Organization for Rehabilitation and Development in Amhara

(ORDA)
4th Strategic plan
(2014-2018)

We can reach there,

No matter how far it is!

February 2014

BahirDar
 Table of Contents
ACRONYMS ........................................................................................................................................ iv
Acknowledgments .............................................................................................................................. 5
1. INTRODUCTION ......................................................................................................................... 6
1.1 Organizational history ....................................................................................................... 6
1.2 Purpose of Strategic Plan ................................................................................................. 7
1.3 Strategic Planning Process & Methodology .................................................................. 8
2 MISSION, VISION AND CORE VALUES ............................................................................... 9
Mission Statement:.............................................................................................................................. 9
Core Values ................................................................................................................................... 10
Vision Statement .......................................................................................................................... 10
3 SITUATIONAL ANALYSIS ....................................................................................................... 11
3.1 External Environment ..................................................................................................... 11
3.1.1 Political & Legal framework.................................................................................... 11
3.1.2 Economic Situation .................................................................................................. 12
3.1.3 Social & Demographic Situation ........................................................................... 12
3.1.4 Technological Situation ........................................................................................... 13
3.1.5 Environmental Situation......................................................................................... 14
3.2 Internal Environment ...................................................................................................... 16
3.2.1 Review of the 3rd strategic plan (2009 - 2013) ................................................. 16
3.2.2 lessons learnt ............................................................................................................. 24
3.3 SWOT analysis .................................................................................................................. 26
4 CRITICAL ISSUES .................................................................................................................... 27
5 STRATEGIC THEMES, OBJECTIVES AND MAP .............................................................. 27
5.1 Strategic Themes .............................................................................................................. 27
5.2 Strategic Objectives ......................................................................................................... 29
5.2.1 Strategic Objectives under theme-One:- Climate Smart Sustainable
Livelihood ................................................................................................................................... 29
5.2.2 Strategic Objectives under theme -two:- Strategic Partnership .................... 29
5.2.3 Strategic Objectives under theme - three:- Operational Excellence ............ 30
5.2.4 Summary of Strategic Objectives .......................................................................... 30
5.2.5 Strategic Objectives, Objective Commentaries and Expected Result .......... 32

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 5.3 Summarized Strategic Objectives Map ....................................................................... 36
6 PERFORMANCE MEASURES AND TARGETS .................................................................. 37
6.1 performance Indicators and Targets ............................................................................ 37
6.2 Budget ................................................................................................................................. 50
7 ORGANIZATIONAL POLICIES AND STRATEGIES ........................................................... 50
7.1 Organizational Polices/Manuals .................................................................................. 50
7.2 Organizational Implementation Strategies................................................................. 50
8 GEOGRAPHICAL FOCUS AND TOTAL BENEFICIARIES ............................................... 53
8.1 Geographical Focus Areas .............................................................................................. 53
8.2 Total Target Beneficiaries ............................................................................................... 54
9 MONITORING AND EVALUATION ....................................................................................... 54
9.1 Monitoring .......................................................................................................................... 54
9.2 Evaluation .......................................................................................................................... 55
9.3 Performance Rating.......................................................................................................... 56
10 UNIQUENESS OF 2014- 2018 STRATEGIC PLAN ....................................................... 56
ANNEXES........................................................................................................................................... 57

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 ACRONYMS
ADLI Agricultural Development Led Industrialization
AIDS Acquired Immune Deficiency Syndrome
ANRS Amhara National Regional State
BCC Behavioral Change Communication
BoFED Bureau of Finance and Economic Development
BSC Balance Scorecard
CBO Community Based Organization
CIT Communication Information Technology
CSA Central Statistics Authority
CSO Civil Society Organization
ERO Ethiopian Relief Organization
GDP Gross Domestic Product
GHS Green House Gas
GTP Growth and Transformation Plan
HIV Human Immuno Virus
HTP Harmful Traditional Practice
IEC Information Education & Communication
IRDP Integrated Rural Development Project
IT Information Technology
KM Kilo Meter
MDG Millennium Development Goal
NGO Non-Governmental Organization
ORDA Organization for Rehabilitation and Development in Amhara
PASDEP Plan for Accelerated and Sustainable Development to End
Poverty
PDAP Participatory Diagnosis and Action Planning
PLWHA People Living with HIV and AIDS
PRSP Poverty Reduction Strategy Paper
SDPRP Sustainable Development and Poverty Reduction Program
SPM Strategic Plan and Management
STI Sexually Transmitted Infection
SWOT Strength, Weakness, Opportunities and Threats

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 Acknowledgments
ORDA would like to thank all who have taken part in the preparation of this
SPM one way or the other. Special thanks go to REST (Relief Society of Tigray),
an old timer friend and ally right from those worst days, for the generous
support provided during the experience sharing visit to its head quarter in
Mekele, late 2013. The team is extremely touched by the devotion of the
Executive Director; Ato Teklewoine Assefa to share what is best for ORDA.
ORDA is also grateful to CARE – Ethiopia for the continued commitment to
support ORDA in any way it can and as a result, the time and energy put to
share its SPM experience.

ORDA is indebted to the community and line office experts for their generous
feedback. Most importantly, ORDA sincerely appreciates particularly its field
staff for being blunt and straight forward in showing the limitations of ORDA
which emanates from their aspiration to see ORDA solid and stronger more
than ever. ORDA would also like to extend its appreciation to MDG: Whole
Sanitation Chin Project for hosting the SPM team and providing all the required
support during the SPM development months.

Finally ORDA extends its appreciation to the dedicated service of its staff (SPM
Team) without whom, this SPM wouldn’t have been realized: Ato Shimelis
Mohammed (Business Development and Action Research Program Manager
and Team Leader), Ato Getu Hailu (Deputy and Programs’ Director Advisor), Ato
Alemnew Alelelgn (Natural Resources Development Director), Ato Debebe Digafe
(Food Security and Agricultural Development Program Director) and Ato Yonas
Gedamu (Youth and Gender Program Director; the mastermind of ERO, whose
blood is just infected with it and never dare to leave ORDA no matter what)!

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1. INTRODUCTION

1.1 Organizational history

In response to the sever rural poverty aggravated by the 1984 persistent
drought, civil war, economic mismanagement and above all the political
contention of the “Derg” regime, Organization for Rehabilitation and
Development in Amhara (ORDA) was founded in February 1984 as Ethiopian
Relief Organization (ERO). ORDA legally registered as local NGO in Ethiopian
relief and rehabilitation commission 1991 and in 1999 by the federal Ministry
of Justice (MOJ). Accordingly to the new Charities and Societies Legislation; it
is re-registered by MOJ Charities and Societies Agency as Ethiopian Residents
Charity under license number 0607.

Before the downfall of the Derg regime, in 1991, it collected considerable cash
and drug from donors and distributed it in terms of liquid money so that they
can buy some food from the nearby market and eat. The reason behind this
liquid money distribution was the peace situation and inaccessibility of the
area. On the other side, the organization was doing its job using committed
and small groups of personnel due to lack of banking system in the
intervention areas.

After the downfall of the Derg regime in 1991, the internal situation was stable
and enabling for NGOs to operate. ERO then extended its relief and agricultural
rehabilitation portfolio to include repatriation of Ethiopian returnees from the
Sudan and resettlement of internally displaced people. Since 1993, it embarked
on development interventions and implemented integrated food security and
rural development projects in Ibnat, Belessa, Sekota and Metema woredas.
However, it was not guided by a strategic plan until 1997. ORDA undertook the
first five-year strategic plan (1997-2003) during the second General Assembly
held in April 1997 in Bahir Dar, and it was during this general assembly that
the name ERO changed to ORDA.

This strategic plan defined ORDA’s priority to focus on natural resource

protection, agricultural development, rural water supply and access road
construction; emergency food aid and other related interventions to be taken
up only when necessary. During this period, ORDA implemented seven Food
Security and Integrated Rural Development Projects in Sekota, Ibnat, Belesssa,
Wadla, Tach Gayint, Lay Gayint, Gublafto and Gidan woredas.

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 The second strategic plan (2004-2008), refined the priorities set earlier and
restructured the organization accordingly, under four technical programs:
Environmental Rehabilitation and Agricultural Development, Forest Resources
Development, Water Resources Development and Disaster & Relief Programs,
with six supporting units. This strategic period is a period characterized by
enormous change where ORDA has reached to its highest visibility among the
public, government, donors and partners mainly because of the foot print
recognized at the grass roots level.

This trend has continued during the third strategic plan, with expanded area
coverage, budget size, and diversified interventions from year to year. For
instance, during the final year of the strategic period (2013), ORDA managed to
implement 78 diversified projects in 63 Woredas in partnership with 32
funding partners and deployment of 973 (27% females) human capital. In the
last 5 years (2009-2013) ORDA reached 3.5 million people in 80 Woredas of the
region with Ethiopian Birr 1,592,572,702 (1,040,914,597 cash and
551,658,105 Birr estimated food commodity).

During the last 30 years of dedicated service through its Relief, Rehabilitation
and Development interventions, ORDA emerged as dependable development
partner that continued attracting donors, win credibility of the government and
reputation of the local community.

 The 4th SPM will focuses on the existing three thematic focus areas and one
more upgraded focus which are: natural resources development, water
resources development, food security & agricultural development, and rural
diversification with special focus on women and youth employment. While doing
so, the 4th SPM will give due attention to program quality, graduation and
cluster approach, for the different interventions.

1.2 Purpose of Strategic Plan

Developing strategic plan is extremely important to realize strategic leadership
and enhance evidence based decision making. Following successful finalization
of the third strategic plan, in view of the globally ever changing funding
priorities and increasing competition in resource mobilization, coupled with the
ever unmet development needs of communities, ORDA board & management
made a decision to embarked to a fourth strategic plan. Hence this strategic
plan serves as a management tool to guide effective resources mobilization,
strong collaboration with local government, , efficient use of resources,
enhanced community empowerment, demonstration of accountability and

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program quality, build strong teams and improve organizational performance,
to ultimately change the lives of people.

1.3 Strategic Planning Process & Methodology

The strategic plan exercise of ORDA was started in September, 2013. It has
been preceding by a number of preparatory activities. These are:

 Board and senior management decision to prepare 4th SPM

 Establishment of SPM team drawn from different programs & services
 Terms of Reference (ToR) development and approval by Senior
management

Initially The size of the technical committee members has been 8, of whom
three (3) of them resigned and the rest five (5) undertook full responsibility in
organizing, analyzing, editing and preparing the final strategic plan. In the
process, the team was able to get the support of a Statistician (ORDA Data
Base Management Officer) to facilitate data entry and analysis.

Methodologically, the SPM exercise employed a number of data collection

instruments, which include individual interview questionnaires, focus group
discussion, frequent discussions with ORDA Management & board, Experience
sharing with like minded organizations, performance review of 2009-2013 and
other relevant documents.

Organizational strengths, weaknesses, opportunities and threats were analyzed

and summarized using the above mentioned tools. The type of stakeholders,
their number and main question types used are indicated in the following
table.

Table 1: Type of stakeholders and number of respondents

Number of # of open ended # of closed ended

Respondents category
Respondents questions questions
ORDA staff ( ORDA board,
162 19 121
management and Staff )
Governmental offices 96 8 57
Donors & ORDA X-staff 16 6 55
Total 274
Focus Group discussion with
Community representative 16 FGD 10 -
groups

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the team has worked out day and night to produce the final document. To find
the weighted average values of Closed ended individual questions data analysis
was done using high level Statistical Package for Social Scientists (SPSS).
while open ended individual questions and focus group discussion results were
summarized manually using Microsoft excel. The findings were validated by
board, management and senior staff.

2 MISSION, VISION AND CORE VALUES

Mission Statement:
Empowering poor communities and their institutions to achieve livelihoods
and environmental security in Amhara region.

ORDA strives to realize its mission through:

 Promotion of sustainable use and development of natural resources to
ensure environmental security and diversify livelihood opportunities for
poor communities and individuals.
 Enhancing potable water supply and promotion of hygiene and sanitation
to contribute to the creation of healthy communities and active working
force.
 Promotion of appropriate irrigation schemes with the aim of increasing crop
productivity and production to contribute to food and nutrition security.
 Promotion of improved agricultural technologies and practices to boost
production and productivity so as to contribute to sustainable livelihood.
 Diversification of on-farm, off-farm and non-farm livelihoods for landless
and unemployed women and youth to create reliable source of income.
 In all the above mentioned interventions Mainstream gender, HIV/AIDS,
nutrition, youth employment, climate change, disability and disaster risks
reduction.

ORDA plays the following triple roles in achieving its mission:

 Directly implements of programmes and projects, which are beyond the
implementation capacity of local community. These interventions include

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 construction of irrigation, potable water facilities, input provision
/technologies, capacity building, policy advocacy (except human right).
Capacity building is an integral component.
 To empower communities ORDA facilitates planning & implementation of
community development programs that can be implementing with
communities own capacity and their institution. The community
development programs/projects include among others forest & community
watershed development, Saving & Loan group establishment, link access to
credit for IGAs, maintenance of irrigation & water supply schemes
 ORDA works in partnership with CBOs, CSOs and government institutions
by building their project implementation capacity ( technical and financial
support) with binding partnership agreement.

ORDA's Target groups: ORDA's primary target groups for changes are both rural
and urban poor communities with due attention women, landless, unemployed
youth1 and persons with disability.

Vision Statement
ORDA envisions prosperous society in Amhara region of Ethiopia.
Core Values

ORDA is guided by the following principles/core values

 Respect and dedication to the people: ORDA works in collaboration with

its stakeholders by respecting its values. It is dedicated to serve the poor
communities in its target areas.
 Integrity: ORDA is committed to perform development activities by
maintaining work qualities and professional & personal ethical standards.
 Endurance: ORDA believes and committed to serve the poor by breaking
development bottlenecks such as resource scarcity, poor infrastructure,
social taboos and climatic changes.
 Transparency and accountability: ORDA works with its all stakeholders
in transparent way and it is accountable to the target community and
government on sustainability of project/program activities and efficient
utilization of development resources.

1
Youth unemployment rate is 23.7% for the national and 26.1% for Amhara (MOFED, 2012)

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  Inclusiveness: ORDA works in collaboration with poor communities by
giving due attention for vulnerable segment of the society (women, youth
and persons with disabilities).

Moto : "Transformation through collaboration"

Identity: ORDA is ORDA

O= Optimistic
R= Reliable
D= Dynamic
A= Accountable

3 SITUATIONAL ANALYSIS
3.1 External Environment
3.1.1 Political & Legal framework

 The 1995 Constitution of Ethiopia established a four-tier (Federal,

regional, Woreda and kebele administrations) system of government
having distinct roles. The federal government is responsible for overall
policy setting, and some components of service delivery (e.g. tertiary
education), while lower levels are charged with providing basic services.
Due to the decentralization, there has been a major increase in the
sphere of action and resources of local governments at the regional and
Woreda levels.
 Existence of government policies and strategies such as agricultural
development led industrialization, rural and agriculture development
policy, industrial development policy, environment policy, climate
resilient green economy, charities & societies agency proclamation,
youth and women policies… are vital factors for helping the realization of
sustainable and accelerated broad based economic growth.
 In addition to the presence of sound policies, the existence of peace and
political stability is a favorable condition for improving people’s living
conditions through development projects.
 This enabling environment attracted both international and national
NGOs and donors to contribute towards poverty reduction in the region.
As a major local NGO, ORDA has evolved itself as a key and credible
development partner in the region.

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3.1.2 Economic Situation

 Ethiopia designed Agricultural Development Led Industrialization (ADLI)

since 1993 as a long term development framework for economic
transformation of the country. The focus of the strategy is on small
holder agriculture reform by paying due emphasis to agriculture
extension, credit schemes, expansion of primary education, health care,
rural water supply and rural roads. ORDA’s mission & vision are allied to
government development policies and strategies.
 Ethiopian Human Development Index (HDI) has improved over the years
as follows: in 1991, 0.166; in 2000, 0.274; in 2005, 0.313; in 2009,
0.352 and in 2011, 0.363 (UNDP, 2011).
 The MDG demand Least Developed Countries (LDCs) to record at least a
7% average economic growth each year to achieve the MDGs in 2015,
Ethiopia’s GDP grew annually more than 10% for the last 10 years.
 In 2000 when MDG was declared, 44.2 % of Ethiopian population (45.4%
in rural and 36.9% in urban) were under poverty line. In 2012, it has
declined to 29.6% (30.4% in rural and 25.7% in urban), while 31% of
Amhara region population live under poverty line2.
 Currently, about 8% of national and 13% of Amhara region population is
food aid dependent and is supported by PSNP and HABP.
 In terms of food poverty it has declined to 33.6% (34.7% in rural and
27.9% in urban) in 2012, from 41.9 % (41.1% in rural and 46.7% in
urban areas) in 2000. Unlike the national declining trend, rural food
poverty in Amhara region increased from 32.3% in 2000 to 44.6% in
2012 (MOFED, 2012).
 The countrywide rate of stunting, an indicator of chronic malnutrition in
children aged 6 to 60 months is 37.6% (Ethiopian health and nutrition
institute, 2011). Stunting in Amhara region is the nation’s worst at 44.6
% (Ethiopian health and nutrition institute, 2012).

3.1.3 Social & Demographic Situation

 According to the 2012 population projection, the Amhara region has a

total population of 19.2 million of which 49% are female. The total
fertility rate was 6.7 children per woman of reproductive age in 1994,
and it declined to 5.9 in 2000, 5.4 in 2005, and 4.8 in 2011. In general,
the population growth has shown a declining trend.

2
MOFED 2012

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  Regarding reproductive health services, the percent of women aged 15-49
who received antenatal services has increased from 17 to 34 percent
during 2000-2011. Infant mortality declined from 97 deaths in 2000 to
59 deaths per 1,000 live births in 2011.Similarly, under-five mortality
decreased from 166 deaths in 2000 to 88 deaths per 1,000 live births in
2011. Infant, child and under- five mortality rates in Amhara region are
over the national average, which are 76, 34 and 108 deaths per 1000 live
births respectively.
 Life expectancy at birth declined sharply from 52 years in 1984 to 46.4
years in 1991, probably because of the HIV/AIDS pandemic (Forum for
the Environment, 2009), civil war and famine. Health care services and
development measures taken by the government of Ethiopia since early
1990s has improved life expectancy from 46.4 years in 1991
(EPA/MoFED, 1997) to 59.3 in 2011 (UNDP, 2011). The health service
coverage increased from 30% to 89% during PASDEP and the HIV
prevalence rate dropped 1.3% in 2013 UNAIDS estimated).
 Access to safe water in rural areas increased from 11.8 percent in 1990
to 65.8 percent in 2010. Amhara Regional water supply total coverage in
2013 was at 61.83 per cent (UNICEF,2013), while the functionality rate
average was at 79.6 per cent slightly higher than the national average
(74.5%).
 Sustainable Energy Development and Access in Ethiopia: Electric power
has now reached more than 47% of the population, a four-fold growth
from what was seen in the early 90s and Ethiopia aims to provide 75% of
its population access to modern energy by 2030.

3.1.4 Technological Situation

 To meet the domestic food demand of the ever increasing population and
increase the export earning of the nation boosting the production and
productivity of agriculture by introducing and applying innovative
technologies related to agriculture, natural resources management and
potable water supply & irrigation development is a very critical task.
Accordingly, the government has been striving to improve farmers’ access
to different agricultural inputs and innovative technologies.
 Despite the increases in average yields from 1.2 to 1.7 tons per hectare
in the country(CSA, 2013), productivity is still low. This is because the
level of innovative technology utilization is still by far low. For instance,
the total annual improved seed requirement by the agricultural sector in
Ethiopia is estimated at about 700 000 tones. During 2011, about 15

13
 percent of this was met by the formal sector, distributing 105,796 tones
of improved seeds3. The Government of Ethiopia sees the diffusion of
modern agricultural technologies and best practices as central to
economic transformation4.
 The other technological factor that influences the production and
productivity of the agricultural sector is communication. Agricultural
information is a key component in improving small-scale agricultural
production and linking increased production to remunerative markets,
thus leading to improved rural livelihoods, food security and national
economies. However, one major problem in many rural areas is that
farmers and small entrepreneurs generally have no way of knowing
prices before they travel to the market due to poor communication
facilities.
 Information Communication Technology (ICT) application in Ethiopia is
among the lowest one in the world despite the current encouraging
infrastructural expansion which is expected to improve the situation. For
instance, the country is at the rank of 154 from a total of 159 countries
in the world with ICT development index of 1.03 (ITU, 2010). This
indicates the essentiality of such an endeavor in building basic ICT
infrastructure to the majority of the population, particularly for the rural
villagers5.
 The presence of fast communication technologies in ORDA's intervention
areas helps to monitor program/project status, conduct fast decision and
share ideas and best achievements. In some ORDA intervention areas it
is very hard to get up-to-date information about program/project due to
absence of fast communication technologies. This affects the smooth
implementation of programs/projects.

3.1.5 Environmental Situation

 As climate change is a worldwide problem, it seeks also a global solution.
In this regard, The UNEP report towards a green economy: pathways to
sustainable development and poverty eradication (UNEP, 2011) calls for
investments in reforestation of USD 22 billion per annum over the next
40 years.
 To halt the impact of climate change, green economy policies in both
developed and developing countries are also emerging. Green economy

3 . FAO/WFP Crop and Food Security Assessment Mission to Ethiopia, 17 April 2012.
4 . Federal democratic republic of Ethiopia country strategy paper (2011-2015), April 2011.
5 . Information Communication Technologies and Poverty Reduction in Rural Ethiopia Challenges and Prospects: Household Level Analysis;
Uppsala 2011.

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 means promoting economic growth or sustainable development while
keeping greenhouse gas (GHG) emissions low, and increasing resilience
to climate change impacts.
 International experience with green economy policy development is
rapidly expanding across the globe. Over the period 2010 to 2011, green
economy scoping studies were completed in 25 different countries under
UNEP’s Green Economy Initiative.
 To mitigate the disastrous impacts of climate change, Ethiopia has
designed and is implementing different environmental related initiatives
of which Climate Resilient Green Economy (CRGE) strategy is one among
others. CRGE envisions building carbon neutral economy in 2030.
Under current practices, greenhouse gas (GHG) emissions would more
than double from 150 MT CO2e in 2010 to 400 MT CO2e in 2030.
Forestry emissions are driven by deforestation for agricultural land (50%
of all forestry-related emissions) and forest degradation due to fuel wood
consumption (46%) and informal logging (4%).
 CRGE focused on Agricultural initiatives to reduce the pressure on
forests. The CRGE initiative has also prioritized two strategies that could
help to develop sustainable forestry and reduce fuel wood demand: The
first intervention is to reduce demand for fuel wood via the dissemination
and usage of fuel-efficient stoves and/or alternative-fuel cooking and
baking techniques for more than 20 million households, and the second
measure to be taken is increase aforestation, reforestation, and forest
management to increase carbon sequestration in forests and woodlands.
 According to the Amhara Region conservation strategy document
(BoEPLAU, 2013), about 80% of the soil loss in the region occurred
within 38% of the total geographical area. Soil erosion is greatest on
arable land when the average annual soil loss is estimated to be 42
tones/ha. This is exactly six times the rate of soil formation, and
probably causes an average annual reduction in soil depth of 4cm.
 Based on the recent study conducted by the Amhara region bureau of
agriculture (2012), the forest cover of the region is 1,288, 383.3 ha,
which is accounted for 8.2% of the total area of the region. when the
bush lands are considered, the forest cover has increased to
2,178,295.21 ha, which is about 13.85%.
 Following the land degradation situation, the regional government,
communities and NGOs are heavily engaged in natural resource
development, protection and conservation activities. For instance three

15
 years ( 2011-213)6 the region protected & managed 989,424 hectare of
degraded land and treated 1,741,240 hectare of farm lands with different
soil & water conservation measures. The region has also wide agro
climatic zones, which are favorable for the growth of diversified flora and
fauna species. This helps the region to establish natural and artificial
forest plantations.
 Currently, the growing focus in addressing climate change impact by the
international, national and local communities are golden opportunity for
the natural resource development endeavor of the region and ORDA.

3.2 Internal Environment

3.2.1 Review of the 3rd strategic plan (2009 - 2013)

ORDA’s current strategic plan builds on the achievements and lessons of the
outgoing 5 year strategic plan, which is reviewed briefly here. ORDA’s goal as
stated in 2009 was to contribute for the overall efforts of ensuring food,
livelihood and environmental security that realizes sustainable development
and social transformation in the Amhara region. ORDA strives to realize its goal
through:
 Natural resources development,
 Water resources development,
 Food security and Agricultural development, and
 Gender & HIV/AIDS, interventions

1. Natural Resources Development

The natural resource program focuses on enhancing community managed
conservation, protection and restoration of natural resources to convey
ecological safety and sustainable development of the Amhara region in general
and intervention areas in particular. Major achievements for 2009-2013 in
natural resource development are:

Plantation: In the planning period 3730 nurseries (model, individual, schools

and CBOs ) have been established and supported. The highest proportion of
nurseries was privately owned (3600). Using these nurseries it was possible to
raise more than 180 million exotic and indigenous tree/shrub species and
planted on 71,395 ha ( contributed to 6% of the regional forest coverage) of
different land uses mainly on degraded lands. The overall preliminary survival
count assessment revealed that from the total planted seedlings on average

6
Amhara region bureau of Agriculture 2013 report

16
69% were reported to be survived. The major reasons for the low survival rate
were free grazing, moisture stress and poor site conditions.

Participatory forest management: ORDA, through participatory forest

management approach, which is pioneer to the region, has established and
managed 43 PFM groups in 5 woredas of the region in the planning period
46,300hectare of predominantly natural forests were protected and managed
by PFN groups. Besides, 22,687ha of natural forest hot spot areas have been
demarcated and managed by the local community. PFM approach is bringing
concrete results in managing forests and benefiting the community at large.
This is especially evidenced in the conservation and wise utilization of lowland
Boswellia and Acacia senegal woodland forests.

Degraded land Rehabilitation/Area closure/: During the last five years,

36,321 ha of degraded communal land has been enclosed and protected from
human and animal intrusion to prevent from further degradation and make
them productive to the local community.

Promotion of fuel efficient/alternative energy technologies: 13,443 fuel

efficient/alternative energy technologies (7206 solar lanterns, 6227 fuel saving
stoves and 10 biogas plants) have been disseminated to 12,500 households.
Besides, one solar energy stove producing group, 39 fuel saving stove
producing groups, and three alternative energy producer micro and small
enterprises were established and strengthened.

Community Watershed: 904 community watersheds (325,440ha) were

identified, delineated and developed with different physical and biological SWC
Activities. To manage these micro watersheds community watershed
committees having 6328, members (2530 females) have been organized and
fully participated in all stages of designing and implementation processes. In
order to reduce soil erosion, improve moisture retention and water recharging
capacity of the soil with the aim to improve the survival and growth of various
plant species the major physical SWC activities constructed in these
watersheds were: 30,242.22km hillside terrace, 54,487.93km farm land bunds,
2,027,165 trenches, 3,146,419 micro basins, 113,555m3 cut off drains and
50,487.31m3 artificial waterways. In addition, 13,258.58Km hill side terrace
maintained. To consolidate physical SWC structures, different multipurpose
planting materials have been planted on 3,583.22 km structures.

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Gully rehabilitation: in the strategic planning period it was constructed and
maintained 1,263,538m3, and 93,042.6 m3 check dams (Gabion, stone and
brush wood ) respectively. Besides, 2713 ha of gully land has been protected
and rehabilitated through various biological conservation measures.

Promotion of innovative technologies: innovative technologies promoted in

the 3rd strategic plan:

a. Tissue culture laboratory building: In the strategic planning period it

was planned to construct one tissue culture laboratory building in Bahir
Dar town. Currently, the overall construction status of the building has
reached 98 % and is expected to be completed and become operational at
the end of year 2014 and
b. Jatropha oil processing plant: Among commendable achievements of
ORDA in the third strategic planning period is promotion of Jatropha oil
processing plant which is being constructed at Bati Woreda of Oromiya
zone as a pilot project. The objective of the processing plant is to extract
and process biodiesel from the oil of Jatropha curcas plant so as to
improve the livelihood of 300 organized community members from the sale
of biodiesel and other by products. As the technology is innovative in its
nature, still it is in a piloting stage and needs further refinement and
upgrading before to be fully operational. In this regard, ORDA is working
with concerned partners and stake holders to finalize the remaining
activities.

Capacity building: For effective implementation of any planned activities,

enhancing their knowledge, attitude and skill through trainings, experiences
sharing and materials provision is indispensible task. Therefore, in the
strategic plan period, it was possible to train 56,164 communities and
stakeholders capacity on participatory forest management (PFM), management
and production of non-timber forest products (bamboo, gum & incense,
beekeeping), agro-forestry, watershed management, alternative energy
technologies and climate change impact adaptation.
Results of Natural resource development: Following the implementation of
different soil and water conservation, gully rehabilitation, tree/shrub
plantation, degraded area enclosure and protection of endangered natural
forests through participatory forest management, the following results were
attained.
 Flood and soil loss reduced,
 Degraded lands rehabilitated and converted into productive lands,

18
  Water recharging capacity of rehabilitated watersheds improved,
 Vegetation cover and floral and faunal diversity increased,
 Carbon sequestration increased,
 eye and respiratory diseases of women decreased
 Green house gas emission reduced, and 14,000 m3 of wood biomass
saved per year by using fuel efficient stoves
 knowledge, Skills, attitude and practices of the local community in
natural resource management and climate impacts have been improved.

2. Water Resource Development

Water resource development focuses on irrigation, water supply, hygiene &
sanitation promotion as well as developing capacity of CBOs and the
beneficiary communities in safe and adequate water supply, hygiene and
sanitation, and irrigation water management facilities. Major achievements for
2009-2013 in water resource development are:

Water supply, Sanitation and Hygiene (WaSH)

Water resource development program of ORDA implementation strategies are
aligned with the national water policy, which places priority on meeting the
basic needs of the disadvantaged, and theparticipation of users. Its approach is
participatory and demand responsive, with user communities to take
leadership and responsibility for the maintenance and management of their
improved water supply & sanitation facilities and behavioral change. The main
water supply & sanitation technologies promoted are spring development, hand
dug well, shallow well, borehole and ventilated improved latrine.

A total of 649103 people were accessing potable water supply from 2009 to
20013 by constructing 1916different water supply schemes. In schemes having
relatively excess water discharge, additional structures such as cattle trough,
shower and cloth washing basin have been constructed. Completed water
supply points were handed over to the communities, in accordance with
agreements reached during the planning stage. The capacity of 15,723
WASHCOs, caretakers and village health communicators was built through
training to ensure sustainability of schemes. In addition training was provided
for 1229 sector related woredas and kebeles staffs such as health extension
workers, development agents, health and water experts on scheme utilization
and sustainability. Moreover, IEC materials were provided to enhance their
awareness level on scheme sustainability.

19
As an integral water supply component, more than 422,365 persons have
accessed to sanitation facilities by initiating households in constructing
100,563 Traditional & 244 model pit latrine for 244 model households. In
addition, 288 ventilated improved pit latrines have been constructed for
different community institutions.

Effort has also been made in creating awareness to these households to have
hand washing facilities, solid and liquid waste disposal pits and household
utensil holding rack. Moreover, promotion of mass hygiene and sanitation
education has also been provided to 422,365 people of whom 52% are female.
The Community Lead Total Sanitation (CLTS) approach is worth to mention in
this regard. Moreover, with the aim of promoting sanitation facilities at school,
about 156 school sanitation clubs have been established and club leaders
trained.

Irrigation & water harvesting technologies

ORDA achieved a remarkable result in small-scale irrigation development for
the last Five years. It constructed 96 small-scale diversions and upgraded 13
traditional irrigation schemes which irrigated more than 1413.5 hectares and
will benefiting 29,622 people. It also provided different micro-irrigation facilities
(including rope & washer pumps) to 286 households. For effective utilization
and management of irrigation schemes, irrigation water users’ association
organized and committees have been trained.

Social infrastructure construction: about 467.3 km access road, 58

fords/culverts, 10 bridges, 71 class rooms, 12 health posts were constructed.
Another remarkable achievement of ORDA has been construction of 11 flood
protection dykes and 4 river training (river bank protection) were constructed

Results of water resource development: the main results achieved include:

 Hygiene and sanitation service improved
 Water collecting/fetching time reduced particularly for women and girls,
 Raised school enrolment of girls, retention and performance of children.,
 Access to irrigation water improved

3. Food Security and Agriculture Development

ORDA, through its food security and agricultural development interventions,
promote crop production, livestock development, alternative income generating,
maternal and child nutrition, market linkages and building resiliency in
disaster risk management. The interventions aimed to address the

20
fundamental causes of food insecurity and consequently improve livelihood of
the vulnerable households. The major food security and agricultural
development interventions during the five years are:

Crop & livestock production

ORDA has introduced and promoted various high yielding varieties of field
crops, improved vegetables and fruits to the needy beneficiaries with the
necessary complementary packages based on the particular agro-ecological
needs of the interventions. These include 6,130 households (25% female)
supported with 1,343 quintals of improved and local seeds, 12,711 (25.2%
females) households have got 92,697 grafted apple and 250,244 lowland fruit
seedlings and 18,795 households supported with 2,682 kg of different
vegetable seeds, 2,198 quintals of potato tubers and 536.8 quintals of bulbs
who have mostly irrigable lands. 1.6 million Cassava cutting distributed to
12,133 (31% female) households which helped the beneficiaries to diversify
their livelihood options.

In order to ensure sustainable supply of fruit seedling, ORDA has established

nine Apple Scion farms covering 59 hectares in Lay Gayint and produced
191,744 grafted Apple seedlings and 2 lowland fruit nursery sites in Jarie and
Tuchie areas; produced 72,710 grafted seedlings of Citrus and Mango during
the past 5 years.

ORDA has also implemented various livestock development interventions in

order to diversify the livelihood options of the target beneficiaries. During the
3rd SPM period, a total of 16,628 households engaged with livestock
interventions and received 10,212 sheep & goats, 11,631 poultry, 192 cattle
and 2861 beehives. Moreover, 10,387 households involved in improved forage
production and supported with 56 quintals of forage seed and 10 million forage
seedling planted under different strategies and beneficiaries able to address the
shortage of animal feed.

In general the program has benefited a total of 70,677 households who were
actively engaged with improved field crops, vegetables, highland and lowland
fruits and livestock development interventions. The beneficiaries capacity have
been built by providing improved agricultural inputs, practical skill trainings
and demonstrated new practices.

IGAs and market access

21
Vulnerable households have Limited access to engage with various livelihood
options and poor marketing linkages. The major achievements under these
interventions are;- six seed multiplication and marketing cooperatives having
1410 members established and supported with 1.9 million birr startup capital,
one modern seed cleaning machine, 11 stores constructed and got legal
certificate.

A total of 10 million birr collateral fund was provided for 4621 households
engaged in input and output marketing to link households with microfinance
institutions for accessing loan. in addition, 3,979 Village saving and loan
groups have been formed by 69,265 (57% women) members of project
beneficiaries. These beneficiaries have got practical trainings on saving and
loan management and entrepreneurship skills and saved a total of 4.99 million
birr out of which more than 80 % of the savings have been loaned to members
for income generating business.

ORDA has also promoted marketing cooperatives among which the honey
cooperative organized and has packed a total of 1,234 kg of honey with a
standard brand and sold for more than 60,000 birr. Besides this, ORDA has
constructed one fruit processing plant in Debre Tabor and created a job to 32
unemployed youths.

Disaster risk reduction

During the past 5 years, ORDA has implemented Productive Safety Net
Program (PSNP) in six woredas with the objective of protecting household
assets depletion for the chronically food insecure households. In this regard,
ORDA has distributed 70,586 MT food resources to 251,798 beneficiaries
(68054 HH ) as a result vulnerable households food gaps bridged and protect
their assets. Moreover, a total of 4594 kebele and community food security task
force members found in168 PSNP intervention kebeles were trained in
program management skills and able to actively engage in targeting, planning,
implementing and M&E of productive safety net program. In addition to this,
864 Woreda office experts and selected community representatives obtained
early warning and disaster risk reduction trainings with the objective of
strengthening their capacity in mitigating disaster risk.

Maternal and Child Nutrition

22
With the aim of reducing the existing high rates of maternal and child
malnutrition, ORDA has implemented various interventions to enhance
nutrition status for infant and young children. Under this component, 643 care
groups of pregnant and lactating mothers consisting of 21,295 members were
organized and obtained intensive trainings on Essential Nutrition Action( ENA),
Essential Hygiene Actions( EHA) and neonatal care skill through the use of well
designed training modules and printed pictorial flip charts. The ENA and EHA
education was disseminated to the community through the use of 4,478
voluntary community health workers and women development army team
leaders who acquired practical skill training. Voluntary community health
workers and women development army team leaders transferred messages to
91,379 community members using community conversation techniques and
conducting regular house to house supervision.

Results of food security & agriculture development:

 Crop production & productivity increased (for instance, increment of 57%
on cros-37 Teff variety, 50% on improved wheat variety and double yield
increment on improved potato variety)
 Livestock productivity increased (for instance honey productivity
increased from 5 kg per traditional hive to 20 kg per modern hive)
 Marketing, seed multiplication and Rural Saving & credit cooperatives
actively engaged in input-output marketing
 Poor household able to save and engaged in different IGAs(example 4.99
million birr saved and 80 % of it loaned out to members)
 The food gaps of vulnerable households bridged and their assets
protected
 Mothers and children balanced food consumption improved

4. Gender and HIV/AIDS

The overall aim of mainstreaming gender and HIV/AIDS in all ORDA's
development program is to ensure equitable benefit sharing and participation.
The major achievements in gender and HIV/AIDS realted interventions during
the 3rd strategic plan are:
 Gender policy updated and mainstreaming guideline produced,
 proceedings on gender performance assessment in relation to PASDEP
prepared, documented and disseminated
 In five project offices gender audit & analyses conducted,
 Training on gender mainstreaming provided for 436 (253 females) ORDA
head office and project staff,

23
 Awareness created on gender issues for 390,851 (190,089 female),
 HIV/AIDS work place policy of the organization updated,
 HIV/AIDs mainstreaming guideline updated and is being implemented,
 Care and support services were provided to 48,885 PLHIVs out of these
2446 most at risk populations,
 23,289 most at risk populations received clinical services (HIV testing and
counseling [HCT] and Sexually Transmitted Infections [STI] diagnosis and
treatment),
 28,084 most at risk populations have received peer education on HIV and
STI,
 3,640,600 condoms were distributed for more than 33,000 most at risk
populations,
 10 information and prevention centers were established in 7 towns found
along the North West Ethiopia transport corridor,
 2308 volunteers trained on different HIV/AIDS and STI prevention and care
service provision skills,
 29370 IEC /BCC materials were distributed to 20,000 most at risk
populations and other communities, and
 Training was provided to 6539 people on HIV prevention

3.2.2 lessons learnt

 Participatory Forest Management (PFM) approach is the best solution in
ensuring sustainable natural resource management and utilization.
 Large scale/extensive mountain forest development is very essential in
combating land degradation and climate change adaptation and mitigation.
 Applying integrated community watershed development approach is an
effective strategy to rehabilitate and make degraded sites productive.
 Genuine collaboration and community participation in all stages of project
cycle management with all level of stakeholders (government bodies, kebele
leaders, and communities) ensures quality work and sustainability of
interventions.
 Monitoring and evaluation system of the organization at all levels should be
harmonized and standardized.
 Clear definition of duties and responsibilities between project coordinators,,
finance departments and grants management is required.
 More emphasis should be given at Woreda and community level in future
planning as they are the one who actually know their reality at the grass
roots level

24
 Schools are effective entry points for WaSH promotion as parents trust
their children more than others and to create healthy generation
 Supporting project implementation with action researches is of paramount
importance
 The importance of establishing database system both at project and head
office level and building the capacity of staff to properly use the system is
timely and critical. Unless this capacity is built, we will be in trouble in
managing information and generating reliable data
 Integrating different trainings that can be given to the same beneficiaries
saves not only budget but also have time advantage.
 Jatropha tree was considered to be grown easily on any degraded and
moisture stressed sites, but our experience proved that Jatropha to be
successful and be productive it requires, quality site, enough moisture,
proper management, and protection from porcupine attack.
 Multiyear projects having WaSH components are more sustainable than
simple construction projects that ORDA need to negotiate with partners for
multiyear WaSH based projects, even compromising with number/size in
times of budget limitation.

25
3.3 SWOT analysis
No. Strength
Staff commitment
1 progress against its strategic
Professional freedom and job
2
satisfaction.
Effective budget utilization for the
3
intended purpose
Improvement in food commodity
4 management in donor funded
projects
ORDA’s development programs are
5 aligned with government policies
and strategies
ORDA’s development programs
contributed towards the
6
improvement of communities
livelihoods.
Institutionalization of electronic
7
MEL system.
Reach to the disadvantage areas &
8
groups
9 weak property administration
Opportunity
Existence of conducive government
1
policies & strategies
2 Existence of peace & stability
Acceptance of ORDA by donors,
3 communities & Government.
Availability of relevant technologies
4 climate variability (drought, Flood,
Existence of decentralized
5 government structures
Weaknesses
Lack of regularly reviewing ORDA's
objectives.
Less competitiveness of salary and
benefit package
Poor quality and late submission of
reports
Lack of timely and quality purchasing
Limited capacity building support to
staff and stakeholders
Low Monitoring, Evaluation and
Learning (MEL) and data base
management.
Limitation in promoting innovative
technologies and practices.
Limitation in community participation
Threats
High competition for raising funds
Global financial & economic crises
Decline in funding level due to
occurrence of disaster in other part of
the world.
Occurrence of disasters due to
hailstorm, land slide, etc)
Market price escalation & value of
birr reduction

Existence of various community Deep rooted dependency syndrome

6 based social institutions (CBOs,
development army, etc)
Increasing Global, national and
7 local level attention to address
climate change impacts

26
 4 CRITICAL ISSUES
The critical issues are basically derived from findings of internal capacity
assessment (individual open ended, focus group discussion, 3rd strategic plan
review) and external environment analysis. The following are the most
critical/strategic issues identified to be addressed in the fourth strategic plan
(2014-2018):

 Sustainable livelihood
 Community Empowerment
 Sustainable resource mobilization & utilization
 System development & application
 Strategic human resources development
 Quality service delivery
 Effective support, monitoring, evaluation & learning
 Strategic partnership & collaboration
 Effective communication & image building

5 STRATEGIC THEMES, OBJECTIVES AND MAP

5.1 Strategic Themes
Strategic themes are the main high-level Organizational strategies that form
the basis for the organization's development model. Strategic themes are
systematically decomposed from the vision. Sometimes strategic themes are
referred to as “pillars of excellence”. The strategic themes are very broad in
scope. They apply to every part of the organization and define what major
strategic thrusts the organization will pursue to achieve its vision. A strategic
theme is an area in which ORDA must excel in order to achieve its vision.
ORDA’s strategic themes are derived from strategic/critical issues, customer
value proposition and the 3rd strategic plan assessment work. On these bases
ORDA has selected three strategic themes: climate smart sustainable
livelihood, strategic partnership and operational excellence.

Each strategic theme encompasses specific critical issues. These include

1. Climate smart sustainable livelihood

 Sustainable livelihood
 Community empowerment
2. Strategic partnership
 Sustainable resource mobilization & utilization
 Effective communication & image building

27
  Partnership & collaboration
3. Operational Excellence
 System development & application
 Strategic human resources development
 Quality service delivery
 Effective support, monitoring, evaluation & learning

1. Climate Smart
Sustainable
Livelihood

2. Strategic 3. Operational
Partnership Excellence

Figure 1 strategic themes

Table 2: Strategic Themes, Results and Commentaries

No. Strategic Outcome/result Commentary

Themes
1 Climate  Attained livelihood This theme focuses on increasing
smart Security climate resilient livelihood
Sustainable opportunities through
livehood stakeholders’ capacity building &
participation and market-led
production. This theme is realized
through 10 strategic objectives.
2 Strategic  Realized strategic This theme focuses on
Partnership partnership for sustainable resource mobilization
mutual benefits & utilization, effective
communication & image building.
This theme is also realized
through 6 strategic objectives.
3 Operational  satisfied This theme focuses on System

28
No. Strategic Outcome/result Commentary
Themes
excellence stakeholders/custom development & application,
ers need Strategic human resources
development, quality service
delivery, effective Support,
monitoring, evaluation & learning
system and strategic partnership
& collaboration. this theme is
also realized through 6 strategic
objectives.

5.2 Strategic Objectives

Strategic objectives are the basic building blocks of strategy. It is about
defining the organization’s intent in the future. The strategic objectives are
directly derived from ORDA’s strategic themes across each perspective.
Strategic objectives help to describe the reasons and directions. Strategic
objectives help to provide guidance how the organization fulfill or move towards
to the realization of mission and vision. They also serve as a center for linking
results, indicators, initiatives and the responsibilities and accountabilities of
implementing bodies/actors.

5.2.1 Strategic Objectives under theme-One:- Climate Smart Sustainable

Livelihood
Perspectives Strategic objectives
Clients/stakeholders  Improve quality of life.
 Increase sustainable income.
 Increase agricultural productivity and production.
 Increase employment opportunities.
 Enhance sustainable natural resources
management.
 Improve water availability and promotion of hygiene
and sanitation practices.
Finance  Improve efficient and effective financial resource
utilization.
Internal process  Enhance implementation capacity of stakeholders.
 Promote and disseminate improved technologies and
practices
Organizational  Build staff and leadership capacity on Climate Smart
capacity livelihood strategy.
 Improve Management Information System (MIS).

5.2.2 Strategic Objectives under theme -two:- Strategic Partnership

Perspectives Strategic objectives
Clients/stakeholders  Improve stakeholders’ relationship.

29
Perspectives Strategic objectives
Finance  Increase sustainable fund and funding sources.
 Improve efficient and effective financial resource
utilization.
Internal process  Enhance partnering capability.
Organizational  Build staff and leadership capacity on strategic
capacity partnership.
 Improve Management Information System (MIS).

5.2.3 Strategic Objectives under theme - three:- Operational Excellence

Perspectives Strategic objectives
Clients/stakeholders  Improve quality of products and services.
Finance  Improve efficiency of resource utilization.
Internal process  Improve efficiency of operations systems.
 Improve monitoring, evaluation and learning
system.
Organizational  Enhance staff and leadership capacity on
capacity operational excellence.
 Improve Management Information System (MIS).
 Improve conducive working environment.

5.2.4 Summary of Strategic Objectives

No. Perspectives Strategic objectives Objective Owners
Improve quality of life Executive and deputy
directors, all programs and
1 services
Improve stakeholders Executive and deputy
relationship directors, all program and
2 services
Increase Agricultural Food Security and Agriculture
Clients/
3 production & productivity Development Program (FSADP)
Stakeholders
Enhance sustainable natural Natural Resources
4 resource management Development Program (NRDP)
Improve water availability & Water Resources Development
promotion of hygiene & Program (WRDP)
5 sanitation practices
Increase employment Youth and Gender Program
6 opportunities (YGP) and other programs
Improve efficient use of Finance, all programs and
7 resources other services
Increase sustainable fund & Executive and deputy
funding sources directors, Business
Finance
Development and Action
research Program (BDRP),
other programs and liaison
8 office.
Internal Enhance implementation All programs
9 process capacity of stakeholders

30
No. Perspectives Strategic objectives Objective Owners
Enhance partnering Executive and deputy
capability directors, all programs,
10 services and liaison office
Improve Monitoring, Executive and deputy
Evaluation & Learning directors, Business
System Development and Action
research Program (BDRP),
11 other programs and services
Promote & disseminate All programs
improved technologies &
12 practices
Improve efficiency of All programs and services
13 operational system
Enhance Staff & leadership Executive and deputy
Capacity directors, Human Resources
Development Management
(HRDM), all programs and
14 other services
Organizational Improve conducive working Executive and deputy
Capacity environment directors, all programs and
15 services
Improve Management Executive and deputy
information system directors, Communication and
IT, BDARP, other programs
16 and services.

31
5.2.5 Strategic Objectives, Objective Commentaries and Expected Result
No. Strategic objectives Objective Commentaries Expected results
Clients/ Stakeholders Clients/ Stakeholders
Improve quality of life This objective will achieve through increase  Increased household income
agricultural production & productivity, access to  improved nutrition/ feeding
potable water supply, Sanitation & hygiene, habit
1 environmental rehabilitation, none-farm income  Water related diseases
generation, capacity building, Climate resilient reduced
 improved environmental
conditions
Improve stakeholders This objective focus on building working  increased # of local &
relationship relationship with Donors/Funding agencies, international partners
government bodies at all level, local  increased # of direct
2 communities and private sector to secure funding partners
resources, technical support and collaboration  satisfaction created from
of stakeholders in order to ensure sustainable established partnership
development.
Increase Agricultural This objective includes increase in crop (field &  Increased field crop
production & horticulture crops) and livestock(cattle, sheep, productivity
productivity goats, poultry), Honey & fish production &  Increased livestock & honey
productivities. production & productivities are productivity
increased through use of improved technologies
3 & practices, which include among others
agronomic extension for irrigated & rain fed
agriculture, supply water lifting devices,
improved animal breeds, improved crop &
forage seeds, soil fertility and marketing
support.
Enhance sustainable This objective aims at natural resource  increased forest cover
natural resource development & management (protection,  reduce soil erosion
management conservation & utilization) through  increased rehabilitated land
4 rehabilitation of degraded lands by conservation,  decreased fuel wood
reforestation, afforestation, area closure consumption
biophysical soil, and community watershed  increased carbon

32
No. Strategic objectives Objective Commentaries Expected results
development ) in addition to this, promoting sequestration
agro-forestry, energy saving/alternative energy  increased Employment on
sources, advocacy on natural resource forest development
conservation and management, and other
innovative technologies are important for
economical & environmental benefits.
Improve water This objective contains improving water supply  increased sanitation
availability & promotion for irrigation, potable water and hygiene and coverage
of hygiene & sanitation sanitation achieved through construction of  increased potable water
practices small-scale irrigation(diversions, intakes & supply
dams), Improve hygiene & sanitation practices  increased irrigated area
5
c potable water (hand deg wells, spring
developments, roof catchment, shallow & deep
wells). Hygiene & sanitation is addressed
through training, mass education, construction
of sanitation facilities.
Increase employment This objective encompass creation of  # of jobs created
opportunities employment opportunities rural & urban  generated income
resource poor (females, landless, unemployed  # of enterprises established
youth, persons with disability) through
establishment of small & micro enterprises in
6 the areas of metal & wood works, trade,
marketing of agricultural products, agro
processing, poultry, beekeeping, animal
fattening and daily labor in ORDA's construction
works. The type of employments include daily
labour, temporary labour, self employed.
Finance Finance
Increase sustainable The objective focus on sustainable fund &  Increased Funding source
fund & funding sources funding sources by Presenting competitive  Sustainable funding realized
proposals to Donors, government & individuals,  Amount of resources
by mobilizing resources from local communities mobilized
and by creating own revenue generating
7 activities

33
No. Strategic objectives Objective Commentaries Expected results
Improve efficiency of This objective considers optimum use of scares  reduced operational/
resource utilization resources and prioritizing expenditure items to implementation costs or
8
maintain financial stability & maximize its use  overachieved
in financing additional development activities. performance/targets
Internal process Internal process
Enhance implementation This objective mainly focuses on building target  created implementation
capacity of stakeholders groups, government staff, community capability of development
9 institutions' capacities through training, activities
experience sharing, field demonstrations and
supply of materials
Enhance partnering The objective includes the ability of establishing  improved organizational
capability partnership with donors, international NGOs, visibility
10 the government & local communities. The main 
activities to be followed as image building,
fundraising, communication and networking
Improve efficiency of The scope of this objective is to improve  improved service delivery
operational system operational efficiencies in procurement, finance,  improved transparency &
transport, property, human resource accountability
management, auditing, legal services, CIT, NRD,
11 WRD, FSAD, BDAR (Planning, M&E, Action
Research),YGD and fundraising through
developing/updating policies, manuals,
guidelines, strategies, standards, norms &
systems and restructuring.
Promote & disseminate This objective aims to promote and disseminate  improved access to new
improved technologies improved/innovative technologies and practices technologies & practices
& practices in the areas of Natural resource management,  improve efficient use of
Agricultural development, None-farm IGAs and labour & time
Water resources development to boost  increased adoption of
12 productivity & production and income technologies
Improve Monitoring, This objective is aims at improving the  Achievements of the
Evaluation and Learning Monitoring, evaluation and learning system of organization documented &
13 system the organization through working manual used for future

34
No. Strategic objectives Objective Commentaries Expected results
development, establishing Automated MEL project/program design
system, and producing quality periodic  quality reports produced
performance, monitoring & evaluation reports and submitted to concerned
partners/stakeholders in
time
Organizational Organizational Capacity
Capacity
Enhance Staff & This objective is about building the capacity of  Improved staff & leaders
leadership Capacity staff & leadership to enable them to achieve the implementation capability
organization mission-vision through short & 
14
long term trainings & experience sharing visits
with the aim of improving their Knowledge, skill
& attitude.
improve conducive This objective consist of fulfilling necessary  improved staff satisfaction
working environment office settings & facilities that enable staff at all  created conducive working
levels to generate new ideas and work in relaxed environment
and motivated way, placing of transparent office  emplaced staff incentive
facilities utilization system, improving staff system
15
incentive system and placing of new work
procedure. Assess the sources and levels of risks
for safety and healthy working environment &
formulate preventive strategies to take
necessary measures.
Improve Management This objective contributes to the realization the  established database system
information system organization's strategic objectives through the  systems by IT Supported
improvement of access to information and  improved access to
16 maintenance data base system that supported information
by ICT. ICT consists of networking, Internet, web
site and relevant application software.

35
 5.3 Summarized Strategic Objectives Map

Goal: To contribute for the overall efforts of ensuring food, livelihood and environmental security
that realizes sustainable development and social transformation in the Amhara region

Improve
stakeholders Improve
quality of life
/Clients stakeholders
Increase relationship
Increase
Agricultural Improve water Enhance
employment
production & availability & sustainable opportunities
productivity promotion of natural
hygiene resource
_____________________________________________________________________________________
&sanitation

Improve efficient Increase sustainable

Finance
resource utilization fund & funding
sources
_____________________________________________________________________________________

Promote & disseminate

Enhance
implementati improved technologies
Enhance
on capacity of partnering
stakeholders capability
Improve Improve
Monitoring, efficiency of
Evaluation & operational
Internal process Learning system

_____________________________________________________________________________________

Learning & create conducive working

growth environment

Enhance Staff & Improve

leadership Capacity Management
information system

36
 6 PERFORMANCE MEASURES AND TARGETS
6.1 performance Indicators and Targets
Strategic Total
No. Performance Indicators Baseline Year Breakdown
objectives Target
2014 2015 2016 2017 2018
Clients/ Stakeholders
Increased income per person To be 456
456
in US $ surveyed
# of Minimum Dietary
3 5 3 4 4 5 5
Diversity??
Increased ecosystem service
To be
satisfaction in percent (items 60 - 20 40 50 60
surveyed
Improve quality count)
1
of life
Increased Potable water
To be
consumption in liter per 15 15 15 15 15 15
surveyed
person per day
percentage of people with
behavioral change on HIV To be
30% 6 12 18 24 30
prevention from beneficiaries surveyed
addressed
Increased FHH per capita To be
100 15 40 60 80 100
income in percent surveyed
Improve # of funding partners
32 40 35 37 39 40 40
stakeholders including government
relationship # of donors directly accessed 1 6 2 3 4 5 6
2
Level of funding partners' To be 90 75 85 90 90 90
satisfaction in percent surveyed
Increase Increased average major field 177 36 21 24 28 32 36
3
Agricultural crops productivity in quintal

7
Amhara region 2010-2015 GTP

37
 Strategic Total
No. Performance Indicators Baseline Year Breakdown
objectives Target
2014 2015 2016 2017 2018
production & Increased average Major 958 200 130 150 180 200 200
productivity horticulture crops
productivity in quintal Food
insecure area
Productivity per chicken 60 180 150 180 180 180 180
Eggs per year
Honey productivity in KG per 8 36 20 25 30 33 36
hive (transitional hive)
# of shoats increased per To be 9 9 9 9 9 9
household per year ( package surveyed
6)
Average income from cattle To be 6250 4000 5000 6250 6250 6250
fattening per year household surveyed
(1000birr/cattle)

Plantation forest area in ha- 80000 7000 14000 19000 19000 21000
Total Area treated with
biophysical SWC measures 82032 5251 14821 19165 20555 22240
in Hectare
Average Crop productivity
per hectare increased in To be
40 20 30 35 40
percent by practicing SWC surveyed
on farm land
4 Reduced average soil erosion To be
50 50 50 50 50
in percent per hectare surveyed
Enhance Reduced GHS emission in
sustainable tone (Carbon dioxide
natural resource To be
saved)per year by using 75000 13650 14250 15000 15750 16350
management surveyed
improved fuel saving
technologies
Fuel wood saved in tone per
21600 3931 4104 4320 4536 4709
year by using fuel saving

8
Amhara region 2010-2015 GTP

38
 Strategic Total
No. Performance Indicators Baseline Year Breakdown
objectives Target
2014 2015 2016 2017 2018
stoves

Amount of wood saved from

deforestation by constructing
6000 1500 1500 1500 1500
mud brick houses in metric
cube
Amount of Carbon
sequestrated in tone by both
695200 56000 124880 166720 170900 177200
natural & newly established
artificial plantation
Seedling survival rate in % 69 80 70 72 74 77 80
Accessed to safe water
To be
coverage with a maximum 1.5KM 1.5km 1.5Km 1.5Km 1.5Km 1.5KM
surveyed
distance in KM
Water supply coverage
Improve water 67 100 71.7 78.7 84.7 92.7 100
increased in %
availability &
Improved Sustainability of
promotion of 79.5 90 82 85 90 90 90
5 rural water supply services
hygiene &
Time spend for fetching To be
sanitation 15min 20min 15min 15min 15min 15min
water reduced in minutes surveyed
practices
Increased sanitation To be
100 90 95 100 100 100
coverage in percent surveyed
Amount of hectare accessed
8000 850 1750 1700 2050 1650
for irrigation
Permanent Jobs created 680 4250 4400 4400 4400
Increase 18,130
employment
6 Temporary Jobs created
opportunities 21,659 4000 4415 4415 4415 4415
Finance
Amount of Fund secured in
Increase 903.9 3367.2 439.9 685.5 718.3 780.2 743.2
million Ethbirr
sustainable fund
7 Resource mobilized by
& funding
preparing proposal in million 1496.9 230.9 284.5 313.3 323.6 341.7
sources
Ethbirr

39
 Strategic Total
No. Performance Indicators Baseline Year Breakdown
objectives Target
2014 2015 2016 2017 2018
Matching fund From
government ( 15%) in million
Ethbirr 223 35 42 47 49 51
Resource mobilized from
Bilateral/multilateral project
in million Ethbirr 1,512 153 333 330 376 320
Resource mobilized from the
Community in million 135.3 21 25.7 28.3 29.4 30.9
Ethbirr
Improve
efficiency of Annual financial utilization
8 95.7 100 100 100 100 100 100
resource in %.
utilization
Internal
process
# of beneficiaries trained on
60000 9000 12000 13000 13000 13000
NRM
# of community organized
groups/Association in NRM
1700 300 300 350 350 400
(PFM, WSC, Stove, mud
brick, Cactus, aloe)
# of government staff trained
3000 450 500 6000 700 750
NRM

9 Enhance # of person trained on

implementation WaSH (WaSHCo, VHC & care
capacity of takers, Artesian, CLTSH,
stakeholders school club, )-WRD 38739 3877 8891 8900 8675 8396
# of beneficiaries
participated in training &
experience sharing on crop
284329 44200 50830 55913 62623 70763
& livestock production,
marketing, IGA &
nutrition)_FSAD

40
 Strategic Total
No. Performance Indicators Baseline Year Breakdown
objectives Target
2014 2015 2016 2017 2018
# of Irrigation water user
cooperatives established 194 121 139 153 171 194
/strengthened
# of government staff
participated in Training & 8354 1299 1493 1643 1840 2079
experience sharing FSAD
# of veterinary clinic
supported with equipment & 53 28 12 13
drugs
# of community based
institutions capacitated with
81 13 14 16 18 20
various materials
(cooperatives & FTCs)
# of mother care groups
formed to improve children
588 367 422 464 520 588
& mothers nutritional
feeding practices
Facilitate to Area provided
to MSEs in m2 for 16000 20000 30000 35000 35000
136000
producing/selling goods
(youth)
# of youth provided training
in different skills (Production
& Marketing of poultry,
gabion box, dairy, honey,
metal, wood, opal, Gum and 1260 1965 2725 2952 2991
incense, etc) 11972
# of project proposals
accepted and funded by 185 30 35 40 40 40
Enhance donors
10 partnering Participated in different 5 5 6 7
26 3
capability national forums
Participated in different
4 1 1 1 1
global forums

41
 Strategic Total
No. Performance Indicators Baseline Year Breakdown
objectives Target
2014 2015 2016 2017 2018
Number of effective
partnership created for
5 1 2 2
funding and technical
cooperation
# of ORDA membership in
9 12
networking forums
# of visibility materials
10 2 2 2 2 2
developed and displayed
# of mass media used
2 4 2 3 4 4 4
(Electronic, Printed)
FSADP; # of operational
manuals/guidelines updated
and produced ( Livestock,
3 5 5
crop, credit provision,
irrigation agronomy,
Extension package)
YGP: Prepare manual for
establishing MSE, update 1 2 2
organizational gender,
BDARP: # of manuals
updated (MEL, Grant) and
Improve
prepared ( Fundraising,
efficiency of
11 project design, strategic
operational
partnership, , project 2 8 8
system
sustainability/phase-in &
out, community
participation & Action
research)
WRDP: # of work standard
0 1 1
manual developed
CIT: # of communication
0 1 1
strategy produced
Transport & property
administration service: # of 3 3 3
manuals updated ( transport

42
 Strategic Total
No. Performance Indicators Baseline Year Breakdown
objectives Target
2014 2015 2016 2017 2018
& mileage charging, property
administration & garage &
transport administration)
Finance: # of manual
1 1 1
updated
NRDP: # of tree seedlings
180 280 37 46 63 65 69
produced in millions-
# of tree seedlings planted in 250 33 41 57 57 62
millions-
Established/managed
36321 50000 9000 10000 10000 10000 11000
closure area in hectare
# of developed community
watersheds ( on average 904 910 420 520 670 870 910
350ha/WS)
# of fuel saving and
alternative energy 13443 50000 9100 9500 10000 10500 10900
technologies disseminated
Promote and Area of Gullies rehabilitated
disseminate with biophysical measures in
2713 5000 120 1080 1200 1300 1300
12 improved Ha ( special emphasis to Big
technologies and gullies)
practices # of small scale aloe 2
1 1
processing plant introduced
# of small scale cactus 2
1 1
processing plan
Area covered in hectare by 1000 150 200 300 350
agro forestry practices
# of low cost climate smart
2000
houses constructed (Mud 0 500 500 500 500
bricks)
# of pellet/briquette
production machine 0 5 1 2 2
introduced
# of charcoal making kilns 0 5 1 2 2

43
 Strategic Total
No. Performance Indicators Baseline Year Breakdown
objectives Target
2014 2015 2016 2017 2018
introduced
Tissue culture constructed
98 100 100
in percent
Green house constructed in
100 100
percent
WRDP: # of HDW 550 150 100 100 100 100
Rehabilitation of HDW 750 60 180 180 180 150
# of SPD constructed 300 100 50 50 50 50
Rehabilitation of SPD 500 50 125 125 100 100
# of Shallow well constructed 300 20 70 70 70 70
# of Large SPD constructed 24 4 5 5 5 5
Rehabilitation of large SPD 10 2 3 3 2
# of Deep well ( Deep well
drilling + water supply)
drilled & constructed 43 3 10 10 10 10
# of Deep well ( only water
Supply) constructed 34 6 7 7 7 7
# of Traditional Household
72950 12800 14100 15350 15350 15350
latrine constructed (50%)
# of ventilated improved
latrine constructed for 125 25 25 25 25 25
different Institutions
Small & medium scale
irrigation constructed in 8000 850 1750 1700 2050 1650
Hectare
# of Micro/Household level
2100 100 500 500 500 500
Irrigation facilities fixed
FSADP:
610731 117631 107000 117000 127500 141600
Crop production: # of
improved fruit seedlings
raised and distributed

44
 Strategic Total
No. Performance Indicators Baseline Year Breakdown
objectives Target
2014 2015 2016 2017 2018
Amount of improved seeds 4796 774 851 937 1049 1185
distributed in quintal
Amount of improved
vegetable seed distributed in 20842 3240 3726 4099 4590 5187
KIG
Amount of improved Potato 1,371 1,577 1,734 1,942 2,195
8819
seed distributed in quintal
# of New technologies &
386 60 69 76 85 96
practices demonstrated in
farm plots
# of integrated crop
12 2 3 3 4
management
(FFS)established
Amount of composed
prepared using essential
82057 12756 14669 16136 18073 20422
micro organisms in metric
tone
# of grain seed banks
7 4 3
established
# of pre & post harvest
12 2 3 3 4
technologies promoted
Livestock production: # of
72995 9764 11229 15360 17203 19440
improved chicken
distributed
# of shoats Transferred to 18,792 2509 2885 3174 4800 5424
poor HH for fattening
# of improved shoat
13,175 1520 2000 2200 3500 3955
distributed for rearing
# of Cattle transferred to
6,141 1,300 1,430 1,602 1,810
poor household for fattening
# of modern/transitional
8873 968 1,440 1,880 2,106 2,379
behaves distributed
# of bee colonies distributed 7029 1093 1257 1382 1548 1749
Sets of beekeeping 967 141 166 195 218 247

45
 Strategic Total
No. Performance Indicators Baseline Year Breakdown
objectives Target
2014 2015 2016 2017 2018
equipment distributed
Amount of forage seeds
19298 3000 3450 3795 4250 4803
distributed in KG
# groups engaged in fishery 12 15
27
production
# of value chains developed 9 10 11 13 15
15
for selected commodities
# of self help saving & loan 2708 3114 3426 3837 4335
4335
groups established
# of households access to 9722 11180 12298 13774 15565
62540
credit service
# of Engaged poor
8000 9200 10120 11334 12808
households with off farm 51462
activities
Employment
Opportunities:
# of agro processing micro
4 8 9 10 11
enterprise established (self 42
help Business group)
Conduct organizational 1 1
1 2
gender audit
Percentage of
programs/projects 80 100 100 100 100
100
mainstreamed cross cutting
issues
# of people made 400000 30000 60000 100000 100000 110,00
aware/educated on gender & 0
HIV issues
Gender analysis conducted 157 200 70 40 30 30 30
by target groups
# of role models to promote 200 300 500 500 500
2000
gender equality
13 Improve follow # of quarterly reports 15 3 3 3 3 3

46
 Strategic Total
No. Performance Indicators Baseline Year Breakdown
objectives Target
2014 2015 2016 2017 2018
up Monitoring, produced
Evaluation and
Learning system # of Annual reports
5 1 1 1 1 1
produced
# of joint Monitoring reports
produced & feedback to 10 2 2 2 2 2
project office
# of internal Evaluation
5 1 1 1 1 1
reports produced
Documentation of best
4 1 1 1 1 1
practices
Organizational
Capacity
NRDP: # of HO & project
staff trained in climate 30 10 20 20 30 30
change & NRM
WRDP: # of staff trained on
water cad, auto cad, and 45 45 45 45 45 45
contract administration
FSADP: value chain &
30 15 15
entrepreneurship,
BDARP:# of staff trained on
knowledge management,
Enhance Staff & project design, GIS, M&E, 450 150 100 50 100 50
14 leadership data base management, BSC
Capacity software(100)
# of staff trained MA/MSC 20 4 4 4 4 4
# of staff trained on BA/BSc 8 2 3 3
# of Board, Management and
staff abroad Experience 75 15 15 15 15 15
sharing
# of Board, Management and
staff local Experience 150 30 30 30 30 30
sharing

47
 Strategic Total
No. Performance Indicators Baseline Year Breakdown
objectives Target
2014 2015 2016 2017 2018
Property & administration:
# of staff trained Kaizen,
Inventory management,
commodity management,
250 125 125
transport and fleet ,
administration, auto
mechanic, auto electrician,
body work and painting
HRDM: # of staff trained on
BSC, HR & record 206 106 100
management,
Audit:# of staff trained on
financial management,
internal controlling system, 189 89 100
internal auditing and
performance & special audit
Procurement: # of staff
trained on supply chain
5 5
management, purchasing
techniques and marketing
Finance: # of staff trained
on financial management & 60 30 30
Peachtree accounting
GYP: # of staff trained on
HIV/AIDS mainstreaming,
Gender analysis, Business 55 32 23
Development Service (BDS)
and Entrepreneurship (ToT),
CIT: # of staff trained on
development & effective
communication, Photoshop
and video editing, photo and 5 5
camera editing, network &
server administration, web
administration &

48
 Strategic Total
No. Performance Indicators Baseline Year Breakdown
objectives Target
2014 2015 2016 2017 2018
computerized library service
HRDM: # of manuals
updated( HR policy directive,
improve Education & training
conducive manual) and prepared (
15 6 6
working Community capacity
environment building, staff rewarding,
hall utilization rules &
regulation and telephone)
Finance: Peachtree
Improve 1 1
accounting software
Management
16 Properly & transport: (
information
inventory & commodity 2 2
system
management software
CIT: digital video camera,
photo camera and video 3 1 1 1
editing machine
BDARP: Automated MEL
server, Data base
3 3
management and BSC
softwares

49
6.2 Budget
The joint hand of communities, donors and government bring livelihood
transformation of vulnerable people of the target areas. The fundraising
strategies are:

 project proposals development and soliciting from donors,

 Direct grant, project proposal development & matching fund from
government, and
 Community contribution in cash, kind and labour

3,367,189,058 ETB
and
52,790 MT of food grain

The detail activity and budget plan of 2014-2018 strategic plan is attached.

7 ORGANIZATIONAL POLICIES AND STRATEGIES

7.1 Organizational Polices/Manuals
To demonstrate good governance and ensure transparency and accountability in
the institution, to efficiently utilize its resources and effectively address the
intended mission, ORDA implements the following policies and working manuals:
 Human resource management policy.
 Finance administration manual.
 Procurement manual.
 Gender policy and mainstreaming guideline.
 HIV/AIDS work place policy and mainstreaming guideline.
 Property and transport administration manual.
 Internal audit and inspection manual.

7.2 Organizational Implementation Strategies

ORDA’s interventions implementation strategies include:

 Inclusive community participation: ORDA believes that active and equal

participation of all poor communities in identifying development challenges,
formulating solution, mobilizing development resources, implementing the
development plans and managing development achievements ensures
sustainability of development results. ORDA realizes inclusive community
participation by acquainting all poor segment of the community about the cause

50
 and effects of poverty, the livelihood assets they have (human, social, physical,
natural and financial capital) to solve poverty and supporting them in developing,
implementing and monitoring and evaluation of community development action
plan through hands-on and life skill training, community discussion and
experience sharing. ORDA uses various participatory approaches such as
Participatory Diagnosis and Action Planning (PDAP) to ensure poor communities
participation.

 Communication: Effective communication is a basic prerequisite to build

smooth relationship, create trust on the organization, facilitate learning, promote
accountability and transparency and perform informed decision in the realization
of organizational mission/goal. ORDA recognizes the importance of Information
Technology (IT) in bridging inequality of access to information for effective
communication. ORDA will develop and practice new comprehensive
communication strategy that helps to build organizational credibility, simplify
resource mobilization challenges and promote institutional learning process.
Effective communication will be attained by establishing fast and interactive
website, broadband internet connection, documentation and dissemination of
best practices through TV and radio program, print and electronic media.

 Partnership and collaboration: Partnership is a relationship created between

two or more parties to achieve common goal by combining their assets.
Collaboration is an open and inclusive process to engage diverse entities to come
together to find solutions for issues/problems. ORDA strides to establish genuine
and strong partnership and collaboration with donors, the private sector and
government line offices to mobilize and efficiently utilize resources, transfer
knowledge and skill, and scale-up best achievements. Similarly ORDA
collaborates with the community and community institutions in identifying
development needs and potentials; mobilizing and efficiently utilizing local
resources and harnessing social values to ensure project/program sustainability.
That is why ORDA upholds the motto: “transformation in collaboration”.

 Integrated Watershed Management (IWM) Approach: IWM is a process of

conservation, development and optimal utilization of the available natural
resources with the aim to achieve sustainable socio-economic development of the
communities living in the watershed on the basis of available natural resources.
Essentially, the aim of IWM is to improve productivity of available natural
resources and the production capacity of the dependent population on a
sustained basis. The approach equally considers both socio-economic and
environmental issues and aims to generate benefits for people and environments.
ORDA will sustainably conserve, develop and promote optimal utilization of the
available natural resources and there by improve its productivity by developing
quality work standards, introducing and practicing innovative bio-physical soil
and water conservation technologies, establishing responsible community

51
 institutions and building the community and community institutions leaders’ and
government stakeholders implementation capacity.

 Knowledge Management: Knowledge management is the process of capturing,

distributing and effectively using knowledge. ORDA believes that knowledge
management is a basic tool to build the implementation capacity of the staff, the
target communities and government stakeholders to ensure project/program
achievements sustainability. ORDA will apply the following knowledge
management cycle during the implementation its 4th strategic plan.

Elements of knowledge management (after Liebowitz, 2000)

 Innovativeness: Innovation is the centerpiece to solve poverty and bring

economical transformation. ORDA will exert its best to break traditional socio-
economic practices of the poor communities in its target districts by identifying
and practically demonstrating new ideas, technologies and practices that
sustainability increases income and saves energy and time.

 Mainstreaming Cross-cutting issues: Issues such as gender, HIV/AIDS,

nutrition , youth, climate change, disability and disaster risks limit access
households. ORDA appreciates the challenges of these cross-cutting to services,

52
 benefit sharing and decision making power within intra and inter issues on the
livelihood of poor communities and the overall development of Amhara region.
Hence, ORDA will assess, mainstream and address these issues during the
implementation of every development action.

 Program quality and sustainability: improving project/program quality is very

indispensible for effectively delivering the mandate of ORDA and maintains the
sustainability of development achievements. Work quality standard/norm will be
developed for the main programs such as natural resources development, water
resources development and food and agriculture development. In addition,
community participation, capacity building, activities implementation and project
phase-in and phase-out strategies will be prepared and applied to maintain the
project/program quality and keep the sustainability of development works.

 Resources mobilization: Physical, financial, material and personal resources

(knowledge, skill and labor) are very crucial for any development. However,
naturally resources are scarce and its scarcity is become more serious due to
long aged improper utilization and ever increasing demand attributed by
population growth. To mobilize the required resource; resource mobilization
guideline will be prepared in the 1st year of the five years strategic plan period.
ORDA will mobilize enough resource from Non-governmental organizations,
government and the community. ORDA will mobilize fund from donors by
preparing quality proposals. Cognizant of the ORDA’s contribution in the socio-
economic development of the region and the competition in accessing fund from
NGOs; the regional government is committed to contribute up to 25% matching
fund for development projects/programs. Depending on the nature of the
development work ORDA will mobilize about 10% of the project/program cost in
kind, labor and or cash from the local community.

8 GEOGRAPHICAL FOCUS AND TOTAL BENEFICIARIES

8.1 Geographical Focus Areas

During this strategic planning period ORDA shall implement its development
projects/programs in 60 woredas9 (in 40 woredas integrated development
projects). The selection criteria include vulnerability, food insecurity, potable
water supply coverage, availability of water resources, environmental
degradation, donors and government priorities, presence/absence of other
NGOs and complementarities of projects.

9
Woreda is equivalent to district

53
8.2 Total Target Beneficiaries
The direct target beneficiaries within the strategic period will be 891,545 households.
At list 40% of the beneficiaries will be female headed and male headed female
households.

No. Types of intervention # of direct Remark

beneficiary HHH
1 Forest Development 365,280
2 Biodiversity + area closure 53,000
3 Watershed Management 57,840
4 Alternative energy 65,675
5 Water supply, Hygiene & Sanitation 164,000
(WaSH)
6 Irrigation Development 34,100
7 Field Crop Production 24,989
8 Horticulture Production 38,885
9 Livestock Development 29,343
10 Marketing, IGA & VSLA promotion 42,120
11 Child and maternal Nutrition 16,200
12 Address food gaps for vulnerable HH 36,665
/DRR /
13 Small & micro enterprises 2,468
Total Beneficiary household 930,565

9 MONITORING AND EVALUATION

Strategic planning should be viewed as a continuous process. Producing a five-year
plan alone does not mean anything unless it is translated into action. A number of
new developments (economical, social and technological) in the environment can
affect (positively and negatively) the realization of the strategic objectives set and
actions planned. Hence monitoring and evaluating the status of implementation of
the strategic plan is thus as important as identifying strategic issues, goals and
objectives. Monitoring and evaluation helps to ensure whether the organization is
following the direction indicated in the strategic plan, and carrying out planned
activities with the allocated resource and agreed upon timeframe.

9.1 Monitoring
Monitoring will help to seek appropriate solution at the right time. Quarterly &
annual progress reports will be prepared to monitor the progress made in
implementing the planned activities. Biannual and annual reports will be
submitted to donors. Regular quarterly monitoring by ORDA's head office staff
leading by Monitoring & Evaluation staff will serve to monitor the implementation
of the 5-year plan and make their own assessments and reports to supplement
reports coming in through the operational departments.

54
Regular progress reports from the staff of each implementing departments of ORDA
will ensure that activities are progressing. In addition, biweekly management &
program meetings, quarterly board meetings, and biannual staff meetings will be
held to review the progress made in the implementation of the project.

The present monitoring system of ORDA is not robust for tracking changes. Thus,
ORDA intends to update the monitoring & evaluation system that considers the
need of donors as well as the different implementing programs and BSC system of
ORDA. Quarterly & annual monitoring will provide the space for reflection and
assessment of performance.

Narrative and financial reports will be provided quarterly and annually or as per
individual donor's reporting schedules. Audited accounts will also be produced
once a year for each donor supported projects.

9.2 Evaluation
To evaluate the overall progress, the results, outcomes and impacts of the activities
and components of each ORDA programmes, every year internal (on-going)
evaluation will be conducted by project managers and concerned staff themselves.
This is done with the necessity of examining projects’ continued relevance or the
overall effectiveness of the intervention strategies adopted. This kind of on-going
evaluation occurs during the implementation process of the project/program.

Moreover, a mid-term review will be conducted towards the end of the 2nd year, in
order to assess the process and progress to date and to make recommendations for
the last three years of the programme. Such a review should also reflect on the key
lessons learned during the implementation period and provide recommendations
for future interventions.

At the end of the 5 year final evaluation will be made by internal or external
consultants. The potential issues for evaluation are:
 Effectiveness of strategies for focusing on the poorest
 Lesson learning, documentation and policy influencing
 The extent to which results and outcomes identified at the beginning of the
programme period were successful.

The findings of the evaluation will be used as lessons for enhanced

accomplishments better design of the next SPM.

As a primary sources of data, ORDA's monitoring & evaluation staff will collect
every year different data by using survey, case studies, structured questionnaires
which are used as baseline data for review.

55
9.3 Performance Rating
ORDA has to check periodically whether things are happening as planned or
not. Individuals/teams, programs and services, therefore, need to be evaluated
against certain criteria periodically.

Weight and score

Performance weight and score for each perspective is given based on the
importance of their objectives to realize the vision and mission of the
organization. A total point of 100% shall be given for all perspectives. Strategic
objectives in each perspective shall share equal points from the total weight
assigned to the respective perspective. The internal business process
perspective has got the highest weight as it is the most critical perspective
where value addition is made.

Table 3 Following is the weight given for the perspectives:

Perspectives Weight
Customer/Stakeholder 15%
Finance 15%
Internal business process 60%
Capacity building 10%
Total 100%

Performance levels
The following performance levels to rank the performance of individuals, teams,
programs and organization in general

Level score range Description

outstanding 4 >95% When the achieved result is greater than
95% the targeted performance
Above 3 80-94% When the achieved result is between 80%
satisfactory and 94% of the targeted performance
satisfactory 2 60-79% When the achieved result is between 60%
and 79% of the targeted performance
Below 1 <60% When the achieved result is less than
satisfactory 60% of the targeted performance

10 UNIQUENESS OF 2014- 2018 STRATEGIC PLAN

 Taking balanced scorecard as a management tool
 In water resource development, shifting from hand dug well and spring
development to large spring, deep & shallow bore hall

56
  Focus on youth employment creation:- Organize youth on micro & small
enterprise for construction & maintenance of potable water supply
particularly hand deg well and spring development
 Community capacity building is a key implementation strategy
 Forest development is focus on communal mountain areas and unreached
by government
 Focus on big gullies rehabilitation
 Strengthen regular support/follow up, monitoring, evaluation & learning
system
 Implementation of new systems like (BSC, Kaizen, 1 to5 and others)
 The strategic plan is developed by the internal staff
 Focuses on production to a market-oriented livelihood approach that
emphasizes income generation and market demand.

ANNEXES
I. Detail activity & budget ORDA 2014-2018 Activity & budget.xlsx
II. Organizational structure Organizational structure.docx

57