Professional Documents
Culture Documents
DIASPORA
TRUST FUND
STANDARD GRANT APPLICATION FORM
UNDER THE CALL FOR PROJECTS
ETHIOPIAN DI ASPORA - PARTNERSHIP TO IMPROVE SOCI AL AND
ECONO MI C W ELLBEING OF ETHIOPIANS IN NEED
EDTF SECRETARI AT
JULY 2019, ADDIS ABABA
PART ONE
APPLICANT INFORMATION
Lead Applicant.
Name of Applicant1 Waliif Agro-Industry S.C.
Organizational type2 Share Company
Year of establishment3 2016
Place of establishment Addis Ababa
Registration number
Taxpayer identification number 0049598484
Telephone number +251118121811
Mobile phone number +251911036738
E-mail Waliifagroindustry@gmail.com
Office address
(Street/Woreda/Kebele/House Addis Ababa City, Arada Sub-city, woreda 09, Arat-Kilo
No/City)
P.O. Box -
Contact Person
Contact Person
2. CO-APPLICANT4
1
Name as stated on the legal registration/incorporation certificate of the organization
2
Specify as indicated on the registration/incorporation certificate of the organization. e.g. NGO, association, government entity, private sector etc.
3 In Gregorian calendar
4
If there are more than one co-applicant, please copy and paste the same table to provide the information of each co-applicant
5
Name as stated on the legal registration/incorporation certificate of the organization
6
Specify as indicated on the registration/incorporation certificate of the organization (e.g. NGO, association, government entity, private sector etc.
PART TWO
PROJECT INFORMATION
1. PROJECT SUMMARY
Livelihood Enhancement for Smallholder coffee
1.1. Title of the Project farmers [LESCF]
1.2. Summary of the Proposed Project (Not exceeding 500 words)
Highlight: the need and objective of the proposed project, expected results and key
methods/approaches and activities that will be implemented to achieve the stated result(s)
Overall objective: Improved livelihood of small scale coffee farmers in Anfilo, Gidami and Sayo
districts.
Specific Objective 1: To support smallholder farmers in coffee value addition
Specific Objective 2: To promote livelihood diversification among smallholder coffee farmers
Following the specific objectives, the expected results in terms of outcomes and outputs is explained
as:
Outcomes
Outcome 1.1: Coffee production increased from 5 quintals to 10 quintals per hectare for 1000
stallholder coffee farmers per harvest season.
Outcome 2.1: 300 smallholder coffee producers practiced honey production as source of income
Outcome 2.2: 700 smallholder coffee farmers\producers fully uptake the practice of intercropping with
banana, potatoes, cabbage, legumes and mushroom for consumption and income
Outputs
Output 1.1.1: Rural institutions [cooperatives, farmers’ organizations] established and operational
Output 1.1.2: Coffee processing equipment support provided
Output 2.1.1: Apiary inputs provided and model beekeepers linked to markets
Output 2.2.1: promote GAP and SLM agricultural practices
Activities: The project will implement the following actions per the outputs.
1.1.1.1. Organize farmers’ based organizations at village levels
1.1.1.2.Establish and operation primary rural cooperatives at kebele levels, equip them essential office
running
1.1.1.3.Training for cooperative members
1.1.2.1.Provide wet coffee washing\processing machine
1.1.2.2.Provide coffee hulling machine
1.1.2.3.Provide solar dryers
2.1.1.1. Action oriented training on beekeeping concepts like colony management, bee transfer, queen
rearing, honey quality, bees protection from pests and diseases, etc.
2.1.1.2. Provide transition beehives for selected farmers
2.1.1.3. Provide modern beehives for selected motivated farmers
2.1.1.4. Provide apiary accessory inputs like queen excluders, etc.
2.1.1.5. Conduct honey market promotion and linkage events with honey farmers, collectors,
processors, and government actors.
2.2.1.1. Training on inter-cropping and other good agriculture practices and best bet sustainable land
management [SLM] practices, and coffee orchard management
2.2.1.2. Provide seeds\seedlings of shade trees, legumes, banana, and mushrooms for coffee farmers
2.2.1.3. Conduct farmers ‘coffee farms rejuvenation\renovation campaigns
2. PROJECT DESCRIPTION
2.1. Statement of the problem (Not exceeding 300 words)
a. Describe the problem the project intends to solve and its scale/magnitude
b. Present and explain the evidence justifying the need for intervention
Describe the problem the project intends to solve and its scale/magnitude
Despite its importance both at the macro and micro household level, the coffee sector’s performance
has remained unsatisfactory and smallholder producers face a number of challenges in the form of
low productivity and quality, lack of access to markets, little opportunities for value addition, lack of
capital and access to credit to invest in machineries, and to pay for transport to sell outputs.
The coffee chain is characterized by weak institutions including the absence of an institution to
coordinate, direct or encourage research on coffee and help build consensus among different groups.
The processing and marketing process in coffee industry are dominated by institutions that thrive on
information asymmetry in the sector to maximize profit. This makes the distribution of value added to
be highly skewed against the small coffee farmers. Cherry picking is a rather laborious task and hence
costly. Coffee farmers\assemblers need to take the fresh harvested red berries in to washing stations
within 10-12 hours of picking or otherwise, the berries may no longer be suitable for washing. This
would imply that coffee farmers in relatively remote areas will be forced to sell their coffees in dry
berries even if they want to sell in red form.
Poor maintenance and degradation of coffee orchards explained by limited competitiveness with a
decreasing in quantity and quality caused by the aging of the orchards (coffee trees are old).
The farmers use traditional processing techniques in which the coffee is dried on the floor or on
surfaces that do not allow a uniform drying of the coffee cherries which negatively affects the taste and
flavor of the coffee produced as coffee is a very sensitive crop and easily absorb the odors of drying
area. There are improper post-harvest processing and handling practices such as on bare ground,
rainy weather particularly during drying season, improver storage and transportation like earthy and
musty coffee defects.
Present and explain the evidence justifying the need for intervention
Currently, it is difficult for Smallholder coffee farmers to achieve economies of scale from coffee
production. There are market failures due to the fact that farmers are not directly selling their coffee
to the exporters, or international importers. Instead the coffee chain is populated with highly
networked illegal middlemen and agents who rely their livelihood on the created information
asymmetry, and buy the coffee at a very low price from the farmers, and sell it to private commercial
traders or large unions owning coffee processing machines. These process coffee and add-value and
sell it at a high premium price to the consumers. Due to the booming of the caffe shops in towns and
cities, there are also several emerging roasters. In general, both farmers and final consumers will be
disproportionately affected which causes economic loss\waste.
There are also non-existent or very weak and sluggish\slow primary cooperatives in the rural areas
2.5. Outline and describe the specific objectives of the project and related indicators to assess
achievement of the overall objective. (Not exceeding 150 words)
The project has the following specific objectives with measuring indicators to assess performance and
achievements.
Specific Objective 1: To support smallholder farmers in coffee value addition
The project supports actions that improve value addition to the coffee produce through establishment,
institutionalization and strengthening of rural based organizations [village farmers’ organizations,
kebele primary rural cooperatives], and provide equipment for primary and secondary coffee
processing [wet coffee washing\processing machines, hulling machine, solar dryers, storage
equipment] through these institutions. By creating capacity the cooperatives will add value to the coffee
produce of their members, and further bargain the market price on behalf of their members.
Indicators to measure this objective is:
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Increase in average income from -----to----for each of 1000 participating smallholder coffee farmers due
to increased farm-gate price
Number of smallholder coffee producers who bought [owned] the share of Walif-agro industry PLC.
Specific Objective 2: To promote livelihood diversification among smallholder coffee farmers
This objective promotes alternative livelihood and income diversification strategies integrating with
good agricultural practices [GAPs] and best bet farm management. This includes alternative income
generation activities like coffee farms with apiculture, coffee farming intercropped with food and high
market value crops like mushroom production, banana production, and shade tree nursery production.
Indicator to measure this objective is:
70% increase in the number of smallholder coffee farmers who adopted environmental-friendly
alternative livelihood diversification strategies
45% income Increase of smallholder coffee farmers due to the livelihood intervention
2.6. Describe the main results of the project. (Not exceeding 150 words)
The project has the following results explained in terms of outcomes and outputs, derived from the
specific objectives.
Outcome 1.1: Annual coffee production increased from 5 quintals to 10 quintals per hectare for 1000
stallholder coffee farmers per harvest season.
Output 1.1.1: Rural institutions [cooperatives, farmers’ organizations] established and operational
Output 1.1.2: Coffee processing equipment support provided
Outcome 2.1: 300 smallholder coffee producers practiced honey production as source of income
Output 2.1.1: apiary toolkits provided and model beekeepers linked to markets
Outcome 2.2: 700 smallholder coffee farmers\producers fully uptake the practice of intercropping with
banana, potatoes, cabbage, legumes and mushroom for consumption and income
Outcome 2.2.1: promote GAP and SLM agricultural practices
2.7. Discuss the methodologies that will be used to generate the desired results and to achieve
the project objectives. (Not exceeding 300 words)
The entry point is based on the value chain development analytical framework discovering potentials
and bottlenecks within these levels and in the dynamic interactions between them. Walif recently
conducted a business feasibility assessment in the project area and clearly verified that smallholder
coffee farmers are disproportionately affected by the existing coffee chain and justified the need for
intervention that improves the bargaining power of these hero fellows on market price through value
addition by processing their coffee produce and quality improvement on one hand, and implementing
alternative livelihood diversification strategies that can improve the consumption and income security of
these farmers and their families.
Walif has currently over 100 active small scale coffee growers\farmers directly selling their produce to
the coffee agro-processing plant operating in the Anfilo woreda. The industry has already started
establishing kebele level coffee cooperatives and village level coffee farmers’ groups.
Capitalizing the commenced experience and live operations, the project will adopt a lead farmer
model also called contact farmers) or farmer-to-farmer extension (F2FE) using farmers field school
approach and primary kebele level coffee cooperatives establishment and institutionalization. At
village (many villages exist within a kebele) levels, farmers’ groups represented by lead/leader
farmers in all the three targeted coffee producing districts.
WAlif has a pilot demonstration site close to the agro-processing plant. The plot has different multi-
purpose and fruit nurseries and seedlings for prototyping distribution to its lead farmers. Sample
pilot/prototyping operations of some equipment like modern hives/transition hives, wet machines,
hulling machines, pulping machines, solar dryers will be demonstrated. Added to that are nursery fruit
characterization, coffee orchard and nursery management, canopy management, bee-colony rearing
and others will be demonstrated to the leader farmers.
The co-applicant organization, Pan Africa Consulting will adopt the follow-up strategy post training
services of the lead farmers, and delivers technical support in the form of field demonstrations,
learning visits, and coaching events.
The project gives training of trainers for 10% of the members of the farmers’ groups identified as
leader farmers, and these farmers are assumed to step-down the same awareness to the remaining
90% of the farmer groups following the associate model. [Note that each farmer group consists of 20-
25 coffee farmers].
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Group members will self-select based on the community consensus approach that ensures strong
participation and say of the beneficiaries.
2.8. Highlight new or modified approaches the project introduces and the benefits, added
values and opportunities these approaches offer to the beneficiaries of the project. (Not
exceeding 300 words)
Being embedded at the grassroots participation, the project introduces farmer-to-farmer schools
through lead farmers, and technically supported by the business development services [BDS] provider
through the co-applicant\pan African Consulting, it gives a mother-baby model of field
demonstration, experimentation, and coaching. This implants the knowledge and skills acquired for
ever, and reaches too many remote coffee farmers within the stipulated project life period.
The project also do not follow the ‘one blanket fits all’ but capitalizes the indigenous knowledge
developed by the community with respect to sustainable land management, weed control, livelihood
endeavors, and conservation agricultural practices. The project has no intention or deep interest to
promote synthetic fertilizers, herbicide, insecticides, and other bio-chemical measures but fosters
compost preparation and application, ridge farming, coffee-shades planting, inter-cropping etc.
which are environmental safe production methods. Intercropping of coffee with banana is a
longstanding tradition of the coffee farmers in the area and the project upgrades the process and
scale. Beekeeping and honey production are also similarly the longstanding livelihood of the farmers,
but the project unlocks the positive synergy that apiculture activities will bring on the production of
honey, and increase the income of the families.
The project will strengthen the very weak, disjointed, and unfair value distribution across the coffee
chain segment disproportionately harming the smallholder farmers through establishment and
operation of farmers’ groups at village levels and primary cooperatives at kebele levels to outperform
the bargaining power of these victimized farmers on marketing price and reducing the transaction
costs facing them during selling of their coffees.
This project gradually paves the way that the smallholder coffee farmers.
The project has the following milestones with their schedules
Year 1 quarter 1:
Operational agreement with government signed
MoU between Implementing partners
Year 1 quarter 2:
Launching and familiarization of the project
New staff members hired
Provide seeds\seedlings of shade trees, legumes, banana, and mushrooms for coffee farmers
Year1 quarter 3:
Rural institutions [cooperatives, farmers’ organizations] established and operational
Recruitment and group formation of coffee farmers for apiculture
Training for cooperative members
Action oriented training on beekeeping
Year 1 quarter 4:
Coffee processing machines [wet, dry hulling and solar dryers] provided with appropriate training
Apiculture beehives and related apiary toolkits provided
coffee farms rejuvenated their farms
Similarly, in the second year of the project life milestones are as:
Year 2 quarter 1:
Farmers started selling their produce at the cooperatives premises
Training on inter-cropping and other good agriculture practices and best bet sustainable land
management [SLM] practices, and coffee orchard management
Year 2 quarter 2:
Cooperatives ensured high bargaining power for price negotiation
Conduct honey market promotion and linkage events with honey farmers, collectors, processors, and
government actors
Year 2 quarter 3:
Consistent relationships between cooperatives, Farmers and Walif-Agro Industry formed
Provide seeds\seedlings of shade trees, legumes, banana, and mushrooms for coffee farmers
Year 2 quarter 4:
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Farmers and cooperatives buy shares from the Agro-industry [investment appetite created]
Conduct farmers ‘coffee farms rejuvenation\renovation campaigns, village farmers ‘organizations, and
kebele primary cooperatives buy the stock\share of the Walif Agro-Industry and participate on
dividend profits making them transform to investors or shareholders.
2.9. Define the key milestones of the project and corresponding dates. (Not exceeding 200
words)
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established at their respective kebeles.
Woreda agriculture office and woreda cooperative office will give continuous extension services for
the smallholder coffee farmers.
Ethiopian Coffee and TEA Development Authority with its objectives of strengthening the extension
service and establishing a quality based marketing system. The authority will give data and
statistics on agro-ecology suitability, coffee varieties and available production or processing
technologies, and the overall value chain performance. Therefore the authority will benefit from
better-performance in value chain and governance through effective institutions and value addition.
Oromia coffee and Tea Authority will provide the current policies, region’s coffee chain, and desired
framework to benefit smallholder farmers. Therefore, the authority will benefit from the
effectiveness of these policies.
Wollega University and Dembi-Dollo University will share available contextually conducted
research findings regarding the coffee production in the Kelem Wollega Zone.
Ethiopian Coffee Exporters Association will gain indirect benefits as more volume of high quality,
high value and traceable coffee becomes available on the market
Ethiopia Commodity Exchange (ECX) will benefit indirectly from an enhanced availability of good
quality traceable coffees
Agricultural Transformation Agency (ATA) with its flagship programmes: the Ethiopian Soil
Information System (ETHIOSIS) and the Agricultural Commercialization Clusters (ACCs)
Primary market suppliers will be able to buy coffee from farmers at primary marketing centres and
bulk coffee in to lots and deliver to the Ethiopian Agricultural Commodities Warehouse Service
Enterprise (EACWE) quality testing laboratories where coffees are graded. Thus, these suppliers
will have better opportunity to buy and consolidate high quality coffees.
Secondary coffee cooperatives and unions will improve the quality of coffee they are receiving and
will have a significant demonstration effect
Private sector partners like roasters and local coffee bean buyers benefit directly from the
availability of traceable coffee.
How they will perform/implement their role in the project cycle
The lead applicant and the co-applicant has already entered a a legally binding teaming agreement
which defines the duties and responsibilities of each entity
The applicant and the government are expected to enter in to the operation agreement regarding the
project
The project will envisage to form a twining agreement with research and academic institutions
particularly on demonstrations and issues requiring technicalities.
All the stakeholders are expected to participate on the project familiarization, launching, and
negotiation workshops to give their inputs to further improve outcomes.
The smallholder coffee farmers’ participation is democratic from the very inception that farmers’ groups
at each village of a kebele self-select their members based upon their trust and relationships. Both the
farmers ’groups and kebele primary coffee cooperatives will run through a democratically selected
members of the cooperative which fosters the active raise and demand of the members’ interest. The
lead farmers regularly develop Joint action plan for each of their farmers’ organizations like each
members’ requirements of nursery seedlings and distribution, determination of cost-sharing for the
coffee processing machines and members payment modality, apiary inputs\toolkits, intercropping
seeds, etc.
2.12. Beneficiaries (Not exceeding 300 words)
Explain: (a) the main beneficiaries of the project and their actual/approximate number, (b) how
they will benefit from the project and their role in the planning/implementation process
Main beneficiaries of the project and their actual/approximate number
The direct beneficiaries of this project are 3000 smallholder coffee farmers [60% women] engaged on
organic coffee farming in the form of forest, semi-forest, and garden coffees.
How they will benefit from the project and their role in the planning/implementation process
The smallholder coffee farmers will benefit from the project through increased income from sale of
large volume and quality coffee by the value-addition intervention.
The farmers also benefit from the improved livelihood security both in terms of consumption security
and additional income generated from the crop diversification through inter-cropping and
apiculture\honey beekeeping.
They also benefit from the retention in soil fertility, organic and sustainable farming, and
renovation\rejuvenation campaign on their individual coffee farms that increases productivity and
attractive coffee orchard management.
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The farmers also benefit from the decrease in transaction cost in marketing since this will be
undertaken by the primary kebele cooperatives. The cooperatives also provide them farm inputs, and
information to their members.
The cooperatives have a strong bargaining power and information access on market prices which
highly benefits the farmers hitherto captured by irregular and regular middlemen.
The smallholder farmers, farmers’ organizations, and cooperatives also buy the share of the Walif agro-
industry and participate in the sharing of dividends that gradually transforms the farmers in to small
investors.
PART THREE
BUDGET PLAN
1. DETAILED BUDGET
Complete the standard budget template in ANNEX 4.
DOWNLOAD ANNEX 4 The template is also available under the ‘Projects>Call for Project
Proposals’ menu of the EDTF website.
Budget plan should present detailed budget items and their corresponding costs. Budget should be
presented in Ethiopian Birr. If the budget items include procurement of goods and services from
abroad, the equivalent amount of budget in USD can be indicated. The standard budget template is
provided in 3 of the guidelines for applicants.
3. MATCHING FUND
Indicate the amount of matching fund provided by the applicant and co-applicants (if any). In case of an
in-kind contribution, clearly indicate the type of in-kind contribution and provide estimated financial
value in ET Birr.
1.1. Matching fund 200,000.00
contributed in Cash
(amount in ET birr)
1.2. Matching fund Type of in-Kind Value in ET Birr
contribution in-kind Contribution
List the in-kind contribution Prototype toolkits like 2,000,000.00
and the corresponding modern and transitional
value in ET Birr beehives, bee colony,
coffee nursery and orchard
plots
Coffee processing machine 1000,000.00
for showcase
demonstration and
practicing
Total estimated in-kind 3,000,000.00
contribution
PART FOUR
ORGANIZATIONAL CAPACITY
Besides, the company assists farmers, local investors, small and medium scale
enterprises, government agencies and unemployed youths by technological
transfer, advisory services and technical supports in the agriculture and agro-
processing sector. The company also aims to share best practices and experience
farmers and unemployed youths where the projects are located.
2. EXPERIENCE
2.1. Applicant’s Experience: Walif Agro-Industry SC.
Briefly describe the experience of the main applicant in implementing social and economic
development projects comparable to the proposed project. (Not exceeding 500 words)
Since its establishment the company focused directly in agricultural and agro-
processing industries mainly in Oromia Regional State. Currently the company has
gained ground in achieving some of its objectives as mentioned below
Years of
implementation Brief description of Main results achieved by the
Total project budget
(starting and ending the project project
dates/year)
Since Sept. 2016 Wet & Dry Coffee 4,000,000.00 (ETB) Add value on coffee
Processing Project Support local coffee farmers
Introduce coffee washing
technologies
Create job opportunities
Job Opportunities
Market opportunities
Iodized Salt
Since Sept. 2017 2,500,000.00 (ETB) Technological Transfer
Processing Plant
Skills & knowhow
development
Enhance agriculture and
industrial linkage
Improve livelihood of local
Dairy Farm and Milk dairy farmers
Since June 2018 Processing Factory 45,000,000.00(ETB)
Create market linkage for
Project
unions
Add value on dairy
products
Advising and Couching Red Meat Processing Factory Project of Kifile Mulat Agricultural
Development Project
Conducting Policy Analysis on New Global Fund Model: Implication to CSO & Affected
Communities.
Analyzing economic, social, financial and environmental feasibility and execution strategy for
Fruits and Vegetable Farm & Export Project of TSS Farm
Analyzing Environmental and Social Impact Assessment for Heavy Trucks Assembly Plant of
H.H (Hagos Hadgu)Engineering
Analyzing economic, social, financial and environmental feasibility and Execution Strategy for
for Flour Factory of Tiret Flour Factory Plc
Analyzing economic, social, financial and environmental feasibility and execution strategy for
Animal Feed Manufacturing and Livestock Rehabilitation Center of Degomote Farm PLC
Analyzing economic, social, financial and environmental feasibility and execution strategy for
Ginger Oil Processing and Manufacturing Project of Damene Balcha Enterprise
2.5. Profession and Experience of Key Managerial, Technical and Administrative Staff
2.5.1. Complete the profile form for each managerial staff (Annex 5) that will be engaged in the
project. DOWNLOAD ANNEX 5 The template is also available under the ‘Projects>Call
for Project Proposals’ menu of the EDTF website.
2.5.2. Complete the profile form for each technical staff (Annex 6) that will be engaged in the
project. DOWNLOAD ANNEX 6 The template is also available under the ‘Projects>Call
for Project Proposals’ menu of the EDTF website.
2.5.3. Compete the profile form for each administrative staff (Annex 7) that will be engaged in
the project. DOWNLOAD ANNEX 7 The template is also available under the
‘Projects>Call for Project Proposals’ menu of the EDTF website.
2.5.4. Attach the full CV of managerial, technical, key administrative and finance staff of the
project for additional reference.
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Quarterly after action review reports
Bi-annual Multi-stakeholder platform reports
LIST OF ANNEXES