1.

Introduction to Women Support Association (WSA)

WSA is an indigenous non-political, non-religious, non-profit making humanitarian and
development oriented organization working in Ethiopia for the improvement of the social,
economic, and physical well-being of the poor women in particular and the community in
general. WSA was established in 1995. It is registered and licensed by the Federal Democratic
Republic of Ethiopia’s Charities and Societies Agency (ChSA) as an Ethiopian Residents Charity
in accordance with the Charities and Societies Proclamation No. 621/2009. It has secured a
renewed license from ChSA agency issued on 18th February, 2016 with a certificate number of
0922. WSA puts women at the center of its vision and mission since women are entitled to the
dignified existence where they can contribute to and benefit from all development initiatives.
The organization believes that ignoring half of the population would be a barrier to effectively
implement development programs/projects at grass roots-level.
1.1 Vision, Mission, Objectives and Core Values
WSA’s vision is to see Ethiopian Women Empowered and its mission is to create conducive
environment for women to realize and utilize their potentials for sustained livelihood. The
organization has two strategic objectives that primarily focus on women empowerment which
comprises of economic and social capacity enhancement through different interventions thereby
creating conducive situation for their active participation at HH and community levels. The
second strategic objective is organizational transformation which particularly deals with ensuring
transparency and accountability; inclusive women development (i.e., Socio economic differences
of women and men, disability, children rights and HIV/AIDS) mainstreaming as well as staff
competency. These components contribute to enhance institutional capacity of WSA to
effectively address the overall organizational objectives and strategic intervention projects and or
programs at grass roots-level.
1.2 Core Values
Equity: WSA believes in fair availability of resources and participation at all level for all sex.
We believe in equality but we treat equity as to provide fair treatments (greater support for
women) considering their marginalization and discrimination for several years due to existing
power imbalance.
Accountability and Transparency: Our transparency and accountabilities to our target groups,
funding partners and government stakeholder through application of clear employment, financial

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and project implementation procedures. Furthermore, the leadership and management is
accountable for all staffs in terms of ensuring participation and disclosing organizational matters
including resources and major decisions which does not require confidential.
People-centred: We value our targets and their concerns are our top priority.
Innovation: We work dynamically, creatively and enhance community indigenous knowledge to
create a better future through implementation of environmental friendly, cost effective and
sustainable development.
Commitment: No matter what challenges we face and discomforts we feel, we stand firm, be
patient and exert our utmost and sustained efforts to achieve our goals.
Integrity: We value honesty, professional politeness and respect to humanity.
Inclusion: Ensure full participation of all segments of the society without discrimination on the
basis of gender, colour, sexual orientation, race, social status, religion, disability etc. We believe
that women are not homogenous group so we take maximum effort to ensure the concerns of all
are addressed. As women focused organization, we do our work primary with women and girls
but we take maximum efforts to ensure male engagement as to support the empowerment of
women.
1.3 Organizational Structure and its Strategic Objectives
WSA is structured in such a way that enabling to discharge its overall responsibilities in
implementing projects. The highest body of the organization is the general assembly that is
responsible to evaluate organizational performance and ratify annual program activities and
budget. The General Assembly designates a board of directors in charge of devising the overall
strategic directions and overseeing the entire performance of the organization. The board of
directors appoints an Executive Directress/Director to run the day-to-day organizational
activities. Structurally, the organization consists of three operational divisions named the plan
and programing, the finance and administration and the monitoring, evaluation accountability
and learning sections at head office level, while the field offices incorporate program running
and finance departments including grass root level workers. The senior management committee
consists of the Executive Directress involving the Plan and Programing, Finance and
Administration, MEAL heads and the Program Office Coordinators (field office Program
Coordinators) engage in collective decision of key organizational issues. WSA clearly indicates
its organizational objectives in its strategic plan where all projects are geared and shaped under

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these strategic objectives. The organization has two major strategic objectives. These are
enhancing women’s and girls’ social and economic capacity and strengthening the organization’s
implementation capacity.

2. The Rationale for Development of this Guideline

The major thematic focus area of this guideline is to create enabling environment for women and
girls’ participation in the implementation process of development programs and projects. The
key messages for this thematic area would focus on the enhancement of coordination efforts for
the empowerment of women and girls both at household (HH) and community levels. The
implementation activity of this thematic area could also fall through local radio program
broadcast means of communication strategy. Different sources indicate that local radio stations
are used to achieve different objectives in the communities where they are located. As a result,
local radio stations can often be a catalyst or a rallying point for the community for development,
such as the provision of public service deliveries, building of community schools, water points,
the effects of environment and climate change, neighborhood cleanup efforts, etc. For instance,
local radio stations can transmit messages and educate the public on the importance of Voluntary
Counseling and Testing for HIV/AIDS and in turn boosts the attendance of the local people
towards health seeking behavior. Moreover, different types of local radio stations (public or
privately owned) can broadcast a programme for the importance of compost manure to improve
agricultural productivity, vegetable gardening practice, business development skills for
diversification of HH incomes. Such kind of radio broadcast could also educate the public on the
negative consequences of socio-cultural factors that affect the lives of the community in general
and that of women, children and girls in particular.

3. The Radio Program Broadcast Guideline

3.1 Purpose of the Guideline
The local radio program broadcast guideline is demanded by WSA due to the need for
engagement of mangers, program coordinators, supervisors, facilitators, program/project target
groups and other types of volunteers in every works of WSA. Thus, the following are the
purposes of this local radio program broadcast guideline but not limited to:

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o Guide WSA’s program staff (managers, program coordinators, project experts, supervisors
and facilitators) to properly discharge their duties and responsibilities for the implementation
of the local radio program broadcast in the project intervention area;
o Strengthen collaboration and partnership synergies between the project holder (WSA) and
the local radio program broadcaster (FM radio stations) in the areas of program content
development, airtime transmission and other broadcast ethics;
o Increase the scope and coverage of the local radio program broadcast in the current and
future project interventions;
o Provide supportive monitoring for the effective implementation of projects in general and
that of the local radio program broadcast in particular.
3.2 Who uses this Guideline?
This guideline will be used by WSA staff, management and volunteers and/or
facilitators/supervisors/community extension workers (CEWs) as reference during the
implementation of the local radio program broadcast in each project intervention area. In
addition, donors can refer this guideline to see how the local radio program broadcast is linked
with the on-going programs/projects. Besides, the radio broadcaster (program producers) can
also refer this guideline during program content development, radio script writing and
transmission.
3.3 Scope of the Guideline
The scope of the radio program broadcast guideline is within the WSA operational areas in terms
of geographic cover and applies to WSA staff, PO, radio listeners’ groups, community
volunteers/facilitators who are going to be selected from the community and serve the same
community within the project intervention area. In addition, this guideline is applicable only if
improved, approved and endorsed by WSA’s SMT.
3.4 When and How to Use the Guideline
All WSA full time staffs, specifically the one who is responsible for managing community
volunteers/facilitators at every stage is expected to use the guideline as reference, guidance and
organizational document during planning, implementation, monitoring and evaluation of projects
in general and that of local radio program broadcast in particular. This guideline will be used and
implemented as per the directions and endorsed by the management of the organization. It will
also be applicable if endorsed by the management (SMT) of the organization.
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4. Guiding Principles and Conducting Preliminary Assessment
Setting guiding principles during local radio program broadcast will have paramount importance
for the overall coordination and implementation of the set project/program objectives. Likewise,
conducting preliminary assessments on how and when the radio program broadcast would help
to know the availability of the airtime with the local radio station/agency.
Guiding Principles The Importance of Conducting Preliminary
Assessment
Creating a diversity of voices and opinions Check availability of FM frequency if clearly
on the air heard in target area
Inclusiveness in listening group (regardless Assess community members experience and
of gender, sex, tribe/ethnicity , disability custom of radio listening
and income)
Listening groups are the ultimate decision Consider the appropriateness of transmission
makers in the whole process period
Give voice to the voiceless Consider inclusion of variety of programs in the
radio transmission
Encourage open dialogue and discussion Assess the appropriate time for the radio
broadcast to reach to the wider community
Encourage participation, sharing of consider the relevance of radio message in
information and innovation relation to project or program objective
Provide a diversity of programs and content Understand the target groups and what type of
radio program is suitable
Promote women participation and Assess existing radio stations and their working
leadership experience in the project target area
Give room/space for dialogue Check availability of FM frequency if clearly
heard in target area

5. Formation of Partnership with the Local Radio Station/Agency

The need to establish partnership with the local radio station is important for the effective
implementation of the envisaged radio program broadcast. To this end, signing of memorandum
of understanding (MoU), the roles expected from the two parties (project holder and
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broadcaster), formation of technical working group (TWG) between the two parties, types and
contents of the radio program broadcast, etc. are some of the joint venture activities that could
create synergies between the project holder and the broadcaster.
5.1 Signing of Memorandum of Understanding (MoU)
While entering the agreement, the MoU should at least include the following articles.

Contents of MoU
Article 1: Aim of the agreement; Article 6: Disagreement;
Article 2: Type and scope of the agreement; Article7: Change and improvement;
Article 3: responsibility of duty bearer; Article 8: Lifespan of the agreement;
Article 4: responsibility right holder; Article: 9 Reasons for interruption of the
agreement;
Article 5: Sharing copies of audio materials; Article 10: Witnesses, etc.

5.2 Role and Responsibilities of the Local Radio Program Broadcaster/Agency

o Produce and broadcast the radio program on the basis of the agreed principles: Enter MoU
and payment procedure: agreement should be entered to bind the rights and duties of both
parties, mode of transmission, duration, payment, ethical consideration, resolving
disagreement or termination or closing;
o Role of a program producer to capture contents from the Program/project office staff or
target groups: A journalist from the radio station should be the focal person for the
agreement entered with WSA and should also know and give high value of the culture,
values and norms of the community whom the program is supposed to be transmitted;
o Travel to the intervention localities to undertake interviews with target beneficiaries, role
models, different stakeholders , collect case stories from the horse mouth, get first-hand
information through interviews from project focal persons or responsible office heads;
o The radio agency should notify a date ahead of time to set appointment and see project
activities;
o How to get a copy: the radio station should provide WSA with soft copies of each radio
program either every month, every quarter or biannually which could be facilitated by a
journalist/producer.

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o Roles and responsibilities could be added by WSA program offices based on the local
context
5.3 Role of WSA
o Creating agreement with service provider: MoU should be signed with radio stations using
agreement form prepared for this purpose;
o In consultation with the respective HO program Coordinators, the field offices will prepare
areas/components and contents of projects so that the radio station will have clear idea of
what is expected to be transmitted and the messages to be developed;
o WSA project office should request with a letter to relevant radio or media agencies for radio
transmission for selection of least price as well;
o Each respective program/project Office is required for translation of the Amharic radio
contents prepared by WSA-HO into local languages: the content of any message is the
responsibility of WSA and must be handled with much care such as using prohibited words
by charity agency and all things must be checked before airing;
o Facilitating orientation on the specific project, field visits for radio station responsible
persons, capturing process, interview, providing reference material: WSA should create
access of information for a journalist, reference materials and interviewing group members;
o Developing and sharing schedule for listening groups; every detail, time and date of
transmission should be told to groups a head of one week time;
o Set schedule or time line for all tasks; such as date of interview, location and where and when
a radio message to be transmitted;
o Set time for journalist visit: the date of journalist visit should be convenient and agreed by all
parties;
o Capturing discussion: reports on discussion should be compiled and shared to Head office
from grass root level Collect feedback, Review, and Evaluate the impact;
o WSA should gather feedback from listening group and wider community on messages and
what should be improved and the impact of the program should be evaluated at the end of the
program.

5.4 Types and Contents of Radio Magazine Formats

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The Formats of Radio Programs magazines could be for children, women, youth or on health,
sports, science or music. If the audiences open any one of these magazines, they will find
articles, reviews, features, photo features etc. Radio also has magazine programs like those in the
print media. A radio magazine is broadcast at a particular time on a particular day of a week or a
month. That means it has periodicity. Similarly, it has plenty of variety in contents. Some or
many formats of radio are included in a radio magazine. These may be talks, discussions,
interviews, reviews, music etc.
The local radio program planned to be prepared on the basis of magazine format would
predominantly focus on the set objectives and programmatic activities of each respective
projects. The radio program will embrace various formats and uses the magazine presentation
technique. It would, predominantly include features, case stories, testimonials, interviews and
resource materials. The productions would be prepared with the purpose of enriching the
knowledge and experience of the target audiences. The productions which are in one way or
another, interconnected and interdependent, would present the issue in a strengthened and
consolidated form. The program which would be presented with various formats would
invigorate the participation of various parties and consolidate the popularity of the program.

6. Formation of Radio Listeners’ Groups (RLGs)

Radio listeners’ group will be organized from project target groups mainly SHGs/CLAs could be
considered as radio listener groups. The purpose of establishing radio listeners’ groups is to
create discussion forums on the transmitted programs by project target groups and provide
feedbacks to the project holder and in turn take corrective actions if the radio program deviates
from the agreed contents and principles of the two parties (project holder and the broadcaster).
More specifically, it would address the following important inputs but not limited to:
o Create a discussion forum among communities;
o Encourage communities to listen the radio program;
o Create linkages between RLGs and communities;
o Discuss the major programmatic activities/issues indicated in the mother project document;
o Provide qualitative and quantitative data for monitoring and evaluation purpose.
o WSA/PO would establish listeners’ groups ( number of RLGs would be determined);

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o Members of one listeners’ group would range from 12 to 15 and composed of the project
target groups;
o WSA/PO would develop facilitators’ guide and diary forms for the listeners’ groups.

6.1 Sample Diary Form

A particular Diary Form is a kind of template that consists of open ended questions to be filled
by the Facilitator, in this case, the Facilitator would be assigned by the PO (he/she could be
CEW at Kebele level).
1. Geographical Location of the Project (the local radio program broadcast)
o Region------------------- Zone-------------Woreda/Kebele---------------------------------------------
o Name of Listeners’
Group---------------------------------------------------------------------------------
o Number of Radio Program Transmitted/Episode ----------------------------------------------------
2. Comments on the Local Radio Program Broadcast

2.1 What was the core messages transmitted in the radio program? Did the program address the
set objectives indicated in the mother project document? If no why------------------------------

2.2 What new information have you gained from the radio program? ----------------------------------

2.3 How did you find the episode/program? The educational elements of the program Explain---

2.4 How did you find the radio program in the context of your situation/environment? -------------
2.5 What general comments do you have on this radio program? --------------------------------------
2.6 Suggestions/Opinions, If any----------------------------------------------------------------------------

6.2 The Role of Facilitator and duration of the Local Radio Program
o The facilitator would be the PO staff member assigned for the overall coordination of the
RLGs; 24301070
o The facilitator would be responsible to establish the RLGs in each respective Kebeles;
o The facilitator would be responsible to encourage the RLG members to listen the local radio
program broadcast;
o The facilitator would be responsible to fill the diary forms and send the feedbacks to the
WSA/PO ;

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o Members can listen the radio program both in groups and individually (depends on the
transmission time) but can discus in group the messages transmitted on the specified date;
o The local radio program would be transmitted once a week for a maximum of 20 minutes,
and will go through the life span of the project.
6.3 Formation and Role of Technical Working Group
o The technical working group having 3 members could be established (one from the radio
program broadcaster and two from the project holder);
o The technical working group will facilitate the local radio program broadcast to be
transmitted as per the MoU;
o The team will support the overall radio program coordination and implementation (can
monitor the contents of the radio program);
o The team will translate the contents of the radio program into the local language,
o The team will be also responsible to establish RLGs in the intervention Kebeles and can
develop Mini-Facilitator’s guide which will assist the RLGs, etc.

7. Monitoring, Evaluation and Documentation Practices

Monitoring and evaluation of the local radio program shall be an on-going process across each
project implementation period. During the implementation periods of projects in which the local
radio programs are in place WSA, MEAL section will develop a comprehensive monitoring and
evaluation system with clearly defined indicators that will be the basis for regular collection and
analysis of data on key process and output indicators both at radio listeners groups and
community levels. Using the WSA’s monitoring and evaluation framework, the following
dimensions of change will be considered:
o Changes in the lives of radio learners and their communities;
o Changes in policies and practices affecting the lives of the target groups;
o Changes in radio listeners groups’ participation and active citizenship;
Towards the end life span of each project (depends on the life span of each project), the
above mentioned dimensions of change as supposed to be stated in WSA’s monitoring and
evaluation framework, will be assessed to identify changes that have taken place in the lives of
the target groups. . There shall be an evaluation of the local radio program broadcast at the end
life span of each program/project. The monitoring and evaluation processes will be participatory

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in nature involving the communities, the listeners groups, partners and staff of WSA/PO. The
evaluation will generate a documentation of good practices and the lessons learnt throughout the
local radio program broadcast implementation period of each project. Bi-Annual and/or
Quarterly Reporting of the local radio program along with the implementation of each project
will be also conducted in line with the monitoring and evaluation plan of WSA-HO.

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