Norwegian Church Aid

Ethiopia Strategy

2016-2020

Updated 20th, September, 2015

1 Norwegian Church Aid Ethiopia Strategy 2016-2020

Table of contents

List of abbreviations ....................................................................................................................... 3

Executive summary ........................................................................................................................ 5
1. Context analysis ..................................................................................................................... 6
2. Lessons learned .................................................................................................................... 10
3. Geographic focus ................................................................................................................. 11
4. Theory of Change for NCA Ethiopia .............................................................................. 12
5. Strengthening civil society ............................................................................................... 14
6. Programmes........................................................................................................................... 16
6.1. Global Programme: Reproductive Health (RH) ....................................... 16
6.2. Global Programme: Climate resilience ....................................................... 19
6.3. Global Programme: Water, Sanitation and Hygiene (WASH) ........... 22
7. Emergency preparedness and response ..................................................................... 25
8. Finance and funding ........................................................................................................... 27
9. Monitoring and evaluation ................................................................................................ 29
10. Organisational prerequisites ........................................................................................ 30
11. Risk management ............................................................................................................ 32
Annex 1: Map ................................................................................................................................. 33
Annex 2: Partner information................................................................................................... 34
Annex 3: Cross-cutting issues and strengthening civil society ................................... 46
Annex 4: Programme results frameworks ........................................................................... 47
Annex 5: Funding strategy and targets ............................................................................... 49
Annex 6: Planned evaluations .................................................................................................. 51
Annex 7: Risk analysis and management ........................................................................... 52
References ....................................................................................................................................... 55

2 Norwegian Church Aid Ethiopia Strategy 2016-2020

List of abbreviations
ACT Action by ChurBches Together
ADAA African Development Aid Association
ARRA Administration for Refugee and Returnee Affairs
B4G Beza for Generation
BfdW Brot-für-die-Welt
BPRM Bureau for Population, Refugees and Migration (US Department of State)
CC Community Conversation
CCRDA Consortium of Christian Relief and Development Associations
CEFM Child, Early and Forced Marriages
CRGE Climate-Resilient Green Economy
CR Climate Resilience
CS Civil Society
CSO Civil Society Organization
DAG Development Assistance Group
DCA DanChurchAid/Folkekirkens Nødhjelp
DF Development Fund
DFID/UKAID Department For International Development/United Kingdom Agency for
International Development
DRMFSS Disaster Risk Managment and Food Security Sector
DRMTWG Disaster Risk Management Technical Working Group
DRR Disaster Risk Reduction
ECC-SADCO Ethiopian Catholic Church Social and Development Commission
ECFE Evangelical Churches Fellowshiop of Ethiopia
ECHO European Commission’s Humanitarian Aid and Civil Protection Department
EECMY-DASSC Ethiopian Evangelical Church Mekane Yesus –Development and Social
Service Commission
EIFDDA Ethiopian Inter-Faith Forum for Development, Dialogue & Action
EKHCDP Ethiopian Kale Hiwot Church Development Program
EOC-DICAC Ethiopian Orthodox Church – Development Inter Church Aid Commission
EMDA Ethiopian Muslim Development Agency
EPRDF Ethiopian People’s Revolutionary Democratic Front
EPRP Emergency Preparedness and Response Plan
FBO Faith-Based Organization
FDRE Federal Democratic Republic of Ethiopia
FGM Female Genital Mutilation
GBV Gender-Based Violence
GO-NGO Government Organizations-Non-Government Organizations
GTP Growth and Transformation Plan
HAP Humanitarian Accountability Partnershiop
HP/HTP Harmful Practice/Harmful Traditional Practice
ICCO Inter-Churches Organization for Development Cooperation
IGA Income-Generating Activity
INGO International Non-Governmental Organization
IRC International Rescue Committee
IRCE Inter-Religious Council of Ethiopia
Kebele Village in Amharic
KMG Kembatta Women Self Help Center
MDG Millennium Development Goal
M&E Monitoring & Evaluation

3 Norwegian Church Aid Ethiopia Strategy 2016-2020

MFA Ministry of Foreign Affairs (Norway)
MTR Mid-Term Review
NCA Norwegian Church Aid
NDPPC National Disaster Prevention and Preparedness Committee
NFI Non-Food Item
NGO Non-Governmental Organization
NOK Norwegian Krone
NORAD Norwegian Agency for Development Cooperation
NRK Norsk Rikskringkasting
ODA Official Development Assistance
ODF Open Defecation Free
ODWaCE Organization for Development of Women and Children Ethiopia
OFDA Office of Foreign Disaster Assistance (USAID)
OWDA Organization for Welfare and Development in Action
PME Planning, Monitoring & Evaluation
REDD Reducing Emissions from Deforestation and forest Degradation
REST Relief Society of Tigray
RRAD Refugee and Returnee Affairs Department (of EOC-DICAC)
RH Reproductive Health
SDG Sustainable Development Goal
SGBV Sexual and Gender Based Violence
SHARE (ECHO) Supporting Horn of Africa Resilience
SNNPR Southern Nations, Nationalities and Peoples Regional (State)
SRH Sexual and Reproductive Health
STI Sexually Transmitted Infection
TBA Traditional Birth Attendant
TRHaDO Tamira Reproductive Health and Development Organization
UN United Nations
UNFPA United Nations Population Fund
UNHCR United Nations High Commissioner for Refugees
UNICEF United Nations (International) Children’s (Emergency) Fund
UN OCHA United Nations Office for the Coordination of Humanitarian Affairs
USAID United States Agency for International Development
USD United States Dollar
WASH Water, Sanitation And Hygiene (promotion)
WASHCO Water, Sanitation and Hygiene Committee
Woreda District in Amharic

4 Norwegian Church Aid Ethiopia Strategy 2016-2020

Executive summary
During the last two decades Ethiopia has made impressive progress on many development
indicators. However, still with around 28 million or 30% of all Ethiopians living below the na-
tional poverty line, many are vulnerable to climate-induced and economic shocks. Contrib-
uting to their vulnerability are; poor access to water, low agricultural productivity and wide-
spread environmental degradation. Factors, besides insufficient nutrition, that put at risk the
lives and health of particularly young women, girls and infants are: Unsafe and inaccessible
water supply; non-existent or poor sanitation and hygiene practices; risky pregnancies and
delivery and; harmful practices such as Female Genital Mutilation (FGM) and early marriages.
These development challenges are also duly recognized by the Ethiopian government as
demonstrated amongst others in their five-year Growth and Transformation Plans (GTP).

NCA-Ethiopia believes that lasting changes depends on ensuring local ownership to changed
practices and the management of interventions during and beyond the actual project period.
The vision for the new strategic period, 2016-2020, is therefore to: “Seek a future in which
Ethiopian rural communities are resilient, and women, youth and girls are empowered to con-
tinually improve and sustain their lives and health”. This will be sought achieved through the
following four key change pathways: Changing social norms and hence practices and behav-
iour; building strong community responses; linking community interventions with government
policies, offices and public services and; strengthening civil society organizations. When de-
signing and implementing its program interventions, NCA will address and mainstream as
relevant: gender, people with special needs, conflict sensitivity and the environment.

Changes will be sought within three programmatic areas: Water, Sanitation and Hygiene
(WASH), climate resilience and reproductive health. All three represent a continuation of
NCA’s programs during the period 2011-2015. Girls, young women and men, living primarily
in rural districts with high prevalence of harmful practices as well as recurrent food and water
shortages, will be prioritized. Key stakeholders are community leaders and organizations, rel-
evant government offices on all levels, and faith-based and secular organizations with local
presence and legitimacy. The target is to assist, with a total budget of nearly NOK 216 million,
over 500,000 people with one or more interventions during the 2016-2020 period.

NCA’s development programs for WASH and climate resilience will aim to mitigate emergency
situations such as droughts and floods. However, when required, NCA will also intervene in
emergency and refugee crisis. As per September 2015, over 10 million Ethiopians 1 need addi-
tional support with food, either from the government or the international community. The
country is also hosting over 720,000 refugees from neighbouring countries. The initial priority
for refugee assistance is South Sudanese refugees in Gambella and Eritrean refugees in Addis
Ababa and Tigray. For emergency responses, NCA may respond to government declared
emergencies in any location, but in general it will prioritize geographic areas i.e. the selected
zones for its development programs. These are: Southern zone in Tigray; East Shoa in Amha-
ra; East Haraghe and West Arsi in Oromia; Shebelle in Somali and; Segen, Sidama, South
Omo and Wolaita in Southern Nations, Nationalities and Peoples Regional State (SNNPR).

NCA’s partners are both Ethiopian specialist secular and faith-based organizations. The latter
include all major faiths, both Christian (Orthodox, Protestant and Catholic) and Muslim. NCA’s
role build on its added-value in Ethiopia, which includes: A name and position amongst faith-
based partners and religious leaders, which enable it to play a coordinating role of inter-faith
action and to address sensitive issues; its technical expertise on WASH, climate resilience and
reproductive health; its knowledge about government policies and laws and; relations with
regional and national resource organizations and networks. Priority areas for strengthening
Ethiopia’s civil society organizations are: Defending the civil society space through documen-
tation, visibility and dialogue with key government entities and; capacity development within
NCA’s programmatic areas and on accountability towards donors, government and communi-
ties served. For more details, please see chapters 4 and 5.

5 Norwegian Church Aid Ethiopia Strategy 2016-2020

1. Context analysis
Socio economic situation
In spite of good progress on most development indicators, over 71% of all Ethiopians can
still be classified as living in a situation of severe deprivation or poverty 2. High economic
annual growth of around 10% during the last decade 3 , has not produced enough
employment opportunities. Urban unemployment amongst 20-24 year olds is close to
28% 4 . Poverty, including landlessness and insignificant rural job creation, drive many
youth to urban centers or abroad. In the search for a better life, some fall victims to
human trafficking, abuse and exploitation in foreign countries.

Over 30% of the population in Amhara, Tigray and Oromia regions is unable to pay for
basic food necessities 5. Reasons include: “….land degradation, recurrent drought, poor
and inadequate management of risk, population pressure, and subsistence agricultural
practices…”.6 Economic shocks such as sudden changes in prices on agricultural inputs
and products and climate-related events, contribute to raise food insecurity levels for the
85% of the population depending on agriculture 7 . Less predictable climate patterns,
including more frequent and extreme droughts and floods, put families at risk of
depleting their savings and selling off productive assets e.g. livestock, land and farming
tools, in order to feed themselves.

Sustainable water supply is key to achieving higher agricultural productivity and

improved health for livestock and humans. Better access to irrigation could potentially
move 6 million Ethiopians out of poverty 8 . Providing safe water to the estimated 42
million people without such access, whereof 33 million in rural areas 9 , would reduce
prevalence of water-borne diseases, and the water collection burden of women and girls.
A higher number of functional water schemes, combined with improved sanitation and
better hygiene practices, would help reduce amongst others child mortality. In 2010 for
example, 14% of all deaths of Ethiopian children younger than five years, was due to
diarrhea10. During the last decade, improved sanitation has been less prioritized. As a
consequence only 28% of the population in 2015 had such access compared to 57% for
safe water8.

Besides education, health is the sector where Ethiopia has made most progress amongst
others through a decentralized system of health clinics and health extension workers.
Still, maternal mortality stands at 676 women for every 100,000 live births11. Only 15%
of all births are attended by skilled mid-wives 12 . Fertility rates, albeit decreasing,
continue to be high with 4.6 children per woman 13. Although knowledge about modern
contraceptives are nearly universal, only 44% of all married women between 15 and 29
years old are using such methods14. One reason is the less than 50% health coverage
amongst adolescents and youth15. Female Genital Mutilation (FGM) and early marriage
have consequences for girls and women’s health, well-being and length of education.
More than 50% of all girls 0-14 years are considered to be at risk of FGM 16, and the
average age of marriage for women is only 16.5 years 17.

Located between several fragile countries i.e. Eritrea, South Sudan and Somalia, Ethiopia
has become the African country receiving most refugees. At the end of July 2015, the
number of refugees were nearly 720,000 18 . This burden comes in addition to the 4.5
million Ethiopians, who in 2015 require emergency food assistance19, and the around 10
million, who are included in the government’s Productive Safety Net Program (PNSP) 20.
In August 2015, over half of Ethiopia’s 814 districts, were classified as facing a moderate
to very severe food insecurity situation21.

State's institutional capacity

The Federal Democratic Republic of Ethiopia (FDRE) and its administrative structure
reach every corner of the country through eleven regional states and city
administrations, some 70 Zones, 814 districts (woredas) and thousands of villages

6 Norwegian Church Aid Ethiopia Strategy 2016-2020

(kebeles). Each zone and district include administrative offices for sectors such as health,
water, agriculture, and finance and economic development.

The country’s development is guided by 5-year plans, the national Growth and
Transformation Plans (GTP). The next is for 2016-202022. The aim is to become a middle-
income country by 2025 by accelerating economic growth. For most key sectors, the
State apparatus has comprehensive policies, plans and programs. These include a WASH
Implementation Framework23, a Green Economy Strategy24, and National Strategies for
Disaster Risk Management 25 , Reproductive 26 and Maternal 27 Health, and Harmful
Traditional Practices28.

A conscious decision to dedicate more than 65% of all public expenditures on pro-poor
sectors such as education, water, health, agriculture, roads and energy 29, have helped
Ethiopia to meet the Millennium Development Goal (MDG) for poverty reduction.
However, still, some 28 million Ethiopians live under the national poverty line of USD
0.70 30 . Also the 2015 MDG targets for maternal health, sanitation, women’s
empowerment and equality, and environmental sustainability was not met within the
2015 deadline31.

In spite of many policies, improved legal frameworks, extensive governmental structures

and some well-established national systems e.g. for early disaster warning, significant
gaps remains both with respect to geographic areas and population groups’ equal access
to public services and justice. Reasons include the government’s stretch capacity due to a
weak starting point as one of the most war-torn and famine-stricken countries;
challenges with recurrent droughts, floods and isolated conflicts and; rapid population
growth and urbanization. In addition, poor awareness of and weak implementation of
policies and laws; inadequate governance systems; lack of and high-turnover of
competent and skilled manpower; and a focus on institutional arrangements rather than
operational aspects, are all factors affecting the effectiveness of the government
apparatus to respond and provide services32.

Power analysis
Visible power in Ethiopia is exercised primarily by government ministries, bureaus and
agencies. Through the state’s decentralized federal structure, significant power is also
with regional parliaments and government offices. More invisible power is exercised
through the ruling coalition party’s mobilization around the political doctrine - the
developmental state. The Ethiopian People’s Revolutionary Democratic Front (EPRDF) has
dominated since 199533, and during the 2015 election, it won all seats in the national and
nearly all in the regional Parliaments. A tendency is towards increased regulation and
coordination by government offices of all realms of the society. To a certain extent this
includes co-optation of other potentially influential groups such as religious actors,
media, academia and civil society.

Government influence extends in theory down to the grassroots through the system of
“one person being responsible for five households”. This facilitates communication and
awareness raising on for example health issues, and control and mobilization around
specific government agendas. Other influential groups, includes traditional, clan and
religious leaders and leaders of community-based and traditional organizations such as
“Iqubs” and “Idirs”. The latter facilitate community and household savings, local safety
nets and solidarity actions. Through their role and wide membership, they have
legitimacy and are influential actors for community decision making, mobilization, conflict
mitigation and resolution, and for maintenance and formation of attitudes, beliefs and
practices.

Socio-cultural norms shaping peoples’ attitudes and beliefs, tend to make Ethiopian girls
and women more disadvantaged with poorer access to decision-making; public services;
land; information; justice and; leisure opportunities. Acceptance of violence against girls
and women, including harmful practices such as FGM, abduction and early marriage, are

7 Norwegian Church Aid Ethiopia Strategy 2016-2020

often considered a normal part of community and family life. Traditional beliefs also
affect for example maternal health as they tend to favor home delivery, and as they
shape perceptions about complications and risk factors during pregnancy and birth.

Ninety-percent of all Ethiopians belong to either the Orthodox, Muslim or Protestant

faiths34. Within them, there are large variations in doctrines from conservative to liberal,
on amongst others gender roles and Sexual and Reproductive Health (SRH) issues.
Religious institutions play a key role in shaping people’s values and are often a spiritual
and social safety net for the most marginalized. Through their centuries old national to
grassroots institutional structures and direct interaction with believers, Ethiopian religious
institutions are a powerful force for both maintaining status quo and for social
mobilization and change.

Role of civil society

Ethiopia’s civil society include a range of organizations from grassroots level e.g. informal and
traditional community-based organizations, agricultural cooperatives and water-committees to
national-based organizations. Amongst the latter are organizations with closer links to the
government e.g. membership, mass and regional development organizations as well as more
independent faith-based and secular Non-Governmental Organizations (NGOs).

With the 1991 fall of the Derg regime, NGO numbers increased significantly to over 3,00035.
However, since the 2009 Civil Society Organizations (CSO) law36, civil society space has become
restricted. The law prohibits NGO involvement in issues related to democratic governance, peace and
human rights, and puts restrictions on funding sources and expenditures. Consequences include a
shift by NGOs towards service delivery, an increase in operational INGOs and considerable
sustainability challenges for smaller NGOs.

In spite of this, Ethiopian CSOs continue to play a significant role in poverty alleviation and provision
of services and safety nets to the poorest. Local NGOs with strong local presence and legitimacy,
contribute to mobilize and change community leaders and people’s knowledge, attitudes and
practices in important and sensitive areas such as sanitation and hygiene practices, health-seeking
behavior and harmful practices. Many NGOs, and in particular faith-based development
organizations, have a long-term commitment to the communities they serve. Hence they present an
opportunity for fostering local ownership and for follow-up of accountability and sustainability of
services e.g. WASH schemes, agricultural cooperatives and savings groups, and of changes of
attitudes and practices related to e.g. harmful practices.

As members of networks and coalitions, and through project implementation and dialogue with
government offices on various levels, individual CSOs, are able to exercise a degree of influence
within their sectors. This may range from government offices’ accountability, cooperation and links
with local community structures and organizations, to dialogues on policy development and their
implementation.

Conflict analysis
Since the Ethiopian-Eritrean war, Ethiopia has been the most stable country on the Horn
of Africa besides Djibouti. However, in border areas, some spill-over from the conflicts in
South Sudan and Somalia as well as tensions with Eritrea, can be felt. Isolated conflicts
over water and land, often labelled ethnic conflicts, occur periodically, particularly in pas-
toralists’ areas and areas with competing land development activities including for hydro-
electrical power generation and commercial farming. Certain areas have and continue to
face tensions around identity markers such as religion and ethnicity. Although the gov-

8 Norwegian Church Aid Ethiopia Strategy 2016-2020

ernment emphasizes a history of tolerance and respect between the peoples’ of Ethiopia,
there is a tendency towards greater expression of identify, particularly amongst the
youth. This includes expressing stronger belonging to a specific faith direction within the
great diversity of Islam and Christianity. Current and potential conflict areas include West
Arsi and East Haraghe in Oromia, Gambella and South Omo in SNNPR.

Problem statement
A key challenge for development interventions in Ethiopia is local ownership and sustain-
ability. NCA-Ethiopia will therefore focus on this, when addressing the following pro-
grammatic problems for:
• WASH: High mortality and morbidity rates due to water- and vector borne diseas-
es as consequences of: People’s and communities’ lack of sanitation facilities; un-
hygienic practices and; poor access to safe and well-functioning water supply.
• Climate resilience: Chronic and periodic food insecurity due to the combination of
severe poverty and climatic shocks, resulting in households depleting their sav-
ings, selling off assets and increasing their dependency on emergency relief.
• Reproductive health: Girls and women suffering health and other consequences of
social norms being maintained, which support attitudes and practices related to
e.g. unsafe home-deliveries, early marriages and pregnancies, female genital mu-
tilation and intimate partners violence.

9 Norwegian Church Aid Ethiopia Strategy 2016-2020

2. Lessons learned
The country program strategy for the forthcoming period draws on lessons learnt from the imple-
mentation of the previous 2011-2015 strategy, ongoing program monitoring, reviews and evalua-
tions, and partner and staff consultations. Key lessons include:

 Reviews and partner consultations show that program integration between WASH, Climate
Resilience and Reproductive Health means better cost-effectiveness and more comprehensive
results. Service components such as water supply and Income-Generating Activities (IGA) helps
create space for community dialogues on behavior change and taboo subjects such as FGM. An
integrated reproductive health program will take better advantage of synergies between various
health components both for messaging and programming e.g. for harmful practices, maternal
health, youth Sexual and Reproductive Health (SRH) issues, and hygiene promotion.

 As observed during field monitoring, NCA-Ethiopia’s WASH program in the past focused primarily
on providing access to safe water mainly through drilling of shallow wells. However, sustainable
health benefits can only be achieved through integrating water supply with improved sanitation
and better hygiene practices. Also as confirmed through an NCA-Ethiopia internal rapid
assessment in April 2015, capacity strengthening and involvement of local structures from the
beginning, enhances community ownership and sustainability of results. For example there is a
correlation between strong, accountable and effective WASH committees and functional WASH
schemes.

 Evaluations of Samre 37 and Hintalo Wajirat 38 projects in Tigray confirm that watershed
management and livelihoods diversification are two effective strategies for building
communities’ resilience to climate change. Also alignment of project plans and integration of
activities with local government structures leverage better results. This includes for example
tapping into human and material resources of local government offices e.g. the Productive Safety
Net and agricultural and health extension workers.

 As documented in the Mid-Term Review (MTR) of the Joint project with Save the Children on
FGM39, local ownership and consensus on changes are critical in order to ensure lasting changes
in practices. Successful approaches include Community Conversations (CC) and involving
traditional community based structures and religious leaders in changing long held beliefs and
social norms related to e.g. harmful practices, sanitation and hygiene.

 Experience from the past strategic period has shown that results are more impressive for
programs and projects with more significant funding. One approach to this is joint programming
with other INGOs. Positive examples include the joint program with Save the Children on FGM
and the joint climate change adaptation project with Brot für die Welt (BfdW) in Ensaro Wayu,
Amhara.

 Reviews show that partners’ compliance with NCA and donors’ financial and administrative
requirements, is often a greater challenge than programmatic achievements. Hence, there is a
continued need for strengthening partners’ internal processes and procedures for financial and
administrative control as well as their monitoring and reporting. This includes in some cases,
strengthening partners’ management and number of qualified staff, including their retention.

 As recommended by partners during an April 2015 partners’ meeting and online survey, NCA-
Ethiopia should strengthen the frequency of its monitoring visits and meetings with partners.
These should give equal weight to financial and programmatic performance, compliance,
documentation and learning. Strengthening partners’ capacity around strategic program design,
Monitoring & Evaluation (M&E), and internalization of evaluation findings, have also been raised
as issues40.

10 Norwegian Church Aid Ethiopia Strategy 2016-2020

3. Geographic focus
NCA's geographic focus areas
NCA-Ethiopia in 2011-2015 worked in Addis Ababa and over 20 zones in six regions; Tigray, Amhara,
Oromia, Somali, SNNPR and Gambella. For 2016-2020, the number of regions will be maintained, but
the number of zones for development interventions will be halved. Geographic concentration will
first of all be the result of integration of two or more programs in one geographic area. For the
selection of locations, the reproductive health program takes priority as changing social norms
require continuity of efforts. Its focus will be on consolidating results in current geographic areas and
expanding to adjacent villages and districts, where FGM is still highly prevalent. Drought prone areas
with tensions over water and recurrent water trucking, will be prioritized for new WASH
interventions as well as watershed management activities to ensure sustained use and regeneration
of ground water resources. Climate resilient projects will continue in three current zones, but in
different water catchment areas. The priority for humanitarian interventions is South Sudanese and
Eritrean refugees in Gambella and Tigray. Although NCA may respond to any declared refugee crisis
or emergency in Ethiopia, preference will be given to zones and districts classified as hot spot priority
areas, and for which NCA is already working with partners on development or humanitarian
interventions.

Criteria used for geographic selection

• Potential for integration of programs i.e. two or more programs for each location.
• Presence and strength of partners in the locations i.e. their ability to bring results.
• Severity/prevalence/coverage/need including vulnerability as disaster-prone areas.
• Potential synergies with other Norwegian and ACT-sister organizations.
• Strategic choice of locations for programs – donor/government/UN emphasis, and scale-up
considerations to adjacent areas e.g. for Reproductive Health (RH).
• Potential for Civil Society (CS) development/strengthening in the area.

Zone Programs Justifications

Tigray/ Dev. WASH, Cli- Program integration; build on lessons learnt with current partners; poor
Southern mate Resilience institutional water supply, food insecure; cooperation/co-funding with De-
region velopment fund (DF); private donations from Norway and Australia.
Amhara/ Dev. WASH, RH, Program integration; build on lessons learnt with current partner; food inse-
North Shoa Climate Resilience cure; co-funding with Brot für die Welt; potential cooperation with DF.
Oromia/East Dev. WASH, RH, Program integration; very poor WASH coverage (water trucking), food inse-
Haraghe & Climate resilience cure, disaster- and conflict prone; scale-up/expansion areas for RH incl. for
West Arsi the worst forms of FGM, CS strengthening.
Somali/ Dev. RH Build on lessons learnt with current partner, scale-up area for RH, coopera-
Shebelle tion with DF, CS strengthening.
SNNPR/ Dev. RH Build on lessons learnt with current partners, consolidation and scale-up
Sidama & areas for RH, CS strengthening.
Wolaita
SNNPR/ Dev. WASH, Cli- Poor WASH coverage (many non-functional schemes), potential cooperation
Segen mate Resilience with BfdW, CS strengthening WASH & accountability.
SNNPR/ Dev. WASH, RH, Program integration, build on lessons learnt with current partner, poor
South Omo Climate Resilience WASH coverage, food insecure, disaster- and conflict prone, RH scale-up
area, potential cooperation with Christian Aid, CS strengthening.
Addis Ababa Dev./Hum. All National dialogues, coordination, networking and policy work.
Gambella Hum. WASH South Sudanese refugee influx of over 200,000. Large WASH needs in camps
and host communities. CS strengthening. Cooperation with DanChurchAid.
Tigray/ Ad- Hum. Various Eritrean refugee influx of over 130,000 with secondary movement. Needs for
dis Abeba interventions education, psychosocial and medical support and livelihood activities in
camps and urban setting. CS strengthening.

11 Norwegian Church Aid Ethiopia Strategy 2016-2020

4. Theory of Change for NCA Ethiopia
Vision
NCA-Ethiopia’s vision is therefore to: “Seek a future in which Ethiopian rural communi-
ties are resilient and women, youth and girls are empowered to continually improve and
sustain their lives and health”.

Preconditions to reaching the vision

To contribute to this vision, NCA-Ethiopia will follow four change pathways:
 Change social norms: For women, youth and girls to be empowered, social norms that favour
their right to decide over own bodies, must be accepted by the local community. Influential
community leaders and members must be convinced about the need for change, including with
respect to negative health consequences of e.g. poor sanitation and hygiene, home-delivery
without skilled health staff, early pregnancies and harmful practices. In order to sustain changes,
a critical mass of convinced family heads, boys and girls have to be created. Through them and a
sanctions system, pressure to conform will be exercised on those likely to maintain old practices.
Sanctions may include penalties imposed by traditional community-based organizations or the
government judicial system.
 Build strong community responses: For Ethiopian rural communities to be resilient, they need
organization, capacity, knowledge and means for: Consultative change processes e.g. community
dialogues; committees for regeneration and protection of water, soil and vegetation; community
task forces for disaster-risk preparedness and response; self-help groups for savings and
livelihood development and; for operations and maintenance e.g. WASH Committees. In order to
achieve this, an initial support with capital, tools, capacity building and organization may be
required.
 Link community interventions with government policies, offices and public services: For changes
in points 1 and 2 to be viable, interventions must be aligned with Ethiopian government policies,
and coordinated with relevant government offices. Families, women and youth must be
informed about their rights according to Ethiopian laws, and about available public services.
Further local community leaders’ must know about government policies and plans, and
community interventions must be linked with government offices and services for long-term
coordination and support. This link must include mechanism for citizens’ feedback and
consultations as a part of social accountability.
 Strengthen civil society organizations: For both initial action as well as follow-up of the three
above points, Ethiopian rural communities need support of both faith-based and secular CSOs.
Provided local presence, legitimacy, and understanding of the communities they serve, local
CSOs can play a crucial role in: Changing social norms; establishing links to government entities;
developing local structures and ownership and; encouraging corrective action if sustainability is
at risk. For Ethiopian CSOs, key sustainability issues are: An enabling space; ability to relate to
government laws and policies; documented and recognized results and; proven up-ward and
downward accountability.

NCA's role and added value in contributing to change

For the above and in particular point four, NCA’s added value lies in its good name and
position also with religious leaders and Faith-Based Organizations (FBOs), enabling it to
play a coordinating role for inter-faith cooperation and dialogue on sensitive issues; its
technical programmatic expertise; its knowledge about government policies and laws
and; relations with regional and national resource organizations and networks. For the
latter, NCA has and will continue to play a role in linking up smaller CSOs with stronger
national NGOs. NCA is committed to build partners’ capacity on programmatic, cross-
cutting and administrative issues. For cross-cutting issues, gender, youth, people with
special needs, the environment and conflict sensitivity, will be addressed as relevant to
geographic area and intervention. The goal is to help partners professionalize, mobilize

12 Norwegian Church Aid Ethiopia Strategy 2016-2020

funds and grow into significant actors within NCA’s three programmatic areas. It will in-
clude, as a part of defending civil society space, a continued effort to document partners’,
especially FBOs, contribution to solving Ethiopia’s developmental challenges within
WASH, climate resilience and reproductive health.

Duty bearers and rights holders

Efforts towards this vision will prioritize girls, young women and men, living primarily in
rural districts with high prevalence of harmful practices and recurrent food and water
shortages. Key stakeholders are community leaders and organizations, relevant govern-
ment offices on all levels, and faith-based and secular organizations and structures.

13 Norwegian Church Aid Ethiopia Strategy 2016-2020

5. Strengthening civil society
As described in chapter 1 “Context Analysis”, Ethiopia has, in spite of government re-
strictions, a civil society that ranges from the grassroots and traditional community-
based organizations, to regional and national NGOs and network organizations. Some
may have strong links to the market, government or a particular faith. They may be
member-based development or mass-organizations, or founded and managed by dedi-
cated individuals. On a grassroots level, many are the result of development interven-
tions e.g. self-help groups, watershed committees, cooperatives, irrigation user associa-
tions, and committees for WASH, refugees and disaster risk management.

Civil Society Organizations (CSOs), particularly on a grassroots level, have often strong
legitimacy through their local rootedness. Together they constitute considerable social
capital, which with the right approach, can be mobilized for development and social
change for e.g. WASH, climate resilience and reproductive health.

Working strategically with civil society

Since 2013, when NCA changed its WASH program from being operational, all NCA’s pro-
grams has been fully partner-based. The way NCA works with local CSOs vary from pro-
gram to program, but follows in general the same principle: NCA partners with and builds
the capacity of local secular and faith-based organizations, who in turn works hand-in-
hand with local grassroots organizations. This enables a combination of local NGOs’ un-
derstanding and urgency to promote social change with the application of local contextu-
alized knowledge and legitimacy. This is particularly important in a country like Ethiopia,
where people may be skeptical to foreign as well as the central government’s intentions,
particularly in areas concerning identity and traditional practices. Equally important is
that working with local CSOs, builds better ownership and hence sustainability.

For the 2016-2020 strategic period, NCA and partners will take into consideration both
the more restrictive civil society space, a more competitive funding environment and the
continued requests from local communities for tangible or more material changes in their
lives. The aim will be to a larger extent, combining service delivery with efforts to change
attitudes and practices related to more sensitive and taboo issues such as harmful prac-
tices and reproductive health. As religion is often used as an argument for maintaining
underlying social norms, NCA will continue to partner with both individual and umbrella
organizations connected to Ethiopia’s most important faiths.

Strengthening civil society through programme work

The above description of NCA’s way of working highlights how CSOs can contribute to
Ethiopia’s development efforts as long as they are locally rooted and have legitimacy.
The key is effective, participatory, transparent and accountable program work. On a
community level this means ensuring that local structures, developed as a consequence
of interventions, are representative. This implies that they are supported by the majority
of the local population, and that they allow for active participation in decision making by
both women and men, as well as different stakeholder groups. For water and watershed
management this means for example that different user groups are represented e.g. by
both genders, but also by users of safe drinking water as well as farmers of crops and
livestock. Further it implies active involvement of local community structures and repre-
sentatives throughout the project cycle. Their involvement contributes to strengthening
the democratic aspects of the program work i.e. giving decision-making power to the
community, and hence foster local ownership.

Capacitating core partners as civil society actors

As described in Chapter 2 “Lessons learned” compliance with administrative and financial
regulations is often a greater challenge than programmatic achievements. NCA will there-
fore during the strategic period 2016-2020 focus equally much on these aspects as on
the programmatic. For the latter, NCA will continue to implement the Humanitarian Ac-
countability Partnership (HAP) with both its faith-based and secular partners with the aim

14 Norwegian Church Aid Ethiopia Strategy 2016-2020

to ensure effective interventions, full participation of local communities and continual
learning and improvement.

At the end of 2015 and the current strategic period, NCA will conduct an organizational
capacity assessment of its partners. This will include governance, management, pro-
grammatic, financial and administrative aspects. The assessments will be used as a com-
plement to the NCA global partnership scorecard and will inform NCA and partners about
both generic and more tailor-made capacity strengthening interventions. These may in-
clude close accompaniment through frequent monitoring and supportive supervision, on-
the-job training, experience sharing, technical backstopping such as provision of tools,
program manuals and standards, and assistance with developing for example personnel
and financial systems, manuals and internal control systems. Depending on the capacity
of partners, NCA may temporarily employ or second key personnel at partners’ offices to
ensure meaningful transfer of skills and to set up systems for sound program and finan-
cial management.

NCA will also continue to support mutual learning between partner and NCA staff as well
as experience sharing platforms amongst partners. This will include transferring some of
the good lessons learnt from the reproductive health program to the WASH and climate
resilience programs. Whenever feasible and relevant, these experience sharing activities
will include other Norwegian, International and Ethiopian resource organizations including
from academia, the private sector, and ACT-sister organizations. NCA will also, with as-
sistance from its head and fellow country offices, facilitate linking Ethiopian civil society
actors with global or regional-based organizations and networks as a part of fostering
mutual learning and action. The above may include advocacy on permissible issues within
the selected NCA thematic areas. Issues will be identified and documented by establish-
ing cooperation between partners, NCA and research-based institutions. This will contrib-
ute to strengthening Ethiopian NGOs’ documentation skills. The documentation will also
be used to demonstrate Ethiopian CSOs and in particular FBOs’ contribution to Ethiopia’s
development priorities. This is important in order to give civil society more visibility and
to defend the current civil society space.

In order to facilitate national dialogues and promote civil society’s added-value, amongst
others with the documentation described above, NCA will continue partnering and coordi-
nating with forums. These include various WASH, climate change and food security plat-
forms, Government-Non-Government (GO-NGO) forums, and umbrella and network or-
ganizations e.g. the ACT-Ethiopia Forum, the Consortium of Christian Development and
Relief Associations (CCRDA), the Ethiopian Inter-Faith Forum for Development, Dialogue
and Action (EIFDDA), and the Inter-Religious Council of Ethiopia (IRCE).

15 Norwegian Church Aid Ethiopia Strategy 2016-2020

6. Programmes

6.1. Global Programme: Reproductive Health (RH)

Needs analysis
A major maternal health challenge is women’s low demand for professional health services. National-
ly only 40% of all pregnant women attend ante-natal care41. In Dale district, Sidama, this is as low as
10%42. Also only 32% of all pregnant women in North Shoa, Amhara and 39% in Bedeno district, East
Haraghe, give birth in health clinics and hospitals43. Reasons include: Women and family heads’ low
awareness about risks related to pregnancy and labour; young women’s low status in the family; a
preference for Traditional Birth Attendants (TBAs); a lack of access to transportation and; dissatisfac-
tion with health centers’ attention to pregnant women including being attended to by male health
workers. Rural health centers also often lack qualified personnel; WASH facilities and; standard deliv-
ery equipment44.

Adolescent and youth Sexual and Reproductive Health (SRH), in Ethiopia age bracket 10 to 29 years,
remains a sensitive topic. In two studies only around one-third of the youth had engaged in conversa-
tion with their parents about SRH45. Reasons were: Cultural and religious taboos; shame and; lack of
communication skills. Also, SRH is inadequately covered in schools; one third of all youth have no
access to SRH services46; many youth centers are non-functional; and existing SRH services are adult-
centered and not adapted to youth’s needs. Consequences include: Low rate for contraceptive use
including condoms i.e. only 50% of youth engaging in high risk sex protect themselves47. Other con-
sequences as reported in West Arsi, Oromia, and North Shoa, Amhara, are: Unwanted pregnancies;
illegal abortions; Sexually Transmitted Infections (STIs); substance abuse and; school dropouts48.

In Ethiopia there are 140 different types of Harmful Practices (HPs) with FGM, Child, Early and Forced
Marriage (CEFM), being the most widely practiced49. Prevalence of FGM varies between and within
regions, and ethnic groups: Amhara 62.9%; Oromia 58.5%; SNNPR for example Wolaita district 60.5%
and; Somali region 71%50. For the latter region, the trend is towards the milder form of Sunna. Health
consequences are psychological and a higher likelihood of adverse obstetric outcomes51. Gender-
Based Violence (GBV) is also highly prevalent. Estimates for intimate partner violence varies, depend-
ing on source, i.e. from 28%52 to as high as 72%53. Only 2% of “survivors” seek legal assistance and
3% medical assistance54. Challenges are: Stigma related to HPs, GBV and “being a victim”; social
norms contributing to controlling women and girls’ sexuality, their position in the family, and their
acceptance of GBV and HPs; low awareness about health consequences of GBV; weak law enforce-
ment; limited availability of and access to services and; little awareness and involvement from com-
munity-based organizations including traditional and faith-based, to protect and assist women and
girls at risk and as “survivors”.

Programme goal
NCA’s Reproductive Health program goal is: “Women, girls and youth’s reproductive
health status is improved, and they are protected from any form of violence and Harmful
Practices”. The program is relevant to Sustainable Development Goal (SDG) 3; “Ensure
healthy lives and wellbeing for all at all ages”, and SDG 5: “Achieve gender equality and
empowerment of all women and girls”.

Programme description and theory of change

To reach its goal, NCA and partners will employ various strategies related to the following expected
outcomes:

16 Norwegian Church Aid Ethiopia Strategy 2016-2020

Outcome 1: “Conventional reproductive health services are preferred over traditional practices”. For
pregnant women and youth to access maternal and SRH services, attitudes towards these must
change. This require dialogue with community leaders, traditional practitioners e.g. TBAs, and
household heads to convince them about advantages of conventional RH services. Users must be
informed about available services and how they contribute to reducing health risks. Further barriers
to access must be reduced, including for: Dialogue between spouses, parents and children on mater-
nal health and SRH; transportation to services; and service providers’ attention to users. Assumptions
are: Religious, clan and traditional leaders as well as government officers collaborate and; maternal
health services and basic physical structures for SRH services are available in the intervention areas.

Intervention strategies include:

 Community dialogues involving traditional and faith-based leaders, community-based organi-
zations, household heads and community members, both women and men.
 Engaging role model parents, community- and faith-based structures in opening up dialogue
between spouses, parents and their adolescents and youth on maternal health and SRH.
 Awareness raising and information dissemination on available services.
 Capacity strengthening of service providers particularly with regard to attention and care.
 Establishing referral linkages including to adequate transportation (for maternal health).
 Integrated program strategy for provision of WASH facilities for improved maternal health
services.

Outcome 2: “Communities and faith actors take action to end FGM, CEFM and GBV”: For this to hap-
pen, communities and faith actors must take ownership of the issues. This implies that they see GBV
in any form as contradictory to women and girls’ rights and dignity. If convinced, they will integrate
action against GBV in their structures and activities e.g. bylaws, sermons, campaigns, educational
programs, trainings, declarations and social sanctions. To reach a consensus on this, awareness rais-
ing and facilitated consecutive dialogues with faith and community leaders, as well as their members,
will be necessary. Assumptions are: The current momentum by the Ethiopian government and na-
tional religious leaders to end FGM, CEFM and intimate partner violence is maintained, including
their support for mobilizing communities and government offices e.g. law enforcing bodies, to take
action against GBV.

Intervention strategies include:

 Awareness raising through use of media, local campaigns and outreach education.
 Facilitation of community dialogues towards declarations and action against the practice.
 Integration of issues in bylaws and activities of community-based organizations.
 Strengthening links to and capacity of local law enforcement for increased case reporting and
verdicts.
 Mobilization of local faith-based structures through awareness raising, training and cascading
higher level commitments to grassroots churches and mosques.

Outcome 3: “Survivors of GBV, FGM and CEFM have safely accessed adequate and appropriate sup-
port services”: These include medical, economic and psychosocial support. For this to happen, barri-
ers to seeking assistance have to be reduced. These include: Stigma and taboos related to e.g. fistula
and intimate partner violence; protection of survivors; lack of information about available services
and how to access them and; weak referral links and coordination mechanisms. The underlying as-
sumption is that services can build on already existing structures and specialized institutions e.g. for
fistula.

Intervention strategies include:

 Awareness raising and mobilization of key religious and community leaders on reducing stigma
and taboos related to GBV.

17 Norwegian Church Aid Ethiopia Strategy 2016-2020

 Mapping of available services including their capacities and interest in assisting survivors.
 Establishing first-point of contact for “survivors” in the local community and referral links be-
tween them and health, economic, psychosocial and legal services.
 Organize “survivors” in self-help saving groups and income-generating activities.
 Information dissemination on available services and first point of contact.
 Capacity strengthening of service providers based on organizational capacity assessments.

For all outcomes, the aim is to engage in relevant interventions: Men and boys, women and girls, and
local structures e.g. local schools, girls and boys clubs, traditional community based organizations,
churches and mosques, health clinics and government offices. The involvement of the latter will be
key for multi-sectoral coordination, establishment of referral systems and enforcement of policy.
Also the aim will be to document best practices, and work in partnership with local and national net-
works, forums and associations.

18 Norwegian Church Aid Ethiopia Strategy 2016-2020

 6.2. Global Programme: Climate resilience

Needs analysis
Around 30% of Ethiopia’s population live below the national poverty line and 85% depend on agricul-
tural-related activities55. Climate change through raising temperatures and exaggeration of tradition-
al patterns of erratic rainfall and recurrent droughts, poses great challenges for Ethiopia’s planned
growth and transformation pathway. This emphasizes agriculture as a key sector for driving econom-
ic growth. Recognizing that climate change will have a negative impact on agricultural productivity
and household food security, has led to the launch of a Climate-Resilient Green Economy (CRGE)
strategy56. This CRGE will continue as a priority under GTP2. Amongst the most vulnerable house-
holds are the great majority of farmers depending on rain-fed agriculture, the estimated 8 million
pastoralists57 and rural asset poor households, representing 10% of the total households in NCA’s
project areas in Tigray and Amhara58. Their livelihoods and incomes depend on predictable seasons
and the availability of water and pastures. Additional negative effects of climate change is the accel-
eration of already “…high levels of land degradation, soil erosion, deforestation, loss of biodiversity,
desertification, recurrent floods, as well as water and air pollution”59.

With increased climate change impacts, essential community infrastructure and resources e.g. irriga-
tion, water supply and watersheds, are more exposed. However, little attention has been given to
applying contextual minimum standards for building and protecting such structures from the conse-
quences of climate-related events. Also, although community task forces for early warning and re-
sponse exist, they are often inactive, and the information loop back to the communities after data
analysis, is weak60.

Common characteristics for NCA’s priority project areas are severe degradation of the natural envi-
ronment through deforestation, improper farming practices and overgrazing, and poorly developed
and managed water resources. The result is soil erosion and poor soil fertility and hence lower agri-
cultural productivity. In Ankober, North Shoa61, this has resulted in farmers being able only to harvest
once a year compared to two 20 years ago. The average difference in yield between good and bad
seasons in NCA’s selected project areas in Tigray and Amhara, is 11.65 quintals/hectare62, and in Sira-
ro, West Arsi, as high as 15 quintals/hectare63. Implementation of sustainable land management
plans and small-scale irrigation systems, and access to improved seeds and knowledge could all con-
tribute to improved productivity. However, for NCA’s project areas in Tigray and Amhara, only 10% of
the land is covered by sustainable land management plans, and just an average of 10% of the farmers
have been trained on improved agronomic practices.

Programme goal
NCA’s Climate Resilience program goal is: “Vulnerable communities have the capability to resist, ab-
sorb, adapt and recover from the impacts of climate change”. This goal is relevant to SDG 2 on: food
security and sustainable agriculture; SDG 13 on climate change and its impacts and; SDG 15 on
amongst others reversing land degradation.

Programme description and theory of change

To achieve the goal, the program will work on Theories of Change based on strengthening three ma-
jor capacities for communities’ climate resilience. These are: 1) Absorptive = the capacity to prevent
and resist disasters; 2) Adaptive = structural or livelihood adjustments and 3) Transformative = when
a new way of life is required in order to sustain health and life.

1. Local government and communities are capable of preventing and responding to disasters (ab-
sorptive capacity): For this to happen, communities must have organization, knowledge and means.
For prevention, this require that communities are aware of essential and exposed common resources

19 Norwegian Church Aid Ethiopia Strategy 2016-2020

and infrastructure e.g. watersheds, access roads, water supply and irrigation schemes, and which
measures to take to protect these against climate related events. For communities to take owner-
ship, it is vital that they, both women and men, participate in assessments, in establishing community
tasks forces, and in developing and implementing minimum standards for their protection and sus-
tainability. For response, this require community organized tasks forces with agreed contingency
plans, mandate and legitimacy, enabling them to mobilize both financial and human resources for
community-based disaster risk reduction and response. Further these structures must be linked with
national, regional and zonal early warning and response mechanisms. The assumption is that local
government offices is committed to support such disaster risk reduction and response activities.

Expected results (outcomes) and intervention strategies include:

Outcome 1: “Context specific minimum standards for mitigating risks on structural interventions
are applied”
Outcome 4: “Organized civil society structures demonstrate action on climate resilience”.
 Mapping of essential common resources exposed to damage by climate-related events.
 Planning, design and implementation of measures, based on agreed minimum standards, to
protect and sustain common resources and infrastructure including for rehabilitation of wa-
tersheds e.g. vegetation, soil and groundwater.
 Establishment, capacity development and facilitation of consultative processes with the
community at large and community-based organizations e.g. for watershed management and
disaster risk reduction and response/community task forces.
 Assisting community task forces with implementing contingency plans, resilience funds, and
the link to national, regional, zonal and district early warning and response systems.

2) Communities have improved adaptive capacity through introduction of climate-smart agriculture

and sustainable land management: For this to happen, food production and land management plans
must take into consideration the effect of climate change. This require farmers to learn about and
accept new agricultural interventions such as conservation farming and irrigation, and that they re-
spect agreed upon land management plans. The latter must include measures to protect and sustain
common watershed resources including restrictions on grazing and utilization of water. Assumptions
are that government offices have the capacity to support the introduction of agricultural interven-
tions, and that consultative processes involving community leaders, government offices and users,
will result in implementation of common plans for sustainable land management.

Expected results (outcomes) and intervention strategies include:

Outcome 2: “Food production is adapted to changes in climate”.
Outcome 3: Sustainable land management plans are in use”.
 Training of farmers on adaptive agricultural interventions including small scale irrigation,
drought resistant seeds, and new planting and farming techniques.
 Assistance with planning and implementing measures e.g. irrigation, tools and seeds.
 Facilitating consultations and implementation of sustainable land management plans in
collaboration with relevant government offices and the community.

3) Households build adaptive and transformative capacities: For this to happen, asset-poor people,
particularly landless youth and women-headed households, must have access to alternative liveli-
hoods. This require start-up capital, know-how, production means and access to markets. In order to
break a potential cycle of dependency, selected individuals must be trained on basic business skills
including literacy and numerical skills, savings and loans and negotiations. Also, whenever feasible,
households should be organized or connected to self-help groups, loan- and savings groups or coop-
eratives in order to have more negotiation power and access to resources and markets.

Expected results (outcomes) and intervention strategies include:

20 Norwegian Church Aid Ethiopia Strategy 2016-2020

Outcome 5: “Asset-poor households generate income from alternative livelihoods”.
 Mapping of, including value-chain analysis, and consultations with potential households on
alternative livelihoods.
 Skills training of household members on alternative livelihoods and business skills.
 Organization of self-help groups and saving and loan associations.
 Assistance with basic production means.
 Establishing links with resource organizations including on research, markets, cooperatives
and government services including micro-finance institutions as deemed relevant and fea-
sible.

21 Norwegian Church Aid Ethiopia Strategy 2016-2020

 6.3. Global Programme: Water, Sanitation and Hygiene (WASH)

Needs analysis
As described in the context analysis, improved WASH services will bring great health
benefits through reduction of water- and vector borne diseases e.g. diarrhea, hepatitis A,
typhoid, giardia, bilharzia and malaria. This is also recognized in Ethiopia’s GTP2. This
aims at increasing water coverage from an estimated 55% in 2015 to 70% in 2020
measured with the new standards for rural districts of 25 liters/person/day and a maxi-
mum distance of 1 km from domicile to water point64. To reach this target, various chal-
lenges have to be addressed including: The high number of non-functional schemes i.e. a
national average of 26% in 2011 65; inadequate surveillance and testing of water quality
and availability; insufficient mobilization of local communities from planning to hand-over
of WASH schemes; WASHCOs’ weak governance systems, sense of ownership, and ability
to operate and maintain water schemes; weak supply systems for spare parts and re-
pairs; inadequate follow-up from districts authorities amongst others for maintenance
support and; communities lack of measures to protect water resources from depletion
and pollution.

A priority for GTP2 is improved sanitation and hygiene practices. An estimated 65 million
people or 72% of the population66, practice open defecation or use inadequate sanitation
facilities. Also, only 20% regularly wash their hands at critical times67. Challenges to be
addressed include: Low awareness of how potential health risks due to poor sanitation,
hygiene practices, water treatment and storage, can be prevented; sanitation and hy-
giene being perceived as a low priority by communities and authorities and; inadequate
understanding of standards and affordable models for improved sanitation facilities.

There are large variations between regions, zones and districts for water supply and sani-
tation coverage. For example, water coverage for NCA’s WASH intervention areas with
the GTP1 standards68, varies between 40% for Dassenach district, South Omo and 75%
for Ankober district, North Shoa 69. For institutional WASH, figures are even lower. Only
24% of the schools of NCA’s three intervention districts in Tigray and Amhara have ac-
cess to water supply and latrines, and only half of the health clinics have water. In Das-
sanech, none of the 16 schools have water, only two have sex-disaggregated latrines,
and only one of the health posts/clinics have water supply. Also figures for Open Defeca-
tion Free (ODF) villages varies greatly from none in Dassanech to 16% in Siraro, West
Arsi, and 17% as an average for East Haraghe. For the intervention districts in Tigray
and Amhara less than half are declared ODF villages 70.

Programme goal
NCA’s WASH program goal is: “User communities in project areas have sustainable ac-
cess to safe and adequate WASH facilities for improved health and well-being”. This goal
has relevance to SDG 6: “Ensure availability and sustainable management of water and
sanitation for all” and SDG 3: on health.

Programme description and theory of change

To reach the goal, NCA and partners will work on Theories of Change related to ensuring:

1) Safe and adequate water supply

For this to happen, water supply schemes for both households and institutions, must be
rehabilitated or constructed. This requires design based on context-specific feasibility
studies of existing schemes, water resources available and users’ needs, ability to con-
tribute/pay and demand for water. An important part of this is consulting future users,
both women and men, and working closely with district water bureaus. Design and im-
plementation is to be based on the more ambitious government standards and targets for
water quality and access outlined in GTP2. The key underlying assumptions are: Good

22 Norwegian Church Aid Ethiopia Strategy 2016-2020

collaboration can be established with district officers, and that they have basic WASH
competence and knowledge about standards and policies.

Expected results (outcomes) and intervention strategies include:

Outcome 5: “Men and women have access to inclusive, adequate and sustainable WASH
services in public institutions” i.e. water supply for health clinics and schools.
Outcome 6: “Men and women access sound, sustainable and at least basic water supply
services for domestic and productive purpose”.
 Assessment of existing schemes (e.g. hand-dug, shallow and deep wells), wa-
ter resources (e.g. springs, rain- and groundwater), ability to pay/contribute,
needs and demand.
 Consultations with community representatives, future users and authorities.
 Planning, design, rehabilitation and construction of water supply schemes.
 Establishment of systems and structures for operations and maintenance.

2) Sanitation and hygiene practices preventing spread of diseases

For this to happen, social norms and practices must change. This requires that communi-
ty members both on an individual and collective level have improved understanding of
health risks and start to associate shame and disgust with poor sanitation and hygiene
conditions. If convinced, communities will make joint decisions for action and exercise
peer pressure for change including ensuring that households, communities and institu-
tions construct and maintain sanitation infrastructure e.g. latrines, hand-washing facili-
ties, drainage and safe waste disposal. To facilitate this change, influential community
leaders as well as key government officers and service providers e.g. for health and edu-
cation, must be engaged. Key assumptions are: Relevant government offices prioritize
sanitation and hygiene activities in line with government policies and; once communities
have knowledge about how to prevent water- and vector-borne diseases, they act on this
knowledge.

Expected results (outcomes) and intervention strategies include:

Outcome 3: “Men and women practice good hygiene that protect against key public
health risks”.
Outcome 4: “Target communities have access to adequate, appropriate and sustainable
sanitation service in their household”.
Outcome 5: As described above under water, but for sanitation and hygiene in schools
and clinics.
 Establishment, mobilization and training of community structures and service
providers e.g. schools (hygiene clubs), health posts (health extension workers),
traditional and faith-based organizations as well as community outreach educa-
tors.
 Awareness raising on disease prevention on community and household levels.
 Planning and construction of latrines, drainage and waste disposal in health clin-
ics and schools taking into consideration users with special needs.

3) Sustainability in all WASH interventions (relevant for all outcomes, but specifically
outcomes 1 and 2)
For this to happen, users and local communities must take ownership of the WASH inter-
ventions. This require their full participation prior to, during and after interventions; or-
ganization and capacity building of structures and service providers for operations and
maintenance and; linking relevant government offices and services to local community-
managed water and sanitation schemes. As a part of this, attention must be given to:
Equal participation of women, men and different user groups; existing social structures
and organization and; schemes’ governance and accountability systems e.g. for man-
agement of fees and handling of complaints and schemes’ non-functionality. For water
resource sustainability, users and stakeholders must be empowered to implement protec-
tive watershed management (this will be a part of NCA’s climate resilience program). A
key assumption is that communities, once capacitated, have a common interest in and
ability to maintain schemes and facilities.

23 Norwegian Church Aid Ethiopia Strategy 2016-2020

Expected results (outcomes) and intervention strategies include all the above outcomes
and:
Outcome 1: Community members demonstrate that they have taken ownership of the
WASH services”.
Outcome 2: “District water offices have included men and women’s recommendations on
WASH services in their work plans”.
 Establishment and training of WASHCos. This will include ensuring proper gov-
ernance systems and securing 50% women’s representation also in leadership
positions.
 Capacity development of district water bureaus based on needs assessments and
in collaboration with zonal and regional water bureaus.
 Linking WASHCOs with district water bureaus including facilitating dialogues on
roles and responsibilities and implementation of feedback systems on functionali-
ty.

24 Norwegian Church Aid Ethiopia Strategy 2016-2020

7. Emergency preparedness and response
As indicated in Chapter 1: “Context analysis”, Ethiopia’s emergencies can be divided into
two categories: National emergencies and refugee crisis. For these, NCA’s planned re-
sponse and priorities are:

National emergencies
Droughts, floods and local conflicts may push vulnerable populations into situations of
internal displacement, loss or depletion of assets, and starvation. As many as one-third
of Ethiopia’s population are undernourished71, and hence vulnerable to external shocks.
In 2015 an estimated 4.5 million people need emergency food aid from the international
community and over 1 million people assistance with emergency water interventions,
whereof 271,500 with water trucking72. Amongst the most affected are NCA’s prioritized
project areas of East Haraghe and West Arsi in Oromia, North Shoa in Amhara, South
Omo in SNNPR and Southern Tigray73.

NCA may decide to intervene in any large-scale emergency declared by the Ethiopian
government. However, in general, the priority will be areas with existing partners and
projects. This will help ensure a better continuum of interventions from emergency to
development, and that lessons learned from emergency situations can feed into devel-
opment programming. The aim will be to use lessons learned to strengthen Disaster Risk
Management (DRM) and other activities under the climate resilience program.

The priority sector will be WASH with emphasis on water supply infrastructure, excreta
disposal, vector control, related Non-Food Items (NFIs) and hygiene promotion. For wa-
ter supply, water trucking will be considered a very last resort. NCA may also involve in
provision of other NFIs, food and agricultural assistance depending on partners’ capacity,
identified needs and consultations with local authorities. It will align activities with the
National Disaster Prevention and Preparedness Committee’s (NDPPC) guidelines and par-
ticipate in relevant task forces led by the Disaster Risk Management and Food Security
Sector (DRMFSS) of the Ministry of Agriculture (for overall coordination and food man-
agement) and Ministry of Water, Irrigation and Energy (for WASH). In addition NCA will
participate in the monthly UNOCHA Humanitarian Community Coordination meetings,
UNICEF-led WASH cluster meetings and, as feasible, in the annual planning processes of
humanitarian requirements and in needs assessments coordinated by the Disaster Risk
Management Technical Working Group (DRMTWG). It will also pro-actively contribute
with information, whenever pertinent, to mechanisms and systems for early warning.

Refugee crisis
By the end of July 2015, Ethiopia hosted nearly 720,000 registered refugees, who had
fled from consequences of war, instability and oppression in neighbouring countries. This
included 283,000 South Sudanese, 248,200 Somalis, 145,000 Eritreans and over 43,300
from other nationalities in 25 refugee camps as well as in host communities including
Addis Ababa74. As most of the refugees arrive from situations of protracted crisis, it is
likely that they will remain in Ethiopia over the next years or opt for secondary move-
ment to Europe, the Arabian Peninsula or South Africa.

For these crisis, NCA will continue to prioritize South Sudanese and Eritrean refugees in
both camp and host community settings in Addis Ababa, Gambella and Tigray regions.
NCA will also consider intervening in host communities and other refugee crisis depend-
ing on its capacity and strategic considerations e.g. the cross-border relevance for NCA
country programs in the region. The main priority sector will be WASH. However, de-
pending on unmet needs of refugees, potential areas for NCA’s engagement will also in-
clude reproductive health, livelihoods and Sexual and Gender-Based Violence (SGBV) and
secondary education benefiting both refugees and host communities.

Activities will be coordinated and carried out under the approval of the relevant govern-
ment entity, the Administration for Refugee and Returnee Affairs (ARRA) and UNHCR.

25 Norwegian Church Aid Ethiopia Strategy 2016-2020

NCA will participate in and seek leadership in WASH working groups, and take part in the
UNHCR-led Refugee Task Force and other relevant meetings and processes on national
and local levels.

Strengthening disaster response capacity

NCA has a long history of responding to humanitarian needs in different parts of Ethiopia.
Since April 2015 NCA together with ACT-members DanChurchAid (DCA) and Ethiopian
Evangelical Church Mekane Yesus – Development And Social Services Commission
(EECMY-DASSC) has, as its latest intervention, been providing a WASH-response to
South Sudanese refugees in camp settings in Gambella. As a part of this, NCA strength-
ened in 2014 and 2015 its WASH and emergency response and preparedness capacity
through the recruitment of additional experienced staff including for its senior manage-
ment. This was part of a plan to establish a flexible team with skills relevant both to de-
velopment and emergency WASH. During 2016-2020 the aim is to do the same with the
reproductive health team.

Based on amongst others the joint Humanitarian Requirements plan issued by UNOCHA
and the government of Ethiopia, and consultations with partners, NCA will prepare an
Emergency Preparedness and Response Plan (EPRP), which will be updated on an annual
basis. This will focus primarily on WASH interventions and Non-Food Items (NFIs) for
agricultural activities. The EPRP will take into account using existing development WASH
staff, cooperation with ACT-sister organizations and partners with strong local presence
as well as administrative and logistical capacity to respond to emerging crisis.

Most of NCA’s local partners have little experience with responding and preparing for ma-
jor emergency and refugee crisis. The exception is EOC-DICAC and their Refugee and
Returnee Affairs Department (RRAD). NCA will therefore co-implement and take the
technical lead for WASH, reproductive health and GBV activities, and provide grant man-
agement and close accompaniment for all partner activities.

Whenever feasible, NCA will seek cooperation with other ACT-Alliance members, both
international and national. This will range from information exchange and coordination of
activities in crisis of common interest to consortia fund applications and joint projects.
For the former, the ACT-Ethiopia Forum will be key. NCA will also work with the forum to
revise and update the current joint ACT-Alliance EPRP for Ethiopia.

26 Norwegian Church Aid Ethiopia Strategy 2016-2020

8. Finance and funding

Funding situation
Its large poor population, strategic position on the Horn of Africa and the government’s
capacity to bring results, makes Ethiopia an attractive country for donors. During the last
decade Ethiopia was amongst the top ten recipient countries globally of both humanitari-
an and development aid75. After steady growth in funding from USD 687 million in 2000,
Official Development Aid (ODA) levels stabilized between 2009-2013 at around USD 3.5
to 3.85 billion annually76. The largest donor countries, ranked by size, were in 2013 the
United States, UK, Japan, Canada, the EU, Germany, the Netherlands and Norway 77 .
However, with all the largest INGOs present, competition for all sorts of funding is high.

Recognizing that priorities may overlap or different strategies may cause fragmentation
and challenges for the Ethiopian state apparatus, donors aim to harmonize development
efforts through the common platform: The Development Assistance Group (DAG) Ethio-
pia78. This consists of 27 development partners including the African Development Bank,
the World Bank, the European Commission, the UN and bilateral donors including Nor-
way. The focus for harmonization efforts is Ethiopia’s Growth and Transformation Plan
(GTP) and global goals such as the Millennium and Sustainable Development Goals
(MDGs/SDGs). A trend is towards larger programs with pre-defined frames for results
reporting, and a preference for larger consortia applications with grant management del-
egated to either very large INGOs or UN organizations.

Analysis of donor market

Potential donors for NCA-Ethiopia’s priority sectors include (based on donors current pri-
orities, which may change with new SDGs and GTP2):

Program/ WASH Reproductive Climate Emergency/ Comments

Donor health (RH) Resilience (CR) Humanitarian
DFID79/UK Water Maternal Climate change Humanitarian Consortia ap-
Aid and health, FGM (food security), proach with ACT
sanita- and CEFM WASH in camps alliance members
tion
Dutch Em- Youth SRH, Food security Cooperation with
bassy80 Child Marriage incl. irrigation UN and ICCO?
EuropeAid81 Water Drought resili- Includes capacity
supply ence building of CSOs.
ECHO82 SHARE: Reproductive SHARE: food, & WASH, NFI Direct or as part
WASH health DRR of consortia.
NORAD Maternal Climate Resili- As part of NOR-
health, Youth ence AD frame.
SRH
Norwegian Education, Proposal submit-
MFA WASH, food ted 2015 for
security Eritrean ref.
Norwegian Joint program REDD+, climate Education, Current donor for
Embassy on FGM/HP resilience WASH agricul- FGM/HP
ture
NRK Tele- WASH Funding available
thon for 2016-2020.
OCHA83 WASH, food & Joint proposals
agriculture with local part-
ners.
OFDA WASH Sub grant from
contract holder
such as IRC,
GOAL

27 Norwegian Church Aid Ethiopia Strategy 2016-2020

Private do- WASH Climate Resili- Current interest
nors ence areas of donors
UNFPA84 Maternal Current donor,
health, GBV, interested in
youth SRH FBOs.
UNHCR WASH in camps Complicated fund
processes. Not
reliable as sole
funding source
UNICEF85 WASH Maternal WASH; camps & FGM/Child mar-
health, GBV communities riage most po-
tential
USAID86/US Quality health Economic growth OFDA and BPRM Tend to favour
Department services. with resilience in (WASH, food, larger US INGOs.
of State rural Ethiopia. agriculture) Consortia ap-
proach?
Wellwishers, WASH Current private
Australia donor/foundation

Programme selection based on donor market analysis

Funding from the NORAD framework agreement will be prioritized for programmatic are-
as where NCA-Ethiopia’s prospects of funding is weaker or for which NCA is piloting new
programs i.e. climate resilience and the maternal and youth SRH components of the Re-
productive Health program.

In addition NCA and Save the Children will apply for a third phase of the Joint Program
on “Accelerating Change towards Zero Tolerance of FGM in Ethiopia”. The application for
this program will be submitted in November 2015.

Other Norwegian funding sources include private individuals, schools, congregations and
companies, the NRK Telethon in 2014 and the Norwegian Ministry of Foreign Affairs for
specific refugee crisis and emergency interventions in Ethiopia.

The aim is to double the funding to NOK 216 million over the five year period compared
to 2011-2015. This implies increasing the 2015 funding level of NOK 25 million to an av-
erage annual figure of over NOK 40 million. This level may be reached in 2016 depending
on the success of current proposals.

Forecasted income
Year 2016 2017 2018 2019 2020 Total all in NOK
WASH 11,3 12,1 11 10,5 9,25 54,1 million
RH 11,6 13,5 13,5 13,7 14,2 66,5 million
Programs
CR 6,7 8,3 9,3 9,5 9,85 43,7 million
Emergency 13,8 6,5 8,9 9,0 9,3 47,5 million
Grand Total 43,4 40,4 42,7 42,7 42,6 211,8 million

28 Norwegian Church Aid Ethiopia Strategy 2016-2020

9. Monitoring and evaluation
Monitoring principles and practices
NCA’s monitoring principles and practices will be informed by results frameworks agreed with do-
nors, NCA’s global routines and guidelines, and country-adapted frameworks. The latter will include
developing an own Monitoring & Evaluation (M&E) framework for the country program. This will
focus primarily on issues concerning monitoring and evaluation frequency and routines, data collec-
tion and data quality assurance. The framework will also take into consideration government-set
national targets, indicators and standards. M&E activities will focus both on project and program
levels, the latter as described in this country program strategy. To the extent possible, principles for
monitoring and data collection will be standardized across programs and projects. This will include
the principle of Sex and Age Disaggregated Data (SADD).

During the 2016-2020 strategic period NCA will continue to collect data on output and activity-levels,
but pay greater attention to the outcomes of programmatic interventions as well as NCA’s civil socie-
ty impact through partners’ improved capacity and engagement. Fundamental to this focus will be
this country program strategy’s attached results-framework as well as project-and partner-related
log-frames with clearly defined objectives and indicators.

In addition, each program and project will be included as a separate section of the country office’s
M&E framework, describing the frequency, methodology and responsibilities for conducting M&E
activities. These plans will be geared towards ensuring programmatic quality, assessing results and
achievements, improving organizational learning, and demonstrating accountability towards com-
munities and donors. As for the respective projects and partners’ results frameworks, these plans will
be developed in consultation with partners.

NCA program staff will monitor projects at field level at least twice a year. At least one of these field
visits will be accompanied by NCA finance staff. More frequent field visits as well as partner meetings
will be applied for partners with performance issues (e.g. with progress, burn-rates or program quali-
ty) or with an identified higher potential financial risk. Such risks will be identified through partner
assessments, and reviews of financial statements, audit reports, and partners accounting and inter-
nal control mechanisms. Findings from monitoring visits will be shared with partners and document-
ed for future follow-up.

NCA’s planning process will be fact and evidence-based. This will imply collection of data prior to
(needs assessments and baselines), during and after implementation (endlines), identification of
good practices, and designing and improving interventions based on this. Conflict and gender analysis
tools will be used at the planning stage, the latter in order to identify how the program/project will
affect men and women differently, and how the program best can address gender inequalities.

Evaluations
Informed by NCA’s global evaluation policy and donors’ requirements, the country office will conduct
various evaluations or reviews. In terms of frequency, the country office will conduct mid-term eval-
uations/reviews for projects with a duration of three or more years, and a final evaluation for all pilot
and major both emergency and development projects. In addition evaluations will be conducted for
each thematic program and the country program as a whole.

Theories of change and results-frameworks will be reviewed and updated on the basis of major
changes in context or minimum as a part of the annual planning process. Testing their relevance and
underlying assumptions will be a part of Terms of References for evaluations/reviews. Recruitment of
consultants and research institutions will be through open tender and on a competitive basis.

29 Norwegian Church Aid Ethiopia Strategy 2016-2020

10. Organisational prerequisites
The main opportunities for NCA lies in its very relevant programming with respect to
government and donor priorities and its good relations with both faith-based and secular
partners. The main threats are further government restrictions and donors’ loss of inter-
est in smaller civil society organizations as development actors, high inflation, a contin-
ued weak Norwegian kroner, and partners’ non-compliance with financial and donor re-
quirements. NCA Ethiopia’s strengths include a well-established office, competent staff, a
good relationship and name with partners, and greater cooperation across departmental
and program lines. Amongst its weaknesses are limited accompaniment and focus on
partners’ capacity development, a lack of a standardized Monitoring & Evaluation system
across programs, a still not fully implemented performance management system and
some remaining staff competency gaps.

Competence development
Key competency areas to be covered during 2016-2020 are:
 WASH: Partners’ capacity and WASH knowledge vary greatly. Their focus is primarily
on shallow well development with mostly weak integration of sanitation, hygiene,
operations, maintenance, and water resource management. NCA will therefore closely
accompany partners in all aspects of WASH from project design, feasibility studies
and scheme development to community mobilization, implementation and post-
implementation activities. It will also provide capacity building on all aspects of WASH
including management, policies, standards, governance, accountability and
sustainability. To do this, NCA will maintain its WASH team of four people with a
professional background in water engineering, hydrogeology, community mobilization
and sanitation and hygiene.

 Reproductive Health: For Harmful Practices, NCA will continue with the current
experienced partner portfolio. Priorities will be field monitoring, tools development,
facilitation of experience exchanges and documentation including through cooperation
with academic and research institutions. NCA will work on deepening partners’
capacity on gender, maternal health and youth SRH issues. To do this, NCA will
maintain a team of four people with a background on public health, psychology and
social work. In addition it may consider recruiting a health professional.

 Climate Resilience: NCA will continue with two of its well-experienced partners on
climate resilience, and may add two new partners for the Oromia region. The focus
will be on quality assurance of partners’ proposals and plans, field monitoring and
facilitation of know-how transfer to partners on new innovative approaches. For
irrigation components, NCA will rely on expertise from its WASH team. In addition it
will recruit one to two staff with expertise on watershed management/natural
resource conservation, agriculture and livelihood development.

 Emergencies/humanitarian relief: The emergency preparedness and response

work will rely on resources from other teams, short-term support from NCA-Oslo, and
new recruitments in connection with actual projects. Efforts will be coordinated by an
experienced emergency coordinator. As described in the previous section, WASH staff
will support planning, start-up and monitoring of emergency projects.

 Program support functions: To support program development, monitoring and

documentation, NCA will maintain a team of a Planning, Monitoring and Evaluation
(PME) Coordinator and a Communications Coordinator. In addition NCA will recruit a
Grant/Partnership Coordinator with responsibility also for partners’ capacity develop-
ment on this topic.

 Financial and administrative functions: Partners’ capacity development and fol-

low-up on finance and administrative issues will be of high priority. A team of four fi-
nancial staff will be maintained responsible for partners’ financial monitoring, accom-

30 Norwegian Church Aid Ethiopia Strategy 2016-2020

 paniment and capacity development, and for all accounting functions. In addition,
NCA will maintain one person for logistics, an IT and human resource coordinator,
and six support staff (e.g. drivers, compound attendance and administrative support).

 Senior Management Team: The current Senior Management team of an expatriate

Country Representative, a Finance and Administration Manager, Program Director, IT
and Human Resource Coordinator and Reproductive Health Program Manager will be
maintained.

The above set-up implies maintaining a total staff of 25-30 people excluding operational
humanitarian aid projects. In addition NCA will consider offering one to two internships a
year to young people under education or who are newly graduated. Women will be priori-
tized for internships in areas, where they are underrepresented e.g. WASH.

Human resource development will focus on more systematized performance manage-

ment; updating staff’s technical expertise; and improved financial, grant and fundraising
skills for program staff. When feasible for all parties, NCA-Ethiopia will be open to staff
exchanges for broadening their experiences and for helping out under temporary crisis
e.g. in connection with regional emergencies.

Human resource needs

The country program will continue to rely on NCA-Oslo’s support for finalization and
submission of funding proposals, intelligence gathering on funding opportunities, and
establishing relations with major donors on head office level.

Cost effectiveness
For greater cost-effectiveness NCA will aim to:
 Keep total administrative costs on or below 15% of the total budget.
 Increase the 2015 budget with more than 30%, and manage this budget with the
number of staff outlined above with the exception of more operational emergency
interventions.
 Implement more integrated projects, meaning higher budgets per partner, and hence
reduced partners’ administrative costs as percentage of the total budget.
 Continue to share office facilities with other organizations, and explore additional
options for sharing resources with ACT-sister organizations.

31 Norwegian Church Aid Ethiopia Strategy 2016-2020

11. Risk management
Strategic
The Civil Society Law states that: “Foreign and Ethiopian Charities” have no mandate to
work on human rights issues including “… the promotion of the equality of …. gender…” 87.
To minimize risks of a more restrictive interpretation of this paragraph, NCA and partners
will: Approach sensitive issues such as FGM, early marriage and intimate partner violence
from a health and women-well-being perspective; coordinate and participate in Govern-
ment-NGO platforms chaired by the Ministry, Regional and District Bureaus for Women,
Children and Youth Affairs and; organize national dialogue forums together with and
through the Inter-Religious Council of Ethiopia (IRCE), a government recognized inter-
faith umbrella association.

The Charities and Societies Agency has expressed concern about INGOs and their part-
ners’ compliance with the 30/70 rule when seen as a totality for both. This may result in
further restrictions for how administrative costs are understood. To mitigate risks related
to e.g. renewal of license, NCA will: Channel funds to partners through its country office;
aim to maintain administrative costs on or below 15% of the total budget; increase the
budget per project and; work with partners to lower their administrative costs.

Very large INGOs and UN organizations are increasingly taking over the role as grant
managers, focusing on strategic partner organizations e.g. national faith-based and larg-
er uncontroversial NGOs. This represents a challenge for medium-sized partner-based
organizations such as NCA. In order to mitigate risks related to competition for funding,
NCA will: Strengthen communication on its added value and role; cooperate on funding
opportunities with UN, ACT-sister and local organizations and; engage in more consulta-
tions and sharing of plans with local partners.

Financial
Partners’ weak financial and administrative management represents a great potential for
financial mismanagement. Risks are related to: Partners’ number of and stability of quali-
fied staff; their existing accounting, internal control systems and routines and; weak ex-
ternal audits. To minimize risks, NCA will: Conduct assessments of potential financial
risks represented by each partner; tailor internal audits/financial monitoring and part-
ners’ capacity development accordingly and; strengthen partnership management
through clarifying expectations to partners’ improvements of systems and routines and, if
unsuccessful, the process of phasing-out partnerships as a final resort.

Operational
A particular challenge concerns implementation of more sophisticated WASH programs
with current faith-based partners. To secure both acceptable project progress and quali-
ty, NCA will: Assess partners’ WASH capacity beyond drilling of shallow wells; be more
strategic in developing partnerships and expectations based on WASH contextual chal-
lenges; develop a co-implementation modality where NCA takes on the technical lead
role; identify and link up with additional WASH resource organizations and; establish a
WASH-Forum of partners for mutual learning and advocacy.

Hazards/security
NCA has decided to prioritize some of Ethiopia’s most marginalized and hard to reach
areas including Arsi, East Haraghe, South Omo and Gambella. Due to their ethnic compo-
sition and pressure on natural resources, these are potential areas of conflict. NCA will
therefore: Apply and train partners on principles and tools related to conflict sensitivi-
ty/do no harm for program/project design and implementation; extend security man-
agement e.g. planning and training to partners; tailor security plans to each intervention
area; strengthen attention to emerging security issues in each location and; establish
stronger procedures and systems for staff’s hibernation and evacuations, including medi-
cal.

32 Norwegian Church Aid Ethiopia Strategy 2016-2020

Annex 1: Map

33 Norwegian Church Aid Ethiopia Strategy 2016-2020

Annex 2: Partner information

1. African Development Aid Association (ADAA)

 Type: Core partner
 Year of establishment: 1988
 Legal status: Ethiopian Resident Charity Organization at Charities & Societies
Agency with a registration # 0094.
 Number of employees: 39, Male 33, 6 Female
 Number of members: NA
 Management structure: The core organizational structures are the General
Assembly, the Board & the Secretariat. The General Assembly is the supreme
body aimed at making deliberations on policy issues. It is composed of the
community groups, founding members, ADAA’s Management Committee members
and core project staff.
 Financial foundation: Donors
 Membership in networks (including ACT Alliance): ADAA is a full member of
the following different umbrella organizations and networks: Consortium of
Christian Relief and Development Association (CCRDA), Basic Education
Association in Ethiopia (BEA_E),Poverty Action Networks in Ethiopia (PANE),
Sustainable Land Use Forum (SLUF), Network of Civil Society Organizations in
Oromia (NeCSOO), Consortium of Reproductive Health Association
(CORHA),Consortium of Population Health and Environment (CPHE) and
Consortium of 6 NGOs (FED)
 Cooperation with local government: ADDA cooperates with zonal and woreda
(district) level authorities including bureaus for health; finance and economic
development; women, children and youth affairs; justice and offices for saving
and cooperatives, micro-finance and small enterprises and other relevant
government bodies.
 Other donors: Path Finder International, Sustainable land use forum, stitching
kinderpostzegels, Netherlands (SKN), Facilitate for Change (FCE), The Brooke,
Consortium of Self Help Group, Approach Promoter, HIVOS, UNDP, ESAP2,
CORHA,
 Geographic area: Oromia Region West Arsie Zone, Arsi Nagelle, Shashamanne,
Siraro, Shalla, Kofale and Kore Woreda
 Thematic/Global programme area (technical expertise): Reproductive
Health/Family Planning and HIV/AIDS prevention and control, Fighting Harmful
Practices, Non Formal Basic Education, Livelihoods, Environmental Conservation,
and Local Market Promotion.
 Rationale for NCA's partnership with this organisation: ADDA has good local
foundation operating in Muslim dominated and drought prone area. It also works
closely with local government offices and other stakeholders. It works with many
developmental actors with good local coordination.
 Year of when partnership with NCA was established: 2008
 Division of labour between NCA and partner (added value each brings):
NCA provide fund, technical support, Monitor and evaluated. NCA will enter into
detailed partnership agreements with each implementing partner; it will ensure
that funds are timely channeled as per the agreement and that they are properly
accounted for. On the other hand, the partner provides concept note, plan,
implements the programs and report.

2. Beza for Generation (B4G)

 Type : Core partner
 Year of establishment: July 2001
 Legal status: Ethiopian Resident Charity Organization at Charities & Societies
Agency with a registration #3449 (as of 2015)
 Number of employees: 22
 Number of members: 150 members (include staffs and other volunteers

34 Norwegian Church Aid Ethiopia Strategy 2016-2020

  Management structure: BEZA has the following management structure: 1)
General Assembly: This is the highest body of the organization 2) The Board of Di-
rectors: The Board is the supervising organ, which oversees the overall operation
of BEZA. The Board of Directors has five members. The Board of Directors of BE-
ZA is responsible to the General Assembly of B4G. 3)The Secretariat with Execu-
tive Director and the necessary staff
 Financial foundation: Donors and members contribution.
 Membership in networks : SHAFOCS, FGM network, CRHA
 Cooperation with local government sectors: Beza works with Zonal and
woreda (district authorities) bureaus for: health; finance and economic develop-
ment; women, children and youth affairs; justice and; offices for savings and co-
operatives; micro-finance and small enterprises; and other relevant government
bodies.
 Other donors: CORDAID and local Hero form Netherland, Bristol Myers Squibb
Foundation
 Geographic area: SNNPR state Sidama zone of four districts namely Dale, Won-
sho, Loka Abaye and Yirgalem city administration.
 Thematic/Global programme area (technical expertise): Reproductive and
maternal health, harmful practices, community mobilization, HIV & AIDS, self-help
groups and micro-enterprises.
 Rationale for NCA's partnership with this organisation: Being a dynamic and
successful organization, it has managed to accomplish a number of community
services with very limited financial budget as well as with high degree of ac-
ceptance by the community members, CBOs and government offices. The integra-
tion of HIV/AIDS with SRH programs [in which FGM is included among its focus
areas], is also another strength, where both the RH and HIV/AIDS issues are pre-
sented simultaneously, in an interwoven way. Beza will build on its already exist-
ing wide based community participation and collaboration with CBOs and govern-
ment structures, which all are supporters and promoters of its initiatives. One of
the focus areas of the project will be engaging adolescent boys & men of all ages
in the abandonment of FGM. It has established a good working relation with Fistu-
la hospital in the same geographic area.
 Year of when partnership with NCA was established: 2001
 Division of labour between NCA and partner (added value each brings):
NCA provide fund, technical support, Monitor and evaluated. NCA will enter into
detailed partnership agreements with each implementing partner; it will ensure
that funds are timely channeled as per the agreement and that they are properly
accounted for. On the other hand, the partner provides concept note, plan,
implements the programs and report.

3. Evangelical Churches Fellowship of Ethiopia(ECFE)

 Name: FBO/core partner
 Year of establishment: 1976
 Legal status: Registered in Ministry of Federal Affairs with registration number
1841
 Number of employees: 33 (11 women &21 men)
 Number of members: 56 Denominations & 100 Para churches
 Management structure: the highest bodies of the organization are the General
Assembly, Board of Management, and General Secretary. Key departments are
Administration & Finance, Churches & Public Relations, Mission & Peace, Women &
Family department, HIV/AIDS department, and advocacy. The reproductive health
program is managed under the Women and Family department.
 Financial foundation: Donors and membership fees
 Membership in networks (including ACT Alliance): CCRDA, IRCE, Faith to
Action Network

35 Norwegian Church Aid Ethiopia Strategy 2016-2020

  Cooperation with local government: City governments of Addis Ababa and
Hawassa, Bureaus for women, children & youth affairs; health and; education,
and other youth centred organizations.
 Other donors: Inter Alliance for peacebuilding, ICCO, Love Ethiopia Festival,
PAOC, Christian Aid, Sacramento Church in US.
 Geographic area: Nationally, Addis Ababa, Hawassa and SNNPR region
 Thematic/Global programme area (technical expertise): Reproductive
Health, GBV, HIV & AIDS.
 Rationale for NCA's partnership with this organisation: Being an umbrella
organization of various Evangelical denominations, it has a huge potential to reach
grassroots communities. It has a wider presence in the southern region (where
55.5% of the Protestants live. It has strategic potential to reach leadership of
various churches and to mobilize the critical mass of the church community
through their leaders. ECFE has potential to reach more than 30,000 young
university students under its member fellowship (Evangelical University Students
Fellowship); and more than 8 big theology schools. During its 7 years of
partnership with NCA, massive campaigns has been conducted including a
research on the role of theology colleges and leadership. Compared to what has
been done and what the research outcomes indicate, there is a lot that remains to
be done and the momentum in the previous phase should be sustained. Therefore
in the coming phase, the identified gaps will be addressed, more work will be
done to sustain the achievements already gained, reach more leaders at all levels,
and engage theological colleges effectively so that to integrate the issue in their
curriculum. Therefore; this project will be a continuation of the previous
engagements to strengthen, sustain the achievements so far made, and to
continue to reach the wider church community.
 Year of when partnership with NCA was established: 2008
 Division of labour between NCA and partner (added value each brings):
NCA provide fund, technical support, Monitor and evaluated. NCA will enter into
detailed partnership agreements with each implementing partner; it will ensure
that funds are timely channeled as per the agreement and that they are properly
accounted for. On the other hand, the partner provides concept note, plan,
implements the programs and report.

4. Ethiopian Catholic Church Social and Development Commission (ECC-SADO)

 Type: FBO/Core partner
 Year of establishment: The secretariat was established in 1965 by the Catholic
Bishops conference
 Legal status: Ethiopian Resident Charity Organization at CSO/NGO Agency with
registration # 0756
 Number of employees: At the head office level it has 103 employees. But it
has also regional offices with staffs
 Number of members: The thirteen dioceses are under the national secretariat
 Management structure: The highest body of the Church is the Bishops
conference. The board management team at the national level have the supreme
authority giving direction and supervision to the departments.
 Financial foundation: Donors
 Membership in networks (including ACT Alliance): CCRDA
 Cooperation with local government: Works closely with government offices
(bureaus) at various levels in each region. Each region has a diocesan office.
 Other donors: MISEREOR, TROCAIRE/CADOD, Doctor With Africa-CUAMM,
EIFFDA, Caritas Swiss, US-CBC and CN, Caritas Germany, Cordaid, Caritas
Belgium/EU, Caritas Korea, Caritas Luxemburg, Caritas Canada, Caritas
International Belgium, Multi Trust Donor Fund, Catholic Relief Services.
 Geographic area: National level, Tigray region, Mekele city and SNNPR.
 Thematic/Global programme area (technical expertise): Health including
maternal and reproductive health, GBV, education, livelihoods and WASH.

36 Norwegian Church Aid Ethiopia Strategy 2016-2020

  Rationale for NCA's partnership with this organisation: It is a faith based
organization that share the same values as NCA. In spite of its few members in
Ethiopia, it is an influential church with the other faiths, and it has good technical
expertise on amongst others WASH and Reproductive Health.
 Year of when partnership with NCA was established: 2009
 Division of labour between NCA and partner (added value each brings):
NCA provide fund, technical support, Monitor and evaluated. NCA will enter into
detailed partnership agreements with each implementing partner; it will ensure
that funds are timely channeled as per the agreement and that they are properly
accounted for. On the other hand, the partner provides concept note, plan,
implements the programs and report.

5. Ethiopian Evangelical Church Mekane Yesus –Development And Social Service

Commission (EECMY/DASSC)

 Type: FBO/Core partner

 Year of establishment: 1959 as a national church, and early 1970s as DASSC
(EECMY’s development arm).
 Legal status: Ethiopian Resident Charity Organization at Charities & Societies
Agency with registration #0397
 Number of employees: 1,805 (1,165M & 640F).
 Number of members: NA
 Management structure: The highest bodies are the General Assembly, the
Board & the Commissioner. The General Assembly is the supreme body aimed at
making deliberations on policy issues and election of the Board.
 Financial foundation: Donors
 Membership in networks (including ACT Alliance): CCRDA and ACT Alliance
Ethiopia Forum, IRCE/EIFFDA
 Cooperation with local government: EECMY-DASSC cooperates with Zonal
and woreda (district) level bureaus including for: health; finance and economic
development; women, children and youth affairs; justice and offices for: savings
and cooperatives; micro-finance and small enterprises and; other relevant
government bodies.
 Other donors: Geneva INC, Earmarked Grant to compassion, Iceland Christian
Aid, Berlin Mission Germany, Danish Missionary Council, NLM, NLM TFC, PATH
Finder, EC NLM, Cordaid, WAE, MWA, Plan International Ethiopia, Orbis, KNH,
Compassion, EED/BftW, GF, EC, Church of Sweden.
 Geographic area: Nationally, EECMY-DASSC is present and operational in all 11
Regions including Addis Ababa and Dire Dawa through its 26 branches.
 Thematic/Global programme area: Food security, natural resources
management and environmental protection, HIV & AIDS prevention and control,
gender issues including harmful practices, community based education and health
interventions, relief and early warning.
Rationale for NCA's partnership with this organisation: Based on shared vi-
sion and values, and with its well-established and grass rooted structures,
EECMY-DASSC is the organization that invited NCA in 1974 as its partner to come
to Ethiopia and closely cooperate with, in both humanitarian and development
support to the Ethiopian needy communities. Since then, NCA cooperated with
EECMY-DASSC as its core partner, in its endeavor of emergency response, diver-
sified Development and Social Service programs/projects across the country.
At present NCA is supporting a climate change adaptation project in Saherti
Samre woreda of Tigray, and education and health project in Hamer and Bena
Tesmay wereda of SNNPR. The integrated watershed development approach CCA
interventions resulted in restoration of degraded land, increased reforata-
tion/vegetation cover, reduced soil erosion & run off surface water there by re-
plenishing ground water and soil fertility. The engagement in the pastoral areas
in anti HTPs was successful mainly because of its engagement in multifaceted

37 Norwegian Church Aid Ethiopia Strategy 2016-2020

 needs of the community with physical presence in one of the most marginalized
communities and in the remotest area of the country. The church has established
a clinic, non-formal education center and other development related activities in
the areas where the CC project is operating now in Erobore and Tesmay. The
church has Youth hostel at Turmi town (tourist station of the area) which is giving
service for the pastoralist children of Bena, Tsemay, Erbore, Hamer and Khara
ethnic groups. These structures and physical presence has created a comparative
advantage to the church to reach the most marginalized pastoralist community.
The project has intended to scale up in Dasench community where EECMY-DASSC
is one of the few NGOs operating in that particular area through Community
Based Health Project (running four health clinics). In this community, the project
has established its office with other premises that could render services for other
development projects in that community. In addition to this, the Synod is also
running girls’ boarding school which is giving services for girls selected from the
Dasenech pastoralist community while no intervention was there by other organi-
zations. In this district there is high prevalence of FGM (more than 80%).The in-
terventions in Tesmay and Erobore has created a great opportunity for the church
to get recognition in this pastoral community, with this the project is intended to
scale up in Dasench community, where historically the Dassench and Erobore
communities have same linage; vital factors for FGM intervention where Ethnicity
is very decisive.
 Year of when partnership with NCA was established: 1973
 Division of labour between NCA and partner (added value each brings):
NCA provide fund, technical support, Monitor and evaluated. NCA will enter into
detailed partnership agreements with each implementing partner; it will ensure
that funds are timely channeled as per the agreement and that they are properly
accounted for. On the other hand, the partner provides concept note, plan,
implements the programs and report.

6. Ethiopia Muslim Development Agency (EMDA)

 Type : FBO/Core partner

 Year of establishment: 1995
 Legal status: Ethiopian Resident Charity Organization at the Charities & Societies
Agency with registration #0374
 Number of employees: 36 (23M&13F)
 Number of members: N/A
 Management structure: EMDA is the development arm of the Ethiopian Islamic
Affairs Supreme Council (EIASC). It follows the EIASC national and regional
structure, and has a Board of Management with representatives from the EIASC.
The Head office is located in Addis.
 Financial foundation: Donor
 Membership in networks (including ACT Alliance): It is member of EIFFDA
 Cooperation with local government: EMDA cooperates with the bureaus for
health and for women, children and youth affairs.
 Other donors: GFR, Path Finder, Population council, UNFPA
 Geographic area: Nationally
 Thematic/Global programme area (technical expertise): Health including
maternal and reproductive health, FGM and GBV.
 Rationale for NCA's partnership with this organisation: NCA have partnered
in the past with EMDA in the areas of peace building and HIV & AIDS. Since the
end of 2009, EMDA has been implementing anti-FGM projects together with NCA.
This has included engaging the top leadership of EIASC in theological reflections
on the view of Islam on FGM.
Consistent engagement will be undertaken until change is effected by target-
ing areas where the practice of FGM is highly prevalent; such as the Somali re-

38 Norwegian Church Aid Ethiopia Strategy 2016-2020

 gion. The aim is to bring behavioural change amongst the large majority of Mus-
lims; and to help EMDA develop its own theological reflections on the issue in or-
der to communicate consistent messages for awareness raising. NCA believes that
EMDA is the only strategic and government recognized Muslim based organization
with the potential of reaching the majority of Muslims from the top leadership to
grassroots (Mosque level) level. However, it is a weak organization in terms of
programmatic and financial issues and needs considerable capacity strengthening.
 Year of when partnership with NCA was established: 2000
 Division of labour between NCA and partner (added value each brings):
NCA provide fund, technical support, Monitor and evaluated. NCA will enter into
detailed partnership agreements with each implementing partner; it will ensure
that funds are timely channeled as per the agreement and that they are properly
accounted for. On the other hand, the partner provides concept note, plan,
implements the programs and report.

7. Ethiopian Orthodox Church –Development Inter Church Aid Commission

(EOC/DICAC)
 Type: FBO/Core partner
 Year of establishment: 1972
 Legal status: Ethiopian Resident Charity Organization at CSO/NGO Agency with a
registration # 1560
 Number of employees: 171(118M&57F)
 Number of members: NA
 Management structure: EOC/DICAC Board of Directors, Commissioner, and
Department Heads.
 Financial foundation: Donors and membership fee
 Membership in networks (including ACT Alliance): EOTC-DICAC is actively
involved in coordination networks and various forums. It is currently a member of
EIFFDA and CCRDA. It is also a member of the Ethiopian ACT-Alliance Forum. EOC
is a founding member of the World Council of Churches (WCC), the all-African
Conference of Churches (ACC) and the Joint Relief Partnership (JRP) of the 1980s.
 Cooperation with local government: DICAC cooperates with Zonal and
woreda (district) bureaus for: health; finance and economic development; water
and irrigation; agriculture; women, children and youth affairs; justice and offices
for: savings and cooperatives, micro-finance and small enterprises and other
relevant government bodies
 Other donors: IOCC, BftW, CoS, UNFPA, UNHCR
 Geographic area: Nationally, EOC-DICAC is present and operational in all 11
Regions including Addis Ababa and Dire Dawa
 Thematic/Global programme area (technical expertise): Health including
reproductive health, harmful practices, GBV and psycho-social support; education;
WASH; food security; skills training; emerngecy responses and assistance to
refugees and returnees.
 Rationale for NCA's partnership with this organisation: This is one of NCA’s
core partners with a national presence. Through its church organization from
national level to thousands of local churches on the grassroots level, it has the
potential of reaching more than half of Ethiopia’s population. It is Ethiopia’s most
influential church with great historical roots and legitimacy. It has the potential of
mobilizing critical masses of believers for changes in social norms. It operates
locally with a high degree of voluntarism. Moreover, through its local operations
and pastoral work, the church has an intimate understanding of the multi-faceted
nature of local peoples’ lives and problems. Its declarations against FGM and GBV
should be sustained in the future amongst others through institutionalizing anti
HTP/FGM messages in church’s teachings and structures.
 Year of when partnership with NCA was established: 1993

39 Norwegian Church Aid Ethiopia Strategy 2016-2020

  Division of labour between NCA and partner (added value each brings):
NCA provide fund, technical support, Monitor and evaluated. NCA will enter into
detailed partnership agreements with each implementing partner; it will ensure
that funds are timely channeled as per the agreement and that they are properly
accounted for. On the other hand, the partner provides concept note, plan,
implements the programs and report.

8. Inter Religious Council of Ethiopia (IRCE)

 Type: FBO and strategic partner

 Year of establishment:2010
 Legal status: registered with the Ministry of Federal Affairs
 Number of employees: 21
 Number of members: 7 members (major religious institutions)
 Management structure: The seven members have an overseer role, and
constitute IRCE’s general assembly and board. IRCE has a secretariat with a
Secretary General and various departments.
 Financial foundation: membership fee, donor, government office
 Membership in networks (including ACT Alliance): Global religious initiatives
 Cooperation with local government: Ministry of Federal Affairs and Ministry of
Women, Children and Youth Affairs.
 Other donors: USAID, UNDP, International Peace Alliance, Worldvision, UNICEF
 Geographic area: National and regional levels, and in regions also cooperation
on zonal and woreda levels.
 Thematic/Global programme area (technical expertise): Peacebuilding and
conflict mitigation, reproductive health and GBV.
 Rationale for NCA's partnership with this organisation: IRCE is composed of
Ethiopia’s seven most influential religious institutions from the Orthodox, Muslim,
Catholic and Protestant faiths. Its role is to serve the council members,
represented by their religious institutions, to help them freely practice their faiths,
protect their constitutional rights and promote inter-faith cooperation and
harmony. IRCE is an important and government recognized umbrella organization,
key for facilitation of higher level inter-faith dialogue forums.
 Year of when partnership with NCA was established: 2010
 Division of labour between NCA and partner (added value each brings):
NCA provide fund, technical support, Monitor and evaluated. NCA will enter into
detailed partnership agreements with each implementing partner; it will ensure
that funds are timely channeled as per the agreement and that they are properly
accounted for. On the other hand, the partner provides concept note, plan,
implements the programs and report.

9. Kembatta Women Self Help Center (KMG)

 Type: Core partner

 Year of establishment:1997
 Legal status: registered at the Charities & Societies Agency with registration
number #0842
 Number of employees: 102
 Number of members: N/A
 Management structure: The core organizational structure is the General
Assembly, the Board and the Secretariat. The General Assembly is the supreme
decision making body responsible for deliberations on policy issues. It is
composed of representatives from the community groups, founding members,
KMG Management Committee and core project staff.
 Financial foundation: Donor and community contributions

40 Norwegian Church Aid Ethiopia Strategy 2016-2020

  Membership in networks (including ACT Alliance): CCRDA, Basic Education
Association in Ethiopia (BEA_E), Poverty Action Networks in Ethiopia (PANE),
Consortium of Reproductive Health Associations (CORHA)
 Cooperation with local government: Zonal and woreda (district) bureaus for:
health; finance and economic development; women, children and youth; justice
and offices for savings and cooperatives; micro-finance and small enterprises and;
other relevant government bodies.
 Other donors: Ambassador and Head of MISSION, Australia Aktion Regen,
European Community, EA-Ireland, the Embassies of Canada, France, Sweden, UK
and Finland, Liberty Hill Foundation, Pane, Plan International Ethiopia, SNV
Ethiopia, SNV NEW, USAID, Women In, World Bank.
 Geographic area: Traditionally Kambata Tambaro Zone, but currently expanding
to the neighboring zones of Gamo Gofa, Wolayta, Guraghe, Konso and Derashe
special woredas in SNNPR
 Thematic/Global programme area (technical expertise): Comprehensive
Sexual and Reproductive Health including FGM and other Harmful Practices,
Livelihood and Women Economic Empowerment, education, environmental
rehabilitation and climate change mitigation, Small infrastructure
 Rationale for NCA's partnership with this organisation: KMG is well
positioned to scale up its best practices, proven intervention tools and approaches
nationally; while consolidating its achievements in Kembatta Tembaro zone to
ensure their long term sustainability. KMG is well known for its implementation of
community-driven projects, which includes broad community mobilization for
changing social norms.
 Year of when partnership with NCA was established: 1998
 Division of labour between NCA and partner (added value each brings):
NCA provide fund, technical support, Monitor and evaluated. NCA will enter into
detailed partnership agreements with each implementing partner; it will ensure
that funds are timely channeled as per the agreement and that they are properly
accounted for. On the other hand, the partner provides concept note, plan,
implements the programs and report.

10. Organization for Welfare and Development in Action (OWDA)

 Type: Core partner
 Year of establishment: 1999
 Legal status: Ethiopian Resident Charity at the Charities & Societies Agency with
registration No. 0421
 Number of employees: Male 100 and Female 29 Total 129
 Number of members: Male 43 Female 6 Total 49
 Management structure: Structurally the General Assembly is the highest
decision making organ of the organization. It meets once a year, and formulates
the overall direction and elects the board. The board assigns the executive
director who in turn is responsible for recruiting other key staff for the day-to day
activities of the organization. The Board approves and monitors the strategic and
operational plans and reviews the organization’s performance on a quarterly basis.
 Financial foundation: Donors
 Membership in networks (including ACT Alliance): CCRDA, Basic Education
Association in Ethiopia (BEA_E), Poverty Action Networks in Ethiopia (PANE),
Sustainable Land Use Forum (SLUF), Consortium of Reproductive Health
Association (CORHA), Consortium of Population Health and Environment (CPHE)
and pastoralist societies forum.
 Cooperation with local government: Zonal and woreda (district) bureaus for
health; finance and economic development; women, children and youth affairs;
justice and; offices for savings and cooperatives; micro-finance and small
enterprises and; other relevant government bodies
 Other donors: The Denan Project Inc., CCRDA, The Development Fund (DF)-
Norway , Save the Children International, British Council, VSF, OXFAM GB,

41 Norwegian Church Aid Ethiopia Strategy 2016-2020

 Cooperation VNG International U.A (ESAP2), CORDAID, Muslim Hands, IGMG ,
Muslim Global Relief and IHH-Turkey, Human Appeal International(HAI), WAFA
Relief and IHH-Holand, WHO
 Geographic area: Somali region
 Thematic/Global programme area (technical expertise): Reproductive
Health, WASH, Education, Livelihoods, Gender and Socio-economic empowerment,
capacity development, social accountability, Relief food and Child Welfare
 Rationale for NCA's partnership with this organisation: Close to 4 million
people live in the Somali region, with a high prevalence of FGM, which is a deeply
rooted tradition in the community. OWDA is one of the biggest organizations in
the Somali region, it is well-grounded and equipped in number of areas including
for the work on FGM. It has a developed capacity to implement projects in the
Somali region (in 5 zones) with offices in Addis Ababa, Jijiga, Gode, Andale and
Denan. It has a number of committed staff and is operating school and health
facilities.
OWDA has extensive organizational experience and has achieved commenda-
ble results in program delivery and stakeholder engagement. This makes it an
ideal partner for organizations seeking to address the myriad of socioeconomic
challenges facing people in the Somali region. This includes the common interest
of NCA and OWDA of addressing deep-rooted harmful traditional practices like fe-
male genital mutilation. OWDA’s grass-root connections and wide presence in
many hard-to reach areas provide an opportunity to reach areas where these
challenges are most pervasive.
 Year of when partnership with NCA was established: 2000
 Division of labour between NCA and partner (added value each brings):
NCA provide fund, technical support, Monitor and evaluated. NCA will enter into
detailed partnership agreements with each implementing partner; it will ensure
that funds are timely channeled as per the agreement and that they are properly
accounted for. On the other hand, the partner provides concept note, plan,
implements the programs and report.

11.Relief Society of Tigray(REST)

 Type: Resource partner
 Year of establishment: 1978
 Legal status: Ethiopian Resident Charity at the Charities & Societies Agency with
registration No. 1177
 Number of employees: 1105 (895m & 210F)
 Number of members :N/A
 Management structure: Board, Executive Director, Departments and at woreda
level, project coordination offices
 Financial foundation: Donors
 Membership in networks (including ACT Alliance): Nationally it is a member
of CCRDA (Christian Relief and Development, Federal Food Security Task Force
headed by the DFMFSS Directorate, Federal Social Protection Task Force, and
regionally it is also a member of ACSOT (Alliance for Civil Society Organization
Tigray), Member of the regional Food Security Task Force, Regional WASH, and
MANTIF working in the emergency issues, Member of the different forums
organized under the Bureau of Social Affairs, such as the Social protection forums
for children, elderly, disabled etc
 Cooperation with local government: Cooperation with regional, zonal and
woreda (district) bureaus including: Finance & Economic Development; water &
irrigation; agriculture;
 Other donors: USAID, EU, UN Agencies, DFID, DF Norway. Bread for the World
(BfW), the Development Fund of Norway (DF), WellWishers from Australia, A
Glimmer of Hope a foundation from the US, BARR Foundation again a Foundation
from US; UNOCHA
 Geographic area: Tigray Regional State

42 Norwegian Church Aid Ethiopia Strategy 2016-2020

  Thematic/Global programme area (technical expertise): WASH, Climate
Change Adaptation, Emergency Response, Health, Education, and other
development intervention areas.
 Rationale for NCA's partnership with this organisation: Highly experienced
and with solid capacity for work on the grass roots. Efficient and effective in
programs/project implementation and management.
 Year of when partnership with NCA was established: Early 1980s
 Division of labour between NCA and partner (added value each brings):
NCA provide fund, technical support, Monitor and evaluated. NCA will enter into
detailed partnership agreements with each implementing partner; it will ensure
that funds are timely channeled as per the agreement and that they are properly
accounted for. On the other hand, the partner provides concept note, plan,
implements the programs and report.

12.Ethiopian Kale Hiwot Church Development Program (EKHCDP)

 Type: FBO/Core partner
 Year of establishment: 1985
 Legal status: Ethiopian Resident Charity at the Charities & Societies Agency with
registration No. 1218
 Number of employees: 90
 Number of members: NA
 Management structure: The General Assembly is the highest body, electing the
Board and appointing the Commissioner for the organization.
 Financial foundation: Donor
 Membership in networks (including ACT Alliance): CCRDA,WASH Ethiopia,
MWA
 Cooperation with local government: Cooperation with regional, zonal and
woreda (district) bureaus including: Finance & Economic Development; water &
irrigation; Health, Education, and agriculture bureau
 Other donors: Tear UK, Tear NL Tear Australia, Living Water International, SP
Canada, CAWST Canada, BftW.
 Geographic area: Nationally, EKHCDP is present and operational in 8 Regions
including.
 Thematic/Global programme area (technical expertise): WASH, Education,
Health, agricultural and climate adaptation, child protection and support
 Rationale for NCA's partnership with this organisation: Long time and solid
experience in WASH with established crews and drilling rigs.
 Year of when partnership with NCA was established: 2013
 Division of labour between NCA and partner (added value each brings):
NCA provide fund, technical support, Monitor and evaluated. NCA will enter into
detailed partnership agreements with each implementing partner; it will ensure
that funds are timely channeled as per the agreement and that they are properly
accounted for. On the other hand, the partner provides concept note, plan,
implements the programs and report.

13.Tamira Reproductive Health and Development Organization(TRHaDO)

 Type: Secular/Core partner

 Year of establishment: September 21, 1997
 Legal status: Re-registered as an Ethiopian Resident Charity at the Charities &
Societies Agency with Registration Number - 0184
 Number of employees: 40
 Number of members: (General Assembly Members – 15, Youth members on
talent development & Edutainment - 30, Out of school Youth Peer Educators –
60, In school Youth Peer Educators – 75 ,MARPs Peer Educator's - 172 ,Honorable
Members – 55)

43 Norwegian Church Aid Ethiopia Strategy 2016-2020

  Management structure: Tamira has the following governing bodies. 1)General
Assembly: The ultimate power of governing the organization is vested in the
general assembly. The general assembly selects the management board and the
board, in turn; appoint the Executive Director Besides this, the general assembly
is responsible for determining policy issues related to the organizational objective
and appraises annual budgets and activity reports. 2) Management Board: Gen-
erally, the management board members has the authority of controlling the over-
all activities of the organization. In addition to appointing the Executive Director,
it is responsible for appointing an external auditor. In order to implement different
projects within legal parameters of the relevant laws and regulation of the coun-
try, and to make sure that TRHaDO gets all legal advice when it is in need.3) The
Executive Director: According to article 21 of the statues of TRHaDO, the Execu-
tive Director shall be appointed on a full time basis by the Board of Directors. The
Executive Director shall be the Chief Executive Officer of TRHaDO. The day-to-day
activities of TRHaDO shall be carried out by a secretariat headed by the Executive
Director and the secretariat has two major units. A Program Unit and the
Administration & Finance unit.
 Financial foundation: Donors and membership fee
 Membership in networks : Shashemene City Referral Network, CCRDA, Oromia
region, East Showa & West Arsi zone as well as in each woreda the GO & NGO Fo-
rums, CoYDOE – Founding & Board Member
 Cooperation with local government: The organization works closely with all
governmental sectors on each level, but the following bureaus on regional, zonal,
woreda (district) and town levels are major partners: Finance & Economic Devel-
opment; Health; Youth and Sports; Women, Children and Youth Affairs; and the
offices for Environmental Protection; Government Communication Affairs and;
Culture and Tourism
 Other donors: Population Services International – PSI /Since 2009/(I-NGO),
IPAS International /Since 2010/ (I-NGO), Digital Opportunity Trust – Ethiopia –
DOT-E /Since 2010/ (I-NGO), Germen Foundation for World Population – DSW
/2007 - 2009/ (I-NGO)
 Geographic area: Oromia Region: Shashemene City Administration, West Arsi
Zone: Shashemene, Shalla and Arsi Negele woredas and East Showa Zone: Batu,
Meki & Alemtena towns
 Thematic/Global programme area (technical expertise): Reproductive
Health, Youth SRH
 Rationale for NCA's partnership with this organisation: TRHaDO is a well
reputed youth organization. It is seen as a best practice youth center model.
Amongst its strengths is its ability to build partnerships and networks with the
community, government and other organizations, and its ability to facilitate a
number of community services with a very limited financial budget. It enjoys a
high degree of acceptance by the community, CBOs and government offices. The
integration of HIV/AIDS with SRH components [in which FGM is included as one of
the focus areas], is also another strength.
 Year of when partnership with NCA was established: 2001
 Division of labour between NCA and partner (added value each brings):
NCA provide fund, technical support, Monitor and evaluated. NCA will enter into
detailed partnership agreements with each implementing partner; it will ensure
that funds are timely channeled as per the agreement and that they are properly
accounted for. On the other hand, the partner provides concept note, plan, im-
plements the programs and report.

14.Organization for Development of Women and Children Ethiopia ( ODWaCE)

 Type: Resource partner
 Year of establishment: Became active in 1987 as a National committee on
Traditional Practices-Ethiopia (NCTPE), registered under the Ministry of Health

44 Norwegian Church Aid Ethiopia Strategy 2016-2020

 Legal status: In 1993, NCTPE registered as an NGO
 Number of employees: Male 16 ; Female 9; Total 25
 Number of members: 7 Board members ; 25 General assembly members /NA
 Management structure: The core organizational structures are the General
Assembly, the Board & the Secretariat. The General Assembly is the supreme
body responsible for making deliberations on policy issues.
 Financial foundation: Donors and membership fee
 Membership in networks (including ACT Alliance): CCRDA and the National
Alliance to End FGM and Child, Early and Forced Marriage.
 Cooperation with local government: ODWaCE cooperates with Ministry of
Women, Children and Youth Affairs and the Ministry of Culture and Tourism; the
Tigray Bureau of Women, Children and youth Affairs; the Somali Bureau of
Women, Children and Youth Affairs; the Somali Bureau of Health; the Amhara
Bureau of Women, Children and Youth Affairs; the SNNPR Finance and Economic
Development Bureau, the SNNPR Bureau of Women, Children and youth Affairs;
the SNNPR Bureau of Health; the South Omo Zonal Health Office; the South Omo
Zonal Women, Children and youth Affairs; the South Omo Zonal Finance and
Economic Development; the East Gojjam Zonal Women, Children and youth
Affairs and; East Gojjam Zonal Finance and Economic Development Bureau
 Other donors: Save the Children International (EU Fund), Save the Children
International (Norad Fund), Every One campaign, Save the Children International,
UNICEF-Ethiopia, and Cordaid(Netherlands)
 Geographic area: Amhara region: East Gojjam and different zones and districts
of the region. Tigray region: Mekele. SNNPR state: Sidama, South Omo and
different zones and districts of SNNPR. Somali region: Awbare, Hashin, KebriBeya,
Gursum, Jijiga, Degahabur, Aware, Gashamo, and Gunagudo. Oromia region: Arsi
and Dodota In addition: Addis Ababa, Afar, Dire Dawa and Harari.
 Thematic/Global programme area (technical expertise): Reproductive
Health with a focus on Harmful Traditional Practices.
 Rationale for NCA's partnership with this organization: ODWaCE, being a
pioneer organization in bringing forward the issue of HTPs to the attention of the
public and decision makers, can be considered as a center of excellence with vast
experience and remarkable achievements over the past two decades. It has been
a pioneer for evidence-based work including establishing baseline and follow-up
surveys on the prevalence of FGM. As a consequence, ODWaCE has emerged as a
networking and coordinating body for multiple institutions engaged in addressing
FGM. The organization has built solid relations with government stakeholders such
as the Ministry of Women, Children and Youth Affairs and other line ministries.
The membership of the network is increasing, beyond the national level to
regional levels and these need to be strengthened and sustained during the next
five year period. For 25 years ,ODWACE has served as the leading organization
and center of excellence for mobilizing communities; for awareness raising
amongst the general public; for training of different stakeholders on HTPs; for
carrying out comprehensive baseline and follow up surveys on Harmful Traditional
Practices(HTPs); for networking & coordination; for capacity building; for research
and documentation; for familiarization and sensitization on laws, policies,
strategies and programs related to HTPs and; for supporting HTP affected women
and girls.
 Year of when partnership with NCA was established: 1995
 Division of labour between NCA and partner (added value each brings):
NCA provide fund, technical support, Monitor and evaluated. NCA will enter into
detailed partnership agreements with each implementing partner; it will ensure
that funds are timely channeled as per the agreement and that they are properly
accounted for. On the other hand, the partner provides concept note, plan,
implements the programs and report.

45 Norwegian Church Aid Ethiopia Strategy 2016-2020

Annex 3: Cross-cutting issues and strengthening civil society

46 Norwegian Church Aid Ethiopia Strategy 2016-2020

Annex 4: Programme results frameworks

Annex 4.1 Reprdocutive health Results Framework

Annex 4.2 Climate Resilience Results Framework
Annex 4.1 WASH Results Framework

47 Norwegian Church Aid Ethiopia Strategy 2016-2020

 Annex 4.1
Reproductive health Results Framework, Ethiopia

Targets
Sources of Frequency of
Outcomes Indicators Responsible
Baseline 2016 2017 2018 2019 2020 verification reporting

midterm review,
Global outcome Global -RH partners report,
after two years of
Increased number of deliveries To be health facilities,
implementation
take place at health facilities developed TBD TBD TBD TBD TBD district health
through referral by partners (TBD) beauro and youth
Percentage of women who attended
TBD TBD TBD TBD TBD TBD
Outcome 1: Conventional one or more ante natal care visits midterm review,
reproductive health services are partners report,
Number of obstructed fistula cases
preferred over traditional TBD TBD TBD TBD TBD TBD
reduced health facilities, after two years of
practices district health implementation
% increase of adolescent and youth
(10-29) in the intervention areas, beauro,youth
TBD TBD TBD TBD TBD TBD centers record
who accessed health center/youth
center for SRH service

Delivery at output level

Outputs
2016 2017 2018 2019 2020
1.1. Increased knowledge among 1.1 Number of Women, and youth partners report,
women, and youth (male & (M&F) reached with information 4552 5552 7000 9000 13000 17000 youth facilities annually
Female)about SRH services.. with SRH service record,

community
1.2 Number of community
1.2. Community structures are structures bylaws,
structures/organizations involved in
promoting conventional 21 25 28 31 34 37 activity reports, annually
various dialogues, and community
reproductive health services pictures, video,
mobilizations
partners report,

1.3.1 Number of service provider partners report,

individuals' capacity built to deliver TBD 50 75 100 125 150 participants annually
1.3 User friendly SRH services youth friendly SRH services attendance
availed in the intervention area 1.3.2 Number of service provider
partners report,
institutions' capacity built to deliver 2 2 3 5 4 6
institutions report
youth friendly SRH services

100 200 300 400 500 CC participants list,

1.4.1 Number of men and women
women women women Women Women pictures, patterns
involved in structured community annually
and 80 and 100 and 200 and 300 and 400 report, monitoring
level discussions
Men Men Men Men Men visit reports
donkey/ho
1.4 Delays are addressed and partners report,
rse cart,
pregnant mothers manage to 1.4.2 local level transportations health facility
motorbike, annually
reach health center and access facilitated in the intervention areas report, monitoring
arm
services visit reports
stretchers
1.4 Delays are addressed and
pregnant mothers manage to
reach health center and access Annex 4.1
services Reproductive health Results Framework, Ethiopia

training participants
1.4.3 number of health workers list, pre and post
30 50 60 70 80
trained test documents,
partners report
Major Activities: Organize training to youth leaders on SRH issues, organize edutainment activities for the youth, establish and strengthen in and out of school clubs, establish peer
to peer groups, strengthen government owned youth friendly centers with materials, establish referral mechanisms from schools, community level to health facilities, Conduct mass
community awareness rising activities, Organize and engage community/ religious/ clan leaders, fathers, young men and boys in different mass community awareness rising events to
educate communities and show their support, Organize mother to mothers group to reach women with SRH issues, organize high level national, regional and local level religious
leaders dialogue, engage women in self help saving groups to empower them economically, pilot context and cultural specific strategies to attract pregnant mothers to health facilities,

Baseline Sources of Frequency of

Outcome 2 (Global GBV) Indicators 2016 2017 2018 2019 2020 Responsible
2015 verification reporting
Number of communities and their
leaders, including religious leaders
Communities and faith actors 102 CBOs
that have reached agreement and 142 CBO 147 CBO 152 CBO 157 CBO 162 CBO
take action to end Female 4 FBOs
public declarations on abandonment
Genital Mutilation (FGM) or of FGM, EM and GBV
Early/child marriage, and GBV Partners report,
NO of cases with verdict of total
166 35 85 125 180 250 Police document,
number of cases reported
testimonies
Delivery at output level
Output
2016 2017 2018 2019 2020
2,000,000 2,500,000
2.1.1 # of faith communities 532,194
participated in various (199,278 600,000( 800,000 ( 1,500,000( ( (
2.1: Faith and community dialogues, and awareness raising M, 300, 000 400,000 M 700,000 M 1,000,000 1,200,000 partners report,
participants list, annually
Based Organizations that sessions for 332916F) M, and and and M and M and pictures
cascaded commitments in their the total abandonment of FGM, EM, (Desk 300,000 F) 400,000 F) 800,000 F) 1,000,000 1,300,000
structures that promote and GBV review)
F) F )
abandonment of FGM, EM and 2.1.2 # of faith institutions and
GBV 60 (Desk bylaws, revised
CBOs integrate FGM, EM and GBV
review) curriculums,
issues in their 62 68 80 90 120 annually, biannually
137 monitoring reports,
plans (sermons, colleges, schools,
(CBOs) minutes
etc.)
CC 143,
2.2# of men and women involved in 150,000 ( 150,000 ( 160,000(7 160,000(7
059 170,000( participants list of
2.2 Community members have structured community level
(63570M, 70,000 M, 70,000 M, 5,000 M, 5,000 M, CC, coffee
got information on FGM, CEFM discussions CC, Coffee ceremony, 80,000 M, annually
79489F) and and and and ceremony, SHSC or
and GBV trainings, Self help Group, Iddir) on 90,000 F)
(Desk 80,000 F) 80,000 F) 85,000 F) 85,000 F) CBOs
FGM,EM, and GBV issues
review)
 Annex 4.1
Reproductive health Results Framework, Ethiopia

2.3.1 # of law enforcing officers

partners report,
2.3 Community members have trained on the existing 1600 1750 1840 1930 2000 2080
participants
improved knowledge on legal legislations and policies
consequences of FGM, CEFM and 2.3.2 # of community members
GBV sensitized on laws and legal 3000 5000 7000 9000 11000 partners report
processes
Major Activities: Conduct bi-monthly structured CC sessions, by trained CC facilitators using structured CC guide in line of the local context, Conduct discussion forums/ workshops among faith
communities and with community based structures (such as Iddirs, women associations, religious associations), sensitize law enforcing bodies and communities on the existing legal frameworks,
establish referral system from community, schools to law enforcing bodies, facilitate public declaration events locally, mobilize male role models, mobilize girls and women as change agents, print and
distribute declarations and other IEC materials, work with FBO structures at various level, develop theological reflections on Child marriage and GBV in different faiths, use print and electronic media
(secular and faith based)
Sources of Frequency of
Outcome 3 Global -GBV Responsible
Baseline 2015
2016 2017 2018 2019 2020 verification reporting
% of GBV, EM and FGM survivors
Survivors of GBV, FGM and CEFM assisted, who confirmed an
have safely accessed adequate improvement in quality of life due to assessment,
TBD TBD TBD TBD TBD TBD interview,
and appropriate support services the support services offered (better
health, better income, more monitoring reports,
empowered) suggestion boxes annually
Delivery at output level
Outputs
2016 2017 2018 2019 2020
Number of GBV survivors who
received medical and/or economic 710 (Desk
780 840 900 960 1020 list of survivors that
and/or psychosocial support from review)
3.1 adequate and appropriate NCA partners received supports annually
support services for GBV
partners report,
survivors is made available in the Number of referral mechanisms
intervention area established between service referral papers,
25 27 29 31 33 minutes,
providers and survivors first point of
contact in the intervention area 23 (Desk agreements,
Review) monitoring reports annually
Major Activities: Conduct mapping of services for those affected by FGM,CM an GBV and organize workshop among service providers to improve coordination and referral mechanisms for services;
sensitize the community and their leaders on the need to identify and refer survivors, establish linkages from schools, communities to legal, medical service providers, establish linkages with micro
finance, enterprises, organize trainings for GBV, CM and FGM survivors, organize policy level dialogues on health consequences of harmful practices with health professionals and religious leaders,
Train community based para-social workers (volunteers), health extension workers, and mid-wives on case management, Initiate and support research activities on reproductive health effects of FGM
practice (including sunna) and disseminate findings at different level.
 Annex 4.2
Climate Resilience Results Framework, Ethiopia

Targets
Sources of
Outcomes Indicators Baseline 2015/16 Frequency Rep Responsible
2016 2017 2018 2019 2020 verification

Outcome 1

Context specific Minimum Minimum standards are applied to essential 0 To 2 irrigation, To 2 years To 3 years To 4 years To 5 years 2.1 NCA field 3 times every CR- PC
standards for mitigating risk infrastructures (common resources) 3 water supply cumulative of 4 cumulative of 6 cumulative of 8 cumulative of visits and records year
on structural interventions and 20 irrigation, 6 irrigation, 9 irrigation, 12 10 irrigation, 15 of
are applied watershed water supply water supply water supply water supply participation in
protection and 40 and 60 and 80 and 100 the process of
essential watershed watershed watershed watershed defining minimum
infrastructures protection protection protection protection standards
essential essential essential essential 2.2 Building
infrastructures infrastructures infrastructures infrastructures codes, planning of
essential
infrastructure,
engineering
reports

Targets Sources of
Output Baseline 2015/16 Frequency Rep Resp.
2016 2017 2018 2019 2020 verification
Community members have Number of community members who have 13,289 or 38% of the targeted additional 4,329 8,658 or 24.8% 12,987 or 17,316 or 21,645 or 62%, 2.1 NCA field CR- PC
the knowledge of the benefits awareness/knowledge on importance/benefit of projects areas or 12.4% , cumulative of 37.17%, 49.5%, cumulative of 5 visits reports and
of having minimum standards having minimum standards to mitigate risks 2 years cumulative of 3 cumulative of 4 years records of
to mitigate risks years years participation in
the process of
defining minimum
standards
3 times every
2.2 Building
year
codes, planning of
essential
infrastructure,
engineering
reports

Main Activities: Baseline study, risk assessment, identifying critical infrastructures, train community members on importance/benefit of having minimum standards for different essential infrastructures to mitigate risks; apply minimum standards for
assorted essential infrastructures and structural adjustments.
Targets Sources of
Outcome 2 Indicators Baseline 2015/16 Frequency Rep Resp.
2016 2017 2018 2019 2020 verification
Food production is adapted to 2.1.1 Percentage of land under agricultural 2.1.1 On average 54% in the 2.1.1 On 2.1.1 2 2.1.1 3 years 2.1.1 4 21.1 5 Evaluation and Annually CR- PC
changes in climate management adapted to climate change identified and selected project average years cumulative on years years assessment
2.1.2 Gap on average in food production between areas; additional 9.2% cumulative on average 27.6% cumulative on cumulative on reports
good and bad seasons (measured in qtrs./ha) 2.1.2 The gap on average for in the identified average 18.4% in the identified average 36.8% average 46% in
after climate event occurred. the selected areas is and selected in the identified and selected in the identified the identified
11.65qts/ha project areas; and selected project areas; and selected and selected
2.1.2 the project areas; 2.1.2 the project areas; project areas;
gap on average 2.1.2 the gap on average 2.1.2 the 2.1.2 the
to be 9.5qts/ha gap on average to be 6qts/ha gap on average gap on average
to be 7.5qts/ha to be 5.5qts/ha to be 3.5qts/ha
 Annex 4.2
Climate Resilience Results Framework, Ethiopia

Targets Sources of
Output Baseline 2015/16 Frequency Rep
2016 2017 2018 2019 2020 verification
2.1 Adaptive agricultural 2.1.1 # of farmers that adopted irrigated 2.1.1 3,384 farmers adopted 2.1.1 Additional 2.1.1 2.1.1 2.1.1 2.1.1 2.1.1 records, 3 times every CR- PC
practices introduced and agricultural practices 2.1.2 irrigated 1692ha, 400 farmers cumulative of 2 cumulative of 3 cumulative of 4 cumulative of 5 observation, year
promoted. 2.1.2 Irrigated land and potential land to be potential 2221ha. 2.1.2 additional years 800 years 1200 years 1600 years 2000 monitoring &
irrigated. 2.1.3 4,599 of all projects 200ha of land to farmers 2.1.2 farmers 2.1.2 farmers 2.1.2 farmers 2.1.2 evaluation
2.1.3 # of farmers that adopted strip, contour, areas inhabitants adopted be irrigated cumulative of 2 cumulative of 3 cumulative of 4 cumulative of 5 reports, etc.
etc. planting/farming practices, strip, contour, etc. planting 2.1.3 additional years 400ha of years 600ha of years 800ha of years 1000ha of 2.1.2 Interviews
practices 720 farmers land to be land to be land to be 2.1.3 land to be 2.1.3 and protocols.
expected to 2.1.3 2.1.3 2880 farmers cumulative of 5
adopt strip, cumulative of 2 cumulative of 3 expected to years 3600
contour, etc. years 1440 years 2160 adopt strip, farmers
planting farmers farmers contour, etc. expected strip,
expected to expected to planting contour, etc.
adopt strip, adopt planting
contour, etc.
planting

2.2 Farmers who have gained 2.2 Number of farmers out of total inhabitants in 2.2 3,455 or 9.9% farmers out 2.2 Additional 2.2 cumulative 2.2 cumulative 2.2 cumulative 2.2 cumulative 2.2.1 records, 3 times every CR- PC
knowledge and exposure to Amhara and Tigray intervention areas trained in of total inhabitants in Amhara 3,000 or 8.6% of 2 years 6,000 of 3 years 9,000 of 4 years of 5 years observation, year
improved agronomic practices improved agronomic practices and engaged in and Tigray intervention areas trained and or 17.2% or 25.8% 12,000 or 15,000 or 43% evaluation report
adopted them. producing improved crop seeds with high trained in improved agronomic engaged in trained and trained and 34.4% trained trained and etc.
productivity, high value and drought resistant to practices and engaged in producing engaged in engaged in and engaged in engaged in 2.2.2 Interviews
be replicated production improved crop producing producing producing producing and protocols.
seeds with high improved crop improved crop improved crop improved crop
value and seeds with high seeds with high seeds with high seeds with high
drought value and value and value and value and
resistant to be drought drought drought drought
replicated resistant to be resistant to be resistant to be resistant to be
replicated replicated replicated replicated

Main Activities: Feasibility and baseline studies, identify and train farmers and support their engagement in improved irrigation practices; Identify and train farmers on improved agronomic practices and support their engagement in strip, contour, etc.
farming/planting; Identify and train model farmers on improved agronomic practices and support their engagement in improved crop seeds/seedlings with high productivity, high value and drought resistance, implementation of small scale irrigation
systems.
Targets Sources of
Outcome 3 Indicators Baseline 2015/16 Frequency Rep Resp.
2016 2017 2018 2019 2020 verification
Sustainable land 3.1.1 Number of detailed sustainable land 3.1.1 Eight sustainable land 3.1.1 Detailed 3.1.1 Detailed 4.1 _____ 4.1 4.1 CR- PC
management plans are in use management plans developed at community level, management plans at kebele sustainable land sustainable land 4.2 3 years __________ ________
3.1.2 Percentage increase in land use level in place that require management management cumulative 36% 4.2 4 years 4.2 __________ 5.1: Ratification in
corresponding to the sustainable land replanning with active plans developed plans developed cumulative 50% the community,
management plan applicable to the community participation of communities at 4 kebeles at 4 kebeles existence of the
3.1.2 on average 16% 3.1.2 additional 3.1.2 2 years plan, records of
10% cumulative 22% participatory
development Annually
process
5.2 Land survey
through sampling
and field visits

Targets Sources of
Output Baseline 2015/16 Frequency Rep Resp.
2016 2017 2018 2019 2020 verification
3.1 Sustainable land 3.1 Hectares of watershed lands mapped and Eight sustainable land 17,145 hectares 17,802 hectares 5.1: Ratification in
management plans developed planed for sustainable management and use. management plans at kebele of land in 4 of land in other the community,
at each targeted watersheds level in place that require Kebeles to be 4 Kebeles to be existence of the
through active participation of replanning with active mapped and mapped and ___ ____ ____ plan, records of Annually
the inhabitants participation of communities planned planned. participatory
development
process
 Annex 4.2
Climate Resilience Results Framework, Ethiopia

3.2 Plans for sustainable land 3.2 Percentage of land under soil preservation in 10% or 3,510 hectares on additional 2 years 3 years 4 years 5 years CR- PC
management are the target watersheds, average 10.8% or 3,771 cumulative cumulative cumulative cumulative 54%
implemented. ha 21.6% or 32.4% or 43.2% or or 18,856ha
7,542ha 11,313ha 15,084ha

3.3 Vegetation cover across 3.3 Hectares of degraded range/communal and 7,610ha covered with forest & additional 2 years 3 years 4 years 5 years 2.3 Observation, CR- PC
range lands, in farm lands covered with forest/agroforestry and bush in the projects areas 283.6ha cumulative cumulative cumulative cumulative interviews and
enclosure/communal areas vegetation/biodiversity. planned to be 567.2ha to be 850.8ha to be 1134.4ha to be 1418ha to be focus group
and in treated gulley's, and covered covered covered covered covered discussions
agroforestry along farm
fields.
Main Activities: Develop plans for sustainable land management in targeted intervention watersheds/areas through active participation of the target communities; Undertake physical conservation activities through mobilization and active participation of
the target communities; raising/producing assorted seedlings, pitting and planting seedlings in communal/range lands, treated gullies and along farm fields.
Targets Sources of
Outcome 4 Indicators Baseline 2015/16 Frequency Rep Resp.
2016 2017 2018 2019 2020 verification
Organized civil society Number of target communities where community 13,104 Two years Three years _____ _____ 3.1 Testimonies, Annually CR- PC
structures demonstrate action task forces have taken concrete steps to prepare inhabitants in 3 cumulative of cumulative of records, news
on climate resilience and respond for climate change events. kebeles having 26,209 34,949 stories etc.
three task inhabitants in 6 inhabitants in 8 3.2 Interviews and
forces with 27 kebeles having kebele having protocols.
0
members six task forces eight task
with 54 forces with 72
members members

Targets Sources of
Output Baseline 2015/16 Frequency Rep Resp.
2016 2017 2018 2019 2020 verification
4.1 Existing community task 4.1 Number of existing community task forces 4.1 0 4.1 three task 4.1 cumulative 4.1 cumulative 3.1 Records, 3 times every CR- PC
forces (committees) (committees) identified, linked/coordinated with forces with 27 of 2 years six of 3 years 8 monitoring visits year
capacitated along with local EWS at district, zone region, national members in task forces with task forces with and interview of
government and civil societies level/informal institutions for effective disaster three kebeles 54 members in 72 members in __________ __________ task force
for effective preparedness, mitigation measures. start raising six kebeles start eight kebeles members/leaders
response and resilience fund for raising fund for start raising
building. resilience resilience fund for
4.2 Community self 4.2.1 Number of community based resilience fund 4.2.1 0 building
4.2.1 Three building
4.2.1 Two years resilience
4.2.1 Three 3.2 Records, 3 times every CR- PC
supportive resilience fund committees strengthened/established, 4.2.2 0 community cumulative of years interviews and year
organization 4.2.2 Number of community based resilience fund based resilience six community cumulative of protocols
strengthened/established and committees members trained on resilience fund fund institutions based resilience eight
operational raising, management and utilization. established fund institutions community
4.2.2 27 established based resilience ________ _________
members of 3 4.2.2 two fund institutions
resilience fund years established
committees cumulative of 4.2.2 3 years
trained 54 members of cumulative of
6 resilience 72 members
Targets of Sources of
Output Baseline 2015/16 Frequency Rep Resp.
2016 2017 2018 2019 2020 verification
4.1 Observation
4.3 Community level 4.3 Number of contingency plans developed and 3 times every CR- PC
and analysis of
contingency plans for natural put into action at times of climate related events. year
contingency plans
disasters are operational 0 0 2 2 1 1
4.2 Testimonies,
records, news
stories etc.
Main Activities: Identify, strengthen and reactivate the existing community task forces/committees along with local government and civil societies for effective preparedness, response and resilience building; Support and make operational community level
contingency plans for natural disasters;
 Annex 4.2
Climate Resilience Results Framework, Ethiopia

Targets Sources of
Outcome 5 Indicators Baseline 2015/16 Frequency Rep Resp.
2016 2017 2018 2019 verification
2020
Asset-poor households Economic vulnerability of asset-poor households 80 asset poor households 293 asset poor 2 years 3 years 4 years 5 years 5.1 Testimonies, Annually CR- PC
generate income from engaged in alternative livelihood options reduced engaged in alternative households will cumulative of cumulative of cumulative of cumulative of
records, news
alternative livelihoods livelihood options be engaged in 586 asset poor 879 rights 1,172 rights 1,465 asset
stories etc.
alternative households will holders holders poor households
5.2 Interviews and
livelihood be engaged in will be engaged
protocols.
Targets Sources of
Output Baseline 2015/16 Frequency Rep Resp.
2016 2017 2018 2019 2020 verification
5.1 Asset poor households 5.1 Number of asset poor households organized in 4 SACOs with 80 members 5.1 Youth 5.1 cumulative 5.1 cumulative 5.1 cumulative 5.1 cumulative 5.1 records, 3 times every CR- PC
organized in SACOs and SACOs actively improving own livelihoods SACOs 3 with of 2 years Youth of 3 years Youth of 4 years Youth of 5 years Youth observation, year
engaged in diversified 193 members SACOs 6 with SACOs 9 with SACOs 12 with SACOs 15 with monitoring and
livelihood options and women 326 members 459 members 632 members 767 members evaluation report
SACOs 3 with and women and women and women and women etc.
100 members SACOs 6 with SACOs 9 with SACOs 12 with SACOs 15 with
5.2. Asset poor households 5.2 Number of organized asset poor households 80 asset poor households with additional 293 260
586 members
asset poor 420
879 members
asset poor 540
1172members
asset poor 698
1465members
asset poor 5.2 records, 3 times every CR- PC
organized and have access to with own asset and increased income own asset and increased asset poor households with households with households with households with observation, year
loan services gained income households with own asset and own asset and own asset and own asset and monitoring and
increased income and own asset and increased increased increased increased evaluation report
adaptive capacity to climate increased income rights income income income etc.
change. income holders

Main Activities: Undertake value chain analysis and mapping for possible alternative livelihood options, consult and identify potential asset poor rights holders willing to be organized and engaged in own choice of livelihood options, provide skills training on
the chosen alternative livelihood and business options, organize in self help groups and SACOs, provide technical, professional and financial support to the organized groups/SACOs to engage their members in diversified livelihood options and manage their
 Annex 4.3
WASH Results Framework, Ethiopia

Targets (per year - not cumulative) Sources of Frequency of

Outcomes Indicators Baseline Responsible
2016 2017 2018 2019 2020 verification reporting
2015
Outcome 1
1.1 Percentage of women, men, girls and
boys expressing satisfaction with their Survey on selected
TBD 60 65 70 75 75
level of participation in decision making samples
for these processes.
Community members demonstrate 1.2 Number of committees that
that they have taken ownership of the demonstrate ability to maintain their
WASH services Survey on selected
WASH services i.e. functioning WASHCo,
TBD 95 121 111 93 57 sample/ focus group yearly NCA
established fee collection system, ability
discussion
to repair water scheme, actively address
community sanitation and hygiene issues

Delivery at output level

Output
2016 2017 2018 2019 2020
1.1.1 Average ratio of women to men in
36 % 50 % 50 % 50 % 50 % 50 %
WASHCOs Spot check of
1.1WASCHOs established and selected samples of
quarterly
equipped 1.1.2 Number of WASHCOs trained on WASHCOs,
collection, registration and banking of TBD 97 127 117 98 60 assessment reports
user fees

1.3 The community, authorities and

Periodic program
partners sign an agreement on the
1.3 Number of signed agreements of reports, assessment
roles and responsibilities of each 0 91 121 111 92 54 quarterly
total number of schemes implemented reports, agreement
stakeholder in relation to water and
documents
sanitation infrastructure
Sample Activities: Organize community discussions for need/problem identification; WASHCO members selection; Organizing WASHCOs and delivering trainings and provision of hand tools;
Conduct post training follow up to the WASHCOs.

Baseline Targets Sources of Frequency of

Outcome 2 Indicators Responsible
2015 verification reporting
2016 2017 2018 2019 2020
End of project /
2.1 Number of meetings /gatherings
Woreda water offices have included program survey of a
/occasions where representatives of
men and women’s recommendations sample
community members present to the 17 6 6 6 6 6 Yearly NCA
on WASH services in their work plans Focus group
governmental authorities their priorities,
(Mandatory) discussion, key
concerns, feedbacks on WASH services.
informant interview
Delivery at output level
Output
2016 2017 2018 2019 2020
2.1 Workshops/trainings provided for
2.1 Number of government staff who
target government staff to improve Pre- and post training according to
have gained knowledge and skill to TBD 25 25 25 25 25 partners
their knowledge and skills to do their reports training schedule
perform their roles more effectively
roles in effective way
Main Activities: Organize awareness raising on government policies/standards for WASH services; Capacity building trainings delivered for government staff.
 Annex 4.3
WASH Results Framework, Ethiopia

Baseline Targets Sources of Frequency of

Outcome 3 Indicators Responsible
2015 2016 2017 2018 2019 2020 verification reporting
3.1 % increase of girls, boys, women and
men, who wash their hands with TBD 50 60 65 70 75 End line (KAP) survey
Men and women practice good hygiene detergents/ash at critical times
at project completion start and end of
that protect them against key public NCA
3.2 % decrease of diarrhea episodes of compared with project
health risks
children under 5 years in intervention 32 % 10 % 10 % 10 % 10 % 7% baseline
area.
Delivery at output level
Output
2016 2017 2018 2019 2020
3.1 Number of households treating
3.1 Householders practice household
drinking water by boiling, SODIS, TBD 2867 3004 3004 3140 1638
water treatment and safe storage End line (KAP) survey
filtering, chlorine
at project completion start and end of
NCA
3.2 Women, men, girls and boys wash compared with project
3.2 % increase of households having
their hands with detergents/ash after TBD 50 60 65 70 75 baseline
hand wash facilities with detergents
defecation

Main Activities: Training on household water treatment and safe storage for Health Extension Workers (HEW), health development army members and model households; Discuss & mobilize
community to establish and utilize hand washing facilities.
Baseline Targets Sources of Frequency of
Outcome 4 Indicators Responsible
2015 2016 2017 2018 2019 2020 Log
verification
of latrines reporting
constructed vs
communal action
4.1 Number of men and women who NCA,
Target communities have access to TBD 7500 17500 17500 17500 7500 plan, population yearly
have gained access to sanitation facilities registry government
adequate, appropriate and sustainable reports/evaluation
sanitation service in their household. reports
4.2 % of girls, women, boys and men
Assessment/evaluatio
expressing satisfaction with sanitation TBD 60 65 70 75 75
n reports
services.
Delivery at output level
Output
2016 2017 2018 2019 2020
4.1 Men and women constructed
4.1 Number of new sanitation and hand
sanitation facilities (latrine) equipped 32930 2500 3500 3500 3500 2500
wash facilities in use Periodic program
with hand washing materials.
4.2 CLTSH triggered communities reports yearly NCA
decide and commit themselves that all 4.2 Number of communities/kebeles that KAP survey
32 5 7 7 7 5
HH construct their toilets with hand declared ODF
wash facility
Main Activities: Launching CLTSH approach (pre-triggering, triggering and post triggering) in target communities; Train health extension workers to organize and mobilize communities for
activities at household level

Targets Frequency of
Outcome 5 Indicators Baseline Sources of verification Responsible
2016 2017 2018 2019 2020 reporting
2015
5.1 Number of water supply and
NCA,
sanitation services adapted to people TBD 6 12 17 1 5
Men and women have access to government
living with disabilities Assessment/
inclusive, adequate and sustainable yearly
evaluation report
WASH services in public institutions
 Annex 4.3
WASH Results Framework, Ethiopia
Men and women have access to
Assessment/
inclusive, adequate and sustainable yearly
5.2 Number of men and women who evaluation report
WASH services in public institutions
have gained access to institutional water TBD 3600 7200 10200 10200 3000
supply and/ or sanitation facilities
Delivery at output level
Output
2016 2017 2018 2019 2020
5.1 Number of latrines constructed in
5.1 Targeted institutions have access 97 4 8 12 12 3 Spot check yearly partners
schools
to sanitation facilities (latrines) 5.2 Number of latrines constructed in
100 3 6 9 9 3
health institutions
5.2Targeted institutions have access 5.3 Number and type of water supply
start and end of
to at least basic water supply schemes constructed for institution/ 54 7 14 21 21 6 KAP surveys, NCA
project
complying to National norm (standard) education & health

5.3 Targeted schools have functional 5.3 % of schools having functional Periodic program
28 65 70 75 75 80 yearly
hygiene and sanitation clubs hygiene club at project completion reports
Main Activities: Construction of latrines with hand washing and menstrual hygiene management arrangements; Organizing and training of school health clubs; Developing operation and
management plan and providing technical training for maintenance and management of water supply and sanitary facilities.
Targets Frequency of
Outcome 6 Indicators Baseline Sources of verification Responsible
2016 2017 2018 2019 2020 reporting
2015
6.1 Number of men and women who have
Official figures: list of
gained access to at least basic water NCA,
Men and women access sound, 84 748 98900 59900 80500 63350 38700 water users from yearly
supply service level according to the government
sustainable and at least basic water management
national standards.
supply services at household level for 6.2 % of water supply schemes found End line
domestic and productive purpose. sustainable at the final evaluation of the 81 % 95 % 95 % 95 % 95 % 95 % survey/evaluation
completed project in 2020 reports
Delivery at output level
Output
2016 2017 2018 2019 2020
6.1 Target communities have
6.1 Number of men & women who have
protected the environment sustaining TBD 9890 5990 8050 6335 3870
participated in watershed management Periodic program
their water resources
reports, assessment yearly partners
6.2 Men and women have a fully reports
6.2 Number and type of schemes
functioning and adequate water 835 97 127 117 98 60
constructed
scheme in their community

6.3 Caretakers and area mechanics

6.3 Number of trained caretakers and Training/ periodic
have the technical knowledge and 972 194 254 234 196 120
area mechanics program reports start and end of
capacity to maintain their schemes
project NCA
Main Activities: Identification of new water sources and potential non-functional schemes to be rehabilitated in the target communities; Facilitate resources to construction/rehabilitation of
water schemes;Training operations and maintenance
Annex 5: Funding strategy and targets
Donor Relations
Below are non-Norwegian donor of strategic important for the coming strategic period
 UNFPA and UNCIEF- NCA will strengthen its existing relationships with UNFPA and
UNICEF, which are the UN lead agencies on maternal health issues and
reproductive health in development and emergency settings.
 UNOCHA, USAID/OFDA are the major donors for humanitarian response programs
in Ethiopia. NCA will need to establish relationships with agencies currently
holding contracts for funding from USAID and ECHO. As such, NCA Ethiopia will
seek to be a sub-grantee among the implementing partners and be able to access
funding of approximately USD 250,000 up to 350,000 per application. WASH is
among the sectors prioritized for funding. Previously, NCA directly received
UNOCHA funding; now with enhanced commitment for emergency response, NCA
shall renew its relationship to be able to access funding for WASH which could
amount to USD 600,000 per application.
 EU- EU is a strategic donor with due emphasis on civil society strengthening in
Ethiopia. NCA’s programs are in line with EU’s commitment for development in
Ethiopia. EU is a potential donor for RH, climate resilience and WASH.

Funding Investments
NCA Ethiopia has been able to maintain relationships with the Norwegian Embassy and
UN donors including UNFPA and UNICEF for its reproductive health and FGM programs. In
addition, NCA has good relationships with UNHCR and ECHO. The country office can bet-
ter market its huge investment on WASH for creating opportunities to access funding
from non-Norwegian donors. The country program have been heavily dependent on Nor-
wegian sources as there is limited staff capacity for fundraising and grant management.

NCA Ethiopia has the potential to access more funding due to the increased attention of
donors to Ethiopia. However, there is stiff competition from INGOs - and in some cases
local NGOs - to access funding. Both the government as well as the donors challenge
INGOs like NCA to demonstrate their added value as intermediary agencies. NCA will
need to continue to define, articulate and demonstrate its added value in this increasingly
competitive environment, and will need to maintain its status as a preferred implementa-
tion and collaboration partner to government, donors, and civil society agencies.

The country office will invest on marketing its programs, improving its communication,
documentation and dissemination, financial systems and procedure, relationship building,
staff, and maintaining good track record. We require HQ support on intelligence gather-
ing on funding opportunities and establishing relationships with major donors such as EU,
DFID and ECHO.

49 Norwegian Church Aid Ethiopia Strategy 2016-2020

Budget Forecast

50 Norwegian Church Aid Ethiopia Strategy 2016-2020

Annex 6: Planned evaluations

Programme/ Year Donor Partner Internal/external Comments (size of project, evaluation requirement,
project etc.)
Climate resilience 2020 Norad TBD External Final program evaluation
program
Climate resilience 2017 Norad TBD Internal and Mid-term review
program External
WASH Program 2020 NRK Telethon TBD External Final program evaluation

WASH Program 2017 NRK Telethon TBD Internal and Mid-term review
External

51 Norwegian Church Aid Ethiopia Strategy 2016-2020

Annex 7: Risk analysis and management

Risks identified Analysis of risks Management of risks

Risk Description: Likelihood/ Impact: Risk Risk man- Risk mitigation Contingency Responsible
number risk and risk Probability: Low/ level agement activities plan
type: corrup- low/ medium/ method:
tion, medium/high high accept,
avoid, miti-
gate

1 Strategic: Agen- Low Serious High Mitigate Focus on health conse- Phase-out RH Program
cy apply a strict- quences of GBV; coor- GBV Manager
er interpretation dinate with relevant components
of "gender pro- government offices;
gramming" participate in relevant
Government-NGO plat-
forms; national dia-
logue forums through
IRCE.
2 Strategic: Agen- Medium Moderate High Mitigate All funds to partners to Become self- Program Di-
cy implement be channeled through implementing? rector and
stricter regula- the representation; Reduce num- Finance &
tions for the maintain max. 15% ber of part- Administration
30/70 i.e. 30% administrative costs for ners and pro- Manager
administrative NCA; increase budget jects further
costs are under- per partner and pro- and prioritize
stood as across a ject; work with part- only large
project i.e. both ners to lower their ad- professional
for the partner ministrative costs. national
and the INGO NGOs.
together.

52 Norwegian Church Aid Ethiopia Strategy 2016-2020

3 Strategic: Lack of Medium Serious Critical Mitigate Strengthen communi- Merger of op- Country Rep-
funding opportu- cation on NCA's added- erations with resentative in
nities and high value; cooperate on relevant ACT- cooperation
competition for funding opportunities sister organi- with Program
medium-sized with UN, ACT-sister and zations? Director and
partner-based local organizations; Coordinators
organizations. engage in consultations
and sharing of plans
with local partners.
4 Financial: High Serious Critical Mitigate Assess potential risks Phase-out Finance and
Partners' posed by each partner; from Administration
financial tailor audits, monitor- partnership Manager in
mismanagment ing and capacity devel- cooperation
opment to each part- with finance
ner; implement clear and program
expectations to part- staff
ners' improvement of
systems and routines.
5 Operational: High Moderate High Mitigate Assess partners' WASH Change from WASH Manag-
Faith-based capacity beyond shal- faith-based to er together
partners' weak low wells; develop other actors with Program
WASH capacity. partnership based on including from Director
WASH contextual chal- the private
lenges; co- sector
implementation with
NCA taking on the
technical lead role; link
up with additional
WASH resource organi-
zations; establish a
WASH-Forum with
partners

53 Norwegian Church Aid Ethiopia Strategy 2016-2020

6 Hazards/security: Medium Moderate High Mitigate Extend security man- Phase-out of Security focal
Insecurity and agement to partners; project area. point together
conflict in project tailor security plans to with Country
areas. each intervention area; Representative
strengthen attention to and Program
emerging security is- Director
sues in each location;
establish stronger pro-
cedures and systems
for staff's hibernation
and evacuations.

54 Norwegian Church Aid Ethiopia Strategy 2016-2020

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57 Norwegian Church Aid Ethiopia Strategy 2016-2020