About Us

Future Directions

  • Opportunities
  • Future Direction
  • Continue with capacity building of its members
  • Evolve into a center of excellence
  • Development of a think-tank
  • Networking
  • Innovation

CRDA’s future direction is largely based on lessons drawn from its more than three decades of experiences in relief, rehabilitation and development work in the country and its readiness to keep its eyes open to emerging needs of its members and to the international NGO trends.  Most importantly, however, it builds on the opportunities (within country and outside) that are present for strengthening the NGO sector.


  • There is increasing recognition of NGOs’/CSOs role in development.  In particular, there are certain positive changes in the Government’s opinion regarding the role of NGOs/CSOs in development.  This should allow for greater scope in building partnerships in the future.
  • Similarly, there are opportunities that provide greater scope for NGO/CSO participation in Government-led initiatives. The most important ones include the Poverty Reduction Strategy, a focus on capacity building, especially at the local and community levels, continued decentralization of government planning and decision-making; and a growing attention to good governance and lobbying for the poor.
  • The Government is seriously intending to design and implement capacity building programs targeting the private sector, NGOs and other civil society organizations involved in development. No doubt, this would complement the CCRDA capacity building program.
  • The development paradigm in Ethiopia appears to encourage participatory bottom-up planning in which community-based organizations and beneficiaries are actively involved. This complements CCRDA’s approach to development and should allow greater engagement of its members that operate at the grassroots level.
  • A growing collaboration and development of joint initiatives between CCRDA and other organizations at local and international levels in areas such as training, funding, good governance, lobbying, etc. should allow for greater impact.

Apparently, some developments and changes within the organization itself also serve as opportunities for the future.

  • Organizational maturity, experience and skills acquired to-date in key areas such as networking, good governance, lobbying, nurturing partnerships, and information generation and dissemination.
  • The sustained readiness and commitment of CCRDA membership and CCRDA Board in assuming responsibilities that  promote and contribute to the continued growth and effective performance of the Consortium.
  • Expanding its services and operations outside of the country by giving the Diaspora a chance and channel as well to render their support and assistance.

Future Direction

The future will demand much from the Consortium.  Continued involvement of NGOs/CSOs in Ethiopia’s development endeavors and growth of indigenous NGOs is expected as the enabling environment continues to improve. In due course, the need to create vibrant networks among NGOs and network of networks is evident. The services of CCRDA in both areas (building local capacity and promoting/supporting the emergence of networks and coalitions of NGOs) will be demanded.  To fulfill this demand, CCRDA will focus on the following areas in the coming years.

Continue with capacity building of its members:Given that the NGO sector is still small in Ethiopia and is expected to expand, CCRDA will continue with its capacity building initiatives but in a more targeted, monitored and participatory manner. Emphasis will be placed on accountability, efficacy and transparency. This role will be strengthened through providing training on various topics such as leadership, good governance, resource mobilization, etc., arranging competitive funding schemes, giving advices and equipment.

Resource mobilization and financial sustainability:  As development needs of communities and the work of CCRDA members continue to be more diversified, expanded and complex, resource requirements will also continue to grow. The Consortium will, therefore, work towards increasing and diversifying its resources base and improve its financial sustainability. CCRDA will enhance its resource mobilization capacity, look for new external donors, expand income-generation opportunities from local sources and explore possibilities for partnerships with the public and private sectors to access funds.

Evolve into a center of excellence: The Consortium will be transformed into a center of excellence in development issues and initiatives.  Several initiatives will contribute towards this such as

Development of a think-tank: CCRDA is quite aware that internal and external factors under which it has been functioning are changing faster than anticipated.  It is equally aware that the dynamics of change will continue, perhaps even at a faster rate. Yet, it is imperative that CCRDA keep abreast of such developments and engage proactively in relevant debates.  It will, therefore, build a research-oriented think-tank within the Secretariat.

Networking: CCRDA hopes to become a network of networks that undertakes policy research on poverty alleviation, consultation and good governance, act as a forum for dialogue on critical development issues and serve as an up-to-date information resource on development matters of national and global concerns and significance.

Innovation: Promote innovative approaches to NGO services to hard-to-reach communities; e.g., pastoralists.