The second edition of the “Week of the Italian cuisine in the World” started on the 20th through the 26th of November and hosted events promoted by the Embassy of Italy in Ethiopia, with the support of institutional and private partners, both Ethiopian and Italians. The Italian Ministry of Foreign Affairs and International Cooperation had organized, together with the Embassies, Italian Trade Agencies and Cultural Institutes, more than 1,000 events in over 100 countries around the world to promote the “Made in Italy” with particular focus, for this years’ edition, to the agro-industrial sector.
In Ethiopia, around 30 restaurants, hotels and ice-creams shops were involved in the Italian culinary tradition and have joined the initiative presenting special menus for the entire week. The main supermarkets in Addis Abeba (Gara Mart, Novis, Shoa and Safeway) were also presenting Italian products for the occasion with degustation events in the “Italian Corner” inside their premises.
The programme, which included restaurants owned by Italian and Ethiopian nationals, embraces also famous Hotels such as Sheraton Addis, Radisson, Marriott Executive Apartments, Ramada Addis and Saro Maria, delighted their customers and clients with ad hoc menu prepared for the occasion.
Aside from the participation of the single restaurants as Abucci, Agnese Ristorante, Antica Bar and Restaurant, Belvedere, Castelli, Cavallino Club Ristorante, Dok, Effoi Pizza, Gusto Ristorante, Il Posto, Mamma Mia Italian Bar and Restaurant, M.C Wine Bar and Pizzeria, Linda Restaurant, Tivoli, Vaccari, Villa Verde Restaurant, Emerald Resort and Lodge, also the United Nations Economic Commission for Africa presented its Italian specialties with different Italian menus in the two restaurants inside the UN compound.
A Special culinary event took place on the 21 November at the Italian Juventus Club, which saw the involvement of 7 chefs from the ENAIP (Institute for vocational training of Padua, Italy) who worked together to present their exceptional dishes from the “Veneto” and “Lombardia” Regional Cuisine.
The Embassy had also promoted a special kids’ entertainment day for Friday 24 November at the Juventus Club with pizza and fresh pasta preparation courses by the School of Chefs.
A culinary book of Italian recipes, translated into the Amharic language, will also be also launched by the Italian cultural Institute which includes 20 Italian regional dishes thought for the Ethiopian public.
Italian Food festival held
Tamrat Zewde
Name: Tamrat Zewde
Education: BA in Management Information System
Company name: Taly Coffee
Title: Owner and manager
Founded in: 2016
What it does: Cafe services
HQ: Piassa
Number of employees: 9
Startup Capital: 100,000 birr
Current capital: Growing
Reasons for starting the business: Interested in coffee market
Biggest perks of Ownership: Self management
Biggest strength: Committed to my work
Biggest challenge: Quality of coffee
Plan: To open other branches
First career: IT worker
Most interested in meeting: none
Most admired person: none
Stress reducer: Watching movies
Favorite past-time: Working
Favorite book: More interested in Newspapers
Favorite destination: Hawassa
Favorite automobile: Toyota Minibus
Inconvenient truths about migration
Standard economic theory says that net inward migration, like free trade, benefits the native population after a lag. But recent research has poked large holes in that argument, while the social and political consequences of open national borders similarly suggest the appropriateness of immigration limits.
Sociology, anthropology, and history have been making large inroads into the debate on immigration. It seems that Homo economicus, who lives for bread alone, has given way to someone for whom a sense of belonging is at least as important as eating.
This makes one doubt that hostility to mass immigration is simply a protest against job losses, depressed wages, and growing inequality. Economics has certainly played a part in the upsurge of identity politics, but the crisis of identity will not be expunged by economic reforms alone. Economic welfare is not the same as social wellbeing.
Let’s start, though, with the economics, using the United Kingdom – now heading out of the EU – as a case in point. Between 1991 and 2013 there was a net inflow of 4.9 million foreign-born migrants into Britain.
Standard economic theory tells us that net inward migration, like free trade, benefits the native population only after a lag. The argument here is that if you increase the quantity of labor, its price (wages) falls. This will increase profits. The increase in profits leads to more investment, which will increase demand for labor, thereby reversing the initial fall in wages. Immigration thus enables a larger population to enjoy the same standard of living as the smaller population did before – a clear improvement in total welfare.
A recent study by Cambridge University economist Robert Rowthorn, however, has shown that this argument is full of holes. The so-called temporary effects in terms of displaced native workers and lower wages may last five or ten years, while the beneficial effects assume an absence of recession. And, even with no recession, if there is a continuing inflow of migrants, rather than a one-off increase in the size of the labor force, demand for labor may constantly lag behind growth in supply. The “claim that immigrants take jobs from local workers and push down their wages,” Rowthorn argues, “may be exaggerated, but it is not always false.”
A second economic argument is that immigration will rejuvenate the labor force and stabilize public finances, because young, imported workers will generate the taxes required to support a rising number of pensioners. The UK population is projected to surpass 70 million before the end of the next decade, an increase of 3.6 million, or 5.5%, owing to net immigration and a surplus of births over deaths among the newcomers.
Rowthorn dismisses this argument. “Rejuvenation through immigration is an endless treadmill,” he says. “To maintain a once-and-for-all reduction in the dependency ratio requires a never-ending stream of immigrants. Once the inflow stops, the age structure will revert to its original trajectory.” A lower inflow and a higher retirement age would be a much better solution to population aging.
Thus, even with optimal outcomes, like the avoidance of recession, the economic arguments for large-scale immigration are hardly conclusive. So the crux of the matter is really its social impact. Here, the familiar benefit of diversity confronts the downside risk of a loss of social cohesion.
David Goodhart, former editor of the journal Prospect, has argued the case for restriction from a social democratic perspective. Goodhart takes no position on whether cultural diversity is intrinsically or morally good or bad. He simply takes it for granted that most people prefer to live with their own kind, and that policymakers must attend to this preference. A laissez-faire attitude to the composition of a country’s population is as untenable as indifference to its size.
For Goodhart, the taproot of liberals’ hostility to migration controls is their individualist view of society. Failing to comprehend people’s attachment to settled communities, they label hostility to immigration irrational or racist.
Liberal over-optimism about the ease of integrating migrants stems from the same source: if society is no more than a collection of individuals, integration is a non-issue. Of course, says Goodhart, immigrants do not have to abandon their traditions completely, but “there is such a thing as society,” and if they make no effort to join it, native citizens will find it hard to consider them part of the “imagined community.”
A too-rapid inflow of immigrants weakens bonds of solidarity, and, in the long run, erodes the affective ties required to sustain the welfare state. “People will always favor their own families and communities,” Goodhart argues, and “it is the task of a realistic liberalism to strive for a definition of community that is wide enough to include people from many different backgrounds, without being so wide as to become meaningless.”
Economic and political liberals are bedfellows in championing unrestricted immigration. Economic liberals view national frontiers as irrational obstacles to the global integration of markets. Many political liberals regard nation-states and the loyalties they inspire as obstacles to the wider political integration of humanity. Both appeal to moral obligations that stretch far beyond nations’ cultural and physical boundaries.
At issue is the oldest debate in the social sciences. Can communities be created by politics and markets, or do they presuppose a prior sense of belonging?
It seems to me that anyone who thinks about such matters is bound to agree with Goodhart that citizenship, for most people, is something they are born into. Values are grown from a specific history and geography. If the make-up of a community is changed too fast, it cuts people adrift from their own history, rendering them rootless. Liberals’ anxiety not to appear racist hides these truths from them. An explosion of what is now called populism is the inevitable result.
The policy conclusion to be drawn is banal, but worth restating. A people’s tolerance for change and adaptation should not be strained beyond its limits, different though these will be in different countries. Specifically, immigration should not be pressed too far, because it will be sure to ignite hostility. Politicians who fail to “control the borders” do not deserve their people’s trust.
Robert Skidelsky, Professor Emeritus of Political Economy at Warwick University and a fellow of the British Academy in history and economics, is a member of the British House of Lords. The author of a three-volume biography of John Maynard Keynes, he began his political career in the Labour party, became the Conservative Party’s spokesman for Treasury affairs in the House of Lords, and was eventually forced out of the Conservative Party for his opposition to NATO’s intervention in Kosovo in 1999.
By Robert Skidelsky
Exit strategy 5
Last week we referred to a publication “What We Know About Exit – Practical Guidance For Developing Exit Strategies in the Field” of the C-SAFE Regional Learning Spaces Initiative* by Alison Gardner, Kara Greenblott and Erika Joubert.
We saw that a program “exit” refers to the withdrawal of all externally provided program resources from an entire program area. A program exit may refer to the withdrawal of external support from an entire program area, or it may address the withdrawal of support from communities or districts within a program area. It could also refer to the end of a program funding cycle, with an extension through a follow-on extended recovery program or a longer-term development program. And lastly, it may include a combination of withdrawal, program extension or transition. A program Exit Strategy is a plan describing how the program intends to withdraw its resources while ensuring that achievement of the program goals (relief or development) is not jeopardized and that progress towards these goals will continue. The goal of an Exit Strategy is to ensure the sustainability of impacts after a program ends. It could also be defined in a broader sense as a program’s ‘sustainability strategy’, which could be accomplished through staggered graduation from specific project areas, simultaneous withdrawal from the entire program area, or transitioning to associated programming in selected areas.
Three basic approaches to Exit Strategies were outlined below. They are: 1) phasing down, 2) phasing out, and 3) phasing over.
PHASING DOWN. Phasing down is a gradual reduction of program activities, utilizing local organizations to sustain program benefits while the original sponsor (or implementing agency or donor) deploys fewer resources. Phasing down is often a preliminary stage to phasing over and/or phasing out.
PHASING OUT. This refers to a sponsor’s withdrawal of involvement in a program without turning it over to another institution for continued implementation. Ideally a program is phased out after permanent or self-sustaining changes are realized, thus eliminating the need for additional external inputs.
PHASING OVER. The third type of Exit Strategy approach is ‘phasing over’. In this case, a sponsor transfers program activities to local institutions or communities. During program design and implementation, emphasis is placed on institutional capacity building so that the services provided can continue through local organizations.
Now, Criteria used to determine when to exit programs vary. However, they can be grouped into three general categories.
Time Limit: Relief, recovery and development programs all have time limits dictated by funding cycles. Time limits may increase a program’s focus in establishing systems of sustainability or they may impose artificial timing constraints.
Achievement of program impacts: Although achieving the intended program impact is often difficult within a given timeframe (and may even create perverse incentives), indicators of program impact can sometimes be used as exit criteria. Impact indicators can be used to focus program “graduation” efforts on the more self-reliant communities or the effective program components. Lastly, impact indicators can help inform and guide the Exit Strategy time line.
Achievement of Benchmarks: Benchmarks are defined as the measurable indicators of identified steps in the graduation process of an Exit Strategy. They are part of the Monitoring and Evaluation planning matrix from the onset. Benchmarks should be linked to the graduation process and to the program components to be phased out or over.
Establishing an exit timeline that is linked to the program funding cycle, and clearly communicated
to the community is essential. Since program implementation will influence Exit Strategy activities, it
is important that the exit plan remains flexible with the expectation that some of the exit criteria and
benchmarks may need to be modified during the program cycle.
Further, implementing exit plans in a gradual, phased manner is recommended, as the staggered
graduation of project sites can contribute to sustained outcomes by applying lessons learned from
earlier sites to those that come later. Lastly, after phase over or program phase out is complete,
continued contact with communities will help to support sustainability of outcomes.
Ongoing and timely monitoring of benchmarks is critical to the successful implementation of Exit
Strategies. The monitoring of Exit Strategy benchmarks should, in fact, be integrated into the overall program’s monitoring and evaluation plan. This will prevent duplication of monitoring efforts and maximize use of existing data. While ‘process indicators’ are helpful to gauge the program or local partner’s progress along a developed continuum, ‘result indicators’ may help to graduate communities or to assess readiness to phase out programs. An example of a process indicator in a home-based care program may be the number of household visits conducted by the local partner, whereas a result indicator would be the improvement in nutritional awareness by the
home based care client and household. To determine the success of an Exit Strategy, an
evaluation should be conducted after a period of time has elapsed following the program exit.
*The C-SAFE Regional Learning Spaces is an Initiative by CARE, World Vision, CRS, ADRA and USAID.