VOLUNTARY RESETTLEMENT PROGRAMME
(Access to improved land)
Volume II
New Coalition for Food Security in Ethiopia
November 2003
Addis Ababa
TABLE OF CONTENTS
Title
Page
I.
Introduction
1
II.
Lessons of International and National Experience
1
III.
Objectives of the Programme
5
IV.
Pillars of the Programme
5
V.
Key Principles and Approaches
6
VI.
Scope and Time Frame
7
VII.
Major Features of the Design
9
VIII.
Programme Outputs and Activities
12
IX.
Implementation Arrangement
14
X.
Monitoring and Evaluation
18
XI.
Flow of Fund
19
XII.
Estimate of Costs
20
XIII.
Risks and Proposed Remedies
25
Annex:
27
Health Intervention For Resettlement Scheme
ii
List of Tables
Table 1. Cost of community contribution (Birr in millions)
20
Table 2. Cost of household Benefit package (Birr in millions)
21
Table 3. Cost of Community packages (Birr in millions)
22
Table 4. Transportation cost (Birr in millions)
22
Table 5. Cost of oxen (Birr in millions)
23
Table 6. Costs for drugs, equipment, information exchange and capacity building 23
Table 7. Total intervention cost
24
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I. Introduction
Ethiopia faces both chronic and transitory food insecurity problem. The main reasons for food
insecurity are land degradation, drought, high population pressure, low input subsistence
agriculture, small farm size and landlessness. As a result, million of farmers had faced serious
food security problems for the past decades. Even in time of good rainy seasons and good
harvest opportunities, most of these households could not feed their families for more than 6
months from their production. These households are barely surviving with food aid from the
government and donors.
On the other hand, the western and southwestern flanks of the country have a considerable
amount of land currently underutilized, which are suitable for farm activities. Most of these areas
can accommodate both commercial and small scale farming practices. These areas are scarcely
populated and have a room to resettle more people. However, the areas are characterized by poor
infrastructure and diseases such as malaria have historically been prevalent.
In the past decades demand for access to productive land became an agenda by those vulnerable
and food insecure households. In response to the chronic food insecurity problems, most of these
households opt to find a way out from the situation. This is an immediate and observable lesson
in the whole country, particularly due to the current drought, which affected 14 million
Ethiopians. As a result, many people in hard-hit areas are moving spontaneously to forests and
national parks. Present reality thus shows that desperate people will move, and that the choices
they make without structure or assistance may not improve either their own or national welfare.
In response to this desperate move by the population and the chronic food shortages faced by
millions, the government has initiated a pilot resettlement (access to land) program in the past
two years. About 45, 000 households were resettled voluntarily in Amhara, Oromia and Tigray
regions in the year 2002/03. This intra-regional resettlement showed that in fact people can
establish better livelihoods in these new resettlement sites and much more people can be
accommodated in the programme.
II. Lessons Of International And National Experience
The program has been designed to take into account lessons from the Ethiopian and international
experiences with programs to support resettlement, labor mobility, and land reform. Key lessons
from the Ethiopian experience derive from the present and recent food crises, from resettlement
programs of the past, and from progress on decentralization and community driven development.
Among these lessons are the following:

Desperate people will move spontaneously. This is an immediate and observable
lesson of experience in Ethiopia this year. 14 million Ethiopians face food
shortages at present. Many people in hard-hit areas are moving spontaneously,
fleeing hunger. Present reality thus shows that desperate people will move, and
that the choices they make without structure or assistance may not improve either
their own or national welfare.

Voluntarism is essential for success. Ethiopia's large scale resettlement programs
under the prior regime were not in general voluntary. Outcomes contained an
admixture of personal tragedy and economic waste. Lessons from this experience
are well internalized in the Ethiopian popular understanding of recent history.
The design of the present program makes explicit its difference from the
resettlement campaigns of the past, and voluntarism is one of the key principles.

Resource use rights of host communities respected. Derg‘s resettlement scheme
was a rather highly politicised undertaking, executed using brute force. The
coercion and tight control that settlers had to put up with was matched by the
generosity of the State with regards to the allocation particularly of land resources
to the same. In some of the resettlement areas, particularly in southwest Ethiopia,
indigenous communities were instructed to abandon all their claims to use of
natural forest resources as these changed hands to the settlers. The host
communities had resented this and the settlers were seen in a negative light. The
bad inter-community rapport that this brought about is still observable in different
parts of the country and is one of the causes of the inter-community tensions that
flare up from time to time in resettlement areas.

Participants must be fully informed in order to make choices, and must have
real options. Voluntarism is only meaningful if participants at all levels fully
understand the program's benefits, options, and requirements. Participants in
present pilots under the voluntary resettlement program have in some cases not
had accurate or full information, and this is not consistent with voluntarism.
Moreover, potential participants must have the option to decline. Public
information campaigns will provide general information about the program.
Specific information will be developed and disseminated in localities directly
involved. This will be enhanced by facilitating prior visits by community
representatives of participating woredas. The role of information will not simply
be passive. Participants will have to demonstrate an active understanding of the
decisions they are making on issues such as own contributions (largely in labor
and kind), obligations they will be incurring, anticipated public services, likely
risks they will face, and what remedies they will have available if adverse events
occur.

Potential conflict can be reduced by remaining within regional boundaries.
Past programs encouraged people to move across regional boundaries, thus
introducing diversity in language, culture, and ethnicity that impeded assimilation
and led in some cases to conflict. The present program is implemented at the
regional level to draw on the underlying social capital inherent in shared
language, customs, and ethnicity. In some cases (e.g. the programme in SNNPR)
intra-regional ethnic diversity will necessitate great care in the allocation of land
for resettlement and inclusion of participating communities.

Risks to the environment, and environmental factors affecting health must be
taken into account. Movements of population in the past have contributed to
2
degradation of natural resources. The present program requires receiving localities
to undertake a simple environmental diagnostic to identify likely impacts and
appropriate remedies. Costs of the remedies are included in the plan for
infrastructure and social services that receiving localities must submit as part of
the process of qualifying under the program. Similarly, past movements of people
exposed migrants to new health risks, particularly malaria. Receiving localities
must identify risks to human and animal health, and include measures to contain
the risks in the preparation plan. Participants must reflect knowledge and
understanding of the risks in their planning documents, and indicate how they will
address the risks.

The program must be designed with rules of access and institutionalized
implementation, and not managed as a campaign driven by exigencies of the
present emergency. Resettlement in the past was driven from the top as a
political imperative with implicit compulsion. Quotas and compulsion are
inconsistent with voluntarism and informed decision-making. The present
program is transparent, rule-based, and institutionalized in its implementation.
Exhortation and quotas will not be applied. Periodic surveys of those who choose
to relocate and those who choose to stay will be undertaken to monitor the process
of decision-making and quality of outcomes.

Incentives must be built in at each level of design and implementation to bias
the program toward genuine and lasting success. A program based on voluntary
decisions must have adequate incentives for participants, for localities assisting
potential migrants, for localities accepting migrants, and for local, regional, and
national governments. Failure to build in proper incentives at any level will
jeopardize the success of the program. The prior program of resettlement in
Ethiopia relied primarily on political incentives for administrators at all levels.
Administrators of the present program will be judged on the quality of outcomes,
rather than numbers of migrants.
Lessons have also been derived from international experience with programs of resettlement,
homesteading, and land reform. Large-scale resettlement programs have been implemented in
the Indonesian outer islands, in Western China, in the Soviet Virgin Lands, and in Northeast
Brazil, among other places. Programs of land reform have been implemented and/or are ongoing
in Northeast Brazil, South Africa after 1994, Taiwan, and Japan, among others. The American
West was settled largely through a homesteading program that accorded land rights to settlers
who claimed land and worked it for a specified period. These experiences offer a number of
lessons:

Well- designed programs that make underutilized land available to
underutilized labor under secure tenure can have very large efficiency gains
and contribute to growth. Land reform contributed very substantially to Taiwan's
growth and Japan's recovery after World War II. South Africa's land reform
program is still quite new, and is intended to address both historic injustice and
large inefficiencies in land use under the apartheid regime. The opening of the
western territories to settlers in the United States in the nineteenth century
3
allowed the country to become an agricultural power and stimulated investment in
other sectors.

Most programs called resettlement have failed, often spectacularly. Many of
these programs have focused largely on the physical task of moving people from
one place to another, rather than the decision process that leads people to choose
to move, or the ancillary services needed to make the move a success.
Resettlement programs have often had political agendas even if they also have an
economic rationale, and the politics have biased implementation toward speed
backed by compulsion. The programs have been costly, and when the compulsion
eased, they have been reversed, at least in part. Rates of return have been
correspondingly low, and discontent with the outcomes high.

Programs have environmental and social risks that must be explicitly
recognized in design and remedied in implementation. The implications of
American homesteading for the Native Americans are well known and instructive.
Moreover, conflicts between farmers and ranchers flared into violence in the
nineteenth century and animated local politics in the twentieth. The opening of
the Virgin Lands in Soviet Russia and Central Asia and earlier settlement of the
cotton lands in Soviet Central Asia had massive environmental impacts, largely
negative.

Even well designed programs will fail if participants (beneficiaries) do not have
an active understanding of the process and a contribution toward the costs.
Participants face substantial risks in leaving what they know behind and striking
out for a new place. This is always the case for migrants, and millions of people
historically and globally have calculated the risks and moved, often to the benefit
of themselves, their families, and their communities. People moving individually
naturally weigh options and make contingency plans. People moving under a
program may develop a mistaken expectation that the program will take care of
all eventualities and assure a positive outcome. The requirement that participants
commit a contribution of their own and actively participate in the process of
planning and implementation of the move reduces the likelihood of unrealistic
expectations and sets limits to entitlements. The requirement of an owncontribution even from very poor people may do little to defray the public cost of
the program (since the share borne by participants may be very small), but it
enhances self-selection by weeding out those with unrealistic expectations, and
improves the quality of outcomes.

Monitoring and evaluation is key. These are complex programs and can go
wrong in many dimensions. Real-time monitoring, preferably with active
participation of beneficiaries, is necessary to identify problems and correct them
quickly. The present program has undertaken pilots that revealed many problems.
Understanding of the experience of the pilots has been incorporated in the design
of the broader program; e.g., with regard to the importance of information and
4
informed decision making, the need for triggers to enforce appropriate phasing of
the move, and other matters.
III. Objectives Of The Program
The main objective of the program is to enable up to 440,000 chronically food insecure
households attain food security through improved access to land/voluntary resettlement.
Food insecurity has many causes, but part of the problem derives from a low level of mobility of
labor coupled with increasing local pressures on availability of land. The program recognizes
that in some localities abundant labor is inefficiently used due to shortages of land. People
working these lands are not able consistently to grow enough to feed themselves, owing to
decreasing plot size and degradation in soil quality, as well as recurrent drought. At the same
time, in other localities within the same regions available land is inefficiently used due to lack of
labor on those particular pieces of land. Constraints on changes in use of land and mobility of
labor in rural Ethiopia result in persistence of disequilibria in returns to land and labor.
Localities experiencing these imbalances may lie within the same regional boundaries.
Major constraints to mobility of labor include lack of information about other areas, high costs of
moving and establishing a new farming enterprise, lack of investment in infrastructure, poor
availability of services, and unclear tenure status of potentially available land.
The newly initiated planned resettlement/access to land/ program seeks to overcome these
constraints in localities where they are contributing to hunger. The program will identify
localities where acute lack of land constrains food production, and those where additional land is
available for cultivation. The program will provide information to allow residents of the former
to decide whether they wish to relocate to the latter. For those who choose to relocate, the
program will defray costs of relocation and establishing a small farming enterprise. The program
will provide access to land and will finance investment in infrastructure in the receiving localities
to assure provision of services at least at minimal standards.
IV. Pillars of the Programme
The initiation of the voluntary intra-regional resettlement (access to land) rests on four major
pillars.
1.
The program above all should rest on the voluntary option of the potential
settlers.

Settlers will decide to resettle voluntarily

Settlers can return to their original homeland if unhappy about the new
setting and shall be eligible to receive some sorts of assistance that they
were receiving before they left

Settlers have land use right for their holdings in their original homeland
for 3 years.
5

2.
Each household will make the decision on movement to new setting with
or without all family members at the beginning.
The availability of underutilized land
Regional governments have to identify and make sure of the availability of enough land
before they initiate planned resettlement programme. According to the current regional
survey, the total hectarage available is about one million, in Amhara 500,000, Tigray
130,000, Oromia 250,000, and SNNPR 100,000. In identifying land, amounts to be allocated
to settlers and to be leased for commercial farming must be identified at the same time.
Investment and resettlement plans must be harmonized to ensure that there is adequate land
for both needs, and that supply of labor does not depress daily wage rates too drastically.
3.
Consultation with the host communities
The regional governments have to hold consultations and discussions with the host
communities on the necessity of the program. Agreement of the host community for the
resettlement of more people in their areas should be the key.
4.
Proper preparation
The minimum infrastructure set in the plan should be in place before moving people.
V. Key Principles and approaches


Voluntarism: No quotas or compulsion
Partnership: the resettlement program is based on a partnership among the
government, donors, NGOs, private sector, the host community, and the
individual household settlers. Government will provide the overall coordination
and facilitation of the programme.The private sector and donors will also
contribute resources and technical assistance to the implementation of the
programme. The community will manage the assesment and prioritising process,
assist in the distribution of benefits. Each household will manage the process of
building thier homes and strarting productive activities.

Self-Help and Cost-sharing: the resettlement program is not a handout program
which reinforces dependency. It is a development program designed to encourage
households to stand on thier own feet and do things themselves to re-establish
thier livelihoods. Households will be expected to ‘help themselves’ –for example
contribute their own labour and locally available materials to rebuild their homes.
The aim will be to reinforce local initiative and resourcefulness- people doing
things on thier own- and change the attitude of of dependency.
6

Transparency of program design: throughout the program, adherence to rules,
full and active information on the part of partners is necessary. All activities in the
program (i.e. selection of beneficiaries or target groups, distribution of package,
procurement of materials etc.) will be carried out in a transparent way. All players
will have a ‘watchdog’ role to ensure that transparency is achieved.

Iterative, ‘Learning by Doing’ Approach: The program will incorporate new
operational ideas based on the experiences gained during the first year of
implementation. The approach will evolve as experience in the field grows based
on the regular monitoring and evaluation system.

Capacity Building: The program needs different management skills and players at
different levels will be trained for these new tasks.

Environmental Concerns: Due attention will be given to environmental concerns
during the implementation of the programme. The resettlement program must be
environmentally friendly (i.e. protecting forests, wildlife, and other natural
resources is necessary)

Development Process: The resettlement program is not a handout program. It is a
development program designed to assist food insecure households not only to
allow them to attain food security, but to generate marketable surplus and
improve their livelihood.

Self Reliance: The program will be designed in such a way that it breaks the
dependency syndrome created over the years.

Income and Employment Creation: The resettlement program will focus mainly
on agricultural activities. But settlers will be encouraged to be involved in
different off-farm activities such as small-scale businesses.

Community Management: The community is expected to take a lead role in
planning, implementation, monitoring, and evaluation of the resettlement
programme. The community will be in the ‘driver’s seat’ in managing the
resettlement programme

Intra-regional: The resettlement program will be carried intra-regionally.
However, effort will be made to resettle people from the same area with kin
relations in the same locality. This will maintain social fabric created at place of
origin such as cultural and land issues.

Minimum infrastructure: Minimum service standards and infrastructure should
be established at least similar to original area based on the principle that settlers
should not experience a deterioration in service delivery, and that the relocation
does not result in a deterioration in service delivery by host communities. Local
7
hosts should be able to take advantage of new infrastructure on a fee-paying basis.
This will help to avoid generation of conflict from the start.
VI. Scope and Time Frame
The program is not intended as a temporary measure to address the immediate food crisis.
Instead, it is intended as a long-term program to remedy the most costly consequences of limited
mobility of land and labor in rural Ethiopia. Ethiopians who bear the highest costs are poor rural
people dependent on agriculture and with insufficient land to feed themselves consistently.
Ethiopia has not had such a voluntary program in the past, and the numbers of people initially
who wish to take advantage of it may be large. According to initial estimates, as many as 2.2
million people may be potential beneficiaries of the program. Because of the voluntary nature of
the program and the requirement for own contribution, the number of people who will ultimately
choose to access the program cannot be reliably estimated. Moreover, many of those who will
eventually benefit may choose to wait and see how the early participants fare. Those willing to
take the risks, however, will have the advantage of first choice among the available land.
A realistic time frame for implementation of the programme is three seasons (years). It is
assumed that regions have already started groundwork to move people to resettlement areas. The
whole process is intended to be completed at the end of the third year from its start. The number
of households to be resettled in the first, second and third seasons is estimated at 100,000,
150,000 and 190,000, respectively. Conformed to the principles of voluntarisms and proper
preparation, flexibility within each region regarding time frames may be considered regarding
the number of people per year, above or below the estimated projections. No movement of
people should start before confirmation of fulfillment of the pre-conditions at both ends (sending
and receiving woredas). The following should be checked before moving people:













Final elaboration of the yearly program
Determination of minimal service standards as triggers for receiving woredas
Consultation with regions and woredas
Selection of first round woredas of potential migrants and host woredas
Public education in beneficiary woredas
Selection of representatives to check out sites
Public posting of potential land in hosting woredas
Public consultation in hosting woredas
Drawing up of plans for investment in hosting woredas
Initiation of investment in host woredas to meet minimal service standards
Final selection of migrants
Visits by representatives of migrants and woreda administrations to check out
progress on infrastructure, preparation of site, etc.
In host woredas completion of basic infrastructure, selection of skilled farmers
and advisors to monitor new migrants.
8
The movement of migrants should be carried out between December and March (for meher
producing areas) to provide enough time for house construction and preparation of land for
agriculture. Experience during the pilot phase indicated that early settlement of the people leads
to successful land preparation and planting of crops than latecomers. The settlers need at least
two months for construction of own residence and land clearing before the planting season.
Preparation would continue thereafter in cohorts until most people who want to move would
have done so. Thereafter the program would remain available, but largely on an individual basis,
rather than a group basis. Woredas seeking to attract new migrants could put their land into the
program, and it would be available to others within the region under the terms of the program.
After the initial expected high level of participation in the early years, the program would remain
a feature of the institutional landscape in Ethiopia to facilitate intra-regional mobility of rural
labor and dynamic adjustments in land use.
VII. Major Features of the Design
The program is designed in recognition that key actors at all levels must have appropriate
incentives and obligations in order for the program to succeed. The program is initially designed
with federal funding and regional implementation, in recognition that the problem to be
addressed at present has national implications. It is expected that after approximately five years
the continued implementation of the program at the regional level will be carried fully with
regional funding.
Cost sharing: Funds for the program will be allocated within the federal budget for food
security. Regions will draw on the funds according to their demonstrated readiness to
implement, and will match them with a portion of regional funds. For example, as host woredas
complete their plans for investment in infrastructure, they will submit them to regional
authorities for technical clearance and for consistency with achieving the specified minimal
service standards. Once the plans are cleared, woredas will be instructed to start the procurement
process for the work to be done, and the plans will be submitted to the federal authorities.
Further technical clearance will not be needed, and the federal authorities will simply confirm
that the plans are consistent with terms of the program (e.g., that the woreda in question has been
designated a host woreda, etc.). The federal authorities will release 75% of the cost of the
infrastructure plan, and the regions will match with 20% of the cost from the regional
infrastructure budget. The host woredas will carry 5% of the cost from their own infrastructure
budgets. Thus once the infrastructure plan is cleared for technical consistency and adherence to
the program, costs are shared 75% federal, 20% regional, and 5% local. In this way the program
modestly redirects regional and local investments in infrastructure toward objectives of the
program, and leverages regional and local money through the large federal share.
A similar cost sharing mechanism would function for the resettlement grants, except that neither
the host woreda nor the woreda of origin would be asked to share the cost. When a group has
completed the preparation process and fulfilled all requirements, the application for their
resettlement grants is submitted to regional authorities for clearance. The clearance process does
not require technical review, since this will have been undertaken at the local level as part of the
9
planning process. Regional authorities check for completeness of the application and confirm
eligibility under the program. Once the application is cleared, federal authorities release 75% of
the amount and regional authorities contribute 25%. The grant is deposited into the account of
the beneficiaries at the host woreda, and they use it to pay for their transport and to purchase
tools, seeds, and other items needed upon settling in. Woredas will contribute in kind.
Eligibility and selection of participants: Woredas of origin qualify to participate under the
program if they are included in the chronically food insecure woreda listing of the regions.
Within qualifying woredas, any food insecure household is eligible who can demonstrate ability
to make the required own contribution. Benefits are calculated on a per household basis, and the
composition of the household is specified at the time of application. Host woredas qualify if
they can make contiguous land available, are willing to commit to a process of consultation to
identify and address competing land claims, will undertake the necessary planning and
investment to meet minimal standards for service delivery, will undertake public consultation
with neighboring affected communities, and will do required environmental assessments.
Benefit packages: People moving under the program will receive an equivalent of two hectares
of land of standard quality per household. Allotments of lower than standard quality, less
desirable topography, or more distant from access roads will be larger to compensate for lower
real value. Participants will also receive a preparation grant to allow them to pay for visits of
their selected representative to the new area and an honorarium for the agricultural extension
agent or advisor from the new area who will come and assist them in drawing up their farm
plans. As part of the preparatory process, the land will be divided into plots of equivalent real
value, with the standard being two hectares of average quality, and each plot will be numbered.
Participants will select their plots by lottery or by another process deemed to be sufficiently fair.
Households will also receive funds to spend on implements, tools, and inputs. Participants will
receive food rations or the cash equivalent until the first harvest. Participants will be expected to
build their own homes, and will receive funds to cover cost of purchased materials. An additional
1,000 Birr will be provided per household to provide for purchase of an ox. The credit will be
managed under a community development fund.
Own contribution and obligations of beneficiaries: Participants are encouraged to save certain
amount of money out of first and subsequent harvests in order to finance next year's inputs.
Survey and recording of land right: Land under the program is granted under use right for the
first three years. After the third year of successful management, the use right converts to a
longer period (to be defined by government) renewable, inheritable, and tradable leasehold.
Boundaries to the plot are affirmed through traditional practices of community-based titling, and
the leasehold is recorded. A document affirming the leasehold is provided to the landholder. At
that point the beneficiary forfeits the right to resume tenure to the land in the village of origin.
Rights associated with the leasehold are specified in legislation to be passed and enforced at the
regional level.
Minimal standards for infrastructure and service delivery. Triggers for host woreda
participation will include certification that basic service delivery can be guaranteed to
programme participants. This should include;
10







Physical accessibility
Access to potable water and sanitation
Access to basic sanitation facilities
Access to schools ( primary in situ; secondary less than one day’s walk from the
sites or according to regional standards)
Access to rural credits
Access to a health post, and no more than 1 days journey (on foot) from a fullyequipped health center
Access to agricultural extension services; the new settlement site (kebele) ought to
have 3 Development Agents, with expertise in livestock, crop husbandry and
natural resource management respectively
Quality of service delivery can be deemed sufficient if the above services can be offered by the
host woreda to a standard at least as high as the source woreda. In addition, the certification
process for the participating woreda should confirm that participation in the programme is not
leading to diversion of resources from basic service delivery for incumbent host communities.
Advisory services and support after arrival: Programme participants will have access to a range
of support services upon arrival, and during the first few planting seasons. Prior to arrival of
participants,, the host woreda will be expected to provide a basic induction, including basic
information about the district, introducing key frontline public servants (development agents,
health post workers, teachers etc), and clarifying the terms and conditions of the benefit package.
It will also at this stage be useful to emphasise the right to return, and clarify how participants
might go about returning should they wish to do so.
Timely delivery of agricultural extension services at this stage will be crucial, as there may not
be much lead-in time before the first planting. In addition, participants will be unlikely to be
familiar with the topography of the region, as well as rainfall patterns. The advice provided by
the DA’s will be based on the existing farming plans of the participant, and will assist the farmer
to make an informed decision about his production plans. The DA will also be expected to
provide marketing advice to the participant, and advice on savings for input purchase in the
subsequent season. In this respect, the assistance of the host woreda officials will be necessary to
help participants form Savings and Credit Associations, both in creating cohesion and in
fulfilling administrative obligations to do so.
Environmental assessment and natural resources management guideline: One of the eligibility
criteria for the host woreda participation will be the commissioning of a simple but
comprehensive environmental assessment and natural resources management guideline. This is
especially vital in the case of virgin land sites, where there may be adverse impacts of land
clearing, or distress behavior of participants facing difficulties. The Federal Environmental
Protection Authority is expected to assist in the development of guidelines and training on
environmental impact assessment.
Ensuring the socio-economic heterogeneity of programme participants; The principle that the
programme is open to anybody living in source woredas who wishes to participate, and is willing
to fulfill the necessary obligations, ought to guarantee a degree of heterogeneity among
11
participants. The participation of chronically food insecure households will be necessary to help
fulfill the food security objectives of the programme. However, the overall success of the
programme, and the concomitant chances of food insecure programme participants achieving
sustainable livelihoods in their new localities, will be enhanced by the potential economic
success of the newly settled areas. Encouragement of private investors, who have the resources
to farm larger plots of land, hire additional labour, and generate some rural surplus, will
contribute to this localized economic performance. In addition, the partnership of host woredas
with large-scale private investors should result in incentives for the private sector to generate
additional wage labor opportunities, as well as in some cases, assist in service delivery.
Commercial investment priorities should be harmonized with resettlement plans in each
receiving woreda.
The process from start to finish as experienced by participants: Within each eligible woreda of
origin, public meetings will be held at the kebele level. Trained facilitators with mobile video
equipment will show a video explaining the program in all relevant detail. Participants will be
given one week to consider whether they might be interested in participating. The facilitator will
return the following week to meet with potential participants. Spell out the process in
considerable detail, indicating key decision points, how participants at the kebele level are
grouped to become a larger group at the woreda or sub-woreda level, how they become
informed about the choice of host areas and select one, how they do the farm plans--the
implementation manual should have templates for each of the relevant documents; e.g.,
affirmation of eligibility, composition of household, farm planning document, expected services,
anticipated risks and coping plans, savings plan and passbook if relevant, infrastructure plan for
host woreda, environmental assessment, etc.
VIII. Program Outputs and Activities
The resettlement program will have the following outputs and activities
Output 1. Resettlement Task Forces (RTF) are Strengthened and Established
Activity 1.1 RTFs are formed at woreda/kebele levels
Activity 1.2 RTF members trained
Activity 1.3 Action plans for RTF activities are prepared
Activity 1.4 Strengthen existing regional RTFs
Output 2. Potential settlers are selected
Activity 2.1 Organize Education/Information forums in food in-secured woredas/kebeles
Activity 2.2 Identification/registration of potential settlers by kebele
Activity 2.3 Final selection of settlers
Activity 2.4 Compilation of data on settlers
12
Output 3. Appropriate woredas/Sites for resettlement are Selected
Activity 3.1 Survey of potential areas
Activity 3.2 Discussion with host communities
Activity 3.3 Demarcation/ allotment of land for residence and farming
Output 4. Community infrastructure are established
Activity 4.1 Site selection for infrastructure
Activity 4.2 Construction of health post, vet post, water points and food warehouses
Activity 4.3 Site visit by representative of settlers
Output 5. Logistics arrangement are in place
Activity 5.1 Transportation arrangements are made
Activity 5.2 Food rations positioned in resettlement sites
Activity 5.3 Procurement of drugs, equipment, utensils
Activity 5.4 Waiting shelters in place
Output 6. Settlers are moved to respective resettlement sites
Activity 6.1 Vaccination given to settlers
Activity 6.2 Check materials taken with them
Activity 6.3 Groups formed for travel
Activity 6.4 Groups transported to respective sites by buses
Output 7. Settlement of HHs is facilitated
Activity 7.1 Plots for residence provided to HHs on lottery basis
Activity 7.2 Collection of construction materials
Activity 7.3 HHs construct own shelter
Activity 7.4 Civil servants are in place
Activity 7.5 Plots of agriculture provided to groups/HHs on lottery basis
Activity 7.6 Demarcate land for private investment
Activity 7.7 Distribution of HH packages
Activity 7.8 Provision of credit for oxen and seed
Activity 7.9 Discussion forum between host and settler communities with special
emphasis on HIV/IIDS, dependency syndrome, environment, gender and
epidemic prone diseases
Output 8. Agricultural land is prepared for production
Activity 8.1 Development Agents provide orientations on agricultural production and
natural resources management
Activity 8.2 Clearing of land
Activity 8. 3 Land preparations
13
Activity 8.4 Planting
Output 9. Capacity Building
Activity 9.1 Training at all levels
Activity 9.2 Strengthen the physical capacity at all levels
Output 10. Monitoring and Evaluation
Activity 10.1 Train different actors on the M&E system
Activity 10.2 Reporting
IX. Implementation Arrangements
As the resettlement programme is one component of the food security program of the Federal
Government, implementation of the programme rests at the regional governments the same way
as the other components. The overall coordination of the programme at the Federal level is the
responsibility of the Department of Food Security, Ministry of Rural Development. The
responsible agency at the regional level is the Bureau of Rural Development. Programme
management units (PMU) will be established at federal and regional levels to assist the
government agencies implement the programme. Each PMU will be staffed with qualified
manager and 5 competent technical people (TOR of PMU and job descriptions will be described
in the program implementation manual). A focal person will be assigned at the woreda level to
facilitate program implementation.
This Bureau of Rural Development in each region may assign a resettlement desk, unit or office
in charge of the resettlement programme. The Bureau of Rural Development will coordinate the
efforts of the different ministries/bureaux in the implementation of the programme according to
schedule. At Regional level, the food security departments will liaise closely with multistakeholder taskforces and agencies working on the programme. The regions may form task
forces to handle specific seasonal activities to support the implementation of the programme.
However, the key actors in the implementation of the programme are the line bureaux,
community members, NGOs and the private sector. The roles of the different agencies are
described below:
Bureau of Health
The major health problem in the resettlement areas is malaria, although other communicable
diseases will need attention. The health program should be designed in such a way that malaria
and other diseases associated with resettlement are taken care of.


Advises the Bureau of Rural Development on the required preparations to be
taken in the selected resettlement sites
Responsible for the establishment of health facilities (according to standard of
region) before the arrival of settlers
14







Assign/recruit adequate and qualified health personnel in each facility before the
arrival of settlers
Supply the health facilities with drugs enough for settlers, host community and
others who might be coming with resettlement
Provides vaccination for communicable diseases for those related to resettlement
Reports to the Bureau of Rural Development when preparations are completed
Organize the digging of latrines in the resettlement areas
Design environmental sanitation activities for the areas
Organize, train and equip community health workers
Bureau of Agriculture and Natural Resources
The main reason for people to move to new areas is to produce enough food for
consumption/sale. Therefore, the Bureau has the sole responsibility of enabling settlers to
achieve food security in a sustainable way. The bureau has to assign enough development agents
to assist the settlers in the production of crops in these new areas as well as the protection of
natural resources. Here are some of the responsibilities:










Study the impact of the resettlement on natural resources
Prepares guidelines on how settlers may utilize the natural resources for farm
implements, fuel wood and construction of their shelter and facilities
Advise settlers on development and utilization of own sources of wood for private
use and as income source
Advise settlers on the different options for food production
Carry out orientation sessions on natural resources management, food production
(land preparation, time of planting, weeding schedule, etc.) and animal husbandry
and other sub-sectors for the settlers upon arrival.
Provide hand tools available in stores for use by settlers
Assist in the demarcation and distribution of plots to individual households
Arranges exchange of experience forum between farmers from the host area and
new settlement
Advise settlers on other means of income generation from the areas (e.g. incense
collection, honey production, horticulture, spices)
Assign development agents and vet assistants
Bureau of Water and Mines




Constructs water points according to standard of region in the selected
resettlement areas
Reports to the Bureau of Rural Development on status of the construction of
water points before the start of settlement
Organizes water committees responsible for the management and maintenance of
water points
Train water committees on management and maintenance of water points
15

Undertakes maintenance of water points beyond the capability of water
committees
Bureau of Education


Responsible for the construction of schools according to the standard of the region
Assigns teachers for the schools
DPPCs



Deliver monthly ration to settlers based on number of beneficiaries provided by
the Bureau of Rural Development
Reports on the status of logistics of food delivery to the Bureau of Rural
Development
Provide materials (plastic Jeri cans, tools, etc) available in storage to settlers
Woreda & Kebele Administration (sending)






Organizes education forums on resettlement to food insecure people based on the
national implementation manual
Makes sure that volunteers are not deceived by false promises. Decision is made
on proper information.
Fills and sends data on volunteers to the Bureau of Rural Development
Makes sure that the right type of people (the sick, disabled, etc.) are selected (and
selection of volunteers is made free of corruption and nepotism)
Take inventory of materials/items to be taken by volunteers
Assigns a person to accompany the volunteers to the resettlement area and stay
with them for at least one month
Woreda & Kebele Administrations (Receiving)










Organize discussion forums with host communities on resettlement of more
people in their areas
Make sure that concerns of host communities are reflected in program
implementation
Checks whether resettlement areas are properly selected
Provide assistance requested from bureaux responsible for infrastructure
development before resettlement
Follows up the interventions of the different bureaux and reports on status to
concerned authorities
Places settlers in designated villages
Organizes the host community for reception of the settlers
Organize discussion forms between the host and settler communities
Makes sure that the security of the settlement areas is ensured in cooperation with
the settlers and relevant authorities
Checks that the preparations are finalized before settlers arrive
16




Follows up the conditions of the settlers periodically
Ensures the security of the resettlement areas
Monitors conditions in receiving sites for a period of not less than two years and
reports to region on any need for continuation of assistance
Integrate settlers and host communities into the same administrative units to
promote collaboration, communication and integration. This may include kebele
administrations, farmers’ cooperatives, women’s and youth associations, etc.
Cooperative Bureau



Assist settlers to organize in cooperatives
Assist of input delivery and marketing of products
Train cooperative members
Bureau of Finance and Economic Development


Responsible for handling of budget for the program
Arrange proper financial flow mechanisms
Settlers
Participants will be expected to take a proactive role in the programme, with equal emphasis on
their responsibilities and on their roles as beneficiaries. Responsibilities will include;

Full commitment of their labor in constructing their houses, land preparation,
planting, and harvesting of their crops

Labor contribution for communal activities (community infrastructure,
environmental sanitation, conservation and development of natural resources, c.)

Participants will be obliged to send their children to school after they have moved

Participants are encouraged to engage themselves in regular savings during the first
three years of the programme, to facilitate purchase of inputs in subsequent planting
seasons

Participants will also be expected to participate in monitoring and evaluation after
arrival
NGOs & the Private Sector
These two key stakeholder groups have already been identified as important actors in the
process. Where they bring their own resources, and have a presence on the ground, NGO’s (local
and international) will play a vital role in mobilizing food insecure populations to prepare
proposals and action plans to participate in the programme. They will also have a vital role in
host communities, in organizing communities for public works, and for agricultural development
activities. It is expected that relevant NGO’s will be given a seat at the table in the Regional
taskforces, and where appropriate, in woreda taskforces.
The private sector is expected to play a major role in developing the host locations, in providing
investment and wage labour opportunities, and so on. In some cases, public-private partnerships
17
between participating woredas and investors, can be considered. This may be especially relevant
in regional market development, and infrastructure investments. Incentives will be built into the
programme to encourage the private sector to contribute their own resources to such area-based
development.
Neighboring communities in host areas
Host communities will play a key role in the programme, both in terms of general support to
programme participants and in ensuring social cohesion of new migrants into the districts. While
they cannot be expected to donate much of their time, it will be necessary to build incentives into
the programme to stimulate some contribution of labour from them. In the pilot of the
programme already undertaken, there has been much goodwill on the part of host communities to
freely provide their labour, household utensils, tools etc. If potential future payoffs to providing
such support in the future can be clearly identified by host communities, this goodwill can be
expected to continue. Such potential payoffs may include;
A recognition that the programme will bring (or has already brought)
better service delivery in the woreda generally, including better
infrastructure, greater capacity of local officials, etc
A recognition that the presence of new communities will lead to a more
vibrant local economy, and therefore more income generating
opportunities (on-farm and off-farm)
Evidence that the programme has stimulated large and medium-scale private investment in the
district, with accompanying benefits
X. Monitoring and Evaluation
The M&E system will be organized to achieve the following purposes:

Assess the voluntary decision of the settlers

Ensure that the settlers are food insecure households

Assess that benefit packages has reached to the beneficiaries in an efficient and
timely manner

Ensure that shelters are completed and constructed

Ensure that the promised infrastructures are established in the resettlement sites

Asses the supply bottlenecks and the functioning of input markets

Ensure that cash received is used for the intended items

Ensure attainment of food security at household level

Asses the status of the livelihood of the settlers

Ensure that communicable diseases are handled
The Federal PMU and the regional offices will develop the M&E system for the programme.
The M&E plan will include details on: inputs, outputs, and outcomes, risks and assumptions;
indicators and how this data will be collected.
18
Implementation of the M & E system will be the responsibility of the different stakeholders.
Monitoring activities will be carried out with the active participation of the community,
Kebele RTF, PMU and rural development staffs. Players at all levels will be trained in
monitoring skills and tools.
The following system of monitoring will be established:
a.
b.
c.
d.
e.
f.
g.
The Woreda PMU/resettlement desk/rural development/RTF will regularly
visit beneficiaries at the Kebele level to review implementation against the
schedule and the plan contained in the PIM
Regional PMU/Rural development bureau/Resettlement desk/RTF/will
hold monthly meetings with the Woreda RTF to discuss outputs and
problems
Woreda PMU/Rural development will submit monthly progress report to
regional PMU/Rural development Bureau
Regional PMU/Rural development will submit quarterly progress reports
to the president of the region and to the Federal Ministry of Rural
Development /FPMU/
The monthly and quarterly reports will include:

Description of planned activities and accomplishments

Lists of beneficiaries and benefit packages

Description of problems encountered and how they were resolved

Procedures followed in implementation of planned activities and
the means and methods of verification used
Woreda PMU/Rural Development will notify the regional PMU/Rural
Development when facing problem, which might significantly block the
implementation process.
Regional PMU/Rural Development bureau will convene a stakeholders
meeting (Kebele and Woreda PMU/Rural Development staffs, RTF plus
relevant sectorial bureau and NGOs) every four months to discuss on
semi-annual reports before they are submitted to the president of the
Regional Government and Federal PMU/Ministry of Rural Development.
Evaluation will be carried out at each implementation phase (end of each year). It will serve as a
basis for program management, learning and control. Alternative Choices or strategies for
implementation and program impact will be assessed.
a.
b.
Draft TOR for evaluation will be prepared and discussed with the Woreda &
Kebele staffs before respective bodies carry out the evaluation.
Program achievements will be evaluated against set objectives. The regional
Rural Development bureau/PMU will undertake special surveys using
beneficiaries’ assessment approaches to ensure that the views and actions of the
beneficiaries are clearly captured and reflected in the evaluation report.
While evaluation by the regions will be carried out at the end of each year in the program period,
evaluation by an independent team (donors, civil society, academics, NGOs, etc.) will be carried
19
out at least once a year based on the time schedule agreed between the region & Ministry of
Rural Development.
XI. Flow of Funds
Bank accounts for the programme will be opened at the Federal level within the Ministry of
Rural Development and the regional Bureau of Rural Development. Finance for the
implementation of the program will be transferred from the federal account to the regional
account. Woredas submit financial request to the regional government, which has to be approved
by the Bureau of Rural Development. Money will be transferred to the woreda to the account
opened in the woreda. In areas where commercial banks are not available, money will be
transferred to the woreda Office of Finance.
The Office of Rural Development at the Woreda level will manage the funds. The woreda will
keep financial records of all transactions and produce quarterly financial reports. All financial
record keeping will use the government system.
The funds at the woreda level will be used for the following:





Credit for purchase of oxen and seed
Procurement of household, non-grain food items, utensils and farm implements
Short term training for skills needed in agriculture, natural resources and income
generation
Construction of infrastructure (health, water point, etc.)
Procurement of drugs and materials for health facilities
XII. Estimate of Costs
The budget for the programme is presented below.
Table 1. Costs of Community Contribution ( Birr in Million)
Region
Number of
Settler HHs
Tigray
40,000
Amhara 200,000
Oromia 100,000
SNNP
100,000
Total
440,000
Assumptions:
o
o
o
o
Cost of Shelter
12
60
30
30
Cost of land
clearing
12
60
30
30
Cost
of
community
contribution to infrastructure
40
20
10
10
Total
cost
28
140
70
70
308
Construction of shelter takes 30 days
Clearing agricultural land takes 30 days
Participation of settlers in contributing community infrastructure will take 10 days
Average wage of daily laborers is assumed to be 10 Birr
20
o
Construction materials (grass & building poles) are freely available in the
settlement sites
21
Table 2. Cost of household benefit packages (birr in millions)
Region
Tigray
Amhara
Oromiya
SNNPR
Total
General information on settlers
Monthly
0Food ration (mt)
Annual food
ration (metric
ton)
House h
old head
Total
Total
Househo
ld head
Family
Family
Settlers total
Consumption
40,000
200,000
100,000
100,000
440,000
160,000
800,000
400,000
400,000
1,760,000
200,000
1,000,000
500,000
500,000
2,200,000
60
300
150
150
660
240
1,200
600
600
2,640
3,000,000
15,000,000
7,500,000
7,500,000
33,000,000
24,000
120,000
60,000
60,000
264,000
Total cost
of settlers
Ration
Nutritive
food
Cost for farm
implements &
hand tools
Cost
of
house hold
utensil
(Birr)
Cost
Seeds
(Birr)
36
180
90
90
396
24
120
60
60
264
2.8
14
7
7
30.8
1,800,000
9,000,000
4,500,000
4,500,000
19,800,000
2,200,000
8,000,000
4,000,000
4,000,000
18,200,000
of
Total cost
(Birr)
66,800,000
331,000,000
165,500,000
165,500,000
728,800,000
Assumptions:. Total cost of grain per quintal is Birr 150; . The food ration is assumed for at least 8-10 months; . Cost of plough sets and hand tools
is assumed to be Birr 70; . Cost of household utensils is assumed to be Birr 45; . Cost of improved seeds is taken as Birr 40; . Cost of nutritive
food & spices is taken to be Birr 15 for an individual
22
Table 3 : Cost of Community Packages (Birr in millions)
Community infrastructure
Cost of Cost of Cost of
Region
water
health
Vet.
supply
services
services
services
Tigray
8
2
0.48
Amhara
40
10
1.08
SNNPR
15
5
2
Oromiyaa 15
5
2
Total
78
22
5.56
No
1
2
3
4
5
Cost
of Warehouse
educational & others
services
(Grinding
Mill)
3.8
19
9.5
9.5
41.8
167
Assumption:
. Stream development costs 10,000 Birr
. Hand pump 60,000 Birr
. Motorized pump 250,000 Birr
. 1 Health post costs 50,000 Birr
. 1 Grinding mill costs 30,000 Birr
. 1 Warehouse costs 50,000 Birr
. 1 Vet clinic costs 40,000 Birr
. Cost for grinding is assumed to be 0.50 per Kg
Table 4. Transportation Cost (Birr in millions)
No
1
2
3
4
5
Region
Tigray
Amhara
SNNPR
Oromiyaa
Total
No of Settlers
200,000
1,000,000
500,000
500,000
2,200,000
Cost per settler
90
100
100
110
23
Total Cost
18
100
50
55
223
Total cost of
infrastructure
development
14.28
70.08
31.5
31.5
314.36
Table 5. Cost of Oxen (Birr in millions)
No
Region
1
2
3
4
5
Tigray
Amhara
SNNPR
Oromiyaa
Total
Type and amount of Total amount
No
of credit per H.H
of credit
Settlers
Ox
Other
inputs
40,000
1,000 Birr
40
200,000 1,000 Birr
200
100,000 1,000 Birr
100
100,000 1,000 Birr
100
440
Duration
Total
of
back amount of
repayment credit
5 years
5 years
5 years
5 years
40
200
100
100
440
Table 6. Costs for drugs, equipment, information exchange, and capacity
building
No.
Activity
Unit
Unit Cost
1
Training
of
RTF
members
Facilitate
information
about resettlement
Survey of resettlement
sites
Site
visits
by
representatives
Drugs,
supplies
&
furniture for health posts
400
320
Total Cost Remarks
(‘000ETB)
128
360
1,600
576
2
3
4
5
6
7
8
9
7
8
9
Lump
sum
1,800
2,400
550
Lump
sum
Environmental sanitation
Lump
sum
Training of Health agents Lump
sum
Disease surveillance
Lump
sum
Drugs, supplies and 139
equipment for vet posts
Training of DAs and 900
Health agents
Vehicles for PMUs and 45
receiving woredas
Training on M&E
100
TOTAL
990
Including meals
79,961.6
Malaria
nets
are
included in cost, but
may be provided by
WHO free of charge
17,327
4,990
2,992
24
5,000
695
350
315
250,000
11,250
240
24
121,648.6
Training at woreda
Table 7. Total Intervention Cost
No.
Cost category
Cost
ETB)
1
2
3
4
5
6
7
Household packages
Community packages
Transportation Cost
Oxen
Capacity and drugs
Administrative
Contingency
TOTAL
728.8
314.36
223
440
121.649
5
34.72
1,867.529
1 US $ = 8.6 ETB
25
(million Cost (US $)
84.74
36.55
25.93
51.16
14.145
0.58
4.03
217.154
XIII. Risks and Proposed Remedies
Risk of pressure from above for speedy implementation
The programme design will build in triggers for participation (of potential migrants, of host
woredas, and of regions) which will ensure that certain preconditions will have been met before
people can actually relocate. These preconditions will address commitment (and therefore
willingness) of participants, ensuring that the pace of relocation is entirely natural. They will also
address the preparedness of host woredas to provide benefit packages, basic infrastructure and
basic public services to potential participants. No woreda will be permitted to receive programme
participants unless they can demonstrate that preparatory investments and activities have been
done. Finally, no region will be able to benefit from programme funds unless they can
demonstrate that the site and participant identification processes have been completely
transparent and according to certain guidelines. This series of checks and balances will help to
ensure that the programme cannot be artificially accelerated.
Risk of exposure to malaria and other diseases
Many currently identified potential sites for relocation are highly prone to malaria. The
programme will make resources available to host woredas, for health posts and ex-ante malaria
prevention (such as treated bed nets etc.) In fact, such measures will constitute one of the triggers
for host woreda participation in the programme. Affirmative action to boost health service
expenditure in host woredas could draw upon a cost-sharing arrangement between the
programme and the health sector development programme.
Environmental damage
The potential for the programme to lead to environmental damage is substantial if not addressed
in design. In particular there may be negative outcomes from the clearing of virgin territories for
settlement, and already distress activity by settlers in the 2003 pilot has led to worrisome
environmental damage. On the other hand, the programme does present some real opportunities
for Ethiopia to introduce some best-practice farming and conservation practices among
programme participants in their new habitats. Environmental assessments will be undertaken and
remedies built into plans for relocation areas. Communities will be encouraged to adopt
sustainable practices. The potential for forestation and carbon sequestration in exchange for
carbon credits will be explored.
Potential conflict over resources, competing claims for land
Land made available to the programme will be subject to public consultation and a period for
airing of competing claims. Mechanisms will be included to address and compensate competing
claims using governmental and local initiatives.
26
Insufficient capacity for implementation
This is a very serious risk. Host woredas, by definition have poor capacity, as their capacity is
partly determined by population density, which is a priori weak. While all efforts will be made
to keep demands on local capacity to a minimum, capacity building will of necessity form a
crucial element of the programme. This programme can address training. However, broader
issues of capacity in terms of increased staff numbers to manage an anticipated increase in the
block grant will have to be picked up in the Capacity Building for Decentralized Service
Delivery programme.
Dependency syndrome
This is a major problem in areas, which have been receiving food and other support from
external sources. Unless this attitude is reversed, no sustainable development is possible in this
country. Efforts will be made to bring attitudinal change in the programme design and during
implementation.
Budget Constraint
The budget for the programme is considerable taking into account the resources required for the
other food security efforts. Unless sufficient resources are made available from donors and
government, the program may not be implemented as planned. Delays in transfer of committed
resources to the implementation level will also delay program implementation.
Annex Health Interventions for Resettlement scheme
In establishing new settlements, a number of health problems are likely to arise depending on
the agro-climatic conditions, disease epidemiology, and status of health services delivery
system in the newly settled areas. Therefore, there is a need to establish in strategic locations
adequate health infrastructures that would address both preventive and curative aspects of
public health issues. These structure are expected to address and manage major public health
problems identified, integrated patient care including diagnosis, treatment and follow up of
common illness including complicated cases of malaria, diarrhea diseases, Acute Upper
Respiratory Tract Infections (ARI), safe motherhood in pregnancy, handle emergencies,
environmental health issues, surveillance etc in resettlement areas by primarily targeting
health issues of top priority.
In resettlement areas, malaria and other vector borne diseases (leishmaneasis,
onchocercisisetc), intestinal parasites, diarrhea, venomous animals like that of black widow
spiders, scorpions, snakes, etc. are public health challenge due to many factors. However,
much can be done immediately on health infrastructure expansion, in supply of medical
equipment, perishable medical supplies, in provision of essential drugs, vaccines, in
addressing environmental health problems and provision of adequate and safe drinking water
before moving the people to resettlement areas.
27
Therefore, as part of the three to five years food security program in an emergency mode, the
following health, interventions have been identified for implementation. The main
assumption taken in to consideration to set the physical activities and to calculate or estimate
the cost is the target population to be 2.2 million people. The estimated cost for the
interventions is about 140 million Birr or 16.3 million US Dollars.
It should be noted that this plan for health is only indicative and should be developed further
within the framework of overall strategy, which would include plans and mechanisms
tailored for each regions. Details of locations, population number timelines community
involvement modalities, collaboration with NGOs and other partners, monitoring
mechanisms etc are essential to establish realistic and adapted plan which can be translated in
to action.
2 Goals and Objectives
2.1 Goal
The goal of the program is to attain healthy, productive and food secure population by
reducing morbidity and morality due to communicable diseases and epidemic prone
diseases, reduce chronic and acute malnutrition, prevent and reverse the spread of
malaria HIV/AIDS and other major communicable diseases in resettlement areas.
2.2. Objectives



Improve the health status of the people in general and the under five children,
pregnant, lactating mothers and disabled persons in particular
Establish efficient health service delivery system in resettlement areas
Reduce morbidity and mortality among the re-settlers and host communities
within 3 to 5 years through promotion of health services, prevention control of
drought related health problems and management of diseases and
rehabilitation.
Specific objectives
 To prevent/reduce illness attributed to malaria and other vector born diseases
among populations in resettlement areas
 Develop health infrastructure.
 Diagnose and treatment of cases of common illnesses.
 To prevent /control environmental health induced diseases
 To promote the proper use of safe and adequate water supply and on-site
sanitation services
 To prevent and treat acute malnutrition
 To conduct promotion of good child feeding practices
 To establish a nutrition surveillance and referral system
 Improve reproductive health services
28
 Prevent drought related epidemic prone diseases in resettlement areas.
 To reduce the transmission of HIV/ AIDS
3. Programme areas and Target Population
The programme will be under taken fully in the following resettlement areas.
Region
No
of Remark
population to Households
be resettled
Tigray (Humera)
200,000
40,000HH
Amhara (North Gondar, Tegede, Metema, 1,000,000
200,000HH
Quara, Tacharmachiho)
Oromia (West Wolega, East Wolega, 500,000
100,000HH
Ilubabor, Jimma)
SNNPR (Sheka, Kefa, Benchmaji, Dawro, 500,000
100,000HH
Konta, South Omo)
Total
2,200,000
440,000HH
Sources: DPPC, 2002 – 2003 regional states number of affected population (1994-2003)
4. Major Health Interventions
4.1. Health infrastructure development for resettlement only
- Construction of health posts: One health post serves 5,000 people and is
equipped with medical supplies and drugs
- Construction of health center: One health center serves 25,000 people and
fully equipped with furniture, drug, medical equipment and medical
supplies.
4.2.Trained health personnel mobilization and assignment
(Number of health officers, number of nurses, number of Environmental health worker,
number of junior health professionals etc)

4.2.
The number of health professionals, salary, and operational cost will be
allocated and covered by RHBs in accordance with Federal and local
Government standards.
Provision of Basic Health Services
4.3.1.Prevention, control and treatment of common Diseases with particular emphasis
on:
- Prevention and control of malaria and other vector borne diseases
29
- Procurement of emergency health kits D and distribution to resettlement
sites
- Procurement and distribution of insecticide treated mosquito nets at least 3
treated bed per household
- In-door-residuals spraying for house wall surface of the unit structure
suitable for chemical spraying
- Mapping villages and environmental management
- Establish mechanisms to promote community based interventions for
malaria
- Prevention and control of measles and meningitis through mass
vaccinations
4.3.2 Provision of emergency health kits A, B and C.
-
4.3.3
-
-
These include essential drugs, medical equipment and perishable
supplies (including diagnostic supplies) for health facilities in the
resettlement areas
Procurement of vitamin A supplements, measles and meningitis
vaccines for campaigns
Procurement of cold chain equipment for new health infrastructures
Strengthening of routine EPI: increasing coverage through improved
managemen, better trained staff, innovative strategies to reach
children, out reach, IEC etc.
Conducting meningitis vaccination campaigns as required in an
epidemic year
Conducting measles /vitamin A campaigns when necessary.
4.3.4. Environment sanitation and hygiene
- Initiate the community in the construction of household latrines (provision
of slabs)
- Construction of clothes washing basins
- Conduct sanitary surveys
- Construction of hand and face washing basins and shower
- Production, distribution and dissemination of IEC materials such as
leaflets, posters and flip charts
- Excavation of refuse pit/sanitary landfill
- Conduct extensive and systematic area based health education to create
awareness on hygiene practices
- Establish and strengthen water and sanitation committee
4.3.5. Maintaining Water Quality
- Purchase and distribution of calcium hypo-chlorite crystalline powder
65%, 45kg chlorine powder
- Periodic inspection of water supply systems
30
4.3.6. Reproductive Health
- Family planning promotion component will focus in packages of
interventions that aim to improve provision of condom and
contraceptives.
- Training on community based safe mother hood, reproductive health for
health workers, TBA and community on gender and reproductive health
4.3.7. Nutrition
- Under take communication and social mobilization activities for
- Support to vitamin A supplementation with NIDs and measles vaccination
campaigns, as well as its integration in the routine delivery systems

Strengthen the under five nutrition/growth promotion /growth
reduction of child and maternal malnutrition and for promotion of
good child feeding practices etc. monitoring/screening programme
through MCH services, linked with IMCI and including referral
system to therapeutic and supplementary feeding services.Conduct
nutrition surveillance (surveys, W/H screening for acute
malnutrition, etc).

Conduct training of health workers in the updated protocols for the
treatment of moderate and severe malnutrition.

Targeted supplementary feeding of moderately malnourished
children and pregnant and lactating women

Therapeutic feeding where necessary for severely malnourished
children at health facilities (nutrition rehabilitation units or TFCs
as appropriate.

Provide supplementary and therapeutic food items (F-75, F-100)
4.3.8. Integrated diseases surveillance and response (IDSR)
- Investigation of epidemics (verify reported outbreak, confirm
search for additional cases)
- Control of epidemics
- Strengthening of disease surveillance
- Procurement and pre-positioning emergency stock
- Re – activation of epidemic co-ordination committee
- Training of health worker
- Distribution of relevant guidelines
4.3.9. Training of community health worker
- Training of community health agent for 3 months
- Training of primary health workers for 3 months
- Training of traditional birth attendant for 3 months
31
diagnosis,
4.3.10. Conduct Health promotion Activities /Awareness creation, monitoring
and supervision
Conduct extensive and systematic participatory mass/group hygiene
education /health education based on area based health problems to create
community awareness
Conducted on functioning local structures such as health committees,
water and sanitation committees etc.
Conduct awareness rising workshop for health personnel and community
leaders on local health problems
Establish organized and manageable well functioning health system with
its periodic monitoring based on measurable management indicators and
criteria.
Promote the awareness of community about modes of HIV transmission
and method of prevention and care support services to be provide to
infected and affected population
Establish and or strengthen HIV surveillance and mechanisms for quick
response for the prevention and control of HIV /AIDs
Develop strategies for community –based HIV/AIDs education care and
support
Provide more focused IEC materials in relevant local language
Provision of condoms
5. Strategies
5.1. Implement the expansion of health facilities
5.2. Train and deploy task oriented and disciplined health workers in adequate numbers
5.3. Develop a diseases prevention oriented and standardized health services system
5.4. Develop and implement a health extension package that will enable to effectively
prevent and control communicable diseases with community participation.
5.5. Ensure community participation in planning and implementation of health
programmes
5.6. Promote and coordinate intersects oral collaboration among organizations engaged in
health activities such as government, NGOs, international donor and the private
sector and various associations.
5.7. Establish a sustained financing mechanism that will ensure the availability of materials
and technical resources.
32
5.8. Promotion of the participation, involvement and management of the community
particularly women for sustained functioning of water supply and sanitation facilities.
5.9. Selection and application of low cost, acceptable, and sustainable on –site sanitation
facilities.
5.10. Optimum utilization of various categories of health workers in general and the
sanitarians in particular to assist beneficiary communities in planning,
implementation, operation and maintenance, monitoring and evaluation of the
activities.
5.11. Retaining health care workers in rural Ethiopia by
 Providing hardship allowance as necessary
 Training more nurses to reduce the patient ratios
 Training locals for long term solution
 Recruiting and training locals for nursing, health officers and front line workers (faster
to train and more productive in preventive measures)
 Develop incentive mechanisms for health workers
Especial emphasis is given to malaria and other vector borne diseases because of its importance
in resettlement areas
5.12. Malaria and other vector borne diseases prevention and control strategies
 Chemo-prophylaxis
 Early diagnosis, prompt and effective treatment for malaria
 Establishment for community directed treatment of onchocerciasis with ivermectin
 Strengthening diagnosis and treatment for visceral leishmaniasis
 Selective and integrated vector management
 Settlement site selection
 Distribution insecticide treated mosquito nets
 Environmental management
 In- door residual spraying
 Mapping of villages
 Raising awareness through IEC
6. Monitoring Indicators
6.1 Health Facilities





Number of health facilities constructed by standards and types
Number of health staffs deployed by qualifications
Number of community health workers and front line workers trained
Number of OPD visits per year
Availability of drug, equipment, supplies and logistics
33
6.2 Medical care
 Number and types of protocols for rapid and appropriate clinical
management of patient
 Number of emergency cares delivered
 Number and timeliness of epidemic s prone reports received
 Improved risk identification and management
 Number of outbreak cases control of out break
 Availability of vaccine and other relevant materials for measles and
M.M Immunization
 Pattern of morbidity and mortality cases of common illness
 Routine EPI coverage rates (DPT3 and measles)
 Measles vaccination and vitamin A supplementation coverage rates during
campaigns
6.3 Malaria and other vector borne diseases prevention and control
o
Early diagnosis and treatment of malaria with in 24 hours of onset
of fever
o
Quality of management of uncomplicated and severe and
complicated malaria
o
Capacity of the health post and health center in diagnostic and
treatment of other illness
o
Insecticide treated mosquito tents coverage and regular use among
populations
o
Establishment of community directed treatment for onchocerciasis
with ivermectin (CDTI)
6.4 Environmental Sanitation
o Household and community latrines coverage
o Cleaner and more hygienic villages and houses
o Coverage of cloth washing basins, shower and excavated
refuse pit
o Production and distribution of IEC materials
o Morbidity and mortality rate of environmental health
induced diseases
o Coverage of hygiene education/ health education
o Number of water and sanitation committees established and
properly working
o Safe water supply/improved water quality
6.5 Nutrition
o
o
o
o
o
o
Rate of global and severe acute malnutrition
Rate of chronic malnutrition/stunting
Exclusive breast feeding rates
Vitamin A deficiency prevalence
Vitamin A supplementation prevalence
Malnutrition rate in emergency affected vulnerable population
34
o
o
o
Incidence of anemia
Coverage of supplementary and therapeutic feeding interventions
Mortality rates in therapeutic feeding centers
6.6 Reproductive health
o
Awareness of family planning methods
o
Increased participation of men
o
Decrease in numbers of unwanted pregnancies
o
Improved coverage and continuation rates
o
Increased birth spacing
o
ANC attendance rates
6.7 Integrated diseases surveillance and sanitary survey
o
Weekly monthly epidemiological reports on communicable
/notifiable diseases
o
Investigation reported in case of epidemic outbreaks
o
Success rate of contact-tracing
o
Analysis of trends in prevalence of targeted diseases
o
Increases cooperation of community organizations for the
treatment of target diseases
o
Feed back information
6.8 Training for PHW, CHA and TBA
o
3 months trained primary health workers, community health agent
and traditional birth attendant will be in the community
o
Preventive health services will be promoted
o
Communicable diseases morbidity and mortality reduced
o
Community awareness increased
6.9 Awareness creation, workshop, monitoring and super vision
o
Group and mass health education coverage increased
o
Open field defecation and crude tipping practices reduced
o
Prevention and curative health service coverage increased
o
Quality and quantity of work output increased
7. Implementation Arrangement
With regard to institutional responsibility and implementation arrangement, Federal Ministry of
Health, Regional Health Bureaus and woreda Health office and health institutions under them are
the leading responsible bodies. Local, international, UN agencies and donor are vital
35
Major responsibilities of the Ministry and regional bureaus are as follows:
1.
Federal Ministry of Health
The responsibility of the Ministry of Health will be giving Technical support
including:

Ensure that malaria and other vector borne diseases prevention and control
activities are being implemented according to the national guidelines.
To ensure this, supportive supervision visits will be made on regular basis.
Avails various guidelines developed for prevention and control of malaria and
other vector borne disease
Ensure environmental health activities are being implemented according to the
guideline provided.
Involves in training of health workers in resettlement areas.
Assist or support training manuals when need arises.





2. Regional Health Bureaus (RHB)
Regional Heath Bureaus and their respective woreda offices is the central implementing
bodies.
Each RHB will be responsible for the following major tasks:

Prepare the necessary working premises like buildings and offices with the
available facilities

Assign and manage the human resources needed

Cover the operational costs

Make routine diagnosis and treatment of cases

Conduct continuous health, nutrition, and environmental sanitation surveillances
and execute proposed interventions

Allocate the required budget for the salary of the manpower and purchase of
drugs, chemicals, medical equipment and supplies.

Play a central role on capacity building activities and baseline survey on major
public health problems in all the intervention in resettlement areas).
36