 2.4.

3
(i) Gure-Shombolla camp in Mao-Komo woreda, Benishangul Region; (ii) Pugnido 2 Camp in Gog woreda,
Gambella Region; and (iii) Nguenyiel and (iv) Akula Refugee Camps in Itang special woreda, Gambella
Region.
4
Alemwach in Dabat Woreda

6
 Table 2.4: Details of Project Beneficiaries
New Existing Beneficiary
No Region
Kebele beneficiary Kebele beneficiary Host Refugee Total
1 Afar 16 79,737 11 64,804 144,541 55,655 200,196
Benishangul-
2 Gumuz 45 192,676 32 81,001 273,677 71,213 344,890
3 Gambella 37 126,126 29 55,959 182,085 349,015 531,100
4 Somali 47 425,004 27 161,535 586,539 216,711 803,250
5 Tigray 33 234,682 18 140,041 374,723 27,844 402,567
6 Amhara 35 197,949 - 0 197,949 25,000 222,949
Total 213 1,256,174 117 503,340 1,759,514 745,438 2,504,952

2.10 Project Duration

DRDIP II will be implemented over a five-year period commencing October 2022 (effectiveness) and
closing in December 2027.

2.11 Project Components and Sub-components

The project has five components:
(i) Component 1: Social and economic services and infrastructure;
(ii) Component 2: Sustainable environmental Management;
(iii) Component 3: Sustainable livelihood program;
(iv) Component 4: Project Management, Monitoring and Evaluation and Learning; and
(v) Component 5: Contingent Emergency Response.

2.11.1 Project Components and Activities

The project PDO will be achieved by implementing the project components and sub-components as
detailed in schedule I of the FA and summary in Table 2.5.
Table 2.5: Project Components and Summary of Activities
Part
Component No Component Name Detailed Activities
No
Sub-component 1(a): x Infrastructure for social services such as schools,
Community investment fund water and sanitation, human and animal health etc.
and strategic investment fund x Economic infrastructure such as feeder roads,
market centres, storage facilities etc.
x Involvement of host communities and refugees
in the planning process.
Sub-component 1 (b): x Strengthening the capacities of local level
Capacity-building for Local Government authorities, sector institutions and
Planning and Decentralized community committees.
Component 1: Service Delivery.
Social and Sub-component 1 (c): x Strengthening women leadership and
1. economic Women’s leadership and participation in community institutions for project
services and voices planning and implementation.
infrastructure x Supporting the prevention of Gender Based
Violence (GBV), Sexual Exploitation and Abuse,
Sexual Harassment (SEA/SH) through the provision
of capacity building.
Sub-component 1 (d): Social x Organizing refugee-host community social
cohesion and inclusion cohesion and coordination platform.
x Capacity building on conflict management for
local leaders
x Supporting psycho-social programs for
individual, family and group based intervention

7
 Sub-component 2 (a): x Sustainable land management practices through
Integrated Natural Resource soil and water conservation- biological and physical
Management activities on individual farm lands and communal
Component 2:
lands.
Sustainable
2. Sub-component 2 (b): x Demonstration and promotion of clean cooking
Environmental
Promote Efficient and stoves, solar systems and biogas plants.
Management
Alternative Energy Sources x Outreach to private sector suppliers including
small and micro enterprises to connect to last mile
clients.
Sub-component 3 (a): x Strengthening public agricultural/livestock
Traditional (on-farm and off- extension service delivery systems, including
farm) livelihoods through the rehabilitation, upgrading and
construction of pastoralist training centers/farmer
training centers.
x Promoting crop and livestock production and
productivity good practices and technologies.
x Horticulture development
x Seed and forage multiplication
x Provision of capacity building support for
selected community-based organizations working
on traditional livelihood systems
Sub-component 3(b): Non- x Capacity-building and training on business
Component 3:
traditional (non-farm) incubation and management skills for existing and
Sustainable
3. livelihoods and business new community institutions; and
livelihood
development. x Provision of Matching Grants to eligible
program
beneficiary organizations based on qualified
business plans
Sub-component 3 (c): Small x Supporting Farmer Led Irrigation Development
Scale Micro and Household (FLID) to make simple and low-cost Micro Scale
Irrigation Schemes Irrigation Technologies (MSIT) or best practices that
meet smallholder needs, including those that
increase water availability or improve the efficient
use of water; and
x Promoting and demonstrating the identified
technologies or best practices.
x Facilitating formation, registration and capacity
building of Irrigation Water User Associations
(IWUA).
4. Component 4: x Supporting project Management, coordination
Project and implementation
Management, x Project Management information system and
Monitoring Monitoring and evaluation including participatory
Evaluation and monitoring and internal learning.
Learning
5. Component 5: x Provision of immediate response to an eligible
Contingent crisis or emergency.
Emergency x Details as per CERC manual.
Response

2.12 Project Cost and Financing

The total cost of the project is USD 180 million to be financed from a World Bank (IDA) grant of USD
180 million. The sources of financing are:
(i) IDA 19 WHR - USD 100 million;
(ii) Regional Integration IDA - USD 46 million; and
(iii) National IDA – USD 34 million.

8
2.12.1 Component-wise Cost Allocation
The component-wise cost allocation for the project is shown in Table 2. 6.

Table2.6: Component-wise Cost Allocation

Component Proposed Allocation
US$ Percentage
1: Social and economic services and infrastructure 83,600,000 46.4
Sub-component 1(a): Community Investment Fund and Strategic Investment 79,600,000 44.2
Fund
Sub-component 1(b): Capacity Support for Local Planning and Decentralized 2,000,000 1 .1
Service Delivery
Sub-component 1(c): Women’s Leadership and Voice 1,000,000 0.55
Sub-component 1(d): Social Cohesion and Inclusion 1,000,000 0.55
2: Sustainable environmental management 13,600,000 7.6
Sub-component 2(a): Integrated Natural Resource Management 8,900,000 5 .0
Sub-component 2(b): Alternative Energy Sources 4,700,000 2 .6
3: Livelihoods program 64,800,000 36.0
Sub-component 3(a): Traditional Livelihoods 13,422,485 7 .5
Sub-component 3(b): Non-traditional Livelihoods 10,870,000 6 .0
Sub-component 3(c): Small-Scale, Micro and Household Irrigation Schemes 40,507,515 22.5
4: Project Management, M&E and Learning 18,000,000 10
5: CERC 0 0
TOTAL 180,000,000 100%

9
 3. COMPONENT ONE: SOCIAL AND ECONOMIC SERVICES &
INFRASTRUCTURE

3.1 The objective

The objective of the component is to improve the refugee and hosting communities’ access to basic
social services and economic infrastructure while building institutional capacities for local
development planning and implementation. Support will also be provided to enhance social cohesion
and inclusion between refugees and host communities and women’s leadership and voice in decisions
over how development resources are allocated at the community level. The component will address
service delivery gaps in the target areas, which have been exacerbated by the refugee presence and
impacts of the conflict, focusing on basic services such as education, human and animal health, water
supply and sanitation, feeder road, primary market center and storage facilities.

Subprojects financed under this component will be identified, prioritized and planned by the
beneficiary communities (host & refugee) through institutionalizing the Community Driven
Development (CDD) approach. Accordingly, community consultations, gender balanced participation,
community contribution and engagement will be ensured. In addition, the investments will
strengthen climate resilience. The choice, design and the decision on the location of sub projects will
be taken in to consultation with local community and refugees including vulnerable groups, women
and persons with disabilities to ensure accessibility and safety.

This component has four subcomponents:

(i) Sub-component 1 (a): Community investment fund (CIF) and Strategic Investment Fund (SIF);
(ii) Sub-component 1 (b): Capacity building for local planning and decentralized service delivery;
(iii) Sub-component 1 (c): Women’s leadership and Voice; and
(iv) Sub-component 1 (d): Social cohesion and inclusion.

3.2 Community Investment Fund (CIF) and Strategic Investment Fund (SIF)
DRDIP II supports the construction, upgrading and expansion of Social and Economic Services &
Infrastructure subprojects (schools, health posts for humans and livestock, water supply & sanitation
for human and livestock, feeder roads, markets and storage facilities) to improve refugee hosting
communities and refugees’ access to basic social services and economic infrastructure).

3.2.1 Objective of the sub component

The objective of this sub-component is to improve community access to basic social services and
economic infrastructure. The interventions under this subcomponent include support to basic social
services (education, human and animal health facilities) and support to basic economic infrastructures
(water supply & sanitation, feeder roads, market centres and storage facilities). It provides investment
funds that, together with community contributions, will expand and improve service delivery and build
infrastructure for local development.

3.2.2 Community Investment Fund (CIF)

The access to social services and economic infrastructure will be ensured through implementation of
CIF. The proposed maximum budget ceiling for a CIF subproject is US$ 125,000. To implement the CIF
subprojects, a community contribution is expected of 2.5% in cash and 5% in kind/labour. But cash
and in-kind contribution is exempted for refugee communities and HROC areas except a minimum of
2.5% labour contribution. Two rounds of CIF subprojects will be supported for all the 213 new kebeles
and for 25 refugee camps/sites based on the identified gaps respectively. In addition to this, 68 kebeles
found within an 8 km radius of the refugee camps/sites will receive third round of CIF support.

10
3.2.3 Strategic Investment Fund (SIF)
The SIF subprojects operate beyond the needs of individual kebeles and, hence, will target the
common and strategic needs of an entire woreda or a cluster of kebeles within a given woreda. Each
of the 30 target woredas will receive up to two SIF rounds, for a total of 58 subprojects. The SIF
subprojects have a ceiling of US$ 200,000 (an increase of US$ 50,000 over DRDIP-I), Unlike the CIF,
community contributions for the SIF are not mandatory. The strategic investment fund subprojects
are larger in scope and impact than typical community/camp level investments and serve a cluster of
project beneficiary/kebeles. The implementation of SIF is managed at woreda level.

3.2.4 Coverage of CIF and SIF

The sub-component will support up to 602 subprojects (544 CIF and 58 SIF) which will be implemented
across the six project regions, benefiting 2.5 million people (1.76 million host community and 0.745
million refugees), at least 50 percent of whom will be women.

During DRDIP I, all the existing 117 targeted Kebeles in 16 woredas have been supported to access
social services and economic infrastructure through CIF and SIF. To this end, the access of social service
and economic infrastructure is successfully addressed and there is no CIF support in DRDIP II for these
existing kebeles. However, the strategic investment subprojects will be implemented in the existing
woredas too based on the identified gaps.

In DRDIP II, 103 new kebeles in the existing 16 woredas, and 110 new kebeles in 14 new woredas/city
administrations will be supported by the project. Therefore, 30 woredas (16 existing and 14 new
woredas/city administration), 213 new kebeles as well as 25 refugee camps/sites will be targeted to
implement the CIF.

3.2.5 Safety Audit

The design of subprojects – including decisions on where they will be located – will be informed by
safety audits and consultations with vulnerable groups, including women and persons with disabilities
(PWDs), to enhance safety and accessibility. The safety audits will cover and involve a range of key
stakeholders who can identify areas where women and other vulnerable groups feel safe, or not,
which will feed into design considerations which could include improved lighting, location of
infrastructure and services in safe spaces, and other considerations, in line with global and national
good practice.5these activities can be expected to contribute to greater use of services and
infrastructure, as well as mitigation of specific risks, including GBV.
Investments under this component will strengthen climate resilience to respond to the impacts of
climate change on infrastructure. Ethiopia’s high vulnerability to climate change is acutely felt in the
DRDIP II project areas, many of which are arid, drought-prone and subject to climatic extremes.
Infrastructure subprojects such as schools, health facilities, markets, feeder roads, etc., will be built to
climate-resilient standards. All infrastructure investments will contribute to reducing greenhouse
gases through measures such as solar lighting and rainwater harvesting. Selected infrastructure will
adopt disaster- and climate-resilient approaches, including risk assessments, to identify safe locations
and elevated building structure options to reduce flood and other disaster risks. The funding ceiling
for component 1 subprojects has been increased from Phase I to Phase II to ensure sufficient budget
to build to climate-resilient standards.
3.2.6 Subproject Types
As a community-driven activity, subprojects will be chosen from an open menu with a negative list.

5
For example, https://gbvguidelines.org/wp/wp-content/uploads/2019/12/Safety-Audit-Report-GBV-AOR-
Helpdesk-FINAL-20092019.pdf and https://gbvguidelines.org/en/

11
Communities for the CIF and woredas for the SIF will be free to select their own subprojects in line
with the project development objective. Communities and woreda administrations will be trained on
climate risk-screening so their subproject choices are informed by and can contribute to climate
resilience. The subprojects will be identified, prioritized, implemented and monitored by beneficiary
communities (hosts & refugees), who will also be responsible for procurement and project
management.

3.2.7 Negative List

The project will not fund subprojects listed under its negative lists, which includes:
(i) Subprojects which are potentially harmful, socially and/or environmentally;
(ii) Subprojects which include activities such as purchase of weapons, extremely hazardous pestisides
etc.;
(iii) Subprojects for places of worship;
(iv) Subprojects which are not potentially contributing to achievement of the PDO.

3.2.8 Infrastructure Investments in Refugee Camps and Sites

Refugees in Ethiopia enjoy equal or better access to basic services compared to host community
members. However, they face difficulties accessing sustainable livelihood opportunities. Accordingly,
in the interests of refugee self-reliance and durable solutions, DRDIP II will support CIF subprojects in
refugee camps/sites. This will be limited to economic infrastructure. Subprojects to be implemented
in camps/sites are required to comply with the following guidelines, where appropriate:
(i) CIF subprojects will be implemented in the refugee camps/sites based on their needs and priorities
(ii) They are planned jointly by the host and refugee communities;
(iii) They benefit both refugees and host community members; and
(iv) A robust operations and maintenance plan is in place to ensure their sustainability.

3.2.9 Participatory Planning Process involving Refugees

Refugees will be included in project planning processes in target woredas and kebeles to ensure that
their concerns and interests are accommodated. Building on the existing structures in the refugee
camps and sites, representatives from Refugee Central Committees (RCCs) will participate in
community meetings to provide input into the participatory assessments and to be involved in
decision-making on CIF and SIF subprojects. The third cycle of CIF funding for the 68 kebeles within an
eight-kilometre radius of the refugee camps/sites will ensure joint planning, decision-making,
implementation and monitoring by both refugees and their hosts, which is also expected to contribute
to social cohesion. Capacity-building for refugee institutions under sub-component 1(b) will include
the establishment of appropriate committees for the three components to enable needs identification
and prioritization. The composition of existing refugee committees will be adjusted where necessary
to ensure gender balance and youth representation.

3.2.10 Support to Basic Social Services

The major expected types of investments include construction, upgrading and/or expansion of
schools, water, sanitation, human and animal health services. The specific types of social services to
be supported by DRDIP II will be identified and prioritized by the target communities through the
Community Driven Development (CDD) approach. All infrastructures constructed by the project shall
consider gender sensitivity.

(a) Construction/upgrading/expansion of schools

Education is the basis for ensuring sustainable development throughout Ethiopia as a whole and in
refugee hosting communities in particular. Construction/upgrading/expansion of schools will be
supported in the new intervention kebeles/camps based on the gap and priority of communities. The

12
project will finance sub projects to create enabling environment for education by constructing new
infrastructures and improving existing ones. These include primary (first and second cycle) schools, i
construction of additional class rooms, furniture and water supply and expansion of secondary
schools/high school with additional block and fencing through strategic investment fund. The
responsible entities for implementation and follow up are project coordination units, the education
committees of the community and the refugee camp administration for the infrastructure supported
at refugee camp.

(b) Water supply & sanitation

Access to safe water and sanitation facilities has been identified as one of the main constraints
throughout the country in general and in intervention areas in particular. Therefore, new construction,
upgrading, expansion of clean water supply and sanitation facilities will be supported by DRDIP II,
based on community priority. This will be both for humans and livestock. The type of water supply and
sanitation infrastructure shall be easily managed and would have ownership of the beneficiary
communities and solve the problems associated with water & sanitation. This will reduce the burden
on women in fetching water from river and far distances and ensure the supply of quality water and
improved health of the community members. The responsible institutions for implementation and
follow up are project coordination units, and water and health community institutions. Where
feasible, the project will seek to support facilities that serve both refugees and host communities to
shift away from expensive parallel service delivery systems.

(c) Construction/upgrading/expansion human health facilities

The targeted communities are subjected to many diseases associated with inadequate health facilities.
These areas, associated with the impact of climate change, are prone to diseases like malaria and
water borne diseases. The community members move long distances to get health care, which is a big
problem in particular for pregnant women during child birth. Health services are not accessible to the
disabled and a lack of ambulance service in the locality aggravates the problems. Hence DRDIP II, based
on demand and priority of the community, will finance the construction of new health infrastructures
in the new intervention kebeles. The supply of medicine and health personnel will be covered by the
government. Upgrading and expansion of eligible health facilities will also be supported based on the
need. Therefore, the main focus area of the project will be increasing the accessibility of health
facilities to the beneficiaries. The responsible institutions for implementation and follow up are
project coordination units, the health sector at different level and the refugee camp administration
for the infrastructure supported at refugee camp.

(d) Construction/upgrading/expansion of animal health facilities

The livestock resource base of Ethiopia, which is considered amongst the largest in the world in terms
of numbers of livestock, is not benefiting the country in proportion to its size and potential. This holds
true for project intervention areas for these areas are known for high livestock population density.
One cause for the mismatch between population size and production output from livestock is
undoubtedly the widespread occurrence of a multitude of infectious diseases and parasites which
drastically reduce the production of the animals through morbidity, mortality, low fertility, slow
growth and limited production leading to less efficient use of feed, and market restriction. The
prevalence of many infectious diseases influences directly the quality and is limiting the income of the
community. DRDIP II, therefore, will support the construction of new animal health facilities in the
new intervention kebeles except supply of medicine and personnel which will be covered by the
government. The responsible institutions for implementation and follow up are project coordination
units and agricultural & livestock sectors at different levels.

3.2.11 Support to Basic Economic Infrastructure

Economic infrastructure consists of feeder roads, market centres, storage facilities, etc.

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(a) Feeder road development (feeder roads and small bridges):
Most of the residents found in the intervention area use local foot paths, tracks and village roads for
movement that often involve crossing rivers. Such crossings can result in the loss of human life and
livestock, particularly during the rainy season. Road access is the top priority concern of the
community in order to supply fresh crops and livestock products to the market. DRDIP II, therefore,
supports possible interventions the construction and/or upgrading of feeder roads which joins kebele
to kebele centre or to woreda centre. DRDIP II will also finance the construction and/or rehabilitation
of small bridges over rivers and gorges where these have been indicated by the communities as their
priority needs. The project can also support road side drainage structure construction and
rehabilitation of roads. This will be done based on prior gap assessment and approved design. The
responsible institutions for implementation and follow up are rural road sectors and project
coordination units at different level.

(b) Market centre construction (available market improvement/development)

Interventions under this activity financed by DRDIP II will include the construction/upgrade of primary
market centres when prioritized by the community. The construction of market centres will reinforce
job creation for jobless youth and women and strengthen the achievement of component three
objectives. Management of a market centre is one of the most important aspects that can largely
determine project effectiveness and sustainability. Markets will be constructed and/or upgraded in a
gender-sensitive manner to encourage use by female traders, including suitable lighting, toilet
facilities, etc. Management of market centre will be the responsibility of the municipality (wherever
applicable) and, in rural areas where there is no urban administration, the kebele administration will
take the responsibility.

(c) Construction of input storage facilities

There is a shortage of storage facilities in the project intervention areas to keep agricultural inputs and
agricultural products Therefore, depending on the need and size of beneficiaries, a
warehouse/storage facility will be constructed. Cooperatives will be responsible for management and
overall care of the warehouse through close supervision of the woreda agricultural office.

3.3 Capacity building for local planning and decentralized service delivery
The objective of this subcomponent is: (i) to improve the service-delivery capacity of local-level
government authorities and RRS; and (ii) build the capacity of community institutions.

3.3.1 Local Government Capacity Building

It will support capacity building interventions for local government authorities, implementing
institutions and RRS in the areas of participatory planning process, service-delivery capacity
enhancement, mainstreaming of project interventions with the government development planning
and budgeting process, stakeholders’ coordination at local-level and community-level development
planning and learning process.

Refugee hosting regions and woredas are characterized by poor service delivery capacity and weak
human and physical capacity of government institutions and refugee administrations. To effectively
implement the Community Driven Development (CDD) approach and to ensure its institutionalization
and sustainability, there is a need to enhance the capacity of local and community institutions (host
& refugee) that can be engaged in planning, implementation and monitoring of sub-projects.

Continuous capacity building will be conducted (both human and physical) to institutionalize the CDD
approach. Capacity building activities and provisions will include, supply of office and field equipment,
preparation and dissemination of training materials; knowledge and skills development at all levels

14
for implementing agencies and project staff and the host and refugee communities; and conducting
learning and experience sharing events and short term overseas study tours.

3.3.2 Capacity Building of Community Institutions

Different committees at kebele level such as: Kebele Development Committee (KDC), Community
Project Management Committee (CPMC), Social Audit Committee (SAC), Community Procurement
Committee (CPC), Community Facilitation Team (CFT) and Grievance Redress Committee (GRC) are
the key implementing institutions. At camp level, refugee camp coordination committees will play a
role equivalent to that of KDCs. Refugee project management committees (RPMCs), refugee
procurement committees (RPCs), refugee social audit committees (RSACs) and refugee facilitation
teams (RFTs) will be established/strengthened and different trainings will be provided. This will
include training on climate-risk screening to ensure that subproject investments are climate resilient.
The role and responsibility of each committee is indicated in Annex IV.

3.4 Women’s Leadership and Voice

In Ethiopia, both women and men engage in all social, economic, and political development programs.
However, women’s share in social and economic services, control over resources, and sharing of
decision making, opportunities, information, and technologies are low. As a result, development
projects do not always reflect the priorities and needs of women. Furthermore, women and girls are
exposed to gender-based violence (GBV). GBV prevents women and girls from enjoying their human
rights and fundamental freedoms such as the right to life and security of a person to the highest
attainable standard of physical and mental health, to education and participation in public life. In
DRDIP II intervention areas, because of the scarcity of social and economic resources and the existing
socio-cultural gender discrimination, women and girls in both refugee and host communities are
affected by different types of GBV like socio-economic, emotional, and sexual violence, as well as
harmful traditional practices, mainly female genital mutilation, and child marriage. The objective of
the sub-component is to strengthen women’s leadership and participation in the community
institutions responsible for project planning and implementation, while also supporting GBV
prevention.

3.4.1 Main Activities

The main activities which will be implemented under the sub-component are:
(i) Consultations at the kebele, woreda and refugee camp/site levels to understand barriers to
women’s participation and leadership;
(ii) Tailored, women-only training program for 12,000 female members and leaders across the six
target regions (including refugees) to equip them to play a role in shaping decisions made by the
various community committees; and
(iii) Outreach and communications targeted to women and men to help address social norms and
barriers to women’s voice and agency.

3.4.2 Gender Sensitive Targets

The sub-component activities will underpin an increased emphasis on gender equity and women’s
empowerment across the project, as described in Table 3.1.

15
Table 3.1: Selected activities and targets in DRDIP II to promote gender equity and address gender gaps
Activities/targets Phase II
Female membership in community committees 40%
Female representation in leadership positions in community committees 30%
Capacity-building for female committee members Tailored leadership program
for 12,000 women
Female beneficiaries of livelihood activities 45%
Female beneficiaries of non-traditional livelihood activities 70%
Female beneficiaries of traditional livelihood activities 40%
GBV focal persons and experts trained 120
Independent project gender audit Conduct at mid-term
Thematic studies and project learning forums on gender issues Annual

3.4.3 Capacity building to prevent GBV/SEA/SH

Recognizing that GBV hinders women’s engagement in development processes, the sub-component
will also support capacity-building to prevent GBV/sexual exploitation and abuse/sexual harassment
(SEA/SH). Activities will include the following:
(i) Appointment one focal person in each woreda and provide training for 120 GBV focal persons
and experts in the target woredas;
(ii) Awareness-raising on GBV for government officials and contractors involved in project
implementation; and
(iii) Consultations and awareness-raising campaign for GBV prevention in project kebeles, working
with local officials, non-governmental organizations (NGOs) and schools.

3.4.4 Cross cutting Gender Involvement

During the planning, implementation, monitoring and evaluation phases of the project and across the
components, the following points are to be focused upon:

(i) Ensuring that 50% of both Female Headed Households (FHH) and women in Male Headed
Households (WiMHHs) are involve in community planning through arranging convenient time and
distance for them and women separate meetings based on their culture, and controlling of male
dominance;
(ii) Ensuring that a minimum of 40% women membership, and 30% women leadership in DRDIP
community committee to enhance women’s decision making independently and jointly to manage
local developments by providing trainings to women leaders, separate focus group discussions for
women, including women as role models in project teams;
(iii) Ensuring the gender sensitivity of all activities and subproject design and construction;
(iv) Encouraging women and youth participation in NRM activities through practicing affirmative
action for women;
(v) In order to enhance participation of women in the project intervention, energy and time saving
technologies will be introduced and provided to the targeted WiMHH and FH;
(vi) In agricultural technology demonstrations, the project will rely on a combination of women only
and mixed group approaches involving both spouses and FHH. It will also strengthen extension
services on small ruminant animal and homestead agricultural production which address the needs of
female farmers/pastoralists;
(vii) In WiMHHs and FHHs, youth are identified as vulnerable groups in the project. Hence, to
improve their economic status; priority will be given to women on non-traditional livelihood
programs;
(viii) Supporting awareness creation trainings, consultation meetings on gender mainstreaming,
GBV/SEA/SH, and HIV/AIDs for all project workers and stakeholders at all levels;

16
(ix) Ensuring that planning and reporting shall be gender disaggregated; and
(x) Using gender indicators in monitoring and evaluation.

3.4.5 Monitoring Gender Targets across Components

The project will monitor the following indicators across project components to ensure women’s
leadership, economic empowerment and prevention and response to GBV as summarized in Table 3.
2.

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 Table-3.2: Monitoring Closure of Gender Gaps, Success of Actions and Gender Indicators
Gender Gaps Gender-targeted Actions Indicators
Gender-based Under Component 3(b) x 70% target for women
disparities in x Prioritize women beneficiaries for livelihoods support. beneficiaries for non-traditional
access to secure, x Infrastructure support reduces time spent accessing livelihood support (up from
sustainable services, freeing up women to pursue livelihood. 64% in Phase I).
livelihoods x Access to renewable energy reduces time spent
fetching firewood, freeing up time to pursue livelihood.
Low Under subcomponent 1(c): new activities in Phase II x 40% target for women’s
representation and x Training program for 12,000 women to support female representation in community
influence of leadership in project community committees. committees (up from 37% in
women on local x Community outreach to promote women’s voice and Phase I).
decision-making leadership in decision-making at the community level. x 30% target for women’s
bodies leadership in local committees
(new in Phase II).
x 12,000 women to be trained in
female-only leadership program.
High incidence of Under Component 1: new activities in Phase II x Community planning
GBV and lack of x Appoint and train 120 GBV focal persons committees and project
access to quality x GBV training for project staff, officials, and contractors implementers connected with
services to respond x GBV awareness-raising and prevention campaigns, referral pathways for GBV
to the needs of working with NGOs, officials and schools survivors via other WB
GBV survivors x Connect project implementing agencies with referral operations
pathways for survivor-centered services x Design of supportive
x Safety audits/consultations with women to inform infrastructure informed by
design and placement of infrastructure consultations with women or
Under subcomponent 2(b) women’s groups
x Focus on renewable energy sources to decrease x Number of women with access
dependence on firewood to renewable energy sources

3.4.6 Implementation Arrangement

Activities will be overseen by a dedicated gender specialist in the Federal Project Coordination Unit
(FPCU) and assessed at mid-term through an independent gender audit. The gender audit will be
conducted by a firm to assess compliance with gender-related targets and the effectiveness of project
activities to strengthen women’s leadership and address gender gaps.

3.5 Social Cohesion and Inclusion

The objective of DRDIP investments in social services and environmental management is to address
host community concerns over the impact of the refugee presence, in part to contribute to improving
attitudes towards refugees. The component will continue the approach and lessons learnt from Phase
I to give more prominence to cohesion and inclusion. While DRDIP II directly supports refugees,
greater efforts will be made to promote constructive partnerships between refugees and host
communities. The component aims to manage perceptions of inequity that can arise in contexts of
forced displacement.

3.5.1 Sub-component Activities

This sub-component will finance activities to enhance social cohesion between refugees and local
residents, including: (a) organizing and facilitating coordination platforms; (b) capacity-building on
conflict management for local leaders (refugees, host communities and local authorities); and (c)
support for psychosocial programs, including individual, family and group-based interventions.

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3.5.2 Implementation Arrangement
In general, the implementation of this sub-component will be supported technically by the respective
woreda and regional sector Bureaus, Offices with collaboration of RRS and project coordination units
at all levels. Implementing actors will collaborate in organizing different events that support
improvement of cohesion between the two communities.

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 4. SUSTAINABLE ENVIRONMENTAL MANAGEMENT COMPONENT
The project target areas are characterized by erratic rainfall and environmental fragility, compounded
by climate change and impacts of the refugee presence. The majority of refugee camps lack electricity
connection and refugees collect wood for light, cooking, heat and construction. The sustainable
environmental management component is to address these issues and the negative impact of the
refugee presence on natural resources in the hosting areas.

4.1 Objectives
The objective of this component is to ensure that environmental and natural resources are carefully
and sustainably managed to support current and future needs and livelihoods of the project
beneficiaries. The component will support the implementation of supply and demand side
interventions through using Community Driven Development/Community Based Participatory
Watershed Development Guideline (CDD/CBPWDG) approach. In a similar manner, the updating of
Community Based Participatory Watershed and Rangeland Development Guideline is in progress. As
soon as it is finalized and approved, it will be used as a guideline by the project. Supply-side
interventions will support enhanced and sustainable environmental and ecosystem services, including
integrated natural resources management. Demand-side interventions include the supply of
alternative energy sources, which aim to reduce the unsustainable exploitation of natural resources,
including mitigation of risks and other challenges faced by crisis-affected households (refugee & host)
. The demand-side interventions also aim to address gender and vulnerable group issues by reducing
drudgery (time and energy spent on collecting fuel wood), exposure to risks and violence as well as
improving health and indoor air pollution through the use of cleaner fuels and fuel saving cooking
technologies. The expected outcomes of the component will be increased agricultural production &
productivity and minimized environmental degradation through different conservation and
rehabilitation strategies. The component includes two sub-components:
(i) Sub-component 2(a): Integrated Natural Resources Management; and
(ii) Sub-component 2(b): Promote efficient and alternative Energy Sources.

4.2 Integrated Natural Resources Management

The objective of this sub-component is to enhance the productivity of environmental and natural
resources, including minimizing the degradation of ecosystems i.e., forest, range land and agricultural
lands. Key activities to be supported include the implementation of a set of environmental measures
required for the rehabilitation of degraded lands through the adoption of suitable physical and
biological soil and water conservation measures on individual and communal lands. Community
watersheds are selected by the engagement of the entire community. Interventions are planned and
implemented by community at watershed level. The main focus of the sub-component is adopting and
scaling up of best-fitting sustainable soil and water conservation technologies for refugee and host
communities in selected camps and watersheds of the project intervention area. It is to be achieved
through the introduction and financing of demand-driven and achievable activities of soil and water
conservation in selected camps and their surroundings and in existing and newly delineated
watersheds. The type of activities will include afforestation/reforestation, biodiversity conservation
and protection of ecologically critical ecosystems. This sub-component also contributes to reducing
Green House Gas (GHG) emissions at the watershed level and enhancing productivity through the
promotion and adoption of low-carbon, climate-smart technologies and practices.

4.2.1 Watershed
A watershed is defined as any surface area from which runoff resulting from rainfall is collected and
drained through a common confluence point. The term is synonymous with a drainage basin or
catchment area. Hydro-logically, a watershed could be defined as an area from which the runoff drains
through a particular point in the drainage system. It includes all the natural resources in a basin,

20
especially water, soil, and vegetative factors. At the socio-economic level a watershed includes people,
the farming system (including livestock) and interactions with land resources, coping strategies, social
and economic activities and cultural aspects.

4.2.2 Participatory Watershed Development

Participatory Watershed Development (PWD) can be defined as “the rational and socially acceptable
utilization of all the natural resources in a manner that achieves the optimum production required to
fulfil the present needs with minimal degradation of natural resources, including land, water, and all
other elements of the environment.”

It clearly recognizes the people’s needs and aspirations drive the planning process and must therefore
be emphasized, and the water supply and management initiatives must consider the whole watershed
as well as the people living within it as a planning unit. Local farmers, other land users and the wider
community who depend on the land must be involved from the very beginning of the planning process
since they must live with the end results. It is essential therefore to emphasize that the adequacy of
planning depends on the human element and not only on the physical or technical aspects. Planning
must start, therefore, with the people living on and depending on the land and as a result they can
have strong sense of ownership to ensure a successful watershed development.

The PWD process recognizes: (a) that as the inhabitants of a watershed depend on it for their
livelihoods and survival, they in turn shall be responsible for the proper or improper use of the
resource; and (b) that the key to success in achieving sustainable use of land and water resources is
the full engagement and participation of men and women in the proposed intervention area in the
selection of the various technologies to be applied within the watershed area. This includes land
improvements, rehabilitation, and other technical works as well as measures intended to improve
incomes and welfare of the people.

The PWD process also must include substantial consultations with the “target population” before the
preparation of detailed project proposals. To make it effective, a mechanism for establishing priorities
and making decisions at the local level must be require. People also need to be informed about
available alternatives and to feel that their concerns are being addressed. To ensure satisfactory
results this initial consultation and planning process must also incorporate a system of monitoring and
evaluation to follow and measure progress made on joint decisions, and to make changes if necessary.
Without the effective establishment of PWD process, it is impossible to bring holistic development
sustainability. The concept of PWD and management emphasizes a multidisciplinary and multi-
institutional approach for multiple interventions. Participatory watershed development is also
intended to generate greater cohesion within the society and enable its poorest members to benefit
from the various assets created and eventually to overcome their food insecurity.

4.2.3 Main Principles taken to account during implementation

(a) Participatory:
Watershed communities (Refugee and host) need to be involved in all stages of planning,
implementation and management of watershed development activities. It is a continuous process and
not a one-time exercise.
(b) Gender sensitive
Women are the most affected by environmental challenges; for example, they need to walk long hours
to fetch increasingly scarce water, firewood and animal dung in addition to attending livestock, to
name a few. Their involvement in watershed development planning, implementation and
management is key to ensuring that they benefit equally from the various measures.

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(c) Building upon local experience, strengths and what works
Local knowledge is essential to improve existing technologies, to adapt new ones and to manage
natural resources and other measures once they are introduced and established. Best practices shall
be identified and disseminated.
(d) Realistic, integrated, productive and manageable
Watershed development planning shall be realistic, based upon local capacity, locally available
resources and other forms of government and partner support. Integrated conservation and
development of the natural resources base is the guiding principle for watershed development
together with the optimum use of social resources. To the extent possible watershed development
activities shall provide tangible and quick benefits to households. This is possible to achieve if
measures are designed to accommodate both production and conservation requirements. Some
measures, however, need some time before the full benefits can be achieved. In this case, the
combination of measures with short-and longer-term benefits is essential. This can be achieved if
quality criteria and integration aspects of the interventions are met.
(e) Watershed logic and potential respected:
Adoption of ridge to valley approach, of manageable size, and focused on interactions between land
uses and their capability. Simple descriptions of land use and features help to identify suitable ranges
of technical options to optimize existing land use or improvements responding to both biophysical and
social requirements. Due emphasis shall be placed on activities that enhance production by optimizing
productivity per unit area, per unit time, or per unit of water for both land owners and landless
families. Emphasis shall be given to the role that the quality of physical structures, vegetative cover
and biological measures plays in achieving this. The reclamation and rehabilitation of degraded and
marginal lands, including gullies, will be promoted as a major activity in most of these areas through
application of alternative and productive land-use systems. In semi-arid and arid areas, specific
attention will be given to in situ and off-site water harvesting. For purely pastoral areas broad
watershed units shall be delineated within which specific and appropriate interventions might be
applied.
(f) Environmental and Social Sustainability
Watershed management activities shall be designed according to the required environmental and
social sustainability standards and shall incorporate mitigation measures and a designated budget to
offset any potential negative impacts to meet the required standards.
(g) Climate Smart
The approaches and technologies to be pursued shall be environmentally friendly and be able to
sequester carbon (reduce greenhouse gas emission) at the same time as increasing the resilience of
communities to weather extremes associated with climate change.
(h) The need for flexibility at different levels
Flexibility and the ability to adjust to prevailing local conditions (topography, climate, vegetation
biomass and social situations) are key criteria for project design and management under PWD.
Flexibility is needed during the selection of community watersheds, their size (whether they are
slightly smaller or larger than the ranges indicated) and clustering and during the steps of the
procedures. Similarly, flexibility is essential when considering the choice and design of measures
within the agreed criteria of quality and integration. In pastoral areas, flexibility in applying the
planning unit consists mainly in adjusting to settlement patterns, grazing routs, water resources, etc.
There is no exact definition of a “watershed approach” to planning, rather it is a social construct
agreed to by the people living in that watershed. The process is not rigid or cast in stone.
(i) Integrate discipline and approaches within the camp or watershed:
Communities (refugee and host) living in a specific camp or watershed could face manifold
vulnerabilities that have various underlying causes. Addressing these effectively requires a
combination of disciplines to analyse risks at all levels and draw up plans and implement them. These
disciplines could cover different sectors such as natural resource management, health, agriculture,
water, education, infrastructure, disaster risk reduction, climate change adaptation, and even disaster

22
response. Efforts shall be made at the watershed level to bring these sectors (different stakeholders)
together and ensure their complementarity for better results.
(j) Community self-management
The betterment of the community (refugee and hosts) is determined by its resources and its
knowledge, and whether it can organize itself to mobilize local resources equitably. Empowerment
and the creation of local ownership are essential for communities to be in the driving seat of their
development within a camp and watershed.
(k) Livelihood focused
When a watershed is affected, it has a direct impact on the livelihoods of a significant number of
communities (refugee and host). Effective watershed management practice is the one which puts
communities’ livelihood at the centre of its focus and shows a clear links between the watershed
interventions with the livelihood benefits it would generate to the community. This could also use to
mobilize the community better.
4.2.4 Size of the Watershed
A watershed may be only a few hectares constituting the drainage area needed for filling small ponds
or, in the case of rivers; it may cover hundreds of square kilometres. The size of the watershed shall
be based on the land-based needs of the community or communities depending on it (i.e., for
intensive or extensive crop production or grazing). This enables the definition of a suitable watershed
size for effective planning for conservation and maximum production. It also provides the basis for
efficient management of watershed resources by defining an appropriate unit size that ensures the
resources are managed and handled effectively, collectively and simultaneously.

The average size of the community /micro watershed for the mixed farming communities shall be
assumed to be about 500 ha with some variations depending on practical considerations. Some
exceptions are to be anticipated above this, particularly in drier areas where villages are scattered
within larger watershed units and where natural resource development is possible only if larger units
are considered. In this case, however, sub-watershed units shall be identified and prioritized for
orderly implementation of interventions. For pastoral areas, however, the size can be adjusted
according to community needs within the Kebele. As the community and its surroundings is the
decision-making unit for any watershed, this is of necessity as a starting point for planning. Within the
size range suggested above, a watershed will be then selected as much as possible to:
(i) Include the community or most parts of a community comprising the smallest unit available `gott’,
`genda’, `kushet’, and others). One kebele may thus have several watershed plans;
(ii) Include more than one community where the interactions between two or more communities
are closely linked to the watershed they share; and
(iii) Include only a portion of a community where it is widely scattered and where there are two or
more community watersheds being occupied by the community. In this case, several community
watershed plans can be developed and linked one to the other;
(iv) In cases where a community watershed falls within two or more kebeles, the planning and
implementation shall be executed with a collaborative effort of the concerned bodies of the respective
Kebeles. This also applies for watersheds which crosses woredas boundaries.

4.2.5 Planning Methodology

Planning at community watershed level should be inclusive and holistic. All implementing actors; such
as the entire community, farmers/pastoralists who have and have not land, different stakeholders
who have direct and indirect linkage and NGOs. Agricultural sector at all level coordinate the planning
and implementation process. On top of that, all steps and procedures that were indicated in the
Community Based Participatory Watershed Development Guidelines (CBPWDG) could be referred to
and applied at the time of planning and technology selection. These guidelines will be accessible at all
implementing sectors. A separate Integrated Natural Resources Management Operational Manual will
be prepared by the project at the federal level. Referring the guideline/operational manual has its own

23
significant importance. For instance, the best-fitting technologies for highland areas may not be
appropriate for lowland areas and vice versa. Therefore, at the time of best-fitting technology
selection and planning process, all project intervention regions shall consider the local conditions and
full participation/consultation of host and refugee communities. Proper planning depends on
community demand and the available potential of local resources and in most cases, it shall start from
the bottom. Local farmers/pastoralists and all concerned (refugee and host) communities must be
involved from the very beginning of the planning process since they are the ones that will live with its
results. In Community Based Participatory Watershed and Rangeland Development approach, the role
of women in planning, implementation and M&E must be emphasized.

Participatory Watershed Development Planning (PWDP) is also an essential planning tool for areas
frequently affected by droughts and food insecurity. In this manner, the refugee and host community
households can be assisted by DRDIP ΙΙ while contributing to the development of their
surrounding/areas. Therefore, in each of refugee hosting camps and woreda/kebeles suitable and area
specific integrated interventions shall be:
(i) Identified based on the particular agro-ecological conditions (topography, rainfall patterns,
existing degradation levels, etc.);
(ii) Included in the plans of the woredas following integrated natural resource management
logic/principle;
(iii) Developed through a highly participatory process including opportunities for the entire refugee
and host communities to provide their views and to act as a main stake holder in the planning process;
(iv) Utilizing the procedures and principles of Community Based Participatory Watershed and
Rangeland Development Guideline is possible when it becomes finalized and published by the Ministry
of Agriculture; and
(v) The operational details for the planning, design, implementation and Operation & Maintenance
(OM) of the watershed plans shall follow bottom-up approach.

4.2.6 Watershed Protection Measures

Therefore, the objective of this sub-component is to stabilize hillsides, degraded communal lands and
gullies through specific, locally appropriate, physical and biological conservation measures. Degraded
communal lands and hillsides (cultivated or uncultivated) would be treated through a broad range of
management practices and technologies that have proven to be financially, ecologically, and socially
viable under local conditions. These would include the following measures: Bench terracing, hillside
terracing, soil bunds, `fanajuu’ bunds, stone bunds, water spread weir, artificial waterways, cut-off
drains, check dams (gully control/ rehabilitation), trenching interventions, groundwater recharge
interventions, bunds stabilization, planting of multi-purpose perennial trees, shrubs and grasses, area
closure, reforestation and afforestation etc. To implement the above interventions, existing
watersheds where activities are not finalized; newly delineated watersheds; and degraded lands to be
treated under area closure and tree plantation will be considered.

This sub-component mainly focuses on the implementation of a set of environmental protection

measures required to rehabilitate degraded lands by addressing the main causes of degradation like
overgrazing, runoff, gully formation and expansion, deforestation, forest fire, etc. in individual and
communal lands. The aim is to stabilize degraded areas, especially the steep slope areas in order to
maximize their ecological services and productivity.

This sub component mainly focuses on the implementation of a set of environmental protection
measures required to rehabilitate degraded lands through addressing the main causes of degradation
like overgrazing, runoff, gully formation and expansion, deforestation, forest fire in individual and
communal lands. The aim is to stabilize degraded areas, especially the steep slope areas of the project
intervention camp areas and watersheds, in order to maximize their ecological services and

24
productivity. Generally, all implemented soil and water conservation activities should be considered
climate smart issues and assured to be compatible with the environment.

Since the downstream interventions (physical and biological measures) require the treatment of the
upper watershed to sustain the structures and improve the livelihood of the beneficiaries, the project
shall provide maximum attention to commence the soil and water conservation measures from the
upstream. Through experience learnt, resource management practices in upstream areas can have
both beneficial and adverse effects on downstream communities. Good catchment management
practices upstream can provide better opportunities for downstream communities. For example, a
clean and sustainable water supply for irrigation. In contrast, poor catchment management practices
may not only degrade upstream environmental conditions, but will also limit the opportunities
downstream. Hence, users in downstream areas often have great concerns about upstream land use
and water management practices. There is a general consensus that these issues are best addressed
using CBPWD approach, which promotes the coordinated development and management of water,
land, and related resources. CBPWD approach provides a basis for developing cooperation between
the upstream and downstream interests, including systems to compensate upstream users for actions
to benefit downstream communities.

Initially, the project needs to focus on orienting and training farmers/pastoralists (refugee and host)
communities on the importance of land management and soil conservation to bring about attitudinal
and behavioural changes, and proceed with participatory planning as per CBPWDG to commence
various land management through applying suitable soil and water conservation activities.

4.2.7 Implementation Arrangement

The beneficiary community (Refugee and host) may establish/strength various level watershed teams
like at (camp administration, Woreda, Kebele administration and community) levels. The organized
watershed team at various settings will agree on the planning, implementing and monitoring of
various interventions. The Development Agents (DA6) take a lion share in supporting and assisting of
various level established/strengthen watershed themes. The relevant experts/persons shall be
assigned in the members of watershed team specifically at woreda, camp administration, Kebele
administration and community/micro watershed levels. The roles and responsibilities of established/
strengthen watershed teams at various level will be elaborated in the subcomponent operational
manual.

4.2.8 Support to existing nurseries

To support the existing nursery sites, the gap of proposed nurseries shall be assessed and identified.
Then based on the identified gaps the project (DRDIP ΙΙ) shall allocate budget to provide required
nursery site inputs. For instance, the gap of the nurseries will be forest seeds, nursery site
equipment’s, etc. Finally, after fulfilling all these preconditions, vigorous and quality forest/tree
seedlings will be produced by Woreda agricultural office and based on already prepared plantation
site in the community/micro watersheds, degraded areas where within and around refugee camps
etc., plantation and other seedling management activities will be undertaken.

4.2.9 Community Participation (refugee and host)

In DRDIP ΙΙ, both refugees and host community members have equal access to participate in different
participatory watershed development plans, as well as implementation and monitoring systems.
Environmental degradation in the project area may affect the host and refugee communities equally
and its improvement also can support them with many aspects. Therefore, the integrated
participation of refugee and host communities in environmental rehabilitation and conservation

6
DA is an Agricultural Expert at kebele level assigned to provide technical support for farmers/pastoralists.

25
activities is crucial for a holistic and participatory Watershed Development. Therefore, they shall be
involved in soil and water conservation works. The soil and water conservation works shall consider
gender sensitivity issues in such a way that, women able to participate in light works that can reduce
women’s regular work burden. To accommodate the needs of women in soil and water conservation
works, as much as possible they shall get the privilege of late arrival and early departure and Women’s
workload shall also reduce by 50% that of men.

4.2.10 Selection of participants for soil and water conservation Works

The participant selection and refuge inclusion criteria for soil and water conservation works shall
take into account:
(i) Participants, either host community or refugee, will be selected by the entire community
(ii) Any participants either refugee or host according to his/ her willingness can have the access
of equal selection;
(iii) Any family either refugee or host according to his/ her willingness can have the access of
equal selection;
(iv) The inclusion of refugee in soil and water conservation works may undertake one of the
following approaches:
x They can do around and within their camp, if the potential of degraded areas is available
there;
x They can do separately themselves in a given delineated watershed (only refugee approach);
x They can do in a given delineated watershed in such a way that either jointly with the host
community or separately themselves (mixed or separate approach);
x When they do outside their camp, their security issue and protection access must be
ensured to protect them from any harms

4.2.11 Incentive/ wage rate

Implementation of soil and water conservation activities will follow mobilization and participant
selection approach. Incentive will be paid as of DRDIP I. But due to the occurrence of market inflation
and price escalation the amount of incentive/wage rate will be increased. The exact amount of the
incentive/wage rate will be specified in the operational subcomponent manual and the experience of
other projects will be used as a reference.

4.2.12 Capacity building activities

Human and physical capacity building activities that enhance the implementation of integrated natural
resources management will be supported for both (refugee and host) communities. The project will
enhance the knowledge about watershed management amongst the community and it will also enable
them to employ ways and means to constantly improve their income levels by availing skill-based
training opportunities and technical assistance from experts. Besides this, experience sharing and
forest protection forums will be undertaken in areas where possible.

4.3 Promote Efficient & Alternative Energy Sources

4.3.1 Objective
The objective of this sub-component is to improve the refugee and host communities’ access to
alternative energy sources. It will support interventions that address energy requirements related to
domestic needs for cooking and lighting, social services such as schools and health services, and
productive activities, including lighting for small shops/businesses and small
manufacturing/processing. Household cooking energy needs, currently based on firewood and
charcoal.

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4.3.2 Activities
This will be supported by different alternative energy source inputs like improved cook stoves and
other relevant technologies with appropriate community consultations on the type of cooking or
baking and locally available firewood materials. Training will be provided for beneficiaries on the use
of alternative energy source technologies and on regular maintenance and repairs. Options for
attaining home and street lighting needs will include the support of solar lanterns/lamps. However,
connection to the grid (where possible) and off-grid decentralized energy supply will also be explored
for attaining these and other productive energy uses. On top of that, support to scale up use of
renewable energy technologies will be implemented through field days to demonstrate solar power
and clean cooking stoves to encourage people to purchase them with their own funds. The participant
selection undertaken by the entire community. It gives more emphasis for women household
beneficiaries in relation to reducing work burden and GBV risks during collection of fire wood. The
project will provide 13,650 households and local institutions (30 percent refugees and institutions in
refugee camps/sites) with energy-efficient and environmentally friendly energy sources as follows: (a)
clean cooking stoves; (b) solar systems for homes and public facilities (e.g., schools, health centres,
Farmer Training Centres); and (c) biogas plants.

4.3.3 Subprojects
The following points shall be considered when the sub project activities implemented:

(a) Generating demand and Adoption of Promoted technologies

As practiced in DRDIP Ι, scaling up of best technology will be implemented in DRDIP ΙΙ. Once the
alternative energy sources technologies are installed and operational, the project will arrange field
days to demonstrate their use and benefits to generate demand from refugees and hosts, contributing
to the establishment of sustainable markets for renewable energy. The project will target 27,300
households and institutions to adopt the technologies.

(b) Combination of Community demand and Market-driven Approaches

The project activities will also include:
(i) Outreach to private sector suppliers to connect them to last-mile clients; and
(ii) Establishing and/or strengthening small and microenterprises around energy supply in the
refugee-hosting areas.
(c) Enhance Women’s Participation
The project will empower women participation in this intervention, due to considering their close
attachment of work burden and other relevant issues.

(d) Reducing GBV risk and Decreasing Inter-community tensions

Dependence on scarce firewood for fuel is a source of tension between refugees and host
communities – providing alternative energy options can lessen this problem. It also reduces the time
women spend fetching wood, where they can be at threat of assault. The subcomponent will also
finance lighting of public spaces and streets in refugee camps and surrounding communities,
improving personal security.

4.3.4 Extended Impacts

The component is expected to generate far reaching other impacts which will include:
(i) Support to livelihoods by providing energy and lighting for households and enterprises to operate
for longer hours; and
(ii) Improved quality of public services by providing energy for schools, health facilities,
farmer/pastoralist training centres, etc. in and outside refugee camps and sites.

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 5. SUSTAINABLE LIVELIHOOD COMPONENT
In order to provide durable solutions for self-reliance of refugees as well as host community member,
it is critical to provide livelihood and economic opportunities. The project target areas pose several
challenges to further livelihood and economic opportunities:
(i) Remoteness of locations;
(ii) Low productivity in agriculture;
(iii) Poor market infrastructure;
(iv) Limited access to finance; and
(v) Weak business skills.

Adding on to the above, the situation is further acute for refugees:

(i) Lack of access to land;
(ii) Social impediments to self-reliance;
(iii) Culture of aid dependency; and
(iv) Less likely to gain employment.

5.1 Objectives
The objective of this component is to improve livelihoods and increase the incomes of host and
refugee communities. The component will support interventions aimed at improving the productivity
of traditional livelihoods, non-traditional livelihoods and development of small scale, micro and
household irrigation schemes.

5.2 Approaches
Market-oriented activities along key value chains will be organized around agriculture (crop, livestock
and fisheries) and non-farm activities (petty trade, textiles, pottery, carpentry, grain milling etc.).
Value chain studies will be carried out by Bureau of agriculture and job creation offices in the project
areas and existing studies will be compiled and utilized (including the study undertaken on non-farm
livelihood activities under DRDIP I by Samuel Hall) to identify and guide profitable opportunities for
investments. The main approaches to promote livelihood activities will include:

(i) Strengthen market linkages through enhanced private sector engagement. This will include
regular private sector dialogues in project woredas to strengthen the link between project activities
and market demand;
(ii) Improve linkages with financial institutions to address access to finance shortages;
(iii) Enhance technical assistance available to beneficiaries for business skills; and
(iv) Improve integration with the other DRDIP components, particularly by leveraging economic
infrastructure investments (markets, roads, storage, irrigation, etc.).

5.3 Activities
The project will target household’s active poor, based on willingness and their vulnerability. This will
be done through engaging women and other groups of communities who were marginalized from the
interventions. Traditional/on-farm livelihood will support increased production and productivity of
crops and livestock, extension service delivery and adoption of best practices and improved
technologies. Non-traditional/ Jobs and business development livelihoods will support income-
generating activities, which will be identified based on market assessment. Before engaging
communities on income generating activities potential markets will be assessed in order to give them
market opportunity to impart skills for increased employability, enterprise development and promote
other income generating activities. The activity will include strengthening existing Community Based
Organizations (CBOs) that are community groups established for discussing and solving social issues

28
in various aspects of development. The activity will also support formation of new CBOs
(CIGs/Enterprises, SACCOs, and primary cooperatives) under both host and refugee communities.

The project will also support small-scale, micro and household irrigation schemes to improving access
and efficient utilization of irrigation water and irrigated land area for host and refugee communities
and to increase production and productivity of crops which includes cereals, pulses and vegetables.

The engagement and participation of beneficiaries in component activities will be based on the types
of interventions they engage on and on the agro-ecology, business type, market access and irrigation
potential of the area. This component will follow a CDD approach with related interventions agreed in
Community Livelihood Plan (CLP) that is developed by beneficiary communities. The CLP will be based
on the CDP that is the frame work for both the CAP (that is a detailed action plan relating to the CIF)
and the CLP. The importance of seeking synergies between livelihood activities and the infrastructure
investment under component one is consolidated CDP and CAP.

5.4 Sub-Component-3(a): Traditional (on farm and off farm) Livelihoods

This subcomponent will focus on the support of extension services designed to improve production
practices through access to improved technologies and best practices, access to agricultural inputs
(improved seeds/seedlings, fertilizers, agrochemicals, poultry, heifer sheep/goat artificial
insemination inputs, liquid nitrogen and Semen etc) and capacity building (physical and human).

Specific technologies like crop, mechanization and livestock which increases production and
productivity of crop and livestock will be demonstrated to farmers and pastoralists, including refugees.
Implementation will follow the agro-ecological condition of the area and based on the technology
selection of beneficiary farmers/pastoralists/refugees. The project will support the provision of inputs,
training, conducting field days and experience-sharing visits.

5.4.1 Support to Extension Service Delivery

The project will rehabilitate and equip existing Farmers Training Centres/Pastoralist Training Centres
(FTCs/PTCs) in the project intervention kebeles at appropriate site. The appropriate site will be
selected based on FTC/PTC guideline which was prepared by Ministry of Agriculture. Moreover, based
on the identified gaps the project will support construction of new FTCs/PTCs up to 10% of the total
project target kebeles.

Demonstration of improved technologies (crop, livestock and natural resource) will be conducted on
FTCs/PTCs compounds based on the agro-ecology of the area. It will be performed with close technical
support of development agents and relevant sector experts The project will supply appropriate inputs
to conduct demonstrations. Implementation will be based on FTC/PTC guidelines of Ministry of
Agriculture (MoA) and based on the MoA updated extension strategy which comprises up dated
training modules. For the effective and efficient performance of the activities, beneficiary
farmers/pastoralists, Development Agents (DAs) and agricultural sectors staffs found at different level
are such as Woreda Agricultural Office (WAO), Regional Bureau of Agriculture (RBoA) and Ministry of
Agriculture (MoA) are responsible.

Technology demonstrations will be supported with provision of inputs, training and experience
sharing visits to create attitudinal change and encourage them to adopt improved practices and
technologies.

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5.4.2 Support to Crop Production
This will create access to improved technologies through availing of inputs for demonstrations,
support of horticultural nursery sites, strengthening regional institutions such as plant health clinics,
soil laboratories and others which contribute for crop production and productivity improvement.
Additionally, this will promote post-harvest technologies through the introduction of simple and
acceptable agricultural mechanizations, support to Community-Based Seed Multiplication (CBSD) and
support to Integrated Pest Management (IPM) practices to minimize crop loose due to pests and
diseases. For proper implementation beneficiary communities, DAs and experts at all level will be
capacitated through training.

In the intervention area of the project, the productivity of crops is very low. This is as compared to
high and mid altitude areas of the country where ample rain fall with good soil fertility is seen at the
same time due to limited utilization of improved seeds, agricultural inputs, lack of awareness and low
implementation of crop protection practices, lack of farm equipment, lack of post-harvest
technologies (mechanization), and market linkage. Regarding other areas of the country, they have
relatively good awareness of using technologies and practices. Therefore, the project will focus on the
gaps and provides its support accordingly.

5.4.3 Support Model Farmers/Pastoralists/Refugee Demonstrations

The approach of this intervention includes searching and availing improved innovative technologies
that are proven and released from research centres based on the agroecology that could address the
needs of beneficiary community (farmers/agro-pastoralists/pastoralists/refugees) including market
preference. Based on the agro ecological adaptation, improved varieties (Cereals, Pulses, Oil crops,
vegetables, and Fruits), agro chemicals and fertilizers will be provided to beneficiaries for their
demonstration. The beneficiaries who engaged on the demonstration will serve a model who can
teach fellow farmers/pastoralists and selected based on the extension guide line of the MoA who are
a model farmers/pastoralists to teach fellow farmers farmers/pastoralists and their performance of
managing their demonstrations. Ten model farmers/refugee from each intervention kebele/camp
will be selected for the demonstration each calendar year. The main implementers are MoA with their
respective Bureaus and Woreda offices of agriculture, developments agents and model
farmers/pastoralists. This is followed by field visits on model farmers/pastoralists/camps for other
follower beneficiaries and scaling up of improved technologies and practices to reach wider
beneficiary communities.

5.4.4 Supporting Horticultural Nurseries

The project will assist horticultural nursery sites for fruit and vegetable seedling production depending
on suitability of agro-ecological zones in the target kebeles/camps. Based on prior gap assessment,
the nurseries will be supplied basic tools such sickle, hoe, spade axle, ring water cane, water level,
seed, seedlings, polyethene tubes, forest soil, sand and others which are important to functionalize
the nursery sites. The activity is managed, monitored and technically backed by woreda agricultural
office and refugee camp management. The sector and refugee camp administration are also
responsible for seedling distribution to communities and recording of survival rate. The supported
government nursery site will benefit both host and refugee communities as appropriate. Nursery sites
should be on ideal places particularly in areas of water availability and accessibility for transportation
of seedlings to planting areas.

5.4.5 Community Based Seed Multiplication:

The project will support Community Based Crop/ Forage seed multiplication of improved varieties and
planting materials in response to alleviate input scarcity and to fulfil local demand designing of suitable
community-based seed multiplication intervention. To get improved seed/seedlings/forage for better
productivity, the project will provide improved initial seeds and other inputs to engage on the activity

30
the farmers/pastoralists should have a minimum of 0.5 hectare of land and also willingness. This will
be done through selecting and training farmers/pastoralists and organizing them on the bases of
cluster with a minimum of 12 farmers per one cluster each of them with 0.5 hectare of land. DAs and
Woreda experts are responsible for technical guidance and follow up while the beneficiaries conduct
seed multiplication activities. The beneficiaries will be willing to participate and to provide appropriate
land for seed multiplication, labour and materials to implement the activities. The main implementers
in these activities are RBoA, WoA, DA implementer farmers/pastoralists and FCA with their respective
Bureaus and Offices.

The responsibilities of various stakeholders in community seed/forage multiplication are:

(a) Bureau of Agriculture
x The Bureau will lead and technically support the community seed multiplication;
x Will devise the system of seed/forage multiplication;
x Will facilitate the source of certified seed, fertilizer and pesticide as an input for seed
multiplication;
x Will identify the potential seed multiplication areas;
x Provides trainings on seed multiplication for selected farmers/pastoralists;
x Will give frequent and close follow-up and technical support to community seed multiplication
groups; and
x Compile all multiplied improved seeds and share with those farmers who need to procure
improved seed.
(b) Cooperatives
x Will collect the multiplied improved seeds from multipliers and distribute to needy
farmers/pastoralists;
x Will provide improved seed warehouse to storage until dispatched;
x Will create market linkage and decide improved seed market price together with
farmers/pastoralists; and
x For those farmers who could not buy improved seed in cash they facilitate credit.
(c) Woreda Agricultural office
x Select eligible farmers for seed/forage multiplication;
x Organize farmers/pastoralists on cluster and commodity base;
x Support in selection of ideal site for seed/forage multiplication;
x Provide training for seed producing farmers/pastoralist in collaboration with other
stakeholders; and
x Provide technical support and follow-up.
(d) Development Agents
x Select farmers/pastoralists based on their willingness and availability of land not less than 0.5-
hectare pastoralist and organize them on cluster basis;
x Select ideal site for seed /forage multiplication and provide training with other stakeholders
(e) Farmers/Pastoralists have to:
x Have a minimum of 0.5 hectare;
x Organized on a cluster base, which includes a minimum of 12 farmers/pastoralists;
x Be willing to participate and prepare their land to multiply quality seeds with the advice of
development agents;
x Daily visit and follow-up of their land from disease, pest and foreign body;
x Support each other within their cluster from land preparation till threshing and storage of
improved seed/forage; and
x Frequently supervise and follow-up on the seed multiplication site from weed, disease, pests
and foreign body.

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5.4.6 Support to Integrated Pest Management
In the project implementation areas Integrated Pest Management (IPM) practices are limited. Capacity
has to be built for IPM through the mechanism of demonstrations and technical assistance provided
through skill trainings for farmers/pastoralists/refugees, DAs and subject matter specialists. Crop yield
losses are very high. This is as compared to other high land or mid altitude areas in the project area
thrre is conducive environment for recurrent crop pests and migratory pests. In view of this, the
project will also support existing plant health clinics to make them functional to perform their
intended purpose; this will be done based on prior gap assessment. To perform the activity, technical
training will be given to farmers/pastoralists/refugees, Development Agents and subject matter
specialists.
5.4.7 Support to Livestock and fishery Production and productivity enhancement
Key areas of intervention include breed improvement and forage development, apiculture and fishery.
, Implementation will focus on irrigated forage development by supplying forage seeds for
demonstration in the project areas. To improve livestock breeds of host communities and also if
refugee has livestock the project will support the provision of improved breeds (heifers, poultry and
breeding bulls), AI services, (liquid nitrogen and Semen) and equipment. The community provides
labour and materials to implement the activities. At the same time, the project will support the supply
of modern beehives, equipment, accessories, proper honey storage containers, fishing equipment, for
selected farmers/pastoralists/refugees and refugee in accessible and conducive areas based on their
willingness to engage on the demonstration. This will be performed based on the potential and
resource of the intervention area. Similarly animal laboratories will be capacitated based on their gap
assessment and equipped with appropriate equipment. Proper technical training will be provided for
beneficiary communities and experts at different levels. Experience sharing visits will also be
conducted to acquire more practical knowledge to speed up the implementation process.
5.4.8 Capacity Building support for CBOs
The project will provide capacity building training for CBOs working on traditional livelihood systems.
These may include conducting training for host and refugee communities carrying out various
agriculture, horticulture, fisheries and livestock activities and also for sector implementer specialists
at regional and woreda and kebele level.

5.5 Sub Component 3(b): Non-traditional (non-farm) Livelihoods and Business

Development
The project will support business skills development and access to finance to improve livelihood and
self-reliance, especially for female entrepreneurs and refugees. The proportion of women
entrepreneurs of all livelihood beneficiaries under the project is expected to rise to 45% and 70% in
traditional and non-traditional livelihood respectively.

5.5.1 Objectives
The objective of this sub-component is to improve the community’s livelihood through income
generating activities (IGAs), creating employment opportunities, and building self-reliance. The
support will include building strong community institutions, providing skills trainings and capacity
buildings, on non-traditional livelihood activities and regular technical and business advisory support
and follow up.

5.5.2 Activities
The sub-component will implement the following activities:
(i) Support new and existing groups–farmer/pastoral organizations, cooperatives, Savings and Credit
Cooperatives (SACCOs) and Common Interest Groups/Enterprises.
(ii) The CBOs will be encouraged to practice regular meetings, savings, inter-loaning and timely
repayment;

32
(iii) The project will support human resource capacity (experience and knowledge sharing visits,
identification and compilation of best practices and consultation workshops) and physical capacity
development (office materials, furniture, etc.);
(iv) Training will be based on CIG Handbook prepared during Phase I, which cover business theory and
practice, plus existing government manuals on value chain development and marketing; with capacity-
building on savings, financial literacy, business planning and book-keeping;
(v) After CBOs fulfil the necessary requirements, including saving mobilization from members and
preparation of a viable business plan, the project will provide a matching grant for each eligible group
as defined below, (currently up to US$ 6,000) to pursue activities aligned with local market demand
and livelihood potential.
5.5.3 Approach to support CIGs/Enterprises
To improve the livelihoods of the communities, the approach to be followed to identify Income
generating activities are:
(i) Consultation—to identify investment and IGA opportunities appropriate for the project
beneficiaries by building on local knowledge, experience and available technologies;
(ii) Livelihood Zone Approach— in order to be relevant, the identification of opportunities needs to
be based on livelihood potential of the area;
(iii) Simplicity of Business Plans—these shall be easily understandable, demand driven and based on
beneficiaries’ technical capacity, market opportunities and appropriate choice of technologies and
sustainability;
5.5.4 Criteria for group selection
Community-led participatory criteria will be used for group selection. Priority will be given to women,
youth and other vulnerable groups, including GBV survivors. Among youth, priority will be given to
those who have an existing business and who are interested in expanding it or those who are
interested in starting new business with the ability and willingness undertake and manage the
livelihood activities. While selecting youth beneficiaries, priority will be given to women beneficiaries
and those who are members of village/local saving groups and the like. Phase I has already prioritized
women entrepreneurs, with 64 percent of all non-traditional livelihood beneficiaries and Phase II will
increase this to 70 percent

This subcomponent focuses more on refugee communities. The beneficiaries will be selected and two
type of group will be established:
(i) Joint CIG group/Enterprise that will be established between refugees and host communities; and
(ii) CIG group/Enterprise will be established only by refugees.

The joint CIG group/Enterprises can start businesses by obtaining residence permit without need for
a work permit. In the case of new refugees groups established without the involvement of host
communities, they will start their business upon obtaining the appropriate license from the relevant
licensing bodies in accordance with applicable national laws. Based on non-traditional livelihood
manual (hand book), selection of the existing group, new group members and implementation of
activities will be undertaken.

5.5.5 Support to Input Supply

In order to access agricultural inputs, individually the beneficiaries are travelling long distance and are
losing their money, time and labour and this affected their livelihoods improvement. To address these
problems the project will support primary cooperatives in strengthening their capacity through
trainings, experience sharing visits, provide necessary office materials, equipment and matching
grants. The range of services provided to cooperatives will include input and output marketing.

33
This support is expected to to create improved access to sufficient quantity and quality of
agricultural inputs, consumable goods, services and market access for their products through
cooperatives.
5.5.6 Support to Market Access
Market access is constrained due to limited infrastructure, poor value chain activities, market linkage
and limited credit availability. Communities in the project areas have been facing different challenges
such as: lack of regulated market centres, lack of market information, lack of market linkage and lack
of credit facilities to access input, produce and sell their products. To overcome these problems, the
project will implement:
(i) Market assessment studies will be conducted or existing studies compiled and utilized to identify
potential markets for local products;
(ii) Value chain activities will be under taken; and
(iii) Marketing information system will be strengthened in collaboration with implementing
agencies.

5.5.7 Access to Credit

As it is known the project intervention areas are found in peripheral parts of the country with poor
infrastructure and weak institutional capacities. In most project Woredas and kebeles there are no
financial institutions like banks, insurance companies, etc. and the target groups have limited access
to credit and saving services to improve their livelihoods
To overcome these problems the project will create strong rural financial institutions that provide
credit and saving service for the target groups. The main activities are:
(i) Strengthening and establishment of RuSaCCOs/USaCCOs; and
(ii) Creating linkage with micro finance institutions.

The main implementers in these activities are MoA & FCC with their respective Bureaus and Offices at
all levels.

5.5.8 CBO capacity-building

The sub-component will support new and existing group farmer/pastoral organizations, cooperatives,
Savings and Credit Cooperatives (SACCOs) and Common Interest Groups/Enterprises with capacity-
building on savings, financial literacy, business planning and bookkeeping. The CBOs will be
encouraged to practice regular meetings, savings, inter-loaning and timely repayment. The project will
support human resource capacity (Group Management, Enterprise Selection, livelihood business plans
preparation, procurement management, technical skills, experience and knowledge sharing visits,
identification and compilation of best practices and consultation workshops) and physical capacity
development (office materials, furniture, etc.). Training for CIGs will be based on modules prepared
during Phase I & updated in Phase II, which cover business theory and practice, plus existing
government manuals on value chain development and marketing. For SACCOs & primary
cooperatives, training will be given based on cooperative guide lines. Upon fulfilling the necessary
requirements, including saving mobilization from members and preparation of a viable business plan,
the project will provide a matching grant for each eligible group to pursue activities aligned with local
market demand and livelihood potential.

5.5.9 Providing Business Matching Grant

Based on the minimum requirements, that set on the CIGs Handbooks, met by CIGs/Enterprises and
based on the type of business the project will provide a matching grant up to US$6000 per group.
Based on the type of business, 50% of the total cost will be channelled at the beginning of the business
and the remaining 50% will be disbursed based on performance (this will be evaluated against the
principle set on the Handbook). However, in case of some businesses that require more money to

34
start businesses a matching grant will be dispersed at once. The beneficiaries are expected to
contribute in accordance with the rural job opportunity creation guideline.
The project also will provide a matching grant up to US$6000 for each SACCOs and for primary
cooperatives. The SACCOs and primary cooperatives shall have legal entity certification and the
project woreda shall have assigned cooperative auditor and cooperative promoter/organizer to
quality for this matching grant. The main implementers in these activities are the Federal Cooperative
Commission (FCC) and MoA with their respective Bureaus and Offices at all levels.

CIGs/Enterprises will be supported to establish primary cooperatives to undertake wider and stronger
collective action on behalf of members and provide them with a range of services, including input and
output marketing and financial services. They could form a multi-purpose or commodity-specific
cooperative society or a primary Savings and Credit Cooperatives (SACCOs) society to address
important social, economic, or financial needs.

5.6 Sub component 3(c): Small-scale, Micro and Household Irrigation Schemes
Because the target areas are vulnerable to drought exacerbated by impacts of climate change, the
project will fund small-scale irrigation schemes.

5.6.1 Objectives
The main objective of this sub-component is to increase access to efficient utilization of irrigation
water and irrigated land area for host and refugee communities. Additionally, this sub-component will
enhance irrigation water use and management, thereby increasing production and productivity. In
addition to increasing agricultural productivity, the sub component will also aim to enhance water use
efficiency.

5.6.2 Farmer-led Irrigation Development

In areas where water is accessible and the topography allows for simple, low-cost technologies to be
used, the project will support small holder farmers to initiate irrigation through farmer-led irrigation
development (FLID). It will also support expansion of irrigation through public interventions to make
simple, low-cost micro-scale irrigation technology accessible and affordable. FLID typically involves
micro or household irrigation schemes with less than 10 hectares of land.

5.6.3 Activities
The sub-component will support to develop 5,000 ha over the project period through new
construction, expansion, improvement or upgrading and/or rehabilitation of the existing Small-Scale
Irrigation (SSI) micro and household irrigation schemes where technically feasible, economically
viable, socially acceptable and environmentally friendly. To achieve the intended objective, the
following major interventions will be financed by the project:
(i) Upgrading, Improving/ Rehabilitation Existing Small-Scale Irrigation Schemes;
(ii) Upgrading and Rehabilitation of Micro and Household Irrigation Schemes; and
(iii) Construction of New Small Scale, Micro and Household Irrigation Schemes.

In addition to this, the project will facilitate Irrigation Water Users Associations (IWUAs) to be
established/strengthened and provide capacity building trainings. Similarly, training will be provided
for farmers/pastoralists/agro-pastoralists who will participate in irrigation development.

Priority will be given to the SSI systems, with strong community demand, the highest possible number
of women farmers/pastoralists will be benefitted from the irrigation development at SSI and MHIS
and HHIS level.

35
5.6.4 Standard Definitions
This is crucial for illustrative institutional responsibilities and accountabilities at each level based on
their mandates. Hence, for clear understanding and accountability during implementation, the
following terminologies shall apply:
(i) Small-scale Irrigation (SSI) Systems
This “small-scale” refers not so much to the physical size of the command area of the irrigation system,
or farm plot (although these are generally small), but rather to the fact that the plots and the irrigation
schemes (where a scheme is present) are managed and owned by the farmers themselves. Therefore,
the term small-scale irrigation (SSI) systems refer to a wide range of approaches and techniques for
catching, storing and using rainfall at or near the place where it falls (usually called rainwater
harvesting); river flood flow storing using small dams(up to 15m height); diverting flowing water by
gravity usually using diversion weirs (concrete or masonry), or simple diversion structures
(stone/earth/brushwood structures), intake structures, run-of-river or spate irrigation systems,
lifting/diverting surface water or ground water by human or motor power (lift irrigation), conveying
water by canal or pipe, and applying water to land by controlled or uncontrolled flooding (gravity),
overhead sprinklers (pressurized), or low pressure drip irrigation;
(ii) Revitalization
Revitalization is an all-embracing approach, including the development of both hard ware (physical
investment) and software (social investment) aspects that provide complex systems to use irrigation
water. It refers to the re-design and restoration/reconstruction of existing infrastructure components
and also comprises engagement with the organizational and social dynamics of water allocation and
distribution, the agricultural production system, human capital development and empowerment,
finances, business strategy development and marketing;
(iii) Hardware
It refers to physical infrastructures developed/installed in an irrigation system for the purpose of
facilitating availability of irrigation water from a water source for crop production. In a gravity flow
irrigation system these include abstraction structures, conveyance structures, distribution structures,
drainage structures and on-farm service roads. It also refers to stationary or movable facilities
employed for supply of irrigation water in pressurized irrigation systems;
(iv) Software
It refers to the non-tangible aspects of an irrigation system such as irrigator(s), organizations,
institutions, management, by-laws, and Capacity Development (trainings);
(v) Rehabilitation
Rehabilitation is mainly the restoration of physical structures to original design and specifications and
it then includes engineering- centred re-construction of dilapidated infrastructure and is focused
primarily on securing the water supply by repairing the irrigation abstraction, conveyance and
distribution and application system. It mainly involves the rebuilding/restoration of non-
functional/damaged structures of existing SSI subprojects to regain the services as per prior design;
(vi) Repair
It means major maintenance, fixing damage or deterioration of headwork and irrigation structures
that is beyond the beneficiary capacity
(vii) Expansion/Extension
It includes expanding the command area through redesigning for provision of additional structures
such as improvement of heads works, extension of canal networks, night storage, etc. on existing SSI
subprojects;
(viii) Upgrading
It includes replacing traditional irrigation structures with modern structures to improve the durability
of the structure, improve conveyance efficiency and hence increase the command area or improve
the reliability, equity and adequacy of water delivery;

36
(ix) Improvement
It includes redesigning and reconstructing of structures (with new works being constructed or design
changes made to improve and modernize the irrigation systems (head works, off-farm and/or on-farm
such as canal lining, construction of crossing structures, etc.) in order to improve efficiency, operation
and management of existing SSI subprojects through improved water conveyance, distribution and
application systems.
5.6.5. Guiding principles or the rational for SSI Development

It will follow a Participatory Irrigation Development and Management (PIDM) approach which is
outlined in detail in the National Guidelines for Small Scale Irrigation Development.
The main guiding principles underlying the activity design are:
(i) Irrigation systems shall be developed from the three sources of water (rainwater, ground water,
surface water) depending on the potential and comparative advantage of the intervention to the
target area;
(ii) SSI interventions will be prioritized based on the principle of community investment decision
making processes in which beneficiary communities are consulted for the investment, but the final
decision will be made by woreda, regions & federal considering technical, social, environmental and
financial feasibility criteria even if demand is high for the investment in that particular community;
(iii) SSI is multi-disciplinary by its nature. Thus, SSI improvement or development is an intervention in
which the integration of social, institutional, policy, engineering, agricultural, economic and
environmental issues are paramount;
(iv) Integrated approach: the overall objective is the development of sustainable and profitable
irrigated agriculture by male and female farmers, agro-pastoralists or refugees within the command
area of SSI schemes. In addition to the construction of irrigation and drainage structures, it is also
required to: a) establish and develop capacity of water users' organisation (WUO) for the operation
and maintenance (O&M) of SSI schemers; b) provide appropriate irrigation and support services to
support male and female farmers to develop their irrigated agriculture successfully within the
command area of SSI schemes; and c) improve soil and water management.
(v) Participatory approach: Ensure that all male and female farmers are fully involved, informed and
consulted during all stages of the SSI development process Ensure that male and female farmers are
fully involved in decision making during all stage of the SSI development process Ensure that male and
female farmers through their Water user organization take over the full O&M responsibility for their
SSI schemes.
(vi) Gender responsive approach: Ensure effective participation of all female farmers in the
management of their Water user organization and decisions related to the O&M of their SSI schemes
Ensure full access of all female farmers to irrigation water as well as the provision of training, extension
and support services Avoid/minimise any (potential) negative impact of the development of irrigated
agriculture on female household members (i.e., increased workload) Facilitate the safe use of
irrigation canal for non-irrigation purposes, such as fetching water for domestic use, washing clothes
and watering livestock, by providing social structures in scheme design.
(vii) Watershed-based approach: Reduce the impact of siltation problem, unreliable water supply and
(more) frequent floods on the performance and sustainability of SSI schemes within the watershed by
improving soil and water management upstream of the SSI schemes.

5.6.6 Upgrading, Improving/ Rehabilitation Existing SSISs

This intervention is to make fully functional to its design capacity and/or beyond through
rehabilitating, improving and/or extension of existing irrigation infrastructure and keeping the
infrastructures functional. Rehabilitating, improving and/or upgrading the physical infrastructure
includes a combination of both “hardware” and “software” solutions. The hardware development

37
involves improving/rehabilitating existing irrigation water infrastructures (off-farm7 and on-farm) to
improve reliability of supply as well as developing groundwater to augment lean season water supply.
The intervention of “software” solutions is critical and requires the development of more efficient
mechanism for delivery and management of irrigation system up to the field level through a clear
delineation of responsibilities between the regional government, in charge of infrastructure
development, and the Irrigation Water Users Associations (IWUAs), in charge of delivering irrigation
services to farmers/pastoralists. This intervention focuses primarily on revitalization of existing (both
modern and traditional) SSI systems.

(a) Key Activities:

The following are major activities in revitalization of existing SSI schemes
Upgrading, improving/rehabilitation of the existing SSISs shall be using the guiding principles of
national guidelines which developed for small scale irrigation development in Ethiopia (MOA – SSIGLs
of Ethiopia – 2018). This helps for the four mutually interlinked irrigation schemes systems; the
physical system, the cropping system, the economic system and social- organizational system. There
for the technical, social, environmental and economic aspect issues will be addressed properly.
(i) Inventory of existing SSI schemes
Inventory of existing SSI schemes for rehabilitation and/or improvement including operation and
management will help to identify existing SSI schemes with problems that are functioning under
capacity and don’t serve the planned beneficiaries as per the design. It shall also include identification
existing SSI schemes that have potential for improvement, expansion/extension and upgrading. It will
have the objective to develop Woreda Inventory Map of Existing SSI systems, which clearly shows the
location, type and coverage of the existing small-scale irrigation systems in the refugee hosting
Woredas. Also, develop Woreda Existing Small-scale Irrigation Renovation Plan, which shows the
prioritized list of all existing small-scale irrigation systems in the Woreda to be rehabilitated and
improved within the project implementation period;
(ii) Conduct diagnosis of the existing schemes and design the rehabilitation/improvement of schemes
Based on the inventory result and extent of the problems, prioritized implementation plan will be
prepared considering the impact of the rehabilitation and feasibility of implementation of the
rehabilitation. The biophysical and socio-economic conditions of the existing SSI systems will be
thoroughly evaluated, redesigned and planned as per the actual need. Of the community Regional and
woreda specialists will do this work with strong support from national NPCU in case of complex
rehabilitation work;
(iii) Rehabilitating, improving, and expanding existing modern SSI systems
It includes the following interventions:
- Reconstruction of damaged/non-functional head works, conveyance systems, and/or on-
farm infrastructure;
- Repair/maintenance of partially functional leaking headwork, conveyance systems, and/or
on-farm infrastructure;
- Improvement of canals through lining or changing in to closed canal systems;
- Construction of additional canals/structures for expansion of command areas;
- Improvement of water distribution structures at the field level such as additional off-takes,
crossing structures, etc.; and
- Changing the current water application methods to more efficient one such as surface
irrigation systems into drip irrigation systems (water saving technologies).

(iv) Upgrading and/or improvement of existing traditional SS irrigation systems

This would be done through replacing temporary diversion structures with permanent ones;
improving canal alignment and lining with masonry to improve conveyance efficiency; construction of

7
Head work structures and conveyance canals with associated structures

38
on-farm irrigation structures such as off-takes, and crossing structures; etc. Woreda and regional
specialists will take the responsibility for the execution of this activity with close support from the
Federal Project Coordination Unit (FPCU).

(b) Key Implementation Procedures and Approaches

(i) Steps 1 - Identify stakeholders and conduct extensive stakeholder consultations
Stakeholder consultations are conducted to enlist vital stakeholder support and input in the
implementation of the revitalization process. The diagnostic analysis workshops shall identify the
major constraints to optimum system performance and, give recommendations on how to alleviate
the constraints. The other important reason for stakeholder consultations is to ensure that there is
effective buy-in of the project by all levels. Project ownership by beneficiary institutions and
communities is crucial to its success. Identification of and consultations with stakeholders shall be
initiated at the start of the revitalization intervention;
(ii) Step 2 –Carry out site visit
The diagnostic studies shall be conducted by teams of professionals representing disciplines such as
irrigation engineering, sociology, economics, environment and agronomy. The site visit helps to define
what and how the diagnostic work shall be carried out. Based on the field visit findings, Terms of
Reference (ToR) shall be developed. The ToR outlines the details of the diagnostic work. Such work
may require the services of competent consultants. Hence, the procurement of such services involves
the preparation of a Request for Proposal (RfP) and a bidding process which has to be conducted
according to Selection and Employment of Consultants Guidelines of World Bank. In the RfP, it needs
to be stressed that sustainable revitalization can be achieved only when both the software and
hardware components of the scheme are worked on;
(iii) Step 3–Carry out diagnostic analysis8 and baseline studies
The baseline diagnostic and analytical studies provide an objective basis for defining the most
favourable social-economic conditions and the most appropriate methodology for rehabilitating the
schemes in a sustainable and profitable manner. At this stage, the following main study areas will be
considered:
- Damage on the physical structure Conduct Water Resources Assessment: It involves water
availability assessment, water demand analysis and irrigation water utilization analysis;
- Conduct Irrigation System Infrastructures Analysis: It involves assessment of the conditions of
the physical infrastructure, the amount of physical infrastructure and quantify amount and
cost of repairing or replacing physical infrastructure to assess the practicability of irrigation
system layout, the compatibility of distribution system with the community needs, and assess
options and models;
- Conduct Socio-economic Analysis: Assess historical perspectives of the scheme, assess
governance structures (scheme management/IWUA, institutional and legislative
frameworks), assess gender issues, assess social-economic constraints, market linkages,
assess needs and options for Multiple-Use water Services (MUS) and develop appropriate
governance/management model for the scheme;
- Agricultural Resource Assessment: It involves conducting crop production system analysis, and
assessing value addition opportunities and options including assessment of existing
agricultural and livestock resources, land-use, farming systems and cropping patterns, input
supply and product marketing, other economic activities. It shall also include assessment of
existing Agricultural Development Plan and suggest alternative production methods and
models, crop suitability, cropping alternatives, cropping rotations, and mechanisation.

8Diagnostic analysis is an interdisciplinary methodology for defining the existing state of an irrigation system and identifying its strengths
and weaknesses.

39
Note that it is imperative to stress that availability of sufficient water to meet the needs of the
revitalized irrigation scheme as a pre-condition for proceeding with the revitalization intervention.

(iv) Step 4 - Define the bidding documents for the restoration of the SSI system:
The tendering/bidding document provides the basis for defining how and what shall be revitalized in
the scheme. Revitalization process involves working on the hardware and software section of the
scheme. The bidding document shall be prepared based on World Bank Standard Bidding Documents
for small works;
(v) Step 5 - Carry out software and hardware renovation work
Hardware rehabilitation as part of revitalization process may involve rebuilding, upgrading, improving
or modernizing existing infrastructure. Such work requires services of competent contractors. Hence,
the procurement of such services involves tendering process which has to be conducted according to
small works guidelines and procedures of World Bank. The software restoration involves
implementation of diagnostic findings such as establishing and/or strengthening scheme governance
structures which includes establishing and operationalizing a viable IWUA to manage the scheme. It
also involves overhauling and strengthening the IWUA based on the diagnostic recommendation.
Software revitalization also involves reviewing and putting in place appropriate integrated crop and
water management including mainstreaming gender issues in scheme operations. It also involves
reviewing market linkages and linking the SSI scheme to viable and sustainable markets for its produce
as well as inputs. The final activities in software rehabilitation involve developing scheme operation,
management and maintenance models which will characterize the functions of the rehabilitated
irrigation scheme.

- Carry out hardware rehabilitation works: Produce bidding and contract documents for
contractors, and advertise physical works, evaluate contract bids, select the best contractor based
on selection criteria, and engage contactor. Establish contract administration mechanisms to
support the contractor, who carries out detailed physical rehabilitation works which may involve
redesigning, and then repairing, upgrading or modernizing existing infrastructure;
- Carry out software rehabilitation works: Develop/strengthen scheme governance structures
including IWUA; develop/strengthen operation and maintenance systems; implement agricultural
development plan; mainstream gender in irrigation operations to remove gender inequalities; and
integrate MUS of water into scheme water infrastructure. (A detailed of objective, Management
Structures and responsibilities of IWUA strengthening and organizing is attached in the annex VI);
- Capacity Development: Train extension workers at regional, woreda and kebele level in
entrepreneurial skills; train farmers /pastoralists/agro-pastoralists in irrigation farming as a
business; and train them in operation and maintenance of irrigation and water supply
infrastructure.
(vi) Step 6: Develop and put in place a sustainability exit strategy
This step involves developing and implementing appropriate strategies that will sustain of the
expected improved productivity of the rehabilitated/ improved/modernized irrigation scheme.
Proposed strategies include:
- Putting in place a Monitoring and Evaluation (M&E) system: To be able to constantly track the
performance of the rehabilitated scheme against predetermined baseline conditions; and
- Capacity Development: develop the capacity of the farmers/pastoralist/agro-pastoralist so that
they will be able to utilize and benefit socially and economically from the
rehabilitated/improved/modernized irrigation scheme. A very important capacity element is to
inculcate entrepreneurial skills into the irrigation farming culture so that they can able to take
irrigation farming as a business. They are also trained in all basic operation and maintenance
principles and practices. Hence, training of farmers/ pastoralists/agro-pastoralists in irrigation
farming as a business as well as in operation and maintenance is an essential section of capacity
development of the farmers/pastoralists/agro-pastoralists that will contribute to sustainability of

40
 the rehabilitated irrigation scheme. Development and implementation of sustainability strategies
are generally on-going processes.

(x) Implementation Time table

This intervention shall be mainly implemented at Woreda level except complex rehabilitation works
(require critical diagnosis and redesign work, mobilization of machineries, involves significant volume
of RCC concrete, mass concrete and masonry works) and works contract values above the threshold
limit of shopping (national competitive bid is not feasible at Woreda level) for works, which shall be
handled at regional level; otherwise the role of the region is limited to technical support and
supervision work. MoA and NPCU shall support in potential identification and need assessment
(inventory of existing SSI), feasibility study and detailed design preparation, design documents review,
supporting on tender document preparation/review to final procurement process and construction
supervision.

Upgrading, improving/rehabilitation existing SSIS will be implemented in four batches. At the

beginning of the project year, inventory of existing and new potential assessment will be documented
/collected for traditional and modern SSI Schemes will be done. Community request, identification
and detail design will be carried out from Project Year-1 (PY-1) to Project Year -3 (PY-3), procurement
and construction management work will be from Project Year -1 (PY-1) to Project Year-4 (PY-4)
whereas the sub component achievement monitoring and evaluation will be from PY-1 to Project Year
– 5 as summarized in the following table5.1.

Table 5.6.1: Existing SSI scheme Implementation Time table

No Activity Batch1 Batch2 Batch 3 Batch 4
Inventory of existing SSI systems and new
potential assessment will be documented
1 /collected PY-1, PY-2, PY-3

2 Selection by and request from beneficiaries PY-1 PY-1 PY-2 PY-3

Identification, screening and reconnaissance
3 level study PY-1 PY-1 PY-2 PY-3
4 Feasibility studies and detailed design PY-1 PY-2 PY-2 PY-3

5 Design review and approval PY-1 PY-2 PY-2 PY-3

Construction Procurement process including bid
document preparation, advertising, bid
6 evaluation and contract award PY-1, PY-2 PY-3 PY-4

7 Construction work and contract administration PY-1 PY-2 PY-3 PY-4

PY-4, PY-
8 Monitoring and evaluation PY-1 PY-2 PY-3 5

The following points are to be considered in the Time table:

x If there is additional shelf document available at woreda or regional level, procurement and
construction processes will also be done in the project year one (PY-1);
x And also, if the volume/type of work complexity is simple, then all activities starting from potential
assessment (existing scheme inventory) up to construction and contract administration will be started
in the project year one (PY1); and
x Operation and maintenance manual of each project must be prepared after the irrigation
construction of each scheme was completed/commissioned using the guiding principles of national

41
guidelines which developed for small scale irrigation development in Ethiopia (MOA – SSIGLs of
Ethiopia – 2018).

5.6.7 Upgrading and Rehabilitation of MHHI Schemes

The development of MHIS systems is principally designed to provide water for crop production as
supplementary or full irrigation. It could also be used for domestic and/or livestock water supply.
Micro9 and Household10 Irrigation Systems (MHIS) comprise the full set of simple technologies that set
up farmers/pastoralists/agro-pastoralists for the group or household level.
For the implementation of MHIS, small stream diversions, water harvesting ponds, communal wells,
check dam ponds, hand-dug, shallow wells, tube shallow wells, engine and manual pumps,
development of springs and micro-irrigation technologies/structures will be planned based on the
community interest and water resources and envisaged in DRDIP II. As such, projects are supposed to
be independently managed by a household or smallholder farmer/agro-pastoralist and pastoralist
groups. In this case, public efforts to promote household irrigation will necessarily rely on
interventions on a systemic level to facilitate smallholders’ independent access points to irrigation at
the household level.

(a) Key Activities and Implementation Approaches

The implementation of the micro-irrigation and household irrigation systems will include the following
interventions areas:
(i) Water Resource Identification for MHIS Development:
Identification of potential water resources for MHIS will remove a key obstacle to the adoption of
micro and household irrigation. This intervention focuses on identification of available water
resources (surface water, ground water, rainwater) to identify the potential of DRDIP II Woredas and
invest on the most feasible option; and to allow smallholder farmer/pastoralists/agro-pastoralists
found in refugee hosting Woredas to have access to irrigation water at least through MHIS. The
potential assessment shall be mainly implemented by the respective woreda and regional
implementing institutions with the closed support of MOA and NPCU.
(ii) Development of Small Stream Diversions and springs
Streams with minimum flow and with seasonal behaviours can be used for MHIS development. This is
possible using different techniques like diverting the stream using local and industrial materials or
storing for later use. DRDIP II will assist in availing technical equipment, hand tools, and training of
specialists. In addition, springs would be developed to be used for MHIS. The development of springs
with minimum flow and seasonal by their nature would be coupled with storage technologies and
used during the actual irrigation time. Springs with relatively higher flow and perennial in their nature,
they will be diverted using gravity system or pumped to the command area. The project will support
the investment cost, the development of skill and provision of technical equipment and hand tools for
construction.
(iii) Development of Shallow Ground water (≤30 m)
The development of ground water includes shallow hand dug wells and shallow tube wells and will be
carried out based on available data. The implementation of this activity will be led by project Woreda
with technical support from the regions, MOA and NPCU.
(iv) Different types of irrigation pumps
This includes upgrading and rehabilitation of portable diesel/petrol and electric irrigation pumps,
manual pumps, and other water lifting mechanisms (like pulleys), and can tap into surface water or
groundwater made accessible by a shallow tube and hand dug wells.

9
Micro-Irrigation Systems (MIS) comprise command area less than 20 ha for plots of greater than or equal to ten
households.
10
Household Irrigation Systems (HIS) comprise command area less than 5 ha, for plots of fewer than ten
households.

42
(v) Promotion of Low-Cost Drilling Technologies
There are several potentially suitable low-cost and sustainable drilling solutions for smallholder
private irrigation; the choice of the technique depends on the intended application and on
environmental and hydro-geological conditions. Manual auger and wash-bore drilling techniques are
commonly used in areas where the soil is soft, whereas slugging techniques are more suitable for
harder soil. The project will also look for other low-cost drilling techniques and promote for their
implementation.
(vi) Promotion of Water Saving Technologies
Water-saving technologies to be promoted in DRDIP II will include upgrading and rehabilitation of
house hold drip, micro sprinkler, mulching with plastic sheets. In addition to reducing water use, these
systems can preserve soil conditions, increase productivity per unit use of land and water and improve
product quality.
(vii) Enhance Women Participation
To enhance women participation in this intervention, the project will empower women by:
- Enhancing their skills in MHIS irrigated farming through providing targeted capacity development
support;
- Targeting specific activities/technologies for women such as hand-dug wells, lift pump schemes,
drip irrigation units (which are found to be friendly);
- Encouraging to involve in decision making bodies such as IWUAs and providing specific skill
training (leadership, negotiation) to women members;
- Ensuring the integration of facilities for clean water as part of the intervention in order to reduce
the time and energy women spends to fetch water.
- Will involve both married and female headed households
- Invest in capacity building activities of the women to ensure a wise use of the technologies made
available to them.

(b) Implementation Time table

The activity will be implemented in four batches. At the beginning of the project year, the focus will
be on identification of technology options. Community request, identification and detail design will
be carried out from Project Year-1 (PY-1) to Project Year -3 (PY-3), procurement and construction
management work will be from Project Year -1 (PY-1) to Project Year-4 (PY-4) whereas the sub
component achievement monitoring and evaluation will be from PY-1 to Project Year – 5 as
summarized in the following table 5.6.2 .

Table 5.6.2: MHIS activities Implementation Timetable year

No Activity Batch1 Batch2 Batch 3 Batch 4
Inventory of existing SSI systems and new
potential assessment will be documented
1 /collected PY-1, PY-2, PY-3
2 Selection by and request from beneficiaries PY-1 PY-1 PY-2 PY-3
Identification, screening and reconnaissance
3 level study PY-1 PY-1 PY-2 PY-3
4 Feasibility studies and detailed design PY-1 PY-2 PY-2 PY-3
5 Design review and approval PY-1 PY-2 PY-2 PY-3
Construction Procurement process including bid
document preparation, advertising, bid
6 evaluation and contract award PY-1, PY-2 PY-3 PY-4
7 Construction work and contract administration PY-1 PY-2 PY-3 PY-4
PY-4, PY-
8 Monitoring and Evaluation PY-1 PY-2 PY-3 5

43
The following additional points shall be noted in the Time table:
x If there is additional shelf document available at woreda or regional level, procurement and
construction processes will also be done in the project year one (PY-1)
x And also, if the volume/type of work complexity is simple, then all activities starting from potential
assessment (existing scheme inventory) up to construction and contract administration will be started
in the project year one (PY1)
x Operation and maintenance manual of each project must be prepared after the irrigation
construction of each scheme was completed/commissioned using the guiding principles of national
guidelines which developed for small scale irrigation development in Ethiopia (MOA – SSIGLs of
Ethiopia – 2018)

5.6.8 Constructing of New Small Scale and MHHI Schemes

This intervention seeks to increase irrigated agriculture by constructing new11 smallholder irrigation
systems from surface and groundwater water sources, improving, and encouraging the use of
agricultural water management practices that improve the return to irrigation infrastructure
investments. Design documents shall be prepared, reviewed, certified and awarded to various local
contractors for construction. The following activities will be performed:
x Preparation of terms of reference (TOR) for feasibility study and detailed design document and
construction quality assurance and control. The TOR shall be prepared using the guiding principles of
national guidelines which developed for small scale irrigation development in Ethiopia (MOA – SSIGLs
of Ethiopia – 2018)
x Conduct surface water or ground water potential availability assessment to identify indicative
irrigation development potential which clearly indicates the SSI and MHIS potential of each refugee
hosting Woredas;
x Identification and reconnaissance survey;
x Assessment of the existing irrigation schemes functionality status nearby the newly selected sites;
x Reviewing of related shelf documents, if available;
x Feasibility study and detail design and construction of SSI and MHI systems
- Construction of new gravity diversion irrigation systems from surface water sources;
- Construction of direct river diversion (Intake) from surface water sources;
- Construction of check dams from surface water sources;
- Construction of new pump irrigation from surface water sources;
- Construction of new pump irrigation systems from ground water sources (Deep well, shallow well,
communal or large dug well and hand dugs); and
- Construction of small dams (dam height less than 15m) of gravity SSI systems

5.6.9 Demonstration of New Technologies

Where appropriate, demonstrations in drilling, storage, lifting, and water application technologies
(through manual flexible hoses, drip, or sprinklers) will be provided, and DRDIP II will facilitate the
procurement and installation of this irrigation equipment, as requested by interested households.
While the beneficiaries themselves are expected to make maximum contributions towards these
activities, the project will finance demonstration of technologies, purchases of industrial materials
required to build water storage, water lifting units, conveyance facilities, and irrigation water
application equipment, as well as skilled labour, and will provide start-up spare parts and hand tools
that are important for operation and maintenance.
x Access road Construction for SSI system.
x Access roads would be built, where needed, for the construction and efficient operation of
irrigation systems. For the rehabilitation/extension of systems, only minor improvement of existing

11
Converting unused land and rain fed fields into irrigated ones

44
access roads would be needed, but most new SSI systems and cluster MHIS would require the
construction of access roads, which would be simple tracks for micro systems and roads conforming
to the SSI systems. In this regard, detail activities include identification of schemes that require access
road and its design and construction work shall be included as one item of work/ sub activity in the
irrigation scheme main project;
x Implementation Time table - The activity will be implemented in four batches. At the beginning of
the project year, potential assessment on traditional and modern SSI and MHI Schemes will be done.
Community request, identification and detail design will be carried out from Project Year -1 (PY-1) to
Project Year -PY-3), procurement and construction management work will be from Project Year -1 (PY-
1) to Project Year-4 (PY-4), whereas the sub component achievement monitoring and evaluation will
be from PY-1 to Project Year – 5 as summarized in the following table 5.6.3

45
 Table 5.6.3: New SSI and MHIS implementation Time table
No Activity Batch1 Batch2 Batch 3 Batch 4
Inventory of existing SSI systems and new
potential assessment will be documented
1 /collected PY-1, PY-2, PY-3

2 Selection by and request from beneficiaries PY-1 PY-1 PY-2 PY-3

Identification, screening and reconnaissance
3 level study PY-1 PY-1 PY-2 PY-3
4 Feasibility studies and detailed design PY-1 PY-2 PY-2 PY-3

5 Design review and approval PY-1 PY-2 PY-2 PY-3

Construction Procurement process including bid

document preparation, advertising, bid
6 evaluation and contract award PY-1, PY-2 PY-3 PY-4

7 Construction work and contract administration PY-1 PY-2 PY-3 PY-4

PY-4, PY-
8 Monitoring and Evaluation PY-1 PY-2 PY-3 5
x If there is additional shelf document available at woreda or regional level, procurement and
construction processes will also be done in the project year one (PY-1)
x And also, if the volume/type of work complexity is simple, then all activities starting from potential
assessment (existing scheme inventory) up to construction and contract administration will be started
in the project year one (PY1);
x Operation and maintenance manual of each project must be prepared after the irrigation
construction of each scheme was completed/commissioned using the guiding principles of national
guidelines which developed for small scale irrigation development in Ethiopia (MOA – SSIGLs of
Ethiopia – 2018).

5.6.10 Physical Capacity Development

The intervention will support for the strengthening of regional and Woreda offices (BoWRs/BoANR).
These include purchase and provide office facilities and field equipment, safety materials like safety
shoes, and technical books and prepare, print and distribute technical training materials on irrigation
design and management. The implementation will follow the following procedures:
x Conducting capacity needs assessment;
x Preparation of physical and financial action plan as per need assessment findings and
recommendations;
x Procurement planning, implementation and contract administration; and
x Equipping implementing institutions.

5.6.11 Human Resources Capacity Development

Training will be useful at all levels including the smallholder farmers/pastoralists/agro-pastoralists in
capacitating the irrigation sub-sector's capabilities in planning, design and construction management,
in introducing new ideas from other countries, in codifying existing procedures and in upgrading the
standard of operation and maintenance for SSI systems. In addition, the project will support review
meetings, short-term training programs to raise the knowledge and skill of technicians at all levels
specialized in SSI development. It will also include support to short-term overseas study tours on the
planning, design, construction management, and management of irrigation systems for federal and
regional experts.

46
The project will also support technical assistance to improve the implementation capacity of
implementing agencies at all levels specialized in SSI development. The technical assistance
intervention will include engagement of national technical assistants, who will assist implementing
agencies at all levels in the planning, engineering design, procurement, construction management and
technical monitoring of SSI irrigation systems.

The key activities to be performed will be:

x Conducting Training Need Assessment (TNA);
x Prepare physical and financial action plan as per need assessment findings and recommendations;
x Procurement planning, implementation and contract administration;
x Practical training of public staffs at all levels in Reconnaissance Survey, Feasibility Study and Detail
Design, Engineering design soft wares, Construction Management/Contract Administration;
x Organize and conduct experience sharing tours to experts and to male and female
farmers/pastoralists/agro-pastoralists; and
x Provision of technical assistance.

47
 6. PROJECT MANAGEMENT, M & E AND LEARNING

6.1 Objectives of PM, M& E and L

The objective of this component is to ensure the timely implementation of the project according to its
core principles and Project Development Objectives (PDOs), effective M&E of results, including results
related to crosscutting issues. The project also supports the MoA policy and strategy and the
government policy dialogue sessions to be undertaken by RRS to promote broad-based support for
the government’s refugee inclusion policy commitments.

6.2 Project Management

DRDIP II will be community institutions they will be assisted by relevant government offices at the
federal, regional and woreda levels. Project Coordination Units will support its implementation and
oversight. The project will therefore cover the cost of Federal, Regional and Woreda Coordination
Units. The steering and technical committee will be established and strengthened al all levels. The
details are discussed under institutional arrangements. This component will also include regular
review meetings at Federal, Regional and Woreda levels to manage the project effectively and
efficiently.

6.3 Implementation Coordination

The project will maintain a functional PCU at the federal, regional and woreda levels. Structures
already in place for Phase I will be retained for Phase II. New PCU offices will be established in Amhara
region and the new woredas. The component will also support the preparation and implementation
of a project communications strategy to raise awareness of the benefits of refugee inclusion. The
implementation arrangement roles and responsibility are indicated in Annex IV.

6.4 Monitoring and Evaluation

M&E activities will include regular monitoring of implementation performance, independent/self-
process monitoring (including inter alia regular assessments of community level planning and review
of the effectiveness and quality of capacity building efforts), outcome/impact evaluations at midterm
and end of the project, and annual thematic area assessment studies.
All key and detail Monitoring and Evaluation activities are indicated in the separate M&E Manual.
The Monitoring and Evaluation system consists of:
(i) The results framework has been elaborated and indicators added including new indicators on
social cohesion, women’s leadership in community institutions, environmental management, climate
benefits, citizen engagement and livelihood.
(ii) Monitoring. Given the likelihood that COVID-19 and conflict will continue to restrict field
monitoring for the foreseeable future, remote monitoring tools will complement regular World Bank
supervision when and where security and health conditions allow. The project will scale-up the use of
the Geo-Enabling initiative for Monitoring and Supervision (GEMS) to track subproject locations and
progress. Iterative Beneficiary Monitoring (IBM) will be introduced to gather regular feedback from a
large sample of beneficiaries though phone-based surveys. A third-party monitoring (TPM) agency will
be recruited for HROC areas.
(iii) Evaluation. (a) project baseline status will be documented through the end-of-project evaluation
for Phase I woredas and a baseline study for the new woredas; (b) mid-term review; and (c) end of
project review. A quasi-experimental evaluation design will be utilized for before-after/treatment-
control comparison.

48
6.5 Capacity Development
The capacity development will include support to human resource and institutional capacity of
implementing agencies. The capacity development strategy developed based on capacity assessment
and will follow a thematic approach and the details are incorporated into the respective component
activities including social, environmental, financial management, procurement and monitoring related
programs.

6.6 Communications Strategy and Programs

The objective of communication strategy is to share project information to project beneficiaries,
stakeholders and financers. A communication strategy allows us to better structure and control
information flow, removes uncertainty, and eliminates unnecessary mix in the project.
DRDIP – II will follow different mechanisms to harmonize its day-to-day activities; one of the key
communication strategies is periodic reporting to stakeholders. In addition to this, preparation and
dissemination of different brochures, using national & local media, face book and including the
following:
i. Initial sensitization and awareness creation for National, Sub-national and Beneficiary
level during project launch;
ii. Project review meeting with different stakeholders.
iii. Information, Education and Communication (ICE) program addressing host and refugee
communities, general public, traditional leaders and civic society organizations; and
iv. Social media campaigns and local radio campaigns during critical milestones of project
implementation.

7. ANNUAL WORK PLAN AND BUDGET (AWP&B) PREPARATION

DRDIP II implementation will be based on annual plans and budgets reviewed by technical committee
and approved by the steering committee at all levels and subsequently endorsed by the World Bank.
The annual planning exercise will be synchronized with the Ethiopian fiscal year from July 8 to July 7.
It is a bottom-up approach following a series of steps illustrated in figure 4. The first year AWP&B will
focus primarily on preparation activities, including establishment and capacitating of project teams,
capacity building of implementing agencies and community institutions; and the implementation of
the 3-step community consultation process. In DRDIP I intervention areas project implementation will
also be undertaken side by side with preparation works in newly targeted areas.

7.1 Key Principles

Submission of the AWP&B to FPCU must be completed by the end of March 31 each year. During
AW&P preparation the following will be considered:
(i) The AWP&B will be prepared using standard formats and budget norms.
(ii) Target project woredas will prepare the AWP&B based on community consultation and the
priorities made including approved CIF subprojects from target kebeles and refugee camps. The
woreda annual work plan and budget also includes woreda level activities including strategic
investment subproject whenever necessary.

49
(iii) RPCU’s will compile all woredas AWP&B and incorporate these into a consolidated regional
AWP&B and submit to FPCU
(iv) The FPCU will compile all regional AWP&B together with federal interventions to produce overall
project AWP&B
(v) Finally, the AW&B will be revied by the technical committee and approved by federal steering
committee and then submitted to the World Bank for endorsement

7.2 Steps of preparation of Annual Work Plan and Budget

The project’s AWP&B will be initiated by FPCU through formal letter, (at the mid of January each year),
requesting each RPCU and concerned federal implementing agencies to prepare their AWP&B for the
project. The RPCUs will in turn formally request WPCUs and regional implementing agencies to
prepare an AWP&B for project activities they are responsible for. In the same way, WPCU will request
all implementing agencies at woreda level to prepare their sectoral respective plan and to facilitate
kebele & refugee camp plans using the established/strengthened community level committee. The
following are the different steps to be implemented at different levels in the preparation of Annual
Work Plan and Budget.

7.2.1 Step 1: Planning at the kebele & Community level

Following a CDD approach, the planning process will start with kebeles and refugee camps/site. At the
community level, DRDIP II (WPCU together with woreda level project implementing offices including
refugee camp coordination), will facilitate the 3-step consultative planning process, support the
establishment and capacitating of community-based institutions. The DRDIP II AWP&B for each
project kebele and refugee camps shall reflect/identify what will be done in their respective situation.
As soon as the RPCU sends a request for plans to the woreda project coordination unit, the
coordination unit with the support of other members of the WTC will engage with KDCs and refugee
coordinator to determine a schedule of activities and estimate costs by considering CDP and CAP(apart
from operational costs that will be determined by the woreda) required to carry out planned activities.
This will serve as the kebele DRDIP II AWP&B. Once finalized, the kebele & refugee camp AWP&B shall
be endorsed by the kebele administration and refugee camp coordination. These plans will be
submitted formally to the WPCU by the end of January that will consolidate AWP&B from all project
kebeles and refugee camps.

7.2.2 Step 2: AWP&B Preparation at Woreda

The woreda project coordination unit will consolidate kebeles and refugee camps/site AWP&Bs and,
together with the WTC determine and plan for the support required from the woreda and refugee
camp/site levels. The woreda project coordination unit will also request woreda level implementing
agencies to plan for their respective activities. The woreda project coordination will consolidate plans
from all kebeles, refugee camps and woreda level implementing agencies and incorporate plans for
coordination and support. The consolidated AWP&B will be review by woreda technical committee or
woreda plan appraisal team then the proposed woreda AWP&B will be submitted to the Woreda
Steering Committee for review and its endorsement. After the Woreda Steering Committee has
endorsed the AWP&B, the woreda project coordination unit will submit this to the respective RPCU
by the end of February.

7.2.3 Step 3: AWP&B Preparation at Regional Level

The RPCU aggregates and consolidates all AWP&Bs from each target woreda and incorporates plans
from regional sectors implementing agencies and regional/zonal refugee coordination, including RPCU
plans. The RPCU submits the proposed regional AWP&Bs for review and endorsement to the RTC &
RSC after which each of the RPCUs submit their regional approved AWP&B to the FPCU before the mid
of March.

50
(a) RSC Review
The RSC’s review will include an analysis in terms of:
(i) The context of farmer/pastoral/agro-pastoral livelihoods;
(ii) Technical design and specifications;
(iii) Readiness to operationalize when subproject completed;
(iv) Beneficiary numbers and degree of women and youth participation;
(v) Community participation and contribution, as appropriate;
(vi) Implementation capacity of the community for community level activities;
(vii) Capacity of the woreda to allocate operational budget for completed subprojects
(viii) Consideration of environmental and social safeguards.
(b) Regional and Woreda
Each regional and Woreda AWP&B will include:
(i) Details of planned activities by component and sub-component with quarterly action plan;
(ii) A statement of budget utilization by component and sub-component and summary of physical
achievements of the previous year;
(iii) A summarized disbursement schedule by quarter for the coming year and sources of funds;
(iv) A procurement plan indicating the type, method, prior/post review requirements, and schedule
of tasks;
(v) Training plan
(vi) A summary of the proposed annual budget by project component and sub-component for the
RPCUs, regional implementing agencies and woreda.

7.2.4 Step 4: AWP&B Preparation at Federal Level

The preparation and consolidation of annual work plan and budget at federal level shall be completed
by March 31; this will help to start implementation on the start of Ethiopian budget year July 8th. The
FPCU will review AWP&B of each RPCU and federal implementing agencies for consistency, realism
and completeness. The consolidated AWP&B shall properly estimate funding requirements for all
approved social service and economic infrastructures, LP interventions and sustainable environmental
management component and shall adequately plan for capacity building, technical support/project
management as well as learning, information sharing and communication events and participatory
monitoring.
The FPCU will consolidate all (six) regional AWP&B and add federal level activities and budgets to
develop a consolidated AWP&B for the project. It will also undertake an overall sector distribution and
portfolio analysis and incorporate this in the final AWP&B. The FPCU will submit the consolidated
AWP&B with a summary of the overall analysis to the World Bank for approval by the end of March.
This will include any amendments made on RPCU’s budget proposal. Such modifications will be clearly
indicated together with explanation for the modifications made. MoA will submit the approved DRDIP
II AWP&B to MoF for subsequent proclamation by parliament together with MoA’s regular annual
budget. The final approved AWP&B will be officially communicated to all stakeholders by the FPCU.

51
Figure 7.1 Annual Work Plan and Budget (AWP&B)Preparation Process

52
7.3 Content of the Annual Work Plan and Budget
The annual work plan and budget includes:
(i) A brief discussion of carried over activities, if any, and explanation, summary of the previous
physical achievement and financial utilization, explanation for under budget utilization and clear
statement on how this unutilized funding will be applied to those carried over activities.
(ii) Description of project activities by component and sub-component including a list of CIF
subprojects (by sector and location); The description of activities shall include an indication of:
- the estimated number of beneficiaries by sex;
- responsible implementing agency;
- environment and social mitigation action in case of adverse impact
- Implementation schedule and milestones.
(i) For all component and sub-component, the work plan will include a section on the physical status
of each subproject and associated cost for completion as well as the required tranche financing
over the year for both new and carried over activities.
(ii) In addition to intervention areas, the work plan shall include:
- a presentation of the administrative activities for project coordination units;
- a presentation of training and consultancy service explaining the type, objective, target group,
venue, evaluation criteria, delivery methods, and expected outputs
- A presentation of the proposed budget by project components and sub-components, budget
category and source of funding including the amount and nature of community contributions;
- A disbursement schedule with quarterly breakdowns for budget planning and monitoring
purposes—by project component and sub component;
- A summary of the proposed Annual Budget by each project component and sub-component;
- A procurement plan indicating the type, methods and schedule of tasks, at each level required
to deliver the project activities;

8. MONITORING EVALUATION AND LEARNING SYSTEM

8 .1 Lessons on M&E from previous interventions
Implementation of (DRDIP I) has significantly addressed various problems faced by communities
hosting refugees. To design DRDIP II, vital lessons and experiences have been drawn from DRDIP I
implementation.
The (CDD) approach implemented by DRDIP I was effective in overall project achievements. The
experience shows that communities were able to identify their priority needs, implement subprojects
/activities and could manage the investment more efficiently than the non CDD approach. This is
because communities are part of the overall implementation of the identified subprojects. Therefore,
experience gained and lessons learnt in the implementation of the CDD approach will be used in DRDIP
II planning and implementation procedures.
Experiences from the DRDIP project management, monitoring & evaluation particularly, showed that
quarterely review meetings with project staff at all levels was very effective and helpful to track
project progress to share information among the regional & woreda PCUs and to make relevant
management decisions.
Therefore, DRDIP II will focus on deepening the (CDD) approach mainly focusing on a shift in bringing
the kebele level institutional arrangement to the centre of the implementation model.
8. 2 Monitoring & Evaluation System of DRDIP II
The project monitoring and evaluation function will be guided by the project results framework and
M&E manual that will have a monitoring, evaluation learning and reporting system. The project will
use simple excel based system to collect data, make analysis and report the project performance at
different level. In addition to this, the Geo-enabling initiative for Monitoring & Supervision (GEMS)

53
and Iterative Beneficiary Monitoring (IBM) through cell phone will be used. A project M&E manual will
be developed considering the different components of the project. It elaborates the result chain and
contain all the data collection and reporting templates included in the M&E plan for each indicator.
The manual will also clarify project data needs with a clear M&E plan consisting of project indicators,
their clear definition, data collection methodology, data source and data collection and reporting
responsibilities.

8.2.1 Reporting
The reporting flow within the project will be clearly defined for the different levels of the project
implementation unit. Generally, the M&E system will guide the project planning, reporting, and
procedures with defined responsibilities. In the project M&E manual there will be different levels of
reporting; using basic formats and templates with set of indicators to be monitored. The project at
federal level will receive reports from each RPCU and includes federal level report then will prepare
quarter and annual progress reports to be shared with the WB, MoA and other stakeholders. The
project will follow a participatory M&E approach that involve stakeholders, beneficiaries and project
staffs.

The M&E reporting will consider the following:

(i) Assess and document timely progress towards outputs, outcomes, and intermediate results as
agreed in the annual work plans; the data will be collected and documented using excels, kobo
toolbox, etc. (Input, Output and Outcome)
(ii) Identify implementation gaps and challenges for proactive corrective actions; and
(iii) Document and incorporate lessons learned into project implementation.
8.2.2 Elements of monitoring
Based on these aggregated data, it will be analysed to evaluate outcomes, track progress, identify
implementation bottlenecks for quick solution, and compare how well agreed-upon processes are
being carried out. It will include four key elements as follows:
(i) Evaluation of outcome and impact at midterm and end term of project with a detailed baseline
survey. This will be complemented by yearly thematic assessments (including technical audits of
infrastructure, cost-benefit analysis of investments, evaluation of woreda planning, etc.) and case
studies on topics jointly agreed by the FPCU and World Bank.
(ii) Monitoring of inputs, outputs and processes including self-monitoring by beneficiary
communities, by project coordination units, by implementing agencies & stakeholders at all levels
and independent assessments undertaken by external consultants during mid & end term such as
assessments of the adequacy of community level planning; effectiveness and quality of capacity
building efforts., and adjustments to woreda level planning in areas such as bottom- up
participation, transparency and accountability, environmental and social safeguard management.
(iii) Safeguards monitoring: based on a set of objectives that will be developed during
implementation.
(iv) Participatory M&E and internal learning. DRDIP II will promote participatory M&E and learning
by
x introducing simple and visual monitoring formats to be used by beneficiary communities
to track project milestones and budget use and to identify implementation problems and
best practices; and
x facilitating periodic structured discussion fora at the kebele level that would be chaired by
community leaders and facilitated by trained community members.
x Cross community monitoring visit will be undertaken to encourage learning
(v) Based on the agreement third party monitoring will be conducted in HROC areas

54
8. 3 Internal Learning
The project will be commonly implementing a participatory learning approach for understanding
issues emerging from all project implementation as well as for documenting lessons learnt. This will
help to harmonize project implementation learning’s at different levels.

Figure 8.1: Learning fora

Annual learning forum Participants

x All Regions

FPCU

Participants
Biannual learning forum x Target woredas
x Regional/zonal
refugee administration

RPCU

Participants are from

Quarter learning form x Target kebeles
x Refugee camps

WPCU

8.3.1 At the Woreda level:

All inputs/information received from target kebele and refugee camps representative that are
happen/exercised during the actual implementation. The Woreda level Learning Forum will
be attended by representatives of all KDCs in the kebeles of the Woreda and representative
of refugee camps; actually, members of RCDC and the venue for the forum will be woreda
centre. The Woreda Coordination units are the facilitators.
8.3.2 Regional level learning:
All lessons and issues that were collected /documented from the Woreda forum will be
reviewed at the middle of the fiscal year; during learning forums conducted at the regional
level.
8.3.3 The Federal level
Learning Forums will happen once in a year at the end of the fiscal year. The lessons and
experience that was documented by the regions during the conducted learning forum in the
region will be reviewed and shared among the regions. The federal learning forum will be
chaired by national project coordinator.
Therefore, based on the learning forum, each level of implementation will have issues as well
as best practices to be reported upward for management attention. This is an important

55
aspect of the learning forums and each higher level need to call for the information and have
to act upon it.
8 .4 Information Flow and Reporting
Inter connecting the four-level implementation structure and using the different
monitoring/reporting tools, the project information dynamically flows. Consistent with the
project approach the information flow for the monitoring is also bottom up.
Figure 8.2: Information Flow and Reporting
Information Flow Data Bases
- Results Framework
LEVEL 4

FEDERAL LEVEL Federal Milestone - Excel, kobo

reporting Format - Lessons Learnt
- Issues for

From all Region

LEVEL 3

REGIONAL - Regional milestone

Regional Milestone - Excel kobo…
Reporting Format - Implementation
- Issues

From all Project Woreda

LEVEL 2

- Excel, kobo,
WOREDA LEVEL Milestone - Other records & output
Reporting tracking format
Format - Issues/Lessons
Learnt

From all Project Kebeles & - Meetings

refugee camps in a Woreda Village - Social Audit report
Profile/Implement
LEVEL 1

- Display Board
KEBELE & R/CAMP ation Status
Matrix
Community
Representatives
Host & refugee Community

8 .5 Reporting and Source of Information

8.5.1 Woreda level :

Woreda coordination unit compiling information from each kebele implementation activity matrix as
well as CIF Tracking database maintained at the Woreda level. This means that the Woreda level has
to incorporate additional information to kebele implementation matrix (excel records) to complete a
meaning ful information. CIF Tracking Matrix: In addition to these, the woreda will maintain a detailed
CIF tracking matrix. This matrix contains for each subproject the basic detail, status of implementation
as well as benefits resulting from the infrastructure.
8.5.2 Regional Level:
the Woreda level reports and field reports of experts from regional level are aggregated to produce
Regional level compiled report (Milestone/activity Monitoring Matrix). The Regional level will be able
to compare the performance of the Woredas and arrange for additional support or special assistances
to those Woredas requiring help to catch up implementation.
8.5.3 Federal Level :
The reporting source is regional reports and technical expertes field support & suppervision report
and feedback (experts from implementing agencies & staff including M&E). Therefore, the aggregated

56
report (information) from all regions including the field report at federal level will used to produce a
federal level project progress report.
8.5.4 The use of reporting formats
The status of project implementation and the results achieved are expected to be reported on quarter
and annual basis using basic reporting spreadsheet formats. Though kebeles are the primary source
of information, the starting point for compiling reports are at woreda level. The compiled report at
woreda level will directly sent to RPCU, and the region will communicate similarly to FPCU. Woredas
and RPCUs are also expected to report for their respective implementation leading offices and Bureaus
(Woreda Pastoral/Agricultural and Natural Resource Office and Regional Pastoral
Bureau/Commission/Agricultural and Natural Resource, respectively), which will be a point of
discussion on quarterly evaluation meetings. Based on the report they have got a copy from the
woreda,
Different progress reporting formats are developed to be used at woreda, region and federal levels.
These formats are developed based on the information requirements on the targets of the result
framework indicators and for each sub components of the project. Separate outcome indicator
formats are also developed that will be used to collect information for functional subprojects. The
main sources of information to fill these reporting formats are the milestone/activity monitoring
format & detailed CIF matrix.
In the process of developing quarter and annual progress reports, comparison has to be made the
status of implementation achievements against the targets indicated on the annual plan and result
frameworks.
8. 6 ProjectDevelopment Objective (PDO)
The Project Development Objective (PDO) is to improve access to basic social and economic services,
expand livelihood opportunities and enhance environmental management for host communities and
refugees in the target areas. of Ethiopia.
8.6.1 Outcome Indicators
The PDO would be measured by the following outcome indicators:
(i) Number of beneficiaries with access to social and economic services and infrastructure
(disaggregated by refugee/host community status, service type and gender).
(ii) Percentage of livelihood beneficiaries whose income increases by 25 percent or more
(disaggregated by refugee/host community status and gender).
(iii) Land area under sustainable landscape management practices (Ha).

8.6.2 Monitoring of PDO and Intermediate Results

The results and impacts of the project will be assessed using a set of PDO and intermediate indicators
summarized into a results framework. The key PDO and results indicator are summarized in Table 8.1.

Table 8.1: Monitoring of key results indicators of DRDIP II in annual basis

No. Indicators Unit Cumulative Target Value

YR1 YR2 YR3 YR4 YR5 End
2023 2024 2025 2026 2027
A PDO Indicators
1 Beneficiaries with access Number 457,940 1,102,178 2,204,358 2,504,952 2,504,952 2,504,952
to social and economic
services and
infrastructure.
1 .1 Number of host community >> 333,158 771,525 1,543,051 1,759,514 1,759,514 1,759,514
beneficiaries.
(Disaggregated by service
& sex)

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No. Indicators Unit Cumulative Target Value
YR1 YR2 YR3 YR4 YR5 End
2023 2024 2025 2026 2027
1 .2 Number of refugee >> 124,782 330,653 661,307 745,438 745,438 745,438
community beneficiaries.
(Disaggregated by service
& sex)
1 .3 Female beneficiaries % 50 50 50 50 50 50
2 Percentage of livelihood % - - 20 - 50 50
beneficiaries w h os e
income increases by 25% or
more (disaggregated by
refugee/host community
status and gender).
3 Land area under Ha 2,000 8,000 22,000 36,000 40,000 40,000
sustainable landscape
management practices
(Ha).
Physical >> 1,400 5,600 15,400 25,200 28,000 28,000
Biological >> 600 2,400 6,600 10,800 12,000 12,000
B Intermediate Indicators
1 Community and strategic Number 119 267 534 602 602 602
Investment Fund
subprojects completed and
fully operational (544 CIF &
58 SIF)
 C IF 103 238 476 544 544 544
 SIF 16 29 58 58 58 58
2 Community level Number 1190 2142 2414 2414 2,414 2,214
committees established,
strengthened and
operational.
3 Community committee % 20 20 30 30 30 30
leadership positions held
by women
4 Beneficiary households Number 1,500 9,000 11,500 13,650 13,650 13,650
provided with access to
improved alternative
energy sources by the
project (demonstration)
4.1 Host community 70% 70%
beneficiaries (percent)
4.2 Refugee beneficiaries 30% 30%
(percent)
5 Households who adopt Number - 4,095 13,650 23,205 27,300 27,300
improved alternative
energy sources with their
own resources as a result
of project demonstration
effect.
6 Community-based Number 193 933 1534 1,669 1,669 1,669
organizations supported
through livelihood
interventions that are
operational one year after
receiving funds.

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No. Indicators Unit Cumulative Target Value
YR1 YR2 YR3 YR4 YR5 End
2023 2024 2025 2026 2027
7 Number of beneficiaries Number 21,900 48,365 84,815 134,755 187,905 187,905
supported by livelihood
activities.
7.1 Traditional 15,545 18,630 27,375 64,755 117,905 117,905
Refugee beneficiaries 25% 25%
(Percentage)
7.2 Non-Traditional 4,755 22,535 42,640 50,000 50,000 50,000
Refugee beneficiaries 50% 50%
(Percentage)
7.3 Irrigation 1,600 7,200 14,800 20,000 20,000 20,000
Refugee beneficiaries 5% 5%
(Percentage)
Female beneficiaries 45% 45%
(percentage)
Youth beneficiaries (15 – 29 20% 20%
years old) (percentage)
8 Farmers adopting Number - 12,000 20,000 34,200 34,200 34,200
improved agricultural
technologies following
demonstration through
farmer training
centers/pastoralist training
centers.
8 .1 Percentage of farmer 40% 40% 40% 40% 40%
beneficiaries who are
female
9 Area provided with Ha 400 2300 4,200 5,000 5,000 5,000
new/improved irrigation or
drainage services (Hectare)
9 .1 Area provided with new >> 300 2000 3,500 4,000 4,000 4,000
irrigation or drainage
services (ha)
9 .2 Area provided with >> 100 300 700 1,000 1,000 1,000
improved irrigation or
drainage services (Ha)
10 Percentage of host and % - - 30 - 60 60
refugee community
members who believe their
relationship has improved
as a result of the project
activities (Percentage)
11 Beneficiaries who feel % - - 50 - 75 75
project investments reflect
their needs (Percentage)
12 Grievances registered % 90 90 90 90 90 90
related to project
implementation that are
resolved (Percentage)
13 Number of policy dialogue Number 1 2 3 4 5 5
forums on development
responses to forced
displacement supported by
the project.

59
8.6.3 Monitoring and Evaluation Plan
Each of the PDO and results indicators has been defined in Table 8.2. Table 8.2 also presents the M &
E plan indicating the frequency, data source, methodology for data collection and responsibility for
data collection.

60
Table 8.2 (a): Monitoring & Evaluation Plan: PDO Indicators
Indicator Name Definition/Description Frequency Datasource Methodology fRoersponsibility for
Data Collection Data Collection
Number of This indicator will count the number of Quarterly Quarterly Collected P CU
beneficiaries beneficiaries who gain access to social progress through
with access to and economic services through reports subproject
social and new/expanded/upgraded/rehabilitated proposal
economic infrastructure subprojects implemented templates.
services and under component 1. Data will be
infrastructure disaggregated by gender and
refugee/host community member plus
by service type (health, education,
water, roads, etc.). Beneficiary numbers
will be counted based on a standard
approach for each subproject type as
defined in the PIM.
Number of This indicator counts host community Quarterly Quarterly P CU
host beneficiaries, who will comprise 70% of progress
community the total number of people benefiting reports
beneficiaries from access to social and economic
services and infrastructure.
Number of This comprises 30% of the total number
refugee of people benefiting from social and
beneficiaries economic services and infrastructure
under component one.
Percentage of
beneficiaries
who are
female
Percentage of The indicator measures the impact of Baseline, Survey Baseline, FPCU
livelihood the livelihood activities, including the MTR, report midline and
beneficiaries traditional, non-traditional and endline. endline surveys.
whose income irrigation schemes, based on support
increases by provided by the project. Household level
25% or more income improvements relating to the
refugee and host households will be
measured in real terms compared to a
control group. Of the livelihood
beneficiaries, 70% will be host
community members and 30% will be
refugees. The target will be at least 50%
of the beneficiaries whose household
income increases by 25 percent or more
as a result of the project support. The
beneficiaries include those who
participated in one or more of the three
subcomponent activities.
Percentage of
female
livelihood
beneficiaries
whose income
increases by
25% or more
Percentage of
male
livelihood
beneficiaries
whose income
increases by
25% or more

61
 Indicator Name Definition/Description Frequency Datasource Methodology fRoersponsibility for
Data Collection Data Collection
Land area The indicator measures, in hectares, the Quarterly Quarterly Routine data PCU
under land area for which new and/or progress collection/GEMS
sustainable improved sustainable landscape reports,
landscape management practices have been gathered
management introduced. Land is the terrestrial from
practices biologically productive system subproject
comprising soil, vegetation, and the proposals.
associated ecological and hydrological
processes; Adoption refers to change of
practice or change in the use of a
technology promoted or introduced by
the project; Sustainable landscape
management (SLM) practices refers to a
combination of at least two technologies
and approaches to increase land quality
and restore degraded lands for example,
agronomic, vegetative, structural, and
management measures that, applied as
a combination, increase the connectivity
between protected areas, forest land,
rangeland, and agriculture land.
Physical Hectares of land covered under physical Quarterly Quarterly FPCU
conservation soil and water conservation measures progress
measures such as hill side terraces (stone bunds reports,
(hectares) and soil bunds), micro-basins, cutoff gathered
drains, gully control check dams, etc. from
subproject
proposals.

Biological Hectares of land covered under Quarterly Quarterly FPCU

conservation biological soil and water conservation progress
measures measures, including tree plantation, reports,
area closure, soil and stone bund gathered
stabilizations through grass planting, from
area enclosed for regeneration, etc. subproject
proposals.

Table 8.2 (b) Monitoring and Evaluation Plan- Intermediate Results Indicators
Responsibility
Methodology for
Indicator Name Definition/Description Frequency Datasource for Data
Data Collection
Collection
Through
Community This indicator measures the Quarterl
project M&E
Investment Fund number of community identified Quarter y
system PCU
subprojects and implemented CIF funded ly progress
including
completed and fully subprojects completed and fully reports
GEMS
operational operational
Through the
This indicator measures the Quarterl
Strategic Investment project M&E
number of strategic investment Quarter y
Fund subprojects system, PCU
fund financed subprojects ly progress
completed and fully including
completed and fully operational reports
operational GEMS
under component one

62
 Responsibility
Methodology for
Indicator Name Definition/Description Frequency Datasource for Data
Data Collection
Collection
This covers the four main
committees established at the
community level for each kebele
and subproject, including for
refugee camps, namely the Project
CPMC, CFT, CAC, CPC and progress
Community level PCU and
refugee central committees. To reports/i Through the
committees Quarter implementi
be fully operational the mpleme project M&E
established, ly ng
committees need to be regularly nting system
strengthened and agencies.
meeting, select office bearers, agency
operational
attend capacity-building events reports
and perform their roles as per
the PIM. The indicator is a
measure of institutionalization
of community participation in
project activities.
The indicator measures the
percentage of women who hold
leadership positions in the four
Percentage of Quarterl PCU and
main committees established at through the
community Quarter y implementi
the community level for each project M&E
committee ly. progress ng
kebele and subproject, including system
leadership positions reports agencies
for refugee camps, namely the
held by women
CPMC, CFT, CAC and CPC. Similar
structures will be established in
the refugee camps and sites.
This indicator measures the
number of households who
Beneficiary
benefit from improved and Through the
households provided Quarterl
alternative energy sources project M&E
with access to Quarter y
technologies. Improved energy system PCU
improved alternative ly progress
sources include energy efficient including
energy sources by reports
and clean cooking stoves while GEMS
the project
alternative sources include solar
(demonstration)
systems for households and
public institutions and biogas.
This indicator measures the
number of host communities Quarter through the
Quarter
Host community who have access to improved progress project M&E PCUs
ly
beneficiaries and alternative energy sources reports system
through demonstrations by the
project
This indicator measures the
number of refugee communities quarterly through the
Quarter
Refugee who have access to improved progress project M&E PCUs
ly
beneficiaries and alternative energy sources reports system
through demonstrations by the
project

63
 Responsibility
Methodology for
Indicator Name Definition/Description Frequency Datasource for Data
Data Collection
Collection
Number of This measures the number of
Households who households who use their own
adopt improved resources to purchase improved Quarterl
alternative energy or alternative energy source Quarter y
Survey PCU
sources with their technologies after seeing the ly progress
own resources as a facilities and equipment reports
result of project provided to host community
demonstration members and refugees through
effect DRDIP II.
This indicator measures the
number of CBOs supported
through livelihood interventions
that are operational one year
Community-based after receiving funds.
organizations Community based organization
supported through under this indicator refers to Annual
Routine data
livelihood organizations including groups Annual progress PCU
collection
interventions that formed by women, youth and reports
are operational one other community groups. It
year after receiving includes primary cooperatives,
funds Savings and Credit Cooperative
(RUSACCOs,
SACCOs/PASACCOs),
multipurpose cooperatives and
Common Interest Groups (CIGs).
This indicator measures the total
number of beneficiaries
accessing traditional , non-
livelihood support and irrigation
activities from the project under
component three. It does not
include beneficiaries of
livelihood type assistance under
component 2 from activities
such as labor-intensive public Quarterl
Number of
works. Quarter y Routine data
beneficiaries PCU
ly progress collection
supported by
The indicator refers to reports
livelihood activities
beneficiaries to whom the
project has made resources
available in order to support
their efforts building their
capacity to economically sustain
themselves. Projects shall
maintain records of distributions
to the same individuals/
beneficiaries/community groups
at different times throughout

64
 Responsibility
Methodology for
Indicator Name Definition/Description Frequency Datasource for Data
Data Collection
Collection
the support period. This will
enable accurate annual and
unique counts without
duplication.

Livelihood support activities

include providing fund for
groups, establishment of groups;
strengthen income generating
groups, providing capacity
building, linkage to market,
traditional livelihood, non-
traditional livelihood activities,
and irrigation schemes
beneficiaries etc.

The target includes 118,000

traditional livelihood
beneficiaries, 50,000 non-
traditional and 20,000 for
irrigation.

Through the
Number of host communities Quarter Project
Host community project M&E PCUs
targeted for livelihoods support ly M &E
beneficiaries system
under DRDIP II
Number of refugee beneficiaries Quarter Project
Refugee
targeted for livelihoods ly M &E
beneficiaries
interventions under DRDIP II
This measures the number of
female project beneficiaries
Through the
targeted under the traditional,
project M&E
nontraditional livelihood support quarterl Project
Female system PCUs
and small-scale irrigation y M &E
beneficiaries including
interventions. The breakdown is:
GEMS
non-traditional (70% female),
traditional (35% female) and SSI
(10% female).
This indicator measures the
quarter Through the
Youth number of youth beneficiaries ( Quarter
progress project M&E PCUs
beneficiaries 15-29 years old) supported ly
report system
(15-29 years old) under the livelihoods
interventions
Farmers adopting This indicator measures the Quarterl
improved number of farmers who have Quarter y Routine data
PCU
agricultural adopted an improved ly progress collection
technologies agricultural technology reports
following promoted by the project.

65
 Responsibility
Methodology for
Indicator Name Definition/Description Frequency Datasource for Data
Data Collection
Collection
demonstration "Agriculture" or "Agricultural"
through farmer includes: crops, livestock,
training capture fisheries, aquaculture,
centers/pastoralist agroforestry, apiculture, timber
training centers and non-timber forest products.
"Adoption" refers to a change of
practice or change in use of a
technology that was introduced
or promoted by the project.
"Technology" includes a change
in practices compared to
currently used practices or
technologies (seed preparation,
planting time, feeding schedule,
feeding ingredients, postharvest
storage/ processing, etc.). If the
project introduces or promotes a
technology package in which the
benefit depends on the
application of the entire package
(e.g., a combination of inputs
such as a new variety and advice
on agronomic practices such as
soil preparation, changes in
seeding time, fertilizer schedule,
plant protection, etc.), this
counts as one technology.
"Farmers" are people engaged in
farming of agricultural, including
livestock products or members
of an agriculture related
business (disaggregated by men
and women) targeted by the
project. This includes agro-
pastoralists and pastoralists.
This indicator measures female
Percentage of quarter Through the
beneficiaries adopting improved quarterl
farmer progress project M&E PCU
agricultural technologies and y
beneficiaries report system
practices following
who are female
demonstrations by the project
This indicator measures the total
area of land provided with
Quarterl
Area provided with irrigation and drainage services Routine data
Quarter y
new/improved under the project, including in (i) collection/GE PCU
ly progress
irrigation or drainage the area provided with new MS
report
services irrigation and drainage services,
and (ii) the area provided with
improved irrigation and drainage

66
 Responsibility
Methodology for
Indicator Name Definition/Description Frequency Datasource for Data
Data Collection
Collection
services, expressed in hectare
(ha).
Area provided Measures in hectares the total Quarterl
Routine data
with new area of land provided with new Quarter y
collection/GE PCU
irrigation or or improved irrigation or ly progress
MS
drainage drainage services in operations reports
services supported by the World Bank.
Area provided Measures in hectares the total Quarterl
Routine data
with improved area of land provided with new Quarter y
collection/GE PCU
irrigation or or improved irrigation or ly progress
MS
drainage drainage services in operations reports
services supported by the World Bank.
This indicator measures the
percentage of project host and
refuge beneficiaries who think/
feel that their relationship has
been improved as a result of the
project activities. The value of
this indicator is
measured/calculated by dividing
Percentage of host
the number of host and refugee
and refugee
beneficiaries that think their Baseline PCU,
community
cohesion are increased/ , mid- HH supported
members who
improved to the total number of term survey HH survey by external
believe their
surveyed beneficiaries of the and report consulting
relationship has
project multiplied by 100% endline firm
improved as a result
separately by hosts and
of the project
refugees. This enables to
activities
measure the extent to which
both beneficiaries are thinking
or believing social cohesion is
improved because of the project
intervention. Results will be
disaggregated by gender and by
refugee/host community
member.
This indicator measures the
percentage of project
Baseline FPCU,
Percentage of beneficiaries who feel that the
, mid- supported
beneficiaries who different project investments HH
term HH survey by external
feel project are relevant to their priorities surveys
and consulting
investments reflect and reflect their needs. This
endline firm
their needs indicates how well the project is
implementing CDD as genuinely
community-driven.
Grievances This indicator will measure the Quarter Quarterl Routine data
PCU
registered related to number of grievances resolved ly y collection
project from the total grievances progress

67
 Responsibility
Methodology for
Indicator Name Definition/Description Frequency Datasource for Data
Data Collection
Collection
implementation that presented and documented at reports/
are resolved all level of GRM established by GRM
the project. records

Number of policy
dialogue forums on
development
responses to forced
displacement
supported by the
project

68
 9. COMMUNITY DRIVEN DEVELOPMENT APPROACH (CDD)
Phase I of DRDIP successfully evolved a home grown CDD model for delivering cost-efficient, high
quality, community-based infrastructure for better service delivery and livelihood activities in remote,
conflict-affected areas in Ethiopia.
9.1 A 3-step Consultative Planning Process
Planning for all component activities will initially be undertaken to develop a Comprehensive
Development Plan (CDP) from which sub-projects for all components would be identified and agreed
upon. Preparation of the CDP follows a three-step process:
(i) An initial sensitization, awareness creation and general consultations that includes prior and
informed consultations on project modalities and rules, social mapping and gender awareness
campaign and agreement on ethical principles, including outreach to vulnerable groups in the
target communities;
(ii) Situation analyses at the sub-kebele level that includes identification and prioritization of
communities’ primary development problems, development of community vision, and selection
of representatives for CDP development; and
(iii) Development of a 5-year rolling Community Development Plan (CDP) at kebele level that
translates the development visions from each sub-kebele into a kebele-wide plan. The CDP will
serve to update and elaborate the existing Kebele Development Plans, to ensure consistency and
alignment. Consideration will be given during its development to ensure complementarity with
wider developments and to ensure that envisaged interventions do not create conflict with
neighboring communities. In the process of identifying priority subprojects, the project will seek
to maximize synergies between activities under the three main components.

9.2 Step 1: Sensitization, awareness creation and general consultations.

This is the first entry point whereby the WPCU and the woreda technical committee members
undertake a Participatory Rapid Appraisal (PRA) to map traditional and formal community
organizations12 and identify community clan/leaders that can serve as representatives of the broader
community. This step also entails clarifying key information with representatives of the community
including the project rationale, features, principles, expected commitments from the community, and
project contributions (i.e., level of funding that communities are supposed to receive 3 rounds per
Kebele).

This would be followed by community-wide discussions on which at least 80% (of whom 50% shall be
women) of the local community participate through formal and traditional community structures to
popularize the approach, discuss the objectives of the Project, undertake a communications campaign
related to gender, financial literacy and engagement of youth, and articulate ethical standards
including a pledge to address concerns of the weakest/poorest members of the community (including
women).13 The discussions should seek an expression of interest by community leaders to engage with
the project, establish a profile of the community (i.e., a description of the community: wealth ranking
of members, mapping of community institutions and facilities, description of major livelihood systems,
description of natural environment, etc.) and establish a Community Social Audit Committee that
would follow up on the process as it rolls out to ensure adherence to the CDD approach. This step
should result in a memorandum of engagement and would be a pre-condition to the allocation of a
CIF budget to the kebele. This step in the consultation process will consider the different needs of

12
This will include an analysis of the way such groups are organized; i.e., representation, the voice of women
and the poor, whether they function in a transparent manner, potential for capture, etc.
13
Ethical principles should include inclusiveness, priority to vulnerable members (poor households, women
and youth), transparency, accountability, trustworthiness, and cost sharing.

69
communities and establish a feasible calendar for subsequent consultations that will enable reaching
different community groups.

9.3 Step 2: Situation analysis at the sub-kebele level/refugee camp/site

A detailed situation analyses will be carried out within each sub-kebele/camp/site or appropriate
community organization/groups (identified through PRA during initial sensitization/consultation
process as groups that can represent a section of the community). Particular attention will be given to
community organizations/groups representing vulnerable groups (women, poorest households,
youth, minority ethnic groups, etc.). Situation analyses at the sub-kebele level will involve the
formulation of a development vision, the identification of communities’ primary development
problems and prioritization of broad intervention areas. The sub-kebele would also select
representatives for the development of community wide development plans at the kebele level. This
process will not only focus on public service delivery but will also include a discussion of community
aspirations and values regarding economic livelihood, identification of opportunities for livelihood
improvement as well as the challenges and constraints, particularly for the poorest households. Sub-
kebele discussions will be led by community facilitators. To ensure broad participation, training will
be provided to facilitation teams on social mobilization and facilitation skills, including how to manage
consultations in large groups, how to encourage active participation by all present including women,
youth and other marginalized groups, consensus building and modalities for selection of appropriate
community representatives.

9.4 Step 3: Development of Community Development Plan (CDP) at kebele level.

Once each sub-kebele has articulated its development vision and identified priority problems, these
visions will be translated into a kebele-wide 5 year rolling CDP that translates the development visions
from each sub-kebele into a kebele medium term plan. This step will be undertaken at the kebele
level under the oversight of the KDC with representatives from the sub-kebele level woreda sectoral
offices, and kebele level specialists such as agricultural Development Agents (DAs) and Health
Extension Workers (HEWs) and others. The KDC leadership will be responsible for bringing together
community representatives for CDP development and the woreda project coordinator will be
responsible for organizing a team of experts to support CDP development in each project kebele. The
consultations will seek solutions to the identified development problems. In doing so, development
problems (livelihood development, rangeland management, food security and resilience, education,
health, climate change) will be discussed topic-by-topic to ensure in-depth discussions and the
generation of investment ideas beyond the standard menu of local level service delivery options
dictated by current local development strategies. Following the development of the CDP and based
on its priorities, an annual Community Action Plan (CAP) will be developed for CIF, NRM and LH
components. The CAP identifies sub-projects and activities prioritized by communities and lays down
an annual action plan for implementation.

9.5 Targeting communities:

Communities in the target project areas are diverse in their livelihood setup. These communities are
categorized as pastoralists, agro-pastoralists and farmers. The needs and vulnerabilities of these three
groups differ significantly and it is important that these differences are reflected in community
discussions. Similarly, women, youth, the poor and ethnic minorities tend to be easily overlooked in
community discussions and decision-making processes—given the particular social structures for
these community members. The project will mainstream targeting of such groups into the community
planning processes discussed above. During the initial sensitization process (step 1 of the consultation
process), communities would be expected to agree on ethical principles that would include giving
priority to the needs of their most vulnerable members (including women). This would be
complemented by a social mapping exercise that would identify different social groupings (including

70
the different categorization of pastoralists, women and youth groups, etc.) that the planning,
prioritization and targeting processes would directly engage with. The Project will furthermore
include training on social mobilization and facilitation skills to ensure broad and active participation
and careful selection of representatives to decision-making fora and within community-based
institutions. A special effort will be made to address women’s constraints in engaging with the Project;
e.g., training to women leaders, separate focus group discussions for women, including women as role
models in project teams and establishing quotas for women representation in relevant decision-
making bodies.

9.6 DRDIP CDD Approach

The summary of the three-step process consisting of:
(i) community orientation and sensitization;
(ii) participatory assessment; and
(iii) action planning; is depicted thematically in Figure 7.1.

The planning approach aims to ensure that: (a) the CDP and CAP cover all three technical components
and seek to maximize synergies between them; and (b) the CDP and CAP align with existing kebele
and woreda development plans to avoid duplication and promote complementarity.

Figure 10.1: DRDIP CDD Approach

71
 10. CONTINGENT EMERGENCY RESPONSE
In the event of an eligible natural hazard or emergency crisis as defined in OP 8.00 (which may only be
declared by the Federal government), funds may be reallocated from other components to the CERC.
This component, if activated, would finance rapid response measures and early recovery activities to
address disaster, emergency and/or catastrophic events. The emergency response activities will be
implemented as per a simplified procedure set out in the Contingent Emergency Response (CER)
Manual.

10.1 The CER Component

This component provides for a contingent window as an integral part of the project. The project allows
funds to be reallocated from the other components of the project in the event of an emergency event
happening. The CERC component will help provide support for immediate rehabilitation and
reconstruction need. The CERC component will be implemented following a rapid response procedure
governed by Operational Policy (OP) 8.00.

10.2 Main Steps in Implementation

The following steps are to be initiated for requesting the CERC activation:
(i) A declaration of emergency caused by a disaster of national significance or sudden onset of
disaster that can potentially lead to severe consequences, requiring issued by the cabinet of ministers
as stipulated by the Disaster Management Law (Law 15/2014) establishing that the declaration will be
issued based on social and economic information of affected regions and the national warning system;
(ii) Furnishing to the World Bank a request, in the context of GoE considering that an eligible crisis or
emergency has occurred/imminent to trigger the CERC;
(iii) Establishment of causal relationship between the eligible emergency and the need to trigger the
CERC, in the form of a Rapid Impacts and Needs Assessment (RINA); and
(iv) Prepare and furnish to the World Bank an Emergency Action Plan (EAP) for financing through
CERC, indicating project funds to be reallocated.

10.3 CER Manual

The CER Manual has been prepared as a separate Annex to this PIM. The manual sets forth detailed
implementation arrangements, including provisions on how to activate and implement the CERC.

72
 11. FINANCIAL MANAGEMENT
The arrangement is designed to allow the establishment of a uniform Financial Management (FM)
system across the implementing structures of DRDIP-II to provide financial guidelines and procedures
specifying how financial transactions are managed, processes, recorded and reported by implementing
agencies at federal, regional, and Woreda levels. It discusses the detailed procedures in receiving funds
from Development Partner (DP), keeping the fund, spending, recording the expenditures, reporting to
the appropriate body ( W B , M o F a n d M o A ) and safeguarding the acquired project assets. The
Financial management and Disbursement arrangements which include budget preparation,
dissemination, and budget control, internal control, auditing and fixed asset management for the
DRDIP II flow the same principles procedures used by DRDIP I.

11.1 Objectives of FM Arrangements

The specific objectives of the financial arrangement include:
(i) Outline the various processes to be followed by all staffs involved in the FM of the Project.
(ii) Provide instructions for ensuring that resources to be used are incorporated in the budget and
adequate internal controls are in place to safeguard the use of funds during implementation.
(iii) Specify government regulations of relevance to FM and accounting needs of the project.
(iv) Align the project FM to World Bank guidelines and the government accounting system, policies
and procedures.
(v) Outline fund flow responsibilities of role players in the implementation of the project.
(vi) Serve as a financial management reference document to all involved in the implementation of the
project.
11.2 Contents of FM
The content of FM includes the FM institutional arrangement, budgeting procedures, fund flow
mechanism, internal control and audit procedures, accounting and record keeping procedures, chart
of accounts, financial reporting, external audit, and institutional oversight arrangements.
The government accounting system, policies and procedures are the basis of this arrangement. Codes
are similar unless new account titles are required because of the unique features of DRDIP-II that will
incorporated in the FM manual. However, the revised code presented in table 10.1.

Table 12.1: Component Code for FM

Component/Sub Component Code
Component 1 Social and Economic Service and Infrastructure 1
Sub-component 1.1: Community Investment Fund & Strategic Investment Fund 1.1
Sub-component 1.2 : Capacity building for local planning & decentralized service 1.2
delivery
Subcomponent 1.3: Women’s leadership & voice 1.3
Subcomponent 1.4: Social Cohesion & Inclusion 1.4
Component 2 Sustainable Environmental Management 2
Sub-component 2.1 Integrated Natural resource Management 2.1
Sub-component 2.2 Promote Efficient & Alternative Energy Sources 2.2
Component 3 Sustainable Livelihoods Program 3
Sub-component 3.1 Traditional Livelihood 3.1
Sub-component 3.2 Non- Traditional Livelihood 3.2
Sub-component 3.3 Small scale, Micro and Households Irrigation Schemes 3.3
Component 4 Project Management, Monitoring and Reporting 4
Sub-component 4.1 Planning, Monitoring & Evaluation 4.1

73
Available materials in respect to other government projects had been considered wherever they are
found valuable and appropriate for the project. Incorporation in this manual of relevant sections of
the government accounting and budgeting system helps to utilize wisely the already built up learning
curves of the government’s accounting staff. The manual incorporates ideas and comments gathered
from government agencies, institutions involved in the implementation of the Project, and World
Bank.

The manual sets forth the project financial policies and procedures for the guidance of all personne l
charged with financial responsibilities, with the aim of ensuring that project resources are properly
managed and safeguarded. Any modification, alteration, or change thereto shall be approve by the
MoA and the World Bank

11.3 FM System Features

The FM system requires the production of timely, understandable, relevant, and reliable financial
information that allows the government, WB and other stakeholders to plan and implement the
project, monitor compliance with agreed procedures, and appraise progress toward its objectives. To
meet these requirements, the system shall ideally have the following features:
(a) Budgeting:
A system to identify the short-term activities necessary to achieve the project objectives and express
these activities in financial terms
(b) Accounting:
It refers to a system of tracking, recording, analysing, and summarizing financial transactions.
Fund flow arrangements:
Appropriate arrangements to receive funds from WB and disburse the funds to the regions involved in
project implementation.
(c) Internal control:
Arrangements, including internal audit, to provide reasonable assurance that (a) operations are being
conducted effectively and efficiently and in accordance with relevant financing agreements; (b)
financial and operational reporting are reliable; (c) applicable laws and regulations are being complied
with; and (d) assets and records are safeguarded.
(d) Reporting:
A system that would produce sufficient detailed information to manage the project, and provide each
donor with regular consolidated interim financial reports and annual consolidated financial statements
(e) External Audit:
Arrangement for conducting annual external audit of the consolidated financial statements for the
sector on terms of reference acceptable to all the stakeholders
Financial management staffing:
Relevantly qualified financial management staff, including accounting with clearly defined roles and
responsibilities to conduct financial management activities

11.4 FM Staffing
DRDIP-II will have a Project Coordination Unit (FPCU) at the federal, regional and woreda levels. It will
be staffed with a competent financial management person at each level. Recruitment at National and
Regional levels require a no-objection from WB while recruitment at woreda level requires no-objection
from NPCU. The following finance staff will be positioned at different levels for the implementation.

(a) At the federal level:

one senior financial management specialist, one senior accountant, two accountants and one cashier
(b) At the regional level:
one senior accountant and one accountant for each region.

74
(c) At woreda level:
One senior accountant and one accountant and one cashier for each Woreda

11.4.1 Financial Management Staff Responsibilities

(a) FM staffs at federal level:
The FM team will be responsible for the overall financial management aspects of the project at federal
level:
(i) Will involve in planning and overseeing of project work plans and budgets for the various
institutions, and ensure consistency of the allocation of financial resources
(ii) Process opening of Designated Accounts for DRDIP-II at the National Bank of Ethiopia (NBE) for
pooled dollar from financing partner. In addition open Birr account or ascertains that the DRDIP-II
Birr account is okay for funds from the donor’ designated accounts to be converted and deposited
(iii) Will be responsible for the day-to-day management of the special accounts and the pooled Birr
account
(iv) Will provide guidance, training and support to the various implementing agencies
(v) Will assist the regional BOAs on financial management, and disbursement and reporting of the
project resources to ensure the timely implementation and reporting on the project
(vi) Shall disburse resource to implementing institutions, collect reports from these regions,
consolidate, and report on the use of funds to government, donors, and other stakeholders.

(vii) It will collect and aggregate financial data and information from regions and prepare consolidate
quarterly and annual financial reports, and handle the audit of the project financial statements
(viii) Liaises with the NBE on disbursement of funds to implementing institutions.

(b) FM staffs at regional level:

(i) Open the DRDIP-II separate birr bank account for the project into which transfer from M o A will
be deposited
(ii) Involve in the planning and budgeting of the project activities in the region
(iii) Transfer the resource to the implementing woreda levels
(iv) Collect and aggregate all financial data and information from the Woredas, and regional
expenditures to send to the MoA consolidated region-based financial reports
(v) Ensure that a suitable accounting and reporting system covering both regional and Woreda levels
is established
(vi) Coordinate financial management implementation of the project at the regional level
(vii) Process disbursement of project resources to Woredas, and assess the performances
(viii) Perform accounting functions as assigned including journal entries preparation, posting,
summarizing and preparing financial statements, by components and sub-components detailed
activity expenditures, bank reconciliation statements and account receivables reports
(ix) Assist in preparation of monthly management report and accompanying schedules, worksheets
and narratives, including “Budget vs. Actual “variance reports; assist in providing follow up and
documentation of significant variances
(x) Ensure accurate and appropriate recording and analysis of grant and expenses
(xi) Analyse financial information to recommend or develop efficient use of resources and procedures,
and provide strategic recommendations and maintain solution
(xii) Assist with completion of quarterly and annual regulatory fillings
(xiii) Assist with annual external audit, complete requested materials; assist in preparing assigned
schedules for annual and interim audit
(xiv) Assist with testing and receive final approval for system reports required for management,
financial reporting and General Ledger reconciliations;
(xv) Coordinate and resolve various issues with Bank
(xvi) Conform with and abide by all regulatory guidance and internal policies and procedures

75
(xvii) Document policies, procedures and workflow for assigned areas (Woredas and region) of
responsibility
(xviii) Technical support to woreda office of Agriculture and office of finance
(xix) Prepare and submit consolidated interim financial reports of the regional implementations to
FPCU on timely basis.
(xx) Follow up with regular IFRs reviewed feedback and implement recommendations

(c) FM staff at Woreda level

( i ) Open DRDIP-II birr bank account for the project into which transfers from r egional BoA will be
deposit.
(ii) Maintain the project financial records.
(iii) Involve in the planning and budgeting of the project activities of beneficiary communities and
refugee.
(iv) Utilize the project fund for planned activities.
(v) Handle the day-to-day management of woreda project ETB account.
(vi) Send financial reports to BoA, follow up with IFRs reviewed feedback at all level and rectify in a
timely manner.

11.5 Fund Flow Arrangement

The flows of DRDIP II follow government Channel II mechanism. MoA, will open DRDIP II Designated Dollar
and Local currency account at NBE. The project will maintain separate local currency accounts at CBE
in the regions and in all targeting woredas/ city town administration. The WB funds are deposited in
to a single pooled USD currency designated account at National Bank of Ethiopia on terms and
conditions acceptable to the Bank. Limit of the initial advance to designated account are stated in the
disbursement letter of the PAD. Then the fund will be transferred to pooled birr account to hold by
MoA. From the pooled local currency account, MoA transfer funds to the local
currency accounts opened by the project implementing regions then the regions to woredas. The fund
flow to each implementing entity is made according to their respective annual work plan and budget,
IFR report, six-month cash forecast and remaining fund balance. Regarding the payments of
community investment fund subprojects carried out by the refugee will managed by the woreda
finance and economic development up on the request by the refugee.

Figure 11.1: Fund flow and reporting

WB

IDA

USD Pooled Designated Account at NBE

managed by MoA

Pooled Birr account at MoA

Birr account BoAs

Fund Flow

Reporting
Birr account WoF

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11.6 Disbursement Arrangement:
Disbursements will be made to finance eligible project expenditures, in keeping with the purposes of
the project. Accordingly, the first steps in establishing disbursement arrangements will be to determine
the expenditures that are eligible for financing under the project funds, decide how these will grouped
in expenditure categories, ascertain what share (disbursement percentage) of each expenditure
category will be financed by source of fund, and determine the need for any disbursement conditions.
11.6.1 Disbursement methods:
The project may follow one or a combination of the DA, Direct Payment, Reimbursement and Special
Commitment disbursement methods. For Advance to the DA and subsequent replenishment as well
as for the Reimbursement methods, the project will use the report-based disbursement method.
Disbursement will made quarterly and cover cash requirements for the next six months based on the
forecasts in the IFRs. For third party implementers, the Bank will make Direct Payments to these
entities to facilitate disbursements and project implementation. The disbursements to third parties
will made based on the approval/request of the government as per the AWPB and implementation
status. Any implementing entity, which does not report on utilization of advances in timely manner,
will not be provided with additional resources.

The General Conditions define eligible expenditures as the reasonable cost of goods, works,
consultancy and services required the project to be finance out of the proceeds of the loan and
procured, all in accordance with the legal agreement and during the loan-disbursing period.
Expenditure categories provide a means to monitor and manage the expenditures for project activities.
They are specified in the withdrawal of proceeds section of the legal agreement, possibly in the form
of a table.
The eligible expenditure for each financier is the following:

(a) IDA:
Finance 100% (inclusive of Tax) of eligible expenditures of all components and sub-components
(consisting of Goods, Works, Non-consulting services, consultants, service, operating costs, and
Training) for the project components &subcomponents.
Disbursement will be made in accordance with procedures and polices outlined in the World Bank.
One or a combination of the following disbursement methods shall be applied to DRDIP-II.
(i) Designated Account (DA)
(ii) Direct Payment
(iii) Special commitment and
(iv) Reimbursement: The World Bank disbursement method uses quarterly IFRs, DA advance, as
described above while the others do not.
(b) Disbursement to Recipient
(i) Reimbursement:
These are payments to the recipient for the cost of project expenditures. The recipient provides
documentation showing that such expenditures have been incurred and paid from its own resource at
the time request for payment is be made.
(ii) Advance:
These represent payments to the recipient for the expected cost of project expenditures. The recipient
subsequently provides documentation showing that such expenditures have been incurred and paid
for from the advance, Interim unaudited financial report, or records (e.g., invoices, receipts), or records
required by the Bank for specific expenditures and statement of expenditure for all other expenditures.
No documentation is required at the time of the request. When reporting on the use of advances,
required documentation is the same as for reimbursement.

77
(c) Disbursed to Third Parties
(i) Direct payment:
These refer to payments to a third party (e.g., contractor, supplier, and consultant) for the cost of
project expenditures. The recipient provides documentation showing that such expenditures have
been incurred at the time a request for payment to the third party is made.
(ii) Special commitment:
These denote payments to a financial institution for the cost of project expenditures covered by a
special commitment. A special commitment is an irrevocable commitment entered into by the Bank in
writing to pay such amounts notwithstanding any subsequent suspension or cancellation. The financial
institution provides conurbation that such expenditures havebeen incurred at the time a request for
payment bemade. Society for Worldwide Interbank Financial Telecommunication (SWIFT) or other
advice from the commercial bank confirming that documents have been negotiated (i.e., documents
have been received and are acceptable) and that payment has been made or is due and will be made
promptly to the beneficiary covered by the special commitment.

11.7 Planning, Budgeting and Budgetary Control

11.7.1 Planning and Budgeting:

The planning and budgeting process will be guided by the budget policy guidelines issued by Ministry
of Finance (MoF). The budget process is participatory among various implementing agencies.
Concerned Bureau at regional level will consolidate and prepare the annual DRDIP Work Plans &Budget
(AWP&B) upon receipt of the AWP&B from the Woredas and submit to M o A- NPCU upon approval of
the regional project steering committee. The FPCU will consolidate these Annual Work Plans and
Budgets and submit them for approval by NSC. This planning work will be performed using the
electronic planning tool to be developed very soon by Excel sheet. The planning steps and procedures
are dealt within detail under the section of this manual entitled annual work planning stages,
procedures and approval processes.

The project document and further review of the agreement shall determine the program budget for
the entire period of the program. This budget of the program is analysed by category and components.
Budgets shall be broken down to quarterly, annual, year-to-date and cumulative analysis, Budget
items shall be mapped with the general ledger accounts to facilitate comparison between budgets
regarding actual.
The budget classification scheme is how the budget is organized by each budget institution. For
accounting purposes, the budget classification scheme as defined in the government’s annual budget
is tracked to identify expenditure variances between what is budgeted and what is expended by
budget institution. The budget classification scheme to classify budget institutions is the uniform at
the federal and regional levels.

11.7.2 Budgeting Procedures

The budget shall be proclaimed by Ministry of Finance at the federal level under the name of Ministry
of Agriculture. Once identified and used, the budget code shall remain unchanged throughout the
project life.
Budgeting is structured around a two-way process:
(i) A downstream process from the federal level down to the regions and then to the woredas and
kebeles, and
(ii) An up-stream process starting at the kebeles and Woredas moving up wards to the regions and
the federal level.
The annual budget and work plans for DRDIP II will be prepared through both a bottom-up approach
(upstream process) and downstream processes. It will be import ant that the timing of budget

78
planning processes is consistent with the government budget cycle. Regional BoA will collect all the
budget requests from woredas consolidate and submit to the FPCU. The PCU will prepare a
consolidated budget and submit to the World Bank for approval not latter than May 31 of every year.
After approval of the AWP&B, MoA will send to the regions and subsequently to Woredas through the
respective regions. The annual budget for the project will be broken down into quarterly budget by
category and components. The project budgeting system will be fully aligned with the GoE budget
calendar.

11.7.3 Work Plan and Budget Revisions

If it is considered necessary during the course of the year (ideally on semi-annual basis) to revise the
budget, for example, to cover unforeseen costs, over expenditure or redirect funds from one budget
to another, it shall pass through the planning steps discussed under annual work planning stages,
procedures and approval processes in this manual. The financial management specialist shall ensure
that:
Requests for revisions were tabled by the M&E, provide details of the activities for which revisions are
requested, reasons for the revisions, the original budget amount, and proposed revised amounts.
Ratification of the revised budget was obtained by the steering committee and the World Bank, and
If the revision is approved, the M&E will inform budget holders concerned of the alterations that have
been made to the budget to incorporate the approval revision.

11.8 Accounting Arrangement

11.8.1 Basis of Accounting:
The basis of accounting is the basic set of principles and rules employed by the accounting system to
determine when and how to record transactions. The accounting system at the federal, regional and
woreda levels employs a modified cash basis of accounting. The modified cash basis of accounting
means that cash basis of accounting applies except for recognition of certain defined items. The key
considerations used to determine which items to include or exclude in the modified cash basis of
accounting are the availability, complexity, practicality and efficiency with which information can be
obtained to include other assets and liabilities within the accounting system and the need to keep the
basis of accounting consistent with the government’s budgeting system.

Consistent with the government manual, the DRDIP II accounting shall employ modified cash basis of
accounting in that the cash basis of accounting applies except for recognition of the following
transactions:
(i) Revenue and expenditure recognized when aid in kind is received, Expenditure is recognized.
(ii) When payroll is processed, based on payroll and attendance sheet
(iii) At the end of the year when a grace period payable is recognized
(iv) When goods are received or services are rendered,
(v) Intergovernmental transfers are recognized in the absence of actual cash movement,
(vi) Transactions resulting from salary withholdings are recognized in the absence of actual cash
movement.
Chart of Accounts: A chart of accounts is a system of coding used by a financial management system
to identify and classify financial transactions and events. The chart of accounts used is exactly the
same at the federal, regional and woreda levels to record revenues, expenditures, transfers, assets,
liabilities and net assets/equity. The chart of account shall be designed by category, financier and
component in addition to government chart of accounts. The detailed codes will be shown in the FM
manual.
11.8.2 Accounting Cycle:
The accounting cycle passes through the following processes:
(i) Budgeting expenditures

79
(ii) Capturing transactions in source documents
(iii) Journalizing entries to the transaction register
(iv) Posting to general and subsidiary ledgers, and
(v) Preparation of monthly financial reports, quarterly IFRs, and annual financial statements
11.8.3 Accounts Recording:
Based on the actual source document such as check and cash payment vouchers, receipt vouchers and
journal voucher the project shall be recorded into Peachtree accounting software at Federal, Regional
and Woreda level.

11. 9 Internal Control

Internal control arrangements for community level payments, which was identified as high risk by the
FM assessment. This includes, strengthening the arrangements for identification and payment of
community workers using woreda identification cards and beneficiary signatures, discussion of CIG
work plans and budgets at annual woreda budget meetings and ensuring that all payments are
supported by relevant documentary evidence including signed payment sheets and
certificate/confirmation of work completed. Hence, the subproject activities implemented at
community level will have advances provided by the woredas to the CIGs/enterprise based on
approved business plans. The CIGs/enterprise settle their advances using simplified reporting format
supported by documentary evidence including authentic receipts where possible and internally
developed format by the woreda to evidence procurement and delivery of local procurement items
having no authentic receipts.
The records and documents are maintained and audited at Woreda level. DRDIP (phase I) had
significant challenges documenting and reporting on such subproject activities where such
expenditures are incurred below woreda level. The project will have strengthened follow-up and
monitoring support to CIGs/enterprise by (i) having strengthened staffing capacity at woredas and
higher levels for adequate supervisions and support to the subprojects; (ii) accounting the grants to
CIGs/enterprise as advance up on payments or cash transfers and recognizing expenditure only upon
collection documentations for use of grant funds per the approved business plan. Capacity support
and training will be provided to such community-based organizations as to how they will collect
documentary evidence and report on the grants utilizations as part of business management skills
training. In addition to this, reliance will be placed on enhanced social accountability mechanisms
including display of project information in public places and strengthened systems for reporting
grievances and complaints.
Control of advances including deadline for liquidation/surrender/retirement of advances, use of
advances for the approved purpose and refund of unused balance into the project account, in addition
to maintaining an up-to-date advances register shall be strictly followed Further clarification shall be
made in Memorandum of Understanding (MoU) which will be signed between Federal and Regional,
regional with woreda DRDIP-II steering structures.

(a) Cheque
(i) New cheque books received from the bank must be checked for completeness and kept in safe
custody
(ii) The cheques collected from the Bank by one of the signatories or by delegated person. Only one
check book at a time shall be issued to the person responsible for check preparation against return
of a completed cheque book stub.
(iii) Used cheque book stubs shall be filed in date order by the Finance Officer.
(iv) All payments above Br. 5000 must be made by check.
(v) Spoiled and cancelled checks shall be stamped VOID, retained in the cheque book and the
signatures torn off or obliterated to reduce the possibility of these being fraudulently copied
(vi) Blank cheques must never be signed in
(vii) Cheque must be signed by at least by two signatories

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(b) Check Preparation and Signature
Implementing Agency higher official must assign check signatory.
Checks may only be prepared against Request for Payment, which is to be approved for payment by
the Project Coordinator or designated check signatory.
Check payments will be evidenced by pre-numbered check payment vouchers and signed by the
assigned person.
Check payment vouchers and supporting documentation shall be stamped PAID to avoid double
payment.
(c) Bank Transfers (Using Letter)
Bank Transfers made using letter requests to the bank by mentioning the name of the beneficiary and
the name of the Bank branch and of the bank account (if required).
The bank notifies the payment action for the requests by sending debit advices specifying the
amount charged to the Project Bank account.
The accountant shall check the debit advice against the letter request process the transaction using
the Payment window of Peachtree Complete Accounting.
Letter requests are to be approved by check signatories
(d) Bank signatories:
Based on previous experience of in consistencies at regional level Bank/Check signatories shall be
harmonized across the region respecting the federal and regional financial management procedures,
However project managers/coordinators and FMS/Accountant shall be in the list of signatory, bodies
at all implementing entities, The check/letter of transfer approval shall be be managed
interchangeable with other authorized body for internal control purpose.
(e) Bank Reconciliation
(i) All bank accounts must be reconciled monthly by using Peachtree accounting software or Excel
Spread sheet at all levels.
(ii) Reconciliation shall be made as soon as the statements are received from the bank.
(iii) Bank reconciliations must be printed and checked for correctness by reference to the Source
documents of items reported as outstanding.
(f) Custody
(i) Cheque books shall be kept safely under lock on hand of project accountant.
(ii) Bank Payment Vouchers and unused cheque pads are issued only against signature on the
register and upon return of the used pads.
11.10 Petty Cash Fund
(i) Petty cash shall be kept on the imprest system whereby the cashier is advanced a float of a fixed
amount, which will always be represented by cash or vouchers
(ii) The amount of the petty cash float shall be reasonable in relation to requirements and shall not
exceed about one month’s normal expenditure but the ceiling is birr 50,000.00
(iii) Only payments of up to Br. 5000 may be made from petty cash.
(iv) Petty cashier shall not have access to the accounting records or check books other than petty
cash vouchers, petty cash report and request forms (Where cashiers act as petty cashiers then
they would also have access to cash receipts, bank deposit slip.
(v) Payments from petty cash must be approved by the responsible person. Petty cash payment
vouchers and supporting documents must be stamped "PAID" at the time of payment.
(vi) Periodic and surprise counts shall be made.
11.11 Fixed Assets
Fixed Asset Register - A detailed record of fixed assets shall be maintained
(i) The register contains information on all project properties purchased by the project.
(ii) The fixed asset register shall contain, among others, the following information.
- Fixed asset description

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- Supplier’s name
- Unit of measurement
- Invoice No. and invoice date
- Original Cost and related expenditures
- Identification No
- Location
Fixed assets are physical items that are expected to have a useful life of longer than one year and
have a certain minimum value. Although fixed assets are charged to expenses up on purchase, no
depreciation shall be charged on the fixed assets. The project shall maintain a fixed asset register for
items that:
(i) Have life expectancy of more than 1year and have a value of more than Birr 1000.
(ii) Moreover, assets shall be tagged with identification numbers.

Another consideration in fixed asset management of significance to include in this PIM is Physical
Verification. Fixed assets shall be physically checked periodically in order to make sure that the assets
exist. All inventories of fixed assets shall be physically verified against records at least annually. Any
identified difference shall be communicated to management for decision and action.

11.12 Accounting Period:

The FM reporting period will be from July 8 to July 7 of the following year. This stipulated in the World
Bank and government program documents.

11.13 Financial Reporting

11.13.1 Final Accounts:
The objective of the final accounts (annual financial statements) is to provide information about the
financial position, performance and cash flows that is useful in making and evaluating decisions about
the sources, allocation and uses of financial resources and about how the activities were financed. In
addition, the accounts provide users with information about whether resources were used in
accordance with the approved budget. Moreover, the final accounts are audited by independent
auditors on which opinions on the fairness of the statements are expressed. The Project’s financial
statements would be prepared in respect of each accounting year for providing information including
the source and use of funds during the year and financial position at the end of the year. The final
financial report shall be submitted to WB within 45 days after the end of each quarter.
The financial statements required for the DRDIP II, as stipulated in the government accounting manual,
shall comprise:
(i) Balance Sheet,
(ii) Income and Expenditure Statements (Statement of Source and Use of Funds),
(iii) Statement of uses with variance analysis
(iv) Statement of Designated Accounts reconciliation
(v) Statement of designated account activity
(vi) Six months expenditure/cash forecast and
(vii) Accounting Policies and Notes to the Financial Statements.

In addition to the above statements, the Statement of the Movement of the Designated Accounts,
and list of materials procured shall be annexed to the Notes to the Financial Statements. A single audit
opinion shall be expressed on the final accounts. NPCU shall be responsible for preparing the final
accounts by consolidating the various financial reports received from BoAs. Thus, amounts shown in
the final accounts shall equal the aggregate of amounts shown in the quarterly financial reports
submitted to WB, MoF and MoA. The statutory reporting entails reporting of final accounts to the
Office of the Federal Auditor General (OFAG) or other project external auditor, and reporting to DPs.

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Detail reporting formats will be included in as annex to the FM manual. Periodicity of reporting is
included in table 11.2
Table 11.2: Periodicity of Reporting
Level and path of No of
No Actions Time Table
reporting Days
Annual Financial
1 Year ended Report July 8, to July 7
Progress Report
Monthly/Quarter 5 days after end of each
Woreda to region 5
report month and quarter
Monthly/Quarter 15 days after end of each
Region to NPCU 15
report month and quarter
45 days after end of each
NPCU to WB IFR Submission 25
quarter
Transfer Steps
2
(Quarter based)
Within one month of
WB to NPCU IFR review feedback receipts of the IFR by the
Bank
Within seven working days
Withdrawal
FPCU to WB of receipt of IFR reveiew
Application
letter
WB to National Within two weeks of
Fund transfer
Bank submission of WA
Within National Within 3 days of USD
Dollar to Birr transfer
Bank transfer request
Within 10 days of receipt of
FPCU to Regions Birr Transfer
IFRs
Within 5 days of the receipt
Region to Woreda Birr Transfer of financial resource from
FPCU based on woreda FR.
Total no. of Days
Interim Financial
3
Report per year
Quarter 1 (IFR 1) July 08 - October 10
Quarter 2 (IFR 2) October 11 - January 08
Quarter 3 (IFR 3) January 09 - April 08
Quarter 4 (IFR 4) April 09 - July 07

11.13.2 Monthly reporting:

Woredas shall send the financial reports to BOA within (5) five days after the end of the month as
per the following checklist:
(i) Prepared the report as per the standard format
(ii) Sending of the report as per the financial agreement schedule
(iii) Attached the trial balance
(iv) Attached the balance sheet
(v) Attached the Income statement
(vi) Attached the Bank statement & Bank reconciliation
(vii) Attached the explanation of the variances
(viii) Completeness of the report Signed by authorized Signatory
(ix) Ensure the Eligibility of expenditures.

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(x) Copy of cash count certificate
(xi) Copy of fixed asset registration at the end of the year

Regions (BoA) consolidated financial reports shall be sending to MoA within (15) days after the end
of each month and each quarter by considering the following checklist:
(i) Statement of Uses of fund (expenditures) by physical component compared with budgets for the
reporting period and cumulative
(ii) Statement of Uses of fund (expenditures) by category compared with budgets for the reporting
period and cumulative
(iii) Trial balance
(iv) Balance sheet
(v) Six-month Cash expenditure/forecasts Statement for the next 2 quarter
(vi) Age analysis of woreda advances
(vii) Receivable report
(viii) Payable report
(ix) Bank statement & Bank reconciliation
(x) Copy of cash count certificate
(xi) Expenditure report
(xii) Explanation of variances
(xiii) Copy of fixed asset registration at the end of the year
(xiv) Completeness of the report Signed by authorized Signatory

11.14 Interim Financial Report (IFR):

Management information is required in order to control financial resources. WB requires monitoring
based on internationally accepted accounting principles. Likewise, monitoring physical performance
in relation to financial disbursement is important in order to establish the value for money. At
operational level, reporting is essential to facilitate routine activities of the Project. The NPCU shall
prepare and submit to WB within 45 days after the end of each quarter Interim Unaudited
11.14.1Financial Reports (IFRs):
The report shall include the following:
(i) A statement of source and uses of funds indicating all the resources and use of project funds for
the reporting period and cumulative
(ii) Statement of Uses of fund (expenditures) by component and category compared with budgets for
the reporting period and cumulative,
(iii) Statement of Designated account activity
(iv) IFR subject to pr or and post review statement for the reporting period.
(v) Designated Account activity statements for the reporting period,
(vi) Six-months Cash forecasts Statement for the next 2 quarter
(vii) Notes and variance analysis related to the financial report.
(viii) Attached Trial Balance, Balance Sheet, Bank statement, bank reconciliations, aging analysis,
etc

11.15 Auditing

11.15.1Internal Audit:
The internal auditing of an organization will involve topics such as the efficiency of operations, the
reliability of financial reporting, deterring and investigating fraud, safeguarding assets, and
compliance with laws and regulations. The internal auditor of each of the implementing agencies (i.e.,
MoA, BoAs, and WoF) shall perform internal audit on the DRDIP fund at least once per year. Thus, all
the internal audit units of these agencies shall routinely include the Project into their work plan and

84
conduct regular audit on its funds. The report of the implementing agencies internal auditors shall be
addressed and submitted to the head of the agencies. However, major findings during audit shall be
communicated to respective stakeholders within a month after the internal audits are undertaken.
11.15.2External Audit:
Annual audit for the DRDIP-II shall d be performed by an independent audit firm nominated by the
office of Federal Audit General (OFAG) and the audit report shall be submitted to the DPs within 6
months after the end of each physical year. The audit report shall address to MoA and World Bank.
The audit of the whole project shall be conducted in accordance with the terms of reference to be
provided by MoA. The auditor shall in general perform the following:
(a) Audit of Statement of Source and Uses of Funds:
The objective of this audit is to ensure that all source of the Project funds are included in the statement
and that payments there from are properly included in the accounts.
(b) Audit of Interim Financial Reports:
The objective of this audit is to ascertain that the individual expenditures, which comprise the IFR
totals, are fully supported by documentation kept in the Project files kept at different locations, and
are properly authorized and eligible under the Project document.
(c) Audit of Designated Accounts:
The objective of such audits is to verify that the Designated Accounts bank statements are reconciled
with the Project books of accounts and what has been withdrawn or deposited from designated
accounts is traceable in the Project books and records.

11.16 Tips for Efficient Financial management System

(i) To avoid inefficient first quarter financial utilization system due to mismatch of lengthy year ended
financial reporting process and yearly approval of annual work plan, consensus shall be reached
on the way to utilize BBF and also transfer resources
(ii) To accelerate financial utilization system and early delivery, finalizing all the procurement at all
levels by April is agreed
(iii) For early delivery of financial report from the woreda on monthly and quarterly basis options of
communications shall be diversified
(iv) Setting quarterly financial utilization proportion in line with approved quarterly planed
distribution is also important with 20% 30% 30% 20% ratio from quarter 1 to 4,
(v) To strengthen internal control system respective specialists at all level shall play a role in verifying
expenditures based on the planned activities under each component and sub components. The
following format is applicable.

11.17 Steps used in financial management

Table 11.3: Steps used in Financial Management
Approved
Steps financial Management Prepared by Checked by Paid by
by
ToR development SMS Case team Coordinator
Payment request SMS SFMS/FMS/Accountant Coordinator
Attendance sheet Accountant/ SFMS/FMS/Accountant Coordinator
Payment sheet Accountant S.FMS/FMS/Accountant Coordinator Cashier
IFR review distribution to region SFMS/FMS SFMS/FMS Coordinator
Fixed asset registry/ Inventory FMS and S/FMS &
Coordinator
report Procurement S/Procurement

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11.18 National and regional back stopping Support Plan

Table 11.4: National and Regional Backstopping Support Plan

Planning Item National SFMS Regional FMS

On Monthly Basis
Twice Quarterly basis/To each
Timing To selected
Region
Woredas
Woreda Selection/Sampling Based on Risk level and action plan Based on Risk level
Based on Audit
Based on Audit findings and IFR
ToR for field support findings and IFR
reports/Review
reports/Review

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 12. PROCUREMENT

12.1 Introduction
12.1.1 Background
In DRDIP II, there are various implementing agencies that are at different level of knowledge and
experience to implement project procurement using the governing procurement rules and
procedures. Hence it necessitates for a clear guidance on how procurement can be done under
project. Moreover, the project has around five main components comprising varieties of procurement
activities adding the need of comprehensive approaches in following agreed procurement procedures.
This section tries to consolidate the essentials of procurement under the project.
12.1.2 Purpose of the Procurement Section
The procurement section is to guide the procurement staff and other officials responsible for and
involve in the execution of the project in their day-to-day work of procurement in line with the
Financing Agreement and governing procurement Regulation. The need to procure the items
identified in the project and the use of the funds allocated for the project in an efficient, transparent,
and fair manner consistent with the core procurement principles and governing procedures is
important for the achievement of the Development Objectives of the project.
This section describes the procurement implementation arrangement, duties and responsibilities of
each implementing agency, agreed and governing procurement rules and procedures for the effective
and efficient implementation of the project procurement. It provides guidance to the procuring
entities about the procurement of goods, works, non- consulting services, and procedures for selecting
consultants required for the project. The section captures the latest development and changes in the
procurement environment and addresses practical procurement issues at all levels.
12.1.3 Main Objective
The procurement section helps how the implementing agencies can manage procurement activities
identified, planned and approved for each fiscal year. The main objectives are:
a) To ensure the implementing agencies have the full insight on the procurement procedures
b) To provide procurement implementation arrangement and the governing guidelines that will be
applicable for DRDIP II
c) To apply and make use of the optimum procurement approach to achieve value for money
d) To monitor and report the procurement status on a regular basis using accepted formats
12.1.4 Architecture of the Procurement Section
The section comprises mainly (i) introduction (ii) Procurement process and accountability (iii)
Applicable Policies, Regulation and Rules (iv) Procurement Implementation Arrangement (v)
Governance which all helps the user to easily understand the how and what of the project
procurement.
12.2 Scope of Procurement
The implementation of DRDIP II involves numerous procurement activities in order to achieve the
development objective of the project. Procurable items under the project include small works, Goods
Consulting services and non-consulting services. The details are shown below:
Major procurement activities: it includes (i) Goods (vehicles, motor cycles, office equipment and
furniture, household level energy saving cooking stoves, solar lights, improved seeds, fertilizer,
nursery site items, animal health laboratory equipment, soil laboratory equipment, improved livestock
breeds, beehives, fishing equipment, aerial photos, satellite imagery and maps, etc.); (ii) Works
(construction and/or maintenance of SSI schemes, construction or rehabilitation of FTCs and PTCs,
schools and health facilities, rural roads, community water supply and sanitation systems, etc.); (iii)
Consultancy services (needs assessments, baseline survey, feasibility studies, audits, trainings, etc.)
and employment of individual consultants; and (iv) Non-consulting services such as, Third Party

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Implementing (TPI) entity, transportation, storage, material distribution, etc. The exhaustive list of
procurement activities will be described in the final version of the procurement plan.
Training and workshops: The project will finance training and workshops to improve project
management and address capacity limitations in various areas. Financing of training and workshops
shall be based on an annual training plan and budget that will be submitted to the World Bank for
prior review and approval. The annual training plan will identify, among other items: (a) the training
envisaged; (b) the justification for the training; (c) personnel to be trained; (d) duration of such
training; and (e) the estimated cost of the training. At the time of the actual training, the request will
be submitted to the World Bank for review and approval. Upon completion of the training, the trainees
will be required to prepare and submit a report on the training received. The workshop venue, cost to
the trainers and trainers, etc. shall be covered through operating costs.

12.2.1 Oversight Arrangement

The implementation of the project is highly influenced by the procurement management of the
project. As a result, all the implementing agencies are required to involve proactively in a planned and
organized manner maintain due diligence during planning and implementation of various
procurement activities to ensure the procurement is implemented in an expedited manner as per the
governing procurement rules and procedures. It is required that all the implementing agencies set up
the procurement system to the requirement of the project fulfilling, among others the following:
x Proper internal control system such as functional procurement endorsing committee and
internal audit
x Regular monitoring and reporting system of planned procurement activities
x Capable technical evaluation committee
x Robust complaint management system
x Assign experienced and qualified procurement staff
12.2.2 Procurement Arrangement
The procurement arrangement for the project is generally shown in the PPSD as to the selection of
optimum procurement method and market approach. Those procurement arrangements (selection
method and market approach) stipulated in the procurement regulation will be used and should be
based on the detail market analysis undertaken while preparing the PPSD and when necessary, the
Client can conduct market analysis.
The contract strategy should be well designed to suit to the complexity and nature of the procurement
of activities with proper contract packaging, types of contracts, payment schedule etc. and achieve
proper contract management.
Systematic Tracking of Exchanges in Procurement (STEP): It is an online procurement planning,
processing, monitoring, and reporting system and is mandatory for all implementing agencies. The
Implementing Agencies (IAs) at the federal and regional level – the FPCU in MoA and the RPCU in each
BoA – shall use STEP for all project procurement. The regional implementing agencies will upload the
procurement plan (PP), required information and documentation for all activities implemented at
woreda level. The project coordinators and procurement specialists shall be provided with the
necessary facilities and training to operate the system. Regarding the Procurement Plan at woreda
level, the procurement officer at WoFED and the technical expert in the woreda agricultural office will
identify needs, prepare an annual PP based on the approved AWPB and submit to the RPCU for
consolidation, endorsement and uploading in STEP. The FPCU will review and approve the regional
and woreda PPs before they are submitted to the Bank through STEP. The RPCUs will consolidate the
woreda plans together with the regional plan and submit the consolidated PP to the World Bank
through STEP for review and approval.

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12.2.3.1 Contract Management
Contracts need a proper follow up depending on the risk level and category of the procurement
activities. The implementing agencies should develop a clear contract management plan on how to
clearly administer the contract and enforce the conditions in the contract to accomplish the activities
in time, quality and cost as per the signed contract.
The contract management for typical consulting services at least should consider:
x Prepare and sign complete contact document
x Assign a contact management specialist and technical experts to review and verify the
deliverables (reports, data etc.) are prepared with the required quality
x Check, review and approve the inception report with proper activity schedule/timeline
x Follow the submission of the deliverables as per the agreed timeline
x Provide timely comments for reports/data of poor quality and lacks to professionally develop
the required outputs/results
x Check and verify if all the comments provided from the Client are all addressed in the revised
submission by the Consultant
x Review and approve reports/data with due consideration on the quality, completeness and
full acceptance
x Check and verify if the consultant has provided all the required deliverables (hard and soft
copy) as per the signed contract and all are approved
x Ensure all the deliverables (reports, data etc) are properly reviewed, checked, approved and
accepted before closing/ending the contract
The contract management for goods at least should consider:
x Prepare and sign complete contract document
x Assign a contract management expert and technical expert
x Follow on the delivery schedule
x Inspect and check the delivered good is as per the signed contract (conform with the
specification)
x Close the contract
The contract management for works at least should consider:
x Prepare and sign complete contract document
x Assign a contract management expert and project supervisor
x Hold a kick-off meeting with the contractor
x Officially Hand over the site to the Contractor
x Check, review and approve Master work schedule (and also labor, material and equipment
schedule)
x Instruct the Contractor to start work
x Write letter for any delay, defect and poor performance
x Timely respond to request for time extension, variation orders etc
x Resolve any right of way issues
x Supervise the quality of materials on the site
x supervise the availability and number of required labor on the site
x Check the workmanship and finished parts is with acceptable quality
x Prepare biweekly progress report focusing on the physical and financial progress and
challenges
x Timely take measurement for executed items
x Check and confirm using punch list all the items are executed as per the design and
specification before provisional acceptance

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 x Provisional acceptance
x Final acceptance
The contract management for non-consulting service at least should consider:
x Prepare and sign complete contract document
x Assign a contract management expert and technical expert
x Check and approve the timeline for provision of the required service
x Follow there is required set up and manpower to perform the required service
x Check the service rendered is as per the signed contract
x Write a notice letter for substandard service
x Get regular feedback from the users on the service
x Check all the agreed services are adequately rendered within the agreed timeline
x Close contract implementation.
The implementing agencies at all levels are required to establish proper monitoring of the
procurement performance and all the implementing agencies at least should use the following
monitoring system:
x Timely upload document in STEP for all initiated and completed contracts and extract report
x Track and report the process status of planned procurement activities from STEP and take
action on delayed activities
x Prepare and regularly update contract register
x Hold a quarterly meeting with the leading role of the FPCU
x Follow and take action on the findings of the independent procurement audit
x Timely implement actions agreed during the joint implementation and support mission
The supervision procedure is critical to achieve the procurement follows the approved timelines in the
procurement plan. Hence, the supervision needs to be holistic and timely with comprehensive
checklist. The supervision is usually made by the FPCU on the performance of RPCU, Woredas and
communities.
A very important part of good procurement performance management is the continuous monitoring
of its implementation against the agreed schedule and milestones and the use of procured goods,
works and services by the project beneficiaries. Therefore, at all IAs structure, the functions of
continuous monitoring and supervision of procurement activities shall be performed by the relevant
technical unit and procurement unit of the implementing agency and a copy of their reports made
available to the Federal PCU. The objectives of the Procurement Monitoring Unit shall be:
• To provide continuous feedback and on procurement implementation at all levels (federal,
regional, woreda and community levels) levels;
• To timely take corrective/remedial measures including adjustment to the procurement process,
where necessary.
The IAs at Federal, regional and woreda (woredas include the community level reporting) levels are
required to produces quarterly, biannual and annual procurement and contract management
activities report. The report should cover, at least the progress against plan, challenges, and
recommendations to improve the challenges. Each IA will be responsible for initiating, monitoring,
and keeping the required procurement records at each stage of the procurement process and contract
management stages. The head of each IA must satisfy itself that procurement activities are executed
in an expedite manner and in accordance with the governing procurement rules, approved
procurement plan and budget. Each IA will then compile its progress reports on procurements made
and submit to the higher level for subsequent consolidation by Federal PCU. The PCU will submit the
consolidated biannual procurement and contract management progress report to the World Bank.

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The procurement specialist in each IA at all levels shall prepare quarterly Procurement & Contract
Management Report (PCMR) that provides information on the following areas:
• Progress of planned works, goods, non-consulting and consulting services compared with agreed
schedules;
• Physical delivery of goods, structures (works) and services and their respective costs;
• Implementation of the action plan to rectify the procurement audit findings if any during the
reporting period;
• Provide general information on the status of contract commitments and expenditures.
• Any challenges encountered, action taken and recommended remedial action that need higher
levels attentions.

Deviations from procurement plan and governing procurement rules and procedures shall be reported
in the PCMR and a diagnostic study shall be carried out by the IAs themselves to reveal causes and
suggested remedial actions. The PCMR shall include a procurement and contract management
progress summary sheet.
The PCMR prepared by the Procurement Monitoring Unit and the reports of the PCU shall be made
available to Joint Implementation Support missions and the head of each implementing agency.
The Bank exercises its procurement oversight through a risk-based approach comprising prior and post
reviews and independent procurement reviews, as appropriate. The Bank sets mandatory thresholds
for prior review based on project procurement risk levels. The Bank carries out post reviews of
Procurement Processes undertaken by each IA to determine whether they comply with the
requirements of the procurement plan and Legal Agreement. The Bank may use a third party such as
a supreme audit institution, acceptable to the Bank, to carry out post reviews. Any such third party
shall carry out the reviews in accordance with the TOR provided to it by the Bank.
The Procurement specialists at Federal, regional and woreda levels are responsible for monitoring and
supervising DRDIP II procurement. The regional procurement officers consolidate and prepare the
procurement performance report for the regional PCU and submit to the federal PCU on quarterly
basis. The FPCU summit the consolidated procurement report to the World Bank on quarterly basis
and will avail these reports during the regular joint review and supervision missions biannually.
World Bank staff or consultants selected by the Bank carry out semi-annual supervision missions to
conduct field visits, of which at least one mission will involve post review of procurement actions.
During such missions, DRDIP II Coordinators and Procurement Experts are responsible for availing the
procurement plan, contract register, all procurement documents, and the procurement
implementation status report to the mission.

12.2.3.2 Record Keeping

All DRDIP II implementing agencies shall keep records of all proceedings of the Procurement Process
in accordance with the requirements of the Legal Agreement. Procurement filing has specific
characteristics. The Procurement directorates in the MoA and BoA and WoFED are responsible for
keeping complete procurement records. Uploading of the documentation at each stage of the
procurement process in STEP is also a big challenge. The FPCU, RPCU, WoFED are required to scan all
records, upload in STEP and keep scanned copies. WoFED will be responsible for proper procurement
record keeping and filing for easy retrieval of information during post-procurement reviews and
audits. Each contract shall have its own file and should contain all documents of the procurement
process and contract management. Files must be based on the procurement categories (works, goods,
non-consultant services and consulting services) and span the entire procurement process per
contract in each category in an efficient and easily accessible manner (in chronological from

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advertising to contract signature and management). This system should best be maintained
professionally in order to remain useful for at least 10 years period beyond the closing date of the
program.
The procurement experts at all levels are responsible for proper record keeping and filing of
procurement records for ease of retrieval of procurement information. All implementing agencies at
all levels are responsible for keeping procurement records in an organized manner and in a secure
place. The procurement units or record keeping units at all levels should be provided with required
number of facilities for proper record-keeping. The federal and regional PCUs are required to upload
the required information and documentation at each procurement stage in STEP
Each contract shall have its own file and should contain all documents on the procurement process
in accordance with the requirements and as described in the procurement manual. The mandatory
lists of records to be kept are provided in the below table below.
Table 12.1: Important records to be kept for procurement of goods, works and non-consulting
services:
Description Open Open
Shopping
International National
1 Copy of the GPN with publication date √ √
2 Copy of the SPN with publication date √ √
3 No objection from World Bank to draft BD √
4 Modifications/addenda to BDs (if any) √ √ √
5 Final BDs/RFQ issued to bidder √ √ √
6 Bid opening report √ √
Head of IAs notice on composition and start of
7 √ √
BEC
Clarifications required from bidders and
8 √ √ √
written replies
9 BER/quotation comparison report √ √ √
10 Analysis of BER and recommendation √ √
Comments by the World Bank and/or no
11 √
objection to the BER
12 Contract award/Letter of Acceptance √ √ √
13 Copy of signed contract √ √ √
Copy of letter to the World Bank transmitting
14 √
signed contract for disbursement

15 Publication of Award in UNDB online and

√ √
dgMarket or national press
16 Contract amendments √ √ √
17 Inspection report √ √ √
18 Payment authorization √ √ √
19 Completion certificates √ √ √
20 Copies of guarantees √ √
21 Claims and disputes √ √ √

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Table 12.2: Important records to be kept for selection of consultants (firms and IC)
Selection of
Selection of
Description consulting
IC
firm
1 Terms of Reference √

2 Advert for request for EOI and publication date √

3 List of Consulting firms having expressed their interest √

4 Documentation provided by consultants (EOI) √

5 report on the evaluation of EOIs (short listing report) √

Comments/no-objection from the World Bank to proposed
6 √
short list
7 Approved RFP as sent to the consultants √
8 No-objection/Comments by the World Bank to draft RFP √
copy of the proposals received and minutes for opening of
9 √
technical proposals
10 letter for the appointment of BEC √
11 Technical Evaluation Report √
12 No objection/comments by the World Bank on the TER √
13 Minutes of Opening of Financial Proposals. √
14 Combined Technical and Financial Evaluation Report √
No-objection by the World Bank to negotiated initiated
15 √
draft contract and minutes of negotiation
16 Copy of signed contract √
17 Publication of Award √
18 Contract Amendments √
19 Consultant/technical assistance Reports √
20 Claims and Disputes √
Folders for Contracts with ICs for technical assistance and
21 training: Name on a folder for each ICs, TOR, request for √
EOI, short list, CVs and evaluation report

12.2.4 Accountability Framework

All the procurement entities follows the approved procurement plan and should work with high ethics
avoiding conflict of interest and any attempt that open for fraud and corruption. Each procurement
specialist will be accountable for the outcomes and results of the procurement process and should
adhere to the terms and conditions of their contract expected to perform their duties based on the
approved and agreed TOR.
12.3 Applicable Policies, Regulations and Rules
12.3.1 Applicable Procurement Regulation

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Procurements of Goods, Works, Non-Consulting Services and Consulting services under the project
shall be carried out in accordance to “World Bank’s Procurement Regulations for IPF Borrowers” July
2016, revised November 2017 and August 2018 (here after referred as “the Procurement Regulation”);
Procurement will also comply with “Guidelines on Preventing and Combating Fraud and Corruption in
Projects Financed by IBRD Loans and IDA Credits and Grants” revised as of July 1, 2016; and the
provisions stipulated in the General Conditions of the Legal Agreement.

When approaching the national market, as agreed in the Procurement Plan, the procedures of GOE‘s
Federal Government Procurement and Property Administration Proclamation No. 649/2009 and the
Federal Government Public Procurement Directive issued by the Minister of Finance and Economic
Development June 2010 may be used. These procurement procedures shall be consistent with the
Bank’s Core Procurement Principles and ensure that the Bank’s Anti-Corruption Guidelines and
Sanctions Framework and contractual remedies set out in the Legal Agreement apply. For national
open competitive procurement, the requirement provided under section 5.4 of the World Bank’s
Procurement Regulation for IPF Borrowers shall apply.

12.3.2 List of SPD, SRFPs and different templates

The following lists of World Bank’s and the Federal Governments Standard Procurement Documents
(SPDs) are applicable to the project.
Goods, Works and non-consulting services
• RFB for Procurement of Goods (one envelope process): recent revision
• Request for Bids - Small Works (1 envelope process) recent revision
• Bid Evaluation Form: Procurement of Goods or Works-April 1996.
• Pre-qualification Documents: Works: recent revision
• Procurement of Small Works – recent revision
• UNOPS Standard Form of Agreement vehicles, - recent revision
• Standard Request for Quotation (RFQ) Format issued by FPPPA (2006) or recent revision
• Standard Bidding Document for the Procurement of Goods and related services (NCB) issued
by the FPPPA (Version 1, January 2006 revised April 2011 or recent revision
x Standard RFQ issued by FPPPA – for very small value contracts – recent edition
• SPD for the Supply and Installation of Information System (October 2017 or recent revisions)
• Standard SPN template - recent revision
Consultancy Services
• Standard Request for Proposals: Selection of Consultants – recent revision.
• Sample Form of Evaluation Report: Selection of Consultants – October 1999.
• Standard REOI Template
• Standard GPN Template
For Open International Competitive Procurement, the project IAs shall use the Bank’s Standard
Procurement Documents (SPDs), available on its external website at
www.worldbank.org/procurement/standard documents. For Procurement involving national
competitive Procurement, the project IAs may use its FPPPA SBD provided that the bidding documents
are prepared to the satisfaction of the World Bank.
List of SPD, guidance notes and different templates can be found from the World Bank’s website
(www.worldbank.org/procurement).
12.3.3 The Procurement Plan and Use of STEP
The first and most important step in the procurement cycle is the identification of the required works,
items and services to be procured and determine when those goods/services are required for the
project activity. This requirement shall be reflected in the procurement plan and the project
implementing institutions shall perform proper planning for all procurement activities in order to
ensure that they meet their needs in the most effective, economical and timely manner. The duration
of time required to properly carry out each stage of procurement activities should be estimated

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carefully to develop a realistic plan. The implementing agencies should provide proper procurement
category, the recent market price as an estimated amount, select proper market approach and
procurement method and contract type in the procurement plan. The procurement plans will be
regularly updated during the course of the project, to reflect changes in project implementation.
A procurement plan is a legal requirement in the procurement process. Annual PPs shall coincide with
annual budgets and targets to be achieved. Plans shall address the technical, operational,
management, financial and other significant considerations. This should be carried out by the user
section/entity and should result in clear identification of the items and corresponding specific
functional and service requirements. Officers at all levels that are engaged in planning and managing
procurement must be aware of all governing legislation and the agreed procurement rules and
procedures in order to inform decision-making processes.
As the project is governed by the New Procurement Framework, it is mandatory to use STEP which is
an online procurement planning, implementation, monitoring and reporting system. The
Implementing Agencies (IAs) at federal, regional and woredas shall use STEP for all procurements they
carry out under the project. The procurement specialist at the Federal PCU and RPCU (including the
procurement at woreda and community level) are responsible for uploading all procurement plans in
STEP and regularly updating and uploading the documentation and all information for all initiated and
completed contracts on time. The Procurement Officer at the regional PCU shall prepare an annual
Procurement Plan based on the approved work plan and upload the procurement plan and the
required documentation and information for the regional, woredas and community level procurement
in STEP. All procurement plans for Regional, woreda and community level procurement shall be
submitted to the Federal PCU for review, and endorsement and submission to the World Bank for its
review and no objection. All communications from the project implementing agencies with the World
Bank shall be carried out through the federal PCU of the MoA.
Once procurement needs have been identified and specified and approved in STEP, the relevant
implementing agencies will ensure that procurement is initiated and carried out in time in accordance
to the approved procurement plan. The procurement plan should give sufficient lead time to initiate
and implement each stage of the procurement process. Project implementing institutions will ensure
that appropriate review and approvals of the procurement process at each level are in place.
Procurement plan should be prepared and approved by the authorized officials or body in each
implementing agency before they are uploaded in STEP. The federal, regional, woredas and
community procurement plans and any revisions shall be thoroughly reviewed, compiled and
approved by head of the respective implementing agencies. All procurement plans and their
respective updates shall be reviewed and cleared by the World Bank through STEP prior to
commencement of the procurement process.
Procurement should be carried out in accordance with the provisions in the approved procurement
plan. The Procurement activities carried out without an approved procurement plan in STEP are
considered as ineligible expenditures and are not financed through program fund.

12.4 Procurement Implementation Arrangement

12.4.1 Institutional Arrangement and Organization for the Procurement Function
The procurement for the proposed project is implemented at four levels:

At Federal Level: The MoA, through the FPCU, will be responsible for monitoring, supervising and
coordinating project procurement activities. The Procurement Directorate in the MoA assumes
primary responsibility for procurement activities at the federal level. The MoA through FPCU shall
procure strategic goods, including vehicles, motorcycles, aerial photos, satellite imagery and maps,
animal health laboratory equipment, soil laboratory equipment, solar panels, and works and goods

95
contracts that require foreign currency. It will also procure all consultancy services and small works
and goods and non-consulting services required for the FPCU. Procurement of solar panels will be
planned as a prior review activity and strictly follow the procedures of World Bank to mitigate forced
labor risk. The FPCU will provide close support to the RPCU in all procurement to manage relatively
high value and high-risk contracts, including works contracts for SSI scheme construction. The MoA
shall ensure the recruitment/assignment of a sufficient number of capable procurement staff,
technical support team and the provision of facilities for effective procurement planning, processing,
contract management and record keeping at all levels. The FPCU is responsible for keeping records
and uploading documentation in STEP for all transactions managed at the federal level. The FPCU shall
review and approve regional and woreda PPs before the regions forward them to the Bank for no-
objection. The FPCU will hire one additional senior procurement specialist who will work closely with
the procurement unit of the MoA and provide support to the RPCU.

At Regional Level: the regional Bureaus of Agriculture (BoA) of Amhara, Benishangul-Gumuz,

Gambella, Afar, Somali and Tigray regions will manage project procurement. However, the
procurement implementation of Tigray will be the responsibility of a third-party agency to be
contracted by the FPCU for the period of contract duration. The Regional BoA, supported by the RPCU,
will be responsible for procurement planning, processing and contract management of goods, small
works (including those contracts that do not require foreign currency) to be implemented under open
national/RFB and RFQ methods and non-consulting services required for the regional level
implementer (BoA) and woredas in the regions. Amhara regional BoA, as a new implementing agency,
is required to establish an RPCU comprising a sufficient number of qualified staff, including an
experienced and qualified procurement specialist. The BoA will also be responsible for recruiting
individual consultants or contractual staff required for the regional or woreda level project
implementers. The RPCUs are responsible for managing their own PP, procurement processing and
record-keeping and uploading of the documents in STEP. The RPCUs will also: (a) provide close support
to the woredas in their regions, including reviewing, compiling and sending woreda PPs to the FPCU;
(b) provide hands-on support to the woredas to prepare the PP and procurement documents; (c)
upload PPs and documents in STEP on behalf of each woreda in their Region; (d) regularly assess
woreda procurement capacity, identify gaps, and organize procurement clinics in consultation with
the FPCU.

Woreda levels: WoFED has responsibility for procurement planning, processing and contract
management of small value goods, works and non-consulting services and proper record-keeping of
all transactions at the woreda level. The woreda levels are mandated only for procurement conducted
through RFQ. The Woreda Agricultural Office (WAO) will provide technical support in the identification
of procurable items, planning, processing, and management of signed contracts. The woreda
procurement officers in WoFED are required to handle procurement at the woreda level and support
the communities and beneficiary refugees in the needs assessment, preparation of PPs, and
preparation of Requests for Quotation (RFQs), processing and evaluation of quotations, contract
management and record keeping, including activities procured through community participation. The
existing procurement officers in the woreda office will be provided with training and facilities to
enhance their capacity. The new woredas are also required to recruit qualified procurement officers
or assign from existing procurement officers in the WoFED.

Community level: Communities involved in the implementation of DRDIP-I have experience managing
procurement using a project community procurement manual. Members of the community will
implement community procurement in accordance with the procedures and arrangements provided
in the community procurement manual to be issued by project effectiveness. The manual provides
simplified procurement arrangements and procedures applicable to market and capacity at
community level. The procedures will be consistent with the World Bank’s core procurement

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principles. The procurement officer dedicated to the project in respective WoFEDs, with the support
of the technical staff in WPCU, will provide technical and hand-holding support to Community
Procurement Committees and monitor procurement activities. This will include field visits, and
ensuring that the procedures described in the manual are adhered to and proper records are kept.
WoFED has overall responsibility for procurement planning, processing, contract management and
record keeping for the procurement conducted under community participation.

The federal Project Coordination Unit (FPCU) with collaboration of MoA Procurement Executive is
playing a coordination, monitoring and facilitation role and responsible to carry out the procurement
activities based on the plan. The RPCUs with collaboration of BoA procurement directorate also
implement their own procurement activities based on the approved plan. The woreda/city
administration PCU with collaboration of WoFED is responsible for the procurement planning,
processing and implementation of planned procurement activities.
The procurement function should be organized to ensure there are proper procurement
implementation, monitoring and oversight. The implementing agencies will have this core
organization to properly carryout the procurement:

Table 12.3: Organization for the procurement function

MoA Regional level Woredas Kebele/Communities

x FPCU x RPCU x WoFED x KDC
x Procurement x Procurement and x WPCU x Procurement
Executive Finance Directorate x Procurement committee
x Tender Evaluation x Tender Evaluation unit x Tender
Committee Committee x Tender Evaluation
x Procurement x Procurement Endorsing Evaluation Committee
Endorsing Committee Committee x Endorsing
Committee x Internal Audit unit x Endorsing committee
x Internal Audit committee
x Audit unit

Procurement activities under the project will be undertaken at four levels; federal, Region, wored and
community levels using the existing procurement structure in the MoA, BoA, woredas and
communities. The Procurement Directorate in the MoA with the close support by FPCU procurement
specialist and the procurement unit are the primary responsible unit for the implementation of
procurement activities at the Federal level
Responsibilities of the Federal PCU will also include procurement of strategic goods and equipment,
consolidation of procurement plans for all contracts, placement of adverts for open international
contracts on United Nations Development Business (UNDB) online, supervision of other implementing
agencies, coordination of procurement audits, and follow-up on findings.
Regional PCUs will be responsible for the procurement of goods and works and non-consulting
services which are planned by the respective regional implementers and procured through open
national and Shopping (RFQ) procedures. All procurement activities to be conducted through open
international market approach shall be conducted by the FPCU in MoA. At all levels the preparation
of complete and comprehensive technical requirements will be conducted by the respective technical
team who has technical skill and knowledge of the planned activities.

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 12.4.1.1. Procurement at Federal Level

Procurement at MoA: The Federal PCU at the MoA, which is the focal organization for the
implementation of the DRDIP II, shall coordinate all procurement activities of the project at the central
level and shall be responsible for communicating with the Bank on review and approval of
procurement plans and requests for prior reviews.
Procurement at the Federal level is based on the Federal DRDIP II Annual Plan. The DRDIP II Federal
Coordination Unit (FPCU) is responsible for the consolidation of the procurement plan submitted by
the regions and submits to the Bank for approval through STEP. The respective regional PCUs will be
responsible for managing the approved procurement plan unless FPCU is requested to carry out the
procurement on their behalf). However, the Strategic good planned by each region shall be
consolidated and procured centrally by the FPCU.
Federal PCU develops a consolidated procurement plan based on an assessment of capacity building
requirements at the Federal level carried out by each implementing agency. The procurement plan
also includes items that the Regions have requested that the Federal level procure on their behalf.
The FPCU then forwards this plan to the World Bank for approval in July of the fiscal year through
STEP. The Procurement team in FPCU should closely work and provide support and guidance to the
cities and other Federal level project implementing agencies
Each implementing agency then procures the goods and services listed in the procurement plan in
line with the procurement procedures detailed below. The steps of these processes are as follows:
Table 12.4: Federal PCU (MoA) Procurement Processes and Responsibilities
Step Activity Responsibility
Preparation of complete and The technical team with the support from
comprehensive technical requirements the procurement team
1 Preparation of Procurement Plan DRDIP II Procurement Specialist(PCU)
By the endorsing committee and then
2 Approval of Procurement Plan
Authorized official (MoA)
3 Preparation of bidding documents/RFPs DRDIP II Procurement Specialist (PCU)
4 Approval of bidding documents/RFPs Procurement Endorsing committee, MoA
5 Bid/proposal opening Bid Opening Committee (MoA)
6 Bid/proposal evaluation Bid Evaluation Committee (MoA/FPCU)
7 Approval of evaluation reports Procurement endorsing committee - UJCFSA
8 Contract award Authorized official (MoA) or project Manager
9 Complaint handling Head of Agency (MoA)
Preparation/formulation of contract
10 DRDIP II Procurement Specialist (PCU)
document
11 Contract /signature Authorized official (MoA)
The procurement unit and technical unit of
12 Contract implementation
MoA with the support of the FPCU

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 12.4.1.2. Procurement at Regional level

Due to a number of DRDIP II implementing woredas and communities in each region, the regional PCU
will be established to streamline the coordination and support the woredas and communities
including support on procurement. The regional PCU provide coordination, close support and
guidance on overall planning, processing, reporting, monitoring with special emphasis to the new
project implementing cities in each region. Moreover, the regional PCU shall play a significant role in
monitoring & evaluation, supporting the woredas by facilitating linkage between Federal and
respective woredas. Besides, the regional PCU will be involved in the procurement operation for the
procurement of the planned items at regional level and any procurement delegated to manage on
behalf of woredas.

Table 12.5: Regional Hub Procurement Processes and Responsibilities

Step Activity Responsibility
Preparation of complete and The technical team with the support from the
comprehensive technical requirements procurement team
1 Preparation of Procurement Plan Procurement Specialist (Regional PCU)

2 Approval of Procurement Plan Bureau Head, BoA

Preparation of bidding
3 Procurement Specialist (Regional PCU)
documents/RFPs
4 Approval of bidding documents/RFPs Procurement Endorsing committee, BoA

5 Bid/proposal opening Bid Opening Committee (BoA)

6 Bid/proposal evaluation Bid Evaluation Committee (BoA/RPCU)

7 Approval of evaluation reports Procurement endorsing committee - BoA

8 Contract award Bureau Head, BoA

9 Complaint handling Head of BoA
Preparation/formulation of contract
10 Procurement Specialist (Regional PCU)
document
11 Contract /signature Authorized official (BoA)
12 Contract management Respective Technical team and the procurement
unit with the support of the RPCU

12.4.1.3. Procurement at woreda level

WOFED is responsible for procurement at the woreda level: Each woreda shall have a dedicated
procurement staff member for DRDIP II within WOFED who is responsible for DRDIP II procurement,
including planning, initiation and preparation of procurement documents, follow-up of procurement
requests, and keeping records.
Preparation of the Procurement Plan at woreda level, which is primarily the responsibility of WOFED,
is the crucial first step of the procurement process. All goods and services required for implementation
of the project are identified by technical specialists as part of the technical appraisal of projects during
the formulation of the annual work plan and budget of the project. These procurement requirements
are consolidated, along with any woreda level procurement requirements for the overall

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implementation of the DRDIP II, based on an analysis of capacity gaps, into the Woreda procurement
plan. These procurement plans shall be submitted annually and updated as need arises.
Woredas primarily use the shopping method of procurement. This procurement is for 1) readily
available off-the-shelf goods, 2) standard specification items of small value, or 3) simple civil works of
small value, when more competitive methods are not justified on the basis of cost and efficiency in
accordance with the provisions of paragraph 6.7 of the World Bank’s Procurement Regulation.
Some products will be available at the woreda level, for instance small office equipment and supplies,
demonstration materials, and sundry items. In many cases the quantities of goods and services
required to implement the project across the woreda will not be available locally at a competitive
price or in an adequate quality or quantity to meet woreda procurement requirements. In these cases,
procurement requests will be passed to the regional PCU for procurement on behalf of the woreda
administration.
The table below outlines procurement processes and responsibilities for each step at the woreda level.
Table 12.6: Woreda Procurement Processes and Responsibilities
Step Activity Responsibility
1 Identification of items to be procured Relevant technical staff or unit
2 Preparation of Procurement Plan Project Procurement Officer
(WOFED)
3 Approval of Procurement Plan Head of WOFED
4 Preparation of bidding documents/RFQ Project DRDIP II Procurement
Officer (WOFED)
5 Approval of bidding documents/RFPs Woreda Tender Committee
6 Bid/proposal opening & Evaluation Woreda Tender Committee
7 Approval of evaluation reports/price comparison Head of WOFED/Procurement
report Coordinator/Process Owner*
8 Preparation of contract document Project Procurement Officer
(WOFED)
9 Contract award/signature Head of WOFED/Procurement
Coordinator/Process Owner*
*Will vary by woreda depending on structure

Table 12.7: Procurement at community levels

Step Activity Responsibility
1 Identification of items/works or Services to be Project Community Management
procured committee or Relevant technical
staff or unit if they are delegated.
2 Preparation of Procurement Plan Project Community Procurement
committee
3 Approval of Procurement Plan Project Community Management
committee
4 Preparation of bidding documents/RFQ Project Community Procurement
committee
5 Approval of bidding documents/RFPs Kebele chairperson/Refugee
administration
6 Bid/proposal opening & Evaluation Project Community Procurement
committee
7 Approval of evaluation reports/price comparison Kebele chairperson/Refugee
report administration

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 8 Preparation of contract document Project Community Procurement
committee with the help of Project
Procurement Officer (WOFED)
9 Contract award/signature Project Community Procurement
committee
10 The completed Procurement documents Send to Kebele chairperson/Refugee
WOFED for payment and approval administration

12.5. Governance
12.5.1 Governance

The governance of procurement in DRDIP II operations shall be managed through clear and
transparent lines of accountability, and the clear definition of the roles and responsibilities of each
party.

12.5.2 Roles and Responsibility

For DRDIP II, the roles and responsibilities of the implementing agencies is indicated in the project
procurement manuals.

12.5.2.1 Project IAs

Project IAs at all levels are responsible for carrying out procurement activities in accordance with the
Legal Agreement, Procurement Regulation, this PIM and Project Procurement Strategy Document
(PPSD) of the project. This includes planning, strategizing, seeking and evaluating
Applications/Quotations/Bids/Proposals, and awarding and managing contracts. The IAs at all levels
shall retain all Procurement Documents and records, as required in the Legal Agreement.

12.5.2.2 World Bank

To ensure that the project funds are used only for the purposes for which the financing was granted,
the World Bank carries out its procurement functions, including implementation support, monitoring
and procurement oversight, under a risk-based approach.
The World Bank also carries out prior and post reviews of procurement activities undertaken by
project IAs to determine whether they comply with the requirements of the Legal Agreement. The
Bank may use a third party such as a supreme audit institution, consultants acceptable to the Bank, to
carry out post reviews. Any such third party shall carryout the reviews in accordance with the terms
of reference (TOR) provided to it by the Bank.
The requirement for a prior or post review shall be specified in the Procurement Plan. During project
implementation, the World Bank monitors and reassesses the risk and risk mitigation measures. If
necessary and appropriate, as determined by the World Bank, the Bank may require the project IAs to
revise the prior and/or post review requirements in the Procurement Plan.
Prior and Post Review
The Bank carries out prior reviews of procurement activities that are of high value and/or high risk to
determine whether the procurement is carried out in accordance with the requirements of the Legal
Agreement as indicate Annex II of “Procurement Regulations for IPF Borrowers” July 2016, revised
November 2017 and August 2018, November 2020 (as amended from time to time).

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12.5.2.3 Due Diligence concerning the Bank’s sanctions Policies and Procedures
When conducting the evaluation of Bids/Proposals, project IAs shall check the eligibility of
Bidders/Proposers/Consultants from the lists of firms and individuals debarred and suspended by the
Bank that are posted on the Bank’s external website in those cases of debarred firms and individuals,
and Bank’s Client Connection website and/or other sources of information that the Bank may make
available for listing of suspended firms or individuals.
The project IAs shall apply additional due diligence by closely supervising and monitoring any on-going
contract (whether under prior or post review), executed by a firm or individual which has been
sanctioned by the Bank after such contract was signed. Project IAs shall neither sign any new contracts
nor sign an amendment, including any extension of time for completion or a change or variation order,
to an on-going contract with a suspended or debarred firm or individual after the effective date of the
suspension or debarment without the Bank’s prior review and no objection.
The projects will only finance additional expenditures if they were incurred before the completion
date of the original contract or the completion date as revised;
x For prior review contracts, in an amendment to which the Bank has given its no objection; and
x For post review contracts, in an amendment signed before the effective date of suspension or
debarment.
The project will not finance any new contract, or any amendment introducing a material modification
to any existing contract that was signed with a suspended or debarred firm or individual on or after
the effective date of suspension or debarment.

Table 12.8: Thresholds for the Prior review and market approach (Substantial Risk)

Prior Shortlist of National

Review Consultants
Category Open Open
(US$ RFQ Engineering and
International National Consultin
millions) Construction
g Services
Supervision
Works ≥10.0 ≥7.0 <7.0 ≤0.2 n.a. n.a.
Goods, IT, and Non- ≥2.0 ≥1.0 <1.0 ≤0.1 n.a. n.a.
Consulting services
Consultants (Firms) ≥1.0 n.a. n.a. n.a. 0.2 0.3
Individual ≥0.3 n.a. n.a. n.a. n.a. n.a.
Consultants

WB oversight of procurement activities: The WB will provide oversight of procurement through prior
review based on the assessed risk level, which will be updated annually. Based on the risk rating, the
borrower shall seek the Bank’s prior review for contracts of values detailed in Table 4.2. The Bank will
also conduct post-procurement reviews by reviewing documentation in STEP and reviews
procurement and contract management as part of biannual project ISMs. The New Procurement
Framework allows the World Bank to delegate to Supreme Audit Institutions in the Borrower Country
the task of undertaking post-procurement reviews on World Bank-financed projects as part of their
regular audit responsibility. In addition, the Government shall: (a) appoint an independent
procurement auditor to carry out an independent review of the procurement activities annually in
accordance with ToRs agreed with the World Bank; (b) submit the procurement audit report within
three months from the end of the audited fiscal year to the Bank for review; and (c) rectify and act on
the audit findings based on the recommendation provided by the IPA and report to the Bank.

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Project procurement in HROC areas will be monitored by the Third-Party Monitoring service provider,
which will have procurement expertise to monitor procurement aspect of the project implementation.

12.5.3 Staffing
Procurement staffing is one of the key requirements by all the implementing agencies, all
implementing agencies should recruit qualified and experienced procurement expert and establish a
capable procurement unit possessing the discipline and attitude to perform the procurement activities
within the timeline shown in the approved procurement plan.
Table 12.9: Procurement staff for the implementing agencies
Federal Region Woreda Total Remark
3 6 30 39

The procurement staff will work according to the Terms of Reference (TOR) attached in the annex
with this manual.
Table 12.10: Project Procurement Staffs
Implementing Total # of Existing Additional Minimum Remark
agencies procurement staff required qualification and
specialists/officers experience
required
MoA (FPCU) Senior 0 1 BA or MA or PhD
Procurement in Management,
expert Procurement
Management,
Purchasing &
Supply
Management or
related field.
Work Experience:
12, 10 and 8 years’
experience for BA
or MA or PhD
respectively.
Senior contract 0 1 BA or MA or PhD
Administration degree in
expert Management,
Procurement
Management,
Purchasing and
Supply
Management,
Economics,
Engineering,
Contract law or
related field.
Work Experience:

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Implementing Total # of Existing Additional Minimum Remark
agencies procurement staff required qualification and
specialists/officers experience
required
12, 10 and 8 years
of relevant
experience in
contract
management.
Candidate should
have demonstrated
experience on
donor funded
contract
management and
contract
administration
system.
Procurement 1 0 BA or MA or PhD
expert degree in
Management,
Procurement
Management,
Purchasing and
Supply
Management or
related field.
Work Experience:
10, 8 and 6 years’
experience for BA,
MA & PhD
respectively.
Regional PCU Procurement 5 1 BA or MA or PhD 1
expert in Management, Procurement
Procurement Specialist in
Management, each 6
Purchasing & Regions
Supply
Management or
related field.
Work Experience:
12, 10 and 8 years’
experience for BA
or MA or PhD
respectively.

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Implementing Total # of Existing Additional Minimum Remark
agencies procurement staff required qualification and
specialists/officers experience
required
Woreda PCU Procurement 16 14 BA or MA or PhD 1Procurement
expert degree in Officer in each
Management, 30 Woredas
Procurement
Management,
purchasing and
supplies
Management or
related field.
Work Experience:
10, 8 and 6 years’
experience for BA,
MA & PhD
respectively.

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Table 12.11: Roles and Responsibility Matrix of Federal, Region, Woreda and community level
implementing agencies

Implementing Role and Responsibility

Agency
MoA x Hire all the required procurement experts
x Ensure there is proper internal procurement control system
x Perform procurement of strategic goods
x Approval of procurement plan, bidding documents, RFPs, and evaluation
reports
x Ensure that the procurement is carried out as per the approved PP
x Review, comment, revise and consolidate the procurement plan of the MoA,
Regions woreda and communities with realistic cost and using acceptable
procurement method and market approach
x Plan, perform and manage the procurement activities of Agency using STEP
x Monitor and oversight the procurement performance of the project through
STEP with regular quarterly report
x Ensure the fiduciary aspect of the project according to the financing
agreement through timely recruitment of a firm for independent
procurement audit and submit the report to World Bank
x Coordinate the implementing agencies for implementation support mission
and present procurement progress and challenges with recommendation
x Follow up and report on the status of agreed actions from Aide memoir of
joint review and implementation support mission(JRIS) for all implementing
agencies
x Follow up, revise and consolidate on the actions to be taken based on the
recommendation of the independent procurement audit report and submit
for Agency Director and World Bank
x Provide training on procurement management of the project based on the
new procurement framework and on the operation of STEP to all
implementing agencies
x Review and Revise the TOR related to consulting services planned by MoA and
regional BoA
x Timely upload the procurement document of all initiated and completed
contracts
x Monitor and alarm uploading of document in STEP from all implementing
agencies
x Follow the procurement timelines in STEP to procure planned procurement
activities
x Support the procurement of service providers closely with regions and other
IA
x Provide a hands on extended support for low performing regions and woredas
x Contract management of various procurement activities
x Establish proper procurement recording/documentation for review and
independent procurement audit
x Review and approve all deliverables of consulting service is as per the TOR and
signed contract
x Inspect for delivered goods/items and ensure it compliance with the agreed
specification and technical requirement with technical experts

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 x Prepare complete contract document for the MoA
x Sign a contract for procurement activities of the MoA
Regional BoA x Review and revise the procurement plan of the Cities, consolidate, upload in
STEP and send it to FPCU
x Check, verify and confirm the justification is acceptable for any direct
procurement method before uploading the procurement plan of the Cities
x Ensure that the procurement is carried out as per the approved PP at the
Cities and Region
x Assist the Cities in the preparation of procurement plan, bidding document,
specific procurement notice, Request for Quotations, Evaluation reports and
contract document
x Provide hands on extended support for low performing Cities
x Monitor and oversight the procurement performance of the Cities using
STEP and contract register and report quarterly to the FPCU
x Procurement of small value procurement items such as office furniture and
equipment for the Cities
x Procurement of items/goods required to facilitate the implementation of the
project as part of the capacity building for the Region only relevant to the
project
x Follow up and report on the action taken by the Cities based on the
recommendation from the independent procurement audit
x Take action and report to the FPCU on the status of agreed action from the
Aide memoire of the Joint Review and Implementation Support Mission
(JRIS) for the Cities and Region
x Timely upload documents for all initiated and completed contracts for the
Cities and Region
x Contract management of various procurement activities of the Cities and
Region
x Establish proper procurement recording/documentation at the Cities and
Region for review and independent procurement audit
x Inspect for delivered goods/items and ensure it compliance with the agreed
specification and technical requirement with the Region technical experts
x Facilitate the smooth review of contracts at Cities and Regions during World
Bank post review and independent procurement audit times
x Manage the distribution of strategic goods from the Federal to the Cities
Woredas x Prepare procurement plan in excel with realistic cost estimation, proper
procurement methods and approaches and submit to regional hub for
review to enable the regional hub to timely upload procurement plan
x Provide detail justification for any direct procurement and submit to the
regional hub for review and timely upload in STEP
x Perform procurement as per the approved procurement plan
x Prepare bidding document, specific procurement notice, quotations,
evaluation reports and contract documents
x Take action and report to the regional hub on the status of agreed action
from the Aide memoire of the Joint Review and Implementation Support
Mission (JRIS)
x Sign contracts
x Inspect for delivered goods/items and ensure it compliance with the agreed
specification and technical requirement
x Prepare contract register and timely submit to the regional hub

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 x Establish proper procurement recording/documentation at the Cities for
review and independent procurement audit
Communities x Carry out community procurement according to the community procurement
manual
x Prepare community procurement plan, updates it regularly and executes the
procurement according to the plan.
x Carryout procurement under RFQ/shopping for local construction materials,
local competitive bidding for working, goods and services
x Ensure the procurement items/goods procured through RFQ comply with the
required standard and quality before acceptance
x Send the procurement documents to woreda finance for payment by the
Kebele chairperson/camp administration approvals.
x Establish proper procurement recording/documentation for review and
independent procurement audit
x Select and determine procurement method(RFQ, local competitive bidding
and direct contract)
x It ensures and record materials supplied by the community and
contractors (e.g. stone, sand, gravel, water, wood, etc.)
x Procure industrial materials and other materials for the CIF sub projects
(rebar, cement, sheet metal, nails, water tankers, shovels hoe, sand, gravel,
stone, etc.)
x Ensures that the tender documents are prepared, organized in the proper
manner, tender notices are issued at the appropriate place and time and
delivered to the bidders without discrimination.
x Follow bidding procedures, opens bids, evaluates and prepare minutes.
x Give delegation for WOFED for the procurement that can’t be carrying out
by the community/refugee procurement committee.

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 13. ENVIRONMENTAL AND SOCIAL FRAMEWORK

The implementation of DRDIP II will take cognizance of the National and World Bank policies on
Environmental and Social Risk Management (ESRM). This is to ensure that all subprojects and
interventions supported by the project are environmentally and socially sound and sustainable and
project planning and implementation will be undertaken through appropriate analysis of the likely
environmental and social risks and impacts. The institutional structure for managing the
environmental and social aspects of DRDIP II involves four implementation levels. These four levels
are Federal, Regional, Woreda, and Kebele/Camp levels. The implementation of the environmental &
social requirements will take place through the existing government structures from the federal to the
local or community level institutions.

14.1: Environmental and Social Risk Mitigation Instruments

Most of the Environmental and Social Risks emanated due to DRDIP-II implementation will be site-
specific and localized; easily reversible and the severity/intensity of the risk is not substantial. These
environmental and social risks and impacts will be avoided during sub-project screening phases by
project site and design change and modification. For few sub-projects/activities that have unavoidable
environmental and social risks there is the possibility to reduce and minimize the risks to the
acceptable level. Once the environmental and social risks and impacts have been minimized or
reduced to acceptable level mitigation measures can be executed by preparing site-specific
Environmental and Social Management Plans (ESMPs) as per the ESRM instruments prepared for the
project.

DRDIP-II Environmental and Social risk mitigation instruments have been prepared which include
Environmental and Social Commitment Plan (ESCP), Stakeholder Engagement Plan (SEP),
Environmental and Social Management Framework (ESMF), Resettlement Framework (RF), Social
Assessment (SA), Security Risk Assessment and Management Plan (SRAMP), Labour Management
Procedures (LMP) and Gender-based Violence (GBV) prevention and mitigation plan to manage
environmental and social risks.

14.2. Environmental and Social Standards (ESS)

The Environmental and Social rating of the project is high. There are nine ESSs under the World Bank
ESF which are relevant to DRDIP-II:
(i) Assessment and Management of Environmental and Social Risks (ESS1),
(ii) Labour and Working Condition (ESS2),
(iii) Resource Efficiency and Pollution Prevention and Management (ESS3),
(iv) Community Health and Safety (ESS4),
(v) Land Acquisition, Restriction on Land use and Involuntary Resettlement (ESS5),
(vi) Biodiversity Conservation and Substantial Management of Living Natural Resources (ESS6),
(vii) Indigenous People/Sub-Saharan African Historically Underserved Traditional Local Community
(ESS7),
(viii) Cultural Heritage (ESS8) and
(ix) Stakeholder Engagement and Information Disclosure (ESS10)

14.3. Implementation arrangement

The PCU has gained experience and capacity during DRDIP Phase I. Among other things, the Federal
Project Coordination Unit (FPCU) and all the regional Project Coordination Units (RPCUs) have
maintained the required staff and all the project implementing sectors have deployed E&S focal
persons at the respective Woreda levels.
The implementing entities also have acquired experience in E&S screening of subprojects;
preparation, implementation, and monitoring of site-specific ESRMR tools; and have been liaising with
regulatory bodies (Environmental protection and land use) for review and approval of screening

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reports and site-specific instruments. The existing E&S risk management implementation
arrangement in the DRDIP-I project areas will, therefore, be maintained and will be formed in the
existing regions, woredas and kebeles and will be formed in the newly included project target areas
including refugee Camps and sites.

14.4. Environmental Risks

Some of the activities to be supported through the project such as integrated natural resource
management (e.g., soil and water conversation) and provision of alternative energy sources (solar
systems, clean cooking stoves and biogas) can have positive environmental impacts. However, there
are also various environmental, health, and safety (EHS) risks and impacts that may result from the
activities to be financed by the project such as construction or rehabilitation of basic social services
infrastructure (education, human and animal health facilities; economic infrastructure (water supply,
feeder roads, market centers and storage facilities); construction or upgrading of small-scale, micro
and household irrigation schemes; and provision of alternative energy sources (solar systems and
clean cooking stoves). Potential EHS risks that may result from Component 1 activities such as feeder
roads, school classrooms, market centers, storage facilities, animal healthcare facilities among others
include soil erosion from materials sourcing areas and site preparation activities; fugitive dust and
other emissions (e.g., from vehicles); deposition of fine materials (sand, silts, clays) in downstream
water courses during construction; soil and water pollution due to construction wastes; land clearing
and removal of vegetation, dust and noise; inappropriate use and disposal of animal health chemicals,
and health and safety risks to the construction workers including noise and physical hazards.

Similarly, some of the investments under Component 3 such as construction or upgrading of small-
scale, micro and household irrigation schemes can have potential adverse impacts during construction
and operation phases. Construction phase EHS risks of the SSI activities are similar to the risks
identified under investment in Component 1. During the operation phase, small-scale irrigated
agriculture may lead to inappropriate use of water resources through over-use and agrochemical
contamination which could affect water quantity and quality in neighboring communities and
downstream; physical and chemical degradation of soils may result from unsuitable land management
techniques; agricultural activities can have impact on biodiversity and ecosystems because of water
usage, pollution and introduction of invasive species; and may also lead to an increase in the
application of pesticides. The small irrigation schemes to be financed by the project will meet the
Bank’s requirements for small dams. Other Environmental risks associated with Component 2 is relate
to solar products which will be financed under this component as the beneficiaries may have
no/limited knowledge of disposal and recycling of the e-wastes. There are also various environmental
risks, though small in scale, that may result from Component 3 (livelihood program activities) such as
crop production, horticultural nurseries, community-based seed production, and livestock production.
The potential environmental risks of these agricultural activities are like the EHS risks of small-scale
irrigated agriculture. Solid waste that may be generated from livestock production includes waste
feed, and animal waste. Livestock with access to rivers, and other natural water sources may cause
environmental damage by contaminating the water with animal waste, destroying riparian habitat,
and eroding the stream banks. In addition, overgrazing may contribute to soil losses because of
erosion, and a reduction in soil productivity caused by alteration of the vegetation composition and
associated organisms in rangelands.

The activities to be financed by this project are small scale and CDD type which have no large scale
environmental risks. However, the cumulative impacts of the CDD subprojects could be considerable
which will be managed by the ESMF prepared for the project. The environmental risk of the project is
therefore rated as substantial considering the institutional capacity and contextual risks especially
related to the on-going instability in some parts of the Country. Detailed procedures for environmental
risk management are indicated in the ESMF and the ESCP.

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14.5. Social Risks
DRDIP II will deliver social benefits by improving access to services, renewable energy, livelihood
opportunities and building capacity of host communities and refugees. However, the social rating of
the project is high due to contextual factors of insecurity and the potential for tension between
refugees and host communities, coupled with the likelihood of limited implementation capacity and
enforcement of project ESRM standards at the local level.
The social risk rating is high. Major social risks include:
(I) involuntary resettlement, land acquisition and restriction of access to natural resources, including
risks of forced eviction, exclusion from resettlement entitlements, loss of income/livelihoods and
limited awareness of rights of voluntary land donors;
(II) lack of compliance with national laws on labor and working conditions and related standards; (c)
limited attention to CHS and occupational health and safety issues;
(III) moderate influx of labor and related potential risks of SEA/SH and spread of communicable
diseases, including HIV/AIDS and COVID-19;
(IV) lack of adequate consultation of affected persons, particularly due to COVID-19;
(V) lack of access to a functioning Grievance Redress Mechanism (GRM); and
(VI) social exclusion and discrimination against historically underserved communities, pastoralist
communities and other vulnerable groups including women, youth and PWDs.

14.6. Environmental and Social Management Framework (ESMF)

14.6.1. Objectives of the ESMF
The following are the objectives of the ESMF:
(i) Assessment of potential adverse environmental and social impacts commonly associated with
the presence of displaced communities in refugee camps and the ways to avoid, minimize or
mitigate them;
(ii) Establish clear procedures and methodologies for integrating environmental and social issues in
planning, implementation, reviewing and approval of DRDIP-II Sub-projects/Activities;
(iii) Stipulate appropriate roles and responsibilities of different stakeholders, and outline the
necessary reporting procedures, for managing and monitoring environmental and social concerns
related to implementation of interventions involved in the DRDIP-II;
(iv) Strengthen environmental, social, health and safety performance, labour and working conditions
and
(v) Determine the training, capacity building and technical assistance needed to successfully
implement the provisions of the ESMF

14.6.2. Environmental and Social Impact and Mitigation Measures

Based on the experience gained during the implementation of DRDIP I, sub-projects in all three
components can generate site- specific and localized adverse impacts. However, these impacts can
be avoided and, if not, minimized, mitigated and finally compensated. Given DRDIP II will support
similar subprojects; the same situation is anticipated with respect to ESRM.

(a) Component one

If component one sub-projects under DRDIP II are not properly screened and managed, then the
following generic adverse impacts could occur.
Lack of inclusiveness and limitations in implementing full package service provisions in social services
and economic infrastructure may limit access of the social services and infrastructures by all users.
For instance, lack of ramps, incinerators, placenta pits, lack of separated latrines for boys and girls,
lack of hand washing facilities and institutional water supply may hinder full functionality of the sub-
projects. Moreover, in community feeder roads sub-projects, a lack of proper drainage management
works causes soil erosion and initiation of flooding which leads to sedimentation of water sources
and reservoirs. Health and safety hazards to the workforce may arise during road construction or
upgrading, as well as potential mishandling of quarry sites. Furthermore, in water supply sub-projects,

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risks include failure to establish a Water Sanitation and Hygiene Committee, poor water drainage
structures, the increased risk of water-related diseases, lack of adequate fencing, health and safety
concerns for humans and animals during trench excavation for pipelines and contamination of water
by users. Finally, land acquisition and deforestation carry the potential for adverse impacts during
implementation of Component I sub-projects.

(b) Component Two

Sub-projects in Component II such as area closure and soil and water conservation works are aimed
at enhancing the environment and increasing the productive capacity of the natural resource base.
However, they also have the potential for adverse impacts on people or the biophysical environment
if their location, design or constructions do not follow good environmental and social practices. Based
on the experience gained from DRDIP I, these environmental risks could arise principally from localized
impacts such as disturbance of downstream ecosystems by soil-and-water conservation (SWC)
activities, including flood control, which, despite being intended to improve the environment, might
be badly designed or sited; and vegetation removal, erosion or pollution caused by poorly designed
or located structures. Moreover, the provision of the solar panels as an alternative energy source can
have adverse health impacts due to the fact that the solar battery contains sulphuric acid which is
highly hazardous and toxic to the environment is not managed wisely. In fact, if recycling processes
are not put in place, there would be many Photovoltaic cell panels waste lying in disposal sites, which
adversely affects human health and the environment. So, due attention must be given during the
installation and operation phases to safeguard health, while ensuring recycling to avoid/minimize
leaving toxic waste behind.

(c) Component Three

Activities under component III can have adverse impacts, unless proper mitigation measures are
taken on time. Proposed activities for the traditional livelihood sub-component may cause high
environmental, health and safety risks due to the toxic nature of the pesticides to be used for
controlling pests. Without adequate care, the use of agrochemicals can lead to illness and death. The
overall awareness of the user community and stakeholders concerning agrochemical storage,
transportation, utilization and disposal is poor. So, unless properly managed, the local community can
be exposed to pesticide impacts. The construction of new FTCs/PTCs may require individually
possessed land and cause displacement. Proper mitigation measures/compensation shall be taken
prior to execution of the construction phase.

Moreover, based on the experience of the Sustainable Livelihood Program of DRDIP I, the
environmental risks of the activities of the Common Interest Groups (CIGs/Enterprises) arise
principally from the potential cumulative effects of large numbers of CIGs/Enterprises in the same
kebele all undertaking the same activities. These environmental risks could be related to impacts such
as: (i) degradation caused by overgrazing resulting from animal fattening and rearing; (ii)
deforestation due to site clearance for irrigable and rain fed agricultural practice; and (iii) pollution
from animal wastes.

(d) Common Interest Groups (CIGs/Enterprises)

Potential social risks of the activities of CIGs/Enterprises could include: (i) social conflict arising from
degradation caused by livestock overgrazing resulting from animal-fattening and rearing; (ii) health
issues arising from pollution from animal wastes; (iii) social conflict arising from mismanagement of
the cash flow; (iv) improper selection of CIG members and so on.

The land provision/acquisition for CIGs also needs due attention to avoid displacing individuals from
their land. Hence, as per the ESS1 requirement, DRDIP II will undertake an environmental and social
assessment to evaluate the environmental and social risks and impacts of a subproject throughout
the project life cycle. The term ‘environmental and social assessment’ is a generic term that describes

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the process of analysis and planning used by the Project Coordination Unit (PCU) to ensure that the
environmental and social impacts and risks of a project are identified, avoided, minimized, reduced
or mitigated.
(e) SSI Schemes
Based on the experience gained from DRDIP I, environmental risks could arise from localized impacts
in the implementation of SSI schemes such as salinization, water logging or pollution including the use
of agrochemicals; disruption of water flows with downstream impacts; infestation of malaria due to
water ponds for micro and household level irrigation schemes near home yards; occupational health
and safety risks to community workers; social conflict arising from unfair irrigation water use due to
limitations on establishing of Irrigation Water User Associations (IWUAs) for small scale irrigation sub-
projects

(f) Over View of Sub-project Categorization

The main mitigation and monitoring measures are described in the ESMF. More detailed mitigation
and monitoring measures shall be developed during subproject identification, as part of the
preparation of site-specific ESRM instruments, prior to the start of each subproject.

Depending on the level of environmental and social risks and impacts, sub-projects may be classified
as High Risk, Substantial Risk, Moderate Risk and Low Risk. Please note that this categorization
approach is part of the screening process for new subprojects.

(g) High risk sub-projects:

Sub-projects of this category have high environmental and social adverse impacts. The level of the
adverse impact covers a large spatial area beyond the site boundary, have high intensity and most of
the time the impacts are irreversible in nature and the duration of the impact is probably long term.
Sub-projects having high risk will cause human and animal health risks and affect the natural ecology
as well. The adverse impacts of such sub-projects are not easily avoided or reduced by implementing
the ESMP. Generally, high-risk sub projects have significant adverse environmental and social impacts
which are sensitive, diverse, or unprecedented. For such types of sub-projects, it is necessary to
redesign, relocate and take other impact minimization measures to avoid or, if not possible, to reduce
the significance of adverse impacts and hence, maintain the anticipated impacts to acceptable level.
If, even there is a forced case of social and economic issues that will be required the implementation
of such sub-project, prior review of the screening report by the World Bank will be mandatory.

Most sub-projects/activities under DRDIP II are not expected to be classified high-risk. For instance,
the construction of small earth dams, sub-projects that involve displacing and relocating of local
community, sub-projects planned to be constructed near ecologically sensitive areas like wetlands,
wildlife sanctuary, intact natural forests, riverbanks, bamboo etc., are classified under high-risk
category. This type of subproject and activity will not be financed under this project.

(h) Substantial risk sub-projects:

These subprojects have less adverse environmental and social impacts than high-risk sub-projects but
still potentially significant. Subprojects in the substantial category are relatively localized, cover less
area and have lower impact intensity than high-risk sub-projects. Some, if any of the impacts are
irreversible; and in most cases can be reduced by designing proper mitigation measures. The duration
of the impact is still long, but less than high risk sub-projects.

For such kinds of sub-projects, a Partial Environmental and Social Impact Assessment (PESIA) will be
prepared by an experienced multi-disciplinary team of experts. Meaningful public consultations will
be required, in accordance with ESS10, and public disclosure of relevant documents in adequate form
(terms of reference, draft PESIA report, draft ESMP) is also required to demonstrate that the public’s
comments and observations have been taken into consideration. Sub-projects of SSI and community

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access road sub-projects will be categorized under the substantial risk category. Due to the fact that
the project finances earth dams having a maximum height of less than 15 meters, the preparation of
a PESIA will be required for the possibility that substantial adverse impacts could occur. In most cases
for substantial risk sub projects, mitigation measures can be designed more readily than for high risk
classified sub-projects.

(i) Moderate risk sub-projects:

These types of sub projects have less adverse environmental and social impact than substantial risk
sub-projects but still potentially significant. Few, if any, of the impacts are irreversible and in most
cases mitigation measures can be designed more readily than for substantial risk classified sub-
projects.

Most of the Environmental and Social Risks emanated due to the implementation of the DRDIP II sub-
project will be site-specific and localized; easily reversible and the severity/intensity of the risk
medium, less adverse than sub-projects of substantial risk. Most of the environmental and social risks
and impacts will be avoided during sub-project screening phases by site relocation and design change
and modification. For the few sub-projects/activities with unavoidable environmental risks, there is a
high possibility to reduce and minimize the risks to the acceptable level. So, once the environmental
and social risks and impacts have been minimized or reduced mitigation measures shall be executed
by preparing site specific subproject ESMP as per ESMF. Finally, for the residual risks and impacts
probably remain compensate for or offset the risks required by preparing Resettlement Plan as per
the RF. Hence based on the Environmental and Social Risk Classification under ESF of the World Bank,
some of the DRDIP-II sub-projects/activities SWC, construction of schools, market centres, water
supply, etc., will be categorized as projects of moderate risk.

(j) Low risk sub-projects:

Low risk sub-projects are likely to have minimal or no adverse environmental and social impacts.
Beyond screening, no further environmental and social assessment action is required. For such sub-
projects, the application of Environmental Health and S afety Guidelines for construction contractors
will be important and no further environmental and social assessment is required. Some of the sub-
projects under DRDIP-II belong to low-risk classification category.

(k) Processes and Procedures of the ESMF

The DRDIP II ESMF process and the procedural steps to be applied for identifying and managing
environmental and social risks and impacts during sub-project/activity screening and approval are set
out below. The complete screening form is attached in Annex 2 of the ESMF.

(i) Step 1: Environmental and Social Screening

Sub-project screening is the first important step in the ESMF process that shall be undertaken for
determining whether or not a subproject meets the eligibility requirements as defined in the ESCP and
other Project legal documents and whether the subproject requires an ESIA, ESMP, RP and other
instruments and the level at which the assessment shall occur. The environmental and social safeguard
specialist at the RPCU will initiate the screening process. The screening phases of the sub-
projects/activities will be conducted in two stages. The first stage of environmental and social
screening is to conduct an “Eligibility Check” and the second stage involves conducting full “sub-
project screening.”

x Stage (a): Eligibility Check

The initial stage of the environmental and social screening will be conducted at the early stages of the
sub-project selection and prioritization phase in consultation with the kebele development committee
by applying the eligibility checklist. The purpose of eligibility checking is for fast-track eligibility

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checking of identified subprojects by the community at Kebele level. The eligibility screening checklist
can be completed by the DAs in collaboration with the WPCU and finally approved by KDC chairman.
x Stage (b): Sub-project screening
Eligible sub-projects are further screened for potential impacts and environmental and social
concerns. Environmental and social screening will be conducted for Component I, II and III sub-projects
and activities contained in the endorsed annual plan having a specified site location. The
Environmental and Social Safeguard Specialist in the RPCU initiates the process by completing the
form contained in Annex 2 and use Annex 13 of the ESMF for determining the impact significance
rating.
x Environmental and Social Screening Principles
Screening of sub-projects can only be carried out after the specific-site and location for the subproject
is identified. Conducting field visit to the sub-project site and developing understanding of the
biophysical and social environments.

(ii) Step 2A: Project ESRM Instrument preparation

After the eligibility check and screening of subproject activities, subprojects that are classified to have
Substantial Risk needs the preparation of PESIA. However, in rare circumstances, if the case will
happen and the sub-project is rated high risks and impacts during sub-project eligibility and screening
phases, then the screening report shall be reported to the World Bank Group for further review and
then proceeded based on the comment provided from the Bank.

The responsibility of preparing the ESIA is that of the WSC and the lead implementing agency at
woreda level, in this case the Woreda Office of Agriculture and Natural Resources. The cost of
conducting the ESIA will be covered by the woreda lead implementing agency, from the project budget
allocated for ESMF implementation. The implementing agency may need to procure an independent
environmental and social consultancy service to prepare the ESIA. Hence, there will be a need to
develop a comprehensive ToR and prepare a comprehensive scope of work for a consultant who will
carry out the Environmental and Social Impact Assessment for the subproject.

(iii) Step 2B: Moderate Risk Sub-Projects, Require ESIA/ESMP Preparation

Most of the Environmental and Social Risks emanated due to the implementation of the DRDIP-II, will
be site-specific and highly localized; easily reversible, few if any of the impacts are irreversible,
severity/intensity of the risk will be medium, less adverse than sub-projects of substantial risk. Most
of the environmental and social risks and impacts will be avoided during sub-project screening phases
by relocation of site and design change and modification. Few sub-projects of DRDIP II notably,
construction of warehouse, market centre and soil and water conservation activities for micro
watersheds development will be categorized under moderate risk category. In most cases mitigation
measures can be designed more readily than for substantial risk classified sub-projects.

During the preparation of the Environmental and Social Management Plan for the sub-projects having
substantial risks and impacts, the Regional Environmental and Social Specialist, together with a multi-
disciplinary team of experts must be established as the taskforce and conduct the assessment and
deliver the ESMP report. Consequently, other members of the RPCU, WPAT, and WTC will have to
ensure the quality of the assessment by conducting interim review of draft ESMP report submissions.
The Environmental and Social Management Plan will then be presented by the RPCU Environment
Specialist in collaboration with the Woreda Project Coordinator to the WPAT and WSC for further
internal review and approval. The draft ESMP and RP report will be submitted to the Federal PCUs as
well as the World Bank Group for further review, comment and clearance.

(iv) Step 2C: Low Risk Sub-Projects, Require Clauses/Guideline for Construction Contractors
Low risk sub-projects are likely to have minimal or no adverse environmental and social impacts.
Beyond screening, no further environmental and social assessment action is required. For such sub-

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projects, the application of Environmental Health a nd S afety Guideline for construction contractors
will be important and no further environmental and social assessment is required.
Construction/expansion/rehabilitation of school, Farmers’ training centre and Pastoral Training
centre, capacity building trainings are some of the sub-projects/activities under DRDIP II belong to this
low risk and impact classification category.
(v) Step 3A: Review and Decision
The relevant Regional Environmental Protection Authority/Agency/Bureau will review the subproject
ESIA statements, ESMPs and screening reports submitted to it by the lead implementing agency/
RPCU. The purpose of review is to examine and determine whether the ESIA and ESMP are an
adequate assessment of the environmental effects of the DRDIP II sub-project under consideration
and of sufficient relevance and quality for decision-making.
(vi) Step 3B: Disclosure
In compliance with World Bank operational policies, the SEP and the national ESIA proclamation, after
a DRDIP II sub-project’s ESIA/ESMP is approved, the applicable documents (ESIA, ESMP, CRMP, SRMP
and/or RP) must be made available for public review at a place accessible to local people (e.g., at
woreda & kebele offices, regional bureaus, at the Regional EPA), and in a form, manner, and language
they can understand. Disclosure of the ESIA in the World Bank’s infoshop website is also a
requirement for the DRDIP II sub-project ESIA.
(vii) Step 4: Implementation & Supervision
Subprojects and activities that engage contractors will implement the requirements under the ESMF,
including the ESHS requirements and shall design, execute, and complete the works and services,
take all reasonable precautions to preserve the condition of the environment, consider public and
occupational safety and address any non-compliance to resolving of any defects therein. The
Contractor must itself, and ensure that any subcontractors of the Contractor, at all times identify and
take all necessary precautions for the health and safety of all persons, including the Contractor's
employees and subcontractors and members of the public, who may be affected by the execution of
the Works. Similarly, community workers will also follow the requirements of the ESS2 and site
specific ESMP.
(viii) Step 5: Environmental and Social Reports
Once implementation of the DRDIP II sub-project has started, regular monitoring missions will be
carried out by the FPCU and RPCU as described in the preceding section. Quarterly, biannual and
annual environmental and social compliance reports must be submitted by the RPCU to the FPCU,
RSC, WSC, and REPA and to the World Bank.
(ix) Step 6: Annual Reviews and Audit
ESMF implementation will also be supported by conducting annual environmental and social
performance audit. The annual environmental and social performance audits will be conducted on
the DRDIP II to evaluate the overall implementation of the ESF instruments. The annual
environmental and social performance audit will be considered to be the principal source of
information to Project management for improving performance, and to Bank supervision missions. It
is expected that the audit will be carried out by an independent consultant or other service provider
that is not otherwise involved in the Project.
(l) Sub-projects requiring special procedure and guidelines
Projects involving Land Acquisition, Restrictions on Land Use and Involuntary Resettlement, Projects
Involving Cultural Heritage Management, Medical Waste Management and Integrated Pest
Management
The actual compensation and livelihood restoration costs for PAPs will be paid as per the Resettlement
Plan (RP) by Implementing Sectors. Compensation and resettlement costs will be endured by the
implementing agencies/sectors. The Woreda Administration will allocate a minimum of 2% budget
from their government budget for managing the compensation issues as the matching fund. The 2%
matching fund will be calculated from the woreda total infrastructure and public services approved
budget.

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It is difficult to estimate the proportion of each and every sub-project cost that can be expected to be
devoted to mitigation measures as per the ESMP. The 2% compensation budget that will be allocated
from the woreda project implementation side considers the level of the impacts as well as the type
and extent of the proposed sub-project that will occur during implementation of DRDIP II.
(m) Dam Safety
The risks associated with a dam are design and situation specific, and will vary depending on structural
components, socioeconomic factors and the environment within which the dam is being constructed
and will operate. It is forbidden to construct dams of more than 15 meters under DRDIP II. All the dam
sizes proposed for SSI under DRDIP-II are expected to be not more than 15 meter high. Site-specific
dam safety measures will be prepared and implemented accordingly and regular monitoring and
inspection management will be undertaken periodically on a regular time schedule by involving
relevant stakeholders. Based on the monitoring system designed, dam safety inspections will be
conducted during construction, and operation phases, even during post operation phases to address
safety deficiencies.

14.7. Social Assessment (SA)

To address social risks and impacts related to social vulnerability, the existing Social Assessment (SA),
including a Social Development Plan (SDP), was revised based on the requirements of ESS1 and ESS7.
The update was based on a thorough engagement process with project-affected people identified as
historically underserved and other vulnerable groups.
14.7.1. Objective of the Social Assessment
The objective of the social assessment (SA) is to assess the potential impacts of the proposed
subprojects and interventions supported by DRDIP II on the biophysical and social environment
especially on more underserved, vulnerable and disadvantaged groups of the community found in
DRDIP II project target areas.
14.7.2. Institutional and Implementation Arrangement
MoA will take the leading role in the process through the PCU that includes environmental and social
staff to address Environmental and Social issues. The respective level of bureau of agriculture will take
the leading role in the process and have established a coordination unit that includes environmental
and social staff to address Environmental and Social issues. And also, the woreda agriculture offices
will take a leading role in the process and have established coordination units with environmental and
social focal persons to address environmental and social issues. KDC will take leading role in the
process and to address environmental and social issues in its activities at kebele level.
14.7.3. Organizational Responsibilities
(a) Regional Environmental Protection Agencies/Bureau:
Coordinate and follow-up effort to ensure public participation in the decision-making process is
ensured. Play an active role in coordinating the formulation, implementation, review and revision of
regional strategies and to foster environmental monitoring, and protection and regulation. Sets up its
environmental unit with the responsibility to coordinate and follow-up to ensure that its activities are
in harmony with national efforts to protect and preserve the environment. It provides environmental
clearance certificates through reviewing screening and partial environmental and social impact
assessment reports with their respective region. Proclamation 803/2013 empowers each region to
establish its own independent environmental agency/Sectoral Environmental Units with the
responsibilities to coordinate and follow-up efforts to ensure public participation in the decision-
making process. The project will need to engage with the appropriate authorities/Bureau to obtain
the required environmental clearance and permits.
(b) Institutional Arrangement Related to Labour:
The role of the Woreda labour office in DRDIP is to ensure the benefit of people with disabilities from
equal opportunities and full participation in DRDIP-II. It will also provide care and support to the

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elderly and encourage their participation, prevent social problems and provide rehabilitation services
to the affected members of the society by conducting studies and creating conducive conditions in
cooperation with relevant stakeholders.
The following key actions are proposed as mitigation measures to enhance implementing agencies’
capacity to properly meet World Bank requirements.
(i) Assistance to Vulnerable People in host and refugee communities:
The project will assist vulnerable people who are affected by project-related displacement and
resettlement. Such assistance may include the following activities: Identification of vulnerable people,
how the project makes them more vulnerable and identification of the cause and impacts of their
vulnerability, preferably through an identification mechanism devised with, and implemented by the
beneficiary community. This step is critical because often vulnerable people do not often participate
in community meetings, and their disability/vulnerability may remain unknown.
(ii) Prevent sexual harassment and GBV:
Sexual harassment and GBV are among the potential problems occurring around refugee camps and
in host communities. DRDIP II will support activities to prevent sexual harassment and GBV by
strengthening the social cohesion and integration of the refugee and host community. These
interventions will include conducting periodic consultative workshops of the two communities with
different stakeholders and strengthening community structures which have important role in bridging
the connection and relationship of the refugee and hosting community. The project will also train GBV
focal persons, support an awareness campaign and strengthen referral systems to GBV response
service centers in the project areas.
(iii) Strengthen workers and community safety precautions at workplaces:
Ensure that measures on occupational health and public safety are obeyed by including worker and
public safety prevention clauses in civil works contracts and ensure provision of continuous safety
briefing, training and awareness creation to workers; provision of PPE and use of safety warning signs
to prevent workers and community safety.
(iv) Strengthening Stakeholder’s Engagement:
DRDIP II will ensure stakeholder engagement throughout the project life cycle, from the earliest stages
in the project development/preparations process to enable their meaningful consultations and
participation. Disadvantaged or vulnerable groups may be disproportionately impacted or further
disadvantaged by the project interventions as compared to other groups due to their vulnerability,
and hence require special engagement efforts to ensure their equal representation in the consultation
and decision-making process associated with the project. As part of the project, an SEP has been
prepared and all stakeholder engagement requirements mentioned here will be implemented
accordingly.
(v) Backfilling and Rehabilitation of Quarry Site and Dug Holes:
Communal well, water birka, community ponds, water supply, quarry sites, borrow pits, etc., shall be
refilled and rehabilitated or otherwise fenced to avoid or reduce risks of peoples and animals and
return to original habitat.
14.7.4. Socio-cultural Context of the DRDIP-II Intervention Areas Vulnerable or Disadvantaged Groups
The DRDIP II SA considers the requirements of ESS5, ESS7, EES10 and the provisions of rules and
regulations of the country applicable to vulnerable groups and underserved peoples of the
community. The most vulnerable and underserved groups identified in the project regions are ethnic
minorities, disabled persons, elders, women headed and children headed households, jobless youths
and widows and orphans who live with limited resources and people who are socially, economically,
and/or culturally underserved including the refugee community. There are underserved ethnic groups
or ethnic minorities in all project areas.
As indicated in ESS 7, there is a requirement to consider historically underserved traditional local
communities existing in the project area. This standard is applicable in DRDIP-II implementation areas

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particularly the pastoralist areas of Afar, Somali, Gambella, Benishangul-Gumuz regions and in Tigray
region where underserved people exist such as Irob and Kunama. Therefore, there is a need to:
(i) Involve underserved and vulnerable groups of the community representatives (e.g.elders, women,
youth, etc.) where appropriate;
(ii) Provide sufficient time for underserved and vulnerable groups of the community in decision
making processes;
(iii) Allow the underserved and vulnerable groups of the community to effectively participate in the
design of project activities or mitigation measures that could potentially affect them either positively
or negatively; and
(iv) Plan and implement special restoration measures for vulnerable groups/PAPs

14.7.5. Livelihood Activities

The main livelihood activities of lowland communities (Afar, Benishangul-Gumuz, Gambella, and
Somali) depend on livestock production and a limited level of crop production. Livestock production
is the principal means of livelihood for pastoralists. This is to mean that there is a practice of traditional
and extensive livestock rearing system (cattle, camels, goats and sheep). The agro-pastoralists also
make their livelihood out of mixed agriculture, mainly those households residing along the permanent
rivers. However, there have been vulnerabilities due to recurrent drought, chronic water shortages,
conflicts, market shocks (livestock and cereals price fluctuations), animal and human diseases.
14.7.6. Customary Land-related Disputes
Pastoralists and agro-pastoralists are living in the peripheral areas of the country where they are
bordered with the nation’s people and with other countries people. In this respect, it is worthy to see
the causes of conflicts as internal and external. The main sources of conflicts in these areas are
shortage of grazing land and water resources. These areas are arid and semi-arid where there is
irregular and low rainfall leading to scarcity of water, grass and bushes. Due to this, in areas under the
current SA, there was recurrent drought. The main conflicts encountered were usually between ethnic
groups residing in their neighboring areas. Even though the conflicts are minimal, there were also
internal conflicts within the same clan. In this respect, poor families, female headed households and
children headed households are mostly affected.

14.7.7. Natural Resource Use and Control Mechanism

There are several kinds of natural resources found and used in the intervention areas of DRDIP-II,
which are also linked with their livelihoods. The type of natural resources used by pastoralists and
agro-pastoralists for their livelihoods appears to be similar although differences were observed in
terms of their levels of use. In majority of the intervention areas of DRDIP-II (Afar, B/Gumuz, Gambella
and Somali regions), the ways of accessing resources seems similar that are dictated mainly through
the prevailing customary systems of communal use rights of communities.

14.7.8. Indigenous Peoples of Historically Underserved Traditional Local Communities

According to ESS7 of the World Bank, Indigenous Peoples/Sub-Saharan African Historically
Underserved Traditional Local Communities are inextricably linked to the land on which they live and
the natural resources on which they depend. They are, therefore, particularly vulnerable if their land
and resources are transformed, encroached upon, or significantly degraded. Projects may also
undermine language use, cultural practices, institutional arrangements, and religious or spiritual
beliefs that Indigenous Peoples/Sub-Saharan African Historically Underserved Traditional Local
Communities view as essential to their identity or well-being.
The PCU will ensure respect to human rights, dignity, aspirations, identity, culture and livelihoods of
Indigenous Peoples/Sub-Saharan African Historically Underserved Traditional Local Communities and
avoid adverse impacts on them or, when avoidance is not possible, minimize, mitigate or compensate
for such impacts.

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14.8. Resettlement Framework (RF)
Infrastructure development specific sites will be determined during project implementation.
Therefore, RF has been updated in line with the requirements of WB ESS5 and applicable national
legislation. The RF provides resettlement principles and procedures, including eligibility criteria for
resettlement entitlements and organizational arrangements. It also includes the establishment of a
project-level GRM to be used during the preparation of site-specific instruments such as resettlement
plans and livelihood restoration plans to address potential land acquisition issues. In addition, the RF
establishes procedures to address any impacts due to restrictions/loss of access to natural resources
due to project activities through a process framework (PF).

14.8.1. Objectives of the RF

The main objective of the Resettlement Framework (RF) is to lay out the foundation to clarify
resettlement principles, organizational arrangements and schedules, arrangements for financing the
resettlement and procedures that govern the acquisition of land and/or asset loss, valuation
principles, compensation procedures, and grievance handling systems. It also aims to address the
question how to engage project-affected parties in planning, implementation and follow-up of the
resettlement activities. This RF is also meant to ensure systematic and well thought out processes to
be followed in addressing social concerns during different stages of project implementation.
Moreover, it is imperative to ensure a framework that guarantees the participation of affected
persons, involvement of relevant institutions and stakeholders, adherence to both World Bank and
Government of Ethiopia’s legal procedures and requirements, and to outline appropriate
compensation for Project Affected Persons (PAPs).
Once the specifics of the sub-project impacts are identified and the necessary information becomes
available, the framework will be expanded into a detailed resettlement plan proportionate to the level
of potential risks and impacts. This RF will serve as the framework within which a Resettlement Plan
(RP) will be developed when the project is certain of the locations and specific land and community
related impacts are identified. It is underlined that project activities that will potentially cause physical
and/or economic displacement will not commence until such specific plans have been finalized and
approved by the Bank. The ultimate output of the Resettlement Framework will be to describe the
procedures and steps to be taken to address the requirements and the legal and institutional
framework underlying Ethiopian legislation for resettlement, compensation and rehabilitation and the
World Bank ESF (ESS 1, ESS 5, ESS 7 and ESS 10).

14.8.2. Principles of the RF

This RF adheres to the guidance provided in ESS 5 Land acquisition, Restrictions on Land Use and
Involuntary Resettlement. Thus, the RF is guided by the following principles:
(i) Involuntary resettlement shall be avoided where feasible. Where involuntary resettlement is
unavoidable it will be minimized and appropriate measures to mitigate adverse impacts on displaced
persons (and on host communities receiving displaced persons) will be carefully planned and
implemented.
(ii) To avoid forced eviction.
(iii) To mitigate unavoidable adverse social and economic impacts from land acquisition or restrictions
on land use by: (a) providing timely compensation for loss of assets at replacement cost and
(b) assisting displaced persons in their efforts to improve, or at least restore, their livelihoods and
living standards, in real terms, to pre-displacement levels or to levels prevailing prior to the beginning
of project implementation, whichever is higher.
(iv) To improve living conditions of poor or vulnerable persons who are physically displaced, through
provision of adequate housing, access to services and facilities, and security of tenure.
(v) To conceive and execute resettlement activities as sustainable development programs, providing
sufficient investment resources to enable displaced persons to benefit directly from the project, as
the nature of the project may warrant

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(vi) To ensure that resettlement activities are planned and implemented with appropriate disclosure
of information, meaningful consultation, and the informed participation of those affected.

The guiding principles for the RF also include the exclusion of subprojects which are ineligible for
financing (exclusion list as indicated in ESCP) and that voluntary land donation based on the consent
of the donors is accepted.

14.8.3. Eligibility Criteria for Affected Persons

The purpose of deciding on eligibility requirements in the RF is to ensure that PAPs experiencing a
complete or partial loss of land, crops, trees, and properties or access are specifically identified and
recognized as eligible for any kind of assistance regardless of their legitimate land rights (including
squatter settlements). As such, tenants, squatters and land users need to be provided with
compensation in line with ESS 5. To determine the eligible person for compensation, MoA shall take
into account the Proclamation No 1161/2019. Although the proclamation excludes those without legal
titles, the WB ESS 5 paid attention to them and will be evoked.

14.8.4. Project Affected Persons (PAPs)

According to ESS5 provisions Project Affected Persons (PAPs) are persons:
(i) Who have formal legal rights to land or assets;
(ii) Who do not have formal legal rights to land or assets, but have a claim to land or assets that is
recognized or recognizable under national law; or
(iii) Who have no recognizable legal right or claim to the land or assets they occupy or use.

Accordingly, DRDIP-II RF considers PAPs as those stands to lose as a consequence of the project, all or
part of their physical and non-physical assets, including loss of productive lands, homes, resources
such as annual and perennial crops, grazing land and forests, commercial properties, and income-
earning opportunities. Such impacts may be permanent or temporary. This might occur through land
expropriation and restricted or reduced access to important livelihood resources.
Hence, those covered under (a) and (b) will be provided compensation for the land they lose, and
other assistance in accordance with the ESS5 provision. Persons covered under (c) will be provided
with resettlement assistance in lieu of compensation for the land they occupy, and other assistance,
as necessary, to achieve the objectives set out in ESS5, if they occupy the project area prior to a cut-
off date established by the implementers in close consultation with the potential PAPs and local
officials.

The resettlement framework applies to all economically and/or physically displaced persons
regardless of the total number of affected PAPs, the severity of the impact and whether or not they
have legal or customary title to the land. Particular attention will be paid to the needs of vulnerable
groups among those economically and/or physically displaced especially the poor, the landless, the
elderly, women and children or other economically and/or physically displaced persons who are
limited in their capacity to claim or take advantage of resettlement assistance and related
development benefits. The detail on eligibility criteria for different categories of people cut of date,
compensation procedure, entitlement matrix and valuation procedure is provided in the RF document.

14.8.5. Voluntary Land Donation Procedure

Voluntary Land Donation (VLD) procedure applies when a household/the community are making a
voluntary donation of land for the purpose of subproject implementation. In the context of Ethiopia,
where land is owned by the Government, “land donation” is taken to mean “donation of land use”. In
some circumstances, it may be proposed that part or all of the land to be used by the DRDIP-II sub
project is donated on a voluntary basis without payment of full compensation. This may be acceptable
providing the Implementing Agency (IA) demonstrates that:

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(i) The potential donor or donors including their family members have been appropriately informed
and consulted about the project and the choices available to them; Potential donors are aware that
refusal is an option, and have confirmed in writing their willingness to proceed with the donation;
(ii) It shall be verified that the donation does not result from any form of coercion or manipulation
and is offered in good faith;
(iii) The amount of land being donated is minor and will not reduce the donor’s remaining land area
below that required to maintain the donor’s livelihood;
(iv) The proportion of land that may be donated shall not significantly affect the donor’s livelihood;
voluntary land donation cannot exceed 10% of an individual’s total land holdings;
(v) Voluntary land donation shall not be resulted to household relocation or physical displacement,
loss of structures or fixed assets on affected portion of land;
(vi) The donor is expected to benefit directly from the project;
(vii) Community or collective land donation can only occur with the agreement of individuals using or
occupying the land i.e., verification of the voluntary nature of land donations must be obtained from
each person donating the use of land; DRDIP-II will maintain a transparent record of all consultations
and agreements reached;
(viii) If community services are to be provided under the project, land title must be vested in the
community;
(ix) The land to be donated must be free of other claims or encumbrances; and

When communities and/or individual landholders have offered to donate their land for DRDIP-II sub
projects/activities, because it is of benefit to the broader community, the World Bank’s Voluntary Land
Donation Protocol shall be followed. The project RPCU and Woreda Coordination staffs are
responsible to avoid or minimize the adverse impacts and reputational risks which may be resulted
from voluntary land donation. Donations are based on the premise that the project benefit will offset
or outweigh the loss of the land donated. As an indicative procedure to consider in voluntary donation
of land, the following points provide guidance on the process:

(i) Verify the requirements of the donation and the formalization of the donation;
(ii) Carry out due diligence on the owners and users of land donated;
(iii) Ensure appropriate consultation and disclosure;
(iv) Establish informed consent of the person donating the land;
(v) Sign written agreement; and
(vi) Establish grievance redress mechanism.

14.8.6. Resettlement Plan (RP)

The Resettlement Plan (RP) is the most essential instrument to be undertaken for a successful
resettlement. An active and meaningful community consultation on the benefits of the project,
potential adverse effects and procedures followed along the land expropriation and project
implementation will be undertaken. As per the WB ESS5 requirements, the scope and detail of the
resettlement plan vary with the magnitude and complexity of resettlement. The plan is based on up-
dated and reliable information about:

(i) The proposed project and its potential impacts on the displaced persons and other adversely
affected groups;
(ii) Appropriate and feasible mitigation measures, and
(iii) The legal and institutional arrangements required for effective implementation of resettlement
measures

RP shall assess the number of PAPs, identify eligibility criteria, including compensation and assistance
provisions, and address the means by which the project will be monitored and evaluated to ensure
that the PAPs receive compensation, that their grievances are heard and addressed and secure the

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required budget and clearly indicate institutional set up for its implementation. Feedbacks and
comments outlined in the mitigation measures and compensation requirements in the RP will be
disclosed to the PAPs.

RP is prepared if land is to be acquired in such a way that people are displaced from land or productive
resources or when a sub-project is expected to cause physical and economic resettlement.
Displacement can result in relocation, loss of shelter, loss of assets or access to production-related
assets; loss of income or livelihood sources; or loss of access to locations that provide income or lower
expenditure for business or individuals. The steps to be undertaken for each individual RP include a
screening process followed by a socioeconomic census, land asset inventory of the area and
identification of the investment Project Affected Persons (PAPs). Moreover, it requires the reviewing,
approving, implementing and monitoring of the progress and success of the RPs implementation.

14.8.7. Screening Process

Once the project activities are identified, DRDIP-II will undertake screening of sub projects and
activities to determine whether they will require the involuntary resettlement of people within the
determined project area. Screening will be undertaken using the screening checklist indicated in
Annex 2 of the RF. The relevant implementing sector, in collaboration with woreda and regional
project coordination unit will be responsible for the screening process with close support and follow-
up from the Federal Project Coordination Unit.
Preparation of the Socio-economic Survey
As part of the screening process for RP preparation, a socio-economic census and asset inventory will
be conducted to determine the extent of resettlement required. An important aspect of preparing an
RP is to establish appropriate data to identify the persons/household/community and their assets who
will be affected by the individual subproject, people eligible for compensation and assistance, and to
discourage inflow of people who are ineligible for these benefits. In essence, the census will achieve
the following:
(i) Provide initial information on the scale of resettlement to be undertaken;
(ii) Identifies gaps in information and gives an indication of further socio-economic survey needed to
quantify losses to be compensated and, if required, to design appropriate development interventions;
and
(iii) Establishes indicators that can be measured at a later date during monitoring and evaluation.

The socio-economic survey will be undertaken by the relevant Implementing sector of DRDIP-II
investment subprojects/activities implementation with the use of the sample socio-economic survey
inventory form indicated in Annex 4 of the RF. It will be accompanied by a land asset inventory to
determine what assets will need to be compensated for during the resettlement process. The land
and asset inventory will be done under close supervision of the sub-project Compensation and
Resettlement Committee (CRC).

14.8.8. RP Preparation
The RP will be prepared in consultation with the affected parties, in particular with regard to the
eligibility, cut-off date, disturbances to livelihoods and income-earning activities, valuation methods,
compensation payments, potential assistance and timetables. The RP shall be proportional to
expected risks and impacts whether the resettlement activities have minor or substantial effects on
the land and livelihood of the affected persons. A broader and more comprehensive RP will be needed
for sub projects and activities having significant impacts. A detailed description and outline of RP
preparation is provided in annex 3 of the RF.
The key feature of a RP process is that it has followed a clear and auditable procedure that is relevant
to the impacts and that allows consultation during the project implementation. The minimum
elements of the RP include:
(i) Description of the sub-project

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(ii) Identification of potential impacts
(iii) Objectives of RP
(iv) Cut-off date
(v) Census survey and baseline socio economic studies
(vi) Legal framework
(vii) Institutional framework
(viii) Eligibility criteria
(ix) Valuation of and compensation for losses
(x) Community Participation
(xi) Site selection
(xii) Site preparation and relocation
(xiii) integration with host populations
(xiv) Implementation Schedule
(xv) Cost and budget
(xvi) Grievance redress mechanism
(xvii) Monitoring and evaluation
(xviii) Arrangements for adaptive management
For detail information on RP Preparation, Review and Approval Procedure and Implementation
Arrangements refer to the RF.

14.8.9. RP Implementation Budget

In the case of DRDIP II, any required physical resettlement will not be covered by the project. Rather,
it will be covered by project target regions/project target woreda administration. At this stage, it is
not possible to estimate the exact number of people who will be affected since the subproject
identification, specific site and technical designs and details have not yet been developed. It is
therefore not possible to provide an estimated budget for the total cost of resettlement that may be
required associated with implementation of the project. However, when these locations are known,
and after the completion of the site-specific socio-economic study, information on specific impacts,
individual and household incomes and numbers of affected people and other demographic data
available, a detailed and accurate budget for each RP will be prepared. For the ease of resettlement
implementation woreda/city administration is expected to secure RP implementation cost from
government budget which is an amount of at least 2% of the total budget approved for infrastructure
sub projects.

14.9. Labour Management Procedures (LMP)

The LMP needs to meet the World Bank’s Environmental and Social Framework (ESF), requirements,
specifically Environmental and Social Standard 2: “Labour and Working Conditions (ESS2)” and
Environmental and Social Standard 4: “Community Health and Safety (ESS4)”. DRDIP II LMP sets out
the terms and conditions of employment for employing or otherwise engaging workers on the project,
specifies the requirements, standards to be met, policies, and procedures to be followed, assesses
risks, and proposes implementation of compliance measures. The LMP is developed to help avoid,
mitigate, and manage risks and impacts in relation to project workers and ensure non-discrimination,
equal opportunity, protection, fair treatment, and safe and healthy working conditions. DRDIP II will
be implemented in accordance with the Ethiopian Labour Proclamation No. 1156/2019, Ethiopia
refugee proclamation No. 1110/2019 and the World Bank’s ESS2. Labour and working conditions in
the project are relevant to direct workers employed or engaged by the project, contracted workers,
community labour and primary supply workers.

14.9.1. Type of Project Workers and their Number

According to WB ESS2, project workers can be defined into the following four areas as also indicated
above:

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(a) Direct Workers
Direct workers will be expected project coordination units (PCU) at federal, regional and woreda levels
for project activities implementation and it is expected to comprise at the minimum of the following
specialists: Coordinator, monitoring and evaluation specialist, infrastructure engineer, natural
resource management specialist, irrigation engineer, traditional livelihood specialist, non-traditional
livelihoods specialist, environmental safeguard specialist, social safeguard specialist, gender specialist,
community mobilizer as well as financial management specialist, accountant, casher, procurement
specialists and drivers fully dedicated to the DRDIP II.
(b) Contracted Workers
Are contractors who will be recruited or assigned by the project for the key implementation activities
of the project: construction/expansion/upgrading of schools, health centre/post, animal health,
feeder road, water supply, water birka, community pond, market centre, warehouse, spread weir,
communal well, irrigation schemes, FTC/PTC and as well as contracted workers for operation phase
and so on. The subcontractors’ workforce will also be considered as contracted workers. At this time,
it is difficult to estimate the number of contracted workers that will be engaged in the DRDIP II, as the
number of contractors and subcontractors required for the set of project activities is not known at this
time.
(c) Community Workers
Community workers would be engaged in community in kind/labour contribution of CIF, biophysical
soil and water conservation activities and so on. Since the nature of the Project follows a CDD
approach, matching fund is expected from the community in terms of cash and labour. Thus,
communities will provide free labour voluntarily.
(d) Primary Supply Workers
Primary supply workers would be employed or engaged by DRDIP II primary suppliers of goods and
materials for its core function (construction material, IT equipment, farm tools, solar systems
(Generators, cooking stoves, solar light, and solar panel), improved seed and so on). Given the project
sites are distributed over the six regions of the country, several separate contracts would be awarded.
14.9.2. Workers Grievance Mechanism
To address and manage workplace and employment related conflicts or complaints as well as gender-
based violence (GBV/SEA/SH) grievance redress mechanism is crucial for DRDIP II. A project worker
who has a complaint or grievance has the right to present it and obtain proper redress through the
Worker Grievance Mechanism (WGM) established by the project for this purpose. In this project a
grievance mechanism will be provided for all direct workers, contracted workers, primary supply
workers and community workers. Accessible and functional WGRM put in place to make the grievance
mechanism easily accessible to all such project workers.
The project specific WGRM for the workers will be logged at four levels:
(i) at the federal level FPCU
(ii) at regional level RPCU
(iii) at woreda level woreda GRC and
(iv) at kebele level kebele GRC.
It shall be emphasized that this WGRM is not a substitution to legal system for receiving and handling
grievances. However, this is formed to mediate and seek appropriate solutions to labour related
grievances, without escalating to higher stages.
At the federal level the member of the GRC includes (i) Federal DRDIP PCU coordinator (ii) FPCU
Safeguard Specialists (iii) FPCU Irrigation/civil/Civil Engineer (iv) FPCU Gender specialist (v) delegate
from MoA Human Resource Directorate.
At regional level (i) Regional DRDIP RCU coordinator (ii) RPCU Safeguard Specialist (iii) RPCU
Irrigation/civil/Civil Engineer (iv) delegate from Bureau of Agriculture (BoA) Human Resource
Directorate.

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At woreda level (i) Woreda Administration office (ii) Woreda Environment and land administration (iii)
Woreda Justice office (iv) Woreda Women, Children and Youth Affairs office (v) Woreda office of
Agriculture.
At kebele level (i) Representative of Kebele Arbiter (ii) Kebele Development Agents (iii) Kebele Council
Members (iv) Representative of Youth (v) Representative of Kebele Women (vi) Representative of
PAPs

14.9.3. Worker Grievance Mechanism Structure

(a) Kebele level:
The GRC at kebele level will serve to file the grievances and appeals of the project workers. It will be
responsible to facilitate and resolve grievances at kebele level. If the issue cannot be resolved at the
kebele level within 10 to 15 days, then it will be escalated to the woreda level.
(b) Woreda level:
The project coordinator at the woreda level will serve as Grievance Focal Point (GFP) to file the
grievances and appeals of the project workers. He/she will be responsible to coordinate with woreda
level GRC to resolve grievances. If the issue cannot be resolved at the woreda level within 5 to 10
working days, then it will be escalated to the region level.
(c) Regional PCU level:
The regional environment and social safeguard specialist will serve as GFP to file the grievances and
appeals. He/she will be responsible to coordinate with project coordinator, relevant departments and
persons to facilitate addressing these grievances. If the issue cannot be resolved at the regional level
within 10 working days, then it will be escalated to the MoA (FPCU) level.
(d) Federal level:
If there is a situation in which there is no response from the regional level, or if the response is not
satisfactory, then complainants have the option to contact the Focal Person at FPCU of the MoA
directly to follow up on the issue.
(e) Ministry of Labour and Skills (MoLS):
Workers who are not satisfied with the decisions of the DRDIP II FPCU decision could take their cases
to the labour dispute court at the MoLS. This could be dealt at two levels, (i) through taking the case
to the formal labour division courts, (ii) through the labour relations board for conciliation.

14.10. Environmental and Social Commitment Plan (ESCP)

An Environmental and Social Commitment Plan (ESCP) has been prepared, outlining the MoA’s
commitment to: (a) implement project activities in compliance with the WB’s Environmental and
Social Framework (ESF); (b) develop Environmental and Social Risk Management (ESRM)
implementation arrangements, including deployment of qualified staff at different levels of
implementation; and (c) monitor and report on the implementation of the ESRM tools and plans.

14.10.1. Exclusions
Exclude the following type of sub-projects/ activities as ineligible for financing under the
project:
(i) Sub-projects/Activities that have High Environmental and Social risk and impacts which cannot
be easily managed or mitigated to acceptable level;
(ii) Sub-projects/Activities that may cause damage to physical and cultural resources;
(iii) Activities that involve construction of reservoir dams that are above 15 meters height;
(iv) Activities that may involve removal or conversion of forests and other designated natural
resources and wildlife reserved;
(v) Activities that may cause degradation of critical natural habitats;
(vi) Activities that may involve land use changes such as drainage of wetlands and cultivation;
(vii) Activities that may potentially affect the quality or quantity of water or a waterway shared with
other nations;

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(viii) Activities that likely to use highly and extremely hazardous pesticides intensively, and use of
project financing for procurement of genetically modified organisms and biocides;
(ix) Activities that may cause any loss of biodiversity;
(x) Subprojects that may involve significant involuntary resettlement depending on the nature and
scope of land acquisition.
(xi) Activities that may have any potential adverse direct impacts on village centres (because it is
located inside a village or close enough to a village);
(xii) Activities which are likely to have significant adverse environmental and social impacts that are
sensitive, diverse, irreversible or unprecedented use.
For details, refer to the Environmental and Social Commitment Plan (ESCP) prepared for the project.

14.11. Security Risk Assessment and Management Plan (SRAMP)

Pursuant to ESS1 (Assessment and Management of Environmental and Social Risks and Impacts), ESS2
(Labour and Working Conditions) and ESS4 (Community Health and Safety), focusing on the use of
public/private security personnel and the associated risks to the community, a DRDIP II SRAMP has
been prepared.
14.11.1. Security Risk Management Objective
The objective of DRDIP II SRAMP is to provide an overview of the security situation of the project
intervention area and to ensure that security and safety measures are implemented during project
planning, implementation monitoring and supervision. The SRAMP aims to reduce the occurrence of
risks and mitigate potential impacts of security risks to ensure the protection and safety of project
operations, workers, project assets and project beneficiaries. It provides a framework for general
identification of potential security risks and proposed mitigation measures with the view of negative
impacts resulting from insecurity to the project workers, communities, assets and equipment.
14.11.2. Potential security Risks
The key potential security risks identified are:
(i) Armed robbery at project site/activity location including office equipment, office furniture, cars
and motor cycles;
(ii) Risks associated with armed conflict between government and non-government forces as well
as by non-government armed forces;
(iii) Although not significant, there could be also potential security risks which may happen by
government security personnel (i.e. excessive use of force, GBV/SEAH/);
(iv) Theft to construction materials at project sites;
(v) Insecure road transportation including access blockage to some project regions and woredas;
(vi) Risk of rape and gender-based violence: gender-based violence such as sexual abuse, sexual
harassment and rape on women and girls living in project areas
(vii) Occurrences of local conflict between ethnic groups and clans of the same ethnic group in
project intervention areas.
(viii) Conflict between host and refugee communities: Conflict usually happen between the two
communities due to over exploitation of resources and socio-cultural reasons.

14.11.3. Suggested Security Risks Mitigations Measures

Potentially security risks and impacts identified for the DRDIP-II can be avoided, minimized and
mitigated in various ways. The ESMF proposes potential mitigations measures and instruments for all
anticipated risks and impacts. The following are the potential measures to specifically address the
security risks and impacts:
(a) Awareness creation and training for project workers and government security forces:
Continuous awareness creation and trainings on security risks and gender issues and GBV/SEA/SH will
be provided for all project workers and public security forces at all level. To ensure the security of
project workers and property host communities and refugee are well informed about security risks
and impacts, how to report of incident to GRC.

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(b) Information and Communication:
Federal, regional, woreda and local public security will be responsible to gather, organize, control and
disseminate security information for project implementing sectors and staffs at different level.
Government security officers at woreda level will have close relation with the project staffs and
implementing sector experts, contactors and other supporting workers to categorize, handle, and
control sensitive information. Then, woreda security officials again communicate with higher
hierarchy security officials.
(c) Strengthen the joint refugee and host committee:
Woreda administration office and woreda security officials, the refugee and hosting community joint
committee at local level has a good experience in minimizing the security risks with in refugee-hosting
community. Therefore, the project will strengthen these committees and link it to woreda security
bodies.
(d) Establish enforcing mechanism and implement properly:
to avoid unlawful act of government security forces, when the project will establish enforcing
mechanisms like a binding memorandum of understanding (MoU) or other formal agreement
committing the public security force to the project’s Code of Conduct (CoC), proportional use of force,
and other requirements similar to those that would be included in a contract with private security
providers, including disciplinary measures, training, incident follow-up and the need for regularly
updating of this.
(e) Secure the construction sites:
The construction site security shall incorporate a variety of physical measures, i.e., fences, barriers,
gates, secure storage facilities. The contractor and the community will arrange these.
(f) Strengthen the coordination with Labour and skill offices:
The project office (PCU) will closely work with different levels of labour and skill offices particularly on
activities related to the assessment and implementation, monitoring and evaluation of health and
safety protocols.
(g) Manned guarding and capacity building:
In all stages of the sub-project implementation (particularly during construction and operation)
manned guarding is necessary to protect the public assets and also life in case of schools, health
facilities both for human and Animal.
(h) Transportation:
Insecure road transportation including access blockage to some project regions and woredas could
happen which affects the movement of people including construction workers, project staffs for
supervision and monitoring support; as well as transportation of construction materials. In such cases,
the project security focal point shall work closely with the government security offices to get reliable
and accurate information on the conditions of the road and communicate timely to the regional PCU,
woreda level staff, as well as contractors/consultants; so that they make informed decisions for
transportation of materials as well as travelling to the field sites for supervision, and monitoring works.

In HROC woredas, third-party implementation entities will make use of either the structures of the
UN Department of Safety and Security (for UN agencies) or the Saving Lives Together Framework.
The SRAMP will include a reporting protocol for significant incidents, based on which decisions will
be taken on corrective actions, including exit from respective subprojects. Subprojects shall have an
incident response and rapid demobilization plan included in the Environmental and Social
Management Plans in HROC woredas.
14.11.4. DRDIP-II Security Risk Management Procedures
The SRM process is an approach to evaluate security risks to ensure that a harmonized threat and risk
analysis leads to effective security decision-making and to the implementation of SRM measures. SRM
measures are identified after specific threats and risks are identified so that mitigation or prevention
measures are proposed for implementation. SRM measures may include training and awareness
creation, information, situation updates, physical improvements to facilities or procedural changes.

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SRM measures need to be linked to the preceding security risk assessment assisting to reduce either
the likelihood or the impact of an event. DRDIP-II will use the following risk management procedures
while implementing the project operation in identified security potential areas.
(i) Training and awareness creation
Conduct awareness creation training for project staffs, experts of implementing sectors, woreda
administration, government security bodies and other employee on types of risks that workers may
face during project implementation and how to deal with the risks. Awareness creation training will
include rules on the use of force, code of conduct, GBV/SEA and human rights protection and the
awareness creation training will be conducted in collaboration with relevant stakeholders from
government institutions.
(ii) Management of site work and staff movement
Managing contractor site works and staff movement will be made inline and proportionate to the
potential or identified security risks. Contractor oversight is maintained along the whole supply chain,
to ensure that standards are not diluted. This may include seeking the risk prevention support from
government security personnel while working at risk potential sites and accompanying staff travels in
all security potential areas. The project specific sites will be the subject of site-specific risk
assessments, which will guide proportionate security measures in line with ESS4. Under the overall
responsibility of the project coordinator, the focal persons assigned at federal and regional levels will
be the main point of contact.
(iii) Use of Government Security Personnel
Whenever the security risk is expected or identified the project operation will use the existing
government security forces to access better information and to safeguard the project staff and other
project assets.
(iv) Equipment and project assets
It is the responsibility of project coordinator in general and the project hosting agency (MoA, RBoA,
and Woreda Office of Agriculture) and implementing sectors in particular that project equipment and
assets including vehicles, office furniture, healthcare equipment, generators, school furniture,
laboratory equipment and FTC/PTC materials supplied by the project and any other project assets
need to be secured and protected by using the existing government security structure. To this effect
special attention beyond the normal circumstances need to be given in security risk areas. The
construction contractor will employ experienced security guard from the local community in
collaboration with woreda and kebele administration at construction sites for the purpose of
safeguarding construction material store. The use of local security guards deployed by contractors
will be risk assessed and they will be adequately trained and equipped, with a focus on upholding
human rights.
(v) Physical Security
Most of the DRDIP-II sub-projects like health facilities, schools, water supply and warehouse will be
manned by government guards deployed by implementing sectors. Fence and access gates are the
main physical security management system used in these sub projects. But based on site specific
security risk assessment the extent of physical security measures (fence, gate check, store lock…) will
be strengthened and aligned to the identified security concerns.
(vi) Suspension of Activities
In the event of a critical security incident, or a significant deterioration in the security environment, it
may be necessary to take significant steps in order to safeguard the wellbeing of personnel and
prevent harm or damage to project resources based on an assessment.
(vii) Incident response
Safety and security incidents will be reported to the FPCU immediately from region or woreda and will
be shared to the Bank and then addressed appropriately according to the severity and impact on
personnel, assets and on overall project activities. The security focal person delegated at regional level
report the incident occurred to the federal focal person as much as possible within 24 hours, then the

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federal focal person to the FPCU project coordinator. The project coordinator will directly report the
incident report to the WB.

14.11.5. Security Oversight and Management

Responsibility for overseeing security risk management of the DRDIP-II operation will be vested in the
federal, regional and woreda PCU. Contractors are responsible to ensure the safety and security of
contracted workers and construction materials at subproject construction sites, including reporting
on any security concerns that occur at construction sites. The overall responsibility for overseeing
project security rests on the project coordinator and security focal person at federal level and security
focal persons for each of the regions.
Specifically, the PCU will be responsible for:
(i) Undertaking site and activity specific security risk assessment and implementation of the Security
Risk Management Plan;
(ii) As part of sub-project screening, undertake a security risk assessment and recommend mitigation
measures;
(iii) Ensure that security mitigation measures are included in sub-project ESMPs;
Monitor potential security risks on sub-project sites together with the local government
Provide training for concerned stakeholders to mitigate social risks of project workers and equipment
including security risks;
(iv) Ensure that the Grievance Redress Mechanism (GRM) established for the project is implemented
and that project workers are informed about the GRM procedures;
(v) Report periodically to the World Bank on the implementation of the SRMP.

14.12. Stakeholder Engagement Plan (SEP)

DRDIP II has prepared a Stakeholder Engagement Plan (SEP). The SEP demonstrates early engagement
of stakeholders during project preparation, including inputs on subproject type, site selection,
eligibility criteria, participatory structure and preparation of ESRM instruments. The Plan will guide
meaningful stakeholder engagement in the project areas proportionate to the nature and scale of
potential risks and impacts.

14.12.1. Purpose of Stakeholder Engagement Plan

DRDIP II is multi-sectoral investment project which requires engagement of different Implementing
Agencies and stakeholders found at the federal, regional, woreda and kebele levels in project
implementation processes. Effective stakeholder engagement is an important aspect to ensure the
environmental and social sustainability of projects, to enhance project acceptance or
obtain broader community support, and to make a significant contribution to successful
project design and implementation. Hence, DRDIP-II stakeholder engagement and
participation is a prerequisite for project success, since engagement provides a means for an
effective and inclusive arrangement with project affected parties throughout the project
life cycle. DRDIP-II stakeholder engagement will be initiated at an early stage of the project
planning and needs identification process and is an integral part of early project
decisions and the assessment, management and monitoring of the project’s
environmental and social risks and impacts.
Thus, as per the WB ESS 10: Stakeholders Engagement and Disclosure of Information, DRDIP II
Stakeholder Engagement Plan (SEP) is prepared.

14.12.2. The Objective

The objective of the SEP is to:
(i) Establish a systematic approach to the project that will help to identify and engage project
implementers and stakeholders and build and maintain a constructive relationship with them,
particularly the project beneficiaries.

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(ii) Assess the level of stakeholder interest and support for the project and to enable
stakeholders’ views to be taken into account in project design and environmental and
social performance.
(iii) Promote and provide means for effective and inclusive engagement with project
beneficiaries and affected parties throughout the project life cycle on issues that could
potentially affect them.
(iv) Ensure that appropriate project information on environmental and social risks and impacts is
disclosed to stakeholders in a timely, understandable, accessible, and appropriate manner and
format.
(v) Define stakeholders’ roles and responsibilities for the implementation of the SEP
(vi) Define monitoring and reporting measures to ensure effectiveness of the SEP
(vii) Provide project-affected parties with accessible, inclusive and cost-effective means to raise issues
and grievances and allow project implementers to respond to and manage such grievances.

14.12.3. Stakeholder Identification and Analysis

DRDIP-II stakeholders are the different parties, both project affected and others interested
in the project, who are directly or indirectly affected by the project. As per ESS 10,
individuals or groups that are affected or likely to be affected by the project will be
identified as ‘project affected parties’ and other individuals or groups that may have an
interest in the project will be identified as ‘other interested parties. Within these
categories, vulnerable groups are those parties (individuals or groups) who, because of their
particular circumstances, may be disadvantaged by the project. Based on this
definition/categorization, the project will further identify individuals or groups who may
have different concerns and priorities about project impacts, mitigation mechanisms
and benefits, and who may require different, or separate, forms of engagement.
Stakeholder identification and analysis is an important tool to determine the appropriate
level of communication between the project and different stakeholders.
It is the requirement of ESS 10 that the process of stakeholder engagement will involve
the following: (i) stakeholder identification and analysis; (ii) planning how the engagement
will take place; (iii) disclosure of information; (iv) consultation with stakeholders; (v)
addressing and responding to grievances; and (vi) reporting the stakeholder’s engagement
performances.
Stakeholders for DRDIP II have been and will continue to be identified on a
continuous basis by identifying those people and institutions that have an interest in the successful
planning and execution of the project. Identified stakeholders include:
High interest and high influence stakeholders: The plan shall be to fully engage this group and apply
all effort to ensure that they are satisfied and fully informed of the project at all times. This can be
done by focusing efforts on these groups of stakeholders throughout the project cycle, giving them
the importance, they deserve, involving them in project governance decision making bodies and
engaging them and consulting them regularly as well as providing timely feedback. The engagement
plan targeting these stakeholders shall be incorporated into the project annual work plan.

High interest and medium/low influence stakeholders: The high interest and low influence
stakeholders shall be kept informed, ensuring that no major issues arise because of the project.
Engagement is directly proportional to impact and influence, and as the extent of impact of a
project on a stakeholder group increases, or the extent of influence of a particular stakeholder on a
project increases, engagement with that particular stakeholder group shall intensify and deepen in
terms of the frequency and the intensity of the engagement method used.
Project-affected parties: persons, groups and other entities in DRDIP II project intervention areas that
are directly influenced (actually or potentially) by the project and/or have been identified as most
susceptible to change associated with the project, and who need to be closely engaged in identifying
impacts and their significance, as well as in decision-making on mitigation and management measures.

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Examples of DRDIP II project affected parties can be individuals or the beneficiary community whose
land or other assets or access to land use is affected as a result of project supported investments and
project implementing sectors.

14.12.4. Key stakeholders:

(i) Host Community (farmers, agro pastoralists, Pastoralists village heads, religious leaders, clan
leaders)
(ii) Refugee Community
(iii) Woreda/City and Kebele Administration and Kebele level structures ((KDC, CPMC, CPC, SAuC,
CFT, GRC, Water and Sanitation…)
(iv) Frontline service providers (DA, Health extension workers and School Directors)
(v) Project institutional arrangement (steering committee, technique committee,
(vi) Federal, Regional and woreda sector implementing sectors
(vii) Federal and regional Refugee and Returnee Service (RRS) offices and their implementing partners
(viii) Contractors

14.12.5. Other interested parties:

Individuals/groups/entities that may not experience direct impacts from the project but who consider
or perceive their interests as being affected by the project and/or who could affect the project and
the process of its implementation. Examples of other interested parties of DRDIP II are NGOs operating
in the project area, sector offices/bureaus of the woreda administration, offices of the Refugees and
Returnees Services, UNHCR, etc.
(a) Key stakeholders
(i) Environmental Protection office
(ii) Woreda office of Justice and regular court
(iii) Women and youth Affair office
(iv) UNCHR coordination office, NGO and other partners
(b) Disadvantaged or vulnerable groups:
Persons who may be disproportionately impacted or further disadvantaged by the project
intervention as compared with other groups due to their vulnerability, and that may require special
engagement efforts to ensure their equal representation in the consultation and decision-making
process associated with the project. These can be elders, women, persons with disabilities (PWDs),
women headed households, pastoral and semi-pastoral communities, unemployed youth, HUPs and
etc who need special attention during project design, planning, implementation and monitoring.

14.12.6. Stakeholder Engagement Program

Stakeholder engagement is an approach required to engage and provide specific stakeholder groups
with relevant information and opportunities to voice their views on topics that matter to them.
Principles for stakeholder engagement:

(a) Openness and life-cycle approach:

Public consultations for the project will be undertaken on a continuous basis throughout the whole
project lifecycle from preparation through implementation. Stakeholder engagement will be free of
manipulation, interface, coercion, and intimidation;
(b) Informed participation and feedback:
Information will be provided and widely distributed among all stakeholders in an appropriate format;
conducted on a timely basis;
- understandable and accessible information related to the project, including in
relevant local and major languages and in formats that can be understood by
people who are illiterate;

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 - assure that stakeholders’ concerns and feedback is taken into consideration
during decision making.
(c) Inclusiveness and sensitivity:
Stakeholder engagement is undertaken to support better communications and build effective
relationships. The participation process for the
project is inclusive and the stakeholders are always encouraged to be involved in the
consultation process. Better access to information and stakeholders’ sensitivity to needs is the key
principle underlying the selection of engagement methods. Special attention is given to vulnerable
groups; particularly women headed households, youth, elderly, disable people, the cultural
sensitivities of diverse ethnic groups and internally displaced people (IDPs) in the project areas.

14.12.7. Stakeholder Engagement Plan and Methods

The overall goal of the DRDIP SEP is to ensure that a consistent,
comprehensive and coordinated approach is followed throughout the project life. The project intends
to carry out different activities and utilize various engagement methods as part of its continuous
interaction with the stakeholders. The setup of every consultation and engagement activity needs to
meet the general requirements on accessibility, i.e. shall be held at venues that are easily reachable
and do not require long travel, entrance fee or preliminary access authorization, cultural
appropriateness (i.e., with due respect to the local customs and norms), and inclusiveness, i.e.,
engaging all segments of the local community, including women, youth, PWDs, the elderly, pastoral
community, refugee community and other vulnerable individuals.

Proposed Strategy to Incorporate the Views and Concerns of (Underserved and Historically
Underserved Peoples (HUPs) and Vulnerable Groups
The principle of inclusiveness will guide the stakeholder engagements, particularly with respect to
vulnerable individuals and groups. In cases where vulnerable status may lead to people’s reluctance
or physical incapacity to participate in large-scale community meetings, the project will hold separate
small group discussions with them at an easily accessible venue. This way, the project will reach out
to groups who, under normal circumstances, may be insufficiently represented at general community
gatherings. Some strategies to be adopted to reach out to these groups include:
(i) Identify leaders of vulnerable and marginalized groups to reach out to these groups.
The existing partners operating in refugee camps and pastoral communities in project target areas
such as UNHCR, IRC, RRS, NRDEP, etc maintain a database of marginalized groups among the refugees
and host communities.
(ii) Leverage existing DRDIP phase I as well as similar interventions and
(iii) Engage community leaders and NGOs working with vulnerable groups
Organize face-to-face focus group discussions with these communities from host and refugees.

14.12.8. Resources
DRDIP II will set human, financial and logistics resources required for the implementation of the SEP.
The project implementing units at the federal, regional and woreda levels are
responsible to avail all the required financial as well as material resources needed to implement the
SEP. Financial resources required for the implementation of the SEP will be allocated from project
funds under project components. DRDIP II SEP is a living document that will be updated throughout
the project life. Environmental and Social Safeguard experts at federal and regional levels are the main
focal points and will be responsible for follow up and implementation of the SEP.

14.12.9. E&S Compliance Monitoring, Follow Up and Reporting

Compliance with E&S standards will be monitored in different ways. The project implementing units
at federal, regional and woreda level will prepare quarterly and annual E&S monitoring reports, which
will be shared with the World Bank. There will be independent annual E&S audits, starting in year two.
The Regional/Woreda Environment Forest Climate Change Offices will review and endorse site-

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specific ESRM instruments and will also monitor compliance with the regulatory requirements.
Despite improvements following the continuous trainings provided to project staff and stakeholders,
there are regional disparities in the effective implementation and monitoring of ESRM. Technical gaps
persist among some of the E&S experts at regional level and focal persons operating in some woredas.
As the implementing sectors and the E&S staff do not have experience in the requirements of the ESF,
appropriate trainings will be organized prior to implementation.

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15. IMPLEMENTATION ARRANGEMENTS

The coordination and implementation of a project will rely on existing Government structures. The
Government structures at Federal, Regional, Woreda and Kebele levels participate in project
implementation. The project implementation will also benefit from contributions by the different
Ministries and agencies. As the prevailing conflict and risks situation prevailing in the country classify
the Woredas into High Risk of Ongoing Conflict (HROC) and Non-high Risk of Ongoing Conflict (NROC),
the overall implementation arrangement will be applicable to NROC locations.

15.1. Overall Institutional Model

The overall institutional model consists of a Project Coordination Unit (PCU) established within the
Ministry of Agriculture (MoA) which shall closely coordinate project implementation with the Project
Steering Committees (PSCs), the Project Technical Committees (PTCs) and relevant Implementation
Agencies (IA) at the federal, regional and woreda levels as described in Table-15.I.

Table-15. I: Overall Institutional Model

Agencies Responsible for
Sl.
Level Backstopping
No. Oversight roles Implementation
roles
Mo A FTC Federal Project Coordination Unit
1 Federal level
FSC RRS/UNHCR
Regional Steering Regional Regional Project Coordination Unit
Regional Level
Committee Technical Sector Bureaus
(NROC)
2 Committee Specialized Technical Agencies
Regional Level Third Party Implementing Agency (TPIA) contracted by FPCU
(HROC)
Woreda Steering WTC Woreda Project Coordination Unit
Woreda Level
Committee WPAT
(NROC)
3 (Woreda Council)
Woreda Level Third Party Implementing Agency (TPIA) contracted by FPCU
(HROC)
Refugee Camp Development Committee (RDC)
Refugee Camp Facilitation Team (RFT)
WPCU in Refugee Camp Community Project
collaboration Management Committee (RPMC)
Refugee WSC in
w it h Refugee Refugee Community Procurement Committee
4. camp/site collaboration
Camp (RPC)
level with RRS
Coordination Refugee Community Social Audit Committee
Office (RSAC)
Refugee Camp Watershed Management
Committee
5. Kebele Level Community Project Management Committee
(CPMC)
Kebele
WTC Community Audit Committee (CAC)
Community Development
6. WPAT Community Procurement Committee (CPC)
Level Committee (KDC)
Community Facilitation Team (CFT)
Woreda Administration (WOFED)

(f) Ministry of Agriculture (MoA)

MoA being the project Implementing Agency (IA), the implementation arrangement will be embedded
within the Ministry.
The key roles of the MoA are:
(i) The overall project implementation responsibility;

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(ii) Accountability for proper use of funds;
(iii) Overall project governance;
(iv) Liaison with external stakeholders to mobilize additional financial and technical resources; and
(v) Integrating emerging lessons and successful implementation models into regular government
systems.

The overall coordination and implementation of DRDIP II, are with Project Coordination Units at
Federal, Regional and Woreda levels cascading to beneficiary community institutions at the
implementation level. Policy support and supervision will be provided by Federal steering committee
chaired by State Minister MoA.

(g) Refugee and Returnee Service (RRS):

All activities involving refugees are coordinated, facilitated andoversited by RRS in collaboration with
MoA, PCU and UNHCR at different levels. In order to outline and clarify the respective roles and
responsibilities of RRS and MoA a Memorandum of Understanding (MoU) will be signed, between the
two.
The main roles are:
(i) Ensuring proper implementation of DRDIP-II in refugee camps/sites;
(ii) Participating in the design, implementation, monitoring and evaluation of DRDIP-II to guarantee
protection of Refugees under domestic and international laws;
(iii) Authorizing FPCU, RPCU, WPCU and other implementing agencies to operate in Refugee
camps/sites to implement the project components;
(iv) Conducting capacity building activities at regional, zonal and camp level for bridging the gaps
identified;
(v) Resolving implementation issues and mitigating risks and challenges while implementing DRDIP-II
in camps/sites;
(vi) Participating actively in FSC and FTC are the national level and nominating members at the
regional and Woreda level;
(vii) Communicating relevant information and documents on DRDIP-II Refugee Program Coordination
officers at regional and Woreda and camp levels;
(viii) Undertaking periodic joint/independent monitoring and evaluation of DRDIP-II
implementation with FPCU;
(ix) Reviewing DRDIP implementation and forwarding consolidated quarterly and annual progress
reports to FPCU and
(x) Leading and implementing annual whole-of-government policy dialogue sessions on the
socioeconomic inclusion of refugees and host communities. For the policy dialogue session, RRS
will prepare a concept note and budget each year for the review of the FPCU and endorsement by
the World Bank.

(h) Line Ministries and Agencies:

The thematic technical activities will be supported by Directorates in MoA, Implementing Ministries
and Agencies including RRS at the appropriate level-federal, regional and woreda.
The key roles of the line ministries and agencies are:
(i) Sensitization and awareness raising about CDD principles and project;
(ii) Capacity building;
(iii) Compliance with fiduciary principles;
(iv) Environment and Social standards compliance;
(v) Monitoring and Evaluation;
(vi) Ensuring gender issues;
(vii) Ensuring facilitation style in implementing and
(viii) They ensure functionality of sub-projects

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The overall implementation Arrangement is shown in Figure: 15.1
Figure 15.1: Overall Implementation arrangement

15.2. Federal Level Arrangement

The Federal level arrangement consists of:
(i) Federal Steering Committee;
(ii) Federal Technical Committee; and
(iii) Federal Project Coordination Unit.

15.2.1. The Federal Steering Committee (FSC):

FSC will be the apex body overseeing project implementation.

(a) Composition and Membership:

The FSC is chaired by the State Minister, MoA. Senior representatives of the relevant line ministries
are members of the FSC. The secretary of the FSC will be National Project Coordinator.
The members of the FSC are:
(i) Ministry of Planning and Development (MoPD);
(ii) Ministry of Health (MoH);
(iii) Ministry of Water and Energy (MoWE);
(iv) Ministry of Irrigation and Low Lands;
(v) Ministry of Finance (MoF);
(vi) Environmental Protection Agency (EPA);
(vii) Federal Cooperative Agency FCA);
(viii) Refugees and Returnees Services; and
(ix) United Nations High Commissioner for Refugees (UNHCR).14

(b) Roles of FSC: The main roles of FSC are:

x Policy guidance on project implementation;
x Overseeing project management;
x Federal Level Coordination with line ministries and national agencies to ensure consistency
with national standard and policies, to avoid duplication and to underpin sustainability.

14
UNHCR will serve as an observer capacity.

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 x Approving annual work plan and budget;
x Monitoring implementation progress.

(c) Meetings:
The FSC will meet by annually. The secretarial function for the FSC will be done by FPCU including
preparation of detailed agenda notes, maintaining minutes and following up on important decisions
of the FSC.

15.2.2. Federal Technical Committee (FTC):

The FSC will be given technical backstopping support by the FTC.

(a) Composition and Membership:

The FTC has membership comprising of the FPCU thematic experts and technical experts from the
member institutions of FSC and observers. The FTC will be chaired by the National Project
Coordinator.

(b) Roles of FTC:

The main roles of the FTC are:
(i) Overall technical guidance to FSC;
(ii) Prioritizing project implementation activities;
(iii) Reviewing sub projects proposed for implementation.

(c) Meeting:
The FTC will meet as often as needed, but in any case, at least one meeting shall be held every quarter.

15.2.3. Federal Project Coordination Unit (FPCU):

The implementation arm of MoA will be the FPCU which will undertake the day-to-day project
management and coordination activities, including planning.

(a) Composition:
The FPCU will be a multi-disciplinary dedicated team headed by national Project Manager. The staff
composition of the FPCU is given in Table-15.2.

Table-15.2: Staff Composition of FPCU

No. of
Sl. No. Title/Position
Position
1 National Project Manager 1
2 Senior M&E expert 1
3 M&E Expert 2
4 Senior Procurement Expert 1
5 Procurement Expert 1
6 Senior Contract Management Expert 1
7 Senior Livelihood Expert 1
8 Livelihood Expert 1
9 Senior Jobs and Business Development Expert 1
10 Senior Infrastructure Expert 1
11 Senior Irrigation Expert 1
12 Senior Natural Resources Management Expert 1
13 Senior Environmental Safeguards Expert 1

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14 Senior Social Safeguards Expert 1
15 Senior Gender Expert 1
16 Senior Management Information System Expert 1
17 Senior Communication Expert 1
18 Senior Financial Management Specialist 1
19 Senior Accountant 1
20 Accountant 2
21 Office Administration and Secretary 1
22 Cashier 1
23 Messenger 1
Driver Based on the number
24
of vechiles

(b) Roles and functions of FPCU:

The FPCU shall be responsible for the day-to-day management, implementation, monitoring and
evaluation including fiduciary oversight of the project at federal level. The FPCU being the key
implementing body, the leadership and management team collectively remain accountable to achieve
the outputs and results envisaged under the project.
The key roles of the FPCU are:
(i) Organizing Project Implementation set up at all levels;
(ii) Coordinating implementation of project activities at federal level;
(iii) Ensuring compliance with financial management guidelines;
(iv) Managing procurement;
(v) Ensuring compliance with environmental and social standards;
(vi) Capacity building of implementing agencies at federal, regional and woreda levels including third
party agency in HROC areas;
(vii) Carrying out monitoring and evaluation activities including regular performance, financial and
other progress reports;
(viii) Liaise with other stakeholders and undertaking communication activities;
(ix) Mobilizing external technical support as needed; and
(x) Collaborating with RRS/UNHCR for ensuring interaction with refugee coordination mechanism.

15.3. Regional Level Arrangement

The facilitation, management coordination, planning and monitoring of project activities at the
regional level will follow a similar arrangement of the federal level. The main regional level
implementation mechanism consists of:
(i) Regional Steering Committee;
(ii) Regional Technical Committee; and
(iii) Regional Project Coordination Unit.

In HROC areas a TPIA will be outsourced to take care of implementation will be hired. The ToR for the
TPIA comprising of roles, responsibilities and critical accountabilities has been separately prepared.
15.3.1. Regional Steering Committee (RSC):
The main policy making and overseeing entity at the regional level is the RSC.

(a) Composition and Membership:

Depending upon the existing institutional structure in the region, the RSC will be chaired by the head
of the Bureau of Agriculture (BoA), Bureau of Agriculture and Livestock or Bureaus/Commissions of
Pastoral Development. The membership of RSC consists of:

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(i) Bureau of Agriculture (BoA)/Bureau of Agriculture and Natural Resources (BoANR)/Bureau of
Pastoral and Agriculture Development (BoPAD) (Chair);
(ii) Sector Bureaus (Project Implementing) like BoE, BoH, BoWE, RRS, REPA, RCA, RRA, BoWC;
(iii) Representative from Refugee Program Coordination Office (regional/zonal);
(iv) Bureau of Finance (BoF);
(v) UNHCR (as observer); and
(vi) RPCU coordinator (Secretary).

(b) Roles of RSC:

The overseeing roles of RSC consist of:
(i) Regional level strategic guidance;
(ii) Overseeing project management;
(iii) Coordination of regional implementing institutions, regional bureaus and regional agencies;
(iv) Approving annual work plan and budget for the region and ensuring recurrent budget is allocated
for operation and maintenance; and
(v) Monitoring regional project progress and removing implementation bottlenecks.

(c) Meetings:
The RSC will meet every quarter. The RPCU will act as the Secretariat, including preparation of agenda
notes, maintaining minutes and following upon key decisions.

15.3.2. Regional Technical Committee (RTC):

The backstopping support to project implementation at the region will be through the setting up of
an RTC.

(a) Composition and Membership:

Chaired by the Regional Project Coordinator, the RTC will have the following members:
(i) Technical Directors or delegated experts from the relevant sector bureaus/agencies;
(ii) Regional/Zonal Refugee Coordinators; and
(iii) Regional Project Coordinator (chair).

(b) Roles of RTC:

The key roles of RTC are:
(i) All technical guidance to RSC;
(ii) Review and prioritization of project activities relating to all component activities;
(iii) Review and recommendation of proposed sub projects;

(c) Meetings:
The RTC will meet as often as needed, but at least one meeting every quarter.

15.3.3. Regional Project Co-ordination Unit (RPCU):

Depending upon the structure prevailing in the regions BoA, BoANR, BoAL or BoPAD will be the
Regional Implementing Agency and its dedicated arm for project implementation will be RPCU in
NROC areas and TPIA in HROC areas.

(a) Composition:
The RPCU will function under the overall supervision of RSC within the Regional Implementing Agency.
This dedicated arrangement for project implementation at the regional level will have a team
composition given in Table-15.3.

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 Table-15.3: Staff Composition of RPCU
No. of
Sl. No. Title/Position
Position
1 Regional Project Manager (RPM) 1
2 M&E Expert 1
3 Livelihood Expert 1
4 Infrastructure Expert 1
5 Irrigation Expert 1
6 Natural Resources Management Expert 1
7 Environmental and Social Standards and Gender Expert 1
8 Senior Accountant 1
9 Accountant 1
10 Cashier 1
11 Procurement Expert 1
12 Administration and Secretary 1
13 Messenger 1
Based on the number
14 Driver
of vechiles

The RPC will report to the head BoA/BoANR/’BoAL/BoPAD as the case may be. The rest of the RPCU
team will directly report to RPC.

(b) The Roles and functions of RPCU:

The main roles of RPCU are to coordinate implementation and reporting of all regional level activities
including implementation support to woredas and beneficiary communities and their institutions. The
main responsibilities are:
(i) Coordinating implementation of project activities at the regional level;
(ii) Project implementation support to Woreda’s;
(iii) Ensuring compliance with financial management guidelines;
(iv) Procurement management;
(v) Ensuring compliance with environmental and social standards;
(vi) Monitoring regional level project implementation;
(vii) Capacity building of regional and woreda level stakeholders;
(viii) Liaise with regional level stakeholders and managing public communication;
(ix) Mobilizing external technical support as necessary; and
(x) Ensuring project inclusion refugee coordination structures.

15.3.4. Line Ministries and Agencies:

The regional level and zonal level sector bureaus and offices will assist woreda and kebele level offices
and institutions to implement project activities.
Their roles include:
(i) Implementation support to woredas for all the project component activities;
(ii) Sensitization and awareness building on CDD principles;
(iii) Facilitating community level planning;
(iv) Mobilizing, establishing and strengthening community institutions;
(v) Undertaking procurement and financial management activities;
(vi) Supporting compliance with environmental assessment and implementing ESS;
(vii) Identifying and developing livelihood opportunities; and

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(viii) Facilitating design, construction and quality assurance of social and economic infrastructure

15.3.5. Refugee and Returnee Services (RRS):

Technical support on implementing sub component-I (c) on social cohesion and inclusion will be
provided by respective regional and woreda level sectoral bureaus and offices, working in
collaboration with RRS and UNHCR. Wherever necessary, specialized technical agencies will be
contracted to provide specific technical support.

(a) Roles and Responsibilities of Refugee Program Coordination Office:

The main responsibilities are:
(i) Participating in RSC and RTC;
(ii) Coordinating and collaborating with RPCU in implementing DRDIP-II in camps and sites;
(iii) Facilitating access to Refugee camps and sites by implementing agencies and ensuring smooth
project implementation;
(iv) Communicating, all information, legal documents, guidelines relating to DRDIP-II implementation
to Woreda level Refugee coordination offices; and
(v) Undertaking periodic monitoring and evaluation and submitting quarterly and annual progress
report to RPCU;

15.4. Woreda Level Arrangement

Similar to the regional level arrangement, the woreda/city/town administration level implementation
arrangement mainly consists of:
(i) Woreda Steering Committee;
(ii) Woreda Technical Committee;
(iii) Woreda Project Appraisal Team; and
(iv) Woreda Project Coordination Unit.

The implementation in HRO areas will be outsourced to TPIA.

15.4.1. Woreda Steering Committee (WSC):

The woreda council will function as WSC and will be the apex implementation body at the woreda
level.
(a) Composition and Membership:
The composition will be that of the woreda council and consists of:
(i) Woreda administrator/Deputy (chair);
(ii) Heads of sector offices-Pastoral Development and/or Agriculture, Water, Education, Health, Rural
Roads, Small and Micro agencies, Cooperative Finance Promotion, Representatives of active NGOs,
Representatives of active Microfinance institutions; and
(iii) Representative from Refugee Camp Coordination Office;
(iv) Woreda PCU Coordinator and Secretary.

(b) The roles and responsibilities of WSC:

The woreda level guidance and policy support for project implementation include:
(i) Woreda level guidance and overseeing of project implementation;
(ii) Approving annual work plan and budget;
(iii) Monitoring project implementation at woreda level;

(c) Meetings:
The WSC will meet on a monthly basis.

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15.4.2. Woreda Technical Committee (WTC):
The technical backstopping for the smooth functioning of WSC will be provided by WTC.

(a) Composition and Membership:

The WTC will be composed of technical staff from all the sector offices responsible for project
implementation.

(b) Roles and responsibilities of the WTC:

The key roles of the WTC are:
(i) Facilitating local level planning;
(ii) Supervising sub project implementation;
(iii) Identifying and developing livelihood opportunities; and
(iv) Promoting community level learning and sharing.

(c) Meetings:
WTC will meet as often as needed, with at least one monthly meeting.

15.4.3. Woreda Project Appraisal Team (WPAT):

Unlike at the regional level, the woreda level will have an additional WPAT firewalled from the WPCU.
WPAT will be thus work as an independent team.

(a) Composition and Membership:

The team composition consists of representatives of various sectoral offices including office of finance.

(b) Roles of WPAT:

The responsibilities of WPAT are:
(i) Appraising CIF and SIF sub project proposals-in terms of social environmental issues, technical
soundness, gender equity, consistency with woreda development plan;
(ii) Follow up on issues raised by Community Audit Committees;
(iii) Checking readiness of community institutions to implement sub projects;
(iv) Confirming achievement of milestone against disbursed funds for sub project implementation

15.4.4. Woreda Project Co-ordination Unit (WPCU):

The WPCU will be the woreda level implementation arm of the Woreda Office of Agriculture or
Pastoral Development. The woreda level day-to-day project management, co-ordination and control
activities will be undertaken by the WPCU.

(a) Composition and Membership:

The WPCU will be a dedicated team lead by a woreda project coordinator and consisting of personnel
shown in Table-15.4.
Table-15.4: Staff Composition of WPCU
Sl. No. Title/Position No. of Position

1 Woreda Project Coordinator (WPC) 1

2 Senior Accountant 1
3 Accountant 1
4 Cashier 1
5 Community Mobiliser and M&E expert 1

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6 Procurement Expert 1
Based on the number of
7 Driver
vechiles

(b) Roles of WPCU:

WPCU will be the implementation arm of the Office of Woreda level, Agriculture/Pastoral
Development. The key roles of WPCU are:
(i) Co-ordinating implementation of project activities at the woreda level;
(ii) Project implementation support to Kebele;
(iii) Ensuring compliance with financial management guidelines;
(iv) Procurement Management;
(v) Ensuring compliance with Environmental and Social Standards;
(vi) Monitoring woreda level project implementation;
(vii) Reporting progress of project implementation including financial reporting;
(viii) Liaise with woreda level stakeholders including refugee camps/sites; and
(ix) Engaging in public communication.

15.4.5. Woreda level Sector Offices:

The following component activities are to be implemented at Woreda level:
(i) Sub-component (a): Strategic Investment Fund (SIF) subprojects;
(ii) Capacity support activities for sector offices;
(iii) Support to advisory services like strengthening FTCs and PTCs and animal health clinics; and
(iv) Support for the promotion of savings and credit cooperatives and micro enterprise development.

These sub-components/activities are implemented by relevant sector offices under the guidance of
WSC (Woreda Council).

15.4.6. Refugees and Returnees Service:

The implementation of sub-component 1(c) on social cohesion and inclusion will be supported
technically by the respective Woreda and Regional sector bureaus and offices working in collaboration
with RRS and UNHCR. Wherever necessary technical support will be contracted through specialized
technical agencies.

(a) Roles and Responsibilities:

The main roles and responsibilities of Refugee Camp Coordination Office are:
(i) Participating actively in WSC and WTC including following up on the decisions relating to Refugee
camps/sites;
(ii) Ensuring participation of Refugees in the implementation of project activities inside and around
the camps/sites;
(iii) Facilitating establishment of different committees within refugee camps required for project
implementation;
(iv) Building capacity of implementation committees at the camp level in collaboration with WPCU;
(v) Participating in the joint selection of CIF and SIF projects benefiting both refugees and host
communities;
(vi) Facilitating selection of refugee beneficiaries in accordance with targeting criteria and modalities;
(vii) Ensuring gender balance and inclusion of youth and other vulnerable groups in all project
activities;
(viii) Providing all the necessary legal documents relating to DRDIP II target beneficiaries to enable
them to successfully participate in project activities;
(ix) Avoiding duplication with other humanitarian and development partners by the project activities;
and

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(x) Monitoring implementation and submitting quarterly and annual reports to WPCU on
performance of project activities.

15.4.7. HROC Woredas

The project Woredas are categorized as:

(i) High Risk of Ongoing Conflict (HROC); or
(ii) Non-High Risk of Ongoing Conflict (NROC).
The categorization is done on the basis of a rapid Woreda Needs, Conflict and Capacity Assessment
(WNCCA). The implementation of the project in HROC areas will follow a different implementation
arrangement. The project coordination in HROC Woreda at the Regional and Woreda level will be the
responsibility of a Third-Party Implementation Agency (TPIA). The adapted implementation
arrangement for HROC Woredas is given in Figure 15.2.

Figure 15.2 Adapted implementation arrangements for HROC Woredas.

The detailed TOR for hiring the TPIA has been separately prepared.

The TPIA will perform the roles of RPCU and WPCU. The TPIA will execute their responsibilities directly
reporting to FPCU which will also oversee their activities. The arrangement will ensure that project
beneficiaries in areas of conflict, where the Government agencies temporarily cannot fulfill their
functions, also receive project benefits. The TPIA will provide necessary expertise and services to all
eligible beneficiaries in the HROC Woredas.

As the security situation will be annually assessed for continuance of TPIA, a rolling contract for 12-
month basis will be arrived at. When the conditions improve and the Woreda return to NROC status,
the facilitation and implementation will come back to the normal project implementation
arrangement.

15.5. Kebele level Arrangement

The Kebele is the lowest administrative structure of the Government. The Kebele Development
Committee (KDC) is the developmental arm of the Kebele. The Kebele level arrangement consists of:
(i) Supporting the existing KDC;
(ii) Technical backstopping from Woreda Technical Committee (WTC),

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(iii) Woreda Sector Offices and
(iv) Woreda Project Appraisal Teams;

15.5.1. KDC
(a) Composition and Membership:
The existing KDC will be expanded for implementation of DRDIP-II by additionally including sub-Kebele
level community representatives to oversee project implementation.

(b) The Roles and Responsibilities of KDC:

KDC will oversee implementation of the project at Kebele level and the detailed responsibilities are:
(i) Facilitating local level planning in identifying community priority needs;
(ii) Facilitating identification and prioritization of CIF sub-projects and project activities at Kebele
level;
(iii) Ensuring that the needs and priorities of women, youth, disabled, minority groups and other most
vulnerable are adequately identified and incorporated in the Kebele level proposals.
(iv) Coordinating involvement of kebele level sector offices in the project planning, budgeting and
implementation like DA, HEW, School Director, Kebele Manager etc.;
(v) Facilitating community contribution for CIF subprojects;
(vi) Facilitating, mobilizing and strengthening community committees/institutions;
(vii) Facilitating community level participatory monitoring;
(viii) Reporting progress of project implementation to WPCU;
(ix) Maintaining minutes of KDC meetings on project activities and following up on decisions;
(x) Disclosing and displaying relevant information, rules, norms and principles to community for
maintaining transparency and accountability; and
(xi) Coordinating orchestrated performance of community institutions-CFT, CPC, CPMC, CAC etc.

15.5.2. Technical Backstopping:

The technical backstopping to Kebele level activities will be provided by WTC, Woreda sector offices
and WPAT. The support services include:
(i) Supporting local level planning by ensuring that community priorities and needs of women, youth
and other most vulnerable are reflected in the proposals approved for implementation;
(ii) Supervising subproject implementation;
(iii) Promoting community level learning; and
(iv) Building capacity of community institutions on social accountability;

15.6. Refugee Camp/Site Level Arrangements

At the refugee camp/site level, implementation will be overseen by a Woreda Steering Committee in
collaboration with Refugee camp Coordination Office. The technical backstopping will be provided by
WPCU and other sector offices in collaboration with Refugee Camp Coordination Office. The Roles
and responsibilities are as elaborated above.
The camp level institutions responsible for overseeing implementation consists of:
(i) Refugee Camp Development Committee; and
(ii) Refugee Camp Facilitation Team (RFT).

15.6.1. Refugee Camp Development Committee (RCDC):

The Refugee Camp Development Committee will be responsible for DRDIP-II implementation at the
Refugee camp/site.

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(a) Composition and Membership:
RCDC will be selected based on the camp/site administration criteria.
The RCDC members are:
(i) Camp Coordinator (chairperson);
(ii) Refugee Central Committee (RCC) head;
(iii) Camp protection head;
(iv) Camp Program Officer;
(v) Refugee Youth Association (one);
(vi) Refugee Women representatives (two);
(vii) Elders/clan representatives (two); and
(viii) The Refugee Central Committee Chair person (secretary).

(b) Roles and Responsibilities of RCDC:

The implementation responsibilities of RCDC are:
(i) Facilitating selection of community subprojects, ensuring that Refugee communities priority
needs are properly identified including those of women, youth and other most vulnerable;
(ii) Facilitating preparation of community CIF subproject proposals and their aggregation for
preparing Refugee Camp Development Plan for submission to WPCU for approval;
(iii) Coordinating with camp staff, sector offices, WTC etc. for technical planning and budgeting at the
camp level;
(iv) Maintaining minutes of the RCDC meeting and following up decisions on project implementation;
(v) Facilitating mobilization, establishment and strengthening of Refugee camp/site level community
institutions including RFT, RPMC, RPC etc.;
(vi) Disclosing and displaying project related information for ensuring transparency and
accountability; and
(vii) Reporting progress of project implementation to WPCU;

15.6.2. Refugee Camp Facilitation Team (RFT):

(c) Composition
The RFT composition include:
(i) Camp Program Officer;
(ii) Two representatives of Refugee Central Committee (RCC);
(iii) School Principal; and
(iv) Health Officer.

(d) Responsibilities
The main responsibilities of RFT are:
(i) Conduct refugee zone structure level consultations with identified community groups;
(ii) Assist in selection of representatives for preparing the Refugee Community Development Plan;
(iii) Assist in conducting a detailed situation analysis, identification and prioritization of refugee
community’s developmental issues and solutions including a development vision;
(iv) Facilitating collective reflection by refugee communities on their situation, issues, problems and
identification of solutions;
(v) Providing technical support to RCDC to develop a three-year Community Development Plan (CDP)
for refugee camp wide development

15.7. Community level implementation arrangements

The implementation of the project is community based, in line with the CDD approach the project is
following. The implementation arrangements at community level continue to benefit from the lessons
emerged from the earlier phase of DRDIP. The CDD approach will entail that communities will identify,

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prioritize, appraise and evaluate their own sub-projects. They will undertake community monitoring
and partake in the internal learning activities. The project institutional arrangements at the
community level is strengthened institutions which will bring more focus to the project beneficiaries
in the implementation of project activities.

The most important institutional entities for implementing the project are at the community level and
refugee camp/site level. At the community level the institutional entities responsible for
implementing the project are:
(i) Community Project Management Committee (CPMC),
(ii) Community Procurement Committee (CPC),
(iii) Community Facilitation Team (CFT) and
(iv) Community Social Audit Committee (CSAC).

The Kebele Development Committee (KDC) with additional community representatives from sub
Kebele level will oversee project implementation.
The technical back stopping to the Kebele level implementation will be provided by Woreda Technical
Committees (WTC) and WPAT.

15.7.1. Participatory Assessment:

The success of project implementation mainly depends on the strength and smooth functioning of the
community institutions. If there exist functioning community bodies, they will be strengthened.
Wherever necessary the project will mobilize and establish new community institutions. In order to
identify community institutions, their structure and functioning, leadership, interest groups (women,
youth etc.) and areas of activities (environment, savings and credit), a participatory assessment will
be undertaken in each Kebele. Among other basic things the assessment will focus on the way
community organizations and groups and organized, which will include:
(i) Community and group representation;
(ii) Voice to women and poor;
(iii) Level of transparency in operation;
(iv) Internal relationships; and
(v) Potential for elite capture.

The assessment findings will be used to take decision on whether the project will work with and
strengthen existing community institutions or facilitate mobilization and establishment of new ones.

15.7.2. Community Project Management Committee (CPMC):

In the 213 Kebeles where the project is being newly introduced, CPMCs will be mobilized and
established.

(a) Composition and Membership:

The CPMC has five members democratically elected from the community. The CPMC elects its
Chairperson, Vice Chairperson and Secretary. Among the members at least two should be women and
one of whom should occupy the leadership position.

(b) Roles and Responsibilities:

CPMC will be the main community institution responsible for implementing the project at Kebele level.
The functioning of CPMC shall be in a manner downwardly accountable to the beneficiary
communities. The functioning of the CPMC will be overseen by the KDC. The main responsibilities of
the CPMC are:

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 x Preparing sub-project proposals with the technical support from technical experts and
submitting to KDC for approval;
x Ensuring implementation of approved sub-projects through proper management of funds
disbursed from the Woreda;
x Mobilizing in kind and cash contributions from beneficiary communities;
x Ensuring quantity, quality and timeliness in the implementation of sub-projects;
x Community monitoring project activities to ensure that they are undertaken as planned;
x Managing sub-project budget and resources contributed by the community;
x Maintaining financial records about approved sub-project proposals, budget and
expenditures; and
x Reporting progress of sub-project implementation to beneficiary communities and to the KDC.

(c) Meetings:
The CPMC will meet as often as needed, but at least once in a month. The Secretary shall maintain
minutes recording all key decisions of the CPMC.

15.7.3. Community Procurement Committee (CPC):

The CPC support CPMC in undertaking community procurement activities.

(a) Composition and Membership:

CPC is a five-member committee elected democratically among from the community members. The
committee will have a Chairperson, Vice Chairperson and a Secretary. At least two members are
women out of whom one shall be in the leadership position. The cashier of the CPC shall preferably
be a woman.

(b) Roles and Functions:

The CPC shall function in a manner accountable to the community and reporting to the KDC. The main
roles and functions of the CPC are:
(i) Carrying out community procurement activities as per the community procurement manual;
(ii) Deciding on the procurement methods to be used and preparing procurement plans;
(iii) Demarcating tasks to be undertaken by the contractor and community members themselves;
(iv) Facilitating the bidding process in community procurement; and
(v) Endorsing and recommending to KDC the procurement evaluation report, award letter and
contract agreement.

15.7.4. Community Social Audit Committee (CSAC):

The CSAC is communities on oversee committee to monitor project activities.

(a) Composition and Membership:

The CSAC will a five-member committee elected democratically from among the community
members. At least two CSAC members are women and at least one leadership position shall be
occupied by woman. The CSAC members shall not be close relatives (blood relations or related by
marriage) of the members of the CPMC or CPC.

(b) Roles and Responsibilities:

The CSAC shall function in a manner accountable to community members and report to the KDC. The
main roles and responsibilities of CSAC are:
(i) Collecting compliance and corrective actions on discrepancies report by the KDC;
(ii) Authenticating compliance with rules including attendance, expenditure and benefits to targeted
households;

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(iii) Ensuring that sub-project implementation conforms to required quantity, quality and timeliness;
(iv) Ensuring that sub-project expenditures are according to approved plan and budget;
(v) Ensuring downward accountability and assisting community self-assessment;
(vi) Monitoring the community consultation and other implementation processes, for ensuring that
those who hold positions perform their tasks and responsibilities (especially sub-Kebele
representatives engaged with KDC in the preparation of CDP and CAP, community representatives
in the other committees) in an accountable manner; and
(vii) Ensuring that women and other vulnerable groups are adequately engaged in project
implementation and receive benefits.

15.7.5. Community Facilitation Team (CFT):

CFT is a Kebele level facilitation team consisting of community members.

(a) Composition and Membership:

CFT is a five-member team elected democratically from the communities out of which at least two are
women and at least one woman is in the leadership position.

(b) Roles and Responsibilities:

The CFT will be the community arm of the KDC and will report to them. The main roles and
responsibilities of the CFT are:
(i) Facilitating sub-Kebele level consultations for project implementation and ensuring that all main
community groups are involved;
(ii) Assisting in the selection of community representatives for the development of CDPs at the sub-
Kebele level;
(iii) Supporting detailed situation analysis for identifying community’s primary development issues,
prioritization of project intervention areas and development of a community vision at the Kebele
level;
(iv) Encouraging community to meaningfully engage themselves in the project implementation
including collectively reflecting their situation, analyzing problems and identifying possible
solutions; and
(v) Working with traditional community organizations to facilitate local level community
consultations;

15.8. Camp/site level Refugee Institutions

The Refugee communities at the camp/site level, like the community level implementation
arrangement, are mobilized into refugee institutions and entrusted with project implementation
responsibilities. These include Refugee Camp Project Management Committee (RPMC), Refugee
Community Procurement Committee (RPC), Refugee Community Social Audit Committee (RSAC).

15.8.1. Refugee community Project Management Committee (RPMC):

(a) The composition
The composition of RPMC consists of a five-member team democratically elected from among the
refugee community. Among the members at least two shall be women and out of whom at least one
shall hold leadership position. The committee elects a Chairperson, Vice Chairperson and a Secretary.

(b) Roles and Responsibilities

The RPMC shall undertake:
(i) Ensuring proper management of project funds disbursed from Woreda for project purposes only
as per approved subprojects and proposals;
(ii) Mobilizing labour contribution for subproject implementation from refugee communities;

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(iii) Monitoring project activities so that only planned and approved activities are carried out;
(iv) Informing beneficiary communities about project progress; and
(v) Reporting progress to RCDC.

15.8.2. Refugee Community Procurement Committee (RPC):

(a) Membership
The membership and composition of RPC will be five refugee community members elected
democratically. Among the members at least two shall be women and out of whom at least one shall
hold leadership position. The committee elects a Chairperson, Vice Chairperson and a Secretary.

(b) Roles and Responsibilities:

The RPC shall perform:
(i) Carrying out community procurement activities as per the community procurement manual;
(ii) Deciding on the procurement methods to be used and preparing procurement plans;
(iii) Demarcating tasks to be undertaken by the contractor and community members themselves;
(iv) Facilitating the bidding process in community procurement; and
(v) Endorsing and recommending to KDC the procurement evaluation report, award letter and
contract agreement.

15.8.3. Refugee Community Social Audit Committee (RSAC):

(a) Membership and composition
The membership and composition of RSAC will be five refugee community members elected
democratically. Among the members at least two shall be women and out of whom at least one shall
hold leadership position. The committee elects a Chairperson, Vice Chairperson and a Secretary. The
RSAC members shall not be close relatives (blood relations or related by marriage) of the members of
the RPC or RPMC.

(b) Roles and Responsibilities:

The RSAC shall function in a manner accountable to the refugee community members and report to
the RCDC. The main roles and responsibilities of RSAC are:
(i) Collecting compliance and corrective actions on discrepancies report by RCDC;
(ii) Authenticating compliance of rules including attendance, expenditure and benefits to targeted
households;
(iii) Ensuring that sub-project implementation conforms to required quantity, quality and timeliness;
(iv) Ensuring that sub-project expenditures are according to approved plan and budget;
(v) Ensuring downward accountability and assisting refugee self-assessment;
(vi) Ensuring that women and other vulnerable groups are adequately engaged in project
implementation and receive benefits; and
(vii) Monitoring implementation processes and steps including refugee consultation for ensuring that
those holding positions perform their task and responsibilities in an accountable manner as per
project guidelines.

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16. IMPLEMENTATION IN AREAS AT HIGH RISK OF ONGOING CONFLICT
(HROC)
Project Woredas are categorized as high risk of ongoing conflict (HROC) or non-high risk of ongoing
conflict (NROC) on the basis of a rapid Woreda Needs, Conflict, and Capacity Assessment (WNCCA).15
All Woredas in Tigray region are currently categorized as HROC. The project will update the
assessment at the end of each year and there is possibility of re-categorizing the risk and conflict
categorization of the area. Implementation of the project in HROC areas will follow a different
implementation arrangement.

16.1. Third Party Implementer

The Government and the World Bank have jointly agreed to undertake project implementation in
HROC areas through a UN third-party implementing agency (TPIA). The risk in the HROC area will be
monitored on an ongoing basis to determine the continued need for third party implementation. The
UN agency to be contracted will undertake the roles and responsibilities to be carried out by the
RPCUs. The TOR for the assignment has been separately prepared, which summarizes the operational
methodologies to be followed, the expected outputs, quality standards of deliverables and
accountability measures while delivering the project results.

16.2. Adapted Implementation Arrangement

The project implementation in the HROC areas will follow the adapted implementation arrangement
discussed in section 16.3 below.

The summary of Roles and Functions of the adapted implementation arrangement is also included in
the TPIA TOR.Pproject implementation at the community level shall follow the original institutional
arrangement and the roles and responsibilities of community institutions remains as original.
However, the roles and functions of the TPIA shall be an expanded list from the roles and functions
described in the PIM for Regional and Woreda level entities. A summary of the above is given in Table
16.1.
Table-16.1: Summary of Roles and Functions of TPIA
Roles and Functions
Institutional
Entity Name Oversight Backstopping
Level Implementation roles
roles roles
Regional TPIA as RPCU FPCU will x Technical x Co-ordinating project implementation
perform guidance at regional level
x Activity x Compliance with fiduciary and E&S
prioritization standards
x Review of x Physical and financial progress
subprojects reporting to FPCU
x Mobilize external technical support as
required
x Implementation of social cohesion
and inclusion sub-component
Woreda TPIA as WPCU FPCU will x Woreda level x Co-ordinating project implementation
perform technical at Woreda level
guidance x Implementation of SIF sub-projects
x Collaboration with RRS and UNHCR

15
The WNCCA is prepared by the World Bank-financed 3R-4-CACE project. In DRDIP II areas where 3R-4-CACE
is not being implemented, DRDIP II will conduct the assessment if considered necessary, using the same TOR
and methodology as 3R-4-CACE.

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 x Project x Advisory support services
appraisal of CIF x Promoting S&C co-operatives and
and SIF Micro enterprises
Kebele TPIA in lieu of TPIA as x x Co-ordinating implementation at
Kebele WPCU Kebele level.
Development x Facilitating implementation of the
Committee (KDC) component activities at the Kebele level
by the community committees
x Overall oversight at Kebele level

16.3. Reporting Arrangement

The reporting arrangements to be complied with by the TPIA are summarized in Table-16.2.

Table-16.2: Reporting Arrangements

Sl. Name of the To whom

Periodicity Contents
No. Report submitted
1 Inception Once contract is signed FPCU x Details including names of experts on the
report mobilization of teams at Region and Woreda.
x Details of the identified location Region and
Woreda level establishment
2 Annual Work The first AWPB shall be FPCU x Component-wise target of activities and physical
Plan and submitted within a plan
Budget month of the signing x Quarterly bifurcation of physical targets
the contract. For x Way forward activities on all components for the
subsequent years the year
deadline shall sent in x Challenges anticipated and proposed mitigation
line with the timetable measures
for other RPCUs
3 Snap shot Monthly FPCU x Status of implementation
report x Critical incidents
x Emerging risks and challenges
x Suggested mitigation measures
x Progress on the achievement of physical targets
x Provisional financial and procurement positions
4 Progress Quarterly and annual FPCU x Status of implementation of quarterly progress
report report of annual work plan
x Updated results framework with progress on
indicators
x Financial progress report
x Procurement progress report
x Progress on E&S
5 Financial Quarterly and annual FPCU x Financial reports and statements
Statements x Reports and follow-up on internal audit
x Report and follow-up on external audit
6 Emergency As and when serious FPCU x Incidents or accidents alerting security
Reports incidents happened x Developments requiring E&S considerations
x Fraud, corruption and other financial and economic
incidents affecting project implementation

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 Annex I

Definitions of Key Terms

For the purposes of this manual, key terms and concepts are defined as follows:
(i) Agro-pastoralists: people whose livestock contribute less than 50% to household income,
who have a substantial interest in cropping or agricultural related source of income and who
maintain a partial transhumance.
(ii) Beneficiary Community: a group of agriculturalists, pastoral, agro-pastoral and refugee
people and community groups in the project intervention areas. The beneficiary group may
also be sub-divided geographically into kebele, sub-kebeles and camps.
(iii) Camps -are temporary facilities or spontaneous settlements where refugees are
accommodated and receive assistance and services from government and humanitarian
agencies.
(iv) CDD approach: underlying modalities for implementing the project at the community level,
which empowers the project’s beneficiary communities to engage more centrally in their
local development.
(v) Common Interest Group -- is a small group (10-15 members), generally
established/strengthened based on their business interest to improve their income and
livelihood.
(vi) Community Action Plan (CAP): a subproject/activity plan prepared through a participatory
process by which beneficiary communities determine location, agree on steps and schedule
for implementation, determine resources required and agree on individual
payments/labour/kind to the community’s contribution, delineate roles and responsibilities
in implementation, and decide on mitigation measures if any social and environmental
effects are anticipated..
(vii) Community Based Organizations- are organizations formed at the community level and
includes grass root cooperatives, rural saving & credit cooperatives, Common Interest
Groups, etc.
(viii) Community Consultations: discussion process with community groups and with their
representatives at different levels and different stages of planning for the use of the project’s
resources, implementation of interventions, monitoring performance and learning from
results.
(ix) Comprehensive Development Plan (CDP): a comprehensive community plan to be
developed by each beneficiary community of the project kebele/camp that elaborates a
development vision and economic aspirations of the community identifies key
developmental problems, and prioritized solutions.
(x) Community Group: any group of individuals with a common interest or social characteristic
found within a traditional or formal institution. While the beneficiary community may relate
to a whole kebele or even an ethnic group, it is important to realize that the word
“community” refers equally to subsets of these larger groups, e.g. women’s group, youth
groups, idir, cooperative, common-interest groups.
(xi) Community Investment Fund (CIF): an investment fund made available to selected
kebeles/camps in intervention woredas (supplemented by community contributions in cash,
labour and kind) for investment in demand-driven social and economic services and
infrastructure.
(xii) Community Livelihood Plan (CLP): a plan prepared through a participatory process by which
the communities determine details of livelihood interventions.
(xiii) Community Social Auditing: an activity, by beneficiary communities, through independent
members selected for their integrity and objectivity, to improve governance by (1) comparing
what was planned by various community institutions and processes with what is actually
practiced, (2) identifying the difference, and (3) reporting on performance.

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(xiv) Community Social Mapping: a participatory planning tool to quickly learn about social
relationships and social differentiation—to gain a general overview of a community
resources, particularly the features important to the community.
(xv) Gender Responsive: refers to an awareness of gender concepts, disparities and their causes
and takes action to address and overcome gender-based inequalities.
(xvi) Gender Sensitization: awareness raising process of the various responsibilities of men and
women including productive, reproductive and community roles, access to and control over
resources as well as decision-making.
(xvii) Harmonization: a process that creates synergy and complementarity between two or more
different projects/programs/components and that reinforces their qualities by adopting
common implementation modalities for similar activities and building on each other’s
achievements towards better and enhanced results.
(xviii) Household Irrigation Systems (HHIS): It refers to the Irrigation system which comprises the
physical size of the command area less than 5 ha, for plots of fewer than ten households
(individual or group irrigators).
(xix) Innovation: adopting a new way of doing something with changes in thinking, processes,
organization and outcomes - involving the application of new knowledge, which is acquired
through learning, research or experience.
(xx) Institutionalization: a principle of institutional sustainability through integration of new
approaches introduced through the project into existing/regular systems and processes.
(xxi) Kebele Development Committee (KDC): the developmental arm of the kebele providing
general implementation oversight for the Project at the beneficiary community level.
(xxii) Kebele: the lowest tier of government serving as lower administrative unit
(xxiii) KoBo Toolbox: is a suite tools for field data collection for use in challenging environments;
which uses hand-held ICT tools (smartphones/tablets) for the collection of granular geo-
tagged project data that automatically feeds into a central M&E system.
(xxiv) Micro-Irrigation Systems (MIS): It refers to the Irrigation system which comprises the
physical size of the command area less than 20 ha for plots of greater than or equal to ten
households.
(xxv) Non- traditional livelihood is a type of livelihood which is largely based on non-agricultural
activities
(xxvi) New Small-scale Irrigation (SSI): It refers to the physical size of the new command area of
the irrigation system (with command area greater than or equal to 20ha) established to use
surface water, groundwater water and rainwater sources to irrigate existing cultivated land
or to convert uncultivated new land to irrigated land.
(xxvii) Participatory Planning: is a process by which a community by itself undertakes to reach a
given socio-economic goal by consciously diagnosing its problems and charting a course of
action to resolve those problems.
(xxviii) Participatory Rural Appraisal (PRA): a consultative method to learn about a community and
take action on identifying situations.
(xxix) Pastoralists: people who derive at least 50% of their living from livestock that graze mainly
naturally occurring vegetation and who follow a transhumance way of life.
(xxx) Primary Cooperatives – are a collection of different user/individual/person/ groups
established on the voluntary basis of the members to fulfil their economic and/or social
interest.
(xxxi) Refugee - is a person owing to a well-founded fear of being persecuted for reasons of race,
religion, nationality, membership of a particular social group or political opinion he/she is
outside his/her country of nationality and is unable or, owing to such fear, is unwilling, to
avail himself/herself of the protection of that country.

155
(xxxii) Saving and Credit Cooperative: societies established by individuals on voluntary basis to
collectively solve their economic and social problems and to democratically manage the
same, with a particular focus on financial services.
(xxxiii) Stakeholder engagement – is an inclusive process conducted throughout the project life
cycle for systematic identification, analysis, planning and implementation of actions designed
to improve the environmental and social sustainability of projects, enhance project
acceptance and make a significant contribution to successful project design and
implementation.
(xxxiv) Subprojects- any investment subproject; e.g., construction of a school, health posts,
veterinary clinic, feeder roads and bridges, irrigation infrastructure, etc. or a series of
expenditures to enhance service delivery; service delivery or improving quality of services.
(xxxv) Strategic Investment- a type of investment that goes beyond the scope of one kebele (it
serve an aggregate of kebele/camp).
(xxxvi) Traditional Livelihood- is a type of livelihood which is largely based on crop and livestock
production.
(xxxvii) Third party monitoring: - means a person or an entity – i.e. neither the donor nor the
implementer selected through a Contract Award Process and empowered to monitor
compliance with and/or implementation of particular requirements described in the Specific
Agreement, or to perform other functions described in the Agreement.
(xxxviii) Watershed- any surface area from which runoff resulting from rainfall is collected and
drained through common confluence point. Hydrologically, a watershed could be defined as
an area from which the runoff drains through a particular point in a drainage system.

156
 Annex II
List of DRDIP II targetWoredas/City administrations and Kebeles aggregated by region

National
Woreda/ Kebele Woreda Refugee
Regional Refugee Camp Kebele
Special Woreda Population Population Population
State
Tagajalisi 2740
Wangagiten 4759
Tolodokonu 3320
Shesherebutuge 5950
Wetse weyesa 3228
Mao-Komo Tongo Banga 740 65,987 11,590
Tsotsora 2470
Bure 3911
Mimiakobo 6270
Kesser Mender 1&2 467
Bobos Shibaba 3620
Fafa 2,531
Shonbola 3,077
Gua-qua 696
14 (11 existing & 3
Mao&Komo Total kebeles 43,779
new)
Wamba 2437
Mender 41 726
Mender 42 676
Mender 43 884
Bambasi Bambasi/wamba 62,693 15,313
Mender 53 764
Dabus 1160
Beni- Mu t s a 6763
shangul Bambasi 1 & 2 4786
Gumuz Nebar Keshmando 2,564
Shebora 1,618
Sonka 1,030
GarabicheMetema 1,421
GarabicheWelega 1,640
Mender 40 1,486
Mender 44 995
Mender 45 1,299
Mender 50 779
Mender 51 525
Mender 52 784
Legawerke 1,377
20 (8 Existing & 12
Total kebeles 33,714
new)
Tumet 2054
Algelea 1699
Dareselam 1809
Sherkole and Ashura 1647
Homosha 28,734 21,117
Tsore Jima 1334
Sherkole 2984
Alfashir 912
Shula 3061

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 National
Woreda/ Kebele Woreda Refugee
Regional Refugee Camp Kebele
Special Woreda Population Population Population
State
Bo,adon 2246
Dugna Arumela 2179
Tsore Almetema 1553
Akendo Afafir 1917
Gumu abushu 1925
Molo 1,677
Daresgya 1,737
15 (13 Existing & 2
Total kebeles 28,734
new)
New woreda New kebeles
Bambasi 02 6459
Bambasi Town
Bambasi 03 3584 13,526
Adm
Bambasi 04 3483
Subtotal 3 new kebeles 13526
Abrhamo 3219
Abrhamo woreda
Afamegele 800
Abende Mingida 1462
Sub-Total 3 New kebeles 5481
Amba 1 2377
Amba 3 1760
Amba 7 1950
Amba 10 1074
Amba 11 1449
Amba 9 1396
Ura woreda 26,686
Alubo 940
Hoh a 1 8 818
Tsetse 3409
Ura 6274
Hoh a 1 5 1074
Akuda Tumet 4165
Sub-total 12 New kebeles 26,686
Woreda 1 Kebele 1 25,071
Woreda 1 Kebele 2 7,529
Woreda 1 Kebele 3 7,963
Woreda 1 Kebele 4 10,497
Assosa City Woreda 1 Kebele 5 12,087
121,747
Administration Woreda 2 Kebele 1 13,404
Woreda 2 Kebele 2 9491
Woreda 2 Kebele 3 11573
Woreda 2 Kebele 4 12545
Woreda 2 Kebele 5 11587
Sub-total 10 new kebeles 121,747
7 Woredas( 3 77 kebeles (32 existing
B/Gumuz 273,667
existing & 4 New) & 45 New)
Hinerie 2,817
Asayta 01 8474
50,803 10,260
Afar Asayita Asayita Asayta 02 7578
Gehertu 1956
Handeg 5828

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 National
Woreda/ Kebele Woreda Refugee
Regional Refugee Camp Kebele
Special Woreda Population Population Population
State
Galifage 4095
Berga 3182
Mamule 3114
Keredura 1927
Gelaelo 1981
Kerebudda 2861
Romayto 3114
12 (6 existing & 6
Total kebeles 46,927
New)
Berahle 01 6098
K o ra 8212
Berahle Berahle Daar 6797
Lelaala 10751
Saraqi 4882
86,546 21,528
Sebba&Demale 15136
Dodi-Ala 8420
Bure 11017
Shayi-Gubbi Ala 10428
Guben 4805
Total kebeles 10 (5 existing & 5 New) 86,546
New woreda
Kulsikoma 2920
Gugubya 2670
Aysa’eita city
Hadelegera 3090 13,752
administration
Biridaba 2371
Abrobarih fage 2701
Sub-total 5 new kebeles 13,752
3 woredas (2 27 kebeles (11 existing
Afar 147,225
existing & 1 new ) & 16 new)
Hundet 16716
M/Alem 8230
May Tsebri 17904
Adi Harush 13,115
Hayelom 6317
Tselemti Mebratom 4478
Mytsebrihadinet 5034
Mai Aini 9486
157,472
Mai Aini Mai Teklit 8808 14,729
Mai Anbesa 10123
Tigray Tsaeda kerni 8881
Mezekir 5850
Adiwesene 6614
Serako 4596
Sokota selasie 7931
14 (9 existing & 5
Total kebele 120,968
New)
Mai Kule 10006
Adasir 4212
Tahtay Adyabo 111,493
Adile 6129
Metebteb 7150

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 National
Woreda/ Kebele Woreda Refugee
Regional Refugee Camp Kebele
Special Woreda Population Population Population
State
Zeba gedena 13050
Aditsetsere 7520
Lemlem 1092
Total kebeles 7 ( 4 existing & 3 New) 49159
Hitsats 8,015
Simret 4422
Asgede-
Edaga Hibret 7017 165,167
Tsimbla
Mai Berbere 5200
Selam 5623
Dedebit 7178
Mayhanse 7735
Adi-mehameday 10747
Mayseye 3879
Kisad-gaba 5098
Mayferes 5061
Mayshak 5352
Limat 4991
Rahwa 3420
Zelazil 7369
15 (5 existing & 10
Total kebeles 91,107
new)
New woredas
Alogen 6772
Debremarym 5930
Tsimbila Debre Abay 10022 43,158
Miebale 5177
Mizan 12428
5 new kebeles 40329
Seder 13,354
Sheraro City Mussie 8,100
35,017
administration Hayelom 5,474
Alganesh 8089
4 new kebeles 35,017
Adiabagie 8510
Adinigisti 4855
Selam 4554
Addidar 38,143
Tsaeda nebro 7006
Tsehayo 5786
Fitihi 7432
6 new kebeles 38143
6 woredas (3 51 kebeles (18 existing
Tigray 374,723 550,450 27,844
existing & 3 new) & 33 new)
Shambel 3700
Kelemsango 2100
Buramino
Amino 5000
Dollo Ado 100,000 81,370
Somali Buur 7300
Wayshgabir 4200
Heleweyne
kole 2700

160
National
Woreda/ Kebele Woreda Refugee
Regional Refugee Camp Kebele
Special Woreda Population Population Population
State
helewayn 9751
Suuf 17,000
Siigaaloow 4900
Biyooley 5,764
Bardaaley 4,500
Dollo-Ado 03 21,000

12 kebeles ( 7 existing
TotalKebeles 87,915
& 5 new)
Melkadida 10,520
Melkadida
Durdurdher 4528
Sablaley 4335
Bokolmanyo Hawalahaji 5079 58,754 129,554
Bokolmanyo
Bokolmayo 11,526
K ob e K ob e 4698
Bokolmayo 02 5,120
7 kebeles ( 6 existing &
Total kebeles 45,806
1 new)
bodley 5000
Diliashek Ali 7500
Awbare Awbare 4500 339,056 13,403
Ayanley 7000
Awbare garawadhile 3000
Daray 1500
hilingale 10000
Sheder 12,147
Kebrnune 10000
Sheder 5000
Awbare 02 17,700
Haliso 6,255
Gadabka 6535
Hasadin 6534
Goboblay 7545
Dumdumo ad 6125
Karndi-kodka 7,545
Shek-dawale 7,345
Warabe-yare 7,536
Laffaise 32,575
19 (9 existing & 10
Total kebeles 159,195
new)
Kebribeyah 02 10,815
Danbala 10000
Kebribeya Kebribeyah farda 15500 250,000 14,364
Gerbi 12400
Jimgada 15000
Labashaag 10,500
Qotoroble 5,300
Maragajo 9,500
Risle 12,300

161
 National
Woreda/ Kebele Woreda Refugee
Regional Refugee Camp Kebele
Special Woreda Population Population Population
State
Guyow 11,400
Barisle 5,400
Fadayga 6,400
Kaho 10,400
Garbile 12,500
Dhurwale 10,500
Harta Shekha 1 17,500
Harta Shekha 2 18,000
Gilo 13,500
Bushale 3,300
Hare 10,800
Goljano 6,500
21 kebeles (5 existing
Total kebeles 227,515
& 16 new)
Kebribeyah 01 7210
Kebribeyah 03 8840
Kebribeya Town Kebribeyah 04 8481
Administration Kebribeyah 05 5,100
51,931
new intervention Kebribeyah 06 6,050
area Kebribeyah 07 5,100
Kebribeyah 08 5,050
Kebribeyah 09 6,100
Total kebeles 8 new kebeles 51,931
Dollo-Abey 01 7065
Dollo-Abey 02 5300
Dollo Abay ne Waladaya 6390
intervention Xiintoy 6494 45,294
woreda Calooley 6755
Qoraxay 6649
Laaqey 6641
Total kebeles 7 new kebeles 45,294
Somali 6 woredas (4 74 kebeles (27 existing
617,656
Grand Total existing & 2 new) & 47 new)
Atete 254
Puchol 37
Abiya 163
Tata 282
Puljoy 57
Gog Pugnido 23,131 79,187
Ukudi 32
Ulunyi 92
Agenga 85
Gambella Dipaich 134
Etyel 147
Awokoyi 1126
Janjor 1333
Abodo 768
Olaw 1,480
Ongogi 2,831
Tuwo 1,581

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National
Woreda/ Kebele Woreda Refugee
Regional Refugee Camp Kebele
Special Woreda Population Population Population
State
16 kebeles (10 existing
Total kebeles 10,402
& 6 new)
Merkes 741
Dima 1&2 3630
Dina 703
Dimma Okugo Akobodar 306 7,684
Bandira 1667
Gedu 1200
67,269
Achagna 1015
K oy 16486
Chamo 8352
Gishena 7594
Namkaddo 8075
Akula 17500
12 kebeles ( 7 existingv
Total Kebeles 67,269
& 5 new)
Jewe 241
Ele-echoy 751
Gambella Jewe 16,667 80,306
Bonga 1507
Koben 697
Pokong 390
Opagna 1213
Nyikuwo 1900
Pinykew 2406
Pomoli 891
Abolkir 897
10 kebeles (4 existing
Total kebeles 10,893
& 6 new)
Pulkod 913
Adong 2156
Pukuma 1756
Terkedi and Achewa 8484
Itang 48,693 101,610
Kule Watgach 2518
War 2438
Drong 3107
Bazyel 2846
Wanki 982
Pilual 3342
Biljakok 2479
Itangkir 3736
Okora 1546
Awagn 824
Ileya 1375
Ibago 866
16 kebeles (8 existing
Total kebeles 39,368
& 8 new)
New woredas
Pagak 2410
48,890
Kuermachar 6261

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 National
Woreda/ Kebele Woreda Refugee
Regional Refugee Camp Kebele
Special Woreda Population Population Population
State
Kuernyanyang 6788
Etagny 4060
Lare new target
Kotngol 4229
woreda
K u th on y 4528
Kuerley 4747
Total kebeles 7 new kebeles 33,023
Kebele 01 16486
Gambella City Kebele 02 8352
Administration
Kebele 03 7594 58,007
new intervention
area Kebele 04 8075
Kebele 05 17500
5 new kebeles 58,007
Grand total = 6
66 kebeles (29 existing
Gambella woredas (4 218,962
& 37 New)
existing & 2 new)
Amhara
New Intervention
region
Dabat woreda Dabat Zuria 4,492 172,216
Chilla 5,968
Benker 6098
Dara 8,892
Charbita 4,641
Chambligie 3,959
Karha 6,427
Talaqmesr 7,414
Abtera 4,801
Wokn Zuria 6358
China 5587
Degua 6338
Tenseye 5450
Ayrefeda 7,103
Bera 5,546
Tach Arbure 4,642
Lay Arbure 3787
Guchereb 6215
Gurnamba 3,807
Sebentera 6,884
Chilaydeba 3687
Bentro 4193
Dabat woreda Doromamay 6335
Aradie 6273
Aditewlegne 3864
Keneta 4004
Janebelew 7994
Defia 7804
Gewtameba 3085
Densameba 5612
Werken ketema 4956
Total kebeles 31 new 172,216

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 National
Woreda/ Kebele Woreda Refugee
Regional Refugee Camp Kebele
Special Woreda Population Population Population
State
Dabat town
01 kebele 5,472 25,733
Administration
02 kebele 9,109
03 kebele 6,179
04 kebele 4,973
Total kebeles 4 new kebeles 25,733
Amhara
2 new woredas Alemwach 35 new kebeles 197,949
region total
30 (16 existing & 330 (117 existing &
Grand Total 25 1,873,515
14 new) 213 new)

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 Annex-III
Summary of Procurement Risks/ Findings and Actions (Procurement Risk Mitigation Matrix)

Time Frame
Risk
Risk Description Proposed Mitigation Risk owner
Level

Limited capacity of the existing H Provide training to all staff on the governing procurement rules and BOA/RPCU Before project
procurement staff at all levels and absence procedures and contract management. effectiveness
of procurement staff in Amhara BoA and Recruit/assign qualified and experienced procurement specialist for
woredas implementing the project to Amhara regional PCU and new woredas.
undertake procurement efficiently
Lack of proper procurement and contract H x Recruit a qualified and experienced procurement specialist with MoA/FPCU 1st quarter of the project
management capacity and absence of contract management background at FPCU to support the regions implementation
dedicated contract management who manage, design and construction of SSI schemes. 1st quarter of the project
MoA/FPCU
specialist which results delays in the x Prepare procurement and contract management manual with clear implementation
timely finalization of procurement steps, roles and duties and responsibilities. 1st quarter of project
MoA/FPCU
process and implementation of the signed x Prepare a modified SBD for the national open bids works contracts implementation period.
contracts specifically for works contracts to be used for SSI schemes. FPCU 1st quarter of project
and lack of proper contract x Provide contract management training to all involved in the contract implementation period.
implementation reporting. management of the SSI schemes. FPCU
x Develop a sample template for contract management reporting and FPCU/RPCU/WoFED
share it with all implementing agencies for reporting on regular Quarterly basis from RPCU
basis. to FPCU and biannually
x The project implementers required to prepare and submit the from FPCU to the Bank.
status of contract implementation on quarterly basis from regions
to federal.
In Amhara region, the head of agencies S 1. Ensure there is credible and no conflicting role in the procurement MoA/BoA/WoFED In the course of
(head of BoA and head of WoFED) involve decision process by the head of BoA and WoFED. procurement process and
in the decision making on the procurement receiving and responding
process and same time receiving and to complaints.
responding to complaints from the
complainants.

166
 Time Frame
Risk
Risk Description Proposed Mitigation Risk owner
Level

Inadequate external and internal S 1. The internal auditors in each project IA are required to include MoA/BoA/WoFED Annually on sample basis
procurement oversight at each procurement audit as part of the financial management audit.
implementing agencies. RPPA/FPPA On annual basis
2. The regional and federal PPA should conduct the procurement
audit on sample basis. 3rd quarter of the first year
FPCU project implementation
3. Provide training to the internal auditors on basic principles of
4 months after end of the
procurement audit and reporting.
audit year.
4. Recruit an independent procurement audit firm and submit the FPCU Regularly at each stage of
audit report to the Bank. the procurement and
5. Upload all records at each stage of the procurement process and FPCU/RPCU contract management
contract management related docs on timely manner for all signed stages
and completed contracts in STEP for Bank’s post procurement
review.
unsuccessful bidders/ consultants are not M The implementing agencies are required to notify formally the MoA/BoA/WoFED As required during the
notified on the outcome of the tender by successful and unsuccessful bidders/consultants on the outcome of procurement processing.
the implementing agencies. Notification is the evaluation and the decision made by the implementing agencies.
done to the successful bidders only
Inadequate procurement record keeping M x Establish procurement record management system at all levels and FPCU/RPCU/WoFED 1st quarter of project
at all levels and a challenge for the post- keep the record in a structured and chronological orders. implementation period
procurement review and procurement x provide adequate facilities like internet connections, scanner etc. to
audit. the procurement staff at all levels for uploading of the documents
in STEP and pprovide additional facilities like shelves, box files, and
space, etc. for keeping hard copies
The current CDD manual used for DRDIP I M 1. As part of the main procurement manual, prepare CDD MoA/FPCU Before project
did not capture the new features of the procurement manual covering all topics, including complaint- effectiveness
DRDIP II including the participation handling system, accountability mechanism, and provide adequate
mechanism of refugees in community checklist, etc. MoA/FPCU/RPCU
procurement 2. Provide continuous training and handholding support to members Regularly during the
of community procurement committees project implementation
The newly selected Woredas including the S 1. The woredas should recruit a dedicated and qualified and FPCU/RPCU/WoFED 1st quarter of project
woredas in Amhara region have no experienced procurement staff or assign from the exiting staff implementation period.
experience in World Bank procurement depending on the magnitude of the procurement managed by the
procedure and capacity to manage the respective woredas.
proposed contracts under the project. 2. Provide the required facility to the procurement staff for
procurement processing, planning and record keeping.

167
 Time Frame
Risk
Risk Description Proposed Mitigation Risk owner
Level

Weak compliant management and S 1. Establish an independent, capable and credible complaint handing MoA/BoA/Woreda Before project
dispute resolution system in all system implementation
implementing agencies 2. Ensure disputes are timely resolved during contract In the course of project
implementation implementation
The situation in Tigray region and other S 1. Recruit and carry out the implementation of the procurement as FPCU Sign the contract with the
HROC areas will continue to be a part of the project implementation using the TPI through the UN TPI (UN agency) before the
challenge for the implementation of the agency until the security issue is resolved. effectiveness of the
project and procurement activities. 2. Conduct the procurement capacity and risk assessment project
Specifically, the procurement capacity immediately after the situation is improved and suggest the
and risk assessment was not conducted mitigation measures to be implemented to improve the WB with support Immediately after the
for Tigray regional and the woreda project procurement management capacity of the implementing from FPCU situation is improved and
implementing agencies. agencies. the condition is conducive
conduct the assessment.
Some of the procurement activities might The MoA should allocate and facilitate the payment to those Mo A When needed and as
be affected by shortage of foreign contracts that require foreign currency from projects foreign currency required
currency in the country and delay the M account
delivery and completion of the signed
contracts

168
 Annex IV.
Roles and Responsibilities of DRDIP II Implementers and Stakeholders
The following roles and responsibilities are envisaged for key government agencies at each level.
A. Federal level
Ministry of Agriculture
Role and Responsibilities:
x Leads the project implementation
x Mobilize resources
x Provides project oversight, guidance, coordination and governance
x Facilitates the approval of DRDIP II Annual Work Plan & Budget and submits the overall plan and
budget to relevant stakeholders
x Sign and manage MoU with other relevant institutions as required
x Coordinates other implementing agencies and development partners for technical assistance;
x Liaison with relevant stakeholders and donor agencies for smooth implementation and
harmonization of DRDIP II and complementary projects;
x Ensures effective integration and coordination of planning, budgeting and implementation of
DRDIP II and complementary project activities
x Provides administrative support to FPCU
x Organize annual review meetings of stakeholders at federal level; and
x Reviews quarterly and annual progress reports
Federal Steering Committee (FSC)
Composition: Agriculture & Horticulture State Minister of MoA will chair the FSC & DRDIP Project
manager serve as a secretary, the members are officials from Ministry of Finance (MoF), Federal
Cooperative Commission (FCC), Ministry of Education (MoE); Ministry of Water and Energy (MoWE),
Ministry of Health (MoH), Ministry of Irrigation and Low Land Areas (MILLA), Refugees and Returnees
Service (RRS) and Regional Bureau head of Agriculture. World Bank and United Nations Higher
Commission for Refugees (UNHCR) are participants as an observer.
Role and responsibilities:
• Provide project oversight, guidance, coordination and governance.
• Ensures the proper implementation of the project at all levels;
• Ensures effective integration of the project into the national development plan.
• Coordinates the Federal line Ministries/Agencies for the integration of DRDIP II activities into the
national development plans;
• Endorse the Federal annual work plan and budget of DRDIP II; and
• Review six month and annual progress reports of the Project.
Federal Technical Committee: the committee is chaired by the FPCU Project Manager and members
include Directorates from relevant implementing agencies.
Composition: The Federal Technical Committee (FTC) is chaired by FPCU Project Manager and the
members are technical Directors drawn from MoA, MoF, FCC, MILLA, MoE, MoWE, MoH and RRS.
Roles and responsibilities of FTC
x Provides technical guidance to FSC
x Review and refine the AWP&B and performance report and provide feedback to FSC.
x Recommend changes to the technical design and implementation modalities of the project
including cross-cutting issues to SC.
x Provide close supervision and technical support for regions.
x Participate on joint monitoring and evaluation with FPCU.
x Accountable to FSC
Federal Project Coordination Unit (FPCU)
FPCU is accountable to Agriculture & Horticulture State Minister of MoA. The FPCU will have key full
time experts responsible for project implementations.

169
Role and Responsibilities of the FPCU:
• Ensure that RPCU and woreda sector offices/WoANR/WoAD/WoPAD have the directions,
information, systems, skills and resources necessary to carry out their mandate to achieve the
expected project results of DRDIP II;
• Provides project oversight, monitoring, guidance and governance.
• Facilitate and coordinate AWP&B preparation
• Review and produce an overall project annual work plan & budget and submit to MoA and World
Bank.
• Develops capacity building program, strategies and provides support to regions, woredas and host
& refugee communities.
• Ensure and support institutional arrangement for implementing regions particularly on project
staff recruitment and deployment of logistics.
• Coordinate and oversee project financed activities to ensure that the Project meets its
objectives/results;
• Consolidates AWP&B of DRDIP II to be endorsed by MoA, TC and SC
• Allocate and transfer project financial and material resources to regions and other implementing
agencies and ensure allocated resources reach to implementing regions, woredas and communities;
and its proper utilization.
• Ensure appropriate linkages of the DRDIP II with other development interventions;
• Facilitate information exchange and document experiences and lessons learned across regions
• Mobilize technical assistance as needed from sectoral agencies;
• Provide technical support to RPCUs on coordination and implementation of the project;
• Provide procurement support to RPCUs and woredas in accordance with the Procurement
Procedures
• Facilitates internal and external/independent auditing activities (including Financial,
Procurement, environment & social safeguard audits) and publicizes performances and audit
responses in the website
• Ensures the compliance of the environmental and social management with national policy
regulation and guidelines as well as with the World Bank ESF
• Conduct quarterly review meetings with RPCUs
• Organize an experience sharing program among regions;
• Establish compliant handling mechanism and follow up its proper implementation at all levels;
• Follow up inclusive dissemination of information related to DRDIP II,
• Conduct supportive supervision and monitoring of the implementation jointly with RPCU at the
project woredas, kebeles and refugee camps.
• Conduct annual evaluations based on thematic assessments and standardized criteria.
• Prepare annual and quarterly progress reports of DRDIP II implementation including
implementation of capacity building activities and submit to the MoA and the World Bank and provide
feedbacks to RPCUs.
• Ensure gender mainstreaming and participation of women and other vulnerable groups at all the
project implementation phases.
Ministry of Finance (MoF)
Roles & responsibilities
• Assist in mobilizing resources;
• Ensure the harmonization of the project to the government regular budget calendar;
• Incorporate the project expenditure in the federal budget;
• Incorporate the plan and budget of the project in to the government national plan.
• Ensure the alignment of the project planning, budgeting, disbursement and accounting processes
to the government system.
Implementing line ministries (MoA, MoE, MoH, MoWE, FCC, RRS, ECCA….)

170
Roles & responsibilities
• Prepare & submit their sectorial AWP&B as required based on the scope of the project to FPCU
• Provide technical support & follow up for their respective regional bureaus in quarterly bases.
• Participates on quarterly progress review meetings of the project.
B. Regional Level
Regional Steering Committee (RSC)
Composition: BoA will chair the RSC. It will comprise officials from BoLF/Agency, BoFED BoE, BoH,
BoWE, BoC/Agency, EPFA, Rural Road Sector, Bureau of Women and Children, Job creation sector,
RRS, UNHCR (as observers) and other relevant agencies.
Roles and responsibilities of RSC
• Provides project oversight, guidance and coordination
• Ensure the proper implementation of the project;
• Ensure effective integration of the project into the regional development plan.
• Coordinate the regional line bureaus for the integration of DRDIP II activities into the regional
development plans;
• Endorse annual work plan and budget of DRDIP II;
• Review quarterly and annual progress reports of DRDIP II.
Regional Bureau of Agriculture
Roles and Responsibilities:
• Leads the project implementation at the regional level
• Provides overall guidance to the RPCUs and line bureaus to ensure coordination on planning and
implementation of the project in the Region;
• Lead and ensure the proper integration of DRDIP II into the region’s development plan
• Ensure the proper implementation and budget utilization of DRDIP II in the region;
• Review and compile annual work plan and budget of the region and submits to FPCU;
• Mobilize technical assistance as needed from the regional line Bureaus;
• Provide administration support to RPCU;
• Review and provide feedback on reports submitted by the RPCUs on implementation of project
interventions;
• Supports, coordinates and oversees the financial functions of the woreda offices as well as the
regional line bureau/agency/authority;
• Sign MoU with the regional sector bureaus and others as required; and
• Conducts annual review meetings with implementing agencies and partners involved in
implementation of the DRDIP II in the regions, to evaluate and make correction on the project
interventions;
Regional Technical Committee: the committee is chaired by the RPCU Manager and members are
technical Directors drawn from BoA, BoLF/Agency, BoFED, BoE BoH, BoWE, BoC/Agency, EPFA, Rural
Road Authority; Bureau of Women and Children, Job creation sector, RRS and other Development
Partners.
Roles and responsibilities:
• Provides technical guidance to RSC
• Review and refine the AWP&B and performance report and provide feedback to RSC.
• Recommend changes to the technical design and implementation modalities of the project
including cross-cutting issues to SC.
• Provide close supervision and technical backup stopping for woredas.
• Participate on joint monitoring and evaluation with RPCU.
• Accountable to RSC
Regional Project Coordination Unit (RPCU)

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Role and Responsibilities:
• The RPCU will have key full time experts responsible for project implementations.
• Ensure that woreda sector offices have the directions, information, systems, skills and resources
necessary to carry out their mandate to achieve the expected DRDIP project results in the region.
• Facilitate and coordinate AWP&B preparation
• Consolidates regional annual work plan and budget.
• Coordinate, organize technical support and follow up.
• Provides capacity building support to woredas (organizational arrangement, personnel
assignment, administrative management, training and logistics) based on capacity building
strategies,
• Identify and monitor capacity gaps to implement the project activities at woreda and community
levels.
• Ensuring implementation of ESF instruments and submits performance report to FPCU on
quarterly bases.
• Conduct quarterly review meetings with woreda staff;
• Consolidate progress reports from woredas and other agencies engaged in the project and
provide feedback to those agencies;
• Coordinate project monitoring and evaluation activities including supervision and spot cheeking
of training provision and procurements;
• Prepare quarterly and annual progress reports of project implementation including
implementation of capacity building activities and submit to Regional BoA and FPCU;
• Undertake all accounting and reporting functions including submission of SOE.
• Facilitate inclusive dissemination of information related to DRDIP.
• Ensure gender mainstreaming and participation of women and other vulnerable groups at all the
project implementation phases and submits performance report to FPCU on quarterly bases.
• Accountable to FPCU and Regional Agriculture Bureau.

Regional project Implementing sectors

Role and Responsibilities:
• Ensure the integration of project annual work plans and budget in their respective regional
sectoral plans and engage in the implementation.
• Provide technical assistance to the RPCU and woreda line offices in planning, implementation and
monitoring of project activities;
• Participate in the annual review meeting organized by RPCU.
• Provide support to woredas to avail the necessary manpower and materials for the functionality
of basic infrastructures financed by the projects
• Participate in the monitoring activities of the project.
• Prepare & submit their sectorial AWP&B as required based on the scope of the project to RPCU

Bureau of Finance and Economic Development

Role and Responsibilities:
• Ensure the proper utilization of the project resources in the region.
• Ensure the harmonization of the project with the government regular budget calendar
• Provide guidance to project woredas to properly register and manage material resources allocated
to the woredas by the project;
• Participate in the monitoring activities of the project
• Ensure the alignment of the project planning, budgeting, disbursement and accounting processes
to the government system

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C. Woreda Level
Woreda/City Administrations Steering Committee
• Chaired by the woreda/City Adm. Administrator and the WPCU/CAPCU coordinator serve as
secretary. The members are officials form WoA, WoFED, Livestock and Fisheries, Water & Energy,
Education, Health, Rural Road sector, Job Creation sector, Cooperative Promotion, Women and
children affairs and RRS for woreda. Steering Committee members for city administrations are
comprises officials from Finance & Economic Development Office, Agriculture & Natural Resources
Office/Department, Trade office/ Department of Micro & Small Enterprise/Cooperative, Urban
Infrastructure Development Office/ Department, Education, Health, Water & Sanitation, Road
Offices/Department & Women, Children & Social Affairs offices.
Roles and Responsibilities
• Over sight, guide and coordinate the project implementation;
• Provide directions and supports to kebeles/camps and communities.
• Ensure the integration with the woreda development plan
• Ensure the complementarities with other projects and other sector activities at woreda level;
• Approve the woreda/City Adm. annual work plans and budget
• Conduct monthly progress review meetings and provide directions for implementing
agencies/offices.
• Participate in monitoring and evaluation activities;
• Ensure the proper resource utilization by beneficiary communities;
• Establish and ensure the functionalities of grievance redress mechanisms;
• Ensure functionality of completed subprojects;
• Ensure the consideration of Environmental & social and gender issues during planning, and
implementation of project interventions.
• Provides directions and supports to kebeles/camps and communities on planning and
implementation of CIF sub projects and activities.
• Ensure the inclusive dissemination of information including posting of minutes of meetings,
community quarterly financial status, project names and amounts for funded proposals on signboards
at woreda and kebele offices
• Allocate recurrent budget and skill manpower for completed sub-projects.
• Ensure allocation of budget for operation and maintenance for completed sub-projects.
• Allocate budget from government resources for compensation as required as a result of project
implementations.
• Ensure & support community resource mobilization through contributions.

Woreda/City Administration Technical Committee

Roles & responsibilities
The woreda Agriculture office (WoA)/City Administration vice Mayor/City Administration office Head
will be the chairman of the committee and WPCU/CAPCU coordinator will serve as secretary. The
committee members comprise Directors from agriculture and natural resource office/pastoral
development office, livestock and fishery office, education office, health office, water resources
development office, cooperative office, rural road office, woreda finance and economic development
office, women and children affair's office, Job creation office, RRS for woreda. The technical
committee members for city administration comprises directors from finance & economic
development office, Agriculture & Natural Resources Office/Department, Trade office/ Department
of micro & small enterprise, urban infrastructure development office/ department, Education, Health,
Water & sanitation, Road Offices/Department and Women, Children & social affairs offices.
Accountable to Woreda/City Administration Steering Committee.
• Provide technical guidance to Woreda/ City Administration Steering Committee.
• Review and refine the AWP&B and performance report and provide feedback to WSC.

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• Technically support the implementation of community action plans & facilitate the functionality
of completed subprojects;
• Works closely with CPC, CPMC and kebele development committee to mobilize community to
supply local materials and contribute in labour and cash;
• Provide support and facilitate procurement process of industrial materials thorough working
closely with CPC;
• Conduct monitoring and provide technical support to kebele level implementers on a monthly
basis;
• Facilitates community consultations in planning process at community level; and
• Participate in institutionalizing CDD approach to woreda planning at woreda/ City Administration
level.
• Ensures the integration of the crosscutting issues into the project at all stages (Gender
mainstreaming and environmental and social safeguarding).
Woreda Agriculture Office
Roles and Responsibilities:
• Leads the project implementation at the woreda level
• Ensure the integration of project activities into the woreda level development plans
• Coordinate the different woreda sector offices involved in the implementation of Project financed
sub projects and activities;
• Facilitate the technical review of AWP&B before approval by Woreda steering committee;
• Receive and review subproject proposals and monitoring reports from communities and/or
kebeles, and forward to the Woreda steering committee;
• Ensure the proper management and mobilization of project resources in the woredas;
• Ensure provision of technical support from woreda sectoral offices to DRDIP financed community
subprojects;
• Provides capacity building support to communities;
• Facilitate harmonization of complementary projects;
• Maintain accurate records of community activities and beneficiaries;
• Ensure the establishment and functionality of different committee arrangements at woreda level
and
• Participate in monitoring and evaluation activities of DRDIP and submit periodic progress reports
to the Woreda steering committee.

Woreda/ City Administration Office of Finance and Economic Development

Role and Responsibilities:
• Integrates and consolidate plans, budgets and investments;
• Ensure the proper utilization of project resources in the woreda;
• Confirms financial management responsibilities under the normal government financial system
in the woreda.
• Ensure the harmonization of the project with the woreda regular budget calendar
• Ensure that the budget for project financed sub-projects is received in a timely manner at the
woreda level to guarantee smooth implementation of approved plans and `activities;
• Prepares SOE and submit to RPCU and ensure that disbursements to community or sub projects
are made and replenishments are handled on time;
• Register and control the utilization of the financial and material resources of the woreda
allocated by the project, ensures the proper handling of budget and financial expenditure
documents;
• Undertakes all financial accounting and reporting functions;
• Provides the necessary support for internal and external auditors to audit DRDIP financed
activities;

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• Follow up the fiduciary responsibilities of the project such as financial report preparation, audit
finding, etc
Woreda/City Administration project implementing Sector Offices
Role and Responsibilities:
• Ensure the integration of project budget activities into their respective sectoral plans;
• Provide the necessary personnel, financial and material resources for the functionality of
completed sub projects in the sector.
• Engages in supporting communities to conduct situation analyses, identify priority development
problems and visions;
• Facilitates consultation at kebele level and assist to seek solutions on development problems;
• Assists communities in the identifying and prioritizing sub projects and activities;
• Undertake project screening and implementation of mitigation measures in accordance with the
ESF instruments;
• Prepare sectoral annual work plan and budget
• Monitor, supervise and evaluate the planned activities
• Ensure gender mainstreaming in to the project planning and implementation
• Prepare sector-wise AWP &B and submit to woreda project coordination unit;
• Implement sectorial planned activities in close collaboration with the woreda project
coordination team;
• Provide technical support and training to technical personnel and kebele development
committees in the planning and implementation of CIF sub projects and other interventions.
• Conduct monitoring of project activities and interventions, in collaboration with other relevant
woreda level stakeholders;

Woreda Project Coordination Unit

Role and Responsibilities:
• The WPCU will have key full time experts responsible for project implementations.
• Facilitate and coordinate AWP&B preparation.
• Facilitate and coordinate kebele level committee structures (KDC, CPC, CPMC, SAuC, FT, GRC,
KWT, CWT, IWUAs, …) and the provision of capacity building training on their roles and
responsibilities
• Ensure public consultation and stakeholders’ engagement is conducted during sup project
planning and implementation
• Prepare AWP& B and submit to RPCU after approval by the woreda Steering Committee.
• Coordinate and organize technical support from woreda sector offices to kebele level project
implementation
• Identify and monitor capacity gaps in the implementation of project activities at kebele and
community levels
• Ensure the functionality of project GRM and community awareness on the availability of the
project GRM
• Ensure vulnerable groups of the community and historically underserved people are benefited
by the project interventions.
• Ensure gender mainstreaming and participation of women on the project planning,
implementation and evaluation activities and submit performance report to the RPCU.
• Coordinate project activities during implementation, monitoring and evaluation
• Prepare quarterly and annual progress reports of the project implementation and send to RPCU
on quarterly basis;
• Accountable to RPCU and woreda Agriculture office.

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City Administration
Roles and Responsibilities:
• Leads the project implementation at the city administration level
• Ensure the integration of project activities into the city administration level development plans
• Coordinate the different sector offices involved in the implementation of project financed sub
projects and activities;
• Facilitate the technical review of AWP&B before approval by city administration steering
committee;
• Receive and review subproject proposals and monitoring reports from communities and/or
kebeles, and forward to the city administration steering committee;
• Ensure the proper management and mobilization of project resources in the city administration;
• Ensure provision of technical support from sectoral offices to DRDIP financed community
subprojects;
• Provides capacity building support to communities;
• Facilitate harmonization of complementary projects;
• Maintain accurate records of community activities and beneficiaries;
• Ensure the establishment and functionality of different committee arrangements at city
administration level and
• Participate in monitoring and evaluation activities of DRDIP and submit periodic progress reports
to the city administration steering committee:
• Accountable to Regional Bureau of Agriculture & RPCU.

City Administration Project Coordination Unit (CAPCU)

Role and Responsibilities:
• The CAPCU will have key full time experts responsible for project implementations.
• Facilitate and coordinate AWP&B preparation.
• Facilitate and coordinate kebele level committee structures (KDC, CPC, CPMC, SAuC, FT, GRC,
KWT, CWT, IWUAs, …) and the provision of capacity building training on their roles and
responsibilities
• Ensure public consultation and stakeholders’ engagement is conducted during sup project
planning and implementation
• Prepare AWP& B and submit to RPCU after approval by the City Administration Steering
Committee.
• Coordinate and organize technical support from sector offices to kebele level project
implementation
• Identify and monitor capacity gaps in the implementation of project activities at kebele and
community levels
• Ensure the functionality of project GRM and community awareness on the availability of the
project GRM
• Ensure vulnerable groups of the community and historically underserved people are benefited
by the project interventions.
• Ensure gender mainstreaming and participation of women on the project planning,
implementation and evaluation activities and submit performance report to the RPCU.
• Coordinate project activities during implementation, monitoring and evaluation
• Prepare quarterly and annual progress reports of the project implementation and send to RPCU
on quarterly basis;
• Accountable to RPCU and City Administration.

D. Kebele Level
Kebele Development Committee
• KDC is the lowest government structure and will have the following roles and responsibilities

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Role and Responsibilities:
• Ensure that community priority needs are properly addressed in the selection of community sub
projects
• Facilitate and coordinate identification and prioritization of community investment subprojects
and activities at kebele level.
• Ensure that all social group interests including gender, disabled and minority groups needs are
addressed;
• Ensure at least 40% women participation as member and 30% leadership position at kebele level
committee structures
• Ensure the proper utilization of resources allocated for community sub projects.
• Coordinate the planning and implementation of project activities under all components
• Aggregate the prioritized CIF sub-projects with community project management Committee;
• Coordinate kebele level sectors to be involved in technicalplanning and budgeting at kebele level
(DAs, HEW, school director kebele manger etc);
• Approve kebele level plan and submit to woreda PCU
• Maintains minutes of KDC meetings on project issues and project activities and Submit progress
reports to Woreda PCU;
• Supports community mobilization and implementation of sub projects;
• Mobilize community contribution for the timely implementation of CIF sub projects;
• Sign memorandum of engagement with Woreda administrator as required;
• Disclose and display relevant information, rules, norms and principles for transparency and
accountability;
• Participates in participatory monitoring and evaluation activities at kebele level;
• Bring together community representatives for CDP development;
• Coordinate the establishment of kebele level committee structures (CPC, CPMC, SAuC, CFT, GRC,
KWT, CWT, IWUAs, …) and the provision of capacity building training on their roles and responsibilities
• Ensure sub project and interventions are checked for eligibility, screened and issued clearance
before implementation.
• Ensure all project documentations at kebele level

Kebele Facilitation Team

Kebele level facilitation team members are drawn from communities having a member of 5, atleast 2
of them are women and from the leadership position 1 should be a woman, based on size of the
communities and they are responsible for the following activities.
• Facilitates sub-kebele level consultations with identified community groups;
• Assist in selection of community representatives for development of community development
plans at sub kebele;
• Support to undertake detailed situation analyses including identification of the community’s
primary development problems, prioritization of broad intervention areas and development of vision
for the community at kebele;
• The kebele facilitation team encourage community to collectively reflect on their situation,
analyse their problems and identify possible solutions;
• The kebele facilitation teams and traditional community organizations will have responsibility of
facilitating the local level consultations
• Accountable to KDC

Community Level
Community Project Management Committee
Community Project Management Committee (CPMC) will be elected from the community through
democratic process. The committee has five members. From the members of CPMC at least two

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members should be women, and one of them should be at leadership position. The committee elect
its chairperson, vice chairperson and secretary of the committee.
Role and Responsibilities
• Prepare their proposal with the technical support from concerned experts and submit to KDC for
approval;
• Ensure the proper management of project budget disbursed from the woreda to the community
for the implementation of approved subproject;
• Ensure in kind and cash contributions of beneficiary communities.
• Ensure the required quantity, quality and timeliness of subproject implementation.
• Monitor the project activities periodically to ensure that they are undertaken as planned;
• Manage the subproject budget and resources allocated to and contributed by the community;
• Submit periodic reports on the progress of the sub project to the beneficiary community and the
KDC; and
• Ensure the subproject expenditures according to approved plan and budget and keep proper
financial records;
• Accountable to KDC and the community at large.

Community Procurement Committee (CPC)

Community Procurement Committee (CPC) will be elected from the community through democratic
process. Community procurement committee has five members. From members of CPC at least two
members should be women and one of them should be at leadership position. The committee elect
its chairperson, vice chairperson and secretary of the committee. The cashier of CPC should preferably
be a woman.
Role and Responsibilities:
• Conduct procurement activities as per the community procurement manual;
• Prepare procurement plan, select procurement method and give decision;
• Identify activities to be accomplished by the contractor and the community themselves;
• Facilitate and manage community procurement activities/ bidding processes
• Prepare procurement evaluation report, award letter, contract agreement and send to kebele
chairman for endorsing and approval
• Accountable to KDC and the community

Community Social Audit Committee (SAuC)

Community SAuC will be elected from the community through democratic process. It consists of five
members; at least 2 out of 5 members shall be women and one woman should be on the leadership
position. The members of Social Audit Committee shall not be members in KDC or any other
community committee in the kebele; the members of the Social Audit Committee shall not be close
relatives (blood relations or relatives by marriage) of the members of the Procurement Committees.
The chairperson of the committee would be selected by the committee members and conduct
meeting at least once a month as well as report to the KDC. The committee is accountable to KDC and
the community.
Role and Responsibilities: -
• Collect compliance for any discrepancies report to the KDC for corrective action;
• Authenticate compliance of rules including attendance, expenditure, and benefits to targeted
households;
• Ensure the required quantity, quality and timeliness of subproject implementation
• Ensure the subproject expenditures according to approved plan and budget
• Ensure downward accountability and assist community self-assessment;
• Monitor the consultation process and ensure those who hold positions, tasks and responsibilities
(most particularly representatives from the sub-kebele level that engage with KDCs in CDP and CAP

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development, and community representatives in service management committees) are accountable
for their actions and results.
• Ensure the engagement and benefit of women and other vulnerable groups

Kebele/Refugee Camp Grievance Redress Committee

The composition of kebele/Camp GRC include Community elders (2) one of them act as chairman,
kebele development agent (1) secretary, member of kebele council (1), youth representative (1),
women representative (1) and representatives from PAPs (2).
• Provide awareness creation to the community on project Grievance Redress Mechanism (GRM)
• Receive grievances from affected communities/individuals by the Project in written, verbal,
telephone, email, etc. as appropriate
• Registering the complaint using the GRM logbook and examine the complaint.
• Resolve and give response to the affected community/individual in written or refer to the
respective woreda level GRC (to respective providers within 48 hours incase of GBV/SEA/SH)
• Closing the complaint and compile grievance redress performance report and submit to WPCU
• Accountable to KDC/RCDC
Non-Governmental Organizations
Roles & Responsibilities:
• Harmonize development plan and capacity building activities with the project as required.

Refugees and Returnees Service (RRS)

Roles and Responsibilities
• Ensure the proper implementation of Development Response to Displacement Impacts Project
(DRDIP-II) in refugee camps/site in Ethiopia.
• Actively engage in the design, development and revision of project and other relevant documents
required by the World Bank, Ministry of Agriculture and Federal Project Coordination Unit.
• Ensure that the design, implementation, monitoring and evaluation of the Project’s activities
guarantee the protection of refugees, under domestic and international laws and monitor actual
implementation modalities to this end.
• Ensure that the project is implemented in the refugee camps/site in line with existing refugee
policies, legislations and instructional framework.
• Sign the MoU with MoA as required for the implementation of the project.
• Authorize FPCU, RPCU and WPCU and other actors to operate in refugee camps/sites to
implement the project components in accordance with the institution's internal procedures
• Conduct capacity building activities at region, zonal and camp level based on the assessment of
gap identified
• Support in the resolution of problems and challenges that may be encountered in the process of
implementing project interventions
• Provide all the necessary legal documents to DRDIP II project targeted refugees in order for them
to participate successfully in the project components.
• Actively participate in the National Steering and Technical Committee meetings.
• Timely communicate/share relevant information and documents to Refugee program
coordination offices at regional level for smooth implementation of the project.
• Undertake regular and periodic monitoring and evaluation of the project activities individually or
jointly with project coordination unit.
• Draw lessons from experience so as to improve the relevance, methods and outcomes of
subprojects and components.
• Review and submit quarter and annual reports to the FPCU on the performance of project
activities

Regional/Zonal Refugee Coordination Office

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Roles &Responsibility
• Ensure the proper implementation of DRDIP project activities in the refugee camps in the
coordination office level.
Refugee Program Coordination Office
Roles & Responsibilities
• Coordinate and collaborate with RPCU in establishing and maintaining coordinated responses as
contained in the DRDIP II.
• Give highest assurance on the camps security from any existing and/or potential threat that may
affect the implementation of project activities in refugee camps/sites.
• Facilitate access to the refugee camps and pledge to clear any hindrance that may arise in the
implementation project in accordance with the institution's internal procedures.
• Actively participate in the Regional Steering and Technical Committee meetings.
• Timely communicate/share relevant information and documents to refugee camps at
coordination office level for smooth implementation of the project.
• Provide all the necessary legal documents to project targeted refugees in order for them to
participate successfully in the project components.
• Support in the resolution of problems and challenges that may be encountered in the process of
implementing projects.
• Undertake regular and periodic monitoring and evaluation of the project activities jointly with
RPCU.
• Draw lessons from experience so as to improve the relevance, methods and outcomes of
subprojects and components at regional level.
• Review and submit quarter and annual reports to the RPCU on the performance of the relevant
activities for the RRS.

Refugee camp Coordination office

Roles & Responsibility
• Collaborate and provide the necessary support for WPCU for proper implementation of project
activities in their respective camps.
• Ensure the protection of refugees in the implementation of project activities inside and around
the camps.
• Establish different Committee that are required for the implementation of the project in refugee
camps.
• Identify capacity need/gap and ensure the provision of capacity building trainings for various
teams for implementation of the project at the camp level in collaboration with WPCU.
• Jointly select the strategic investment projects benefiting both refugee and host communities.
• Actively engage in the selection of refugee beneficiaries for the implementation of the project
activities based up on targeting criteria and modalities.
• Ensure the gender balance in the selection of beneficiaries for the implementation of the project
sub components and project activities.
• Provide all the necessary legal documents to DRDIP II project targeted refugees in order for them
to participate successfully in the project components.
• Support in the resolution of problems and challenges that may be encountered in the process of
implementing projects.
• Actively participate in woreda steering and technical committees’ meetings.
• Ensure the project activities initiated by the project are not covered by other humanitarian and
development actors in the camps.
• Undertake regular and periodic monitoring and evaluation of the project activities jointly with
WPCU.
• Draw lessons from experience so as to improve the relevance, methods and outcomes of
subprojects and components at camp level.

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• Review and submit quarter and annual reports to the WPCU on the performance of the project
activities.

Refugee Camp Level Structures

• Refugee Camp Development Committee: RCDC members includes Camp Coordinator
(chairperson), Refugee Central Committee (RCC) head, Camp protection head, Camp Program
Officer, Refugee Youth Association (one), Refugee Women representatives (two) Elders/clan
representatives (two). The Refugee Central Committee Chair person can serve as a secretary for the
committee.
Roles & Responsibilities:
• Ensure that refugee community priority needs are properly addressed in the selection of
community sub projects;
• Ensure that all social group interests including gender, disabled and minority groups needs are
addressed;
• Ensure the proper utilization of resources allocated for community sub projects.
• Supports the refugee community to prepare community CIF sub-project proposals based on
community priorities;
• Aggregates prioritized community CIF sub-projects with refugee community project
management Committee;
• Coordinate camp staff and persons to be involved in technical planning and budgeting at camp
level (School directors, health managers, teacher, camp level partners etc);
• Submits Refugee Camp Development Plan and community CIF sub project proposals to Woreda
Project Coordination Unit (WPCU);
• Maintains minutes of RCDC meetings on DRDIP issues, Refugee camp DRDIP activities and
Submit progress reports to WPCU;
• Supports RCPMC in community mobilization and implementation of sub projects;
• Mobilizes community labour contribution for the timely implementation of CIF sub-projects;
• Disclose and display relevant information, rules, norms and principles for transparency and
accountability;
• Participates in participatory monitoring and evaluation activities at camp level;
• Bring together community representatives for RCDP development;
• Disclose and display relevant information, rules, norms and principles for transparency and
accountability and
• Establish different refugee camp level committees as required.

Refugee Camp Facilitation Team

Refugee level facilitation team includes: camp program officer, RCC members (Two), school principal
and Health officer. They are responsible for the following activities.
• Conduct refugee zone structure level consultations with identified community groups;
• Assist in selection of representatives for development of refugee community development plans;
• Assist to undertake detailed situation analyses including identification of the refugee community’s
primary development problems, prioritization of broad intervention areas and development of vision
for the community at camp;
• The refugee camp facilitation team must encourage community to collectively reflect on their
situation, analyse their problems and identify possible solutions;
• The team is responsible to provide technical solutions to the identified problems;
• Provide technical support to RCDC to development a three-year community development plan
(CDP) that translates the development visions from each zone into a refugee camp-wide plan. Seek
solutions to priority development problems identified from the situation analyses at the zonal level;
and
Refugee Community Level Structure

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Refugee Community Project Management Committee
Refugee Community Project Management Committee (RCPMC) will be elected from the refugee
community through democratic process. The committee has five members. From the members of
RCPMC atleast two members should be women, and one of them should be at leadership position.
The committee elect its chairperson, vice chairperson and secretary of the committee.
Roles & Responsibilities
• Ensure the proper management of project budget disbursed from the woreda to the community
for the implementation of approved sub project;
• Ensure labour contributions of the beneficiary communities.
• Monitor the project activities periodically to ensure that they are undertaken as planned;
• Submit periodic reports on the progress of the sub project to the beneficiary community and the
RCDC; and

Refugee Community Procurement Committee

Refugee Community Procurement Committee (RCPC) will be elected from the community through
democratic process. Refugee Community procurement committee has five members. From
members of RCPC at least two members should be women and one of them should be at leadership
position. The committee elect its chairperson, vice chairperson and secretary of the committee. The
cashier of RCPC should preferably be a woman.
Roles & Responsibilities:
• Conduct procurement activities as per the community procurement manual;
• Prepares procurement plan, select procurement method and give decision;
• Identify activities to be accomplished by the contractor and the community themselves;
• Proposes the procurement type based on the item type and availability to the RCP
• Prepare procurement evaluation report, award letter, contract agreement and send to camp
coordinator for endorsing and approval

Refugee Community Social Audit Committee

Refugee Community SAuC will be elected from the refugee community through democratic process.
It consists of five members; at least 2 out of 5 members shall be women and one woman should be on
the leadership position. The members of Social Audit Committee shall not be members in RCDC or any
other community committee in the kebele; the members of the Social Audit Committee shall not be
close relatives (blood relations or relatives by marriage) of the members of the Procurement
Committees. The chairperson of the committee would be selected by the committee members and
conduct meeting at least once a month as well as report to the RCDC. The committee is accountable
to RCDC and the community.
Role and Responsibilities:
• Collect compliance for any discrepancies report to the RCDC for corrective action;
• Authenticate compliance of rules including attendance, expenditure, and benefits to targeted
households;
• Ensure the required quantity, quality and timeliness of subproject implementation
• Ensure the subproject expenditures according to approved plan and budget
• Ensure downward accountability and assist community self-assessment;
• Monitor the consultation process and ensure those who hold positions, tasks and responsibilities
(most particularly representatives from the sub-kebele level that engage with RCDCs in CDP and CAP
development, and community representatives in service management committees) are accountable
for their actions and results.
• Ensure the engagement and benefit of women and other vulnerable groups
Refugee camp-based services oversight committee

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This committee include water management committee, health committee, and other refugee
community-based management committees associated with different public services help manage
frontline public services.
Role and responsibilities
• Proactively engage in post-project oversight by strengthening existing community-based
management committees associated with different public services.

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 Annex V
Terms of Reference for key Project Personnel
1. FEDERAL PROJECT COORDINATION UNIT
1.1 Job Title: The Federal Project Manager
1.1.1 Reporting to: The state minister for Agriculture and Horticulture Development Sector
1.1.2 Job Summary
The Federal Project Manager reports to the state minister for Agriculture and Horticulture
Development sector. He/she will conduct planning, administering and coordinating the activities of
the project at the Federal; and at all implementing regions and woredas. He/she ensure that the
project is implemented in accordance with the Financing Agreement with the World Bank and the
Project Implementation Manual (PIM), and in compliance with government and WB guidelines and
procedures. He/she will assist the FPCU in monitoring, overseeing and guiding the implementation of
the various components of the project.
1.1.3 Roles and Responsibilities:
The Federal Project Manager will have the responsibility of:
• Coordinate and organize planning, implementation, monitoring, evaluation, liaison and reporting.
• Undertake field visits, and surveys in order to monitor and evaluate Project implementation; and
identify problems and propose remedial action/ alternative courses of action to accelerate/improve
Project delivery.
• Develop the AWP&B for the Project and in monitor compliance to ensure objectives and targets
are met and achieved.
• Guide, coach, supervise and coordinate the activities and functions of the core staff of the federal
coordination office.
• Coordinate the overall project’s activities in conformity with the bilateral agreement of GoE and
WB and as stipulated in the Project Appraisal Document;
• Supervise all PCU staffs to ensure their work is effectively and fully accomplished;
• Oversee monitoring and evaluation and ensure key issues and concerns are properly addressed;
• Organize federal, regional and joint stakeholder workshops dealing with implementation
guidelines, experience sharing, performance evaluation, or as otherwise needed to improve Project
effectiveness;
• Organize and supervise the consolidation of Project accounts and reports;
• Organize and facilitate joint implementation support supervision missions;
• Ensure that comprehensive physical and financial quarterly reports are received from
Implementing Units, reviewed, consolidated, analysed and submitted to MoA and WB.
• Facilitate and coordinate capacity building for relevant government departments at the federal,
regional and woreda levels.
• Coordinate the planning and facilitation of support to relevant Ministry/Bureau in terms of
participatory, community-based skills and the introduction and use of technologies and techniques
• Ensure that annual audits, mid-term review, end line survey and project completion report are
prepared on schedule and of the required quality.
• Ensure that, in general, Project implementation arrangements comply with the Project loan
agreements;
• Ensure that the procured vehicles, equipment, materials and supplies are properly used for
intended purposes of the Project;
• Establishing and enhancing systems of internal control to ensure compliance with the
requirements of the Government of Ethiopia and the World Bank.
• Ensure the proper monitoring of all accounting records and bank accounts and the financial
management aspects of Project implementation.
• Perform any other relevant duties assigned higher official.

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1.1.4 Qualification: Candidates should have Bsc /BA or Msc/MA or PhD degree in Agricultural
Extension, Agricultural-Economics, Economics, Project planning & Management, Educational
Planning and Management, Management, Development Studies or related field of study.
1.1.5 Work Experience: Candidates should have 14 years of experience for Bsc/BA or 12 years of
experience for MSc/MA or 10 years for PhD degree. Experience in coordinating/ implementing
complex multi-component, multi-level Project would be an advantage.
1.1.6 Duty station: The Federal Project Manager will be stationed at the Federal Project
Coordination Unit (FPCU) in Addis Ababa with occasional travel to the regions for training, technical
assistance, follow-up, supervision and documentation of project results.
1.2 Job Title: Senior Monitoring, Evaluation and learning Expert
1.2.1 Reporting to: The Federal Project Manager
1.2.2 Job Summary
Under the supervision of the Project Manager, the Senior Monitoring, Evaluation and Learning
Expert would primarily be responsible for monitoring of project activities, recording
changes/progress and project impact assessment and evaluation. H/she would work in close
coordination and collaboration with the DRDIP coordination unit.
Develop, implement and ensure project Planning, Monitoring & Evaluation systems/procedures
depending on the project implementation approaches; focusing on planning, data collection,
analysis and reporting to ensure implementation of project outcomes, outputs and activities in line
to project high & intermediate level indicators and targets. Coordinate the designing of necessary
tools for monitoring and evaluation of project activities and make sure monitoring and evaluation
are based on the project indicators and planned activities. In collaboration with project team, the
senior monitoring, evaluation and learning expert ensures the planned activities are implemented
and coordinated based on the stipulated time frame work of the project.
1.2.3 Roles and Responsibilities
• Coordinate, facilitate, prepare and ensure annual work plan and budget preparation and
consolidating with the work plans of regions
• Facilitate and prepare detailed descriptive reports indicating narrative and figurative/qualitative
performances on the project to the project FPTC, FPSC and others within MoA;
• Ensure timely, quality and appropriate report preparation to the project
• Prepare project M&E manuals, guidelines, formats and templates that guides the M&E activities
• Provide and facilitates technical backstopping support on monitoring, evaluation and learning
activities,
• Perform, monitoring and evaluation on overall project implementation
• Facilitate, maintain and ensure monitoring, evaluation and learning documentations at all levels
• Lead, coach and support development of M&E tools, methodologies and standards for M&E data
collection, analysis, quality control and reporting;
• Contribute to strengthening of M&E systems at federal, regional and woreda level to facilitate
effective monitoring and evaluation of the project sub-projects and activities;
• Provide quality M&E information and data to support complimentary initiatives, advocacy,
knowledge management and learning;
• Coordinate/carry out monitoring, evaluation and learning reviews (midterm and annual) in
consultation and coordination with the project stakeholders and development partners
• Work closely with all the project teams, as required at all levels, to ensure inputs to produce
quality progress reports;
• Initiate and conduct regular coordination review meetings with project teams and relevant
implementing sectors on monitoring, evaluation and learning
• Organize, Coordinate, facilitate and conduct training and workshops on monitoring, evaluation
and learning for the project teams at all levels, as appropriate,
• Organize & facilitate the preparation & documentation of best practices, lessons & success stories
& disseminate across regions.

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• Lead, coach, guide and support monitoring, evaluation and learning staffs for effective
implementation of M&E systems of the project
• Performs other related duties assigned by the Project Manager.
1.2.4 Knowledge Management
• Ensure & compile the results and achievements of the project based on the performance of the
project at field & M&E report (both electronically and in hard copy), analysed and made available to
DRDIP II staff and donors;
• Coordinate the possible establishment of MIS for the programme.
• Establish reference materials related to M&E to help enhance knowledge sharing on DRDIP and
related initiatives/programs;
1.2.5 Working Relationships:
• Establish & follow a simple & flexible M&E approach for vertical & horizontal relationship among
project components at all level and other DRDIP stakeholders to provide required information, timely
preparation and submission of periodical reports;
• The M&E expert reports to project manager; and closely work with DRDIP team members within
the coordination unit at all levels.
x Perform other duties assigned by Project Manager
1.2.6 Required qualification and experiences:
• BSc/BA or MSc/MA or PhD degree in Agricultural-Economics, Economics, Development Studies or
related areas with adequate experiences on M&E (12, 10 and 8 years for Bsc/BA or MSc/MA or PhD
respectively).
• Experiences on M&E for at least six/eight years with skills of relevant software
• Experiences with projects related to doners and development programmes
• Fluent communication skills in English and Amharic and (other languages an advantage)
• Knowledge of agricultural sector, value chain development,
• Knowledge of gender concepts and promotion of women entrepreneurship.
1.2.7 Duration of the Assignment
The duration of the assignment will be for one year, but extendable depending on the satisfactory
performance until the project period.
1.2.8 Place of work: Addis Ababa with occasional travel to project regions and woredas
1.2.9 Salary: As per the standard of salaries set by the project

1.3 Job Title: Monitoring, Evaluation and Learning Expert

1.3.1 Reporting to: Senior Monitoring, Evaluation Learning Expert
1.3.2 Job Summary
Under the supervision of the Senior M&E expert, the Monitoring, Evaluation and Learning Expert
would primarily be responsible for planning monitoring of project activities, recording
changes/progress and project impact assessment and evaluation. H/she would work in close
coordination and collaboration with the project coordination unit.
Implement project Planning, Monitoring & Evaluation systems/procedures depending on the project
implementation approaches; focusing on planning, data collection, analysis and reporting to ensure
implementation of project outcomes, outputs and activities in line to project high & intermediate level
indicators and targets. Conduct the designed tools for monitoring and evaluation of project activities
and make sure monitoring and evaluation are based on the project indicators and planned activities.
In collaboration with Senior M&E expert, the M&E expert ensures the planned activities are
implemented and coordinated based on the stipulated time frame work of the project.
1.3.3 Roles and Responsibilities
• With collaboration of Senior Monitoring, Evaluation and Learning Expert, Coordinate and organize
annual work plan and budget preparation and consolidating the annual work plan & budget of all
regions into national project plan.

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• Under the supervision of the Senior Monitoring, Evaluation and Learning Expert, prepare detailed
descriptive reports indicating narrative and figurative/qualitative performances on project.
• Ensure timely, quality and appropriate reporting of the project.
• Under the supervision of the Senior M&E expert, ensure timely, quality and appropriate report
preparation to the project
• Under the supervision of the Senior M&E expert, prepare project M&E manuals, guidelines,
formats and templates that guides the M&E activities
• Provide and facilitates technical backstopping support on monitoring, evaluation and learning
activities, and assist the Senior M&E expert
• Perform, monitoring and evaluation on overall project implementation
• Facilitate, maintain and ensure monitoring, evaluation and learning documentations at all levels.
• Under the supervision of the Senior M&E expert, support development of M&E tools,
methodologies and standards for M&E data collection, analysis, quality control and reporting;
• Contribute to strengthening of M&E systems at federal, regional and woreda level to facilitate
effective monitoring and evaluation of the project sub-projects and activities;
• Provide quality M&E information and data to support complimentary initiatives, advocacy,
knowledge management and learning;
• Coordinate/carry out monitoring, evaluation and learning reviews (midterm and annual) in
consultation and coordination with the project stakeholders and development partners
• Work closely with all the project teams, as required at all levels, to ensure inputs to produce
quality progress reports;
• Organize, Coordinate, facilitate and conduct training and workshops on monitoring, evaluation
and learning for the project teams at all levels, as appropriate,
• Under the supervision of the Senior M&E expert, perform and facilitate the preparation &
documentation of best practices, lessons & success stories & disseminate across regions.
• Performs other related duties assigned by the project manager and Senior M, E and Learning
Expert.
1.3.4 Knowledge Management
• Ensure and compile project results and achievements that was supported by M&E report & field
assessment (both electronically and in hard copy), analysed and made available to project staff and
donors;
• Coordinate the possible establishment of MIS for the project.
• Establish reference materials related to M&E to help enhance knowledge sharing on project;
1.3.5 Working relationships:
• Follow a simple & flexible M&E approach for vertical & horizontal relationship among project
components at all level and other DRDIP stakeholders to provide required information, timely
preparation and submission of periodical reports;
• The M&E officer reports to his/her line expert and closely work with project team members within
the federal, regional & woreda coordination unit;
1.3.6 Required qualification and experiences:
• Bsc/BA or Msc/MA or PhD degree in Agricultural-economics, Economics, statistics, Development
Studies or related areas with adequate experiences on M&E (10, 8 and 6 years for Bsc/BA or Msc/MA
or PhD respectively ).
• Msc/MA and Bsc/BA experiences on M&E for at least four/six years with skills of relevant software
respectively.
• Experiences with projects related to doners and development programmes/project
• Fluent communication skills in English and Amharic and (other languages an advantage)
• Knowledge of agricultural sub-sector, value chain development and private sector development,
• Knowledge of gender concepts and promotion of women entrepreneurship.
1.3.7 Salary: As per the salary standard set by the project

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1.4 Job Title: Senior Infrastructure Expert
1.4.1 Reporting to: The Federal Project Manager
1.4.2 Job Summary
The Federal Senior Infrastructure Expert is responsible to coordinate and facilitate the implementation
of social service and infrastructure development in the project intervention areas. Provide technical
support for project regions, woredas and kebeles for effective implementation of the subcomponent.
He/she will ensure the timely completion of sub projects in quality and cost-effective manner. He/she
will provide capacity building training on local planning and decentralized service delivery for regional
& woreda experts. He/she ensure & support the practical implementation of CDD approach.

1.4.3 Roles and responsibilities

• Organize and facilitate AWP&B preparation.
• Provide technical support for projects Regions, woredas and kebeles;
• Conduct field inspections and evaluation on project implementation to ensure quality and
efficiency of the sub project implementation with in specified time schedule and standard.
• Ensure the preparation of the required documents and/or review of prepared documents of social
and economic service and infrastructure sub projects feasibility study, detailed design, specification
and construction contract documents.
• Ensure & support the practical implementation of CDD approach
• Undertake regular supervision and follow up for project regions, woredas and specific sub-
projects sites; to ensure weather the subproject are constructed as per prepared design standard,
specification and drawings, quality, construction progress with contract agreement schedule or not.
• Assist the federal procurement experts during the preparation of standard documents such as
Standard Bid Documents (SBDs), Request for Proposal (RFP), etc to procure goods, works and
consultancy services; as required.
• Provide technical support to the project regions, woredas and ensure site selection, and
construction site hand-over for the contractors, construction layout preparation, supervision,
provisional and final acceptance, etc; of the social and economic services and infrastructure sub
projects.
• Assist the project regions, woredas, kebeles and respective implementing agencies for the
sustainability and functionality of the constructed/upgraded/expanded social and economic services
and infrastructures
• Review and comment on technical proposals, design documents, consultancy services and
prepared reports by consultants;
• Conduct training needs assessments of project regions and conduct training for regions and
woreda experts.
• Prepare project subcomponent manuals, guidelines, formats and templates that guides the
implementation of subcomponent activities
• Organize, facilitate and document lessons & best practice;
• Organize experience-sharing visits among regions and woredas;
• Carry out additional duties that are assigned by the Project Manager.
1.4.4 Qualification: Bsc or Msc or PhD degree in Civil Engineering, Hydraulic Engineering, Water
Supply Engineering or other related fields.
1.4.5 Work Experience: Minimum of 12, 10 & 8 years for Bsc/BA or Msc/MA or PhD degree
respectively.
1.4.6 Duration of the Assignment: The duration of the assignment will be for one year, but
extendable depending on the satisfactory performance until the project period.
1.4.7 Place of work: Addis Ababa with occasional travel to project regions and woredas
1.4.8 Salary: As per the standard of salaries set by the project

1.5 Job Title: Senior Natural Resource Management Expert

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1.5.1 Reports to: Federal Project Manager
1.5.2 Job summary
The Federal Senior Natural Resources Management Expert is responsible for the overall coordination
and implementation of the component interventions in collaboration with the Federal, regional
project coordination units, woreda project coordination units and other relevant sectors. He/she will
provide technical support and guidance on capacity building, planning, and implementation of the
component activities. On top of that he/she should provide advisory services for project intervention
regions, woredas and kebeles. Ensure the quality and standard of planned and performed activities of
the component.

1.5.3 Roles and Responsibilities

• Organize and compile the overall plan of component activities at FPCU level.
• Work in close collaboration with the Regional PCU, Woreda PCU and other relevant stakeholders
to facilitate the implementation of component interventions.
• Organize and provide practical & theoretical trainings.
• Provide technical support and advisory service for regional and woreda project coordination units.
• Prepare project sub components manuals, guidelines, formats and templates that guides the
implementation of subcomponent activities
• Organize & conduct sharing experiences among the regions & woredas.
• Conduct assessment on integrated natural resources management activities and alternative
energy source technologies to ensure standard, quality, acceptance and sustainability issue.
• Ensure and validate the selected soil and water conservation technologies are technically, socially
and environmentally acceptable
• Ensure the supply of procured alternative energy sources technologies, nursery site inputs and
SWC farm tools are delivered to beneficiaries.
• Promote improved & efficient alternative energy sources technologies for beneficiary.
• Ensure sustainable land scape management, through applying community based participatory
watershed development approach.
• Compile basic data from project intervention regions, woreda’s, kebeles & prepare, monthly,
quarterly and annual narrative reports with analysis of success, problems & possible solutions.
• Provide quarterly based feedback for RPCU based on observed gaps
• Perform and facilitate the preparation & documentation of best practices, lessons & success
stories
• Prepare project subcomponent manuals, guidelines, formats and templates that guides the
implementation of subcomponent activities
• Organize, facilitate and document lessons & best practice
• Organize experience-sharing visits among regions and woredas
• Perform other duties and responsibilities when assigned by Federal Project Manager.
1.5.4 Qualifications: Bsc/BA or Msc/MA or PhD degree in Natural resources management, Land
resources management, Soil and Water Engineering, Agricultural engineering, Water Resources
Management and/or related fields
1.5.5 Work Experience: 12, 10 and 8 years for Bsc/BA, Msc/MA and PhD degree respectively.
1.5.6 Skills and Knowledge:
• Collaboration with team work
• Good oral and communication skills
• Good in planning, organizing and report writing
• Acquire basic computer skills
1.5.7 Duration of the assignment: The duration of the assignment will be for one year, but
extendable depending on the satisfactory performance until the project period.
1.5.8 Place of work: Addis Ababa with occasional travel to Project Regions, Woredas, and Kebeles
1.5.9 Salary: As per the standard of salaries set by the project.

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1.6 Job Title: Senior on-farm Livelihood Expert
1.6.1 Reporting to: Federal Project Manager
1.6.2 Duty Station: Addis Ababa
1.6.3 Job Summary
The senior on-farm Livelihoods expert will be responsible for the overall coordination and
implementation of DRDIPII on-farm livelihoods interventions in close collaboration with the Regional
Livelihood Specialists. He/she will provide technical support and guidance on capacity building,
planning and implementation of the on farm livelihood interventions, including: i) facilitating the
support of extension service delivery for beneficiary communities based on the identified gaps , ii)
identification and development of on-farm livelihood activities for rural livelihoods improvement,
and iii) coordination with concerned stakeholders at all level towards complimenting on-farm
livelihoods through promoting best suiting technologies and practices.
1.6.4 Roles & responsibilities
• Prepares and reviews the on- farm livelihood annual work plan and budget
• Provide need based technical support to the regions on planning and implementation of on farm
livelihoods activities.
• Ensure the implementation of on-farm livelihood interventions as per the project results
framework, and mobilizes the implementing partners, to play their responsibilities.
• Ensure and strengthen on-farm livelihoods sub-component linkages & integrations with non-farm
livelihood interventions and other components linkages with other similar government and non-
government programs and agencies.
• Organize & facilitate strategies for rolling out and scaling up on the on-farm livelihoods improved
technologies & best practices.
• Organize & facilitate capacity building activities on-farm livelihoods
• Prepares and reviews the quarter and annual progress reports on the performance of the sub-
component
• Conducting quarterly assessment of gaps in implementation of the sub-component & plan for
improvement;
• Organize & facilitate the preparation & documentation of best practices, lessons & success stories
& disseminate across regions.
• Follow up and support the identification of on-farm livelihood opportunities identifies viable
interventions for communities.
• Organize workshops and learning events to support the implementation of the sub-component
• Develop and/or review manuals related to on-farm livelihood implementations
• Facilitates experience sharing events among regions on the selected best practices.
• Prepare project subcomponent manuals, guidelines, formats and templates that guides the
implementation of subcomponent activities
• Organize experience-sharing visits among regions and woredas
• Works in collaboration with other staff members;
• Performs other duties as assigned by the project Manager.
1.6.5 Qualification: Bsc or Msc or PhD degree in Agricultural Extension, Animal science, Plant
science, Agronomy, Rural livelihood or other related fields,
1.6.6 Work Experience: 12, 10 and 8 years for Bsc or Msc or PhD degree respectively.
1.6.7 Skills and Knowledge:
• Ability to work in team and independently
• Good command in English and must have good communication skills
• Good report writing
• Computer skills
1.6.8 Duration of the Assignment: The duration of the assignment will be for one year, but
extendable depending on the satisfactory performance until the project period.

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1.6.9 Place of work: Addis Ababa with occasional travel to project regions and woredas.
Salary: As per the standard of salaries set by the project.
1.7 Job Title: Senior Jobs and Business Development Expert
1.7.1 Reporting to: Federal Project Manager
1.7.2 Job Summary
The Senior Jobs and Business Development Expert coordinates the non-traditional livelihood sub
component interventions in providing guidance concerning, planning, implementation & capacity
building activities. Ensure & support the establishment/strengthen of RuSACCOs, SACCOs, and
Primary Cooperatives & CIGs/Enterprises.
1.7.3 Roles and Responsibilities
• Prepare the sub-component annual work plan and budget.
• Coordinate overall implementation, monitoring and evaluation of non-farm livelihood
intervention of the project.
• Coordinate and mobilize the implementing sectors to ensure their duties & responsibilities;
• Coordinate & facilitate data collection on non-farm livelihood activities and achievements.
• Ensure & support the establishment/strengthen of RuSACCOs, SACCOs, Primary Cooperatives &
CIGs/Enterprises based on the project implementation approaches & guidelines.
• Prepare monthly, quarterly and annual progress reports on the performance of the sub
component.
• Ensure, follows up & support the identification of viable non-farm livelihood opportunities
through community consultation and planning process of the sub component.
• Oversee disbursement, management and utilization of saving leverage grants for eligible saving
and credit cooperatives; matching grants for eligible CIGs/Enterprises for intended purpose.
• Provide & facilitate technical support to regions & woredas
• Provide, facilitate & ensure training for regions, woreda and CBOs.
• Ensure complementarity of the sub-component intervention with on-farm livelihoods and other
components.
• Prepare project subcomponent manuals, guidelines, formats and templates that guides the
implementation of subcomponent activities
• Organize, facilitate and document lessons & best practice
• Organize experience-sharing visits among regions and woredas
• Works in collaboration with other staff members, implementing sectors and stakeholders.
• Performs other duties as assigned by the Project Manager.
1.7.4 Qualification: Bsc/ BA or Msc/MA or PhD in Agricultural Economics, Rural Development,
Cooperative management, Agri-business, Economics or other related fields,
1.7.5 Work Experience: 12, 10 and 8 years’ experience for Bsc or Msc or PhD degree respectively.
1.7.6 Skills and Knowledge:
• Experiences in the areas of creating job opportunity, Cooperative promotion and/or and
livelihood diversification is desirable
• Ability to work in team and independently
• Good command in English and must have good communication skills
• Good report writing
• Computer skills
1.7.7 Duration of the Assignment: The duration of the assignment will be for one year, but
extendable depending on the satisfactory performance until the project period.
1.7.8 Place of work: Addis Ababa with occasional travel to project regions and woredas.
1.7.9 Salary: As per the standard of salaries set by the project.

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1.8 Job Title: Senior Irrigation Expert
1.8.1 Reports to: Federal Project Manager
1.8.2 Job Summary
The main task of the Senior Irrigation Expert is to ensure Small-Scale, Micro and Household Irrigation
sub-project under DRDIP II is implemented per acceptable quality standards. She/he will do this by
providing technical support to the implementing regions and woredas in reviewing the feasibility and
technical quality of documents of the sub-projects and monitoring construction supervision. More
specifically, the assignment is meant to critically assess/review the feasibility studies, detailed design
and bid documents for the sub-projects and help to improve them. She/he will accordingly prepare
regular profile report for all the proposed sub-projects. The reports shall also clearly indicate the
specific areas that need improvement alternative ideas, for improvement and the overall readiness of
the package for bidding and financing from the project under the overall principles and standards of
the World Bank and international best practices. She/he will also follow up construction, construction
supervision and contract management activities of the sub-projects.

1.8.3 Roles and Responsibility

• Organize and facilitate AWP&B preparation.
• Provide technical support for projects regions, woredas and kebeles;
• Conduct field inspections and evaluation on project implementation to ensure quality and
efficiency of the sub project implementation with in specified time schedule and standard.
• Ensure the preparation of the required documents and/or review of prepared documents of
small-scale irrigation sub projects feasibility study, detailed design, specification and construction
contract documents.
• Undertake regular supervision and follow up for project regions and specific sub- projects sites;
to ensure weather the subproject is constructed as per prepared design standard, specification and
drawings, quality, construction progress with contract agreement schedule or not.
• Work with multi-disciplinary team of experts to support implementation of small-scale irrigation
• Provide technical support on the preparation TOR, concept notes, studies and training materials.
• Support project implementing regions and woredas in the planning, identification and selection
of SSI, MIS and HHI sub-projects for implementation.
• Collect the feasibility and detailed design reports document of SSI subprojects and identify
salient features using the attached checklist.
• Assess/Provide the feasibility and adequacy of technical justification considered and factors that
contribute to the selection of the technology in each sub-project design (e.g., selection of water
sources, site selection of infrastructure (Diversion weir, Irrigation Infrastructures, pumping stations,
etc.) dimension of distribution systems (flow and head). etc.
• Review the criteria/methodology adopted as design guidelines for determination of all hydraulic
parameters and assessment procedure and provides ideas/alternatives for improvement during the
stage of feasibility and detailed design reports document of SSI subprojects.
• Review and check the criteria for lean flow and its dependability for irrigating the gross and net
of the proposed Command area.
• Participate on the feasibility study and detail design of the small-scale irrigation.
• Review design drawings (CAD), construction specification on each work item and elements that
are contributing to the estimated unit cost for the proposed sub-projects.
• Based on the assessment identify gaps, propose alternatives, and support/guide the concerned
regional bureau/agency and woredas to upgrade/improve the design reports.
• Assist procurement expert in tender/bid document preparation for SSI subprojects
• Make supervision on the Construction quality, quantity and Safety control requirements.
• Ensure and follow up on Measurement and payment Certification and Approval as per the Main
Contract Agreement documents.
• Prepare and compile report on SSI, MIS and HHI sub projects monthly, quarterly and annually

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• Prepare project subcomponent manuals, guidelines, formats and templates that guides the
implementation of subcomponent activities
• Organize, facilitate and document lessons & best practice
• Organize experience-sharing visits among regions and woredas
• Perform other duties that are assigned by the project manager.
1.8.4 Qualification
• The Senior Irrigation Expert should have Bsc or Msc or PhD Degree in Irrigation engineering, water
resources development, Hydraulic Engineering, Agricultural engineering and related fields.
1.8.5 Work Experience
• The Senior Irrigation Expert should have rich experience in performing similar assignments and
possess the skills and expertise necessary to deliver the expected outputs in an efficient and effective
manner. Similar experiences on irrigation or water resources developments.
• She/He has work experience 12,10 and 8 years’ experience for Bsc or Msc or PhD degree
respectively.
• Demonstrated experience in development and review of detailed engineering designs of irrigation
and drainage and water resources investments.
• Work experience on donor funded projects is preferable.
• Excellent skills in computer, Eagle Point, Water CAD, GIS and AUTO CAD would be an asset.
• Good communication, presentation and writing skills in English.
1.8.6 Duration of the Assignment: The duration of the assignment will be for one year, but
extendable depending on the satisfactory performance until the project period.
1.8.7 Place of work: Addis Ababa with occasional travel to project regions, woredas and Kebeles.
Salary: As per the salary standard set by the project

1.9 Job Title: Senior Procurement Expert

1.9.1 Reporting to: The Federal Project Manager
1.9.2 Job Summary
Under the supervision of the Federal Project Manager, the Federal Senior Procurement Expert
prepares annual procurement plan implemented at federal project coordination unit and consolidate
the regional procurement plan. He/she ensure the procurement of goods, works and consultancy and
non-consultancy services based on project procurement manuals and regulations. Procure items as
per the approved procurement plan.
1.9.3 Roles and Responsibilities
• Prepares the annual procurement plan based on approved work plan and budget.
• Prepare project procurement manual, community procurement manual, formats and templates
that guides the procurement at Federal, Regional, Woreda and Community levels.
• Ensure the procurement of goods, works and consultancy and non-consultancy services based on
project procurement manuals and regulations.
• Facilitate and procure goods, works and consultancy and non-consultancy services which cannot
be handled by the Regional Procurement levels.
• Facilitate and provide technical support for regions and woreda Procurement Experts.
• Facilitate, maintain and ensure procurement documents at all level.
• Prepare bid documents and facilitate bidding process.
• Ensure that all procurements are done on a competitive bidding basis to ensure value for money.
• Ensure, maintain and follow up the collection, recording, bid and performance securities/ bonds
that are submitted by bidders/ awarded supplier/ contractor including the validity period for
extension.
• Ensure Bank and Insurance cases and custom clearance processes for imports.
• Ensures and conduct procure goods, services and consultancy are carried out as per the
specifications and standards.

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• Maintains suppliers’ data, prices, technical specifications, catalogues, drawings and other
information.
• Ensure any complaints from contractors, suppliers and from any other partner is resolved on time.
• Ensure environmental, social safeguard and gender obligations are included in contract
agreement documents
• Provide technical support for regions, woredas and kebeles and ensure proper documentation
and record keeping at all levels.
• Timely addresses comments provided by Internal and External Auditors; and from others on
procurement related matters.
• Provide and facilitate procurement training and workshops.
• Prepares monthly, quarterly and annual progress reports.
• Prepare and ensure procurement documents are properly kept at all level
• Upload procurement plan and document on Systematic Tracking of Exchanges in Procurement
(STEP) and follow up the approval of no objection
• Coach and guide Procurement Experts on their roles and responsibilities
• Performs other related duties assigned by the Project Manager.
1.9.4 Qualification: BA or MA or PhD in Management, Procurement Management, Purchasing &
Supplies Management, Business Management or another related field.
1.9.5 Work Experience: 12, 10 and 8 years’ experience for BA or MA or PhD respectively.
The candidate should have experience and proven knowledge of procurement policies and
procedures of any of the multilateral donors. Proficiency in the use of computer for word processing
and spread-sheets is required.
1.9.6 Duty Station: The Federal Project senior procurement expert will be stationed at the
Federal Project Coordination Unit in Addis Ababa with occasional travel to the regions for training,
supervision, supporting technical assistance and quality assurance.
1.9.7 Duration of the Assignment: The duration of the assignment will be for one year, but
extendable depending on the satisfactory performance until the project period.
1.9.8 Salary: As per the standard of salaries set by the project

1.10 Job Title: Procurement Expert

1.10.1 Reporting to: The Federal senior procurement expert
1.10.2 Job Summary
Under the guidance of senior procurement expert, the Federal Procurement expert prepare annual
procurement plan implemented at federal project coordination unit and consolidate the regional
procurement plan. He/she ensure the procurement of goods, works and consultancy and non-
consultancy services based on project procurement manuals and regulations. Procure items as per the
approved procurement plan.

1.10.3 Roles and Responsibilities

• With collaboration of Senior Procurement Expert, prepare the annual procurement plan based on
approved work plan and budget.
• Assist the Senior Procurement Expert in overall procurement implementation issues
• With collaboration of Senior Procurement Expert, prepare project procurement manual,
community procurement manual, formats and templates that guides the procurement at Federal,
Regional, Woreda and Community levels.
• Ensure the procurement of goods, works and consultancy and non-consultancy services based on
project procurement manuals and regulations.
• Procures goods, works and consultancy and non-consultancy services which cannot be handled by
the Regional Procurement levels.
• Provide technical support for regions and woreda Procurement Experts.
• Maintain and ensure procurement documents at all level.

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• Prepare bid documents and facilitate bidding process.
• Ensure, maintain and follow up the collection, recording, bid and performance securities/ bonds
that are submitted by bidders/ awarded supplier/ contractor including the validity period for
extension.
• Under the supervision of Senior Procurement Expert, ensure Bank and Insurance cases and custom
clearance processes for imports.
• Ensures and conduct procure goods, services and consultancy are carried out as per the
specifications and standards.
• Under the supervision of Senior Procurement Expert, maintains suppliers’ data, prices, technical
specifications, catalogues, drawings and other information.
• With collaboration of Senior Procurement Expert, ensure any complaints from contractors,
suppliers and from any other partner is resolved on time.
• With collaboration of Senior Procurement Expert, ensure environmental, social safeguard and
gender obligations are included in contract agreement documents
• Ensure and provide technical support on proper documentation and record keeping for regions,
woredas and kebeles.
• Timely addresses comments provided by Internal and External Auditors; and from others on
procurement related matters.
• Provide and facilitate procurement training and workshops.
• Prepares monthly, quarterly and annual progress reports.
• Prepare and ensure procurement documents are properly kept at all level
• Under the supervision of Senior Procurement Expert, upload procurement plan and document on
Systematic Tracking of Exchanges in Procurement (STEP) and follow up the approval of no objection
• Performs other related duties assigned by the Senior Procurement Expert and Project Manager.
1.10.4 Qualification: BA or MA or PhD degree in Management, Procurement Management,
purchasing and supplies Management or related field.
1.10.5 Work Experience: 10, 8 and 6-years’ experience for BA, MA & PhD respectively.
The candidate should have experience and proven knowledge of procurement policies and
procedures of any of the multilateral donors. Proficiency in the use of computer for word processing
and spread-sheets is required.
1.10.6 Duty Station: The Federal Project Procurement expert will be stationed at the Federal
Project Coordination Unit in Addis Ababa with occasional travel to the regions.
1.10.7 Duration of the Assignment
The duration of the assignment will be for one year, but extendable depending on the satisfactory
performance until the project period.
1.10.8 Salary: As per the standard of salaries set by the project.

1.11 Job Title: Senior Contract Management Expert

1.11.1 Job Summary
1.11.2 Reporting to: The Federal Project Manager
The Senior Contract Management Expert has responsibility to administer and manage the
performance - based contracts of various service providers and vendors at Federal, Regional, Woreda
project coordination units and community levels. He/she will assist with monitoring and
administration of all commercial and service contracts in accordance with project PAD, PIM, Manuals
and applicable legal requirements.
1.11.3 Roles and Responsibilities:
• Draft, negotiate, execute, and manage contracts and agreements in conjunction with internal
teams (Procurement, Legal, Management team etc.).
• Liaise with successful bidders for obtaining necessary guarantees and insurances where necessary
and coordinate for contract signing and issuance of notice to proceed with a commencement date.

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• Contract administration including conducting contract management meetings, evaluating and
resolving contractor’s claims, contractual disputes, variations by contractors, and recommending
remedial measures and advising on available options (diligence notice, cancellation of contract,
arbitration etc).
• Develop and execute guidelines and tools to improve contract management of goods and services,
and implement performance measures against industry benchmarks Liaise with Procurement Expert
for preparing tender and contract specifications, tender processes including analysing proposals and
provide contract review expertise
• Administrate and Follows-up on the collections, recording, safeguards and issuance of Bid and
Performance Securities/ Bonds submitted by Bidders/ awarded supplier/ contractor including the
validity period for extension.
• Manage and track obligations, contract compliance, and deliverable acceptance
• Manage and maintain record of all contracts, management reports and other relevant information
on an accurate and timely basis.
• Provide technical support for regions, woredas and kebeles and ensure proper documentation
and record keeping at all levels.
• Recommend actions when the contractor is not in compliance with contract provisions
• Coordinate with contractors to determine and recommend alternative courses of action, such as
extension of delivery schedule
• Assess contractor’s performance, monitor contractor activity to assure compliance, and identify
the need for amendments of existing contracts;
• Prepare and edit contracts to reflect new realities in today’s changing marketplace in conjunction
with our internal teams
• Monitors such matters as payments, claims, and contractual changes to ensure requirements of
the contract are met
• Review and maintain completed contract file to ensure routine administrative matters are
resolved or completed
• Work with the larger task team to gather information regarding which contracts to review on a
regular basis both reactively and proactively
• Look for opportunities to build reports based on inputs from the procurement team and
leadership
• Responsible for overseeing the administrative function of invoicing and maintaining precise
records for future audits
• Perform other related duties that are assigned by project manager
1.11.4 Qualification: BA or MA or PhD degree in Management, Procurement Management,
purchasing and supplies Management, Economics, engineering, contract law or related field.
1.11.5 Work Experience: 12, 10 and 8 years of relevant experience in contract management.
Candidate should have demonstrated experience on donor funded contract management and
contract administration system.
1.11.6 Duty Station: The Federal Project Contract Management expert will be stationed at the
Federal Project Coordination Unit in Addis Ababa with occasional travel to the regions.
1.11.7 Duration of the Assignment: The duration of the assignment will be for one year, but
extendable depending on the satisfactory performance until the project period.
1.11.8 Salary: As per the standard of salaries set by the project.

1.12 Job Title: Senior Environmental Safeguard Expert

1.12.1 Reporting to: The Project Manager
1.12.2 Job Summary
The senior environmental safeguard expert will be responsible for the provision of technical support
to the Federal DRDIP-CU and DRDIP partners at federal and regional levels. The senior environmental
safeguard expert will be fully engaged in advising on, facilitating and ensuring (i) the effective

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implementation of the Environmental and Social Framework instruments (ESF), and (ii) the creation
of adequate awareness and capacity building at all levels for management of the environmental
aspects of the project. The responsibility of the senior environmental safeguard expert also includes
the monitoring and follows up of the environmental and social management plans that mitigate
potential impacts of the project.
The senior environmental safeguard expert will work in close collaboration with project staffs in
partnership-oriented approach, harmony and team spirit. The senior environmental safeguard expert
is particularly expected to backstopping regional project environmental and social safeguard expert
on technical matters related to the ESF implementation.

1.12.3 Roles and responsibilities

• Facilitate and support the development of tailor-made training materials and pertinent manuals
as well as checklists for ESF implementation which can be used for training at different levels mainly
for Regions, Woredas, and Kebele Development Committees (KDCs);
• Conduct necessary TOT safeguard trainings to the relevant regional DRDIP environmental and
social safeguard expert, project staffs and experts of DRDIP implementing agencies or partners aimed
at empowering them to plan, implement, and maintain the ESF implementation system;
• Work with project manager and senior project staff experts; collaborate with environmental and
social safeguards team of the project and the World Bank; Agencies of Environmental Protection and
different implementing agencies.
• Develop an action plan for environmental and social safeguards supervision to DRDIP-II and ensure
that the work plan activities are implemented on schedule;
• Ensure the project or its subprojects & activities implementation and implementing agencies
comply with the country environmental law and the World Bank’s environmental and social
frameworks and requirements specified under the ESF instruments of the project.
• Oversee, monitoring & evaluation the preparation of the eligibility as well as E&S screening of
subprojects and activities of the project as per the ESF instruments of the project. Project
environmental and social safeguards checklist screening forms developed for and provided under the
ESMF of the project.
• Supervise/follow-up the preparation, implementation and monitoring of any site-specific
management plans, such as the environmental and social management plans (ESMPs) if required
under the terms provided in the ESMF.
• Establish a monitoring and evaluation system for the implementation of the sub-projects and
activities of the project in accordance with the ESF instruments of the project.
• Facilitate communication among various project stakeholders, MoA projects and others that
dealing with environmental and social safeguards to promote environmentally and socially sound
project implementation;
• Oversee project activities related to inclusion of adverse environmental impacts & risks minimizing
structures and other activities in the project designing, implementation, stakeholder engagement and
monitoring activities;
• Undertake site visits, field inspections and critical evaluation of actions needed to ensure the
safety of the project as well as to assess how environmental and social screening and mitigation
measures are applied in minimizing adverse impacts and give feedback to the DRDIP-II CU;
• Ensure that project specific grievance mechanism is in place to address environmental safeguards.
Also, monitor, support and evaluate the effectiveness and functionality of the project-level Grievance
Redress Mechanism (GRM);
• Conduct training need assessment and review various training programs and suggest
modification/improvements in the areas of environmental and social aspects;
• Compile quarterly, biannual and annual reports on environmental risk management and related
issues as part of the M&E report at federal level;

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• Follow up Joint Review Implementation Support (JRIS) mission comments and recommendations
regarding environmental and social safeguards and undertake measures as necessary;
• Take part in the recruitment and management of independent E&S consultants for the mid-term
E&S performance and end-term completion audit of the project.
• Provide technical support and guidance to the regional Environmental, Social safeguard and
Gender expert and ensure proper documentation and record keeping at all levels.
• Support the manager in identification of environmental safeguard issues.
• Prepare project environmental safeguard manuals, guidelines, formats and templates that guides
the implementation of the safeguard’s activities
• Organize, facilitate and document lessons & best practice
• Organize experience-sharing visits among regions and woredas
• Carries out other related duties that are assigned by the project manager.
1.12.4 Qualification
• BSc/BA or MSc/MA or PhD degree in environmental sciences, environmental and development
studies, geography and environmental studies, environment and land resource management and
other similar environmental study fields;
1.12.5 Experience
• 12, 10 and 8 years for BSc/BA, MSc/MA and PhD respectively with extensive work experience in
environmental management;
• Experience in donors funded projects is preferable;
• Good understanding of the World Banks’ Environmental and Social Framework;
• Have the knowledge and skill on the different Environmental and social framework instruments;
• Have the knowledge and skill in conducting environmental impact assessment, preparing
environmental management plan, environmental and social management plan (ESMP) preparation,
and environmental monitoring;
• Good command in English and have good communication skills.
• Excellent analytical and writing skills;
• Ability to work as a part of a team, sharing information and coordinating efforts within the team;
• Full computer literacy in internet searching and Microsoft Office programs i.e. MS-Word, MS-
Excel and MS-Power Point.
1.12.6 Duration of the assignment
The duration of the assignment will be for one year with possibility of extension depending on the
satisfactory performance of the employee.
1.12.7 Duty station: Addis Ababa with occasional travel to project regions, Woredas, and Kebeles
Salary: As per the salary standard set by the project

1.13 Job Title: Senior Social Safeguard Expert

1.13.1 Reporting to: The Project Manger
1.13.2 Job Summary
The social safeguard expert will be responsible for the provision of technical support on environmental
and social safeguard and related issues to the FPCU, RPCU, WPCU and DRDIP stakeholders at federal
and regional levels. The social safeguard expert is generally providing technical advices to the Project
Manager on the implementation of Environmental and Social Commitment Plan (ESCP) of the project.
The social safeguard expert will be fully engaged in advising on, facilitating and ensuring (i) the
effective preparation, review and implementation of the Environmental and Social Risk Management
(ESRM) tools (ii) Provide adequate awareness creation and ToT training for regional project staffs and
Experts on World Bank Environmental and Social Standard (ESS) triggered by the project, Social Risk
Management Tools and other social aspects of the project (iii) Prepare ToR and review technical
proposals to undertake Annual and End Term Environmental and Social Compliance Audit by External
consultant and (iv) Conduct Compliance Monitoring and Preparation of Social Performance report of
the project. The responsibility of the social safeguard specialist also includes the preparation,

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implementation; monitoring and follows up of site-specific social management plans, ensure
stakeholders engagement and the establishment and functionality of Grievance Hearing Mechanism
of the project at all levels.
The social safeguard expert will work under the guidance of Project Manager & in close collaboration
with project staffs in team spirit approach. The social safeguard expert is also responsible to back-up
the RPCU Environmental and Social safeguard expert on technical matters related to the
implementation of Environmental and Social Risk Management tools of the project.
1.13.3 Roles and responsibilities
The social safeguard expert will be accountable to the national Project Manager and will undertake
the following specific duties and responsibilities.
• Develop training materials and technical manuals as well as checklists for project ESF
implementation which can be used for training at different levels mainly for regions, Woredas and
Kebele implementers and stakeholders.
• Provide TOT training on social safeguard to the relevant regional DRDIP safeguard expert and
experts of DRDIP implementing partners aimed at empowering them to plan, implement, and monitor
social risk management tools
• Prepare standard social screening guidelines/checklist and reporting temples to be used by
regional safeguard expert, woreda focal persons and implementing Agencies (IAs) to ensure that
National and World Bank regulations and procedures are strictly adhered to during sub-projects
screening, implementations, monitoring and evaluation
• Prepare and Review Partial Environmental and Social Impact Assessment (PESIA) and
Resettlement Plan (RP) and submit to the WB for clearance.
• Provide technical support and guidance to the regional Environmental, Social safeguard and
Gender expert and ensure proper documentation and record keeping at all levels.
• Supervise the project sites as and when necessary and undertake field inspections, assessment
and critical evaluation of actions needed to ensure social sustainability and social inclusion are
maintained and give feedback to the RPCU on corrective measures;
• Assess the adequacy of the implementations of the social safeguard measures and the capacity of
the implementing sectors for social safeguards implementation;
• Monitor and prepare adequate report on the overall compliance of project investment with social
safeguards in accordance with the principles, procedures, and processes laid down in the
Environmental and Social Risk Management (ESRM) tools.
• Prepare quarter and annual ESF performance report at federal level and submit to the WB on
quarterly basis;
• Assist the National project Manager in the identification of safeguard issues and preparation as
well as review of TORs. Assessment report and undertake other assignments given by the Project
Manager
• Prepare project social safeguard manuals, guidelines, formats and templates that guides the
implementation of social safeguard activities
• Organize, facilitate and document lessons & best practice
• Organize experience-sharing visits among regions and woredas
• Perform other duties assigned by the Federal Project Manager
1.13.4 Qualification
• BSc or MSc or PhD in Rural development, developmental Studies, social work management,
sociology and other relevant fields of study.
1.13.5 Experience
• 12, 10 and 8 years of work experience for BSc, MSc and PhD respectively.
• Work experience in donors supported projects;
• Work experience, knowledge and skill on the preparation of ESMF, RF, SA, ESCP, SEP, SRAMP and
other different social risk management tools;

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• Work experience, knowledge and skill in conducting social impact assessment, preparing ESMP,
Resettlement Action Plan (RAP) Preparation, and monitoring of social safeguard performances;
• Excellent communication skill, both spoken and written in English.
• Excellent analytical and writing skills;
• Ability to work in team spirit, sharing information and coordinating ability within the team;
• Computer literacy in Microsoft Office programs i.e MS-Word, MS-Excel and MS-Power Point.
1.13.6 Duration of the assignment
The duration of the assignment will be for one year with possibility of extension depending on the
satisfactory performance of the employee.
1.13.7 Duty station: Addis Ababa with occasional travel to project regions, Woredas, and Kebeles
1.13.8 Salary: As per the salary standard set by the project

1.14 Job title: Senior Gender Expert

1.14.1 Reporting to: The Project Manager
1.14.2 Job Summary
The Senior Gender expert will provide assistance in advancing gender equality and women
empowerment by ensuring full integration of gender issues in implementation, monitoring,
evaluation, and other project activities and also by supporting GBV prevention.
The Senior Gender expert would have roles and responsibilities of coordination, technical support,
follow-up, analysis, and reporting of the implementation of gender mainstreaming and women
empowerment concerns in each component and sub-component.
1.14.3 Roles and responsibilities
• Ensure mainstreaming of Gender issues, monitor the status and progress of project
implementations as provided in project PAD & PIM
• Develop GBV/SEA/SH prevention and Response Action plan and disseminate it to all concerned
implementing stakeholders;
• Prepare annual plan and budget on gender issues and review components’ plan on gender lens;
• Coordinate with and support implementing sectors & stakeholder staffs to ensure the
mainstreaming of gender and GBV issues in Federal, Regional, woreda and Kebele planning,
implementation, monitoring and evaluation of the project activities;
• Organize different platforms and awareness-raising campaigns for GBV prevention in project
woredas and kebeles with relevant stakeholders;
• Coordinate the planning and implementation of gender mainstreaming and GBV training at
federal, regional and woreda levels and work with relevant staff members in the
development/refinement of training modules and programs to address gender issues;
• Ensure women’s leadership and participation in the community institutions responsible for project
planning and implementation are improved.
• Establish/strengthen partnerships and networks with Federal, Regional and woreda authorities
responsible for gender issues to maximize technical capacity support and sustainability from other
government actors such as the Women’s Affairs Directorate/ Bureau/office (at all the federal, regional
and woredas)
• Organize and facilitate experience sharing and lessons learning events;
• Review of the Project M&E system and other relevant data collection mechanisms to enable the
generation of gender balanced participation across all components and sub-components of the
Project through the development of gender sensitive indicators for tracking changes at activity, output
and outcome levels;
• Follow up and provide technical support for regions;
• Prepare manuals, guidelines, formats and templates that guides the implementation of gender
subcomponent activities
• Organize, facilitate and document lessons & best practice
• Organize experience-sharing visits among regions and woredas

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• Prepare quarter and annual gender mainstreaming and GBV performance report
• Accomplish other gender related duties assigned by the Project Manager.
1.14.4 Qualification
BA or MA or PhD Degree in Gender studies, Sociology, Social work, Development Studies or related
fields;
1.14.5 Work experience
• 12, 10 & 8 years for BA, MA and PhD respectively
• Experience of working with women and youth empowerment;
• Experience in donor funded projects is preferable
• Good knowledge and understanding of mainstreaming of gender, gender equality, social
inclusion, GBV issues and policies in Ethiopia.
• Excellent written and spoken English.
• Ability to work as a part of a team, sharing information and coordinating efforts within the team;
• Computer literacy skill i.e MS-Word, MS-Excel and MS-Power Point.
1.14.6 Duration of the assignment
The duration of the assignment will be for one year with possibility of extension depending on the
satisfactory performance of the employee.
1.14.7 Duty station: Addis Ababa with occasional travel to project Regions, Woredas, and Kebeles
1.14.8 Salary: As per the salary standard set by the project

1.15 Job Title: Senior Management Information System Expert

1.15.1 Reports to: Federal Project Manager
1.15.2 Job summary:
Assist project management and facilitate timely and regular MIS on project implementation to
ensure effective data recording and reporting at each level; develop strong management
information system mechanisms and maintain various data collection templates and databases.
Provide end-user data for proper use of data and report compilation. Ensure data/information is
collected, analysed and reported to project as per the project guidelines and requirements.
1.15.3 Roles and responsibilities
• Participate in the project AWP&B preparation.
• Develop Web based data management system of the project
• Carry out a meticulous assessment of project progress and performance of activities
• Conducting a comparative assessment of achievement with planned targets.
• Ensure the data recording and reporting at each level,
• Develop and maintain various data collection templates and databases as needed.
• Conduct spatial data analysis and able to generate evidence from routine data
• Provide technical support and guidance to the regional staff to collect all field data and ensure
its entry in to MIS system
• Incorporate data auditing parameters in the supportive supervision checklist
• Support project M & E system in designing, managing, maintaining data tracking
• In collaboration with the project M&E team prepare project implementation narrative reports
[annual, semi-annual, quarterly, monthly reports]
• Ensure MoA and project reporting requirements are successfully met and work
• Monitor and give feedback to adjust project activities and resources; develop solutions to
project problems.
• Use formal feedback from stakeholders, auditors report, and quarterly review meetings of
project’s team to improve MIS implementation
• Organize training for the projects staff on MIS/GIS issues;
• Assist the project team to use different on line & off line data collection & management
software such as GEMS, Power BI, etc.
• Work with MIS unit and produce pivot table summary reports on a monthly basis

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• Provide end-user data for proper use of data and report compilation
• Ensure data/information is collected, analysed and reported to project as per the corporate
guidelines and requirements
• Assist project team in planning, project management, administration, financial management,
evaluation and reporting through MIS
• Formulate, analyse, review and implement monitoring and evaluation manuals, guidelines and
plans
• Manage and ensure timely progress, deliverables and reporting for the project being
implemented
• Effectively track and monitor project progress activities using the ministries MIS system
• Provide network access to all project staff.
• Advice and assist on procurement of new ICT equipment for the project, provision of technical
specifications and information on best options in both local and international markets;
• Maintain software and hardware problems of the project staff
• Perform other related activities assigned by the project manager
1.15.4 Knowledge, Skills and Abilities
1.15.5 Knowledge
The senior MIS expert should have proficient knowledge in the following areas:
• Computer hardware and software systems and programs
• Computer viruses and security.
• E-mail and internet programs.
• Computer networks, network administration and network installation.
• Computer troubleshooting.
1.15.6 Skills
Excellent interpersonal, written, and oral communication skills and the ability to communicate
effectively with both highly technical and non-technical audiences, ability to work as part of a team,
sensitive to confidential information, troubleshooting and analysing skill, understand the basic
principles of structured cabling, recognize the function of basic network infrastructure such as routers
and switches, understand the importance of documenting system configuration information, able to
identify and categorize relevant information about changes in configuration for recording purposes.
The senior MIS expert must demonstrate the following skills:
• Demonstrated strong analytical, systems thinking, and problem-solving skills.
• Expert knowledge of networking in general, and substantive professional experience.
• Computer skills including the ability to operate computerized accounting, spread sheet, Word-
processing, graphics and website development programs at a highly proficient level
1.15.7 Personal Attributes
The senior MIS expert must demonstrate the following personal attributes:
• Strong self-initiation and the ability to work independently when necessary.
• Ability to work effectively as a positive and engaged member of a high-performing/ collaborative
team of professionals.
• Honest and trustworthy.
• Flexible, respectful & demonstrate sound work ethics
1.15.8 Educational Qualification: BSc/BA or MSc/MA or PhD Degree in Management Information
System Information Science, Computer Science, Information Technology or related fields.
1.15.9 Work experience
• 12, 10 & 8 years for BSc/BA or MSc/MA or PhD Degree respectively
• Practical experiences in managing MIS/GIS
• Experience in donor funded projects is preferable
• Excellent written and spoken English.
• Ability to work as a part of a team, sharing information and coordinating efforts within the team;
• Computer literacy skill i.e. MS-Word, MS-Excel and MS-Power Point.

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1.15.10 Duration of the assignment: The duration of the assignment will be for one year with
possibility of extension depending on the satisfactory performance of the employee.
1.15.11 Duty station: Addis Ababa with occasional travel to project Regions, Woredas, and Kebeles
Salary: As per the salary standard set by the project.

1.16 Job Title: Senior Communication Expert

1.16.1 Reporting to: The Project Manager
1.16.2 Job Summary
Assist project management and facilitate timely and regular information dissemination and sharing
among stakeholders and beneficiaries on project implementation issues such as best practice &
success stories and to ensure effective stakeholder participation, strong communication mechanisms
and efficient service delivery.
1.16.3 Roles and responsibilities
• Refine/develop and supervise the implementation of the project Communication Strategy in line
with the Project Development Objective;
• Monitor and evaluate of communication strategy
• Assess information needs of the stakeholders, beneficiaries and development partners and
prepare targeted messages on project issues.
• Promote best practice, lessons and success story in collaboration with Public Relation Directorate
of MoA on project implementation
• Work in close coordination with communities being funded under the project in determining
information needs/rights of access to community assets established or support provided to the
community.
• Liaise with print/electronic media on promotion of the project activities and success stories.
• Work with local media groups to disseminate project messages through songs, drama and theatre.
• Establish and maintain a website for the project in liaison with the IT Directorate of MoA
• Review the information on the Project website and provide content development support and
ensure website promotion on social and local media in the regular basis.
• Organize media events such as press conferences, talk-shows, interviews of key project staff and
stakeholders on public and private media with the collaboration of public relation Directorate.
• Supervise the development of printed, multimedia and/or web-based publications (case studies,
research reports, project updates, newsletters etc.) and provide quality control in line with the project
corporate identity and standards.
• Generate specific outputs (deliverables) as determined from time to time in the respective
projected work plans for each quarter.
• Prepare promotional materials, brochures, leaflets, photo gallery, videos etc
• Perform any other duties assigned from project manager
1.16.4 Qualifications: B.A or M.A or PhD degree in Communication/Journalism, Public Relation
and other related field of study
1.16.5 Work Experience and competence
• 12, 10 and 8 years of experience for B.A, M.A and PhD degree respectively.
• Experience in communication and media relations, media campaigns and promotional material
development, information management system application,
• Experience in using a wide range of communication tools in print, broadcasting, electronic and
local media
• Experience in working with grass roots communities, non-governmental organizations multilateral
and bilateral development agencies and government.
• Excellent communication skills (verbal and written)
• Work with minimum supervision and deliver under pressure
• Exhibit high level of integrity and ethical code of conduct
• Excellent computer application skills

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1.16.6 Contract duration: The duration of the assignment will be for one year but extendable
depending on the satisfactory performance of the employee.
1.16.7 Duty station: Addis Ababa with occasional travel to project Regions, Woredas, and Kebeles
1.16.8 Salary: As per the standard of salaries set by the project

1.17 Job Title: Senior Financial Management Specialist

1.17.1 Job Summary
The Senior Financial Management specialist is responsible for the overall financial management
arrangements of the project and will ensure the maintenance of sound arrangements throughout the
life of the project consistent with agreements, manuals and project documents and works closely with
project team and MoA Finance Directorate.
The specialist provides the overall supervision and guidance to the financial management staff on
FM issues. He/she is responsible for FM aspects of the project.

1.17.2 Roles and responsibilities:

(a) Ensure the availability of resources (inputs):
• Adequate and capable financial management: constantly review and ensure the existence of
adequate and capable FM staffing including maintaining a complete database/list of accountants with
complete profiles educational background, experience, contact information of federal, regional, and
woreda accountants.
• Other resources necessary for duties like computers in a safe conditions and unauthorized access.
• Relevant documentation including Financial Management Manual (FMM); Project documents like
PAD, PIM, financing agreements, disbursement letter, etc.; In addition, availability of accounting
documents like Payment Vouchers, Cash Receipt Vouchers and Journal Vouchers, Goods Receiving
Vouchers, Goods/Store Issue Vouchers, and Goods Return Vouchers; Working formats like store
control cards, bin cards and Fixed Assets registration book as well as stationery materials
(b) Record, report and maintain books of accounts in accordance with the project Financial
Management Manuals:
• Ensure that all implementing agencies have installed the required FM system acceptable to the
World Bank
• Ensure that books of accounts are maintained as per the FMM; If there is a need to change the
arrangements or revise FMM, then discuss with the World Bank team for necessary revision of the
same
• Supervise, follow up and provide overall guidance on the financial management aspects of the
project
• Install, implement, and advise on accounts and control other accounting system for the project
• Maintain an up-to-date and reliable financial management system
• Monitor the overall project performance from the financial management point of view including
on the fund flow mechanisms of the Project
• Review payment documents and other vouchers before approval by authorized body
• Oversee/Handle fund transfers to federal and lower level implementing agencies
• Follow up on timely receipt of quarterly/monthly reports from project implementing
agencies/regions
• Ensure strict compliance of budgetary and internal control procedures
• Follow up regions to ensure that all advances are settled and accounted on time
• Ensure that internal and external audits are arranged as per the agreements made with the World
Bank
• Make sure that all accounting information is made available to internal and external auditors and
answer queries regarding accounting and financial records and statements
• Follow up on the preparation of IFR and year-end financial statements accurately and timely as
indicated in the Financial Management Manual of the project.

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• Review the report to ensure that it complies with the standards and requirements agreed with
financier which are documented in FMM and project documents
• Ensure that quarterly reports are sent to the financier in less than 45 days after the end of the
quarter
• Ensure that audited statements are sent to financier within six months after the end of the fiscal
period.
• Ensure proper documentation and record keeping at all levels
(c) Fund flows: Ensure adequate fund flows from the financiers to the Project and within the project
• Understand and implement World Bank disbursement procedures for the Project, follow up on
disbursement issues timely with the World Bank
• Ensure that proper withdrawal applications are prepared and submitted to the Bank, reconcile
regularly with the World Bank’s and the project’s records
• Review designated accounts and other bank accounts and ensure that Bank reconciliations will be
make on time for all accounts
• Review World Bank disbursement database “client connection” for the project’s disbursement
activities
• Ensure the preparation of acceptable IFRs for disbursement purposes and address queries and
questions that may be raised in these reports
• Ensure in conducting of sound and practical cash forecast based on approved budgets for
disbursement purposes
• Ensure that fund is transferred to Regions/Implementing entities on acceptable basis and ensure
on time reporting or accounting or settlement of the advances from these Regions and entities
(d) Conducting monthly routine activities
• Ensure monthly bank statements are received and reconciliations are prepared immediately
• Review payrolls to contract DRDIP-II employees and ensuring that proper payroll records are
maintained
• Ensure the timely preparation of vouchers and payment to Vendors and other payees
• Ensure that of tax obligations including income taxes, withholding taxes, VAT to MoR and Pension
contribution to PSSSA are complied with
• Monitor the reconciliation of advances and prepayments
• Review and approving monthly report preparation
• Ensure maintain complete and up to date database of fixed assets procured using the project
resources
• Ensure that all fixed assets acquired are provided with identification number and recorded on the
fixed asset registers
• Review and approving a monthly status report as per the Financial Management Manual of the
project
• Follow up on receipt of quarterly balance sheet, revenue and expenditure statements from
regions
• Ensure count of cash in hand balance at least once in a month to confirm existence of recorded
cash balance, and other assets at least once in a year.
(e) Planning and budgeting
• Participate in the AWP&B preparation at the federal level and implement when approved
• Ensure that the budget for the project is approved through normal government procedures
• Ensure that budgets are disseminated to all relevant stakeholders at all levels on time
• Ensure maintenance of budget discipline strictly
• Review, justify and accept the monthly budget utilization report
• Ensure recording of commitments payable at the end of the fiscal year; and
• Ensure that unused budgets left over at the end of the year are re-budgeted for the subsequent
year.

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(f) Follow up on outstanding issues:
• Ensure that outstanding audit issues (as per audit findings) and recommendations are well taken
and the appropriate corrective actions are taken; and report the action taken to the National Project
Coordination Unit and external financier immediately after the date of receipt of the Audit report.
• Ensure that appropriate actions are taken as appropriate as per the recommendation’s financial
management supervision reports or reviews of quarterly financial reports made by the World
Bank/financier
• Facilitate and disseminate financial management information.
• Coordinate and supervise accounting and financial management related activities at federal,
regional, and woreda levels
• Facilitate the completion of annual audit of project financial statements not later than six months
after the close of the fiscal year
• Assist the various teams visiting the public bodies or seeking information including External
Auditors, rapid response regional and federal information centres and other higher level finance
offices
• Ensure timely replenishments are made to project implementing agencies and the required funds
are received from financier
• Support and supervise the project regional and woreda financial management staff
• Work closely with finance directorates in MoA and regional Bureaus of Agriculture finance
directorates and woreda office of finance
• Oversee the overall acquaintance with bank officers for follow-up on fund arrival and availability,
advice, and bank statements;
• Liaison with the Government institutions and external financier and ensuring that accounting
records are maintained and financial reports are prepared on schedule, delivered to the Government
and to financiers as per legal agreements
• Prepare comprehensive handover report, document and all other financial materials when he/she
resign/on leave according to the handing over procedure indicated in the financial management
manual of the project
• Plan and provide training and coaching for the implementing agencies FM staff
• Prepare and submit quarterly Unaudited Interim Financial Report (IFR) to the World Bank as per
the requirements of the project agreements;
• Submit Interim audit report as well as final financial audit reports to the World Bank as per the
requirements of the project agreements;
• Prepare and submit financial reports as per the requirements of the MoA, MoF and other stake
holders.
• Perform any other duties assigned by project manager
1.17.3 Qualifications: B.A or M.A or PhD degree in Accounting, Accounting and Finance, Financial
Management
1.17.4 Work Experience and competence
• 12, 10 and 8 years of experience for B.A, M.A and PhD degree respectively.
• Experience in working as Senior Financial Management Specialist or Financial Management
Specialist
• Demonstrated experience in donor funded projects is preferable
• Certified and proficiency in computerized financial management system is required like peachtree
accounting, spread sheet, excel and Ms-office etc…
• Certified and practical experience on integrated financial Management information system
(IFMIS) and/or integrated budget expenditure system (IBEX)
• Exhibit high level of integrity and ethical code of conduct
• Excellent computer application skills
1.17.5 Duration of the assignment: The duration of the assignment will be for one year but
extendable depending on the satisfactory performance of the employee.

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1.17.6 Duty station: Addis Ababa with occasional travel to project Regions, Woredas, and Kebeles
1.17.7 Salary: As per the standard of salaries set by the project

1.18 Job Title: Senior Accountant

1.18.1 Report to: Senior Financial Management Specialist
1.18.2 Job Summary
The Senior Accountant will be responsible for the day-to-day activities of the project FM and books
of account, records, and the entire data capturing function and accounting under the supervision of
the Senior Financial Management Specialist. Ensure recording, reporting and maintain books of
accounts in accordance with project Financial Management Manual and guidelines.

1.18.3 Roles and Responsibility

• Assist the specialist in planning, installing & implementing of accounts control & other accounting
system for the project
• Compliment with senior financial management specialist in maintaining an up-to-date and reliable
financial management system
• Control over budget performance
• Maintain opening balances in the new fiscal year
• Preparing Check, Petty cash voucher, Payment voucher, and also Journal voucher for settlement,
and debit and credit advices
• Prepare adjustments and closing entries
• Reconcile general ledgers and subsidiary ledgers
• Ensure transactions are posted to their proper code
• Ensure that payments are made as per the budget allocated for each project and expenditure
category
• Prepare explanations for major budget variances
• Ensure compliance of budgetary and internal control procedures
• Follow up the submission of replenishment requests, monthly bank reconciliation and reports
from the Project implementing agencies
• Consolidate reports of project implementing agencies & submit replenishment request
• Make sure that all accounting information is made available to internal and external auditors and
answer queries regarding accounting and financial records and statements
• Preparation of IFR and year-end financial statements accurately and timely as indicated in the
Financial Management Manual of the project.
o Accounting transaction processed at the Federal level; and
o Consolidation of the Regional reports
• Complement and ensure that quarterly reports are prepared submit to the financier in less than
45 days after the end of the quarter
(a) Conduct monthly routines activities:
• Ensure monthly bank statements are received and reconciliations are prepared immediately
• Check prepared payrolls to contract project employees
• Facilitate the timely preparation of vouchers and payment to vendors and other payees
• Handling of Checks pad, payment documents including withholding Tax and VAT voucher
• Checking and reconcile with the book, that payment of tax obligations including income taxes,
withholding taxes, VAT and cost sharing deduction to MoF
• Reconciling of advances and prepayments
• Cross referencing procurement files against relevant payment vouchers on time
• Make sure that all fixed assets acquired are provided with identification number and recorded on
the fixed asset registers
• Make sure that original copy of payment vouchers are detached from pad, attached with
supporting documents and filed properly

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• Prepare a monthly report as per the Financial Management Manual of the project
• Conduct count of cash in hand balance at least once in a month to confirm existence of recorded
cash in hand balance and other assets at least once in a year.
(b) Planning and budgeting:
• Participate in the FM team annual budget plan at the federal level and implementing the same
when approved
• Ensure that every payment is supported by budget and that there is no overspending
• Produce monthly budget utilization report
• Record commitments payable at the end of the fiscal year
• Outstanding audit issues (as per audit findings) and recommendations are well taken and the
appropriate corrective actions are taken and report the action taken to the Senior Financial
Management Specialist immediately after the date of receipt of the Audit report.
(c) Facilitation and dissemination of financial management information:
• Coordinate; supervise accounting and financial management related activities at regional and
woreda levels as delegated by the Senior Financial Management Specialist
• Facilitate the completion of annual audit of project financial statements not later than six months
after the close of the fiscal year
• Prepare request timely replenishments are made to project implementing agencies and the
required funds are received from financier
(d) Communicate or Collaboration:
• Having acquaintance with bank officers for follow-up on fund arrival and availability, advice, and
bank statements
• Collaborating with the MoA finance Directorate and regional offices in the Ethiopian Government
structure and relevant sector offices within the public body
• Assist the senior financial management specialist in liaising with the government institutions and
external financier and ensuring that accounting records are maintained and financial reports are
prepared on schedule, delivered to the Government and to financier as per legal agreements.
(e) Handing over report:
• Handing over report including the action plan and status report as to the overall activities of
finance before he/she leaves the office for leave
• Preparing comprehensive handover report when he/she resign according to the handing over
procedure indicated in the FM manual of the project.
• Perform other project financial management activities as directed by the Senior Financial
Management Specialist or National Project Coordinator.
1.18.4 Qualifications: B.A or M.A or PhD degree in Accounting, Accounting and Finance, Financial
Management
1.18.5 Work Experience and competence
• 10, 8 and 6 years of experience for B.A, M.A and PhD degree respectively.
• Experience in working as Financial Management Expert and Senior Finance Officer/Expert
• Demonstrated experience in donor funded projects is preferable
• Certified and proficiency in computerized financial management system is required like peachtree
accounting, spread sheet, excel and Ms-office etc…
• Certified and practical experience on Integrated Financial Management Information System
(IFMIS) and/or Integrated Budget Expenditure System (IBEX)
• Exhibit high level of integrity and ethical code of conduct
• Excellent computer application skills
1.18.6 Contract duration: The duration of the assignment will be for one year but extendable
depending on the satisfactory performance of the employee.
1.18.7 Duty station: Addis Ababa with occasional travel to project Regions, Woredas, and Kebeles
1.18.8 Salary: As per the standard of salaries set by the project

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1.19 Job Title: Accountant
1.19.1 Report to: Senior Financial Management Specialist
The accountant will be responsible for the day-to-day maintenance of the project books of account,
records, and the entire data capturing function and accounting and will work closely with the project
team under the supervisions of the financial management expert.
Accountant roles and responsibilities
• Documenting financial transactions and vouchers
• Monitoring the efficiency of existing accounting procedures and ensuring they fulfil with the
government regulations
• Reviewing financial documents to resolve any discrepancies and irregularities
• Reconciling already documented reports, statements and various transactions
• Prepare, review and present advance and payables and timely settlement
• Recommending financial actions by analysing accounting options
• Preparing and analysing financial statements cash flow statement,
• Submitting monthly tax returns and pension contribution
• Recording payments and disbursements
• Ensuring the timely settlement of advance to customers and staff
• Preparing the monthly project staff salary
• Preparing workshops payment sheets
• Taking the attendance sheet of workshop participant
(a) Communication and Collaboration:
• Having contact with MoR and PSSSA for settlement of Taxes and pension
• Communicate with the MoA finance Directorate and project staff in the Ethiopian Government
structure and relevant sector offices within the public body
• Assisting the senior accountant in liaising with the Government institutions and external financier
and ensuring that accounting records are maintained and financial reports are prepared on schedule,
delivered to the Government and to financier as per legal agreements.
(b) Handing over report including:
• Handing over report including the action plan and status report as to the overall activities of
finance before he/she leaves the office for leave
• Prepare comprehensive handover report when he/she resign according to the handing over
procedure indicated in the FM manual of the project.
• Perform other project financial management activities as directed by the Senior Financial
Management Specialist
1.19.2 Deliverable
Accountant submits monthly financial activities report in the area of his /her work.
1.19.3 Qualifications: B.A or M.A or PhD degree in Accounting, Accounting and Finance,
1.19.4 Work Experience and competence
• 8, 6 and 4 years of experience for B.A, M.A and PhD degree respectively.
• Experience in working as Finance officer, Senior Accountant, and Accountant
• Demonstrated experience in donor funded projects is preferable
• Certified and proficiency in computerized financial management system is required like
peachtree accounting, spread sheet, excel and Ms-office etc…
• Certified and practical experience on Integrated Financial Management Information System
(IFMIS) and/or Integrated Budget Expenditure System (IBEX)
• Exhibit high level of integrity and ethical code of conduct
• Excellent computer application skills
1.19.5 Contract duration: The duration of the assignment will be for one year but extendable
depending on the satisfactory performance of the employee.
1.19.6 Duty station: Addis Ababa with occasional travel to project Regions, Woredas, and Kebeles
1.19.7 Salary: As per the standard of salaries set by the project

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1.20 Job Title: Cashier
1.20.1 Reporting to: The Senior Financial Management Specialist
Job Summary: Responsible for processing and controlling all petty cash transactions, event
expenditures and other day to day outlays accurately and efficiently in accordance with
established policies and procedures of the project.

1.20.2 Specific Duties and Responsibilities

The cashier will have the responsibility to maintain an efficient delivery of petty cash/Deliver
Efficient Financial Transactions
• Handle the management of permitted petty cash
• Process financial expenditure for project staff and other related stake holders when authorized
• Pay project bills by cash, vouchers, or checks
• Balance the daily account at the end of each day
• Maintain monthly, weekly and daily report of transactions
• Issue receipts, refunds, change or tickets
• Process travel air tickets when required.
• Strong communication skills that help to develop continuous conversation with the customers
• Handle workshop payment, facilitate and settle the advance on time
• Deposit all cash and checks collected on behave of the project to the bank daily
• Good experience in financial transaction particularly management of petty cashes
• Carry out other functions as assigned by the project managers
1.20.3 Qualification: College Diploma or Level 4 or BA in Accounting,
1.20.4 Work Experience and competence
• 8/ 6 years of experience for Diploma/Level 4 or for B.A, respectively
• Experience in working as Cashier, Cashier Accountant, Cash Collector and Junior Accountant
• Skill in computerized financial management system is required like peachtree accounting, spread
sheet, excel and Ms-office etc…
• Certified and practical experience on Integrated Financial Management Information System
(IFMIS) and/or Integrated Budget Expenditure System (IBEX)
• Exhibit high level of integrity and ethical code of conduct
• Excellent computer application skills
1.20.5 Contract duration: The duration of the assignment will be for one year but extendable
depending on the satisfactory performance of the employee.
1.20.6 Duty station: Addis Ababa with occasional travel to project Regions, Woredas, and Kebeles
1.20.7 Salary: As per the standard of salaries set by the project.

1.21 Job Title: Office Administration and Secretary

1.21.1 Reporting to: The Project Manager
1.21.2 Overall Responsibility
The Office Administration and Secretary is responsible for organizing and coordinating office activities
and procedures in order to ensure the project unit effectiveness and efficiency; must make sure that
office equipment is maintained relevant records are up to date and files are orderly archived.
1.21.3 Roles and Responsibilities
The Office Administration and Secretary will have the responsibility to maintain an efficient delivery
of office secretarial and managemenet functions.
(a) Maintain Office Services
• Establish standards and procedures, organize office operations and procedures
• Deliver clerical and secretarial functions
• Prepare time sheets

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• Control correspondences, monitor, record and report to phone calls, mails/messages and deal
with routine appointment and reception of guests
• Review and approve supply requisitions, facilitate the timely, procurement request and delivery
of stationery and office utilities, maintain office equipment
• Liaise with other agencies, organizations and groups
(b) Maintain Office Records
• Design filing systems; ensure filing systems are maintained and up to date.
• Define procedures for record retention, warrant effective transfer of files and records, and ensure
protection and security of files and records
• Transfer and dispose records according to retention schedules and policies; organize in and out
letters to partner offices, project woredas, Regions and Federal project coordination units
• Ensure personnel files are up to date and secure
(c) Maintain Office Efficiency
• Plan and implement office systems, layout and equipment procurement
• Anticipate needed supplies, verify receipt of supply
• Maintain and replenish inventory heck and code stock to determine inventory levels.
• Strictly make supervision on office utilities and their maintenance service, ensure the safety and
security office properties
Carry out other functions as assigned by the project coordinator

1.21.4 Qualification: TVET Diploma (Level 4) and College Diploma

1.21.5 Work Experience:
• 6 years or 4 years for TVET Diploma (Level 4) or College Diploma respectively
• Knowledge of Office Administration and Management.
• Ability to maintain a high level of accuracy in preparing and entering information and ability to
organize data and draft reports on daily, weekly and monthly basis.
• Strong communication skills that help to develop courteous conversation with the customers
• Customer satisfaction-oriented
• The candidate is expected to have good team spirit and attitude, strong communication and time
management skills
• Ability in computer writing including spread sheet and word processing is mandatory.
1.21.6 Duty Station: The Office Administration and Secretary will be stationed at the Federal
Project Coordination Unit.
Basic salary: As per the scale of the Project
Recruitment period: one year contract to be extended as needed

1.22 Job Title: Messenger

1.22.1 Reporting to: Office Administration and Secretary
1.22.2 Job Summary
Under the supervision of the Office Administration and Secretary, She/He delivers messages and
items, such as letters and other documents to offices in the Ministry and other offices as required.
She/He plans the most efficient route to deliver items. She/He also takes record of items delivered
and received, as well as recipient’s response to a message.
Under the direct supervision of Office Administration and Secretary, the Messenger will be
responsible for, but not limited the following duties and responsibilities.
• Determine destinations by referring to addresses on packages and documents
• Ensure that her/his delivery is done on time
• Ensure the highest degree of security of shipment
• Take recipient’s signature of the receipt
• Understand privacy rules and not tamper with package or document
• Maintain records of daily visits in the log book

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• Use telephones to deliver verbal messages
• Cleans office equipment
• Performs other related duties as assigned
1.22.3 Qualification: 12th grade complete or 10th grade complete
1.22.4 Work Experience: 4 years for 12th/ or 10th grade complete
1.22.5 Special Skill: Good communication skill
1.22.6 Duty Station: The Office Messenger will be stationed at the Federal Project Coordination
Unit.
1.22.7 Salary: As per the scale of the Project
1.22.8 Recruitment period – one year contract to be extended as needed

Job Title: Livelihood Expert

1.23.1 Reporting to: Federal Project Manager
1.23.2 Duty Station: Addis Ababa
1.23.3 Job Summary
The Livelihoods expert will be responsible for the overall coordination and implementation of DRDIPII
on-farm livelihoods interventions in close collaboration with the Regional Livelihood Specialists.
He/she will provide technical support and guidance on capacity building, planning and implementation
of the on farm livelihood interventions, including: i) facilitating the support of extension service
delivery for beneficiary communities based on the identified gaps , ii) identification and development
of on-farm livelihood activities for rural livelihoods improvement, and iii) coordination with
concerned stakeholders at all level towards complimenting on-farm livelihoods through promoting
best suiting technologies and practices.
1.23.4 Roles & responsibilities
• Prepares and reviews the on- farm livelihood annual work plan and budget
• Provide need based technical support to the regions on planning and implementation of on farm
livelihoods activities.
• Ensure the implementation of on-farm livelihood interventions as per the project results
framework, and mobilizes the implementing partners, to play their responsibilities.
• Ensure and strengthen on-farm livelihoods sub-component linkages & integrations with non-farm
livelihood interventions and other components linkages with other similar government and non-
government programs and agencies.
• Organize & facilitate strategies for rolling out and scaling up on the on-farm livelihoods improved
technologies & best practices.
• Organize & facilitate capacity building activities on-farm livelihoods
• Prepares and reviews the quarter and annual progress reports on the performance of the sub-
component
• Conducting quarterly assessment of gaps in implementation of the sub-component & plan for
improvement;
• Organize & facilitate the preparation & documentation of best practices, lessons & success stories
& disseminate across regions.
• Follow up and support the identification of on-farm livelihood opportunities identifies viable
interventions for communities.
• Organize workshops and learning events to support the implementation of the sub-component
• Develop and/or review manuals related to on-farm livelihood implementations
• Facilitates experience sharing events among regions on the selected best practices.
• Prepare project subcomponent manuals, guidelines, formats and templates that guides the
implementation of subcomponent activities
• Organize experience-sharing visits among regions and woredas
• Works in collaboration with other staff members;
• Performs other duties as assigned by the project Manager.

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1.23.5 Qualification: Bsc or Msc or PhD degree in Agricultural Extension, Animal science, Plant
science, Agronomy, Rural livelihood or other related fields,
1.23.6 Work Experience: 10, 8 and 6 years for Bsc or Msc or PhD degree respectively.
1.23.7 Skills and Knowledge:
• Ability to work in team and independently
• Good command in English and must have good communication skills
• Good report writing
• Computer skills
1.23.8 Duration of the Assignment: The duration of the assignment will be for one year, but
extendable depending on the satisfactory performance until the project period.
1.23.9 Place of work: Addis Ababa with occasional travel to project regions and woredas.
Salary: As per the standard of salaries set by the project.

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2. REGIONAL COORDINATION UNIT
2.1 Job Title: Project Manager
2.1.1 Accountable to: Head, Bureau of Agriculture and to FPCU Project Manager
2.1.2 Job Summary
The Regional Project Manager reports to the National Project Manager and head, Bureau of
Agriculture. He/she will conduct planning, administering and coordinating the activities of the project
at the regional level. He/she ensure that the Project is implemented in accordance with the Financing
Agreement with the World Bank and the Project Implementation Manual (PIM), and in compliance
with government and WB guidelines and procedures. Coordinate and facilitate monitoring, overseeing
and guiding the implementation of the project components.
2.1.3 Roles and Responsibilities:
• Coordinate and facilitate planning, implementation, monitoring, evaluation, liaison and reporting.
• Undertake field visits, and surveys in order to monitor and evaluate project implementation; and
identify problems and propose remedial action/ alternative courses of action to accelerate/improve
Project delivery.
• Coordinate and facilitate the preparation of annual work plan& budget for the project and ensure
project objectives and targets are met and achieved.
• Guide, coach, supervise and coordinate the activities and functions of the core staff of the regional
coordination office.
• Coordinate the overall project’s activities in conformity with the bilateral agreement of GoE and
WB; as stipulated in the Project Appraisal Document and Financial Agreement;
• Supervise and coach all RPCU staffs to ensure their work is effectively and fully accomplished;
• Oversee monitoring and evaluation and ensure key issues and concerns are properly addressed;
• Organize regional and joint stakeholder workshops dealing with implementation guidelines,
experience sharing and performance evaluation;
• Organize and supervise the consolidation of project plan and reports;
• Organize and facilitate joint implementation support missions with FPCU and the WB;
• Ensure that comprehensive physical and financial quarterly reports are received from
implementing woredas/city administration, reviewed, consolidated, analysed and submitted to FPCU.
• Facilitate and coordinate capacity building for implementing sectors & relevant stakeholders at
the regional and woreda levels.
• Coordinate participatory planning and monitoring, use of community-based skills and the
introduction and use of up-to-date technologies and techniques
• Ensure that annual audits and project completion report are prepared on schedule and of the
required quality.
• Ensure that the procured vehicles, equipment, materials and supplies are properly used for
intended purposes of the Project;
• Ensure the systems of internal control in compliance with the requirements of the government
and the World Bank.
• Ensure the proper monitoring of all financial accounting records, bank accounts and the financial
management aspects of project implementation.
• Any other duties assigned by Bureau head and FPCU Manager.
2.1.4 Qualification: Project Manager should have Bsc/BA or Msc/MA or PhD degree in
Agricultural fields, Economics, Management, Project Planning and Management and related fields of
study.
2.1.5 Work Experience: Candidates should have 12, 10 and 8 years of experience for Bsc/BA or
Msc/MA or PhD degree respectively.
Experience in coordinating/ implementing complex multi-component, multi-level program/project
would be an advantage.
Experience of working in donor funded projects is preferable

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2.1.6 Duty station: The Project Manager will be stationed at the Regional Project Coordination
Unit with occasional travel to the woredas.
2.1.7 Duration of the assignment: The duration of the assignment will be for one year with
possibility of extension depending on the satisfactory performance of the employee.
2.1.8 Salary: As per the salary standard set by the project

2.2 Job Title: Monitoring, Evaluation and Learning Expert

2.2.1 Reporting to: The Regional Project Manager
2.2.2 Job Summary
Monitoring, Evaluation and Learning Expert would primarily be responsible for Planning, monitoring
and learning of project activities, recording changes/progress and project impact assessment and
evaluation. H/she would work in close coordination and collaboration with the regional coordination
unit.
Ensure timely implementation of project activities based on the specified project plans & targets; by
focusing on data collection, analysis and reporting to enable timely decision making whether the right
inputs are used to produce the desired output as planned or not. He/she also works to ensure whether
the project outputs are leading to the expected outcomes/ indicators with in the specified time frame
work or not.
Implement the M&E tools like formatting for planning, monitoring and evaluation and reporting of the
project activities that was prepared by FPCU. Make sure project monitoring and evaluation
system/approaches are working toward the achievement of project plans & indicators. He/she will
also facilitate the data collection, analyses and timely reporting. The M, E &L expert in collaboration
with project team ensures the planned activities are implemented and coordinated based on the
agreed time frame work of the project.

2.2.3 Roles and Responsibilities

• Coordinate and organize annual work plan and budget preparation and consolidating the annual
work plans & budget of the project target woredas & submit to regional coordination unit/ project
manager.
• Preparation of detailed descriptive reports indicating narrative and figurative/qualitative
performances on project implementation.
• Prepare and submit timely, quality and informative report to the regional project manager;
• Coordinate/carry out M&E periodical reviews (performance review meetings with regional &
woreda project staffs, regional technical & steering committee and different assessments) in
consultation and coordination with project staffs, stakeholders and development partners as required.
• Work closely with regional, woreda and federal project teams to ensure timely implementation of
project activities.
• Initiate and conduct regular coordination meetings with relevant project teams on PM&E;
• Coordinate and conduct training on PM&E for project teams at regional levels, as appropriate,
• Lead and guide staff for effective project implementation.
• Provide regular technical support and follow up to project target woredas on M,E &L related
issues.
• Ensure & keep proper documentation at all levels both in hard & soft copies.
• Facilitate & conduct learning forum to draw lessons and best practices from the project
implementation.
• Ensure preparation and documentation of best practice and learned lessons
• Performs other related duties assigned by the Implement the M&E tools like formatting for
planning, monitoring and evaluation and reporting of the project activities that was prepared by FPCU.
Make sure project monitoring and evaluation system/approaches are working toward the
achievement of project plans & indicators. He/she will also facilitate the data collection, analyses and

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timely reporting. The M, E &L expert in collaboration with project team ensures the planned activities
are implemented and coordinated based on the agreed time frame work of the project.
x Performs other related duties assigned by the Project Manager.
2.2.4 Knowledge Management
• Ensure and compile project results and achievements that was supported by M&E report & field
assessment (both electronically and in hard copy), analysed and made available to project staff and
donors;
• Establish reference materials related to M&E to help enhance knowledge sharing on project;
2.2.5 Qualification and experiences:
• Bsc/BA or Msc/MA or PhD degree in Agricultural-economics, Economics, statistics, Development
Studies or related areas with adequate experiences on M&E (10, 8 and 6 years for Bsc/BA, Msc/MA
and PhD respectively).
• Good experiences & skills to use relevant basic computer skill.
• Experiences with projects related to donors and development project
• Fluent communication skills in English and Amharic and (other languages an advantage)
2.2.6 Duty station: Regional Project Coordination Unit with occasional travel to project woredas &
kebeles
2.2.7 Salary: As per the salary standard set by the project

2.3 Job Title: Infrastructure Expert

2.3.1 Reporting to: The Regional Project Manager
2.3.2 Job Summary
The regional Infrastructure Expert is responsible to coordinate and facilitate the implementation of
social service and infrastructure development in the project intervention areas through CDD
approach. Provide technical support for project woredas and kebeles for effective implementation of
the sub project. He/she will ensure the timely completion of sub projects in quality and cost-effective
manner. He/she will provide capacity building training on local planning and decentralized service
delivery at woreda and community level. He/she ensure the practical implementation of CDD
approach.
2.3.3 Roles and responsibilities
• Organize and facilitate AWP&B preparation.
• Provide technical support for projects woredas and kebeles;
• Conduct field inspections and evaluation on project implementation to ensure quality and
efficiency of the sub project implementation with in specified time schedule and standard.
• Ensure the preparation of the required documents and/or review of prepared documents of
social and economic service and infrastructure sub projects feasibility study, detailed design,
specification and construction contract documents.
• Undertake regular supervision and follow up for project woredas and specific sub- projects sites;
to ensure weather the subproject are constructed as per prepared design standard, specification and
drawings, quality, construction progress with contract agreement schedule or not.
• Assist the regional procurement experts during the preparation of standard documents such as
Standard Bid Documents (SBDs), Request for Proposal (RFP), etc to procure goods, works and
consultancy services; as required.
• Provide technical support to the project woredas during site selection, construction site hand-
over for the contractors, construction layout preparation, supervision, provisional and final
acceptance, etc; of the social and economic services and infrastructure sub projects.
• Assist the project woredas, kebeles and respective implementing agencies for the sustainability
and functionality of the constructed/upgraded/expanded social and economic services and
infrastructures
• Review and comment on technical proposals, design documents, consultancy services and
prepared reports by consultants;

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• Conduct training needs assessments of project woredas including for the regional implementing
agencies and then organize and conduct necessary training to the relevant regional and woreda
experts on feasibility study and detailed design, construction supervision and contract administration,
design and construction quality assurance and inspection procedures of social and economic services
and infrastructures sub projects; including participatory planning, design and monitoring of works by
communities and beneficiaries.
• Organize experience-sharing visits among regions and woredas;
• Organize, facilitate and document lessons & best practice.
• Carry out additional duties that are assigned by the Project Manager
2.3.4 Qualification: BSc/MSc/PhD in Civil Engineering, Hydraulic Engineering, Water Supply
Engineering, or other related fields.
2.3.5Work Experience: 10, 8 and 6 years for BSc/MSc/PhD respectively.
2.3.6Duty station: Regional Project Coordination Unit with occasional travel to project woredas &
kebeles
2.3.7 Duration of the assignment: The duration of the assignment will be for one year with
possibility of extension.
2.3.8Salary: as per the standard of the project

2.4 Job Title: Irrigation Expert

2.4.1 Reports to: Regional Project Manager
2.4.2 Job Summary
The main task of the Irrigation Expert is to ensure Small-Scale and Household Irrigation sub-project
under DRDIP II is implemented per acceptable quality standards. She/he will do this by providing
technical support to the implementing Woredas and Kebeles in reviewing the feasibility and technical
quality of documents of the sub-projects and monitoring construction supervision. More specifically,
the assignment is meant to critically assess/review the feasibility studies, detailed design and bid
documents for the sub-projects and help improve them. She/he will accordingly prepare regular
profile report for all the proposed sub-projects. The reports shall also clearly indicate the specific areas
that need improvement alternative ideas, for improvement and the overall readiness of the package
for bidding and financing from the project under the overall principles and standards of the World
Bank and international best practices. She/he will also follow up construction, construction
supervision and contract management activities of the sub-projects.
2.4.3 Roles and Responsibility
• Organize and facilitate AWP&B preparation.
• Provide technical support for projects woredas and kebeles;
• Conduct field inspections and evaluation on project implementation to ensure quality and
efficiency of the sub project implementation with in specified time schedule and standard.
• Ensure the preparation of the required documents and/or review of prepared documents of
small-scale irrigation sub projects feasibility study, detailed design, specification and construction
contract documents.
• Undertake regular supervision and follow up for project woredas and specific sub- projects sites;
to ensure weather the subproject are constructed as per prepared design standard, specification and
drawings, quality, construction progress with contract agreement schedule or not.
• Work with multi-disciplinary team of experts to support implementation irrigation schemes.
• Provide technical support on the preparation/ review of TOR, concept note, studies and training
materials.
• Support project implementing woredas in the planning, identification and selection of SSI, MIS
and HHI sub-projects for onward implementation.
• Collect the feasibility and detailed design reports document of SSI subprojects and identify
salient features using the attached checklist.

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• Assess/Provide the feasibility and adequacy of technical justification considered and factors that
contribute to the selection of the technology in each sub-project design (e.g. selection of water
sources, site selection of infrastructure (Diversion weir, Irrigation Infrastructures, pumping stations,
etc.) dimension of distribution systems (flow and head). etc.
• Review the criteria/methodology adopted as design guidelines for determination of all hydraulic
parameters and assessment procedure and provides ideas/alternatives for improvement during the
stage of feasibility and detailed design reports document of SSI subprojects.
• Participate on the feasibility study and detail design of the small-scale irrigation.
• Review the prepared designs and assess if all necessary structures are included in completed
design.
• Review design drawings (CAD), construction specification on each work item and elements that
are contributing to the estimated unit cost for the proposed sub-projects.
• Based on the assessment identify gaps, propose alternatives, and support/guide the concerned
regional bureau/agency and woredas to upgrade/improve the design reports.
• Assist regional procurement expert in tender/bid documents preparation for the SSI sub-
projects.
• Prepare and compile performance report on SSI, MIS and HHI sub-projects monthly, quarterly
and annually.
• Perform other duties that are assigned by the regional Project Manager.

2.4.4 Qualification and Experience

x The Irrigation Expert should have Bsc or Msc or PhD Degree in Irrigation engineering, water
Resources Development, Hydraulic Engineering, Agricultural Engineering and related fields.
x Experiences on irrigation or water resources developments.
x Work experience on donor funded projects is preferable.
x Demonstrated experience in development and review of detailed engineering designs of
irrigation and drainage and water resources investments.
x Excellent skills in computer, Eagle Point, Water CAD, GIS and AUTO CAD would be an asset.
x Good spoken and writing skills in English
x The Irrigation expert must have the following work experience 10-, 8- and 6-years’ experience
for Bsc or Msc or PhD degree respectively.
2.4.5 Duration of the Assignment: The duration of the assignment will be for one year, but
extendable depending on the satisfactory performance until the project period.
2.4.6 Place of work: Regional coordination unit with occasional travel to project woredas and
Kebeles.
2.4.7 Salary: As per the salary standard set by the project

2.5 Job Title: Natural Resource Management Expert

2.5.1 Reports to: Project Manager
2.5.2 Job summary
The Regional Natural Resources Management Expert is responsible for the overall coordination and
implementation of the component interventions in collaboration with the regional project
coordination units, woreda project coordination units and other relevant sectors. He/she will provide
technical support and guidance on capacity building, planning, and implementation of the component
activities. On top of that he/she should provide advisory services for project intervention regions,
woredas and kebeles. Ensure the quality and standard of planned and performed activities of the
component.
2.5.3 Roles and Responsibilities
• Organize and compile the overall plan of component activities at RPCU level.
• Work in close collaboration with the Regional PCU, Woreda PCU and other relevant stakeholders
to facilitate the implementation of component interventions.

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• Organize and provide practical & theoretical trainings.
• Provide technical support and advisory service for regional and woreda project coordination
units.
• Organize & conduct sharing experiences among the woredas & kebeles.
• Conduct assessment on integrated natural resources management activities and alternative
energy source technologies to ensure standard, quality, acceptance and sustainability issue.
• Ensure and validate the selected soil and water conservation technologies are technically,
socially and environmentally acceptable
• Ensure the supply of procured alternative energy sources technologies, nursery site inputs and
SWC farm tools are delivered to beneficiaries.
• Promote improved & efficient alternative energy sources technologies for beneficiary.
• Ensure sustainable land scape management, through applying community based participatory
watershed development approach.
• Compile basic data from project intervention regions, woreda’s, kebeles & prepare, monthly,
quarterly and annual narrative reports with analysis of success, problems & possible solutions.
• Provide quarterly based feedback for WPCU based on observed gaps
• Perform other duties and responsibilities when assigned by Project Manager.
2.5.4 Qualifications: Bsc/BA or Msc/MA or PhD degree in Natural resources management, Land
Resources Management, Soil and Water Engineering, Agricultural Engineering, Water Resources
Management and/or related fields
2.5.5 Work Experience: 10, 8 and 6 years for Bsc/BA, Msc/MA and PhD degree respectively.
2.5.6 Skills and Knowledge:
• Collaboration with team work
• Good oral and communication skills
• Good in planning, organizing and report writing
• Acquire basic computer skills
2.5.7 Duration of the assignment: The duration of the assignment will be for one year, but
extendable depending on the satisfactory performance until the project period.
2.5.8 Duty Station: Regional Project Coordination Unit with occasional travel to project Woredas,
and Kebeles
2.5.9 Salary: As per the standard of salaries set by the project.

2.6 Job Title: Livelihood Expert

2.6.1 Reporting to: Regional Project Manager
2.6.2 Job Summary
The Livelihood expert coordinates the traditional and non-traditional livelihood sub-components in
providing guidance concerning planning, capacity building and implementation of the sub- component
activities related to increment of production and productivity of crop and livestock, promote income
generating activities and development of livelihood opportunities supported by the project to
strengthen the economic livelihoods of host and refugee communities.
2.6.3 Roles and Responsibilities
• Prepare the annual work plan and budget of the sub-components.
• Coordinate and mobilize the implementing partners to ensure play their responsibilities;
• Coordinates the data collection on production and productivity of crops and livestock, incomes,
household business investments, and savings and activities related to the on-farm and non- farm
activities.
• Prepare the quarter and annual progress reports on the performance of the sub-components.
• Follow up and support the identification of viable on-farm & non-farm livelihood opportunities for
communities.
• Ensure, follows up & support the establishment of CBOs and related capacity building activities.
• Develop and/or review manuals related to on-farm & non-farm livelihoods.

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• Facilitates experience sharing events from other regions and within regions among woredas on
the selected best practices.
• Ensure complementarity of the on- farm and non-farm livelihood interventions with other
component activities.
• Coordinate, facilitate and ensure the disbursement, management and utilization of matching
grants for intended purpose by eligible CBOs.
• Provide technical assistance on farm and non-farm livelihoods activities to project implementing
woreda/City Administration & kebele.
• Organize, conduct and facilitates capacity building training of on- farm and non-farm livelihood
activities.
• Ensure & facilitate promotion & scaling up of on-farm & non-farm livelihoods best technologies &
practices and document lessons, best practices and success stories.
• Works in collaboration with other staff members; and
• Performs other duties assigned by the Project Manager.
2.6.4 Education: Bsc/BA or Msc/MA or PhD in Agricultural Economics, Rural Development,
Agricultural Extension, Rural Livelihood or other related fields,
2.6.5 Work Experience: 10, 8 and 6 years for Bsc/BA, Msc/MA or PhD respectively
2.6.6 Skills and Knowledge:
• Experience in the areas of rural job opportunity, IGAs and crop production and animal
production are desirable.
• Relevant experience in rural livelihood activities.
• Ability to work in team and independently
• Good communication skill in English.
• Good report writing and Computer skills
2.6.7 Duty Station: The livelihood expert will be stationed at the region PCU with occasional
travelling to project implementation areas in the region.
2.6.8 Duration of the assignment: The duration of the assignment will be for one year with
possibility of extension depending on the satisfactory performance of the employee.
2.6.9 Salary: Based on the standard set by the project.

2.7 Job Title: Environmental, Social Safeguard and Gender Expert

2.7.1 Reporting to: Senior Project Coordinator
2.7.2 Job Summary
The environmental, social safeguard and gender expert will be responsible for the provision of
technical support to the RPCU and project partners at regional level. The environmental, social
safeguard and gender expert will be fully engaged in advising on, facilitating and ensuring (i) the
effective implementation of the Environmental and Social Framework (ESF) instruments, gender
mainsteaming and (ii) provide adequate awareness creation and capacity building at regional, woreda
and kebele levels for management of the environmental, social and gender aspects of the project. The
responsibility of the environmental, social safeguard and gender expert also includes the monitoring
and follows up of the environmental and social management plan implementation as well as gender
mainstreaming activities to mitigate potential impacts of the project.
The environmental, social safeguard and gender expert will work in close collaboration with project
staffs in partnership-oriented approach, harmony and team spirit. The environmental, social
safeguard and gender expert is particularly expected to backup regional project CU on technical
matters related to the project ESF implementation.
2.7.3 Roles and Responsibility
• Facilitate and support the development of tailor-made training materials and pertinent manuals
as well as checklists for ESF implementation which can be used for training at different levels mainly
for regional & Woreda staffs, experts and focal persons, woreda and kebele GRC members and for

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Kebele Development Committees (KDCs) on environmental and social safeguard, social cohesion and
gender mainstreaming;
• Conduct need assessment & TOT trainings on safeguard to the relevant woredas project focal
person, project staffs and experts of implementing sectors or partners aimed at empowering them to
plan, implement, and maintain the ESF implementation system;
• Develop an action plan for environmental and social safeguards supervision & monitoring to and
ensure that the planned activities are implemented as schedule;
• Ensure the project implementations comply with the country environmental and social policies
and regulations and with the World Bank environmental and social frameworks and requirements as
specified in the ESF instruments of the project.
• Oversee, monitoring & evaluation of the implementation of the eligibility checking as well as
conducting E&S screening of subprojects and activities as per the ESF instruments by using eligibility
checking checklist & screening forms provided in the ESMF of the project.
• Prepare & supervise/follow-up the implementation and monitoring of any site-specific
management plans, such as the partial, environmental and social impact assessment (PESIA),
Resettlement Plan (RP), Livelihood Restoration Plan (LRP), Environmental and Social Management
Plans (ESMPs), Security Risk Assessment and Management Plan (SRAMP) and any other site-specific
risk management plans required during project implementation.
• Establish monitoring and evaluation system for the implementation of ESS activities in accordance
with the ESF instruments of the project.
• Facilitate communication among various project stakeholders, regional agriculture bureaus and
others dealing with environmental and social safeguards to promote environmentally and socially
sound project implementation;
• Ensure & oversee that risk minimizing structures and other activities are included in to project
design, implementation and monitoring activities;
• Undertake site visits, field inspections and critical evaluation of actions needed to ensure the
safety and sustainability of the project as well as assess how environmental and social screening and
mitigation measures are applied in minimizing adverse impacts and give feedback to the project
implementing sectors;
• Ensure that project specific grievance mechanism is established and functional at all levels,
whether GRC are furnished with necessary materials, and the communities in general have adequate
awareness on the availability of project and worker GRM.
• Coordinate the incorporation of the Gender Equality and women participation as provided in the
PAD and PIM and monitor the status
• Incorporate/Implement the developed GBV/SEA/SH Prevention and Response Action plan and
disseminate it to all concerned implementing stakeholders;
• Coordinate with and support government/stakeholder staffs to ensure Gender mainstreaming
and GBV issues are mainstreamed in regional, woreda and Kebele planning, implementation,
monitoring and evaluation of the project activity;
• Organize different platforms and awareness-raising campaigns for GBV prevention in project
woredas and kebeles with working in partnership with local officials, NGOs and schools.
• Coordinate the planning and implementation of Gender mainstreaming and GBV training at
regional and woreda levels;
• Establish/strengthen partnerships and networks with federal, regional and woreda authorities
responsible for gender issues to maximize technical capacity support and sustainability from other
government actors such as the Women’s Affairs Excutive/ Bureau/office (at regional and woredas)
• Develop/facilitate mechanisms for experience exchange and lessons learning on women
empowerment and gender issues at regional and woreda levels;
• Work closely with M&E expert to ensure that Gender mainstreaming and GBV issues are reflected
in M&E plan, frameworks, and reports to assess whether the objectives of gender mainstreaming and
GBV are on the right track or being met.

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• Facilitate/give backstopping for the development of similar plans by the implementers of Woreda
and Community;
• Work with Project Manager and project staff and agencies of environmental protection entities
and different implementing sectors.
• Compile quarterly and annual reports and submit to the FPCU on environmental and social risk
management performances, grievance redress mechanism (GRM), stakeholders’ engagement, public
consultation, Gender mainstreaming & GBV performance and related issues as part of the reporting
template agreed with FPCU;
x Carry out other duties assigned by Regional Project Manager
2.7.4 Qualification
• BSc/MSc/PhD degree in environmental sciences, environmental and Development studies, rural
development, social work and other related fields of study;
2.7.5 Experience
• A minimum of 10, 8 and 6 years of experience for BSc, MSc and PhD respectively
• Work experience in donor funded projects is preferable
• Good understanding of the World Banks’ Environmental and Social Framework;
• Knowledge and skill on different environmental and social framework instruments;
• Knowledge and skill in conducting environmental and social impact assessment, preparing
environmental and social management plan (ESMP), and resettlement plan (RP, environmental and
social performance monitoring;
• Excellent communication skill, both oral and written in English.
• Excellent analytical and writing skills;
• Ability to work as team spirit, sharing information and coordinating efforts within the team;
• Full computer literacy in Microsoft Office programs i.e. MS-Word, MS-Excel and MS-Power Point.
2.7.6 Duration of the assignment
The duration of the assignment will be for one year with possibility of extension depending on the
satisfactory performance of the employee.
2.7.7 Duty station: At regional level with occasional travel to project, woredas and kebeles
2.7.8 Salary: As per the salary standard set by the project

2.8 Job Title: Regional Senior Accountant

2.8.1 Reporting to: The Project Manager
2.8.2 Job Summary
The Regional senior accountant will be responsible for the overall project FM and day-to-day
maintenance of the project books of account, records, and the entire data capturing function and
accounting and will work closely with the project team and regional finance Directorate under the
supervision of the regional Project Coordination Unit (PCU).
2.8.3 Specific responsibilities
(a) Ensure availability of resources (inputs):
• Financial management proclamation, procedures, and Financial Management Manual.
• Accountable for documents like Payment Vouchers, Cash Receipt Vouchers and Journal Vouchers,
Goods Receiving Vouchers, Goods/Store Issue Vouchers, and Goods Return Vouchers; working
formats like store control cards, bin cards and fixed asset registers
• Computers in a safe conditions from virus and unauthorized access (and free from unnecessary
interaction.
Record, maintain, and reporting functions including maintaining books of accounts in accordance with
project Financial Management Manual
• Ensure that all implementing woredas have installed the required FM system acceptable to the
World Bank and FPCU
• Install, implement and advise on accounts control and other accounting system for the project
implementing woredas

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• Maintain an up-to-date and reliable financial management system
• Monitor budget performance
• Maintain opening balances in the new fiscal year;
• Prepare Check, Petty cash voucher, Check Payment voucher, and also Journal voucher for
settlement, and debit and credit advices
• Make adjustments and closing entries;
• Reconcile general ledgers and subsidiary ledgers
• Ensure transactions are posted to their proper code
• Ensure that payments are made as per the budget allocated for each project and expenditure
category
• Prepare explanations for major budget variances
• Monitor the performance of fund flow mechanisms of the Project and ensure that timely
replenishments are made to project implementing woredas & the required funds are received from
National Project Coordination Unit
• Ensure compliance of budgetary and internal control procedures
• Follow up the submission of replenishment requests, monthly bank reconciliation and reports
from the Project implementing agencies
• Consolidate reports of project implementing woredas & submit replenishment request
• Make sure that all accounting information is made available to internal and external auditors and
answer queries regarding accounting and financial records and statements;
• Follow up receipt of periodic financial reports from woredas
• Preparation of IFR and year-end financial statements accurately and timely as indicated in the
Financial Management Manual of DRDIP-II.
o Accounting transaction processed at the regional level,
o Consolidation of the Woreda reports, and
• Ensure that quarterly reports are sent to the National Project Coordination Unit within the time
stipulated in the financial manual
(b) Conduct monthly routines activities:
• Ensuring monthly bank statements are received and reconciliations are prepared immediately
• Checking payrolls to contract project employees
• Ensure the timely preparation of vouchers and payment to vendors and other payees;
• Ensure that payment of tax obligations including income taxes, withholding taxes, VAT and cost
sharing deduction to BoR
• Checking the reconciling of advances and prepayments
• Preparing monthly reports
• Check the cross-referencing procurement files against relevant Payment vouchers on time
• Make sure that all fixed assets acquired are provided with identification number and recorded on
the fixed asset registers
• Make sure that original copy of payment vouchers is detached from pad, attached with supporting
documents and filed properly
• Prepare a monthly status report as per the Financial Management Manual of project
• Conduct count of cash in hand balance at least once in a month to confirm existence of recorded
cash in hand balance and other assets at least once in a year
(c) Planning and budgeting including:
• Participating in the AWP&B at the regional level and implementing the same when approved
• Ensure that every payment is supported by budget and that there is no overspending
• Check the produced monthly budget utilization report
• Recording commitments payable at the end of the fiscal year
• Ensure that unused budgets left over at the end of the year are re-budgeted for the subsequent
year

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Ensure that outstanding audit issues (as per audit findings) and recommendations are well taken and
the appropriate corrective actions are taken and report the action taken to the Regional Project
Coordination Unit and FPCU immediately after the date of receipt of the Audit report.
Facilitation and dissemination of financial management information
• Coordinate and supervise accounting and financial management related activities at regional, and
woreda levels
• Facilitate and follow up the completion of annual audit of the project within the deadline
• Assist the various teams visiting the public bodies or seeking information including External
Auditors, Bank’s implementation support missions and other higher level finance offices
• Ensure timely replenishments are made to project implementing agencies and the required funds
are received from National Project Coordination Unit
• Support and supervise the regional Accountant and Woreda Accountant.
(d) Communication and Collaboration:
• Having acquaintance with bank officers at regional level for follow-up on fund arrival and
availability, advice, and bank statements
• Communicate with the woreda offices in the regional Government structure and relevant sector
offices within the public body
• Liaising with the government institutions and higher regional level officers and ensuring that
accounting records are maintained and financial reports are prepared on schedule, delivered to the
Government and to federal coordination unit as per the FM Manual.
(e) Handing over report including:
• Handing over report including the action plan and status report as to the overall activities of
finance
• Prepare comprehensive handover report when he/she resigns and for annual leave according to
the handing over procedure indicated in the financial management manual
• Providing training and coaching support to woreda accountants
• Perform other project financial management activities as directed by the regional Finance Head
or Senior Project Coordinator
2.8.3 Deliverables
Regional Senior Accountant submits monthly payroll, balance sheet, trial balance and progress
report to the regional Senior Project Coordinator and FPCU.
2.8.4 Qualifications: B.A or M.A or PhD degree in Accounting, Accounting and Finance and
Financial Management,
2.8.5 Work Experience and competence
• 10, 8 and 6 years of experience for B.A, M.A and PhD degree respectively.
• Experience in working as Finance Management Specialist, Senior Accountant, and Finance Officer
• Demonstrated experience in donor funded projects is preferable
• Certified and proficiency in computerized financial management system is required like peachtree
accounting, spread sheet, excel and Ms-office etc…
• Certified and practical experience on Integrated Budget Expenditure System (IBEX)
• Exhibit high level of integrity and ethical code of conduct
• Excellent computer application skills
2.8.6 Contract duration: The duration of the assignment will be for one year but extendable
depending on the satisfactory performance of the employee.
2.8.7 Duty station: Regional PCU with occasional travel to Woredas, and Kebeles
2.8.8 Salary: As per the standard of salaries set by the project.

2.9 Job Title: Accountant

2.9.1 Report to: Senior Accountant
2.9.2 Job Summary

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The accountant will be responsible for day-to-day accounting transaction, routine FM activities, and
will work closely with project team and Regional Finance Directorate under the supervision of the
Regional Senior Accountant.

2.9.3 Roles & responsibilities

2.9.4 Recording and reporting functions:
While his/her main duty is to provide support the team he/ she is also responsible to maintain books
of accounts in accordance with project Financial Management Manual at the regional level & support
Woredas:
• Maintains an up-to-date and reliable financial management system
• Prepare Check, petty cash voucher and check payment voucher and Journal vouchers for
settlements and for debit and credit advices
• Make adjusting entries
• Reconcile general ledgers and subsidiary ledgers
• Check transactions are coded and posted to their proper code
• Check compliance of budgetary and internal control procedures;
• Check that payments are made as per the budget allocated for each project and expenditure
category
• Makes sure that all accounting information is made available to internal and external auditors and
answers queries regarding accounting and financial records and statements;
• Follows up receipt of periodic financial reports from implementing Agencies
• Preparation of IFR and year-end financial statements accurately and timely as indicated in the
financial management manual of project.
• Accounting transaction processed at the regional/woreda level
• Ensures that quarterly reports are sent to the regional Project Coordination financial management
specialist Unit within the time stipulated on the FM manual
• Facilitates the distribution of financial reports from Woreda to Region to Federal.
(a) Conduct monthly routines activities:
• Follow-up for status of accounts and providing them support through telephone and in person
when deemed necessary
• Conduct count of cash in hand balance at least once a month to confirm existence of recorded
cash in hand balance and other assets at least once in a year
(b) Planning and budgeting:
• Ensure that every payment is supported by budget and that there is no overspending
• Check monthly budget utilization report of regional/woreda for accuracy
Assists the project in implementing audit recommendations and in taking appropriate corrective
actions are taken and of reporting of the action taken to the regional immediately after the date of
receipt of the Audit report.
(c) Facilitation and dissemination of financial management information:
• Facilitates the completion of annual audit of project financial statements within the deadline
• The accountant is responsible to assist the various teams visiting the public bodies or seeking
information including External Auditors, Rapid Response Team, regional and federal information
centres, and higher level finance offices
• Ensure that timely replenishments are requested to project implementing agencies and the
required funds are received from National/Regional Coordination Unit;
• Support and assist the Region Senior Accountant
(d) Networking (Having a strong working relationship):
• Acquaintance with bank officers for follow-up of fund arrival and availability, advice and bank
statements
• Communicate with the Woreda and regional offices in the Ethiopian Government structure and
relevant sector offices within the public body;

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(e) Handing over report:
• Handing over report including the action plan and status report as to the overall activities of
finance
• Comprehensive handover report when he/she resign according to the handing over procedure
indicated in the financial management manual of project.
x Perform other DRDIP-II financial management activities as directed by the Regional Project
Manager and Senior FM Staff.
2.9.5 Deliverables
The accountant submits monthly payroll, balance sheet, trial balance, and progress reports to the
Regional Senior Accountant.Accountant submits monthly financial activities report in the area of his
/her work.
2.9.7 Qualifications: B.A or M.A or PhD degree in Accounting or Accounting and Finance
2.9.8 Work Experience and competence
• 8, 6 and 4 years of experience for B.A, M.A and PhD degree respectively.
• Experience in working as Finance officer, Senior Accountant and Accountant
• Demonstrated experience in donor funded projects is preferable
• Certified and proficiency in computerized financial management system is required like
peachtree accounting, spread sheet, excel and Ms-office etc…
• Certified and practical experience on Integrated Budget Expenditure System (IBEX)
• Exhibit high level of integrity and ethical code of conduct
• Excellent computer application skills
2.9.9Contract duration: The duration of the assignment will be for one year but extendable
depending on the satisfactory performance of the employee.
2.9.10 Duty station: Regional PCU with occasional travel to project Woredas and Kebeles
2.9.11 Salary: As per the standard of salaries set by the project

2.10 Cashier
2.10.1 Reporting to: The Senior Accountant
2.10.2 Job Summary
Responsible for processing and controlling all petty cash transactions, event expenditures and other
day to day outlays accurately and efficiently in accordance with established policies and procedures
of the project
2.10.3 Roles and Responsibilities
The cashier will have the responsibility to maintain an efficient delivery of petty cash/Deliver
Efficient Financial Transactions
• Handle the management of permitted petty cash
• Process financial expenditure for project staff and other related stake holders when authorized
• Pay project bills by cash, vouchers, or checks
• Balance the daily account at the end of each day
• Maintain monthly, weekly and daily report of transactions
• Issue receipts, refunds, change or tickets
• Process travel air tickets when required.
• Strong communication skills that help to develop continuous conversation with the customers
• Handle workshop payment, facilitate and settle the advance on time
• Deposit all cash and checks collected on behave of the project to the bank daily
• Good experience in financial transaction particularly management of petty cashes
• Carry out other functions as assigned by the project managersand Senior Accountant
2.10.4 Qualification: College Diploma or Level 4 or BA in Accounting
2.10.5 Work Experience and competence
• 8/ 6 years of experience for college diploma/ Level 4 or B.A respectively.
• Experience in working as Cashier Accountant, Cashier, Cash Collector, and Junior Accountant

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• Certified and proficiency in computerized financial management system is required like peachtree
accounting, spread sheet, excel and Ms-office etc…
• Certified and practical experience on Integrated Budget Expenditure System (IBEX)
• Exhibit high level of integrity and ethical code of conduct
• Excellent computer application skills
2.10.6 Contract duration: The duration of the assignment will be for one year but extendable
depending on the satisfactory performance of the employee.
2.10.7 Duty station: Regional PCU with occasional travel to Woredas, and Kebeles
2.10.8 Salary: As per the standard of salaries set by the project

2.11 Job Title: Procurement Expert

2.11.1 Report to: Project Manager
2.11.2 Job Summary
Under the supervision of the Regional Senior Project Coordinator the Regional Procurement Expert
prepares annual procurement plan implemented at regional project coordination unit and consolidate
the woreda/city administration procurement plan. He/she ensure the procurement of goods, works
and consultancy and non-consultancy services based on project procurement manuals and
regulations. Procure items as per the approved procurement plan.
2.11.3 Roles and Responsibilities
• Prepares the annual procurement plan based on approved work plan and budget.
• Implement and ensure project procurement manual, community procurement manual, formats
and templates that guides the procurement at Regional, Woreda and Community levels.
• Ensure the procurement of goods, works and consultancy and non-consultancy services based on
project procurement manuals and regulations.
• Facilitate and procures goods, works and consultancy and non-consultancy services which cannot
be handled by the woreda/city administration Procurement levels.
• Facilitate and provide technical support for woreda and city administration Procurement Experts.
• Facilitate, maintain and ensure procurement documents at woreda, city administration and
kebele levels.
• Prepare bid documents and facilitate bidding process.
• Ensure that all procurements are done on a competitive bidding basis to ensure value for money.
• Ensure, maintain and follow up the collection, recording, bid and performance securities / bonds
that are submitted by bidders/ awarded supplier/ contractor including the validity period for
extension.
• Ensures and conduct procure goods, services and consultancy are carried out as per the
specifications and standards.
• Maintains supplier’s data, prices, technical specifications, catalogues, drawings and other
information.
• Ensure any complaints from contractors, suppliers and from any other partner is resolved on time.
• Ensure environmental, social safeguard and gender obligations are included in contract
agreement documents
• Provide technical support for woredas and kebeles and ensure proper documentation and record
keeping at all levels.
• Timely addresses comments provided by Internal and External Auditors; and from others on
procurement related matters.
• Provide and facilitate procurement training and workshops.
• Prepares monthly, quarterly and annual progress reports.
• Prepare and ensure procurement documents are properly kept at all level
• Upload procurement plan and document on Systematic Tracking of Exchanges in Procurement
(STEP) and follow up the approval of no objection
• Coach and guide Procurement Experts on their roles and responsibilities

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• Performs other related duties assigned by the Project Manager.
2.11.4 Qualification: BA or MA or PhD in Management, Business Management, Procurement
Management, Purchasing & Supplies Management or related field.
2.11.5 Work Experience: 10, 8 and 6 years of experience for BA or MA or PhD respectively.
The candidate should have experience and proven knowledge of procurement policies and
procedures of any of the multilateral donors. Proficiency in the use of computer for word processing
and spread-sheets is required.
2.11.6 Duty Station: The Regional Procurement expert will be stationed at the Regional Project
Coordination Unit (RPCU) in the regions with travelling to woredas for training, technical assistance
and quality assurance.
2.11.7 Duration of the assignment: The duration of the assignment will be for one year, but
extendable depending on the satisfactory performance until the project period.
Salary: As per the salary standard set by the project

2.12 Job Title: Office Administration and Secretary

2.12.1 Report to: Senior Project Coordinator
2.12.2 Job Summary
The Office Administration and Secretary is responsible for organizing and coordinating office activities
and procedures in order to ensure the project unit effectiveness and efficiency; make sure that office
equipment is maintained relevant records are up to date and files are orderly archived.
2.12.3 Roles and Responsibilities
The Office Administration and Secretary will have the responsibility to maintain an efficient delivery
of office secretarial functions.
(a) Maintain Office Services
• Establish standards and procedures, organize office operations and procedures
• Deliver clerical ad secretarial functions
• Prepare time sheets
• Control correspondences, monitor, record and report to phone calls, mails/messages and deal
with routine appointment and reception of guests
• Review and approve supply requisitions, facilitate the timely, procurement request and delivery
of stationery and office utilities, maintain office equipment
• Liaise with other agencies, organizations and groups
(b) Maintain Office Records:
• Design filing systems; ensure filing systems are maintained and up to date.
• Define procedures for record retention, warrant effective transfer of files and records, ensure
protection and security of files and records
• Transfer and dispose records according to retention schedules and policies; organize in and out
letters to partner offices, project woredas and Federal project coordination units
• Ensure personnel files are up to date and secure
(c) Maintain Office Efficiency:
• Plan and implement office systems, layout and equipment procurement
• Anticipate needed supplies, verify receipt of supply
• Maintain and replenish inventory heck and code stock to determine inventory levels.
• Make supervision on office utilities and their maintenance service, ensure the safety and
security office properties
• Carry out other functions as assigned by the Project Manager
2.12.4 Qualification: TVET diploma (Level 4) or College diploma in Human Resource Management,
Secretarial Science, Office Management and related fields
2.12.5 Work Experience:
• 6 and 4 years for TVET diploma (Level 4) and College diploma respectively with relevant work
experience.

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• Knowledge of Office Administration
• Ability to maintain a high level of accuracy in preparing and entering information and ability to
organize data and draft reports on daily, weekly and monthly basis.
• Strong communication skills that help to develop courteous conversation with the customers
• Basic computer knowledge
• Customer satisfaction-oriented
• The candidate is expected to have good team spirit and attitude, strong communication and
time management skills
• Ability in computer writing including spreadsheet and word processing is mandatory.
2.12.6 Duty Station: The Office Administration and Secretary will be stationed at the regional
Project Coordination Unit in the regions and travel to the woredas of the project when requested.
2.12.7 Duration of the assignment: The duration of the assignment will be for one year with
possibility of extension depending on the satisfactory performance of the employee.
Salary: As per the standard set by the project.

2.13 Job Title: Messenger

2.13.1 Reporting to: Office Administration and Secretary
2.13.2 Job Summary
She/He delivers messages and items, such as letters and other documents to offices in the regional
bureaus. She/He plans the most efficient route to deliver items. She/He also takes record of items
delivered and received, as well as recipient’s response to a message. Also, the Messenger will be
responsible for the following:
2.13.3 Roles and responsibilities
• Determine destinations by referring to addresses on packages and documents
• Ensure that her/his delivery is done on time
• Ensure the highest degree of security of shipment
• Take recipient’s signature of the receipt
• Understand privacy rules and not tamper with package or document
• Maintain records of daily visits in the log book
• Use telephones to deliver verbal messages
• Cleans office equipment
• Performs other related duties as assigned by thevRegional Project Manager
2.13.4 Qualification: 12th / 10th grade complete.
2.13.5 Work Experience: 4 years’ work experience in messenger.
2.13.6 Special Skill: Good communication skill
2.13.7 Salary: Based on the Project’s scale

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3. Woreda Project Coordination Unit
3.1 Job Title: Project Coordinator
3.1.1 Reporting to: Head, Office of Agriculture/City Administration Mayor and RPCU Project
Manager
3.1.2 Job Summary
The woreda/city administration Project Coordinator reports to the Regional Project Manager and
Head, Office of Agriculture. He/she will conduct planning, administering and coordinating the activities
of the Project at the woreda level. He/she ensure that the Project is implemented in accordance with
the Financing Agreement with the World Bank and the Project Implementation Manual (PIM), and in
compliance with government and WB guidelines and procedures. He/she will assist the woreda project
coordination team in monitoring, overseeing and guiding the implementation of the various
components of the Project.
Implement Planning, M&E systems focused on data collection, analysis and reporting to ensure
implementation of project outcomes, outputs and activities in line to log-frame indicators and targets.
Coordinate and facilitate the implementation of the project activities. Ensure M&E systems are in
place in line with project indicators. Facilitate and/or make sure project monitoring and evaluation
system (quantitative and qualitative) are linked to strategies, plans, indicators, data collection and
information management tools. In collaboration with project team ensure that the plan is
implemented and coordinate and guide the M&E related activities.
3.1.3 Roles and Responsibilities
• Coordinate and organize annual work plan and budget preparation and consolidation.
• Lead the activities related to the promotion of the integration of CDD into woreda integrated
planning and budget development processes and specific integration activities such as financial
systems, budget calendar as well as linkage of complementary activities in collaboration with
concerned institutions such as WoFED and implementing sectors
• Prepare detailed descriptive reports indicating narrative and figurative/qualitative performances
on project submit to the woreda (WPTC, WPSC) and RPCU;
• Coordinate and ensure quality and timely preparation and submission of monthly, quarterly and
annual report on project implementation
• Coordinate/carry out M&E periodical review in consultation and coordination with project
stakeholders and development partners
• Work closely with all project teams to ensure availability of basic data to produce quality
progress reports;
• Follow up and facilitate signing of financing agreement between the kebele administration and
the woreda in terms of planning implementing and monitoring of the project’s community level
activities and establishment of a baseline/profile of the kebele;
• Work closely with all project teams to ensure timely input with required quantity (finance,
technical support) to produce quality output.
• Initiate and conduct regular review meetings;
• Coordinate and coach all woreda project coordination unit staffs for overall project
implementation
• Lead and guide for effective implementation of the project activities based on project
development objectives and implementation approach
• Ensure the establishment and functionality of kebele/camp and community level committees
• Facilitate and manage capacity building activities for implementing sectors, kebele level
institutions and relevant stakeholders
• Ensure that project resources are used for intended purposes
• Ensure documentation of project annual work plan and budget, quarter and annual report,
lessons and best practice in hard copy and soft copy.
• Perform other duties assigned by regional senior project coordinator and from office of
Agricultural head

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3.1.4 Qualification and experiences:
• Bsc/BA or Msc/MA or PhD degree in Agricultural-Economics, Economics, Management,
Development Studies or related fields of study with adequate experiences.
• 10, 8 and 6 years of work experience for Bsc/BA, Msc/MA and PhD respectively.
• Experiences with donors funded development programmes/project
• Fluent communication skills in English (other local languages an advantage)
3.1.5 Duty Station: The woreda/City Administration Senior project coordinator will be stationed at
the woredas office of Agriculture/City Administration with the frequent travel to the project kebeles.
3.1.6 Duration of the assignment: The duration of the assignment will be for one year with
possibility of extension depending on the satisfactory performance of the employee.
3.1.7 Salary: As per the salary standard set by the project
3.2 Job Title: Community Mobilizer and M&E Expert
3.2.1 Reporting to: Woreda/City Administration Project Coordinator
3.2.2 Job Summary
The Community Mobilizer and M&E expert has the overall responsibility of promotion of broad
participation and community decision-making in local planning and development. Building
community- based institutions and pertinent capacities at both the community and local government
levels.
3.2.3 Roles and Responsibilities
• Oversee the implementation of CDD modalities and principles to empower communities and
woreda governments to plan developmental activities, mobilize resources, implement investment
projects, and oversee associated services.
• In collaboration with other team members, facilitate and implement the three steps community
consultative planning process for planning CIF, SIF and other component activities;
• Lead the activities related to the promotion of the integration of CDD into woreda integrated
planning and budget development processes
• Follow up mobilization of resources from beneficiary communities to ensure the timely deposit of
community cash contribution, material and labour contribution;
• Lead the data collection tasks through KoBo Toolbox and Microsoft Excel and Deliver M&E Reports
• Follow up and facilitate signing of financing agreement between the kebele administration and
the woreda in terms of planning implementing and monitoring of the project’s community level
activities and establishment of a baseline/profile of the kebele;
• Promote active participation of different community members and all social group including
women, youth, mobile pastoralists, agro-pastoralists, minorities and other potentially disadvantaged
and vulnerable people in all community consultations;
• Follow up the establishment, facilitate training and ensure functionally of the community
oversight committee and Community Audit Committee;
• In collaboration with other team members, identify and train kebele facilitation team (kebele
administrator and manager and other key KDC members, frontline service providers such as Das,
animal health technicians, teachers and Health Extension Workers as well as pre identified traditional
leaders of the community that can serve as representatives of the broader community;
• In collaboration with other members and woreda technical committee members, together with
the kebele facilitation team conduct PRA to map traditional and formal community group and
establish a community profile and maintain data produced.
• Facilitate, coordinate and organize CDP and CAP preparation in each project kebele
• Follows up and ensure collection of community contribution for the implementation of
community subprojects, proper recording and utilization and ensure conversion of labour and in-kind
contribution in to monitory value.
• Oversee the operation and maintenance plan of the community subprojects to ensure designation
of responsibilities to address the issue for sustainability and effective service delivery for the
communities;

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• Facilitate and follows up the assignment of manpower and allocation of operational cost by
concerned sector offices to ensure the fictionalization of completed subprojects;
• Work in collaboration with other staff members;
• Facilitate and organize community and woreda level learning fora, best practices and lessons of
the project
• Provide technical support for project kebeles
• Collect and organize different data from kebeles and woreda and ensure proper documentation.
• Perform other duties assigned by the project coordinator;
3.2.4 Qualification: Bsc/BA or Msc/MA or PhD degree in Agricultural Economics, Economics,
Agricultural Extension, Rural Development, Development Study, Social Work, Community
Development or other related fields of study;
3.2.5 Experience:
• 8, 6 and 4 years of work experience for Bsc/BA, Msc/MA and PhD respectively.
• Experience in donor funded projects is preferable.
• Experiences in rural and pastoral community development following community demand driven
approach (CDD) is desirable.
• Ability to work in team and independently
• Good interpersonal communication
• Good report writing abilities
• Basic computer skill
• Knowledge of local language (Speaking, Writing and Reading) of the region.
3.2.6 Duty Station: The woredas/City Administration Community Mobilizer and M&E expert will
be stationed at the woredas office of Agriculture/City Administration.
3.2.7 Duration of the assignment: The duration of the assignment will be for one year with
possibility of extension depending on the satisfactory performance of the employee.
3.2.8 Salary: As per the salary standard set by the project.

3.3 Job Title: Senior Accountant

3.3.1 Report to: Woreda/City Administration Project Coordinator
3.3.2 Job summary
The Senior Accountant will be responsible for the day-to-day maintenance of the project books of
account, records, and the entire data capturing function and accounting and will work closely with
the project team under the supervision of the project coordinator, woreda Finance and Economic
Development office and regional Senior Accountant.
3.3.3 Roles and responsibilities:
(a) Ensuring the availability of resources (inputs) including:
• Financial Management Manual;
• Accountable for documents like Payment Vouchers, Cash Receipt Vouchers and Journal Vouchers,
Goods Receiving Vouchers, Goods/Store Issue Vouchers, and Goods Return Vouchers; Working
formats like store control cards, bin cards and Fixed Assets registers;
• Keeping computers,a in a safe condition from virus and unauthorized access (and free from
unnecessary interaction
• Recording and reporting functions including maintaining books of accounts in accordance with the
project Financial Management Manual and accordingly, he/she is responsible to:
• Install, implement and advise on accounts control and other accounting system for the project
• Maintain an up-to-date and reliable financial management system
• Monitor budget performance
• Maintain opening balances in the new fiscal year
• Prepare Check, Petty cash voucher, Check Payment voucher, and also Journal voucher for
settlement, and debit and credit advices
• Make adjustments and closing entries

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• Reconcile general ledgers and subsidiary ledgers
• Ensure transactions are posted to their proper code
• Ensure that payments are made as per the budget allocated for each project and expenditure
category
• Prepare explanations for major budget variances
• Monitor the performance of fund flow mechanisms of the Project and ensure that timely
replenishments are made to project implementing agencies & the required funds are received from
regional project coordination unit
• Ensure compliance of budgetary and internal control procedures
• Follow up the submission of replenishment requests, monthly bank reconciliation and reports
from the project implementing agencies
• Consolidate reports of the project & submit replenishment request
• Make sure that all accounting information is made available to internal and external auditors and
answer queries regarding accounting and financial records and statements
• Preparation of IFR and year-end financial statements accurately and timely as indicated in the
Financial Management Manual of DRDIP-II;
• Ensure that monthly and quarterly reports are sent to the Regional Coordination Unit within the
time stipulated in the financial manual;
(b) Conducting monthly routines:
• Ensuring monthly bank statements are received and reconciliations are prepared immediately
• Preparing payrolls to the project employees
• Ensuring the timely preparation of vouchers and payment to Vendors and other payees
• Ensuring that payment of tax obligations including income taxes, withholding taxes, VAT, pension
contribution and cost sharing deduction to office of revenue and PSSSA
• Reconciling of advances and prepayments
• Preparing monthly reports
• Making sure that all fixed assets acquired are provided with identification number and recorded
on the fixed asset registers;
• Making sure that original copy of payment vouchers is detached from pad, attached with
supporting documents and filed properly;
• Preparing a monthly status report as per the Financial Management Manual of DRDIP-II
• Conducting count of cash in hand balance at least once in a month to confirm existence of
recorded cash in hand balance and other assets at least once in a year.
(c) Planning and budgeting:
• Participate in AWP&B preparation at woreda level and implement when approved
• Ensure that every payment is supported by budget and that there is no overspending
• Produce monthly budget utilization report
• Record commitments payable at the end of the fiscal year
• Ensure that unused budgets left over at the end of the year are re-budgeted for the subsequent
year.
• Ensure that outstanding audit issues (as per audit findings) and recommendations at the woreda
are well taken and the appropriate corrective actions are taken; and report the action taken to the
Regional senior FM staff immediately after the date of receipt of the Audit report.
(d) Facilitate and disseminate financial management information:
• Coordinate and supervising accounting and financial management related activities at woreda
levels
• Facilitate the completion of annual audit of project financial statements within the deadline
• Assist the various teams visiting the public bodies or seeking information including External
Auditors, Bank’s implementation support missions and other higher level finance offices
• Ensure timely replenishments are made from regional project coordination unit
(e) Networking (Having a strong working relationship):

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• Having acquaintance with bank officers at woreda level for follow-up on fund arrival and
availability, advice, and bank statements;
• Networking with the regional offices in the Ethiopian Government structure and relevant sector
offices within the public body;
• Reading and keeping full understanding of Project Implementation Manual and Financial
Management Manual; and
• Liaising with the Government institutions and higher woreda level officers and ensuring that
accounting records are maintained and financial reports are prepared on schedule, delivered to the
region as per the FM Manual.
(f) Handle report preparation and submission:
• Handover report including action plan and status report as to overall activities of finance
management
• Prepare comprehensive report and handover when he/she resign/on leave according to the
handing over procedure indicated in the financial management manual of the project
x Perform other financial management activities as directed by the Woreda coordinator and
Woreda office of finance.
3.3.4 Deliverables
Senior Accountant submits monthly progress report to the regional FM specialist.
3.3.5 Qualification: BA/MA/PhD in Accounting, Accounting and Finance, Financial Management
3.3.6 Work Experience and competence
• 8/ 6/4 years of experience for B.A, M.A and PhD degree respectively.
• Experience in working as Senior Finance Expert/Officer, Finance officer, and Senior Accountant
• Demonstrated experience in donor funded projects preferable
• Certified and proficiency in computerized financial management system is required like
peachtree accounting, spread sheet, excel and Ms-office etc…
• Certified and practical experience on Integrated Budget Expenditure System (IBEX)
• Exhibit high level of integrity and ethical code of conduct
• Excellent computer application skills
3.3.7 Contract duration: The duration of the assignment will be for one year but extendable
depending on the satisfactory performance of the employee.
3.3.8 Duty station: Woreda/City administration PCU with occasional travel to Kebeles
3.3.9 Salary: As per the standard of salaries set by the project.

3.4 Accountant
3.4.1 Report to: Senior Accountant
3.4.2 Job Summary
The accountant will be responsible for day-to-day accounting transaction, routine FM activities, and
will work closely with project team and woreda Finance and Economic Development office and
woreda Senior Accountant.
3.4.3 Specific responsibilities include
(a) Recording and reporting functions: While his/her main duty is to provide support the team he/
she is also responsible to maintain books of accounts in accordance with project Financial
Management Manual at the regional level & support Woredas
• Maintains an up-to-date and reliable financial management system
• Prepare Check, petty cash voucher and check payment voucher and Journal vouchers for
settlements and for debit and credit advices
• Make adjusting entries
• Reconcile general ledgers and subsidiary ledgers
• Check transactions are coded and posted to their proper code
• Check compliance of budgetary and internal control procedures;

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• Check that payments are made as per the budget allocated for each project and expenditure
category
• Makes sure that all accounting information is made available to internal and external auditors and
answers queries regarding accounting and financial records and statements;
• Follows up receipt of periodic financial reports from implementing Agencies
• Preparation of IFR and year-end financial statements accurately and timely as indicated in the
financial management manual of project. This includes
• Accounting transaction processed at the regional/woreda level
• Ensure that quarterly reports are sent to the regional Project Coordination financial management
specialist Unit within the time stipulated on the FM manual
• Facilitates the distribution of financial reports from Woreda to Region to Federal.
(b) Conduct monthly routines activities:
• Follow-up the status of accounts and providing them support through telephone and in person
when deemed necessary
• Conduct count of cash in hand balance at least once a month to confirm existence of recorded
cash in hand balance and other assets at least once in a year
(c) Planning and budgeting
• Ensure that every payment is supported by budget and that there is no overspending
• Check monthly budget utilization report of woreda for accuracy
• Assists the project in implementing audit recommendations and in taking appropriate corrective
actions are taken and of reporting of the action taken to the woreda Senior Accountant immediately
after the date of receipt of the Audit report.
(d) Facilitate and disseminate financial management information:
• Facilitate the completion of annual audit of project financial statements within the deadline
• The accountant is responsible to assist the various teams visiting the public bodies or seeking
information including External Auditors, Rapid Response Team, regional and federal information
centres, and higher level finance offices
• Ensure that timely replenishments are requested to project implementing agencies and the
required funds are received from Regional Coordination Unit;
• Support and assist the woreda Senior Accountant
(e) Networking (Having a strong working relationship):
• Acquaintance with bank officers for follow-up of fund arrival and availability, advice and bank
statements
• Communicate with the Woreda and regional offices in the Ethiopian Government structure and
relevant sector offices within the public body;
(f) Handing over report:
• Handing over report including the action plan and status report as to the overall activities of
finance
• Comprehensive handover report when he/she resign according to the handing over procedure
indicated in the financial management manual of project.
• Perform other DRDIP-II financial management activities as directed by the Regional/Woreda
Project coordinator and Senior FM Staff.
3.4.4 Deliverables
The accountant submits monthly payroll, balance sheet, trial balance, and progress reports to the
woreda Senior Accountant report in the area of his /her work.
3.4.5 Qualifications: B.A or M.A or PhD degree in Accounting and Accounting,
3.4.6 Work Experience and competence
• 6, 4 and 2 years of experience for B.A, M.A and PhD degree respectively.
• Experience in working as Finance officer, Senior Accountant, and Accountant
• Demonstrated experience in donor funded projects preferable

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• Certified and proficiency in computerized financial management system is required like
peachtree accounting, spread sheet, excel and Ms-office etc…
• Certified and practical experience on Integrated Budget Expenditure System (IBEX)
• Exhibit high level of integrity and ethical code of conduct
• Excellent computer application skills
3.4.7 Duration of the assignment: The duration of the assignment will be for one year but
extendable depending on the satisfactory performance of the employee.
3.4.8 Duty station: Woreda/City Administration PCU with occasional travel to project Kebeles
3.4.9 Salary: As per the standard of salaries set by the project.

3.5 Job Title: Cashier

3.5.1 Reporting to: The Senior Accountant
3.5.2 Job Summary:
Responsible for processing and controlling all petty cash transactions, event expenditures and other
day to day outlays accurately and efficiently in accordance with established policies and procedures
of the project
3.5.3 Roles and Responsibilities
The cashier will have the responsibility to maintain an efficient delivery of petty cash/Deliver
Efficient Financial Transactions
• Handle the management of permitted petty cash
• Process financial expenditure for project staff and other related stake holders when authorized
• Pay project bills by cash, vouchers, or checks
• Balance the daily account at the end of each day
• Maintain monthly, weekly and daily report of transactions
• Issue receipts, refunds, change or tickets
• Process travel air tickets when required.
• Strong communication skills that help to develop continuous conversation with the customers
• Handle workshop payment, facilitate and settle the advance on time
• Deposit all cash and checks collected on behave of the project to the bank daily
• Good experience in financial transaction particularly management of petty cashes
• Carry out other functions as assigned by the project coordinator and Senior Accountant
3.5.4 Qualification: College Diploma or Level 4 or BA in Accounting
3.5.5 Work Experience and competence
• 6/4 years of experience for college diploma/ Level 4 or B.A respectively.
• Experience in working as Cashier Accountant, Cashier, Cash Collector and Junior Accountant
• Skill in computerized financial management system is required like peachtree accounting, spread
sheet, excel and Ms-office etc…
• Certified and practical experience on Integrated Budget Expenditure System (IBEX)
• Exhibit high level of integrity and ethical code of conduct
• Excellent computer application skills
3.5.6 Contract duration: The duration of the assignment will be for one year but extendable
depending on the satisfactory performance of the employee.
3.5.7 Duty station: Woreda/City Administration PCU with occasional travel to Kebeles
3.5.8 Salary: As per the standard of salaries set by the project.

3.6 Job Title: Procurement Expert

3.6.1 Accountable to: The Woreda/City Administration Project Coordinator
3.6.2 Job Summary
Under the supervision of the Woreda/City Adm. Project Coordinator, the Woreda Procurement
Expert prepares procurement plan for procurement activities of the woreda/City Administration
Project Coordination Unit. He/she procures goods, works and services at the Woreda level.

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3.6.3 Roles and Responsibilities
• Prepare the procurement plan for WPCU/CAPCU.
• Procure & ensure goods, services and consultancy based on project procurement manuals,
regulations & procedure.
• Prepare bid document and facilitate bidding process at woreda level.
• Procure goods and services which cannot be handled by the Community/refugee level as required.
• Provide technical support for community/refugee procurement committee on bid document
preparation, bidding process & documentation.
• Prepare, maintain & ensure procurement documents at woreda & kebele levels.
• Ensure, maintain & follows-up the collection, recording, Bid and Performance Securities/ Bonds
that are submitted by Bidders/ awarded supplier/ contractor including the validity period for
extension.
• Conduct & ensure procured goods, services & consultancy are carried out as per the specifications
& standards.
• Maintain suppliers’ data, prices, technical specifications, catalogues, drawings and other
information.
• Ensure any complaints from contractors, suppliers and from any other partner is resolved on time
• Ensure environmental, social safeguard and gender obligations are included in contract
agreement documents
• Timely addresses comments provided by internal and external auditors; and from others on
procurement related matters.
• Provide and facilitate procurement training and workshops.
• Prepare monthly, quarterly and annual progress reports
• Prepare and submit procurement documents to RPCU to upload on STEP and ensure timely
responses for comments on procurement issues.
• Performs other related duties assigned by the woreda/City Administration Project Coordinator.
3.6.4 Qualification: BA or MA or PhD degree in Management, Procurement Management,
Purchasing and Supplies Management or related field.
3.6.5 Work Experience: 8, 6 and 4 years’ experience for BA, MA & PhD respectively. The
procurement expert should have experience and proven knowledge of procurement policies and
procedures of any of the multilateral donors. Proficiency in the use of computer for word processing
and spread-sheets is required.
3.6.6 Duty station: The Woreda Procurement Expert will be stationed at the Woreda/City
Administration Project Coordination Unit with occasional travel to kebele.
3.6.7 Duration of the assignment: The duration of the assignment will be for one year with
possibility of extension depending on the satisfactory performance of the employee.
3.6.8 Salary: As per the salary standard set by the project.

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 Annex VI
Irrigation Water User Association (IWUA)
Irrigation water user associations (IWUAs) go by a wide variety of names. Equal variety is to be found
regarding their size: some are responsible for water management activities on a few hectares of
land, others on many thousands. Countries use different expressions such as: Agricultural Water
Users’ Association (AWUA), Water User Association (WUA), Water User Organization (WUO), Water
Committee (WC), Water and Land Association (WLA), Water Board (WB), Irrigation Committee (IC),
Water Supply (WS), Irrigation Organization (IO), user Community (UC) etc. Despite these differences,
the basic principles on which WUAs operate, as well as the legal rules that strengthen those
principles, are surprisingly similar.
Irrigation water user association formation guiding principles
Fairness and Equity: An association shall be operated in a fair and equitable manner in terms of
decision making and the allocation of irrigation water.
Rational Use of Resources: An association shall manage the canal network within its Service Area in
a rational manner so as to prevent waste, over-watering, erosion, salinization and pollution, as well
as to promote the protection of the environment.
Compulsory Membership: Membership in IWUA is compulsory to the resource (land & water) users
to all within the accepted services area or canal network area or command area and within the
accepted bond of association that can make use of its services and are willing to accept the
corresponding responsibilities.
Voluntary and open membership: Membership in IWUA is also voluntary and open to all within the
accepted command area and within the accepted bond of association that can make use of its
services and are willing to accept the corresponding responsibilities. Unless there is a special case
voluntary principle in most cases will apply to cooperative society establishment.
Democratic control: IWUA members enjoy equal right to vote (one member on vote) and participate
in decisions affecting the IWUA without regarding to the amount of water or land or the volume of
the business. The IWUAs are autonomous, within the framework of law and regulation praise serving
and controlled by its members.
Non-Discrimination: IWUAs are non-discriminatory and a member of an association shall not suffer
discrimination or not marginalized on any basis, in relation to gender, race, nationality, sex, religion
and politics.
Transparency and Participation: An association shall operate in a transparent manner and promote
effective participation in its management bodies.
Education and Training: IWUAs actively promote the education of their members, committee
members, employees if any and others, along with the public in general, in the economic, social,
democratic and mutual self-help principles of IWUAs.
Cooperation among other IWUA: IWUAs within their capability actively cooperate with other IWUAs
in order to best serve the interest of their irrigation water user members and their needs.
Objective of IWUA
The IWUA being the management structure at site (scheme) level and being the owner of the
irrigation scheme, it has various objectives, responsibilities and functions in the development
process of the schemes. Among the various objectives, the following listed are some objectives:
• Coordinate the participation and involvement of the beneficiary communities for equitable
irrigation water distribution among the farmers on outlet command basis
• Process and carryout resource mobilization (irrigation O & M fee, labour contribution, material
and others).
• Resolve disputes and conflicts among the beneficiaries that may arise due to improper water
utilization.
• Provide support and assistance in the form of labour, cash and construction materials during
scheme construction.

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• Prepare operations and maintenance plans and ensure their implementation. Facilitate
irrigation extension, micro-watershed, drainage and pollution control work in the service area or
canal network.
• Enlist members and update the list of water user farmers.
• Maintain records.
• Propose changes in scheme during planning and construction.
• Prepare and execute irrigation management plans etc.
• To ensure the efficient supply of irrigation water, operation and maintenance of irrigation
system
• Coordination and supervision of water distribution and follow up of it efficient utilization, within
the tertiary and quaternary canals.
• To ensure and coordinate members pay all annual fees
• To liaise and collaborate with Government departments and other concerned agencies.
• To ensure the Association’s funds and properties are properly managed and well accounted for.
• To facilitate efficient communication amongst the members.
• Coordinate the demand and supplies of agricultural inputs
• Coordinate and manage the crop production plan and implementation within the command area
• Coordination and follow up the maintenance of the tertiary and quaternary canals and access
roads
• Consult farmers to be market oriented and to produce high value crops according to the
cropping pattern recommended
Organs/Functional Bodies/ of Irrigation Water Users’ Association
The main organ or functional bodies of irrigation Water Users’ Association (WUA) are:
The General Assembly and the Management/control Committee. Their main characteristics are given
below:
The General Assembly
The General Assembly is the highest authority in a water users' association; it is composed of all the
members of irrigation users and it is the highest decision body of the association.
The tasks of the General Assembly in general are to: elect the management committee, decide on
proposals presented by the board of directors, approve the statute of the association and approve
the annual physical plan and budget.
Roles and responsibility of the General Assembly
The supreme organs of WUA shall be the general assembly (beneficiary Community).
The general assembly of WUA shall:
• Pass decisions after evaluating the general activities of the association
• Approve and amend the by-laws and internal regulations of the association
• Elect and dismiss the members of the management committee, control Committee and other
necessary members of other sub-committees
• Approve the annual, seasonal irrigation production plan, cropping Pattern, irrigation water
scheduling (turn of watering crops) and budget
• Determine the amount of registration fee, irrigation O & M fee and other payments
• Hear annual or seasonal work reports and give proper decisions
• Pass decisions on critical conflict issues in the irrigation scheme
• Decide any issue submitted by the management committee and by other committee
Calling of General Assembly
• The general assembly shall meet at least two times in a year;
• If the management committee or one-third of the members of the general assembly requires a
meeting to be called, an emergency meeting may be held by giving 15 days prior notice.
The following criteria should be used for selecting IWUA Committee members:
• Must have good general knowledge, understanding and judgments;
• Must have local knowledge of irrigation, water supply and water rights in the area;

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• Must be able and willing to represent the collective interests of farmers/pastoralists in the
upstream, middle or tail-end of the IWUA area (not just motivated by self-interest);
• Encourage women to involve in decision-making bodies such as IWUAs. Membership should be
open for women from both male headed and female-headed households.
• Must have time to attend meetings and discuss issues with the farmers/pastoralists/agro-
pastoralists; and at least 30% of the committee members should be women (committee
membership should be open for women from both male headed and female-headed households).
During strengthening or new establishing of IWUAs the main focusing areas are:
• Reserve positions for women farmers/agro pastoralist in IWUAs to ensure proper representation
of the needs of all communities;
• Encourage and allow men to designate their wives as members and vice versa and establish
liberal membership recruitment procedures;
• Set targets for the percentage of women members in IWUAs that correspond to the actual
participation of women in irrigated agriculture;
• Ensure that the women members also play a decision-making role in the associations. This may
require for specific training and support to overcome cultural constraints, e.g. women who are not
used to speaking in public or in mixed groups. It may also require separate preparatory meetings in
which women prepare their point of view and reach consensus on certain issues, which they can
then present in the mixed meetings; and
x Make both women and men equally responsible for water management, such as the operation
of gates, guarding the water flow or the distribution of water.
Irrigation water use association Memberships
• Requirements for membership
The members of the Association (WUA) comprise all individual farmers with access to land that is or
can be irrigated by the existing irrigation system. Membership in the association is obligatory to
farmers using water/floods/ from the irrigation system. Farmers/agro pastoralist who do not want to
be members must immediately lose the right to use the land as their actions cannot be regulated by
the association. Membership shall be open to farmers/agro pastoralist satisfying the following
qualifications:
• The farmer/agro pastoralist is a citizen of the country
• The person is of the age of 14 years and above
• The person is law abiding and of good conduct
• The farmer /agro pastoralist is a resident of the kebele and engaged in farming operation within
the irrigation scheme.
Rights and Obligations of Members
Rights of Members
• To receive irrigation water in accordance with the existing rules concerning the distribution of
water.
• To exercise the right to vote on all matters affecting and related to the Association.
• To be eligible to any elective position in the Association, for which the member is qualified.
• To participate in all deliberations during meetings and to freely express opinions or ideas on any
matters under discussion.
• To thoroughly examine the financial and other records of the Association upon request.
• Together with other members call for a general meeting in extraordinary circumstances.
• Upon termination of land ownership, a member has the right to withdraw from the Association.
• Have the right of access to refer to the Constitution upon request to the Secretary.
Obligations of Members
• To work jointly with other members in proper management, operation, use and maintenance of
the irrigation system.
• To willingly contribute personal services for the maintenance of the irrigation system and the
welfare of the Association.

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• To faithfully obey and comply with the rules and regulations and such other duties and
regulations as may be decided by the Executive Committee.
• To promptly pay the membership fee, annual irrigation fees and any other agreed contributions
as stipulated in the Constitution.
• To participate in all meetings and trainings called by the association
• To comply with majority decisions of the association.
• To notify the concerned body on any emergency situation within the irrigation system
Members in Good Standing
A member in good standing is one who faithfully complies with the duties set forth in the
Constitution as well as the terms and conditions of the Membership Agreement.
Termination of membership
Any membership may be suspended or terminated on the following grounds:
• Loss of the right of use of the land in respect of which the application for membership was
granted.
• Member is deceased and has no heir
Transfer of Membership
Upon the death or incapacitation (physical or mental) of a member, the membership shall be
transferred to wives or children. They should satisfy all the requirements for membership. If the
children are below 18 years of age, relatives can be cultivating the land until they reach18 years of
age. If they have no relatives who can cultivate for them, the association takes care of the land until
they reach 18 years after which the membership is formally transferred. The executive committee
has the right to fairly distribute the land of the deceased member among the family members (wives
and children) according to the existing traditional and religious rules. If the deceased has no children
or wives, the land is handed over to the government for redistribution. However, since land belongs
to the government, issues concerning land ownership must first be presented to the government
bodies by the executive committee before deciding on the transfer of membership.
The Management Committee
• The beneficiary communities (general assembly) shall establish the Project management
committee, control committee and other sub- committee’s members.
• The beneficiary communities (general assembly) shall elect the management committee
members. The service period for the executive committee members shall be two years but re-
election of members is possible for period of two consecutive terms only.
• The management committee members shall consist of minimum seven members, but depending
to the scale or size of the irrigation scheme the committee member can be more than seven, out of
which at least two to three shall be women.
• Legal binding decisions may only be taken if the Chairperson in accordance with the by-law has
invited the management committee members and if more than half of the members are present.
• The Water User Association (WUA) management committee shall consist at least:
• Chairperson, Vice chairperson, Secretary, Treasurer /Cashier, Accountant, Member/Purchaser/,
Member/ Store keeper /Scheme Operator/

In addition to the main management committee, the general assembly will also elect the control
committee, Irrigation Water Scheduling and distributing Committee, Input Supply and Marketing
Committees. Moreover, the farmers in tertiary unit (TU) constitute water users’ teams (WUT), who
organize the water Rotation in their tertiary unit (TU) and this TU-Team Leader also elected by the
management committees through discussion of the project beneficiaries.
The Irrigation Water Users Associations can form a Joint irrigation Water Users Committee (JIWUC)
to manage the common water sources and hydraulic structure such as the head work, main canal,
night storage, upper watershed management and related common resources. Even these water
user’s associations develop strong economic capacity and share the cost for O & M and other
scheme administration costs. Moreover, these WUA can form Union, work on marketing, value

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adding and small-scale agro-processing industries development that serves the whole scheme
beneficiaries.
Duties and Responsibilities of Management Committee
The management committee shall have the following duties and responsibilities:
• To manage the water scheme operation, monitor and evaluate the general status.
• To prepare quarter and annual reports on the performance and financial situation of the scheme
and submit to the Woreda agriculture office and report to the general meeting of the beneficiary
community.
• To effect O&M expenditure properly.
• To motivate the beneficiary community towards full utilization of irrigation scheme
• To take full responsibility of the overall scheme administration and management.
• To open and operate bank accounts in the name of the scheme.
• To mobilize the community for community participation.
• To adopt a simple but efficient book keeping system.
• To report major breakdown that are beyond the capacity of the committee to the Woreda
agriculture Office.
• To resolve conflict that may arise between the beneficiary households.
• To decide on the opening and closing time of the water gates in consultation with the
community.
• To develop links with and get support from concerned stakeholders for operation and
maintenance work.
• To collect and manage O & M fees.
• To propose contributions.
• To manage procurements (service, works and goods).
• To decide upon modifications and extension of irrigation water supply system in cooperation
with the Woreda agriculture Office.
• Plan and budget for operation and maintenance
• Supervise the gate-operators
• Assist other committee members in their day-to-day activities
Roles and responsibilities of the Chairperson
She/He is accountable to the beneficiary community and the Woreda agriculture Office.
• Inspects the administration and proper usage of the finance, materials and other properties.
• Approves the purchase of the required materials, and equipment.
• Calls and leads meeting of the community and the committee.
• Facilitates the discussion during meeting.
• Follow-up the implementation of the committee decision.
• Represent the Association at meetings and other public functions.
• Prepare, in consultation with other committee’s members an annual programme of activities of
the Association.
• Act as one of the signatories in cheques of the association bank account.
• Sign all relevant documents of the Association such as the agreements and contracts on behalf
of the members.
• The Chairperson shall have the deciding vote in case of a tie during voting
• Exercise such other powers and perform such other duties as the executive committee may from
time-to-time delegate.
Roles and responsibilities of the Vice Chairperson
• Is accountable to the scheme management committee chairperson.
• Co-ordinate and chairs the meetings in the absence of the chairperson.
• Represent the Association at the meetings and other public functions when the chairperson is
not available.

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• Inspects the administration and proper usage of the finance, materials and other properties with
the absence of the chairperson.
• Exercise such other powers and perform such other duties as the executive Committee may
from time-to-time delegate.
Roles and responsibilities of the Secretary
• Writes and records the minutes of the executive and general meeting of the beneficiary
community.
• Registers the beneficiary households and their family size for documentation purpose.
• Keeps record of meeting decision, assets and other files of the association.
• Prepare quarterly bi-annual and annual report.
• Conduct an inventory of all assets of the Association.
• Evaluate and recommend policies and procedures to safeguard the assets and properties of the
Association.
• Counter sign all correspondence, suits and matters instituted by or on behalf of the Association
in the name of the Secretary, and all warrants, pleadings, power of attorney, petitions, statements,
etc.
Roles and responsibilities of the cashier
• Collects cash with the prepared cash collecting receipts.
• When the chairperson orders and/or approves and prepares cash collecting and payment bills,
the cashier performs accordingly.
• Deposits the collected cash in the nearest bank or similar institutes that gives same service
within 24 hours up to one week.
• Presents the cash receipt of the bank to the secretary. Keeps safely receipt.
• Presents the receipts and cash in hand for recording, inspection and auditing purpose.
• Effect payments when approved by chairperson and/or the secretary.
• Maintain all the financial records of the Association. Keep in a business-like manner such books
as may be required by the constitution and ordinary business practice.
• Prepare annual accounts showing income and expenditure and assets and liabilities of the
Association together with the accountant.
• Reconcile actual receipts and expenditures of the Association and render monthly report to the
accountant.
• Act as the custodian of all ready-cash belonging to the Association. This should be kept
separately from any other monies in a safe, cash box or other place of safety.
• Act as one of the signatories on the Association's bank account.
• Provide all required information concerning the financial status of the association to the external
auditors upon request.
• Perform any other duties that the Constitution or the committee may require pertaining to the
finances of the Association.
Roles and responsibilities of the accountant
• Records the scheme incomes and expenses with the IWUA income and expense receipts
• Prepare annual accounts showing income and expenditure and assets and liabilities of the
Association. The accountant has the responsibility to present and explain the financial status of the
association to the members during the annual general meeting or at any other time, if required.
• Prepare income statement, balance sheet and other financial statements through discussion
with IWUA management committee
• Act as one of the signatories on the Association's bank account.
• Reconcile actual receipts and expenditures of the association and Render monthly report to the
executive committee.
• Provide all required information concerning the financial status of the association to the external
auditors upon request.

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