Five-Year Strategic Plan

2009-2014
 July 2008

TABLE OF CONTENTS

1 INTRODUCTION 6

1.1 OVERVIEW 6
1.2 COUNTRY PROFILE 7
1.3 HIV/AIDS SITUATION IN ETHIOPIA: 7
1.4 STATUS OF PROGRAM IMPLEMENTATION BY THE NGO SECTOR 8
1.5 TRANSITING TLH TO PERFORMANCE MANAGEMENT IN THE HOLISTIC
FRAMEWORK OF STRATEGIC MANAGEMENT 10

2 THE STRATEGIC PLAN REVIEW PROCESS 13

2.1 WORKSHOP DELIBERATIONS 13

2.2 STAKEHOLDERS ANALYSIS 14
2.3 GROUP WORK 14
2.4 CONSULTATIVE MEETINGS 14

3 VISION, MISSION AND VALUE STATEMENTS 15

3.1 TLH’S VISION 15

3.2 TLH’S MISSION STATEMENT 15
3.3 VALUE STATEMENTS 15

4 DEFINITIONS OF KEY RESULT AREAS AND THEIR

ORGANIZATIONAL GOALS, OBJECTIVES STRATEGIES AND
PERFORMANCE INDICATORS 16

4.1 KEY RESULT AREAS 16

5 MANAGEMENT SYSTEM/WORK UNIT, OBJECTIVES,
STRATEGIES TO ACHIEVE GOALS AND PERFORMANCE
INDICATORS 18

6 ANNUAL PLAN OF THE FIRST YEAR OF THE FIVE YEAR

STRATEGIC PLAN 26

7 PROGRAM MONITORING AND EVALUATION 27

7.1 PROJECT MANAGEMENT 27

7.2 USING FEEDBACK 28
7.3 SETTING OUT OBJECTIVES AND MEASURES 28
7.4 EXECUTING AN EVALUATION AGENDA 28

ANNEXES 30

ANNEX 2. ANNUAL PLAN OF THE FIRST YEAR OF THE FIVE

YEAR STRATEGIC PLAN 34

TIMRET LE HIWOT ASSOCIATION (TLH) 34

OPERATIONAL PLAN FOR THE YEAR 2008/09 (JULY – JUNE) 34

 ABBREVIATIONS

5YSP Five Year Strategic Plan

AIDS Acquired Immuno-Deficiency syndrome
ART Anti-Retroviral Therapy
BSS Behavioral Surveillance Survey
CBO Community Based Organization
CCM Country Coordinating Mechanism
CSW Commercial Sex Workers
DPPA Disaster Prevention and Preparedness agency
DPPB Disaster Prevention and Preparedness Bureau
EMSAP Ethiopian Multi-Sect oral HIV/AIDS Project
FBO Faith Based Organization
GO Governmental Organization
HAPCO HIV/AIDS Prevention and Control Office
HAPCO HIV/AIDS Prevention and Control Office
HBC Home-Based Care
HIV Human Immuno Virus
HIV-AIDS Human Immunodeficiency Virus/Acquired Immune Deficiency
Syndrome
ICB International Competitive Bidding
IE/BCC Information, Education/Behavior Change Communication
KAP Knowledge Attitude & Practice
KHAPCO Kebele HIV/AIDS Prevention and Control Office
KRA Key Result Area
KSF Key Success Factors
LAN Local Area Network
LFA Local Fund Agent
MB Management Board
MDG Millennium Development Goals
MOD Ministry of Defense
MOE Ministry of Education
MOH Ministry of Health
MOU Memorandum of Understanding
MPPR Monthly Program Performance Review
NAC National AIDS Council
NCB National Competitive Bidding
NGO Non-Governmental Organization
NRB National Review Board
O&M Organization and management
OVC Orphan and Vulnerable Children
PASS Pharmaceuticals Administration and Supply Service
PH Project Holder
PIM Project Implementation Manual
PLWHA People Living with HIV/AIDS
PMTCT Prevention of Mother to Child Transmission
PO Private Organization
PPR Program Performance Review
PR Principal Recipient
PRPS Performance Related Pay Scheme
QPE Quarterly Program Evaluation
RAC Regional AIDS Council
HIV/AIDSAPCO Addis HIV/AIDS Prevention and Control Office
RMB Regional Review Board
SAP Strategic Action Plan
SOE Statement of Expenditure
SR Sub Recipient
SWOT Strengths, weaknesses, Opportunities and Threats
TLH Timret Le Hiwot Association
TPM Total Performance Management
WAN Wide Area Network
WHAPCO Woreda HIV/AIDS Prevention and Control Office
WHO World Health Organization
WP Work Plan
1 Introduction

1.1 Overview

T
imret Le Hiwot (TLH) is a local non profit non governmental organization
established in July 2004. TLH with its development partners has been
contributing towards reducing HIV incidence and mitigate the socio-
economic impact of HIV/AIDS in Addis Ababa and other regions of the
country. TLH has three interrelated programs which are income generating
activities (IGA), Socio-economic Network & Wise-Up Project.

IGA (income generating activity): TLH is working to ensure that the holistic
needs of women who are infected and affected by HIV&AIDS are met through
income generating activities such as sewing, embroidery, Mirror work, etc.

Socio-economic Network: TLH works with Concern Ethiopia in various

HIV/AIDS Network activities, TLH has been initiating and implementing a
networking and referral linkage activities among service providers in each
Kebele. As a member and secretary of the Forum, TLH has mobilized
resources to activate the program activities which are Advocacy, Capacity
Building, Referral Networking, Resource Mobilization and Information
Exchange.

The Wise-Up Project (Wise-Up): is DKT  Ethiopia’s  (DKT)  condom  promotion  

activity targeting sex workers1 and their clients2. Wise-Up is facilitated by the
Federal and Regional HIV/AIDS Prevention and Control Offices (HAPCO)3.
Wise-Up is implemented by TLH. Wise-Up’s  primary  goal  is  to  ensure 100%
condom use by sex workers, their clients and gatekeepers, and other high-
risk groups. Wise-Up’s   secondary   goal   is   to   encourage   these groups to
reduce their number of sexual partners. Wise-Up is currently active in Addis
Ababa, Bahir Dar, Mekelle, Harari, Nazreth, Shashamane and Sodo and will
scale-up to a total of 42 Ethiopian cities from June 2008 - June 2011.

TLH is chaired by a board of directors and a general assembly. TLH is led by

a director who supervises the program/technical and the human and finance
divisions. TLH has 75 employees who work at different levels of its divisions.

1
“Sex  workers”  are  defined  as  individuals  who  receive  money  or  goods  in  exchange  for  sexual  services.
Wise-Up focuses exclusively on venue-based sex workers (see below).
2
“Clients”  include  uniformed  service members, transport workers, men with mobility/money, PLWHA,
and sexually active youth, which are often thought of as most at-risk populations (MARPs).
3
At the time of writing, DKT had signed implementation agreements with the Federal and eight Regional
HAPCOs, namely the Tigray, Amhara, Oromiya, Somali, Benishangul-Gumuz, SNNP, Harari, and Addis
Ababa.
 1.2 Country Profile

Ethiopia, a land-locked country in Eastern Africa, with a long rich history and
cultural diversity is ranked 170th out of the 173 countries in the 2006 UNDP
Human Development Index. With an estimated total population of 75 million in
2006 (World Bank country update 2007) it is the second most populous
country in Sub-Saharan Africa. At US$160 per capital income, Ethiopia's per
capita GDP is less than quarter of the Sub-Sahara Africa (SSA) average.
(World  Bank  2007)  making  it  one  of  the  world’s  poorest  countries.

The Ethiopian economy is highly dependent on agriculture (virtually all of it

rain-fed) which accounts for 54 percent of the gross domestic product (GDP).
Agriculture employs about 80 percent of the population and accounts for about
90 percent of the exports. Coffee is the main cash crop. (EDSH 2007)

Ethiopia has made important gains on human development indicators since it

began decentralizing basic service delivery responsibilities—first to regions, in
the mid-1990s, and then more recently to local governments. These gains
have been fuelled by an increase in pro-poor spending from 39 percent of the
budget in 1999/2000 to 54 percent in 2005/06. Despite experiencing
numerous shocks in recent years, economic growth performance over the
past two years has been significant and broad-based. After a significant
drought-induced contraction, real GDP growth was 8.9 percent in 2004/05,
following an 11 percent growth rate rebound in 2003/04. Growth above the
long-term trend is also expected in 2005/06.

Despite the positive macro economic performance, civil society groups are
concerned that income inequality between the rich and the poor is on an
increasing trend, urban unemployment is rising, and rural underemployment
and destitution are still rampant. Furthermore, rising oil prices coupled with
unfair terms of trade with the industrialized countries, rapid population growth
and security concerns related to the conflict with Eritrea, and more recently
with  Somalia,  is  straining  Ethiopia’s  balance  of  payment.  

Since the recent gains have been from a very low base, reaching MDG targets
remains challenging. Accelerating progress toward the MDGs will require
large increases in ODA; but even more crucially, it will demand an enhanced
institutional capacity building, increased private sector development, and
governance reform

1.3 HIV/AIDS Situation in Ethiopia:

The HIV&AIDS pandemic, which was previously seen mainly as a health

crisis, is today a social threat and a serious development crisis to Ethiopia
which has the second highest number of HIV infections and deaths from AIDS
in   Africa.     According   to   a   Ministry   of   Health   report   ‘AIDS   in   Ethiopia’,   the  
cumulative number of people living with HIV&AIDS is about 1.3 million (3.5%
national prevalence and 10.5% urban and 1.9% rural). The 2005 HIV
prevalence is higher among women with 4% and 3% among men. There were
 134,500 deaths due to AIDS and 128,900 new AIDS cases as well as an
estimated 744,000 orphans due to AIDS in 2005. Some 277,800 PLWHA
were in need of ART in 2005. Progress has been seen in behavior change, as
the Ethiopia UNGASS report in 2006 indicates demonstrated increase in the
awareness of the disease, substantial increase in distribution of condoms from
less than one million in 1996 to about 66 million in 2002 and 71 million in
2005, and significant increase in voluntary and premarital HIV testing support
the observation that some degree of behavioral change has occurred in the
community resulting in the observed decrease of HIV incidence.

The first evidence of HIV infection in Ethiopia was found in 1984, with the first
AIDS case reported in 1986. As an early response, a national taskforce was
established in 1987 later on evolving into a department within the MoH. A draft
policy on HIV&AIDS was developed in 1995 and approved and issued in
1998.

Following the Federal HIV & AIDS Prevention and Control Office (HAPCO),
previously known as National AIDS Council, was established in 2000 under
the aegis of a multi-sectoral response to HIV&AIDS. The office comprises
representatives from government sector offices; Faith based organizations,
Civil Societies, private sector, multilateral and international NGOs.

In 2001, the Strategic Framework for the National Response was developed
outlining major intervention areas and rolling out the institutional arrangement,
shortly followed by Regional Implementation Plans based on the framework.
Other frameworks include Communication Framework, HIV&AIDS Monitoring
and Evaluation Framework. In addition, various guidelines such as VCT,
Home Based Care, ARVs have been issued. Most National and International
NGOs, Donors and CBOs are involved one way or the other in alleviating the
impact of HIV&AIDS. The second strategic framework (2004-2008) was
developed in 2004 outlining mainstreaming, capacity building, social
mobilization and focus on high risk groups as main thematic areas.

The government of Ethiopia announced free ARV drugs access at the

beginning of 2005. In 2005, Some 277,800 PLWHAs were in need of ART,
while to date a total of 87,697 people are on ART (MoH: ART update, May
2007).

1.4 Status of Program Implementation by the NGO Sector

Since the launching of the HIV/AIDS Policy, for nearly a decade now, there is
a widespread perception among the general public that HIV/AIDS has a direct
bearing  on  both  individual  and  the  nation’s  well-being. The strategies adopted
by the government in reducing poverty primarily aimed at ensuring food
security through efficient use of community owned resources have
demonstrated progress. The expansion of primary education particularly with
increased  girl’s  enrollment  and  affirmative  action  for  female  students in higher
learning institutions are all positive signs of growth and development. The
recognition   accorded   to   the   role   of   the   private   sector   in   the   country’s  
development and the subsequent measures in facilitating the productivity of
the sector is another encouraging action that needs to be applauded.
HIV/AIDS encompasses a wide range of issues – issues that are related to
poverty, gender equity and equality, cultural and traditional norms and values.
As the issues are complex and intertwined, HIV/AIDS requires networked
progressive, innovative and committed leadership among other things to
address the multifaceted nature of poverty and its negative consequences on
society particularly on women and youth.

The complementary role of the private sector and NGOs in national

development, with particular emphasis on expanding and promoting HIV/AIDS
services and information, is stated in all policy documents. The increase in the
number of NGOs and the scope of their service coverage including the
amount of aid flow serves as witness of their recognition in these endeavors.
In less than a decade, NGOs working in HIV/AIDS services and information
has increased significantly.

NGOs engagement in HIV/AIDS prevention, care and support programs have

been put into operation through the provision of awareness raising trainings
for most-at-risk section of the population, and psycho-social, medical and
economical assistances to PLWHAs and OVCs. Although NGOs roles in
mitigating the HIV/AIDS related problems in the country, there are still critical
challenges that need prompt responses in order to realize the HIV/AIDS
objectives. These are: 1) there are still millions of citizens who needs services.
The question is therefore how should this momentum be kept and how do we
expand service options in a cost effective way? 2) What are the most
appropriate and feasible strategies that enable the sector to create synergy
between services without jeopardizing the acceptability, quality, and
sustainability of programs? 3) How should strategic thrusts be established
among partners so that collective voices can be heard, which has significance
in mobilizing more resources for HIV/AIDS, ensuring integration of services,
and building the confidence and trust of the community to whom the services
are intended.

Increasing access to integrated, quality and sustainable HIV/AIDS services

and information, as well as creating an enabling environment are still high in
the NGO agenda. The Government has an indispensable role in addressing
the HIV/AIDS concerns of its nation. In a resource limited setup NGOs have a
significant share in complementing the government efforts in these endeavors.
Building coalition among parties engaged in service delivery, advocacy and
capacity building has a critical impact in enhancing program outcomes. The
direction one has to follow in a country like Ethiopia must be sought at the
outset. The integration of HIV/AIDS issues specifically prevention, and care
and support interventions as an integral component of development requires
a serious work as it has a direct bearing towards realizing the HIV/AIDS goals.
At the program level, consideration of gender issues particularly males
involvement in HIV/AIDS programs must be recognized. Despite the
overwhelming majority of the population are adolescents/youth, current
programs are failed to address their specific HIV/AIDS needs.
 It is imperative that the demand for HIV/AIDS services has been increasing
over time. Resource mobilization, creating partnership with existing programs,
and ensuring program continuation by introducing a cost-sharing scheme
must be considered in fulfilling the HIV/AIDS concern of the nation. In Ethiopia
there are competing priorities for resources. Under such circumstances
advocacy has a significant role in showing the multiple positive impact of
HIV/AIDS programs as the country struggling to reduce poverty in a short
period of time. The integration of the HIV/AIDS concept in the health training
institutions, as well as in health care delivery system is not satisfactory. These
are impediments to HIV/AIDS programs. The sector should be able to produce
evidence-based data for policy and program consumption in order to show the
social and economic gains and its comparative benefits for the amount spent
in HIV/AIDS programs.

1.5 Transiting TLH to performance management in the holistic

framework of strategic management

The need for strategic planning arises from the institutional development
imperative. Management efficiency is synonymous with good
management. Thus the institutional capacity building of TLH, and its
member organizations require the adoption of strategic management as
best practice. Thus the integrated strategic planning and management
audit (ISPMA) was undertaken with the objective of transiting TLH to
performance management in the holistic framework of strategic
management. The revision of the SAP, modifications in its structures were
found necessary to address the institutional capacity requirements in the
holistic framework of strategic management.

1.5.1 The theoretical framework of the review in light of

transiting to performance management
The strategic plan sets performance indicators from the
governance body i.e. the Board of Directors down to work units.
The APP which will be derived from the strategic plan will
cascade the goals of the strategic plan to individual personnel
target (see Table 1). Thus accountability will be the overall
governing principle encompassing issue that leads to the
smooth functioning of TLH. In APP targets and performance
indicators are identified as performance agreement schemes.
Thus the holistic approach of the strategic management will
help to avoid scapegoat at different levels of the organization.
Table 1: Pictorial presentation of the strategic planning and performance
planning theoretical framework

Organization Mission

PS 1
KRA KRA 2 KRA 3 etc

Goal 1 Goal 2 Goal 3 etc..

, Project. Project. Project. Project

Task/Activities Task/Act. Task/Act. etc.

Bekele’s  task Assefa‘s  task   Mola’s  task

KRA = Key Result Area

1.5.2 The Strategic Plan as Basis for Project Management
The   strategic   management   holistic   approach   doesn’t   take   the  
designing of a strategic plan as an end by itself. This 5YSP is
developed from its inception to lead to transition to
performance management. Thus the 5YSP is made to correlate
with Project Management (PM).

1.5.3 The Strategic Plan Document as a Pillar for Strategic

Supportive Organization and Management Systems
The transition to performance management could only be
possible when a strategic plan has been designed in a way
where organizational work unit or management system goals
are identified from a well defined key result area . The KRA
shows not only the focal point of the organization but also how
those focal points are achieved in programmatic areas and
organizations. Strategic supportive organization and
management (O&M) manuals could only be derived if
management systems goals and objectives are clear enough to
guide the preparation of the policy and procedural manuals and
are sufficient enough to derive strategic oriented activities
which could be used for functional descriptions of work units
and as inputs to job descriptions.

1.5.4 The Need for Standardization of Terms and Terminologies

It is also important to note that in the absence of standardized
terms and terminologies in usage in O&M studies there is a
widespread confusion in use of words. The British Standard
Institute terms based on International Standard Organization
were de-facto in use in Ethiopia in the last decades. Currently
there seems to be no standardization.

In this document the Key Result Areas (KRAs) are referred in

other literatures as Key issues or Key Success Factors (KSF)
or Strategic Goals or strategic objectives. Goals and objectives
are also words being used alternatively. Here we are using
objective as meaning specific objective or project.
2 The Strategic Plan Review Process

T
he review was undertaken in a highly participatory manner in which
beneficiaries, staffs, board of directors and other stakeholders contributions
were   highly   valued   and   given   due   considerations.   The   consultants’   roles
were more centered on the provision of technical assistance and meeting
facilitation. Based on the organizational assessment undertaken by a partner
organization-Concern Ethiopia in 2007, the strategic plan review was designed to
address the gaps raised in the assessment, including other issues raised by
beneficiaries, staffs, board of directors and other stakeholders in the review
process.

Questionnaires, workshops, group discussions and steering committee of

management were used to gather inputs for the strategic planning document. A
brief description of the strategic planning process is outline below.

2.1 Workshop Deliberations

The strategic planning process began with a half-a-day orientation

workshop for staffs and   beneficiaries   of   the   organization   at   TLH’s  
Emporium on May 2, 2008. Momentum Consultancy facilitated the
workshop. The objective of the orientation workshop is to raise
awareness on what strategic planning means, its basic technicalities
and processes to be undertaken. The workshop was highly
empowering, interactive and helped the staff as well as the beneficiaries
on what to expect and how their inputs will be valuable for the future
direction of the organization.

At the end of the workshop, participants were given a questionnaire in

Amharic to give their individual responses in regards to the
organization’s   history,   vision,   mission,   values, goals, objectives and
then finally they were asked to fill a SWOT matrix. Most staffs and
employed have submitted the questionnaire as per the deadline and
their inputs where given high considerations in the development of this
strategic document.

Pic 1.Staffs &Beneficiaries Attending the SPM Orientation Workshop

 Stakeholders Analysis

With the same token questionnaires were produced to assess

stakeholders’ inputs to the strategic plan documents. A questionnaire
developed in English and Amharic language were disseminated to
board of directors, donors, HIV/AIDS line Bureaus at federal level as
well as at Sub-City and Kebele level and other partner organizations.
Most stakeholders had submitted their responses in regards to their
knowledge  of  the  organization’s  history,  their  expectations  and  general  
SWOT analysis of the organization with their strategic
recommendations. The responses were highly valued and due
considerations were made to include them in this document.

2.2 Group Work

Following a 3-day retreat workshop was carried out in Awasa, in

Paradise Hotel from May 16 -18, 2008. Here board of directors, staffs,
representatives of donor organization and HIV/AIDS line Bureaus were
invited to attend the retreat. Momentum Consultants have analyzed the
questionnaire responses and presented the findings to the participants.
Participants  were  grouped  into  three  and  were  assigned  to  revise  TLH’s  
Vision, Mission, values, goals and objectives based on the analyzed
questionnaire responses presented to them. All the three groups came
up   with   innovative   ideas   on   how   the   organization’s   strategic   direction  
should be in the coming five years plan as it was evidenced in their
presentation. At the end of the workshop a strategic plan steering
committee of seven members most at program and managerial posts
was formed to carry out future activities of the strategic process.

Pic. 2 Stakeholders Attending the SPM Retreat Workshop

Pic. 3 Stakeholders Performing Group Work & Initiating Strategic Direction For TLH 5YSP

2.3 Consultative Meetings

The steering committee carried out two meeting in TLHs emporium on

May 23 and June 20, 2008, respectively. In the first meeting the
committee analyzed and came in to consensus on the first draft of the
vision, mission, values, goals and objectives of the organization based
on the group work inputs. Based on these findings the steering
committee members were given assignment to draft strategic
intervention and detailed activities with output indicators for each
program activity. The meeting was facilitated and directed by technical
experts of Momentum Consultancy.
3 Vision, Mission and Value Statements

3.1 TLH’s  Vision

T o see HIV/AIDS and poverty made history in Ethiopia

3.2 TLH’s  Mission  Statement

T
o sup port /assist most at risk people to HIV/AIDS, people living
with HIV/ AIDS, affected families and other powerless citizen by
providing social ,political and economic services and /or by
facilitating such service via referral linkages so that they are
empowered and become self reliant citizen.
.

3.3 Value Statements

Love
Place
Tolerance
Openness
Kindness
Equality
Cooperation
Trustworthiness
Confidentiality
Accountability
Unity
Patience
Obedience
Trustworthiness
Mutual Care and Respect
Selflessness
Undertaking responsibility
Competence
Accountability
4 Key Result Areas and Their Organizational Goals,
Objectives Strategies and Performance Indicators

4.1 Key Result Areas

1. HIV/AIDS Prevention
2. Income Generating Scheme
3. HIV/AIDS Care and Support Representation, Networking and
Coordination
4. Human, material and financial resources’ proper utilization and
sustainability

4.2 Goals (5YSP)

4.2.1 To decrease the HIV/AIDS transmission/prevalence rate by 10% in the 50

cities of the country
4.2.2 To assist/support 100,000 PLWHAs and affected children, women and youth
in to self-reliance

4.3 Objectives

4.3.1 To raise the awareness of 50,000 most-at-risk population (i.e. sex workers,
their clients and youth) to protect themselves and others from HIV/AIDS/STIs
in 50 cities
4.3.2 To economically empower 10,000 infected, affected and powerless mothers
and youth into self-reliance in 10 cities
4.3.3 To facilitate psychosocial, nutrition, health and legal services to 10000
PLWHA and 1000 OVCs in 4 cities

4.4 Strategies

Objective 1: To raise the awareness of 50,000 most-at-risk population (i.e. sex

workers, their clients and youth) to protect themselves and others from
HIV/AIDS/STIs in 50 cities

Activities:
Peer education training
Bar owners orientation meeting
Condom distribution through social marketing via sex workers
and youth
Distribution  of  condom’s  promotional  materials
Edutainment and invisible dramas with sudden visits to bar
venues
Establishing sex workers drop-in centers and associations
Establish branch offices in the regions
To provide other income outlets for sex workers
 Promote and distribute female condom
Reach other most-at-risk groups through awareness raising
and edutainment program (i.e. soldiers, drivers and
construction workers)
Promote Mr Condom
Integrate Wise Up with other service providers
Lobby and advocate on behalf of sex workers’   violence and
rights to  decision  makers’  attention    

Objective 2: To economically empower 10,000 infected, affected and powerless

mothers and youth into self-reliance in 10 cities

Activities:
Establish comprehensive and self-sustaining centers for skills
training, material production and market outlets
Increase the types and qualities of vocational trainings
Establish self-sustaining credit-and-saving cooperatives
Promote/motivate best producing individuals
Develop standard skills training manuals
Outsource some of the training needs
Establish quality assurance and control mechanism
Employ professional designers for each vocational field
Make the emporium self sustaining
Develop Promotional event catalogue for the emporium

Objective 3: To facilitate psychosocial, nutrition, health and legal services to 10000

PLWHA and 1000 OVCs in 4 cities

Activities:
Reinforce and formalize the Addis Ababa Care and Support
Forum
Lobby, advocate and distribute promotional materials (i.e.
fliers, brochures, directories, manuals etc) that encourages the
internalization of the concept of networking and referral
linkages among service providers to exchange services
Revise, upgrade and revitalize the referral linkage pads to
exchange services intra and inter service providers
Have regular review meetings among service providers for
information exchange and resource mobilization
Provide various need-based trainings (i.e. technical, leadership,
etc.) to key staffs of service providers
Form a lobbying and advocacy network among service
providers to raise the issues of PLWHAs and OVCs to decision
makers
Establish, formalize and promote TLH 1000 Foundation
Distribute ART through Wise Up offices
Facilitate opportunities to sponsorship supports and foster
parents for OVCs
Establish support groups for PLWHAs and OVCs
 18

5 Management System/Work Unit, Objectives, Strategies To Achieve Goals and Performance Indicators

Key Result Work Objectives Strategies Performance Indicators

Area unit/Management
System
KRA 1: To raise the Peer education training No of Peer educators trained
HIV/AIDS awareness of Bar owners orientation meeting No of Bar owners orientation meeting
Prevention 50,000 most-at- Condom distribution through social carried out
Wise Up Unit risk population marketing via sex workers and No. of condoms distributed through
(i.e. sex workers, youth social marketing via sex workers and
their clients and Distribution   of   condom’s   youth
youth) to protect promotional materials No. of promotional materials
themselves and Edutainment and invisible dramas distributed
others from with sudden visits to bar venues No. of edutainment and invisible
HIV/AIDS/STIs in Establishing sex workers drop-in dramas with sudden visits to bar
50 cities centers and associations venues conducted
Establish branch offices in the No. of sex workers drop-in centers
regions and associations established
To provide other income outlets for No. of branch offices established in
sex workers the regions
Promote and distribute female No of sex workers which are provided
condom with other income outlets
Reach other most-at-risk groups No. of female condoms Promotional
through awareness raising and events
edutainment program (i.e. soldiers, No of female condoms distributed
drivers and construction workers) No of other most-at-risk groups
Promote Mr Condom through awareness raising and
Integrate Wise Up with other edutainment program (i.e. soldiers,
service providers drivers and construction workers)
Lobby and advocate on behalf of reached
sex workers violence to decision No of Mr. Condom’s   promotional  
makers’  attention events
No. of service providers Integrated in
the Wise Up project
No of Lobbying events conducted on
behalf of sex workers violence to
decision  makers’  attention
 19

Key Result Work Objectives Strategies Performance Indicators

Area unit/Management
System

KRA 2: To economically Establish comprehensive and self- No. of comprehensive and self-
Income empower 10,000 sustaining centers for skills sustaining centers for skills training,
Generating IGA Unit infected, affected training, material production and material production and market
Schemes and powerless market outlets outlets established
mothers and youth Increase the types and qualities of No. of types and qualities of
into self-reliance vocational trainings vocational trainings programs
in 10 cities Establish self-sustaining credit- upgraded
and-saving cooperatives No. of self-sustaining credit-and-
Promote/motivate best producing saving cooperatives established
individuals No of best producing individuals
Develop standard skills training promoted/motivated
manuals No of standard skills training
Outsource some of the training manuals developed
needs No of individuals trained by
Establish quality assurance and outsourced training institution
control mechanism A quality assurance and control
Employ professional designers for standard checklist established
each vocational field No of professional designers for each
Make the emporium self sustaining vocational field employed
Develop Promotional event The emporium made self sustaining
catalogue for the emporium A yearly promotional event catalogue
published for the emporium
KRA 3: To facilitate Reinforce and formalize the Addis The Addis Ababa Care and Support
HIV/AIDS Care psychosocial, Ababa Care and Support Forum Forum reinforced and legalized
and Support nutrition, health Lobby, advocate and distribute No of Lobbying and other
Representation, Care and Support and legal services promotional materials (i.e. fliers, promotional materials (i.e. fliers,
Networking and Network Dept to 10000 PLWHA brochures, directories, manuals brochures, directories, manuals etc)
Coordination and 1000 OVCs in etc) that encourages the that encourages the internalization of
4 cities internalization of the concept of the concept of networking and
networking and referral linkages referral linkages among service
among service providers to providers to exchange services
exchange services distributed
Revise, upgrade and revitalize the The referral linkage pads to
referral linkage pads to exchange exchange services intra and inter
services intra and inter service service providers enhanced and put
 20

Key Result Work Objectives Strategies Performance Indicators

Area unit/Management
System
providers in use
Have regular review meetings No of regular review meetings among
among service providers for service providers for information
information exchange and exchange and resource mobilization
resource mobilization conducted
Provide various need-based No of staff trained on various need-
trainings (i.e. technical, leadership, based trainings (i.e. technical,
etc.) to key staffs of service leadership, etc.) of service providers
providers No of PLWHAs and OVCs issues
Form a lobbying and advocacy raised among decision makers and
network among service providers addressed by forming lobbying and
to raise the issues of PLWHAs and advocacy network among service
OVCs to decision makers providers
Establish, formalize and promote No members in TLH 1000
TLH 1000 Foundation Foundation
Distribute ART through Wise Up TLH 1000 Foundation promoted and
offices legally formulated
Facilitate opportunities to No. of PLWHAs addressed via ART
sponsorship supports and foster distribution made through Wise Up
parents for OVCs offices
Establish support groups for No. of OVCs supported by a
PLWHAs and OVCs sponsorship program or foster
parents
No. of PLWHAs and OVCs support
groups established
 21

Key Result Work Objectives Strategies Performance Indicators

Area unit/Management
System
KRA 4: Coding & Posting all in & out General legers
4.1. Financial Finance Dept. financial matters to Peachtree Budget
Administration Accounting system Payment request Approval
When we received Payment Monthly bank statement & balance of
request , we will check Budget line ledger
& Remaining balance Audit Report
Prepare Checks and Check Purchase Analysis’s  
payment Vouch Payroll
Check the completeness of source Financial Statement
documents relating to cash Budget
disbursement and receipts Government obligation
Reconciling Bank Statement Petty Cash Payment
Cash & Check Collection from Box files
Donors & others & Deposit Incoming & outgoing files
Facilitating Auditing process of
financial documents
Facilitate Purchasing Process
Prepare monthly payroll for staff
in Addis Ababa & for all regions &
follow up for the timely deposit of
staff provident fund
Producing Monthly & Quarterly
Financial Report.
Update budget follow-up
Maintaining 2% WH Taxes, &
Salary Income Tax and follow-up
that taxes are paid on monthly
basis to the concerned government
offices
Handle petty cash & Petty cash
replenishment when the petty cash
reach minimum
Filling Financial documents
properly according to their
numerical sequences
 22

Key Result Work Objectives Strategies Performance Indicators

Area unit/Management
System
 23

Key Result Work Objectives Strategies Performance Indicators

Area unit/Management
System
KRA 4: Handling Incoming & Outgoing letters No. of Incoming & Outgoing letters
4.2. Personnel Human Resource Office organization in Addis Ababa registered
Dept and in regions No. of offices established
Delegation and decentralization of No. of offices furnished/enhanced
authority for regional outreach and supplied with office
workers materials/stationeries
Office accommodation for regions No. of regional outreach workers
o Previously established Delegated
four No. of regional Offices decentralized
o planned to be established No. of employees’ files updated
five Dbase   of   employees’,   beneficiaries’,  
Management of employee file and  partners’  details  made  available
Collection, recording and Tagged and recorded office furniture,
presenting of data of machines and equipments
o employees Designed office system document
o peer educators and implementation procedures’  
o Beneficiaries  etc… records
Purchase of office stationeries and Work measurement and performance
supplies for Addis Ababa and evaluation of employees record
Regional offices reports
Record keeping of Controlling Mechanism of office cost
Office furniture Follow up and recording system of
Office machines the Facilitation and supporting
Office equipments system of the day to day activities of
Designing and implementing of other departments like finance,
office system and procedures networking  IGA,  marketing  etc…
Work measurement and Management meetings minutes in the
performance evaluation of office supervision activities
employee twice a year No. of reinforced employees as per
Control of office cost the performance records
Facilitating and supporting the day Mechanisms used to Maintain
to day activities of other harmony within the organization
departments like finance, No. of employees/beneficiaries with
networking  IGA,  marketing  etc… medical insurance benefits
Involving in the office supervision Financial and Personnel manual
activities developed for recruitment, transfer,
Enabling individuals and groups to promotion, demotion and termination
put in their best processes with roles and
 24

Key Result Work Objectives Strategies Performance Indicators

Area unit/Management
System
Maintaining harmony within the responsibilities of tasks and
organization salary/wage scales, and with
Promoting wellbeing of employees procedural systems of the day-to-day
and working groups implementation of activities.
Involve in the employment of Records of statistics   of   employees’  
proper kinds and numbers of attitude, absenteeism, turnover, labor
personnel necessary to achieve laws  etc… filed and made available
TLH’s  goal  i.e. Awareness raising meetings carried
o Recruitment out among the employee about the
o Selection rules and regulation of TLH
o Placement
o Transfer
o Promotion and control of
absentees and turn over
of employees
Making arrangement to trains and
develops the manpower to their
work more effectively.
Involving in the wages and salaries
administration to remunerates the
employees for this service
Providing the personnel with better
working conditions so that these
efficiency is maintained, it includes
the measure to be taken for health
and safety of the employees to
keep them interested in the work
entrusted to them and to increase
their moral
Maintaining records and statistics
of   employees’   attitude,  
absenteeism, turnover, labor laws
etc…
Involving in settlements of
disputes, if they arise ,laying down
the grievance procedure
Crating awareness among the
employee about the rules and
 25

Key Result Work Objectives Strategies Performance Indicators

Area unit/Management
System
regulation of TLH
Motivating of employees by using
different mechanisms like
o Promotion
o Incentives
o Training  etc…
Making available the necessary
materials required for the day to
day activities like
Office furniture
Office equipment
Stationary
Office supplies
Bajaj  etc…
Facilitating the sex workers
association establishment at Addis
Ababa and regional cities
 26

6 Annual Plan of the First year of The Five Year Strategic Plan

A strategic plan is best put in practice if its objectives and strategies are set into yearly activities.
In other words, the five year goals will only be realized if they are broken in to pieces in
progressive yearly action plans. The yearly action plans are also put in bi-annual, quarterly,
monthly, and weekly activities to help activities paces focused to the aggregate of the yearly
action  plan.  Each  year’s  action  plan  is  also  expected  to  progressively  reach  the  strategic  goals  
at the end of five years.

Such follow up mechanisms besides insuring the progressive realization of the strategic goals, it
will also help in revising, amending, re-directing out strategic goals in the realm of this
framework. At the and of this document a user-friendly annual plan format is attached, ( Annex
2).

This format is used for all projects activities outlined in the previous section and for activities that
has not secured budget yet but were important enough to be included in this strategic
document. This will ensure the success of the strategic plan even for those activities that are
with out budget. Activities with out budgets will be reminder notes and will be given priorities
when resource mobilization activities are undertaken in the future.
 27

7 PROGRAM MONITORING AND EVALUATION

T
he lack of a standardized yet simple and practical system and capacity thereof for
monitoring, and evaluation was a major impediment for initiating useful and
programmatically meaningful monitoring and evaluation activities which are more than
cataloguing effort and output. This condition should be changed by setting Goal which are
realistic and measurable for performance management scheme.

7.1 Project Management

Goal 1: Monitor and adjust activities, resources and plans using

Microsoft Project software.

Strategies For Achieving Goal

Planning and monitoring, evaluation and review of projects according to
PM software;
Meeting with sponsors, project management groups, key workers and
stakeholders;
Transition to TPM;

Performance indicators
Monitoring and evaluation reports submitted;
Recommendations on adjustments made and submitted;
Change made on control documents;
Risk assessments made;
Personal notes and diaries kept;
Correspondence, memos and file notes made and kept;
Records of agreements and adjustment to projects;

Goal 2: Develop Solutions to project problems

Strategies For Achieving Goal

Desk research
Meeting with sponsors, project management groups, key workers and
stakeholders

Performance Indicators
SWOT and other forms of analysis
Project proposals and recommendations
Correspondence, memos and file notes made and kept
Records of agreements on project methods
Statements from people who observed you exploring project problems and
developing solutions modifying projects
 28

Goal 3: Evaluate the effectiveness of projects planning and

implementation

Strategies For Achieving Goal

Monitoring, evaluation and review of projects
Meeting with sponsors, project management groups, key workers and
stakeholders
Post implementation review
Dissemination of project results

Performance Indicators
Evaluation reports
Post implementation review reports
Promotional material following project success
Correspondence, memos and file notes
Statements from people who observed you evaluating projects and
disseminating results.

7.2 Using Feedback

Formal feed backs on TLH programs could be derived from
stake holders
Auditors report
Quarterly general meetings of TLH's staff
Monday good morning cessions between supervisor and supervisee
Monthly evaluation conducting between supervisor and supervisee
Biannual evaluation meeting of supervisor and supervisee

7.3 Setting Out Objectives and Measures

TLH's Strategic planning and annual performance process emphasized the
need for formal, quantifiable methods of evaluating our success in achieving
set Goal and objectives (projects). TLH will change its performance evaluation
schemes into performance management schemes through the adaptation of
MBO schemes.

Our performance indicators are chosen based on the criteria of

Meaningfulness to TLH Goal;
Cost effectiveness
Meaningfulness to stakeholders and RSDP goals and aims

7.4 Executing an Evaluation Agenda

The Management Board, The Governance bodies of TLH are responsible for
overall program evaluation. They will follow the program implementation and
recommend necessary adjustments on KRAs, goals and objectives and affirm or
modify the measurements and resources being applied.
 29

7.4.1 Program Evaluation Schedule

Quarterly schedules will be set by TLH for organization wide evaluation of the
Strategic Plan and the Annual Plan.

7.4.2 Applying Program Evaluation

The program evaluation will help
Formulate new and revised policy
Plan and budget
Establish program level work plans
Asses individual and organizational performance
Ensure accountability and control

7.4.3 Program Specific Evaluation Activities

Program Performance Review (PPR) will be conducted by the Management
Board and the Management committee of COR every six month.
 30

Annexes

Annex 1. Analysis of the responses of staffs, beneficiaries and stakeholders

1. Comments on the vision

a. It should be designed to show the future/bigger direction of the organization
b. Should be short and easy to internalize
c. Should be positive and compassionate

2. Comments on the programs of the organization

a. The IGA should focus on cooperative formation of its trained beneficiaries
b. The IGA should focus on surplus supply of raw materials
c. Beneficiaries in the IGA should be selected with proper analysis and pre-set
criteria
d. IGA orders should be made clear and production time should be made in
consultation with the material producers
e. IGA financial arrangements should be uniform, clear and structured
f. Regular promotion of IGA products should be considered
g. Reports on the sells of products should be regularly shared with the material
producers
h. The IGA program should implement regular and bigger marketing strategies

3. Program activities to be included in the coming five years

a. Sufficient and adequate training should be provided to IGA material producers
b. Through its network program opportunities should be created to beneficiaries
to gain integrated services from its members
c. Commence an HIV/AIDS orphans care and support program in collaboration
with various organizations
d. Strengthen and expand programs for PLWHA by including other care and
support programs- ART, nutrition, other need based IGA sub-programs, etc.
(through its Networking program)
e. Strengthen and expand its HIV prevention program through various
awareness raising activities for most-at-risk population and other sections of
the society
f. Opening production and market outlets for the IGA program in various parts of
the city (one in each sub-city)
g. Commencing a sexual and reproductive health program for youth in high
schools and higher institutions
h. In collaboration with other organizations, enterprises and business firms
introduce a credit program for IGA products
i. Form various clubs and strengthen the already established ones
j. Work in close collaboration with concerned government offices, and enhance
their capacities
k. Create opportunities and facilitate collaborations among various organization
so that they can work together for greater impact
 31

l. Work on the realization, better implementation or revision of the National

Policies through advocacy, community mobilization and other awareness
raising programs
m. Sharing best practices with various organizations, donors, etc
n. Working with CBOs (Iddirs and women associations)
o. Conduct researches and surveys and share findings for partners and
stakeholders
p. Increase the number of members in the network

4. Program activities that need to be improved in the coming five years time
a. IGA trainees should not be working for the organization but should form
cooperatives so that they can sustain themselves on their own
b. Removing strategies should be implemented to get rid of disfigured products
c. Raw materials should be purchased through proformas and market analyses
for quality and cost minimization
d. Instead   of   implementing   programs   as   per   donors’   request   always   design  
project based on assessments and researches
e. Instead of just teaching peer educators/sex workers on safer design a strategy
to include interested sex workers in need-based IGA program
f. Instead   of   relying   on   only   DKT’s   condom   distribution,   TLH   should   take   the  
initiative to enhance condom availability through its trained peer educators
g. Design programs with concerned NGOs, GOs (HAPCO, Sub-Cities, and
Kebeles) and CBOs and share progress reports with them regularly.

5. SWOT analysis of TLHs Programs

a. IGA program
i. Strengths
1. Has experienced and hard working staffs
2. Has created employment opportunities for HIV/AIDS infected
and affected people
3. Has focused on the most vulnerable group of the society, which
are women and girls
4. It implements quality based production strategies
5. It has good market outlet area (the emporium) especially for
foreigners
ii. Weaknesses
1. Does not have beneficiary selection criteria
2. Does not promote its products
3. Products do not have bigger markets
4. Does not have professional designers
5. Some products are not need-based/market based
6. Some products’   prices   are   much   bigger   than   market   prices   in  
other areas
7. Lacks market places in the centers of the city
8. the Program lacks clear distinction of job classifications and
even distribution of human resources
9. The program lacks documentation of the number of products
produces and sold
iii. Opportunities
1. Availability of sufficient amount of fund
 32

2. the Program got accepted in short period of time

3. Availability of its own production and marketing place
4. The production and market vicinity (Shiro Meda) is an area
which is often visited by foreign shoppers
5. Sufficient supply of row materials
6. The program has gained trust and good relationship with
donors
iv. Threats
1. Lack of long-term clients for the products
2. the availability of high and concentrated and competitive
market

v. To improve its weaknesses

1. Conducting market assessment
2. Strategies should be designed to collect constructive
comments from customers
3. Employ dynamic designers for better qualities and
attractiveness of products
4. Beneficiaries/product producers should be selected based on
their educational background, interest and capacity before they
are made to involve in the training
5. encourage, promote and provide additional on-job-trainings for
the best material producers
6. Focus on enhancing the quality of products

vi. To minimize its threats

1. Look for long-term clients through its Network and partners in
other programs of TLH
2. Penetrate the market with high quality materials as per the
demand and purchasing power of the various kinds of clients

b. WISE UP Program
i. Strengths
1. Promoting HIV/AIDS/STIs prevention activities for most-at-risk
group (sex workers and their clients) in a larger scale
2. Availability of strong fund base
3. Established offices in seven cities in short period of time
4. Staffed with young, energetic and hard working professionals
ii. Weaknesses
1. Seems to promote sex work
2. Lacks regular reporting mechanism
3. Lacks proper and systematic distribution of promotional
materials/accessories
4. Program direction is not clear
5. Mr. Condom is not promoted widely

iii. Opportunities
1. Availability of strong fund base
2. Having good relationship with donor organization-DKT
 33

3. Gained acceptance among sex workers in various cities in

short period of time

iv. Threats

v. To improve its weaknesses

1. Promotion of the program should be made at a larger scale
2. Distribution of materials and condoms should be made through
TLH using outreach workers and peer educators
c. Care and Support Networking program

N/A
 34

Annex 2. Annual Plan of the First year of The Five Year Strategic Plan

Timret Le Hiwot Association (TLH)

Operational Plan for the Year 2008/09 (July – June)

Budget Implementation Time

Expected Output Responsib
S.N
Description of le Q1 Q2 Q3 Q4
. Sou
Activities Birr
rce
J F M A M J J A S O N D

10
11

12

13

14

15

16

17

18

19

20
 35

Work plan for year 2008 Wise Up Project

S. Description of Activities Expected Output Budget Implementation Time Remark
No. 1st Q 2nd Q 3rd Q 4th Q
1
2
3
4
5
6
7
8
9
10
11

12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
 36

Timret LeHiwot Associations (TLH)

Accomplishment status of Year 2008/09 Activities of the Wise-Up project
S. Description of Activities Output Budget Status/Remark
No. Indicator
37