PAD

FIVE YEAR STRATEGIC PLAN

(2013 to 2018)

May, 2013

Dire Dawa

Ethiopia
 TABLE OF CONTENTS
CRONYMS ............................................................................................................................................ 4

EXECUTIVE SUMMARY ................................................................................................................... 5

1. INTRODUCTION ........................................................................................................................... 7

2. INTRODUCTION TO THE STRATEGIC PLAN AND MANAGEMENT ............................. 8

2.1. INTRODUCTION.................................................................................................................... 8

2.2. The Strategic Planning Process and Methodology .......................................................... 9

2.3. Analysis of Internal and External Environments .............................................................. 10

3. CORPORATE FRAMEWORK....................................................................................................... 19

3.1. VISION STATEMENT ........................................................................................................ 19

3.2. MISSION STATEMENT .................................................................................................... 19

3.3. INSTITUTIONAL GOAL ................................................................................................... 19

3.4. VALUES................................................................................................................................... 20

4. ASSESSING THE ENVIRONMENT ....................................................................................... 21

4.1. EXTERNAL ENVIRONMENT: ............................................................................................ 21

4.2. INTERNAL ENVIRONMENT............................................................................................. 22

5. STAKEHOLDER ANALYSIS...................................................................................................... 23

5.1. Internal stakeholders .......................................................................................................... 24

5.2. External stakeholders ........................................................................................................... 1

6. CRITICAL/STRATEGIC ISSUES.............................................................................................. 5

6.1. Critical/strategic issues and strategic actions ............................................................... 5

6.2. Resource mobilization ............................................................................................................ 7

6.3. Documentation and visibility/promotion............................................................................ 7

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7. PAD’S THEMATIC PROGRAM AREAS, GOALS AND STRATEGIES ................................ 9

7.1. CORE PROGRAM 1: CHILD PROTECTION AND DEVELOPMENT............................. 10

7.2. CORE PROGRAM 2: PRIMARY EDUCATION ................................................................. 14

7.3. CORE PROGRAM 3: HEALTH AND SANITATION...................................................... 16

7.4. CORE PROGRAM 4: POVERTY REDUCTION ................................................................. 19

7.6. CROSS-CUTTING ISSUES ................................................................................................... 22

8. MONITORING AND EVALUATION OF THE SPM............................................................. 23

9. SUMMARY OF PROPOSED PROJECTS & BUDGET ESTIMATE...................................... 24

9. ORGANOGRAM OF PAD............................................................................................................. 25

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 CRONYMS
AIDS………………Anti Immuno deficiency syndrome

CM………………….Community Mobilizer

CWD……………….Children with disabilities

GA……………………General Assembly

HIV………………….Human Immuno Virus

HVC………………..Highly Vulnerable Children

KMs………………… Kilometers

MCH…………………Mother & Child health

M&E…………………Monitoring & Evaluation

OVC…………………Orphan and Vulnerable Children

PAD………………Positive Action for Development

SPM………………….Strategic Planning Management

SRH…………………..Sexual reproductive health

STI…………………….Sexually transmitted diseases

TOR…………………….Terms of Reference

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 EXECUTIVE SUMMARY
The socio-economic conditions of Ethiopia do not allow citizens for optimum

realization of their human potential. Basic social services such as health,

education, etc. are still a far cry for many. Neither are economic conditions at

levels that lend a hand to pull over the desperately poor above the poverty line.

However, the problems even assume greater magnitudes when it comes to

women headed households, HVCs, the elderly, jobless, persons living with

disabilities. As some studies in this regard indicate, the above mentioned

sections of the society suffer from lack of basic services, such as food

security, housing, potable water, clean sanitation facilities and the like. It was

under such tough challenges that PAD was established in 2011 as a non-

governmental, not for profit association intended to tackle the socio-economic

problems of the unprivileged and poverty stricken in Ethiopia.

PAD has been carried out different activities since its establishment. The most

notable among these include environmental protection activities, provision of

scholastic material support to economically poor background ongoing university

female students foster care services, family tracing and reunification of highly

vulnerable children.

PAD committed itself to developing this strategic plan because it believes

strategic planning is necessary due to the many changes that have taken place in

the work environment where resources are unpredictable. Besides, the political

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and economic environment in which PAD operates has evolved and is under

continuous change; the number and diversity of NGOs and the legal environment

in which they operate has also changed. Some of these changes could be sources

of opportunities while others could be threats for PAD. Hence, strategic

planning can help the organization to devise coping mechanisms with these

changing circumstances. Moreover, it will make PAD more effective and focused.

Accordingly, PAD aspires to see citizens free of poverty and development

barriers from Ethiopia with full and meaningful democratic participation of all

citizens to make decisions on matters of their life. Hence, our mission for the

coming five years is to contribute to the reduction of poverty and the gradual

fulfillment of basic needs to poor people in Ethiopia as well as to enable the

poor members of the society to become productive and self-reliant citizens

through awareness creation, education, health intervention, self-employment

opportunities, environmental protection, research and development.

From the SLOT analysis, the major critical issues identified are lack of

strategic plan, Shortage of human resource/work load, poorly functioning

organizational structure, quality of performance report, narrow donor base,

poor M & E system, limited organizational capacity, dependency on donor

interest and lack of documentation.

The organization also identified strategic actions in order to counter check

these critical issues. These are, capacity building in staff training, executive

committee members' training, regular documentation of program activities and

public relations activities, design human resources development plan and

establishment of a modern management information system.

On the other hand a total of 13 projects are found to be compatible with our

vision for the coming five years. The Projects circumnavigate are around five

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thematic areas namely Child protection and Development, primary education,

Health and Sanitation, Poverty reduction and environmental protection.

1. INTRODUCTION

This is the first strategic plan PAD has endeavor to prepare, based on global

situations, current socio-political environment where PAD operates, it’s internal

strength and weakness, beneficiaries’ need, the new Charity law in the country.

This document highlights results of the stakeholders’ analysis, SWOT analysis.

Some of the important sections of the document are critical issues identified

and associated actions to be taken, thematic programme areas identified for

the coming five years and proposed projects anticipated to be implemented with

their associated budgets. In addition it holds revised organogram that helps

PAD utilize its existing and potential human resource in most efficient and

effective manner. It is believed that the document will be a bridge for PAD in

building partnership with all stakeholders and specifically with government and

donors.

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 2. INTRODUCTION TO THE STRATEGIC PLAN AND
MANAGEMENT

2.1. INTRODUCTION

2.1.1. PAD: A bird’s eye view and;

2.1.2. Why the Strategic Plan?

PAD’s engagement in the Country’s development endeavors accounts almost one

and half years. While establishing PAD, enthusiastic founding members have

been based on their experience and knowledge of the future, which is basically

short of forecasting the future. PAD recognizes that its mission could not

become a reality without a clearly articulated and carefully analyzed strategic

plan that guides the organization through its challenging development

responsibilities and tasks.

It is on these premises that, this SPM exercise happened to revisit PAD’s

future direction in a manner that takes into account of existing realities and

enhance PAD’s contribution to the country’s development efforts. Built of this

context, this SPM is expected to accomplish the following objectives that

ensure PAD’s engagement would;

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  Be compatible with the organization capacities within the framework

of the new Charities and Societies Proclamation.

 Reorient PAD’s engagement with programmatic focus area anchored on

result-based and measurable outcome and impacts with full

participation and commitment of its development stakeholders

 Maximize the benefits inherent in opportunities and minimize the risk

inherent in environmental threats.

 Revise the organizational structure so as to accommodate and maintain

expertise to ensure efficient and quality deliverables.

2.2. The Strategic Planning Process and Methodology

This SPM started to be designed following consent has been reached for the

need for SPM by the Board.

Methodology:

 In the process of the preparation of the plan, PAD staff, all PAD board

members, selected GA members and government representatives from Dire

Dawa and Harari regions have fully involved in identifying and discussing the

vision, mission, the organization capacities, problems the organization is

addressing and difference the organization intends to make. Strengths and

weaknesses, opportunities and threats discussed and strategic options

identified and critical issues that must be addressed thoroughly analyzed.

The outcome of the discussions and meetings enabled to have a clearly

stated vision; well articulated values and mission statement, institutional goal

and key result areas on which the organization intends to focus.

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 The planning meeting held contributed to get basic information to prepare

the strategic document. In preparation of the plan necessary information

was considered, analyzed and external evaluation reports produced by Dire

Dawa City and Hareri regional state have been reviewed and referred.

2.3. Analysis of Internal and External Environments

2.3.1. PAD’s External Environment

2.3.1.1. COUNTRY BACKGROUND

Ethiopia is located in the north east of Africa. It lies between 3 O 27' N and 14O

77' N latitude and between 33O E and 48O E longitude. Hence, it lies between

the equator and tropic of cancer.

Topographically, Ethiopia is characterized by extensive ranges of mountains,

dissected plateaus, hills, undulating and rolling plains, deep gorges and valleys.

The altitude of Ethiopia ranges from 116m (Dabkil) below sea level to 4620m

(Ras Dejen) above sea level. Mean annual and annual range of temperature

increases as one descends to low lands. The country has variety of climate

zones. These climate zones include Wirch “coldest” (> 3000m above sea level),

Dega (32300-3000m), Woinadega (1500-2300m), Qolla “hotest” (800-500m),

and Bereha (<800m). These varieties of climatic zones are conducive for the

growth of different types of agricultural crops and live stock rearing.

This diverse climatic zone also makes Ethiopia home to a variety if plants and

animals, some that are only endemic to the country alone. This diversity in faun

and flora, if properly utilized, with highly developed infrastructure along with

its rich cultural heritage could make the country to be one of the most

important tourist destinations in the world.

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Ethiopia has a number of major river basins that have the capacity of

generating large amounts of hydroelectric power and irrigating extensive areas

of land.

Ethiopia is rich in metallic and nonmetallic mineral resources that are conducive

for medium and large scale industrial development. Several mineral deposits like

gold, platinum, iron, chromium, copper, lead, marble, etc. Are available. Gold,

platinum, limestone, marble, soda ash, salt, and mineral water are widely

exploited. However, soil erosion and deforestation have greatly been affecting

the environment and agricultural productivity. The forest is in a serious

condition owing to faulty utilization practices and negligence towards its

development. Today, about 3.5% of the country is covered by forests, which is

by far less than the forest coverage the country had a century ago (40%). Land

use policy is still lacking and it is indeed a limiting factor to initiating

conservation programmes.

2.3.1.2. Political environment

After the last war with Eritrea, Ethiopia has enjoyed peace which has enabled it

to pay its full attention to the development of the country. It is not Eritrea

alone that affects peace in Ethiopia though. The current lawlessness in Somalia

is a serious reason for concern for the country, which needs to be watched

carefully. Political developments in Sudan, particularly in the run-up to the

referendum in Southern Sudan, are also a source of concern to Ethiopia. So are

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those in Kenya in the run-up to the next elections as political developments in

that country during its last elections still remain unresolved. If lasting solutions

are not found, a repeat of the lawlessness that had erupted resulting in huge

losses to life and property could again happen which could cause the

displacement of huge amounts of population and an influx of refugees to

Ethiopia.

The Ethiopian elections have been successfully completed without any serious

incidence. While some opposition groups are very unhappy with the outcome,

they are carrying on their grievances in a legal manner by having recourse to the

courts.

If the current peaceful situations continue to hold, and saving an unforeseen

negative developments in the world economy like the previous economic

meltdown created by the financial crush in the American economy, Ethiopia

could be expected to continue on its current trend of growth. Now that the

political hullaballoo that was started by the introduction of a new civil society

law has settled down, NGOs' that are seriously interested in the development

of the country has re-registered and have continued carrying on their activities.

This does not mean that the charities and societies law is a perfect legal

document. It has contained some articles, which are restrictive in their nature.

Nevertheless, there seems exist a desire to examine it again in due course.

2.3.1.3. Social and Demographic environment

Access to health services is very limited. Only 46% of the total population has

access to health services. Moreover, the health care system is biased to the

urban and relatively better off.

The infant and under five mortality rates are 112 and 165 per 1000 live births

respectively. The crude birth and death rates amount to 43.3 and 15.1 per 1000

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populations respectively. The maternal mortality rate is estimated to be 700 to

1000 per 100,000 live births. (ethiopia population and Development, July, 1999)

According to the World Bank, World Development Report (1997), the health and

human resources ratio to population in 1993 were one physician for 38,365

people, one nurse for 14,860 people and one hospital bed for 4,779 people.

Regarding education, there is also poor access to education and gross enrollment

ratio for primary and secondary levels are 45.8% and 9.7% respectively. To

alleviate all these problems, the government has issued policies and directives

governing the health and education (EEA 1999 Bulletin).

Accordingly, the health sector development programme focuses to develop

comprehensive and integrated primary health care services at all levels with

primary emphasis being at the community level.

Evidently, there might be a role for charitable NGOs to contribute to the

efforts of the government and the community to improve the health and

education conditions.

According to the 1994 Population and Housing Census, the population of the

country in July 2000 was estimated 63,494,702,,of which 54,021,731 were rural

and the rest urban. Young (0-14 age group), economically active (15-59 age

group) and old age (above 60 years old) population accounted for 43.8%, 51.6%

and 4.6% respectively. The rapid population growth coupled with slow economic

development has resulted in serious unemployment, particularly among the

youth.

In the area of infrastructure development, the government has been doing an

excellent job. The quality and length of roads have been improving. Huge

amounts of telecommunication improvement and introduction of latest system

have been going on. Still, a lot more remains to be done. Public utilities such as

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electricity and water are unavailable for significant portions of the population

although the government is striving to improve the provision of these services.

Only about 9% of rural and 69% of urban populations have access to safe

drinking water. The percentage of the population that is literate is low. The

majority of children in Ethiopia are not attending primary schools. Furthermore,

87% of the primary school age population was out of school in 1994. Access to

health services is similarly very limited. The availability is also at a very poor

state all over the country and in rural areas in particular. Therefore, the NGO

community has to link up their efforts with the government Growth and

Transformation Plan.

2.3.1.4. Economic Sector

Poverty in Ethiopia is highly prevalent. The people of Ethiopia that live under

absolute poverty are estimated to be 50% (EEA, 2004/2013). In a desire to get

Ethiopia out of its vicious cycle of poverty, The Government has produced its

Growth and Transformational plan. The GTP is based on the Government’s plan

five-year plan of transforming the country’s economy. As a continuation of the

decentralization and democratization process, the government has recently

continued to focus on giving more powers to Woredas (Districts) over resources

and decision-making on local administration and development matters. Recent

NGO activities are accordingly focused on working with local government units

such as woredas and kebeles and community organizations.

The agricultural sector is the mainstay of the economy, which forms the basis

of livelihood of 85% of the population. Agriculture is the main sector of the

Ethiopian economy in terms of its contribution to GDP (it has been contributing

about 40% to the total GDP), foreign exchange earnings of the country and its

contribution to employment. However, the performance of the agricultural

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sector is inadequate to feed the growing population. According to the report of

EEA (2012), the major factors behind the poor performance of Ethiopian

agriculture are diminishing farm size and subsistence farming, soil degradation,

inadequate and variable rainfall, tenure insecurity, weak research base and

extension system, lack of financial services, imperfect agricultural markets and

poor infrastructure. The food security situation in the country is deteriorating

due to all these factors. Moreover, there is cyclical drought that aggravates the

food insecurity and affects the development efforts of the country.

The smallholder agriculture has to be the primary foundation of growth. If the

living standard of the majority of the Ethiopian people is to show any meaningful

improvement and if the country is to successfully tackle the growing problem of

food insecurity, productivity of smallholder agriculture has to be increased

through technological changes. That is why Growth and transformational Policy

(GTP) geared towards helping smallholder farmers to improve their productivity.

Te government is keen to improve small farmers' access to technological

innovations especially agricultural inputs and credit.

The economic policy gave the private sector a conducive working environment to

participate fruitfully in the socio-economic development. This is attested by

emerging private sector investment.

2.2. The State of Education in Ethiopia

Education in Ethiopia has not so far reached a stage where it has generated

significant inertia to spearhead national development. The country remains to be

one of the least educated even by sub-Saharan standard. The education system

of Ethiopia faces the challenges of low access and educational coverage, low

investment in education; high adult illiteracy; poor quality of education; inequity

in access (gender, rural urban, regional) to education; weak educational planning

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and management and low public participation in educational decision-making. In

2010/2011 the national gross enrollment rate for primary schools (grade 1-8)

were 68.4 % ( EMIS, MOE 2011). The gender disaggregating shows a significant

level of educational disparity with 77.4% for boys and 59.1% for girls. The

problem of access to primary education is much more pronounced when regional

inequity in gross enrolment is seen ranging from 14.1%, 15.1% in Afar and Somali

respectively to 142.6% in Addis Ababa.

Education Sector Development Programs (ESDP) and strategies have been

launched to spearhead the expansion and enhancement of the quality of

education at all levels. Regional governments are playing key roles in expanding

educational opportunities to children and adults and closing gender spatial and

other forms of educational disparities and working towards making education

for all a reality by 2015.

2.3. Health and HIV/AIDS Situation

While there are some trends of improvement, the country’s health and

HIV/AIDS status is in a desperate situation. The health status is characterized

by low access to basic services like safe water, sanitation and health care

services and facilities and widespread malnutrition. The health infrastructure is

weak and the distribution is urban-biased. Nearly 50% of the health services

are concentrated in main towns. In an effort to improve the health situation of

the country the government has launched a health policy and sector strategy.

The HIV/AIDS pandemic that was previously seen mainly as a health crisis is

today a social threat and a serious development crisis for Ethiopia. With the

country’s low capacity to deal with the crisis due to weak health infrastructure

and widespread poverty, the social and economic impacts of HIV/AIDS are high

in Ethiopia. Among the socio-economic impacts of HIV/AIDS observed in the

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country, according to the Ministry of Health demographic health care, economic

impacts and the increased vulnerability and burden on women and the fast

growing number of orphans are the most critical areas to address.

In order to deal with these grave problem with a coordinated response, the

Government has taken measures such as the adoption of a National Policy on

HIV/AIDS, the development of a Strategic Framework for National Response

to HIV/AIDS, the establishment of the National Aids Council and the creation

of HIV/AIDS Prevention & Control Office, and making available resources for a

multi-sectoral response to fight HIV/AIDS. Ethiopia has to cope with large

numbers of children orphaned by HIV/AIDS. Other children and young people

as well as orphans lack enough support and are vulnerable. These include street

children; children affected by conflict, disabled children, children affected by

HIV/AIDS and girls. Many young girls are sexually abused where by proximity

of contracting HIV/AIDS is very high. Many of them engaged in sexual

activities at their early age in most cases with someone in their own age range

and also with someone much older.

Children themselves experience direct impacts. For example, some children are

infected with HIV themselves. UNAIDS estimated in 2011 that there were

approximately 2.5 million children, under the age of 15, living with HIV

worldwide. The number of orphan children in Ethiopia is around 4.5 million. Most

children orphaned by HIV/AIDS are not HIV positive. Many HIV-positive

children are not orphans. Children also experience psychosocial effects of

parental illness and death and frequently face stigma and discrimination. Girls

may face particular problems. Orphans and other children affected by

HIV/AIDS find themselves vulnerable to exploitation, abuse and to contracting

17
the virus themselves. Despite this, many children and young people are

extremely resilient and are able to cope even under extreme circumstances.

Families and communities are affected by HIV/AIDS. Household income may

fall as a result of parental illness and death. Livelihoods may be lost. Children

and young people are expected to assume "adult" roles. They have less time and

money to get health, education and social welfare services. Communities have to

care for more sick people, orphans and other vulnerable children. This means

that traditional community ‘safety nets’ and social support systems become

strained. Countries and regions are experiencing the impacts of HIV/AIDS. In

severely affected countries, life expectancy is declining. Improvements in

infant and under-five mortality have been reversed. There are increasing levels

of sickness. This affects health services, employment and a country's economy

in general. HIV/AIDS affects children and young people much earlier than when

they become orphans. There are three stages - parental illness, parental death

and Orphan hood. There are two groups of impacts of HIV/AIDS on children

and young people - the direct effects of HIV/AIDS and those, which come from

children's efforts to survive and cope. It is also important to improve the

individuals and organizations' understanding about the current impact of

HIV/AIDS on the teaching and learning process particularly its impact on

teaching force where children are missing their experienced teachers.

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 3. CORPORATE FRAMEWORK

3.1. VISION STATEMENT

PAD strives to see a poverty free society where underserved

communities have access to basic services, economically and socially
developed and enjoy acceptable standards of living with equity.

3.2. MISSION STATEMENT

PAD is an Ethiopian Resident Charity organization working in Ethiopia

that endeavors to improve the well being of the underserved groups of
the society by providing access to basic service, economic, social and
environmental protection.

3.3. INSTITUTIONAL GOAL

To make PAD a learning and credible development organization that

strives to sustainably alleviate poverty and contribute to the realization

of the National development Plan.

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3.4. VALUES

PAD has set shared values that underpin its work as an organization and its

relationships with beneficiaries and other stakeholders that it cherished and

adheres to. PAD values are binding to its members, governing bodies (GA, and

Board), management, staff and volunteers. Therefore PAD’s core organizational

values are:

Transparency and accountability: PAD has strong faith in maintaining

transparency in its operation and resource utilization. It will continue to be open

in its relationship with all stakeholders. PAD recognizes its legal, ethical and

social obligations and accepts accountability. It will consistently work towards

strengthening and streamlining its organizational and operational systems and

practices to enable it meet its accountability requirements from donors,

government, the community and all its partners.

Participation: PAD operates under the principle that, beneficiaries’ in particular

and the community in general should be actively involved in every undertaking.

Beneficiary and community participation in all phases of the project cycle

beginning from the inception of a program/project through design,

implementation, monitoring and evaluation of relevant activities and important

events are at the center of its operation.

Understanding and demand driven: In all its development intervention, PAD

bases on the understandings of the local context and realities and strive to

intervene in a manner that takes community development demand and felt needs

in to account and beneficiaries’ focused service provision.

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Gender sensitive: PAD adheres to the principle of gender equity both at

institutional and programmatic levels. It will ensure that its organizational

policies and program intervention guidelines adequately include gender

responsiveness, as a prerequisite and that gender policy are clearly articulated,

documented and implemented at all levels.

Equity/Impartiality: Justice and equality is a fundamental principle that PAD

strictly adheres to. PAD will practice as well as promote impartiality, non-

discrimination and fairness in working for and with its beneficiaries and

partners.

Effective use of resources: PAD being accountable to both government and

donors and its beneficiaries is dedicated to effective utilization of its

resources by ensuring the applicability of financial and materials management

policies in place. All staff and other stakeholders who have direct association

with resources are subject to the above mentioned policies and regulations.

Respect for human and child rights: In all its work and interaction with

beneficiaries and partners, PAD will respect their social, cultural and

spiritual/religious values and rights. PAD’s management and staff will take

maximum care to ensure that relationships are based on mutual respect.

4. ASSESSING THE ENVIRONMENT

4.1. EXTERNAL ENVIRONMENT:

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This section illustrates that opportunities are there to exploit and major

threats to be addressed in the implementation of PAD’s intervention program

areas. Some opportunities and threats that have impact on PAD one way or the

other are listed below.

4.1.1. OPPORTUNITIES

• Legal framework/ Government development plan

• Supportive government structure and sound working relationship/reputation

• Existing donor support

• Partnership for joint resource mobilization

• Increasing community participation

• Availability of skilled human resource/workforce

• Technology advancement

• Availability and accessibility of CSO networks- Financial, technical support

4.1.2. THREATS

• Price escalation

• Material scarcity

• Unpredictable external finance and change of donors philosophy

• Restrictive CSO law (Right Based Approach)

• High turnover of government officials

• Increasing beneficiary demand for support

• Inconsistence of commitment by local government officials

4.2. INTERNAL ENVIRONMENT

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The organization resources, capabilities and competencies play crucial roles in

creating a promising future. The lack of resources and capabilities equally are

impediments to growth and development. A critical assessment of these

situations defiantly entails the emergence of possible measures or options. The

strength and weaknesses/limitations of PAD are identified as follows:

STRENGTHS WEAKNESSES/LIMITATIONS

 Committed leadership (GA, BD,  Shortage of human resource/work

MD, Staff) load

 Workable and flexible  Quality of performance report

organizational structure  Shortage of human resource

 Credibility among stakeholders  Narrow donor base

 Identifying and focusing on  Poor M & E system

community felt needs/based on  Structural problem- (some section

baseline survey like M & E)

 Ability to learn from experience  Absence of long term plan

 Problem focused  Dependency on donor interest

 Good working relationship with  Lack of documentation

partners

 Use of Participatory approach

 Commitment to meet

organizational objectives

5. STAKEHOLDER ANALYSIS

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To operate as a successful NGO, PAD has to continue and increase its

interaction with several international and indigenous NGOs, federal and local

government agencies, CBO s, diverse sector institutions, networks, forums,

umbrella organizations, coalitions, the private sector and other forms of civil

society organizations. This analysis of stakeholders is done to identify key

organizations and groups that have direct or indirect influence on the operation,

performance and results of PAD.

The analysis also helps to determine the degree of relationship, to know the

extent of support and influence, to identify the expectations of each of the

main stakeholders from PAD as well as what PAD could expect from the

stakeholders. PAD’s stakeholders can broadly be classified into two: internal

and external stakeholders.

5.1. Internal stakeholders

The internal stakeholders of PAD are the Board, the management and the staff.

PAD’s management, staffs and the Board are its prime stakeholders. The Board

is expected to provide overall and clear guidance, provide policy and strategic

directions and build relationships to generate resources and support for the

effective operations of PAD. In turn, the Board expects management and staff

to meet their obligations attain expected results with quality services to the

target communities of PAD.

PAD highly values its staff and believes that it could develop and prosper if and

when it also develops the potential of its staff to their full capacity, provides

them with adequate remuneration and benefits that corresponds to its capacity.

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The board and management expect the staff to stick to the values of PAD to be

responsible, trustworthy, accountable and diligent in discharging their duties

and responsibilities and serving the communities with whom the organization

works.

5.2.

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5.2. External stakeholders

PAD has various external stakeholders. Some of the key stakeholders such as beneficiaries, donors and support organizations,

partners and government agencies are listed below along with what they expect from PAD and vice versa. Stakeholders'

analysis and PAD's Expectations

S Name of Stake holder’s expectation PAD’s expectation

N stakeholders from PAD from Stakeholders

1 Charities and  Signing of operational agreements.  Timely feedback on reports.

Societies  Abide to signed agreement.  Timely signing of operational agreements.

Agency  Periodic performance report.  Provision of necessary

 Annual financial audit report. technical supports.

 Transparency  Conduct monitoring and

 Effective use of funds for the intended purpose evaluation processes and

provide constructive

criticisms.

2 Donors and  Submission of activity and financial reports as  Long-term program funding.
S Name of Stake holder’s expectation PAD’s expectation

N stakeholders from PAD from Stakeholders

partners required.  Timely release of funds.

 Proper utilization of resources.  Participation in monitoring and evaluation.

 Early notification and prior approval of budget  Timely feedback on reports

changes.  Support for institutional sustainability.

 Achievement of agreed objectives

 Ensuring sustainability of projects

 Transparency.

 Give more focus on HIV/AIDS, Education,

Advocacy programs

 Documenting results/impacts

 PAD Should be at the forefront in the civic sector

in its area of work

 PAD Should facilitate the creation of CBO s that

could take over its work in the future

2
S Name of Stake holder’s expectation PAD’s expectation

N stakeholders from PAD from Stakeholders

3 Local  Stick to policies and signed agreements  Timely feedback on reports.

government  Timely submission of reports.  Participate in community mobilizations and

partners  Participate in meeting and contribution of dialogues.

developmental ideas.  Provide the necessary support.

 Transparency  Influence the community for human and

 Conducive ground for Participation material contributions for projects.

 Inclusion in monitoring and evaluation.  Awareness creation on project ownership.

 Community based street children rehabilitation  Contribute to develop community capacity

and correction program to take over project activities

 Create forum for experience sharing activities  Assume responsibility for sustainability

with other NGOs and GOs matters.

 Promote international relations

 Strengthen child family reunification

 Generate and disseminate useful and relevant

information

3
S Name of Stake holder’s expectation PAD’s expectation

N stakeholders from PAD from Stakeholders

4 Beneficiaries  Implementation of relevant projects/programs  Active participation

that respond to their needs and right  Material, labor and ideas contribution as

 Transparency well as financial inputs when possible

 Support for a reasonable range of time  Preparedness to assume ultimate

 Provision of models and guidance to deal with responsibility for own development

multifaceted problems  Open-up their traditional and modern

 Sufficient level of involvement to gain institutions for participation in and

experiences as well as engage in decision- contribution to development activities

making  Take over project ownership

 Creation of capacity to sustain impact

4
 6. CRITICAL/STRATEGIC ISSUES

The strategic/critical issues treated in this section have been derived from the

extensive analysis of the internal and external environment. The draft has been

thoroughly revisited on the basis of constructive inputs elicited from SPM

workshop group discussion and presentations.

6.1. Critical/strategic issues and strategic actions

On the basis of information collected from participants, the following critical

issues have been identified for the organizational relocation of PAD.

6.1.1. The new CSO legislation and Engagement area:

The Government has declared a new CSO legislation Proclamation No. 621/2009

which introduces a new classification of Ethiopian CSOs/NGOs. The legislation set

outs/defined CSOs/NGOs area of engagement taking sources of funding as a prime

parameter of classification. Based on this, PAD has been registered as Ethiopian

Residents’ Charity organization, which restricts PAD’s engagements in areas

pointed out in article 14 of the legislation.

5
6.1.2. Strategic direction

PAD has been implementing projects in its intervention areas with full compatibility

with the CSA rules and procedures governing active civil society organizations in

the country. Abiding to these procedures has enabled PAD to extract support and

partnership with government structures at all levels and the beneficiary

community.

6.1.3. Organizational capacity

PAD recognizes that organizational capacity is a determinant factor for efficient

and effective program implementations. Since organizational capacity encompasses

governance and leadership; mission, vision, and strategy; program delivery and

impact; strategic relationships; resource development; and internal operations and

management. These interdependent factors all contribute to the health and

performance of PAD. During the coming five years, it needs to design appropriate

strategic actions that can reinforce

6.1.4. Strategic action

 Revisit the structure in accordance with the work volume and type

 Assign appropriate and competent skilled professional that fits to the new

organizational structure

 Adapt effective system that can ensure the smooth application governance and

leadership and the rest of the capabilities

6
6.2. Resource mobilization

For the PAD, an Ethiopian Resident Charity that depends on donations and grants,

expansion and diversification of its donor/resource base is crucial. This includes

maintaining existing donors and pulling additional donors. In the so far engagement

in community development effort, PAD’s resource base showed narrow partnership

with limited donor organizations. To maintain its organizational reputation and

successful service delivery, PAD needs to build cordial relationship with existing

donors and further improve in bringing other partners onboard. The following

strategic options are identified to address this critical issue.

6.2.1. Strategic action

 Develop resource mobilization strategy and donor mapping

 Expand resource base

 Building staff capacity on proposal development and project cycle management

 Design sound income generation strategies on PAD’s intervention focus (as the

new CSA law permits this)

6.3. Documentation and visibility/promotion

PAD has been implementing various community development activities which

witnessed successful contribution and changing the lives of the urban poor through

provision of and creating access for basic human necessities. However,

documentation of best practices and lessons that PAD gained through the overall

7
process need improvement. In addition, promoting PAD’s visibility to enhance public

credibility remained poor. PAD needs to consider the following option to address

the strategic issue.

6.3.1. Strategic action

 Set documentation standards

 Design documentation as income generating tool

 Assign responsible body

 Develop M & E tools and manual

 Develop communication skills of the staff

8
7. PAD’S THEMATIC PROGRAM AREAS, GOALS AND
STRATEGIES

In the coming five years, PAD aspires to become a strong and dynamic NGO that

effectively and tangibly contributes to the growth, development and well-being of

its target communities with their active participation. The realization of PAD’s

vision requires the identification, design and implementation of relevant program

interventions that are consistent with its organizational mission.

PAD’s overriding aim and mission is to improve the living conditions of the

disadvantaged section of the people with particular emphasis to vulnerable and

marginalized children, youth, women and elderly who have limited opportunities for

self-development. To this end, PAD has adopted five core programs with

corresponding strategies and goals for each program to achieve its mission. The

three major core programs PAD envisage to intervene are A) Child care and

development B) Education C) Health and Sanitation, D) Poverty reduction E)

Environmental protection and cross cutting issues associated with the core

program intervention such as capacity development, economic empowerment,

gender, HIV, youth and OVC, etc.

9
7.1. CORE PROGRAM 1: CHILD PROTECTION AND
DEVELOPMENT

7.1.1. Sub program/project: Integrated Assistance and Alternative Community

Based Child Protection, Care and Support Interventions for Highly Vulnerable
Children

Goal:

Ensure that highly vulnerable children received batter care and support services
and their needs and rights are met.

Specific Objectives:
 To facilitate and place 2250 HVCs to family and community based
alternative care and support service
 To establish a ‘Highly Vulnerable Children’s’ Fund’ for sustainable care
and support intervention using Public-Private Partnership framework.
 To enhance intra-regional collaboration targeting mitigation of child
abandonments and trafficking.
Main Activities:
 Establish ‘Highly Vulnerable Children’s’ Fund’ using Public-Private Partnership
framework
 Conduct community awareness and knowledge on alternative community based
child care options
 Conduct volunteer alternative care provider families documentation and child
placement
 Provide necessary placement package and family support
 Organize intra-regional discussion forums and collaboration in reducing child
trafficking
Strategies:
 Situational analysis
 Community mobilization and awareness raising among all stakeholders
 Networking and resource mobilization

10
  Documentation and experiences sharing
 Capacity Building
 Promoting volunteerism

7.1.2. SUB PROGRAM/PROJECT: INSTITUTIONAL AND HUMAN CAPACITY

DEVELOPMENT FOR COMMUNITY BASED ORGANIZATION AND
STRUCTURES

Goal: To promote capacitated and responsive local community structures for

sustainable child protection care and support interventions

Specific Objectives
 Provide capacity building support for 27 community based organizations
so as to strengthen quality child care and support service provision.
 To enhance community awareness and knowledge on alternative
community based child care options and participation in addressing the
protection, care and support needs of vulnerable children.

Main Activities:
 Training for 54 CBO leaders on governance and local resource
mobilization
 Developing child protection policy for 27 CBOs
 Develop HVC data base system
 Training on documentation and data management for CBO leaders
 Provision of computers and printers
 Undertake CBO capacity gap assessment
Strategies
 Networking and referral linkage
 Duplication of best practices
 Experience sharing
 Situation analysis

11
7.1.3. SUB PROGRAM/PROJECT: EARLY CHILDHOOD AND ALTERNATIVE
BASIC EDUCATION

Goal: Provide equal educational opportunity to all out of school boys and girls

Specific Objectives
 To create access to basic and quality non formal education to all
disadvantaged youth and children in PAD's intervention localities.
 To promote children's participation particularly girls and children with
special needs in education.

Main Activities:
 Construct 4 ECCE centers
 Provision of teaching-learning inputs such as furniture, equipment and
different game materials
 Organize and train 40 ECCE and non-formal education facilitators
 Conduct community sensitization and public education on the importance of
early childhood education
 Establish and train 4 Parent-Teacher Associations to oversee and manage
the project activities
Strategies
 Situational analysis
 Community mobilization and awareness raising among all stakeholders
 Networking and resource mobilization
 Documentation and experience sharing

7.1.4. SUB PROGRAM/PROJECT: PSYCHOSOCIAL SUPPORT

Goal: Promote the participation of HVCs (orphans, girls, CWDs and children with
learning difficulties) in education and recreational services

Specific Objectives
 Enable HVCs regularly attend school by providing them with necessary school
materials

12
  Protect HVCs from any kind of discriminatory practices and abuses
 Provide community based rehabilitation service for CWDs
 Improve the enrollment and retention rate of OVCs in curricular and co-
curricular activities
 Protect OVCs from any kind of discriminatory practices and abuses
 Provide community based rehabilitation service for CWDs

Main Activities:
 Conduct awareness raising workshops and mass sensitization on girls
education
 Conduct base-line survey and identify children with special needs and
learning difficulties
 Provide educational material support
 Provide medical care support and create referral linkages with health
service providers
 Organize 2 trainings for teachers and community representatives on the
causes and effects of disability
 Train parents on community based rehabilitation techniques, care and
support to CWDs

Strategies
 Extend material and financial support
 Resource mobilization and networking
 Involve the beneficiaries

13
7.2. CORE PROGRAM 2: PRIMARY EDUCATION
7.2.1. SUB PROGRAM/PROJECT: LIBRARY AND COMMUNITY
INFORMATION CENTER

Goal: Increase quality of education through improving access and utilization of

library and information service.

Specific Objectives
 Provide access to information and library service for children, youth and
community members.
 Improve the academic and intellectual competencies of school going children
and youth
 Increase the level of knowledge of community members on community
development affairs.
 Promote the involvement and participation of community members in the
utilization and management of the services.

Main Activities:
 Construct 3 school libraries and 2 public libraries and information centers
 Provision of necessary furniture, equipment, different reference and reading
materials
 Support 2 school and 1 public libraries with ICT services and facilities

Strategies
 Extend material and financial support
 Resource mobilization and networking

7.2.2. SUB PROGRAM/PROJECT: GIRLS EDUCATION

Goal: Maintain gender equality in education

Specific Objectives:
 Increase girls enrollment and retention at the primary school and higher
education

14
Main Activities:
 Establish and strengthen Girls Education Support Groups in 10 primary schools
in PAD’s intervention localities
 Conduct community awareness and sensitization on the importance of girls
education
 Provide scholastic material support for 150 economically disadvantaged girls
 Organize and training on gender issues, effects of HTP and GBV

Strategies:
 Community sensitization
 Capacity building training

15
7.3. CORE PROGRAM 3: HEALTH AND SANITATION

7.3.1. SUB PROGRAM/PROJECT: MATERNAL AND CHILD HEALTH

Goal: Provide quality antenatal, delivery, postnatal services as a package to prevent

mothers and children from illness, death and disability.

Specific Objectives
 Establish and strengthen three MCH units to provide comprehensive sexual
and reproductive health services to youth and mothers
 Promote/provide comprehensive sexual and reproductive health education
and services to youth to reduce the effects of STI/HIV infections among
youth and women.
 To create an enabling environment whereby youth got access to information
and education.
 Train and empower community health agents, health professional and TBAs
on reproductive health issues.
Main Activities:
 Construct 2 MCH units
 Establish information dissemination centers
 Training to community health workers and health professionals
 Mass education on sexual and reproductive health education and services

Strategies
 Resource mobilization
 Referral linkage
 Dissemination of best practice

16
7.3.2. SUB PROGRAM/PROJECT: ADOLESCENT SEXUAL AND
REPRODUCTIVE HEALTH AND FAMILY PLANNING

Goal: To ensure adolescent boys and girls are protected from health related risks
and Vulnerabilities and got quality service

Specific Objectives
 Promote/provide comprehensive sexual and reproductive health education
and services to youth to reduce the effects of STI/HIV infections among
youth and women.
 To create an enabling environment whereby youth got access to information
and education.
 Train and empower community health agents, health professional and TBAs
on reproductive health issues.

Main Activity
 Provide training for community health agents
 Undertake community conversation
 Promotion of HIV/AIDS testing
 Provide capacity building TOT training for 20 leaders of youth and girls
association
 Mass education using local FM

Strategies

 Capacity building
 Use of local FM
 Active Stakeholder involvement
 Duplication of best practice

17
7.3.4. SUB PROGRAM/PROJECT: HIV/AIDS PREVENTION, CARE AND
SUPPORT

Goal: To reduce the spread of HIV and mitigate the socio-economic impacts of the
epidemic

Specific Objectives
 To Increase the awareness of the community on HIV/AIDS and STI
transmission, prevention and control mechanisms to reduce HIV infection
vulnerability.
 Enhance the capacity of stakeholders and strengthen local coping
mechanisms in the protection and support of OVCs and PLWHAs and thereby
reduced stigma and discrimination

Main Activity
 Undertake community conversation session
 Promotion of HIV/AIDS testing
 Undertake awareness creation activities
 Capacity building training

Strategies
 Mass education
 Capacity building
 Experience sharing
 Community mobilization

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 7.4. CORE PROGRAM 4: POVERTY REDUCTION

7.4.1. SUB PROGRAM/PROJECT: FOOD SECURITY AND LIVELIHOOD

DIVERSIFICATION

Goal:

Specific Objectives:
 Adopted urban agriculture and backyard gardening techniques through the
application of recycled and environmental friendly materials

Main Activities:
 Organize training on urban agriculture, natural resource management &
climate change
Strategies
 Community mobilization, campaigns
 Training
 Direct agricultural inputs provision

7.5. CORE PROGRAM 5: ENVIRONMENTAL PROTECTION

7.5.1. SUB PROGRAM/PROJECT: WATER AND SOIL CONSERVATION

Goal:

Rehabilitate and reclaim marginal lands through application of appropriate

conservation measures

Specific Objectives:
 Increased women, youth and local community participation in environmental
protection and management issues
 Enhanced income and maintained household food security
 100 hectare of degraded land size restored and planted with indigenous and
fruit trees

19
  Established two community managed nurseries
 Adopted urban agriculture and backyard gardening techniques through the
application of recycled and environmental friendly materials

Main Activities:
 Conduct physical soil and water conservation measures (construction of soil
bund, stone check dam, micro basin and pitting)
 Prepare community managed nurseries
 Organize seedling planting campaign
 Organize training on urban agriculture, natural resource management &
climate change
 Conduct community conversation on environmental issues
 Produce and distribute different IEC materials (posters, billboards)
Strategies
 Community mobilization, campaigns
 Training
 Direct agricultural inputs provision

7.5.2. SUB PROGRAM/PROJECT: ENVIRONMENTAL EDUCATION

Goal:

Enhance the capacity of the community to proactively protect the environment and
act towards environmental friendly interventions.

Specific Objectives:
 To benefit 20,000 people through mass education within 2 years
 To promote environmental friendly stove among 200 marginalized poor
women headed families
 To strengthen environmental clubs at 14 primary and secondary school

Main Activities:
 Organize community dialogue in 9 kebele of Dire Dawa
 Provide energy saving and environmental friendly stove for 200 female
headed marginalized households
 Produce and distribute different IEC materials (posters, billboards)

20
Strategies
 Community mobilization
 Best practice duplication
 Experience sharing
 Informal education

21
 7.6. CROSS-CUTTING ISSUES

7.6.1. SUB PROGRAM: GENDER MAINSTREAMING PROGRAM

Goal: To promote attention to and understanding of Gender issues within the

context of PAD organizational Operation and developmental programs

Strategy:

 Promote Gender Issues at organizational and program level

Specific Objectives:

 To promote gender equality and participation in development activities

 To enforce the implementation of organizational gender policy at all levels

 To empower women to fight against any form of gender based discrimination

and mistreatment

 To encourage women to play active role in PAD programs and among the

community

22
 8. MONITORING AND EVALUATION OF THE SPM

At the middle of the SPM period and near to the end of the SPM time, PAD

conducts midterm review and final evaluation of the input realization, process,

efforts made, achievements, challenges and learning. This gives PAD a room to

keep on learning and changing as a vibrant organization. The budget for M&E is

estimated to be 7-10% of individual project depending on the volume of work, size

of the budget and duration of the project.

23
9. SUMMARY OF PROPOSED PROJECTS & BUDGET ESTIMATE

In the five-year SPM period, PAD implements various project based interventions

in its targeted operation areas. The summary of estimated projects is displayed in

the table below.

Description years of implementation

2013 2014 2015 2016 2017 Total

Programme

Implementation

budget

Total Budget

24
 9. ORGANOGRAM OF PAD

General Assembly

Auditor

Board members

Executive Director

Program manager Finance and Admin manager

Child Primary Health Poverty Environm Accountants Secretary /casher

Develop Education Reducti ental
ment Coordinat Coordinato on Protection
Coordin r Coordin Program
or
ator ator Coordinat Office girl Guard Driver
or
girl
Project Project Project Project Project
Officers Officers Officers Officers Officers

CM CM CM CM CM
25
26
27