world vision ethiopia annual report of fiscal year 201010annualreport.pdf · page 4 fy’10 annual...

World Vision Ethiopia

Annual Report

Of

Fiscal Year 2010

Fy’10 Annual Progress Report

Message from the National Director

Looking back into the year just gone, I am much grateful to the doer of all our vision, the almighty God. The year was really marked with many life transforming achievements being realized for which World Vision Ethiopia can count on many successes of diverse nature in the 66 Area Development Programs (ADPs) of seven Regional States with a total annual budget expenditure of USD 63,984,926. In collaboration with the Regional States; WVE ADPs have conducted integrated development activities to contribute to the wellbeing of vulnerable children in its operational areas in partnership with FBOs, civil society and the government with five major projects/sectors. It was also a year of continued learning where we tried to assess the impacts and results of the program side by side:-in line with ensuring Child Wellbeing Outcomes (CWBOs)/ Aspirations to identify areas of weakness for better performance in the upcoming years especially in the area of effective partnership & community empowerment.

Towards contributing to the goal of ensuring the wellbeing of vulnerable children in its

operational areas, major achievements were recorded. A lot has been done in the multi sector/integrated interventions encompassing food security, education, health, nutrition, water, environmental sanitation and hygine, HIV and AIDS prevention and control programs mainstreamed with cross cutting themes of gender, disability, environment, advocacy and protection.

A number of completed infrastructures, including schools, health institutions, veterinary posts, water facilities, roads and bridges as well as child development centers were constructed and officially handed over to communities and concerned government offices.

On the other hand, correspondence with regional offices, support office, and program offices to facilitate the works and designing and redesigning process (PDD Preparation) of two selected IPM piloting sites (Jarso & Bedelle) and ADPs redesigning in IPM using the same approach a re among the ma jor accomplishments of the year.

WVE also played a remarkable role in handling emergency response activities. The major areas of these interventions among others were mainly in areas of standard nutritional survey, emergency nutrition intervention, food aid, recovery activities through emergency food security program, pastoralist livelihood enhancement program through livestock support, flood response, emergency water and sanitation response, and disaster risk management programs implemented to improve lives and livelihood of 817,695 disaster affected communities. The programs were also implemented in more than 26 ADPs and 5 Non ADP woredas namely Bati, Raya Azebo,


Mekdella, Boricha, and Boreda found in five regional states (SNNPR, Amhara, Oromia, Tigray and Afar) and Addis Ababa Administration.

WVE has also continued working in a larger scale on environmental protection/rehabilitation activities. Here, the registration of Humbo CMNFRP by the United Nation Framework Convention on Climate Change (UNFCCC) could be cited as an outshining achievement that attracted the attention of many donors, NGOs, Universities and government institutions. The project has been visited by a significant number of internal and external institutions and individuals. This project restores 2,728 hectares of natural forest and it is expected to sequester over 880,000 MT of CO2e over 30 years. The project is the first A/R CDM in Ethiopia and the largest in size for Africa.

At this juncture, I would like to extend my deepest gratitude to all partakers in achieving vision. Needless to give further clarification that the outstanding accomplishments of the fiscal year are attributed to dedicated staff and all WVE partners including our donors who generously gave us their right hand with all the necessary support. I would also like to express my heartfelt thanks to all the government bodies and communities that partnered with us and to all other institutions and individuals who took part in program planning, implementation, monitoring and evaluation.

Finally, as we minister to children and communities in the subsequent years we highly count on the Lord of provision and growth regardless of what is going on around the world. Indeed, trusting in God, we still expect to grow and reach the needy that are our primary ministry targets. And God will remain loyal to the provider and doer of our aspirations and vision and we also remain trusted to Him.

Tenagne Lemma

World Vision Ethiopia

National Director


Executive Summary

During fiscal year 2010, World Vision Ethiopia has been operational in 66 Area Development Programs (ADPs). These ADPs are carrying out integrated development activities in seven National Regional States, namely, Tigray, Amhara, Oromia, Addis Ababa, SNNPR, Benishangul Gumuz and Afar. At all these ADPs, WVE has conducted integrated development, emergency response and advocacy related program activities to contribute to the wellbeing of vulnerable children in its operational areas in partnership with FBOs, civil society and the government with five major projects/sectors. These include Education, Food Security, Health, HIV and AIDS, Water and Sanitation and Hygiene as well as Sponsorship Management

The implementation of these integrated programs have contributed to the improvement of household food security, the well‐being of children and their families in health, education and access to clean water supplies. In due course, the capacity of the community, WVE ADP staff and local government staffs in managing, implementing, monitoring and evaluating programs has been built up at large. In spite of some challenges, the performance in this fiscal year was commendable in general. The steady growth of the population joined with undependable rainfall pattern and the already intensively used potentials in ADP areas certainly demanded the need to promote irrigation and intensification of agricultural practices. In support of the traditional farming and rain‐fed agriculture, the ADPs were involved in the promotion of small‐scale irrigation activities. Here, a total of 29 traditional irrigation schemes benefiting 2,449 persons were upgraded by small scale irrigations. In an effort made to enhance agricultural production, depending on the potential and farmers’ experiences, ADPs have facilitated the small‐scale/traditional irrigation development. To this end a total of 7668 target farmers (4048 male & 3620 female) have constructed/maintained 17 km of irrigation canal. In addition, a total of 130 hand dug wells benefiting 720 (380 male & 340 female) persons have been constructed. Although it is hard to totally avoid food insecurity in the area, the irrigation practices have contributed to reducing the likely risk of drought by availing better water supply to farmers’ crops. In collaboration with Woreda Agriculture Office, capacity building training was given to community members on agriculture related topics. To increase the technical and managerial capacity of the community members, WVE ADP staff and government staffs, various training was given to 31,733 community members (21,273 male & 10,460 female); 2,554 government staffs (2,041 male & 513 female) and 57 WVE ADP staff (40 male & 17 female) have received training on agriculture related topics. In line with supporting government efforts in areas of extension, demonstrations and conservation works in all WVE ADP operational areas, various activities were carried out. These included provision and distribution of 2,448 Quintals of potatoes and others, to 4,872 beneficiaries; 8,285 kilograms of horticulture/vegetable seeds to 23,066 beneficiaries; 531,440 root crops cuttings to 1,769 beneficiaries; 4,027,160 fruit seedlings to 52,081beneficiaries; 260 motorized irrigation water/tridle pumps benefiting 3667 persons, various farm tools that worth USD 56,651 to 5,592 beneficiaries; 3,020 live animals (cattle, equine, sheep and goat)to 12,981beneficiaries; 10,741 poultry to 5,290 beneficiaries. In addition to these, $72,575 financial support was given to enhance epidemic control support, and $84,506 to veterinary drug and equipments supports. Three veterinary clinics, 13 vet posts, 1cattle trough as well as 18 cattle crushes were constructed during this fiscal year. In addition to promoting agricultural production, helping farmers to have a diversified source of off‐farm income was one of the most important areas to ensure food security activities. To this end, WVE/ADPs have facilitated interested community members to organize themselves into groups and get access to rural credit sources from locally available micro finance institutions. As a result, a total of 866 Social Groups (SGs)/Interest Groups (IGs)/Cooperatives were formed/strengthened and facilitated to get access to the credit sources. Various skill training was also organized on the bases of the potentials and identified needs and given to 2,155 community members


(1,039 male and 1,116 female). 14 crossing structures/bridges that contribute for easy communication and helping community members get access to market and children to schools was constructed with participation of community. In addition, financial and material supports were provided to target groups to enable them establish and run MED business. The major interventions towards improving the health status of the community included training of 57,984 community members (28,959 male and 29,025 female), 5,907 government staff (2,311 male and 3,596 female) and 69 WVE ADP staff (55 male and 14 female); care and support to 16,238 children and mother (7,918 male and 8,320 female); construction of 1 health center, 11 health posts and 6 additional blocks; financial and material supports to health institutions; support to malaria epidemic control and immunization programs. Training was given on HIV & AIDS to 42,728 community members (23,678 male and 19,050 female), 3,334 government staff (2,175 male and 1,159 female) and 186 WVE ADP staff (133 male and 53 female). Care and support was given to 86,469 OVCs (45, 322 male and 41,147 female) and 7,861 PLWHS (4,271 male and 3,590 female). In order to enhance the educational status in its operational areas, WVE has implemented major activities that included training of 30,222 community members (18,047 male and 12,175 female), 7,087 government staff (4,694 male and 2,393 female) and 279 WVE ADP staff (194 male and 85 female) on formal & non‐formal education related topics. Material support was also provided to schools and students. 16 primary schools, one secondary school and 35 additional blocks were also constructed.


Background World Vision Ethiopia (WVE) is a Christian humanitarian organization undertaking a transformational development program that is holistic, community based, child focused, sustainable and environment sensitive in different parts of the country. WVE started its operation in the country in 1971 through providing relief assistance. WVE implements program through the Area Development Program (ADP) starting from 1990 with the clustering of scattered sponsorship and rehabilitation projects. An ADP is an integrative concept that links a defined geographical entity with a strategy of utilizing diverse sources of funding to meet defined development goals and holistic transformational development of the people and their environment. ADP is a physical entity that has a defined geographical boundary usually matching with administrative units (Woreda Boundary). During fiscal year 2010, WVE was operating in 66 ADPs (63 rural and 3 urban) located in 80 woredas of seven Regional States of the country namely Oromia, Addis Ababa City Administration, Amhara, Tigray, Afar, Benishangul Gumuz & Southern Nations, Nationalities and Peoples’ Regional State. In collaboration with community and government, all ADPs are implementing an integrated development programs to attain livelihoods security at household level. In FY 2010, WVE implemented the integrated development programs components that included Education; Food Security; Health; HIV and AIDS; Water and Sanitation & Hygiene and Sponsorship Management. Children are the primary focus of WVE and all program components are implemented towards

addressing the strategic & basic needs of children within families and communities parallel to supporting and building the capacity of families and communities. During fiscal year 2010, WVE ADPs have facilitated and implemented programs that contribute to promote and improve socio-economic conditions of families and community to ensure sustained well-being of children are achieved. On the other hand, the FY is a year of continued learning where WVE has tried to assess the impacts and results of the program. Besides much focus was given to ensure child Wellbeing Outcomes (CWBOs), growth areas were identified and emphasis was given to strengthen partnership & community empowerment in accordance with the newly developed NO strategy(FY’10-12) and FY’10 ADPs Detailed Implementation Plan (DIP). On top of these, WVE is focusing more and more on environmental protection/rehabilitation activities for it has come to be a global agenda that have a far reaching impact on sustainable development. Here, it is also worth mentioning that there is a strong case for revisiting our current development models and for giving the environment its due position as a significant corner stone for livelihood security and sustainable development. A range of promising development and lifestyle models has come out which take account of the central role the environment plays in achieving sustainable development.


Introduction

At present, WVE is operating in 66 ADPs (63 rural and 3 urban) located in 80 woredas of seven Regional States of the country namely Oromia, Addis Ababa City Administration, Amhara, Tigray, Afar, Benishangul Gumuz & Southern Nations, Nationalities and Peoples’ Regional State. In collaboration with community and government, all ADPs are implementing an integrated development programs to attain livelihoods security at household level. In FY 2010, WVE implemented the integrated development programs components that included food security, health & nutrition, HIV & AIDS prevention and control, water and sanitation, education, environmental protection and rehabilitation, child development and wellbeing. Children are fundamentally the basis for WV organization’s foundation. WVE believes that the well being of children is predominantly governed by the living conditions of their families in particular and the community in general. To this end maximum efforts were made over the past years to promote and improve socio-economic conditions of families and community members so that they will be able to address their children’s basic needs by themselves. In order to achieve these objectives, all ADPs have exercised their best efforts by implementing integrated programs that are directly and indirectly addressing the basic needs of children and their families that include education, health and nutrition/food. Awareness creation and training on children development and protection were facilitated to children and their families, community members, government staffs and religious leaders. In-collaboration with government and community, children in our operation areas

have now better access to education, health, potable water facilities and their wellbeing are developed than ever before. Finally, but most importantly it is worth mentioning that FY’10 was also a year of continued learning where we tried to assess the impacts and results of the program side by side:-in line with ensuring Child Wellbeing Outcomes (CWBOs) to identify areas of weakness for better performance in the upcoming years especially in the area of effective partnership & community empowerment as per the newly developed WVE NO Strategy (FY’10-12). Needless to say that much work is required at community, woreda, regional state and country level by WVE and local communities/associations in materializing the same so as to ensure sustainable development especially in our ADP operational areas through facilitating the ground work for effective partnership and community empowerment. It is high time to bring millions of hands to act collaboratively towards achieving sustainable development by ensuring community program ownership and empowerment through effective partnership at all levels at large where by communities are well capacitated to deal with their development, disasters and advocacy related problems by themselves. Such aspirations could meaningfully be materialized through sufficient integration/alignment with LEAP aligned program documents prepared with full participation of communities, government and WV Partnership stakeholders as the advent of various Global Center Guidance, sector strategies, regional ministry priorities and the National Office Strategy calls for some kind of alignment without making radical change to the programs. This is particularly important as program cycles span over five years period and the National

y’10 Annual Progress Report

Office can’t tolerate total un-alignment for such long period. Moreover, operation audit findings, change in the government policies and monitoring feedbacks remind us of the need to make certain adjustment for ministry quality improvement. The document is being organized in to four major chapters (preceded by the background and introductory parts) as a whole. The first chapter presents the major program accomplishments of the fiscal year. Chapter two discuses WVE management hierarchies while the third chapter focuses on source and utilization of budget. Finally, WVE operational and financial audit is treated in the fourth chapter.


I . M a j o r P r o g r a m Accomplishments WVE ADPs’ yearly accomplishments are generally guided by the Annual Operations Plan (AOP)/DIP document of the respective ADP. The plan document encompasses components of Improved Household Access to Education Services, Increased Household Agricultural Production/food security at household levels, Improved Household Access to Health Services, Improved Control and Prevention of HIV & AIDS, Promotion of water and sanitation/hygiene works together with Support on economic developments of households. The details of each of plan accomplishments are briefly highlighted below.

1.1 Improved Household Access to Education Services

Faster economic growth is dependent on accelerated development of human resources mainly enrollments of children into schools at their appropriate school age. Education is an investment for development of both the individual and the society. It is a means for building human capacity to develop, absorb and adopt new knowledge and thinking for the improvement of living conditions. In order to complement the effort of government and community, WVE ADPs’ have implemented the following main activities related to education. 1.1.1 Construction of Schools and Material Supports Sixteen (16) Primary schools, one secondary school and 35 additional blocks as well as 11 Child development centers were constructed. In addition, schools have been provided with required materials and equipments in order to enable them to effectively run their duties up to the required standards. Here, it is also worth mentioning that 58 KGs/pre-schools have been constructed and equipped with necessary child friendly materials. As a result of the availability of school facilities close to the community areas, many poor children who could

not have the opportunity to go to school were able to attend schools and families were encouraged to send children to school. Educational support for needy children (uniforms, school fees, scholastic materials…etc.) benefiting a total of 127,266 children (68,568 boys & 58,698 girls) has also been made as part of required support in all program areas.

Woreda Youth Association clubs with Sport materials supported by Abaya AD

1.1.2 Education Related Training Training on basic education was given to a total of 30,222 community members (18,047 male and 12,175 female), 7,087 government staff (4,694 male and 2,393 female) and 279 WVE ADP staff (194 male and 85 female) on formal & non-formal education related topics in order to increase their awareness on the value of education.


1.2 Food Security/ Agriculture

1.2.1 Support Extension, Demonstration and Conservation Works

To facilitate the community members and complement the government effort of the extension works at grass-root level and thereby reach more farmers, all WVE/ADPs have provided supports to extension and demonstration works. The support included provision of 8,285 kg of horticulture /vegetable seeds to 23,066 beneficiaries; 531,440 root crops cuttings to 1,769 beneficiaries; 4,027,160 fruit seedlings to 52,081beneficiaries; various farm tools that worth USD 56,651 to 5,592 beneficiaries; 3,020 live animals (cattle, equine, sheep and goat) to 12,981beneficiaries; 10,741 poultry to 5,290 beneficiaries. In addition to these, $72,575 financial support was given to enhance epidemic control support, and $84,506 to veterinary drug and equipments supports. Three veterinary clinics, 13

vet posts, 1cattle trough as well as 18 cattle crushes were also constructed during this fiscal year. It is an obvious fact that most of WVE/ADPs are characterized by degradation and unreliable rainfall that continuously causes food deficit to many households. Thus irrigation development was considered as better alternative options to increase agricultural production of the farming community and a total of 260 motorized irrigation water/tridle pumps benefiting 3667 persons were supported for irrigated land. In support of the traditional farming and rain-fed agriculture, the ADPs were involved in the promotion of small-scale irrigation activities. Here, a total of 29 traditional irrigation schemes benefiting 2,449 persons were upgraded by small scale irrigations. In an effort made to enhance agricultural production, depending on the potential and farmers’ experiences, ADPs have facilitated the small-scale/traditional irrigation development. To this end a total of 7668 target farmers (4048 male & 3620 female) have constructed/maintained 17 km of irrigation canal. In addition, a total of 130 hand dug wells benefiting 720 (380 male & 340 female)

Table 1: Major Plan and Accomplishments in Education

S/N Activity Unit Plan and Accomplishment

% of ACM

Beneficiaries (Adults & Children)

Plan Actual Male Female Total

1 Education 1.1 Community members train‐

ing No 79,613 30,222 38 18,047 12,175 30,222

1.2 Government staff training No 8,412 7,087 84 4,694 2,393 7,087

1.3 ADP Staff training No 410 279 68 194 85 279

1.4 Support for needy children No 136,127 127,266 93 68,568 58,698 127,266

1.5 Primary School construction No 24 16 67 3,394 2,901 6,295

1.6 Secondary School construc‐tion

No 1 1 100 7,000 8,000 15,000

1.7 KG/pre‐school construction and equipping

No 28 58 207 1,361 1,334 2,695

1.8 Additional block construction No 29 35 121 5,671 5,162 10,833

1.9 Child development centers No 27 11 41 4,645 4,008 8,653


persons have been constructed. Although it is hard to totally avoid food insecurity in the area, the irrigation practices have contributed to reducing the likely risk of drought by availing better water supply to farmers’ crops. As a result of this interventions, many households have been enabled to produce diversified irrigable crops both for market and own consumptions. Some of these crops include potato, fruit like orange and papaya, onion, cabbage, tomato and sugarcane depending on the potentials of the area.

1.2.2 Agricultural Training To enhance and update the technical and managerial capacity of the community members, government and WVE/ADP staff, training was one of the strategies implemented during the fiscal year. In collaboration with Woreda Agriculture Office, capacity building training was given to community members on agriculture related topics. Here, various training was given to 31,733 community members (21,male & 10,460 female); 2,554 government staffs (2,041 male & 513 female) and 57 WVE ADP staff (40 male & 17 female) have received training on agriculture related topics. The various training activities that aimed at raising awareness, skill transfer and dissemination of practical knowledge were found to be effective. The Training was mainly focused on food security, general agriculture, afforestation and water conservation, agro forestry, improved irrigation practices, horticulture production, bee keeping, sustainable agriculture, animal husbandry, participatory planning & evaluation, gender and development and the like. These have enabled farmers to practice improved agricultural practices at large.

Success Story 1. The Undervalued Apple Fruit has Now Become Dependable Source of Income A proactive farmer, Tesfaye Fitawok, was one of the farmers who have adopted the production of apple. He and other Farmers have now come to tell with pride that they are mesmerized by the income they get when growing apple in their backyards. “Thanks to World Vision for bringing the gold equivalent crop to our area”, says Tesfaye with a feeling of euphoria and appreciation to the ADP’s effort to change the lives of many people in the area. He went on reiterating that no one of us envisaged the current bonanza due to the husbandry of the crop. Despite our resistance during introduction of apple, the efforts of World Vision and our sceptical attempts have turned out to be vital and paying. Now we are sure that we are getting our profit and are knowledgeable to explain the gains more than anyone in the district. “Production of apple seedlings is taken as gratifying task to get involved” Ato Tesfay added.

The discussion with this farmer further revealed that he and other farmers are getting good income. For example, Tesfaye so far earned about 13,100 Birr from the sale of the fruit. By virtue of this he is able to build two houses that have roof of corrugated iron sheet. The construction of the two houses changed the way they live. In the past the children, parents and guests used to live together with their livestock under one roof. Interestingly, now parents and children have their own rooms to live. Tesfaye said that this situation has improved their health condition and children having lived in their own room, enjoyed privacy, and are able to get decent place to study and enjoy good health.


1.2.3 Environmental Protection/Rehabilitation

The registration of Humbo CMNFRP by the United N a t i o n F r a m e w o r k Convention on Climate Change (UNFCCC) was an outshining achievement that attracted the attention of many donors , NGOs, Universities and government institutions. The project has been visited by a significant number of internal and external institutions and individuals. This project restores 2,728 hectares of natural forest and it is expected to sequester over 880,000 MT of CO2e over 30 years. The project is the first A/R CDM for Ethiopia and the largest in size for Africa.

Most Significant Change Story 1: Increased Vegetation Cover in Forest Area In accordance with Midterm Evaluation Report, Project Phase: October 1, 2006 September 30,2009 (3 years implementation), quantitative assessment of the increase in biomass in vegetation is due to take place in 2011 for the purpose of estimating the amount of carbon sequestered, and hence the carbon offset revenue earned. Visual representation of the forest re growth achieved in 2010 can be compared with the vegetation cover in 2002 as presented in the following consecutive figures.

Humbo Mountain in 2002 Prior to Protection

Humbo Mountain in February 2002 before forest was closed to grazing and uncontrolled harvesting. Note that residual forest cover was reduced to small patches such as in the valley as shown in the centre of the photograph

Humbo Mountain in 2010 after Four Years of Protection

Humbo Mountain photographed from the same aspect in March 2010, at the time of the midterm evaluation, four years after the beginning of FMNR and cessation of uncontrolled exploitation. Note complete cover of vegetation across the whole slope. The hazy quality of this photograph is due to very dusty conditions at the time.

The evaluation team visited the forest site to observe re growth and to take photographs with GPS coordinates for future reference. The border of the forest was demarcated with a line of sisal plants, which will eventually grow large and close together, providing a formidable barrier preventing grazing livestock getting into the forest and preventing large wildlife from leaving the forest.

Source: Midterm Evaluation Report, Project Phase: October 1, 2006 September 30, 2009. Community Managed Natural Regeneration Forest Project in Hum ADP


1.2.4 Increased Household Access to off -farm Income In addition to promoting agricultural production, helping farmers to have a diversified source of off-farm income was one of the most important areas to contribute towards ensuring food security. A diversified source of income build up the capacity of the community members by creating better access to cash money and helps to purchase basic needs, realize asset creation and increase access to social services. To this end, WVE/ADPs have facilitated interested community members to organize themselves into groups and get access to rural credit sources from locally available micro finance institutions. As a result, a total of 866 Social Groups (SGs)/Interest Groups (IGs)/Cooperatives were formed/strengthened and facilitated to get access to the credit sources. Various skill training was also organized on the bases of the potentials and identified needs and given to 2,155 community members (1,039 male and 1,116 female). In order to promote the off-farm business, one of the interventions in WVE ADPs’ operational areas was improving physical access. To this end, a total of 14 crossing structures/bridges that contribute for easy communication and helping community members get access to market and children to schools were constructed with participation of community. This has enabled the rural households to get better access to market outlets and social services. In addition, financial and material supports were provided to target groups to enable them establish and run MED business.

Success Story 2: ” Our Contact with WV has Helped us to Do Something We Thought was Impossible and Make it Happen” – Founding member of the enterprise.

Climax fruit juice house was started in 2010 by a group of five young entrepreneurs (2 female) to providing consumers with fresh fruits and with the vision to support OVCs by providing different school materials.

Among the founding members of the Climax Juice house are graduates from various universities went over three years without a job. Two of the members completed high school but they could not go further in their learning and they were not in a position to support themselves financially.

Due to lack of job opportunity they were very frustrated in their life and they were not able to support them self and their families and totally dependent on their families. As Wukro town is small, government and private offices are very few to employ youths in office work. These five youngsters couldn’t get financial support even though they have an idea to involve in the business till the intervention of WV, so that their problem was very serious.

As the ADP works in collaboration with government offices, contact was started with these youngsters through the Wukro town Hayelom kebele. And those youngsters come up with very new idea of business in the town which can be considered as good income generating activates to attain food security and to give service to the community.

Currently, Climaxes juice house gain ETB 15, 600 per month. The members have their own job classification and strong financial structure and courage’s team sprite. They have many customers which make their business profitable.

After the ADPs’ intervention, the lives of these youth group have changed significantly in different dimensions. They were mentally dissatisfied as they were dependent on their parents for their existence. Now, they have been earning daily income after the opening of the shop and are planning to support their own parents. On the other hand, they do have great hope for their future life, fami‐lies and the community and also be courageous to be a model for many youths by their achievement. Likewise, they can generate money from their business which make them self sufficient and to be supportive to their families and their community financially.

The entrepreneurs’ business plan entails expanding their business and reach high profit margin. They also want to support OVCs by providing school materials, school fees in collaboration with different organization.

Source: FY’1O Annual Report of Wukro ADP


Table 2: Major Food Security Plan and Accomplishments

Activity

Unit

Plan and

Accomplishment

% of ACM

Beneficiaries

(Adults & Children)


2 Food Security 2.1 Site Survey and design No 28 11 39 290 230 520 2.2 Hand dug wells for irrigation No 175 130 74 380 340 720 2.3 Community members training on

agriculture No 39,868 31,733 80 21,273 10,460 31,733

2.4 Government members training on agriculture

No 1,912 2,554 134 2,041 513 2,554

2.5 ADP staff training No 179 57 32 40 17 57 2.6 Field Crop seeds (cereals, pulses, oil

crops…..) Qts 8,534 5,872 69 17,386 8,142 25,528

2.7 Vegetable seeds Kg 10,569 8,285 78 13,809 9,257 23,066 2.8 Root crop cutting No 662,495 531,440 80 930 839 1,769 2.9 Seedlings (fruit, coffee…etc.) sup-

port No 1,348,253 4,027,160 299 36,031 16,050 52,081

2.10 Farm tools Support USD 42,974 56,651 132 3,227 2,365 5,592 2.11 Live Animal (Cattle, equine, shoat)

Provision No 5,948 3,020 51 6,833 6,148 12,981

2.12 Improved poultry No 6,739 10,741 159 2,536 2,754 5,290 2.13 Support and strengthen nursery

sites (community and gov’t) No 275 1,320 480 18,950 16,016 34,966

2.14 Vet drug and equipment support USD 102,041 84,506 83 20,920 16,694 37,614

2.15 Vet Clinic Construction No 3 3 100 950 450 1,400 2.16 Vet Post Construction No 16 13 81 12,654 10,960 23,614

2.17 Cattle crush Construction No 16 18 113 4,984 4,984 4,984 Access 2.18 Community trainings on economic

development No 32,025 9,122 28 5,293 3,828 9,121

2.19 Formation/strengthening of SGs/IG/Cooperatives

No 269 866 322 2,333 3,004 5,337

2.20 Material support for petty traders/cooperatives shades

No 1,260 637 51 593 765 1,358

2.21 Material support for community based constructions

No 49 116 237 158 145 303

2.22 Crossing structure/bridge No 30 14 47 41,390 40,162 81,552

2.23 Micros enterprises develop‐ment

USD 261,416 131,139 50 878 922 1,800


1.3 Health & HIV and AIDS 1.3.1 Health Related Training Different health related training was provided to a total of 57,984 c o m m u n i t y m e m b e r s , 5 , 9 0 7 government staffs and 69 WVE ADP staff. Major types of health related training provided to community members and Government staffs include health and nutrition, epidemic control, harmful cultural practices, environmental sanitation, and reproductive health including family planning, nutrition, HIV/AIDS prevention and others. Maternal and child health outreach services

support was given to 16,238 children and mothers. In this fiscal year, 1 health center, 11 health posts and 6 additional blocks were constructed. Financial supports provided to complement the

Success Story 3: Community Led Total Sanitation (CLTS) Approach as Solution to End Open Defeca-tion

The novelty of the CLTS approach is mobilization efforts focus on helping communities and individuals understand the health risks of open defecation and use disgust and shame as “triggers” to promote action, which ultimately lead to the construction and exclusive use of locallybuilt lowcost household latrines. The ultimate goal of CLTS is communities that achieve and maintain “open defecationfree” status and improved hygiene practices.

Ato Yohannis Eriso is living in Buligita kebele administration of Badawacho Woreda. He is 40 years old. Yohannis is subkebele leaders and Community Led Total Sanitation (CLTS) committee member of Buligita kebele. He pointed out that before the intervention of CLTS by World Vision and local government; it wasn’t shame to defecate any where in the field and along public road side. He added “most of the household didn’t have their own latrine in our community. Most of our families and community members suffered from acute watery diarrhea, trachoma and intestinal worms. After using latrine, washing hands was not the habit of the community. However, we didn’t know why we were suffering from these diseases. As a result there was high expense for medication to treat these diseases.”

Ato Yohannis said, World Vision EthiopiaShone ADP in collaboration with woreda government health office conducted strong awareness creation training and field triggering in Buligita kebele on CLTS. The training had included kebele leaders, religious leaders, volunteer health promoters, kebele level government

development agents, health extension workers, school directors, CCC (Community Care Coalition) and World Vision Development workers and Sub kebele leaders including me. During field exercise through walking we conducted mapping of open defecation sites; calculation exercises on amount of shits with village aimed at drawing villagers’ attention to the amount of shits they have been ingesting, powerful emotions of shame and disgust were triggered.

Source: FY’1O Annual Report of Shone ADP


government efforts in areas of immunization programs was estimated to be USD 84,608 benefiting 126,089 people.

Table 3: Major Health Plan and Accomplishments

3 Health Unit

Plan and Accomplishment

% of ACM



3.1 Community member training on Health and Nutrition

No 68,949 57,984 84 28,959 29,025 57,984

3.2 Government staff training on Health and Nutrition

No 7,191 5,907 82 2,311 3,596 5,907

3.3 ADP Staff training on Health and Nutrition

No 101 69 68 55 14 69

3.4 Maternal and child health outreach services support

No 10,986 6,759 62 7,918 8,320 16,238

3.5 Construction of health center

No 1 1 100 5,500 5,500 11,000

3.5 Construction of health posts

No 8 11 138 22,320 21,765 44,085

3.6 Additional blocks construction

No 4 6 150 16,800 17,800 34,600

3.7 Material support for community based constructions

No 7 8 114 1,850 1,850 3,700

3.8 Medical Support for OVC/RCs

No 35,579 36,258 102 11,012 9,516 20,528

3.9 Support Immunization USD 76,213 84,608 111 56,899 69,190 126,089


1.3.2 HIV/ AIDS

Training on health and HIV&AIDS is given to 42,728 community members (23,678 male and 19,050 females); 3,334 government staff (2,175 male and 1,159 female) and 186 WVE staff (133 male and 53 female). Care and support was given to 86,469 OVCs (45, 322 male and 41,147 female) and 7,861 PLWHS (4,271 male and 3,590 female). A total of $33,989 financial support was also given to support IEC/BCC that serve about 66,478.

Most Significant Change Story 2: The trainings, Counseling and Encouragements has Motivated him to teach other, and Break the Silence.

One of the member of CCC is Ato Worku Yimer Ali, who is 52 years old man living in Tenta Woreda, Tenta Town. Ato Worku and his second wife W/ro Muluwork Haile are living together. He has two children from his first wife and one child from second wife (one son is studying at college; the others are in grade 5, and 3). After chronically ill, his wife dead, and Ato Worku took voluntary counseling and testing, and he came to know that he is HIV positive person. After continues medical follow up, the physicians advised him to start taking Anti Retroviral Treatment (ART) drug. During those times the drug was available at Dessie and Akesta Hospitals only which are 132, and 65 kms away from his town consecutively, and the price of the drug was too expensive to afford. He was then forced to sell his house, sewing machine, and bed to regularly buy the drug. Life with the virus becomes extremely difficult for Ato Worku and his children. He becomes hopeless, and his family totally lives desperately, his lives deteriorate from time to time.

In those difficult times, Adjibar ADP identified Ato Worku through its Community development worker in its endeavor to advocate against stigma and discrimination. Considering the great silence of the community, and the damage HIV AIDS has been creating, the ADP started to support Ato Worku’s to hospital travel and drug expenses. Afterwards, the life of Ato Worku booming again and his children are becoming courageous. The ADP continued to give Ato Worku trainings about the modes of transmission of the Virus, how a person can live with the virus being productive, and how other can live exposing their HIV status, how stigma and discrimination contributes for further prevalence of the virus. The trainings, counseling and encouragements Ato Worku is getting has motivated him to teach other, and break the silence. Thus others people who lives with the virus started to expose themselves and joins Ato Worku, and their number increased from time to time. After a lot of counseling and training for other members, Ato Worku and his colleague finally established “Tsenat” PLWH Association (Tsenat means endurance). The association has a total of 740 members out of these 391 are female. The association has strong relation with the ADP and other partners and actively working in the fight against HIV AIDS epidemic and for the well being of its members. He is also a member of CCC and participates in care and support for OVC.

Ato Worku has then started new life, and married his second wife W/ro Muluwork Haile ( who is HIV positive). They get their son Yekoyesew Worku who is HIV negative. Ato Worku’s life becomes exemplary, other HIV positive persons consider him as a model. Ato Worku has been living with the virus for the last 20 years, his influence is still powerful; his collaboration with the ADP is still intact. Ato Worku by now has two houses; he is working in local NGO which is working on HIV AIDS, his monthly salary is 1800 Birr, his wife is working in other organization as a member of Mother Support Group. Ato Worku said “World Vision Adjibar ADP is on behalf of God for me and my family”. This is not only the history of one man. But, through him and PLWH association, many are able to survive and live with hope and dignity.

Source: FY’1O Annual Report of Adjibar ADP


Table 4: HIV/AIDS Plan and Accomplishments

1.4 Water & Sanitation/ Hygiene (WASH)

Ethiopia has one of Africa’s largest rural

populations and one of the lowest rates of coverage for improved water and sanitation. Safe water supply, availability and utilization of sanitation facilities, and improved hygiene practices result in a multitude of proven benefits that include reduced morbidity and mortality rates especially among children, reduced stunting and malnutrition, increased school attendance especially among girls, more time available to women, and many others. Activities related to water works and sanitations/hygiene (WASH) are undertaken to ease rural community’s suffering from water related diseases and higher workload on children and mothers related with fetching water from distant areas. Accordingly training was given on WASH to 26,130 (14,847 male and 11,283 female)

4 HIV/AIDS Unit

Plan and Accomplish‐ment

% of ACM

Beneficiaries (Adults & Chil‐dren)


4.1 Community members train‐ing on HIV & AIDS No 49,500 42,728 86 23,678 19,050 42,728

4.2 Government staff training on HIV & AIDS No 4,613 3,334 72 2,175 1,159 3,334

4.3 ADP Staff training on HIV & AIDS No 436 186 43 133 53 186

4.4 Care and support for OVCs No 82,050 86469 105 45322 41147 86469

4.5 Care and support for PLWHs No 15,397 7861 51 4271 3590 7861

4.6 Support HIV/AIDS related forums No 348 6,887 1979 48,114 45,683 93,797

4.7 Support IEC/BCC USD 46,924 33,989 72 2,956 2,723 5,679

4.8 Support VCT/mobile centers No 162 13,113 8094 35,127 31,351 66,478

4.9 Form/Support CCCs No 900 1,733 193 12,120 9,871 21,991


c o

Most Significant Change Story 3: No more suffering from Water

borne Diseases (Diarrhea)

There are around 1000 students learning in Mesho Primary school. But the students were using the unprotected Gina river water crossing the school compounds for drinking as well as cleaning purposes. As a result of using such unprotected water source, communities particularly children were suffering from water bore diseases such as diarrhea and other parasitic diseases. There were also cases where children drop out their school due to frequent illness. The case was reported to be double for girls as they frequently travel to fetch unprotected water from deep river gorge which sometimes exposes them to physical damage.

By taking this community priority problem into consideration, Chencha ADP has conducted feasibility study on springs found in Mesho and neighboring KAs in FY’2010. The survey result revealed that Dambo sprig was found to be feasible and could address this critical problem of community. It was the same year

that the ADP has capped Mesho spring and constructed six water points from it. Due to the construction of water points increased number of treated and protected springs has been realized which has a direct contribution for the attainment of improved community access to potable water.

As a result of this; a total of 200 HH’s, 1500 students and 1000 RC are now getting 15litres of potable water per day from a source located at less than 30 minutes distance from their houses and school respectively. Occurrence of water bore diseased has also reduced and now children are enjoying with drinking potable water, there by school attendance of children especially girls in Mesho School has increased. Consequently, it was possible to save their time and they are now free from fear of fetching water from river gorges which was exposing them to physical damage as well.

Source: FY’1O Annual Report of Chencha ADP

5

WASH

Unit

Plan and Accomplishment

% of ACM


Plan Actual Male Female Total 5.1 Community Training No 37,144 26,130 70 14,847 11,283 26,130 5.2 Establish/strengthen

water/sanitation committee

No 451 377 84 2,368 1,803 4,171

5.3 Material/tools support for water user associations/committee

No 128 68 53 17,225 18,050 35,275

5.4 Deep well for drinking No 8 4 50 24,550 23,950 48,500

5.5 Shallow well for drinking

No 20 21 105 6,424 7,778 14,202

5.6 Hand dug well for drinking

No 60 38 63 12,688 13,724 26,412

5.7 Spring Capping for drinking

No 59 59 100 23,281 24,734 48,015

5.8 Pipe line extension Km 107 129 121 89,711 91,098 180,809

5.9 Water point construction

No 100 120 120 40,920 41,185 82,105

5.1 Reservoir construction No 15 17 113 10,893 10,928 21,821

5.11

Sanitary facility/Latrine constructions

No 1,62 557 344 19,489 19,667 39,156

5.1 Slab production and/or No 1,510 315 21 482 433 915

Table 5: FY 2010 WASH Plan and Accomplishments


mmunity members and 377 water committees with a member of 4,171 persons (2,368 male and 1,803 female) were established to properly manage the water works. 4 deep wells, 21 shallow wells & 38 hand dug wells were also constructed along with 59 springs developed to promote water supplies. On the other hand, 129 Kms of pipeline installed, 120 water points and 17 reservoirs were also constructed. In addition, 557 sanitary facilities/l a t r i n e s w e r e constructed and 315 slabs were produced and distributed to 915 beneficiaries.

5

Grant and PNS WASH Activities In addition to the aforementioned sponsorship based WASH

interventions, the following comprehensive Grant and PNS WASH activities have also been accomplished under the coordination of WASH department as depicted in the following table. The WASH department came into being in October 2006 to manage the two huge WASH programs (EWSP and MWP) launched by World Vision Ethiopia and World Vision United States through Conrad N. Hilton Foundation funding to contribute for the wellbeing of the children, their families and the community. These programs had been designed to improve access to water and sanitation services simultaneously while providing inputs that are expected to lead to significant hygiene behavior changes in hand washing, water transport and storage,

S/N FY’10 Planned Activities Unit FY’10 Plan

FY’10 Accomp

% of Accomp

I Training

1 TOT training on CLTSH for government Staff USD 3,896.90 3,896.90 100 2 WASH committees training on CLTS USD 647.00 840.00 130 3 Experience sharing for CLTS USD 1,400.00 700.00 50 4 Training for Community representatives USD 1,986.63 2,210.00 111 5 School WASH for teachers\pupils USD 2,464.13 2,145.00 87 6 For village open defecation free (ODF) cele‐

bration day USD 800.00 0.00 0 7 WASH committees training on water supply

scheme management USD 1,608.00 1,635.00 102 8 Local artesian training with toolkit provision USD 2,720.00 2,730.00 100 9 Multiple use and IWRM training for commu‐

nity USD 780.00 1,340.00 172 II Construction 1 Deep well drilling No 6 8 133 2 Springs Development No 7 15 214 3 Water supply pipe line construction Km 60 50.4 84

4 Water point construction No 23 46 200

5 Cloth washing basin No 3 18 600 6 Cattle trough No 1 1 100 7 Reservoir construction/Collection Chamber No 9 8 89 8 Shallow well drilling No 8 15 188

9 Generator/Transformer purchase No 9 9 100 10 Submersible pump purchase No 3 4 133 11 Generator house construction No 8 13 163 12 VIP latrine construction No 12 10 83 13 Communal latrine construction No 6 1 17


and proper latrine usage among all age groups. The goal is not simply improved services and behaviors, but improvements that will be sustained for many years to come. Lasting impact will be achieved by responding to community demands and needs, fully integrating the program with local government plans and national policies, and building capacity at the community level and in the private and public sectors. Besides, the programs focus on the WASH needs of oftentimes forgotten segments of the vulnerable population - the disabled and the elderly too. So far, more than 350, 000 people benefited from these two programs and other similar projects implemented by the department in collaboration with ADPs, PrOs, government and other partners in the last four years since its establishment in October, 2006.

Furthermore, the department has now developed another five years huge WASH Program that can directly benefit more than 740,000 people from the improved services and practices, and increased skills and knowledge. Indirect beneficiaries include the hundreds of families of WASH businesses large and small that benefit by increased incomes from delivering needed services, and the families of WV and partner organization staff employed by the program or benefiting from training or payment for services

RC Budget The budgeted RC has been increased by 10,238 (12.27%) and reached to 224,512 as com‐pared to the previous year.

Sponsorship basic Training (SBT)

Sponsorship basic Training (SBT) has been provided for 1217 frontline staffs by PrO team in collaboration with the HO SMD, which is a great accomplishment for the National Office.

Sponsorship staffs Training Nine new ADP Sponsorship staffs have been trained for four weeks from June 28 – July 23, 2010.

STEP System Upgrading STEP system upgrading from version 2.02.01 to 3.01.03 has been successfully completed under all the 65 ADPs from August to September 2010. The NO SMD and ICT staffs have been in the seven PrOs giving training on the functionality of the upgraded STEP system and the revised CMS. The newly upgraded STEP version is crucial for WV as it is aligned with and supports CWBO and revised CMS.

Census/ Child Monitoring The FY’10 first and second round census / child monitoring has been conducted based on the requirements of the GC. Accordingly, 98.3% of RCs were physically present during the first round census whereas 99.05% RCs were recorded as present in the second round census.

Annual Data Reconciliation The NO conducted an internal and international reconciliation within the NO and ADP data with that of the SOs to check any discrepancies. As compared with the NO planned RC number, 214,504 and the GC standard for reconciliation (5%), the overall discrepancy was 550, (0.26 %).

APR The National office has received, processed, and sent 189,332 APR (98.73%) as compared with 191,771 sponsored RCs in September 2010.

Christmas Cards Out of the total 185,133 sponsored children 182,607 Christmas cards (98.64%) has been sent to respective sponsors.

Operational Audit The NO has facilitated and participated in the GC initiated operational audit in two sample ADPs (T/Emba and Durrame) and the NO. The audit finding show as that the overall per‐formance status of the NO‐SMD is very good.

Sponsor Visit A total of 53 sponsors have visited their sponsored children and different developmental activities. It has been realized from their visit feedback that handling sponsor visit is en‐couraging and good opportunity for donors transformation.

Gift Notification (GN) Generous sponsors from (USA, UK, Canada, Germany, Taiwan, France and Korea) have sent a total of 8452 GNs which amounted USD 996,598.74

NO mail tracking/Record For the NO mail tracking purpose a total of 61,614 sponsor mails, 7853 GNs and 1882 SO queries have been recorded in STEP system.

Bounce Back Fund In the FY for Christmas Celebration / Bounce Back a total budget of USD 355,974 (272,285 from USA, 47,339 from Canada and 37,350 from UK) has been received and utilized for children, their families and community need.

Monitoring/ Support visit In collaboration with the NO IST and operations department a monitoring and support visit has been carried out in different ADPs / PrOs.


over the life of the program. The Ethiopian economy and government will benefit in general from the influx of funds and tax revenues from program spending. Table 6: WVE FY'10 Grant and PNS WASH Consolidated Plan- Accomplishment Report

1.5 Sponsorship Management Numerous major and outstanding achievements have been attained in the area of Sponsorship Management in addition to the performance of the planned activists.

Table 7: Major Outstanding Achievements in the area of Sponsorship Management

1.6 Emergency Response and Disaster Reduction

It is an obvious fact that Ethiopia is frequently threatened by disaster induced by drought and other factors. In the last twenty years, disasters have, at varying degrees, been occurring annually, costing heavily both in terms of lives and resources. On top of this, on February 2010, the Government of the Federal Democratic Republic of Ethiopia (GFDRE) released the Humanitarian Requirements Document (HRD) for 2010, identifying 5.23 million people in need of emergency food assistance in 2010. In

addition, an estimated 7.5 million chronically food-insecure beneficiaries currently receive food assistance and/or cash transfers from the GFDRE-managed Productive Safety Net Program (PSNP). FY’10 was a year of great effort and endeavors for WVE Humanitarian Emergency Assistance (HEA) division addressed problems associated with flooding, disease outbreak and food insecurity in World Vision Ethiopia operation and non operation areas. Simultaneously and continually tackles emergency situations to save lives and livelihoods, reduce social disruption and protect long term productive capacity of affected community. HEA has been implementing its emergency response and disaster risk management operations within the government pol icy framework through internationally accepted standards. The majority of HEA intervention programs mainly addressed the most vulnerable, the resource poor and the powerless members of the community in SNNPR, Amhara, Oromia, Tigray and Afar Regional States and Addis Ababa City Administration. Priority was given to most frequently at risk in disasters including women, children, older people, disabled people and people living with HIV/AIDS (PLWH/A). The major areas of HEA interventions among others were mainly in areas of standard nutritional survey, emergency nutrition intervention, food aid, recovery activities through emergency food security program, pastoralist livelihood enhancement program through livestock support, flood response, emergency water and sanitation response, and disaster risk management programs implemented to improve lives and livelihood of 817,695 disaster affected communities. The programs were also implemented in more than 26 ADPs and 5 Non ADP woredas namely Bati, Raya Azebo, Mekdella, Boricha, and Boreda found in five regional states (SNNPR, Amhara, Oromia, Tigray and Afar) and Addis Ababa Administration. In sum, the HEA was able to step up its support of countrywide humanitarian responses in the different prioritized sectors. All emergency response and disaster risk management activities were


participatory where all partners intentionally involved at all levels to ensure quality, accountability and sustainability. Special efforts were made to ensure the participation of a balanced representation of people within the assistance program; including vulnerable and marginalized groups.

1.6.1 Food Aid response World vision Ethiopia has been handling food aid programs, other emergency interventions and responses in an adequate comportment. In connection with this the Joint Emergency Operation Plan (JEOP) is one of our emergency intervention programs which cover the largest share and area coverage during Fiscal year 2010. In addition to this, WVE has implemented supplementary feeding programs supported by different support offices and UN- agencies and WVE itself. World Vision Ethiopia has managed to distribute 30,863.05 MT of JEOP commodities for 708,533 beneficiaries as general food distribution and for emergency Nutrition program as targeted supplementary feeding. Additionally, a total of 1272.625 MT of JEOP commodities and 763.61 MT of supplementary food are in stock as of 25 Sept 2010 and have been carried over to FY 2011. For detail please refer the table below.

Beneficiaries

Program

/Donor

Wheat

Sorghum

Maize

V.oil

CSB

Famix

Pulse

Total

Male

Female

Total

JEOP

14125.784

9685.000

0.000

714.187

2601.24 2

0.000

2326.054

29452.267

303,261

268,174

571,435

FFP/

USAID

CMAM

0.000

0.000

25.000

21.478

0.000

172.613

0.000

219.091

6,607

7,766

14,373

WVUS

CMAM

0.000

0.000

0.000

9.281

0.000

77.023

0.000

86.304

3,124

6,056

9,180

WVHG

CMAM

0.000

0.000

0.000

0.500

0.000

7.200

0.000

7.700

124

164

288

WVAUS

TSF

0.000

0.000

0.000

71.028

0.000

629.595

0.000

700.623

23,338

51,148

74,486

UNO

CHA/

WFP

TSF

0.000

0.000

0.000

42.252

0.000

350.962

0.000

393.214

13,896

24,084

37,980

ECHO

TSF

0.000

0.000

0.000

3.746

0.000

0.102

0.000

3.848

313

478

791

NERF

Total

14125.78

9685.00

25.00

862.47

2601.24

1237.50

2326.05

30863.05

350663

357870

708533

Table 8: Num

ber of Beneficiaries Received Commodities and Total Tonnage Distributed Com

modities dis

tributed in MT


1.6.2 Emergency Response Nutrition A total of 10,601 community members were trained on CMAM, food security, WASH and income generation activities, of whom 4672 are females. In addition, 1,122 local government staffs (844 female) consisting of health professionals, health extension workers and agriculturists were trained on CMAM and livelihood recovery approaches so as to educate and mobilize the community for proper engagements. On the other hand, under emergency nutrition projects, a total of 72,323 people (24,380 boys, 27,928 girls and 20,015 PWLMs affected by acute malnutrition) were provided with 1812.76 MT of CSB/Famix and 256.93 MT of Food Oil. The operational areas were found in Astbi Womberta, Tsaeda Emba,

Project No. Name of Project Annual Budget Annual Expenditure

% of Variance

Donor/ SO

E21191019 Afar Food Security 43,418.91 43,418.91 0.00% WVUS

E21191834 Emergency Food Security

547,162.47 547,162.47 0.00% ECHO

E21189740 Joint Emergency Operation Plan

1,441,611.00 1,406,641.48 2.43% JEOP/FFP

E21193190 Shashmene Emer‐gency Food Security

300,000.00 291,249.32 2.92% WVHK

E21193307 Habro ER & DRR 93,000.00 15,327.02 83.52% WV Korea

E21193509 Emergency Nutri‐tion of North ADPs

172,863.13 90,727.85 47.51% UN‐OCHA

E21193651 Emergency Nutri‐tion South ADPs

193,279.70 163,592.79 15.36% UN‐OCHA

E21193652 Shashemene CMAM Project

280,000.00 163,581.50 41.58% WVHK

E21194110 Emergency nutri‐tion in Jille and Ke‐mise

300,000.00 172,906.42 42.36% WVHK

Total 3,371,335.21 2,894,607.76 14%

Table 9: Detail Budget & Expenditure of Live Projects by Donor/Support Office (SO)


Adjibar, Humbo, Chencha, Western Abaya, Shashmene, Jille Tumuga and Kemissie ADPs. Here, the food ration per month per person was 8.3 kg of CSB and 1 Kg of oil for three consecutive months. On top of this, different human routine medicines and materials that worth USD 174,563 were purchased and supported to the target woredas health offices. As a result it was possible to treat more than 11,000 under five-year children with medical complications. In sum, during the reporting period, it was generally possible to address the emergency needs of 146,260 beneficiaries, of whom 24,380 are under five year children boys, 27,928 girls and 20,015 PWLMs, 29,590 adult male and 44,347 adult female.

1.6.3 Emergency Food security Intervention In order to curb the vicious circle of chronic malnutrition prevailing in food insecure operational areas, a total of 23,496 households (5,182 female headed households) most frequently affected were identified and supported with 8,391 Qt of Teff, Maize, Barley, Wheat, Haricot bean, Irish potato, different vegetable and forage seeds and 1.8 million cuttings of sweet potato so as to enable them break the circle and produce by their own to feed their families and met other social obligations.

1.6.4 Flood Response F o u r

Most Significant Change Story 4: Possible to Reduce child Right Abuse by children

Gonder Zuria District is highly entangled with problems of child right abuse in all walks of life. Child abuse including child migration, child rape, and child labor exploitation was deeply rooted. Harmful tradition, early marriage and female genital mutilations were also commonly practiced and seen as a cultural heritage by the communities at large. Through World Vision supported child right parliament, the long years’ child right violation has dramatically decreased. Children are openly fight

"We are the most risk afflicted segment of the society. People knowingly or unknowingly harm us. Our hearts are immature. If people train us for good, we will bear sweet fruit if not our heart bears the opposite,” says the 16yearold Liyuwork Fasika, the chairperson for Gonder Zuria District C h i l d P a r l i a m e n t . “Children were the targets of all forms of abuse and harmful traditional practices. Our peers were forced into marriage in their early ages; children were stolen and taken to remote areas for hard labour. Some children were raped and the abuser was not taken to legal court. Parents promise to each other to marry off their children when they in childhood and even whilst in the womb. Parents were mutilating their child girls. Parents especially from rural areas prefer their children attend cattle to sending them to school," recalls Liyuwork.

“All these issues were normal and cultural to me and my colleagues until we were given training on child rights and abuse. After the training, I learnt that all that seemed to me right was wrong, so I became the first to decide and become a member of child parliament,” Liyuwork happily explains. Gonder Zuria ADP has been by the child parliament's side providing them with training, experience, visits to experienced child parliaments and covers their activities budget.

The child parliament was established in the district two years go. Since the day of its establishment, it has undertaken a number of encouraging child advocacy activities and emancipated a number of children from harsh abuse. Speaking of this, Liyuwork says, “We have done a number of worthwhile activities. We brought abduction, rape and child traffic cases to the court and the offenders were penalized with money penalties through to 15 years imprisonment. We also provided awareness training to a number of people on child rights. We have fought harmful traditional practices openly.”

The child parliament is closely working with the police office in fighting child abuse. “Child parliament has become a useful support for police officers and a right hand for the reduction of child abuse,” says Sergeant Amsal Baye, Gonder Zuria police office staff. “Whenever they see or hear illegal moves on children, they provide us with some hints and we follow the case before it happens and take measure,” the sergeant explains.

These days, the child parliament is deeply rooted in all the kebeles (the smallest administrative unit) of the district. It has established a child parliament committee consisting of 10 to 12 members. Whenever some kind of rumor on child rights violation is heard somewhere in any of the kebele, the child parliament committee of that kebele follows the case and reports to the higher officials of that particular kebele. If kebeles officials don’t respond on time or ignore the case deliberately, the kebele child parliament committee reports to the district child right parliament. With no delay, the district child parliament in collaboration with the district police office will take appropriate decision on the abuser.

The establishment of the child parliament is playing a significant role in reducing child rights violation and harmful traditional practices. “Our involvement has brought a meaningful attitudinal change in the mind of the community. These days, there is no one in our district that openly practices child rights violations or harmful traditional practices,” the child parliament chairperson says. Children were ignored and considered as worthless to contribute to the development of the society, but now we are given places at big meetings in the district to contribute our parts to any developmental endeavor,” she remarks.


project proposals that worth more than USD 1 Million were prepared and obtained fund from UN-OCHA, ECHO and WVUK and started responding to the post flood response and recovery activities in Jille Tumuga, Kemissie, Alamata, Raya Azebo, Afar and Mersa areas caused by Meher 2010 rains. In addition, different NFI and WASH items that worth more than 200,000 USD was purchased and distributed to 3,206 households (400 are female headed) displaced by flash floods and landslides happening in Kemissie and Mersa ADPs during August 2010.

1.7 Children in Ministry

During the fiscal year a series of trainings have been provided to staff at PrO and ADP level on the implementation of child development, protection, facilitation skills, child friendly environment and participation program frameworks. In addition, various IEC materials have been prepared and distributed in regards to child protection and participation to increase the awareness and capacity of staff.

Moreover, trainings were provided on proper parenting, developmental and protective needs of children to different community groups including parents, religious leaders, community elders, community child rights committee, teachers, community volunteers, children and government officials like law enforcing bodies, women affairs and education officials so that they will be enabled to expand the knowledge and practice to their respective members. Consequently, child led structures in the community have been strengthened through series of capacity building work.

Major Outstanding Achievements Awareness raising and capacity building trainings were provided to various community groups including parents, community leaders, religious leaders, teachers, government officials and law enforcing bodies on child abuse, exploitations and violence. The community have got the chance to

discuss about the child abuse problems in the areas and decided to work jointly to alleviate the problems. The trainings were provided to communities in 15 ADPs. Three ADP government offices have presented award of certificate of appreciation and materials to World Vision Ethiopia Children in Ministry in recognition of significant contribution in narrowing teachers’ gaps in quality education dimensions.

1.8 Nutrition, Health and HIV & AIDS Response It is evident that Ethiopia has poor health status relative to other low-income countries, which is largely attributed to preventable infectious diseases and nutritional deficiencies. Widespread poverty along with low income levels of the population, low education levels especially among women, inadequate access to safe water and sanitation facilities and poor access to health services contribute to the high burden of ill-health and death.

On the other hand, HIV and AIDS pandemic has impacted the urban and rural population of the country causing serious threat and challenges to the health and socio-economic development of the country. It is obvious that its impact is reversing social development gains, deepening food insecurity and poverty, competing with the national priority of expanding and maintaining essential services, reducing labor productivity and retarding economic development.

Based on these facts, the government of Ethiopia in partnership with international and national partners including World Vision Ethiopia is working hard to address the health and nutritional problems of the population particularly that of mothers and children


thereby ensuring their wellbeing and optimal productivity. The fact that broader strategy of government toward addressing HIV and AIDS prevention, OVC care and support program and advocacy interventions available has also contributed to the WVE’s project goal and its objectives.

Regarding its responsibility and functions, the Nutrition, Health and HIV & AIDS Response division of WVE focuses on coordinating and facilitating the hope initiative, health and nutrition programs at national level to support program offices and ADPs. Building the capacity of the staff and partners, securing resources, providing technical supports to ADPs in planning, implementation and evaluation stages and maintaining smooth working relationship with donors, partners and stakeholders are major areas of focus.

Based on its strategic objectives and annual implementation plan, during the reporting fiscal year, the division has strived, in partnership with the government and many other local and international partners, to accomplish the planned activities using the available human and financial resources. As a result, it supports the efforts of ADPs in empowering children and adults to work with their communities to prevent HIV, care for orphans and vulnerable children and people living with HIV, reduce stigma and discrimination and advocate for access to services as well as changes in policies and structures that contribute to HIV vulnerability, particularly in HIV response programs, and in improving health and nutritional status of the children and mothers based on 7-11 programs and other health and nutrition projects.

Thus, during the reporting year the planned activities under sponsorship and a number of grant and private non-sponsorship projects were implemented in line with the child wellbeing outcomes.

1.9 Livelihood Security

The Livelihoods Security Department comprises four departments namely Development Grants and PNS, Food Security, Climate Change & Environment and Economic Development. The goal of the department is to improve households’ livelihoods & build resilience to shocks to enable them provide for their children in partnership with local stakeholders. The department provides oversight to food security; economic development, climate change and development grant initiatives across the program offices and render technical support to the pertinent sector officers located at PrOs in program designing, implementation, monitoring and evaluation. The department also supports ADPs in the implementation of livelihoods initiatives.

1.10 Advocacy and Communication

It is pleasing to build and maintain the image of an organization still being committed to additional priorities. During fiscal year 2010, World Vision Ethiopia Advocacy and Communication Division has carried out a great many activities to enhance the

image of the organization while mainstreaming the national office’s advocacy priorities into the development programs and ensuring gender sensitivity of the organization through Advocacy,

LEAP Cycle Unit Plan Accom-plishment

Assessment No 5 5

Baseline No 3 1

Design/redesign No 3 3

IPM Adopted No 5 5

Reporting No 66 66

Evaluation No 7 5


Gender and Communication Departments. In this regard, Communication Department has worked to achieve enhanced image and branding of WVE across internal and external public through high performance ministry. In achieving the goal, five focus areas: donor/public, media, advocacy, internal and emergency communications were given overriding emphasis.

Advocacy department on the other hand, focused on mainstreaming the national office’s advocacy priorities into the development programs that World Vision Ethiopia is involved in. The department has carried out this through developing staff capacity, partnering with likeminded organizations, and carrying out separate advocacy projects. Similarly, Gender Department has worked with the major responsibilities, including ensuring gender sensitivity of the organization, ensuring gender integration in the programs/ projects that the organization implements, doing research on different issues, capacity building of staff at different levels in gender awareness and gender mainstreaming, reviewing different guiding documents produced within the organization for gender sensitivity.

1.11. Operation & Ministry Quality

In this year various design/redesign, monitoring and evaluation were facilitated according to LEAP and IPM framework and Standard. Five program areas were adopted IPM (2 new and 3 redesign ADPs); and others 61 ADPs were tried to align with NO Strategy and CWBI.

1.12. Holistic Development & Leadership Training

It goes without saying that qualitative and rich commitment to the ministry of WV, to one another, and to the community at large is of a paramount importance. The staff renews its commitment toward the principles of the organization by internalizing the mission and vision

statements, and by upholding its core values. The annual partnership month celebrations also supplemented and strengthened core documents internalization that contributes to staff nurture.

1.12. Partnership and Community Empowerment

Partnership and Community Empowerment Department is established in April 2009 under Ministry Quality Division with the aim of assisting WVE to design and implement development intervention that address both human mind transformation and basic needs of children. The major functions of the department are IPM, partnership, community empowerment, behavior change, and social capital development.

Specific activities in IPM are technical support to IPM pilot sites and ADPs redesigning in IPM, guidance for IPM scale-up in re/design ADPs, document lessons on IPM from IPM pilot sites and ADPs redesigning in IPM and communicate to concerned bodies, and build the capacity of WVE staffs at HO, PrO and ADP level on IPM. The activities in partnership are prepare guideline and training material on partnership, training to WV staffs and local partners on partnering, identify best practices on partnership and advice ADPs on partnering. Prepare training material on community empowerment; document best practices on community empowerment and share with others are the major activities under the major function community empowerment. The major activities under behavior change are preparing training material, train WV staffs, and design models for behavior change in development context. Social capital development encompasses major activities such as preparing training material, create awareness for WVE staff on social capital, and prepare guideline on utilization of social capital in development.

Major accomplishments of FY’ 10 among other things are correspondence with regional offices, support office, and program offices to facilitate the works and designing and redesigning process (PDD Preparation) of IPM sites and ADPs redesigning in IPM, contacting different bodies and participating in different National Office program activities to facilitate partnering in particular and the works of the organization in general. The documents prepared by Partnership and Community Empowerment Department are empowering best practice of local NGOs/ association,


reading material, guideline for partnering with FBOs, poster, draft MOU, WVE IPM Adoption plan, monthly newsletters on different IPM issues, customized IPM version for WVE and others. Supporting IPM sites and redesigning ADPs in IPM as well as conducting different capacity building and awareness raising training are among the major activities done in the fiscal year.

1.13 Supply Chain Management Supply Chain Management (SCM) has been working proactively in obtaining items and services in response to internal needs. It focuses on supporting operational requirements, managing the SCM process efficiently and effectively, selecting, developing and maintaining sources of supply, and developing strong relationship with other functional groups.

SCM integrating with other ministries of WVE has coordinated the procurement of materials and services worth birr 165,106,873.30 in FY'10. The following table summarizes the major activities being accomplished in the reporting period.

1.14 Information Communication Technology (ICT)

Table 10: Purchases of Commodities and Services Handled in FY’10 S/N

Description Accomplishment Remark

In Birr In USD Ave. ex. rate=13.84

I Humanitarian Emergency Assistance 10,495,595.30

758,352.26

II ADPs Transformational Development Support

47,348,088.08

3,421,104.63

III Foreign Purchase 19,926,792.22

1,439,797.13

IV Construction Projects 77,952,051.58

5,632,373.67

V Consultancy Service 9,384,346.12

678,059.69

Grand Total 165,106,873.30

11,929,687.38


The advancement of the Information Communication Technology (ICT) brought a means to increase the efficiency and effectiveness of organizations. Hence, ICT becomes the back-bone and change vehicle for an organizational productivity and effectiveness. Currently, WVE Head Office (HO) ICT is organized in two departments and coordination unit and has technical relationship with the PrO ICT offices.

As far as the focus areas of ICT in the fiscal year 2010 is concerned, IT Systems Department is responsible mainly in the automation of different activities of WVE through the development of in-house systems; the implementation of partnership and commercial software for enhanced, efficient, available & reliable services. Hence, the department performs major systems activities like, business and systems analysis, database design, implementation, testing, maintenance, installation, user support and systems/database administration

Moreover, it strives to ensure the functionality of all systems, and the business continuity by implementing system control procedures like backup & security of the in-house developed & partnership systems used by WVE. Upgrading in-house developed systems using the current technology shall be given due attention for ease of system use, data consistency and information availability and this was done for Payroll and CRD Inventory Systems. Lotus Notes mail & database support and proper Domino administration are also managed by the department.

The IT Infrastructure Department of ICT focused on connectivity, infrastructure security, backup and Hardware/Software (HW/ SW) Support. Since WVE has huge ICT environment that includes the network system, different & important data and databases that can affect the business continuity of the organization, ensuring the security of the IT infrastructure and systems is indispensable. Moreover, corrective and preventive maintenance &

upgrade of both hardware and software are done at all levels. A record of computer equipment was properly registered and maintenance schedule has been followed up for regular maintenance. IT investment report, as significant in the partnership, was also being done by IT equipment registration in the fixed asset tracking database.

Moreover, the IT Support and Capacity Building Coordination Unit of ICT is mainly responsible in managing, organizing, facilitating and providing ICT support and capacity building request and work closely with the two departments for well managed ICT support and high customer satisfaction. In sum, these were all the focus areas of ICT in the fiscal year 2010.


1.15 People and Culture

The tables below summarize some of the major human resource related activities undertaken in FY’10:

Table 11. Major Human Resource Related Activities Undertaken in FY’10

S/N Description Male Female Total

1 Staff Employment 116 27 143

2 Staff Separation 100 34 134

3 Current WVE Staff 1039 267 1306 4 Open Vacancies 28

Table 12. Staff Growth n years

Years 2006 2007 2008 2009 2010

Male 748 910 1058 1024 1039

Female 189 258 290 274 267

Total 937 1168 1348 1298 1306

% of Female 20.17 22.09 21.51 21.11 20.44

Table 13. Gender Composition of Staff by Head Office & Program Offices for FY’10

No HO/PrO Female Male Total %Female

1 Head Office 77 220 297 25.93

2 Addis Ababa PrO 46 128 174 26.44

3 Adama PrO 28 111 139 20.14

4 Hawassa PrO 40 181 221 18.10

5 Kombolcha PrO 21 115 136 15.44 6 Nekemte PrO 18 134 152 11.84

7 Bahir Dar PrO 23 91 114 20.18

8 Mekele PrO 14 59 73 19.18

Total 267 1039 1306 20.44


II. WVE Management Hierarchies

WVE manages and closely follows-up the process of program execution, coordination, audit and M&E of integrated programs in-collaboration with other

relevant actors (government and community) in the framework of WV partnership guiding principles/polices and Ethiopian government polices.WVE has three management levels. These are: National/Head Office, Program Offices and ADP. The management focuses on financial, human, material management and program implementations at the three levels as stated below:

National Office Level Management of the organization is mainly responsible for overall program implementations and use of resources secured from various donors (private and public government sources) together with ensuring quality ministry. It sets guiding polices goals and objectives and develops strategies to achieve goals. It also monitors and ensures that the resources are effectively and efficiently used for the intended objectives through internal financial and operational audit controls and monitoring and evaluation of programs with concerned government line offices. In addition, it facilitates the networking and maintains relationships with WV partners and government office at federal and

regional levels. To deal with such cases, WVE

has established regulatory frame work

through periodic audit, monitoring visit, reporting and evaluations.

Program Office Level Management: There are seven Program Offices (PrOs) that coordinate and closely follow-up clustered ADPs and provide technical and management supports to the respective ADP staffs. The seven PrOs are located closest to ADPs operational areas (Mekele, Bahir-Dar, Kombolcha, Nekemte, Hawassa, Adama and Addis Ababa). PrO is mainly responsible to ensure and follow-up that ADPs are implementing the programs as per set organizational and government policies. It also coordinates and facilitates the networking with respective regional government


sate line offices and ensures that periodic reports are delivered to WVE National office, Support offices/donors and pertinent government offices.

ADP Level Management is the primary responsible body for implementing the whole program activities at the g r a s s -r o o t l e v e l . A D P s prepare a n n u a l plans and facilitate t h e

implementations through active participation of the community members and Woreda based government offices. They conduct ongoing monitoring of the program performances and produce periodic reports as per the requirements of WV and government standards.

Support Office Annual Budget (USD) Year To Date Actual (USD)

A. SPONSERSHIP BUDGET Multiple Sponsorship 222,795 220,841 France 307,374 236,544 Netherlands 337,509 334,909 Singapore 462,048 429,834 Taiwan 541,514 533,006 Germany 2,105,160 2,070,449 Japan 2,691,783 2,283,341 Hong Kong 3,017,401 2,458,436 United Kingdom 3,379,800 3,095,255 Canada 3,576,534 3,205,959 Korea 5,560,131 5,054,740 Australia 6,120,114 5,707,013 USA 13,350,382 12,897,119 TOTAL SPONSERSHIP 41,672,545 38,527,446 B. NON- SPOSERSHIP Relief &Rehabilitation 3,411,228 3,156,114 Government Grants 1,590,394 1,537,305 Private Non-Sponsorship 7,233,370 5,980,762 TOTAL NON- SPOSERSHIP 12,234,992 10,674,181 C. OTHERS GIK 13,772,435 13,772,435 Others 2,059,239 1,010,864 TOTAL OTHERS 15,831,674 14,783,299 GRAND TOTAL (A+B+C) 69,739,211 63,984,926

Audit Type Grade I

[Limited Risk]

Grade II

[Acceptable Risk]

Total Audited ADPs/

Number % Number % Number

Financial Audit 18 62 11 38 29

Operations Audit 2 33 4 67 6

Total 20 57 15 43 35


III. Sources & Utilizations of Budget Sources of Budget as of September 30, 2010 by Support Offices: The annual budget planned for the fiscal year was USD 69,739,211out of which USD 63,984,926was used for program implementations.

Table 11: FY’10 Budget Utilization Status


S/N

ADP Name by

Program Office

Location

Travel direction & distance in KM from

A.A.

Support

Office

Woreda Zone Region IV Hawassa Program Office(14 ADPs)

29 Abaya Abaya Borena Oromya 366 Km, South of AA US 30 Chencha Chencha Gamo Gofa SNNPRS 517 Km, South of A.A. AUS 31 Durame Kediada Gamela Kembata ‐Tembaro SNNPRS 352 Km, South of A.A. US

32 Hulla Hagere Selam Sidama SNNPRS 370 Km, South of AA KOR 33 Humbo Humbo Woliata SNNPRS 420 Km, South of A.A. US 34 Kochore Kochore Gedeo SNNPRS 420 Km, South of A.A AUS 35 Omoshelleko Omoshelelko Kembata ‐Tembaro SNNPRS 410 Km, South of A.A. US

36 Quachabirra Quachabirra Kembata ‐Tembaro SNNPRS 368 Km, South west of A.A US

37 Shashemene Shashemene West Arsi Oromya 250 Km, South of AA HNK 38 Shenkolla Soro/Duna Hadiya SNNPRS 260 Km, South of A.A. AUS 39 Shone Mirab Badawacho,

Misirak Badawacho Hadiya SNNPRS 345 Km, South of A.A. US

40 Soddo Soddo Zuria Wolaita SNNPRS 390 Km, South of A.A. US 41 Western Abaya Mirab Abaya Gamo Gofa SNNPRS 457 Km, South of A.A. AUS/US 42 Gorro Goro Bale Oromya 590 Km South East of AA HNK

V Kombolcha PrO (8 ADPs) 43 Adjibar Tenta South Wollo Amhara 522 km north of A.A UK

44 Afar Assaita Zone 1 Afar 680 Km, Northeast of A.A US

45 Antsokia‐Gemza Antsokia‐Gemza North Shoa Amhara 350 Km, North east of A.A. GER/US/

CAN

46 Epharata Ephrata Gidim North Shoa Amhara 350 Km, North East of A.A GER

47 Jille Timuga Jille Timuga Oromiya Amhara 265 Km, North east of A.A US

48 Kemmissie Dawa Cheffa, Ar‐

thuma Fursi/Kemisse

town

Oromiya Amhara 325 Km, North east of A.A. US

49 Mehal Meda Menz Gera/Keya

Gebriel North Shoa Amhara 282 Km, North East of A.A UK

50 Habru Habru North Wolo Amhara 490 Km, North East of A.A US


I V .

WVE Operational and Financial Audit

In order to ensure that the resources are properly utilized and compliance to set WV’s and government policies are practiced at the three WVE management levels, both internal and external audits are carried out on annual basis.

Internal audit refers to the auditors employed by the organization and report to the management of the same organization (WVE). Both financial and operational audits are done in an integrated manner to validate the program performances and financial transactions are done according to set guiding polices and for intended purposes. It is an

S/N

ADP Name by

Program Of

fice

Location

Travel direction & distance in KM from

A.A.

Support

Office

Woreda Zone Region

VI Mekele Program Office (5 ADPs)

51 Alamata Alamata South Tigray Tigray 600 Km, North of A.A AUS

52 Astbi Womberta Atsbi Wom‐

berta Eastern Ti‐

gray Tigray 860 Km, North of A.A AUS

53 Saesie Tsaeda

Emba Saesie Tsaeda

Emab Eastern Ti‐

gray Tigray 858 Km, North of A.A AUS

54 Samre Samre South Tigray Tigray 840 Km, North of A.A AUS

55 Wukro Kilete Awlalo Easter Tigray Tigray 825 Km, North of A.A AUS

VII Nekemte Program Office(11 ADPs)

56 Bedele Bedele Illubabur Oromya 480 Km South West of AA AUS

57 Gechi Gechi Illubabor Oromya 460 Km, West of AA US

58 Gewata Gewata Keffa SNNPRS 487 Km, South West of AA US

59 Homosha Assosa Homosha Assosa BGNRS 686 Km, West of AA AUS

60 Jimma Genete Jimma Genete Horo Guduru Oromya 270 Km, West of AA KOR

61 Lalo Assabi Lalo Assabi West Wollega Oromya 464 Km, West of AA GER/FRA

62 Ma’okomo Bam‐ Ma’okomo Assosa BGNRS 711 Km, West of AA AUS

63 Nedjo Nedjo West Wollega Oromya 515 Km, West of AA GER

64 Omonada Omonada Jimma Oromya 301 Km, South West of AA US

65 Sibu Sire Sibu Sire East Wollega Oromya 286 Km, West of AA AUS

66 Sokoru Sokoru Jimma Oromya 250 Km, South West of AA TWA

Document Title

internal controlling system whereby the result of this audit could be used as input for management actions and follow-ups at all management levels.

External Audit refers to both auditors from World Vision International (WVI) Office and locally certified auditing firms, which are independent of WVE. In the case of W V I auditors, they mainly focus on assessing the risks t h a t WVE might get involved against set WV’s

standards and core values. This shall be done on the basis of their schedule. WVE office is required by

government of Ethiopia to be a u d i t e d by locally certified external a u d i t i n g firm and obtain an auditing opinion as to the genuineness of its accounts on annual basis. The auditors of t h i s certified auditing firm, mainly focuses on examining of WVE financial r e c o r d s and proper uses against acceptable accounting procedures and

organizational regulations. They do not get involved in assessing p r o g r a m performance unless they want t o crosscheck some of the a c t i v i t y a c comp l i s h men t s w i t h e x p e n s e s shown in the document.

I n t h i s reporting fiscal year, an i n t e r n a l a u d i t ( f i n a n c i a l a n d operations) was being conducted for 35 A D P s / Projects (excluding the s p e c i a l audits carried outside of the

annual plan). Results of the internal audit are presented in the table below.

WVE Advisory Council

Dr. Tekeste Teklu Chairman

W/ro Melkamua Bolaco Vice chair

W/ro Berhane Kaba Member

Pastor Getu Ayalew Member

Ato Worabo Mennu Member

Dr. Fikre Lobago Member

Dr. Fassil Kebede Member

W/ro Fekerte Bekele Member

Ato Yigezu Sed, DND, Ministry Strategy

Ato Bekako Duguma, Operations & CC Senior Division Director

Dr. Senait Afework, Health and HIV & AIDS Response

Mr Moses Owuoth

Finance Division Director W/Ro Getenesh Legesse, Support Service Division Director

Ato Getachew Legesse, People & Culture Division Director

Ato Tesfaye Teshome, Children in Ministry Division Director

Ato Shimelis Abate, HEA and Food Programs Division Director

Ato Tamirat Yirgu, Advocacy & Communication Division Director

Wr/o Tenagne Lemma, National Director

WVE Senior Management Team

Document Title

world vision ethiopia annual report of fiscal year 201010annualreport.pdf · page 4 fy’10 annual...

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