EMMA-TEEMA Latest V 23 06 2013 Report (EC,Afar and SC by

EASTERN, AFAR AND SOUTHERN AREA EMMA-TEEMA
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Contents
ACRONOMY ..................................................................................................................................................1
EXECUTIVE SUMMARY ..................................................................................................................................1
SECTION 1: CONTEXT ....................................................................................................................................3
SECTION 2: METHODOLOGY .........................................................................................................................3
SECTION 3: SELECTED MARKET SYSTEM .......................................................................................................3
SECTION 4: MAP OF MARKET SYSTEM .........................................................................................................5
FIG 1: MARKET MAP – ZONAL/CITY LEVEL EMPLOYMENT MARKET ....................................................5
FIG 2: MARKET MAP – DISTRICT/TOWN LEVEL EMPLOYMENT ............................................................6
FIG 3: “Who Does – Who Pay?” Matrix for TOPs Employment Entrepreneurship Market System .....7
FIG 4: Seasonal Calendars.....................................................................................................................8
SECTION 5: KEY FINDINGS ..........................................................................................................................10
5.1 Labor Market Situation .....................................................................................................................10
5.2 Major Employers of TOPs .................................................................................................................11
FIG 5: List of Potential Government and Private Projects for TOPs Employability ............................11
5.2.1 TOPs and Marketable skills ........................................................................................................12
5.2.2. Employment Procedures ..........................................................................................................12
5.2.3. Wage Determination ................................................................................................................12
5.3 Facilitating Institutions for TOPs Employability ................................................................................12
5.3.1 Market Information and technical assistance providers- employment agencies and Labor and
Social Affairs, Civil Service, one stop centres (OSCs) ..........................................................................12
5.3.2 Licensing and Registrations Institutions(SMEs, CPOs)...............................................................13
5.3.3 Financial Service Providers( MFI, SACCOs) ................................................................................13
FIG 6: Requirements for extending credit services: ...........................................................................14
5.4 Skill Training Institutions ..................................................................................................................14
5.5 Opportunities and Challenges for TOPs ...........................................................................................15
Opportunities......................................................................................................................................15
Challenges...........................................................................................................................................16
SECTION 6: RECOMMENDATIONS ................................................................. Error! Bookmark not defined.
ANNEXES .....................................................................................................................................................21
Annex 1: Program Intervention Response Matrix ..................................................................................21
Annex 2: List of Key Actors Contacted....................................................................................................23
Annex 3: List of TEEMA Team who participated on the assessment .....................................................28
ACRONOMY
CPOs: Cooperative Promotion Offices
DMI: Dire Micro Finance Institution
MFI: Micro Finance Institution
OSCs: One Stop Centers
SACCOs: Saving and Credit Cooperatives
SMEs: Small Micro Enterprises
SMFI: Somali Micro Finance Institution
TOP: Transitioning Out of Pastoralism
TVET: Technical Vocational Education Training
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Executive Summary
This Emergency Market Mapping Analysis is used in assessing the existence of TOPs mobility to towns and
cities, change of livelihood and the resultant employability & entrepreneurship opportunities for TOPs. In
doing so, the current market structure, main labor absorbing employers and their future potential, the
opportunities and challenges of TOPs employment & entrepreneurship, the role to be played by
facilitating institutions (governmental or NGOs) is analyzed.
The movement of TOPs to the nearby cities and towns was not disputed by any of the key actors
contacted in all cluster areas. Despite the understanding of TOPs mobility and the problems faced by
these segments of the society in the process of change of livelihoods, there is no special program
designed and implemented to help them in the peaceful transition.
There is no coordinated & sustainable action by different actors (governmental or NGOs) in helping TOPs
employability and entrepreneurship. Recommendations & intervention options are also dealt clearly in
this report.
TOPs lack the necessary skills, information, self-presentation skills, and opportunities to compete and get
employment in the labor market. They are not also in a position to engage themselves in
entrepreneurship and self-employment due to lack of knowledge, capital and absence/inactiveness of
government offices that would have provided financial and technical support for TOPs to work under
cooperatives.
Currently, most TOPs are engaged in different activities, mainly as daily laborers due to lack of skills.
Absence/inaccessibility of skill training institutions is one of the bottlenecks for TOPs to avail themselves
with the knowledge and skill the market requires. The skill training institutions are, in most cases, far
from pastoralist areas. There is also a problem in the admission criterion employed by those institutions.
The program is not tailored to accommodate the reality of TOPs who are illiterate in most cases.
Government is major employers of TOPs, of course as a daily laborer, in many of its mega-projects such as
road construction, railway construction and building construction. Some skilled TOPs are able to work in
government offices as professionals. Second in the list as major employer is the private sector. Different
factories in all the cluster areas employs TOPs, as daily laborers and seasonally. Very limited numbers of
TOPs are engaged in entrepreneurship.
The different government offices, such as MFIs, SMEs, CPOs, RUSAACOs etc. that gives financial and
technical support for those who will work under cooperatives are not either active or accessible for TOPs
who does have very little or no understanding of the services to be rendered by those actors. There are
also policy barriers which hinders TOPs from utilizing the services of some of the above actors such is the
case of impossibility of taking loans without interest due to religion.
There is a wide gap between demand and supply of labor in the market. This is due to
absence/inadequacy of skill training institutions and non-feasibility of their training programs. There is a
mismatch between the skill demanded and the training being given.
To overcome these problems recommendations and intervention options are provided in this report.
These includes different awareness & training programs to all the stakeholders concerned, work attitude
mobilization for TOPs, coordinated action by different actors working towards TOPs employability,
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establishing and or activating institutions that will provide financial or technical assistance for TOPs
employability & entrepreneurship, establishing training institutions and ensure their accessibility for TOPs
in their area and enrolment policies, help in the building of strong market information system, are some
of the recommendations.
As an intervention strategy PRIME project can work with different actors (governmental or NGOs) in areas
such as TOPs life skills & entrepreneurship training, awareness creation on work attitude and availability
of financial or technical assistance & facilities to work under cooperatives, helping private/ government
sectors financially and technically in their venture towards building a sustainable business, research and
dissemination of knowledge etc.
SECTION 1: CONTEXT
Now days the adverse effect of climate changes which in turn drought in pastoralist areas assessment
conducted is forcing pastoralists to lead problematic way of life. In order to cope up the existing situation,
the number of pastoralist migrating to urban areas is increasing.
In the assessment clusters, understanding about TOPs is very less due to not only absence of government
and private sectors working on TOPs but also absence of documentation system that identifies clearly
TOPs in the cities and town contributed for this. TOPs can be an important input to the labor market but
the reality exist in the market is that TOPs are facing difficulty to compete in employment market because
TOPs have information gap where to go, skill gap that required for specific employment in private and
government institutions. Moreover difficulty to cope up with the livelihood system due to lack of
communication skill has its own effect in order to get employment in the town/city areas. Besides, as
compare to town, the majority potential employers are concentrated in city. Thus employers in the labor
market attempt to hire laborer and workers by taking extra steps from where TOPs are living.
SECTION 2: METHODOLOGY
In order to conduct this assessment training of one week designed on EMMA–VCA for the team on how
to adopt the EMMA assessment tool. During the training key analytical questions were developed along
with detailed questionnaire targeting diversified key actors in the project cluster areas.
The actors were selected based on the potential they have to create job opportunity for TOPs in the
future, the role they play in facilitating TOPs employability, the direct and indirect link that they have in
promoting or deterring TOPs employability in the selected clusters.
TOPs Employment Entrepreneurship Market Assessment team composed of different PRIME project
consortium partners. The team comprised of 14 staff from Mercy Corps, Haramaya University, Pastoral
Concern, CARE Ethiopia, ECDD (Ethiopian Centre for Disability and Development) and SOS Sahel Ethiopia
has participated in the assessment. The data was collected from primary source using key informants
interview with various private and government institutions in three clusters (Eastern, Afar and Southern
clusters) of the PRIME project area. Specifically from eastern cluster: JigJiga, Harar, Dire Dawa,
Kebribeyah, Awbera, Gursum, Shinle and Erer; from Afar cluster: Awash, Semera, Asayita, Gewane,
Amibara and from Southern cluster: Negelle, Moyale Somali and Moyale Oromiya, Yabello areas from
PRIME clusters as well as Haramaya, Methara, Bulle-Hora and Dilla from outside of PRIME project have
been included in this assessment. The data was collected from May 7-25, 2013 in the above mentioned
areas. During the assessment some key actors were found gaps in terms of man power and
documentation. The gaps have been identified as the main challenge to get TOPs related secondary
resources.
SECTION 3: SELECTED MARKET SYSTEM
Transitioning out of Pastoralism (TOPs) is one of PRIME program focus areas. The program create
enabling environment to get employment for significant number of people transitioning out of
pastoralism (TOPs). PRIME will not support TOPS directly to find employment but the program
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facilitates the institutional environment that permit TOPs to find employment. Thus in order to identify
potential opportunities and constraints as well as identify potential actors that absorb large number of
employees in the visited areas, TOPs Employment Entrepreneurship Market System has been selected
for EMMA. Identifying job opportunities and constraints for unskilled, semi-skilled and skilled
Transitioning out of Pastoralism people were the main focus of the assessment. Therefor the
assessment findings help the Program to design appropriate intervention strategy for TOPs
employability.
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SECTION 4: MAP OF MARKET SYSTEM
FIG 1: MARKET MAP – ZONAL/CITY LEVEL EMPLOYMENT MARKET
The market environment: institutions, rules, norms & trends
Labor/
LlLla
Employme
nt
laws/Wage
rates
Resource
based
Conflict
Work
Culture,
values and
norms
Land
tenure
Natural
resources
Alien Species
invasion (e.g
Prosopis
Proccera)
Climate
Change and
Drought
The market chain: market actors & their linkages
Skilled
Unemployed
TOPs
Government
Permanent jobs
TVET Agencies
Semi-Skilled
Pastoralist
Associations)
Black
markets
/Smuggling
Private Seasonal
employers (Cotton Farms,
Railway Networking
Corporation, Coffee
Processing plants)
Private Permanent
jobs (Amir Milk processing,
Foam Factory, Naffisa Flour
Factory, and National Cement
Factory)
Government Seasonal
employers Sugar
Factories)
Unskilled
Key Infrastructure, Inputs and Market-support services
Jobs vacancy advertising
Media
Special Skill
Training
Institutions and
employment
agencies
Zonal
Labor and(Watch
Social and district
men, Drivers)
level Youth,
Security Affair
officesWomen and
Zonal and district level Children Affairs
MFIs and RUSSACOs
Offices
Project related jobs
(Construction works,
Pastoral
development
offices
Zonal and
District level
MSEs offices
Zonal and district level
Cooperative promotion Bureaus
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FIG 2: MARKET MAP – DISTRICT/TOWN LEVEL EMPLOYMENT MARKET
The market environment: institutions, rules, norms & trends
Labor/
LlLla
Employme
nt
laws/Wage
rates
Resource
based
Conflict
Work
Culture,
values and
norms
Natural
resources
Alien Species
invasion (e.g
Prosopis
Proccera)
Land
tenure
Climate
Change and
Drought
The market chain: market actors & their linkages
Skilled
Unemployed
TOPs
Private Permanent
jobs (Amir Milk processing,
Special Skill
Training
Institutions and
employment
agencies (Watch
Unskilled
Government
administratio
n offices
Zonal and
Woreda Level
Labor and Social
Security Affair
offices
Jobs vacancy advertising
Media
Black
markets
/Smuggling
Private Seasonal
employers (Cotton Farms,
Railway Networking
Corporation, Coffee
Processing plants)
Government
Permanent jobs
Semi-Skilled
Key Infrastructure, Inputs and Market-support services
Pastoralist
Associations)
Foam Factory, Naffisa Flour
Factory, and National Cement
Factory)
Government Seasonal
employers Sugar
Factories)
Project related jobs
(Construction works,
men, Drivers)
Labor and Social
Security Affair
offices
Zonal and district level
Youth, Women
and Children Affairs Offices
Private and
government
TVETS
Zonal and district level
MFIs and RUSSACOs
Pastoral
development
offices
Zonal and
District level
MSEs offices
Zonal and district level
Cooperative promotion Bureaus
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FIG 3: “Who Does – Who Pay?” Matrix for TOPs Employment Entrepreneurship Market System
Technical Support
Financial Support
Functions
Who Does
Who Pay
Who Does
Who Pay
Facilitate loan/Startup Capital
Gov't, NGOs
NGOs, Gov't
Gov't, P.S, NGOs
Gov't, P.S, NGOs
Organize and establish SMEs/Coops
Gov't
NGOs, Gov't
Gov't,
Gov't, NGOs
Facilitate/provide long-term technical and vocational training
Gov't, PTCs
Gov't, P.S
Gov't, P.S, NGOs
Gov't, P.S, NGOs
Facilitate/provide short-term technical and vocational training
Gov't, PTCs
Linking/Networking skilled, semi-skilled, unskilled labor force with
private/government employers
Gov't, P.S
Gov't, P.S, NGOs
Gov't, P.S, NGOs
Gov't, P.S, NGOs
Gov't, P.S,NGOs
Gov't, P.S, NGOs
Gov't, P.S, NGOs
Providing materials for SMEs/Coops
Gov't, NGOs
Gov't, P., NGOs
Gov't, P.S
Gov't, P.S, NGOs
Providing working land/places/Space for SMEs/Coops
Gov't
Gov't, P.S,NGOs
Providing labor market information
Gov't, P.S, NGOs
Gov't, P.S, NGOs
Providing employment/hiring opportunity
Gov't, P.S, NGOs
Gov't, P.S, NGOs
Gov't, Priv. Sec
Gov't, P.S, NGOs
Gov't, Priv. Sec,
NGOs
Gov't, P.S, NGOs
Gov't, Priv. Sec,
NGOs
Gov't, P.S, NGOs
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FIG 4: Seasonal Calendars
Activity
Cotton cutting and harvesting- Gawani
(Afar)
Construction activities- Public works,
railway construction- Dire, Jigjiga
Jan
Feb
Mar
Apr
May
Jun
High demand
for labor
Jul
Aug
Sep
Oct
Nov
Less supply of laborer
High demand
for labor
High demand for labor
High demand for labor
Dec
High demand for labor
Flour milling- Negelle, Filtu and Laffaisse
Filler production
Agricultural cultivation and harvesting- Erer
High demand for labor
High demand for labor
Spring water bottling-Fafan
Livestock export- Awash and Togwajale
High demand for labor
High demand for labor
High demand for labor
Wheat cultivation and harvesting- Laffaesse
and Negelle
Sugar cone cultivation, harvesting- Afar and
Metahara
Milk processing- Jigjiga
Agricultural input-fertilizer, improved seed
varieties etc –Haramaya
High demand for
labor
High demand for labor
High demand for
labor
High demand for labor
High demand for Labor
Demand for labor
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The results of the key informant interview and observations shows that the main employers of skilled
TOPs are government organizations whereas for semi-skilled and unskilled the private employers take
the lions share. The majority of TOPs are unskilled and some typical types of jobs where they are hired
in the market are watchmen, cleaning, loading and unloading, digging wells.
The main actors in the employment market with regards to TOPs are not connected to the employers
through intermediaries but they made vacancy notification nearby their locality, use media and social
networking system (like Daagu system in Afar). However, in some cases big private companies seeking
large number of employees request labor force information and legally pool labor from various regions
through Labor and Social Affairs Bureaus (See Fig 1).
Employment agencies: in the assessment clusters, employment agencies like Dolefin (in Dire Dawa),
Hulla_Geb (in Negelle) mainly link unskilled employees with private petty business owners particularly
hotels, cafeteria and others. However, Kulul and Mechale employment agencies in Yabello and Moyale
Oromia respectively connect semi-skilled and skilled employees with employers.
Labor and Social Affair Bureaus/Offices: This government institution links all level of employees with
employer especially big government enterprises and private companies. For Afar labor and social affair
bureau facilitated to bring unskilled, semi-skilled and skilled employees from Amhara, Tigray and SNNP
regions for Tendaho sugar factory.
The prevalence of strong Pastoral cultural taboos discourages people not to involve in daily works which
normally accommodate a good number of unskilled labors especially as key informants from Afar
pointed out. Besides resource based conflicts had paramount effect on free labor movement from own
location to other nearby vicinities.
Apart from the actors giving employment opportunities to TOPs, the roles of TVETs, MFIs, SMEs,
Cooperative promotion Bureau/Offices have high contribution in facilitating self-employment and
entrepreneurship.
Labor Market Policies and Institutions: Ethiopia has very low unionization (MoLSA, 2009). The number
of member workers of the Confederation of Ethiopian Trade Unions (CETU) represents only 1% of the
total labor force in the country. Agriculture and the informal nature of the economy is cited as the
major reason for low level of unionization (World Bank, 2007). Another reason for the low level of
unionization, especially in the formal private sector, is high unemployment and low income which is
likely to dwarf the bargaining power of employees in favor of employers due to the risk of job loss.
Moreover, there is low enforcement of the labor proclamation especially in the private sector.
According to the World Bank’s 2002 firm level Investment Climate Survey (ICA), labor regulations and
relations are not regarded as major business impediments by firms (World Bank, 2007).
Changing land tenure: The common property regime which allows pastoralists to sustainably manage
vast areas of land is being undermined by laws and policies that promote the individualization of land
tenure. As a result, dry-season grazing reserves have been lost, livestock movements have been
restricted, land tenure has been rendered insecure and land degradation has increased.
Breakdown of traditional governance structures: Traditional pastoral institutions enforce compliance
with norms and values that dictate the sustainable use of the dry lands. They also act as repositories for
traditional knowledge which maximizes returns from the dry lands. Emphasis on formal governance
structures has weakened traditional institutions and reduced their capacity to help manage crises like
epidemics and drought.
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Employment agencies, SMEs and cooperatives, private sectors like milk processing PLCs, factories,
TVETs and Universities, MFIs businesses are affected seasonally. For instance, employment agencies’
like Dolefin, and Hulla_Geb business decrease during summer time because labor supply is high
whereas the demand is low. Reportedly this is due to school off time. According to informants from
private farm company (Lucy international cotton farm and processing) during cotton collection time
many workers are needed.
SECTION 5: KEY FINDINGS
5.1 Labor Market Situation
There is clear understanding about the movement of Tops from pastoral areas to urban areas due to
certain pushing and pulling factors, the former being dominant factor. The common pushing factors
includes but not limited to drought accompanied by death of livestock, conflicts over resources such as
grazing land and water wells, poor rural infrastructures whereas the pulling factors mainly relates to
urbanization and perceived employment opportunities in the urban settings. However, there is no clear
data on the degree and magnitude of TOPs mobility and the impact it will have on their livelihoods.
There is no organized formal system to assist TOPs adaptation to this changing livelihood. Thus, PRIME
project need to know the context on the ground and has to devise a mechanism in collaboration with
stakeholders to assist in the peaceful transition of this section of pastoralists through enhancing
employability and entrepreneurship.
The labor market structure for TOPs both in cities and towns is found to be more of informal and
inefficient in creating market linkages among market actors. For instance, among the unskilled TOPs,
there is high dependency on informal information exchange than relying on formal communication
structure like vacancy announcement and job promotions. Hence, there is limited access to job
information in the area.
With respect to employability, in towns, there are no as such large scales employers- the labor market is
saturated and unskilled labors are everywhere…. Semi-skilled has better opportunities to get employed
in towns than unskilled labor. What do TOPs do in town? Tops look for employment on daily basis,
create jobs, water selling, some goes to their relatives, some use remittance, some engage in household
domestic services like housemaids. In areas like Hartishek, Kebribeyah, Togwajale etc get engaged in
cross border smuggling or commodity movement. For example, in towns like Gursum many TOPs are
engaged in excavation of sand and a stone for the construction that is supplied to Jigjiga and the same
thing is true for Moyale. Moreover, they also engage in collecting firewood, loading and unloading,
production of charcoal (in Afar case), Cash for work and Food for work in Kebribeyah, Khat selling in
most of the towns.
On the other hand, in the cities most of the unskilled TOPs are unemployed merely because of the
stigma that they have towards some jobs. However, semi-skilled and skilled TOPs mostly in private and
government construction companies, government projects such as housing, road construction, water
construction projects, Enterprises( sugar, cotton farm, EEPCo, Ethio-Telecom), mega projects( EthioDjibuti Railway construction, Genale Dam Construction, Ethio-China road construction from Addis
Ababa to Mombassa) private factories( cement, textile, milk processing plants, flour factories, foam
factories, spring water bottling)cooperatives, SMEs, petty trades and businesses.
TOPs usually do not have the necessary skill that helps them to get employed in the urban area. The skill
they already have, if any, may not be related to what is demanded by the labor market in urban
settings. There is skill gap in the labor market and this is due to the absence of inadequacy or
inaccessibility of skill training institutions in the pastoral areas. For example, in Somali and Afar there
are very limited number of skill training institutions and these are restricted to major cities such as Jijiga
and Asaita. Moreover, the lack of information networks and self-presentation skills to employers and
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information as to which job is just in demand are the other limiting factors for TOPs employability in
most of the clusters the team has visited.
The assessment shows that there is a wide gap between demand and supply of labor both in cities and
towns. In the towns, there is limited number of large scale employers and the attitude of TOPs towards
certain jobs contributed to high number of unemployed TOPs, especially for unskilled labor. Moreover,
the absence of skill trainings and inadequacy of their programs has contributed to the low supply of
labor to the market both in cities and towns.
5.2 Major Employers of TOPs
In many of the pastoral areas visited by the team, there was a chronic shortage of large industrial
companies to absorb the majority of TOPs. Regardless, the major employers were found to be
Construction projects (housing, road, water works), private and government farms (cotton farms),
service providers (hotel and restaurants), giant government projects (rail way, road construction),
factories (textile, flour, cement, sugar, etc) and other government institutions (EEPCo, TELE, etc) and
offices. However, the distribution of these organizations largely varies across clusters. For instance,
there was relatively better composition of factories in Afar, Jijiga and Dire Dawa than in the southern
cluster ( Nagelle, Yabello and Moyale). In addition, some TOPs are engaged in entrepreneurial activities
through cooperatives and small & micro enterprises leading to self-employment. For example, Loading
and unloading in Tog-Wajaale, Tewekel Construction Cooperative in Awbare town, charkol cooperatives
in Afar, gold mining cooperatives in Afar, soup producing cooperatives in Nagelle, gum and Incense
producing cooperatives in Nagelle, livestock trading cooperatives in Yabello, milk collecting and selling
cooperatives in Gursum, etc.
FIG 5: List of Potential Government and Private Projects for TOPs Employability
Activities
Cluster Type of Project
Undertaking Region
Zone
Woreda
Durdur Enterprise ( Flour Factory, Harvesting, and
Somali
Fafan
Awbera
Bakery)
Amir Milk Processing PLC
Somali
Fafan
Jijiga
Jijiga Foam Factory
Somali
Fafan
Jijiga
Fafan Spring Water Bottling
Somali
Fafan
Gursum
Abbatiot
Somali
Fafan
Gursum
Eastern
Amal Construction PLC
Somali
Fafan
Jijiga
Erergoata Agricultural Development Enterprise
Somali
Siti
Erer
National Cement PLC
Dire Dawa Dire Dawa Dire Dawa
China Civil Engineering Construction Corporation
Dire Dawa Dire Dawa Dire Dawa
SELENDAWA Textile Factory
Dire Dawa Dire Dawa Dire Dawa
Tendaho Sugar Corporation
Afar
Semera
Semera
Addis Kidane Milk Processing PLC
Afar
Awash
Awash
Afar
Methara Sugar Factory
Oromiya
Egal Flour Factory
Somali
Liban
Filtu
Naffisa Flour Factory
Oromiya
Guji
Liban
Genalle Dam Construction
Oromiya
Arisi
Genalle
Oromiya
Borena
Southern Ethio-China Road Construction
Ethiopian Electrical Power Corporation
Oromiya
Borena
Ethiopian Telecommunication Enterprise
Oromiya
Borena
Oromia Road authority
Source: EMMA-TEEMA key Informant Interview, May 2013
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Oromiya
Borena
Kebele
Laffaissa
Jijiga
Jijiga
Fafan
Fafan
Jijiga
Erer
Dire Dawa
Melka-Jebdu
Dire Dawa
Dubity
Awash
Methara
Filtu
Negelle
Yabello
Yab/Neg
Yabello
Yabello
5.2.1 TOPs and Marketable skills
Skills which the interviewed enterprises need vary depending on the nature of the work to be
performed. For instance, Durdur Flour factory and Fafan spring water bottling for instance prefer to
recruit workers with skills in operating machines, electricity, Mechanics, driving, standardizations
techniques etc. Africa Global and Erergota agricultural development enterprise hire workers those have
skills and experience in farming, cotton collection, spraying, tractor driving etc. Attributes like
experience, hardworking, good conduct and trust in the business are important factors for employing
individuals. The result of the assessment shows that the major problems of unskilled TOPs in labor
markets are lack of Marketable skills and absence of familiarity to working norms in urban or
institutional settings. Therefore, the only Jobs those available for TOPs are loading and unloading,
moving goods from place to place, keeping animals, security guards and cleaning.
5.2.2. Employment Procedures
With respect to the employment procedures for hiring skilled and semi-skilled employees, there was
variation in the Criteria employed by private and government offices. In most government offices, the
standard is set by the Ministry of Civil Service whereas the standard used by private companies vary
depending on the location of the business, type of business they are operating, the value of the vacant
post, and level of competition in the business. The major criterion used includes educational
background, working experience, proximity to the location of the business, local language and referral.
Unlike semi and skilled employees, there are no such vivid criteria used to hire the unskilled employees.
Most of the time, employers rely only on physical fitness and health condition to hire unskilled. With
the available job opportunity in the cluster area, TOPs involvement in the daily labor works is
insignificant owing to low level of knowledge and awareness, some works like daily labor are
stigmatized. As a result most TOPs in the pastoral area believe that working as daily laborer undermines
their social status and hence they prefer to stay being unemployed.
5.2.3. Wage Determination
Wage and wage determination largely takes into account the local context. However, there is a
similarity in that wage is determined either based on time of work or performance. The amount of pay
varies across organizations and clusters. For example, wage rates for enterprises located in Awash and
Matahara ranges between 25 to 40 birr per day depending on the location of the business. Whereas the
pay rate for daily laborers in Yabello by EEPCo ranges between 60 to 70 birr. This shows that there is no
standard way of setting wage rate for unskilled TOPs in the visited clusters. For example, the price of job
in private companies is determined based on the pre-determined scale which is subject to change
through negotiation. Mostly they are guided by collective bargaining document signed between the
labor union and the organization whereas the price for government employees is set by the ministry of
civil service.
5.3 Facilitating Institutions for TOPs Employability
The employability of TOPs is determined by the collaborative effort and integration of different
institutions. The major institutions facilitating the employability of TOPs are the following:
5.3.1 Market Information and technical assistance providers- employment agencies and
Labor and Social Affairs, Civil Service, one stop centres (OSCs)
There are employment agencies in Dire Dawa, Nagelle, Yabello and Moyale cities and towns where four
agents those engaged in linking employers and the unskilled jobseekers, there are no well-organized
employment agents in almost all the visited areas. With the exception of employment agencies in
Yabello and Moyale, none of them work in linking semi-skilled and skilled employees to employers.
Neither do large scale employers approach these agencies to recruit job seekers on their behalf.
Moreover, most of the agencies contacted lack the capacity to address the interest of the big business
organizations in the area. Informal ways of communications between employers and job seekers serve
the best for TOPs’ employment in Afar and eastern cluster areas.
12
Labor and social affairs also plays a role in facilitating TOPs employability, though not planned
specifically for TOPs, by linking them with employers. In some clusters, specifically in southern cluster,
they work in registering and certifying the unemployed. Besides, they offer scholarship for some TOPs
and support people with disabilities by providing them with necessary materials. In the Harar and Dire
Dawa, they also work in connecting street children with charity society to help them gain some skills.
Lastly, in most of the assessed clusters , informal information exchange system have been found as
major source of information for job seekers. This system is practiced widely among pastoral
communities to search for jobs rather than relying on formal system owing to the easily
accessibility of the system
5.3.2 Licensing and Registrations Institutions(SMEs, CPOs)
Small and Medium enterprises offices in the visited clusters were collaboratively working together to
assist entrepreneurs engaged in different economic activities. They provide assistance in establishment
and operation of the business. They also facilitate entrepreneurship training such as business
development skills, financial management, book keeping and auditing, and others. CPOs engages in
organizing, monitoring, evaluating, supervising and providing technical assistances to cooperative
societies. The majority of cooperative promotion agencies in the assessed areas have provided
essential trainings for cooperative groups among which the following are the basics: Cooperative
principles, Book keeping, Saving, Entrepreneurship, Business planning, Marketing principles, and
Sales and purchasing. Moreover, the eligibility Criteria followed by cooperative promotion agencies to
be organized under cooperatives includes: Uniformity in locality and area of specialization, and ability to
pay the loan back.
5.3.3 Financial Service Providers( MFI, SACCOs)
Micro finance plays a pivotal role in facilitating job creation through extension of credit services. It
provides financial accessibility to small and micro enterprises that do not have the opportunity to get
financial services from private and public banks. As a result, the employment opportunities created by
these small businesses have the capacity to enhance household earnings and income in communities
where jobs are scarce or rare. This in turn, stimulates entrepreneurial spirit in the community and
facilitates economic growth.
Micro Finance Institutions are the major provider of credit services in the cluster areas the team visited.
They provide also saving services, money transfer, insurance scheme and counseling & training services.
In Somali region, Islamic financial services are provided whereas in Afar there were no financial services.
The services can be extended to three categories of clients: a group of individuals (group based loan), a
group of institutions (MSEs), or individuals. All of these have equal right to get access to financial
services. In addition, the company targets people with special needs such in the region. For instance,
with the cooperation of the bureau of labor and social affairs and UNICEF about 100 such citizens have
been benefited from the services. The Company collaboratively works with training institutions (such as
TVETs), cooperative Agency, SMEs, and others. One stop service centre (OSC) is established to provide
all the services that the clients need to start a new business. Moreover, some companies also work
collaboratively with Farmer Training Centres (FTC) for providing financial services in the remote pastoral
areas. The case of Somali region is a good example.
Reportedly, SMEs Certificate and Business License, having appropriate working and sales outlets, Job
related experience and skill, the viability of a business plan, possessing pre loan saving (20%), audited
financial report (for existing MSE’s) and matching collateral or Credit Guarantee Certificate are the main
requirements for extending credit services from MFI.
13
FIG 6: Requirements for extending credit services:
The following criterions are employed in offering credit services by MFI







SMEs Certificate and Business License;
Appropriate working and sales outlets;
Job related experience and skill;
Viable business plan;
Pre loan saving (20%);
Audited financial report (for existing MSE’s) and
Matching collateral or Credit Guarantee Certificate.
INTEGRATION OF MFI WITH OTHER SECTORS
During the assessment the team identified that MFI is working in collaboration with other stakeholders;
namely, SME office, TVET, NGOs, municipality and other government sectors. TVETs in the project areas
are supporting cooperatives and SMEs through extension of both long term and short term trainings to
diversified interested groups in various fields of study. It collaboratively works with MFI in equipping
both skilled, semi- skilled and unskilled TOPs.
5.4 Skill Training Institutions
In the assessment clusters, the majority of the capacity building and training activities are conducted by
Technical and Vocational Education and Training (TVETs) Institutions. In almost all the clusters assessed,
there is at least one TVET college (either private or government). Most of these colleges design and
deliver their programs based on the occupational standards set by the ministry of Education (MOE) and
the existing labor market demand or context of the area. However, due to shortage of adequate
technical personnel in region, TVET curriculum in the Afar region is adopted from the nearby regions
such as Amhara and Tigray. The interest of TOPs is not directly addressed by the respective colleges
with the exception of Oromia Pastoral Area TVET College located in Yabello Woreda of Borean Zone.
This college directly admits students from the pastoral area and trains them in different fields of
agriculture including Natural resource Management, Animal Health, Crop production and Animal
Sciences.
The key informants contacted in the selected cluster area indicated that most of them train students in
various technical fields taking the local context and the market demand into account. They admit
students to long term training ranging from Level I to IV. The enrolment ratio across levels varies
according to the direction of the Ministry of Education. The majority of the students admitted in the
TVET College are expected to enrol at Level I and II and very few of the students are admitted at higher
level such as Level IV and V. As a result of this limited seat capacity, there is a general decline in the
number of students who get enrolled in TVET colleges in the selected clusters with the exception of
TVET College at Asaita, Jijiga and Oromia Pastoral Area TVET collage located in Yabello. The ministry of
Education’s criteria is used as the basis for admitting students to TVET program. Many of the TVETs train
students in the fields of Industrial and construction with fewer exceptions to agricultural fields.
In addition to long term trainings, the respective colleges offer tailor made and demand driven short
term trainings as part of industrial extension and Technological transfer. The time require complete the
training in TVET College depends on the competence of the trainee and his/her ability to get equipped
with the necessary skill to perform the job.
14
Although the majority of the government TVETs in the assessed clusters give due emphasis to technical
training that can equipped students with hard skills. However, Asaita TVET in Afar is still training
students in the fields of Management, Secretarial Sciences, Accounting, HRM, Secretarial Science and
Office Management to help them acquire soft skills. The slow transition of the college from training
employees with soft skills into hard technical skills emanate from high demand of government
institutions and absence of management Institute in the region contribute for this.
The past experience of some TVET colleges in the cluster area shows that there is some potential that
can be capitalized on in skilling TOPs in the region. For example, Dilla Paradize TVET College located in
Dilla commonly admits about two-third of the students from pastoral areas through offering them with
a special course to the students under the title “anthropology of pastoral society”. Likewise Jijiga TVET
College has tremendous experience of providing short-term training for TOPs in the field of
cobblestone, electricity, plumping, Hotel Management, and Painting that sponsored by Mercy Corps
BRIDGE program.
Irrespective the constraints faced, the current effort made by Oromia Pastoral Area TVET College in
Borena can be taken as exemplary in changing the life of pastoralists and this institution can be targeted
to enhance the skill and employability of TOPs in the area. Hence, the experience of these TVET
colleges can be taken as an example and be used for future PRIME interventions.
However, all TVET Colleges have not yet effectively done tracer studies to know the status of previously
graduated students. Accordingly, this is due to absence of clearly identified direction in their curriculum
which the colleges have identified as the gap exists in their curriculum. Thus, lack of knowledge about
the status of graduated students hardly possible to make conclusions about the employability of TVET
graduates in these clusters.
Despite of this fact, all the TVETs have the plan to train individuals with new skills based on the demand
of new development projects in their respective area. For instance, Haramaya TVET College has already
signed a bilateral agreement with China Civil Engineering Construction Corporation to train between
6000 to 8000 candidates for Rail way construction from areas between Mieso and Dewelle. This has the
potential to include TOPs in the area.
The majority of the TVET colleges interviewed by the team, almost all of them did not take into account
the interest of people with special needs. Hence, the college and the regional government need to give
attention in incorporating the interest of the people with disability.
Moreover, up on graduation all TVET completed candidates are mandated to take Certificate of
Competency (COC) exam for getting supports from other offices like Micro Finance Institutions (MFI),
Small and Medium Enterprises (SMEs) and CPOs. However, there are some difficulties and challenges on
how the COC is conducted and given to the graduates. There is shortage of some technical personnel in
some areas such as Afar cluster.
5.5 Opportunities and Challenges for TOPs
Opportunities
The assessment result in the identified and contacted clusters revealed the following opportunities for
enhancing TOPs employability. These include:
1. The government support for pastoral livelihood diversification by facilitating the establishment
of SMEs for enhancing TOPs employability both in urban and cities.
2. Launching and expansion of development projects in the pastoral areas namely Ethio-China
road construction from Addis Ababa to Mombasa in Yabello, Ethio-Djibuti railway construction
project of China Civil Engineering Construction Corporation from Dewelle to Addis Ababa
15
3.
4.
5.
6.
7.
8.
9.
10.
11.
through crossing many parts of Somali, Oromiya and Afar regions; Genalle Dam construction are
potential projects that can create job opportunities for skilled, semi-skilled and unskilled TOPs.
The integrated effort of government sectors such as SMEs, MFI, municipality, social Affairs and
other stakeholders for enhancing TOPs employability.
The launching of Islamic Window service in the assessed MFIs like Somali and Dire Micro
Finance Institutions has paramount effect to encourage TOPs to take loan from MFI.
Flourishing of different government and private companies like Tendaho sugar in Dubti of Afar
regional state, cement and textile factories in Dire Dawa, foam factory in jijiga and flour
factories in Negelle have the tendency to absorb large number of TOPs.
Government policy that encourages giving employment opportunity priority to the local
community is a good opportunity to facilitate access to employment for TOPs.
Availability of training institutions centres such as TVET’s,Private colleges (Paradise value
college, in Dilla) driving license training centre in providing skill training for TOP
The Government resettlement policy through Vilegization programme assuring sedentary
settlement their by creating opportunity to organize pastoralist under SME’s.
There is a trend that some TOPs have strong self-reliance that they can start their own business
instead of seeking for employment.
Availability of one stop centers (OSCs) in Jijiga city.
Availability of livestock markets and related products in the pastoral area.
Challenges
1. Inactiveness of SME and MFI particularly in Afar region hindered TOPs self-employability.
Building the capacity of these institutions in terms of human and material capacity ensure TOPs
self-employability.
2. Lack of motivation, awareness and interest among pastoralists to participate in daily labor
works
3. Lack of awareness, skill and knowledge by TOPs on the role and importance of employment
agencies and labor and social affairs in connecting them with potential employers.
4. Lack of organized employment agencies that links the job seekers to potential employers,
especially for skilled and semi-skilled labor. The existing agencies mostly provide employment
opportunities at Household (e.g. Domestic Servants) and petty business levels. The available
limited agencies targeting unskilled labor are not proactively working in identifying and linking
TOPs to the employers. Moreover, the agencies lack the capacity to serve the interest of large
companies in the area and as a result the companies too do not approach the agencies seeking
employees.
5. In some areas, TOPs are unskilled and at the same time they don’t have interest and motivation
to participate on the daily labor works. Thus, this calls for intervention to skill TOPs through
participation on TVETs training and others to join the skilled and semi-skilled labor market. The
target organizations for this intervention can be TVETs in the pastoral areas. For example,
Oromia Pastoral Area TVETs College can be a potential institution to target to change the
livelihood of TOPs in the area.
6. With the exception of SMFI and DMFI, absence of Islamic Window in the other assessed cluster
MFIs discourages TOPs to take loan from MFI in order to participate in self-employment due to
religious influence. Hence, the best practices of SMFI and DMFI need to be established at
different locations in the pastoral Area.
7. Weak coping mechanism by TOPs in the urban area due to the lack of access to basic needs.
SECTION 6: RECOMMENDATIONS
Recommendation #1: Undertaking community mobilization and awareness creation on TOPs (to change
their attitude to working as daily laborer and technical workers)
As the assessment revealed, TOPs stigmatize some activities like daily laborer as they believe it
undermines their prestige. As a result, there is a need to explore ways to develop mechanisms of
16
working with community leaders, Clan elders, religious organizations and local government institutions
(kebele, woreda administrations, Pastoral community offices etc….) to influence TOPs behaviors and
change their attitude about available jobs.
Recommendation #2: Creating and strengthening strong data base system that collects registers and
documents TOPs related data.
Relevant data on TOPs’ socio economic profiles, extent and magnitude of TOPs motilities and their
livelihoods after they arrive in urban centers, skills, employment etc does not exist in all clusters. Local
government institutions, Skill training centers and other stakeholders are highly unaware of the
importance of creating/documenting data related to TOPs. Therefore, there is a need to work with
stakeholders to create understanding among concerned institutions about the importance of having
data on TOPs.
Recommendation #3: Strengthening sectorial collaborations (among skill providers such as TVETIs,
employing agencies, private and governmental organizations and other relevant bureaus such as social
and labor affairs, youth and children affair bureaus , trade and investment bureaus ).
Collaboration and coordination among skill providers, organizers, private sector employers,
employment agencies and other supporting institutions are essential for the skill development and
employment creation for TOPs:
 According to the findings, there is some degree of coordination and working together between
MSE development agencies, and TVETs in eastern and southern clusters but such working
relations needed to be further strengthened and actors like private sector employers and
employment agencies should be enabled to play roles. For instance labor and social affairs can
play role on documenting data and identify TOPs and employment agencies provide linkages
with major employers of private and governmental organizations.
 TVETS design and deliver trainings based on standards set by the ministry of Education (MOE)
which does not reflect the specific requirements of TOPs who have not attended any formal
schooling. Moreover, with the exceptions of few, local Private employers and employment
agencies are not usually aware of the skills offered by TVETs and thus don’t make contributions
on the design of training curriculum. Therefore it is essential to create linkages among actors
and explore options to address the need of TOPs in the skill trainings and advocate for policy
considerations for TOPs.
 Experiences of Yabello and Jigjiga TVET Colleges those provide different trainings for students
from the pastoral areas can be replicated in other areas.
Recommendation #4: Facilitating supporting the legalization of the existing informal employing
agencies (brokers and the likes).
In almost all clusters where the assessment was conducted the roles of employing agencies in
linking
unemployed TOPs with employers was found insignificant. However, there are few
informal employing agencies that link unskilled TOPs with private and governmental employers.
These agents are not working on a legal basis and have limited capacity to form bi lateral linkage
between employers with workers. Therefore, supporting the legalization of these agents and
helping them to inter in the labor market legally will have tremendous Impact in filling the existing
employment problems of TOPs.
17
Recommendation #5: Facilitating and strengthening the functions of financial institutions and other
supporting institutions (such as MSEs MFIs, cooperatives, one stop service center) and skill providing
centers. 0910836706
The role of
MSEs, MFIs and TVETs
as facilitating institutions to create better employment
opportunity for TOPs is very crucial. In the visited clusters, some of these are functioning well while
the majority is constrained to perform their activities due to many reasons. In Afar, for instance the
regional the MFI functioning which intern affected the functions of the regional MSEs. In Somali
region, the regional MFI is in its infant stage to provide its services Not only these, but the people are
also not willing to use MFIs loan both in Afar and Somali due to religious prohibition.
The same is true in the southern cluster for the fact that the existing MSEs and MFIs have
limited manpower and financial capacity and poor market linkages to undertake their activities.
Above all, the aforementioned problems call for remedies in helping these institutions to function well.
Therefore, it is inevitable capacitating and strengthening these institutions through financial support,
capacity building. Besides, as the majority of TOPs are followers of Islam, it is advisable opening
Islamic windows as a separate service to increase the community’s participation considerably. Like
SMEs and MFIs, TVETs, across the visited clusters are constrained by many problems among which
problem of manpower and financial capacity are critical. In order to build the capacity of TOPs
through training, TVETs should capacity be strengthened through financial assistance and skilled
manpower?
Recommendation #6: Creating lobby and advocacy with key labor market actors on important issues, to
make actors play key roles on TOPs employability and entrepreneurship.
It is also possible to create good relationship with key labor market actors on TOPs related issue
such as selection and recruitment criteria , training needs for TOPs and other issues through lobby
and advocacy to pave the way by which TOPs employability is facilitated.
Recommendation #7: Strengthening and creating
different levels (regional –Woreda level).
strong
labor market information system at
Like other market systems, it is also vital creating labor market information system in general and that
for TOPs in particular. In the surveyed areas, there is weak and insufficient labor market information
system that provides and indicates vacant jobs and general information about the job. Therefore,
taking in to consideration that the role that TOPs will play in the labor market in the future, it is crucial
creating and strengthening labor market information system in the mentioned pastoral areas.
Recommendation #8: Facilitate and strengthen the strong relationships among high labor absorbing
governmental and private employers at different (further discussion with them, selection of potential
actors, providing them training on the market –Labor, undertake feasible study etc.)
The assessment result revealed the availability of giant government and private projects in the assed
clusters which can create job opportunity for many TOPS. Regardless, the major employers were found
to be Construction projects (housing, road, water works), private and government farms (cotton farms),
service providers (hotel and restaurants), giant government projects (rail way, road construction),
factories (textile, flour, cement, sugar, etc) and other government institutions (EEPCo, TELE, etc) and
offices. However, the distribution of the organization varies across cluster. Relatively there was better
composition of factories in Jigjiga, Afar and Dire Dawa than Southern cluster.
Among the potential actors, Addis-Mombasa rail way construction, Oromia road authority, Tendaho
sugar factory, and others small factory (have potential to grow) can be worked with so that more job
opportunity for TOP could be created.
18
These are some which can absorb a large number of Workers. Therefore, building strong linkage with
these employers is crucial for TOPs employability and immediate working relationship can be built on.
In order to this, it is paramount important to begun with identify all potential actors and organize
consultation workshop for clarifying the objective and approaches of working with them and after doing
this interest expression application letter need to be submitted to Mercy Corps.
Recommendation #9: Strengthening linkage between the formal information providing agencies and the
informal information exchange system.
In the visited clusters, pastoralists have unique way of information exchange which they use to share
all information relevant for their wellbeing. This is great opportunity for TOPs as they developed it
when they practiced pastoralism and are using for job searching when they go to town. According to
the assessment, the major source information for employed TOPs was their individual information
exchange.
Therefore, by integrating these informal information exchange with the formal system , it is possible
to create valuable and reliable labor market information for Job seeking TOPs .
Recommendation #10: Mainstreaming TOPs employment issues in identified market systems, using
EMMA tools seven market systems have been assessed.
These are energy, live animal trade, Dairy, agricultural input, TEEMA and livestock service and financial
service to identify key actors in their respective market system. TEEMA is one and foremost among
assessed, which main focus on tops employability and entrepreneurship. But, this issue couldn’t only be
solved by actors identified by TEEMA team. And also it has connection with other market systems.
Therefore, TOP employment issues have to be mainstreamed in identified market systems so as to
search job opportunities for Tops across the markets systems.
Recommendation11: Facilitating entrepreneurship and skill training (including life skill) for TOPs and do
capacity building training for potential actors on the areas identified as critical gaps.
If TOPs are to come out of poverty and lead better way of life, it is inevitable equipping them with basic
entrepreneurship and life skill trainings. Entrepreneurial skills are very vital for TOPs run and mange
self-owned business. Unfortunately, in the visited clusters, TOPs lack entrepreneurial skills to start
small scale businesses in their locality and they have not been trained in such areas.
Taking this in to account, therefore, much more change can be brought in enhancing TOPs
employability through trainings such as the basic enterprenrship, business planning , Saving and it’s
use , book keeping , basic marketing principles and life skill trainings. For the areas that intensified as
challenges/gaps for the actors both private and government, various turnings on different areas like
marketing systems, organization, business skill training, policy strategic development and others
capacity building training need to give .
Recommendation #12: Facilitating and coordinating the incorporation of conducive wage rate for
TOPs, working hours and their labor rights in collaboration with the social and labor affairs and labor
unions.
According to the assessment, the wage rate that employers are paying for TOPs is discouraging
and doesn’t even cover the cost of living. In a condition where the majority of TOPs lives in hot
and hard ship environments and with the pertaining high inflation, it is difficult to with stand and
survive and lead normal life.
Taking this as basic issue, therefore, concerned bodies ( like social and labor affairs and labor unions )
should take part in negotiating the incorporation of Conducive wage rate for TOPs. In addition to
these, due emphasis should also be given to the inclusion of minimum wage rate and TOPs labor rights.
19
Recommendation #13: Enhancing and Strengthening early warning system and sensitizing the effect
of climate change on pastoral livelihoods among communities and private actors.
The key informant’s interview showed that, all private actors clearly outlined that as the changes of
climatic highly affect their business directly and indirectly but their awareness level is very minimum.
Also the actor from government side is not as it is expected. Regarding this, much work need to be
undertaken through advocacy and lobby, organizing seminar, panel discussion with actors, organizing
workshops and dialogues at different levels. The issues need to be mainstreamed at all levels.
20
ANNEXES
Annex 1: Program Intervention Response Matrix
S/N Intervention options
o.
Activities
1 Enhancing capacity of
 Develop criteria to identify TOPS with concerned
Tops through training ,
government offices and ID TOPs
awareness and financial  Awareness raising session for TOPs to change their
attitude
 Strengthening Organizing of TOPs into SME Group by SME
offices
 Facilitating entrepreneurship and skill training (including
life skill) for TOPs
 Facilitate financial numeracy and literacy training for
TOPs
 Facilitate linkage of TOPs with Financial institutions
2 Strengthening capacity  Discussion with concerned offices created data base
of local governments
system collects, registers and disseminates TOPs
(SME, TVETs, MFI, OSC
related data
and Social and Labour
 Conduct dialogues with Somali and Afar regional state to
Affairs offices) and
expand SMEs and Social and labour Offices at woredas.
support them to
 Providing training for local governments on TOPs issues
expand their services
 Support integration and coordination among SME,OSC
for Tops.
,MFI ,TVETS Social and Labor offices
3 Strengthening skill
 Support TVETs to conduct market assessment
provider institution like  Supporting TVETs to provides skill training for semi and
TVETs and others.
unskilled TOPs
4 Strengthening the
functions of financial
institutions and other
Advantage
Disadvantage
 To get appropriate TOPs
 Improve knowledge and skill of
TOPs
 Solve financial shortage of TOPs
 Time consuming and difficulty
to get accuracy data
 It takes long time to see
changes
 It needs more costs and time
 Increase quality and accurate
data
 Increase access to service and
support
 Improve knowledge
 Reduce cost and increase
efficiency
 Needs costs and technology
 Increase need based skill
training
 it more human power and
costs /change of market
demand
 Government reluctant to
implement
 Support TVETs in designing context based curriculum for
TOPS
 TVETs capacity building ( innovation and technology,
quality and
 TOPs considered curriculum
designed
 Increase quality and efficiency
 Support MFI to expand services to unreached woredas
 Support MFI to diversity its products and services (
opened free interest loan and livestock insurance
 Increase access to financial
services for rural TOPs.
 It increase financial service for
Feasibility level
High Medium Low


 May government not
willingness
 Needs more finance and
human power
 Poor willingness to cooperate

 -needs more capital
21
 -It more human power, time
and capital
 -reduce clients of banks and

supporting institutions
services)
Muslim TOPs
(such as MFIs and
 Strengthening linkage with RUSACCOs, SME and MFI
 -Solve financial shortage of
RUSACCOs)
RUSACCO and also increase out
 Facilitate experience visit among MFIs
reach of MFI
 Conduct lobbying with Afar regional state to establish MFI
 Improve culture learning
 Facilitate training for RUSACCOs on Financial Mgt and
 alert government to establish
others.
MFI
 Enhance their capacity on
financial mgt
5 Policy lobbying and
 Facilitate discussion forum with key labor market actors
 Increase TOPs employability
Advocacy for TOPs
on important employment related policy issues, rules
 Increase transparency and build
employability
and regulation and as to make actors play key roles on
trust b/n employers and
TOPs employability and entrepreneurship
employees
 Facilitating and coordinating the incorporation of
 Once common understanding
conducive wage rate for TOPs, and their labor rights in
created, new investors can
collaboration with the social and labor affairs
include issues of TOPs
recruitment in their proposal
 Develop working relations with government investment
bureau for developing systems where private actors will
be influenced to consider TOPs recruitment in their
business
6 Strengthening strong
 Encouraging private investors through subsidy and  -foster economic growth and
relationships with high
other supports
increase job opportunity for
labor absorbing
TOPs
 Facilitate and support consultative workshops with
governmental and
potential actors for developing direction strategic of how  -clearly shows who do what and
private organizations(
actors works with MC
easy to monitor
Tendaho sugar factory  Conduct validation workshops and feasibility study for
 Once common understanding
in Afar , Ethio - kenya
actors expressed their interest to work with.
created , the actors will create
rail way road
more jobs opportunity for TOPs
 Develop MOU on roles and responsibilities of Actors
construction and
 It will binding documents once it
others ).
is ratified by concerned body
7 Sensitizing the effect of 
 Increase understanding and
climate change among
participation of private actors.
private actors
22
needs more capital and
human power
 Time consuming
 needs logistic and costs and
context may different to
apply experience
 knowledge is not practical
applied
 Actors may reluctant to do so
 Increase reduce profit margin
of private actors
 Needs prior MoU and it may
need to build capacity of the
office of investment.
 Needs continues dialogue
 Reduce pastoral land and limit
livestock mobility
 It takes to bring them on
board and what agreed need
to be ratified / validated by
key relevant government
 May needed to changes the
MoU when market changes is
observed
 -Actors may incur costs to
solve climate changes related
problem



Annex 2: List of Key Actors Contacted
Who
SN
Cluster
Region
City
Contacte
d Date
Name of Instititution
Name of contact
Person
Contact info
Position/Function
office
1 Afar
Afar
Dubti
18-May-13 Tendaho suger factory
Sisay Dawed
HR Manager
2 Afar
Afar
Semera
17-May-13 Afar pasturalist and rural development
Mohammed Awol
Head of office
3 Afar
Afar
Semera
17-May-13 MFI
4 Afar
Afar
Semera
18-May-13 Minining and energy bureau
5 Eastern
Afar
Asayita
18-May-13 Addadale Poly Technical Vocational College
6 Eastern
Afar
Semara
7 Eastern
Afar
Semara
8 Eastern
Remark
e-mail address
Mobile
0920-10-4717
Gov't
0911-60-8459
Gov't
Mohammed Abdulkadir Acting Manager
0911-98-8476
Gov't
911937468
923654043/
911013899
Gov't
17-May-13 Labor and Social Affair Bureau
Ali Sibile
Vice Head
336660369
Hussien Ahmed/Tefferi College Dean / Vice
Ayalew
College Dean
Community
Participation Process
Belay W/Michale
Owner
923435313
Gov’t
17-May-13 Small Micro Enterprise Agency
Seid Ahwo
Head
911056451
Gov’t
Dire Dawa Dire Dawa
13-May-13 National Cement PLC-Querry and Mining
Departement Head
9 Eastern
Dire Dawa Dire Dawa
13-May-13 Women, Youth and Children Affair Bureau
Mr. Wondeya
Ms. Aziza Abdi
Abubeker
10 Eastern
Dire Dawa Dire Dawa
13-May-13 Small Micro Enterprise Agency
Wagayehu Begashaw
Head
915761552
Gov’t
11 Eastern
Dire Dawa Dire Dawa
13-May-13 Dolefin Employment Agency (Broker)
Birhanu
911005061
Private
12 Eastern
Dire Dawa Dire Dawa
Ahmed Ali Hussien
Dire Dawa Dire Dawa
912214663
911306472/
913961653
Gov’t
13 Eastern
13-May-13 Labor and Social Affair Bureau
China Civil Engineering & Construction
14-May-13 Corporation
14 Eastern
Dire Dawa Dire Dawa
Mr. Aden Farah
15 Eastern
Dire Dawa Dire Dawa
14-May-13 Dire Dawa City Council
DD TVET (Meles Zenawi Memorial TVET)
14-May-13 College
Manager
Employer-Employees
Adminstraion
Process Owner
Human Resource
Manager
Deputy City Council
Mayor
913146624
Gov’t
16 Eastern
Dire Dawa Dire Dawa
15-May-13 Dire Micro Finance Institution
Mr. Nigusse Kebede
College Dean
Senior Credit and
Saving Officer
912101833
Gov’t
17 Eastern
Oromiya
Haramaya
13-May-13 Arfan Qallo Union
Murad Abdula
Manager
0256-69-0859
0912-06-4825
Private
murtinanabdulle@yahoo.co
m
18 Eastern
Oromiya
Haramaya
13-May-13 Haramaya TVET
Genene Negash
Dean
0256-61-0171
0910-25-2094
Gov't
kidase16@gmail.com
19 Eastern
Oromiya
Harar
13-May-13 Oromia MFI
Bedhane Filo
Zonal manager
0256-66-1850
0913-36-0132
Gov't
filobedhane@yahoo.com
20 Eastern
Oromiya
Harar
13-May-13 E.Harerge SME Off.
Mestawot Alemayehu
Process owner
0256-66-4050
0913-12-5175
Gov't
21 Eastern
Oromiya
Harar
13-May-13 Women's, Children and Youth office
Hafiza Bedri
Manager
0910-37-3839
Gov't
Bureau Head
Worke Debella
Mr. Bahiredin Yusuf
23
0336-66-0441
dawudsisay@yahoo.com
Gov’t
Private
251113634
Gov’t
Private
Gov’t
hafiza.bedri@yahoo.com
22 Eastern
Eastern
23
Oromiya
Oromiya
Harar
Harar
14-May-13 Social Affairs
14-May-13 Harar TVET
Ramadan Umer
Mulugeta Atnafie
Manager
Dean
24 Eastern
Oromiya
Harar
14-May-13 City Municipality of Harar
Juhar Aliye
Deputy Manager
25 Eastern
Oromiya
Harar
Mr. Estifanos
Vice Director
26 Eastern
Somali
Jijiga
14-May-13 Menschen fir Menschen
Technical, Vocational, Educational & Training
9-May-13 College
College Dean
915330731
Gov’t
27 Eastern
Somali
Jijiga
Omer Tahir Hoshi
Engineer Yetshawork
Dejen
Project Manager
910061410
Private
28 Eastern
Somali
Jijiga
Abdurezak
Departement Head
930074233
Gov’’t
29 Eastern
Somali
Jijiga
30 Eastern
Somali
31 Eastern
32
10-May-13 Amal Construction PLC
Jijiga Municipality Hygien and Sanitation
11-May-13 Section
0256-66-4666
0256-66-71-11
0915-74-7299
0933-44-5150
Gov't
Gov't
0915-32-1203
Gov't
256661880
mulu_liya@yahoo.com
NGO
Mr. Yilma Meles
Jijiga
11-May-13 Iyasu Furiniture and MetalWork Enterprise
S.R.S Small
and Medium scale Enterprise (SMEs)
10-May-13 Development Agency
Manager
Resource
Mobilization
Ahmednur Mohammed and NGO case team,
Private
930932294
Gov't
xagal2004@gmail.com
Somali
Jijiga
10-May-13 Amir Milk Processing PLC
Amir Muktar
920824377
Private
amirmuktar571@yahoo.com
Eastern
Somali
Jijiga
Somali
Regional
State
Micro
10-May-13 Finance Institutions(MFIs) Share Company
???
???
Gov't
???
33 Eastern
Somali
Jijiga
10-May-13 Women, youth and children affairs
Abdulresid Ba'adar
34 Southern
Oromiya
Moyale
25-May-13 Oromia Credit and Saving S.Co
Masresha Teshome
Branch Manager
35 Southern
Oromiya
Moyale
25-May-13 Labor and Social affairs office
Workineh Tola
HR admin.
36 Southern
37 Southern
Oromiya
Oromiya
Moyale
Moyale
22-May-13 Oromia TVETs Agency
22-May-13 SME
Alemu Wondimu
Bishar Abdullah
38 Southern
Oromiya
Moyale
22-May-13 Women and Children Affairs
Hani Kebede
39 Southern
Oromiya
Negelle
21-May-13 Guji Zone Investment Office
40 Southern
Oromiya
Negelle
41 Southern
Oromiya
42 Southern
Business Owner
???
???
Gov't
0616-98-2154
Gov't
0912-07-5247 c/o
Tikedem Ayele
Gov't
Head
464441006
A/Head (Finance and 464441212
Auditor)
912005010
916325169
Gov't
Gov't
913813672
Gov't
Cheri Boru
Vice Head
Planning,
Preparation &
Evaluation D.
Implementer
21-May-13 Hulla_Geb Employment Agency (Broker)
Mr. Issa Abdurahman
Manager
Negelle
21-May-13 Guji Zone Labor and Social Affair Office
Mr. Kedir Arabi
Oromiya
Negelle
43 Southern
Oromiya
Negelle
21-May-13 Teseroba Mechanical and Driving TVET College Mr. Debella Boru
Mr. Abdurahman
21-May-13 Naffisa Flour Factory
Mohammed
44 Southern
Oromiya
Negelle
21-May-13 OCSSCO
Mokonon Gemeda
24
0464-44-0302
464440173
464450292
Labor
Affair
Departement Head
Human Resource
Manager
Deputy Manager
Zonal Manager
0464-45-3114
Gov’t
928969966
Private
916850510
Gov’t
912438203
Private
913833473
Private
0921-56-4282
Gov't
masreshteshome@gmail.co
m
45 Southern
Oromiya
Negelle
21-May-13 TVET
Haile Haro
Dean
0910-68-2829
Gov't
46 Southern
Oromiya
Negelle
Doyo Liban
office head
47 Southern
Oromiya
Negelle
21-May-13 Coops Promotion office
Hibret General Metal Works Micro and
21-May-13 Small Enterprise
0926-35-8018
Gov't
Hamit Mulugeta
Manager
913276467
Private
48 Southern
Oromiya
Negelle
49 Southern
Oromiya
Yabello
21-May-13 Chokorsa Liban Livestock Union
Ethiopian Electric Power Corporation
24-May-13 Yabello District
Godana Tache
Secretary
911019339
Union
Tesfaye Mulatu
Dirstrict Manager
464461054
916324328
Gov't
50 Southern
Oromiya
Yabello
24-May-13 Oromia Pastoral Area TVETs College
Dawit Jarso
Dean
464460233
911705013
Gov't
51 Southern
Oromiya
Yabello
24-May-13 Yabello TVET College
Merga Alemayehu
Dean
911067117
Gov't
52 Southern
Oromiya
Yabello
24-May-13 Oromia Credit and Saving Share Company
Berhanu Giraba
Zonal Manager
911068493
Gov't
53 Afar
Afar
Gewane
17-May-13 District Women. Children and Youth
Mesfin Alemayehu
Expert
913022348
Gov’tt
54 Afar
Afar
Ambera
Abdi Hussen
Chair person
923892025
Gov’t
55 Afar
Afar
Awash 7
Abraham Hiruy
Expert
911814377
Private
56 Afar
Afar
Awash 7
17-May-13 Kebele Administration
National Mining Corporation PLC- Awash
18-May-13 Marble and Granite
Modern Construction Materials-Awash Filler
18-May-13 Factory
Iyayu Ishet
Chairperson
928028030
Private
57 Afar
Afar
Gewane
17-May-13 Gewane Woreda Administration office
Yussuf Mohammed
Administration and
Production manager
922895656
Gov’t
58 Afar
Afar
Gewane
17-May-13 Africa Global Cotton Farm/Factory
Birhane Kiros
Owner/Manager
921332402
Gov’t
59 Afar
Afar
Awash 7
18-May-13 Abdo Live Animal Exporter
Abdu Mohamed Ahmed Manager
911792483
Private
60 Afar
Afar
Metehara
18-May-13 Metehara Sugar Factory
Tedla Nigatu
Chairperson
911182232
Gov’t
61 Eastern
Somali
K/baya
Nuri Bashir
Head
915769724
Gov’t
62 Eastern
Somali
Erer
13-May-13 Erer PCDP
Yahye Mohamed
Executive Director
915187852
Gov’t
63 Eastern
Somali
Shinnile
14-May-13 Shinnile Woreda Civil Service Office
Mohamed Mohamud
Manager and Head
915220722
Gov’t
64 Eastern
Somali
Shinnile
14-May-13 Shinnile Zone Youth Federation
Mohamed Abdi
Head
921864000
Gov’t
65 Eastern
Somali
Shinnile
14-May-13 Shinnile Woreda Youth Federation
Mohamed Eigal
Manager
915014379
Gov’t
66 Eastern
Somali
Erer
13-May-13 Erer Woreda Cooperative Promotion Office
Ismael Mussa
Center head
915732451
Gov’t
67 Eastern
Somali
Lafa Isse
Abdirehman Said Elmi
Founder
915008320/9150696
71
Private
68 Eastern
Somali
Ahmed Yakob
Committee
915114010
Private
69 Eastern
Somali
Durting-Dur Flour Factory and Dur-Dur
11-May-13 Agricultural Harvesting
Daryel Livestock Loading and Unloading
Tog-wajale 10-May-13 Cooperative
Tewekel Building and Construction
Awbarre
10-May-13 Cooperative
Mohamed Hussein Ali
Head
923441330
Private
70 Eastern
Somali
Awbarre
10-May-13 Awbarre Woreda Cooperative Promotion office Abdullahi
Expert
915066046
Gov’t
71 Afar
Afar
Gewane
17-May-13 Gewane TVETs College
Expert
910375305
Gov’t
9-May-13 Women,Children and youth Office
Solomon Bekele
25
0464-45-0165
464460738
224550060
72 Eastern
Eastern
Somali
Somali
73
K/baya
9-May-13 Deeryel 2 building cooperative
9-May-13 Deeryel 2 building cooperative
Mohammed Hajji Dahri Head
Mohammed Rashid
Admin head
Mohammed
915774477
915113899
9-May-13 Hilla Livestock Marketing Cooperative
9-May-13 02 Kebele Administration
Nuri Abdi Hussen
Abdinuri Ilmee
915769788
Coop
915057626/+251258 Gov’t
900174
K/baya
74 Eastern
Eastern
Somali
Somali
75
K/baya
K/baya
Vice head
Project Officer
Coops
Coop
76 Eastern
Somali
K/baya
9-May-13 Youth computer training center
Ahmed Hussen Dawit
Chair person
915104088
Quasi –
Gov’t
77 Eastern
Somali
K/baya
9-May-13 Sharif Super market
Abdifetah Sherif
Acting Head
915215410
Private
78 Eastern
Somali
Awbare
10-May-13 Capacity building office
Mohammed Jama
Expert
915208310
Gov’t
79 Eastern
Somali
Awbare
10-May-13 Town Municipality
Osman Mohammed
Plant Manager
915114691
Gov’t
80 Eastern
Somali
Gursum
12-May-13 Fafan spring Water Company
Abdi Jabir
Owner/Manager
913890597
Private
81 Eastern
Somali
Gursum
12-May-13 Fafan spring Water Company
Murehdin Ali
Owner/Manager
915019914
Private
82 Eastern
Somali
Gursum
12-May-13 Gursum woreda center
kedir Shuri Geddi
Deputy woreda
administrators
912144157
Gov’t
83 Eastern
Somali
Gursum
12-May-13 Milk collection Cooperative
??
Owner/Manager
??
Coop
84 Eastern
Somali
Gursum
12-May-13 Gursum Kebele
??
Kebele Chair
912144157
Gov’t
85 Eastern
Somali
Erer
13-May-13 Ergota Agriculture Development Enterprise
Demise Noza
Expert
915168825
Private
86 Eastern
Somali
Shinnile
14-May-13 Somali MFI Shinnile Branch
Sa'adi Umri
Head
915742766
Private
87 Eastern
Somali
Shinnile
14-May-13 Cooperative Promotion Office
Muktar Mohammed
Head
915257411
Gov’t
88 Eastern
Somali
Shinnile
14-May-13 SME Office
Abdirashid Abdila
Head
915408237
Gov’t
89 Eastern
Somali
Shinnile
14-May-13 Cooperative Promotion Office
Mohammed Hussen
Head
90 Southern
Oromiya
Goro Dola
21-May-13 CPO
Nigata Abera
Head of the office
Southern
Oromiya
Goro Dola
21-May-13 SME Office
Abas Umri
Cashier
913957141
Gov’t
910368226/
0462610016
Gov’t
0923379670/ 04-62- Gov’t
61-00-09
92 Southern
Oromiya
Goro Dola
21-May-13 Social Affairs office
Ali Safayi
Cooperative Capacity
building Expert
911794898
Gov’t
93 Southern
Oromiya
Goro Dola
21-May-13 Pastoral Development Office
Israel Birasu
Head
926342090
/0462610067/68
Gov’t
94 Southern
Oromiya
Goro Dola
21-May-13 Women and Children Affairs Office
Hanna Dhaka
Vice Chairperson
916017485/0462610
011
Gov’t
95 Southern
Oromiya
Moyale O
25-May-13 Women and Children Affairs Office
Bekagne Temesgen
Head
0926620432/046444-01-73
26
254460141
Gov’t
96 Southern
Oromiya
Moyale O
25-May-13 Employement Agency
Mechal Telegn
Chemist
912123764
Private
97 Southern
Oromiya
Moyale O
25-May-13 CPO
Mesfin Alemayehu
911851837
Gov’t
98 Southern
Somali
Moyale S
25-May-13 Moyale S Town Municipality
Abdulahi Isak
Vice head
Deputy Municipality
Head
916638832
Gov’t
99 Southern
Somali
Moyale S
25-May-13 Moyale Women Affairs
Expert
924750992
Gov’t
100 Southern
Somali
Moyale S
25-May-13 Tawakal Housing Cconstruction
Naima Jamma
Mohammed Gabow
Mohammed
Chairman
910483256
Private
101 Southern
Oromiya
Yabello
24-May-13 Women and Children Affairs Office
Buzayu Harega
Chairperson
911814749
Gov’t
102 Southern
Oromiya
Yabello
24-May-13 Zone Women and Children Affairs Office
Mengestu Iticha
Expert
911960028
Gov’t
103 Southern
Oromiya
Yabello
24-May-13 Kululi Employement Agency
Kululi Melese
Head
911793877
Private
104 Southern
Oromiya
yabello
24-May-13 Pastoralist Girls Education Assocation
Ali Halake
Branch Manager
911787693
Private
105 Southern
Somali
Filtu
21-May-13 Fatuma Webar Construction
Abdikadir Ali Abdi
Manager
910048520
private
106 Southern
Somali
Filtu
21-May-13 Filtu 02 kebele administration office
Iffiye Issack
925741121
Gov’t
107 Southern
Somali
Filtu
21-May-13 Mohamed Eigallour Factory
Salim Shalle Sherif
Chair person
Manager and
shareholder
926582960
private
108 Southern
Somali
Filtu
21-May-13 FiItu Woreda administration office
Deputy woreda
administrators
915079024
Gov’t
109 Southern
Somali
Hudet
Expert
926166634
Gov’t
110 Southern
Somali
Hudet
22-May-13 Hudet woreda cooperative promotion office
Internal Displaced Urban Rural Under
22-May-13 Privilaged Society (IDRUS)
Kadar Abdi Hussein
Aliyow Issack
Mohamed
Abdirehman Abdullahi
Excutive Director
912668143
NGO
111 Southern
Somali
Hudet
22-May-13 ZOA Hope Relief and Recovery
Ibrahim Issack
Project Officer
926347253
NGO
112 AA
Oromia
region
Natinal
Deputy and
delegated office
commission head
011-4660207
Bezabi Hailu
Process owner and
capacity building
officer of
commission
011-3690029
113 Addis
Oromia
114 Addis
31May ,13 OSME
31 May -13 Oromima Rural road Authority
31 May -13 Oromia -TVETC
Oromia
27
Annex 3: List of TEEMA Team who participated on the assessment
S/N
o
Team Members
Organiza
tion
Address
Telephone
0910836706
0911455736
1
2
3
4
Temesgen Wario
Daiwt Kebede
Tesfu Equbeyohans
Dereje Regasa
5
6
Abdureshed Ibriham
Zelalem Bayissa
MC
MC
ECDD
SOSSahel
PC
HU
7
8
9
10
11
12
13
Faysal Faraha
Milcha Halake
Solomon Tsegyae
Tume Jatani
Genemo Unkie
Jebessa Teshome
Naome Birhnau
14
15
Remark
Email
twario@et.mercycorps.org
dkebede@et.mercycorps.org
0911786084
derrgs03@yahoo.com
0911709184
zeeamour15@gmail.com
Sub Group TL
MC
MC
MC
MC
MC
HU
PC
0911902138
0913882536
0910171528
0916872624
0911 854008
0911466399
0911748507
ffarah@et.mercycorps.org
Sub Group TL
Sub Group TL
Sub Group TL
Nuru Ahmed
CARE
0920-639284
Nuruman30@yahoo.com
Getahun Walagine
HU
0911560660
getahun.dagnaw@gmail.com
mhalake@et.mercycorps.org
stsegaye@et.mercycorps.org
TEEMA-Team leader
tjatani@et.mercycorps.org
gunkie@et.mercycorps.org
jabessat2000@yahoo.com
28
Participated on the VC
assessment training but
not participated on the
TEEMA assessment
Joined TEEMA assessment a
after Awash/Afar