“You must take the people on board”

Of course, I can’t evaluate every household. So first of all I study reports and statistics from the years before the start of the project. Then I consider which goals Menschen für Menschen has pursued in its project work and which projects have been implemented. In third place are current statistics illustrating the status quo. In this way I prepare a cause-and-effect model. This desk work forms the basis, although that’s not all. If I want to get a clear picture of why certain things have changed, I have to make site visits.

My colleague Tsegazeab Kidanemariam and I travelled together with Tewelde Gebrekidan, an employee of Menschen für Menschen, through the project region for about two weeks and systematically collected information. During this time we visited small farmers, talked to women’s groups and interviewed employees of local authorities. These different perspectives are important for forming a complete picture. In these talks I was particularly struck by the openness of the people. We spoke to farmers about farming methods or new fruit and vegetable varieties. Young women explained to us why they consider family planning to be important and why they today prefer a medically assisted birth over a home based delivery.

One of the distinguishing features of the work of Menschen für Menschen is that it provides an impetus for change in various areas. The central pillars are sustainable land management, health, WaSH, education and human development. I must admit that I was a bit sceptical at first whether it would be possible to be simultaneously active on so many fronts. However, the results show that it is possible. The successes in the individual areas are mutually dependent and reinforce each other.

In Ethiopia most children are required to help in the household and farming. Frequently they have little time to go to school. In Merhabete the cereal yield was increased by 150% between 2004 and 2014, and many water points were constructed. This meant not only food security and clean drinking water within reach of people’s homes. It was also the prerequisite for relieving the children from household chores, so that they suddenly had more time to concentrate on education.

At this point the schools built by Menschen für Menschen come into play. They are modern and intact, which in turn makes them attractive for competent teaching staff. The number of pupils and quality of teaching is rising; the number of school dropouts is falling. More young people, in particular young women, are graduating from school, learning a trade or even continuing their studies. The number of early marriages is decreasing as a result. Women are giving birth to fewer children and later, resulting in a radical change in the role of women. In our numerous discussions it was evident that the early marriage has become less socially acceptable. An entire value system has changed. Many indicators suggest that Menschen für Menschen has triggered a complex development process in Merhabete.

No, the planning is also crucial. A detailed requirement analysis is needed at the outset of a project. Where exactly are the problems? Is a health centre needed? Which vegetable or fruit varieties can be planted? Not until it is clear what the inhabitants need and want, and where a region’s potential lies, can a project be put together for a sustainable impact.

Of course, you can’t just walk into a region, hand-dig a well, construct terraced fields, reforest a tract of land and leave again. If this success is to be secured for the long-term, someone must take responsibility for the maintenance of these communal facilities. You have to take the local population on board, so to speak – the future beneficiaries as well the local authorities. Take the reforestation zones as an example, areas where cattle should not be allowed to graze, so that grass, bushes and trees can grow again. As long as these areas are barren and without vegetation, they are of no consequence. But as soon as the vegetation returns, we have a parcel of land with valuable resources that did not previously exist. How should we deal with them? Who should be allowed to use them? Only when there are recognised committees that establish and enforce fair rules, can conflict be avoided. In Merhabete that has evidently happened in various places. In 2004 there were about 12,000 hectares of reforestation; by 2014 this figure had grown to more than 24,000 hectares.

They have to prepare proper management plans in order to secure sound management of the well in the long term. And they must find solutions when newly founded families or newcomers to the village wish to use the well although they had not previously contributed to the work. In essence, it’s a matter of solving distribution conflicts in a democratic and fair manner. That’s not easy.

Yes, in many cases. A further example is the extensive terracing of the slopes in the region. In earlier reports there is no mention of this; we only read about rapid erosion of the soil. Today, in contrast, the landscape in Merhabete is shaped by terracing. The people have obviously recognised that these structures are necessary. They have drawn up plans for improving the existing terraces and building new ones. A point has been reached at which the support of Menschen für Menschen is no longer needed. That is quite impressive.

Dr Jochen Currle (57) is an agronomist at FAKT consultants in Stuttgart. Its services include advice to public bodies, in particular international development aid organisations in agricultural development issues. For Menschen für Menschen FAKT prepared the ex-post evaluation in Merhabete and other project regions.