ADDIS ABABA, June 26 (Reuters) – Ethiopia‘s prime minister greeted an Eritrean delegation on Tuesday at the start of the first high-level visit in nearly two decades that has raised hopes of ending one of Africa’s most intractable military stand-offs. Olympic athletes, singers, actors and religious leaders were also at the airport where Eritrean Foreign […]

Addis Ababa, June 25 – Muferihat Kamil has been elected as chairperson of the Southern Ethiopian People’s Democratic Movement (SEPDM), replacing Shiferaw Shigute. She was elected today at the emergency meeting of the Central Committee of SEPDM.   Muferihat is the current Speaker of the Ethiopian Parliament.ed from his role on Monday. Shigute was chairman of […]

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Water Aid Ethiopia
BACKGROUND WaterAid is an international Non-Governmental Organization established in 1981. Its vision is a world where everyone, everywhere has access to safe water, sanitation and hygiene. Its mission is to transform lives by providing safe water, sanitation and hygiene (WASH). WaterAid works in partnership with local government to contribute effectively towards the achievement of its vision and mission. WaterAid started its mission in Ethiopia in 1983, first by financing small projects through established organizations such as Ethiopian Red Cross Society and then opening a country office in 1991. To date, WaterAid has served more than 3 million people with safe water, sanitation and hygiene in Ethiopia. Improving WASH Evidence-based Decision-making (IWED) is a USAID-supported activity under the USAID-funded Water for Africa through Leadership and Institutional Support (WALIS) program implemented by DAI. Under this project, DAI subcontracted WaterAid to provide technical assistance to MoWIE to achieve the following objectives: Improve Knowledge Management in the WASH sector, with special emphasis on MoWIE’s internal knowledge management systems at the national and sub-national level. Transfer knowledge to other stakeholders to make information available for management, planning, policy development and decision making at all levels. Develop protocols, procedures, workflows and set up proper infrastructure for knowledge management as well as capacity development for MoWIE at the national level and the Oromia Water, Mining and Energy Bureau (OWMEB) at the sub-national/regional level. With this view, WaterAid plans to hire a minimum of six (3 for MoWIE and 3 for OWMEB) collectors to gather knowledge products and available information (see table below) for the past 5 years (2010-2016) from both MoWIE and OWMEB. Collectors will digitize any document that is only available in hard copy. OBJECTIVES OF THE TASK The objectives of the collector role are: To gather available information from MoWIE and OWMEB and store it in a database to create a Knowledge Management system. To scan and convert hard copy information into a soft copy format.To name the file as clearly as possible.To specify the content according to the check list provided. TASKS/RESPONSIBILITIES OF THE COLLECTORS Collectors of knowledge products will be hired for three months and will have the following key responsibilities: Discuss knowledge products collection issues with WaterAidBecome oriented on both WaterAid and USAID rules, regulations and guidelines for protection and handling of knowledge products, and on the structures of the MoWIE/OWMEBReview category and type of the KM productPlan and discuss key checklists to identify important information to be collectedIdentify subject and scope of quality, quantity and access for use in knowledge management systemBe deployed/assigned for knowledge products collection Collect soft and hard copies of documents from MoWIE and/or OWMEBReport/submit information collected from MoWIE and OWMEB to WaterAid on a daily basisWork towards making gathered documents/information available in a soft copy format using a scanner Record the individual source’s contact addressPlease follow the link below to view the TOR details:TOR - KM collectors (revised)_DAI 25.06.pdf

የደቡብ ኢትዮጵያ ሕዝቦች ዴሞክራሲያዊ ንቅናቄ (ደኢሕዴን) ምክትል ሊቀመንበር አቶ ሲራጅ ፈጌሳ ከምክትል ሊቀመንበርነታቸው ለቀቁ፡፡ አቶ ሲራጅ በአቶ ሚሊዮን ማቴዎስ ተተክተዋል፡፡ አቶ ሲራጅ የመከላከያ ሚኒስትር የነበሩ ሲሆን፣ በቅርቡ የትራንስፖርት ሚኒስትር ሆነው ተሹመዋል፡፡ ትናንት የድርጅቱ ሊቀመንበር አቶ ሽፈራው ሽጉጤ ለቅቀው በቦታቸው የሕዝብ ተወካዮች ምክር ቤት አፈ ጉባዔዋ ወ/ሮ ሙፈርያት ካሚል መተካታቸው ይታወሳል፡፡

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IAK AGRAR CONSULTING GmbH
TEAM LEADER (25 MONTHS) FOR GIZ TRAINING PROJECT IN ETHIOPIAIAK Agrar Consulting GmbH is a German agricultural consulting company with more than 35 years of experience in the field of consulting in the agriculture and rural development sectors in Germany and abroad. Since 1981 we have been implementing agricultural projects in developing and emerging countries on behalf of GIZ, the German Federal Ministry of Food and Agriculture (BMEL), EU, World Bank and other public and private clients in more than 30 countries worldwide. Between 2015 and 2017 IAK was notably responsible as consortium leader for the implementation of a GIZ-funded project in Ethiopia “Support to ATVET in Natural Resource Management and related Livelihoods” focussing on agricultural technical vocational education and training (ATVET).For more information please visit our website: https://www.iakleipzig.de/en/home.html.Currently we are tendering for the implementation of the GIZ-funded project “Development of innovative training systems and providers for state investment programs in the field of resource management” in Ethiopia. The pursued aim is to improve the consulting capacities of agricultural advisors from the public and private sectors who will be trained in rehabilitation and economic development in selected areas. The main activities to be carried out during the 25 months of project duration are:Implementation of gender-specific analysis of needs within education and training institutions for agricultural advisorsCapacity reinforcement of ATVET Centres; updating of curricula and courses with a focus on economic developmentConduct of trainings and in-service-trainings for advisors, NGOs, cooperatives, small / medium-sized enterprisesContext-specific and gender-specific trainings and coaching at regional / zonal levelThe project is based in Addis Abeba with regular missions in the 6 project regions (Amhara, Oromia, Tigray, Southern Nations Nationalities Peoples‘ Region, Benishangul-Gumuz und Gambella). The project implementation is scheduled to start in December 2018.We are currently looking for a qualified candidate for the position as team leader (25 months).Tasks:Overall responsibility for the consulting packagesEnsuring the coherence and complementarity of the services carried out by the contractor with other services of the program at local and national levelConception, implementation and monitoring and evaluation of activities of capacity development of local partners in the context of large-scale government programsConsideration of cross-cutting issues (e.g. gender equality)Staff management, in particular identification of the needs for short-term assignments within the available budget as well as planning and coordination of the assignments and supervision of the local and international short-term expertsEnsuring the impact monitoringRegular, meaningful and timely reportingResponsibility for the control of the use of funds and for financial planning in consultation with the person responsible for the assignment (GIZ)Support to the person responsible for the assignment (GIZ) when updating and / or adapting the project conception, in evaluations and in the preparation of a follow-up phase

Fafan, Liben, Erer, Dollo Ado,
UNHCR
Vacancy Notice No.:  ETH/UNOPS/VN/56/2018Grade: L-ICA 8Type of Contract: Individual Contractor AgreementDuration of Contract: Until 31 December 2018No of Positions: 3 positionsClosing Date: 05/07/2018Organizational Context IOM’s Displacement Tracking Matrix (DTM) Round 10 (March – April 2018) identified a total of 274,765 households (HH) or 1,613,436 individuals displaced in Ethiopia with a total of 950 IDP sites. The majority of the recorded population was displaced during 2017 with 615 sites having opened within the year (DTM Rounds 3 - 8). Conflict was reported as the primary driver of displacement (1,073,764 IDPs), followed by displacement due to climate-induced factors (488,090 IDPs) and displacement due to other factors (51,582). With regard to site management, there are critical gaps and wide disparities in all site typologies. DTM classifies sites as: collective centres, planned sites, spontaneous settlements, dispersed settlements, host communities and transit centres. All sites are managed by the government with limited technical and resourcing capacity on site management in a context of minimal basic services for core life-saving sectors including Food, WASH, Health/Nutrition, Shelter/NFIs, as well as critical protection issues. Site management is prioritized based on a coordinated framework led by OCHA. Using DTM data as the countrywide baseline for all displacement sites a systematized and routinely updated site prioritization system has been established. Sites are prioritized by establishing thresholds on each of DTM’s sectoral indicators selected by the Clusters. The OCHA led analysis allows for a Cluster-endorsed multi-sectoral analysis of DTM indicators. Sites classified as collective centres and planned sites are best positioned to pilot the implementation of SMS, as these are recorded as sites in most need of support and assistance. UNHCR has been asked by the UNCT to scale up site management support (SMS) to collective centres, planned sites and temporary settings hosting IDPs and containing unmet basic services and/or critical protection needs, as well as to support coordination efforts for which recruitment of six National Officers is required. Accountability: The National Officers would work together with OCHA staff members present or covering those areas to ensure complementarity with other Clusters/Sectors. Responsibility: Site Management Support (SMS), including infrastructure/organization: Advise local authorities on how sites are organized to ensure that standards in the sites or collective centers are upheld, so as to allow the displaced population improved dignity and the ability to enjoy their basic human rights whilst striving for durable solutions.Provide support to regional and zonal authorities in site management support (SMS)Service coordination: Support / advice on distribution management within sites / collective centers to ensure efficiency in reaching populations with the most critical specific needs: Unaccompanied and separated children, pregnant women, lactating mothers, older persons, persons with disabilities among others.Coordinate the establishment/strengthening of community structures to ensure participation of IDP community in site management plans Contribute to the creation of humanitarian space necessary for the effective delivery of gender and age activities, as well as other specific needs to be able to provide protection sensitive services and assistance.Maintain information flow between protection partners and other sectors on protection response, gaps and constraints, particularly in relation to site management support.Maintain regular communication with national Protection Cluster and Somali regional Protection Cluster (as appropriate) and share protection concerns/issues as the first port of call for advocacy for protection-oriented site management activities.Support national and regional partners to apply a community-based approach in terms of site management support and coordination and develop their skills and understanding of protection components both for prevention and response activities.Coordinate with Mobile Protection Teams (MPTs) present in their geographical areas to ensure access to/distribution of basic services targeting those internally displaced persons with critical specific needs. Governance and community communication: Advice and support local authorities and site / camp management on communication with affected population to ensure an active commitment by humanitarian actors and organizations to take into account, giving account, and being held accountable by the displaced populations recognizing their dignity, capacity, and the abilities of communities. This intervention could encompass activities such as capacity development and institutional strengthening on protection, community-based protection, education and promotion of self-reliance / durable solutions among others.

Gedeo, West Guji, Guji, Bale, Borena, Hararghe (West and East), Oromia
UNHCR
Vacancy Notice No.:  ETH/UNOPS/VN/57/2018Grade: L-ICA 8Type of Contract: Individual Contractor AgreementDuration of Contract: Until 31 December 2018No of Positions: 3 PositionsClosing Date: 05/07/2018Organizational Context: IOM’s Displacement Tracking Matrix (DTM) Round 10 (March – April 2018) identified a total of 274,765 households (HH) or 1,613,436 individuals displaced in Ethiopia with a total of 950 IDP sites. The majority of the recorded population was displaced during 2017 with 615 sites having opened within the year (DTM Rounds 3 - 8). Conflict was reported as the primary driver of displacement (1,073,764 IDPs), followed by displacement due to climate-induced factors (488,090 IDPs) and displacement due to other factors (51,582). With regard to site management, there are critical gaps and wide disparities in all site typologies. DTM classifies sites as: collective centres, planned sites, spontaneous settlements, dispersed settlements, host communities and transit centres. All sites are managed by the government with limited technical and resourcing capacity on site management in a context of minimal basic services for core life-saving sectors including Food, WASH, Health/Nutrition, Shelter/NFIs, as well as critical protection issues. Site management is prioritized based on a coordinated framework led by OCHA. Using DTM data as the countrywide baseline for all displacement sites a systematized and routinely updated site prioritization system has been established. Sites are prioritized by establishing thresholds on each of DTM’s sectoral indicators selected by the Clusters. The OCHA led analysis allows for a Cluster-endorsed multi-sectoral analysis of DTM indicators. Sites classified as collective centres and planned sites are best positioned to pilot the implementation of SMS, as these are recorded as sites in most need of support and assistance. UNHCR has been asked by the UNCT to scale up site management support (SMS) to collective centres, planned sites and temporary settings hosting IDPs and containing unmet basic services and/or critical protection needs, as well as to support coordination efforts for which recruitment of six National Officers is required. Accountability: The National Officers would work together with OCHA staff members present or covering those areas to ensure complementarity with other Clusters/Sectors. Responsibility: Site Management Support (SMS), including infrastructure/organization: Advise local authorities on how sites are organized to ensure that standards in the sites or collective centers are upheld, so as to allow the displaced population improved dignity and the ability to enjoy their basic human rights whilst striving for durable solutions.Provide support to regional and zonal authorities in site management support (SMS).Service coordination: Support / advice on distribution management within sites / collective centers to ensure efficiency in reaching populations with the most critical specific needs: Unaccompanied and separated children, pregnant women, lactating mothers, older persons, persons with disabilities among others.Coordinate the establishment/strengthening of community structures to ensure participation of IDP community in site management plans Contribute to the creation of humanitarian space necessary for the effective delivery of gender and age activities, as well as other specific needs to be able to provide protection sensitive services and assistance.Maintain information flow between protection partners and other sectors on protection response, gaps and constraints, particularly in relation to site management support.Maintain regular communication with national Protection Cluster and Somali regional Protection Cluster (as appropriate) and share protection concerns/issues as the first port of call for advocacy for protection-oriented site management activities.Support national and regional partners to apply a community-based approach in terms of site management support and coordination and develop their skills and understanding of protection components both for prevention and response activities.Coordinate with Mobile Protection Teams (MPTs) present in their geographical areas to ensure access to/distribution of basic services targeting those internally displaced persons with critical specific needs. Governance and community communication: Advice and support local authorities and site / camp management on communication with affected population to ensure an active commitment by humanitarian actors and organizations to take into account, giving account, and being held accountable by the displaced populations recognizing their dignity, capacity, and the abilities of communities. This intervention could encompass activities such as capacity development and institutional strengthening on protection, community-based protection, education and promotion of self-reliance / durable solutions among others.

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The CENTER for VICTIMS of TRAUMA
Background: The Center for Victims of Trauma (CVT) is operating a project in Ethiopia to provide trauma rehabilitation services to Eritrean refugees currently living in refugee camps near the town of Mai Tsebri (the camps where CVT is active include Mai Ayni and Adi Harushin Tigray region. The present focus of CVT’s program is trauma counseling, supported by 3 Ethiopian Counseling Supervisors, 8 Ethiopian Counselors, 18 Eritrean Psychosocial Counselors, 2 Interpreter/Cultural Liaisons, 1 Program Monitoring and Evaluation Officer, and support staff.  The program activities are supervised by 2 Ethiopian Associate Trainers. The CVT Ethiopia program works with refugees who live in camps and all Eritrean program staff also live within the camps. In the Grant Year ending in May 2018, over 500 clients received counseling services. The intense group cycles take a toll on staff, and they require support from an external consultant who is able to process their own stresses and trauma, enabling them to continue carrying out their duties with compassion and diligence. While this service is primarily and originally targeting program staff (counseling staff and Interpreter/Cultural Liaisons), Program Monitoring and Evaluation Officer and support staff may also benefit from the services if time allows. Scope of Work: The objectives of the staff support consultant are to increase/strengthen staff resilience and to improve staff well being in ways that are associated with better client care.  In order to achieve them, the Consultant is engaged to: Provide a protected time and space in which the CVT Ethiopia employees can receive support from an independent, external mental health professional, either in group or individually;Enable staff to express, discuss and process difficult or painful emotional responses to situations, clients and other people at work;Enable the staff to discuss obstacles to team work that may arise from issues between individuals, within the team as a whole, or in response to wider situations that are affecting their work.Duration:A total of three visits to Mai Tsebri between July 2018 and May 2019, with 3.5 days of working day in each visit plus travel time.  The three visits are currently scheduled to be last week of July 2018, first week of November 2018, and mid-February 2019, with possibility for adjustment.