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EASTERN, AFAR AND SOUTHERN AREA EMMA-TEEMA

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

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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

LlLla

Labor/

Employme

nt

laws/Wage

rates

Work

Culture,

values and

norms

Land

tenure

Climate

Change and

Drought

Unemployed

TOPs

Government

Permanent jobs

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)

Zonal and district

level Youth,

Women and

Children Affairs

Offices

Pastoral

development

offices

Pastoralist

Associations)

Semi-Skilled

Resource

based

Conflict

Natural

resources

Alien Species

invasion (e.g

Prosopis

Proccera)

Government Seasonal

employers Sugar

Factories)

Special Skill

Training

Institutions and

employment

agencies (Watch

men, Drivers)

Unskilled

Skilled

Zonal and

District level

MSEs offices

Zonal and district level

Cooperative promotion Bureaus

Zonal and district level

MFIs and RUSSACOs

Jobs vacancy advertising

Media

Project related jobs

(Construction works,

The market environment: institutions, rules, norms & trends

The market chain: market actors & their linkages

Key Infrastructure, Inputs and Market-support services

TVET Agencies

Labor and Social

Security Affair

offices

Black

markets

/Smuggling

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FIG 2: MARKET MAP – DISTRICT/TOWN LEVEL EMPLOYMENT MARKET

LlLla

Labor/

Employme

nt

laws/Wage

rates

Work

Culture,

values and

norms

Land

tenure

Climate

Change and

Drought

Unemployed

TOPs

Government

Permanent jobs

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

administratio

n offices

Zonal and district level Youth, Women

and Children Affairs Offices

Pastoral

development

offices

Pastoralist

Associations)

Semi-Skilled

Zonal and

Woreda Level

Labor and Social

Security Affair

offices

Resource

based

Conflict

Natural

resources

Alien Species

invasion (e.g

Prosopis

Proccera)

Government Seasonal

employers Sugar

Factories) Special Skill

Training

Institutions and

employment

agencies (Watch

men, Drivers)

Unskilled

Skilled

Zonal and

District level

MSEs offices

Zonal and district level

MFIs and RUSSACOs

Project related jobs

(Construction works,

The market environment: institutions, rules, norms & trends

The market chain: market actors & their linkages

Key Infrastructure, Inputs and Market-support services Labor and Social

Security Affair

offices

Black

markets

/Smuggling

Private and

government

TVETS

Zonal and district level

Cooperative promotion Bureaus

Jobs vacancy advertising

Media

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FIG 3: “Who Does – Who Pay?” Matrix for TOPs Employment Entrepreneurship Market System

Functions

Technical Support Financial Support

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 Gov't, P.S, NGOs Gov't, P.S, NGOs Gov't, P.S, NGOs

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

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 Gov't, Priv. Sec Gov't, P.S, NGOs

Providing labor market information Gov't, P.S, NGOs Gov't, P.S, NGOs Gov't, Priv. Sec, NGOs Gov't, P.S, NGOs

Providing employment/hiring opportunity Gov't, P.S, 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 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Cotton cutting and harvesting- Gawani (Afar)

High demand for labor

Less supply of laborer High demand

for labor

Construction activities- Public works, railway construction- Dire, Jigjiga

High demand for labor

Flour milling- Negelle, Filtu and Laffaisse

High demand for labor High demand for labor

Filler production

Agricultural cultivation and harvesting- Erer

High demand for labor

High demand for labor

Spring water bottling-Fafan

High demand for labor

High demand for labor

Livestock export- Awash and Togwajale

High demand for labor

Wheat cultivation and harvesting- Laffaesse and Negelle

High demand for labor

High demand for labor

Sugar cone cultivation, harvesting- Afar and Metahara

High demand for labor

High demand for labor

Milk processing- Jigjiga

High demand for Labor

Agricultural input-fertilizer, improved seed varieties etc –Haramaya

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( Ethio-Djibuti 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

Cluster Type of Project Activities Undertaking Region Zone Woreda Kebele

Eastern

Durdur Enterprise ( Flour Factory, Harvesting, and Bakery)

Somali Fafan Awbera Laffaissa

Amir Milk Processing PLC Somali Fafan Jijiga Jijiga

Jijiga Foam Factory Somali Fafan Jijiga Jijiga

Fafan Spring Water Bottling Somali Fafan Gursum Fafan

Abbatiot Somali Fafan Gursum Fafan

Amal Construction PLC Somali Fafan Jijiga Jijiga

Erergoata Agricultural Development Enterprise Somali Siti Erer Erer

National Cement PLC Dire Dawa Dire Dawa Dire Dawa Dire Dawa

China Civil Engineering Construction Corporation Dire Dawa Dire Dawa Dire Dawa Melka-Jebdu

SELENDAWA Textile Factory Dire Dawa Dire Dawa Dire Dawa Dire Dawa

Afar

Tendaho Sugar Corporation Afar Semera Semera Dubity

Addis Kidane Milk Processing PLC Afar Awash Awash Awash

Methara Sugar Factory Oromiya Methara

Southern

Egal Flour Factory Somali Liban Filtu Filtu

Naffisa Flour Factory Oromiya Guji Liban Negelle

Genalle Dam Construction Oromiya Arisi Genalle

Ethio-China Road Construction Oromiya Borena Yabello

Ethiopian Electrical Power Corporation Oromiya Borena Yab/Neg

Ethiopian Telecommunication Enterprise Oromiya Borena Yabello

Oromia Road authority Oromiya Borena Yabello

Source: EMMA-TEEMA key Informant Interview, May 2013

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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.

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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.

14

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.

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.

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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

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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.

3. The integrated effort of government sectors such as SMEs, MFI, municipality, social Affairs and other stakeholders for enhancing TOPs employability.

4. 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.

5. 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.

6. Government policy that encourages giving employment opportunity priority to the local community is a good opportunity to facilitate access to employment for TOPs.

7. 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

8. The Government resettlement policy through Vilegization programme assuring sedentary settlement their by creating opportunity to organize pastoralist under SME’s.

9. There is a trend that some TOPs have strong self-reliance that they can start their own business instead of seeking for employment.

10. Availability of one stop centers (OSCs) in Jijiga city. 11. 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

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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.

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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 strong labor market information system at different levels (regional –Woreda level). 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.

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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.

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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.

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ANNEXES Annex 1: Program Intervention Response Matrix

S/N

o.

Intervention options Activities Advantage Disadvantage Feasibility level

High Medium Low

1 Enhancing capacity of

Tops through training ,

awareness and financial

Develop criteria to identify TOPS with concerned

government offices and ID TOPs

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

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

2 Strengthening capacity

of local governments

(SME, TVETs, MFI, OSC

and Social and Labour

Affairs offices) and

support them to

expand their services

for Tops.

Discussion with concerned offices created data base

system collects, registers and disseminates TOPs

related data

Conduct dialogues with Somali and Afar regional state to

expand SMEs and Social and labour Offices at woredas.

Providing training for local governments on TOPs issues

Support integration and coordination among SME,OSC

,MFI ,TVETS Social and Labor offices

Increase quality and accurate

data

Increase access to service and

support

Improve knowledge

Reduce cost and increase

efficiency

Needs costs and technology

May government not

willingness

Needs more finance and

human power

Poor willingness to cooperate

3 Strengthening skill

provider institution like

TVETs and others.

Support TVETs to conduct market assessment

Supporting TVETs to provides skill training for semi and

unskilled TOPs

Support TVETs in designing context based curriculum for

TOPS

TVETs capacity building ( innovation and technology,

quality and

Increase need based skill

training

TOPs considered curriculum

designed

Increase quality and efficiency

it more human power and

costs /change of market

demand

Government reluctant to

implement

-needs more capital

4 Strengthening the

functions of financial

institutions and other

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

-It more human power, time

and capital

-reduce clients of banks and

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supporting institutions

(such as MFIs and

RUSACCOs)

services)

Strengthening linkage with RUSACCOs, SME and MFI

Facilitate experience visit among MFIs

Conduct lobbying with Afar regional state to establish MFI

Facilitate training for RUSACCOs on Financial Mgt and

others.

Muslim TOPs

-Solve financial shortage of

RUSACCO and also increase out

reach of MFI

Improve culture learning

alert government to establish

MFI

Enhance their capacity on

financial mgt

needs more capital and

human power

Time consuming

needs logistic and costs and

context may different to

apply experience

knowledge is not practical

applied

5 Policy lobbying and

Advocacy for TOPs

employability

Facilitate discussion forum with key labor market actors

on important employment related policy issues, rules

and regulation and as to make actors play key roles on

TOPs employability and entrepreneurship

Facilitating and coordinating the incorporation of

conducive wage rate for TOPs, and their labor rights in

collaboration with the social and labor affairs

Develop working relations with government investment

bureau for developing systems where private actors will

be influenced to consider TOPs recruitment in their

business

Increase TOPs employability

Increase transparency and build

trust b/n employers and

employees

Once common understanding

created, new investors can

include issues of TOPs

recruitment in their proposal

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

6 Strengthening strong

relationships with high

labor absorbing

governmental and

private organizations(

Tendaho sugar factory

in Afar , Ethio - kenya

rail way road

construction and

others ).

Encouraging private investors through subsidy and

other supports

Facilitate and support consultative workshops with

potential actors for developing direction strategic of how

actors works with MC

Conduct validation workshops and feasibility study for

actors expressed their interest to work with.

Develop MOU on roles and responsibilities of Actors

-foster economic growth and

increase job opportunity for

TOPs

-clearly shows who do what and

easy to monitor

Once common understanding

created , the actors will create

more jobs opportunity for TOPs

It will binding documents once it

is ratified by concerned body

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

7 Sensitizing the effect of

climate change among

private actors

Increase understanding and

participation of private actors.

-Actors may incur costs to

solve climate changes related

problem

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Annex 2: List of Key Actors Contacted

SN Cluster Region City Contacted Date

Who

Remark e-mail address Name of Instititution

Name of contact Person

Position/Function Contact info

office Mobile

1 Afar Afar Dubti 18-May-13 Tendaho suger factory Sisay Dawed HR Manager 0920-10-4717 Gov't dawudsisay@yahoo.com

2 Afar Afar Semera 17-May-13 Afar pasturalist and rural development Mohammed Awol Head of office 0336-66-0441 0911-60-8459 Gov't

3 Afar Afar Semera 17-May-13 MFI Mohammed Abdulkadir Acting Manager 0911-98-8476 Gov't

4 Afar Afar Semera 18-May-13 Minining and energy bureau Ali Sibile Vice Head 336660369 911937468 Gov't

5 Eastern Afar Asayita 18-May-13 Addadale Poly Technical Vocational College Hussien Ahmed/Tefferi Ayalew

College Dean / Vice College Dean

923654043/ 911013899 Gov’t

6 Eastern Afar Semara 17-May-13 Labor and Social Affair Bureau Belay W/Michale

Community Participation Process Owner 923435313 Gov’t

7 Eastern Afar Semara 17-May-13 Small Micro Enterprise Agency Seid Ahwo Head 911056451 Gov’t

8 Eastern Dire Dawa Dire Dawa 13-May-13 National Cement PLC-Querry and Mining Mr. Wondeya Departement Head Private

9 Eastern Dire Dawa Dire Dawa 13-May-13 Women, Youth and Children Affair Bureau Ms. Aziza Abdi Abubeker Bureau Head 251113634 Gov’t

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 Manager 911005061 Private

12 Eastern Dire Dawa Dire Dawa 13-May-13 Labor and Social Affair Bureau Ahmed Ali Hussien

Employer-Employees Adminstraion Process Owner 912214663 Gov’t

13 Eastern Dire Dawa Dire Dawa 14-May-13 China Civil Engineering & Construction Corporation Worke Debella

Human Resource Manager

911306472/ 913961653 Private

14 Eastern Dire Dawa Dire Dawa 14-May-13 Dire Dawa City Council Mr. Aden Farah Deputy City Council Mayor Gov’t

15 Eastern Dire Dawa Dire Dawa 14-May-13 DD TVET (Meles Zenawi Memorial TVET) College Mr. Bahiredin Yusuf College Dean 913146624 Gov’t

16 Eastern Dire Dawa Dire Dawa 15-May-13 Dire Micro Finance Institution Mr. Nigusse Kebede 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.com

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 hafiza.bedri@yahoo.com

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22 Eastern Oromiya Harar 14-May-13 Social Affairs Ramadan Umer Manager 0256-66-4666 0915-74-7299 Gov't

23 Eastern Oromiya Harar 14-May-13 Harar TVET Mulugeta Atnafie Dean 0256-66-71-11 0933-44-5150 Gov't mulu_liya@yahoo.com

24 Eastern Oromiya Harar 14-May-13 City Municipality of Harar Juhar Aliye Deputy Manager 0915-32-1203 Gov't

25 Eastern Oromiya Harar 14-May-13 Menschen fir Menschen Mr. Estifanos Vice Director 256661880 NGO

26 Eastern Somali Jijiga 9-May-13 Technical, Vocational, Educational & Training College Omer Tahir Hoshi College Dean 915330731 Gov’t

27 Eastern Somali Jijiga 10-May-13 Amal Construction PLC Engineer Yetshawork Dejen Project Manager 910061410 Private

28 Eastern Somali Jijiga 11-May-13 Jijiga Municipality Hygien and Sanitation Section Abdurezak Departement Head 930074233 Gov’’t

29 Eastern Somali Jijiga 11-May-13 Iyasu Furiniture and MetalWork Enterprise Mr. Yilma Meles Manager Private

30 Eastern Somali Jijiga 10-May-13

S.R.S Small and Medium scale Enterprise (SMEs) Development Agency Ahmednur Mohammed

Resource Mobilization and NGO case team, 930932294 Gov't xagal2004@gmail.com

31 Eastern Somali Jijiga 10-May-13 Amir Milk Processing PLC Amir Muktar Business Owner 920824377 Private amirmuktar571@yahoo.com

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Eastern Somali Jijiga 10-May-13 Somali Regional State Micro Finance Institutions(MFIs) Share Company ??? ??? ??? ??? Gov't ???

33 Eastern Somali Jijiga 10-May-13 Women, youth and children affairs Abdulresid Ba'adar Gov't

34 Southern Oromiya Moyale 25-May-13 Oromia Credit and Saving S.Co Masresha Teshome Branch Manager 0464-44-0302 0616-98-2154 Gov't masreshteshome@gmail.com

35 Southern Oromiya Moyale 25-May-13 Labor and Social affairs office Workineh Tola HR admin. 0912-07-5247 c/o Tikedem Ayele Gov't

36 Southern Oromiya Moyale 22-May-13 Oromia TVETs Agency Alemu Wondimu Head 464441006 912005010 Gov't

37 Southern Oromiya Moyale 22-May-13 SME Bishar Abdullah A/Head (Finance and Auditor)

464441212 916325169 Gov't

38 Southern Oromiya Moyale 22-May-13 Women and Children Affairs Hani Kebede Vice Head 464440173 913813672 Gov't

39 Southern Oromiya Negelle 21-May-13 Guji Zone Investment Office Cheri Boru

Planning, Preparation & Evaluation D. Implementer 464450292 Gov’t

40 Southern Oromiya Negelle 21-May-13 Hulla_Geb Employment Agency (Broker) Mr. Issa Abdurahman Manager 928969966 Private

41 Southern Oromiya Negelle 21-May-13 Guji Zone Labor and Social Affair Office Mr. Kedir Arabi Labor Affair Departement Head 916850510 Gov’t

42 Southern Oromiya Negelle 21-May-13 Teseroba Mechanical and Driving TVET College Mr. Debella Boru Human Resource Manager 912438203 Private

43 Southern Oromiya Negelle 21-May-13 Naffisa Flour Factory Mr. Abdurahman Mohammed Deputy Manager 913833473 Private

44 Southern Oromiya Negelle 21-May-13 OCSSCO Mokonon Gemeda Zonal Manager 0464-45-3114 0921-56-4282 Gov't

25

45 Southern Oromiya Negelle 21-May-13 TVET Haile Haro Dean 0910-68-2829 Gov't

46 Southern Oromiya Negelle 21-May-13 Coops Promotion office Doyo Liban office head 0464-45-0165 0926-35-8018 Gov't

47 Southern Oromiya Negelle 21-May-13 Hibret General Metal Works Micro and Small Enterprise Hamit Mulugeta Manager 913276467 Private

48 Southern Oromiya Negelle 21-May-13 Chokorsa Liban Livestock Union Godana Tache Secretary 911019339 Union

49 Southern Oromiya Yabello 24-May-13 Ethiopian Electric Power Corporation Yabello District 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 464460738 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 17-May-13 Kebele Administration Abdi Hussen Chair person 923892025 Gov’t

55 Afar Afar Awash 7 18-May-13 National Mining Corporation PLC- Awash Marble and Granite Abraham Hiruy Expert 911814377 Private

56 Afar Afar Awash 7 18-May-13 Modern Construction Materials-Awash Filler 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 224550060 911182232 Gov’t

61 Eastern Somali K/baya 9-May-13 Women,Children and youth Office 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 11-May-13 Durting-Dur Flour Factory and Dur-Dur Agricultural Harvesting Abdirehman Said Elmi Founder

915008320/915069671 Private

68 Eastern Somali Tog-wajale 10-May-13 Daryel Livestock Loading and Unloading Cooperative Ahmed Yakob Committee 915114010 Private

69 Eastern Somali Awbarre 10-May-13 Tewekel Building and Construction 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 Solomon Bekele Expert 910375305 Gov’t

26

72 Eastern Somali K/baya 9-May-13 Deeryel 2 building cooperative Mohammed Hajji Dahri Head 915774477 Coops

73

Eastern Somali

K/baya

9-May-13 Deeryel 2 building cooperative Mohammed Rashid Mohammed

Admin head 915113899 Coop

74 Eastern Somali K/baya 9-May-13 Hilla Livestock Marketing Cooperative Nuri Abdi Hussen Vice head 915769788 Coop

75

Eastern Somali

K/baya

9-May-13 02 Kebele Administration Abdinuri Ilmee

Project Officer

915057626/+251258900174

Gov’t

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 254460141 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 913957141 Gov’t

90 Southern Oromiya Goro Dola 21-May-13 CPO Nigata Abera Head of the office 910368226/ 0462610016 Gov’t

Southern

Oromiya Goro Dola

21-May-13

SME Office

Abas Umri

Cashier

0923379670/ 04-62-61-00-09

Gov’t

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 916017485/0462610011 Gov’t

95 Southern Oromiya Moyale O 25-May-13 Women and Children Affairs Office Bekagne Temesgen Head 0926620432/046-444-01-73 Gov’t

27

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 Vice head 911851837 Gov’t

98 Southern Somali Moyale S 25-May-13 Moyale S Town Municipality Abdulahi Isak Deputy Municipality Head 916638832 Gov’t

99 Southern Somali Moyale S 25-May-13 Moyale Women Affairs Naima Jamma Expert 924750992 Gov’t

100 Southern Somali Moyale S 25-May-13 Tawakal Housing Cconstruction 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 Chair person 925741121 Gov’t

107 Southern Somali Filtu 21-May-13 Mohamed Eigallour Factory Salim Shalle Sherif Manager and shareholder 926582960 private

108 Southern Somali Filtu 21-May-13 FiItu Woreda administration office Kadar Abdi Hussein Deputy woreda administrators 915079024 Gov’t

109 Southern Somali Hudet 22-May-13 Hudet woreda cooperative promotion office Aliyow Issack Mohamed Expert 926166634 Gov’t

110 Southern Somali Hudet 22-May-13 Internal Displaced Urban Rural Under Privilaged Society (IDRUS) 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 31May ,13 OSME

113 Addis Oromia 31 May -13 Oromima Rural road Authority Natinal

Deputy and delegated office commission head 011-4660207

114 Addis 31 May -13 Oromia -TVETC Bezabi Hailu

Process owner and capacity building officer of commission 011-3690029

Oromia

28

Annex 3: List of TEEMA Team who participated on the assessment

S/N

o

Team Members Organiza

tion

Address Remark

Telephone Email

1 Temesgen Wario MC 0910836706 twario@et.mercycorps.org TEEMA-Team leader

2 Daiwt Kebede MC 0911455736 dkebede@et.mercycorps.org

3 Tesfu Equbeyohans ECDD

4 Dereje Regasa SOS-

Sahel

0911786084 derrgs03@yahoo.com

5 Abdureshed Ibriham PC

6 Zelalem Bayissa HU

0911709184 zeeamour15@gmail.com Sub Group TL

7 Faysal Faraha MC 0911902138 ffarah@et.mercycorps.org Sub Group TL

8 Milcha Halake MC 0913882536 mhalake@et.mercycorps.org Sub Group TL

9 Solomon Tsegyae MC 0910171528 stsegaye@et.mercycorps.org Sub Group TL

10 Tume Jatani MC 0916872624 tjatani@et.mercycorps.org

11 Genemo Unkie MC 0911 854008 gunkie@et.mercycorps.org

12 Jebessa Teshome HU 0911466399 jabessat2000@yahoo.com

13 Naome Birhnau PC 0911748507 Participated on the VC

assessment training but

not participated on the

TEEMA assessment

14 Nuru Ahmed CARE 0920-639284 Nuruman30@yahoo.com Joined TEEMA assessment a

after Awash/Afar

15 Getahun Walagine HU 0911560660 getahun.dagnaw@gmail.com