Organization CODE OF CONDUCT

 

For the Prevention of children, Adults and Staff from Abuse, Exploitation and Harm

 

 

 

 

 

                                          

 

 

1.    Organizational Profile

Rooted in pursuit of the public interest and social justice, Organization for Social Development (formerly Organization for Social Justice in Ethiopia) has been engaged, since its establishment in 2003, in wide and diverse interventions ranging from advancement of human welfare, democracy and good governance to maximizing the role of the private sector in promoting social justice by upholding Corporate Social Responsibility (CSR) as the main thematic area of its operation.  Realizing the enormous but untapped potential of the private sector to advance human rights and materialize people-centered all inclusive development in the country, OSD has launched in 2010 a strategic plan to promote Corporate Social Responsibility (CSR) among the business community, government organs and the public.     

Since then, OSD has implemented projects that achieved an increased awareness and understanding on CSR and enhanced capacity of the private sector to comply with international and domestic principles and standards which deal with different aspects of CSR.  Having research as one of its main components researches on private sector and civil society partnership, the role of the private sector in advancing reproductive health in Ethiopia, engagement of the private sector in improving welfare of disadvantaged and vulnerable groups and,  corporate social responsibility and child welfare, have been undertaken.  Analyzing legal and policy environments and practices as well as bringing on board international initiatives and best practices, these researches substantially contributed in addressing the information gap with regard to CSR practice in Ethiopia and have provided baseline for contextualizing and adopting CSR initiatives. In addition to conducting researches OSD works to introduce the concept, to raise awareness on different aspects of CSR, to enhance implementation by the private sector and to advocate for creation of an enabling legal and policy environment by using broadcasting and print media, organizing trainings targeted at selected representatives from governmental offices, civil society, Chamber of Commerce and Sector Associations; promoting good practices using different mechanisms and; establishing partnerships/networks with different entities including chambers of commerce and sect oral associations.

1.1 Legal status

Organization for Social Development (OSD) (formerly called Organization for Social Justice in Ethiopia (OSJE)) is an indigenous, non-profit, non-partisan, non-governmental organization. Under the requirements set by a new Charities and Societies Proclamation (entered into force on February 13, 2009) Organization for Social Development re-registered as Ethiopian Resident Charity by Federal Democratic Republic of Ethiopia, Ministry of Justice, Charities and Societies Agency on November, 2019 – License Number 0843 assuming the current name. 

1.2 Vision

Seeing a community wherein equitable access to basic economic and social services for every citizen is ensured.

1.3 Mission

 We foster social development with special emphasis to environment protection, access to standard and quality social services and productivity by promoting Corporate Social Responsibility (CSR) among business organizations, citizens, and government bodies.

1.4 Thematic Operation

The general thematic areas of which Organization for Social Development engages itself in are:-

·         Health

·         Education

·         People with Disability

·         Environmental Protection

·         Women Economic Empowerment

·         Refugees etc……

Specifically Organization for Social Development has been focusing on promoting the concept Corporate Social Responsibility among private businesses, citizens and government bodies as to improve and strengthen the role played by business firms in the development endeavors of the country. For this purpose, OSD organizes its interventions into three categories:

            Awareness and Capacity Building- focuses on ensuring enhanced CSR activities and understanding among business organizations, the government and the general public

         Research- focuses on improving CSR knowledge and information as well as identifying further intervention areas to improve laws, policies and practices related to CSR in Ethiopia

    Advocacy and Promotion- aims at creating an enabling and favorable legal and policy environment for CSR practices and improve CSR performance among the business community

1.5 Overall Objective

To increase involvement of private sectors in the development process of the country, through awareness creating, promoting practices, and advocating for an enabling environment pertaining to Corporate Social Responsibility in the country.

Ø  To promote environment protection

Ø  To promote accessibility of standard and quality public/social services to the society (education, health, food, shelter)

Ø  To encourage productivity and quality services

1.6 Values

The core values that inspired the vision and mission of the Organization for Social Development include:

            Lasting Impact

            Participation and empowerment

           Self-actualization

           Equality

         Justice

        Integrity

        Accountability

2.     Why Code of Conduct?

Poverty, conflict and displacement inevitably erode and weaken many of the social and political structures that are designed to respect and protect members of the community where these conditions have occurred or exist. The resources available to communities and crisis-affected populations, and to the humanitarian and development agencies that is there to assist them, are frequently insufficient to meet basic needs. All too often, mechanisms for protection are not given sufficient priority. Against this background, women, men, girls and boys find themselves in situations where they can be exploited or abused. Such an environment can provide opportunities for abuse of power and corruption by development and humanitarian aid workers.

 

Organization for Social Development has a zero tolerance to child abuse, Sexual Exploitation and Abuse (SEA) and must make every effort to create an environment where such practices are not tolerated. This is especially necessary given the following features of humanitarian crises:

Ø  The lack of economic opportunities for displaced populations may result in Commercial and exploitative sex being one of the few options for income generation to meet basic needs.

Ø  In cases where communities come from an environment of gender-based violence, proper safeguards need to be put in place, as similar patterns can continue or even be exacerbated in refugee or IDP camp (or non-camp) situations.

Ø  The usual social protections are not in place or are no longer functioning. Levels of protection and security are generally poor; justice and policing frequently do not exist in the displaced environment.

Organization for Social Development also has a zero-tolerance position on fraud and corruption as articulated in its Policy.

The Organization’s mission statement affirms that it works for positive and sustainable change in the lives of people affected by poverty and injustice through coordinated and effective humanitarian, development and advocacy work. It is committed to guard against the abuse of power by those responsible for protection and assistance to vulnerable communities.

Organization for Social Development recognizes that sexual exploitation and abuse can occur in many different environments internal and external to organizations. However, in humanitarian crises, the dependency of affected populations on humanitarian agencies for their basic needs creates a particular ethical responsibility and duty of care on the part of Organization for Social Development members' staff. Therefore, all program managers have a responsibility to ensure that all staff is aware of this code of conduct, sign it, and understand what it means in concrete behavioral terms. They must also ensure that there are proper mechanisms in place to prevent and respond to safeguarding issue including sexual exploitation and abuse (see Annex 1: Checklist for Managers).

Organization for Social Development members and employees must cooperate, when requested, with any investigation into allegations of sexual exploitation and abuse. Failure to disclose, or

Withholding, information about sexual exploitation and abuse constitute grounds for disciplinary measures.

3.     Scope and purpose

The main purpose of this Code of Conduct is to promote greater accountability towards crisis-affected populations and all those with whom we work. It is intended to serve as a guide for Organization for Social Development members and employees to make ethical decisions in their

Professional lives and at times in their private lives. It is designed to assist staff to better understand the obligations placed upon their conduct, and to protect the reputation of the organization.

The spirit in which this code has been developed is intended to strengthen, complement and enhance already existing “Codes of Conduct”, rather than to detract from them. Members and employees of the organization have a particular responsibility to uphold the standards expressed in the following Code of Conduct, to set a good example and to create a working environment that supports and empowers staff. The Code is complemented by the organizational policy.

4.     Codes of Conduct

Members, volunteers and employees of Organization for Social Development must:

 

         Respect and promote fundamental human rights without discrimination and irrespective of social status, race, ethnicity, color, religion, gender, sexual orientation, age, marital status, national origin, political affiliation or disability.

           Treat all communities with whom we work (including children, people with disability, women and IDPs-if there are any, etc.) fairly and with respect, courtesy, dignity and according to the respective country Law, International Law and Local Customs.

             Create and maintain an environment that prevents sexual exploitation and abuse, abuse of power and corruption, and promotes the implementation of the code of conduct. Managers at all levels have particular responsibilities to support and develop systems that maintain this environment.

       Uphold the highest standards of accountability, efficiency, competence, integrity and transparency in the provision of goods and services in the execution of their job.

          Never commit any act or form of harassment that could result in physical, sexual or psychological harm or suffering to individuals, especially women and children.

   Never exploit the vulnerability of any target group, especially women and children, or allow any person/s to be put into compromising situations.

         Never engage in any sexual activity with children (persons under the age of 18) regardless of the age of majority or age of consent locally. Sexual activity with children is prohibited. Mistaken belief in the age of a child is not a defense.

    Never engage in sexual exploitation or abuse of any man, woman, girl or boy. This constitutes acts of gross misconduct and is therefore grounds for termination of employment.

      Never exchange money, employment, goods, or services for sex, including sexual favors. All forms of humiliating, degrading or exploitative behavior are prohibited. This includes exchange of assistance that is due to project participants.

      Never abuse their position to withhold humanitarian assistance, nor give preferential treatment; in order to solicit sexual favors, gifts, payments of any kind, or advantage. The employee should be conscious of not taking advantage of his/her position and may not accept gifts (except for small tokens of appreciation) or bribes.

         Not engage in sexual relationships with communities and affected populations with whom we work. Such relationships are strongly prohibited since they are based on inherently unequal power dynamics. Such relationships undermine the credibility and integrity of humanitarian aid work. This rule applies to both during and after working hours.

        Employees may not accept, solicit or engage in the "buying" of or profiting from sexual services. This is applicable both within and outside of working hours.

       Ensure that all confidential information, including reports of breaches of these standards by colleagues, obtained from communities and affected populations or colleagues is channeled correctly & handled with utmost confidentiality.

      Ensure that reports, concerns or suspicions of breaches of these standards are immediately reported to the established agency reporting mechanisms, which is expected to take prompt investigative action.

      Any breach of the Code of Conduct will result in disciplinary action in accordance with the respective terms, conditions and guidelines of the individual agencies.

      Any staff member purposely making false accusations on any action by another staff member, which is in breach of the code of conduct, will be subject to disciplinary action at the discretion of the employer.

4.1 Establish minimum standards for compliance and complaints mechanisms as part of member commitment to the Code of Conduct.

The Organization for Social Development Code of Conduct is a comprehensive and broad standard, which must not be compromised. Key indicators, however, will have to be developed and adapted to the environment in which member organizations are working. It is essential that the issue is addressed in member strategic plans and annual work plans, and that minimum organizational and procedural requirements are met. As the least common denominator, members should put systems in place which ensure that minimum compliance mechanisms and complaint procedures are established, This section suggests actions and procedures to support compliance (see also Annex 1: Checklist for Managers).

4.2. Develop and implement compliance/reporting mechanisms as part of overall manager and staff responsibility and accountability.

The Organization for Social Development Code of Conduct on Safeguarding sets behavioral standards with zero tolerance for sexual exploitation and abuse. This should be elaborated as part of an overall Organization’s Accountability Framework by each member. Managerial and individual staff accountability for ensuring compliance is a crucial component for the success of the Code. Accountability to communities and affected populations is fundamental, in project design and implementation, and in partnerships and communication. Whatever procedures are established (e.g., information sessions, complaint boxes, focal points among affected persons, referral to focal point of the member, clear complaints channels) should be disseminated as widely as possible, and should increase chances of reporting and receiving complaints. See the organization’s Complaints and Investigation Guidelines for details.

4.3 Priorities adherence to the Code of Conduct on Safeguarding (and other codes of conduct) as part of member capacity development.

The organization’s Capacity Development Initiative includes member self-assessment as a fundamental component. Among other things, the self-assessment will provide indicators on a member’s conformity to the Code of Conduct on Safeguarding (awareness and implementation).Identified shortcomings can be addressed, as prioritized, by follow-up measures.

4.4. Strengthen emergency Appeal and operational procedures relating to the Code of Conduct on Safe Guarding.

All Appeal documents should include reference to a member’s commitment to the Code of Conduct on Safe Guarding. This commitment should be carried through the Appeal cycle – proposal, implementation, reporting, and evaluation. As a rule, evaluations to be launched for Organization for Social Development appeals should include an assessment of how the implementing agencies have complied both with ethical and professional standards, and how Safe guarding concerns has been addressed.

It is noted that the use of gender-sensitive programming tools for needs assessments, planning, implementation and evaluation, and adherence to the Code of Conduct on Safe Guarding, are two of the fundamental Gender Policy Principles for gender mainstreaming in Organization for Social Development members’ work.

 

4.5. Embed the organization’s Code of Conduct on Safe Guarding in all employment policy, procedures and contracts.

The Code of Conduct on Safe Guarding should be embedded in the member’s staffing and hiring policy:

ü  The members should ensure that the essentials of the Code of Conduct (staff behavior standards and possible disciplinary measures in case of misconduct) become part of the employment contract.

ü  All staff should have written job descriptions, which mention compliance with the Codes and policies and with clear reporting lines.

ü  At a minimum, new staff will be required to sign that they have read, understood and are in agreement with the content of the Code of Conduct, and accept the consequences of any violation of any of its provisions.

4.6. Appoint “Focal Person” on Safe Guarding

As a minimum requirement, members and employees should ensure that at least two trusted senior staff (one male and one female), preferably with experience and training in the field, are appointed who can act as Focal Persons. The Focal Persons should be equipped with a clear Terms of Reference. Where appropriate, it should be ensured that respective training and guidance is provided to the Focal Persons, and that he/she in turn will be able to train other staff. The Focal Points are the persons to whom staff can make complaints and/or to alert the member to allegations. Selection of the right persons to be the Focal Points is essential. Agreed upon criteria for the selection should be established. Every effort must be made by the Senior Management of the member agency to provide the Focal Persons with the requisite tools and authority to perform this role effectively, and to protect him/her from any potential disruptions or outside influence.

 

4.7. Organize staff orientation and training: raise awareness and familiarize staff and affected populations/communities on the Code of Conduct, and with the compliance/reporting mechanisms described in this document.

Members of the organization cannot assume that staff members are any more aware of Safe Guarding issues than other members of the community. Therefore, all staff should be familiarized with the topic. This may well include internal training, induction and refresher sessions. Awareness rising and familiarization should include mandatory reporting requirements, as these may help to overcome fears of sharing concerns about colleagues. One of the characteristics of Gender Based Violence (GBV), and in particular sexual violence, is under-reporting. Victims generally do not speak of the incident for many reasons, including self-blame, fear of reprisals, mistrust of authorities, and fear of re-victimization. Acts of GBV often evokes shaming, blaming, social stigma, and often rejection by the victim’s family and/or community.

It is essential to raise awareness both for the potential victims (regarding their rights and ways of reporting) and the potential perpetrators (regarding their wrongs).at a minimum, people with whom we work need to know:

      That they have a right to be free of any kind of abuse, exploitation including sexual exploitation and harm.

      How they can complain and to whom they can complain.

      What steps they can take to ensure confidentiality and what steps the member will take to ensure safety and confidentiality.

4.8. Develop experts on Gender-Based Violence

Experiencing staff in gender-based violence issues, both within and outside the organization, should take place. Such experts could, whenever the need arises, be engaged for internal staff training, monitoring compliance, assessments, evaluations and/or random spot checking.

 

4.9. Coordinate member Safe Guarding preparedness activities within the organization forums

It is suggested that the member Focal Persons realize with focal points of other members, particularly in the context of Forum, prepare Joint training, joint orientation, joint preparation of compliance and complaints mechanisms, and joint learning are among the activities which could be carried out. A forum should promote the Code of Conduct on safe guarding and its concrete implementation through activities such as described in this document.

4.10. Prepare a safeguarding brochure for dissemination to staff and affected populations/communities

Staff, communities, project participants and affected populations need to be aware of what mechanisms exist to prepare for and respond to cases of safeguarding including sexual exploitation and abuse. A simple brochure can serve that purpose. For example, the established reporting mechanisms should be communicated clearly and publicized to all staff and populations with which the member is working. The information should include information on: the protection of the rights and confidentiality of both alleged victims and the accused; and where to find Focal Persons for inquiry, complaints and protection; and on how to make a complaint.    

4.11. Organize appropriate activities to help minimize opportunities for abuse and exploitation

4.12. Have investigation and sanction mechanisms in place

In some instances, complaints will justifiably lead to the need for a more detailed investigation, which is generally carried out by the members according to its own investigation policies and procedures. If the members do not have the capacity to undertake an investigation, the board members of the organization may be called upon to facilitate an investigation.

4.13. Have a safe referral process

 

All members should seek to have the capacity to receive and handle complaints effectively. If it does not have the capacity to undertake specialized investigations into allegations of sexual exploitation and abuse, it should have a safe referral system within the organization or know where to access expert investigators.

5.     Guidelines for implementation

It is essential for the organization’s members to demonstrate ways in which they are complying with the Code of Conduct on Sexual Exploitation and Abuse (beyond the mandatory individual signing of the Code). Members must do everything possible to reduce the power disparity between affected populations, project participants and aid workers, and between staff within the organization, to ensure that there is an organizational culture that prioritizes this issue, and to establish and implement responsible compliance and complaints systems. The following Mechanisms for Compliance are listed for consideration by members, to be used or adapted as appropriate, recognizing that some members may already have similar mechanisms in place.

  

 

Annex 1: Checkpoints for managers

 

a. Implemented

b. Partially implemented

c. Not implemented

d. Do not know

 

Checkpoint 1: Philosophy and Principles

a b c d

1. The organization’s duty of care for all people with whom we work is explicitly written in recruitment and policy materials.

2. The organization’s policies on protecting people with whom we work is well publicized to all staff.

3. Statements that the welfare of all children must be a paramount consideration of the organization are built into all policies.

4. Statements that woman have equal rights and should be treated with dignity and respect feature in all relevant policies.

5. All people with whom we work, including women and children are aware of their rights through publicized material and/or awareness raising measures.

6. Disrespectful, abusive, exploitative and discriminatory behavior is actively discouraged and measures are taken to deal with such incidents.

7. The organization works in active partnership with the community of people of concern and specifically takes measures to engage with women, children and young people.

8. Managers and senior staff promote a culture of mutual respect between staff and people with whom we work, including women and youth. Senior staff model good practices.

Checkpoint 2: Conduct and Good Practice

a b c d

1. The organization has a staff code of good behavior that regulates staff behavior towards people of concern with a process for dealing with complaints.

2. The code is endorsed by senior management and well publicized.

3. Staff is fully aware of the code and required to sign it.

4. Discriminatory, violent, disrespectful or inappropriate behavior by staff/volunteers towards people of concern is actively discouraged and measures are taken to deal with such incidents. People, with whom we work, including young people, are provided with information on where to go for help.

5. There are specific guidelines relating to responding to children’s reports of abuse or unacceptable behavior.

6. The code prohibits sexual abuse and exploitation of people with whom we work.

7. The code prohibits sexual activity with children under the age of 18regardless of the local age of consent.

8. There is training and awareness-raising for all staff and volunteers on the code.

9. The consequences of breaching the code of behavior are clear and linked to organizational disciplinary and grievance procedures.

10. There is guidance for staff and managers on managing prohibited behavior.

11. There are guidelines for care of children or young people, or relating to appropriate or inappropriate touching, specifically for teachers and medical Code of Conduct for the prevention of Sexual Exploitation and Abuse staff.

12. The organization generally promotes high standards of personal behavior, conduct and language

Checkpoint 3: IASC Protocol

a b c d

1. The organization has complaints procedures that are safe and accessible for staff, volunteers and people with whom we work and is endorsed by management.

2. The organization has a complaints mechanism and investigation procedures and staff and people with whom we work are aware of them.

3. The policy and procedures are reviewed every three years, or whenever there is a major change in the organization or in legislation.

4. There is a designated person/focal point known to everyone in the organization, who is responsible for receiving complaints.

5. There are several complaints mechanisms in place suited to various elements of the people with whom we work.

6.  There is a disciplinary and grievance policy and staff are aware and understand it.

8. The organization is aware of how its guidelines fit into international guidelines for child protection and responding to sexual abuse and sexual exploitation of women and children. Contact details for local services are readily available.

9. Processes for dealing with complaints are fair and open to challenge through an appeals process.

Checkpoint 4: Staff and Volunteers

a b c d

1. The organization has clear policies and procedures for all staff involved in the recruitment and selection of staff and volunteers. Human resource staff is trained in these policies and procedures.

2. There is a staff/volunteer induction program that includes awareness of the code of conduct, the complaints system and investigation procedures related to sexual abuse and sexual exploitation and the consequences of non-compliance.

3. Designated managers have access to specialist advice or training on investigations and handling staff misconduct.

4. Staff, volunteers, coaches or leaders are easily identifiable as belonging to the organization and known to people with whom we work including the children and young people.

5. All staff and volunteers who have contact with vulnerable populations and children have all had criminal records checks, where possible.

6. There are complaints, disciplinary and grievance policies in place that all staff are aware of and those responsible for dealing with them receive suitable training.

8. There is a policy on providing support and supervision for staff or volunteers who encounter protection concerns within their work.

9. Opportunity for ongoing training about sexual abuse and exploitation is available and resources are identified as part of a staff development.

Organization for Social Development Code of Conduct for the prevention of Sexual Exploitation and Abuse

 

6. Key terms and definitions

Abuse of power: Abuse of power includes any abusive behavior (physical, psychological, sexual or emotional) by a person in a position of authority and trust against someone in a position of vulnerability and/or dependency.

Complainant: The person making the complaint, including the alleged survivor of the sexual exploitation and abuse or another person who becomes aware of the wrongdoing.

Gender and power: Gender is the English word being used to describe cultural/societal differences between males and females in terms of roles and responsibilities, expectations, power, privileges, rights, and opportunities. “Gender” refers to the differences between males and females that are rooted in culture, tradition, society, and religion. Gender is something that is learned from infancy. An individual or society’s gender perspective can change. Unequal power relationships provide the basis for sexual exploitation and abuse. Due to their unequal status, women and girls are particularly at risk of sexual exploitation and abuse. However, it is important to recognize that boys are also vulnerable to sexual exploitation and abuse.

Humanitarian and development workers: The term humanitarian and development worker are often used interchangeably for people who work in either humanitarian or development work, or both. This group is more broadly defined than the internationally engaged staff of humanitarian aid organizations. Thousands of staff is engaged in a variety of work ranging from volunteers, casual laborer, drivers and warehouse guards to decision makers at the country, regional and international levels. Many of these staff is drawn from the communities or crisis-affected populations themselves.

This can blur distinctions between what constitutes professional and private relationships with other members of the communities with whom we work. However, by accepting work with humanitarian or development agencies, humanitarian and development workers also have to accept the special responsibility of care that goes with the job.

Harassment: Harassment means any unwelcome comment or behavior that is offensive, demeaning, humiliating, derogatory, or any other inappropriate behavior that fails to respect the dignity of an individual. Harassment can be committed by or against any member of the community with whom we work, partners, employee, vendor or other individual visiting or doing business with an agency.

Sexual & gender-based violence (SGBV): Physical, sexual and psychological violence occurring in the family and in the community, including battering, sexual abuse of female children, dowry related violence, marital rape, female genital mutilation and other traditional practices harmful to women, non-spousal violence, violence related to exploitation, sexual harassment and intimidation at work, in educational institutions and elsewhere, trafficking in women, forced prostitution, and violence perpetrated or condoned by the state.

Sexual exploitation: Sexual exploitation means any actual or attempted abuse of a position of vulnerability, differential power or trust, for sexual purposes, including, but not limited to, profiting monetarily, sexually or politically from the sexual exploitation of another. In these situations, the potential victim believes she/he has no other choice than to comply; this is not consent and it is exploitation. Some examples include, but are not limited to:

    - Humanitarian/development worker demanding (or accepting) sex in exchange for material assistance, favors, or privileges.

   - Teacher insisting on (or accepting) sex in exchange for passing grade or admission to class.

   - Refugee leader demanding (or accepting) sex in exchange for favors or privileges.

   - Security worker insisting on (or accepting) sex in exchange for safe passage.

   - Driver demanding (or accepting) sex to give a female person a seat in the vehicle.

Exploitation is using one’s position of authority, influence or control over resources, to pressure, force or manipulate someone to do something against their will or unknowingly, by threatening them with negative repercussions such as withholding project assistance, not approving an employee’s work support requests, threatening to make false claims about an employee in public, etc.

Sexual harassment: Sexual harassment means any unwelcome sexual advance, comment, expressed or implied sexual demand, touch, joke, gesture, or any other communication or conduct of a sexual nature, whether verbal, written or visual, by any person to another individual within the scope of work. Sexual harassment may be directed at members of the same or opposite sex and includes harassment based on sexual orientation. Sexual harassment can occur between any one or more individuals, employee or beneficiary, regardless of their work relationship.

 

Sexual abuse: Sexual abuse is actual or threatened physical intrusion of a sexual nature, including inappropriate touching, by force or under unequal or coercive conditions.

Survivor or victim – the person who is, or has been, sexually exploited or abused.

Protection: Ensuring that individual basic human rights, welfare and physical security are recognized, safeguarded and protected in accordance with international standards.

Discrimination: Discrimination means exclusion of, treatment of, or action against an individual based on social status, race, ethnicity, color, religion, gender, sexual orientation, age, marital status, national origin, political affiliation or disability.

 

 

Organization for Social Development (OSD)

                   Code of conduct for employees, interns, volunteers, Consultants, suppliers etc.

 

I, ----------------------------------am aware of the safe guarding policy (child safeguarding policy, PSEA and Harassment policy and staff safeguarding policy) and I will never

·         Engage in sexually exploitative relationships with members of the communities in which we work. I will not exchange money, goods, or services for sex, including sexual favor or other forms of humiliating, degrading or exploitative behavior.

·         Engage the services of sex workers or otherwise exchange of money for sex, regardless of the local or national law regarding sex work or the laws of their home country.

·         Engage in sexual relationships with project participants of direct assistance from OSD projects or their collaborate organizations.

·         Request or imply a request for any service or sexual favor from members of the communities in which we work, in return for anything including protection, assistance (goods or services).

·         Support or take part in any form of sexually exploitative or abusive activities.

·         Engage in sexual activity with a person under the age of 18 regardless of the local age of majority or age of consent.

I am aware of involvement in any inappropriate acts of child discrimination, physical, emotional, psychological; sexual abuses will result in termination of employment. In addition, as per the organization’s rules and regulations I will be responsible for my actions if I get involved in any of the above listed acts.

Signature -----------------

Name -----------------------------

Job Position---------------------------------

  

 

Annex:  2

Communications Plan -Sample Template

OBJECTIVES	ACTIVITY	COMMUNICATION TOOLS	RESPONSIBLE	TIME FRAME	IMPACT	INDICATORS	TARGET AUDIENCE
Strategic Objective 1 :
Strategic Objective 2 :

 

        Organization Gender Policy

 

 

                                                        

 

Contents

1.      Background of the Organization. 2

1.1 Legal status. 3

1.2 Vision. 3

1.3 Mission. 4

1.4 Thematic Operation. 4

1.5 Overall Objective. 4

1.6 Values. 5

2. Rationale. 5

3.      OSD’s Policy in Context of National Laws and International Conventions. 6

4.      Principles of the Policy. 6

5.      Goals. 8

6.      Scope of Application. 8

7. Our Programming. 8

7.1 Applying Gender Analysis. 8

7.2 Collecting and Using Sex Disaggregated Data. 8

7.3 Ensuring Gender Sensitive Project Design. 9

7.4 Ensuring an Active and Inclusive Participatory Approach. 9

7.5 Practicing Human Resource Policy with Gender lenses. 9

7.6 Gender Sensitive Indicators in Monitoring and Evaluation Frameworks. 9

8.      Creating an Enabling Organizational Environment 9

8.1 Organizational Development 9

8.2 Finance and Resource Allocation. 10

8.3 Research. 11

8.4 Advocacy and Communications. 11

8.5 Partnerships. 12

8.6 Policy Dialogue. 12

8.7 Quality, Accountability and Learning. 13

9.      Implementation and Accountability. 13

9.1 All OSD Employees and Volunteers. 13

9.2 Directors, Supervisors and Human Resource Managers. 13

9.3 OSD Board and General Assembly. 14

9.4 Executive Director /Head Office. 14

10.        Associated Policies. 14

11.        Gender Glossary. 15

 

 

 

 

 

 

 

 

 

 

 

 

1.     Background of the Organization

Rooted in pursuit of the public interest and social justice, Organization for Social Development (formerly Organization for Social Justice in Ethiopia) has been engaged, since its establishment in 2003, in wide and diverse interventions ranging from advancement of human welfare, democracy and good governance to maximizing the role of the private sector in promoting social justice by upholding Corporate Social Responsibility (CSR) as the main thematic area of its operation.  Realizing the enormous but untapped potential of the private sector to advance human rights and materialize people-centered all inclusive development in the country, OSD has launched in 2010 a strategic plan to promote Corporate Social Responsibility (CSR) among the business community, government organs and the public.     

Since then, OSD has implemented projects that achieved an increased awareness and understanding on CSR and enhanced capacity of the private sector to comply with international and domestic principles and standards which deal with different aspects of CSR.  Having research as one of its main components researches on private sector and civil society partnership, the role of the private sector in advancing reproductive health in Ethiopia, engagement of the private sector in improving welfare of disadvantaged and vulnerable groups and,  corporate social responsibility and child welfare, have been undertaken.  Analyzing legal and policy environments and practices as well as bringing on board international initiatives and best practices, these researches substantially contributed in addressing the information gap with regard to CSR practice in Ethiopia and have provided baseline for contextualizing and adopting CSR initiatives. In addition to conducting researches OSD works to introduce the concept, to raise awareness on different aspects of CSR, to enhance implementation by the private sector and to advocate for creation of an enabling legal and policy environment by using broadcasting and print media, organizing trainings targeted at selected representatives from governmental offices, civil society, Chamber of Commerce and Sector Associations; promoting good practices using different mechanisms and; establishing partnerships/networks with different entities including chambers of commerce and sect oral associations.

1.1 Legal status

Organization for Social Development (OSD) (formerly called Organization for Social Justice in Ethiopia (OSJE)) is an indigenous, non-profit, non-partisan, non-governmental organization. Under the requirements set by a new Charities and Societies Proclamation (entered into force on February 13, 2009) Organization for Social Development re-registered as Ethiopian Resident Charity by Federal Democratic Republic of Ethiopia, Ministry of Justice, Charities and Societies Agency on November, 2019 – License Number 0843 assuming the current name. 

1.2 Vision

Seeing a community wherein equitable access to basic economic and social services for every citizen is ensured.

1.3 Mission

 We foster social development with special emphasis to environment protection, access to standard and quality social services and productivity by promoting Corporate Social Responsibility (CSR) among business organizations, citizens, and government bodies.

1.4 Thematic Operation

The general thematic areas of which Organization for Social Development engages itself in are:-

·         Health

·         Education

·         People with Disability

·         Environmental Protection

·         Women Economic Empowerment

·         Refugees etc……

Specifically Organization for Social Development has been focusing on promoting the concept Corporate Social Responsibility among private businesses, citizens and government bodies as to improve and strengthen the role played by business firms in the development endeavors of the country. For this purpose, OSD organizes its interventions into three categories:

          Awareness and Capacity Building- focuses on ensuring enhanced CSR activities and understanding among business organizations, the government and the general public

       Research- focuses on improving CSR knowledge and information as well as identifying further intervention areas to improve laws, policies and practices related to CSR in Ethiopia

      Advocacy and Promotion- aims at creating an enabling and favorable legal and policy environment for CSR practices and improve CSR performance among the business community

1.5 Overall Objective

To increase involvement of private sectors in the development process of the country, through awareness creating, promoting practices, and advocating for an enabling environment pertaining to Corporate Social Responsibility in the country.

Ø  To promote environment protection

Ø  To promote accessibility of standard and quality public/social services to the society (education, health, food, shelter)

Ø  To encourage productivity and quality services

1.6 Values

      The core values that inspired the vision and mission of the Organization for Social Development    include:

           Lasting Impact

        Participation and empowerment

      Self-actualization

       Equality

       Justice

       Integrity

      Accountability

 

2. Rationale

OSD’s Gender policy emphasizes flexibility, inclusiveness, recognition of the individual’s worth, her/his uniqueness in the society in terms of talents, gifts and capabilities and the indispensable role in being a productive member of society. While fully recognizing the principles of equality and equity between/among individuals and groups regardless of sex, ethnicity, faith, political views, culture etc. Our commitment to programmatic excellence therefore necessitates that our work and our organization engage, empower and benefit both women and men. We believe that this gender policy, by providing a clear and consistent message on our gender equality commitment, ensure greater consistency of gender principles, policies and practices across the organization, will maximize project effectiveness, strengthen our organization, enhance program resources, improve coordination with internal and external partners, and increase accountability.

3.     OSD’s Policy in Context of National Laws and International Conventions

National laws and international conventions directly relevant to equality, equity, justice and other issues certainly provide favorable environment for and organization that is engaged in development at the grass root  level towards bringing about a harmonious social order through ensuring gender equality and equity. OSD fully recognizes that significant progress has so far been made towards creating a better world in which meaningful equality is legally recognized as a right for all.

Our organization strongly emphasizes that it is a moral, legal and institutional obligation to have its own policy in place, implement the fundamental principles of complementarity, inclusiveness, equality, equity and non-discrimination in all of its development activities. This belief emanates not only from the organization’s being a subject of national laws but also from its mission – commitment to transforming the grim conditions of inequality, particularly between women and men and girls and boys, in socio-economic spheres and reducing the resultant poverty.

OSD believes that development goals can be achieved in an environment where complementarity, inclusiveness, equality and equity and non-discrimination are fully applied and practiced. It is absolutely imperative for the organization to incorporate these values in its entire project design and implementation phases. OSD fully accepts and gives due respects to the provisions of both national laws and international conventions and is committed to build the foundation for achieving the desired goals of equality, justice and equity in today’s communities characterized by diversity.

4.     Principles of the Policy

The achievement of gender equality requires adherence to the following principles and that:

·         Gender equality and equity are central to OSD's being and doing; Gender equality must be considered as an integral part of all OSD’s policies, programs and projects.

·         Achieving gender equality requires the recognition that every policy, program and project affects women and men differently. Women and men have different perspectives, needs, interests, roles and resources - and those differences may also be reinforced by class, educational background and age. Policies, programs and projects must address the differences in experiences and situations between and among women and men.

·         Achieving gender equality does not mean that women become the same as men. Equality means that one's rights or opportunities do not depend on being male or female.

·         Women's empowerment is central to achieving gender equality. Through empowerment, women become aware of unequal power relations, gain control over their lives, and acquire a greater voice to overcome inequality in their home, workplace and community.

·         Promoting the equal participation of women as agents of change in economic, social and political processes is essential to achieving gender equality. Equal participation goes beyond numbers. It involves women's equal right to articulate their needs and interests, as well as their vision of society, and to shape the decisions that affect their lives, whatever cultural context they live in. Partnership with women's organizations and other groups working for gender equality is necessary to assist this process.

·         Gender equality can only be achieved through partnership between women and men. All society benefits when choice for both women and men is enlarged. Gender equality is an issue that concerns both women and men, and achieving it will involve working with men to bring about changes in attitudes, behavior, roles and responsibilities at home, in the workplace, in the community, and in national levels.

·         Achieving gender equality will require specific measures designed to eliminate gender inequalities. Given ingrained disparities, equal treatment of women and men is insufficient as a strategy for gender equality. Specific measures must be developed to address the policies, laws, procedures, norms, beliefs, practices and attitudes that maintain gender inequality. These gender equity measures, developed with stakeholders, should support women's capacity to make choices about their own lives.

·         All OSD staff are committed to regularly reviewing the implementation of the Gender Policy in order to ensure that learning from the experience of staff and partner organizations in promoting and mainstreaming gender equality is facilitated, and learning is incorporate into efforts to improve both, policy and practice.

5.     Goals

The gender policy aims to ensure gender equality and women’s empowerments are central to OSD’s:

·         Programs at all levels;

·         Organizational culture and behaviors;

·         Financial resource allocations

·          And public image.

6.     Scope of Application

This policy applies across OSD's development programming; to our organization and to all OSD’s employees and volunteers.

7. Our Programming

7.1 Applying Gender Analysis

Gender equality means recognizing that men and women often have different needs and priorities, face different constraints, have different aspirations, and contribute to development in different ways. To enable the exploration and understanding of gender differences, we will systematically deploy and continuously improve tools to assess the needs of both males and females in our formative research and monitoring and evaluation. We will also strive to ensure that all staff understands the different roles, responsibilities and experiences of women and men in relation to the issues being addressed by the project. Gender focal persons will undertake targeted analyses aimed at testing hypotheses, gaining deeper understanding of gender-based needs, opportunities and constraints, and improving our approach to gender integration.

7.2 Collecting and Using Sex Disaggregated Data

All OSD staff systematically collects sex and age disaggregated data during any assessments and all program work including participants/beneficiary registration, monitoring and evaluation, complaint/feedback mechanism, etc. Ensure that data management and analysis include sex and age disaggregated data when compiling the results of research and assessments, and recommendations for intervention.

7.3 Ensuring Gender Sensitive Project Design

Draw upon research, analysis and experiences to design projects that advance gender equality through our operations.

7.4 Ensuring an Active and Inclusive Participatory Approach

OSD staff seek the active participation of women, girls, boys and men in the design, implementation and monitoring of programs. Particular efforts are required in contexts where women have less access than men to decision-making processes and spaces.

7.5 Practicing Human Resource Policy with Gender lenses

Ensure all our human resources policies and practices are developed with a gender lens. Report on gender and diversity balance in staffing and governance structures along with average pay levels. Implement targeted strategies to redress any evidence of gender inequality in gender and diversity balance and pay levels.

7.6 Gender Sensitive Indicators in Monitoring and Evaluation Frameworks

Monitoring and Evaluation (M&E) Frameworks include quantitative and qualitative gender-sensitive indicators that point out gender-related changes in the areas in which OSD works. The terms of reference of internal and external reviews and evaluations ensure consideration and analysis of gender impact through OSD’s interventions. Capture systematically and share the programmatic lessons learned in relation to intended and unintended impacts on the lives of women and girls, including impact on gender equality.

8.     Creating an Enabling Organizational Environment

To fully implement the above mentioned activities for gender mainstreaming and targeted interventions, OSD implements the following institutional mechanisms and processes.

8.1 Organizational Development

Ø  Ensure that specialized gender functions are in place and adequately resourced. 

Ø  Recognize knowledge related to gender concerns and gender-related analysis as one of the core areas of capacity for staff and build capabilities throughout the agency. 

Ø  Build a common understanding around gender through staff and volunteers induction and training.

Ø  Ensure that all training across OSD the agency is gender-sensitive.

Ø  Equal opportunities for training and development of OSD staff at headquarters and branch level.

Ø  Make all HR systems and policies gender-sensitive and responsive, and integrate gender indicators into staff objectives, accountabilities and performance management systems.

Ø  Prioritize gender sensitivity in all terms of reference, including TORs for external consultants. 

Ø  Determine the nature, structure and causes of gender imbalances in staff throughout OSD and set targets for recruitment, retention and promotion of staff accordingly, particularly women in senior positions. 

Ø  Develop strategies for reaching those targets, including:

Affirmative action;

o   Career development opportunities including development posts, training and internal promotion; 

o   Family friendly and flexible working policies to allow staff to fulfill caring responsibilities (including job-sharing, maternity, paternity and parental leave, and policies on childcare provision);

o   Sexual harassment policies;

o   Safe and secure transport and accommodation when travelling, particularly for women staff; and – equal pay for work of equal value.

 

Ø  Use information technology to facilitate home working, flexible working hours and virtual working to strike a balance between home responsibilities and work;

Ø  Ensure that staff access to and use of information technology is gender equitable.

8.2 Finance and Resource Allocation

·         OSD tracks progress on gender allocations. 

·         Adequate resources are allocated to gender work across the organization. 

·         Commit a high level of support and resources to gender work and functions.

·         Include a gender dimension in all finance guidelines, instructions and policies.

·         Develop and refine tools and methods for assessing and reporting on gender related investments at every level of the organization.

·         Maintain and update annually qualitative and quantitative information on gender related expenditure.

8.3 Research

·         OSD promotes evidence-based research on the link between gender equality programming and project outcomes/impact. OSD can implement specific research activities in order to fill research and evidence gaps identified related to gender needs, roles and relations.

8.4 Advocacy and Communications

·         Design fundraising proposals and appeals to fulfill OSD's goals and objectives on gender equality and equity.

·         Inform donors and partners about OSD's gender goals and objectives and give positive examples of OSD's gender work. 

·         As part of the recruitment, OSD will actively encourage the recruitment of new supporters who are gender sensitive.

·         All materials and general communications will be formulated to reflect OSD's goals and objectives on gender equality and equity, challenging gender stereotypes and recognizing diversity. 

·         Gender-sensitive language and images will be used in all internal and external communications.

·         Whenever possible, women’s and girls’ voices will be heard in the first person.

·         Ensure that women and men are proportionately represented during press briefings and other public relations activities.

·         Gender analysis will be central to the development of all advocacy, communication, fundraising and campaigns work and gender concerns will be incorporated into activities wherever possible.

8.5 Partnerships

·         OSD actively engages with partners in implementing the OSD’s Gender Policy. This might include resource allocation, training, information, networking, etc. with a particular emphasis on strengthening organizations working towards gender equality, learning from those who are more advanced and influencing those who are not. 

·         Partnerships are strengthened with NGOs and UN agencies to ensure learning and exchange, coordination and cooperation for the achievement of common gender equality objectives.

8.6 Policy Dialogue

OSD activities are not only limited to programs and projects. Through policy dialogue, OSD and its partners organizations exchange views and information and raise issues related to socio and economic problems. Policy dialogue is an important way in which OSD works with its partners to achieve gender equality results. It may be carried out at formal discussions such as consultative groups, or informally through regular contacts.

Promoting gender equality in policy dialogue means:

·         Developing and maintaining knowledge of the nature and scope of gender inequality in different parts of the country, or sector, and of strategies to overcome it; 

·         Addressing gender equality in all policy dialogue with civil society, government institutions and private sector, especially through the use of the Beijing Platform For Action and the Convention on the Elimination of All Forms of Discrimination Against Women as a basis for discussions;

·         Sharing with partners good practices, project and program experiences, and lessons in promoting gender equality;

·         Using policy dialogue activities to identify constraints, opportunities, and entry points for promoting gender equality; and

·         Encouraging participatory approaches by involving women's organizations and gender equality advocates in the policy dialogue process

8.7 Quality, Accountability and Learning

·         Knowledge on the impact of gender-equality policy and practice is systematically documented and publicly shared through the OSD Annual Learning Review and other internal knowledge sharing platforms. Tracking best practice externally is also encouraged through publications, reports, conferences, working groups and others as relevant.

9.     Implementation and Accountability

Successful realization of this policy will require consistent and active participation by all staff. Responsibilities and actions will require collaboration and effective linkages across departments and levels of OSD. This policy manual applies to all work throughout the organization program, planning, implementation, monitoring, evaluation, finance and human resource management.

Effective implementation of the policy will require commitment and validation, organizational support for activities to advance the knowledge and skills of staff for efficient gender analysis in their area of work. The director will be expected to institutionalize mechanisms for building capacity among their staff providing, information, training or technical support staff needed to assure the policy's success.

9.1 All OSD Employees and Volunteers

·         It is the responsibility of all OSD and volunteers to uphold the Core Principles and Commitments of this policy.

·         All staff of OSD will be expected to show a gender perspective in their work.

9.2 Directors, Supervisors and Human Resource Managers

·         Directors, Supervisors and Human Resource Managers must ensure that all OSD employees and volunteers understand and comply with this policy. Human Resource Heads are also responsible for robust recruitment, induction and training, whilst Directors and Supervisors are responsible for performance management to ensure the implementation of the policy.

·         Heads of departments and Officers will demonstrate the will to implement the required attitudinal changes implied by the policy

9.3 OSD Board and General Assembly

·         OSD members of general assembly and board will ensure this policy is implemented, monitored and reported against every year.

·         OSD members of general assembly and board are responsible for defining work plans and procedures to uphold and operationalize this policy.

·         OSD members of general assembly and board will ensure head office and branches have in place the resources to implement this policy.

9.4 Executive Director /Head Office

·         OSD Executive Director will coordinate oversight of this policy and review and update as required. The Executive Director will provide support to the department heads and directors on the collection and analysis of reporting against the policy.

·         The Executive Director of OSD will be accountable for the implementation of the policy.

·         The Executive Director of OSD will report on the implementation process annually to the Board of OSD, with an audit in line with annual reports.

·         The Executive Director of OSD is responsible for implementation details for Head Quarter and Branch programs.

·         The national and regional gender working groups of OSD will monitor and review the implementation process.

·         The annuals plans and Strategic Plans will ensure that planned activities on gender receive adequate resource allocation.

·         The organizational mechanisms and gender posts necessary for implementation of the gender policy will be put in place and resourced.

10.                        Associated Policies

This policy is complementary to the set of policies and procedures that all OSD employees are required to adhere to in the Human Resource Management Policy, Safeguarding Policy and any further codes or related policies defined by OSD.

11.                        Gender Glossary

Gender refers to the social differences between females and males throughout the life cycle that are learned, and though deeply rooted in every culture, are changeable over time, and have wide variations both within and between cultures. “Gender,” along with class and race, determines the roles, power and resources for females and males in any culture. Historically, attention to gender relations has been driven by the need to address women’s needs and circumstances as they are typically more disadvantaged than men. Increasingly, however, the humanitarian community is recognizing the need to know more about what men and boys face in crisis situations.

Sex roles are biologically determined. These different roles are influenced by historical, religious, economic, cultural and ethnic factors.

Social norms are the social rules, either explicit or implicit, that define our expectations of appropriate behavior between people. They include things like shaking hands when you meet someone, standing a certain distance away from another person when you speak.

Gender norms are a subset of social norms, and these are the behavioral expectations around a person's sex.

Gender roles are a collection of socially learnt behaviors and expectations about characteristics and aptitudes that are considered to define what it means to be a woman or a man (or a boy or a girl) in a given society or culture. They are also about relations between women and men, who should do what, who has control over decision-making, access to resources and benefits. For example, in some societies, it is expected that only women will do the cooking (it is not appropriate for men). In some societies, it is expected that men will kiss and hug each other when they meet and greet – but in other societies this is considered to be a very inappropriate behavior. In some societies it is common for women to wear their hair in short styles, but in other places it is only acceptable for women to wear their hair long. The same goes for men - in some communities, long hair for men is common and 'the norm' and in others it is not normal. These are not characteristics, skills, or behaviors that we are born with – we learn what is considered to be appropriate to do (as males and females) in our community – this is our gender identity. This shows gender roles vary from society to society.

Gender identities and gender relations are critical aspects of culture because they shape the way daily life is lived in the family, but also in the wider community and the work place.

Finally but importantly, societies, cultures, gender roles and relations are continually being renewed and reshaped. Gender definitions change over time in response to many factors like social, economic, legal, policy and civil society. During this process of evolution, some values are reaffirmed, while others are challenged as no longer appropriate. It is important to remember that gender roles and relations can and do change.

Social construction of gender refers to how society values and allocates duties, roles and responsibilities to women, men, girls and boys. This differential valuing creates the gender division of labor and determines differences in access to benefits and decision making which in turn influences power relations and reinforces gender roles. This is done at various levels of gender socialization including family, religion, education, culture, peers and the media.

Gender issue is a point of gender inequality that is undesirable and therefore an intervention. It there is inequality, inequity or differentiated treatment of an individual or a group of people purely on the basis of social expectations and attributes of gender. Gender issues are sometimes called gender concerns.

Gender discrimination occurs when men or women are treated differently (restricted or excluded) in the family, in the workplace and society due to gender-stereotypes which prevent them from enjoying their full potential and human rights. Gender stereotypes are a set of characteristics that a particular group assigns to women or men, they are often incorrect, and usually limit what an individual can do

Gender equality refers to the equal enjoyment of rights, opportunities, resources and rewards by women, girls, boys and men. Equality does not mean that women, girls, boys and men are the same but that their enjoyment of rights, opportunities and life chances are not governed or limited by whether they were born female or male.

Gender equity is the process of being fair to women, girls, boys and men. To ensure fairness, strategies and measures must often be available to compensate for women’s and girls’ historical and social disadvantages that prevent them from otherwise operating on the same playing field with men and boys.

Gender mainstreaming was defined by the Economic and Social Council of the United Nations as the process of assessing the implications for women, girls, boys and men of any planned action, including legislation, policies or programs, in all areas and at all levels. It is a strategy for making women’s as well as men’s concerns and experiences an integral dimension of the design, implementation, monitoring and evaluation of policies and programs in all political, economic and societal spheres so that women and men benefit equally and inequality is not perpetuated.

Gender analysis examines the relationships between females and males. It examines their roles, their access to and control of resources and the constraints they face relative to each other. A gender analysis should be integrated in any needs assessments, sector assessments or situational analysis, and should form the basis of design and development of interventions and strategies.

Sex and age disaggregated data (SADD) is data that is broken down according to a person’s sex and age or age group. SADD can be collected using both quantitative and qualitative methods.

Gender Division of Labor is a pattern where women are given one set of gender role and men are given another set. Almost in every society two sexes are assigned separate and specific gender roles even if the roles differ from culture to culture. These roles can be divided in to three broad categories. These are:-

·         Productive role: - it includes production of goods and services for consumption by the household or for income and performed by both men and women. Women’s productive work is often carried out alongside their domestic and child care responsibilities; tends less visible and less valued than men’s productive work. It includes wage employment, trade and marketing.

·          Reproductive role: - This work involves the bearing and rearing of children, all tasks associated with domestic work and maintenance of household members. Reproductive work includes cooking, washing, collecting fuel, caring for the sick and elderly. These functions are often labor intensive and lack of technologies and service to lessen the burden. Women are mainly responsible for these works and usually unpaid.

·         Community roles: - women’s community activities include providing and maintenance of resources which are used by everyone, such as water, health care, and education. It encompasses labor inputs towards organization and sustainability of cultural events, networks and services in communities including management of environmental resources. Such functions include ceremonies involving celebrations of birth, marriage and other spiritual and social-cultural happenings and mobilization of local resources for community development including local politics (membership in cultural and religious organizations/groups). These activities are normally unpaid and carried out in their free time.

Gender-related needs - As a result of gender roles; needs are also gender-bound. Gender-related needs can be divided into practical needs and strategic needs:

·         Practical needs are the concrete, material needs that must be met in order to satisfy the basic needs of life. They can include the needs for nourishment, health care and shelter. Practical needs are met by concrete actions, such as providing services, education, credits, and so on. Solving problems connected with practical genderrelated needs does not change the power relations between women and men in a community.

·         Strategic gender-related needs are connected with the status of women and men and the power structures within the community. Strategic gender-related needs include, for example, the right to own and inherit money and land, the right to the same wages or the same work, the right to make decisions about one’s own body and the right to develop oneself on one’s own terms. The satisfaction of such strategic needs requires structural and attitudinal changes in the community.

Gender-based violence (GBV) is an umbrella term for any harmful act that is perpetrated against a person’s will and that is based on socially ascribed (gender) differences between females and males. The nature and extent of specific types of GBV vary across cultures, countries and regions. Examples include sexual violence, including sexual exploitation/abuse and forced prostitution; domestic violence; trafficking; forced/early marriage; harmful traditional practices such as female genital mutilation and widow inheritance.

Women’s and girls’ empowerment involves awareness-raising, building of self-confidence, expansion of choices, increased access to and control over resources and actions to transform the structures and institutions which reinforce and perpetuate gender discrimination and inequality.

Gender sensitivity is the ability to perceive existing gender differences, issues and equalities, and incorporate these into strategies and actions.

Gender responsiveness is planning and implementing activities that meet identified gender issues/concerns that promote gender equality.

Gender transformation describes a situation where women and men change their way of thinking from patriarchal towards a gender equality perspective.

 

                                       Organization

Protection from Sexual Exploitation, Abuse and Harassment (PSEAH) Policy

 

                                                                                         

Contents

1. Background of the Organization...................................................................................................... 2

1.1 Legal status............................................................................................................................... 2

1.2 Vision....................................................................................................................................... 3

1.3 Mission..................................................................................................................................... 3

1.4 Thematic Operation.................................................................................................................. 3

1.5 Overall Objective...................................................................................................................... 4

1.6 Values...................................................................................................................................... 4

2. Policy Statement............................................................................................................................ 4

3. Scope of the Policy......................................................................................................................... 5

4. Roles and Responsibilities............................................................................................................... 6

4.1 OSD employees, donors or collaborators must never:................................................................ 6

4.2 OSD collaborators, donors, visitors… must:................................................................................ 6

4.3 Managers and Supervisors must:............................................................................................... 7

4.4 OSD commits to:....................................................................................................................... 7

5. Procedure for Reporting and Investigating SEAH............................................................................. 8

5.1 Reporting Incidents................................................................................................................... 8

5.2 Responding Reports.................................................................................................................. 9

6. Definitions.................................................................................................................................... 11

 

 

 

 

 

 

 

1. Background of the Organization

Rooted in pursuit of the public interest and social justice, Organization for Social Development (formerly Organization for Social Justice in Ethiopia) has been engaged, since its establishment in 2003, in wide and diverse interventions ranging from advancement of human welfare, democracy and good governance to maximizing the role of the private sector in promoting social justice by upholding Corporate Social Responsibility (CSR) as the main thematic area of its operation.  Realizing the enormous but untapped potential of the private sector to advance human rights and materialize people-centered all inclusive development in the country, OSD has launched in 2010 a strategic plan to promote Corporate Social Responsibility (CSR) among the business community, government organs and the public.     

Since then, OSD has implemented projects that achieved an increased awareness and understanding on CSR and enhanced capacity of the private sector to comply with international and domestic principles and standards which deal with different aspects of CSR.  Having research as one of its main components researches on private sector and civil society partnership, the role of the private sector in advancing reproductive health in Ethiopia, engagement of the private sector in improving welfare of disadvantaged and vulnerable groups and,  corporate social responsibility and child welfare, have been undertaken.  Analyzing legal and policy environments and practices as well as bringing on board international initiatives and best practices, these researches substantially contributed in addressing the information gap with regard to CSR practice in Ethiopia and have provided baseline for contextualizing and adopting CSR initiatives. In addition to conducting researches OSD works to introduce the concept, to raise awareness on different aspects of CSR, to enhance implementation by the private sector and to advocate for creation of an enabling legal and policy environment by using broadcasting and print media, organizing trainings targeted at selected representatives from governmental offices, civil society, Chamber of Commerce and Sector Associations; promoting good practices using different mechanisms and; establishing partnerships/networks with different entities including chambers of commerce and sect oral associations.

1.1 Legal status

Organization for Social Development (OSD) (formerly called Organization for Social Justice in Ethiopia (OSJE)) is an indigenous, non-profit, non-partisan, non-governmental organization. Under the requirements set by a new Charities and Societies Proclamation (entered into force on February 13, 2009) Organization for Social Development re-registered as Ethiopian Resident Charity by Federal Democratic Republic of Ethiopia, Ministry of Justice, Charities and Societies Agency on November, 2019 – License Number 0843 assuming the current name. 

1.2 Vision

Seeing a community wherein equitable access to basic economic and social services for every citizen is ensured.

1.3 Mission

 We foster social development with special emphasis to environment protection, access to standard and quality social services and productivity by promoting Corporate Social Responsibility (CSR) among business organizations, citizens, and government bodies.

1.4 Thematic Operation

The general thematic areas of which Organization for Social Development engages itself in are:-

·         Health

·         Education

·         People with Disability

·         Environmental Protection

·         Women Economic Empowerment

·         Refugees etc……

Specifically Organization for Social Development has been focusing on promoting the concept Corporate Social Responsibility among private businesses, citizens and government bodies as to improve and strengthen the role played by business firms in the development endeavors of the country. For this purpose, OSD organizes its interventions into three categories:

      Awareness and Capacity Building- focuses on ensuring enhanced CSR activities and understanding among business organizations, the government and the general public

       Research- focuses on improving CSR knowledge and information as well as identifying further intervention areas to improve laws, policies and practices related to CSR in Ethiopia

      Advocacy and Promotion- aims at creating an enabling and favorable legal and policy environment for CSR practices and improve CSR performance among the business community.

1.5 Overall Objective

To increase involvement of private sectors in the development process of the country, through awareness creating, promoting practices, and advocating for an enabling environment pertaining to Corporate Social Responsibility in the country.

Ø  To promote environment protection

Ø  To promote accessibility of standard and quality public/social services to the society (education, health, food, shelter)

Ø  To encourage productivity and quality services

1.6 Values

The core values that inspired the vision and mission of the Organization for Social Development include:

      Lasting Impact

      Participation and empowerment

      Self-actualization

       Equality

       Justice

       Integrity

      Accountability

2. Policy Statement

The Organization for Social Development is committed to fostering a safe environment in its project activities, through proactive, accessible and effective approaches to prevent and respond to sexual exploitation and abuse(SEAH).SEAH perpetrated by humanitarian or development personnel violates fundamental human rights.it may also be a criminal act. OSD will act ethically and with integrity and not abuse the power and trust that comes with being a part of our organization.

The OSD does not tolerate SEAH in any form. As an integral component of a rights-based organization, OSD must take an active role in preventing, reporting and responding to incidents of suspected SEAH. While SEAH affects all members of society, its consequences disproportionately affect members of social groups who experience intersecting forms of systemic discrimination or barriers, including sex, gender identity and expression, sexual orientation, race, religion, Indigenous identity, ethnicity, disability or class. SEAH involves abuses of power and power imbalances and is under reported for many reasons, including stigmatization, risk of further trauma, and barriers to accessing recourse. SEAH is prevalent and silence surrounds it. The OSD commits to support survivors whether or not they choose to report through the OSD mechanisms or through other legal means.

This policy aims to prevent SEAH through education and accessible reporting mechanisms, and to respond to disclosures and reports effectively, confidentially and in a timely manner. This policy operates in conjunction with the OSD principles of conduct which sets out the conduct expected of all volunteers and employees acting in any capacity in the OSD.

 3. Scope of the Policy

This policy applies to all people acting for the Organization for Social Development or in collaboration with OSD projects, including the persons working with the OSD and collaborator organizations: employees, board members, contractors, volunteers, suppliers, trainees…

This policy also applies to actual and suspected acts of SEAH by OSD representatives and partners against individuals in the communities in which we work. It also serves as a guide for OSD staff and collaborators to act ethically in their professional and personal lives. OSD employees and collaborators are often in positions of power in relation to the communities with which we work, especially women and children in situations of vulnerability. All collaborators, visitors, donors and staff have an obligation to use their power respectfully and must not abuse their power and influence over the wellbeing of participants and community members in communities where OSD works.

4. Roles and Responsibilities

All those who work with OSD must adhere to this policy and report concerns about potential SEAH of others by any OSD staff, visitors, collaborators, and suppliers’ e.tc.  Any violation of these standards will result in disciplinary action, up to and including termination of employment or other relationship with OSD.

4.1 OSD employees, donors or collaborators must never:

      Engage in sexually exploitative relationships with members of the communities in which we work. They will not exchange money, employment, goods, or services for sex, including sexual favor or other forms of humiliating, degrading or exploitative behavior.

      Engage the services of sex workers or otherwise exchange of money for sex, regardless of the local or national law regarding sex work or the laws of their home country.

      Engage in sexual relationships with beneficiaries of direct assistance from OSD projects or their collaborate organizations.

      Request or imply a request for any service or sexual favor from members of the communities in which we work, in return for anything including protection, assistance (goods or services) or employment.

      Support or take part in any form of sexually exploitative or abusive activities.

      Engage in sexual activity with a person under the age of 18 regardless of the local age of majority or age of consent. Mistaken belief of the age of the person is not a defense.

4.2 OSD collaborators, donors, visitors… must:

      Treat all beneficiaries, members of the communities, in which we operate, and other collaborators, visitors, donors with dignity and respect.

      Actively contribute to creating and maintaining a culture that prevents SEAH, encourages reporting, and promotes implementation of this policy.

      Be aware that SEAH constitutes acts of gross misconduct, is grounds for termination of employment or other relationship, and maybe subject to prosecution.

      Report any incident, allegation, concern or suspicion of SEAH of another person in the communities in which we work, including potential abuse by other NGO workers or volunteers.

      Be aware that absence of evidence or lacks of clarity over consent are not reasonable grounds to delay or fail to report SEAH.

      Treat any information communicated to them in connection with any part of this procedure as confidential, including an investigation into allegations of SEAH.

      Cooperate fully, promptly and in good faith in any investigation of SEAH under this policy.

4.3 Managers and Supervisors must:

      Take responsibility for creating and maintaining an environment that prevents SEAH, encourages reporting, and promotes implementation of this policy.

      Ensure that incidents of SEAH are promptly and adequately addressed in a way that demonstrates fairness, impartiality and respect for confidentiality, and is free from intimidation or favoritism.

      Have a personal responsibility to report or appropriately address any known act of SEAH.

      Be free from gender bias and discrimination to ensure fairness when responding to disclosures or reports.

      Refrain from questions or judgments that imply blaming the survivor or disbelieving their experience based on gender identity.

4.4 OSD commits to:

A. Make collaborators aware of this policy, through on boarding, training and other measures.

B.  Ensure that those with whom we collaborate:

I. Adopt PSEAH policies with similar principles, clear obligations requiring their employees and collaborators to comply with and report breaches of their policies, and an organizational commitment to act robustly to reports;

II. Agree in the collaboration agreement that failure to do all they can to prevent; report and respond appropriately to allegations of SEAH constitute grounds for the OSD to terminate their collaboration.

C)  Engage with communities in which we work and inform them of their right to protection from SEAH, the standards of behavior they should expect from OSD staff and collaborators, the importance of reporting, and how to safely and confidentially report any SEAH.

D) Designate the most appropriate reporting mechanism for each project:

I) in-person reporting to designated SEAH Focal Persons in OSD ; or

II) dedicated phone hotline monitored by local partners, with reporting channels to the Project Manager or Project Director; or

III) A dedicated OSD SEAH reporting email address.

E) Communicate the reporting mechanism for each project to suppliers, collaborators and to the communities in which we work, at the start of the project or as soon as practicable.

F) Ensure reporting mechanisms are gender sensitive, sensitive to the needs of the communities in which we work, and accessible to members of these communities.

G) Take steps to prevent perpetrators of SEAH from being re-engaged by OSD or other organizations working with vulnerable people.

5. Procedure for Reporting and Investigating SEAH

5.1 Reporting Incidents

l  A person may confidentially report allegations, incidents, concerns or suspicions of SEAH by those who collaborate with OSD through the reporting mechanism designated for the project.

l  OSD employees must report any potential incident of abuse they witness, are made aware of, or suspect, which appears to breach this policy. The report can be made to the OSD focal person, or in accordance with the OSD Principles of Conduct.

l  OSD employees receiving a report must refer the report immediately through the reporting mechanism designated for the project. Reports about OSD employees will be referred to the OSD executive Director.

l  The person who receives the report will ensure that all materials pertaining to the report are handled in confidence.

5.2 Responding Reports 

l  OSD will investigate reported allegations of SEAH in a timely and professional manner. This includes the use of appropriate interviewing practices with complainants and witnesses, particularly with children. OSD will engage professional investigators or secure investigative expertise as appropriate.

l  The person conducting the investigation will consult with the complainant/survivor and undertake an initial risk assessment to identify and implement immediate reasonable measures to protect and support the survivor. A survivor will be informed of the time it may take to institute an immediate measure and is entitled to periodic updates.

l  Survivors are entitled to be accompanied by a supporter of their choice for assistance or cooperation during the investigation.

l  The OSD recognizes that the decision to report a concern can be difficult and will support those who raise concerns, whether or not the concern is upheld.

l  Any doubts about the credibility of the complaint or the person making the complaint cannot be used to justify delaying an investigation.

l  OSD will take appropriate action against those who work with and for OSD who commit acts of SEAH, including referring cases to law enforcement agencies where appropriate.

l  At the request of the survivor, OSD will refer cases to authorities for criminal investigation and prosecution under the law of the country in which they are based or are working at the time of the alleged incident or to a home agency where extraterritorial legislation is in force.

l  During an investigation, the person conducting the investigation will give reasonable periodic updates to the survivor about the status of the investigation. Updates must not include substantive information about the investigation, except with consent from individuals whose personal information would be disclosed.

6. Definitions

Sexual Exploitation, Abuse AND Harassment (SEAH): forms of gender-based violence perpetrated by humanitarian or development workers, particularly in humanitarian settings. These acts can be committed against local communities, project participants of direct assistance, or against OSD employees and collaborators.

Sexual Exploitation: Actual or attempted abuse of a position of vulnerability, differential power or trust, for sexual purposes, including profiting monetarily, socially or politically from the sexual exploitation of another.

Sexual Abuse: Actual or threatened physical intrusion of a sexual nature, whether by force or under unequal or coercive conditions.

Gender-based violence (GBV): Any harmful act perpetrated against a person’s will and based on social ascribed (i.e. gender) differences between males, females, and gender non-conforming people which Includes acts or threats of acts that inflict physical, sexual or mental harm or suffering, and other deprivations of liberty. SEAH is a form of GBV (gender based violence) as survivors of SEAH are often abused because of their vulnerable status as women, girls, boys and sometimes men.

Survivor: A person who has experienced SEAH, including those who self-identify as a victim or victim/survivor. ‘Victim’ is often used in medical and legal sectors. ‘Survivor’ is generally preferred in psychological and social support sectors because it implies resiliency. This policy is survivor-centered and employs that term. A survivor’s choice of how to identify (as victim or survivor) will be respected and mirrored in our language.

Informed consent: Ongoing agreement, voluntarily and freely given, based on a clear appreciation and understanding of the facts, and implications of an action. To give informed consent, a person must have all relevant facts when consent is given and be able to evaluate and understand the consequences of an action. They also must be aware of and have the power to exercise their right to refuse to engage in an action or to not be coerced (i.e. being persuaded based on force or threats).

Participants of direct assistance: A person who receives any assistance including any type of goods and services from OSD regardless of the length of OSD’s relationship with them.

Communities in which we work: Any geographical location in which OSD directly or indirectly operates, providing either goods or services.

Report: Informing a person designated under this policy about an incident of SEAH for the purpose of initiating an investigation or disciplinary process.

Disclosure: Informing an OSD employee or volunteer about an incident of SEAH for the purpose of seeking support.

Sexual harassment: Comments or actions based on a person’s sex, sexual orientation, gender identity or gender expression that are unwelcome or should be known to be unwelcome.

Sexual assault: Any touching of another person without their consent where the touching is of a sexual nature, or where the sexual integrity of the alleged victim is violated.

Sex worker: A person over 18 who receives money or goods in exchange for sexual services, and who defines those activities as income-generating, even if they do not consider sex work as their occupation.

Sexual favor: Sexual acts, often in exchange for money, goods or services which Includes inappropriate photography and filming. The process of sexual favors often takes place through transaction sex.  Sex as a Transaction is a common coping mechanism among people in severe situations of vulnerability.

 

 

Organization Safe Recruitment Process Guide Line                                               

 

Contents

1.      Background of the Organization. 2

1.1 Legal status. 2

1.2 Vision. 3

1.3 Mission. 3

1.4 Thematic Operation. 3

1.5 Overall Objective. 4

1.6 Values. 4

2.      Introduction. 4

3.      Scope and Purpose of the Guideline. 4

4.      Stages of Safe Recruitment. 5

4.1 Writing Job Descriptions. 5

4.2 Advertising. 7

4.3 Shortlisting Applications. 8

4.4 Assessment & Selection. 9

4.5 Checks and References. 10

4.6 Conditional Offer of Appointment. 12

4.7 Induction. 12

 

 

 

1.     Background of the Organization

Rooted in pursuit of the public interest and social justice, Organization for Social Development (formerly Organization for Social Justice in Ethiopia) has been engaged, since its establishment in 2003, in wide and diverse interventions ranging from advancement of human welfare, democracy and good governance to maximizing the role of the private sector in promoting social justice by upholding Corporate Social Responsibility (CSR) as the main thematic area of its operation.  Realizing the enormous but untapped potential of the private sector to advance human rights and materialize people-centered all inclusive development in the country, OSD has launched in 2010 a strategic plan to promote Corporate Social Responsibility (CSR) among the business community, government organs and the public.     

Since then, OSD has implemented projects that achieved an increased awareness and understanding on CSR and enhanced capacity of the private sector to comply with international and domestic principles and standards which deal with different aspects of CSR.  Having research as one of its main components researches on private sector and civil society partnership, the role of the private sector in advancing reproductive health in Ethiopia, engagement of the private sector in improving welfare of disadvantaged and vulnerable groups and,  corporate social responsibility and child welfare, have been undertaken.  Analyzing legal and policy environments and practices as well as bringing on board international initiatives and best practices, these researches substantially contributed in addressing the information gap with regard to CSR practice in Ethiopia and have provided baseline for contextualizing and adopting CSR initiatives. In addition to conducting researches OSD works to introduce the concept, to raise awareness on different aspects of CSR, to enhance implementation by the private sector and to advocate for creation of an enabling legal and policy environment by using broadcasting and print media, organizing trainings targeted at selected representatives from governmental offices, civil society, Chamber of Commerce and Sector Associations; promoting good practices using different mechanisms and; establishing partnerships/networks with different entities including chambers of commerce and sect oral associations.

1.1 Legal status

Organization for Social Development (OSD) (formerly called Organization for Social Justice in Ethiopia (OSJE)) is an indigenous, non-profit, non-partisan, non-governmental organization. Under the requirements set by a new Charities and Societies Proclamation (entered into force on February 13, 2009) Organization for Social Development re-registered as Ethiopian Resident Charity by Federal Democratic Republic of Ethiopia, Ministry of Justice, Charities and Societies Agency on November, 2019 – License Number 0843 assuming the current name. 

1.2 Vision

Seeing a community wherein equitable access to basic economic and social services for every citizen is ensured.

1.3 Mission

 We foster social development with special emphasis to environment protection, access to standard and quality social services and productivity by promoting Corporate Social Responsibility (CSR) among business organizations, citizens, and government bodies.

1.4 Thematic Operation

The general thematic areas of which Organization for Social Development engages itself in are:-

·         Health

·         Education

·         People with Disability

·         Environmental Protection

·         Women Economic Empowerment

·         Refugees etc……

Specifically Organization for Social Development has been focusing on promoting the concept Corporate Social Responsibility among private businesses, citizens and government bodies as to improve and strengthen the role played by business firms in the development endeavors of the country. For this purpose, OSD organizes its interventions into three categories:

      Awareness and Capacity Building- focuses on ensuring enhanced CSR activities and understanding among business organizations, the government and the general public

       Research- focuses on improving CSR knowledge and information as well as identifying further intervention areas to improve laws, policies and practices related to CSR in Ethiopia

      Advocacy and Promotion- aims at creating an enabling and favorable legal and policy environment for CSR practices and improve CSR performance among the business community

1.5 Overall Objective

To increase involvement of private sectors in the development process of the country, through awareness creating, promoting practices, and advocating for an enabling environment pertaining to Corporate Social Responsibility in the country.

Ø  To promote environment protection

Ø  To promote accessibility of standard and quality public/social services to the society (education, health, food, shelter)

Ø  To encourage productivity and quality services

1.6 Values

The core values that inspired the vision and mission of the Organization for Social Development include:

      Lasting Impact

      Participation and empowerment

      Self-actualization

       Equality

       Justice

       Integrity

      Accountability

2.     Introduction

Safer practice in recruitment means that every stage of the recruitment process should be considered carefully, in order to deter unsuitable candidates from applying or being appointed into an organization. It also requires a consistent and thorough process of obtaining, collating, analyzing, and evaluating information from and about applicants. Safe recruitment is central to the safeguarding of children and adults at risk. All organizations which employ staff or volunteers to work with children and adults at risk have a duty to safeguard and promote their welfare. This includes ensuring that the organization adopts safe recruitment and selection procedures which prevent unsuitable persons from gaining access to children.

3.      Scope and Purpose of the Guideline

This guide is developed to provide direction to Organization for social development on safe recruitment. It applies to all permanent, temporary and agency staff and volunteers of the Organization for Social Development who will have contact with children and adults at risk within the organization and will be seen as safe and trustworthy and/or have access to confidential and sensitive information.

Apart from staffs and volunteers, the principles of safe recruitment should also be included in the terms of any contract or service level agreements drawn up between the organization and contractors or agencies that provide services for, or staff to work with, children and Adults at risk. Any service level agreement or contract should contain a safeguarding statement, which makes explicit the standards expected. The agreement should be regularly reviewed.

This guideline is produced to provide guidance to Organization for Social Development on how to carry out/ practice safe recruitment process.

4.     Stages of Safe Recruitment

In order to avoid recruiting potential abuser employees and volunteers, the safeguarding issue should be included in every stage of recruitment process right from developing the job description.

4.1 Writing Job Descriptions

As a First Stages of the Recruitment process, all information given to applicants should highlight the importance of a member of staff’s duty and responsibility to safeguard report and promote appropriate behaviors. When producing the job description, special consideration should be made to assess the level of risks in relation to working with children, persons with disability and vulnerable adults in the role concerned. It should also be made clear whether the role requires the successful applicant to complete police check or equivalent.

Before writing the job description, consider the level of risk the appointment might potentially present to children, persons with disability and other vulnerable adults. By prevention, level 1 should not be used.

Level 1: If the position holder will not have contact with children, persons with disabilities and vulnerable adults or access to personal data about them as part of their work;

Example: The roles and responsibilities, the organization

Level 2: If the position holder will have access to personal data about children, persons with disabilities and vulnerable adults as part of their work; or the position holder will be working in a ‘regulated’ position (accountant, cashier, administrative units and legal executive); therefore a police check will be required.

Example: - Is responsible to respect and abide the safeguarding policy, procedure and values of the organization

- Is responsible to apply safe recruitment in the various stages of recruitment (HR person)

- Is responsible to respect and abide the safeguarding policy, procedure and values of     

- Is responsible to bring any police background check that ensure that he/she is free from any crime from the concerned

Level 3: the position holder will have contact with children, persons with disabilities and other vulnerable adults either frequently or intensively because their work or are visiting programs/projects; or because they are responsible for implementing the police checking/vetting process staff.

For Examples: Community social workers, community volunteers, individual case workers, project manager, Inclusive education officers, training officer, the project officers, monitoring and evaluation officer, physiotherapists, , caretaker, logistician, driver etc.

- Is responsible to respect and abide the safeguarding policy, procedure and values of the organization

- Is willing to bring any police background check that ensure that he/she is free from any crime from the concerned

- Have commitment to the organization safeguarding polices and practice

- Have strong experience on safeguarding

- Support community mobilization campaign to increase community awareness on safeguarding

- Take special responsibility to facilitate the participation of women, children and adults at risk in every stages of project design/planning, implementation, monitoring and evaluation

- Will undertake the appropriate level of training and is responsible for ensuring that they understand and work with the safeguarding policy of the organization

- Contribute to build the capacity on safe programming in collaboration with senior management

- Develop the safeguarding tools guideline on safeguarding

- Review the safeguarding policy of the organization

In general, the job description should clearly state: The main duties of the post; The extent of contact/responsibility for children, persons with disability and adults at risk, The individual’s responsibility for promoting and safeguarding the welfare of the children and adults at risk  s/he is responsible for, or will come into contact with.

 4.2 Advertising

 When OSD posts vacancy advertisement, the advertisement should include a statement about the organization’s commitment to safeguarding and the values, beliefs and behaviors expected from. Again, this should act as a deterrent to unsuitable applicants. In addition, reference should be made (either in the advertisement, on the web page or in the job description) to the organizations’ rigorous selection process, which should deter unsuitable candidates from applying.

For Example: - The organization is committed to safeguarding. It has a zero-tolerance approach to any harm to, or exploitation of, a vulnerable adult or a child by any of our staff, representatives or partners. Recruitment to all jobs in the organization includes, in particular, criminal record checks and the collection of relevant references. Safeguarding our project participants is our top priority in everything we do.

4.3 Shortlisting Applications

 In the recruitment of staffs, in order to that the key information or gaps in employment are not missed, it is recommended that at least two people are involved in the process of short-listing candidates. Information provided should be consistent, not contain any discrepancies and any gaps in employment should be identified. Any anomalies should be noted and considered when shortlisting.

The selection panel should short list and interviews the candidate. At least one member of the panel should have undertaken safe recruitment and selection training or should have safe recruitment practice / experience.

• All application forms and letters and Curriculum vitae should be scrutinized to ensure:
• They are fully and properly completed;
• The information is consistent and does not contain any discrepancies;
• Gaps in employment/training or a history of repeated changes of employment are identified.
• Incomplete applications should not be accepted;
• Any irregularities, discrepancies or gaps in employment and the reasons for this should be noted, so that they can be taken up as part of the consideration of whether to short list the applicant, as well as a history of repeated changes of employment without any clear career or salary progression or a mid-career move from a permanent to temporary post;

All candidates should be assessed equally against the criteria contained in the person specification.

4.4 Assessment & Selection

 The assessment process should be designed to measure the merits of each candidate against the job requirements, but to also explore their suitability to work with vulnerable groups.

      Invitation to the interview

The interview invitation should stress that the identity of the successful candidate will be checked, and that any offer will be subject to receipt of references and police check or equivalent if the post requires it. If it is possible, It would be good if the organization sends out the Code of Conduct and the Safeguarding Policy so that the candidate is aware of these policies before attending an interview.

      Interview Panel

The interviewers should be at least two people and will allow one member to observe, assess and make notes, while the other panel member is talking to the candidate. It also reduces the possibility of any dispute about what was said or asked during the interview.

      Scope of the Interview

In addition to assessing and evaluating the applicant’s suitability for the particular post, the interview panel should also explore with the candidate through interview:

The interview Questions should be structured to understand the following about the applicants:

• Attitude and values towards program participants, persons with disability, vulnerable adults, women, children and young people etc. as relevant to your organization and programs.

• Motivation to work for your organization and in the relevant position.

• Past behavior on abuse and exploitation as this can provide an indication of future behavior.

For jobs where staff will not work with program participants, interview questions should be aimed at testing the applicant’s behavior and awareness and openness to your organization’s safeguarding commitments.

l  Suggested interview questions for all applicants

      Are you happy to sign our safeguarding policy and code of conduct?

      What does safeguarding mean to you? OR what does a safe organization mean? What do you think this means?

      Why do you think safeguarding is important for an organization such as ours?

       Have you worked with an organization previously that has had either strong or weak safeguarding in place? What impact did this have on the way in which the organization worked and how it kept people safe?

       Have you ever had to report a safeguarding-related matter concerning a colleague or supervisor?  Was it handled in the manner you expected?

l  Interview questions for applicants working directly with program /project participant

      Describe any jobs you have held working directly with children, persons with disability and women?

      What boundaries are important when working with children, persons with disability and women?

      Explain your motivation for wanting to work in this role with children, persons with disability and women?

      What do you believe are the core values that should guide your work with children, persons with disability and women?

       What are some of the risks for the children, persons with disability and women that you think the organization’s safeguarding approach should manage?

4.5 Checks and References

Candidates should either be asked to bring documents with them to an interview or provide on offer of employment the following:

§  Documentary evidences of identity including current and former name, date of birth and current address. Ideally this would also include national/social insurance number e.g. current driving license, ID card, passport, including a photograph. In cases, where these documents are not available – a birth certificate should be provided. In most countries, evidence of right to work may be required if the candidate has a nationality of other country

§   Additional documents will also be required for police checks or equivalent.

§  Educational and professional qualifications that are necessary or relevant for the post, will require an original or a certified copy of a certificate, diploma, or a letter of confirmation from the awarding body all copies of documents must be signed and dated by the person carrying out the checks and kept on the personnel file.

 A person’s past behavior is the most reliable way of predicting future behavior. Consequently, the information obtained from referees is important. Any offer of employment should always be conditional on the receipt of satisfactory references and their purpose is to obtain objective and factual information to support appointment decisions. They should always be sought and obtained directly from the referee and should include the individual’s current employer.

References can be obtained in writing or verbally. Reference requests should include a brief description of the organization and the role; asking about the applicant’s suitability for the role, for the organization and any details of previous disciplinary action. Consideration should be given to whether the referee has been very cautious in the information they have given and whether it might be necessary to follow up. If an employer says it is not their policy to provide references, then a request for a confirmation of employment should be made. Consider asking the candidate to supply another professional reference which may include ex peers, professionals in another organization who the candidate worked with during their employment (e.g. a partner organization, a government official, a legal adviser, religious leader etc.). Verbal references may be taken when there is no alternative – notes should be taken and recorded and if possible, the referee should be asked to confirm by email or in writing that they are an accurate reflection of what they have said.

References must be thoroughly screened to ensure the referee has answered all the questions. Information provided by the referee should be compared with the information provided by the applicant in his or her application and any discrepancies checked. Where references reveal any inconsistencies or doubts about the person’s suitability, the issues should be followed up and explored with the referee or the candidate. It is important to keep written records of any telephone conversations and where the issues are significant, more detailed information sought in writing or verbally from the referee.  Any information about past disciplinary action should be considered in the circumstances of the individual case.

 4.6 Conditional Offer of Appointment

Any offer of appointment to the successful candidate will be conditional upon receipt of the following

 · Two (or more) satisfactory references

· Relevant police clearance check or equivalent

 Depending on policy – some organizations may not allow an individual to start their new role until all checks have been completed. Others will allow an individual to start, but make the offer to receipt of satisfactory checks. If any of the above raises issues of concern then it should either be referred to director level (or as specified in the organization) or then in some organizations a committee is formed to discussed this further and make a decision based on what could be the risk to the organization. This may include asking for further information from the individual or maybe relevant authorities. In these cases it is recommended that an offer is not confirmed if there is any doubt and any conclusions are signed off at director level.

4.7 Induction

All successful candidates should receive information about the organization prior to starting, and with their contract. It should include an organization’s Policy on Safeguarding, Child Protection, working with vulnerable adults and the Code of Conduct. There should also be a briefing as part of the induction program for newly appointed staff regardless of previous experience. This should include knowing where to find information on the following:

· Organizational Policies and procedures in relation to safeguarding e.g. safeguarding, child protection, gender, HR,  protection of vulnerable adults, anti-bullying, anti-racism, internet safety, whistle blowing, disciplinary and grievance etc.

· Requirements of the organizations’ Code of Conduct

· Reporting procedures and when/how to raise a concern or observation

· Face to face training on Safeguarding, Child Protection or Code of Conduct as per organizational requirements

After the induction, the successful candidate will also be required to sign an organizational code of conduct, which complements the self-declaration form, by outlining the behaviors required of the individual and asking them to sign their agreement.

 

ORGANIZATION RESOURCE MOBILIZATION POLICY

 

“Resource mobilization goes beyond fund raising; it is friend rising as well.’’      

                 

 

 

   

Contents

1.      Organizational Background. 3

1.1 Legal status. 3

1.2 Mission. 4

1.3 Vision. 4

1.4 Values. 4

1.5          Overall Objective. 4

1.6 Thematic Operation. 5

2.      Rationale. 5

3.      General Guidelines. 6

4.      Principles. 6

5. Purpose, Scope and Structure of the OSD Resource Mobilization Manual 8

5.1 Purpose. 8

5.2 Scope and Structure. 8

6.      Definition of Resource Mobilization. 9

6.      Importance of Resource Mobilization. 9

8. Resource Mobilization in the Context of OSD: Justification and Current Trends. 10

8.1. Resource Mobilization in OSD.. 10

8.1.1. Justification. 10

9.      Challenges Facing Local NGOs in Resource Mobilization. 12

10.         Partners and stakeholders Analyses. 13

11. GAP Analysis. 14

12. OSD Resource Mobilization Processes and Steps. 15

12.1 Resource Mobilization Cycle. 15

12.2 Resource Mobilization Steps. 16

13. Management and coordination. 19

13.1 Resource Mobilization units. 19

13.2. Roles and Responsibilities of other key players Resource Mobilization. 20

14. Donor Privacy. 21

15. Confidentiality. 22

16. Gift-Acceptance and Procedures. 23

16.1 In-kind Gifts. 23

18. Volunteers Contribution. 24

Process. 24

Strategy. 25

 

 

 

 

1.     Organizational Background

 

Rooted in pursuit of the public interest and social justice, Organization for Social Development (formerly Organization for Social Justice in Ethiopia) has been engaged, since its establishment in 2003, in wide and diverse interventions ranging from advancement of human welfare, democracy and good governance to maximizing the role of the private sector in promoting social justice by upholding Corporate Social Responsibility (CSR) as the main thematic area of its operation.  Realizing the enormous but untapped potential of the private sector to advance human rights and materialize people-centered all inclusive development in the country, OSD has launched in 2010 a strategic plan to promote Corporate Social Responsibility (CSR) among the business community, government organs and the public.     

Since then, OSD has implemented projects that achieved an increased awareness and understanding on CSR and enhanced capacity of the private sector to comply with international and domestic principles and standards which deal with different aspects of CSR.  Having research as one of its main components researches on private sector and civil society partnership, the role of the private sector in advancing reproductive health in Ethiopia, engagement of the private sector in improving welfare of disadvantaged and vulnerable groups and,  corporate social responsibility and child welfare, have been undertaken.  Analyzing legal and policy environments and practices as well as bringing on board international initiatives and best practices, these researches substantially contributed in addressing the information gap with regard to CSR practice in Ethiopia and have provided baseline for contextualizing and adopting CSR initiatives. In addition to conducting researches OSD works to introduce the concept, to raise awareness on different aspects of CSR, to enhance implementation by the private sector and to advocate for creation of an enabling legal and policy environment by using broadcasting and print media, organizing trainings targeted at selected representatives from governmental offices, civil society, Chamber of Commerce and Sector Associations; promoting good practices using different mechanisms and; establishing partnerships/networks with different entities including chambers of commerce and sect oral associations.

1.1 Legal status

Organization for Social Development (OSD) (formerly called Organization for Social Justice in Ethiopia (OSJE)) is an indigenous, non-profit, non-partisan, non-governmental organization. Under the requirements set by a new Charities and Societies Proclamation (entered into force on February 13, 2009) Organization for Social Development re-registered as Ethiopian Resident Charity by Federal Democratic Republic of Ethiopia, Ministry of Justice, Charities and Societies Agency on November, 2019 – License Number 0843 assuming the current name. 

1.2 Vision

Seeing a community wherein equitable access to basic economic and social services for every citizen is ensured.

1.3 Mission

 We foster social development with special emphasis to environment protection, access to standard and quality social services and productivity by promoting Corporate Social Responsibility (CSR) among business organizations, citizens, and government bodies.

1.4 Thematic Operation

The general thematic areas of which Organization for Social Development engages itself in are:-

·         Health

·         Education

·         People with Disability

·         Environmental Protection

·         Women Economic Empowerment

·         Refugees etc……

Specifically Organization for Social Development has been focusing on promoting the concept Corporate Social Responsibility among private businesses, citizens and government bodies as to improve and strengthen the role played by business firms in the development endeavors of the country. For this purpose, OSD organizes its interventions into three categories:

      Awareness and Capacity Building- focuses on ensuring enhanced CSR activities and understanding among business organizations, the government and the general public

       Research- focuses on improving CSR knowledge and information as well as identifying further intervention areas to improve laws, policies and practices related to CSR in Ethiopia

      Advocacy and Promotion- aims at creating an enabling and favorable legal and policy environment for CSR practices and improve CSR performance among the business community

1.5 Overall Objective

To increase involvement of private sectors in the development process of the country, through awareness creating, promoting practices, and advocating for an enabling environment pertaining to Corporate Social Responsibility in the country.

Ø  To promote environment protection

Ø  To promote accessibility of standard and quality public/social services to the society (education, health, food, shelter)

Ø  To encourage productivity and quality services

1.6 Values

      The core values that inspired the vision and mission of the Organization for Social Development    include:

      Lasting Impact

      Participation and empowerment

      Self-actualization

       Equality

       Justice

       Integrity

      Accountability

 

2.     Rationale

The Organization for Social Development believes that it can best fulfill its mission through a broad base of support from various sources. However, to maintain its independence and objectivity, it seeks to identify any areas where there may be real or apparent conflicts of interest or where the mission, programs, projects, and independence of Organization for Social Development could be compromised.

 

As part of expanding its base of support, OSD is willing to consider partnerships with and gifts from the corporate sector. OSD recognizes that corporations, as profit-centered organizations, have obligations to their shareholders, boards, and employees to be successful. OSD also recognizes that companies support the nonprofit sector not only out of a desire to be helpful but also with the hope of a return or benefit.

3.     General Guidelines

Organization for Social Development, as an independent nonprofit organization, will accept no cash or real property gift or pledge of support or non-cash gift or services or enter into any partnership with any company or other organization that produces products that are or may be harmful to the environment and community. Nor will OSD accept any of the above or support from any company or organization that, in the judgment of OSD, exploits children, women in its product lines, advertising, marketing, or workforce, or in any other way.

4.     Principles

l   Organization for Social Development will at all times maintain an independent position on educational issues and concerns.

l  Organization for Social Development will solicit and accept support only for activities that are consistent with its mission.

l  Organization for Social Development will accept funds for research, informational, and educational activities only when the content is to be determined by OSD or an independent group designated by the OSD.

 

l   Organization for Social Development will maintain complete control, consistent with any donor restrictions acceptable to the Organization, of all funds provided by corporations, organizations, and individuals.

 

l   Organization for Social Development will not accept any support that implies or requires endorsements of products. Acknowledgments of corporate support will be limited to a company’s name, logo, or slogan that is an established part of the supporter’s identity, trade name, address, and telephone number(s).

l   Recognition of major corporate support will be developed in cooperation with the corporate donors and will be consistent with the level of support and the Organization for Social Development’s mission and purposes.      

l  Organization for Social Development will seek to develop recognition opportunities that are appropriate and meaningful for both the supporting companies and Organization for social Development.

l   Organization for Social Development’s intangible intellectual assets, including its name, research, and other work, will be protected at all times. Donors will not be permitted to use Organization for Social development’s name or other items for commercial purposes or in connection with the promotion of any product.

l   The Organization for Social Development’s board and staff reserve the right to refuse any donation of cash or other real property, services, non-cash gifts, or any other forms of support if such support is not in keeping with the above principles or for other reasons that the Organization for Social Development deems appropriate.

5. Purpose, Scope and Structure of the OSD Resource Mobilization Manual

5.1 Purpose

The purpose of OSD Resource Mobilization Manual is to provide resource mobilization guidelines and procedures encompassing all processes and sub processes followed in the mobilization of resources for the OSD mission and vision. The output is to have a resource mobilization manual with standard operating procedures, processes and best practices in resource mobilization. This guidance is intended for OSD structures as a standard framework for resource mobilization. Diversify, expand its resources base and develop new thinking and challenge the old traditions in supporting the achievement of integration agenda; 

o   Identify and analyze the resources available for her program priorities, policies and efficient budget allocation as stipulated in the Development Strategy.

o   OSD to understand its current donor funding landscape, resource availability and support commitment.

o   Help to maximize use of domestic capital and skills to expand deep relations with stakeholder; and  

o    Provide continuity and stability to the organization and its work. 

 

5.2 Scope and Structure

This manual details the procedures followed by all OSD staff within the Community during resource mobilization.

It outlines and discusses the purpose and scope of the manual and clearly stipulates the coordination mechanism and roles and responsibilities of the units involved in resource mobilization.  The manual also provides guidelines on how the resource mobilization is managed and coordinated.  It further covers the resource mobilization cycle as well as the steps and tools for resource mobilization. In addition the process of monitoring and evaluation is also provided for continual improvements in sourcing resources from different sectors.

 

Given these realities and both legal and ethical considerations, OSD is willing to negotiate partnerships and accept support from the corporate sector in ways that will benefit and recognize the supporting companies while enabling  OSD to better achieve its mission without compromising its principles.

6.     Definition of Resource Mobilization 

 

Resource Mobilization is a process, of identifying the resources essential for the development, implementation and continuation of works for achieving OSD’s mission and Vision. In real terms, Resource Mobilization means expansion of relations with the resource providers, the skills, knowledge and capacity for proper use of resources. 

 

Resource mobilization is a means to the end, the end being the fulfillment of the OSD’s vision; a team effort that involves OSD’s commitment to resource mobilization, acceptance for the need to raise resources and institutionalization of resource mobilization policies and budget allocation to priorities. 

 

Resource Mobilization entails identification of: - Resources; resource provider and mechanism to receive resource. It further  entails:- expansion of relations with the resource provider; right use of resources; knowledge and skills to mobilize resources; human skills, service, information, equipment; seeking out new resources; institutional sustainability and lowering of financial risk.  Resources are the financial and non-financial supplies that help OSD to attain its objectives.  These include money, skills, time contributions and services of humans, and equipment and materials. 

 

6.      Importance of Resource Mobilization

 

o   To diversify, expand resources base and develop new thinking and challenge the old traditions in supporting the achievement of integration agenda; 

o   Identify and analyze the resources available for the program priorities, policies and efficient budget allocation as stipulated in the Development Strategy.

o    To understand current donor funding landscape, resource availability and support commitment.

o   Help to maximize use of domestic capital and skills to expand deep relations with stakeholder; and  

o    Provide continuity and stability to the organization and its work. 

 8. Resource Mobilization in the Context of OSD: Justification and Current Trends      

8.1. Resource Mobilization in OSD

8.1.1. Justification

 

OSD is failed with complex funding environment characterized by a global economic down turn and related financial crisis ,shrinking oversee development assistance (ODA) and public deficits in some donor countries and shifting donor priorities and donor policy change, which  have had an impact on donor contribution to OSD.

 

In Addition the country’s effort to be a middle income country and increasing non-traditional donors internally enforces to guides our strategy to forward looking resource mobilization strategy which takes into account changing donors’ landscape from past and current resource mobilization effort.

 

There is a lot of talk and literature on what, how and whys of organization sustainability. Many organizational leaders are striving to understand and explore ways to build a sustainable organization that will ensure they are making a positive impact on the society and the environment in which it works. There is evidence in literature that shows that organizations are struggling to grow consistently over a period of 10 years. Many local NGOs in Ethiopia are smaller, privately-owned, group owned or family-owned and are short-lived as they are unable to achieve long-term, consistent growth or improve performance. For many local NGOs in Ethiopia, there are high rates of senior management turn-over, internal wrangles caused by power structures, and poor financial reporting and the intense scrutiny of financial expenditures by donors and governments hence management focus remains biased on short-term performance. This happens because the reward systems do not recognize and value performance in the long term and this means theses organization have objectives which were never intended to be sustainable in the long-run.

This scenario makes one to conclude that the way organizations are managed is quite “unsustainable” and unfortunately has an impact on how an organization mobilizes and manages resources. It is vital for organizations to consider sustainability in a new more comprehensive way if they are to succeed in the future.

 

Sustainability is not only linked to how an organization is able to mobilize and generate ongoing resources required to sustaining its mission and undertaking quality work but also there is a link between quality and sustainability. Quality of services is often one of the critical ingredients in achieving an organization’s sustainability.

 

Organizations are required to adopt crosscutting quality assurance systems to ensure quality of services is not compromised overtime as this is key to ensuring that services undertake by the organization remain on demand. Many people equate an organization’s sustainability with its financial strength, but this alone becomes irrelevant over time. Mavuto (2013:88) lists some characteristics of a sustainable NGO which include strategy, established constituency, sound organizational governance, enlightened management, learning culture and good public relations

 

Hence Organization without a strong sustainability culture will not grow. A good sustainability culture exists when all staff respects their donors and want to understand and meet their needs. A good culture exists when staff members value program and sustainability as two necessary components of a successful organization and appreciate their interconnectedness.

 

 An organizational culture that is flexible helps an organization in looking for ways to maximize resources, in finding innovative ways of raising funds, or carrying out programs in challenging environments. However it is important for organizations to realize that the sustainability of an organization does not only depend on the resources an organization has but it is also affected by the following:-

o   Existence of competent staff;

o   Supportive policies;

o    and internal systems to manage assets,

o    An organization’s ability to establish relationships with individuals and organizations and organizational culture that reinforces sustainability efforts.

When an organization is competing for resources and other support in a very tight market place the organization’s appeal has to be different, better, “cheaper” and unique. A donor has no reason to select an organization over another if there no evidence of innovativeness or value in supporting an organization and therefore it is crucial to view an organization’s mission from the perspective of current and potential donors and emphasize those aspects of an organization’s work which are appealing from donors perspectives.

9.     Challenges Facing Local NGOs in Resource Mobilization

 

NGOs are operating under a highly resource competitive environment. The challenges that NGOs encounter in resource mobilization efforts can be divided into external and internal challenges.

v External Challenges

o   Donor Country Priorities Changing Criteria being Used/Applied to Organizations Donors Conditional Ties

• Political Interference
• Rules and Regulations within a Country for Accessing Government Funds Donor Prejudices Natural and Manmade Occurrence e.g. Floods, Earthquakes, Wars Competition from “Political NGO” Competition among NGOs in the Same Sector

v   Internal Challenges

o   Capacity Limitation within Organizations

o   Accountability and Transparency

o   Founder Syndrome

o   Inadequate Strategic and Operational Plans

o   Inadequate Networking Skills

o   Inadequate Awareness on Available Opportunities

o   Governance

o   Minimal Communication and Branding

10.  Partners and stakeholders Analyses

 

OSD enjoys a good working relationship with and support from the government bodies.  Through the signing of long term Memoranda of Understanding with government sectors and Ministry of Women, children and Youth and Manufacturing Industries Development Institute, OSD has secured long term partnership and expansion of its services across DebreBerhan and Kombolcha textile industries. 

 

OSD has expanded local and international networks and collaboration with donors, communities and other stakeholders working in various social and economic developments in order to increase program reach and impact. However to ensure sustained activity effort is required to secure additional governmental and private sector funding.

The following have supported and/ or continued to support OSD program:

o   OSD Members – In cash and in kind support;

o   Save the Children International;

o   The US Embassy;

o   Finland Embassy;

o   CEPF;

o   CSSP1;

o   EU etc.

11. GAP Analysis

 

OSD has the capacity to efficiently manage and sustain the expanded program as envisioned in its strategic plan (2020-2024) utilizing highly skilled staff and program volunteers. The organization’s systems are also transparent, efficient and responsive to the needs and challenges of its vision and mission. 

 

However, due to the ever increasing demand for OSD services and the challenges introduced via dwindling donor resources, OSD must strategies and adapt its approach in order to maintain its position as the leading NGO in enhancing the promotion of child wellbeing by engaging private sectors.

OSD wishes:

·         To achieve financial independence and sustainability;

·         To meet the going concern concept;

·         To expand its program and scope of operation to meet the varying needs of the population it serves;

·         To have increase in revenue base from various sources;

·         To improve the quality and range of services it offers;

Since its inception, OSD has depended on donor support to implement its programs. OSD activities have increased while it’s funding and resources base have not expanded sufficiently to address the program requirements.  The organization continues to rely on donor funding which hugely affects the implementation of its mandate.  While the majority of its resources are channeled into specific projects minimal or no resources are available to respond to emerging social and economic issues.

 

To implement its mandate fully, OSD needs to put in place a resource mobilization strategy that will guide and enable it to access support from diversified sources of funding including non-governmental organizations, private sector companies, banks, small businesses and foundations, amongst others.  The objective of developing this policy is to focus all Resource Mobilization endeavors into one deliberate and focused initiative to maximize returns.

12. OSD Resource Mobilization Processes and Steps

12.1 Resource Mobilization Cycle

 

OSD resource mobilization cycle is divided into three main phases which include planning, implementation and monitoring and evaluation.

o   Planning:

In planning the Resource mobilization unit conducts a situational analysis of both its internal and external environment. Here:

o   Resource gaps, which would hamper the implementation of OSD Programs, are identified using the Resource Gap Analysis. A resource gap leads to determination of the resource mobilization targets for the year, which is articulated in a resource mobilization plan.

o   An annual donor conference is organized, where, the resource gaps are presented and donors make commitments on the areas of support. At the conference the donors are presented with OSD annual priorities and proposed areas of support.

o   All OSD work units are required to undertake the internal assessments annually and submit to Resource Mobilization units, which consolidates into one resource mobilization plan annually in line with the resource mobilization plan.  

o   External assessments are conducted to identify what resource mobilization opportunities that exist and decide how best to approach potential resource partners.

o   Plans to engage the resource partners are developed. Essentially this means that an action plan for mobilizing resources needs to be established describing how the resource partners will be approached and for which resources. Here, a communication plan is developed that specifies the tools for communication to be used;

 

Implementation 

This is also known as the action phase. Here the resource mobilization action plan developed in the planning phase is put into action. Activities geared to mobilizing resources are articulated in a work plan that is specific on targets and activities. These activities include:

o   Missions to development partners;

o   Development and submission of proposals;

o    Responding to Request For Proposals special presentations;

o   Specific sector-based donor conferences;

o   Development of marketing documents;

 

     Monitoring and Evaluation 

Annually, OSD develops a monitoring mechanism, which helps in assessing how well it has implemented its resource mobilization Action Plan.

 

This monitoring and evaluation specifically reports on the successes and failures and the information generated here are used to make recommendations on how to improve the strategy in order to ensure optimum success.

 

12.2 Resource Mobilization Steps

I.                   Identifying sources of Resources 

Resource partners are identified annually, and categorized by thematic area, geographical and by work units.  A database of the resource partners is also maintained. This information is presented in a matrix that describes the details of the partner, areas of interest, funding cycles and key contacts. Resource Mobilization units will compile a consolidated matrix for OSD resource partner using the Resource Partners Information Matrix. 

 

II.                Engaging Resource Partners

This step involves seizing every opportunity to communicate the program for which resources are sought. This involves developing a communication plan targeting particular audiences and creating awareness on OSD resource gaps. This involves:

o   Organizing face-to-face meetings to formally launch the resource mobilization  plan 

o   Development of the concept notes giving short overviews of specific projects,

o   Designing appeals through attractive brochures and fact sheets, 

o   Maintaining individual letters or emails to potential partners, 

o   Maintaining an up to date website to create visibility; 

o   Organizing technical meetings with potential partners to present projects and programs.

III.             Negotiating with the Resource Partners

This involves an important set of negotiations, which may leads to a signed agreement. This requires a crucial mix of expertise in order to provide a thorough picture of the projects to be implemented through the eyes of both the technical and logistical experts.

This has to be all inclusive involving finance, program and the respective sectors or institutions. In this phase, negotiations are made on the funding mechanism, funding agreements, and disbursements and procedures, audit, recruitment, special conditions based on the Standard Funding Agreement.  All agreements between OSD and the resource partners are signed by the Executive Director or his designee after being carefully reviewed by the Finance and Admin departments.

 

IV.             Managing Projects and Reports

This step involves acknowledging the resource partner’s contribution, managing, monitoring and reporting on the use of resources via the mechanisms spelt out in the funding agreement. This step is crucial in maintaining good relations with the resource partners and forms bedrock of potential and on-going resources and therefore must not be overlooked. It is essential that the program/project is well managed and results reported in a timely manner according to the result-based framework and if necessary the resource partner’s request.

Acknowledging a resource partner’s contribution and thanking them for their support is an essential part of maintaining good relations and securing future funding.  

This can be done by: 

• Writing a formal letter of acknowledgement of their contribution with special thanks from higher management and provide receipts for all funds disbursed;
• Inserting the resource partner’s logo in the project/ program documentations produced
• Using print and electronic media;
• Inviting the representatives of the resource partners to program or project events;
• Provision of timely reports. These reports include inception reports, technical progress reports, project progress reports, terminal reports and financial reports including disbursement reports as reflected in the Standard Reporting Format).
• Registering all projects with Resource Mobilization Office using the Funded Projects Matrix for purposes of maintaining a resource partner’s database.

V.                Communicating Project Implementation Results

This step differs from the previous step in that it attracts the interest of a wider audience beyond the original program/ project partners. It involves disseminating the program/project’s success stories and lessons learnt to raise OSD’s visibility. Various communication tools can be used to advocate OSD’s comparative advantage, proven track record and request for the continued support.  Resource partners may be invited to the field to see the program/ project in action. Communication should emphasize success stories and beneficiaries’ testimonials to capture interest through professional communications including photo, the website, brochures or eve short video clips.  Some resource partners have their own specific visibility requirements that need to be explored.

12. Management and coordination

 

The overall management and coordination of resource mobilization is undertaken by the Resource Mobilization unit in collaboration with the Resource Mobilization Committee, the Resource Mobilization Taskforce and the Resource Mobilization Network. 

13.1 Resource Mobilization units

 

OSD, in its endeavor to ensure efficiency in its resource mobilization efforts has established a Resource Mobilization Officer under the Executive Director and Program Team Leader. This unit is headed by the Resource Mobilization Officer   who the overall in charge who reports to the unit of the Program Team Leader. The Resource Mobilization Officer is mandated to mobilize resources for OSD projects and programs.

The Resource Mobilization Officer of OSD interfaces with donors in close collaboration with program and Finance department. The Resource Mobilization Officer provides in house knowledge for donor intelligence.   Other roles of Resource Mobilization Officer, but not limited to the following:

o   Providing  advice and guidance on resource mobilization;

o   Leading development of major partnership agreements including programs and annual consultations;

o    Creating an enabling environment for fundraising with private sector foundations;

o   Developing and maintaining different internal revenue  mechanism to collect resources by using total market approaches strategies;

o   Managing the resource mobilization tools and instruments database; 

o   Organizing regular trainings in resource mobilization for OSD and Executive Board;

o   Developing and maintaining donor intelligence bank; 

o    Acting as a liaison office between the development Partners and different departments of OSD.

13.2. Roles and Responsibilities of other key players Resource Mobilization 

(i)                 The Executive Director: provides guidance on all major fundraising efforts and donor consultations and is responsible for issuing appropriate communications for commencement of resource mobilization cycles;  

(ii)                Program Team Leader: identify extra budgetary resource requirements for specific thematic support to specific sectors;

(iii)             Resource Mobilization Committee: is established by the Executive Director. It includes representation from volunteers, and staff. The composition of the Committee includes influential volunteers with different professional mix   who holds the portfolio of Business management, Finance and Administration. The Committee convene  four times  in a year

The key roles of the Committee are, but not limited to the following:-

o   Coordinating the establishment of a development partner’s consultative Forum;  

o    Reviewing the resources gap analysis report and agree on areas to  be funded based on OSD priorities approved by the pre- budget conference; Inviting the development partners to choose the thematic areas they would wish to support; 

o   Establishing and strengthening the funding modalities for OSD;

o   Sharing information across OSD and advise Executive director  on resource mobilization matters;

o    Reviewing the monitoring reports on resource mobilization and provides appropriate recommendation. 

(iv)             Resource Mobilization Task force

RMTF is established by the Resource Mobilization Committee. It comprises of Resource mobilization Officer, team leaders of program and others.  The task force helps the Resource Mobilization Committee in fulfilling its mandate and serves as activist in their respective capacities while sourcing resources for GPSDO Program. Specifically the Task Force plays the following roles:

o   Organize a fundraising events for particular projects;

o    Networking and engaging with potential development partners; 

o    Advising the Resource mobilization Committee on funding modalities;

o    Assisting in the implementation of resource mobilization plans;

o    Reviewing the resource mobilization reports and providing appropriate recommendations;

o   Acting as liaison between their respective Organs and Institutions and the Resource Mobilization Committee.

(v)  OSD Resource Mobilization Network - is comprised of focal point officers from all Resources Mobilization Officer, Volunteer and member of Executive Board. It is established by the Resource Mobilization Officer.

The roles of Resource Mobilization Focal Point Officers across OSD and work unit performed but not limited to the following points:-

o   Acts as a Liaison Officer between his/her unit  and OSD Resource Mobilization Officer;

o    Compiles all relevant information required for Resource Mobilization;

o    Reviews proposals and other related documents before submitting  them to the Resource mobilization Officer

o    Follows up on the progress of the proposals submitted to the Resource Mobilization Officer;

o    Participates in project initiation, progress initiation, progress meetings and closure.

13. Donor Privacy

 

All information concerning donors or prospective donors (including their names, addresses, and telephone numbers; the names of their beneficiaries; the amount of their gift, etc.) shall be kept strictly confidential by the Organization for Social Development, its staff, and volunteers, unless permission is obtained from donors to release such information.

The Organization for Social Development is committed to respecting the privacy of donors. The types of donor information that it collects and maintains are as follows:

• contact information (name, address, telephone number, and email address)

 • giving information

 • Information on events attended, publications received, and special requests for program information

 • Information provided by the donor in the form of comments and suggestions

 

The Organization for Social Development uses donors’ information to understand their interests in its mission and to update them on the organization’s plans and activities. It is shared with staff, board members, volunteers, and consultants only on a “need-to-know” basis.

 

 The organization also assures donors that their names and addresses will not be shared with any third party unless permission has been granted. For those who do not wish to be included on a mailing list that might be sold, rented, or leased to other organizations, donors should contact the Organization for Social Development to have their names removed.

If you have comments or questions about the Organization for Social Development’s donor privacy policy, please email us on This email address is being protected from spambots. You need JavaScript enabled to view it..

14. Confidentiality

 

 In performing their duties, Organization for Social Development staff, board members, and volunteers are privy to information about individuals and families, such as giving history, assets, wealth, and family relationships. This is especially true for staff, board members, and volunteers involved in fundraising and development activities. Due to the sensitivity of this information, it is important that all Organization for Social Development staff, board members, and volunteers adhere to the policy that information shared with them remains confidential, is not discussed with others in private or public settings, and is not disclosed or used for any other purposes.

15. Gift-Acceptance and Procedures

 

The Organization for Social Development seeks outright gifts and future gift commitments that are consistent with its mission. Donations generally will be accepted from individuals, partnerships, corporations, organizations, government agencies, or other entities without limitations-unless the acceptance of gifts from a specific source is inconsistent with the organization’s beliefs, values, and mission. Organization for Social Development will not accept gifts from companies whose products may be harmful to our clients or from donors whose requests for public recognition are incompatible with our philosophy of appreciation.

 

In processing, all gifts will be coded in the donor database for the constituency source from which the gifts were given (e.g., individual, corporation, foundation, organization, etc.).

16.1 In-kind Gifts

 

v  The purpose of this policy is to ensure that the Organization for Social Development accepts gifts-in-kind that support its mission, are consistent with its policies, and are properly accounted for and acknowledged.

v  A gift-in-kind is an item such as equipment, software, or a product that a donor voluntarily transfers to the Organization for Social Development without charge or consideration.

v   Only the Organization for Social Development executive director and board of directors has the authority to accept in-kind gifts.

v  Donors must complete a gift-in-kind form that includes the name of the donor, a description of the item(s), the retail value of the item(s), and permission to publicly recognize the donation.

v  Once accepted, the donated item(s) becomes the property of the Organization for Social Development, which retains the right to dispose of a gift-in-kind as it sees fit, unless another arrangement has been made with the donor.

 

 

18. Volunteers Contribution

 

Voluntarism is the principle of donating time and energy for the benefit of other people in the community as a social responsibility rather than for any financial reward. In Ethiopia is not widely observed but huge associations like OSD and activities organised and undertaken through volunteers. One of the strategic direction of OSD is that strengthen the attachment of voluntaries with the objective of the association and used as one of resource mobilization tool.

 

The strength of volunteers based Associations like OSD is primarily determined by the commitment and dedication of members to bring real changes in the lives of people and communities. It also requires establishing functional leadership system and ensuring good governance in its operation.

 

Believing in the immense role of volunteerism to carve social and economic developments problems facing communities, the Organization will work unreservedly to mobilize professionals and other volunteers for collective actions towards change. Organizational excellence also demands the right approach to deal with problems at hand, the right people in the right places and the right process to achieve the organizational vision and mission while adhering to its stated values which are supported through effective leadership and good governance.

 Process

o   Identifying the potential areas and targeted group for Voluntarism;

o   Creating awareness through social Medias, electronic communication; organizing events and printing media;

o   create conducive environment;

 Strategy

o   Enhance the volunteer base of the Organization  through initiating digital technology;

o   Strengthen organizational and Program management efficiency and effectiveness;

Organization Strategic Plan    2020-24

 

Foreword

OSD expresses its gratitude to those individuals and organizations that provided the necessary information and required support from the inception phase of this Strategic Plan until its completion. Most importantly staffs of OSD that have been highly committed and enthusiastic throughout the process shall take credit for the outcome. In addition, stakeholders, board members, and member associations that participated in the environmental scanning and validation workshop as well as strategy and action plan development exercises deserve special appreciation.

Wondwosen Ayalew,

Executive Directress,

OSD

 

Executive Summary

Following the expiry of its strategic plan, OSD has embarked on a strategic planning management process for the period of 2015-19. In addition to the expiry of the previous strategic plan, major considerations such as shifts in programmatic interventions and resource allocation were the impetus behind conducting the strategic planning process.

The SPM has passed through steps that were participatory and inclusive of key stakeholders of OSD. The stakeholders of OSD, members, and donors have been involved in the strategic planning through different tools. Moreover the staff, management, and board members of OSD have contributed to this strategic plan through questionnaires, interviews and focus group discussions. The internal policy and procedural documents of the Organization are reviewed as part of the environmental scanning process. The aspirations of the OSD as delineated in the previous strategic plan document are also analyzed. Finally the draft strategic plan was presented at a validation workshop held in ---------, and the comments from the workshop were indispensable in producing this final strategic plan document.

The environmental scanning has identified critical issues that need to be addressed in the coming strategic plan. The critical issues identified were: high prevalence of poverty, child abuse and neglect; organizational capacity; partnership and cooperation; monitoring, evaluation, accountability and learning (MEAL); communication; and program themes. Accordingly the strategic objectives of the OSD are designed to address these critical issues. The strategic objectives OSD that are translated to programmatic areas are:

1. To supplement the child protection activities of the government
2. To ensure gender swell-being through economic independence of women
3. To scale-up and support existing social protection initiatives of the State
4. To promote the corporate social responsibility of the business community
5. To enhance the capacity of the organization to meet the expectations of its stakeholders
6. To enhance the use of organizational lessons of OSD

This strategic plan requires OSD to start new programs and reform some of its internal policies that relate to monitoring and evaluation, partnership, communication, and resource mobilization. Specifically the OSD needs to conduct annual, midterm and end-term result based evaluation of its performance. A total budget of Br. 21,750,000.00 is earmarked for the execution of the strategic plan within the coming five years.

Finally the strategic plan has set detail indicative activities for the strategic plan as depicted in the logical framework matrix annexed to this report.

List of Figures and Tables

Figure 1: Rating Overall Achievement of OSD (Source: OSD strategic plan evaluation report, 2014) 9

Figure 2: Rating of effectiveness (Source: OSD strategic plan evaluation report, 2014) 14

Table 1: OSD's Efficiency. 13

Table 2: Key stakeholders' analysis. 17

Table 3: Strategic Interventions and Indicators. 29

Table 4: Action plan. 32

Table 5: Logical Framework Matrix. 40

 

Table of Contents

Foreword. ii

Executive Summary. iii

List of Figures and Tables. v

1     Introduction. 1

1.1      Background. 1

1.2      Organizational history. 1

1.3      Aspirations of OSD.. 2

1.4      Programmes and strategic priorities. 3

1.5      Projects implemented. 3

1.6      Key supporters and funders. 4

1.7      Budget performance. 5

1.8      Justification for the SP process. 5

1.9      Strategic planning process: methodology and challenges. 6

1.9.1       Methodology. 6

1.9.2       Challenges. 6

2     Environmental Scanning: Findings and Critical Issues. 7

2.1      Country context 7

2.2      SWOT assessment 8

2.2.1       Strengths and weaknesses. 8

2.2.2       Opportunities and threats. 14

2.3      Stakeholders Assessment 16

2.4      Critical Issues. 19

2.4.1       High prevalence of poverty, child abuse and neglect 19

2.4.2       Organizational capacity/system building. 19

2.4.3       Partnership and cooperation. 20

2.4.4       Communications. 20

2.4.5       Resource mobilization. 21

2.4.6       Intervention theme. 21

3     Aspirations. 22

3.1      Vision. 22

3.2      Mission. 22

3.3      Overall purpose. 22

3.4      Values. 22

3.5      Strategic objectives. 23

3.6      Implementation strategies. 23

3.6.1       Overarching implementation strategies. 23

3.6.2       Strategic objectives and interventions. 23

3.6.3       Strategic objectives and result indicators. 28

3.7      Action Plan. 32

3.8      M&E. 37

4     Implications of the Strategy. 38

4.1      Program implications– improve, start, stop. 38

4.2      Organizational Implications– structure, staffing, capacity building. 38

4.3      Financial/ Resource Implications. 39

ANNEXES. 40

Annex 1: Logical Framework Matrix. 40

ANNEXES

Annex 1: Logical Framework Matrix

Table 5: Logical Framework Matrix

Narrative summary	Objectively verifiable indicators	Means of verification	External factors (Assumptions)
Development Objective: By 2019, OSD will contribute for the reduction in extreme poverty and vulnerability through promotion of corporate social responsibility, child protection, gender equality, and social protection	·         Availability and quality of social protection, and child protection, services in selected areas ·         Trends in gender well-being and CSR	·         Baseline survey ·         Survey reports ·         Project monitoring and evaluation reports	·         Availability of funds ·         Commitment of stakeholders ·         Political and legal environment
Immediate Outcomes and respective outputs
Provision of quality social protection services to reduce extreme poverty and vulnerability	·         Availability of quality social protection services ·         Coverage  of social insurance ·         Employment level ·         Access to basic social services for the poor and vulnerable groups	·         Baseline survey ·         Survey reports ·         Project monitoring and evaluation reports	·         Availability of funds ·         Commitment of stakeholders ·         Political and legal environment
1.1 Social safety net for  poor and vulnerable individuals, households, from the adverse effects of shocks and destitution	·         Coverage and quality of social safety net services during times of destitution and shocks	·         Baseline survey ·         Survey reports ·         Project monitoring and evaluation reports	·         Availability of funds ·         Commitment of stakeholders ·         Political and legal environment
1.2 Increase in the coverage of social insurance	·         Coverage of social insurance	·         Baseline survey ·         Survey reports ·         Project monitoring and evaluation reports	·         Availability of funds ·         Commitment of stakeholders ·         Political and legal environment
1.3 Increase access to equitable and quality health, education and social welfare services	·         Accessibility of basic social services for the poor	·         Baseline survey ·         Survey reports ·         Project monitoring and evaluation reports	·         Availability of funds ·         Commitment of stakeholders ·         Political and legal environment
1.4 A minimum level of employment for the long term unemployed and under‐employed	·         Level of unemployment and under employment	·         Baseline survey ·         Survey reports ·         Project monitoring and evaluation reports	·         Availability of funds ·         Commitment of stakeholders ·         Political and legal environment
Provision of child protection services to reduce child poverty and vulnerability and foster access to basic services	·         Reduction in child poverty and vulnerability ·         Increase in access to basic services for vulnerable children	·         Baseline survey ·         Survey reports ·         Project monitoring and evaluation reports	·         Availability of funds ·         Commitment of stakeholders ·         Political and legal environment
2.1 Equip parents, caregivers and families  with child development knowledge and skill	·         Reduction in family induced violence on children ·         Knowledge and skills on child development	·         Baseline survey ·         Survey reports ·         Project monitoring and evaluation reports	·         Availability of funds ·         Commitment of stakeholders ·         Political and legal environment
2.2 Children and adolescents managing risks and challenges	·         Children and adolescents becoming less vulnerable for violence ·         Children and adolescents aware of responses for risks   and challenges	·         Baseline survey ·         Survey reports ·         Project monitoring and evaluation reports	·         Availability of funds ·         Commitment of stakeholders ·         Political and legal environment
2.3 Change in attitudes and social norms that encourage violence and discrimination	·         Less effect of attitudes that encourage violence against children	·         Baseline survey ·         Survey reports ·         Project monitoring and evaluation reports	·         Availability of funds ·         Commitment of stakeholders ·         Political and legal environment
2.4 Support for children, both victim and vulnerable, promoted and provided	·         Availability of quality support services for children	·         Baseline survey ·         Survey reports ·         Project monitoring and evaluation reports	·         Availability of funds ·         Commitment of stakeholders ·         Political and legal environment
2.5 Better data and knowledge on child abuse, neglect and HTPs  in selected areas	·         Amount of researches and data on child abuse, neglect and HTPs	·         Baseline survey ·         Survey reports ·         Project monitoring and evaluation reports	·         Availability of funds ·         Commitment of stakeholders ·         Political and legal environment
Promote CSR to increase the involvement of the private sector to lessen extreme poverty and vulnerability	·         Increase in awareness and engagement in CSR	·         Project monitoring and evaluation reports	·         Availability of funds ·         Commitment of stakeholders ·         Political and legal environment
3.1 Better engagement of businesses in CSR	·         Increase in the level of engagement of businesses in CSR	·         Project monitoring and evaluation reports	·         Availability of funds ·         Commitment of stakeholders ·         Political and legal environment
3.2 Awareness on the CSR of businesses among the community	·         Level of awareness on CSR ·         Amount of information/trainings availed on CSR	·         Project monitoring and evaluation reports	·         Availability of funds ·         Commitment of stakeholders ·         Political and legal environment
3.3 Conducive environment for businesses to engage in CSR	·         Legal and policy changes in favor of CSR	·         Project monitoring and evaluation reports	·         Availability of funds ·         Commitment of stakeholders ·         Political and legal environment
Enhance economic independence of women to ensure gender wellbeing	·         Decrease in Women’s poverty ·         Factors that affect women’s vulnerability lessened	·         Baseline survey ·         Survey reports ·         Project evaluation reports	·         Availability of funds ·         Commitment of stakeholders ·         Political and legal environment
4.1 Women workers empowered	·         Knowledge of women workers on their privileges ·         More women asserting their privileges	·         Baseline survey ·         Survey reports ·         Project evaluation reports	·         Availability of funds ·         Commitment of stakeholders ·         Political and legal environment
4.2 Women economically independent through social protection	·         Availability of women focused social protection services ·         Women able to access social protection services	·         Baseline survey ·         Survey reports ·         Project evaluation reports	·         Availability of funds ·         Commitment of stakeholders ·         Political and legal environment
4.3 Lessen women’s poverty, including in-work poverty, and put an end to the gender pay and pension gaps	·         Fair wage for women workers ·         Better pension and no gender pay	·         Baseline survey ·         Survey reports ·         Project evaluation reports	·         Availability of funds ·         Commitment of stakeholders ·         Political and legal environment
Capacity building of OSD	·         Human, material and system capacity of OSD	·         Organizational capacity assessment reports ·         Evaluation reports	·         Availability of funds
5.1 System building	·         Technical and administrative systems in place and up-to-date	·         Organizational capacity assessment reports ·         Evaluation reports	·         Availability of funds
Human capacity building	·         Retention capacity of OSD ·         Provision of on job and out of job trainings for staff ·         Due system for promotion and recruitment of staff in place	·         Organizational capacity assessment reports ·         Evaluation reports	·         Availability of funds
5.3 Material and logistics	·         Acquisition of materials/logistics for the proper functioning of OSD	·         Organizational capacity assessment reports ·         Evaluation reports	·         Availability of funds
Implement and enhance the MEAL system of OSD	·         OSD project management cycle guided by the MEAL system	·         Organizational capacity assessment reports ·         Evaluation reports	·         Availability of funds
6.1 The MEAL system of OSD upgraded and implemented	·         Adoption, implementation and updating of the MEAL system ·         Recruitment of MEAL expert	·         Organizational capacity assessment reports ·         Evaluation reports	·         Availability of funds
6.2 Project cycle management guided and informed by the MEAL	·         Coherent and systemic project cycle management	·         Organizational capacity assessment reports ·         Evaluation reports	·         Availability of funds

 

Indicative Activities	Inputs
Activities	Finance	Personnel	Material
1.1 Conduct baseline survey on social safety net in selected areas Establish and run social safety net programs in selected areas	6000000	·         Program coordinator ·         Project managers ·         Project officers and community development agents	·         Vehicles, office, and office equipment
1.2 Conduct baseline survey on community based social insurance mechanisms Design and implement projects that build on and support the existing social insurance mechanisms	1000000	·         Project officers and development agents	·         Vehicles, office and office equipment
1.3 Conduct a baseline survey on accessibility of basic services for the poor and vulnerable Extend the accessibility of basic social services for the poor and vulnerable (school feeding, health support-laboratory and radiology-, social welfare	2000000	·         Project officers and development agents	·         Vehicles, office and office equipment
1.4 Promote paid social service activities (cleaning, cobble-stone production, child-care, etc) Provision of basic skill trainings for unemployed and underemployed Raise funds for social services rendered by unemployed and underemployed	5000000	·         Project officers and development agents	·         Vehicles
Program Total	14,000,000
2.1 Provide trainings on parenting (house to house training, media training, brochures, at ANC stations etc)	500000	·         Program Coordinator, program Officer, project officers	·         Office materials, vehicle
2.2 Provision of self-defense, assertiveness, and risk management trainings for vulnerable children	300000	·         Program officer	·         Training venues, office materials, vehicles, and physical education materials
2.3 Awareness on social norms that sanction neglect and abuse of children (media programs, social media, brochure, and training)	300000	·         Project officer	·         Training venues, office materials, vehicles, and other education materials
2.4 Comprehensive support for victim and vulnerable children	500000	·         Project officer, counselor	·         Office materials, vehicles
2.5 Research and data collection on child protection issues	500000	·         Project officer, counselor	·         Office materials
Program total	2100000
3.1 Promote good practices of role model businesses	400000	·         Program Coordinator, program officer, project officers	·         Office materials, training venues
3.2 Promote CSR for businesses through media, trainings, and brochures	300000	·         Program Coordinator, program officer, project officers	·         Office materials, training venues
3.3 Engage government and Chambers to advocate conducive environment for CSR	200000	·         Program officer, project officer	·         Office materials, training venues
Program total	900000
4.1 Create partnership for promoting gender well-being at work-place Promote empowerment sessions for women workers	300000	·         Project coordinator, Program officer, Project officer	·         Partnership strategy, office and office materials
4.2 Enhance awareness on the uses of community based social protection Support the  community based social protection mechanisms	1000000	·         Project coordinator, Program officer, Project officer	·         Office and office materials, guidelines on community based social protection mechanisms for women
4.3 Promote equal pay and pension through CSR	400000	·         Project coordinator, Program officer, Project officer	·         Office and office materials
Program total	1700000
5.1 Adopt and adopt financial, administrative, technical guides/manuals of the organization	200000	·         Executive Director, Admin and finance officer	·         Office and office materials
5.2 Recruitment of qualified staff Recruitment of volunteers Provision of on job and out of job trainings for staff Adopt and update human resource manual for staff and volunteer	500000	·         Executive Director, Admin and finance officer	·         Office and office materials
5.3 Procurement of vehicles (light and field vehicles) Procurement of office materials	2000000	·         Executive Director, Admin and finance officer	·         Office and office materials
Program total	2700000
6.1 Adopt and upgrade the MEAL system of OSD	300000	·         Executive Director, MEAL officer	·         MEAL guideline, office and office materials
6.2 Project cycle management guideline	50000	·         Executive Director, MEAL Officer	·         MEAL guideline, office and office materials
Program Total	350000
Grand total	21,750,000

 

 ORGANIZATION ADMINSTRATION MANUAL

 

   

iii)                Worse

 

d)                 Recommendations on performance evaluation of employee on probation

 

i)                    Since he/she Meets Expectations (or above ME), let him/her be permanent employee

 

ii)                  Since he/she Low Meets Expectations (LM), his/her probation period should be extended by 45 days.

iii)                Since he/she is Below Expectations (BE), he/she should be dismissed

 

 

e)                  The Supervisor who rated the employee

 

 

 

Name                                                               Signature                     Date

 

f)                   Comments given by the employee                                                                             

 

 

 

 

 

 

 

 

 

 

 

Name                                                   Signature                     Date

 

g)                  Reviewing Official’s remarks                                                                                     

 

 

 

 

 

 

 

 

 

 

 

 

Name                                                   Signature                                 Date

Organizational Safeguarding Policy

ORGANIZATION CIVIC SPACE ADVOCACY STRATEGY                                                       

Contents

1.      Background of the Organization. 2

1.1 Legal status. 2

1.2 Vision. 3

1.3 Mission. 3

1.4 Thematic Operation. 3

1.5 Overall Objective. 4

1.6 Values. 4

2.      What is Civic Space?. 4

3.      Civic Space Advocacy in Ethiopia. 5

4.      Organization for Social Development’s Engagement in Advocating Civic Space. 6

4.1 Designing Advocacy Messages. 6

4.2 Advocacy engagement with government. 7

4.3 Building a constituency for advocacy. 7

4.4 Media Advocacy. 7

4.5 Leveraging new technologies for increased participation and protecting civic space online. 8

 

 

1.     Background of the Organization

Rooted in pursuit of the public interest and social justice, Organization for Social Development (formerly Organization for Social Justice in Ethiopia) has been engaged, since its establishment in 2003, in wide and diverse interventions ranging from advancement of human welfare, democracy and good governance to maximizing the role of the private sector in promoting social justice by upholding Corporate Social Responsibility (CSR) as the main thematic area of its operation.  Realizing the enormous but untapped potential of the private sector to advance human rights and materialize people-centered all inclusive development in the country, OSD has launched in 2010 a strategic plan to promote Corporate Social Responsibility (CSR) among the business community, government organs and the public.     

Since then, OSD has implemented projects that achieved an increased awareness and understanding on CSR and enhanced capacity of the private sector to comply with international and domestic principles and standards which deal with different aspects of CSR.  Having research as one of its main components researches on private sector and civil society partnership, the role of the private sector in advancing reproductive health in Ethiopia, engagement of the private sector in improving welfare of disadvantaged and vulnerable groups and,  corporate social responsibility and child welfare, have been undertaken.  Analyzing legal and policy environments and practices as well as bringing on board international initiatives and best practices, these researches substantially contributed in addressing the information gap with regard to CSR practice in Ethiopia and have provided baseline for contextualizing and adopting CSR initiatives. In addition to conducting researches OSD works to introduce the concept, to raise awareness on different aspects of CSR, to enhance implementation by the private sector and to advocate for creation of an enabling legal and policy environment by using broadcasting and print media, organizing trainings targeted at selected representatives from governmental offices, civil society, Chamber of Commerce and Sector Associations; promoting good practices using different mechanisms and; establishing partnerships/networks with different entities including chambers of commerce and sect oral associations.

1.1 Legal status

Organization for Social Development (OSD) (formerly called Organization for Social Justice in Ethiopia (OSJE)) is an indigenous, non-profit, non-partisan, non-governmental organization. Under the requirements set by a new Charities and Societies Proclamation (entered into force on February 13, 2009) Organization for Social Development re-registered as Ethiopian Resident Charity by Federal Democratic Republic of Ethiopia, Ministry of Justice, Charities and Societies Agency on November, 2019 – License Number 0843 assuming the current name. 

1.2 Vision

Seeing a community wherein equitable access to basic economic and social services for every citizen is ensured.

1.3 Mission

 We foster social development with special emphasis to environment protection, access to standard and quality social services and productivity by promoting Corporate Social Responsibility (CSR) among business organizations, citizens, and government bodies.

1.4 Thematic Operation

The general thematic areas of which Organization for Social Development engages itself in are:-

·         Health

·         Education

·         People with Disability

·         Environmental Protection

·         Women Economic Empowerment

·         Refugees etc……

Specifically Organization for Social Development has been focusing on promoting the concept Corporate Social Responsibility among private businesses, citizens and government bodies as to improve and strengthen the role played by business firms in the development endeavors of the country. For this purpose, OSD organizes its interventions into three categories:

      Awareness and Capacity Building- focuses on ensuring enhanced CSR activities and understanding among business organizations, the government and the general public

       Research- focuses on improving CSR knowledge and information as well as identifying further intervention areas to improve laws, policies and practices related to CSR in Ethiopia

      Advocacy and Promotion- aims at creating an enabling and favorable legal and policy environment for CSR practices and improve CSR performance among the business community

1.5 Overall Objective

To increase involvement of private sectors in the development process of the country, through awareness creating, promoting practices, and advocating for an enabling environment pertaining to Corporate Social Responsibility in the country.

Ø  To promote environment protection

Ø  To promote accessibility of standard and quality public/social services to the society (education, health, food, shelter)

Ø  To encourage productivity and quality services

1.6 Values

      The core values that inspired the vision and mission of the Organization for Social Development    include:

      Lasting Impact

      Participation and empowerment

      Self-actualization

       Equality

       Justice

       Integrity

      Accountability

2.     What is Civic Space?

 

Civic space is the environment that enables people and groups – or “civic space actors” – to participate meaningfully in the political, economic, social and cultural life of their societies. States shape the legal and policy space within which people express views, assemble, associate and engage in dialogue with one another and with authorities about issues that affect their lives, from the quality of basic services, to better institutions and respect for fundamental freedoms. Civil society actors – including human rights defenders, women advocates, children, young people, members of minorities and indigenous people, trade unionists and journalists – should to be able to express themselves freely in full security and effect change peacefully and effectively.

Importantly, civic space relies on formal and informal channels through which individuals and groups can play a role in policymaking and contribute to decision-making, political and peace building processes. These require mechanisms that allow effective access to information, dialogue and the expression of dissenting and unpopular views.

The freedoms of expression, including access to information, of peaceful assembly and association apply at all times – both online and offline. A vibrant civic space requires an open, secure and safe environment that is free from all acts of intimidation, harassment and reprisals, whether online or offline. Any restrictions on such a space must comply with international human rights law [i.e., must not discriminate, must be provided for by law, and be necessary and proportionate].

3.     Purpose of the Advocacy Strategy

 

 

4.     Civic Space Advocacy in Ethiopia

Change in civic space impacts participation, association and expression of thoughts. Yet civic space, as the oxygen for people’s voices, and vital prerequisite for CSOs to function, is currently shrinking on a global scale. CSOs, Medias and people around the world face serious restrictions and repression when exercising their basic rights due to shrinking civic space. The case in Ethiopia depicts that freedom of speech, association and expression of thought is not legally denied. The legal infrastructure of the country is as pleasant as those states known with their protection of human rights violations.

The government in Ethiopia had introduced some initiatives to participate civil society organizations and other conscious actors in the policy making process. The past five years the Ethiopian government spanning the range of political systems from closed during the developmental state of the previous regime to semi-democratic. It relived the legislative restriction against the activities of civil societies, introduced less restrictive media law and revised anti-terrorism proclamation.

The government has taken a crucial step in realizing effective operation of CSOs by revising the former proclamation no. 621/2009. Nonetheless, while the country had appeasing legal documents, the government had installed operational impediments. The failure of some bureaucrats in government institutions to understand the amended legal provisions put tremendous administrative impediments for CSOs. With the passage of time the government attempt to de-legitimate civic actors on grounds that it is partial, elitist, or foreign affiliated. Civic space has undeniably shrunk. Therefore, CSOs shall devise advocacy strategies to broaden the civic space. 

CSOs can undertake effective advocacy to champion the broadening of the civic space. Advocacies constitute one of the key elements engagement by the CSOs. Through effective advocacy, CSOs can make a difference and influence decision makers to take steps to broaden the civic space. The civic space situation, therefore, get improved through this advocacy.

This could be done through a series of tools and actions including generating evidence on civic space, dissemination of monitoring reports, private engagements with relevant bodies and conducting media campaigns to ensure visibility for the issues and that action if taken. It is crucial that CSOs devise timely and relevant advocacy strategies by placing the necessary staff and funding on board to bring about the necessary policy change using the most appropriate channels and that they should combine different strategies for maximum impact.

5.     Organization for Social Development’s Engagement in Advocating Civic Space

Organization for Social Development will follow the below listed advocacy strategies can help to impact the civic space in Ethiopia.

4.1 Designing Advocacy Messages

Since effective advocacy requires a clear discourse or message for each policy engagement, based on a thorough analysis of how to influence the situation in the civic space, advocacy messages will be designed and tailored to specific authorities in order to frame a certain policy matter and persuade the receiver to take action to improve the situation.  Advocacy message is more likely to have an effect when there is a constituency for it and when multiple institutions are able to convey it.

4.2 Advocacy engagement with government

Any successful civic space advocacy requires effective engagement with government actors. Based on a strategic analysis of how to approach a specific civic space determinant, OSD shall identify and prioritize a certain set of actors who have the authority to bring about the desired change. In that regard, the initial approach often will involve presenting verified information and analysis the civic space to the authorities that have the power to bring about the change.

4.3 Building a constituency for advocacy

Interventions for civic space and influence with the authorities do not always turn out as expected. Sometimes CSOs may not achieve the desired initial objective and other times they may obtain more than initial planned. One way to enhance concerned effort is to build to constituency for advocacy to advance advocacy agenda around a human right policy. The larger the support base, the greater the chance of success. As a result, as CSO, OSD should ascertain it has sufficient partnership with national and international actors that can advance its civic space agenda. It can employ different tactics to achieve that including more formal approaches of convening crucial actors or but also informal ways. Authorities are often more prone to direct influence through other contacts in the community, such as other policymakers, religious leaders, the media, and community-based organizations and so on. OSD should consider and explore these avenues so that it may identify individuals or organizations that can sometimes be more effective at transmitting civic space to the relevant authorities.

4.4 Media Advocacy

Media advocacy is the use of media, including social media, to advance civic space agendas. Since media plays a significant role by raising awareness of human rights issues, expose violations, and empower people to take action. In terms of advancing CSOs the media can be used to amplify the advocacy messages, to create strong constituency for influencing policy makers by making the issues CSOs are pushing for to be heard more loudly. OSD will develop media engagement strategy and conduct media with the aim of:

Ø  Informing the media- and through them the public- about the civic space and the impact on them (the medias).

Ø  Persuading the media to cover issues regarding the civic space from the civil society organization angle

Ø  Using the media to pressure policy makers to change or institute the civic space

Ø  Influencing the media to give civil society organization or other coalition extensive coverage

 

4.5 Leveraging new technologies for increased participation and protecting civic space online

Digital tools are used by more than 3 billion people around the world to access and store information, to express opinions, to participate in decision-making and to mobilize. Digital technologies have created new spaces for exchange, mobilization and participation. At the same time, obstacles to expression, participation and assembly have evolved or intensified, such as in the case of Internet shutdowns, online surveillance, online attacks and disinformation campaigns. Responses to these challenges are also more complex, as online civic space platforms are often privately owned

Therefore, putting the maximum influence on the government to encourage the establishments and to ease the requirements of establishing civil society organizations for children and child led civil society organizations.

 For this purpose the following strategies will help

v  Sensitization of government bureaucrats to understand the amended proclamations that comparatively broadened the civic space.

v  Encouraging the community of practice or networking among civil society organizations to have a common voice of challenging the legal and administrative impediments.

v  Engaging the civic actor such as media to popularize and create an informed citizen in resisting the political, administrative.

Moreover, to effectively address restrictions on civil society space, OSD will target and involve a range of stakeholders such as: international institutions and donors; international and national civil society; networks; media; and the general public.

In addition, Organization for Social Development as a CSO, in collaboration and coalition with Save the Children Partners (CEHRO, GPSDO, RATSON and others) will play its own role in different platforms and engagements to widen civic spaces. It will also make efforts to prepare workshops, discussion forums and consultative meetings to influence decision makers.

 

 

 

Organizational Safeguarding Policy