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1.
focal areas of intervention: |
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Environmental protection, |
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Improved agricultural practice, |
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Water development and water resource management, |
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Pastoralist development, |
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Relief and rehabilitation, |
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Social development intervention, e.g. HIV/AIDS and sanitation,
childcare, organization and mobilization of the youth force, gender
equity, |
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Resource mobilization & Institutional capacity building. |
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2.
MAIN STRATEGIES: |
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Undertake people centered / participated projects / programmes, |
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Foster active partnership with individuals, community groups,
national and international governmental and nongovernmental
organizations to enhance rural development, |
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Build the capacity of the local partners (communities, line
departments etc) as a basis for sustainability of development
interventions, |
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Build organizational capacity, staff commitment, individual and
group accountability to all stakeholders, |
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Closely work with CSO, CBO and government chambers at various
levels. |
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3.
Organization Structure: |
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OSHO has a General Assembly in which all its stakeholders
participate to make decision on policy issues. It has also a Board
drawn from the General Assembly composed of highly reputed and
professionally qualified personalities. Professor Mesfin Abebe,
chairs the Board. To realise a collective leadership a Managing
Team, chaired by the General Manager is in place. The Managing Team
is composed of department heads programme / project managers.
All programmes / projects run by OSHO have their own organizational
structures based on the generally accepted principles and donor
specific conditions.
This dynamic structure is always subject to revision based on the
expansion of the program. |
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4.
Staff: |
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OSHO has very
stable, committed, qualified, skilled and non-skilled personnel both
at project levels and at the head office. Following the newly
approved five years strategic plan multi discipline employees are
expected to join OSHO. |
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5.
Office & Other facilities: |
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OSHo’s
Head Quarter is
located in the centre of the town facing the
Addis Ababa
Commercial
College.
Its office is a ground plus one modern Government building. OSHO has
a plan to construct its own office both in Adama and Addis Ababa.
OSHO
has fairly enough facilities like, vehicles, machines, equipments,
and furniture to carry out the ongoing projects. |
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6.
Management Tools: |
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Continuous efforts have been made to refine the management systems
of OSHO. As a result, organizational manuals were prepared and put
into practice.
A financial manual supported by QuickBooks Pro software is in
place. Accounts
are in the following Banks; |
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Commercial Bank of Ethiopia International Banking Division
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Commercial Bank of Ethiopia, Senga Tara Branch, Addis Ababa |
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Wegagen Bank S.CO, Meskel Branch, Addis Ababa |
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Human resource management manual and software are developed and
applied.
Property and transport management manuals and software are developed
and applied. |
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7.
Phasing
Out STRATEGY: |
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When projects are developed it is OSHO’s policy and tradition
to thoroughly think and design modalities of handing over to the
beneficiary communities and concerned line departments. To assure
the sustainability of projects OSHO has a well-designed “Phasing out
Strategy”. |
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8.
Audit: |
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Recognized external auditors properly audit OSHO’s financial
transactions at the head office and at the project levels regularly.
To this end all projects are audited up to end of 2002. |
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9.
Monitoring and evaluation: |
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Monitoring and Evaluation Procedures are developed
and implemented. Based on this, perpetual and periodic monitoring
and evaluations have been conducted for all projects / programs by
independent consultants and line department professionals. As a part
of management activity monitoring and evaluation tools are in place
and are essentially implemented during the implementation and after
the completion of all projects. |
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