Birhan Social Development Training

and
Consultation Center

Project Proposal on
Capacity Building for Middle
and Grass-root Level
Community Service Workers
in Addis Abeba

December, 2021
Addis Abeba
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Project Summary

1. Project Title: Capacity Building for Middle and Grass-root Level Community Service
Workers.

2. General Objective:
The General Objective of the Center is to capacitate and produce skilled human resources that
will work with poorest communities in order to enable them to be self-sufficient, and become
productive citizens – hence contributing towards poverty alleviation efforts.

3. Type and number of beneficiaries

Type of beneficiaries:
All those who work in poverty alleviation in general and those who work with the urban poor
in the slums of Addis Ababa in particular; priority is given to those working with the urban
poor community at grassroots community development endeavours.
Number of beneficiaries:
Direct: Male 65 Female 85 Total 150 trainees (annually)
Indirect: All customers of the employer organizations of these trainees.

4 Area of operation [Sub City and Woreda] : Different sub-cities of Addis Abeba
5 Duration : One year
6 Time of commencement : Date of Agreement
7 Implementing Agency : Birhan Social Development Training and Consultation Center
8 Contact Person – Name : Memmenasha Haile-Giorgis (Dr.)
- Position: Principal and Fundraiser
- Address: Woreda 5, Kirkos Sub-City, Addis Ababa
- P. O. Box 6889,
- Tele. 0113 72 45 03/04/05
- E-mail: [email protected]
- Mobile Phone 0911 86 44 72

9 Donor
The previous IUW (Institute for Urban Workers) and present BSDTCC (Birhan Social
Development Training and Consultation Center) operated under IHA-UDP between 2004 -
2012. Birhan Social Development Training and Consultation Center (BSDTCC) had different
donors: major donors were mainly from the United Kingdom, Hong Kong and United States
of America. Over and above the donors, many different local organizations contributed a lot in
accepting students for Cooperative Training in their organizations.
However, since IHA-UDP scaled down and begun operating as BSDTCC (Birhan Social
Development Training and Consultation Center), the following are the major donors from
various countries:-
9.1. United Kingdom:
 Band Aid

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  Cheltenham Networks Church (former Glenfall Fellowship) - through them different
churches and individuals
 Headley Trust
 Hilda Laing Charitable Trust
9.2. United States of America:
Oakseed Ministries International
9.3. Hong Kong
Toys Christian Fellowship
9.4. And different one time donors have continued to fund and other long time donors
have been requested.
10 Budget

a) Direct Cost = Birr 10,076,181.15 (88.%)

b) Administration Cost = Birr 1,401,134.68 (12%)
Total Budget = Birr 11,477,315.83 (100%)

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Major Components of the Project
1. Background and Justification

a. Background
Ethiopia is one of the least developed countries in the world with a large population.
According to the latest estimates the total population of Ethiopia is more than 110 million.
The growth of urbanization is significantly affecting the living situation of the residents.
For over three decades there were very little or no urban programmes initiated by the major
social actors i.e., the government, the civil society or the private business sector. As urban
social and economic problems continue to grow, local officials and community members
are constantly challenged by the need to provide diverse services. It is imperative that
development actors should incorporate urban issues in their agenda and every effort should
be made to enhance development education and practical intervention.
Currently in Addis Ababa, the capital city of Ethiopia, many government and non-
government centers that provide services to the communities have been established and
made functional. These centers rendered services to various special social groups, which
include homeless persons, children, delinquent youths, elderly people, women, persons
living with disabilities and persons living with HIV/AIDS disabled. The services provided
to the above-mentioned groups could be effective and successful if it is given by
professionals who have the necessary skills and knowledge. This will insure that the above
groups become productive citizens who would become self-supportive and contribute to the
poverty alleviation efforts.
However, most middle level and grass-root level community service workers in Addis
Ababa are operating without any formal (pre-service) training. This is because of the fact
that there is no training center/college established to provide training for community
service workers at Technical and Vocational Education & Training (TVET) level. The
mission of Addis Ababa TVET Agency is “Giving training in a participatory way of both
the public and industries and expanding institutions that can use and facilitate the
transformation of technological values for both the community and micro-finance
organizations.”

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Therefore, it is imperative that a center at TEVT level be established to provide training to
middle level and grass-root level Community Service Workers. This Center is intended to
give training for those who are currently working as Community Service Workers and who
are interested to engage in such activities. In this regard to set-up best practices the Center
uses the experience of Integrated Holistic Approach Urban Development Project (IHA-
UDP). The concept of building the capacity of community service workers who are
working at middle and grass-root level came out of the practical experience of spreading
the “Integrated Holistic Approach” in alleviating poverty in the city of Addis Ababa which
has been implemented by IHA-UDP a local charity organization from 1989 to 2012 in two
different locations in the city, covering eight districts (Kebeles) with a population of 52,000
in poorest communities.
IHA-UDP was established in 1989 following an academic research for a Master of
Philosophy study by the Founder of the Project on eight very poor Kebeles in different
parts of Addis Ababa. Kebele 41 (one of the 8 Kebeles identified by World Bank as the
poorest areas in Addis Abeba) with 4,000 population upgraded with Norwegian Save the
Children fund 1981 – 1986. Then, in 1990 IHA-UDP scaled up Kebele 41 setting up the
Project which was involved in improving the quality of life of 30,000 people living in 4
Kebeles (30, 41, 42 and 43) of Woreda 3 located in the slums of the city in the periphery of
the Mercato (Tekle Haimanot) area. Two other Kebeles (29 and 40) of Woreda 4 with a
total population of 12,000 were also outreached for health programmes. The Project then
moved on to Kirkos Sub City Kebeles 08 and 09 which is one of the poorest of the poor
slum areas in Addis.
IHA-UDP was an urban development project aimed at alleviating poverty by launching up
to 52 varieties of community based socio-economic programmes organized under three
major components – i.e. Community Development (CD), Physical
Up-grading/Construction (PUG), and Primary Health Care (PHC).
The approach of the Project is to tackle poverty problems in an “integrated and holistic”
way by affecting the full participation of the community at every stage of the project cycle.
The approach, although not an easy task, has proved to be very effective in upgrading the
quality of life of the poorest of the poor empowering them to lead, own and sustain a
process of development begun by a charity organization. It was felt that it is an approach
that is worth implementing city wide, hence the idea of setting up “Birhan Social
Development Training and Consultation Center” when first established was known as
“Institute for Urban Workers” to train would-be community service workers with hands on
experiences, and placing the Center right in the heart of the Project. Based on the requests
of many Charities and Societies organizations who wished to replicate IHA-UDP’s
approach and experience, the capacity building center for middle level and grass-root level
community service workers was established with a projected plan to go further to a Masters
level.

The strategy of BSDTCC is to train the selected persons in appropriate theoretical and
practical skills as well as sharing experiences with like-minded organizations.

Since this is a training and consultation programme, the activity is expected to continue.
But, the Center is now revising its programmes and the whole set up; therefore, this present

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 proposal is going to be functional for one year according to the agreement with relevant
government bodies.
b. Justification
Many community service workers do not find it easy to work within integrated holistic
approach such as IHA-UDP has been conducting, because of the demand responsive nature
and time required changing attitudes and reaching consensus. IHA-UDP team believes that
some of the successes seen in poverty alleviation are due to the nature of its holistic ethos
and the knowledge, skills and the conviction that its workers have.
World Bank study (in 1978) states that, 90% of Addis Abeba residents live in slum areas. At
present physical condition of Addis is changing due to great efforts. However, several
researches show that the number of homeless persons living in different areas in the city of
Addis Abeba is significantly increasing.
Although, several community service organizations have been established and functional to
deal with the above problems, those community service workers involved in serving these
institutions and the communities have been found with little or no training regarding the
expected quality service. Many charity organizations in both secular and religious
organizations had requested for their workers to get a formal exposure at IHA-UDP, but
when they returned to their respective organizations and tried to implement what they learnt
it became super-imposed and hence did not function as expected.
It was therefore perceived that a capacity building center should be established to fill the gap
of the existing shortage of middle level and grass-root level community service workers at
various government and non-government organizations that could address the concern of the
poor community.
2. General Objective of the BSDTCC

The General Objective of the Center is to capacitate and produce skilled human resources that
will work with poorest communities in order to enable them to be self-sufficient, and become
productive citizens – hence contributing towards poverty alleviation efforts.
3. Specific Objectives
 To introduce 150 (65 Male and 85 Female) trainees annually to best practices, in poverty
alleviation, inorder to enable them to work with the poorest of the poor.
 To enable 150 (65 Male and 85 Female) trainees annually to be creative and innovative in
solving the problems of poor communities.
 To consolidate, document and share the experience of IHA-UDP in an appropriate context.
i.e. participatory, bottom up, integrated and holistic approach.
 To produce 150 (65 Male and 85 Female) competent practitioners on urban development
issues.
 To establish interactive, effective and efficient communication for a better promotion of the
BSDTCC.
 To capacitate the grass-root workers and professionals through quality training.

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  To build the necessary human capacities to efficiently manage and implement different
aspect and activities of poverty alleviation at different levels of academic studies (certificate,
diploma and, in the future, masters).
4. Results [Expected Outcome]
 Increased the efficiency and the effectiveness of 150 (65 Male and 85 Female) community
service workers in providing community services.
 Improved the skill and the knowledge of 150 (65 Male and 85 Female) community service
workers in addressing issues of poverty.
 Increased participation of the community in solving their own problems.
 Improved the living condition of the poor people.
 Improved awareness on issues of urban poverty based on the values the project uphold
particularly amongst potential organized groups such as Government, Charities and
Societies and Churches having development programmes as well as humanitarian
organizations.
 Increased joint efforts amongst potential urban working organizations.
 Increase citywide efforts for poverty alleviation.
5. Activities and Strategies
a) Activities
 Providing training in Community Service Works and Social Work.
 Prepare and revise Module/TTLM for Levels I – II for 33 competencies in Community
Service Work and for Level III – V for 45 competencies in Social Work.
 Delivering outcome based training in Community Service Works and Social Work for a
total number of 150 trainees.
 Regarding competency assessment:-
- 150 trainees will be assessed in the Academic Year
 Provide short term training for 20 academic staff or the college once in every year
depending on the proposed project.
 Provide model exams and prepare trainees for COC assessment for those who have
completed Institutional Assessments.
 Facilitate trainees for exposure/cooperative training by sending them to the relevant
industry of Community Service Work and Social Work.
 Facilitate the maintenance of office, library and computer lab equipment to make the
College a center of excellence.
 Facilitate the renewal of accreditation of Community Service Work and Social Work
courses for Levels I – IV in 2022 from Addis Abeba City Administration TVET Bureau.
 Facilitate trainees’ graduation ceremony once every year for those who are successful in
Institutional Assessments.
 Organize and conduct seminars, meetings and tracer studies.
 Purchase of office and training equipment to replace the outdated and damaged ones and
to add more facilities in order to enhance the practical training.
 Update the library with recently published books and modern ICT services in order to
equip trainees with the modern technology.
 Prepare a schedule of experience sharing programme ones in a year with like-minded
organizations who perform similar activities.

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  Facilitate selection and registration trainees based on criteria for the appropriate level of
the training for every academic year.
 All the necessary training facilities such as computers, laptop, LCD projector, well-kept
classrooms with comfortable chairs and tables, equipped library are provided according
to the OS of the CSW and SW training.
 Follow-up and monitoring of the training at every training session.
 Work towards internal training quality assurance to a total of 330 (135 male, 195
female) trainees.
b) Strategies
 Birhan Social Development Training and Consultation Center (BSDTCC) insures that
those who have practical experience in the respective ex-IHA-UDP projects will be
recruited and placed to be trained in the appropriate theoretical skills.
 Using active learning (participatory) methods of teaching.
 Conducting field visit (Cooperative training) with different government and charity
organizations.
 Inviting guest lecturers who are experienced practitioners from similar organizations.
 Experience sharing visits will be arranged between like-minded organizations so that the
trainees, i.e the would-be front line community/social workers, will be able to compare
and contrast the kind of benefit community members are getting from their respective
supporting charities and societies or development programmes of churches, etc…
 After the visit, the trainees are required to write reports and present same to their classes
to be followed by discussions in order to ensure that the trainees clearly get the
knowledge from hands-on best practices that are on the ground.
 BSDTCC shall review the Curriculum to ensure that everything is well covered and that
the students acquired the necessary knowledge and skill as spelt out in the Curriculum.
 Since the new intake of the grassroots may not have the quantitative and qualitative
methods of needs assessment, some statistical knowledge as well as other scientific
approaches, which they acquire during their stay with the Center, will give them
confidence and the necessary skill to work with their communities after they graduate.
 Similarly, the students of the Community Service Work and Social Work Programme
will also be visiting development programmes and will present papers in their respective
groups. Comments and appropriate critics will be made on their papers.
 Lessons learnt from the critics and comments will also be acknowledged and recorded so
the students get the right approach to scholarly work.
 Contact Government, Charities and Societies and Church based development
programmes towards participating and contributing to poverty alleviation issues.
6. Beneficiaries Selection (Admission) Criteria
 To enter the program candidates shall fulfill the entrance requirements set annually by
Federal and Addis Abeba City Administration TVET Bureau.
 Who are interested in the field of study but not able to pay for learning
 Commitment to urban poverty alleviation issues
 Adults who are interested and participating in their community activities.
 Beneficiaries can be selected by Sub-cities and Woredas TVET, BOLSA and BOFED
offices, as well as from different Charities and Societies organizations in accordance with
the criteria and quota given by (TVET) BSDTCC. BSDTCC and relevant organizations
will work together in recruiting the would-be trainees.
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7. Inputs [material, finance, and manpower]

a. Material
BSDTCC has to raise fund from different donors in different countries for the
implementation of the planned program activities.
b. Finance
With the money that the Center acquires from its donors, the necessary material is
purchased for the implementation of the intended purposes under the specific planned
programme activities.
Students could be sponsored by agencies, churches and organizations that send them.

Budget
Direct Cost = Birr 10,076,181.15 (88.%)
Administration Cost = Birr 1,401,134.68 (12%)
Total Budget = Birr 11,477,315.83 (100%)

c. Manpower
Academic staffs will be selected based on their relevant education and experience in the
field. In addition, necessary support staffs will be recruited.

(SWOT Analysis)
a. Assumption and risks(Thraits)
8.
b. Assumption
 Fund availability to give scholarship to appropriate students
 College being utilized to the maximum capacity.
 Production of skilled human resources.
 Activities will be implemented according to plan.
 Every member of staff: teachers, and support staff will play their role at every stage and
every step of the process.
c. Risks (Thraits)
 Shortage of fund for the program.
 Less number of students than expected
 Shortage of instructors in the field
d. Risk mitigation measures
 The alternatives to combat the assumptions are to broaden the donor base and strengthen
the local fund-raising capacity.
 Enhance awareness creation through various means
 Try to communicate with instructors of similar institutions
 To be selective according to the criteria

9. Stakeholders Analysis

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 Name of
Activities of the Stakeholder
Stakeholder
Federal Charities  Register and renew license as per the rules and regulations
and Societies  Collect, analyze and disseminate information
Agency  Encourage the charity for better performance
 Supervise the charity as per proclamation
 Follow up the operation of the charity
Addis Ababa City  Appraisal of the Project Proposal and giving feedback.
Government Bureau  Signing agreement with the Center
of Finance and  Forward government policies and regulations
Economic  Mediate and provide the necessary support if conflict arises
Development  Coordinate the charity and stakeholders
(BOFED)  Conduct monitoring, periodic evaluation of the project with the concerned
sub-cities and line-bureaus and give the necessary feed-back.
Addis Ababa City  Appraisal of the Project Proposal and giving feedback.
Government Bureau  Signing agreement with the Center
of Labour and Social  Forward government policies and regulations
Affairs (BOLSA)  Appraisal of the Project proposal and forward the comments on it.
 Create enabling working environment
 Facilitate and promote poverty alleviation issues in general and certain
activities
 Conduct monitoring and periodic evaluation of the project with the
concerned sub-cities and line-bureaus and give the necessary feed-back.
Addis Ababa  Provide accreditation license for the programmes
Technical,  Periodic supervision, monitoring and evaluation of the project performance
Vocational  Create enabling working environment
Education, and  Provide promising practice and lessons learnt
Training Bureau  Approve the Occupational Standard and Model Curriculums that are used in
(TVET) the programmes
 Provide trainings/workshops to build the capacity of the facilitators on the
issues and strategies of the Education Policy.
 Provide basic guidelines and strategic documents on the implementation
programme.
Sub-city Finance  Provide technical support
and Economic  Monitor and evaluate the Project together with the relevant bodies.
Development Office  Serve as a General Assembly member of the Center
Sub-city Labour and  Provide technical support
Social Affairs Office  Monitor and evaluate the Project together with the relevant bodies.
 Serve as a General Assembly member of the Center
Woreda  Participate in beneficiaries selection and screening with the given criteria
Administration  Facilitate the integration of services at Woreda level.
 Participate in programme planning, implementation, monitoring and
evaluation of the Center’s activities.
Addis Abeba City  Ensure the installation of utilities like water, electricity and
Government Adm. telecommunication
 Ensure the availability of land for the Center’s/College’s activities.
The Management  Directly involve in the planning and implementation of the Center’s
and Staff of the activities.
Project  Prepare Project Proposal; carry out fundraising and day-to-day monitoring of
activities.
 Prepare monthly, quarterly, biannual and annual reports for respective

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 Name of
Activities of the Stakeholder
Stakeholder
stakeholders.
 Follow-up the execution of programme activities as planned
 Formulate policies of the Center/College
 Set up direction for achievement of the organizational goal.
 Resolve problems that might hinder the smooth operation of the charity.
Trainees of the  Participate in planning of the programmes.
College  Provide feed-back on the effectiveness of the implementation of the
programme.
 Evaluate trainers as well as the Center’s activities.
 Participate in different committees of the Center.
Donors  Securing and providing the necessary fund for the Center’s activities
 Monitoring and Evaluation of the Center
 Provide the necessary support in related fields
General Assembly  The General Assembly leads the organization as a whole.
and Board  Gives directives towards the policies, planning implementation and evolution
activities
 Decides on the continuity, extension and phase-out of the project.
 The Board selects the Head of the Project.
 The Board Monitor and evaluate the implementation of all resources
according to the manual.

10. Monitoring and Evaluation

a) Monitoring:
 One-to-one and group discussion with the beneficiaries (i.e. students).
 Progress Report by trainers at each level on each training unit
 Quarterly/bi-annual/annual progress report of BSDTCC to all stakeholders as required.
 Inventory conducted annually and as required.
 After completing assessments for each module, trainees are expected to take
institutional assessment for their overall performance. Trainees who are competent by
institutional assessment are eligible to take the national assessment; if not, additional
skill gap training will be given.
 Occupational assessment and certification of the achieved occupational qualifications
will be done according to occupational assessment guideline and procedures by the
national assessment center.

b) Evaluation:
 The TVET and BOLSA evaluate the progress of the Center quarterly and occasionally
 Chartered Accountants and External Certified Auditors annual auditing.
 Periodic (bi-annual and annual) evaluation of the staff by the beneficiaries.
 Conduct tracer study of the graduates in order to see the result of their performance.
 Mid-term and Terminal evaluation by the respective stakeholders.

c) Reporting
i) Government:
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  Overall quarterly/bi-annual/annual progress report of BSDTCC to the respective
government signatory offices as required.
 Formal evaluations are carried out by the respective government signatory offices.
ii) Donors
After having received the regular reports as per their requirements, donors will have the
opportunity to evaluate activities and utilization of funds they earmarked according to
the agreement.
d) Social development indicators
i) From non-formal training 106 (39 male, 67 female) trainees graduated in six rounds.
ii) Basic Computer training graduates were 50 (22 male, 28 female)
iii) From the formal training:
Level I graduates were 28 (15 male, 13 female)
Level II graduates were 39 (18 male, 21 female)
Level III graduates were 32 (12 male, 20 female)
Level IV graduates were 51 (20 male, 31 female)
This makes a total number of graduates to be 285(129 male, 156 female) in the
academic years of 2009/10 up to 2018/19. (2021)
Over all graduates of the College at different levels were will be 150 (65 male, 85 female).
11. Sustainability and Phase out Strategy
a) Sustainability:
Building the capacity of the trainees’ is one of the main focuses of the Charity. This is to
enable them to be the main actors of Social Protection Policy, actors of long term and
sustainable development in the country. Therefore, their capacity will be strengthened by
Community Service Work in Level I, Level II, Level III and Level IV formal trainings; and
other short-term trainings on different social agenda, by giving financial and technical
support. Consequently, they will start to implement the knowledge they get for tackling the
issue of OVC, vulnerable women, youth, elderly, and peoples with different kinds of
disabilities, unemployment, environment, homelessness and other development issues.
Rehabilitating and giving skill training for the selected homeless of the city is also the other
main focus of the Center. Multi-dimensional problems of the homeless persons will be
addressed. As a result the homeless will be rehabilitated, trained and be productive and
self-sufficient citizens.

b) Phase out Strategy:

Since the College is a training college Center, it is expected to continue functioning. But, if
the project permit could not be renewed, all the resources of BSDTCC will be transferred
to Charities and Societies Agency according to proclamation number 621/2009.
12. Organization and Management
BSDTCC has its own organizational set up. It has a General Assembly, then a Board whose
members are selected from the General Assembly. The Organization is headed by the Principal
and Fundraiser’. There are three major departments the details of which are as follows:
1. Academic Vice Principal
 Dean of Students

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  Registrar
 Training & Quality Office
 Department of Community Service Work
 Research Consultancy & Publication
 Library & Computer Laboratory
2. Vice Principal for Management & Development
 Admin and Finance
3. Fund Management & Inter-Church Urban Concern Coordinator
4. There is also an External Auditor (selected every three years according to government
directives) under the General Assembly which audits the Organization once a year. The
audit report is examined by the General Assembly and is then sent to all relevant
government bodies and to all donors.

Organizational structure??????????

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