The 2nd Strategic Plan 2015-2017.pdf

Project Proposal Document
Integrated Child & Family Capacity Development Project II Page 1
SEMEN SHOA TESFA BERHAN
CHILD AND FAMILY DEVELOPMENT ASSOCIATION
PROJECT PROPOSAL DOCUMENT
(JULY 2014-JUNE 2017)
DEBRE BERHAN
OCTOBER 2014

PROJECT IDENTIFICATION ...........................................................................................................4
SECTION ONE EXECUTIVE SUMMARY........................................................................................5
SECTION TWO BACKGROUND OF THE ORGANIZATION AND THE AREA.........................7
2.1. Background of the Organization ...................................................................................7
2.2. Background of the area...................................................................................................8
2.2.1. Basona Worana Woreda (District)..........................................................................8
2.2.2. Debre Berhan Woreda (Town) ................................................................................8
SECTION THREE PROBLEM ANALYSIS......................................................................................10
3.1. Prioritized issues, manifestations and root causes of Poverty............................10
4.1.1. Care and Development Infants and young children (0-5 Years old)...............................10
4.1.2. Children between 6-14 years ...........................................................................................11
4.2. Vision Statement ...............................................................................................................13
4.3. Existing Resources, Efforts and Actors..................................................................................13
SECTION FOUR PROJECT DESCRIPTION..................................................................................15
4.1. Project Goals and Objectives.......................................................................................15
4.1.1. Project Goals: ..............................................................................................................15
4.1.2. Specific Objectives:..................................................................................................15
4.2. Project Log Frame ............................................................................................................16
4.3. Project Inputs .....................................................................................................................20
4.3.1. Financial.......................................................................................................................20
4.3.2. Personnel..........................................................................................................................22
SECTION FIVE PROJECT STRATEGIES........................................................................................23
SECTION SIX ORGANIZATION AND MANAGEMENT ............................................................26
6.1. Organizational Structure.................................................................................................26
6.2. Backstopping by ChildFund Ethiopia..........................................................................25
6.3. Participation of partner institutions ..............................................................................25
SECTION SEVEN MONITORING AND EVALUATION..............................................................26
SECTION EIGHT PROJECT VIABILITY & SUSTAINABILITY .........................................................27
SECTION NINE PROJECT IMPACT..............................................................................................28
SECTION TEN ANTICIPATED RISKS & ASSUMPTIONS ..............................................................29
10.1. Risks: - .................................................................................................................................29
10.2. Assumptions: -..............................................................................................................29
SECTION ELEVEN PHASE IN AND OUT STRATEGY...................................................................30
11.1. Phase in Strategy ............................................................................................................30
11.2. Phase out Strategy.........................................................................................................30

PROJECT IDENTIFICATION
Name of Organization: - Semen Shoa Tesfa Berhan Child & Family Development
Association.
Project Title: - An Integrated Child and Family Capacity Development Project
(Phase II)
Project Location: - Amhara National Regional State, North Shoa Zone, Basona Worana
and Debre Berhan Woredas, in 8 kebeles (namely Bakelo, Keyit, Abamotie, Gudoberet
Zuria, Gudoberet, Baso Dengora, Kebele 02 and Kebele 06).
Funding Agency: ChildFund Ethiopia and other potential donor(s)
Executing Agency: Regional Bureaus of Finance and Economic Development; Women’s,
Children and Youth Affairs; Education; and Health
Coordinating Agency: - BoFED & Line Bureaus (ZoFED & WoFED)
Implementing Agency: - Semen Shoa Tesfa Berhan Child & Family Development
Association.
Project Beneficiaries: - The direct beneficiaries of this project will be 416 infants and young
children; 1684 enrolled primary school going children 6-14 years old; 1109 youth 15-24
years old and 5794 women in reproductive age. It is expected that 8055 children; 4500
youth and 24340 community members will also benefit from the different activities
planned in this project.
Project Duration: - July 1 2014 – June 30 2017
Project Budget: - 42,613,175.00 Eth. Birr

SECTION ONE
EXECUTIVE SUMMARY
Semen Shoa Tesfa Berhan Child and Family Development Association in short Tesfa
Berhan is an Ethiopian Residents Charity Organization. It was established on September 13
2009 and re-registered by the Charities and Societies Agency since March 1 2011 to
undertake development programs in two Woredas of North Shoa Zone, Amhara Regional
State. It operates in six kebeles of Bassona Worana District namely Bakelo, Keyit, Abamote,
Gudoberet Zuria, Gudoberet and Bassodengora and two kebeles of Debre Berhan town
administration namely kebeles 02 and 06. The main office is located in Keyit 146 km away
from Addis Ababa to the northeast and has five branch offices. Tesfa Berhan is working in
partnership with ChildFund Ethiopia formerly named Christian Children’s Fund Inc.-an
international Charity Organization which has been operating in the area since 1992. Due
to changes in the program approach ChildFund has handed over its program
implementation role in the area to Tesfa Berhan since the beginning of 2010.
Tesfa Berhan had been implementing a three year project from Jan 2011 to Dec 2013.
With a-no-cost-project extension period of six months, the three and half year’s project
has come to an end at June 30 2014. The project had three core programs namely
Primary Health Care Services and Early Childhood Development; Basic Education; and
Youth Development. The core programs are intended to bring the following core
outcomes: these are Healthy and Secure Infants and Young Children (under 5 years old);
Educated and Confident Children (6-14 years old); Skilled and Engaged Youth (15-24
years old) respectively. To support the successful implementation of these programs two
additional projects (sponsor Relations Management and Capacity Building) were also
designed.
A review team composed of district sector office experts and Tesfa Berhan staffs have
undertaken a detail assessment to observe, document and communicate changes in
relation to the outcomes and impacts defined in the strategic plan. Documentation
review, community consultation using PRA and LQAS tools and techniques and technical
review were the three steps followed to conduct the review. The document review was
done by internal staff to see the major findings of the strategic plan and the physical and
financial plan and accomplishment. Community reflection was made in two ways. On the
one hand an in-depth interview was conducted with 380 children 6-14 years old; youth 15-
24 years old and mothers of children 0-23 and 24-59 months old using the LQAS method.
On the other hand 354 children 6-14; youth 15-24; mothers of 0-5 children and adult
community members were consulted. In addition 18 Key informants (Kebele administrators
& managers, school directors & supervisors, preschool teachers, health extension workers,
development agents, and youth association leaders) were also contacted for the study.
A validation workshop was organized with sector office heads & expertes, board and staff
and representatives from kebele, target primary schools and children and youth.
Similar to the last project document this second project will have three core programs
and two supportive projects designed to improve the overall well being of children and
their families. The three programs namely, Care and Development of Infants and Young
children 0-5 years old; Quality learning opportunities and enhancing achievements in
basic education; and Leadership and livelihood skills for youth. The two projects namely
sponsor relation management and capacity building will mainly focus on sustaining the
financial gain of the organization from individual sponsors around the world and to

enhance organizational performance respectively. Each of the programs and projects
has goals and objectives, rationale, strategies and expected outcomes and outputs. The
specific targets, and partners are clearly indicated along with the budget requirement
from ChildFund and other donors and partners.
This plan will use the current human resources with only two new positions to be added to
improve the quality of program service delivery and to diversify the resource base of the
organization. Based on the amount of grant funds additional staff will be recruited with
reasonable consideration of the requirements of donors. Proper working manuals will be
developed to guide day to day operations of the organization with appropriate training
to institutionalize them. This is in addition to the current manuals and update to the existing
manuals
The budget for the coming three years will be 42,613,175.00 of which about 35,508,070.00
Birr will be from ChildFund Ethiopia; 3,555,105.00 is a contribution from the community and
government in labor, cash or in kind and the remaining 3,550,000.00 will be secured from
a grant from potential donors other than ChildFund.

SECTION TWO
BACKGROUND OF THE ORGANIZATION AND THE AREA
2.1. Background of the Organization
Semen Shoa Tesfa Berhan Child and Family Development Association is a child and youth focused
non-governmental and not for profit local organization. It was founded in September 2009 at North
Shewa Zone Justice Department and re-registered at the Federal Charities and Societies Agency
as Ethiopian Residents’ Charity Organization since March 2011 with a license number 2190. Its
establishment was initiated by changes in the strategic direction and programming approach of
ChildFund (formerly named Christian Children’s Fund Inc.) which had been operating in the area
since 1992. Communities in Kebeles of ChildFund’s operational area decided to organize
themselves and found a local organization that can create a partnership agreement with
ChildFund to implement programs and projects. The operational area of Tesfa Berhan is located in
two woredas of North Shoa Zone, Amhara Regional State namely Basona Worana and Debre
Berhan. Debre Berhan town is the capital of the North Shoa zone which is 130 km away from Addis
Ababa and surrounded by Basona Worana district. Of the total 31 and 9 total administrative
Kebeles of Basona Worana and Debre Berhan districts, Tesfa Berhan operates in Bakelo, Keyit,
Abamotie, Gudoberet, Gudoberet Zuria and Basso Dengora Kebeles and 02 & 06 Kebeles
respectively.
In this operational area ChildFund had implemented three Five-Year projects on health and
sanitation; nutrition; HIV/AIDS prevention & control; education and early childhood development;
agriculture; food security; livelihood; child right; capacity building and sponsor relations. ChildFund
in partnership with Tesfa Berhan have been implementing a-three-year project from 2011-2013. In
that project the role of ChildFund was to provide financial and technical support and to ensure
quality program delivery and that of Tesfa Berhan was to manage the overall program
implementation. The project document had three core programs and two support projects namely
Care and Development of infants and young children (under 5 years old); Quality Learning
Opportunities and enhancing achievements in basic education (6-14 years old); Leadership and
Livelihood Skills for youth (15-24 years old); Capacity Building for staff & governing Body; and
Sponsor Relations Management. The Primary Health Care & ECD core program had Integrated
Community Management of Childhood Illness & Nutrition; Safe Motherhood Neonatal Services;
and Early Childhood Development as key interventions. The Basic Education core program was
mainly intended to create enabling children learning in active and supportive school environment.
Youth Development program had three key interventions namely youth livelihood preparation and
education; youth friendly reproductive health services and education; and youth leadership and
social engagement. The Capacity Building project was intended to enhance the performance of
staff and Board members and create a suitable working environment. The last project namely,
Sponsor Relations management, mainly focused on sustaining the fund source of Tesfa Berhan by
smoothing the relationship between children and their sponsors.
This project document will be the second phase of the first project named “An Integrated Child
and Family Capacity Development Project”. The three core programs and two supportive projects
will be part of this project but with some modifications on the goals, objectives and strategies. The
first core program is Early Childhood Development with four key interventions called; Safe and
Caring Environment for children; High Quality Health Care Services and Nutrition for Infants and
Expectant Mothers; High Quality Stimulation for Infants and Young Children; and Empowered and
Responsive Care Givers. The second core program, Quality Learning Opportunities and Enhancing
Learning Outcomes in Basic Education, will have three key interventions namely Promotion of Child
Friendly schools; Participatory School Governance; and Promoting Enrolment, Attendance and
Performance of Children. The third core program will be Leadership and Livelihood Skill for Youth
with the following three objectives; Youth Livelihood preparation and Education; Youth Friendly
Reproductive Health Services and Education; and Youth Leadership and Social Engagement. The
two supportive projects Capacity Building for Staff and Sponsor Relations Management will have

objectives to enhance organizational performance and sustain the financial resources of the
organization respectively.
2.2. Background of the area
The altitude of the operational area ranges from 1300 to 3400 meters above sea level with mainly
highland and plateau landscape. About 70% of the area is plateau and 30% is mountainous with
rugged terrain. Rainfall ranges from 814 to 1080mm per annum. Its pattern is bimodal where the
main rainy season (Kiremt) is from mid June to mid September and the short rainy season (Belg) is
between mid Februarys to April.
The annual temperature ranges from 9- 22 0c. All climatic zones are available in the areas with 50%
dega; 46% woina dega; 2% kola and 2% wurich.
2.2.1. Basona Worana Woreda (District)
According to the Central Statistical Agency of Ethiopia (CSA) the total population of the district as
projected for July 2010 is 133,910 of which 68,496 are male and the remaining 65,426 females. Out
of the total only 1,560 are urban dwellers and the rest majority (132,359) resides in rural kebeles. The
total land area of Basona Worana is 1208.17sq. Km and 109.6 people live in one Km3.
Almost 99% of the population in the Woreda is Orthodox Christian followers and the remaining 1%
composes other religious denominations. Amhara is the dominant ethnic group of the area and
Amharic is the prominent language spoken.
In the district there are 66 preschools (KGs); 51 primary schools and two secondary schools (one
located in Debre Berhan town and one at Keyit). The general secondary school in Debre Berhan
town also started to give services as a preparatory school for the district. There are 4 health
centers, and 31 health posts rendering health services to the community.
The main asphalt road from Addis to Dessie crosses all the kebeles of the operational area. Dry
weather feeder road connect parts of the area with the main road. But there are some
inaccessible areas due to the ruggedness of terrain.
All except one kebeles have access to electricity and either wired or wireless telephone service.
But areas far away from the kebele centers are not getting these services. These far areas have
Mobile network.
The main means of livelihood in the woreda is agriculture where the annual yield is very low due to
traditional farming system. Sorghum, wheat, beans, peas and lentils are the major cereals grown.
Most farmers produce only once using the rainfall while the number of famers who produce more
than once with irrigation is increasing.
2.2.2. Debre Berhan Woreda (Town)
The CSA of Ethiopia projected that the total population of Debre Berhan town for July 2013 is
83,479 of which 40,527 are male and the remaining 42,952 are females. The total land area of
Debre Berhan is 146.27sq.Km and 570.6 people live in one Km2.
About 86% of the population in the town is Orthodox Christian and the remaining 14% composes
other religious denominations including Muslims and Protestants. Amhara is the dominant ethnic
group and Amharic is the prominent language spoken at the area.
In the town there are 15 government owned, 13 private and 19 community based preschools
(KGs); 16 government and 10 private primary schools and three general secondary schools (one

private). The town has one preparatory school for higher education, one TVET, one teachers’
education and vocational college and a university.
There are one zonal hospital and one private hospital; three health centers; and 14 private clinics
to avail health services to the community. There are also four health colleges to give diploma
courses and the university have a health science college which has a degree program.
Petty trade and mixed agriculture are the main sources of income for the majority of the people in
the town. Some portions of the residents are employed in public and private sectors; work in small
and micro enterprises; and as daily laborers. Only few of the elderly are getting pension.
The direct beneficiaries of this project will be 416 infants and young children; 1684 enrolled primary
school going children 6-14 years old; 1109 youth 15-24 years old and 5794 women in reproductive
age. It is expected that 8055 children in 10 primary target schools; 4500 youth getting SRH services
in youth centers and participating in clubs and associations and 24340 community members will
also benefit from the different activities planned in this project.

SECTION THREE
PROBLEM ANALYSIS
3.1. Prioritized issues, manifestations and root causes of Poverty
End-of-ASP review process which includes the documentation review, community consultation and
technical review processes have brought plenty of information which shows the impacts/ results
achieved and the gaps that need intervention. Consensus has been reached among the
stakeholders on the major problems that deprived, excluded and vulnerable children are
experiencing. At the validation workshop the following priority areas were identified under each of
the three core programs.
4.1.1. Care and Development Infants and young children (0-5 Years old)
End-of-ASP review assessment data and secondary information came up with a wide array of
problems that infants and young children under five are experiencing. Some of the major problems
identified in relation to health and security of infants and young children 0-5 five years old and
expectant mothers as well as care givers as prioritized in the validation workshop are as follows:
1. Harmful traditional practices /Cultural influences/ low awareness
2. Inadequate prenatal, safe delivery and postnatal service
3. Prevalence of communicable disease
4. Low family Income
5. Inadequate nutritional food especially for children and their mothers
6. Less access to EPI, GM & Birth certificate services
7. High number of children experiencing DEV
8. Poor quality education at preschools (poor infrastructures, less qualified facilitators,
community involvement etc)
During community validation and prioritization workshop, a range of problems have been
summarized in to four namely inadequate health services for children; insecure environment for
children’s growth and development; limited access to ECD services and low income of families.
The discussants also indicated the major faces of these problems as listed below.
a. Sickness and Death
Focus group discussants indicated that the health practice of the community is at its lowest stage.
Children are the once most affected by this as witnessed by the high prevalence of diarrheal and
ARI with 22% and 31% respectively among 0-23 months old children. Unsafe delivery is one of the
major causes of sickness and death for both the child and mothers. What has been accomplished
during the last three years by Tesfa Berhan and the government have reduced delivery at home
by about 40%. But still almost half of pregnant mothers deliver at home without any professional
assistance. This also contributes negatively to serious complications during delivery which leads to
sickness and death. Low awareness of mothers and inadequately furnished health facilities
including ambulance are some of the reasons for mothers to prefer home delivery. The key
informants from heath facilities also indicated that absence of waiting rooms for expectant
mothers; lack of on-job training for health staffs also contribute to the problem. Once they come to
the health facilities mothers do not want to return to their home without delivery if they do so their
probability of coming back is very low.
Consulted children, youth and adults confirmed that access to potable water is limited in
preschools and the surrounding community though data on access to water supply is significant. .
Women and girls students indicated that they travel two hours fetching water for their school
activities. The survey also indicates that currently only 65% of the population in the operational area
has access to safe water. This figure is more than the district and national coverage which is 64.2%
and 54% respectively. But the occurrence of diarrhea is found to be high which imply that the
available water sources are not treated for purity and the majority of springs need maintenance.

The discussants linked the problem with personal hygiene, environmental sanitation and finally with
poor health status of children.
Information collected from Keyit Health Center and District health offices also indicate that
Pneumonia, diarrhea, upper respiratory infection. Typhoid fever and Acute Febrile illness are the
five top diseases of the area where children are the major affected groups of the community.
b. child insecurity
The consulted young mothers also expressed their opinion on limited knowledge on parental skill,
low care to their children due to heavy work load that results keeping children at unsafe place and
condition which finally reflects on child health. It is common for mothers leaving children alone for
long hours. The LQAS survey indicated the same fact where 64% of the respondents left their 24-59
months old children alone in the past two weeks of the survey time. The situation is even distressful
for infants where 47% of the survey respondent mothers with children 0-23 months old mentioned
that they left their children in the care of child less than 10 years old. These figures show reductions
from 86% and 59% respectively from the baseline survey. But considering the negative impacts on
children’s growth, parents need to be aware related hazards on children being left alone.
The presence of harmful traditional cultural taboo practices also make children’s living
environment less secure. Children’s right is not respected in the area. This starts at their early age
when they are denied the chance of having a birth certificate. The survey indicates that 50% and
36% of children 0-23 and 24-59 months old children respectively have got registered at birth. Only
half of women 15-49 years old with 0-23 months old infants who attend antenatal care at least four
times during pregnancy. On the contrary only 11% of infants 0-23 months old took at least 3
measurements in the past four months.
c. High number of out of preschool children
The community explained that children at the age of preschool (4-6 years old) are out of schools
due to the limited access to Kindergartens and/or preschools; inadequately furnished preschools;
less affordability of school fees; low family awareness and less effective management system. The
survey shows that only 33% of children 36-59 months old attend some form of early childhood
education program. This shows an increase of 17% from the baseline though much is expected to
create access to the many children who are still out of preschools. In the baseline survey it was
indicated that only 59% and 81% of children 0-23 and 24-59 months old respectively live in
households which promotes learning and school readiness. This shows that a significant number of
children live in a family environment which do not encourage/stimulate early learning and that
most children join pre schools without being ready to do so. During the consultation meetings
mothers indicated that there is no developed system to facilitate the smooth transition of
preschoolers to primary schools.
d. Low Family Income
Low income contributes to most of the above problems deprived, excluded and vulnerable
children are experiencing so far. This is one of the reasons that kept the vicious circle of poverty in
the move. Most families do not have enough income to afford to the basic needs of their children
such as food, cloth, shelter, medication, and school related costs. On the other hand they lack
proper knowledge how to generate income through the different ways like increasing productivity;
practice mixed agriculture; undertake off farm activities and income generation schemes.
4.1.2. Children between 6-14 years
The major problems identified as facing children in this age range are as follows
1. Low awareness of family/guardian on children education :absence of follow up, unwillingness
to send children to school for club participation and library reading; Family work load on
children

2. Unfriendly school environment, play grounds (dusty, inclined, rough and scarce play materials
(absence of recreational site, unfulfilled gender club no water access for toilets, fence)
uncomfortable laboratory and pedagogical center
3. Students Poverty (a student being bread winner for a family, unable to cover basic needs of
clothing and food, school materials ,house rent
4. High dropout and repetition rate in the schools and presence of out of school children in the
target kebeles.
5. Absence of Inclusive Education support for children and the schools.
6. Students come late to school, truancy, absenteeism, neglecting home works and addiction.
7. Students' poor reading habit
8. Shortage of materials in the schools (limitation of lab facilities, sport materials, reference books)
9. No organized tutorial programs for boys and girls.
10. Absence of training and experience sharing for teachers and PTA members
a. Low awareness of parents and/or guardians on children education
In the group discussions conducted with children, parents/ guardians are not supportive for
children's education. Respondent children have also explained parents are unwilling to send them
to school for club participation and library reading. Most parents/guardians do not pay attention
that children should do home works and study their lessons at home. Parents/guardians prefer a
child earn money for food or look after cattle to going to school. In the LQAS findings also it is
revealed that 74 % of children work for their family, such as chores, farming, or business. The other
56 % of children work for someone who is not a member of their household. In the LQAS study 30 %
of children miss school because of this work.
Parents/ guardians lack of concern for children education in the target schools contributes for
coming late, truancy and home work negligence. Parents /guardians involved in the community
consultations reflected they never go to school to follow up their child's progress unless they are
called. Whenever children drop school and parents are called to the kebele administration, they
report I am unable to influence him/her to attend education. This lack of belongingness,
commitment and interest on the part of parents in children’s education mainly stems from their low
level of awareness on the importance of education.
b. High Number of out of school children: - There are children aged seven who are out of school
in the target areas due to disability, frequent grade detention, parents unwillingness to send
children to school, girls affected by goiter, early marriage for girls, economic problem and
school distance. School records show that only 88.3 % of the school aged children have joined
school at the beginning of (2013/14) academic year. There are 1,069 children out of school,
494 of them are girls. The LQAS assessment also shows that only 96% of school aged enrolled
children are attending school.
c. High Repetition and Dropout:- According to the survey conducted to review the last ASP, 71 %
of the respondents confirmed they have been absent from school for more than 15 days in the
past 6 months. Similarly, 68 % of these respondents replied they dropped out school in the past
years. Compared with the bench mark of the first ASP, in both absence from school for more
than 15 days in the past 6 months and students dropping out during their study in the past years
the situation has worsen showing 17 and 18 % increase respectively. Information from 8 primary
schools in the operational area indicated that 388 students dropped out in 2012/13 (2005 E.C)
academic year. This is about 4.9 % of the total 7971 students who were registered at the
beginning of the year. The repetition record shows 899 (11.9 %) students have detained class
from 7583 children. During the same year about 29.2% of students set for grade 8 regional
examinations have repeated. Some of the possible reasons include sickness, leaving the
residential area, economic problem, low achievement and less family follow ups. Disability and

orphan hood also contribute to school dropout and repetition as indicated by the group
discussant children. According to district records there are 718 children under difficult
circumstances and 139 children with disabilities.
4.2. Vision Statement
At the start of the first ASP a vision statement was developed in consultation with all stakeholders.
But efforts were made to refine the statement to make it more inspirational and readable. A team
was organized from staff to re-write the vision. The team’s result was discussed among the
management, executive board and general assembly. Finally the vision statement together with
the mission of the organization and its principles and values were approved by the general
assembly. The approved vision of Tesfa Berhan is to see children and youth participate in and
benefit from developmental endeavours and become ideal citizens who bring lasting and positive
change in their communities.
4.3. Existing Resources, Efforts and Actors
During the community consultation the existing social and economic resources were drawn by all
participant groups. Accordingly the following resources are found in the area and will positively
contribute to the effort of the association to address child poverty.
The major resource is the availability of man power which can actively participate in the
development efforts of Tesfa Berhan. The soil and water conservation being undertaken every year
uses this resource with very little financial expense. This improves the agro-ecology and hence
increase agricultural productivity and reduced the risk of drought, erosion and pollutions.
Increased income of households will also add to the success of programs and projects by
increasing their willful contribution to some activities. Currently 15% of the project costs are covered
by the target community
Land is also a resource in the rural district of Bassona Worana. Though the land holding size of each
household is very small if efforts are coordinated to increase productivity and use of improved
technology it can better support life. Some communal land was identified for youth who want to
engage in farming activities. The government can also avail land free of lease charge for the
construction of infrastructures.
Livestock with its uneven distribution can be considered as a community resource which can
contribute the effort of Tesfa Berhan to improve family income and nutritional status of children.
As the majority of the topography is highland there are different water bodies in the Woredas,
which can be used for different purposes at different magnitude. It was pointed out that there are
rivers along with irrigable land that could be used for irrigation purposes. Vegetables and fruit crops
can therefore be grown to support the economic situation of the community all the year round
without the need to depend on unreliable rainfall. There are about 6 irrigation schemes (one under
construction) in the operational area with a potential to irrigate 1139 hectares of land.
The existence of dense tree plantation in the high lands of Basona Worana is a useful resource in
many ways. For many households earn considerable income from the sell of firewood from this
forest. The forest also subsidizes district revenue which can accelerate government’s development
effort to alleviate poverty. One cheap wood factory is under construction which also contributes
Debre Berhan town is a market for the agricultural and non agricultural products of the surrounding
farmers. It is growing fast and attracts huge investment. This is supposed to create job opportunity
for unemployed youths. Land is available for free for those youths who want to work in organized

groups as small and micro enterprises. The infrastructures (road, electricity, telephone) of the
districts are relatively better.
There are institutional resources including the government structure and offices at district and
kebele level. There are also government offices at the zone and regional level that can back up
the effort. There are kebele administrations, social court, anti HIV/AIDS clubs, youth and women
associations, and child right committee at kebele level.
There are social institutions like hospitals, health centers, clinics, health posts, schools, technical and
vocational training institution, teachers education and health colleges, university, multipurpose
farmers cooperatives, saving and credit associations, youth recreation centers that can avail
different services. There is improvement in the quality of services provided by these institutions.
The existence of policies and procedures at all levels of the government structure which supports
the implementation of programs and projects to create access and improve quality in health,
education and youth development is also one of the resources. The government sector offices are
more or less equipped with qualified professionals to provide technical assistance from which Tesfa
Berhan can benefit much.

SECTION FOUR
PROJECT DESCRIPTION
4.1. Project Goals and Objectives
4.1.1. Project Goals:
This project will have three major objectives as indicated below.
1. To enable children develop to their full potential, enjoy good physical and mental
health and live in stable families that interact in non violent ways and in supportive
environment.
2. To improve the quality of basic education with children learning in safe,
protective and supportive environment.
3. To improve the economic, physical & social well-being of youth who can bring lasting
positive change in their families and communities.
4.1.2. Specific Objectives:
 To ensure that Infants and Young Children live in safe and clean homes and
surrounding areas
 To increase access to high quality health care for IYC and expectant mothers
 To improve quality of pre-school education.
 To improve the safety and conducive environment for children at home and ECD
centers
 Increased capacity of care givers to support survival and development of IYC
 To promote child friendly schools.
 To maximize the participation of children and their parents in school matters.
 To promote enrolment, attendance and academic performance of students in the
target schools.
 To ensure that youth are employed at a living wage in non exploitative work.
 To capacitate youth to make choices for living a healthy reproductive life.
 To enable youth become change agents in their families and communities.

4.2. Project Log Frame
Goals Objectives Objectively Verifiable Indicators Means of
Verification
Assumption and Risks
1. Children develop to
their full potential, enjoy
good physical and mental
health and live in stable
families that interact in
non violent ways and in
supportive environment.
1. To ensure
that Infants and
Young Children
live in safe and
clean homes and
surrounding areas
1.1. 30% of children under 5 in the area will
have growth monitoring card available at
home at the end of June 2017.
1.2. The coverage of pure water access of
the target community will increase from the
current 80% -85% by the end of the project
period.
AIMES report
Monthly & quarter
reports
Observation
LQAS Survey
Field Visits
Training Reports
Health Institution’s
reports
Assumptions: -
 Government policies and
procedures towards health
and ECD will continue to
support project plans.
 Community members, mothers
and care givers will be willing
to participate in trainings and
other activities as well as to
change attitudes towards
some undesired practices.
 District sector offices and
health institutions will continue
to support the association.
 There will be continuous flow
of fund from ChildFund
Risks: -
 Price fluctuations
 High staff turn over of both the
association and government
partners.
2. To increase
access to high
quality health care
for IYC and
expectant mothers
2.1. By the end of June 2017 the percentage of
target pregnant women who get skilled
professional assistance during delivery will
increase from the current 47% to 58%.
2.2. The percentage of target pregnant
women 15-49 years old in the target area who
attend antenatal care will increase from the
current 50% to 60% by the end of June 2017.
2.3. By the end of the project period 20% of
target women with children aged 0-23 months
will attend post natal care at health
institutions.
3. To improve
equitable access
and quality of pre-
school education.
3.1. The coverage of 4-5 years children in
the operational area with access to pre
schools (KG) learning will increase from 33% to
45% by 2017.
3.2. At least 20% of the existing preschools
will be child friendly with access to play
ground, water, latrines, and fencing etc by the
end of 2017.
4. Increased
capacity of care
givers to support
4.1. By the end of June 2014 at least 10% of
families with children 0-5 years old children will
have access to small scale saving and loan
services.

survival and
development of
IYC
4.2. Increased awareness of households,
community members, and relevant institutions
(eg. Women, children and youth affairs) on the
importance of joint decision making at
household level.
2. Improve the quality of
basic education with
children learning in
safe, protective and
supportive
environment.
1. To promote
child friendly
schools.
1.1. Make the play grounds of 20% of the
target primary schools child friendly before
June 2017.
1.2. Ensure that at least 50% of the target
primary schools practice the components
of CFS at the end of June 2017.
Field visit,
AIMES report
LQAS Survey
Monthly & quarter
reports
School reports
Assumptions: -
 Government policies,
procedures and towards Basic
Education will continue to
 Teachers ,PTA,ETB ,clubs ,
other school structures and
parents/ guardians will be
willing to participate in
trainings and other related
activities as well as adult
functional literacy attendance
 District Education Offices and
schools will continue to
support the association.
Risks: -
 Staffs turn over of both the
partners.
2. To maximize
the participation of
children and their
parents in school
matters.
2.1 60 % of parents in the target areas get
involved in school matters by June 2017.
2.2. Increase the coverage of students’
participation in school matters from the current
53% to 65% by June 2017.
2.3. Improve the percentage of parents’
involvement in the follow up of their children’s
education by 20% at the end of June 2017.
3. To promote
enrolment,
attendance and
academic
performance of
students in the
target schools.
3.1. Ensure that all school aged children in the
target area attend primary school at the end
of the project period.
3.2. Reduce detention rate by 8 % for target
schools in Debre Berhan and 5% for Bassona
Worana from the current 13.61& 12.79 %
respectively by the end of the project.
3.3. Decrease dropout rate by 1.5 % and 1 %
for target schools in Debre Berhan and
Bassona Worana respectively from the current
2.41& 5.31 % respectively by the end of June
2017.
3: Improve the economic,
physical & social well-
being of youth who can
bring lasting positive
change in their families
1. To ensure
that youth are
employed at a
living wage in non
exploitative work.
1.1. The percent of youth participated in
technical /vocational skills increased from the
current 21% to 34% by end of 2017.
1.2. Percentage of youth employed will
increase from the current 49% to 60% by the
AIMES report
LQAS Survey
Monthly & quarter
reports
Interviews
Youth data
Assumptions: -
procedures towards youth
development will continue to

and communities. end of 2013.
1.3. To ensure that at least 30% of youth will
be able to plan & manage their business by
end of 2017.
1.4. To enable 20% of secondary school
graduates to join and complete diploma and
degree courses by the end of the project.
 District sector offices will
actively participate in the
implementation of the project.
 There will be better job
opportunities to absorb
trained and skilled youths
 There will be a market
demand for the products of
youths.
Risks: -
 Staffs turn over of both the
partners.
2. To capacitate
youth to make
choices for living a
healthy
reproductive life.
2.1. Age of pregnancy before age of 15-
18 yrs reduced from the current 20% to 10% by
the end of June 2017.
2.2. Early marriage in women before the
age of 18 yrs will be reduced from the current
67% to 60% by the end of 2017.
AIMES report
Monthly & quarter
reports
Field Visits
Sector office &
clubs report
LQAS Survey
3. To enable youth
become change
agents in their
families and
communities.
3.1. Membership and participation to
youth associations and clubs increased from
the current 48% to 55% by the end of June
2017.
3.2. Youth holding position of leadership
increased from the current 23% to 30% by the
end of June 2017.
3.3. The percentage of youth age 15-24 who
feel they have responsibilities to shoulder
at the community and local government
level will raise from the current 75% and
67% to 82% 78% respectively at the end of
the project period.
Monthly Reports
Training Reports
Observation
Clubs and
Association data
& report
LQAS Survey
To enhance organizational
performance for effective
and efficient program and
project implementation
and quality service
delivery.
1. To enhance
the strategic
leadership
capacity of the
governing body.
1.1. Ensure that 90% of the executive board
members will be able to give effective
leadership by applying the training by the end
of 2017.
2.1. Staff fund soliciting capacity
Training reports
Monthly & quarter
reports
Grant Agreements
Assumptions: -
procedures towards ChSos will
continue to support project
plans.
 Board members and staff will
be willing to apply the

2. To diversify
the financial
resource base of
the organization.
increased and 3.5 Million Birr will be secured
from sources other than ChildFund by the end
of the project life.
trainings
Risks: -
 Trained staffs turnover of the
association.
 Donors may not be willing to
accept proposals.
Enable sponsor ship
program to be the
sustainable financial
sources of the association.
1. To improve the
quality of
sponsorship
communication
.
1.1. 80% letters will written by the children
and their families at the end of June 2017.
1.2. Sponsor cancellation rate minimized
from 13.7 to 10.0% at the end of June 2017.
-Written letters
-Cancellation
report and SSIMS
Report
Assumptions
-Global economic crisis will
become down to the normal stage.
-Children and family will be willing
participate in sponsor relation
activity.
Risks
Global economic crises may not be
stable which may force the
Association to loss sponsors.

4.3. Project Inputs
4.3.1. Financial
Table: 4.1 Cost of the project by major components (In Birr) for the two Woredas
Budget Component by project
Budget allocation for the period
Annually Total of the three years by sources Total
Year 1 Year 2 Year 3
ChildFund
Ethiopia
Communit
y Cost
sharing
(Partners)
Grant
Core Program One: Care and
Development of infants and young
children (under 5 years old) 2,395,716 1,954,661 1,953,856 4,871,648 732,585 700,000 6,304,233
Core Program Two: Quality Learning
Opportunities and enhancing
achievements in basic education (6-14
years old) 3,647,947 3,439,753 3,779,551 8,327,032 1,040,220 1,500,000 10,867,252
Core Program Three: Leadership and
Livelihood Skills for youth (15-24 years
old) 3,167,478 4,386,136 4,031,388 8,452,702 1,782,300 1,350,000 11,585,002
Sponsor Relation Management 356,457 403,308 404,839 1,164,604 1,164,604
Program Staff Salary 1,464,419 1,675,705 1,841,702 4,981,826 - - 4,981,826
Capacity Building 398,759 520,934 529,028 1,448,720 - - 1,448,720
Major Administration Costs 1,936,022 2,087,889 2,237,626 6,261,537 - - 6,261,537
Total 13,366,799 14,468,386 14,777,989 35,508,070 3,555,105 3,550,000 42,613,175
The above table shows that the majority of the project fund (35,508,070.00 Birr) will come from ChildFund Ethiopia. The community with labour
and materials and the local government through the provision of land and other technical support will contribute Birr 3,555,105. Tesfa berhan will
also try hard to get 3,550,000 Birr from donors other than ChildFund by preparing proposals to potential donors.

Cost of the project by Woredas
Budget Component by project
Debre Berhan City Administration Bassona Worana Woreda
Total
Year 1 Year 2 Year 3 Total Year 1 Year 2 Year 3
Core Program One: Care and
Development of infants and
young children (under 5 years
old) 267,741 399,343 355,492 1,022,575 2,127,976 1,555,318 1,598,364 5,281,658
Core Program Two: Quality
Learning Opportunities and
enhancing achievements in
basic education (6-14 years old) 798,605 868,031 1,269,026 2,935,662 2,849,342 2,571,723 2,510,525 7,931,590
Core Program Three: Leadership
and Livelihood Skills for youth (15-
24 years old) 1,120,754 1,745,501 1,377,836 4,244,091 2,046,723 2,640,635 2,653,552 7,340,911
Sponsor Relation Management 55,576 64,939 64,938 185,453 300,880 338,370 339,900 979,150
Program Staff Salary 302,388 364,907 399,825 1,067,120 1,162,033 1,310,798 1,441,877 3,914,707
Total Program Costs 2,545,065 3,442,720 3,467,116 9,454,901 8,486,954 8,416,843 8,544,219 25,448,016
Capacity Building 86,125 148,131 192,870 427,125 312,634 372,803 336,157 1,021,594
Major Administration Costs 492,018 611,587 648,121 1,751,725 1,444,005 1,476,302 1,589,505 4,509,811
Total Admin Costs 578,142 759,717 840,991 2,178,851 1,756,639 1,849,105 1,925,662 5,531,406
Total 3,123,207 4,202,438 4,308,108 11,633,752 10,243,593 10,265,949 10,469,881 30,979,422
The table shows that the budget for Bassona Worana district and Debre Berhan City Administration is 30,979,422.00 Birr and 11,633,753.00
respectively. The total project cost for the two woredas will be 42,613,175.00 Birr. The program cost of the two woredas will be Birr 34,902,917.00
Birr while that of the administration cost will be 7,710,256.00 Birr. Based on this the program vs administration cost will be 81.91/18.09. But since all
planned trainings will have both program and administration costs this ratio may have some differences which will raise the percentage to 77/23
respectively.

4.3.2. Personnel
Table: 4.2. Staff of the Organization
Job Title
Number
of staff
Qualification & Experience Place of Work Nationality
Manager 1
Bachelor degree+ 8 year work experience /Master degree + 6
year work experience; qualification in social sciences, rural
development or related fields
Main Office (Keyit) Ethiopian
Program Development Supervisor 1 Bachelor degree+ 6 year work experience /Master degree + 4
year work experience; qualification in social sciences,
development studies or related fields
Community Development Officers
(CDO)
3 1st degree in pedagogy/education, public health, agriculture,
economics with 3 years of experience
Sponsor Relations Officer (SRO) 1 BA degree in Social Science or ILS and 3years experience Main Office (Keyit) Ethiopian
Finance Officer 1 BA degree in accounting and 3 years experience Main Office (Keyit) Ethiopian
MERL Officer 1 BA degree in Social Science and related fields with 3 years
experience
Community Development Facilitators
(CDF)
10 College diploma in social sciences, agriculture, home economic,
or related fields and 2 years experience
At site level Ethiopian
Accountant 1 College diploma in accounting and 4 years experience Main Office (Keyit) Ethiopian
SR Assistant 1 BA degree in Social Science or ILS and 2 years experience Main Office (Keyit) Ethiopian
Cashier 1 College diploma in accounting and 2 years experience Main Office (Keyit) Ethiopian
Admin Assistant 1 College Diploma in related field + 2 years experience Main Office (Keyit) Ethiopian
Store keeper 1 College Diploma in related field + 2 years experience Main Office (Keyit) Ethiopian
Driver 1 3rd grade driving license and TVET diploma with 2 years
experience
Purchaser 1 College Diploma in related field + 2 years experience Main Office (Keyit) Ethiopian
Messenger 1 10th grade complete and 2 years experience Main Office (Keyit) Ethiopian
Office Attendant 1 8th grade complete and 2 years experience Main Office (Keyit) Ethiopian
Guards 4 8th grade complete and 2 years experience Main Office (Keyit) Ethiopian
Preschool facilitators & baby sitters 7 KG certificate and two years experience Debre Berhan Ethiopian

SECTION FIVE
PROJECT STRATEGIES
5.1. Core Program One
1. Enhance Stakeholders Participation: To ensure the effective implementation of
planned activities participation of all stakeholders is paramount. The community will
participate in cost sharing to medication of children, creating protective environment
for children and to furnish preschools with safe in and outdoor play materials;
contribute in labor and material for construction of spring water sources; and some will
give voluntary services to improve the quality of health care services by providing
home to home health education, guidance and data recording. They will be linked
with the health service delivery system. Government sector offices will contribute in
preparation of designs & specifications; institutions will be requested to contribute
financially to upgrade health facilities.
2. Trainings and educational messages: - Trainings and strong educational messages
using different Medias such as class room sessions, demonstrations, mass education
and FM radios will be given to the community, health professionals and preschool
facilitators. The trainings will be as short as 15 minutes and as long as 5-7 days
depending on the topics and the Medias used. Partnerships with District offices; Debre
Berhan University; and Debre Berhan Fana FM 94.0 will be established to facilitate
these trainings. Tesfa Berhan will work to economically empower guardians of infants
and young children. Sector office experts will collaborate in the preparation of
messages on various topics. The impact of these trainings and messages will be
assessed every month during the monitoring visit.
3. Empowering Care Takers: - This project will work to introduce income generation
activities through Village Savings and Loan Association/VSLA/. Without any financial
injection care givers are organized in small groups to start saving and have access to
credits. Families will be supported to start small animal farming like poultry production
and sheep rearing. Vegetable seeds will be provided to those families who have
experience to use their backyards for production. Linkage will be established the
existing SACOOs so that families could get access to capital loans. The financial
support to orphans and vulnerable families will focus on the family’s ability to use the
support for long term outcomes. Decision making ability of women will be enhanced
through various trainings in topics like parenting skills.
4. Support health institutions and pre schools: Material and technical support will be
provided to health institutions, and pre-schools. These supports will target improving
the service delivery of health institution and the quality of preschool education. The
support will be supplemented by refresher trainings of health personnel and preschool
teachers in the form of short term trainings. Separate waiting rooms at Keyit health
center and Bakelo health posts will be constructed and furnished. Five preschools will
have access to safe drinking water with pipeline installations from the nearby water
sources. While four new springs will be developed and 8 existing water sources with

poor conditions will be rehabilitated and treated regularly with chlorine. Refresher
trainings will be given to water management committees of 10 springs.
5.2. Core Program Two
1. Introduce and promote CLASSE Model: - Substantial evidences shows that robust,
multi-factor interventions are needed to address increasingly complex access, equity,
and quality issues in education. With this end, The CLASSE model with its entire
package will be introduced. The four components of the model including Child-
Centred Learning Environments; Meaningful Active Teaching & Learning; Engaging
Families & Communities; and Partnerships & Strategic Alliances will be given due
consideration. Moreover, attention will be given to the promotion of girls’ education.
There will be girl spaces that provide health and social service for girls that enhance
their learning process. The promotion of the CLASSE methodology has been
implemented with a lot gaps to be filled. These efforts will continue to implement
CLASSE in the 8 schools located in the program area.
2. Construction of Structures and Offices: - The community discussion came up with
the fact that the existing schools are not well equipped with the required reference
books, school materials and the existing classrooms are not sufficient for current
number of students for tutorial and full day schooling. The project will provide school
materials; construct additional classes, library and boys/girls friendly pit latrines to solve
the problem. In addition the target schools also lack club offices for children's
participation. So, club offices will be constructed. The club offices will be managed by
club leader students and teachers. District education offices train and mobilize club
participation through the leaders. The clubs promote protection of children in and out
of school. And also present experience of high achievers and ways of becoming
successful in academics.
3. Strong partnership with education actors: - Parents, children, and youth need
capacities to participate in school governance, advocate for quality services and
influence policy. The target schools will serve as a main point for enhancing child and
youth participation. Children and youth will be a member of different school clubs and
act as change agents in community development particularly community
sensitization. Parents and/or guardians of children participate in program
implementation by sharing cost for scholastic materials, financial support and
medication service. In addition district education office will share cost for the
construction of classrooms; play ground preparation and Functional Adult Literacy
(FAL) program. Strong link will also be established with Debre Berhan University in
capacity building of teachers. Other local and community based organizations will be
contacted to mobilize resources for schools’ improvement.
4. Strengthen School and Student Structures: - Schools have various structures that
can make a difference in students' achievement. The structures will be provided with
guidance and required tools for engaging children in the school activities. These
structures (one-to-five, students’ union, PSTA & ETB) will contribute in reducing
educational wastage. Tesfa Berhan in collaboration with the district education offices
will create an environment of competition will be created where the best performing

structures will be rewarded or given recognition. This recognition will be backed up by
strong follow up & monitoring of schools and their structures performance on agreed
upon criteria. The criterion will include among others, dropout rate, parents'
participation, net enrolment, and children's participation in clubs, libraries service,
laboratories function, safe school environment, proper utilization of provided and
available resources. A team will be formed from the two district education offices and
Semen Shoa Tesfa Berhan Child and Family Development Association.
5. Follow up on children enrolment, class attendance and achievement: - Students
in the target area have erratic attendance due to parents’ loose follow up; students’
involvement in income generation activities; dismay following failure in tests/exams
and the like. It is necessary to make regular follow up of students' school attendance
to improve educational achievement. The follow up is conducted through class
attendance, home visit of low attendants; discussions with group of families with low
attendance children, community volunteers, teachers and district education office
experts and staff will participate in the follow up. The association and the target
schools will sign memorandum of understanding for the exchange of result,
attendance follow up and achievement.
5.3. Core Program Three
 Livelihood education and preparation: - Marketable vocational and technical skill
trainings will be provided to youth based on their interest. At the end of these trainings
startup capital and working materials will be given according to the skills gained.
Trainers, employers, youths and collaborators will be working jointly to create better
livelihood and employment opportunities, better pay and comfortable working areas
to youth. These responsible parties also are responsible to share job information to
those who are unemployed. Families will also participate to contribute some
percentage of skill training fees based on their economic status to address the training
needs of more number of youth.
 Construct and strengthen youth recreational & SRH centers: -The project will strengthen
the existing youth recreational & SRH centers and equip with the required material in
such a way that the centers provide services to the youth on a sustainable way. The
expansion of Debre Berhan youth center will be undertaken in this project to enable it
to provide services like recreation, sexual reproductive health, counselling and
guidance, ICT, reading space and trainings for youth.
 Trainings: - Different trainings will be arranged to aware young population in the target
area on reproductive health, life skill, entrepreneurship, business plan, peer education
on RH, youth participation, and leadership. Conditions will be arranged for health
institutions and schools to deliver awareness raising sessions on a regular base. Waiting
rooms at health centers transmit message using different media and schools deploy
clubs to deliver the messages. Moreover, IEC materials will be posted at accessible
area to the community at large.
 Organize events: - Tesfa Berhan in collaboration with district sport and culture and
Tourism office will organize events for youth in sport competition and theatres so that
youths can get access to show their talents, to share experiences and also helps to
motivate their participation in matters of their concern.

SECTION SIX
ORGANIZATION AND MANAGEMENT
6.1. Organizational Structure
Semen Shoa Tesfa Berhan Child & Family Development Association, has already
experienced in lying fertile ground for empowering the community through administering
the project activities.
The organizational structure is as indicated below. The general assembly is supreme
decision making organ of the organization. The executive board members elected by the
general assembly are responsible for playing governance roles and assign the Manager
who is mandated to manage the program activities including the staff.
The manager is a recruited staff who will be mandated to manage all the programs and
projects. S/He is a line manger of program Development supervisor, Administration
Assistant, Community Development Officers, Sponsor Relations Officer and Finance
Officer and Grant and MERL officer. These will form a management team to advice the
manager on pertinent issues. The Program development supervisor is assigned to ensure
quality programming and establishing strong partnership with stakeholders. The Admin
assistant deals with the management of the personal file of all staffs and line manage the
purchaser, store keeper, driver, office attendant and guards. Sponsor relation officer will
lead the sponsorship and child participation and protection related activities. The finance
officer is responsible for the financial management and ensures that the financial
undertakings are in line with government, donor and the organization’s own policy. The
community development officers are expected to lead program activities of the three
core programs. Grant & MERL officer will work to solicit fund from various donors and
coordinate the monitoring and evaluation undertakings of the organization. There are
also Community Development Facilitators implementing the day to day activities planned
for their respective kebeles.
Community volunteers will be selected from the community to undertake different
activities such as home visit of beneficiaries to educate them and gather the required
family level data and facilitate letter communications between children and their
sponsors abroad. Committees will be formed to select beneficiaries and manage
infrastructures like preschools. Whenever there is a government structure to accomplish
such activities Tesfa Berhan will use this structure in consultation with the government.

Semen Shoa Tesfa Berhan Child and Family Development Association
Organizational Structure
General Assembly
Executive Board
Manager
Sponsor Relation
Officer
Officer
Grant & MERL
Officer
Finance Officer
Admin Assistant
ChildFund Ethiopia/Area Office
Community Development Facilitators (10)
Communities/Community
Volunteers/
Cashier
Accountant
SR Assistant
Program Development Supervisor
Community
Development Officers (3)
Purchas
er
Driver
Office Attendant Guards (4)
Store Keeper

6.2. Backstopping by ChildFund Ethiopia
ChildFund Ethiopia will stay in partnership with Tesfa Berhan for 12 years working as a
prime partner. Capacity building and program quality control will be the major concern
of ChildFund in the program area. It will render higher management support,
coordination, technical backup; and gives the overall directives and develops a
guideline that can be used in planning, monitoring & evaluation and reporting of project
activities. ChildFund Ethiopia would also assist the association in lesion with international
office and donor agencies, soliciting and facilitating fund transfer. It also ensures effective
implementation of the program & efficient utilization of fund through frequent supervision
and capacity building.
6.3. Participation of partner institutions
Effective implementation and sustainability in development activities could be achieved
only if all actors in the development process, including government and non-government
organizations, project beneficiaries (adults, children, & youths) could work in collaborating
and cooperation by being continuously involved in the planning and implementation of
the development endeavor.
Tesfa Berhan has been working to ensure that the voices of children and the youth are
heard by the development actors. In its strategic planning process children and youth
have a chance to participate. It is strongly committed for the participation of children
and youth in leading roles in their own development, and in the development of their
communities and societies. During the program implementation, meaningful relationships
will be formed between children, and between children and adults.
Strong interaction and co-operation with the stakeholders/government organization
including Regional, Zonal and Woreda government sector bureaus, departments and
offices (Bureaus of Health; Education; Agriculture; Water Resources Development;
Women’s, Children and Youth Affairs and Sport and Finance & Economic Development)
helps to plan appropriately avoid duplication of efforts and address community felt needs
on timely basis. Activities will be carried out to achieve the objectives of the program
based on the agreement outlined with these offices.

SECTION SEVEN
MONITORING AND EVALUATION
The main task of M&E belongs to the Tesfa Berhan . Tesfa Berhan will submit reports to all
partners including ChildFund and government signatories. ChildFund as a donor agency
will monitor the performance but not submit reports to third party on behalf of the Tesfa
Berhan .
Periodic and continuous monitoring of the project activities will be performed by the
executives board, staff, concerned line offices, and funding agency. The beneficiary
communities will have access to follow up the project activities by looking at the progress
made in their respective kebeles.
Tesfa Berhan will produce quarterly, mid-term, annual and terminal physical and financial
progress reports & submits to concerned government signatory bureaus, departments
and offices and to funding agency (ChildFund Ethiopia). In turn, Tesfa Berhan will perform
a compilation of progress reports on quarterly and annual basis for submission to
concerned line ministers, and ChildFund international Office. The funding agency will
undertake regular monitoring of the project with frequent supervision made to the project
area.
The project will be audited both by internal and external auditors at least annually.
Mid-Term and Terminal evaluation of the project will be carried out by all concerned
bodies (Community, funding agency, woreda, zonal & regional level government bodies)
in order to assess the effectiveness of strategies & implementation, efficiency,
achievements and impacts.
During the project period; stakeholders will be informed on the implementation,
monitoring and evaluation of the programs. District, zone and regional level local
government, child and youth, adults, program target community, sponsors and potential
donors will be the primary audiences.

SECTION EIGHT
PROJECT VIABILITY & SUSTAINABILITY
Tesfa Berhan will highly encourage community participation. The bottom – up approach
focusing on the participation of the community was used technically to identify local
problems & to prioritize according to their felt needs taking local & outside opportunities
into considerations. The project was designed at the manageable scale & the
implementation capacity of the community. The programs fall within the guideline of the
government development policies which would be favorable for cooperation and
support from the government side. Moreover most of the program activities are
undertaken within government institutions like schools and health facilities.
Besides supporting social services like health & education, the project will also make
efforts in assisting the beneficiary families to achieve self-sufficiency by improving their
level of income that would have economic viability.
Unlike the first phase of the project women empowerment through a holistic approach of
socio-economic intervention, awareness building, education & training will be given
emphasis in every process of the project cycle to enable the disadvantaged social
groups (women and children) benefit from the project.
In a more consolidated & systematic manner, Tesfa Berhan will give emphasis & efforts to
empower the beneficiary community members and build the capacity of different
committees and community volunteers to enable the local community to shoulder the
responsibility of running the development program in collaboration with concerned line
offices. The use of cost sharing as a strategy will in one way or the other contribute to the
sustainability of project activities by creating a sense of belongingness and ownership.

SECTION NINE
PROJECT IMPACT
As started in the first phase Tesfa Berhan will continue to contribute to the betterment of
the socio-economic life of the target beneficiaries, especially that of children
experiencing deprivation, exclusion and vulnerability. The target communities are
expected to make use of services, training/education and the other programs of the
project to change the lives of children. In the health sector, people were suffering from
disease burdens in addition to the scarcity of health facilities, due to lack of PHC (Primary
Health Care) services; lack of knowledge & prevalence of harmful traditional practices.
However, through home-to-home orientation, education and training that will be given by
the community development facilitators & community volunteers in collaboration with the
woreda health office, the awareness of parents will positively be changed their attitude
towards the medical treatment of children and overall prevention of diseases.
The psychosocial & cognitive capacity of infants and young children, through core
program one; will be improved by strong interventions in ECD services. Mothers at the time
of pregnancy will get proper follow up before and during the birth by skilled health
workers so that expectant mothers, infants and young children will get neonatal,
antenatal and post natal health care services. By improving safe water supply of the
target area and different sanitation interventions the health status of children will be
improved. Children will also have equitable access to quality preschool education and
play for a proper transition to formal education. The economic status of families with
children 0-5 years old will raise due to interventions to establish VSLA groups and other
financial and material support from this project.
Through promotion of child friendly school environments will create a chance for children
to learn in active and supportive school environment. This will in turn improve their
academic performance and build their self confidence to participate actively in school
matters. The participation of parents in their children’s education and in school matters
will increase because of the trainings and workshops conducted. More children will be
attracted to schools; dropout and detention rates will be reduced because of the
activities of the project to encourage school enrolment; to create conducive school
environment; trainings to teachers, PTSA & ETB members, parents and students community
& children; provision of scholastic materials to students etc.
Youth in the age range of 15-24 will get different skill trainings, will also be organized and
supported to engage in IGAs so that they can be self sufficient and productive citizens.
The program will also enable them to play a leading role in the community. The basic
rights of children will be observed and many of the children will be able to develop their
full potential. The communities’ members will be more enlightened; they will raise their
awareness in many aspects, which are all important factors for accelerated local socio-
economic development endeavours and to bring about positive changes. Different
public assets created by the project run by the community in collaboration with
concerned government will greatly contribute to effectively deliver social services to the
community.

SECTION TEN
ANTICIPATED RISKS & ASSUMPTIONS
This project is prepared with the anticipation of the following risks and assumptions which
might entail in the implementation of the project or counter act smooth operation of its
program components against the schedule.
10.1. Risks: -
 Monthly fund release expected from the donor might be affected due to under
utilization of the physical and financial plan tend to be executed by Tesfa Berhan
or any other reasons.
 Human and livestock disease out breaks/emergency response might create
difficulty in smooth implementation of the planned project and might force the
project to alter some of program components and shift of some budget lines.
 Frequent turnover of concerned personnel of line offices and lack of prompt
responses to the project assistance as required.
 Project staffs turn over.
 Tesfa Berhan may fail to manage the project as per the agreed terms of reference
in Letter of Agreement (LoA) or memorandum of understanding signed with
funding agency (ChildFund Ethiopia) and the government.
10.2. Assumptions: -
 The community will be willing to attend in trainings and to practice the knowledge
and skill gained from the trainings.
 Children, youth and adult members of the community will actively contribute
materially, financially and in labor for the success of the project.
 The government policy and procedures will continue to support the strategies and
working procedures of this project.
 Development actors will support the smooth implementation of the project.

SECTION ELEVEN
PHASE IN AND OUT STRATEGY
11.1. Phase in Strategy
Tesfa Berhan has started to work in the area since 2009 following its establishment to continue the
program implementation of ChildFund. ChildFund had been implementing projects and programs
in the area since 1992.
The funding agency (ChildFund Ethiopia) will sign Letter of Agreement (LoA) with Tesfa Berhan
every three years. Whenever there is a need to phase in the new operational area additional or
Memorandum of Understanding (MoU) will be signed as per the project period. This is to ensure
that the funds are utilized as per agreed rules and regulations in favour of the target community. In
turn, Tesfa Berhan will be responsible to make project agreement with concerned government
body every time the operational area is expanded.
Tesfa Berhan will strongly work to expand its operational area by soliciting additional fund from
ChildFund or other donors. It will hire professional staff who will be working on increasing the
income of the organization. Additional project agreements will be signed with concerned
government offices when the budget is secured.
The new operational areas will be selected with the decision of the general assembly of the
organization and in consultation with concerned government offices. As a strategy baseline
assessment will be conducted before the project preparation and submission or during the project
implementation as budgets allow. The participation of the would be target community will be
taken as an important component.
11.2. Phase out Strategy
Tesfa Berhan will remain in the area at least until the end of this project since it is formed from local
community whereas the funding agency (ChildFund Ethiopia) will phase out from financing when
the project in two occasions (a) when it believes that Tesfa Berhan is able to finance its projects
and programs in the operational area and (b) when Tesfa Berhan fails to meet the requirements of
the government and the donor.
For any reason Tesfa Berhan has to phase out from the area of its intervention, all project out puts
will be handed over to concerned legal body as per the terminal evaluation reports and
recommendations.
The asset of the organization will either be handed over to the district or any other similar
organization or will be taken to the new operational area of Tesfa Berhan as per the regulations of
the Charities and Societies Agency.
It is expected that project outputs will be handed over to district line offices during the time of
implementation and at the end the terminal evaluation. While the project assets will be handed
over to bureau of Finance and Economic Development and /or its branch at district level. Tesfa
Berhan will also have the right to retain assets fixed or not if it wants to open a new project in other
areas of the country.
ANNEX 1: Physical and Financial Plan

The 2nd Strategic Plan 2015-2017.pdf

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The 2nd Strategic Plan 2015-2017.pdf