Back to Office Report on Joint UN Agencies and Federal Implementing Partners Field Monitoring and Technical Backstopping Mission

Ministry Of Agriculture

Back to Office Report on Joint UN Agencies and Federal Implementing Partners Field Monitoring and Technical Backstopping Mission to Somali and Oromia Regions on MDG–F Environment Joint Program

Reported By Joint Monitoring Mission Team: Mesfin Berhanu (PCO), Netsanet Deneke (UNEP), Dr. Ahmed Mohammed (FAO), Saba Habtu (EPA), Solomon Tadesse (MOA), Zealbowosen Asfaw (UNDP) and Atlaw Belayneh (FAO). August/ 2012

Project: Enabling Pastoral Communities to adapt to Climate Change and Restoring Rangelands Environment Places Visited: Somali and Oromia Regions – 3 Project Weredas and eight target PAs Duration : July 16 – 30/2012 Mission Members/Agencies:

1. Ato Mesfin Berhanu (PCO), Team Leader

2. Ato Netsanet Deneke (UNEP)

3. Dr. Ahmed Mohammed (FOA - Jijiga office)

4. Ms Saba Habtu (EPA)

5. Ato Solomon Tadesse (MOA)

6. Ato Zealbowosen Asfaw (UNDP)

7. Ato Ahmed Seid (Somali region Environment JP Focal Person)

8. Ato Abas (Somali region LCRDB )

9. Ato Mohamed Jama (Harshin Wereda Environment JP Officer)

10. Ato Abdurahman Redwan (Aysha Wereda Environment JP Officer)

11. Ato Humnesa G/selasie (Oromia region Environment JP Focal Person)

12. Ato Mohamed Sheko (Teltle Wereda Environment JP Officer)

13. Ato Atlaw Belayneh (FOA - Borena office)

BACKGROUND TO THE MISSION

The MDG – F Environment Joint Programme has been implemented in four pastoral regions of Ethiopia - Afar, Somali, Oromia & SNNP - since July 8, 2010. Its core objective is to enhance enabling policy environment to effectively plan and execute pastoralist oriented climate change adaptation and mitigation measures at federal, regional and district levels; and pilot measures to enable the pastoral communities develop capacity for managing climate change risks and shocks in six districts. The joint programme (JP) involves the participation of pastoral communities in six targeted Weredas, federal, regional and local government institutions, and three UN agencies (UNDP, UNEP & FAO) within the framework of UNDAF and the “Delivering as one” agenda.

In materializing the core objectives, the programme intervention approaches includes: development and implementation of consolidated adaptation programme including alternative income generation opportunities; improving rangeland management; raising awareness of stakeholders on adaptation options; empowering pastoral

communities to better participate in decision making related to their livelihoods and integrating these options in relevant sector development plans and policies.

In view of addressing the management and coordination of the program, two types of committees, National Steering Committee (NSC) and Program Management Committee (PMC), were established at national level. The NSC’s role is to provide oversight and strategic guidance to the JP. While the PMC, a technical committee at the national level, is entrusted with the key role to provide operational coordination to the JP. The PMC regularly meets on a quarterly basis and address issues related directly to management and implementation of the JP.

As part of programme implementation, MTE conducted by external consultant has principally recommended conducting review workshop, developing and implementing improvement plan and strengthened joint field monitoring and technical backstopping services to region and Wereda implementing partners conducted a MTE. Thus, the joint field monitoring and technical backstopping mission was emanated from the MTE.

Accordingly, the PCO in consultation with PMC has developed ToR for and mobilized a joint monitoring and technical backstopping mission to Afar, SNNP, Oromia and Somali regions. The mission was executed by two groups comprising participants from each partner UN and government organizations while the participants from PCO handled the role of team leaders.

During the field mission, Group one has covered Somali and Oromia regions and three targeted Weredas and eight Kebeles, while Group two covered Afar and SNNP regions and three targeted Weredas and nine Kebeles. The two groups were on mission for 15 days as of July 16, 2012.

Presumably, the joint UN agencies and government field monitoring and technical backstopping mission to implementing regions was conducted with the understanding that a combined effort of all participating partners substantially result in greater outcomes and a successful programme implementation during the remaining project life which extends up to end of March, 2013.

1. Objectives of the Mission The joint monitoring and technical backstopping mission principally focused on collecting and analyzing information especially on substantive indicators at the activity, output and outcome levels. To pursue this, a checklist has been used for data collection and showing progress in attaining the programme deliverables.

In view of that, the overall objective of the field mission was designed to share information and progress updates; identify constraints and recommend actions and means for speeding up the accomplishment of the programme deliverables in the remaining implementation period; to discuss and facilitate liquidation of aged advance which

has impeded further advance transfer and collect financial and progress reports of the 4th quarter; and initiate advance request as per the reprogrammed AWP.

Generally, the joint field monitoring function were: • Results oriented , meaning its main goal is to report on progress on the high level of the logical causal chain, especially changes at the output and outcomes level. • Substantive in nature on regards of measuring changes in citizen’s, institutions or any other kind of stakeholder participating in the program. • Aggregational as a mean , is the first element of a causal chain on the whole system that is oriented to learn and to know what works and what does not and improves programme accordingly.

2. Specific Objectives The specific joint monitoring mission objectives were: • Assess progress of the JP in regional IPs, targeted Weredas and Kebeles; and identify challenges and provide technical support to overcome the problems and speed – up implementation.

• Discuss technical backstopping required from partner UN agencies and federal government organizations to ascertain programme deliverables.

• Ascertain the Reprogrammed Work plan implementation and increase participants’ awareness on the exit strategy, communication and advocacy strategic framework, and responsibilities for final programme evaluation.

3. Field Monitoring Mission Methodology

Results-based monitoring and evaluation in this monitoring mission is basically the area where more focus was given to assess the performance of MDGE programme, on the basis of impacts and benefits that /project is expected to produce and examine progress on the high level of the logical causal chain, especially changes at the output and outcomes level.

In undertaking the joint monitoring and technical backstopping missions, the team has

• Prepared ToR and checklist on major activities of the mission.

• Collected data, assessed progresses and discusses with IP regions and targeted Weredas and Kebeles on physical activities conducted, fund arrival, procurement, fund utilization, awareness of beneficiary communities, etc.

• Discussed and identified technical backstopping needs of Regions, Weredas and targeted Kebeles.

• Ascertained action plan preparation and proper implantation of the Reprogrammed WP, oriented RIPs and WIPs on exit strategy, communication, and advocacy framework.

• Identified challenges encountered and recommend solution; and provided technical support to overcome the challenges.

• Identified best practices developed during the interventions and suggest possible dissemination for further scaling up.

• Produced back to office report.

4. Mission Findings on Progresses Made in Implementation

Since the deployment of the mission team in both regions a multiple of approach were used to explore information onto the executed activities and measure the results in terms of progress on the high level of the logical causal chain, especially changes at the output and outcomes level. Accordingly, the team made its first entry by briefing with the Somali LCNRD bureau. Secondly travelled to Harshin and Aysha Weredas where the Environment JP has been implemented since 2010. Following the completion of the Somali trip, the mission has traveled to Teltele Wereda of Oromia region for similar monitoring and technical backstopping mission.

On arrival to Somali Regional State, Jijiga, the mission team conducted briefing session on the presence of Mr. Abdulkedir Mohamed Farah, deputy head of Somali LCNRD bureau. The briefing includes explanation of the objective of the joint monitoring mission, orientation of exit strategy, sharing information on the schedule of upcoming joint monitoring plan, reminding the preparation of programme closure plan and handing over requirements, and discussion on major challenges encountered. After briefing session, based on sent checklist, the focal person of Somali region, Mr. Ahmed Seid, has provided performance report to the mission members. From the report the mission team has realized that the Harshin and Ayesha CC adaptation action plan preparation, which is previously reported by EPA as completed activity, is not yet accomplished and need EPA’s close follow-up of the case to immediately rectify the problem associated with budget utilization.

In reflection to the mission briefing, the deputy bureau head has acknowledged the mission presence at this point in time and considerable acceptances of the mission plan in this monitoring and technical backstopping mission in the region.

He further critically stressed that environmental impact in the Somali region in the state of tense and critically affected the entire people in the region through rainfall shortage, degradation of grazing lands as well as vanishing

water points that heavily encountered livestock productivity. Therefore, strongly belief that the MDGE programme is designed to bring change in the lives of the pastoral community from the outset through a concerted effort of the government and the UN agencies.

He also explicitly made clear to the mission that the region needs a feedback about recurring weaknesses and strength in areas where there are positive results. He also strongly emphasized that the mission to look deeply in to those positive results that can be scaled up to disseminate to the rest of the region.

Similarly, the mission team has briefed the objective of the mission, shared information of upcoming monitoring schedule and informed the remaining period of the project to the Harshin and Aysha Weredas administration and project implementation team members before conducting field visit to the Kebeles and project beneficiaries. On the briefing session, representatives from Wereda women affairs, capacity building, revenue office, food security/DPP/, education, finance and economic development office, health office and agricultural office were present.

Fig 1: Partial View of Joint Field Monitoring Mission Participants

The report herein after deals the progress attained in each Wereda in terms of changes in outputs and outcomes to show a distinct picture of the effort made by the three districts (Harshine, Ayesha and Teletele) and their commitments to accomplish those activities that needs a particular attention of the regional and Wereda programme implementation Teams.

4.1. Harshine Wereda

The field visit in Harshin was carried out in Medewin, Farah liben and Hafufile PAs. The joint mission on its assessment has observed the following strong sides of the program:

The Wereda Project Implementation Team (PIT) explained that the project has been running by Wereda PIT in coordinated and integrated way. In line with this, three consultative joint monitoring was conducted by the Wereda PMC this year to follow up the project implementation.

During the discussion, the mission team observed strong commitment and ownership of the Wereda administration toward the MDG-F project implementation. From discussions made with beneficiaries it was understood that almost all of the components were been liked and preferred by the community which indicates the appropriateness of all of the program`s adaptation components to be direct in addressing the climate change risks. Community’s strong commitment in water harvesting activities i.e., taking part in excavation of the pond that is estimated to be more than Eth. Birr 100,000. This is an outstanding achievement, acceptance of the project and indicates that water is the basic needs of the local community in the project area. The mission has witnessed the construction of four rectangular ponds (“Birka”) each with a 1000 m 3 capacity, out of which two of them are under construction and the other two Birkas are fully functional in providing water to both human and livestock in the localities. The functioning Birkas are located one at Farah liben Kebele specifically at Shakalo sub Kebele and the second one is at Afulfle Kebele at Finin sub Kebele. The total population estimated to benefit from the water sources are 6300 people dwelling in the Kebeles. The Birkas are more or less full of rainwater generated from the catchments. They are equipped with three steps silt trap for first hand purification of water, covered with corrugated sheet roof to ensure better quality water, and minimized evaporation. This will reserve the water for at least 4 to 5 months in sufficient quantity and quantity. A preliminary impact seems to appearing in two of the completed large size Birkas in Afulfle and Farah liben Kebeles that was discovered through community consultation. About 6300 beneficiaries gained advantage of closer accessibility (from 5minutes to two hours) as compared to the past long travels that took (4-6 hours) in fetching and drinking water for people and livestock respectively. In both cases, the local communities used to travel long distance to fetch drinking water and it is compulsory to buy water from the private Birkas. The construction of Birkas has substantially reduced money spent for water and has helped saving to some extent.

Fig 2: 1000 m 3 capacity Birka constructed at Harshin Wereda

The water committee and beneficiaries are planning to collect money from local communities for water structure maintenance is exemplary and strong point that needs close support to keep the created momentum. Furthermore, some water schemes are protected by constructed fence that should also be promoted and enhanced at all points.

Fig 3: Joint Mission Team Members Discussion with Beneficiaries and WATSAN Committee Members.

The beneficiaries of the project explained their level of participation during site selection and preference of water scheme. However, some water schemes, Birka, in Badawi Kebele need due attention to finalize the construction and to harvest water during upcoming rain season. In addition to these, community labor contribution on water structure, which the beneficiaries have been conducting, can be taken as a guarantee for sustainability of the constructed water structures. In practicing adaptation activities to halt climate change risks such community involvement in water harvesting activities shows the degree of confidence that the impact of climate change on water availability and access could be tackled and pastoralist`s adaptive capacity to adverse effects of drought can be strengthened in the Wereda. Though there are rooms to diversify the IGA types, the preference of livestock marketing by the cooperatives is because of the comparative advantage the region has in livestock resource.

Fig 4: Partial View of Women Organized in IGA Cooperative – Petty Trading at Harshin Wereda.

The endeavors of livestock marketing cooperatives aimed to implement income diversification and solve livestock market problems (proper committee set up that gave the due emphasis to women’s participation, collecting registration and share fees, preparing bylaws and stamps, starting up of the marketing activities prior to the release of the programs budget…) are observed very encouraging. Despite that, the long process and lack of coordination between regional cooperative office and Wereda project office delayed the process of having legal license and bank account opening. Therefore, the need for the Wereda PIT and project officer to facilitate the process urgently is very crucial. The amount of contribution from cooperative members varies from one to the other and on average about Birr 10,000 is contributed as a startup capital eligibility to be a formal cooperative. This has significant impact on creating sense of ownership and it also creates strong capital during financial transaction. Therefore, the monitoring mission team took it as good practice. On the other hand, weak integration and low awareness during organizing the cooperative in Farah Liben Kebele need urgent and fast amendment measure to strengthen and make functional the established cooperatives. Though the construction of Nursery fence, office, store, and fulfilling of tree seeds, water ponds, and nursery tools and equipment for the nursery site in the Wereda are commendable, seedling production is weak and showed less follow-up from all concerned bodies including Wereda project office.

Fig 5: Poorly Managed Tree Nursery at Harshin Wereda

Despite the fact that the success of rehabilitating the rangelands in the Wereda is largely dependent on the availability of rain fall, 25 hectares of rangeland development accompanied by activities that include bush clearing and area enclosure supported by construction of moisture harvesting structures are implemented as per the work plan. However, the intended rehabilitation of the rangeland is constrained by the drought that occurred during previous year.

Fig 6: Degraded Rangeland Rehabilitation Work at Harshin Wereda.

Rehabilitation of additional six animal health posts in Harshin Wereda is a good example for efficient utilization of resource and should be encouraged. All the health posts in the target Kebeles are rehabilitated and furnished. They are fully functional on outreach services and at easy reach for pastoralists at times of livestock disease outbreak and medical treatments need. Further, the required drugs and medical equipment planned for 2004 EFY are fully purchased and ready for distributions.

Fig 7: Procured Livestock Drug Ready for Distribution to Animal Health Posts

Further, field monitoring mission at Harshin Wereda has identified activities that are lagging behind the program`s schedule and require technical backstopping. The major tasks/issues which need to get emphasis and technical backstopping from both partner UN agencies and federal, regional and Wereda implementing government organizations are:

Considering the allotted budget and the duration of implementation, the remaining volume of work regarding water harvesting needs further acceleration to take advantage of the up-coming short rainy season to harvest sufficient water. The remaining works should be accomplished prior to the onset of the rain. Fencing of completed “Birkas” in order to avoid risks emanating from falling children or livestock into the pond; and establishment of water management committees from communities settled just closer to the

ponds or the Birkas are more useful to closely administer the water. The existing water management committees located at PAs levels are very far from the constructed water points and non-functional. Facilitating ways and means of getting legal status of the Livestock Marketing Cooperatives( legal status certification, opening up of bank accounts, printing of vouchers,…) which can assist and hasten the release of the programme`s budget that can play a fundamental role to accomplish the objectives of this component. Solve nursery management problems like: (lack of proper soil mixture, use of inappropriate size of polythene bag that is less than 8cm lay flat, use of inappropriate seed bed, (should be sunken rather than raised), inability to raise the planned amount of seedlings in the midst of sufficient working budget, lack of closer monitoring of the nursery) which otherwise hindered programme performance. The initial plan was to raise 100,000 fodder and other conservation tree species, however, only close 2000 stunted tree seedling are raised. Refilling of the poorly designed moisture harvesting structures, those constructed within the enclosed rangelands, is necessary to avoid the formation and expansion of gullies. Particular consideration should be given to the quality and purity of tree seeds and should be obtained from the proven sources as much to improve seed germination.

4.2. Ayesha Wereda

Except for smaller deviations in nursery status and organization of livestock Marketing cooperatives, many of the program`s activities observed in this Wereda are similar to those observed in Harshin Wereda. The mission had a brief meeting with the Wereda project implementation team members and a debriefing session at the end of field visit. The mission field visit has covered Alhele, Aligedi, and Dewelle PAs.

Some of the observed encouraging climate change adaptation activities in the Wereda are: the seedling preparation, “Diborosho”- the Livestock marketing Cooperative that has got Birr 6000 on its first round sells without getting seed money from the MDG-F, the accomplishment of a 25m 3 capacity reservoir which is estimated to support 500 House Holds, and construction of 12 meter depth with 3meter diameter hand dug wells. Though the seed money is not yet released, the LMC has started its activity. The Wereda project officer and Wereda implementing sectors offices need to assist them in the overall processes of getting legal certification and opening up of Bank accounts and in continuously building their capacity through the provision of appropriate trainings particularly on marketing and cooperative management. The mission has identified some technical gaps in using the water tube well for irrigation. Adequate technical support should be given to pastoralists implementing irrigation farming using water tube well that

are currently non-functional. Further technical backstopping from Wereda agricultural Office is very much needed in proper seed bed preparation, using appropriate spacing for vegetable, efficient use of irrigation water and selection of vegetables that require lower water amount in order to increase number of project beneficiaries adapt the technology. The water tube wells are newly recommended technology considered efficient and most suitable by the region water bureau. However, the mission feels hesitant that the new technology need further test for the efficiency of the system because the one visited was damaged by flood generated at the riverbank. The technology does not need big excavation and just to insert the tube to a 12 meter depth and water is drawn by motor pumps. Water structures are functional and the communities are benefiting from them. However, the structures need protection by constructing fence and embankment to prevent the constructed water schemes from flood destruction. In addition, the WATSAN committee established at the center of each PAs for proper handling and ownership of the resources are located very far from the water points and non-functional. This has created gap in handling the responsibility entrusted to them.

Fig 8: Project Beneficiaries Enjoying Provision of Water in close proximity to their Village

The animal heath posts in Ayesha that were constructed before the start-up of the project required a substantial maintenance to resume the usual medical services to the surrounding community. Accordingly, the project plan is to rehabilitate three health posts; but nine abandoned heath posts are maintained, furnished and provided drug have resumed service delivery to the pastoralists based on outreach services to undertake vaccination and treatment of diseased animals along the way. A considerable development and better achievement is observed at Elhallay nursery site in Ayesha compared to that of Harshin. The changes observed in here are relatively good where over 50,0000 seedlings are raised out of the 100,000 planned for the season. Further, the mission has learned that the remaining 50% seedling production will be achieved within a month and the planting will be done on private holdings and enclosed rangelands. Besides that, intention to produce 50,000 additional seedlings

by allocated budget is encouraging. Some of the tree seedlings raised are Papaya, Acacia Abyssinica, Schines molle (pepper tree) and local tree called Kurkura (zizipus species).

Fig 9: Partial View of a Well Managed Tree Nursery at Ayesha

Despite the fact that over 5 hectare of rangeland has been cleared from invasive shrubs and bush species, the recurrent drought in the area prohibited the recovery of enclosed rangelands. As a result, the mission is unable to trace any significant changes as the result all the efforts made in developing the rangelands in the district.

Fig 10: Recurrent Drought at Ayesha Hindered Recovery of Enclosed and Conserved Rangelands

The mission has visited LMCs in two Kebeles of Ayesha. The first one is Diboharosha livestock marketing cooperative comprising 15 members (9=F & 6=M) which is located at Dewele town close to Djibouti republic border The second one is at Elehallay Kebele composed of 21 members (14=F and 7 =M). During the discussion held with the cooperative members, the mission learnt that the members are well organized and had good experiences in this livestock trade in their respective environment. They have received proper training on cooperative and business management by the regional and Wereda cooperative promotion office and the business entirely focused on buying and selling livestock’s to meeting the local demand. As a requirement to from a cooperative and to initiate startup capital to do

business, the Hoden LMC at Elehallay Kebel has collected Birr 16000 from members and Diboharosha LMC at Dewele has succeeded in collecting Birr 10,500 in total. The current drawback as learnt from both LMCs during the conversation fall on the legal issue that they are still in process to obtain license. Moreover, opening bank account that enables them become eligible to get a revolving fund from the project is the second hindrance to the cooperatives development.

Fig 11: Partial View of LMC Organized at Ayesha Wereda.

Apparently, the Cooperatives organized in Ayesha Wereda need support to get license and open bank account. Despite long process, some cooperatives started marketing livestock by their own contribution, without seed money provision from the project and they also have vision of exporting livestock to Djibouti

4.3. Teletele Wereda

The visiting team has visited two PA`s, Sabba and Sarite at Teletele Wereda. Similar procedure was followed in to brief Teltele Wereda project management committee and administration. Information on programme closure plan, exit strategy and handover of project equipment were shared and clear understanding was created. Moreover, aged advance problem, which was major problem of Oromia region, was discussed and agreement was reached on urgent liquidation.

In organizing pastoralists in Livestock Marketing cooperatives, three LMCs are organized and developed their bylaws, opened Bankbook accounts and received legal certifications. They have received seed money and contributed share and registration fees. The cooperatives business plan is buying cattle, fattening and sell to the local market with the objective of market creation and income generation that assists members and residence communities to better livestock market access. For instance the Gerdo LMC established by 31 members (3=F & 28=M), has collected Birr 100 contribution and 20 birr registration fee from each members as a start-up capital, has legal entity, opened bank account, constructed Office, received revolving funds amounting birr 42000 from Wereda finance office and trained on cooperative management and marketing system that enabled them to perform best

in the project. So far, the LMC has bought three batches of cattle and sold twice. The total income from the two sales is Birr 22,200 and the third batch is retained for sale for the coming holiday (Ramadan).All income and expenditure are recorded in book of account and the income is used to expand the business for better profit. Generally the Gerdo LMC is the most exemplary and the only best performing of all the three cooperatives in the Wereda. In contrast, the Robsaba LMC that is located at Saba PA has fulfilled the essential requirements. The members are 20 and among them seven are on leadership position. Along this work, the project has built office and delivered office furniture where the LMC operates. Besides that, the LMC has received revolving seed money amounting Birr 43,836 up on fulfillment of the basic requirement for cooperative. However, the business could not generate the expected income due to problem associated with death and loss of two cattle in the first round cattle buying and selling process. Generally, the cooperative is capable to record income and expenditure of the business to conduct preliminary accounting to visualize profit and loss of the business. However, it needs close follow up and regular training by the cooperative promotion office to strengthen them and stand on their feet for better intervention in the business.

Fig 12: Third Batch of Cattle ready for sale by Gerdo LMC.

The mission has visited two of the six income generating communities/cooperatives/ located at Sarite Kebele. They are Jiregna Jiru Sarite Grain mill coop and Hunde Jiregna Sarite petty trade Cooperatives. The Cooperatives are on the process of formation and do not have license as well as bank account.

One of their strength observed during consultation meeting appears that their selection capability of the IGAs in the Kebele. There is no Grain mill or any shops for consumable goods in the locality. Secondly, the local community needs to travel long distances to get Grain mill and consumable goods that are basic needs of the people in the surrounding. The mission has learned the importance of establishing GM and

petty trade cooperatives as a profitable business venture for the Cooperative members and resolves the surrounding people exhaustion in long distances travel in getting the services.

Thirdly, there are three level committees and one of them is conflict management committee whose duties are to resolve any dispute that might arise in resources distribution and unnecessary misunderstanding during business running.

Presumably, these IGA cooperatives need an extensive support from the project coordination office and the Wereda project implementation committee in getting their license and opening of bank account for safe start of the business.

In connection with community water supply schemes, the mission has visited Cheri medium size pond, Tatesa/Saba cistern /water reservoir, Sarite cistern water supply and Dalecha Bule Korma pond.

The Cheri medium size pond is located at Saba Kebele and constructed in 2011 by the community labor. The pond has the capacity of 9530M 3 and served 380 HHs or 1345 people in the Kebele.

Before the existence of this pond, people used to fetch water from deep well constructed in their vicinity through purchase. However, the water quality of this deep well was the most problematic in terms of health disorder for drinking.

The water committee composed of seven members (3women and 4 men) is set up and use the water resources through by laws developed by the region. The pond is used exclusively for human consumption.

The community contribution is an important element in protecting and keeping clean the pond from livestock and livestock through making a fence around the perimeter of the pond.

The Tatesa/Saba cistern /water reservoir is also surface rainwater harvesting techniques most often used and implemented for medium group of people. The cistern has 55 m 3 water holding capacity and capable to provide water to 646 people in Tatesa locality. It has reduced eight hours traveling time that will spend on water searching. Along the inlet side there is silt traps dug deep to sufficiently trap silt load from entering to the circular closed concrete reservoir constructed underground.

Prior the construction of the cistern the local people used to travel 7 hours to fetch water for going and coming in all. As part of community contributions the local people constructed traditional fence made of tree branched and bushes as a protection against human and livestock and ensure cleanness.

This water sources is a dependable resources and protected carefully at critical water need during pick dry period.

The Sarite Cistern surface rainwater harvesting structure has similar design as Tatesa above and the construction exclusively targeted to provide water to a rural elementary school children. The cistern is constructed nearby school to solve the problem of drop out of students due to lack of water and to ensure teaching and learning process to go smoothly. It also reduced 16 hours traveling time and labor needed in search of water. Halleko Jillo, one of women beneficiary, described the problem of pregnant women in on their way to fetch water. The beneficiaries of this cistern planned to use the harvested water as dry season “water Security” reserve.

The system has a medium size of 60 m 3 water holding capacity located at Sarite Kebele and provide water to 928 people including 106 pupils in the school.

There are seven members of water committee while the committee is composed of a woman and rests are men.

The previous water sources needs 6 hours in all to fetch water for students and the local community used to be exhausted by long distance travel.

Dalecha Bule Korma pond is located at Sarite Kebele with the capacity of 1357m 3, which is relatively larger in the given locality and constructed in 2011. The pond is benefiting 1798 people and for calves & weak animals that could not travel long distances. The construction work is done by community labor.

Fig 13: One of the Most Commendable Accomplishment in Pond Construction at Teletele Wereda.

Presumably, the beneficiaries of the water schemes in Sabba pastoral association expressed that the construction of water ponds and cisterns have great benefit in terms of health, saved time, labor and exhaustion due to long travel . They told the mission team that the previous water, motorized water, was hot

and salty in nature had various health implications on the communities. The construction of two surface ponds with the capacity of 23100m 3 and two well protected cisterns with maximum drinking water holding capacity of 115m 3 are praised by the community as prominent programme component that avoided communities’ problem of water accessibility which mostly affects women who are worn to shreds in between indoor and outdoor commitments that are always accompanied by traveling for about 10 hours a day to fetch drinking water.

Fig 14: Saba, A Joint Field Monitoring Mission Member, Discussing the Water Quality and Access Problem with W/ro Kebebi Lumeta, Programm Beneficiary, while fetching Drinking Water.

The other benefit of the water harvesting structures for the pastoral communities at large is the reduction in degree of migrations in search of water for their families and their livestock. Communities are participated in site selection, excavation, fencing and maintenance of the structures, which can be an assurance for the sustainability of the project intervention even after the phasing over of the project. Besides that, mission has learned that the ponds need some modification like silt trap construction and enhancing the vegetation cover of the water shade to maximize the lifespan and ensure the sustainability of the water structures.

In conclusion, the mission has witnessed the under listed preliminary impacts of the water harvesting interventions of the programme. 1. Cheri medium size pond:

• From the community conversation, it is learnt that the health aspect of the water users in the given locality has substantially improved after the deep well has been replaced by pond.

• Income of the local people has partly saved as water is collected free and does not involve any payment.

• The water users happiness by the improvement of health, reduce exhaustion of long distance travel and the long lasting services of the pond during the entire dry period is a specific significance of the pond.

2. Tatesa/Saba cistern /water reservoir:

• The construction of the cistern in the community has increasingly built up the people confidence to live in happiness.

• Long distances travel is avoided and time wasted in fetching water has enabled them to spend on productive activities for better livelihood development.

• The cleanness of water also an important constituent for better health of the users.

3. Sarite cistern :

• Long travel in fetching water by the community is exclusively reduced or none for students as the water is very close to the school.

• The surrounding people are free from exhaustion, had ample time to undertake other livelihood development, and expressed their happiness for having water in their premises.

• The school learning process has never been interrupted by shortage of water.

• The water quality is more or less clean compared with ponds and contributed better health situation for students and the surrounding people and currently conserved as a dependable water source for critical time of the year.

4. Dalecha Bule Korma pond:

• Death of weak animals and calf’s due to long distances travel is significantly reduced to a great extent and this has made this water point most significant.

• Livestock’s are provided water daily, which is reduced from 3 days before the project where most livestock are exposed to death and fatigue.

• Water users’ confidence and happiness on the water sources created in their vicinity appears to be the most significant achievement and important needs of the community.

• The level of awareness and understanding of community on the negative impacts of climate change motivates them to double their effort and resilience against the shocks.

The successful rangelands management practice that resulted in palatable fodder grasses for the pastoral livestock triggered the communities to take heed to follow “fodder bank” development. For instance, the Tatesa bush clearing is one of the rangelands management practice initiated by the programme. It is located at Saba Kebele and cleared in 2011. The area covers 75 hectares and expected to serve livestock owned by 313 HHs. The Tedecha Dera bush clearing is also another rangeland rehabilitation work implemented by Teletele Wereda. It is started in 2011 and over 90 hectare of land. In all bush-clearing sites, the cut shrubs and bushes are carefully collected and fenced around the perimeter of the entire area with community participation. After clearing work, the cut shrubs and bushes are burned to allow good re-growth of fodder

grass. This was confirmed during the field visit. The observed grass re-growth at Tatesa bush clearing site is very encouraging and serve as important fodder bank for the community.

The area closure to rehabilitate denuded rangelands in the two Kebeles is also comprehensively done to initiate the regeneration of grasses. So far, 125 hectare of rangeland is enclosed for rehabilitation in both two Kebeles that exceeded the planned target (75 Ha.) by 167 %.

Fig 15: Most Exemplary Area Closed for Rehabilitating Rangeland at Teletele Wereda.

Different plant species like Neem, Papaya, moringa species and the likes are planted at homestead of Sarite PA. Despite the harsh environmental condition and shortage of rain fall in the locality, the local communities have been managing and watering the trees to increase their survive rate after planting. Further, one new Nursery site is established and soil bunds, to improve the soil moisture and control erosion, are constructed at Teletele Wereda in connection with natural resources management and development activities. As to the rehabilitation of veterinary posts, the information is scanty. No sufficient information could be secured about the maintenance or construction of vet posts. However, the mission has learned that different drugs were supplied for the treatment of 3602 cattle, 2370 sheep, 5149 goats and 58 camels over the project period. Over 548 households have benefited from the provision. Despite the provision of drugs to the vet posts, there is still more work to be done in the rehabilitation of the veterinary Posts to make them more functional and accessible to the pastoral communities.

4.4. Somali and Oromia Regions Financial Delivery Status Based on the approved Annual Work Program (AWP) for the Year 2003 and 2004 EFY, fund disbursed and utilized reported as of July 7, 2012 is presented below.

Financial status as of July, 2012 (Currency Birr) UN Agencies IPs Total Total Utilized Remaining Date of last Delivery Disbursed (Reported) Balance Disbursement rate % (un liquidated) UNDP Somali 7,314,758 4,054,016.31 3,260,741.28 June 20/2012 55.42 Oromia 1,477,636 1,470,546.73 7,089.73 March 14/2012 99.52 Sub Total 8,792,394 5,524,563 3,267,831 62.83 FAO Somali 7,648,801.07 3,803,751.27 3,845,049.80 September 7/2012 49.73 Oromia 4,962,101.40 2,324,603.91 2,637,479.49 April 19/2012 46.85 Sub Total 12,610,902.47 6,128,355.18 6,482,529.29 48.60 Grand total 21,403,296.47 11,652,918.22 9,750,360.30 54.44 Table 1: Financial status as of July, 2012.

5. Challenges Encountered During Implementation 5.1. Somali Region

1. Insufficient monitoring of the programme progress was critical challenges of the Wereda focal persons due to lack of transport facilities. The procured Motorcycles by UNDP are still within the custody of the dealer in Addis Ababa. Even though the Somali region has attempted to collect the motorcycles by covering custom fees, the effort could not be completed in spite of two attempts made due to miss understanding between United Packers (commissioned agent) and the Somali delegation. At one time payment by cash was suggested by the United Packers and was refused by the customs Office. Once again, the regional LCNRD Bureau has attempted to cover the custom fee in CPO and this attempt was failed due to misunderstanding between the bureau’s delegate and the custom clearing agent.

2. Insufficient and irregular monitoring of the projects progress by the WPIT members has a significant impact in timely completion of the executed projects. The issue has been raised in all consultation and wrap up meeting and this has been agreed by the respective members and promised to do everything as recommended by the mission.

3. Delay of fund transfer from the partners is also a standing problem that was allegedly raised in all meetings. This issue has been discussed several time that the demands of the UN agencies are so cumbersome. Since the liquidation of advance made to the region is a prerequisite to obtain the subsequent advance, it is agreed that the requirements of the funding UN agencies must be respected to ensure the subsequent transfer.

4. Some of the water schemes are found not speeding as planned in the 3 rd quarter and this has triggered concerns to speed up implementation considering the remaining project life. The Wereda project implementation teams need to work hand to hand with the regional coordination offices to speed-up construction of the water schemes.

5. Even though the Livestock marketing cooperative members are so initiated and have shown strong interest to establish LMC, the support provided from the regional cooperative promotion office is still very loose. The LMC need close follow up, regular training and assistances in having licenses and opening Bank account to be eligible for the revolving funds which is already in Wereda finance office account. There are also few cooperative that are not established to date and needs a concerted effort of both the WPIT and the regional coordination office.

6. It is also noted that the proposed joint monitoring of the regional and Wereda sector offices is very much limited and insufficient as well. Regular monitoring into the project sites has critical significance as far as the Environment JP is concerned.

7. Quarter financial reports could not be received as per the requirements of the FAO in time and this has substantially delayed fund transfer and information to see the progress of the programme.

5.2. Oromia Region

1. Although three livestock marketing cooperatives are established to their very best as compared to the Somali region, there are three more to be established, licensed and open bank account very soon or in few weeks’ time.

2. The gap observed in technical capacity to manage the established cooperatives and delayed seed money transfer are very critical. The Wereda implementation team together, project officer and cooperative promotion office need to work jointly in assisting the cooperative to become more productive and help them to getting seed money.

3. Only two of the six IGA cooperative are partly set up and thus all the six IGA cooperatives require the assistances of the WPIT and concerned line offices for quick establishment, obtaining license and bank account and getting seed money very urgently.

4. No water works has been accomplished in 2004EFY due to lack of fund, which is accounted to the region’s inability to liquidate aged advance. In 2004EFY, four ponds, one dam and two cisterns are expected to be constructed before the onset of the rainy season. Besides that, the pond and cisterns, constructed by the Oromia water works – SORDU, are not completed in time. There is still remaining construction and maintenance work to be done. Obliviously the inefficiency stem from the contracted company who could not meet the dead line as agreed. The dam at Saba Kebele has serious design problem that hindered collection of sufficient rainwater.

5. Even though some effort has been done in this area of Vet post rehabilitation and provision of drugs and furniture, still more work is needed in rehabilitating the veterinary Posts to make them more functional and accessible to the pastoral communities. 6. The monitoring mechanism so far on the ground by the WPIT has been very loose. The fund allocated for monitoring is unutilized and it seems that the WPMC are not aware of this due to frequent turnover of staff at the leadership level.

7. Way Forward and Recommendation In general, the joint field monitoring and technical backstopping mission has resulted in: • Clear understanding among mission team and implementing partners on the status of the joint programme • Updated data on progresses, shared information and identified technical backstopping needs. • Agreement on the milestones of project deliverables and on set deadlines to accomplish the remaining activities • Reached consensus on the way forward to speed up the project implementation within remaining project period • Learned lessons from project results that can be promoted and shared as good practices. • Drawn best practices to advocate the programme and to share it with national and international communities.

In line with the mission field monitoring findings and encountered challenges, the way forward and recommendation are as follows;

1. Deliver proper reports and documents on the executed activities so far including the assessment carried in each Wereda and design and specifications prepared on the earthen dam construction under process 2. Technical support from concerned implementing partners should be strengthened and continued to further speed up the implementation of the Spanish MDG-F environment joint programme. 3. Wereda administration and project management committee should pay due attention to finalize the remaining project activities on the scheduled period. Since the project life span is getting shorter and shorter, the remaining activities need integrated and fast action and decision. Particularly the established cooperatives want strong support and follow up from Wereda project management committee to get license and to open bank account with in short period of time. 4. The water committee that established at Kebele level, in Somali region, should be devolved toward the direct user community of water structure. They also need close supervision and follow up to strengthen their responsibility. 5. The type of seedling should be diversified to include more fruit trees which have both environmental (used as shade, wind break, regulate local climate, prevent run off….) and livelihood (used as food, cash crop and so on) benefits. This will enhance income of the pastoral communities and serve as climate change adaptation mechanism. 6. Some water structures need strong rehabilitation and regional government commitment. Particularly the dam that is constructed by SORDU need rehabilitation of inlet structure and constructing stabilizing structures to reduce massive silt load in the dam. If urgent action is not taken in time the lifespan of the dam is heavily jeopardized. 7. The tax payment issue and distribution of motor cycles should be handled urgently. UNDP should follow up the issue and share precise information with regions. The delegated persons would have contact the PCO and UNDP before getting back to the region. 8. The climate change adaptation programme was finalized at all region and federal level. However, all project Weredas in Somali and Oromia regions do not have adaptation programme document. Therefore, EPA should finalize the climate change adaptation programme at Wereda level, particularly in Somali region. 9. The government should start preparation to scale up the findings of the pilot environment joint programme to other similar areas. 10. The UN agencies in collaboration with Ethiopian government should pay due attention to raise fund and upscale implement similar the climate change adaptation programme in pastoral area of the country.

11. The Wereda and regional IPs need to take time to conduct periodic survey, periodic monitoring as well as to keep progress record on LMC, IGA, rangeland management and water harvesting practices. 12. The need to scale up the range lands rehabilitation practices that are proven successful in Teletele area into other pastoral areas in wide area enclosures basis. 13. Closer monitoring for those LMCs that started trade in livestock for diversifying their income in ways that fit with market creations for members and non-members and their families demand for consumption and getting fare benefits. 14. Construction / rehabilitation of water facilities require fast response both from the project implementer and the donor as well to complete before the onset of short rain ”Hagaya” which is common in mid- September, 2012. 15. Availing transport facilities, motorbike as per the project agreement will help to complete the planned activities timely; this may also enhance and motivate the workers. 16. Needs to create common understanding between supporting office (WMMD) and others about the project or programme that needs willingness and readiness to provide/ support the necessary inputs. 17. Provide further awareness to all direct and indirect beneficiaries of the project about adaptation to climate change and mitigation measures. Meanwhile, building adaptive social protection and ecosystem resilience through enhancing and securing pastoralists access to strategic resources (such as range and water) is basic and essential if they are to adequately prepare and effectively respond to the effects of climate change. 18. EPA should resolve the problem associated with budget utilization allocated for Wereda Climate Change adaptation action plan preparation and finalize for Ayesha, Harshin and Teletele Weredas urgently. 19. All visited Weredas and regions should act in accordance with the recommendations of this mission report and complete the accomplishments before September 10, 2012.

8. List of Contacts Made in the Region and Project Weredas

No Participant's Name Representation Position

1 Jamal Abdi Kalif Harshin Wereda Administration Head Acting 2 Suhur Ahmed Harshin Wereda women's Affairs Office Permanent Head 3 Dayib aw Ahmed Harshin Wereda Revenue Office Head Acting 4 Ahmed Mohamed Hasen Harshin Werada Disaster Prevention and Permanent Preperdness office Head 5 Dek Dubad Harshin Werada Party office Head Permanent 6 Ahmed Sheeq Harshin Werada Police Administrator Permanent 7 Jama Shek -Mohamud Harshin WoFED Head Acting 8 Isle Osman Harshin Wereda Education Office Head Acting 9 Abdurahman Buh Harshin Wereda Health Office Head Acting 10 Mohamed H assen Elmi Harshin Wereda Livestock, Crop & Rural Acting dev't Head 11 Mohamed Jama Harshin MDG -F JP We reda Officer Permanent 12 Ugas Ade Abdilahi Harshin Werada party -Public Relations Permanent head 13 Abdi Faysal Ismael Harshin Wereda Youth and Sport Office Permanent Muhumed Head 14 Yusuf Hussein Ayesha Wereda Administration office head Acting 15 Abdi Hakim Hassen Ayesha WoFED Head Acting 16 Tesfaye Sewnet Ayesha Werada Education office Head Acting 17 Mathwos Habte Ayesha Wereda Health Office Head Acting 18 Jawhara Farah Ayesha Women's Affairs Office Head Permanent 19 Mohamed hassen Ayesha Wereda Water Bureau Office Head Acting 20 Abdurazak Yusuf Ayesha Wereda Justice office Head Permanent 21 Guyo Bule Teletele Wereda administration Delegate 22 Muhammed Shako Teletele Wereda MDG -F JP Project officer 23 Zinabu Sintayehu Teletele Wereda Water Office Delegate 24 Kasaye Bedessa Teletele Wereda FED office Deputy head 25 Molu Jarso Teletele Wereda education Office Delegate 26 Luka Haile Teletele Wereda Rural land Administration Delegate 27 Abdurahman Kassim Teletele Wereda Rural Road Office Delegate 28 Jaldessa Galgalo Teletele Wereda Public Affairs Office Head 29 Abdi Aman Teletele Wereda 30 Abdulfarah Mahabub Teletele Wereda PAC Office Finance officer 31 Belayeneh Ge zahagn Teletele Wereda Gov. Affairs Office Head 32 Yohannis Bogale Teletele Wereda Mobilizatio Bureau Head 33 Guyo Muro Teletele Wereda Land admin. & Process Owner Environment Protection Office