1

Pag

e1

TABLE OF CONTENT

Part I. VALUE CHAIN IDENTIFICATION & ANALYSIS REPORT

1.1 Executive summary

1.2 Background of the study and the study area

1.3 Overview of the sub-sector(s) and VC Selection

1.4 Value Chain Analysis (to be done for each selected VC

1.4.1 Mapping

1.4.2 Quantification

1.4.3 Economic analysis

1.4.3 End market

1.4.4 Value Chain Constraints

1.4.5 Market Based Solutions

1.4.6 Value Chain Governance

1.5 Value Chain Vision and Mission/Objectives

1.6 Upgrading strategies

1.7 Proposed Intervention Programs

1.8 Foreseen risks and mitigation mechanisms

1.9 Action Plan

1.10 Monitoring and Evaluation

Labour Market Assessment report:

2.1 Overview of labour market demand and supply

2.2 Assessment of youth unemployment situation in the study area

2.3 The skill and knowledge gap of the youth to meet market demand

2

Pag

e2

2,4 Possibilities to migrate in search of job out of the area

2.5 Government intervention programs and their level of effectiveness

2.6 Recommendations to improve unemployment problem of the youth

by responsible bodies

2.7 The role of your organization in improving the unemployment problem

of the youth

3

Pag

e3

LIST OF ACRONYMS & ABBREVIATION

WCAT = Wabe Children’s Aid and Training

ETB = Ethiopian Birr

MSE = Micro & Small Enterprise

NGO = Non-Governmental Organization

TVET = Technical, Vocational & Education & Training

TVETDE= Technical, Vocational & Education Development Enterprise

1.1 Executive Summary

The VCD and labour market assessment was conducted in Debre Tabor Town Adminstration

from 17th - 23rd June 2014. The assessment has two major parts: these are value chain

identification and labour market assessment. Despite the limitations attempt was made in

assessing the types of demandable skills and products in the area along with the labor market

assessment. Checklists are used to collect information from the interview and focus group

discussion. In addition, information has been collected from secondary sources and utilized in

this report. During the assessment people were selected from Debre Tabor TVET College,

Woreda Technical & Vocational Development Enterprise Office, Agriculture Office, Women,

Children and Youth Affairs Office, and beneficiary youth. Focus group discussions were held

separately for the sector office representatives and youth group so that the youth can provide

4

Pag

e4

input on employer perceptions of youth’s skill. Moreover; interviews were made with the private

traders and producers.

The main objective of this assessment is to ensure that the training provided for the youth is

demand based, and the project beneficiaries have a tangible outcome after training. It is

important in determining the skills employers look for and what types of constraints exist for

starting their business.

The value chain selection result revealed that in Debre Town town in terms of competitiveness,

targeting and favorable business environment, poultry and vegetable production are chosen.

Statement of the problem

Our life is an odd mixture of different moments of action and inaction, work and rest.

Work/employment provides us with an inner creative joy. It saves us from the dullness and

boredom of life. It puts our energies to a proper use. On the contrary, unused energies create

disorders in us. Let us look at the unemployment rate at global, continental, national, regional,

zonal and Woreda level.

In its annual “Global Employment Trends” report, the ILO said an estimated 201.8 million

people were jobless in 2013, up by nearly 5 million in one year. Youth were the biggest

casualties, with 74.5 million people aged 15–24 unemployed in 2013, an increase of more than

700,000. There were a staggering 37.1 million fewer young people in employment in 2013 than

in 2007 (World Socialist Web Site).

Similarly, Africa is deeply affected with a high rate of unemployment especially among the

youth. Africa is now having the most youthful population in the world with the youth covering

close to between 60% and 70% of the continents population. Though unemployment is seen

manifested all over the world, the case of Africa is very dilapidating to say the least (Modern

Ghana).

5

Pag

e5

At regional level consideration, in sub Saharan Africa paid employment opportunities are scare

and the vulnerable employment rate, at 77.4 percent in 2013, remained the highest of all regions

(ILO). In Ethiopia unemployment rate was 5.4 from 2009 to 2012 (World Bank).

Amahara region in general and Debre Tabor town in particular could not be immune from the

consequents of unemployment rather they are being ravaged by the social and economic toils of

the unemployment.

All the paragraphs listed above attest that unemployment is an alarmingly growing and serious

menace. The incidence of unemployment is caused by different factors like lack of job creation,

vulnerability of young workers to layoffs when economic growth falters, high labor costs or

unrealistic wage expectations on the part of youth, discrimination, poor access to fundamental

education, rapid economic change, and the compounded labor-market disadvantages that

accompany poverty (World Economic Forum).

Its effect has serious result on the youth. Therefore it is vital to make an adequate and conscious

effort to improve the situation: improve the educational level of youth, equip youth with

marketable skill; engage them in the most profitable agricultural product; enhance their

entrepreneurial skill and drafting school curricular around producing skilled individuals in the

technical and vocational field.

1.2 Background of the Study and Study Area

Labour market assessment is an analysis of available employment and self-employment

opportunities where a program is operating. This type of study is usually done by sector, such as

agriculture, manufacturing, etc. It involve detailed analysis of the types of skills employers look

for, hiring trends, perceptions by youth of available employment and self-employment, and

perceptions by employers and others about the willingness and ability of youth to engage in

productivity in the workforce. It ensures that the “supply” of trained workers in a particular

workforce program meets the “demand” for workers, and that the program beneficiaries have a

tangible outcome after training. Ethiopia is among the poorest countries in the world. Although

encouraging achievements in improving basic aspects of life were recorded in the last ten years,

human development indicators still remain at very low levels compared with the rest of the

6

Pag

e6

world. Population is growing by around 2 million people annually, putting stress on the

country’s resource base, the ability to deliver services and the labour market.

The town was established in 1327 E.C during the reign of Atse Seiphe Ardi. It is surrounded by

Farta wereda. Debre-Tabor town is situated at 667 km away from the country’s capital city Addis

Ababa and 100 km from the regional town Bahir Dar. The town administration has 8 kebeles (4

rural surrounding and 4 urban kebeles). Attitudinally, the town is found at 2600-2860 meter

above sea levels. Its area is 11012 km2. According to the 2007 population census, the total

population of the town is 71530 (35567 males and 35962 females). According to the information

obtained from the town administration, about 85 % of the population is agrarian and 15 % of the

population is engaged in trade, small and micro-enterprises and government, PLC and NGO

work.

Debre Tabor town is one of the towns with high unemployment rate in the region.

Objective of the study

To gather adequate data to identify profitable agricultural VCs and labor market

To assist the targeted TVET to determine the type of trainings to be given to beneficiary youths

Significance of the study

Conducting this kind of assessment work have both practical and theoretical values. Practically

the research will serve as source of information for law enforcing bodies; concerned government

offices (Women Children Youth Labor and Social Affairs, Technique Vocational and Enterprises

Development Office); unemployed and vulnerable youth; nongovernmental organization,

researchers and others. For these people the research will improve their understanding on the

magnitude of the unemployment; the nature of labor market; and preventive, palliative and

curative measures to be taken in averting the problem.

The theoretical contributions of the study could be that, conducting this king of research

contributes to introduce some into the quantum of knowledge on the depth and gravity of the

unemployment and ways of doing something about the issue.

Scope and limitation of the study

This labor market and value chain assessment focuses on Debre Tabor town. The assessment

zeroed in on identifying potential VC, developing chain for the selected product, identify

7

Pag

e7

potential demand and skill gap o meet the demand. But the finding and recommendation of the

assessment can be used for other parts of the country having similar socio-economic, political,

administrative and ecological setting.

Limitation of the study

Our effort to find an organized data on labor market and VC related issue was with gap in having

enough statistical data or study which indicates unemployment rate in general and youth

unemployment specifically. Moreover, poor documentation with regard to employment

particularly youth information was major challenge during the study. Therefore, it is difficult to

indicate the unemployment rate and ratio against the population. Hence we could not substantiate

our primary data with the secondary ones. This may have a little effect on the quality of the

labour market assessment.

Methodology

The methodologies used in this assessment are conducting consultation workshop, FGD and

analyze the value chain and market analysis, interview was also conducted with merchants and

focus group discussion with the target beneficiaries. In addition to this, secondary sources are

investigated.

The criteria used to select the potential value chain to be worked on include:

Major Criterion 1: Competitiveness

Competitiveness is defined as a production ability to achieve and maintain an edge over market

competitor through an optimal combination of efficiency, product differentiation and access to

new or niche markets. Significant, sustainable increases in income and employment are

dependent on small scale enterprise growth and competitiveness. When measuring

competitiveness, it is important to remember that value chains and their end markets are

dynamic, and that some possible chains may not exist or may be only nascent at the time of the

analysis.

2. Major Criterion 2: Targeting

8

Pag

e8

Targeting can be measured by the product capacity to sustain income gains, employment and

asset development. Growth in small scale enterprises with high rates of employment or micro

and small enterprise (MSE) participation will impact (i.e., reduce) poverty more than growth in

enterprises with low employment and minimal MSE participation. Assessing the potential

breadth and depth of benefits resulting from the development of various sectors is an essential

aspect of value chain selection.

The following were lists of potential value chain raised in the FGD

1. Sheep fattening

2. Diary

3. Poultry

4. Vegetables

5. Beekeeping

6. Cattle fattening

7. Fishery

8. Plant seedling/Nursery site

9. Floriculture

10. Ornamental plant

11. Fruits

Using the above two criteria (i.e Competitiveness and Targeting), the selection is under taken

as shown in below table

High priority

Poultry

Vegetables

Fruits

Diary

Cattle fattening

Sheep fattening

Plant seedling

9

Pag

e9

Low Priority

Beekeeping

Fishery

Ornamental

Low Medium High

• Table 1. Short-list value chain candidates (using matrix) among from identified candidate

products,

• Since Poultry and Vegetables were Short-listed as final feasible value chain product using

the above matrix among the identified candidate products, there was no need for the team

to go on ranking short-listed candidates using scoring grid.

The salient constraints identified and suggested possible market based solution were

Selected Value Chain Identified Constraint Possible market based

solution

Poultry

Management & Information

- Access to

appropriate tools for

smallholders

- Training farmers in

technical skills with

regard to fulfilling

buyers specification

- Establish resource

centre in the TVET

Disease Linking the youth

with Agricultural

office for regular

follow up and

10

Pag

e10

vaccination like

Bread selection

should made in

consultation with

Woreda Agricultural

office

Skill - TVETs should be

capacitated

empowered and so

that they can

provide quality

Training for the

youth

Vegetables

Disease

- Linkage with Adet

research centre for better

seedling, follow up

- Linkage with woreda

agricultural office for prior

protection and medication

Skill - TVETs should be

capacitated

empowered and so

that they can

provide quality

Training for the

youth

Research Linking the youth with

Adet research institute and

strengthening the resource

centre in the targeted

11

Pag

e11

TVET

Table 2 The salient constraints identified and suggested possible market based solution

End market

The major end market identified includes Hotel, Café, Restaurant, Household in Debre

Tabor town and neighbouring town particularly Umera and Bahir Dar.

The suppliers/ competitor are mostly individual with different egg size and quality. They

also have no organized value chain which will be great opportunity for this value chain.

According to the participants of FGD the seasonal price inflation along with lack of

availability in many shops could be a good indicator of better demand and poor supply.

A. Poultry

Basic Sequence of Functions in Poultry Production Value Chain in Debre Tabor Town

‘

Feed egg production

Hens and cocks

Day old chicks

Shelter

Cleaning bulking distributing retailing

harvesting Storing Storing Storing packing

Storing into

Baking wax small

Supply units

Provide Input Production

Management

Whole- saler

Consumer

Retailer

12

Pag

e12

Mapping with Basic Components of Egg Product Chain

WAO

Municipality

Peasants, Individuals

in D/T city,

Enterprises

Whole salers senders Shops

M

E

S

O

M

I

C

R

O

Input

Supplier

Youth

associations Wholesaler Retailer

ACSI

Traders’

union

WAO ACSI &

WAO

D/Tabor

TVET College

ACSI

Technology

Suppliers

ACSI

WCAT (NGO)

TVEDE TVED

Consumer

WCAT(NGO)

13

Pag

e13

M

A

C

R

O

MOA D/T University

Amhara

Regional State

ACSI Office

(General

Board)

Tax Authority

Trade & Investment

Office

MOA

Cooperati

ves

14

Pag

e14

Poultry Market Channel of Debre Tabor

I. Producer – consumers ( 31%)

II. Producer – wholesalers –consumers ( 28%)

III. Producer – retailers – consumers ( 19%)

IV. Producers – Distributors-consumers (22%)

Poultry Producers

Wholesalers

Retailer Pastry Houses

Local and neighbor city

Consumers

Distributers

15

Pag

e15

In the area, the price of egg differs seasonally. During holidays and special occasions with

ceremony like wedding he price even goes to 3.50birr while normally the price is 3.00 birr.

Moreover, during the cold season, productivity of the hen decreases resulting in price fluctuation.

Calculation of Value-Addition and Operational Margin: of poultry (Egg) Production

Sales/Killo 2.00 2.75 3.00

Input cost

0.60

hen/feed/shelter

Medicine

Material cost

0.50

Feeding

equipment

And shelter

.15

boxes,

Net value added 1.10 0.10

% of Value added

Operational cost

.15

(labour, &

transport,

electricity

costs)

0.20

(transport,

load

unload cost

& storage)

0.10

Storage

Total Cost 1.25 2.35 2.85

Operational Benefit 0.75 0.40 0.15

Operational Margin

Retailers Production Wholesaler Consumer

16

Pag

e16

The second value chain, vegetable production was also found to be interesting and

promising business.

Vegetable Market Channel of Debre Tabor

I. Producer – consumers ( 28%)

II. Producer – retailers – consumers ( 72%)

Vegetable Producers

Egg Retailer Hotels

Consumers

17

Pag

e17

Calculation of Value-Addition and Operational Margin:

Vegetable Production

Sales/liter 1800 2900

Input cost

250.00

Seedling

composite

Water

Medicine

Material cost

400

equipment

Net value added

% of Value added

Operational cost

200

(labour &

transport cost)

450

(storage,

transport,

load unload

cost)

Total Cost 850 2,250

Operational Benefit 950 650

Operational Margin

Production Retailer Consumer

18

Pag

e18

LABOUR MARKET ASSESSMENT

Surprisingly the major job opportunity in the town was found to be government office. Unlike

other woredas in the surrounding Debre Tabor town has little or no job opportunity in the private

investment rather the youth migrate to work in border areas.

The knowledge and skill gap of the youth to meet market demand

The major knowledge and skills gap found were:

1) Loose link among training stakeholders

There is relatively loose link between the TVET and external environment. The trainings

provided were based on institutional decision other than an assessment of need in the side of the

youth and the market. Moreover, the cooperation among major actors in the sector need to be

strengthened as culture of inviting trainers from agriculture office and connection with different

colleges and the university need serious attention.

2) Gap in entrepreneurial Knowledge, attitude and skills

The lack entrepreneurial motivation, lack of vision/innovation and inability to produce good

business plans or feasibility studies are all part of the problem youth are facing in starting their

own business.

3) Lack of demand based training

One of the greatest challenges we have come across during the study was that trainings provided

by the TVET was not based on market study result of any kind. Mismatch of education and

training skills with the requirements of the labour market is another important reason for the high

level of unemployment. Young people who have attained high school or higher educational

label is a mismatch between the type of education provided at skill training/school and the

requirements of the labour market.

19

Pag

e19

In collaboration with concerned stakeholders, the role of WCAT is to provide marketable skill

training including life skills on the identified value chain that can enable the youth to compete in

the labor market. In addition the organization in collaboration with the concerned government

bodies will facilitate the release of seed money and credit access and working place. Follow up

and continuous support will also be one of the salient responsibilities of WCAT so as to ensure

success of the program.

Consultation Workshop with Major Stakeholders

20

Pag

e20

21

Pag

e21

22

Pag

e22

Reference

1. ILO: Global unemployment trends 2014: Where is the unemployment rate the highest?

www.ilo.org

2. Modern Ghana: Unemployment in Africa: what policy makers should know,

www.modernghana.com

3. World Bank: unemployment total (% of total labor force), www.data.worldbank.org

4. World Socialist Web Site: Global unemployment rises above 200 million,

www.wsws.org

5. World Economic Forum: Youth Unemployment Visualization 2013, www.weforum.org