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GLOBAL POVERTY ACTION FUND (GPAF) – COMMUNITY PARTNERSHIP WINDOW PROPOSAL FORM

SECTION 1: INFORMATION ABOUT THE APPLICANT

1.1 Organisation name Bees for Development Trust (working title of The Troy Trust)

1.2 Main contact person Name: Dr Nicola Bradbear Position: Director of Bees for Development Email: [email protected] Alternative email: [email protected] Tel: + 44 (0) 1600 714848

1.3 2nd contact person

Name: Janet Lowore Position: Programme Manager Email: [email protected] Alternative email: [email protected] Tel: + 44 (0) 1600 714848

1.4 Please use this space to inform of any changes to the applicant organisation details provided in your Concept Note

No changes

SECTION 2: BASIC INFORMATION ABOUT THE PROJECT

2.1 Concept Note Reference No. INN-07-CN-1484

2.2 Project title Increasing household income and enhancing the livelihood resilience of vulnerable households through beekeeping for 6,650 people in Amhara, Ethiopia

2.3 Country(ies) where project is to be implemented

Ethiopia

2.4 Locality(ies)/region(s) within country(ies)

Bahir Dar Zuria and Dera woredas [woreda = district] Amhara Region

2.5 Duration of grant request (in months)

36 months

2.6 Project start date (month and year)

January 2015

2.7 Total project budget (In GBP sterling)

£263,257

2.8 Total funding requested from DFID (in GBP sterling and as a % of total project budget)

£249,499 95 %

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If you are not requesting the full amount from DFID, please list the amounts and sources of any other funding (In GBP sterling and as a % of total project funds)

Source: The Waterloo Foundation £13,808 5 %

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2.10 Year 1 funding requested from DFID (In GBP sterling)

£90,783 (1st project year)

2.11 Please specify the % of project funds to be spent in each project country

Ethiopia 80% UK 20%

2.12 Have you approached any other part of DFID to fund this project?

NO

2.13 ACRONYMS (Please list all acronyms used in your application in alphabetical order and write out each one in full. You may add more rows if necessary.)

AGP-AMDe Agricultural Growth Programme – Agribusiness and Market Development

ASPIRE A Dutch supported development programme with a focus on honey trade

BDZ Bahir Dar Zuria (one of the two districts or woredas of the project)

BfD UK Bees for Development Trust (UK)

BfDE Bees for Development Ethiopia (independent local resident charity)

BN Budget Note (in the proposal budget)

BoA Amhara National Regional State – Bureau of Agriculture.

CBBM Community Based Beekeeper Mentor

CNF Concept Note Feedback [as received from Tripleline in detailed letter]

DA Development Agent (or government extension worker)

ETB Ethiopian Birr

FTC Farmer Training Centre (one in each kebele)

GTP Growth and Transformation Plan (Government of Ethiopia)

Hh Households

kebele Smaller administrative unit within woreda: there are 31 Kebeles in BDZ woreda

MoFED Ministry of Finance and Economic Development (Government of Ethiopia)

ORDA Organisation for the Rehabilitation and Development of Amhara

SNV Netherlands Development Programme

SLMP The Sustainable Land Management Program

SOS Sahel Project

SOS Sahel Ethiopia - Amhara Region - Apiculture Development and Market Promotion Project (1998-2008)

TZ Co-op Tana Zuria Abeba Bee Products Development and Marketing Co-operative

woreda District within a region

SECTION 3: FIT WITH GPAF COMMUNITY PARTNERSHIP WINDOW

3.1 CORE SUBJECT AREA - Please identify between one and three core project focus areas (insert '1' for primary focus area; '2' for secondary focus area; and '3' for tertiary focus area) NB: For this Round (3) the thematic focus is on Jobs and Livelihoods. DFID is seeking projects that are focused on bringing tangible change to poor people’s lives through raising household incomes and improving livelihoods.

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Agricultural production Governance

Appropriate Technology Health (general)

Business advice and support HIV/AIDS / Malaria / TB

Business (incl. technical) skills Housing

Child Labour Income Generation 2

Child Rights / Child Protection Justice

Climate Change Land

Conflict / Peace building Livestock

Cooperatives Market analysis / information

Core Labour Standards Market access / promotion 3

Disability Media

Drugs Mental Health

Economic assets Microfinance (Credit, Savings and Loans)

Education & Literacy Reproductive Health / FGM

Enterprise development Rural Livelihoods 1

Environment Slavery / Trafficking

Fisheries / Forestry Trade

Food Security Water & Sanitation

Gender Violence against women / girls / children

Other: (please specify)

3.2 Which of the Millennium Development Goals will your project aim to address? Please identify between one and three MDGs in order of priority (insert '1' for primary MDG focus area; '2' for secondary MDG focus area and; '3' for tertiary MDG focus area) NB: For this Round (3) the primary MDG must be MDG 1.

1. Eradicate extreme poverty and hunger 1

2. Achieve universal primary education

3. Promote gender equality and empower women 3

4. Reduce child mortality

5. Improve Maternal Health

6. Combat HIV/AIDS, malaria and other diseases

7. Ensure environmental sustainability 2

8. Develop a global partnership for development

3.3 Explain why you are focusing on these specific MDGs. Are the above MDGs “off track” in the implementing countries? If possible please identify sub-targets not just the within national context but also related to the specific geographical location for the proposed project. Please state the source of the information you are using to determine whether or not they are “off track”. How will this project support the national government’s commitment to achieving identified MDGs? Your response should also inform section 5.3.

Ethiopia is “on track” to achieve MGD 1 nationally (MoFED 2013). However, the most poor remain hard to reach and are vulnerable to shocks, such as climate change (DFID 2013). Furthermore, gains

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are partly the result of the safety net programme - whereas to secure sustainable progress there is a need to improve productivity and income of smallholder farmers by encouraging technology adoption and to build resilient systems, not solely dependent on rainfed agriculture. We focus on MDG1 in the two target districts of Bahir Dar Zuria and Dera because 23% of the population suffer from chronic poverty (BoA 2014) and lack assets to protect them from shocks. They own little land (<0.5ha) and due to lack of oxen, cannot plough and therefore rent out or crop-share the land, and hire out their own and their children’s labour. This keeps children out of school. This project will target the poorest in BDZ and Dera, support them to keep bees (undemanding in terms of land, labour and inputs), join the honey economy and start selling high quality honey and beeswax. This will lead to increased household income, contributing to MDG1. The poorest buy much of their food and income is essential for basic nutrition and health, and can reduce the need for children to earn. The project will contribute to MDG7 through (1) the pollination services offered by bees and (2) because bees are kept in protected watershed areas - they increase support for conservation, with implications for mitigating impact of climate change. Concerning MDG3, the project will target women-headed households, enabling them to keep bees, to increase their household income, and to build assets. The project will ensure skills reach wives in male-headed households. When women have beekeeping knowledge they are able to predict the likely income that can be earned from bees, and this gives them a greater chance to contribute to household decisions concerning use of this income.

3.4 Please list any of DFID’s standard or suggested outcome and output indicators that this project will contribute to. Please refer to the Standard Indicators document on the GPAF website. Note that if stated here, these indicators also need to be explicit in your logframe.

Tonnage of crops produced directly as a result of agricultural input programmes [outcome]

Increased household cash generated from livestock/crop sales [outcome]

Percentage of farmers having knowledge of a specific technology being disseminated by extension system [output]

Number of farmers who adopt improved agricultural practices [output] These are shown in the logframe with slight modifications to the wording

SECTION 4: PROJECT DETAILS

4.1 PROJECT SUMMARY: maximum 5 lines – Please provide a brief project summary including the overall change(s) that the initiative is intending to achieve and who will benefit. Please be clear and concise and avoid the use of jargon. (This may be used for dissemination of information about the fund and should relate to the outcome statement in the logframe).

This project will strengthen the livelihoods of 6,650 of the most vulnerable young people, women and men in two districts in Amhara, Ethiopia. Households and youth groups categorised as poor and very poor will start beekeeping and increase their annual household cash incomes by 35-40% by honey and beeswax sales. Additional income supports food security. We will train trainers to deliver skills, build government capacity to support apiculture and enable producers to access emerging markets.

4.2 PROJECT DESIGN PROCESS Describe the process of preparing this project proposal. Who has been involved in the process and over what period of time? How have the intended beneficiaries and other stakeholders been involved in the design? If a consultant or anyone from outside the lead organisation and partners assisted in the preparation of this proposal please describe the type of assistance provided.

Bees for Development Ethiopia (BfDE) was established in 2012 in Bahir Dar, to alleviate poverty and conserve biodiversity through beekeeping. BfDE has been working closely with the Bureau of Agriculture (government) to deliver training in the region, to restore bee forage, and to complete research and community consultations. A pilot project, similar to this proposed project, was started in July 2013. In December 2013, the Bahir Dar Zuria woreda office of agriculture requested BfDE to extend the pilot – based on the achievements seen. It was noted however that some households are

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not participating in beekeeping (the poorest) and this has informed a new focus. A similar project was submitted to GPAF in 2013. The feedback expressed concern that the project was ‘dependent on one individual’. The Organisation for the Rehabilitation and Development of Amhara was invited to strengthen the partnership because they are an effective development organisation with recent experience in supporting a local honey marketing co-operative and have considerable experience in watershed protection (closed areas where beekeeping is permitted as the only economic activity), thus bringing complementary skills and capacity. ORDA are excited to build on their watershed protection work by engaging with beekeeping specialists whom they can work with to develop the economic potential of these areas. Bees for Development UK (BfD), BfDE and the (ORDA) have worked together on this proposal. The target group have been consulted by BfDE in three ways: (1) traders were interviewed in a research study in August 2012; (2) a community consultation activity was completed in the target woredas in Oct 2012; (3) Regular interaction with community members and government agriculture offices throughout the pilot project which started July 2013. Collaborating partners include the Bureau of Agriculture (at regional and woreda level) and the Regional Bureau of Co-operatives Promotion Agency. All have provided considerable input to this proposal.

4.3 PROJECT CONTEXT (PROBLEM STATEMENT) Describe the context for the proposed project. Why have the particular project location(s) and target groups been selected and at this particular time? What specific aspects of poverty is the project aiming to address and how are these affecting the lives of the target groups? What are the causal factors leading to poverty and/or disadvantage? What gaps in jobs and livelihoods have been identified? How has your proposal considered existing services or initiatives? Please also refer to your response to section 3.3 (fit with MDGs) when answering this section. NB: You must present your own analysis of the specific context(s) and the rationale for selection of the beneficiary target groups with reference to relevant MDG targets.

Agricultural development in Amhara is bearing fruit for some sections of the community. Yet 23% of households in the target areas remain poor or very poor. By their own admission, Govt Development Agents focus on hhs of average status and help them with improved breeds, seeds and methods so that they can become richer. They rarely work with the poor or very poor “because they have no resources to develop”. The project locations are selected because there is potential for beekeeping (forage, bees, climate). In addition the honey economy in the area is becoming more commercial as new markets are emerging. Bahir Dar town affords access to these markets. Beekeeping interventions recognise these opportunities yet tend to work with existing beekeepers, who are among the relatively better-off and not the most vulnerable. A community consultation by BfDE 2012, project work implemented by BfDE 2013-2014, and information provided by BDZ woreda office in 2013 and 2014 revealed the following:

Families with small land holdings, limited labour and few livestock assets suffer extreme poverty;

Women-headed households and youth (often landless) are particularly vulnerable;

Bees are owned by better-off and more wealthy people: honey selling consolidates their status;

There is no barrier to women keeping bees: usually in male-headed households, the women’s role is not necessarily seen and men make the sales;

Farmers are dissatisfied with the top-down delivery of high maintenance frame hives which depend on associated inputs and infrastructure which are unavailable and/or inappropriate;

TZ Honey Marketing Co-op is operational but suffers inefficiencies in trading and management. It could develop a better service to members. Women make up less than 20% of TZ Co-op.

The project will address lack of hh income and its impact. Because poor hhs have small plots of land and are forced to crop-share, they grow between 1-7 months’ worth of food and purchase the remainder. Lack of income affects health and nutrition and keeps their children out of school so that they can earn. Young boys are hired out to rich hhs to keep livestock and young girls are sent to town to work as maids. Children who do not go to school have reduced chances of escaping from the same level of poverty in future. Women-headed households tend to brew alcohol to earn money and this exposes them, and their children, to hazards such as forced sex. CNF wider poverty impact. Selling honey is a realistic, alternative income source available to hhs with these constraints.

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Typically bees in this area are kept at the back of the house and they forage on other people’s land. Targeting Existing beekeepers are supported, yet rarely are non-beekeepers given help to start. Consultations strongly suggest that poor, non-beekeepers can progress in beekeeping. For example, non-beekeeping women were targeted in the SOS Sahel Project with success. In an evaluation one woman said, “Now honey is found even in a poor person’s hut”. When asked why they do not keep bees, some said, “I did not realise there was money in it”, “I was unaware” (pers.comm. 2013). Knowledge transfer is mainly from parent to child (vertical transfer) and not across groups within the community (horizontal transfer). DAs are not giving knowledge to non-beekeepers. In the past honey was considered an extra and not a necessity. The greater market opportunities have changed honey from a luxury add-on to a genuinely important contribution to livelihoods. The Chairman of Libokemkem Honey Co-op said his committee now target women because they are “at home” (pers. comm. 2013). The Director of BfDE has 20 years of experience of local beekeeping development and has strong evidence that barriers for non-beekeepers can be overcome with the right extension package, mobilisation and market messages. CNF 4 Technology Current government policy aims to shift beekeepers’ practices from local hives to frame hives. No attention is paid to modifying local styles or introducing top-bar hives (simple, low-cost hives needing less inputs and extra equipment, yet allowing colony management). At best, frame-hives help only the more progressive farmers; at worst are a total failure. This project will promote simple, practical and sustainable technology that does not need on-going, external support and inputs.

4.4 POTENTIAL PROJECT IMPACT Please describe the anticipated real and practical impact of the project in terms of poverty reduction. How does the proposal demonstrate a clear line of sight to poverty reduction? What changes are anticipated in the lives of the main target groups identified in 4.5, within the lifetime of the project? At what scale or magnitude are these changes envisaged?

The target group will earn additional income through sales of honey and beeswax. This will enable them to purchase food and health care and relieve them of the need to hire out their children’s labour, so that they can go to school instead. Income from honey sales can be invested in small livestock so households can build their asset base and long-term resilience. It is feasible to expect a typical increase of £70 per household, equivalent to a 35-40% increase in annual cash income.

4.5

DIRECT AND INDIRECT BENEFICIARIES Who will be the direct beneficiaries of your project and how many will be expected to benefit directly from the project intervention? Please describe the direct beneficiary group(s) under a), differentiating sub-groups where possible, and providing numbers for each sub-category; and then provide a total number in b).

DIRECT:

a) Description Households currently categorised as poor and very poor. Landless youth – 500 people (500 x 1 = 500 people) Women-headed households -100 hh (100 x 5 = 500 people) Poor families with small land holdings (<0.5ha) and no bees – 800 (800 x 5 = 4,000 men, women and children) Poor families, with bees – 300 (300 x 5 = 1,500) People helped to establish associated micro-enterprises – 30 (30 x 5 = 150)

b) Number 1,730 hh comprising 6,650 people

Who will be the indirect (wider) beneficiaries of your project and how many will benefit within the lifetime of the project? Please describe the indirect beneficiary group(s) and numbers on each category under a) and then provide a total number in b).

INDIRECT: a) Description 10 staff of TZ Co-op will benefit from skills, training, exposure. 40 Development Agents will benefit from new skills training. 100 non-targeted members of TZ Co-op will benefit indirectly from a stronger Co-op.

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2,500 non-target households will benefit from the improved capacity of Farmer Training Centres to support beekeepers. 5,000 farmers will benefit from the pollination impact of a larger overall honey bee population (more people keeping bees will mean an increase in the total stock of bees).

b) Number 7650 hh and their dependents, making a total of 38,250

4.6 PROJECT APPROACH / METHODOLOGY Please provide details on the project approach or methodology proposed to address the problem(s) you have defined in section 4.3 and achieve the impact and changes anticipated in 4.4. You should justify why you consider this approach to be the most effective way in which to achieve the project outcome. Please justify the timeframe and scope of your project and ensure that the narrative relates to the logframe and budget. Be realistic and not over ambitious.

Commercial opportunities for honey are growing in the area but the poor are not benefitting. Yet beekeeping is a relatively low-cost, labour-free (according to one informant ‘The only animal that does not require feeding, attention and protection’) and the bees can forage on other people’s land, thus suited to resource-poor hhs. The barrier is getting started with a stock of bees and know-how. The poorest are excluded because (1) local know-how is passed from parent to child and not from family to family, and the norm is that the better-off keep bees (2) Development Agents do not work with the poorest. This project will address this by taking a dual-approach: (1) Developing the practice of community-mentoring where people with experience pass on knowledge to others; (2) Building the capacity of Development Agents and showing them that the poor can keep bees. Four outputs. Market access strengthened Most honey produced in the area is purchased by traders who sell crude honey direct to consumers, wine brewers and wholesale markets. Few sell refined honey to packers/processors and this is a new opportunity (IDE 2011, ACDI-VOCA 2012, ASPIRE 2013).The end markets for refined products are Bahir Dar and Addis Ababa. Beeswax is in high demand for export. The project will strengthen the ‘first link in the value chain’ so farmers can access these markets. TZ Co-op will be strengthened to be more commercial by competitively offering honey and beeswax in bulk. It has potential advantages over private traders in terms of scale but struggles with efficiency. The continuing important role of private traders is acknowledged. The project will engage with selected prominent traders (women and men) and give business support to enable them to trade bulk volumes of refined honey and meet quality expectations. Facilitation to access finance will consist of research and liaison with existing credit facilities informing them of the types of credit packages needed by honey traders. CNF access to credit. A three year project is essential, as change will be gradual, with regular review: e.g., a trader who changes their business model in Year 1 may not be successful at first but may still perceive the benefits and, with changes, try a new approach in Year 2 with better outcome. Poor households join the honey economy An extension package tailored to the needs of the target households – given their available labour, know-how, and land – will be delivered. The emphasis will be on sustainability and resilience, and the project will focus on modifying local methods (e.g. optimum size of hives, accurate timing of harvest) – and the introduction of top-bar hives. This is an approach different from that delivered by BoA because frame hives have not led to improved livelihoods (Gebey 2012), instead farmers “use the boxes to keep their clothes in” (Deputy Manager of Agricultural Research Institute Amhara, pers. comm. 2011). Training and know-how transfer will be delivered in three ways: (1) Central training days for all target households at their local FTC; (2) By Development Agents as part of their normal work (see next Output); and (3) By developing the practice of community-based mentoring. Community Based Beekeeping Mentors (CBBMS) will be existing beekeepers with an interest to support others. They are not employed but will be motivated by inclusion in a progressive training programme and facilitated in other ways, e.g. given tools and kits as part of an agreement about their role as mentors. A fee for specific tasks will be considered. Already beekeepers have said that they would help a novice harvest honey for 25 ETB (about 80p). In the first instance, the project can pay

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this – then the new beekeeper will either harvest themselves next time or pay. Providing swarms to help new beekeepers build up their stocks will be discussed. CNF4. This process will take three years because it will take time for the target households to gradually build up their stocks of bees (the CBBMs will help) and several rounds of training, re-cap and problem-solving are needed to create lasting skills and knowledge. Beekeeping is seasonal and weather dependent, and beekeepers need to experience these variations. The target is that each beneficiary household will sell 70kg by the end of project. Community consultation in 2012 across a survey of 48 beekeepers in three woredas (including the two in this proposal) shows the average yield of a typical household apiary is 61kg per year, using mainly local style hives (BfDE 2012). Experience during the pilot and from previous field work done by BfDE shows that colonies in the area managed in top-bar hives yield about 25% more honey hence increasing this yield to 76kg. However, to compensate for difficulties faced by beginners a target of 70kg is estimated. CNF1. Government extension service strengthened BoA currently delivers apiculture extension but the Development Agents are not technically well trained and are weak in participatory planning and M&E. They will join a training programme delivered by BfDE. Within each kebele there is an FTC and 12 (one in each target kebele) will be equipped with relevant materials, for DAs to use to train beekeepers. Six DAs will be helped to develop training apiaries at their FTCs. New government rules allow DAs to keep a percentage of the profits from sales of production activities at FTCs but this has not yet been tested. This is why six will be tried in this project and not all twelve. To prove success and to learn before scaling-up. Small businesses associated to apiculture established The project will train and support selected small businesses to make bee suits, top-bars (the hive bodies can be made by farmers, while top-bars are best made by carpenters) and smokers. Also to raise tree seedlings for sale. These enterprises will provide inputs for beekeepers, as well as strengthening the livelihoods of the entrepreneurs.

4.7 SUSTAINABILITY OF BENEFITS How will you ensure that the poverty reduction benefits for the beneficiary population will be sustained? Please identify how you will mitigate risks to sustainability, particularly those that are dependent on handing over responsiblity for delivery to others or rely upon a commitment from the beneficiaries. You should also include any signiciant risks and mitigation measures in section 7.1.

The poverty reduction benefits will be sustained provided the markets for wax and honey remain strong. This is highly likely (ApiTrade Africa 2012, Zembaba Honey Co-operative 2013). The high quality of training will also ensure the poverty reduction benefits are sustained. Three years is adequate time for new beekeepers to learn the basics and be earning enough to be motivated to continue. Investing in associated business, CBBMs, DAs and FTCs means that support and services of different kinds will be embedded within the community by the end of the project. A yield of 70 kg of honey per family means that some money can be re-invested in beekeeping if necessary e.g. to buy a swarm or pay 25 ETB (80p) for help with harvesting. The DAs will also be trained: in addition to technical training, also in market literacy and participatory planning. They have a significant role to play in informing government offices of the type of interventions needed in the community - and this ability will be fostered. Farmers produce when they have both the means and the incentive to do so. Both of these aspects are addressed in the project ensuring sustainable poverty reduction benefits through profitable production and market chain development.

4.8 SCALING-UP AND REPLICABILITY What is the potential for future continuation, replication or larger-scale implementation of the proposed intervention? Please provide details of any ways in which you see this initiative leading to accessing other funding or being scaled up by others in the future. Describe how and when this may occur and the factors that would make this more or less likely.

There is excellent potential for this intervention to grow by itself, as strong market chains can attract and draw in new suppliers. This is likely as the demand for honey within Ethiopia is projected to grow, as are exports (SNV 2012). We envisage that where we prove strongly that poorer households can

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produce honey using modified local-style hives and top-bar hives, a pro-poor approach to beekeeping development can be adopted by BoA and other programmes in Amhara - where currently there is over-emphasis on expensive frame hives. The planned close collaboration with BoA will help to ensure this. The apiculture sector is likely to remain a priority in Ethiopia supported by government, international development partners and NGOs. A new five-year multi-partnership programme on honey trade started in 2013 (ASPIRE).

4.9 CAPACITY BUILDING, EMPOWERMENT & ADVOCACY If your proposal includes capacity building, empowerment and/or advocacy elements, please explain how they these elements contribute to the achievement of the project's outcome and outputs. Please also explain clearly why your project includes these elements, and what specific targets you have identified. Please also refer to the Additional Guidance on Empowerment and Accountability on the GPAF web page.

The project includes three significant capacity building and empowerment components: 1. Beekeepers who are/will become members of TZ Co-op will be empowered to benefit from joining

a membership organisation and so play a more decisive role in relation to market access and development, and a chance to govern an institution serving their interests. This will contribute to sustainable improvements in fair and rewarding market access. The project will work to increase the number of women becoming members of TZ Co-op. Membership of a co-op can increase women’s chances to participate in society. One woman said, “I want to attend meetings. I want to know what issues are raised”. Membership of TZ Co-op can address marginalisation of this kind.

2. Community Based Beekeeping Mentors will be trained to take on new roles in the community, as locally-respected change agents, and a good relationship will be facilitated between CBBMs and woreda staff with a view to creating opportunities for more bottom-up development and participatory planning.

3. The project will demonstrate that a group of people largely ignored by Development Agents can develop agriculture-based businesses and be successful. This approach empowers the poorest, brings them into contact with institutions that may help them in other ways, and gives them a higher status in the eyes of this government service. This can have implications for being consulted on other issues and their particular needs being better understood.

The capacity of BfDE will also be considerably strengthened see Section 5.4

4.10 GENDER AND SOCIAL INCLUSION How will the project impact positively on issues of gender and social inclusion? How are you defining social differentiation and addressing any barriers to inclusion which exist in the location(s) where you are working? Please be specific in relation to gender, age, disability, HIV/AIDs and other relevant categories depending on the context (e.g. caste, ethnicity, etc.). How does the project take these factors into account? How is gender mainstreamed and promoted in your project and in your organisation? What analytical tools are you using to identify different needs and priorities of women and men, boys and girls, and excluded groups? Please also refer to the document Gender and the Global Poverty Action Fund on the GPAF website.

Youth from poor families in rural areas are very vulnerable, unable to access land through land allocation (land shortage) forcing them to migrate. Provision has been made through SLMP to permit landless youth to utilise protected watersheds for beekeeping but support enabling young people to take advantage of this opportunity is currently inadequate (BfDE 2012). The project will support the youth to use this land for beekeeping, taking into account that the land may be distant. Group working will be promoted. Youth will benefit by earning income. Women-headed households are purposively included in recognition of their vulnerability. Their households are often short of labour so beekeeping that is not labour intensive is compatible with their constraints. One potential beneficiary said, “You need to stay at home to catch swarms during the swarming season. Jobs such as smearing hives with herbs and protecting the apiary from ants are easily done by women. Beekeeping is more relevant to women than men because men are away from home”. On marketing, women who were consulted said they knew they could sell honey to TZ Co-op or to local traders who sell to other

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traders. “Last week a man sold 1kg of honey for 38 ETB (about £1.20) to a trader. Why not also myself to feed my children?” (BfDE 2014). During the same consultation, another said, “If I managed to produce honey, market will never be a problem”. CFN3. Most women are wives in male headed-households. To empower all women wives and husbands will be trained together. This approach has already been successfully used by BfDE. This project helps the poor and poorest enter the honey economy. There is no evidence that society poses barriers. Lack of participation results from lack of opportunity and not deliberate exclusion. CNF2 Potential CBBMs say that they can provide support for other families provided they are not busy. CNF4. However, they might expect something in return. One person said 20 ETB (65p) to help, another 25 ETB (80p).

4.11 VALUE FOR MONEY (VFM) Please demonstrate how you have determined that the proposed project would offer good value for money and that the proposed approach is the most cost-efficient way of addressing the identified problem(s). Please ensure that your completed proposal and logframe demonstrate the link between activities, outputs and outcome, and that the budget notes provide clear justifications for the inputs and budget estimates. Please also refer to the value for money guidance documents provided in the proposal pack.

£263,000 will give 1,730 hard to reach hh a sustainable, annual income increase of typically £70. Approximately £152 per hh to deliver life-long skills and income potential. Assuming incremental increases in yields, about 80% of the total value of the grant will have been earned by poor families by the end of the project – with secure annual incomes following completion. Currently beekeeping is seen as an additional activity, done by the rich, rather than a survival strategy or a business. It is hard for the poorest hh to start beekeeping - they assume ‘beekeeping is for others’, and receive no help to do so. CNF2. Yet beekeeping requires low start-up costs (if inexpensive hives are used – as advocated), requires little land ownership, and bees do not require daily tending. A specialist project can focus on demonstrating that this perceived barrier can be overcome and beekeeping can be done by the poorest, with significant multiplier potential. The project takes a market approach to incentivise new and existing beekeepers to take a business approach to honey selling, thus reducing project-dependency. Apiculture projects which focus on top-down delivery of inputs (frame hives) to increase productivity, do not offer value for money because of low adoption, high cost of hives (absolutely and relative to their performance), plus frame hives require the continued net input of beeswax, a high value export. This project, delivered by organisations with considerable expertise in honey bee management, is promoting low-cost, profitable hives. The extension package delivered will be based on modifying local methods, improving harvesting/grading of honey and beeswax. The project is heavily knowledge and skills based; gains made will be sustained after the end of the project. There are significant multiplier effects and no negative environmental impacts. All farmers can benefit from optimal pollinator populations. Strengthening TZ Co-op and other buyers will benefit non-target beekeepers because trade works best at scale. Value for money is achieved by working through BoA whose existing paid extension staff will work on this project. This project builds on a pilot implemented in 2013, which resulted in a specific request from the woreda office for expansion. This government support helps draw in other available resources, ensures sustainability and project ‘approval’. Honey has been prioritised as a high value growth commodity by BoA in Amhara, the AGP-AMD programme and others, such as SNV and ASPIRE. Lessons learned will be disseminated and - given the high potential for honey production across Amhara -there is good scope for replication.

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COUNTRY STRATEGY(IES) AND POLICIES How does this project support the achievement of DFID’s country or regional strategy objectives and specific DFID sector priorities? How would this project support national government policies and plans related to poverty reduction?

DFID aims to protect the most vulnerable by building the resilience of the very poorest by reducing food insecurity and improving livelihoods (DfID Ethiopia Operational Plan 2011-2015). This objective is fully compatible with the aim of this proposed project. Specifically: DFID aims to put girls and women first. This project recognises the importance of economically empowering women: we will work to achieve this by helping them to build productive, low-risk assets.

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DFID aims to invest to accelerate growth, trade and investment. This project recognises the importance of strengthening private sector honey traders, supporting their engagement in a growing local and export markets for honey and beeswax. DFID aims to increase resilience to changing weather patterns. Apiculture is a resilient natural resource based enterprise, does not exacerbate climate change and creates economic incentives for watershed protection. DFID aims to help build better state institutions. This project recognises the reach and impact of the Bureau of Agriculture and aims to strengthen their capacity to meet the needs of the poorest. This project is fully consistent with the Government of Ethiopia’s Growth and Transformation Plan (GTP) 2010/2011 – 2014/2015 in particular the Agricultural Growth Program–Agribusiness and Market Development programme, the goal of which is to sustainably reduce poverty and hunger. Honey is identified as an important product in this programme.

4.13 PAST LESSONS LEARNED What lessons have you drawn on (from your own and others’ past experience) in designing this project? If this project is based on similar project experience, please describe the outcomes achieved and the specific lessons learned that have informed this proposal.

Lessons have been learned from the following and used to inform the proposal project: (1) SOS Sahel Ethiopia - Apiculture Development and Market Promotion Project (1998-2008).

The current director of BfDE worked in this project 2001-2005. The main lessons learned:

The effectiveness of top-bar hives and how they can be made cheaply by farmers provided they can also make or buy well-made top-bars of the correct dimensions;

Beekeepers are very capable of learning to adapt their harvesting methods to supply the table (refined) honey market – where there is a clear market-driven reason to do so;

Beekeeping can be successfully adopted by people without previous experience, where support is appropriate and well-targeted. CNF2.

(2) Bees for Development Uganda Honey Trade Project, Uganda (2010-2014). Main lessons:

When beekeepers understand that honey trade works best at scale (more honey attracts more buyers), they have an incentive to build capacity among their neighbouring beekeepers. This learning will help inform how the role of CBBMs will be developed. CNF4.

(3) IDE Project, Amhara (2009-2001). Main lessons learned:

Private honey traders are highly efficient and responsive honey trade actors in Amhara. They have thus been included in this project. This is contrary to most development interventions that focus only on farmer co-operatives as marketing structures. This project does both.

(4) BfDE Enhancing productive potential for apiculture in BDZ 2013-2015 This pilot project is a smaller pre-cursor to the proposed project. Lessons learned to date include:

It is harder to engage with new beekeepers than existing beekeepers. Considerable community consultation has therefore been undertaken to find out why and develop novel approaches.

It is important and effective to train husbands and wives together. Women can adopt increasingly important roles associated with homestead beekeeping. Where they can judge the likely yield from the family’s apiary their participation in planning how the honey income is spent, increases.

4.14 ENVIRONMENT Please specify what overall impact (positive, neutral or negative) the project is likely to have on the environment. What steps have you taken to assess any potential environmental impact? Please note the severity of the impacts and how the project will mitigate any potentially negative effects.

Only positive environmental impact. Bees forage on nectar and pollen, causing no environmental damage. Bee hives will be made from locally available materials. Sawn timber will be used for top-bars (not hive bodies) but not cause deforestation because (1) small quantity used (2) most sawn timber locally available is from planted woodlots. Bees positively impact on crop yields and the diversity of wild plants through pollination. Closed off watershed areas (government rules) will be used by youth groups to locate apiaries, indeed this is the only permitted economic activity in these

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areas. Putting these areas to direct economic use as they recover from degradation creates greater local support for watershed protection - compared to no economic activity - and the regenerating natural vegetation will be valued as bee forage, having direct income value to beekeepers.

SECTION 5: PROJECT MANAGEMENT AND IMPLEMENTATION

5.1 PROJECT MANAGEMENT Please outline the project implementation and management arrangements for this project. This should include:

A clear description of the roles and responsibilities of the applicant organisation and each of the partners. You must also provide an organogram (in a separate document) of the project staffing and partner management relationships.

A clear description of the added value of each organisation (including the applicant).

An explanation of the human resources required (number of full-time equivalents, type, skills, background, and gender).

BfD UK will take overall responsibility for project and financial management and M&E. BfD UK will provide technical support, disseminate lessons learned and network with like-minded practitioners. BfD Ethiopia is local Project Manager leading on overall project planning, delivery (specifically Outputs 2, 3&4), reporting and the management of funds in Ethiopia. Will provide technical strength on sustainable, low-cost beekeeping and approaches to training and honey quality. ORDA will lead on the delivery of Output 1 and support M&E capacity in Ethiopia. Will manage their own budget. Added value of each organisation. BfD UK will provide technical expertise on sustainable beekeeping practices and market access, drawing on work with pro-poor honey value chains in Africa including Cameroon, Uganda and Zambia and applying the results of evaluations of appropriate hive technologies from Ethiopia, Uganda, Tanzania and Zambia. BfD UK’s added value as applicant is breadth and depth of experience and expertise of delivering apiculture and livelihoods projects in Africa over 21 years, our network of practitioners, experts and researchers in over 50 countries, and our capacity to disseminate lessons learned e.g. Bees for Development Journal, apiculture events and training. BfD Ethiopia brings specialist beekeeping skills, with a focus on sustainable, low-cost approaches and 20 years of experience of working on practical, farmer-facing programmes in the local area (experience gained by staff in former roles). BfD Ethiopia was established in 2012 as an Ethiopian Residents Charity with an independent Board of Trustees. Since operating as an independent organisation BfDE’s capacity in project management and M&E has grown. ORDA is a well-established local development organisation of 30 years. Its extensive experience of delivering successful development in the area will add value to the project. ORDA recently implemented a 3-year project strengthening a honey producers and marketing co-op in a nearby district and this experience makes them the ideal organisation to lead on Output 1. BfD UK staff will comprise: BfD Project Coordinator, 0.4 FTE, existing experienced and qualified (MSc) professional in development, apiculture and livelihoods, project management, female. BfD Bookkeeper, 0.1 FTE, existing staff member responsible for project bookkeeping, female. BfD Director, existing staff member (PhD, female) will provide oversight, technical input, donor liaison. Staff time included in Budget Line and Note 4.10. BfDE local staff will comprise: BfDE Director, 0.5 FTE, experienced and qualified [MSc] professional in development, beekeeping, training of trainers, livelihoods and project management, male. BfDE Accountant, 0.8 FTE, existing (currently part-time), qualified accountant, male BfDE Principal trainer and community development coordinator, 1FTE, educated to degree level (agriculture, business, community development or related), at least 5 years relevant work experience, good communicator in English and Amharic, to be recruited in fair process open to both genders BfDE Administrator, logistics, communications and IT 1 FTE, existing (part-time), male ORDA local staff will comprise:

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ORDA Business and market access and M&E co-ordinator 1 FTE – an existing staff member, male Collaborating partner Bureau of Agriculture: 12 Development Agents, one in each target kebele will spend an additional total of about 2.4 FTE paid for by government of Ethiopia

5.2 IMPLEMENTING PARTNERS Include a list of all organisations to be involved in project implementation including offices of the applicant and any partners starting with the main partner organisation(s). Implementation partners are defined as those that manage project funds and play a prominent role in project management and delivery.

Applicant – Bees for Development Trust UK. Implementing partner 1 – Bees for Development Ethiopia, Bahir Dar Implementing partner 2 – Organisation for the Rehabilitation and Development of Amhara, Bahir Dar

5.3 OTHER ACTORS / COLLABORATIVE PARTNERS Include all other key stakeholders who will have a role in the project. Consider issues of integration with other programmes – especially those of the relevant government agencies – and how activities will be coordinated with others. How will you ensure that there will be no duplication of effort? Collaborative partners are defined as those that play a key role in supporting the delivery of the project and in coordination, but do not directly manage project funds.

Bureau of Agriculture regional (Amhara) and woreda (Bahir Dar Zuria and Dera) level – the role of the regional staff will be to identify and plan for the participation of government extension agents in the project. Woreda and kebele (sub-district) staff will play key roles in beneficiary identification, will participate in M&E and be instrumental in delivery of many project activities particularly concerning Outputs 2 and 3. Crucially Development Agents will be trained under Output 3. The extension department (under BoA) will be a key collaborator concerning strengthening the Farmer Training Centres for which they are responsible. Planning and delivery of this work will be done jointly. The Regional Bureau of Co-operatives Promotion Agency is a collaborating partner. They will work with project staff in identifying and resolving organisational bottlenecks and give government approval of project activities with TZ Co-op. Demonstrating their progressive approach, they have recently changed rules about how many co-ops (including honey co-ops) are permitted in each woreda. The working partnership between the project and the government agencies (above) will be formalised when the project is approved by the Charities and Societies Agency (government), through an MOU. Zembaba Cooperative Union of which TZ Co-op is a member. Discussions have been held about Zembaba’s role in supporting the needs analysis of TZ Co-op, sharing experiences from other Co-ops in the Union and connecting the project with other programmes which support Co-ops, e.g. financing mechanisms (for honey purchases), other development projects. Bahir Dar University MSc in Apiculture. There is scope for students to link some of their studies to the project e.g. researching apiculture knowledge transfer, developing methods for measuring productivity of beekeeping systems. BfDE and BfD UK have a strong working relationship with the University.

5.4 NEW SYSTEMS, STRUCTURES AND/OR STAFFING Please outline any new systems, structures and/or staffing that would be required to implement this project. Note that these also need to be considered when discussing sustainability and project timeframes.

BfD UK, BfDE and ORDA have appropriate systems in place to take on the responsibility of a new project, including financial management systems and human resources and recruitment policies. Some existing BfDE staff will increase their working time (currently part-time). One new person, the Principal Trainer and Community Development Coordinator, will be recruited. Their job will be secure during the project and it is the intention to maintain this staff member through new funding and additional projects. Two projects run by BfD UK end shortly and existing staff will be available to take up the work of the new project. The Charities and Societies Agency in Ethiopia must approve all projects implemented by local charities. Both Ethiopian partners have successfully engaged in this process previously and they will initiate this process if this proposal is accepted. BfDE has gained

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considerable direct project management experience since its establishment in 2012. Training modules will be delivered by BfD UK and hired specialists to further build capacity through training on: -IT (all staff need strong IT skills such as back-up, filing, excel, publisher and website maintenance) -Communication and PR (communicating achievements to new audiences and donors) -Monitoring and evaluation (especially evaluating impact) CNF5

SECTION 6: MONITORING, EVALUATION, LESSON LEARNING This section should clearly relate to the project logframe and the relevant sections of the budget. Please note that you will be required to commission an independent project evaluation towards the end of the funding period to assess the impact of the fund. Please allow sufficient budget for monitoring and evaluation (M&E) and note the requirements for external and independent evaluation.

6.1 How will the performance of the project be monitored? Who will be involved? How will beneficiaries be involved in the project monitoring and evaluation? What tools and approaches are you intending to use (please be specific)? Are there any new methodologies (e.g. quasi-experimental) to be applied? How will your logframe be used in M&E? What training is required for M&E?

Progress reports will be prepared quarterly by the Project Manager in Ethiopia showing progress against planned activities, and Output logframe milestones. Different stakeholders will be responsible for providing data for reports, e.g. CBBMs will be trained to record the mentoring activities they provide. Baseline survey will be undertaken at outset to verify household income and status of target groups (sample household questionnaire plus focus group discussions). Annual review meetings will involve project staff from all partners, woreda staff and BfD UK Coordinator. Prior to annual review meetings data will be collected to check progress against milestones and targets. During these reviews we will ask “Are we on track? What do we need to do differently?” and we may then make changes to activities, or the logframe itself. In addition to project-led monitoring, members of TZ Co-op will be given record cards for recording yields and sales. This will be an important part of the monitoring process. BfD UK will deliver training in M&E to local staff at inception meeting. Woreda extension staff will be involved in baseline surveys and evaluation field work as this is a key part of their training, and a significant element in strengthening their capacity for participatory planning.

6.2 Please use this section to explain the budget allocated to M&E. Please ensure there is provision for baseline and on-going data collection and a final independent evaluation.

No specific costs for quarterly progress reporting as reports will be submitted by email and staff time is paid for in salaries. BfD Coordinator will attend the annual review meetings, and the costs, are shown in Budget Note (BN) 5.2 (£1,820 per meeting incl. travel). Costs for baseline survey (on hh income, livelihood status and beekeeping) shown in BN 5.1. Field work data collection carried out before annual review meetings shown in BN 5.3. Fees for external evaluator comprise 15 days at £300 per day =£4500 (BN 3.9). Additional costs for the external evaluation such as travel, meetings with stakeholders and communications are shown in BN 5.5 and total £1149. Costs of record cards are shown in BN 2.4 (50p per card). Training in M&E will form part of the inception meeting BN 5.2 and M&E training for woreda staff will form part of their programme of training BN 2.9. M&E total £14,228

6.3 Please explain how the learning from this fund will be incorporated into your organisation and disseminated, and to whom this information will be targeted (e.g. project stakeholders and others outside of the project). If you have specific ideas for key learning questions to be answered through the implementation of this project, please state them here.

The M&E process will enable project staff, collaborating partners and beneficiaries to learn, share their experiences and review what has gone well – and why – and where problems have occurred. The BfD Coordinator will lead others in ensuring that emerging lessons and interesting results are pursued and documented. Documentation will take the form of case studies, photographs and articles. Bees for Development Journal and partners’ websites will be used for dissemination. Budget

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(BN 5.6) has been allocated for the production of charts (1), booklet (1) and DVD (1) for dissemination to beekeeping projects and government offices within Ethiopia (in Amharic and English). Project staff & collaborating partners will attend regional Multi-stakeholder platform meetings on apiculture (this forum already exists) and ApiExpo Africa 2016. In these events we will describe case studies drawn from project achievements. Learning will be used immediately if we need to make changes to project implementation to secure the Outcome. BfDE will use all experience and learning gained from the project to build its capacity as a capable, responsive and specialist organisation in the local area. The learning process is anticipated to have a major impact on the future work of the organisation.

SECTION 7: PROJECT RISKS AND MITIGATION

7.1 Please outline the main risks to the success of the project, indicating whether the potential impact and probability of each risk is high, medium or low. How will these risks be monitored and mitigated? If the risks are outside your direct control, is there anything you can do to manage their effects? If relevant, this may include an assessment of the risk of engagement to local partners; or risks related to natural or man-made shocks (e.g. drought, conflict) and longer term stresses (e.g. land degradation). The risk assessment for your programme needs to clearly differentiate the internal risks and those that are part of the external environment and over which you may have less (or little) control. (You may add extra rows if necessary - as long as you do not exceed the overall page limits).

Explanation of Risk Potential impact

High/Medium/Low

Probability High/Medium/

Low Mitigation measures

INTERNAL

Failure to understand the circumstances and needs of the beneficiaries

High Low Continuing consultative approach, thorough and excellent monitoring and formative evaluation

If enterprises do not find buyers for their products quickly, they will be deterred.

Low Low By linking them with established beekeepers, woreda offices and projects.

Bees for Development Ethiopia is a newly formed NGO without many years of organisational experience. This could be seen as a concern.

Medium Low The backgrounds of BfDE Director and Board of Trustees are strengths. The collective partnership of the three organisations provides a strong foundation for success. BfD UK often works with small, local NGOs.

EXTERNAL

Risk of non-cooperation of woreda agriculture offices, particularly concerning role of the Development Agents

High Low Project builds on existing pilot project and the woreda office submitted formal request for expansion to BfDE. MOU at outset will mitigate this risk.

Institutional bureaucracy of TZ Co-op management works against commercial efficiency.

High Medium Exchange visits between other successful Co-ops will show key success factors. The involvement of the Bureau of Co-operatives Promotion Agency is a deliberate measure to help manage this risk.

If extreme weather conditions create difficulty in reaching remote households frequently enough to achieve sufficient follow-up.

Medium Low In addition to extensive contingency planning, much emphasis will be placed on ensuring that CBBMs are enabled to support new beekeepers in situ with support and advice

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SECTION 8a: CAPACITY OF APPLICANT ORGANISATION AND ALL IMPLEMENTING PARTNER ORGANISATIONS (Max 3 pages each) Please copy and fill in this section for your own organisation and each implementing partner

8.1 Name of Organisation Bees for Development Trust [working title of The Troy Trust] Applicant

8.2 Address 1 Agincourt Street, Monmouth, NP25 3DZ, UK

8.3 Web Site www.beesfordevelopment.org

8.4 Registration or charity number (if applicable)

UK Registered Charity 1078803

8.5 Annual Income (from latest set of approved accounts)

Income £242,493 From: 1 May 2012 To: 30 April 2013

8.6 Number of existing staff 5 paid staff

8.7 Proposed project staffing staff to be employed under this project (specify the total full-time equivalents - FTE)

Existing staff BfD Project Coordinator, 0.4 FTE, will be employed under this project BfD Bookkeeper, 0.1 FTE, will be employed under this project BfD Director will provide oversight, ensure compliance and provide technical input. Included under Other Administrative Costs in budget.

New staff 0

8.8 Organisation category (Select a maximum of two categories)

Non-Government Org. (NGO) X Local Government

Trade Union National Government

Faith-based Organisation (FBO) Ethnic Minority Group or Organisation

Disabled People’s Organisation (DPO)

Diaspora Group or Organisation

Orgs. Working with Disabled People Academic Institution

Other... (please specify)

8.9 A) Summary of expected roles and responsibilities, AND B) Amount (and percentage) of project budget allocated to this organisation/partner.

A): BfD UK will take overall responsibility for project and financial management and M&E and reporting to GPAF fund managers. BfD UK will provide technical support, disseminate lessons learned and network with like-minded practitioners.

B): £54,139 (20%) of budget will be spent by applicant.

8.10 EXPERIENCE: Please outline this organisation's experience in relation to its roles and responsibilities on this project (including technical issues and relevant geographical coverage).

Bees for Development has twenty one years’ experience of specialist work in this sector -

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strengthening the livelihoods of marginalised and vulnerable communities through beekeeping and pro-poor trade in bee products. We achieve our objectives through programmes comprising (1) knowledge and networking and (2) practical international projects. With a remit that covers Africa, Asia, the Caribbean and South America, we distribute information materials to over 120 developing countries. For example, BfD Journal is a knowledge and learning tool written by and for beekeepers, and carries articles focussed on sustainable, pro-poor and practical beekeeping for people living in difficult environments. Relevant work experience includes: • 2010-2014 Uganda Honey Trade Project. Focus is on strengthening market structures for honey

trade and building the capacity of the national organisations (Comic Relief, UK) • 2012 Evaluation of Project work to improve livelihoods through knowledge partnerships and value

chains of bee products and services in the Himalayas (Austrian Development Agency) • 2010-11 Ethiopia, Kenya, Tanzania and Uganda Support to increase the quantity, quality and

international recognition of East African apiculture production (EU ProInvest) • 2009-2010 Cameroon honey trade Project, addressed processing efficiency and training small-

scale producers in quality assurance processes. (Funded by Welsh Government, UK). • 2010 Resource materials - Teaching kits for Africa on basic beekeeping, business and marketing

(funded by Welsh Assembly and The Waterloo Foundation, UK) • 2009 Market chain analysis - Investigated feasibility of beekeeping as a livelihood for Benet

people in Uganda and made recommendations (IUCN) • 2009 Apiculture and honey trade development plans for beekeepers in North Caucasus (FAO),

South Caucasus (GTZ), Iraq (FAO), and Southern Sudan (FAO) • 2009 India 3-year study of forest peoples’ livelihoods based on honey hunting (Darwin Initiative) • 2007-2008 Strengthening honey trade in Uganda. Achievements included strong partnerships

with local organisations, sound insights into challenges, and priorities to develop trade, and progress in building capacity of target producer organisations. (Comic Relief, UK)

• 2005-2009 ApiTrade Africa. We organised African Honey Trade Workshops in 2005 & 2006 enabling stakeholders to form this regional trade body to represent the industry (various donors)

• 2005-2008 Business Link Challenge Fund, DFID. Successful investigation of residues in Zambian honey, and assistance to African countries seeking trade with Europe (DFID, UK)

• 1996-2012 Provided consultancy services to Govt and NGO apiculture projects in Ethiopia

8.11 FUND MANAGEMENT: Please provide a brief summary of this organisation's recent fund management history. Please include source of funds, purpose, amount and time period covered.

£105,000 2012-2015 The Waterloo Foundation ~ Establishing Apiculture Centres of Excellence in Africa

£70,000 2012-2015 Trade Advance Ltd ~ Pro-poor honey trade and protecting honey bees in Ethiopia

£429,000 2010-2014 Comic Relief ~ Uganda Honey Trade Project Uganda

£109,994 2012-2014 Darwin Initiative ~ Equitable access to pasture land for beekeepers Kyrgyzstan

£105,808 2011-2013 Danida Mini-grants ~ Improving livelihoods by means of sustainable beekeeping in [Grant holder is DANTAN – a Danish partner]

£171,234 2010-2011 ProInvest (EU) Capacity building member organisations in East Africa

£15,000 2013 Size of Wales ~ Forest conservation for beekeeping livelihoods Cameroon

£10,000 2013 Marr Munning Trust ~ Training beekeeper trainers in Ethiopia

£45,000 2009-2010 Wales for Africa Welsh Government ~ Cameroon Honey Trade Project

£275,308 2006-2009 Darwin Initiative ~ Research project: Apiculture, livelihoods and forest biodiversity in Nilgiris Biosphere Reserve. In partnership with University of East Anglia, University of Reading, Keystone Foundation India.

£60,000 (approx.)

Annual Donations from supporters for BfD Journal and Training the Trainers (resource kits)

Please note: BfDT submitted a GPAF full proposal application in 2013 but was not successful. One

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feedback point was “it is noted that the amount requested is significantly larger than previous projects managed by BfD”. This feedback appears inconsistent with the evidence – especially considering the Comic Relief grant of £429,000 awarded for a four year project 2010-2014.

8.12 CHILD PROTECTION (for projects working with children and youth (0-18 years) only) How does this organisation ensure that children and young people are kept safe? Please describe any plans to improve the organisation's child protection policies and procedures for the implementation of this project.

Do not work with children

8.13 FRAUD: Has there been any incidence of any fraudulent activity in this organisation within the last 5 years? How will you minimise the risk of fraudulent activity occurring?

Yes. In 2012 £4,000 was defrauded from our Uganda Honey Trade Project (Comic Relief funded). The fraud happened because of (1) a hacked e-mail and (2) inadequate following of confirmation process as issued by BfD UK to project partners about use of funds. In consequence we strengthened our systems confirming instructions between BfD and project partners. All money was recovered.

SECTION 8b: CAPACITY OF APPLICANT ORGANISATION AND ALL IMPLEMENTING PARTNER ORGANISATIONS (Max 3 pages each) Please copy and fill in this section for your own organisation and each implementing partner

8.1 Name of Organisation Bees for Development Ethiopia

8.2 Address P O Box 786, Bahir Dar, Amhara, Ethiopia

8.3 Web Site -


Federal Democratic Republic of Ethiopia Charities and Societies Agency No. 2753


Income (original currency): 511,350 ETB Income (£ equivalent): £17,045 Exchange rate: 30 ETB = £1 Start/end date of latest set of approved accounts From: 01/07/2013 To: 31/12/2013 Most recent six month audit submitted to Federal Democratic Republic of Ethiopia Charities and Societies Agency

8.6 Number of existing staff 5


Existing staff Director (Project Manager) 0.5FTE BfDE Accountant, 0.8 FTE BfDE Administrator, logistics, communications and IT 1 FTE BfDE Cleaner 0.5 FTE

New staff BfDE Principal trainer and community development coordinator 1FTE





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Disabled People’s Organisation (DPO) Diaspora Group or Organisation




A): BfD Ethiopia will be the local Project Manager and take the lead in overall project planning, implementation, collaboration with other partners, reporting and the management of funds in Ethiopia. Will provide technical expertise on sustainable, low-cost beekeeping and approaches to training and honey quality. Will lead on Outputs 2,3 and 4. B): £162,788 (62%) will be transferred to the bank account of Bees for Development Ethiopia over the Project lifetime, against pre-agreed work plans and budgets.


BfDE was founded in 2012 and has since then achieved the following: Project management, structures and processes

Grown from a single-person organisation to having a staff of 5

Well governed by Board of Trustees; all local professionals working in Amhara

Established all necessary management structures and processes to successfully deliver impact and manage funds

Passed its first audit by the Charities and Societies Agency (Ethiopian government)

Managed over £50,000 Technical

Completed study on honey traders ‘Investigating pro-poor market models for honey; the role of assemblers and traders’, Bahir Dar and Dangila 2012

Implementing project ‘Building capacity for productive apiculture in Amhara region of Ethiopia’, in partnership with Bahir Dar Zuria woreda office of agriculture 2013-2015

Delivered module on ‘Honey markets and marketing’ to MSc students at Bahir Dar University 2014

Presented paper on ‘Alternative beekeeping development systems in Ethiopia’ at seminar ‘Rethinking Beekeeping Development in East Africa’ held March 18-19 2014 at the South Eastern Kenya University, Kitui, Kenya. Organised by Penn State University, ICIPE, and South East Kenyan University.

Established tree seedling nursery for 35,000 bee forage tree seedlings 2013

Awarded new project by Civil Society Support Programme Ethiopia ‘Livelihood transformation of Ye’kolotemari through beekeeping in two Orthodox churches of Bahir Dar town’. To start 2014.

Reputation Bees for Development Ethiopia is extremely well regarded as a specialist beekeeping organisation by institutions in Amhara. For example 2013-2014 BfDE

lead a team from Bahir Dar University on a field trip, at their request, to understand the low adoption of frame hives

was requested by Livestock Agency for inputs to a new beekeeping curriculum for a farmer training college (ATVET college)

was invited Multi-stakeholder Platform on apiculture in Tigray to share experiences of top-bar beekeeping.

This shows that the organisation has access to channels for disseminating new information and the chance to influence and inform widely. Capacity to manage project funds In Ethiopia all NGOs are governed by regulations laid down by the Charities and Societies Agency (Ethiopian government). One stipulation is that all NGOs must have a qualified accountant and

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proper financial processes established from the outset. BfDE put all this in place in 2012. BfDE received its first audit by the Charities and Societies Agency in 2014 with no areas of concern. BfDT submitted a GPAF full proposal application in 2013 but was not successful. One feedback point was “it would also have been helpful to have had some consideration of how the project would address the requirement of the civil societies act in Ethiopia, which requests that local civil society organisations receive no more than 10% of funding from foreign sources”. There are different registration types for non-government organisations in Ethiopia. BfDE is registered as an Ethiopian Residents Charity and this requirement of ‘no more than 10% funding from foreign sources’ does not apply. The successful recent audit by the Charities and Societies Agency is evidence that BfDE is fully compliant with Ethiopian government regulations. Under the proposed project BfDE will manage an annual budget of about £54,000. Given its experience to date and successful recent audit there is every reason to believe the organisation has the capacity to manage a larger project. The partnership with ORDA means that BfDE can call on its experience, advice and support if needed. BfD UK is accustomed to working with, supporting and developing new organisations. For example, during the Uganda Honey Trade Project 2010-2014 (see Section 8 BfD UK) all three partners (Kamwenge Beekeepers Cooperative Society, The Uganda National Apiculture Organisation and ApiTrade Africa) increased their financial management capacity by more than 100% in every case. Background and expertise brought to the organisation from previous roles BfD Ethiopia has been founded and is run by Mr Tilahun Gebey who has spent his career working in

Amhara State, has excellent technical skills and knowledge, and is a highly enthusiastic teacher and proponent of this sector.

1. From 2007-2012 Mr Gebey was employed as a Research and Development Officer at the International Livestock Research Institute: he resigned from this post in 2012 specifically to create and develop BfD Ethiopia.

2. 2003-2005 Mr Gebey was employed as Regional Beekeeping Program Coordinator for the SOS Sahel Amhara Smallholders Apiculture Development Project. This project was the first of its kind in Ethiopia to develop 6 viable, market- orientated beekeeper cooperatives. Under Mr Gebey’s guidance these honey and beeswax collection and processing centres became operational. One Beekeepers’ Union and one regional beekeeping resource centre were established, and the AMAR brand of honey was developed. This project received consultancy advice from Bees for Development UK.

3. 2001-2003 Mr Gebey was employed as Trainer and Technical Manager for SOS Sahel Apiculture Support Project in Amhara Region, training beekeepers and other experts of the region.

Mr Gebey has a first degree in Animal Science from Alemaya University Ethiopia and a Masters

degree in Management of Development from Van Hall Larenstein, University of Applied Sciences The Netherlands. He has attended various short courses in UK, Netherlands and Israel, and indeed it was from attending a short course at Cardiff University, run by Bees for Development in 1996, that our long period of cooperation and partnership has developed.


Funds since May 2012 Trade Advance Ltd. UK (2012-2015) £64,500 Marr Munning Trust UK (2012-2013) £9,900 Bees for Development Trust UK (2012-2015) £23,000 Civil Society Support Programme Ethiopia (2014-2015) £21,500

8.12

CHILD PROTECTION (for projects working with children and youth (0-18 years) only) How does this organisation ensure that children and young people are kept safe? Please describe any plans to improve the organisation's child protection policies and procedures for the implementation of this project.

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No work with children


No incidence of fraud. Fraud minimisation will be achieved by transparent accounting procedures by BfD Ethiopia, good management by BfD UK, and proper scrutiny and care by Project partners and Board Members.

SECTION 8c: CAPACITY OF APPLICANT ORGANISATION AND ALL IMPLEMENTING PARTNER ORGANISATIONS (Max 3 pages each) Please copy and fill in this section for your own organisation and each implementing partner

8.1 Name of Organisation Organization for Rehabilitation and Development in Amhara (ORDA)

8.2 Address P.O.Box 132, Bahir Dar, Ethiopia Tel: +251 (58) 2264376 +251 (58) 2221557 Fax: +251 (58) 2200987 Email: [email protected] Alternative email: [email protected]

8.3 Web Site www.orda.org.et


Registered charity organization according to the Ethiopian Charities and Societies Agency. Registration Number 0607


Income (original currency): 236,630,582 ETB Income (£ equivalent): £8,159,675 Exchange rate: £1 = 29 ETB (2012) Start/end date of latest set of approved accounts From: January 2012 To: December 2012

8.6 Number of existing staff 319 technical staff including Head Office, project and zonal coordination offices


Existing staff 1 FTE will be engaged in the project

New staff No new staff





Disabled People’s Organisation (DPO) Diaspora Group or Organisation



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A) ORDA will lead on the delivery of Output 1 and support M&E capacity in Ethiopia. Will manage their own budget. In addition to the focus on Output 1 ORDA will also support and participate in the project as a whole.

B) £46,330 (18%)


ORDA works in three existing and one new thematic areas and has 30 years of experience of working on development projects in Amhara. Thematic areas:

1. Natural resources development 2. Water resources development 3. Food security and agricultural development.

NEW 4. Rural diversification with a focus on women and youth (new area – fully compatible with this

project) ORDA works across Amhara and has worked on watershed development projects in the target woredas of this project. Notable experience of relevance include: Strong partner. ORDA is recognised by the community and by government as a strong regional development practitioner and this strength will be brought to bear in the proposal project. Watershed development projects. One of ORDA’s flagship programmes is the creation of watershed protection areas, and the development of community management plans and bye-laws. They have engaged in some projects to help community members use these protected areas for beekeeping but only on a small scale due to lack of beekeeping expertise (within ORDA). In this proposed project Output 2 includes support for youth groups to use these areas for beekeeping and ORDA’s experience will augment the specialist beekeeping skills of BfDE to help support the successful and economic use of watershed areas for apiculture. Inclusive development. ORDA has skills and experience in inclusive development and has the capacity to incorporate the views and needs of marginalised people, made vulnerable by circumstances. This experience will add value to the project’s aim of supporting the most poor to enter the honey economy. Promoting and strengthening co-operatives. ORDA has worked to solve the problems of honey marketing in Libokemkem by providing inputs, building the capacity and addressing bottlenecks faced by Libokemkem Addis Alem Honey Marketing Co-operative. This experience will be of value in the delivery of Output 1 on which ORDA will take the lead. Monitoring and evaluation. ORDA is accustomed to working with a wide range of donors and development partners and understands that good, efficient and effective M&E is essential to demonstrate performance. The organisation has developed strong M&E capacity. Particularly

1. Target setting 2. Good data management systems 3. Formative evaluation to ensure projects remain on track 4. Participatory evaluation to measure and understand change 5. Household livelihood surveys and analysis

This experience will strengthen the project’s M&E capability in which ORDA will take a prominent role.


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Currently ORDA is operating 47 projects, funded by 32 donors. It is working in 67 woredas throughout Amhara region. Some of the donors include; EU, SNV, USAID, Canada CIDA, Swedish SIDA, Civil Society Support Programme Ethiopia and Water Aid. During its five year strategic plan 2009-2013 ORDA managed an annual average budget of 200 million ETB (£7 million). ORDA are accustomed to working with different funding partners, under different arrangements. It has developed the experience for effective management of funds, of difference scales, with different terms and conditions. Funds managed 2009-2013.

In Ethiopinan Birr

Year Budget raised Annual budget Utilisations

2009 135,066,346 182,940,487 131,237,430

2010 205,746,396 257,449,454 197,204,877

2011 185,593,988 245,838,565 177,830,188

2012 234,152,147 302,160,524 236,630,582

2013 288,444,439 353,974,382 309,253,363

Exchange rate has changed considerably in this period. In 2012 £1 = 29 ETB

8.12 CHILD PROTECTION (for projects working with children and youth (0-18 years) only) How does this organisation ensure that children and young people are kept safe? Please describe any plans to improve the organisation's child protection policies and procedures for the implementation of this project.

The project does not work with children


No incidence of fraud within the last five years. ORDA has established professional internal audit and inspection systems. It delivers excellent accountability and transparency across the organization.

SECTION 9: CHECKLIST OF PROPOSAL DOCUMENTATION

9.1 Please check boxes for each of the documents you are submitting with this form. All documents must be submitted by e-mail to: [email protected]

Mandatory Items Check Y/N

Proposal form (sections 1-7) Y

Proposal form (section 8 - for applicant organisation and each partner or consortium member)

Y

Have you addressed the issues raised in the concept note feedback? Y

Project Logframe Y

Project Budget (with detailed budget notes) Y

Most recent set of organisational annual accounts Y

Project organisational chart / organogram Y

Project bar or Gantt chart to show scheduling of activities Y

9.2 Please provide comments on the documentation provided (if relevant)

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cscf proposal form - bees for · pdf fileproposal form section 1: ... orda organisation for...

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