WV Ethiopia DFAP - Application Narrative June 11 REDACTED

FY 2016 Title II Development Food Assistance Program to
Strengthen PSNP 4 Institutions and Resilience

Host Country: Ethiopia
Applicant Name: World Vision, Inc.

DUNS #: 07-190-3322
SAM Verification: 16 May 2016
Submission Date: 11 June 2016
Applicant’s Representative HQ Point of Contact Field Point of Contact

Steven T. McFarland Kelley Bishop Edward Brown
VP and Chief Legal Officer Design and Development Officer National Director
World Vision, Inc. World Vision, Inc. World Vision Ethiopia
300 I St. NE 300 I St. NE Bole Sub-City, Kebele 11, H#518
Washington, DC 20002 Washington, DC 20002 PO Box 3330
Tel: +1-202-572-6337 Tel: +1-202-572-6395 Addis Ababa, Ethiopia
Fax: +1-202-572-6480 Fax: +1-202-572-6480 Tel: +251 966216625
Email: smcfarla@worldvision.org Email: kbishop@worldvision.org Email: edward_brown@wvi.org
Title II Food Assistance

126,288 MT Total Funds Requested (LOA) $120,853,363
Commodity Request (LOA)
Direct Distribution 126,288 MT Section 202(e) $92,244,992
Monetization - CDF -
ITSH $28,608,371
Cost Share -
Monetization -
Number of Project Participants

Total Direct Project Participants 672,917
Direct Project Participants by Program Element

Program Element Participant Numbers Cost per Direct Participant
Maternal and Child Health (MCH) 229,875 $70
Water Supply and Sanitation 195,000 $58
Nutrition 229,875 $51
Social Assistance 351,531 $104
Agricultural Sector Capacity 336,458 $52
Strengthen Microenterprise Productivity 177,650 $79
Capacity Building, Preparedness and Planning 189,715 $72
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TABLE OF CONTENTS
Executive Summary ........................................................................................................................ 1
Project Description.......................................................................................................................... 3
Adherence to Country Specific Information ............................................................................... 3
Analysis of Underlying Causes of Food Insecurity .................................................................... 4
Geographic Targeting Rationale ............................................................................................. 4
Target DFAP Participants ....................................................................................................... 4
Underlying Causes of Food Insecurity in Target Regions ...................................................... 5
Project Design ............................................................................................................................. 8
Theory of Change ................................................................................................................... 8
Logical Framework ................................................................................................................. 9
Required Analyses: Gender, Environment, and Conflict Sensitivity ................................... 11
Technical Interventions ......................................................................................................... 12
Coordination and Linkages ................................................................................................... 34
Sustainability and Exit Strategy ............................................................................................ 34
M&E Plan ............................................................................................................................. 35
Learning, Knowledge Sharing, and Capacity Building ........................................................ 37
Management and Logistics ........................................................................................................... 38
Management Structure .............................................................................................................. 38
Staffing...................................................................................................................................... 38
Commodity and Logistics Plan ................................................................................................. 40
Commodity Selection............................................................................................................ 41
Ration Calculations ............................................................................................................... 41
Modalities and Target Participants ....................................................................................... 42
Commodity Handling............................................................................................................ 42
Djibouti Port Operations and Inland Transport .................................................................... 43
Host Country Agreement ...................................................................................................... 43
Commodity Storage and Warehouse Management............................................................... 43
Environmental Safeguards .................................................................................................... 44
Distribution Plan ....................................................................................................................... 44
Inland Transport .................................................................................................................... 44
Commodity Monitoring and Reporting ................................................................................ 45
Emergency Response Plan ........................................................................................................ 45
Page i Submitted 11 June 2016 Ethiopia World Vision, Inc.

TABLES
Table 1: DFAP Project Adherence to CSI Core Implementing Principles
Table 2: Key Woreda Selection Criteria
Table 3: Calculation of Direct Program Participants
Table 4: Brief Logframe Summary
Table 5: Environmental Safeguards and Compliance Procedures and Actions
Table 6: Key Findings from the 2014/2015 DFID Performance Review of the PSNP
Table 7: Four Approaches to Sustainability
Table 8: DFAP Project Committee Structure
Table 9: Senior Staff Responsibilities and Descriptions
Table 10: Requested Title II Commodities and Substitutes
Table 11: Annual Estimated Commodity Requirements (MT)
Table 12: Current cash / food mix by woreda
Table 13: Direct program participants receiving food commodities, by region
Table 14: CARE & ORDA Primary and Secondary Warehouse Sites
Table 15: Environmental Risks and Possible Mitigation Measures for Commodity Management
and Distribution
FIGURES
Figure 1: Project Framework
Figure 2: Market Push and Pull Strategies
Figure 3: Social Analysis in Action
ANNEXES
Annex 1: Comprehensive and Detailed Budget
Annex 2: Budget Narrative
Annex 3: Logical Framework
Annex 4: Theory of Change Graphics
Annex 5: Gender Analysis Plan
Annex 6: Environmental Safeguards Plan
Annex 7: Map of Proposed Activity Areas
Annex 8: Organizational Chart
Annex 9: Key Personnel CVs and Letters of Commitment
Annex 10: Motor Vehicle Procurement Table
Annex 11: Letters of Commitment from Consortium Partners
Annex 12: Glossary and List of Acronyms
Annex 13: Letters of Support
Annex 14: Learning Framework
Annex 15: NICRA Letters
Annex 16: Signed SF-424
Annex 17: Partner POC Information
Page ii Submitted 11 June 2016 Ethiopia World Vision, Inc.

Executive Summary
EXECUTIVE SUMMARY
World Visionand its partners propose the Development Food Assistance Project to Strengthen
PSNP4 Institutions and Resilience to enhance livelihoods, increase resilience to shocks, and
improve food security and nutrition for rural households vulnerable to food insecurity in
Ethiopia. The proposed program is responsive to community needs, carefully aligned with the
Productive Safety Net Programme (PSNP), and grounded in the depth of experience consortium
partners have in the proposed target areas.
The fourth phase of the Productive Safety Net Programme(PSNP4) launched in late 2015 amidst
one of the worst drought emergencies in decades. Currently, over 10 million people are in need
of emergency food assistance, with 186 woredas classified as Priority 1 Hot Spots.1The drought
emergency demonstrates that despite significant progress reducing poverty and food insecurity in
the last 15 years, Ethiopia remains especially vulnerable to climate variability and change,
degradation of natural resources, and natural disasters.
Since Food for Peace (FFP) began supporting the PSNP at its inception in 2005, the PSNP has
continued to evolve and improve. A recent review of the PSNP generally scored the programme
highly, concluding that the PSNP is meeting its targets for appropriate, timely and predictable
transfers to chronically food insecure households, is one of the main drivers of poverty reduction
in Ethiopia, is well targeted and achieving significant impact on household food security, and is
making significant contributions to resilience to climate variability and climate change and
natural disasters. The PSNP review also found that the Household Asset Building Programme
(HABP) was largely ineffective, suffering from poor management, low technical ability of
development agents, and extremely poor coverage rates estimated at only 4.6 percent of PSNP
households. As the PSNP is now responsible for livelihood asset transfers, it will require
significant technical assistance to improve asset building performance. Other concerns in the
review included the premature graduation of PSNP households, low institutional capacity that
hinders operational performance, poor management information systems, and the need to
streamline leadership and decision making processes to improve the timing of decisions.2
Drawing upon lessons and experiences of past programming, World Vision (WV), CARE, and
the Organization for Rehabilitation and Development in Amhara (ORDA) collaboratively
designed and developed the proposed FY2016 Title II Development Food Assistance Project
(DFAP)to focus on institutional strengthening of the PSNP, especially at the woreda- and kebele-
levels. WV engaged CARE and ORDA based upon geographic needs and global and local
experience with safety net and food security programming. Recognizing a powerful opportunity
for cross-sectional learning in the proposed program, WV engaged IFPRI to lead a robust
learning agenda with Hawassa University and Ambo University.
The DFAP project shares the PSNP goal of Resilience to shocks and livelihoods enhanced,
and food security and nutrition improved, for rural households vulnerable to food
insecurity, and will target an estimated 488,375 PSNP clients each year (672,917 LOA) in 18 of
the most vulnerable woredas in Amhara, Oromia, and SNNPR. Woredas were selected in
consultation with regional government and PSNP officials, with consideration of hot spot
classification, percentage of the population engaged by the PSNP, and stunting and wasting rates.
1
El Niño Driven Nutrition Emergency, UNICEF, February 3, 2016.
2
2014/2015 Annual PSNP Review, DFID, February 2016.
Page 1 Submitted 11 June 2016 Ethiopia World Vision, Inc.

Executive Summary
Consortium partners designed this DFAP in close collaboration with local technical experts,
local staff members, government stakeholders including PSNP representatives, and a targeted
group of private sector companies. Since October 2015, consortium partners have conducted
field assessments of food security, nutrition, WASH needs, women’s empowerment, and
climate-related risks in over a dozen woredas. Additionally, the Consortium conducted specific
assessments of nutrition, livelihood opportunities, and appropriate resource transfer mechanisms.
This research was combined with secondary information to develop a theory of change and
program design that is evidence-based, logically layered and sequenced, and impactful.
The high-level DFAP project development hypothesis is: Strengthened institutions at the
national, regional, and local level that are actively engaged and coordinated in resilience-
building initiatives will effectively reduce chronic insecurity among vulnerable Ethiopian
households.To operationalize this theory of change, the DFAP Project will facilitate joint
organizational capacity assessments with local Food Security Task Forces and regional PSNP
officials. The DFAP project will target several key capacities for strengthening including
improved targeting (reduction of inclusion/exclusion errors), increased efficiency of resource
transfers, improved public works implementation, ICT and MIS for improved program
monitoring (especially at the local-level), more responsive grievance mechanisms, and effective
and sustainable implementation of livelihood asset transfers. WV and CARE will also facilitate
capacity development of its local partner, ORDA, focusing on improved management systems,
contract compliance mechanisms, and non-resource transfer technical capacities so that ORDA
will be well-positioned to serve as lead implementer on future food security projects in Amhara.
Consortium partners will draw upon deep global and local experience to transform vulnerable
households through innovative and integrated initiatives to achieve program purposes, including:
1. Strengthened capacities of local institutions to facilitate improved PSNP implementation;
2. Increased income, productive assets and equitable access to nutritious food for vulnerable
women, men and youth;
3. Improved nutritional status of children under two years of age, pregnant and lactating
women, and adolescent girls;
4. Increased gender equity and women’s and girls’ empowerment;
5. Strengthened ability of women, men and communities to mitigate, adapt to and recover
from human-caused and natural shocks and stresses.
These purposes are designed to address key underlying causes of food insecurity, and include
appropriately layered and sequenced interventions for positive behavior change in key areas
including agricultural practices, elimination of harmful traditional practices and violence against
women, health and nutrition behaviors including sanitation and hygiene, and natural resource
regeneration. These interventions are customizable to address unique characteristics of
participants by gender, age, position in communities, and skill level.
Consortium partners have also integrated important lessons learned and key success factors from
recent or on-going projects in Ethiopia throughout the program design, including WV’s Drylands
Development Programme (DRYDEV), CARE’s GRAD and Climate-Smart Initiative with the
PSNP, and ORDA’s current DFAP project in Amhara. The combination of global expertise, on-
the-ground success, and an evidenced-based program design uniquely position WV and its
consortium partners to achieve desired outcomes and the DFAP goal that ultimately will
transform the lives of millions of vulnerable Ethiopian households.

Project Description
PROJECT DESCRIPTION
ADHERENCE TO COUNTRY SPECIFIC INFORMATION
WV, CARE, and ORDA collaboratively designed the FY16 DFAP project to Strengthen PSNP4
Institutions and Resilience with local technical staff, key government stakeholders, and
implementing partners of on-going food security and nutrition projects. The resulting design
includes local and global partner best practices, inclusive market-systems development,
innovative approaches to integrating agriculture and nutrition, and proven approaches to social
accountability and the empowerment of women and youth in a manner consistent with the Core
Implementing Principles (CIPs) outlined in the Ethiopia Country Specific Information.
Table 1: DFAP Project Adherence to USAID Ethiopia Core Implementing Principles
CIP 1: Layering and Sequencing Interventions
Consortium partners have developed the DFAP Theory of Change and associated interventions that are predicated upon
layering and sequencing at two levels. First, as described in detail in the Coordination and Linkages section below,
consortium partners will work closely with existing and anticipated USAID and other donor investments through monthly joint
planning sessions to identify potential programmatic overlap, opportunities for collaboration, and to establish logical
sequencing of activities to ensure appropriate timing of interventions, and opportunities for co-investment in interventions and
activities. Second, as described in the Theory of Change section, consortium partners will also layer and sequence
interventions within the DFAP to help catalyze participant household progression along well defined development pathways.
CIP 2: Identify opportunities for transformation within existing systems
Consortium partners will focus heavily on institutional strengthening initiatives, with a particular emphasis on strengthening
the managerial and technical capacity of kebele and woredalevel PSNP staff, front line service delivery agents, and
community counterparts. Consortium partners will also work to reduce fragmentation between different elements of PSNP
functionality, and will particularly assist PSNP officials with improved targeting mechanisms to reduce inclusion and exclusion
errors, and to strengthen the equitable implementation of graduation criteria as laid out in the PSNP Program Implementation
Manual. Successes will be well documented (see CIP 4 below) and are part of a learning strategy which includes a plan to
inform the government and advocate for improvements to the PSNP.
CIP 3: Support the enfranchisement, aspirations, and agency of women and youth.
In addition to being global leaders in the empowerment of women and youth in vulnerable communities, WV, CARE, and
ORDA have a successful track-record empowering women and youth in Ethiopia. Consortium partners will facilitate life skills
and business skills training for women and young entrepreneurs, and will work with community and religious leaders to
promote joint household financial decision making and equitable allocation of household chores. The consortium will increase
awareness of the negative impact of harmful traditional practices and gender based violence. DFAP access to finance
initiatives will also specifically target the challenges and constraints women and youth face in obtaining finance.
CIP 4: Learn from and adapt program approaches based on evidence and program experience
The DFAP project will utilize the Collaboration, Learning, and Adaptation (CLA) approach to learning and adaptive
management. This will involve the collection of data in real-time via an integrated ICT-platform capable of collecting,
organizing, analyzing and reporting information regarding project performance to project management and partners. The CLA
approach will allow project management to adapt interventions that are not achieving desired outcomes and to scale those
approaches demonstrating effectiveness.
CIP 5: Use resource transfers strategically
Resource transfers in the targeted areas include a mix of food and cash as determined by regional PSNP officials in
alignment with the process detailed in the PIM. In accord with the PSNP “cash first principle”, the DFAP project will facilitate
transition to cash transfers where appropriate and will contribute to an enabling environment for such a transition through its
institutional strengthening and livelihoods activities. Based upon discussions with regional PSNP officials and importance of
shared engagement in the resource transfers, the DFAP project will conduct commodity distributions and the government will
conduct cash transfers.Nevertheless, the DFAP project plans to provide ‘horizontal’ institutional support/capacity building to
WOFEDs, and has arranged to facilitate the scale up of the MBIRR pilot in DFAP target woredas.
WV, CARE, and ORDA currently conduct food distributions in each proposed target area and
are prepared to rapidly scale distributions to cover emergency/non-PSNP food needs as
determined in consultation with GOE and USAID. See EMERGENCY RESPONSE PLAN section.

Project Description
ANALYSIS OF UNDERLYING CAUSES OF FOOD INSECURITY

GEOGRAPHIC TARGETING RATIONALE
The DFAP project will target seven woredas Table 2: Key Woreda Selection Criteria
in Amhara (Bugna, Lasta, Wadla, Meket, Stunting* Underweight* # Current
Woreda
% % PSNP Clients
Sekota, Dahena, Gaz Gibla), six woredas in
Amhara
Oromia (Kurfachelle, Bedeno, Girawa, Chiro Bugna 39.6% 37.7% 22,000
Zuriya, Oda Bultum [Kuni], Gemechis), and Lasta 48.2% 43.7% 39,354
five woredas in SNNPR (Soro, Kacha Bira, Wadla 47.9% 42.2% 33,255
Timbaro, Hadero Tunito, Bolosso Sore). Meket 42.9% 38.9% 69,649
Partners selected these regions to achieve Sekota 15.3% 39.4% 43,583
commodity management and logistical cost Dahena 15.4% 37.6% 31,144
Gaz Gibla 18.1% 38.4% 17,344
efficiencies and enhance and scale DFAP Subtotal 256,329
learning opportunities. Specific woredas Oromia
within each region were selected according Kurfachelle 46.2% 27.8% 13,053
to level of food insecurity, prevalence of Bedeno 41.2% 26.6% 20,430
undernutrition, and geographic Girawa 37.3% 26.5% 34,569
contiguousness for efficiencies.15 of the 18 Chiro Zuriya 42.9% 27.0% 30,381
Oda Bultum 41.7% 27.2% 12,819
targeted woredas are considered Priority 1
Gemechis 36.9% 24.9% 29,380
Hot Spots by the ENCU. See TABLE 2 and Subtotal 140,632
ANNEX 7: MAP OF PROPOSED ACTIVITY AREAS. SNNPR
Soro 38.5% 24.8% 15,513
TARGET DFAP PARTICIPANTS Kacha Bira 46.9% 23.8% 15,654
In alignment with the PSNP 4 PIM and Timbaro 51.8% 21.1% 26,988
Hadero Tunito 49.0% 21.1% 12,216
USAID Country Specific Information, the Bolosso Sore 42.5% 26.3% 21,043
DFAP will targetallPSNP clients in all target Subtotal 91,414
woredas, currently totaling 488,375 Total – All Areas 488,375
individuals. It is estimated that *Estimated stunting and underweight rates per Sohnesen 2016.
approximately 46,135
Table 3: Calculation of Direct Program Participants
individuals will exit the safety
Est. PW Est. New Est. Total
net each year due to PW PDS
Region Grad. Rate Clients Participants
graduation or other reasons (Current) (Current)
(Annual) (LOA) (LOA)
(migration, etc.), and that such Amhara 209,950 46,379 5.0% 41,990 298,319
exit will be offset by program Oromia 122,866 17,766 16.0% 78,634 219,266
entry given the level of unmet SNNPR 79,897 11,517 20.0% 63,918 155,332
Total 412,713 75,662 11.2% 184,542 672,917
need in targeted areas.
*Graduation rates are based upon estimates provided from each region.
Therefore, the program
anticipates targeting approximately 672,917 direct program participants over life of award
(LOA).See TABLE 3.Of this number, consortium partners anticipate roughly340,000direct
participants in Village Economic and Social Associations (VESAs) and other agriculture and
livelihoods initiatives, 230,000 in health and nutrition, 300,000 in women’s empowerment
efforts, and 190,000 in climate change adaptation and disaster risk mitigation programming.
Institutional strengthening initiatives will directly engage approximately 1,000 PSNP officials.
Although participant numbers are presented by domain, nearly all DFAP participants will be
engaged in multiple components of the program. Properly layered and sequenced activities will
be mutually reinforcing, and offer a comprehensive set of interventions required for increased

Project Description
food security. Per agreements with regional authorities, the DFAP project will directly provide
resource transfers to PSNP clients in Amhara and Oromia. SNNPR officials expect to continue to
sponsor direct transfers in SNNPR and have requested that the DFAP focus on institutional
strengthening and complementary livelihoods, nutrition, gender, and DRR activities.
UNDERLYING CAUSES OF FOOD INSECURITY IN TARGET REGIONS
Chronic food insecurity in Ethiopia is driven by the complex interplay of economic, natural,
health, and social factors. Economic factors impacting food insecurity include food price
inflation, limited access to markets, and limited livelihood opportunities. Natural factors include
inadequate and/or irregular rainfall, drought, crop failures, livestock mortality, climate change,
natural resource degradation, and small plot sizes. Health factors include sudden illness, poor
hygiene and sanitation practices, lack of access to health services, and poor understanding of
maternal and child health and nutrition needs. Social factors contributing to food insecurity
include low literacy levels, social marginalization especially for women, insecure land tenure
rights, and the prevalence of harmful traditional practices.3 The impact of thesefactors have been
exacerbated by the 2015-2016 El Niño event, which has resulted in the most severe drought and
food emergency in decades. As of September 2015, the number of Priority 1 Hotspot woredas
had increased 46.3 percent since May 2015. The number of Severe Acute Malnutrition (SAM)
cases in July 2015 was 73 percent higher than those reported in January 2015.
According to UNICEF, Ethiopia has the ninth highest stunting rate in the world.4 The
prevalence of undernutrition in the three target DFAP regions is higher than the Ethiopian
national average. Stunting rates in SNNPR (44.1 percent) and Amhara (42.2 percent) are above
the national average. Oromia stunting rates are estimated at 38.2 percent, which is only slightly
below the national average and still unacceptably high. The 2011 DHS reports that 26.9 percent
of women had low BMI (<18.5) nationally, and 29.8 percent, 26.9 percent, and 20.3 percent in
Amhara, Oromia and SNNPR respectively. This equates to roughly 1 in 4 women of
reproductive age who are malnourished, which is a contributing factor to child malnutrition.5
Poor infant and young children feeding (IYCF) practices continue to contribute to chronic
malnutrition, with only 52 percent of infants being exclusively breast fed in Ethiopia, below the
Health Sector Development Plan IV (HSDP IV) target of 70 percent. Similarly, only 52 percent
of newborns are put to breast within the first hour of birth, which is also below the HSDP IV
target of 92 percent. In addition to breast feeding, complementary feeding practices are
particularly poor in Ethiopia. The 2011 DHS reports that minimal acceptable diet is 4.1 percent
nationally with adequate frequency of feeding at 48.5 percent and only 4.8 percent of 6-23 month
olds receiving 4 or more food groups (diet diversity).6 Lack of access to ante-natal and post-natal
health services and poor health-seeking behaviors also contribute to the poor health and
nutritional status of children under two years. In 2014, 41.4 percent of Ethiopian women
surveyed received no antenatal care (45.3 percent in rural areas). Only 32.1 percent of Ethiopian
women made four or more antenatal care visits (25.6 percent in rural areas). Pregnant women are
also waiting too long before their first antenatal care visit, with the pregnancy duration at first
3
USAID Office of Food for Peace Food Security Country Framework for Ethiopia FY 2016 – FY 2020. Washington,
D.C.: Food Economy Group, September 2015
4
Improving Childhood Nutrition: The achievable imperative for global progress. UNICEF, April 2013.
5
Ethiopia Demographic and Health Survey 2011. Ethiopia Central Statistics Agency, March 2012.
6
Ibid.

Project Description
visit averaging 4.9 months nationally, and 5.2 months in rural areas. Lastly, the percentage of
deliveries that took place at health facilities is low, with only 16 percent of births taking place in
a health facility. Although nearly 60 percent of births in urban areas take place in a health
facility, this number drops significantly in rural areas. In SNNPR, 14.9 percent of births take
place in a health facility; in Oromia, 13.3 percent; and in Amhara, 12 percent.7
Limited access to clean drinking water sources, poor sanitation facilities, improper disposal of
feces, and poor sanitation and hygiene practices directly contribute to high-levels of chronic
malnutrition in Ethiopia. Only 46.4 percent of rural Ethiopia households have access to improved
sources of drinking water.8 According to woreda officials, the percentage of households having
access to safe drinking water is 66.7 percent in Oromia, 47.1 percent in Amhara, and 54.3
percent in SNNPR.9 Access to improved sanitation facilities is also limited in rural Ethiopia, with
only 56.7 percent of rural households using pit latrines without slabs and 39.8 percent practicing
open defecation.10 In Oromia, district health offices report 34 percent of households having
access to toilet facilities, but nearly all households surveyed by the consortium reported
practicing open defecation. In Amhara, nearly half of households do not have access to improved
sanitation facilities, with 36.6 percent of households using pit latrines without slabs.
Agriculture, Climate Variability, and Livelihoods
The availability of nutritious food in local markets drives food prices, which impact household
food access (ability to afford nutritious food). Limited rural off-farm livelihood opportunities,
especially for women and youth, in target regions constrains income available to purchase the
food required to close household production gaps. Agricultural productivity and rural livelihoods
systems in Ethiopia are especially sensitive to climate. Food insecurity patterns are seasonal and
linked to rainfall patterns, with hunger trends declining significantly after the rainy seasons.
Climate related shocks affect productivity, which together with high levels of poverty and low
levels of technology, leave people with limited choices or resources to adapt. These changes also
hamper economic progress and exacerbate existing social and economic problems.11
Agricultural productivity in DFAP target regions is constrained by small plot size, limited access
to input and output markets, poor knowledge and practice of climate-smart agricultural practices,
limited access to finance, poor animal husbandry and pastureland management, and low
utilization of water-saving irrigation technologies. Weak input market systems limit smallholder
access to seed and fertilizer. For example, only 4 percent of producers in Amhara target woredas
utilize fertilizer, and only 9 percent utilize improved seed (Oromia and SNNPR have similar
input usage patterns).12 Overgrazing of communal pasture land also contributes to soil
degradation and contributes to lower livestock productivity. A lack of access to public or private
veterinary services also constrains livestock productivity.
The 2015-2016 El Niño event deepened in the early summer with delayed onset, erratic and
below normal kiremt rains that resulted in much reduced summer meher crop yields across much
7
Ethiopia Mini Demographic and Health Survey 2014. Ethiopia Central Statistics Agency, Aug. 2014, pp.24 and 48.
8
Ibid., page 8.
9
Consortium partners conducted interviews with officials in Amhara (East Belessa, Meket, Sekota woredas), Oromia
(Chiro, Odabultum, Kurafachelle woredas), and SNNPR (Shashego, Kochore, Kacha Birra woredas).
10
Ethiopia Mini Demographic and Health Survey 2014. Ethiopia Central Statistics Agency, August 2014, page 9.
11
Food Security Country Framework for Ethiopia, USAID Office of Food for Peace, October 2015, page 6.
12
Ibid., pages 4-7.

Project Description
of the eastern part of the country. The October – November 2015 Government-led Multi-
Agency Meher Assessment estimated crop losses of between 40 and 90 percent in drought
affected zones in south and south-eastern Tigray, eastern Amhara and central and eastern Oromia
and parts of SNNP regions. The kiremt rains also failed in Afar and northern Somali regions
causing drought conditions and significant livestock losses. The poor meher season has also
resulted in unseasonal food price increases in some areas and, the result of the large numbers of
livestock presented for sale in rural markets, a decline in livestock prices and hence poorer
livestock-cereal terms of trade. In some areas households are able to purchase less than half the
grain from the sale of an animal compared to the same month in 2014.13Smallholders and
pastoralists report rising levels of indebtedness, forced sale of livestock, reduced food intake
(number of, dietary diversity), and in some areas, consumption of seeds.
Erratic rainfall patterns, drought, and flooding (in some areas) are increasing in frequency due to
climate change. Climate change impacts agricultural productivity in several other ways including
increasing temperatures over time, increased evapotranspiration, decreasing volume and quality
of water resources, land and soil degradation, likely increase in the number of extreme events,
and ultimately increasing occurrence of crop failure.14 For target woredas in Amhara, likely
DFAP participants reported drought, livestock disease, and land degradation due to cultivation
on steep slopes as the most prevalent climate related risks. In Oromia, likely DFAP participants
indicated land degradation, drought, flash flooding, livestock disease and water scarcity (for
multiple purposes) as the most frequent climate hazards. Similarly, in SNNPR, likely participants
listed drought, wildfires, flooding, decreasing vegetative cover and erosion, and crop diseases as
the most common climate hazards.15 Climate variability and related hazards directly impact
agricultural productivity and production in all three target regions.
The ability of households to earn income from non-farm livelihoods is an important element to
increasing food access (ability to afford consumption of adequate amounts of nutritious food)
and increasing climate resiliency. Key constraints to increased engagement in non-farm
livelihood activities for rural vulnerable households include a dearth of business and
entrepreneurial skills, inadequate technical knowledge, collateral constraints, especially for
women, lack of access to finance (including start-up and working capital), and weak
market/buyer linkages. These constraints limit the ability of DFAP participant households to
diversify their income sources, which in turn, limits their ability to respond to recurrent food
shortages and rapid food price increases. Near complete reliance on crop production for food and
income greatly increases DFAP participant vulnerability to man-made and natural shocks,
leaving most participant households persistently food insecure.
Social and Cultural Norms and Women’s Empowerment
According to consortium regional assessments, women and girls face an unequal allocation of
household chores, water collection duties, and care and feeding of children. In Oromia and
Amhara, child marriage is common, including the threat of abduction of girls for early marriage.
Child brides are often subject to an inordinate amount of household manual labor and often
receive less than their “fair share” of household food allocation.16 The resulting malnutrition of
13
2016 Food Supply Prospects, National Disaster Risk Management Commission, page 8.
14
Climate Variability and Change in Ethiopia, USAID/Chemonics International, December 2015, pages 7-11.
15
Consortium (WV, CARE, ORDA) regional food security assessments conducted in October 2015.
16
Per consortium partner food security assessments, October 2015.

Project Description
child brides and non-married adolescent girls contributes to the undernutrition of their children,
contributing to an intergenerational cycle of undernutrition, underdevelopment, and poverty.
Polygamy is also a problem in Oromia, despite being legally prohibited. The nutritional status of
multiple wives (especially second and third wives) and their children can be negatively impacted
due to unequal allocation of household food and larger household sizes. Additionally, education
of girls is discouraged in Oromia, with over 48 percent of girls receiving no education, 5.6
percent completing primary education, and only 1 percent completing secondary education.
Household gender dynamics are similar in Amhara, where women and girls are responsible for
an inordinate amount of household chores, water collection duties and child care. Education
levels of girls in Amhara is even worse than Oromia, with 57 percent of girls receiving no
education, 4.2 percent of girls completing primary education, and only 0.4 percent completing
secondary education. As Orthodox Christians, adult residents of Amhara are expected to abstain
from consuming animal products for 200 days per year. Although children are exempt from this
rule, mothers are reluctant to prepare food for children from animal sources (which are important
for early childhood mental development), due to the risk of contamination of cooking utensils
and the desire to not prepare food in front of fasting household members.
Women and girls in SNNPR also face similar social and cultural norms that result in the unequal
distribution of household responsibilities and unequal control over food and other household
resources. Education of girls in SNNPR is similarly poor, with 43.6 percent of girls receiving no
education, 4.2 percent of girls completing primary education, and only 0.2 percent of girls
completing secondary education.17 Low levels of education of women and girls contribute to
food insecurity.18 Further, according to consortium assessments, the unequal allocation of
household chores and lack of control over household resources by women is more severe than in
Oromia and Amhara. The unequal burden of household responsibilities further constrains
women’s time, limiting time available to engage in off-farm income generating activities (IGAs).
PROJECT DESIGN
THEORY OF CHANGE
The shared USAID Ethiopia, FFP, and PSNP4 goal is: Resilience to shocks and livelihoods
enhanced, and food security and nutrition improved, for rural households vulnerable to
food insecurity. In order to contribute to this goal, consortium partners have developed a Theory
of Change based upon a push-pull approach to inclusive market systems development19and
drawing upon global and local expertise and experience, as well as success factors and lessons
learned from recent food security and economic development programming.20
The DFAP project Theory of Change focuses on three key levers of change: 1) institutional
strengthening of the PSNP at national, regional, woreda, and kebele levels and local
development actors such as ORDA; 2) empowerment of women and youth; and 3) improved
practices and behaviors such as improved sanitation and hygiene behaviors, reduction of
practices that harm women and girls, and improved NRM and climate-smart agricultural
17
Education statistics per region from the EMDHS 2014, page 23.
18
Muro and Burchi, Education for Rural People: A cross-country Analysis, FAO, 2007.
19
LEO 2014. Framework for a Push-Pull Approach to Inclusive Market Systems Development.
20
To inform the development of the DFAP Project ToC, consortium partners conducted detailed assessments in
Amhara, Oromiya, and SNNPR in October 2015 and January 2016.

Project Description
practices. The DFAP project will activate these levers of change through the simultaneous
implementation of two distinct but related strategies: strengthened community and household
adaptive capacities, andimproved risk reduction. See ANNEX 4: THEORY OF CHANGE GRAPHICS.
LOGICAL FRAMEWORK
The DFAP project’s hierarchy of objectives is outlined in TABLE 4. A full logframe developed to
FFP specifications is attached as ANNEX 3: LOGICAL FRAMEWORK. Additional detail regarding the
monitoring and evaluation of the proposed project is outlined in the M&E PLAN proposal section.
Table 4: Brief Logframe Summary
Shared Goal with PSNP 4:Resilience to shocks and livelihoods enhanced, and food security and nutrition improved, for rural
households vulnerable to food insecurity
Purpose 1: Strengthened Institutional Capacities to Implement the PSNP
1.1: PSNP organizational management strengthened at national, regional, and local levels
1.2: Strengthened FSTF capacity at community, Kebele, Woreda, Regional and National Levels
1.3: Increased PSNP responsiveness to community needs
1.4: Increased LNGO, CSO, CBO facilitation and coordination of PSNP activities
Purpose 2: Increased Income, Productive Assets & Equitable Access to Nutritious Food for Vulnerable Women, Men & Youth
2.1: Increased Agricultural Productivity of Nutritious Foods for Women, Men and Youth Smallholder Farmers
2.2: Increased Access to Agricultural Markets for Women, Men, and Youth Smallholder Farmers
2.3: Increased Off-farm & Non-farm Income for Vulnerable Women, Men and Youth
2.4: Increased Use of Financial Services for Vulnerable Women, Men and Youth

Project Description
Purpose 3: Improved nutritional status of CU2, PLW, and Adolescent Girls

3.1:Increased utilization of diverse nutritious food for CU2, PLW, and adolescent girls
3.2: Increased utilization of health and nutrition services
3.3: Reduced prevalence of diarrhea and water borne diseases
Purpose 4: Increased Women’s Empowerment, Youth Empowerment and Gender Equity
4.1: Institutions are responsive to the needs and priorities of women and girls
4.2: Reduction of Harmful Traditional Practices that inflict harm on the physical, social & psych. wellbeing of women & girls
4.3: Strengthened aspirations, capabilities, leadership and decision making power for women and youth
Purpose 5: Strengthened ability of women, men and communities to mitigate, adapt to and recover from human-caused and
natural shocks and stresses
5.1: Improved climate-resilient livelihoods for vulnerable women, men, and youth
5.2: Improved natural resource management by women, men, youth and communities
5.3: Improved disaster risk reduction strategies for women, men and communities
5.4: Increased CCA/DRR capacity of civil society and government institutions
5.5: Incr. social mobilization cap. of vulnerable women, men, youth & communities to cope with climate change & disasters
Proper sequencing and layering of DFAP interventions with other investmentsis essential to
facilitate the progress of vulnerable households along transformational development trajectories
and pathways of change. The DFAP will work in close coordination with other USG investments
including GRAD, Growth through Nutrition, FEED, POTENTIAL, and the DFID-funded
Climate Smart Initiative to achieve more resilient responses to economic, natural, health, and
social shocks and stresses by households and communities. This, in turn, will contribute to
improved food security outcomes. See also COORDINATION AND LINKAGES below.
The DFAP project also accounts for proper sequencing and layering within the project itself,
ensuring that planned activities motivate both market push and market pull factors. FIGURE 2
illustrates the interplay between activities targeting both push and pull factors.

Project Description
REQUIRED ANALYSES: GENDER, ENVIRONMENT, AND CONFLICT SENSITIVITY

Gender Analysis
ANNEX 5 outlines the Consortium’s approach to the Year 1 Gender Analysis that will investigate
findings from consortium partner pre-RFA research into gender equality and female
empowerment in target areas. The Gender Analysis will further inform DFAP gender integration
strategies across project Purposes and Sub-Purposes by identifying and explaining gaps between
men, women, boys and girls existing within households, communities, and government. The
DFAP Gender Analysis will also analyze the relevance of gender norms and power relations
within specific contexts such as different geographies, cultures, institutions, market relationships,
etc. Domains of analysis will likely include: 1) Laws, Policies, Regulations, and Institutional
Practices; 2) Cultural Norms and Beliefs; 3) Gender Roles, Responsibilities and Time Used; 4)
Access to and Control of Assets and Resources and; 5) Patterns of Power and Decision Making.
Climate Change, Environmental Safeguards and Compliance
WV, CARE, and ORDA have ensured that PSNP and vulnerable household risks to natural and
man-made environmental shocks will be mitigated throughout each of the DFAP programmatic
purposes, drawing from a variety of sources.21 Purpose 5 outlines the Consortium approach to
increasing community and household resilience to climate change and climate-related disasters.
Climate information will be utilized to guide soil and water conservation measures. Key cross-
cutting approaches include improved rangeland management, integrated soil resource
management, integrated water resource management and watershed restoration/protection, and
improved disaster risk management at the national, regional, woreda, and community
levels.Commodity management will adhere to the global USAID FFP RFA-IEE. Provisions have
been made to address environmental risks associated with fumigation of commodity warehouses
and energy provision for food/commodity cooking activities.
ANNEX 6: ENVIRONMENTAL SAFEGUARDS PLANoutlines integration of environmental protection
considerations in program design, development of performance indicators, budgeting for
environmental sustainability and the process for development of an Initial Environmental
Examination. TABLE 5 highlights some of the provision made to ensure environmental compliance
and sustainability of project interventions.
Table 5: Environmental Safeguards and Compliance Procedures and Actions
Procedures and Actions Description/Purpose
Initial Environmental Examination Conducted upon award to further analyze environmental risks and establish mitigation
(IEE) measures. WV has budgeted $75,000 for the IEE.
Environmental Compliance Staffing An Environmental Safeguard Coordinator will be hired to coordinate implementation of
the IEE and Environmental Mitigation and Monitoring Plan (EMMP). Other staff
members on the project will play an active role in ensuring environmental compliance
and sustainability.
Environmental Compliance Training Training will be provided for relevant staff at the beginning of the project using
resources available on the Global Environmental Management Support platform. A
refresher will be done throughout the course of implementation.
Environmental Management Prepared within three months of award to guide and inform program staff and partners
Guidelines on climate change resilience and implementation of the EMMP.
Environmental Management M&E Proposed stand-alone and integrated indicators will be used to measure progress and
evaluate performance of program interventions in environmental sustainability.
21
E.g., Interventions in Purposes 2 and 5 were informed by Climate Variability and Change in Ethiopia (Chemonics,
2015; http://1.usa.gov/20TsEAz), among other sources.

Project Description
Conflict Sensitivity
Consortium partners undertook assessments of the underlying causes and impact of food
insecurity in target woredas in October 2015. These assessments identified several sources of
potential conflict and strained community cohesion, including equitable access to shrinking
water resources, over-grazing of community pasture land, access to good farming land, and a
growing cadre of unemployed/underemployed youth. Consortium partners identified several
interventions that may exacerbate social conflict, and mitigation measures to ensure conflict is
minimized. We have included two examples here. First, DFAP initiatives to empower women,
promote girls’ education, and facilitate livelihoods opportunities for women may cause friction
within households and/or backlash among community members. To mitigate these risks, the
project will utilize tested community engagement techniques to influence attitudes and beliefs of
community members, including early community sensitization, joint household counselling
sessions, engagement of male champions and social behavior change messaging. Second, DFAPs
work in natural resource regeneration will promote changes in grazing practices that limit access
to certain pasture areas. Some community members may resist this change. To mitigate this, the
project will engage community members early on the purpose and approach of improved grazing
practices, and work with lead male and female farmers to help sensitize community members.
TECHNICAL INTERVENTIONS
Purpose 1: Strengthened Institutional Capacities to Implement the PSNP
The Public Safety Net Programme (PSNP) is the largest safety net program in all of Africa,
providing transfers to more than 5 million people in 319 woredas.22 The current phase of the
program (PSNP4) integrates a number of important lessons learned and is a significant step
towards the GoE’s vision of an integrated social safety net. The efficiency, equity, and efficacy
of the PSNP and related institutional structures is prioritized as a key lever of change for the
proposed DFAP project.
WV and its partners have designed an approach that seeks to leverage partner experience and
networks to strengthen GoE institutionsin areas of particular concern identified by DFID in its
recent performance review of the PSNP (see TABLE 6). Interventionsoutlined under Purpose 1
focus on strengthening institutions, Table 6: Key Findings from the 2014/2015 DFID Review
particularly at local level, to enhance the The potential for the PSNP to contribute to disaster response has
efficiency, equity, and efficacy of PSNP been partially but not fully realized.
implementation. WVwill utilize its global Capacity constraints constitute a structural problem hampering
operational delivery,
and local track record of facilitating There is a need for significant improvements in monitoring and
improved livelihoods to increase the management information systems (MIS).
capacity of livelihood Development Agents Graduation needs to be evidence-based, political targets create
at the woreda- and kebele-levels. Lessons the risks of large-scale premature exit from the programme.
learned from CARE’s successful USAID- Long-term financial sustainability of the programme is not yet
funded Graduation with Resilience to guaranteed.
Leadership and streamlined processes are needed to ensure
Achieve Sustainable Development (GRAD) timely decisions.
project will inform DFAP programming Support to livelihoods requires a complex combination of services
related to livelihood development and and sustained attention.
improved equitable graduation from PSNP. ICT infrastructure, legal and regulatory frameworks constrain the
potential for PSNP to promote financial inclusion.
22
2014/2015 DFID Annual Review of the Ethiopia Productive Safety Nets Programme, February 2015.

Project Description
Sub-Purpose 1.1: PSNP organizational management strengthened at national, regional, and

local levels
The DFAP project will work closely with PSNP officials and GoE partners to identify key
organizational management capacity development needs to better target DFAP institutional
strengthening technical assistance. DFAP technical experts will conduct joint Organizational
Capacity Assessments with PSNP counterparts at national, regional, and local levels.
Activity 1.1.1.1: Provide technical assistance to PSNP at the national-level
The DFAP project will first focus its PSNP capacity development efforts at the national level.
DFAP staff will facilitate a joint organizational capacity assessment with national PSNP officials
to identify priority capacity development areas, including capacity development needs at the
regional and woreda levels. DFAP institutional strengthening experts will work with PSNP
officials to identify up to three high-level capacity development needs and to develop a national-
level organizational strengthening plan. The DFAP project will assign senior experts to provide
short-term technical assistance to address needs identified. This approach is deliberately limited
in scope, as the DFAP project believes that the most impactful institutional strengthening
initiatives will be those focused at the woreda- and kebele-levels. Learning from local level
initiatives will be translated up to national level PSNP officials.
Activity 1.1.2.1: Jointly design FSTF capacity development curricula and org development plans
DFAP staff will also conduct participatory organizational capacity assessments of partner FSTFs
focusing on several key operational components: targeting, resource transfer execution, Public
Works execution (to help build vocational capacities) livelihood asset transfers, and graduation
procedures. Based upon the findings of the organizational capacity assessments, DFAP staff will
work collaboratively with FSTF staff to create customized organizational development plans.
Depending upon the type and degree of capacity development needs, the DFAP project will
design and implement technical trainings for FSTF staff. DFAP staff will focus particularly on
capacity development needs at the woreda- and kebele-levels by facilitating the creation of
organizational development plans for FSTFs to improved PSNP operational efficiency. Next, as
organizational development plans are completed, DFAP staff will coordinate with PSNP national
and regional staff to ensure that capacity development trainings are aligned with high-level
PSNP priorities and to ensure buy-in and support from national-level PSNP officials.
Activity 1.1.2.2: Facilitate Training-of-Trainers approach for FSTF capacity development
Once alignment is confirmed, DFAP staff will conduct an initial round of FSTF and CFSTF
trainings focusing on topics such as organizational governance, human resource management,
budgeting and budget forecasting, and monitoring and evaluation systems. The ultimate mix of
topics will be determined by partner FSTFs per their jointly developed organizational
development plan. During the first round of organizational management trainings, DFAP staff
will identify FSTF officials who are particularly enthusiastic and engaged in the subject matter to
serve as Organizational Management (OM) Lead Trainers. DFAP staff will conduct additional
TOT sessions with these OM Lead Trainers, and subsequently facilitate peer-to-peer trainings of
FSTF staff in other kebeles and woredas to be led by the OM Lead Trainers.
Activity 1.1.3.1: Facilitate CFSTF activation/mobilization through program outreach
As Consortium October 2015 assessments found several instances of defunct or dormant
CFSTFs, DFAP staff will also help “activate” dormant or non-existent CFSTFs through outreach
and promotion efforts and by providing technical assistance to newly functional CFSTFs.

Project Description
Sub-Purpose 1.2: Strengthened FSTF capacity at Kebele, Woreda, and Regional Levels
The Project will provide direct, targeted technical assistance to FSTF/CSTF staff to improve the
efficiency, equity, and efficacy of PSNP implementation at the grass roots level. Expected
outcomes of community-focused institutional strengthening efforts include: 1) improved
targeting of public works and direct support participants; 2) improved timeliness of resource
transfers; 3) improved, evidenced-based graduation policies; 4) increased effectiveness of
livelihoods business plan preparation and approval and; 5) increased adoption of ICT solutions
for resource transfer for improved monitoring, evaluation, and management of PSNP caseload.
Activity 1.2.1.1: Provide technical assistance to FSTF staff on targeting and transfer
management at Kebele and Woreda levels
Another focus area will be increased accuracy of PSNP targeting. The DFAP project will draw
upon deep consortium partner safety net programming experience, including the Kore Lavi
DFAP implemented by CARE with WV in Haiti, to improve targeting procedures through better
information collection, more rigorous analytical tools, and the utilization of PSNP PIM-
compliant scoring systems, including the implementation of a proxy-means test (PMT) based
poverty index. The resulting reduction of inclusion and exclusion errors will help ensure that
targeting is more accurate and will help mitigate instances of politically-motivated PSNP
inclusion (also reported by the 2014/2015 DFID Annual Review).
Activity 1.2.2.1: Provide technical assistance to FSTF staff on improved Livelihood Asset
Transfers management
DFAP staff including agriculture and livelihoods field officers will train FSTF staff on improved
approaches to business plan development of PSNP clients. One of the major weaknesses of the
HABP program was the disconnect between business plan development and approval
requirements and the technical capacity of Development Agents and PSNP applicants. See
PURPOSE 2 for detail regarding how the DFAP supports the PSNP livelihoods component.
Activity 1.2.3.1: Facilitate increased adoption of digital transfer mechanisms

DFAP staff will work with FSTF staff to conduct two technology assessments at the regional,
woreda, and kebele-levels. The first technology and systems assessment will focus on the
feasibility of mBirr and government e-transfer systems, including an analysis of cell coverage
and prevalence of mobile money agents and digital financial services. Findings from this
assessment will inform DFAP initiatives to increase the use of digital financial services for PSNP
cash resource transfers. The second assessment will be an ICT systems analysis of FSTF and
offices. Based upon Consortium experience, we expect to find major gaps in the use of
computers, information management software, and ICT platforms. The findings and conclusions
will be used to create an ICT development plan for target FSTFs that will help prioritize ICT
needs and inform NGOs and government officials of FSTF ICT investment requirements. Where
feasible, the Project will also introduce electronic resource transfers utilizing WV’s proven Last
Mile Mobile Solution (LMMS) digital platform (see Logistics section for more detail).
Sub-Purpose 1.3: Increased PSNP responsiveness to community needs
The DFAP project will catalyze improved PSNP responsiveness to community needs by
facilitating FSTF adoption of demonstrated social accountability and improved governance tools,
and by improving PSNP grievance mechanisms.

Project Description
Activity 1.3.1.1: Facilitate FSTF and community implementation of social accountability tools
and approaches
The primary DFAP social accountability approach to be followed will be the use of 360-degree
Community Score Cards (CSCs). CSC is a review process that brings together all actors to assess
progress towards joint goals, identify challenges and blockages and assign responsibilities for
ongoing action. CSC has produced remarkable results in Ethiopia with increased government
participation and allocation of resources and strengthened community commitment. CSC helps
all actors to gain a clear understanding of each other’s roles and capacities and improves both
coordination and implementation. CSCs stimulate community dialogue between PSNP clients,
service providers and PSNP staff and officials to identify opportunities for improved PSNP
performance. To facilitate this process, DFAP staff will train FSTF staff and VESA members on
the CSC approach. The DFAP Project will then coordinate regular public-private dialogue
sessions to facilitate two-way feedback between FSTFs and PSNP clients.
Activity 1.3.1.2: Provide technical assistance for improved grievance mechanisms to FSTF staff
DFAP staff will first facilitate joint capacity assessments for PSNP institutions supporting
grievance mechanism functionality such as Food Security Desks (FSD/P), the Ministry of
Finance and Economic Development (MoFED), the Ethiopia Social Accountability Programme,
Woreda Councils/Cabinets, Kebele Councils and Kebele Appeals Committees. Based upon the
findings of the joint capacity assessments, the DFAP project will design and facilitate targeted
trainings to improve the functionality and efficacy of PSNP grievance mechanisms.
Activity 1.3.2.1: Facilitate trainings on graduation criteria for FSTF Kebele and Woreda staff
Given the on-the-ground experience of CARE (through GRAD) and ORDA (through its current
DFAP sub-contract), the DFAP project will pay particular attention to the utilization of
graduation criteria and implementation of graduation procedures. As the DFID 2014/2015
Review reported, donors have become increasingly concerned with overly aggressive graduation
policies that strip vulnerable households of safety net support before they are truly self-sufficient.
Activity 1.3.3.1: Facilitate adoption and integration of an improved ICT platform for beneficiary
case management
Another important DFAP initiative to improve PSNP responsiveness to client needs will be the
strengthening and improved functionality of grievance mechanisms. The ability of vulnerable
households to submit complaints regarding exclusion errors and/or early graduation is essential
to ensure that the PSNP is addressing the needs of vulnerable people effectively and equitably.
Based in large part on CARE and WV’s experience establishing effective grievance mechanisms
in the Kore Lavi Title II DFAP in Haiti, the DFAP project will work with FSTF, KFSTF, and
CSTF staff to ensure that they are correctly implementing PIM guidance on grievance
management and response and based upon acceptance and approval by GoE.
Sub-Purpose 1.4: Increased LNGO, CSO, CBO facilitation & coordination of PSNP activities
As one of the key findings of the 2014/2015 DFID PSNP Annual Review was that staffing levels
and resource constraints are hindering PSNP implementation, the DFAP project will also
develop the institutional capacity of local NGOs, civil society organizations (CSOs), and
community-based organizations (CBOs) to more effectively address some of the underlying
causes of food insecurity and to support PSNP implementation wherever feasible.

Project Description
Activity 1.4.1.1: Develop the capacity of local organizations to support PSNP activities
The DFAP project will follow a similar approach to institutional strengthening of FSTFs for
CSOs and CBOs, beginning with joint organizational capacity assessments and the joint creation
of organizational plans. DFAP staff will then facilitate organizational management and member-
service delivery trainings to CSOs/CBOs such as VESAs, women’s groups, producer groups, and
local NGOs. Key topics will likely include organizational governance, financial management,
equitable representation, conflict resolutions, social mobilization, and advocacy for inclusion of
community priorities into kebele and woreda budgets.
Activity 1.4.2.1: Provide technical assistance to ORDA in financial management, organizational
governance, and monitoring and evaluation systems
WV and CARE are committed to intentional and focused strengthening of local consortium
partner ORDA with the goal that ORDA is equipped to competitively pursue and credibly
implement a DFAP as a prime applicant in five years.Together with ORDA, WV has identified
five priority areas in which ORDA’s capacities will be strengthened through the proposed
DFAP: (1) Commodities management and logistics:WV will build ORDA capacity to manage
commodities pipeline and primary warehouse with the plan to transition Amhara warehouse
management to ORDA in Year 3 of the project; (2) Exposure to USAID and other stakeholders
at a consortium leadership level: ORDA will staff a key personnel position (Partnerships
Advisor) and participate in the steering committee; (3) Technical leadership:WV will provide
active leadership of Purpose 5 DRR & CCA activities through Year 3 of the project, when this
purpose and the DRR/CCA Technical Advisor position will be transitioned to ORDA; (4) M&E:
staff will be trained in M&E standards and procedures, and the project M&E systems will be
developed with the intent that the system can be readily ported to a future DFAP award; (5)
Financial management and compliance: WV will provide training, support and guidance to
ORDA staff and leadership to ensure project compliance and strengthen accountability systems.
Purpose 2: Increased Income, Productive Assets and Equitable Access to Nutritious Food
for Vulnerable Women, Men and Youth
Increased agricultural productivity and on-farm and off-farm incomes are critical pathways out
of poverty and into sustainable food security and ultimately graduation from the PSNP for
vulnerable households. The DFAP project will catalyze key levers of change including increased
participant technical capacity, improved access to input and output markets and finance,
increased empowerment of vulnerable households and communities, especially women and
youth, and productive engagement with government agencies including Food Security Task
Forces (FSTF) and the Ministry of Agriculture and Natural Resources and the Agricultural
Extension Directorate (AED). The DFAP project will deploy both market push and pull
strategies23 to increase DFAP participant opportunities and incentives for improved productivity
(on-farm and off-farm). The DFAP project will utilize the USAID-funded and WV tested
Integrating Extremely Poor Producers into Markets24 approach as an organizing framework and
tools for agriculture and livelihoods development initiatives. This market systems development
approach has proven effective in developing producer technical capacities, increasing access to
both input and output markets, and in transforming small farms into productive and diversified
farming systems.
23
See “Improving the food security of the extremely poor by linking them to markets,” p.46, http://goo.gl/DXYPxt,
in which the CARE &WV authors cite the USAID Ethiopia Feed the Future strategy’s push/pull concept.
24
Integrating Extremely Poor Producers into Markets Field Guide, 3rd Ed.; WV, FHI360, USAID; Sept. 2014.

Project Description
Sub-Purpose 2.1: Increased Agricultural Productivity of Nutritious Foods for Women, Men
and Youth Smallholder Farmers
Activity 2.1.1.1: Facilitate establishment of VESA savings groups in target communities
The DFAP project will catalyze increased savings and lending by establishing and strengthening
Village Economic and Social Associations (VESAs). The VESA model was developed by CARE
under the USAID Ethiopia Feed the Future-funded GRAD project.25 VESAs not only facilitate
member savings and lending, but also develop business skills, production skills, improve social
capital, and catalyze women’s empowerment.
Activity 2.1.1.2: Conduct participatory market analysis for livestock and crops
DFAP staff will work with VESA members engaged in livestock and crop production to conduct
participatory market analyses for shoats (ie., sheep and goats), poultry, staple crops, and high-
value crops. These analyses will pay particular attention to value chain bottlenecks and
challenges related to equity (opportunities for women, youth, marginalized populations);
nutrition-sensitive; and climate change (diversified risk portfolios). Livestock analyses will build
off of WV’s work in the USAID-funded Livestock Market Development (LMD) project.
Analyses will focus on understanding local dynamics and opportunities to strengthen integration
of PSNP clients in profitable value chains.
Activity 2.1.1.3: Promote improved fodder management and feeding practices
Over-grazing of communal lands is causing significant degradation of natural pasturelands, while
the lack of improved fodder production and VESAs will be utilized as the primary program delivery
feeding practices limits the profitability of mechanism. Farmer Field and Business School
livestock production. The DFAP project will train trainings, business trainings, life skills trainings, access
PSNP livestock producers in zero-grazing and to finance activities will all be implemented through
VESAs. The timing and frequency of trainings will be
rotational grazing techniques, and strengthen the
appropriately spaced so as not to overburden
feed/fodder market system such that fodder participants with DFAP activities.
producer linkages to buyers (other livestock
producers and input suppliers) are facilitated. DFAP staff will work with lead livestock
producers to demonstrate the impact of stall feeding versus open grazing techniques. DFAP staff
will also facilitate linkages to credit and markets to catalyze economic incentives for improved
shoat fattening practices.
Activity 2.1.1.4: Facilitate extremely poor HHs to start semi-intensive poultry production
Poultry rearing has proven successful under WV’s work to support the HABP in SNNPR, and
CARE’s GRAD program. DFAP staff will work through VESAs to promote poultry production
through on-farm demonstrations, facilitation of technical assistance from DFAP staff, public
extension agents, and private veterinary service providers, through linkages to MFIs for poultry
operation start-up and to input suppliers for day-old chicks, vaccinations, and feed. The DFAP
project will leverage WV’s close coordination with the International Livestock Research Institute
in Addis Ababa to introduce improved breeds. Poultry production will contribute to increased
and diversified incomes for PSNP HHs, and provide an important source of animal proteins.
Activity 2.1.1.5: Link livestock producers to public and private animal health services
The sustainability of DFAP livestock production (including poultry) initiatives is predicated
upon increased access to finance, improved input and output market linkages, and linkages to
25
See page 57 in “Improving the food security of the extremely poor by linking them to markets.”

Project Description
both public and private animal health service providers. As necessary, DFAP staff will provide
refresher trainings for public livestock agents, and work with private veterinarians and
distributors of vaccinations and animal medicines to stimulate increased demand for and access
to private animal health services.
Activity 2.1.2.1: Establish Farmer Field and Business Schools (FFBS)
Farmer Field and Business Schools (FFBS) will be the primary mechanism to transfer technical
knowledge and business skills to PSNP producers. FFBS will be implemented through VESAs,
whose members will help identify lead farmers, at least 50 percent of which will be women.
VESAs also allows farmers to tailor savings and lending to meet investment needs for
agriculture. Lead farmers will be paired with 15 to 20 neighboring farmers and will lead the
development of demonstration plots, assist with technical trainings and host farmer field days.
Demonstration plots will be established and managed with the technical and financial assistance
of private companies such as DuPont Pioneer Seed and Syngenta, who have agreed to invest
time, money and technical resources to support DFAP demonstration plots and to extend
distribution networks. FFBS modules will include basic business skills training including the use
of crop budgets, marketing, financial management, record keeping, and access to finance. FFBS
modules will also provide technical information on improved post-harvest handling and storage
technologies, aggregation strategies, and improved collective marketing. Other modules include
nutrition, climate change adaptation, and women’s empowerment. Wherever possible, public
agricultural extension agents will be involved in FFBS trainings and technical demonstrations.
FFBS modules will also include improved water harvesting, IWRM, and affordable small-scale
irrigation suppliers and services. The project will engage local small manufacturers to produce
water harvesting and small-scale irrigation technologies. The DFAP will coordinate this activity
with Texas A&M’s USAID-funded SSI project.
Activity 2.1.2.2: Facilitate increased knowledge and adoption of climate smart agricultural
techniques and technologies
Given Ethiopia’s vulnerability to climate variability, DFAP Agriculture and Livelihoods staff
will work with CCA/DRR staff to promote nutrition and climate-smart agricultural techniques
and technologies such as Integrated Water Resource Management, erosion mitigating berming
and terracing, minimum tillage, increased mulching and use of crop residue for moisture
retention and soil nutrition, and drought-resistant/fast maturing seeds. DFAP staff will also
promote other climate-smart techniques such as stall-feeding for shoats, zero grazing &
improved forage development, minimal/rotational grazing techniques, and WV’s successful
Farmer-Managed Natural Regeneration (FMNR) model.26
Activity 2.1.2.3: Promote improved storage and postharvest technology
DFAP staff will facilitate demonstrations of improved storage and post-harvest technology in
cooperation with VESAs and producer cooperatives. Information sharing will focus on increased
incomes obtained from minimizing post-harvest losses, and storing production for further
aggregation, later-season sales (time arbitrage), and transport to food deficit areas (space
arbitrage). The DFAP project will also work with MFIs to increase access to finance for the
purchase and/or construction of post-harvest handling and storage technology. Improved post-
harvest handling, sorting and grading, and producer-led aggregation represent important value-
adding activities that will help increase producer incomes.
26
See Sub-Purpose 5.2 for more information on the FMNR approach.

Project Description
Activity 2.1.2.4: Facilitate women and men farmers’ engagement in market-driven agricultural
production
DFAP staff will also train VESA members on FFBS farming-as-a-business modules, including
basic business skills, the use of crop budgets to track farm profitability, and how to better access
markets and financial services. This will include the facilitation of participatory market studies to
help producers in specific geographic locations select which crops the DFAP project will focus
on. The DFAP project will develop public-private partnerships with input supply companies, the
GoE, and agricultural buyers to strengthen market information systems. SMS-based and voice-
based market information messaging will be delivered to producers on a timely basis.
Activity 2.1.3.1: Facilitate adoption of home gardening of diverse nutritious food
In order to increase access to diverse nutritious foods and improve nutritional outcomes for
PSNP households, DFAP staff will promote improved crop diversity and increased home
production of nutritious food. The production of diversified crops will be promoted primarily
through FFBS demonstration plots and HDA-led household trainings on the importance of a
diversified diet, in addition to FFBS modules focusing on nutrition. Lead mothers will also be
engaged to develop home gardening demonstration plots. The DFAP project will initially
provide home garden start-up kits to a select number of the most vulnerable DFAP participants,
including technical assistance for horticulture production.
Sub-Purpose 2.2: Increased Access to Agricultural Markets for Women, Men, and Youth
Smallholder Farmers
Activity 2.2.1.1: Promote improved seed multiplication through community seed systems and
model farmers
DFAP staff will facilitate increased supply of improved seed by working with VESA members to
establish and strengthen seed multiplication enterprises. Producers will be linked to DuPont
Pioneer for the technical training and potential purchase of improved seed stocks. DFAP staff
will also strengthen linkages between farmers focusing on seed production with local agrodealers
and farmer cooperatives to expand seed producer marketing networks.
Activity 2.2.1.2: Develop the capacity of producer groups to facilitate improved access to quality
inputs
DFAP staff will train FFBS producer groups (sub-set of VESAs) and cooperatives on collective
buying techniques to help producers capture lower (bulk) prices. FFBS groups and cooperatives
will also be trained to provide members technical assistance, especially in regards to optimal
input use (in cooperation with private input companies). These groups will also be linked to
sources of finance to further enhance their ability to collectively procure inputs for re-sale to
members at equitable prices and terms.
Activity 2.2.1.3: Facilitate the establishment of village-based input agents and input supply
micro-franchisees
The DFAP project will work with DuPont Pioneer Seed, Syngenta, and other private input
supply companies to design and establish market-based last mile distribution networks, such as
those being developed under CARE’s GRAD program. This will be accomplished through the
promotion of a micro-franchisee model (to ensure embedded technical support from input supply
companies) informed by a market systems assessment and village-based agents who actively sell
critical agricultural inputs. DFAP staff will also facilitate linkages to financial institutions to

Project Description
provide small-scale working capital to micro-franchisees and village based agents. Village-level
demand will be stimulated through tri-partite input credit models described in Sub-Purpose 2.4.
Activity 2.2.2.1: Promote improved linkages to buyers
The DFAP project will facilitate buyer linkages for PSNP producers and producer groups by
organizing quarterly marketing events, annual AgFairs, and facilitating buyer visits to PSNP
producer areas. DFAP staff will train producers, producer groups and cooperatives (via FFBS)
on buyer specifications, and on contract performance (volume, quality, and timeliness). Producer
groups and cooperatives will also be trained in collective marketing techniques, including
product aggregation, sorting, and grading, packing and transportation, and linkages with buyers.
These groups will be linked with financial service providers for working capital for aggregation
and marketing purposes.
Activity 2.2.3.1: Facilitate improved entrepreneurship skills
DFAP staff will ensure that FFBS curricula includes training modules focused specifically on
new entrepreneurs engaged in off-farm livelihood activities. Likely topics include How to Start
and Grow Your Own Business, financial management, access to finance, basic business plan
development, market research and marketing and more. The DFAP project will also identify
business service providers in each of the target regions and zones. DFAP staff will assess the
qualifications of business service providers, and facilitate technical trainings to address any skill
or service delivery capacity gaps. These service providers will be linked to PSNP entrepreneurs
and producer groups/cooperatives to provide business advisory services through service vouchers
that decrease over the life of the project.
Sub-Purpose 2.3: Increased Off-farm & Non-farm Income for Vulnerable Women, Men and
Youth
Increased access to food is predicated not only on increased production of food crops, but also
the increased ability of vulnerable households to afford nutritious food. As such, the DFAP
project will catalyze increased opportunities for income generating activities and wage-
employment for vulnerable PSNP clients, especially women and youth. The increased income
from these endeavors will increase financial resources available to purchase nutritious food, and
help diversify and smooth household income streams. The result will be more resilient, healthier
PSNP clients who will have a better chance of graduating from the PSNP.
Activity 2.3.1.1: Catalyze women, youth, and men to start and strengthen nutrition-enhancing
Income Generating Activities (IGAs)
DFAP staff will facilitate basic business skills trainings for aspiring entrepreneurs including
basic business planning, marketing, financial management, and access to finance strategies.
These trainings will be delivered through VESA via FFBS models. VESAs provide an effective
platform for the transfer of business skills knowledge and create a grass-roots support network
that will facilitate technical and market information exchange. DFAP entrepreneurs will also be
linked to buyers through marketing events and DFAP-sponsored business-to-business
networking events. Lastly, the DFAP project will expand the GRAD model of micro-franchisee
sales women to generate employment opportunities and market access, especially for women.
Activity 2.3.2.1: Facilitate improved technical knowledge for women, youth, and men
DFAP staff will conduct a labor market assessment to understand what technical and vocational
skills are most in demand, and to identify key gaps in PSNP client skills. Based upon findings
from the labor market assessment, the DFAP project will facilitate targeting technical and

Project Description
vocational skills training, linking with government Technical and Vocational Education Skills
Training (TVET) wherever possible. If access to government TVET programs is not available or
appropriate, DFAP staff will work with VESAs to implement technical and vocational skills
training directly.
Sub-Purpose 2.4: Increased Use of Financial Services for Vulnerable Women, Men and
Youth
Increased savings by PSNP households is a fundamental component of improved resiliency.
Savings can help households buffer the impacts of family emergencies, and climate-related and
human-caused shocks. Savings also catalyze household investments in IGAs and micro-
enterprises that stimulate a virtuous cycle of savings, investment, income, and more savings. As
many vulnerable households lack productive assets and savings, increased access to finance is
another important catalyst of the savings-investment-income cycle.
Activity 2.4.1.1: Establish Innovation Grants Fund
In order to facilitate access to start-up and working capital, the DFAP project will establish an
innovation grants fund targeting IGAs and micro-enterprises promoted by the project. Once
entrepreneurs have completed basic business skills training, they will have the opportunity to
submit applications to DFAP innovation fund business plan competitions targeting different
participants (women, youth, etc.) and to the PSNP for livelihood asset transfers. The DFAP
innovation grants fund will be used to provide start-up and expansion capital and in some cases,
for co-investment with MFIs and banks as a risk buy-down mechanism. These funds can
potentially be used to contribute to collateral requirements.
Activity 2.4.1.2: Facilitate input credit models
DFAP staff will work with input supply companies such as DuPont Pioneer Seed, Syngenta, and
producer groups, and large agricultural buyers to establish tri-partite input credit models. Tri-
partite input credit models are not dependent upon financial institutions as input supply
companies provide inputs to producer groups on credit. Agricultural buyers then subtract the
amount owed by producer groups from final payment for the purchase of commodities to
producer groups, creating a closed system with minimal incentive for default.
Activity 2.4.2.1: Develop public-private partnerships to extend financial institutions' services to
vulnerable people, especially women with limited mobility
The DFAP project will also work with MOSS and its share company AODOAE Inclusive
Finance Technology to extend mBirr digital financial services to more remote areas. Staff will
focusparticularly on extending access to digital financial services for women, including the
creation of digital sub-wallets to foment purpose-specific savings for healthcare costs,
pregnancy, school fees, and household emergencies. The digital sub-wallet model has proven
successful in increasing household savings and increased inclusion of women in financial
systems.27 The promotion of female mobile money agents will create additional employment
opportunities for women while more effectively attracting women to digital financial services.
Activity 2.4.3.1: Train VESA members on village savings and lending best practices
DFAP staff will strengthen new and existing VESAs through a series of trainings on village
savings and lending best practices. Both WV and CARE have extensive experience developing
sustainable VESAs. Existing village savings and lending curricula will be customized to the
27
CARE works with the MasterCard Foundation and Airtel to extend digital financial services to women in Uganda.

Project Description
Ethiopian context (much of which already exists under the GRAD program) and to strengthen
non-lending functions of VESAs such as IGA identification and evaluation, creation of
community development plans and public engagement.
Activity 2.4.4.1: Train vulnerable people, especially women, in financial literacy and financial
management
DFAP staff and volunteers will train PSNP household members on life skills such as literacy,
numeracy, leadership and decision making. These life skills will be augmented by basic business
skills trainings that will promote increased savings and position PSNP household members to
optimize the benefits of accessing credit. DFAP staff will also facilitate joint household financial
decision-making sessions to help couples and other family members more effectively plan
household finances, and to more equitably allocate productive assets, household financial
resources, and food to women and youth.
Activity 2.4.5.1: Facilitate the development of pro-poor financial products offered by financial
institutions
DFAP technical experts will work with MFI and bank staff on the development of financial
products appropriate for smallholder farmers and micro-enterprises. This approach has proven
successful in CARE’s GRAD program. This work will also include sessions on risk assessment
and strategies to increase lending to vulnerable households without increasing portfolio risk.
Activity 2.4.5.2: Facilitate improved enabling environment for pro-poor financial services
The DFAP will catalyze new opportunities for PSNP households to connect with financial
service providers through bi-annual financial networking events. These events promote one-on-
one interaction between interested borrowers and prospective lenders to increase borrower
knowledge of application processes and loan qualification criteria. DFAP staff will also work
with stakeholders to identify regulatory constraints to lending to poor and very poor borrowers.
Based upon constraints identified, DFAP staff will work with financial service providers to
promote improved policies to government officials. Examples of regulatory constraints include
land tenure rights, lack of formal land titling mechanisms and collateral requirements.
Purpose 3: Improved Nutritional Status of CU2, PLW, and Adolescent Girls
Government programs such as the PSNP, NNP, GTP-II, the HSDP, which includes several
initiatives such as the Enhanced Outreach Strategy (EOS) with Targeted Supplementary Food,
integration of the EOS into the Health Extension Program, Health Facility Nutrition Services,
Community Based Nutrition (CBN), Micro-nutrient Interventions, and Essential Nutrition
Actions and Integrated Infant and Young Children Feeding counselling services, have
collectively reduced the prevalence of stunting from 58 percent in 2000 to 40 percent in 2014.
Nevertheless, significant health and nutrition challenges persist. To improve the nutritional status
of children under two years of age (CU2), pregnant and lactating women (PLW), and adolescent
girls, the DFAP will facilitate increased access and utilization of diverse nutritious foods,
increased access and utilization of health and nutrition services, and improved WASH access and
behaviors to reduce the incidence of diarrhea and other water borne diseases.
Sub-Purpose 3.1: Increased utilization of diverse nutritious food for CU2, PLW, and
adolescent girls
Several factors are contributing to poor feeding and nutrition practices by vulnerable households
in DFAP target woredas, including 1) a lack of knowledge of optimal feeding practices,
especially for infants and young children; 2) cultural practices such as fasting that often leads to

Project Description
the under-consumption of animal proteins by children who are ideally exempted, according to
the religion, from the practice and by pregnant women; and 3) an under-appreciation of the
negative impacts of undernutrition of adolescent girls and mothers.
Activity 3.1.1.1: Train Men and women in optimal IYCF practices
The DFAP project will increase the knowledge of optimal infant and young children feeding
(IYCF) practices through Health Extension Workers (HEW) and Health Development Army
volunteer mobilization, social behavior change communications, and creation and/or
strengthening of community-based lead mother/lead fathers. DFAP staff will conduct Training-
of-Trainer sessions on optimal IYCF to enable HEWs to develop these skills in HDA volunteers.
After receiving training in optimal IYCF practices, HDA volunteers will be encouraged to train
both men and women on optimal IYCF practices through VESA groups. To reinforce these
trainings, DFAP staff will work with HEWs and HDA volunteers to identify potential Lead
Mothers who can demonstrate optimal feeding practices to her friends and neighbors. Improved
IYCF trainings will focus on the timely introduction and exclusivity of breast feeding, building
upon WV’s successful Alive &Thrive project in Ethiopia.28 These initiatives will be
implemented in close coordination with USAID’s upcoming Growth Through Nutrition project.
Activity 3.1.2.1: Men and Women trained in adolescent nutrition
DFAP staff will facilitate HEW Supervisor training of HEWs to disseminate key health and
nutrition messages, including improved nutrition for adolescent girls. School teachers will also
receive adolescent nutrition training from HEW Supervisors, which will enable them to
disseminate key messages to their students. Similarly, HEWs will be encouraged to engage
religious leaders through outreach and SBCC to disseminate health and nutrition messages to
their communities. DFAP will also facilitate joint household counselling sessions focused on
equitable allocation of food resources, include adequate food for adolescent girls. The
importance of improved nutrition for adolescent girls will also be included in SBCC messaging.
Activity 3.1.3.1: Facilitate increased awareness and knowledge of maternal nutrition for men
and women
DFAP staff will also facilitate HDA training of men and women on the importance of maternal
nutrition. HDAs will train VESA members on maternal nutrition at least quarterly. Key messages
related to improved maternal messaging will be included in SBCC campaigns, which will likely
include the engagement of religious leaders to disseminate key nutrition messages, community
theater, community radio, and animated informational materials.
Activity 3.1.4.1: Facilitate increased sustainable incentives for HDAs
DFAP staff will work to increase the frequency of visits by HDA volunteers by linking
volunteers to social marketing opportunities. Social marketing of nutrition- and WASH-related
items such as food fortification sprinkles, soap, plastic buckets, etc., will help attract and
motivate new and existing HDA volunteers.
Activity 3.1.5.1: Facilitate increased access to diversified nutritious foods
Increased access and utilization of nutritious food for children under five, adolescent girls, and
PLW will also be achieved by core agriculture and livelihoods activities (Purpose 2), including
increased production of diverse nutritious food, increased home gardening and livestock
28
This WV project resulted in increased early introduction of breastfeeding from 63.5 to 75.2%, prelacteal feeding
down from13.6 to 3.3%, colostrum feeding increased from 71.2 to 83.0%, and EBF 57.9 to 82.8%.

Project Description
production, training in food preparation, and increased off-farm income generating activities to
increase household ability to purchase nutritious food. For the most vulnerable target households,
the DFAP project will facilitate PSNP permanent direct support and public works food and cash
transfers to help vulnerable households afford adequate amounts of nutritious food.
Sub-Purpose 3.2: Increased utilization of health and nutrition services
According to the 2014 Mini-Demographic and Health Survey, pregnant women in rural areas are
not receiving adequate health and nutrition services. For example, the percentage of pregnant
women receiving antenatal care (ANC) from skilled health providers in DFAP target regions
ranges from 37 percent in Amhara, 37.5 percent in SNNPR, to 49.1 percent in Oromia.29 For
those pregnant women receiving ANC, the quality of services is often poor, with many pregnant
women not receiving all four common ANC components (complications counseling,
measurement of blood pressure, testing of urine sample and blood sample).30 Against this
background, the Project will utilize a push-pull approach to facilitate improved utilization of
health and nutrition services consistent with PSNP4 guidelines related to social service linkages.
Activity 3.2.1.1: Promote healthy timing and spacing of pregnancies (HTSP)
DFAP staff will conduct Training-of-Training sessions on healthy timing and spacing of
pregnancies (HTSP) for HEWs and HDAs. HDAs will train men and women on HTSP, and will
facilitate household counseling sessions to increase women’s decision making power over family
planning issues. Key messages related to HTSP will be integrated into SBCC messaging, which
will also target religious leaders to increase their support for family planning.
Activity 3.2.2.1: Utilize IEC/SBCC to increase knowledge and awareness of MCH Service access
DFAP “push” approaches will primarily focus on increased awareness of the importance of
utilizing health and nutrition services by PSNP community members. In close coordination with
PSNP Social Development Specialists (Regional) and PSNP Social Development Experts
(Woreda), DFAP staff will improve the quality and supply of health and nutrition-related BCC
materials, and facilitate BCC trainings of HEWs and HDAs. DFAP staff will also train HEWs
and HDAs on improved counselling skills, including dissemination of family planning and
reproductive health messages to both PSNP men and women (a pull approach).
Activity 3.2.3.1: Train HDAs on improved service delivery
Another pull approach will involve training of HEWs and HDAs on improved facilitation of
CMAM services, including improved malnutrition and child illness identification and more
efficient case referral procedures. Improved coverage and quality of public health and nutrition
services will be further catalyzed by the introduction and utilization of WV’s tested mHealth ICT
tool. In close cooperation with PSNP Social Development Officials, DFAP staff will train HEWs
on device applications that will assist with the identification acute malnutrition cases and the
diagnosis of child illnesses. mHealth will allow for real-time information gathering and queries
from HEWs and HDAs, improve referral service efficiency by linking front-line workers to
health facilities, improve the timing and targeting of HEW an HDA counselling sessions, provide
technical guidance for improved CMAM services, and reinforce CBN growth promotion and
monitoring.
29
Ethiopia Mini Demographic and Health Survey 2014. Ethiopia Central Statistics Agency, August 2014, page 42.
30
Ibid.

Project Description
The DFAP project will also utilize WV’s mHealth is an open source ICT platform operational in
successful Timed and Targeted Counseling 16 countries. In partnership with the Bill and Melinda
Gates Foundation, Dmagi, and the Grameen
approach. Timed and targeted counseling refers to Foundation, WV has invested in a set of applications to
a Community Health Worker/Volunteer approach strengthen community health systems and improve
to extending primary health care counseling to the health and nutrition outcomes for pregnant women,
household level, and is one of the core approaches mothers, and children under five years of age. Core
of WV's Global Health and Nutrition Strategy. applications include:
1) Timed and Targeting Counseling
This is built around evidence-based, cost effective 2) Integrated Community Case Management
key interventions for pregnant women and children 3) Positive Deviance (PD) Hearth program
under two that, when taken together, can 4) Community Management of Acute Malnutrition
significantly reduce maternal and infant/young 5) Growth Promotion and Monitoring
child morbidity and mortality. This approach also focuses on the engagement of husbands and
fathers to promote shared care responsibilities.
Activity 3.2.3.2: Increased knowledge of NNP and inter-sectoral coordination of frontline
workers
DFAP health and nutrition staff will facilitate monthly coordination meetings at the community-
level to increase information sharing, discuss resource needs, develop joint training plans, and
identify opportunities for increased cooperation between different health and nutrition-related
sectors.
Sub-Purpose 3.3: Reduced Prevalence of diarrhea and water borne diseases
Use of safe water, sanitation facilities, and good hygiene can positively affect nutritional
outcomes by addressing both immediate and underlying causes of malnutrition. Lack of
sanitation and hygiene is strongly correlated with acute malnutrition and stunting. Even in the
absence of diarrhea, a fecal-contaminated environment is linked to chronic undernutrition, which
reduces utilization of essential nutrients.31 The DFAP project will contribute to three important
intermediate outcomes including: 1) increased access tosustainable and safe water services and
water-related products; 2) increased number of open- defecation-free villages and; 3) improved
sanitation and hygiene behaviors by community members. These outcomes are consistent with
USAID’s WASH and Nutrition Pathways. Achieving these outcomes will require close
coordination with local and regional government officials for alignment and sustainability.
DFAP WASH interventions and activities will also support PSNP initiatives, especially
regarding improved targeting of public works project’s focusing on WASH infrastructure.
Activity 3.3.1.1: Facilitate improved management and operations of village WASHCOs
To ensure sustainability of newly renovated or constructed water service infrastructure, DFAP
staff will facilitate the formation and strengthening of community WASH Management
Committees (WASHCOs). Likely training topics will include organizational governance,
financial management (including user fee collection), operations and maintenance, and conflict
resolution. DFAP staff will train WASHCOs on equitable representation, including the
promotion of women WASHCO chairpersons.
Activity 3.3.2.1: Facilitate construction and rehabilitation of community water points
DFAP staff will first facilitate participatory water service needs assessments in each target
village with community leaders, PSNP Public Works agents, VESAs, and HDAs. These
31
WASH and Nutrition (Water and Development) Implementation Brief, USAID, January 2015.

Project Description
assessments will identify protected and unprotected water sources, community watersheds,
functionality of existing water service infrastructure, and community water service needs. Based
upon available PSNP and DFAP funding, communities will be asked to short-list their water
service project proposals for further feasibility analyses, including preliminary design work and
USAID and PSNPcompliant environmental risk assessments. Construction of selected water
service infrastructure projects will be implemented under PSNP Public Works programming.
Activity 3.3.2.2: Facilitate improved operation and maintenance capacities
Wherever possible, DFAP staff will also identify aspiring or existing entrepreneurs interested in
serving as maintenance and drilling service providers, and will provide technical assistance on
for-fee drilling, installation, maintenance and repair services. DFAP technical trainings will also
include government maintenance service technicians as and where they exist.
Activity 3.3.2.3: Promote secondary and multiple water use and techniques
An important component of sustainable water services is water conservation and community
understanding of multiple water uses (i.e., separation of water for agricultural use, livestock and
domestic consumption). As such, DFAP staff will work with WASHCOs, VESAs, producer
groups, and other CBOs on climate-smart water harvesting and storage techniques, watershed
restoration and protection (together with DFAP Climate Change Adaptation staff), and low-cost
water conserving techniques and technologies.
Activity 3.3.3.1: Facilitate increased access to environmental sanitation and hygiene products
and services
Next, DFAP staff will facilitate increased access to sanitation and hygiene products and services
by first conducting Community-Led Total Sanitation and Hygiene (CLTSH) Training-of-Trainer
sessions32 with kebele leaders, religious leaders, development agents, HDAs, teachers, and
VESAs. DFAP staff will work with PSNP Public Works representatives to identify sanitation
facility needs, including the improvement or construction of gender-sensitive and inclusive
sanitation facilities at public places (i.e., schools, public buildings) that meet environmental and
safety standards. As part of this effort, DFAP staff will also promote enclosed play areas for
children to reduce their exposure to livestock and animal feces - a primary source of
environmental enteropathy which reduces the absorption of nutrients. Lastly, DFAP staff will
work with shopkeepers and social marketers to increase the availability of sanitation- and
hygiene-related products such as chlorine tablets, low cost water filters, plastic buckets with lids,
low-cost hand washing stations, and soap.
Activity 3.3.4.1: Promote increased awareness of improved sanitation and hygiene practices
The next component of DFAP WASH interventions focuses on improving sanitation and hygiene
behaviors at the community and household levels. DFAP staff will utilize WV’s successful
Designing for Behavior Change (DBC) approach, including community-specific barrier
analyses.33 The DBC approach acknowledges that incorrect behaviors are most often not due to a
lack of knowledge. Instead, behaviors are the result of several social and cultural determinants.
Barrier analyses identify predominant determinants of behavior within specific contexts, the
findings from which should inform BCC strategies. DFAP staff will develop context-appropriate
DBC strategies, and facilitate participatory barrier analyses with technical experts, HDAs,
32
DFAP staff will primarily utilize the Jan. 2011 CLTSH Facilitator Training Guide from the Ministry of Health.
33
Clemmer, Using a Behavior Change Framework for WASH, USAID StrateChat Series, WV, June 2013.

Project Description
development agents, and care groups (as appropriate). Based upon the results of the barrier
analyses, DFAP staff will develop appropriate BCC materials and conduct BCC Training-of-
Trainer Sessions with HDAs and community WASH promoters, who in turn will facilitate BCC
sessions with mothers, other HDA volunteers, HEWs, Teachers, school WASH clubs, and
VESAs to increase the adoption of good sanitation and hygiene behaviors, and improved
household water quality management. The formation of school WASH clubs as proven
especially effective in Ethiopia,34 including school WASH club gender-sensitive peer-to-peer
education.
Purpose 4: Increased Women’s Empowerment, Youth Empowerment, and Gender Equity
In order to influence the cultural norms and practices contributing to gender inequality, the
DFAP project will facilitate specific women’s empowerment initiatives in addition to the
integration of gender considerations throughout all DFAP purposes. The DFAP project will
utilize CARE’s proven Social Analysis and Action (SAA) approach across all women’s
empowerment initiatives. Further, utilizing CARE’s Framework for Women’s Empowerment,
DFAP staff will facilitate change across three inter-related areas:
 Agency: her own aspirations and capabilities (Sub-purposes 4.2, 4.3)
 Relations: the power relations through which she navigates her path(4.2, 4.3)
 Structure: the environment that surrounds and conditions her choices (4.1)
Sub-Purpose 4.1: Institutions are responsive to the needs and priorities of women and girls
Push activities focusing on developing technical, vocational, and leadership skills of women and
girls, and community-mobilization efforts to increase awareness and action against HTPs must
be supported by an institutional enabling environment that encourages the participation and
leadership of women, establishes public forums to raise awareness of issues constraining
women’s empowerment, and establishes formal procedures to address incidents of HTPs.
Activity 4.1.1.1: Increase awareness and knowledge of women's empowerment issues among key
stakeholders
SAA is CARE Ethiopia’s well-established, refined methodology for mobilizing communities to
address gender inequality, utilized in several projects including GRAD. On this DFAP the same
methodology will also be used to mobilize youth and ensure that they are fully engaged in
opportunities presented by the project. SAA starts by
producing formative research into social norms and
barriers. The formative research will include the barriers to
youth engagement and development as well as
understanding gender dynamics that impact women, girls
and the community as a whole. By following the SAA
process, DFAP staff and volunteers will be encouraged to
examine their own attitudes towards gender and youth in a
facilitated process that prepares them for the
implementation of SAA with community. This first step is
shown in the graphic as the staff transformation process.
Following step 1, project and government staff provide
training, form SAA groups and support the communities to
34
Barrier Analysis and DBC Framework of Hand Washing with Soap for High School Students in Ethiopia, WV,
2012.

Project Description
engage in the process. The process involves identification of social norms and barriers, plans to
address the identified priorities, taking action and reviewing the effectiveness of what has been
done. SAA will increase the frequency of public-private dialogue sessions, joint development of
improved enabling environment plans, and support the utilization of 360-degree community
scorecards (CSC) that allow for multi-directional feedback on stakeholder engagement and
promotion of women’s empowerment initiatives. Public engagement will be informed by the
gender and youth social norms barriers analysis, including kebele and woredalevel analyses of
specific cultural norms and practices that limit women’s empowerment, and the facilitation of
learning workshops with key community stakeholders, including public officials. The DFAP
project will also engage community leaders (elders, religious leaders, and public officials) in
joint monitoring and evidence-gathering initiatives. Lastly, the DFAP project will facilitate bi-
annual learning events with key stakeholders to discuss women’s empowerment and progress on
improved enabling environment plans.
Sub-Purpose 4.2: Reduction of Harmful Traditional Practices (HTPs) that inflict harm on the
physical, social and psychological wellbeing of women and girls
DFAP staff will modify SAA tools and approaches to effectively address harmful traditional
practices specific to each target region. DFAP staff and volunteers will facilitate the formation of
SAA groups consisting of male and female participants, including youth, to implement SAA.
SAA groups will be trained in SAA approaches that will identify prevalent HTPs negatively
impacting women and girls in their communities.
Activity 4.2.1.1: Facilitate increased awareness about HTPs among peer groups of boys and
girls
DFAP staff will first facilitate the formation of SAA peer groups among girls and boys, and train
peer groups on the negative consequences of HTPs. Peer groups will also be trained in
community outreach and SBCC to empower them to speak to their peers, elders, and community
leaders about HTPs.
Activity 4.2.1.2: Facilitate increased awareness on the elimination of HTPs through public
engagement
DFAP staff will customize SAA tools and approaches for three specific regional contexts,
including the identification and targeting of region-specific HTPs. DFAP staff will train SAA
groups and VESAs on the SAA process. The DFAP project will facilitate public engagement and
awareness campaigns by these groups through community-level HTP awareness events,
sponsorship of forums, workshops, trainings, and discussion panels. SAA and VESAs will also
be encouraged to identify positive male and female role models who refuse to practice HTPs to
serve as village promoters for the elimination of HTPs.
Activity 4.2.2.1: Facilitate improved access to HTP services
In addition to raising awareness of the negative impacts of HTPs, DFAP staff and volunteers will
help strengthen reporting and referral options for victims and witnesses of HTPs. This will be
accomplished by first training front-line health workers and VESAs on identification and
prevention measures. Community members (through VESAs, empowerment groups, peer
groups) will identify community members who can potentially act as paralegals. DFAP staff will
train these potential paralegals in existing rules and regulations related to HTPs and
collaboratively identify effective referral pathways. VESA and empowerment group members
will also be trained on how cases of HTPs should be reported and referred to appropriate

Project Description
authorities. DFAP staff will further work with village courts, community elders, and religious
leaders to increase their understanding of the rights of HTP victims and their responsibility to
enforce anti-HTP laws.
Sub-Purpose 4.3: Strengthened aspirations, capabilities, leadership and decision making
power for women and youth
DFAP staff will work with VESAs and women’s empowerment volunteers to facilitate a targeted
set of activities that will increase employment and enterprise opportunities for women and girls,
increase women’s participation and leadership in community groups, and improve women’s
decision making power within PSNP households.
Activity 4.3.1.1: Train Women, men, adolescent girls and boys on improved life skills and
readiness for work
DFAP staff will first refine tested life skills training curricula to reflect three specific regional
contexts. Life skills to be developed include literacy, numeracy, leadership, and decision making
skills. After recruiting women’s empowerment volunteers, DFAP staff will facilitate life skills
trainings for all VESA members. VESAs will be asked to nominate members demonstrating
leadership skills and a strong command of life skills curricula to participate in Training-of-
Trainer sessions for more advanced, women and girl-focused, business skills trainings.
Activity 4.3.2.1: Facilitate improved TVET skills of women and youth
Women and youth who successfully complete business skills curricula will be linked to existing
TVET programs for further skill development. Where TVET services are not available, the
DFAP project will work with government counterparts to establish TVET-satellite trainings to
reach aspiring women and girls in more remote locations. DFAP staff and volunteers will then
link women and girls who have successfully completed either TVET and/or business skills
trainings to existing SMEs and larger companies (as appropriate) to increase opportunities for
wage-employment and mentorship for self-employment.
Activity 4.3.3.1: Facilitate increased leadership, decision making, and public engagement skills
for women
In addition, DFAP staff and volunteers will identify women and girls demonstrating strong
leadership capabilities to participate in more advanced leadership and public engagement skills
trainings. Together with VESAs, DFAP staff and volunteers will engage with producer
associations, community groups, community-based organizations, and community government
structures to increase support for women’s participation and leadership within these
organizations.
Activity 4.3.4.1: Facilitate joint household decision making counselling sessions
DFAP staff will first develop a household engagement strategy that is consistent with the context
in each target region. The DFAP household engagement strategy will include strategies to
engage key adult PSNP household members including husbands, wives, mothers-in-law, aunts,
uncles, etc. Joint household counselling sessions will utilize culture and context appropriate
SBCC materials. As part of its male engagement strategy, the DFAP project will also identify
male champions who are supportive of more equitable household decision making to promote
the concept to other men and boys in their community.

Project Description
Purpose 5: Strengthened ability of women, men and communities to mitigate, adapt to and
recover from human-caused and natural shocks and stresses
Climate smart techniques and technologies and resiliency strategies have been integrated
throughout the previous four Purposes. The DFAP project will utilize CARE’s Community
Based Adaptation (CBA) approach as an organizing framework for CCA/DRR interventions.
This framework identifies severalenabling factorsfor effective community-based adaptation:
climate-resilient livelihoods, disaster risk reduction, local adaptive and organizational capacity
development, an enabling national policy environment, a good knowledge of climate change, and
the addressing of underlying causes of vulnerability.
Sub-Purpose 5.1: Improved climate-resilient livelihoods for vulnerable women, men, and
youth
Activity 5.1.1.1: Ensure that livelihoods risk analysis is included in Gender-sensitive Climate
Vulnerability and Capacity Assessment (GCVCA) and Community Adaptation Action Plans
(CAAPs)
DFAP staff will ensure that climate risks to livelihoods are addressed in GVCA and CAAP
development facilitated under Activity 5.3.1.1. These assessments will be coordinate with the
value chain and market systems assessments conducted by the Agriculture and Livelihoods team.
Activity 5.1.2.1: Facilitate utilization of Participatory Scenario Planning (PSP)
Given the significant impact of variable weather conditions on Ethiopian food production, the
DFAP project will promote Participatory Scenario Planning (PSP) to improve the utilization of
meteorological information for contingency planning. Through two-day Woreda-level
workshops, the DFAP PSP will bring together meteorologists form the National Meteorological
Agency, community members, local government departments and local NGOs to share their
knowledge on climate forecasts.
Activity 5.1.3.1: Train vulnerable women, men and youth farmers on climate resilient
agricultural techniques and technologies
CCA/DRR staff will work closely with the DFAP Agriculture and Livelihoods team to ensure
that agricultural techniques and technologies promoted in Farmer Field Business Schools are
climate smart and that PSNP household members have ample livelihood opportunities to
generate off-farm income. Staff will utilize the Climate Change Agriculture and Food Security
(CCAFS)/Climate Smart Agriculture (CSA) appraisal and prioritization tool, which WV has
successfully used in its DRYDEV project. The DFAP project will also promote climate-
appropriate inputs such as fast-maturing and drought resistant seeds, and techniques such as
mulching, minimum tillage, and berming and terracing to mitigate erosion. PSNP household
members, especially women, will be trained on the benefits of diversified crop production and
income sources as a key resilience strategy.
Activity 5.1.4.1: Facilitate climate resilient diversified income sources
CCA/DRR staff will work closely with Agriculture and Livelihoods staff to ensure that DFAP
efforts to increase livelihood opportunities and diversify incomes take into account
environmental risks. This will include PCMMA/EMMA style market analysis to help identify
potential risks for conflict and climate change. This cross-cutting effort will help improve
nutritional outcomes and increase PSNP household resiliency to climate-related stresses and
shocks through diversified incomes and improved asset protection strategies. DFAP staff will
facilitate increased PSNP participant awareness of the benefits of diversified income streams.

Project Description
Sub-Purpose 5.2: Improved natural resource management by women, men, youth and
communities
Natural resource degradation is a significant challenge for rural Ethiopian households.
Population growth, over-grazing, firewood collection, and degradation of precious watersheds
increase rural communities’ vulnerability to climate change. As the adoption of improved
Natural Resource Management (NRM) will require changes in attitudes, beliefs, and practices,
DFAP staff will facilitate the DBC approach described in the health and nutrition social behavior
change section.
Activity 5.2.1.1: Increase the capacity of community leaders, CBOs, and vulnerable women,
youth, and men to improve natural resource management practices
DFAP staff will engage VESAs, CBOs, and local government officials in community dialogue
sessions focused on NRM and bio-conservation, focusing on climate risk information from
GCVCA and PSP efforts, and actions identified in CAAPs. The DFAP project will also facilitate
the establishment of communal land/rangeland user group committees, including the active
participation and leadership of women. DFAP staff will then train communal land/rangeland user
group committees on conflict resolution mechanisms, improved NRM approaches, and the
establishment of rotational grazing schemes.
Activity 5.2.1.2: Facilitate adoption of Farmer-Managed Natural Regeneration (FMNR)
methodologies by vulnerable women, youth, and men farmers
The DFAP project will promote WV’s successful FMNR model as its primary tool for improved
NRM in vulnerable communities. DFAP staff will facilitate the establishment of NRM
stakeholder groups that includes livestock producers interested in more sustainable (and
productive) grazing techniques.35 The involvement of and leadership by women will be critical to
the success of NRM groups. DFAP staff will develop training curricula on several NRM topics
including, curricula on conflict resolution mechanisms. DFAP staff will work with community
members and Ministry of Agriculture livestock agents to establish medium-scale grazing
enclosures, including the establishment of land management plans and rotational grazing
schedules to demonstrate the positive impact of sustainable grazing practices.
Activity 5.2.2.1: Promote Community-led Watershed Management
DFAP staff will facilitate participatory watershed mapping to identify community water sources,
infrastructure needs, erosion and water contamination hot spots, and to inform watershed
protection and restoration efforts. As part of this effort, DFAP staff will train VESAs, CSOs, and
local government officials on key community-led watershed management approaches, including
Integrated Water Resource Management (IWRM) and Integrated Soil Fertility Management
(ISFM). These interventions will build on the successful ORDA model, Community-based
Integrated Watershed Development which facilitates capacity building of user groups in agro-
forestry and multi-use NRM system development. The Project will also engage private sector
partners to facilitate the demonstration of water-conserving small scale irrigation technology.
Activity 5.2.3.1: Facilitate increased access to and utilization of energy-efficient technologies
The DFAP project will promote the utilization of energy-efficient and climate smart technologies
through demonstrations of solar-based heat and cooking solutions, solar-pump technology, and
The Consortium will adapt ORDA’s successful Comprehensive Land Husbandry approach for inclusion in NRM
35
curricula.

Project Description
other promising technologies. DFAP staff will work with private companies to expand
distribution networks for energy-efficient technologies to reach more remote DFAP villages. The
DFAP project will also establish a Green Technology small grants fund to facilitate the up-take
and scaling of promising technologies, and will work with MFIs to stimulate financing of
energy-efficient technologies.
Sub-Purpose 5.3: Improved disaster risk reduction strategies for women, men and
communities
The third CBA strategy involves increased adoption of disaster risk reduction strategies to reduce
the impact of hazards on vulnerable households.
Activity 5.3.1.1: Facilitate participatory GCVCA and CAAPs
DFAP staff will utilize proven tools and approaches to identify climate risks and hazards, and to
improve anticipation of and planning for climate-related emergencies. The first tool to be
introduced and scaled is CARE’s Gender-sensitive Climate Vulnerability and Capacity
Assessment (GCVCA) tool. This participatory process builds understanding of climate risks and
adaptation by combining local knowledge with scientific data. VESA members and community
leaders will be trained on GCVCA methodology; GCVCA results will provide the foundation for
developing Community Adaptation Action Plans (CAAPs) with practical strategies to facilitate
community-based adaptation to climate change. VESA GCVCAs will contribute to woreda-level
risk profiling in cooperation with disaster risk management committees.
Activity 5.3.2.1: Facilitate the design, adoption, and funding of community contingency plans
DFAP staff will train households, VESAs, kebeles, woredas, and regional officials on
contingency planning, including different impacts of hazards on women and men. DFAP staff
will then facilitate the development of emergency contingency plans at multiple levels
(community, kebele, woreda), ensuring gender-sensitivity, and including risks identified from
GCVCA and actions from CAAP. DFAP staff will work with local government officials to
promote the adoption and approval of contingency plans at the woreda- and regional-level,
including community efforts to secure funding of contingency plans.
Activity 5.3.3.1: Facilitate development and adoption of improved early warning systems
The DFAP project will also strengthen existing Early Warning and DRR committees by
improving information flow from national and regional levels to the community level, and by
training Early Warning and DRR committees on emergency response simulations. Additionally,
DFAP provide technical assistance to the National Meteorological Agency to improve the
timeliness and accuracy of weather forecasts, and to ensure effective flow-down of EWS
information. In parallel, DFAP staff will train CSOs and local government officials on the
interpretation and use of weather forecast/EWS information.
Sub-Purpose 5.4: Increased CCA/DRR capacity of civil society and government institutions
Consistent with the DFAP project’s emphasis on institutional strengthening and to improve the
sustainability of CCA/DRR initiatives, project staff will focus on developing core CCA/DRR
skills and capacities of civil society organizations (CSOs) and local government institutions.
Activity 5.4.1.1: Facilitate GVCA, CAAP, and PSP leadership by civil society and local
government institutions at Kebele & Woreda-levels
Capacity development of CSOs and local government institutions is a core component of the
DFAP project’s CBA framework and has proven successful in other DFAP programs in

Project Description
Bangladesh, Haiti, and elsewhere. Capacity development efforts will focus on training CSOs and
local government officials on GCVCA and CAAP methodologies. CSOs and local governments
will develop the ability to lead GCVCAs in their communities, and to incorporate CAAP
interventions into community development plans.
Activity 5.4.2.1: Facilitate the mainstreaming of CCA/DRR risks and responses into local
government functions
The DFAP project will ensure that CCA/DRR issues and approaches are incorporated into local
government functions. DFAP staff will help accomplish this by first providing expert technical
assistance to kebele and woreda officials to improve the technical capacity of Early Warning and
DRR committees. DFAP staff will also develop checklists and guidance to assist government
mainstreaming of CCA/DRR into local government functions, which has proven effective in
CARE’s Climate-Smart Initiative Project with the PSNP.
Sub-Purpose 5.5: Increased social mobilization capacity of vulnerable women, men, youth and
communities to cope with climate change and disasters
Increased CCA/DRR capacity of civil society and government institutions is only part of the
push-pull equation. A critical additional component is increased social mobilization and
engagement of community members to demand improved public services addressing climate
variability and disaster risks. The implementation of interventions listed below will be
coordinated with other USAID-funded DRR programs, including REVIVE, implemented by PCI
and REAAP, implemented by CRS.
Activity 5.5.1.1: Facilitate VESA social mobilization for inclusive development and adoption of
CAAPs
DFAP staff will utilize GCVCA and CAAP tools to raise community awareness of climate risks
and as a means to motivate community members to become more involved in climate risk
mitigation and disaster risk actions. DFAP staff will conduct Training-of-Trainer sessions with
VESA members on the purpose and implementation of GCVCAs. DFAP staff will facilitate
community outreach sessions through VESAs, other CBOs, and community leaders to raise
awareness of community climate risks and to disseminate findings of GVCAs. VESAs will be
encouraged to incorporate CAAP interventions into their community development plans and to
advocate for their inclusion into kebele development plans.
Activity 5.5.2.1: Promote leadership roles for women and adolescent girls in community disaster
preparedness and CCA actions
To ensure that the unique climate risks facing women and adolescent girls are addressed, the
DFAP project will promote leadership roles for women and adolescent girls in the preparation of
emergency contingency plans and CAAPs. DFAP staff will work with VESAs and CSOs to
conduct CCA/DRR-related communications and outreach to women and girls, and to identify
potential leaders. DFAP staff will facilitate the inclusion of women leaders in the facilitation of
GVCA, PSP, NRM user groups, and Early Warning and DRR committees. DFAP staff will also
facilitate VESA and CSO promotion of women in leadership positions in FSTFs, and kebele- and
woreda-level government institutions.
Activity 5.5.3.1: Catalyze and train Youth Environment Volunteers to monitor community
progress on DDR/CCA action plans and preparedness
DFAP staff will recruit adolescent girls and boys to serve as Youth Environment Volunteers
(YEVs). YEVs will be trained in climate hotspot identification, actively involved in GCVCAs,

Project Description
CAAP development, and will assist with progress monitoring of CAAPs. YEVs will also be
encouraged to participate in data gathering efforts that contribute to formative research projects.
Activity 5.5.4.1: Facilitate evidence-based community engagement to improve CCA/DRR policies
and policy implementation
The DFAP project will facilitate the adoption of public policies targeting enhanced climate
adaptation and disaster preparedness through targeted formative research. CCA/DRR-focused
research will examine how current policies (or lack thereof) hinder the adoption of contingency
plans, budgeting of CAADPs, improved NRM practices, and soil and water conservation.
COORDINATION AND LINKAGES
With its core focus on the institutional strengthening of the PSNP, the DFAP project will be
coordinating and collaborating with PSNP officials at the national, regional, woreda, and kebele-
level on a regular basis. Furthermore, the DFAP project will also establish a project Steering
Committee that convene monthly meetings of PSNP officials, representatives from key
ministries and agencies, consortium partners, and USAID representatives to discuss project
performance, opportunities for project adaptation, and to deliberate key decisions regarding
project direction and resource allocation.
Next, consortium partners will continue to strengthen the Cash Working Group, which WV
helped revive in early 2016. The purpose of the CWG is the sharing of information, experiences,
monitoring and lessons learnt. Through collaboration and joint activities such as joint
assessments, evaluations and information sharing, the CWG works to improve the delivery of
services to PSNP cash transfer recipients.
Additionally, the project will work closely with other USAID investments through quarterly
coordination meetings to identify linkage opportunities, avoid duplication, and design practical
strategies for layering and sequencing of other project’s activities and initiatives. Other USAID
projects will likely include GRAD and the GRAD extension, ENGINE and the Growth through
Nutrition follow-on, AGP, and POTENTIAL, and non-USAID projects such as DFID’s Climate-
Smart Initiative (implemented by CARE).
SUSTAINABILITY AND EXIT STRATEGY
A December 2015 study by Tufts University identified four successful approaches to ensure
DFAP activities and initiatives are sustainable beyond the life of DFAP projects: 1) Sustained
Resources; 2) Capacity Development; 3) Motivation and; 4) Linkages.36TABLE 7 summarizes
specific DFAP project sustainability strategies.
Table 7: Four Approaches to Sustainability
1. Sustained Resources
DFAP strategies to achieve sustained resources include self-financing mechanisms, transferring functions to the PSNP and
GoE, and fee-for-service models. DFAP self-financing mechanisms include the facilitation of savings and lending activities
through VESAs, extension of mobile money agent networks, private sector-financed expansion of village-based input agents,
micro-franchisees, demonstration plot establishment, and technical assistance to farmers, and increased linkages to financial
institutions that will sustainably increase PSNP households access to finance for improved inputs, micro-enterprise
development, and collective marketing efforts. The DFAP project intends to transfer mHealth digital acute malnutrition and
maternal health case referral platform to the National Nutrition Programme (malnutrition referrals) and the Ministry of Health
36
Rogers and Coates. 2015. Sustaining Development: A Synthesis of Results from a Four-Country Study of
Sustainability and Exit Strategies among Development Food Assistance Projects. Wash., DC: FHI 360/ FANTA

Project Description
(maternal health) during the fourth year of the DFAP projects. Consortium partners will work with the NNP and the MoH to
secure adequate funding from the GoE and other donor resources to ensure management and operations of the mHealth
system is adequately resourced. The DFAP project will further develop fee-for-service models and bundled service models.
Given the economic status of PSNP clients, demand for stand-alone service fees is limited. Bundling the cost of services into
either product sales costs or through mobile service fees has proven an effective strategy to increase client acceptance of
service fees. These self-financing and self-transferring models offer realistic and viable exit strategies that will ensure core
functions of the DFAP continue or even expand after the life of the project.
2. Capacity Development
A primary focus of the DFAP project is the institutional strengthening of the PSNP, especially at local and regional levels. In
consultation with PSNP counterparts at national and regional levels, consortium partners have developed several capacity
development initiatives for FSTF and CSTF, as well as regional and national officials that focus on improved service provision
(timeliness of transfers), improved targeting mechanisms, more effective grievance mechanisms, and improved livelihood
development support to increase graduation rates and reduce recidivism. An additional capacity development initiative is the
training of VESAs and producer cooperatives. Technical assistance to VESAs include good governance, IGA identification
and evaluation, creation and implementation of village development plans and more. Producer cooperatives will be trained in
collective buying of inputs, aggregation and storage techniques, and improved collective marketing of producer outputs. Next,
the DFAP will facilitate increased household and community resilience through targeted technical assistance focused on
disaster response planning, contingency planning, improved collaboration between CSOs and local government officials.
Lastly, DFAP will facilitate increased capacities of MFIs to serve PSNP and extremely poor households through pro-poor
financial product development, including financial products appropriate for the agriculture sector, training on improved risk
assessment and alternative collateral policies, and training of MFI credit officers to facilitate equitable evaluation of credit
applications from PSNP households. Combined, these capacity development efforts will establish and strengthen core
capabilities among key stakeholders that will position them for continued improved performance after the life of the project.
3. Motivation
To achieve sustainability, a DFAP must catalyze improved, tangible economic incentives for behavior change. As such,
consortium partners have developed several strategies to improve economic incentives for PSNP participants, and to
enhance their awareness and understanding of economic benefits of DFAP tools and approaches. Specifically, the promotion
of crop budgets and farm-level profitability tracking will help PSNP producers to project and confirm increased income from
the adoption of improved inputs, agricultural techniques, and post-harvest practices. Next, technical assistance for IGA
identification, including PSNP participant understanding of basic business planning, will facilitate engagement in profitable
livelihood activities. Community learning and sharing events will help disseminate the positive results of viable livelihood
activities. The DFAP project will promote an environment of investment through its support for increased agricultural
productivity, training and financial support for improved livelihoods activities, improved access to finance, facilitation of CLTS
and sustainable WASH service delivery, and its technical and financial contributions to PSNP Public Works Projects.
Additionally, the DFAP project will utilize the Designing for Behavior Change approach to effectively identify and address
social norms and barriers to improved behavior, particularly related to sanitation, hygiene, and climate smart agriculture.
4. Linkages
The fourth DFAP approach to sustainability focuses on facilitating long-lasting partnerships and market linkages. First, several
private companies have agreed to contribute to DFAP service and input delivery, including for-profit village based sales
agents and input micro-franchise models, investment in demonstration plots and bundled technical service provision, and
participation in input credit schemes. These are all examples of self-financing mechanism that will increase PSNP producer
knowledge of and access to improved inputs that will increase production of nutritious foods. Next, DFAP efforts to work with
VESAs and producer cooperatives on the marketing of agricultural and non-agricultural products, including marketing events,
linkages to medium- and large-scale buyers, and linkages to MFIs will establish long-term business relationships that will
continue after the life of the DFAP project. Lastly, the DFAP project’s Collaboration, Learning, and Adaptation approach will
facilitate long-term partnerships between local universities Ambo University (Oromia) and Hawassa University (SNNP); IFPRI;
and officials from the Ministry of Agriculture, the NNP, and the PSNP.
M&E PLAN
The monitoring and evaluation (M&E) system of the project will be fully aligned with guidelines
set by USAID, including requirements on open data policy, and will bring together a mix of good
practice in adaptive project management, integrated within an information and communications
technology for development (ICT4D) platform for digital, cloud-based data capture, storage,

Project Description
access and analysis. The project’s M&E and Learning systems will be fully aligned with FFP
country specific criteria for Ethiopia.
Configuration of M&E systems will be based upon a full systems preference and design
specifications analysis to be conducted upon award, which will provide options for fully-costed
hard and soft systems designs for an integrated management information systems (MIS). A key
element of this systems design will be linkage, linkage, integration and expansion of WV’s Last
Mile Mobile Services (LMMS) platform for client and target group digital registration and
tracking (through the issuance of barcoded ID cards), commodities distribution management, and
streamlined reporting processes. The LMMS server and relational database will be paired with a
parallel system designed around third-party applications and/or open-source software suites and
IT services. The consortium will ensure coordination with GoE on securing the LMMS/cloud
data platform, and part of the systems preference and design consultancy will be to determine
data-sharing protocols with relevant government bodies, particularly where crucial data may
enhance PNSP performance and delivery.
All data capture will be possible both on- and off-line via personal handheld devices and will be
uploaded to the central database at WV’s country office in Addis Ababa once an individual
device is connected to the internet from a remote location. The front-end of the database will be
structured around an access-controlled (i.e. restricted), tiered security platform for viewing a
preconfigured suite of dashboards and data visualization tools for indicators and process
milestones. All data collected from project participants in the field will be disaggregated by
characteristic demographics such as sex, age, ethnicity, and physical location/community, etc., in
order to visualize how project interventions impact different target populations, and to ensure
effective delivery and implementation of support activities under the DFAP. The immediate
updates of the system as data is collected will give managers a detailed purview and insight into
the viability, effectiveness and progression of project implementation.
Detailed M&E protocols will also be designed under a separate consultancy in parallel with the
selected hard/soft systems build-out and integration. M&E protocols for quality assurance, data
verification and triangulation will allow senior M&E management to continuously monitor the
performance according to the systems’ protocols All protocols will be beta-tested and piloted
prior to their initiation by full trainings for M&E staff, with annual refresher training based on
system modifications. All data collected through the project M&E system will provide monthly,
quarterly and annual real-time data reads, and will ultimately supplement Baseline, Midterm, and
Final evaluations, as well as third-party assessments, research studies and analysis. The M&E
system will also provide a structured means of generating reports, and conducting internal
follow-up for individual case studies; and internal quality control mechanisms of the M&E
system will also ensure data quality throughout the life of the project.
Project progress will be monitored for internal requirements on a monthly, quarterly and annual
basis to ensure the achievement of project deliverables and to measure results against objectives.
The monitoring process will be the primary responsibility of the project M&E staff. The project
Monitoring, Evaluation, and Learning Managerwill oversee all monitoring, evaluation, and
learning activities and staff. An M&E Coordinator will be based in each of three regions, and an
M&E officer in each of 18 woredas. The ME&L Manager will be supported by one Learning
Coordinator, one MIS, ICT, and Database Specialist, and one GIS Officer/MIS Assistant.

Project Description
LEARNING, KNOWLEDGE SHARING, AND CAPACITY BUILDING

Consortium partners will use USAID’s Collaboration, Learning, and Adaptation (CLA)
approach to identify, test, and scale promising technologies, practices, and services. From project
inception, the team will iteratively and adaptively manage DFAP Project approaches by using
real-time information gathering and stakeholder engagement strategies that allow for rapid
adjustment of project activities, continual learning, and regular dissemination of findings. Gender
equity will be integrated throughout the learning and adaptive management agenda.
Each of the three regions targeted by the consortium typify a unique cross section of Ethiopian
culture, religion, economy, and environment; yet these populations are facing similar challenges.
This consortium provides the opportunity to conduct learning across three regions of Ethiopia in
a systematic manner to enable learning, not only in the context of a specific geographic area, but
more importantly using comparative methodologies across the regions to better understand
which aspects of the project are proving successful or are failing in these contexts and why. Such
learning improves the likelihood of achieving primary and secondary objectives.
WV has developed a draft learning framework to guide the project’s learning agenda (see ANNEX
14: LEARNING FRAMEWORK). The learning agenda will be led by IFPRI with support from two
local partners Hawassa University, specializing in health and nutrition, and Ambo University,
specializing in agriculture extension services, cooperative studies, and animal husbandry. IFPRI
will provide quality control for learning activities as well as capacity building for local university
partner staff and grad students through trainings on research techniques and mentorship.
IFPRI will lead a series of evaluations of targeted PSNP interventions for the purpose of
developing peer reviewed published research and policy papers to provide all stakeholders with
clear evidence on the impact of project activities on PSNP effectiveness and efficiency and to
present solid recommendations for the GoE and FFP. Local partners will support this work
through evaluation related sub-studies, proof of concept studies, and case studies. WV expects to
finalize the learning framework and plan together with the GoE and FFP during project startup.
The project will generate a wealth of information via research, surveys, evaluations, case studies,
development of training tools and operational guides, etc. The project will host annual
workshops and conferences and prepare a website to facilitate knowledge sharing and
coordination. Additionally, twice during the life of the award a “learning caravan” will take
lessons learned, success stories, private sector products and services and share this with the
broader public via a mobile fair that will move between regions. Consequently, ‘silos’ will be
removed as actors gain a broader perspective of the environment in which each operates.

Management and Logistics
MANAGEMENT AND LOGISTICS

MANAGEMENT STRUCTURE
The management structure and logistics plan have been designed to maximize efficiency,
effectiveness, and stable progression toward achieving the DFAP's objectives. It will link to
existing GoE, community-based groups and local non-governmental structures. By creating a
consortium of complementary organizations, WV is leveraging existing expertise, relationships,
and geographic knowledge and history to streamline services and operations as effectively as
possible. Committees will be created to provide consistent programming as follows:
Table 8: DFAP Project Committee Structure
Committee Lead Membership Responsibilities
Steering CoP COP, DCOP, Partnerships Advisor, Strategic guidance; budgetary and
Consortium National Directors, programmatic oversight
USAID/FFP Officer; GoE GoE Ministry to be determined by FFP
Technical Domain Technical staff within given domain; Coordinates technical and learning activities
Coordination Technical ME&L Manager or Coordinator; and work plans across the project within a
Advisor Learning Coordinator given domain
Regional Regional DFAP Regional DFAP Coordinator, Localized support, updates, evaluation and
Coordination Coordinator Regional DFAP Deputy Coordinator, operations to be discussed with relevant
and Direct Reports actors updated on field level activities and
developments
Local Woreda DFAP Woreda DFAP Coordinator, Woreda Woreda- level coordination to reduce overlap,
Coordination Coordinators DFAP Deputy Coordinator, and ensure partnership, and improve sustainability
Direct Reports
Sustainability Partnerships CoP, Partnerships Advisor, ME&L Coordination, complementarity, learning and
Advisor Manager, Program Officers, GoE knowledge sharing, cooperation on
Ministry representatives sustainability and exit strategy
As the prime recipient, WV will assume overall program management, oversight and technical
leadership. Operational responsibilities will be divided geographically based on historical
success and physical presence. ORDA will cover those targeted woredas in Amhara region;
CARE will cover those in Oromia region; WV will cover those in SNNPR. The DFAP leadership
staff will share an office in Addis Ababa, which will allow the program to operate with one
vision and liaise effectively with national stakeholders. Technical leadership will be divided to
take advantage of partner strengths. WV will lead institutional strengthening, nutrition, and
WASH; CARE will lead agriculture, livelihoods, and gender. Technical leadership and
coordination for DRR and CCA will be transitioned from WV to ORDA during year 3 of
implementation. IFPRI will lead the DFAP learning agenda with local partners Hawassa
University and Ambo University. See ANNEX 11: LETTERS OF COMMITMENT.
STAFFING
The proposed DFAP staffing structure will provide a) integrated and technically sound program
development and oversight, b) compliance with donor rules and regulations on implementation
and management, and c) field level interaction and intervention in partnership with existing
public, private, and civil society service providers.
[Redacted from distributed/stored version]is proposed as Chief of Party (COP).
[Redacted]is a senior leader with more than 32 years of experience in international relief and
development program leadership, management, implementation and training. During that period,

he lived and worked for 13 years in [Redacted], [Redacted],[Redacted], [Redacted]and

[Redacted]. [Redacted] is currently [Redacted] for the [Redacted]. He worked for 22 years in
[Redacted], where he was[Redacted]. [Redacted]has managed staff and budgets of similar
scope and complexity. He has also served on several boards including the [Redacted],
[Redacted],[Redacted], [Redacted], and the [Redacted]. [Redacted]holds an MS degree in
Agricultural Economics and is fluent in French and Spanish.The COP will report to the WVE
National Director Mr. Edward Brown, who also has prior experience managing Title II programs
as a COP and National Director. The COP will be supported by WVUS program, finance, and
legal staff.
Virginia Mutiso is proposed as Deputy Chief of Party. Ms. Mutiso has more than 10 years of
senior management experience in the Horn of Africa, including Title II MYAP programming.
She served as the Chief of Party for the Ethiopia PSNP for over two years and is well-versed in
the Ethiopian context.
Fanaye Gebrehiwot Feleke is proposed as Gender/Youth Advisor. Ms. Feleke has nearly 10
years of experience in gender and youth empowerment in Ethiopia. She is currently the Principle
Liaison for Girl Effect Ethiopia, which aims to put adolescent girls at the forefront of
development programming initiatives in Ethiopia. She has demonstrated ability to facilitate
gender transformative programming, foster commitment, and build capacity among project staff
and other actors. See ANNEX 9: KEY PERSONNEL CVS AND LETTERS OF COMMITMENT
The COP’s leadership team will be responsible for overall administration and management of
programming, development of policies, procedures, and implementation strategies, and technical
decision making and creation. In addition to these responsibilities, the senior team (see TABLE 9)
will develop and maintain strategic relationships with USAID/FFP, GoE, INGOs, LNGOs and
CBOs, private sector, research institutions, and media. The DFAP team will have autonomy to
make strategic and operational decisions in the best interest of the project, enabling effective
program oversight and implementation.
DFAP staff will be managed through a matrix approach that ensures technical quality and
operational effectiveness across all program areas. The Deputy Chief of Party will manage senior
technical staff with accountability for leadership, quality, and coordination of technical
approaches. The Operations Manager will manage senior operations staff with responsibility for
timely and effective implementation, including line management of regional and woreda staff.
See ANNEX 8: ORGANIZATIONAL CHART.
Table 9: Senior Staff Responsibilities and Descriptions
Title Agency Major Duties
Chief of Party* (1) WV Responsible and accountable for overall program implementation, staff
management, and finances. Primary representative of the project to all internal
and external stakeholders, including the USG and GoE.
Deputy Chief of Party* CARE Responsible and accountable for overall technical strategy, quality, and
(1) coordination. Ensures coordination of technical approaches, quality assurance
and control, and capacity building such that consistent and high quality technical
integration is achieved. Supervises consortium-level Technical Advisors. Reports
to the CoP, and works very closely with the Operations Manager to guarantee
quality, efficiency, integrity, and learning throughout project duration.
Operations Manager* WV Responsible and accountable for overall operational strategy, quality, and
(1) coordination. Provides oversight and guidance to program operations and
implementation across all three regions. Supervises Regional DFAP Managers,

Food Assistance Manager, and the Environmental Safeguards Specialist. Reports

to the CoP, and works very closely with the DCoP to guarantee quality, efficiency,
integrity, and learning throughout project duration.
Partnerships Advisor* ORDA Responsible and accountable for overall external coordination strategy, quality,
(1) and coordination. Advises the CoP, Regional DFAP Managers, and senior staff on
government engagement that facilitates coordinated, timely, and effective
implementation. Reports to the CoP and works very closely with the Operations
Manager, DCOP, and Regional DFAP Managers.
Monitoring, Evaluation, WV Responsible and accountable for overall M&E strategy and system, quality, and
& Learning Manager (1) coordination. Ensures establishment and maintenance of an effective MEAL
system. Supervises M&E Coordinators based in each region. Reports to the CoP,
and works very closely with senior management and technical advisors to ensure
accountability and facilitate adaptive management and learning.
Finance Manager (1) WV Responsible and accountable for overall financial management and compliance
with USAID rules and regulations. Supports project teams in achieving goals of
funding integration, financial accountability, staffing and work planning, and
reporting. Reports to the CoP.
Food Assistance WV Responsible and accountable for safe, equitable, and timely management and
Manager (1) distribution of food commodities. The candidate will be required to strengthen
capacities of ORDA commodities and logistics staff and systems in anticipation of
a handover of primary warehouse responsibility from WV to ORDA in Year 3.
Reports to the Operations Manager, and works very closely with the Institutional
Strengthening Technical Advisor on capacity strengthening.
Technical Advisors: Responsible and accountable for technical leadership and quality of respective
Institutional domain across the project. Develop materials and conducts training to build
Strengthening (1) WV staff/project technical capacity. Performs or assures appropriate technical quality
Ag/Livelihoods (1) CARE assurance and control. Represent the project through engagement in external
Health and Nutrition (1) WV technical working groups and with relevant GoE ministries. Supervise technical
WASH (1) WV specialists and coordinators, where appropriate (see org chart). Report to the
DRR and CCA (1) WV, ORDA DCoP.
Gender, Youth, & Social CARE Note: The DRR/CCA Advisor will transition from WV to ORDA in Year 3 (see Sub-
Accountability* (1) purpose 1.4)
Regional DFAP CARE, Responsible and accountable for oversight and guidance to all program
Managers (3) ORDA, WV operations and implementation in assigned region. Coordinate with regional GoE
and other stakeholders. Report to the Operations Manager.
Regional DFAP Deputy CARE, Supervise technical staff in assigned region. Report to the Regional DFAP
Managers (3) ORDA, WV Manager.
Woreda DFAP CARE, Responsible and accountable for oversight and guidance to all program
Managers (18) ORDA, WV operations and implementation in assigned woreda, coordinating with program
partners, local leadership, other NGOs and GoE stakeholders. Supervise
Community DFAP Facilitators and ensures appropriate mobilization and
engagement of stakeholders and communities.
Woreda DFAP Deputy CARE, Supervise technical staff in assigned woreda. Reports to the Woreda DFAP
Managers (14) ORDA, WV Manager.
WVUS Program WV Responsible and accountable for regular and quality reporting, compliance, and
Management Officer (1) HQ coordination. Leads the process of start-up and DM&E workshops; supports
staff hiring in the early days of the award; and ensures timely and efficient
coordination with USAID and GoE stakeholders.
WVUS Finance Officer WV Provides support to in-country program and finance staff ensuring donor
(30% LOE) compliance, capacity in grants and reporting to donor.
WVUS Contracts Officer WV Responsible for drafting, reviewing, revising, negotiating and processing the
(10% LOE) execution of an award, sub-awards, and other related legal instruments. Ensures
compliance and provides specialized training on USG rules and regulations.
*Indicates position identified as key personnel
COMMODITY AND LOGISTICS PLAN

WV and its partners have extensive Title II commodity management experience in Ethiopia,
including the current Joint Emergency Operation (JEOP). To address challenges associated with
participant targeting and registration and commodity management, and to build PSNP
implementation capacity, WV will unify resource transfer logistics under three systems:
1. Last Mile Mobile Solutions (LMMS) will be deployed for all participant registration
and verification, as well as for commodity distribution planning. Developed by WV,
LMMS already serves over 3 million program participants in 26 countries, providing
remote data collection and aid resources, and delivery reporting. LMMS generates photo
Beneficiary Ration Cards for both cash and food recipients. In year 1, WV’s Food
Programming Management Group (FPMG) Technical Team and LMMS Product
Development Team will also develop a Wealth/Economic Monitoring module to support
PSNP to automate the current wealth ranking system through monitoring of key assets.
2. The project will integrate the MBirr Mobile Money System with LMMS for cash
transfers. Currently, Woreda Offices of Finance and Economic Development (WoFEDs)
implement PSNP cash transfer payments through direct delivery system (cash in
envelope), entailing logistic constraints and delay. Implemented by local MFIs in the
target regions (Amhara Credit and Saving Institute (ACSI), Oromia Credit and Saving
(OCSSCO), and Omo Microfinance Institute and Vision Fund in SNNPR) the MBirr
platform will increase efficiency and timeliness of transfer.
3. WV will deploy its Commodity Tracking System for food commodities tracking from
point of receipt and storage to final distribution to participants. Following each reporting
period (monthly, quarterly and annually), the system will generate donor mandated
reports i.e. Commodity Status, Loss Status, Recipient Status disaggregating by age and
sex, Distribution Reports, and Warehouse Stock Movement and Transport Invoices.
COMMODITY SELECTION
To implement this Program, WV requests 99,700 MT soft white wheat in 50 kg bags, and
26,588 MT yellow split peas in 50 kg bags, for direct distribution (see TABLE10, TABLE 11). WV
selected these commodities based upon: 1) findings of the updated Ethiopia Bellmon Analysis,37
and 2) local preferences for available Title II commodities identified through previous programs.
RATION CALCULATIONS
The requested Table 10: Requested Title II Commodities and Substitutes
commodities are based Purpose Qty. (MT) Commodity / Packaging Substitutes
on established ration Direct Distribution 99,700 Wheat, Soft White/Bag-50 kg Wheat, Soft Red Winter
sizes and commodity Direct Distribution 26,588 Peas, Yellow Split/Bag-50 kg Peas, Yellow Whole
types set out in the Table 11: Annual Estimated Commodity Requirements (MT)
PSNP PIM including Commodity Year 1 Year 2 Year 3 Year 4 Year 5 Total
15 kg of grain and 4 Wheat, Soft White 19,600 21,820 21,820 21,820 14,550 99,700
kg of pulses. Rations Peas, Yellow Split 5,251 5,819 5,819 5,819 3,880 26,588
will be provided on a TOTAL 24,941 27,639 27,639 27,639 18,430 126,288
monthly basis to PSNP clientsbased on status as Public Works (PW), Permanent Direct Support
(PDS), or Temporary Direct Support (TDS), consistent with PSNP PIM guidance. PW clients
receive transfers six months each year; PDS clients receive transfers 12 months each year. TDS
37
“Ethiopia Bellmon Analysis 2015/16 and Reassessment of Crop Production and Marketing for 2014/15” Oct 2015

clients include PLW and Table 12: Current cash / food mix by woreda
primary care-givers of Woredas # Months, # Months, Program
Food - PW Cash - PW Participants* (LOA)
malnourished children
Bedeno, Kurfachelle 6 0 52,212
and receive conditional Dahena, Gaz Gibla, Sekota 5 1 107,782
transfers for a specific Bugna, Lasta 4 2 70,607
duration (for PLW, from Meket, Wadela 3 3 119,930
the time the pregnancy is Bolosso Sore, Chiro, Gemechis,
identified until the child Grawa, Hadero Tunito, Kacha 0 6 322,386
Bira, Oda Bultum, Soro, Timbaro
is one year old).38
*See Table 3: Calculation of Direct Program Participants
MODALITIES AND TARGET PARTICIPANTS
The Program will support and enable a gradual shift to appropriate cash transfers consistent with
the “cash first principle” as described in the PSNP PIM. The PIM indicates that cash is
“appropriate if it meets the needs of households” and “is provided in settings where markets
function well.” The program will facilitate improved market function and access to food through
market push and pull interventions targeting climate-smart production, market linkages and
access to finance, and diversified livelihoods. This will support the development of conditions in
which greater proportions of cash transfers are appropriate through the PSNP. Commodity
estimates take into account the current and historical “food/cash mix” of the PSNP in target
woredas. Although the PIM indicates that this mix is reevaluated each year based on market
conditions, it was found that, in most cases, the current food/cash mix has not changed in the past
five years (see TABLE 12). Additionally, countervailing factors such as recurrent drought and
other climatic or market shocks39 are likely to impinge upon the ability of the PSNP and the
project to achieve a dramatic shift towards cash transfers. Therefore, the program anticipates a
modest transition towards cash: by the end of year 4, three woredas will require one less month
of food transfers than is currently required.
Target participants will include PW, PDS, and TDS clients as identified by the PSNP and
defined in Chapters 3, 7, and 8 of the PIM. The program will provide direct food assistance in
woredas where this food is required by the PSNP (“months food” in TABLE 12); in these woredas,
all PSNP clients will be recipients of DFAP Title II commodities. In woredas where only cash is
provided through the PSNP, the program will not deliver commodities. TABLE 13 indicates the
number of participants anticipated over the life of the project.
Table 13: Direct program participants receiving food commodities, by region
Region Year 1 / Year 2 Year 3 Year 4 Year 5 Total
Current (LoA)
Amhara 256,329 +10,497 +10,497 +10,498 +10,498 298,319
Oromia 33,483 +4,682 +4,682 +4,682 +4,683 52,212
SNNPR *PSNP in SNNPR is all cash / no commodities
Total – All areas 289,812 +15,179 +15,179 +15,180 +15,181 350,531
COMMODITY HANDLING
38
PSNP 4 Programme Implementation Manual, 3-7
39
Market shocks due to external factors is a particularly significant risk if a La Nina event follows the receding El
Nino, as La Nina is associated with increased staple food prices on global markets due to below-average production.

WV will issue two commodity call forwards per year. To minimize losses and costs, WV
requests that commodities be shipped from U.S. load ports via Djibouti directly to CARE and
ORDA primary warehouses in Nazareth and Dire Dawa (Oromia Region), and Kombolcha
(Amhara Region), on a Through Bill of Lading (TBL) in line with current practice by USAID
partners in Ethiopia (CRS, CARE, FH, and SC), including the current FY15 JEOP. As such,
selected shippers will implement all customs clearance operations, including preparation Bills of
Lading, Certificates of Origin, Original Invoices, Original Packing Lists, Phytosanitary
Certificates, and Radiation Certificates (Ethiopia imposes no GMO restrictions on imported food
aid). WV Food Assistance staff will oversee port and forwarding operations in consultation with
local authorities and the Ethiopia Development Assistance Committee.
DJIBOUTI PORT OPERATIONS AND INLAND TRANSPORT
Handling over five million MT of cargo in 2015, with 18 berths with a total quay length of 2,829
meters and depths from seven to 18 meters and managed by Dubai Ports World, Djibouti is the
primary entry point for cargo to Ethiopia. WV will coordinate timing of call forwards with
shipments for other programs, as well as to avoid coinciding with the coffee harvest when
transport is in high demand, in order to manage current congestion at Djibouti Port.
HOST COUNTRY AGREEMENT
WV has been actively engaged with the Ministry of Agriculture and Natural Resources and
Ministry of Finance and Economic Development for the purposes of obtaining a Host Country
Agreement (HCA). WV has drafted an HCA and submitted to the Ministry of Agriculture and
Natural Resources. The latest meeting related to the HCA with the Ministry occurred on 9 June
2016. WV will continue to follow up to obtain this agreement as soon as possible.
COMMODITY STORAGE AND WAREHOUSE MANAGEMENT
CARE currently maintains two primary warehouses in Oromia Region, at Dire Dawa (East
Hararghie) and Nazareth (West Hararghie) with total storage capacity of 5,400 MT, as well as
six secondary warehouses with total storage capacity of 3,937 MT serving 29 Final Distribution
Points (FDPs). CARE warehouses are leased from the Government of Ethiopia, as well as private
sector operators. ORDA will rent a primary warehouse with 10,000 MT of capacity in
Kombolcha (Amhara Region). The primary warehouse will directly serve 28 FDPs currently
operated by ORDA. (See TABLE 14).
CARE warehouse management standards include double locking systems, proper stacking
procedures, regular cleaning and ventilation schedules, First-In/First-Out (FIFO) distribution,
stock rotation Table 14: CARE & ORDA Primary and Secondary Warehouse Sites
schedules, regular Primary Warehouse Secondary Warehouses
stock inspection for Region Location Cap. (MT) Location Cap. (MT)
FDPs
damage or CARE
infestation, surprise Kurfachele 900
physical stock East Hararghie, Oromia Dire Dawa 2,600 Grawa 850 12
Bedeno 500
counts, and
Chiro/Kiliso 850
monthly stock West Haraghie, Oromia Nazareth 2,800 Oda Bultum 550 17
reconciliation. All Genechis 287
warehouses have ORDA
Amhara (planned) Kombolcha 10,000 None - 28

trained managers and inventory management and control systems in place. During years 1-2,
WV FPMG will support ORDA to develop similar standards. To ensure compliance with USAID
regulations, during year 1, the WV FPMG and Legal Team will review and update CARE and
ORDA commodity systems as needed.
ENVIRONMENTAL SAFEGUARDS
WV has integrated environmental safeguards and climate considerations into the project design
for commodity management and logistics. Potential environmental impacts will be analyzed in
an Initial Environmental Examination (IEE). Mitigation measures will be integrated into an
Environmental Monitoring and Management Plan (EMMP), and project staff will be trained and
accountable to implement accordingly. TABLE 15 describes some such risks and potential
mitigation measures. See also ANNEX 6: ENVIRONMENTAL SAFEGUARDS PLAN.
Table 15: Environmental Risks and Possible Mitigation Measures for Commodity Management and Distribution
Risk Mitigation Measure
Risk that food distribution will potentially lead to As part of distribution, encourage energy-saving cooking practices
charcoal/firewood use and hence, deforestation (presoaking, adding soda ash, drying wood, cutting wood into smaller
pieces, use of lids on pots) through educational materials/posters.
Health risk to fumigation and warehouse Follow guidelines from the DCHA and USDA Fumigation Handbook and
personnel, nearby residents, and clients of food work with certified fumigation service providers in compliance with
aid prevailing regional and national policies on pesticide use.
Conduct a PERSUAP assessment to address the need for fumigation
service providers to have access to and use fumigation monitoring
equipment and personal protective equipment, to ensure safe and
effective handling and use of pesticides, and identify appropriate products.
Poor waste management of food distribution Sensitize participants on the potential re-use and recycling opportunities
containers can contribute to plastic waste issues for distributed food containers.
DISTRIBUTION PLAN
Under the overall leadership of the WVFood Assistance Managerall storage and record keeping
systems at primary and secondary warehouses will be merged under the WV Commodity
Tracking System to ensure project accountability for food commodities from point of receipt to
delivery to participants. This system will also establish consistent inventory accounting systems
at each storage and transfer point and include monthly physical inventory counts by non-logistics
staff to assure the accountability and accuracy of reconciliations of warehouse records and
physical stock. HQ and Regional Offices will maintain weekly oversight of operations to plan
movements of food from primary to secondary warehouses and FDPs.
INLAND TRANSPORT
As a result of massive recent investment through the Road Sector Development Program
(RSDP), most regional and federal roads are in fairly good condition, while the majority rural
community roads are non-all weather. Commodities will be transported to secondary warehouses
in East and West Hararghie (Oromia Region) and on to 29 FDPs in the case of CARE, and
directly to 28 FDPs in the case of ORDA corresponding to monthly distribution requirements
approved by the Commodity Managers. There are adequate trucking companies with available
trucks and experience in transporting food commodities in Ethiopia. Through a competitive
tender process, both CARE and ORDA will contract private transporters to move commodities

from primary to secondary warehouses and to FDPs, including mechanisms in contracts whereby
the value of commodity loss or damage will be deducted from invoiced payments.
COMMODITY MONITORING AND REPORTING
Key commodity monitoring activities will include bi-weekly Market-Based Food Security
Monitoring (MBFSM), quarterly PDMs, and Onsite Distribution Monitoring (ODM). The
Consortium Partners will also conduct Onsite and Post Distribution monitoring to assess the
perception of participant commodity recipients, the overall food distribution process, quality of
food, and immediate effects at the household level. MBFSM will be monthly in both Cash
Transfer and Food Distribution areas. Information collected will be analyzed to check/establish
that the Program is not having an adverse effect on local food market prices. Markets surveyed
will include major domestic market areas where vendors source their commodities, as well as
local markets where the cash and food is distributed. The Consortium Partners will also
triangulate PDM, MBFSM, and ODM data to achieve a balanced, in-depth understanding of the
context and performance.
WV, CARE, and ORDA each have Commodity Management Guides as well as procedures and
policies prepared in accordance with USAID regulations for Title II commodities. CARE
Internal Audits and A-133 audits have found no significant findings or material weaknesses in its
supply chain management system. This lack of findings and material weaknesses, given the
complexity of the supply chain challenges, evidences CARE Ethiopia’s continued capacity to
manage commodities pipelines. During years 1-2, WV will support ORDA to build commodity
and warehouse management capacity, and financial management per USAID rules and
regulations, as well as use of automated food management and warehouse systems and software.
EMERGENCY RESPONSE PLAN
WV has prepared an emergency response plan should a shock produce emergency food needs
that exceed the ability of PSNP contingency budgets to respond. The project is positioned well to
pivot quickly to meeting transitory humanitarian needs utilizing emergency funding. First, WV
intends to submit two call forwards per year. This will ensure ample commodity pipeline and
allow for rapid adjustment of commodity volumes to meet additional need. The project will also
coordinate with USAID to access pre-positioned food stocks asappropriate. WV and partners
will forward stock commodities in primary warehouses to warehouses proximate to anticipated
food needs. Second, as current implementers of food programming in each of the targeted
regions, including emergency and development Title II food assistance, WV and its partners are
well equipped with experienced commodity managers and emergency response personnel who
can provide surge support and technical assistance to an emergency response. Third, WV and its
partners will work with other implementing partners, GoE, and USAID to coordinate, request
and manage resource levels to achieve maximum provision of life-saving emergency food
assistance in DFAP target areas. Fourth, the DFAP project will contribute to early warning
systems and preparedness throughout target areas. Program activities will equip communities and
institutions to anticipate, mitigate, and respond to shocks (seePURPOSE 5). MBFSMwill be
utilized to identify shocks to local market availability and prices, and agricultural monitoring will
track rainfall, missed planting seasons, and other potential threats to food availability or
access.Where a significant shock in scale or impact is anticipated, this will be communicated
promptly to USAID andGoE.

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FY 2016 Title II Development Food Assistance Program to

Strengthen PSNP 4 Institutions and Resilience

Applicant Name: World Vision, Inc.

Applicant’s Representative HQ Point of Contact Field Point of Contact

Title II Food Assistance

Number of Project Participants

Direct Project Participants by Program Element

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ANALYSIS OF UNDERLYING CAUSES OF FOOD INSECURITY

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Purpose 3: Improved nutritional status of CU2, PLW, and Adolescent Girls

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REQUIRED ANALYSES: GENDER, ENVIRONMENT, AND CONFLICT SENSITIVITY

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Sub-Purpose 1.1: PSNP organizational management strengthened at national, regional, and

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Activity 1.2.3.1: Facilitate increased adoption of digital transfer mechanisms

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LEARNING, KNOWLEDGE SHARING, AND CAPACITY BUILDING

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MANAGEMENT AND LOGISTICS

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he lived and worked for 13 years in [Redacted], [Redacted],[Redacted], [Redacted]and

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Food Assistance Manager, and the Environmental Safeguards Specialist. Reports

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