Capacity Building for Land Restoration and Livelihood Diversification: A Case Study of Youth and Women Groups in Hawassa Zuria, Sidama Region Yodit Balcha, Regassa Bekele, Kalkidan A. Mulatu, Eyuel Girmay, Kenneth W. Sibiko International Center for Tropical Agriculture CGIAR Initiative on Diversification in East and Southern Africa Report Discussion with the Beke Genet Mountain Rehabilitation youth group July 4, 2024 Executive summary Ethiopia faces significant land degradation, with 85% of its land affected by deforestation, overgrazing, and unsustainable agricultural practices. The Sidama region, characterized by high population density and intensive subsistence farming, mirrors these challenges. To combat this degradation, land rehabilitation efforts, including area closures, are being implemented alongside initiatives that integrate additional income streams such as beekeeping and forage production. This report details a capacity-building project focused on sustainable land restoration and livelihood diversification in the Hawassa Zuria district of the Sidama region, Ethiopia. Implemented by the Alliance Bioversity International and CIAT in partnership with SoS-Sahel Ethiopia and supported by the New Zealand Ministry of Foreign Affairs and Trade (MFAT), the project aims to empower youth and women groups engaged in land rehabilitation through area closure by providing training in market-oriented forage production and beekeeping. A comprehensive needs assessment was conducted to identify specific challenges faced by youth groups prior to capacity building. This assessment revealed a commitment to land restoration but highlighted gaps in financial literacy, business planning, and market access for forage commercialization. In response, training modules were developed covering market-oriented forage production, beekeeping, entrepreneurship, and cooperative management. A Training of Trainers (TOT) program prepared 24 district-level government staff and community leaders to train 353 youth group members (45% female) selected based on the needs assessment. The capacity-building project achieved significant milestones, including action-oriented planning, enhanced knowledge transfer, institutional alignment, and the empowerment of women and youth in restoration efforts. However, challenges such as short-term focus among youth, community interference, leadership deficiencies, and gaps in technical knowledge were also encountered. To ensure sustainability, the report recommends conducting additional needs assessments focusing on local landscapes and market trends; providing ongoing training opportunities; and emphasizing advanced forage management, sustainable beekeeping practices, and marketing strategies. Overall, the project has laid a solid foundation for sustainable land restoration and livelihood improvement. Continued support in technical guidance, funding, and mentorship is essential to strengthen youth groups and scale these activities across Ethiopia as tools for livelihood diversification and land restoration. Acknowledgment The activities were supported through financial resources made available through Diversification in East and Southern Africa - Ukama Ustawi initiative, New Zealand Ministry of Foreign Affairs and Trade (MFAT) additional funding. Technical support and facilitation have been provided by SoS-Sahel Ethiopia as an implementing partner of the Alliance Bioversity International and CIAT for this activity in the Hawassa Zuria district. We extend our gratitude to the active involvement and technical support from Hawassa University and the Sidama regional cooperative offices that greatly enriched the development of training manual and conducting the training to trainers. This activity would not have been possible without the time and efforts of experts from Hawassa Zuria district level, Livestock office, Development Agent's, Natural Resource office, Cooperative office, and Beke Genet Mountain Rehabilitation youth groups. 1. Introduction Ethiopia's agrarian economy is heavily reliant on its natural resources, but the country faces significant challenges due to widespread land degradation. This degradation, driven by deforestation, overgrazing, unsustainable agricultural practices, and increasing population pressure, has resulted in approximately 85% of the country's land being degraded, with 27% classified as severely degraded (Gebreselassie et al., 2016). This has led to reduced agricultural productivity, increased food insecurity, and heightened vulnerability to climate shocks. Ethiopia’s high rate of land degradation calls for an all-rounded solution that can address its key drivers. The primary drivers of this degradation include a drastic decline in forest cover from about 40% to just 2.4% due to agricultural expansion and biomass fuel consumption (UNCCD, 2015). As the state of land degradation throughout the country varies, depending on the land use practices, population pressure, and ecological factors, it is essential to develop tailored solutions. The Sidama region in southern Ethiopia mirrors these national trends of environmental degradation. In the region, these problems are intensified by high population density and dependence on subsistence farming, where intensive agricultural practices leave the soil vulnerable to erosion. However, in recent years there has been multiple recorded efforts where the Sidama region is actively restoring degraded landscape supported by development partners, local communities, and different government units across administration levels. Land rehabilitation through area closure is one of the practices that is being implemented to reverse degradation in the region where around 11,907ha of land is left to naturally rehabilitate, being left from the interference of humans and livestock (EPA, 2024). These landscapes are expected to deliver ecological and economic benefits through improving biodiversity, soil health, water conservation, etc. These landscapes are also serving as a livelihood means for the local youth and women groups that manage the resources sustainably. Given the severity of land degradation, land rehabilitation efforts are essential. Thus, the need to integrate multipurpose agricultural practices such as improved forages production and apiculture has been proven to result in multiple benefits. Given Ethiopia’s reliance on livestock, which accounts for 46% of agricultural GDP (MoA, 2024), integrating forage production into land restoration initiatives is particularly relevant. Forage production offers a practical and sustainable solution, with perennial forage crops known for their soil-binding properties, which reduce erosion and improve soil structure. Forage production also enhances soil organic matter content and supports water retention, creating conditions conducive to broader land restoration. Moreover, integrating beekeeping into restored landscapes alongside forage production provides additional economic benefits through the sale of honey and other bee-related products, and enhances biodiversity. Restored areas with perennial forages and flowering plants create an ideal habitat for bees, thus enhancing pollination services and improved yields. In the Sidama region, this approach offers multi-tiered benefits of mitigating environmental degradation, diversified income streams for households, and job creation. By combining environmental rehabilitation with livelihood diversification, this approach empowers youth and women, strengthening their economic independence. Therefore, the objective of this report is to provide capacity building interventions in forage production and beekeeping as part of a comprehensive land restoration strategy for youth and women groups engaged in land restoration through area closure in Sidama region. 2. Methodology 2.1. Description of the area Location and Geography Hawassa Zuria is a woreda located in the Sidama Region of Ethiopia, situated within the Great Rift Valley. The district is bordered by Shebedino and Boricha to the south, the Oromia Region to the west and north, and LakeHawassa to the east (Figure 1). Geographicallly the district is located at latitude and longitude 07° 01′ 54″ N and 38° 15′ 39″ E, respectively, and an altitude of 1,650 – 2,080 meters above sea level. The agro-climatic condition of the district is warm sub-humid lowlands (82.6%) and sub-humid (17.4%), with average annual rainfall ranging between 900 mm and 1,400 mm, and a mean temperature of 23.6°C. The district comprises 23 rural kebeles and 2 urban kebeles, covering a total area of 27,843.794 hectares. Of this, 19,915.5 hectares are used for agricultural production. The district's forested area totals 4,140.5687 hectares, of which 1,392.1897 hectares consist of man-made forests, while the remaining 2,748.379 hectares are natural forests (Source: Hawassa Zuria District Natural Resource Extension Bureau, December 2024). Figure 1. Map of the study area- Hawassa Zuria District Demographics According to data from the Hawassa Zuria District Natural Resource Extension Bureau in 2024, the district has a total population of 170,166, comprising 85,896 men and 84,270 women. There are 26,971 male-headed households and 11,229 female-headed households. The predominant language spoken in the district is Sidaamu Afoo, with significant numbers of residents also speaking Amharic and Oromiffa. 2.2. Interventions 2.2.1. Need assessment A systematic needs assessment was conducted to identify specific challenges and requirements prior to providing capacity building for youth and women groups engaged in forage production through land restoration. The following steps were taken; Secondary data collection: A comprehensive review of existing literature, including academic articles, reports from agricultural organizations, and government publications, was conducted to understand the current state of forage production and land restoration in the Sidama region. Expert consultations with agricultural extension officers, researchers, and NGO representatives also informed this step. This process helped to identify knowledge gaps and tailor the needs assessment. Stakeholder identification: A participatory approach was used to map relevant stakeholders, including local farmers, women's and youth groups, governmental bodies, universities, and NGOs involved in land restoration. Discussions were then facilitated through focus groups and individual interviews to gather qualitative data on experiences, challenges and expectations regarding forage production and beekeeping. Questionnaire development: Based on insights gained from literature reviews and expert consultations, questionnaires were designed to assess capacity building needs. The questionnaires focused on knowledge gaps, resource availability, training needs, and barriers to effective land rehabilitation incorporating forage production and beekeeping. Data collection: The questionnaires were administered through group discussions with two youth groups already engaged in land rehabilitation, and through individual interviews with key informants from district-level cooperatives, natural resource management, and agricultural extension. Data analysis: The collected data was analyzed to pinpoint key areas where capacity-building interventions were most needed prior to designing effective capacity-building interventions. 2.2.2. Training A comprehensive methodology was employed to build capacity among the selected youth groups involved in land rehabilitation activities, utilizing a blend of local partnerships, expert knowledge, and participatory training techniques. We selected this approach to ensure that the training was contextually relevant, inclusive, and sustainable, fostering long-term capacity in the study area. The following steps were implemented: Co-design and Co-development Based on the need assessment result, training modules and materials were co-designed and developed in collaboration with Hawassa University, SoS Sahel Ethiopia, and the Sidama Regional Cooperatives Office. These partners were selected for their complementary expertise: Hawassa University provided technical knowledge in entrepreneurship and financial literacy; SoS Sahel Ethiopia contributed experience in community-driven land management and market-oriented beekeeping; and the Sidama Regional Cooperatives Office offered insights into local cooperative structures. This partnership ensured that the training materials were context-specific, culturally appropriate, and practical. Selection of trainers for Training-of-Trainers (ToT) Local trainers were selected from district-level offices, including experts from the Livestock Office, Natural Resources Office, and Cooperative Office, Development Agents (DAs), SoS Sahel officers, and youth group representatives. They were selected because of their deep understanding of the district’s sociocultural dynamics and ecological characteristics for effective contextualization of training content. Furthermore, involving local trainers will foster community trust and ownership of the training process, enhancing the sustainability of capacity- building efforts through ongoing presence and accessibility. Cascading training model The cascading model employed various resources such as PowerPoint presentations, video clips, and printed materials available in both English and Amharic to maximize outreach with minimal resources. Using local experts and training them as ToT has created a pool of skilled trainers capable of delivering tailored training sessions to selected youth groups. These trainers conducted interactive workshops that included group work and discussions to facilitate effective knowledge dissemination. This approach not only amplified the impact of the training but also facilitated peer-to-peer learning, allowing youth groups to benefit from trainers who shared similar experiences and challenges. Achievements 3.1. The needs assessment activity In July 2024, a three-day field assessment was conducted in the Hawassa Zuria District of the Sidama region to evaluate the current knowledge and capacity of SoS Sahel established women and youth groups engaged in forage-related activities. This assessment was carried out as part of the Alliance Bioversity-CIAT's work under the Ukama Ustawi initiative, MFAT WP 1 activity which focuses on diversification of g maize-based farming systems in central rift valley of Ethiopia. The assessment was conducted in collaboration with SoS Sahel Ethiopia, a non-profit organization that has been working in the Hawassa Zuria District for several years, implementing a land rehabilitation project aimed at restoring degraded land and improving the livelihoods of youth groups. Accordingly, SoS Sahel played a crucial role in identifying key stakeholders for these interviews. The field visits were essential for gathering first-hand information and insights on activities being carried out towards restoring degraded mountains in the Hawassa Zuria area, and how that is integrated into business models. The team conducted stakeholder consultations, including interviews with women and youth group management representatives, as well as district-level agricultural, livestock, and cooperative authorities. These discussions provided a deeper understanding of the existing knowledge, skills, challenges, and needs related to forage-related activities. This information will be used to design tailored capacity-building programs that will help these groups to effectively engage in forage-related business activities. Additionally, because of their long-term presence in the area a thorough detailed interview with SoS Sahel was conducted to identify key gaps, opportunities, and potential areas for collaboration. This structured approach ensures a thorough understanding of the current situation and provides a foundation for designing effective capacity-building programs that will empower women and youth groups in the Hawassa Zuria District of the Sidama Region. 3.1.1. District-level youth group assessment The capacity development needs assessment in Hawassa Zuria District focused on identifying active youth groups and local partners to strengthen land rehabilitation initiatives. Its primary objective was to evaluate the capacities of youth groups, identify challenges, and explore collaboration opportunities with stakeholders. The assessment included visits to the district-level agricultural and livestock offices to gain an understanding of the ongoing activities and initiatives in the area. Consultations with the district offices revealed a history of youth groups being established to restore and rehabilitate degraded land as organized entities. The district cooperative office, responsible for legalizing group management, played a pivotal role in helping identify and select three active youth groups for site visits. Interviews were conducted with members of these groups, complemented by three focused group discussions to enrich the findings. Additionally, consultations with local NGOs, district offices, and other stakeholders provided insights into their roles in supporting youth groups and promoting land rehabilitation efforts. In discussion with the Woreda Cooperative office, we were able to understand that there have been different efforts in the past that have established youth groups. Since most of those efforts were with the support of non- governmental institutions like SoS Sahel the established youth groups are not active and economically benefiting from their cooperation, thus the cooperative office will regroup the inactive groups and reestablish those groups. Table 1: List of youth groups that were registered and established as a youth group in the Woreda Group Name Kebele name Status 1 Beke Genet Beke lelis Active 2 A’o (ኤኦ) Dotale Already dismantled 3 Derartu Lebu keremo In-active and will be regrouped 4 Latisha Shemana urufa 5 Rohobot Emosha homo 6 Shamena Tedecha Germama 7 Atowete Kejima 8 Weyetu Udo wetate 9 Furcho Doyo atilcho Source: Hawassa Zuria woreda cooperative office, July 2024. 3.1.2. Overview of youth groups visited Beke Genet Mountain Rehabilitation youth group The Beke Genet Mountain rehabilitation youth group is in the Sidama region, North Hawassa zone, Hawassa Zuria district, Beke Lalima kebele, and Dala Samo village. The group has a total of 520 youth members (260 male and 260 female) between the ages of 18-30 years old, with a 13-member management committee (10 male and 3 female) holding diplomas as their highest education level. Although there is an age limit of 30 years to be in the group, currently the members who have passed 30 years have stayed in the group but cannot be in the leadership position. The group was legally established in 2012, and their main activities include terrace work and tree planting for land rehabilitation, with the primary product being naturally grown grass that is primarily used by group members to build house roof thatching and sold to them for around 300 birrs per 10 by 50-meter square. Figure 2: Goljamo rehabilitation site, Beke Lalima, Hawassa Zuria District, July 2024. The youth group has been rehabilitating the Goljamo rehabilitation site since 2010 which covers a total area of 113 hectares. The land is owned by a group and has a green certification deed given by the region and is held under a long-term lease. The group is actively involved in land rehabilitation and restoration activities, including tree planting and terracing, and benefits from the fresh air provided by the rehabilitated site and there is the resettlement of lost wildlife at the rehabilitation site. Atewete Mountain Rehabilitation group The Atewete Mountain Rehabilitation group is in the Sidama region, North Hawassa zone, Hawassa Zuria district, Kajima Ambule kebele, and Fela Ambule village. The group consists of 350 youth members (aged 18-30), with 300 males and 50 females. The management committee comprises 13 members, including 11 males and 2 females, with the highest education level being a diploma. The group was established in 2010 and is legally registered with a registration certificate. The group has been rehabilitating the Atewete rehabilitation site since its establishment in 2010, encompassing a total area of 352 hectares owned by the group through a long-term lease facilitated by the district-level agricultural and natural resource offices. The group's core activities encompass land rehabilitation by enclosing areas to prevent degradation and implementing soil and water conservation measures like terracing by constructing several types of terraces, including Fanajo, soil terraces, and micro-basins. They are also engaged in afforestation of the degraded mountainous area by planting diverse seedlings such as Acacia Saligan, Grevillea, olive, Wanza, and Shewa shib. Through their land rehabilitation activities, the group can produce several key products, including forage grass, local indigenous grass used for house roof thatching, wood from old trees (sold by auction), and honey from 32 transitional beehives. However, their customers are primarily other group members and the local community, and they are not yet benefiting as much as expected from these activities. The field visits revealed both achievements and challenges faced by the youth groups. Groups such as Beke Genet and Atewete Mountain Rehabilitation Groups demonstrated remarkable commitment to land restoration, with Beke Genet successfully rehabilitating 113 hectares of degraded land. However, significant gaps were identified in areas such as financial literacy, business planning, and market access for forage commercialization. These challenges hindered their ability to scale up their activities and achieve greater economic benefits. 3.1.3. Identified gaps in knowledge and skills Based on the findings, both youth groups have made substantial progress in land rehabilitation and restoration efforts. However, key capacity gaps were identified in developing viable forage-related businesses. Restoration-based forage production The major grass that is being cultivated in the rehabilitation sites is indigenous grass which is not used as forage feed but rather used for house roofs. This is one of the key gaps the assessment identified. The idea of forage production, especially as a restoration basis is lacking, and thus there is a need to provide different forage production agronomic training and production techniques. Figure 3: Indigenous grass being grown at the Beke Lalima Mountain rehabilitation site. Financial management knowledge • Leadership and financial management: While the overall monetary management knowledge is rated as good, there are significant areas for improvement, particularly in basic financial concepts and terms (e.g., budgeting, saving, investing), indicating the need for training and education in basic financial concepts to improve financial decision-making and planning. Furthermore, they do not regularly assess costs and benefits which can lead to missed opportunities for cost savings and efficiency improvements. • Profitability: In the group’s level of business understanding they believe their business is profitable since there is no cost, they incur except calculating the sales money. • Budgeting process: There is a knowledge gap in developing a structured budgeting process in the group due to the current management team not getting any training in this regard while the previous management team had that opportunity. • Record keeping: Records are kept for sales of grass and wood to members and per diem payments for management meetings. However, this record-keeping seems limited and could be expanded to include more comprehensive financial tracking. Business operations • Customer segment: The group's key customers are local communities and group members who are building houses. By using direct sales marketing channels, the group is addressing a limited buyer base and highlighting the need for a wider market linkage creation. And the fact that there is no bulk production to support wider market sales. This limits the potential for market expansion. Current production levels are insufficient thus increasing the production level through different forage varieties and techniques would enhance profitability. • Business plan: A business plan is only prepared when required for loan applications. This indicates a lack of strategic planning which could hinder long-term growth and stability. • Pricing strategy: Prices are set randomly due to unsatisfactory production levels. Which leads to inconsistent pricing and potential loss of revenue. Marketing and Sales • Sales promotion: Promotion is done during Sunday church ceremonies and kebele meetings, which is community-focused but may not reach a wider audience. • Marketing trends and access: There is no market consultation, and prices are set independently. This lack of market awareness has resulted in missed opportunities and misaligned pricing strategies. Furthermore, there is no specific marketing strategy and linkage established, indicating potential isolation from broader market networks. • Value-addition techniques: The grass is indigenous with a single purpose, making value addition challenging. Concerns about increased costs impacting the community also deter value-addition efforts. • Market linkages: No connections have been established with other businesses or organizations in the forage sector, indicating a lack of market integration. The lack of established connections suggests the missed opportunities the group could have benefited from. 3.1.4. Collaboration opportunities The fieldwork assessment highlights the need to foster partnerships with local authorities, extension services, and other stakeholders in the region. Key partners include the district-level cooperative office, responsible for forming youth groups, and the district agricultural and natural resource management offices, which identify land rehabilitation areas and provide advisory services. Additionally, the district-level livestock office is crucial for capacity-building interventions focused on forage-related business activities, offering support in identifying suitable forage varieties. Also, there are opportunities to create synergies with SoS Sahel's new Mass Youth Employment in Apiculture Programme (MaYEA) project in the Sidama region, which is a five-year initiative financed by the Mastercard Foundation and the International Centre of Insect Physiology and Ecology (icipe), is working to benefit unemployed youth and women's groups focusing on the realm of beekeeping. The main aim of the MaYEA project is providing training that promotes knowledge and social capital and equips youth partners with the necessary hard and soft skills to successfully own and run beekeeping businesses and aligned value chain. Even though the project is at its initial steps and waiting for the allocated land to youth enterprises the local governments have committed to, we conducted a rough baseline assessment interview with individuals from three kebeles. The assessment identified a need for detailed awareness creation activities synergies with the existing SoS Sahel programs, particularly the MaYEA project, to avoid duplication and maximize the impact of capacity-building and land rehabilitation efforts. Engaging these stakeholders can leverage their resources, networks, and technical expertise to enhance the implementation and long-term sustainability of the proposed capacity-building interventions. 3.1.5. Recommendations from the assessment and action plan The field assessment indicates a need for capacity-building activities in the Hawassa Zuria district to develop entrepreneurial skills in the forage sector. Based on this assessment, the Beke Genet Mountain Rehabilitation Youth Group was selected as the primary beneficiary. This group has been actively involved in the Goljamo rehabilitation site since 2010 and remains committed to land restoration activities. Feedback from the district cooperative office affirmed their formal recognition as a youth group and their potential to sustain and scale restoration efforts. Therefore, the capacity-building activities for this group should include a combination of skills training and experience exchange visits. This approach will better motivate and enhance their forage production while also focusing on land rehabilitation. The specific recommendations are: 1. Restoration-based forage production and entrepreneurship training: Provide forage production techniques and varieties on the restored land including soil and water conservation techniques. This includes training on forage (including bee forage) marketing strategies, including identifying potential market opportunities and establishing connections with relevant stakeholders. This should encompass market research, product development, pricing, and promotion. 2. Financial literacy and budgeting training: Conduct training sessions on basic financial concepts, such as structured budgeting processes, savings, and financial planning including farm record and cost-benefit analysis. 3. Cooperative and group management training: Provide training on effective cooperative and group management practices, covering topics such as governance, decision-making, conflict resolution, and member engagement. 4. Providing training on modern Beekeeping: This includes training on the basics of modern beekeeping and focusing on the honeybee flora (bee forage) in their plantation measures in the rehabilitation site. 5. Experience-sharing field visits: Organize field visits to other sites with successful soil and water conservation activities. Ensure that the knowledge and best practices observed are cascaded down to the group members. 3.2. Development of Training Manuals A structured and collaborative approach was undertaken to design and develop tailored training manuals. These efforts were co-designed and co-developed through partnerships with Hawassa University, SoS Sahel Ethiopia, and the Regional Cooperatives Office. The process was guided by a participatory framework that ensured alignment with local needs and sustainability goals. Informed by the needs assessment, four comprehensive and practical training modules were developed. Each module was tailored to address specific gaps, enabling participants to link environmental restoration with income-generating opportunities. The content emphasized practical skills, market-driven approaches, and cooperative principles for sustainable group management. The training materials were designed in close collaboration with key stakeholders, leveraging their expertise: • Module 1 – Market-oriented forage production in restoring landscapes (Developed by Alliance of Bioversity and CIAT) • Module 2 - Market-oriented beekeeping activity in restoring landscapes (Developed by SOS Sahel) • Module 3 - Entrepreneurship/business management and financial literacy (Developed by Hawassa University) • Module 4 -Cooperative management (Developed by Sidama Regional Cooperative Office) The development of these training manuals represents a significant step in empowering youth and women groups to integrate market-oriented approaches into land restoration activities. By combining technical training with cooperative management and entrepreneurship, the initiative has laid the groundwork for sustainable community- driven restoration efforts. Continuing collaboration with stakeholders ensures that the modules remain relevant and adaptable, supporting long-term capacity-building goals. This process demonstrates the value of co- designing training materials in partnership with local institutions and stakeholders, ensuring that interventions are practical, needs-based, and impactful. The training materials can be used as reference material for the district level experts and the youth group for further need and capacitate identified trainees and trainers of trainees. Furthermore, the modules were cascaded down to the Beke Genet Mountain Rehabilitation youth group, equipping them with knowledge and skills to enhance their restoration activities while generating sustainable livelihoods. The materials are also a resource for replication across other youth and women groups in the region, further amplifying the impact of this initiative. Training modules and brief content 1. Market-oriented forage production in restoring landscapes The forage module focuses on market-oriented forage production as a sustainable strategy for restoring degraded lands and enhancing livelihoods, highlighting the significance of land restoration in addressing challenges such as environmental degradation and declining agricultural productivity. It outlines effective techniques for cultivating grass-legume mixtures, which improve soil fertility, reduce erosion, and enhance forage quality. The module covers various methods for forage production, including planting improved forages, silage preparation, and haymaking, all aimed at boosting productivity and profitability. A core component of the module is its integration of ecological restoration with economic benefits, advocating for community-driven approaches that include soil conservation structures, gully rehabilitation, and the use of native forage species. Additionally, it promotes a comprehensive seven-step model for transforming degraded landscapes, emphasizing community engagement, appropriate technology adoption, and thorough market analysis. To ensure sustainability, the module addresses essential marketing strategies focusing on demand analysis, competitive pricing, and supply chain optimization to enhance market access for forage products. 2. Market-oriented Beekeeping Activity in Restoring Landscapes The Beekeeping module is designed with the aim of empowering youth and communities with the knowledge and skills needed for sustainable beekeeping. It covers a wide range of topics, from setting up an apiary to the production and marketing of bee products such as honey, beeswax, and royal jelly. The module highlights the economic, social, and environmental benefits of beekeeping, emphasizing its low resource requirements and adaptability to small plots of land without competing for resources with other agricultural activities. Participants will learn about different types of beehives, including traditional, top-bar, and frame hives, along with their respective advantages and disadvantages. The manual underscores the importance of understanding local flora by creating a flowering calendar to ensure a continuous supply of nectar and pollen for bees. Additionally, it addresses critical aspects of bee health, including disease prevention, pest control, and the risks associated with pesticide use. By integrating modern techniques with traditional knowledge, the module promotes sustainable practices while tackling challenges such as pest management and market access. Ultimately, it aims to create employment opportunities, enhance household incomes, and foster community resilience through beekeeping initiatives, while also highlighting the essential role of bees in pollination and ecological balance. 3. Entrepreneurship/Business Management and Financial Literacy This module aims to equip participants with essential skills for managing small businesses effectively, fostering economic independence. The module focuses on fostering entrepreneurship, business management, and financial literacy to establish profitable forage-based enterprises. It provides practical guidance on essential aspects such as business planning, feasibility analysis, financial record-keeping, budgeting, and marketing strategies. Key entrepreneurial traits, including innovation, determination, problem-solving, risk management, and resilience, are emphasized as vital for driving success in business ventures. The module also addresses common barriers to entrepreneurship, such as limited access to capital and market knowledge, and promotes solutions like capacity-building, collaboration, and tailored business plans. By empowering women and youth groups with these entrepreneurial skills, the module aims to foster sustainable economic activities and enhance community resilience in restored landscapes. Additionally, it highlights the importance of understanding the four Ps of marketing—product, price, promotion, and place—to ensure a profitable business model. 4. Cooperative Management The Cooperative Management Module is designed to build strong and sustainable cooperatives by emphasizing the principles of democratic governance, financial literacy, and effective management. It defines cooperatives as member-owned enterprises that aim to meet shared economic, social, and cultural needs through collective ownership and democratic control. The module highlights essential cooperative principles such as voluntary membership, democratic decision-making, equity, and commitment to community welfare. Key areas of focus include the importance of financial management, member participation, and retention strategies to ensure cooperative success. By fostering collaboration, enhancing marketing capabilities, and promoting financial literacy, the module aims to improve members’ livelihoods, stabilize markets, and encourage community development. It also addresses challenges faced by cooperatives, such as limited market access, financial mismanagement, and leadership gaps, offering solutions like capacity building, sound governance practices, and strategic planning. Additionally, the module discusses the roles and responsibilities of members, the board of directors, and managers within a cooperative framework. It emphasizes the values of self-help, self-responsibility, democracy, equality, equity, solidarity, honesty, openness, and caring for others. By providing relevant benefits that are easily accessible to members and stressing the importance of competitive pricing and effective marketing strategies, this training module aims to promote sustainable cooperative development while equipping cooperatives to function effectively as both economic and social enterprises, contributing to sustainable development. 3.3. Conducting Trainings 3.3.1. Training of Training of trainers (TOT) To advance the goal of capacity building for youth and women groups engaged in land restoration activity, a comprehensive Training of Trainers (TOT) program was conducted for 24 government staff, including experts, development agents, cooperative management, and kebele task force members. The training modules that were collaboratively prepared by local partners based on the need assessment output covered market-oriented forage production, beekeeping activities, entrepreneurship, financial literacy, and cooperative management. These modules were designed to empower the participants to cascade their knowledge to youth group members and offer technical backstopping support. The TOT program also engaged bureau heads from woreda line offices, including administration, livestock and fishery resources, cooperative management, agriculture, and natural resources offices, to ensure collective and coordinated efforts in implementing sustainable restoration and income-generating activities. Held at the Dore Woreda Administration meeting hall, the training was inaugurated by Mr. Desalegn Demis, the Woreda Administrator, who emphasized the program's alignment with government development policies and its importance for sustainable land restoration and community livelihood enhancement. He also assured the woreda's readiness to provide ground-level facilitation for joint efforts by Alliance of Bioversity International and CIAT and SOS Sahel. Key outcomes of the TOT included: 1. Enhanced Technical Capacity: 14 government staff gained specialized knowledge in their respective fields and created action plans for cascading the training to youth groupss. These plans were refined during a plenary session with feedback from trainers and other participants. 2. Empowerment of Kebele Task Force Members: Five kebele task force members, including youth group leaders and women’s affairs representatives, received targeted training, enabling them to mobilize youth groups members more effectively. 3. Institutional Buy-In: The participation of five bureau heads facilitated institutional support and alignment with local development goals. 3.3.2 Cascading training to youth groups The cascading training sessions, delivered by TOT graduates, reached 353 youth groups members (45% female) across various kebeles. These sessions maintained the same thematic focus as the TOT program: market-oriented forage production, beekeeping activities, entrepreneurship, financial literacy, and cooperative management. To ensure inclusivity and comprehension, trainers conducted the sessions in local languages (Sidamigna and Amharic), fostering interactive discussions and enabling participants to ask questions freely. The training, held on November 15–16, 2024, was structured into two consecutive days: the first day focused on entrepreneurship, financial literacy, and cooperative management, while the second day emphasized market- oriented forage production and beekeeping activities. The sessions concluded with plenary discussions where participants developed action plans for integrating land restoration with income-generating activities. Mrs. Meseret Lemiso, the Dore Woreda Livestock Sector Head, provided keynote speeches during the cascading training, highlighting the critical role of linking land restoration to sustainable livelihood opportunities. The capacity-building efforts provided through the TOT and cascading training programs have laid a solid foundation for achieving the dual objectives of land restoration and sustainable livelihood development in the Hawassa Zuria district of the Sidama region. By equipping youth and women groups with the necessary skills and institutional support, these initiatives can create a robust framework for integrating environmental restoration with economic empowerment. Lesson Learned and Challenges The capacity-building activities conducted in the Hawassa Zuria district of the Sidama region of Ethiopia have made significant strides in equipping youth and women groups with essential skills for sustainable land restoration and livelihood improvement, particularly in forage production and beekeeping. However, several challenges remain, including youth engagement, community interference, leadership deficiencies, and systemic gaps that must be addressed to ensure long-term success. Key lessons learned from this intervention are highlighted below Lessons Learned • Action-oriented planning: The capacity-building intervention demonstrated the importance of detailed and practical action planning in achieving program objectives. Participants successfully developed an actionable plan addressing forage production and beekeeping activities, including: • Implementing soil and water conservation (SWC) structures and oversowing on 25 hectares by November. • Enriching 25 hectares with improved forage varieties between June and July. • Conducting ongoing field monitoring to achieve the harvesting and processing of 40 tons of forage by December. • Establishing and managing apiary sites, with supplementary activities like hive management, queen rearing, colony management, and planting bee forage in June. • Facilitating market linkages during the dry season and performing cost-benefit analyses by March 2025. • Enhanced capacity and knowledge transfer: The cascading training approach, which extended the TOT training to 353 youth group members (45% female), proved effective in ensuring widespread knowledge transfer. The use of local languages (Sidamigna and Amharic) fostered inclusivity and better comprehension. Interactive training sessions ensured participants gained practical skills in forage production, beekeeping, entrepreneurship, and cooperative management. • Institutional alignment and support: Engaging woreda administrators, bureau heads, and other officials enhanced institutional buy-in and alignment with local governance structures. This active involvement created a supportive environment for sustaining the initiatives and scaling up future activities. • Empowering women and youth in restoration efforts: By focusing on inclusivity, particularly the involvement of women (45% of participants), the training highlighted their potential as key stakeholders in land restoration and income generation. This equitable approach is a crucial step toward sustainable community development. • Practical application through localized training: Conducting cascading training at the kebele level enabled the incorporation of practical exercises and demonstrations, which improved participants’ understanding of the training messages and their readiness to apply these skills in real-world scenarios. Challenges • Short-term focus among youth group members: A significant challenge was the youth participants' inclination toward immediate benefits rather than engaging fully with the training content. This mindset limited their readiness to acquire comprehensive knowledge and hindered the practical application of skills. • Community interference: Non-group community members occasionally disrupted training sessions, affecting group cohesion and the effectiveness of the learning process. This challenge highlights the need for broader community engagement strategies to create a supportive environment for youth groups. • Deficiency in leadership and management skills: Youth group leaders exhibited a lack of critical management skills, which hampered effective coordination, reduced member motivation, and created challenges in group dynamics. Focused leadership training is essential to address this gap. • Coordination and communication barriers: Poor coordination among committee members emerged as a recurring issue. Strengthening communication and collaboration mechanisms within youth groups is crucial for ensuring smooth implementation of planned activities. • Age disparity in youth groups: Although most youth group members were around 20 years old, some participants were up to 60 years old, resulting in varied levels of engagement and readiness to adopt new practices. Tailored approaches are needed to address these differences. • Gaps in technical knowledge and systems: Training sessions revealed several gaps, including limited knowledge in cost-benefit analysis, poor product management, and inadequate documentation. These gaps were mitigated through targeted cascading training, but ongoing support is needed to solidify improvements. Way Forward The capacity-building project aimed at empowering youth and women’s groups engaged in land restoration activity has made significant progress. Participants have developed actionable plans that integrate both forage production and beekeeping, demonstrating their commitment to applying the skills they acquired during training. However, to ensure the sustainability of these efforts and effectively address community needs, further assessments are necessary. Conducting additional needs assessments is essential for identifying gaps in knowledge and resources across various areas. These assessments should focus on understanding the local landscape, including soil health, water availability, and biodiversity, which are vital for effective land restoration practices. Additionally, market assessments are crucial for identifying potential off-takers and understanding market trends. By analyzing the requirements of end users, we can tailor training programs to align more closely with market demands, ensuring that the products generated by these groups meet consumer needs. Moving forward, it is important to provide ongoing training opportunities for current groups while expanding capacity-building efforts to include other community members. This inclusive approach will foster a collaborative environment for knowledge sharing and skill development. The action plans developed by youth groups during cascading training sessions should serve as a foundation for future training modules, guiding additional sessions focused on specific areas such as advanced forage management, sustainable beekeeping practices, and effective marketing strategies.In conclusion, while the initial capacity-building efforts have laid a solid groundwork for sustainable land restoration and livelihood improvement in the Sidama region, addressing ongoing needs through further assessments and tailored training is crucial. By fostering a culture of continuous learning and adaptation, we can enhance the resilience of these youth and women’s groups, ultimately contributing to broader environmental sustainability and economic development in the region. The fertile landscape of Sidama presents an excellent opportunity for scaling forage production; however, ongoing support in technical guidance, funding opportunities, and mentorship will be vital to strengthen forage production as both a livelihood strategy and a tool for ecological restoration. Finally, participants have developed a concrete action plan outlined in Table 2 below. Table 2. Operational plan for land restoration incorporating forage production and beekeeping activities developed by the youth group Activities Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Campaigning for soil and water conservation structures preparation Planting improved forages to increase yield & quality of feed to be obtained from the areas Harvesting, curing, preparing and storing Identifying potential market Conducting cost benefit analysis Area protection and management follow up Bee trapping from the area encloser Bee transferring Hive stands and shade making Catching and transferring bee colony Hive suppering Queen rearing Colony management and Hive inspection Honey and wax harvesting Honey and wax processing Market linkage Bee forage planting References EPA (Environmental Protection Authority) (2024). State of Environment and Natural resource data preparation desk.Report on Status, Challenges and Counter Measures In Natural Resource in Sidama Region. Gebreselassie, S., Kirui, O.K., Mirzabaev, A. (2016). Economics of Land Degradation and Improvement in Ethiopia. In: Nkonya, E., Mirzabaev, A., von Braun, J. (eds) Economics of Land Degradation and Improvement – A Global Assessment for Sustainable Development. Springer, Cham. https://doi.org/10.1007/978-3-319-19168-3_14 Accessed on December 28, 2024 MoA (Ministry of Agriculture (2024). National Livestock Data Standard. Available on https://developmentgateway.org/wp-content/uploads/2024/03/Ethiopian-Ministry-of- Agriculture_Mar_05_2024_Final.pdf Accessed on December 28, 2024 UNCCD (United Nations Convention to Combat Desertification) (2015). Ethiopia - Land Degradation Neutrality National Report. Available on https://www.unccd.int/sites/default/files/ldn_targets/2021-02/ethiopia-ldn-country- report-final.pdf Accessed on December 28, 2024 Annexes Annex 1: Training Needs assessment questionnaire UU WP1 Activity 3: Capacity development for inclusive and environmentally sustainable forage-based businesses Objective: Assess the current knowledge and capacity in the key aspects of forage-related activities to design tailored training programs for the women and youth groups to effectively engage in profitable forage-related business activities and land rehabilitation. General Information 1. Name of group: _________________ 2. Location (village/town, district): __________________ 3. Number of members: Total: Male ___Female___ Youth member (between 18- 35 years old): Total ____Male____Female___ 4. Management committee members: Male ___Female____ 5. Management highest education level: 1) High school graduate 2) Diploma 3) B.Sc. 4) M.Sc. 5) others 6. Year of establishment _ 7. Is it legally registered? Yes/No____ if no do they need help to get registered____ 8. Main activities the group engaged in: _ 9. Main products produced: ____ • Who is buying your products? ___ https://doi.org/10.1007/978-3-319-19168-3_14 https://developmentgateway.org/wp-content/uploads/2024/03/Ethiopian-Ministry-of-Agriculture_Mar_05_2024_Final.pdf https://developmentgateway.org/wp-content/uploads/2024/03/Ethiopian-Ministry-of-Agriculture_Mar_05_2024_Final.pdf https://www.unccd.int/sites/default/files/ldn_targets/2021-02/ethiopia-ldn-country-report-final.pdf https://www.unccd.int/sites/default/files/ldn_targets/2021-02/ethiopia-ldn-country-report-final.pdf • Do you practice gathering feedback from buyers regarding their satisfaction with your products? • What market-related challenges do you have? ___ 10. Do you engage in forage commercialization? Yes/No___ What is your current forage production? What is your current forage sale? ___ Number of members actively engaged in forage production and commercialization__ Land Rehabilitation and Restoration Experience 1. Have your group activities involved in any land rehabilitation or restoration activities? If yes, please describe the activities._____________________________________________________________ 2. Who owns the land? 1) by the group 2) individual members of the group 3) Other (specify)__ 3. What were the key challenges or barriers your group faced in participating in these activities? 4. What skills or knowledge did your group find most useful in carrying out the land rehabilitation work? 5. What skills or knowledge areas were lacking for your group to carry out the land rehabilitation work? Training and Capacity Building Needs Agronomy Aspect: 1. Do you practice over-sowing improved forages on the enclosed areas under your group business? Yes/No___ If yes, answer the below questions • What forage crop types are you currently using for over-sowing in the area? • How do you determine which forage crop varieties/species are best suited to your area closure/ land? • What factors do you consider when selecting forage crop species for cultivation? • What kind of steps do you take in preparing the land for cultivation of forage crops or others? • List the different agricultural inputs you employ to optimize yields and productivity (e.g irrigation, fertilization, and weed/pest control 2. Do your forage crops get affected by pests and diseases? Yes/No___ If yes, answer the below questions • What are the common pests and diseases that affect your forage crops? • How do you currently identify and monitor these pests and diseases? • What control measures do you employ to manage pests and diseases for your forage crops? 3. Do you practice post-harvest handling and storage of your forage crops to maintain their quality and nutritional value? Yes/No___ If yes, answer the below questions • What methods do you use to dry, cure, and store the harvested forage? • Have you experienced any challenges with maintaining the quality of the stored forage? Financial Aspect: 1. Do you have a structured process for developing a budget for your activities? Yes/No_ If yes, rate 1-4 the below questions: 1 – not at all good: 2 – Somewhat good: 3 – Moderately good: 4 – Extremely good • How good are you with basic financial concepts (e.g., budgeting, saving, investing)? rate 1-4 ____ • How good is your understanding of financial terms such as interest rates, inflation, and compound interest? rate 1-4 ____ 2. What cost components do you typically include in your production budgeting (e.g. input costs, labor)? 3. Do you regularly assess the costs and benefits of your forage production activities? Yes/No___ 4. How do you estimate the selling price for your activity for profitability? 5. Do your group members keep any farm records? Yes/No___ 6. Which kinds of records do you keep/maintain? 7. Is there any financing or credit service available for the group to access? Yes/No___ 8. Has your group accessed any loan or credit for your activities? Yes/No___ 9. What challenges, if any, have you faced in obtaining financing or credit for your activities? Market Linkage Aspect: 1. How do you set prices for your products? 2. What are your market channels for your products? 3. Do you have methods for your product promotion? Yes/No _if yes, what are the methods? 4. How do you currently stay informed about the latest market trends and changes in the pricing and market? 5. How do you collaborate with existing market players (e.g., suppliers, distributors, retailers)? 6. Which marketing channels (e.g., direct sales, cooperatives, online platforms) do your group use? 7. What strategies do you use to access wider markets beyond your immediate community? 8. Are there any barriers (e.g., transportation, certification) that need to be addressed? 9. Are you familiar with any value-addition techniques that could be applied to your forage products? Yes/No ___If yes list the techniques 10. Have you explored ways to differentiate your forage offerings from competitors in the market? Yes/No ___ If yes how? 11. What potential opportunities do you see for adding value or differentiating your forage products? 12. Experience in establishing and maintaining market linkages. • Have you established connections with other businesses or organizations in the forage sector? Yes/No _ if yes list them 13. What are your current methods for connecting with potential buyers or distributors for your products? 14. Have you faced any challenges in establishing and maintaining effective market linkages? Yes/No _ If yes what are the challenges 15. What strategies do you currently use to retain and strengthen your relationships with your existing buyers? Annex 2: ToT Training program Date: October 26, 2024 Venue: Dore Bafanno Woreda Administration Meeting Hall Morning Activity Responsibility Trainer/Facilitator 08:30 – 09:00 Participants registration SOS Sahel & Alliance Eyuel Girma 09:00 – 09:15 Self-introduction Participants Eyuel Girma 09:15 – 09:25 Welcoming speech & TOT objectives Alliance Regassa Bekele 09:25-09:35 Opening remark and Working direction to participants Woreda Administrator Desalegn Demis 09:35 – 10:00 Group picture and coffee break Eyuel Girma 10:00 – 06:30 Training per Module TOT Trainers Forage – by Regassa Bekele Beekeeping – by Dinku Negash Coop management – by Getachew Entrepreneurship & financial literacy – by Reisom H/Kiros 12:30-01:30 Lunch Participants 01:30 – 03:30 Training per Module continue TOT Trainers Forage – Regassa Bekele Beekeeping – Dinku Negash Coop management – Getachew Gobana Entrepreneurship & financial literacy - Risom H/Kiros 03:30 – 03:45 Coffee break Eyuel Girma 03:45 – 04:15 Action plan for training per module Trainees Regassa Bekele 04:15- 05:00 Plenary and wrap-up Trainees Regassa Bekele 05:00 – 05:15 Overall program feedback Participants Regassa bekele Annex 3: Cascading training program Date: 15 – 16 November 2024 Venue: Beke Genet rural kebele Lalima Protestant church compound Day 1 Morning Activity Responsibility Trainer/Facilitator 09:00 – 09:15 Participants registration SOS Sahel & Alliance Hana Ayalew & Regassa Bekele 09:15 – 09:25 Welcoming speech & training objectives Alliance Regassa Bekele 09:25-09:35 Opening remark and Working direction to participants Woreda Livestock head Meseret Lamiso 09:35 – 10:00 Group picture & dividing trainees into four groups Participants Regassa Bekele & Hana Ayalew 10:00 -10:15 Refreshment Regassa Bekele & Hana Ayalew 10:15 0 – 12:30 Cascading training on coop management Module TOT received Trainers Group 1 by Wansare Ware Group 2 by Masamo Samuel Group 3 by Mirmato Morkata Group 4 by Kebede Solomon 12:30-01:30 Lunch Alliance Regassa Bekele & Hana Ayalew 01:30 – 03:30 Cascading training on Entrepreneurship and financial literacy Modules TOT received Trainers Group 1 by Wansare Ware Group 2 by Masamo Samuel Group 3 by Mirmato Morkata Group 4 by Kebede Solomon 03:30 – 03:45 Refreshment Alliance Regassa Bekele & Hana Ayalew 03:45 – 04:00 Recapping of the day Day 2 09:00 – 09:30 Participants registration SOS Sahel & Alliance Hana Ayalew & Regassa Bekele 09:30 – 12:30 Cascading training on improved forage TOT received Trainers Group 1 by Ayele Markos Group 2 by Tesfamikael Desta Group 3 by Erasa Kayamo Group 4 by Melese Yohanes 12:30 -01:30 Lunch break 01:30 – 03:30 Cascading training on beekeeping TOT received Trainers Group 1 by Wema Rekiwa Group 2 by Wema Wenara Group 3 by Ermias Riqiwa Group 4 by Phetiros Enderias 03:30 – 03:45 Refreshment Regassa Bekele & Hana Ayalew 03:45 – 05:00 General discussion on practical application of the knowledge gained Participants Regassa Bekel & Hana Ayalew Annex 4: Cascading participant list No Participants Organization From 1 Hundara Abaso Coop Bake Genet Bake 2 Kumala Sentiro Coop Bake Genet Bake 3 Bereket Gutu Coop Bake Genet Bake 4 Tole Moja Coop Bake Genet Bake 5 Ikamo Bote Coop Bake Genet Bake 6 Isayas Dulcamo Coop Bake Genet Bake 7 Tesema Nure Coop Bake Genet Bake 8 Tesfaye Tasho Coop Bake Genet Bake 9 Yaro Wayou Coop Bake Genet Bake 10 Tsige Legese Coop Bake Genet Bake 11 Malole Abebolu Coop Bake Genet Bake 12 Temesgen Ganawo Coop Bake Genet Bake 13 Selemon Bado Coop Bake Genet Bake 14 Wochale Dambome Coop Bake Genet Bake 15 Ilitu Diga Coop Bake Genet Bake 16 Dawit Nigusue Coop Bake Genet Bake 17 Elias Dagola Coop Bake Genet Bake 18 Isayas Injamo Coop Bake Genet Bake 19 Maamush Mato Coop Bake Genet Bake 20 Biliso Kolase Coop Bake Genet Bake 21 Isayas Eenu Coop Bake Genet Bake 22 Urgesa Dama Coop Bake Genet Bake 23 Iyob Bilijo Coop Bake Genet Bake 24 Huriso Gemechu Coop Bake Genet Bake 25 Milion Ganawa Coop Bake Genet Bake 26 Wubinesh Bonti Coop Bake Genet Bake 27 Dinkinesh Nure Coop Bake Genet Bake 28 Darasa Agansa Coop Bake Genet Bake 29 Alitesa Adola Coop Bake Genet Bake 30 Tamirat Woma Coop Bake Genet Bake 31 Kuxo Kariso Coop Bake Genet Bake 32 Kabana Halala Coop Bake Genet Bake 33 Lexamo Woma Coop Bake Genet Bake 34 Dawit Woma Coop Bake Genet Bake 35 Indake Reta Coop Bake Genet Bake 36 Lexa Chanka Coop Bake Genet Bake 37 Iyoel Nure Coop Bake Genet Bake 38 Galifato Ergamo Coop Bake Genet Bake 39 Getu Ergamo Coop Bake Genet Bake 40 Tomas Selemon Coop Bake Genet Bake 41 Daniel Youta Coop Bake Genet Bake 42 Legese Ashango Coop Bake Genet Bake 43 Tsehaynesh Dikilisa Coop Bake Genet Bake 44 Tumitu Hirpho Coop Bake Genet Bake 45 Abebech Elias Coop Bake Genet Bake 46 Legese Lidato Coop Bake Genet Bake 47 Hagriso Gisa Coop Bake Genet Bake 48 Yaikob Basha Coop Bake Genet Bake 49 Dawit Bado Coop Bake Genet Bake 50 Genet Yoke Coop Bake Genet Bake 51 Shotore Mago Coop Bake Genet Bake 52 Ermias Muse Coop Bake Genet Bake 53 Yosef Biliso Coop Bake Genet Bake 54 Demise Sale Coop Bake Genet Bake 55 Lesa Teshora Coop Bake Genet Bake 56 Wokile Halala Coop Bake Genet Bake 57 Biliso Baliso Coop Bake Genet Bake 58 Ashenef Elias Coop Bake Genet Bake 59 Asuke Woma Coop Bake Genet Bake 60 Esayas Abraham Coop Bake Genet Bake 61 Eshetu Boge Coop Bake Genet Bake 62 Filiphos Woma Coop Bake Genet Bake 63 Shagamo Biraga Coop Bake Genet Bake 64 Salam Tariku Coop Bake Genet Bake 65 Zinash Wokile Coop Bake Genet Bake 66 Tigist Hajamo Coop Bake Genet Bake 67 Taji Teferi Coop Bake Genet Bake 68 Bogalech Yosef Coop Bake Genet Bake 69 Iminet Tomas Coop Bake Genet Bake 70 Aberash Tesifu Coop Bake Genet Bake 71 Ayelech Demise Coop Bake Genet Bake 72 Zinash Qabi Coop Bake Genet Bake 73 Simion Arigo Coop Bake Genet Bake 74 Marta Biraga Coop Bake Genet Bake 75 Anamo Agansa Coop Bake Genet Bake 76 Zeritu Heyo Coop Bake Genet Bake 77 Misale Roba Coop Bake Genet Bake 78 Eyoel Esayas Coop Bake Genet Bake 79 Leka Eenu Coop Bake Genet Bake 80 Aynalem Bitire Coop Bake Genet Bake 81 Nigist Tomas Coop Bake Genet Bake 82 Badhesa Chanka Coop Bake Genet Bake 83 Utala Yoke Coop Bake Genet Bake 84 Waqo Dubala Coop Bake Genet Bake 85 Sidikafu Simon Coop Bake Genet Bake 86 Tesifu Wena Coop Bake Genet Bake 87 Mulu Milkias Coop Bake Genet Bake 88 Tesifu Hirpho Coop Bake Genet Bake 89 Yaikob Ermias Coop Bake Genet Bake 90 Irdacho Maniso Coop Bake Genet Bake 91 Mengistu Adiso Coop Bake Genet Bake 92 Tson Enu Coop Bake Genet Bake 93 Amare Selemon Coop Bake Genet Bake 94 Kelesa Niguse Coop Bake Genet Bake 95 Duresa Wena Coop Bake Genet Bake 96 Ayelech Abriham Coop Bake Genet Bake 97 Abebech Tuke Coop Bake Genet Bake 98 Miliyon Yosef Coop Bake Genet Bake 99 Tedi Danawo Coop Bake Genet Bake 100 Dubale Dule Coop Bake Genet Bake 101 Iyasu Ermias Coop Bake Genet Bake 102 Moti Lilato Coop Bake Genet Bake 103 Mamush Baliso Coop Bake Genet Bake 104 Deginesh Mokana Coop Bake Genet Bake 105 Jemal Sale Coop Bake Genet Bake 106 Yokamo Robe Coop Bake Genet Bake 107 Altesa Gutu Coop Bake Genet Bake 108 Woma Limesa Coop Bake Genet Bake 109 Shorube Chabora Coop Bake Genet Bake 110 Shakado Mago Coop Bake Genet Bake 111 Aregash Shote Coop Bake Genet Bake 112 Abebech Halala Coop Bake Genet Bake 113 Masentu Biliso Coop Bake Genet Bake 114 Zenebech Tise Coop Bake Genet Bake 115 Tseganesh Tasho Coop Bake Genet Bake 116 Bizu Isayas Coop Bake Genet Bake 117 Aberash Lilato Coop Bake Genet Bake 118 Nesiro Lindamo Coop Bake Genet Bake 119 Asiter Lilato Coop Bake Genet Bake 120 Shegamo Wanu Coop Bake Genet Bake 121 Bathanle Dagale Coop Bake Genet Bake 122 Genet Biliso Coop Bake Genet Bake 123 Teshale Kuto Coop Bake Genet Bake 124 Mirte Leta Coop Bake Genet Bake 125 Indako Iyobi Coop Bake Genet Bake 126 Woyama Yaro Coop Bake Genet Bake 127 Bino Balango Coop Bake Genet Bake 128 Rikiwa Hirpho Coop Bake Genet Bake 129 Amarea Sale Coop Bake Genet Bake 130 Wude Legese Coop Bake Genet Bake 131 Wude Dawit Coop Bake Genet Bake 132 Birke Birhane Coop Bake Genet Bake 133 Shigine Golato Coop Bake Genet Bake 134 Meselech Shitaye Coop Bake Genet Bake 135 Alimase Tagano Coop Bake Genet Bake 136 Indale Chanka Coop Bake Genet Bake 137 Adanch Moti Coop Bake Genet Bake 138 Adule Lilato Coop Bake Genet Bake 139 Tamire Tafori Coop Bake Genet Bake 140 Matiwos Berasa Coop Bake Genet Bake 141 Aster Dangiso Coop Bake Genet Bake 142 Wude Tadiwos Coop Bake Genet Bake 143 Shambel Batisa Coop Bake Genet Bake 144 Tadiwos Toshora Coop Bake Genet Bake 145 Barara Woma Coop Bake Genet Bake 146 Aster Shilota Coop Bake Genet Bake 147 Jombola Bage Coop Bake Genet Bake 148 Genet Ingida Coop Bake Genet Bake 149 Tsehayinesh Danawo Coop Bake Genet Bake 150 Bilta Indala Coop Bake Genet Bake 151 Bekelech Qarisa Coop Bake Genet Bake 152 Matiwos Abriham Coop Bake Genet Bake 153 Aster Kalesa Coop Bake Genet Bake 154 Masentu Biliso Coop Bake Genet Bake 155 Shimbo Basha Coop Bake Genet Bake 156 Mihiret Yakob Coop Bake Genet Bake 157 Sirate Mirga Coop Bake Genet Bake 158 Ermias Woma Coop Bake Genet Bake 159 Makura Adiso Coop Bake Genet Bake 160 Marabe Biraga Coop Bake Genet Bake 161 Masikele Dawit Coop Bake Genet Bake 162 Fikire Dawit Coop Bake Genet Bake 163 Aster Maja Coop Bake Genet Bake 164 Deginesh Mangistu Coop Bake Genet Bake 165 Fire Dawit Coop Bake Genet Bake 166 Fitnet Filiphos Coop Bake Genet Bake 167 Malkitu Bado Coop Bake Genet Bake 168 Tseganesh Injamo Coop Bake Genet Bake 169 Mesentu Dawit Coop Bake Genet Bake 170 Adanch Shote Coop Bake Genet Bake 171 Ebiso Bino Coop Bake Genet Bake 172 Tone Birhanu Coop Bake Genet Bake 173 Ilitu Roba Coop Bake Genet Bake 174 Muse Chinkiso Coop Bake Genet Bake 175 Iyasu Dubala Coop Bake Genet Bake 176 Matiwos Ansa Coop Bake Genet Bake 177 Kabi Nebo Coop Bake Genet Bake 178 Misale Injamo Coop Bake Genet Bake 179 Nibute Tsega Coop Bake Genet Bake 180 Taguna Shilota Coop Bake Genet Bake 181 Asinakech Tuke Coop Bake Genet Bake 182 Tseganesh Lugo Coop Bake Genet Bake 183 Hana Tsegaye Coop Bake Genet Bake 184 Adanech Gamu Coop Bake Genet Bake 185 Shukare Barasa Coop Bake Genet Bake 186 Dararo Barasa Coop Bake Genet Bake 187 Buritu Beyene Coop Bake Genet Bake 188 Gayo Galifato Coop Bake Genet Bake 189 Buritu Bailso Coop Bake Genet Bake 190 Daime Hirpho Coop Bake Genet Bake 191 Nebiyat Huriso Coop Bake Genet Bake 192 Jofe Bage Coop Bake Genet Bake 193 Telekise Teshoma Coop Bake Genet Bake 194 Tsige Nasiro Coop Bake Genet Bake 195 Hagirse Shawole Coop Bake Genet Bake 196 Tirunesh Tuga Coop Bake Genet Bake 197 Mihiret Lexamo Coop Bake Genet Bake 198 Meseret Woma Coop Bake Genet Bake 199 Melese Shumbobo Coop Bake Genet Bake 200 Duguna Batiso Coop Bake Genet Bake 201 Shege Batiso Coop Bake Genet Bake 202 Butuna Galifato Coop Bake Genet Bake 203 Latafa Lama Coop Bake Genet Bake 204 Mokona Yoke Coop Bake Genet Bake 205 Alte Karisa Coop Bake Genet Bake 206 Misale Gurimu Coop Bake Genet Bake 207 Fiqire Nego Coop Bake Genet Bake 208 Tesifu Shakora Coop Bake Genet Bake 209 Abarash Sentiro Coop Bake Genet Bake 210 Asinakech Enu Coop Bake Genet Bake 211 Shanafa Yisihak Coop Bake Genet Bake 212 Chobora Roba Coop Bake Genet Bake 213 Abriham Muse Coop Bake Genet Bake 214 Yohanis Yisihak Coop Bake Genet Bake 215 Legese Baliso Coop Bake Genet Bake 216 Teshale Rikiwa Coop Bake Genet Bake 217 Weni Adule Coop Bake Genet Bake 218 Belete Dama Coop Bake Genet Bake 219 Shimelis Desalegn Coop Bake Genet Bake 220 Mago Marasa Coop Bake Genet Bake 221 Endiries Niguse Coop Bake Genet Bake 222 Tanashe Lilato Coop Bake Genet Bake 223 Balicho Barasa Coop Bake Genet Bake 224 Abate Tise Coop Bake Genet Bake 225 Talo Iyob Coop Bake Genet Bake 226 Shitaye Roba Coop Bake Genet Bake 227 Halata Roba Coop Bake Genet Bake 228 Tarekeny Moti Coop Bake Genet Bake 229 Masala Roba Coop Bake Genet Bake 230 Shilota Eyob Coop Bake Genet Bake 231 Elisa Sinafe Coop Bake Genet Bake 232 Milion Shimalo Coop Bake Genet Bake 233 Wude Maja Coop Bake Genet Bake 234 Tamash Utala Coop Bake Genet Bake 235 Kabe Haticha Coop Bake Genet Bake 236 Birhanu Garisufa Coop Bake Genet Bake 237 Bonda Tuke Coop Bake Genet Bake 238 Melese Abriham Coop Bake Genet Bake 239 Dambowa Dabala Coop Bake Genet Bake 240 Yonas Yoke Coop Bake Genet Bake 241 Desta Agansa Coop Bake Genet Bake 242 Marta Lexa Coop Bake Genet Bake 243 Zenebech Basha Coop Bake Genet Bake 244 Aster Dubale Coop Bake Genet Bake 245 Adanech Makura Coop Bake Genet Bake 246 Tawasi Dubale Coop Bake Genet Bake 247 Tomas Nure Coop Bake Genet Bake 248 Mimi Matiwos Coop Bake Genet Bake 249 Tamenech Woma Coop Bake Genet Bake 250 Worke Woma Coop Bake Genet Bake 251 Zerihun Shonkora Coop Bake Genet Bake 252 Kasachi Iyasu Coop Bake Genet Bake 253 Sitota Gurimu Coop Bake Genet Bake 254 Timo Yisihaki Coop Bake Genet Bake 255 Tophe Chanka Coop Bake Genet Bake 256 Shimele Shege Coop Bake Genet Bake 257 Alamu Arariso Coop Bake Genet Bake 258 Idilu Inalo Coop Bake Genet Bake 259 Asinakech Woma Coop Bake Genet Bake 260 Tseganesh Urigesa Coop Bake Genet Bake 261 Adunye Dube Coop Bake Genet Bake 262 Tariku Tomas Coop Bake Genet Bake 263 Iyasu Woma Coop Bake Genet Bake 264 Indrias Mangesha Coop Bake Genet Bake 265 Yisihak Bado Coop Bake Genet Bake 266 Danaka Mago Coop Bake Genet Bake 267 Yohanis Isayas Coop Bake Genet Bake 268 Habitamu Isayas Coop Bake Genet Bake 269 Itanesh Isayas Coop Bake Genet Bake 270 Degife Yetera Coop Bake Genet Bake 271 Hagiritu Mago Coop Bake Genet Bake 272 Luki Madora Coop Bake Genet Bake 273 Zinash Selemon Coop Bake Genet Bake 274 Tsehayinesh Laliso Coop Bake Genet Bake 275 Karoye Bado Coop Bake Genet Bake 276 Iminet bado Coop Bake Genet Bake 277 Amarech Dorisa Coop Bake Genet Bake 278 Kaalamo Bado Coop Bake Genet Bake 279 Nebiyat Dulecha Coop Bake Genet Bake 280 Genet Talo Coop Bake Genet Bake 281 Nibiyat Bagajo Coop Bake Genet Bake 282 Tariku Toshe Coop Bake Genet Bake 283 Baliso Nashi Coop Bake Genet Bake 284 Marita Wolena Coop Bake Genet Bake 285 Ilifinesh Samuel Coop Bake Genet Bake 286 Zenu Tesema Coop Bake Genet Bake 287 Alimasi Sambure Coop Bake Genet Bake 288 Jete Woma Coop Bake Genet Bake 289 Tawisa Tsegaye Coop Bake Genet Bake 290 Sitota Ebiso Coop Bake Genet Bake 291 Biruk Hajamo Coop Bake Genet Bake 292 Karime Halaka Coop Bake Genet Bake 293 Nebiyat Tola Coop Bake Genet Bake 294 Mihiret Halaka Coop Bake Genet Bake 295 Selamawit Shakora Coop Bake Genet Bake 296 Alimazi Shilota Coop Bake Genet Bake 297 Birke Teferi Coop Bake Genet Bake 298 Iyob Iesicha Coop Bake Genet Bake 299 Shamafa Damutu Coop Bake Genet Bake 300 Nahom Yetera Coop Bake Genet Bake 301 Tise Marasa Coop Bake Genet Bake 302 Marta Kunsora Coop Bake Genet Bake 303 Beyene Bagajo Coop Bake Genet Bake 304 Tayech Indako Coop Bake Genet Bake 305 Asufa Dulate Coop Bake Genet Bake 306 Abate Moti Coop Bake Genet Bake 307 Gabiso Toshora Coop Bake Genet Bake 308 Tomas Ose Coop Bake Genet Bake 309 Kunasa Teferi Coop Bake Genet Bake 310 Bilititu Wena Coop Bake Genet Bake 311 Batire Karisa Coop Bake Genet Bake 312 Yadigi Lilato Coop Bake Genet Bake 313 Wubinesh Camo Coop Bake Genet Bake 314 Wocale Woma Coop Bake Genet Bake 315 Adanech Abriham Coop Bake Genet Bake 316 Eyoel Tefer Coop Bake Genet Bake 317 Fayitu Dasalo Coop Bake Genet Bake 318 Masara Shibiru Coop Bake Genet Bake 319 Tsehayinesh Woma Coop Bake Genet Bake 320 Shuro Wole Coop Bake Genet Bake 321 Jabile Ermias Coop Bake Genet Bake 322 Tsadiku Tamiru Coop Bake Genet Bake 323 Mirite Birhanu Coop Bake Genet Bake 324 Aberash Shimalo Coop Bake Genet Bake 325 Asinakech Yetera Coop Bake Genet Bake 326 Wude Iyob Coop Bake Genet Bake 327 Zerihun Desita Coop Bake Genet Bake 328 Shonkoti Moti Coop Bake Genet Bake 329 Jombola Halala Coop Bake Genet Bake 330 Sancho Iyobi Coop Bake Genet Bake 331 Tasho Marasa Coop Bake Genet Bake 332 Elias Lilato Coop Bake Genet Bake 333 Tenaye Yohans Coop Bake Genet Bake 334 Shilota Gimbo Coop Bake Genet Bake 335 Wondiye Hore Coop Bake Genet Bake 336 Meseret Wondiye Coop Bake Genet Bake 337 Mihiret Atote Coop Bake Genet Bake 338 Markos Nego Coop Bake Genet Bake 339 Worada Bage Coop Bake Genet Bake 340 Dereje Timatiwon Coop Bake Genet Bake 341 Esayas Wotawo Coop Bake Genet Bake 342 Samuel Dulate Coop Bake Genet Bake 343 Danawo Joge Coop Bake Genet Bake 344 Bekelech Joge Coop Bake Genet Bake 345 Birhane Badaye Coop Bake Genet Bake 346 Tashite Adewa Coop Bake Genet Bake 347 Birhanu Liloto Coop Bake Genet Bake 348 Duguma Batiso Coop Bake Genet Bake 349 Melese Shumboso Coop Bake Genet Bake 350 Kebede Selemon SOS Hawassa 351 Hana Ayalew SOS Hawassa 352 Dinku Negash SOS Hawassa 353 Meseret Lamiso Livestock Office Dore 346 Ayele Markos Livestock Office Dore 347 Woma Rikiwa Livestock Office Dore 348 Tesfamichael Desta Livestock Office Dore 349 Wansara Ware Woreda Coop Dore 350 Ermias Rikiwa Livestock Office Dore 351 Phetros Endrias Livestock DA Bake 352 Mormato Morkato Woreda Coop Dore 353 Masamo Samuel Woreda Coop Dore 354 Erasa Kayamo Woreda Agri Dore 355 Woma Wonara Woreda Agri Dore 365 Niguse Girma SOS Hawassa Yodit Balcha, y.balcha@cgiar.org Regassa Bekele, r.bekele@cgiar.org Kalkidan A. Mulatu, k.mulatu@cgiar.org Eyuel Girmay, eyuel.girmay@cgiar.org Kenneth W. Sibiko, k.waluse@cgiar.org CGIAR is a global research partnership for a food-secure future. CGIAR science is dedicated to transforming food, land, and water systems in a climate crisis. Its research is carried out by 13 CGIAR Centers/Alliances in close collaboration with hundreds of partners, including national and regional research institutes, civil society organizations, academia, development organizations and the private sector. www.cgiar.org We would like to thank all funders who support this research through their contributions to the CGIAR Trust Fund: www.cgiar.org/funders. To learn more about this Initiative, please visit this webpage. To learn more about this and other Initiatives in the CGIAR Research Portfolio, please visit www.cgiar.org/cgiar-portfolio © 2024 Alliance of Bioversity International & CIAT. Some rights reserved. This work is licensed under a Creative Commons Attribution-Noncommercial 4.0 International Licence (CC by 4.0). | | | mailto:k.mulatu@cgiar.org http://www.cgiar.org/funders https://www.cgiar.org/initiative/diversification-in-esa/ http://www.cgiar.org/cgiar-portfolio https://creativecommons.org/licenses/by/4.0/ https://twitter.com/CGIAR?ref_src=twsrc%5Egoogle%7Ctwcamp%5Eserp%7Ctwgr%5Eauthor https://www.facebook.com/onecgiar/ https://www.linkedin.com/company/cgiar https://www.youtube.com/channel/UCYuSEwWKAsoNwg6MJEI-qeA Executive summary Acknowledgment 1. Introduction 2. Methodology 2.1. Description of the area Location and Geography Demographics 2.2. Interventions 2.2.1. Need assessment 2.2.2. Training Co-design and Co-development Selection of trainers for Training-of-Trainers (ToT) Cascading training model Achievements 3.1. The needs assessment activity 3.1.1. District-level youth group assessment Table 1: List of youth groups that were registered and established as a youth group in the Woreda Source: Hawassa Zuria woreda cooperative office, July 2024. 3.1.2. Overview of youth groups visited Beke Genet Mountain Rehabilitation youth group Figure 2: Goljamo rehabilitation site, Beke Lalima, Hawassa Zuria District, July 2024. Atewete Mountain Rehabilitation group 3.1.3. Identified gaps in knowledge and skills Restoration-based forage production Figure 3: Indigenous grass being grown at the Beke Lalima Mountain rehabilitation site. Financial management knowledge Business operations Marketing and Sales 3.1.4. Collaboration opportunities 3.1.5. Recommendations from the assessment and action plan 3.2. Development of Training Manuals Training modules and brief content 1. Market-oriented forage production in restoring landscapes 2. Market-oriented Beekeeping Activity in Restoring Landscapes 3. Entrepreneurship/Business Management and Financial Literacy 4. Cooperative Management 3.3. Conducting Trainings 3.3.1. Training of Training of trainers (TOT) 3.3.2 Cascading training to youth groups Lesson Learned and Challenges Lessons Learned Challenges Way Forward Table 2. Operational plan for land restoration incorporating forage production and beekeeping activities developed by the youth group References Annexes Annex 1: Training Needs assessment questionnaire General Information Land Rehabilitation and Restoration Experience Training and Capacity Building Needs Agronomy Aspect: Financial Aspect: Market Linkage Aspect: Annex 2: ToT Training program Annex 3: Cascading training program Annex 4: Cascading participant list