Government of Ethiopia

The government of Ethiopia (Amharic: የኢትዮጵያ መንግሥት, romanized: Ye-Ītyōṗṗyā mängəst) is the federal government of Ethiopia. It is structured in a framework of a federal parliamentary republic, whereby the prime minister is the head of government. Executive power is exercised by the government. The prime minister is chosen by the lower chamber of the Federal Parliamentary Assembly. Federal legislative power is vested in both the government and the two chambers of parliament. The judiciary is more or less independent of the executive and the legislature. They are governed under the 1995 Constitution of Ethiopia. There is a bicameral parliament made of the 108-seat House of Federation and the 547-seat House of Peoples' Representatives. The House of Federation has members chosen by the regional councils to serve five-year terms. The House of Peoples' Representatives is elected by direct election, who in turn elect the president for a six-year term.
Ethiopia has always oscillated between centralisation of power, this was accelerated under the 19th century emperors Tewodros II (1855–68) and Yohannes IV (1872–89). This was replicated in modern times under thhe Derg regime, after the fall of the Derg, the federalism introduced in 1991 by the Tigray People’s Liberation Front (TPLF).
Historically, the Ethiopian Empire, known as "Abyssinia" and "Ze-Etiyopia" called prior to the mid-19th century, consisted mainly of the Amhara and Tigrayans. These are northern people who share a similar language, culture and customs, who now make up c. 24% and 6% respectively of modern Ethiopia. Tewodros II reunified Northern Ethiopia from 1855, while his successor Yohannes IV embarked on a series of brutal military campaigns between 1880–1889 to conquer and annex the southern and eastern regions, namely western Oromo, Sidama, Gurage, Wolayta and other groups, leading largely to the current national borders.
The inhabitants of these Southern states had different languages and customs; mostly Muslim and Pagan, but particularly the most populous group, the Oromos, 34% currently, occupied valuable agricultural and developable lands which now contain the capital Addis Ababa, the heart of urban Ethiopia and its industrial hub on traditional Oromo lands.
The conquest involved mass killings, which would now be termed genocide, enslavement, land confiscation and forcible conversion to Ethiopian Orthodox Christianity, motivated by a cultural contempt for what were considered inferior peoples. These historical memories persist in part, aggravated even today by ‘land grabs’ in the southern Oromo heartland by the ruling non-Oromo hegemony and by similar competition for land and resources between the Amhara and Ethiopian Somalis in the North.
The centralised Ethiopian Empire under Haile Selassie was abolished following the Ethiopian Revolution, the Mengistu and communist Derg coup of 1974, replaced by an equally centralised Marxist-Leninist system, including the continuation of the military campaigns started by Haile Selassie in 1961 against the resistance within Eritrea, annexed in 1961, which persisted until 1991, and against the Somali Ogaden invasion of 1977/78.
Following the dissolution of the Derg in 1991, by the TPLF, which ended the Ethiopian Civil War and established independence for Eritrea, Ethiopia formed a transitional government along federal lines which lasted until 1995. The 1995 Constitution of Ethiopia was promulgated by the Ethiopian People's Revolutionary Democratic Front (EPRDF), which enshrined a form of ethnic-based federalism, consisting of 11 ethno-linguistically defined regional states and 2 chartered cities. The states are: Afar; Amhara, Benishangul-Gumuz; Gambela; Harari; Oromia; Somali; the Southern Nations, Nationalities, and Peoples' Region; Tigray; Sidama; and South West Ethiopia. The chartered cities are Addis Ababa, the country's capital, and Dire Dawa. The federal structure was intended to alleviate the persistent historical ethnic tensions by establishing regional autonomy and a degree of self-rule. Article 39, Section 1 states: "Every nation, nationality and people has an unconditional right to self-determination including the right to section." Each ethnic territory was thus given the right to secede, which was welcomed by those federally-minded but proved controversial amongst supporters of Ethiopian nationalism and its diaspora, especially the previously dominant Amhara, who feared it would decentralise government and induce ethnic tensions.
After the 1995 general election, Meles Zenawi, chairman of the Tigray People's Liberation Front, was appointed as Prime Minister. His government reversed the communist policies of the Derg and progressively encouraged privatization of government companies, farms, lands, and investments. This socioeconomic and partial political liberalization within a federalist system, combined with a return of considerable foreign investment led to significant economic growth, double-digit in his last 9 years until his sudden death in 2012. His deputy Hailemariam Desalegn, assumed power, which was only confirmed by elections in 2015. Under the leadership of Hailemariam, the Tigray People's Liberation Front and EPRDF maintained the same policies until 2018, earning Ethiopia the status as the fastest-growing economy in Africa. While Meles introduced many social reforms, there was still a notable degree of political and media suppression, coupled with allegations of election meddling in 2005. The TPLF, drawn from only 6% of the population, was seen as unduly favourable to Tigrayans, with resentment from the majority Oromos (34%) and Amhara (27%), with ethnic clashes also involving Ethiopian Somalis (6%).
The Federal Parliamentary Assembly has two chambers: the House of People's Representatives (Yehizbtewekayoch Mekir Bet) with 547 members, elected for five-year terms in single-seat constituencies; and the House of the Federation (Yefedereshn Mekir Bet) with 112 members, one for each nationality, and one additional representative for each one million of its population, designated by the regional councils, which may elect them themselves or through popular elections.
The president and vice president of the Federal Supreme Court are recommended by the prime minister and appointed by the House of People's Representatives; for other federal judges, the prime minister submits candidates selected by the Federal Judicial Administrative Council to the House of People's Representatives for appointment. In May 2007, the Ethiopian Federal courts received the Technology in Government in Africa (TIGA) award that is provided by Economic Commission for Africa (ECA) and the Canadian e-Policy Resource Center (CePRC).
With regard to the legal profession, although organizations such as the Ethiopian Lawyers' Association (formerly the Ethiopian Bar Association) and the Ethiopian Women Lawyers Association (EWLA) are in existence, there is no clear indication as to how demographic groups, such as women, have fared in the legal field.
The House of People's Representatives elects the president for a six-year term. The prime minister is designated by the party in power following legislative elections. The Council of Ministers, according to the 1995 constitution, consists of the Prime Minister, the Deputy Prime Minister, other Ministers and other members as determined and approved by the House of People's Representatives. Among the ministries are the Ministry of Finance and Economic Development, the Ministry of Foreign Affairs, the Ministry of Agriculture and Rural Development, the Ministry of Water Resources, the Ministry of Health, and the Ministry of the Environment.
Ethiopia is divided into 12 ethno-linguistically based regional states and 2 chartered cities. The states are: Afar; Amhara, Benishangul/Gumaz; Gambela; Harari; Oromia; Somali; South Ethiopia; Central Ethiopia; Tigray; Sidama; South West Ethiopia. The chartered cities are Addis Ababa, the country's capital, and Dire Dawa.
The public management system in Ethiopia has undergone significant transformations throughout historical, cultural, and pollical contexts. all elements spontaneously impacted on the way public sector management has been structured and reformed in different periods of Ethiopian history.
The history of Ethiopia has played a pivotal role in shaping the country’s public management system. This evolution can be divided into three major periods:
During this period, Ethiopia was ruled by the Emperor Haile Selassie. He introduced several initiatives to modernize the country's public management system, such as:
The 1931 Constitution and its 1955 revision were the most significant factors shaping Ethiopia’s public management system during this period. These constitutions formally established the separation of powers into three branches: legislative, executive, and judicial. Additionally, a bicameral legislature was introduced, consisting of the Chamber of Deputies (Lower House), whose members were indirectly elected by the people, and the Senate (Upper House), whose members were appointed by the emperor.
However, the constitution concentrated most executive power in the hands of the emperor, limiting the operation and independence of the public management system. As a result, Ethiopia’s governance functioned as a Centralized Autocracy, where the emperor retained key powers, including the appointment and dismissal of government officials and members of the national legislature, as well as the authority to draft, veto, and amend legislation, even after parliamentary approval. Additionally, he exercised control over the military, judiciary, and land distribution and held the power to appoint and approve high-ranking Christian religious leaders.
The public management system during this period faced several significant shortcomings, including:
Initially, the Derg regime adopted a socialist approach to national development, aiming to establish equality in access to resources and public services. Throughout its rule, the government implemented several mechanisms reflecting socialist principles in public sector management, including:
A key factor shaping the public management system during the Derg regime was Mengistu Haile Mariam’s adoption of Marxist-Leninist ideology in 1976 and his complete consolidation of power in 1977. This shift led to a governance system dominated by military rule, with no parliamentary structure or electoral processes. Although administrative decentralization was introduced through Kebeles, in practice, these local organizations lacked real authority as they remained strictly controlled by the central military government.
As a result, the Derg regime functioned as a Centralized Military Autocracy, with socialist ideology serving as a facade. Even when Mengistu introduced the 1987 Constitution to create the appearance of a civilian government, this further entrenched his monopoly on power. A clear example of this was the establishment of a unicameral legislature (National Shengo), where all members were elected exclusively through the Workers' Party of Ethiopia (WPE)—the sole legal party under Mengistu’s rule.
The public management system under the Derg regime resulted in several significant consequences, including:
The EPRDF era marked a significant shift in Ethiopia’s public management system, moving away from the centralized military autocracy of the Derg towards a federal decentralized system. Following the overthrow of the Derg in 1991, the EPRDF-led transitional government implemented sweeping reforms aimed at restructuring governance, redefining the role of the state, and promoting ethnic federalism.
The EPRDF introduced several key reforms that shaped Ethiopia’s governance structure:
Despite the structural changes, public management under the EPRDF faced major obstacles:
While the EPRDF’s decentralization reforms improved regional governance and economic growth, the system also exacerbated political fragmentation and instability. By the late 2010s, public dissatisfaction over governance inefficiencies, ethnic tensions, and political repression led to increasing calls for reform. In 2019, Prime Minister Abiy Ahmed dissolved the EPRDF, transitioning Ethiopia into a new era of governance under the Prosperity Party, marking another turning point in Ethiopia’s public management evolution.
Culture have shaped Ethiopia’s public management system over time:
Political factors have significantly shaped Ethiopia’s public management system, often influencing governance structures, policy decisions, and administrative priorities. Two major political forces that shaped Ethiopia’s governance are foreign influence and war-driven governance strategies.
The historical, cultural, and political contexts have collectively shaped Ethiopia’s public management system, influencing its governance structures, administrative efficiency, and policy decisions. From imperial centralization to military rule and ethnic federalism, Ethiopia’s public sector evolved in response to external influences, internal conflicts, and socio-political dynamics, demonstrating how these factors continuously interacted to define the country’s governance framework.
In the early 1990’s, a number of reforms to improve the public sector service in Ethiopia was introduced. The Public Service Reform Programme (PSRP) focused on key areas that impacted on how public services were provided to communities and individuals in Ethiopia. These key areas included:
Ethiopia’s public sector consists of government institutions and organizations that manage public resources, implement policies and provide public services to those who need them. The system is organized based on the country’s federal system which includes federal, regional and local levels of government.
Federal government
Regional government
Local government
Civil servants in Ethiopia carry out government policies and provide public services. The public service system is organized into ministries, bureaus, and agencies. These are guided by civil service laws and regulations. The Ethiopian Civil Service Commission (CSC) oversees the public sector, ensuring it runs effectively. The CSC handles human resources, regulatory compliance, institutional development, and public sector reforms, playing a key role in improving governance and service delivery in Ethiopia.
The key areas that the CSC oversees for the Federal government; and provides advice and guidance to Regional and Local governments are:
Human Resource Management – responsible for overseeing the recruitment, placement, promotion, and career development of public servants at all levels of government (federal, regional, and local). This includes recruitment and selection where CSC establishes guidelines and systems for recruitment across ministries, agencies, and other public institutions. Promotion and career development to ensure clear career paths for civil servants are established. Training and capacity building – to enhance the skills and capabilities of public servants through professional training.
Regulation and oversight – development of and enforcing policies, laws, and regulations governing the public service. This area ensures that public servants adhere to ethical standards, professional conduct, and legal requirements including the development and implementation of the Code of Conduct; and monitoring compliance to ensure the implementation of civil service laws and regulations, ensuring that institutions follow procedures for managing employees and their duties.
Institutional capacity building – working to enhance the institutional capacity of government agencies and ministries to better serve the public. This involves organizational development where government institutions are structured effectively and that human resources are managed in a way that maximizes efficiency and impact. The CSC also looks after management of public sector reforms aimed at improving governance, efficiency and responsiveness to citizens’ needs.
Public Service Reform and Modernization – the CSC plays a central role in leading efforts to modernize and reform Ethiopia’s public sector. These reforms might include improving administrative processes, implementing new technologies for service delivery, and ensuring that public services are more accountable to citizens.
Policy Development – contributing to the development of national policies related to public sector management, the CSC provides input on laws, regulations, and strategies related to the civil service, including labour laws and policies concerning public sector wages, benefits, and working conditions.
Dispute Resolution and Grievances – the CSC also has a role in addressing disputes and grievances within the civil service. It handles complaints from public employees, ensures fair treatment in the workplace, and can mediate conflicts between public servants and their employers.
Coordination with Other Entities – the CSC coordinates with other government agencies, regional civil service commissions, and stakeholders in implementing public sector reforms and policies. It also works with international organizations, development partners, and experts on civil service management.
Research and Data Collection – the CSC conducts research and data collection to better understand the functioning of the civil service, employee satisfaction, and areas that need improvement. This research informs policy decisions and helps guide reform efforts.
Promotion of Diversity and Inclusivity – as Ethiopia is such a diverse country, the CSC works to ensure that the civil service reflects the country’s diversity, promoting gender equality, ethnic inclusion, and equal opportunity for all Ethiopians in public service employment.
Ethiopia’s customs, religious practices, and ethnic identities present both opportunities and challenges in fostering ethical governance and conduct within the public sector. Understanding the role of culture and tradition, the institutional framework, and the ongoing challenges is essential in assessing Ethiopia’s progress toward strengthening ethical practices and integrity.
Ethiopia's culture emphasizes collectivism, where community welfare often takes precedence over individual interests. This collective orientation fosters cooperation, mutual aid, and a shared sense of responsibility, reinforcing ethical decision-making in both personal and professional spheres Communal values encourage ethical behavior, emphasizing collective problem-solving and prioritizing community well-being. However, this strong sense of loyalty can also lead to nepotism and favoritism, where familial or ethnic ties influence decision-making, sometimes at the expense of broader institutional ethical standards. Such tendencies create tensions between traditional loyalty and the expectations of modern governance systems.
Oral traditions play a significant role in shaping ethics in Ethiopia. Storytelling serves as a primary method for passing down moral lessons across generations, with elders playing a key role in educating younger members about fairness, respect, and community responsibility. While effective in preserving cultural values, oral traditions can sometimes lead to informal and subjective approaches to ethical issues, particularly in formal institutional settings.
Religious and customary beliefs also play a crucial role in Ethiopia’s ethical framework. With a population practicing diverse faiths, including Christianity, Islam, and indigenous religions, values such as honesty, accountability, and reconciliation are deeply embedded in society. However, an overemphasis on reconciliation and forgiveness may result in subjective decision-making, particularly in community-based justice systems. For example, victims may face societal pressure to forgive offenders, even in cases of severe wrongdoing. This may lead to further harm being committed and to victims of offences being reluctant to report wrongdoing in the future. Additionally, religious and customary laws sometimes conflict with state laws, leading to inconsistencies in their application and in outcomes.
Ethiopia’s ethnic diversity adds another layer of complexity to its ethical landscape. With over 80 ethnic groups, perspectives on trust, reciprocity, and justice vary significantly. These differences can foster both unity and division, particularly within Ethiopia’s decentralized governance structures. While these variations may lead to disputes over resource allocation or political representation, they also offer opportunities for ethical enrichment by promoting respect for elders, communal responsibility, and integrity as foundational values.
Ethiopia has established several institutions to promote ethics, prevent corruption, and enforce accountability. The Federal Ethics and Anti-Corruption Commission (FEACC), created in 2001, is the primary body responsible for addressing corruption. Its mandate includes overseeing asset disclosures by public officials, conducting public education campaigns, and investigating misconduct in the public sector. Despite its critical role, the FEACC faces significant challenges, including limited independence, resource constraints, and political interference. In a 2021 speech, Deputy Commissioner Wedo Atto highlighted these persistent issues and emphasized the need for international cooperation in combating corruption.
Ethiopia’s judiciary plays a crucial role in upholding ethics by enforcing anti-corruption laws. Key legislation includes the Ethiopian Penal Code, which addresses corruption and abuse of power, and the Freedom of Mass Media and Access to Information Proclamation, which promotes transparency. There is also the Proclamation to Provide for the Protection of Witnesses and Whistleblowers of Criminal offences (Proclamation 699/2010). This law establishes a framework for safeguarding individuals who report criminal activities.
Other public institutions contribute to promoting ethics, including the Office of the Federal Auditor General which audits public finances, the Civil Service Commission who oversees ethical conduct within government institutions and the Parliamentary Oversight Committees who monitor government activities to prevent and reduce misconduct.
Ethiopia faces numerous challenges in maintaining ethics and integrity due to systemic corruption, limited institutional frameworks, and ongoing political and social conflicts. The civil war, particularly in the Tigray region, has severely impacted governance and ethical standards, eroding trust in state institutions. The breakdown of rule of law exacerbates ethnic tensions and polarizes communities, undermining efforts to promote ethical governance. Reports also highlight mismanagement of aid and welfare relief during conflicts, exposing accountability gaps
A significant issue is the lack of comprehensive ethics training for public officials. While some institutions provide ethics education, there is a need for standardized and continuous training programs focused on integrity, transparency, and accountability. Without such efforts, ethical lapses may persist, further weakening institutional trust.
Corruption is particularly problematic in public procurement. Irregular payments, favoritism, and non-transparent bidding processes undermine accountability. Contracts are often awarded without due diligence, allowing corruption to flourish. Stricter enforcement of anti-corruption laws and increased transparency in public administration are necessary to address these issues.
Although the judiciary is constitutionally independent, political influence weakens its impartiality. Interference in judicial appointments diminishes public confidence in the judiciary’s ability to fairly adjudicate corruption cases. Similarly, the Freedom of Mass Media and Access to Information Proclamation, intended to promote transparency, suffers from weak enforcement. Delayed or incomplete public information releases hinder accountability efforts, highlighting the need for stronger implementation of transparency laws.
Decentralization in Ethiopia, intended to promote local autonomy, has sometimes resulted in inconsistent ethical standards across regions. Some local governments struggle with oversight and accountability, enabling corruption and favoritism at the regional level. Strengthening governance mechanisms and standardising ethical policies across administrative levels are crucial for improving national integrity.
The relationship between culture, tradition, and ethics in Ethiopia presents both opportunities and challenges. While collective values, oral traditions, and religious principles provide a strong ethical foundation, issues such as nepotism, ethnic divisions, and informal decision-making continue to pose challenges for upholding and maintaining standards within the Ethiopian public service. Ethiopia’s institutional framework, including the FEACC and judiciary, provides mechanisms for fostering integrity, but political interference, resource limitations, and weak enforcement remain significant obstacles.
Addressing these issues requires strengthening institutions, enforcing anti-corruption measures, and promoting a culture of transparency and accountability. Enhancing ethics education, improving public sector training, and ensuring robust oversight mechanisms can help reinforce ethical standards and integrity within Ethiopia’s governance system.
The Ethiopian government’s emphasis on performance management and accountability systems began in the early 1990s as part of a transformative agenda driven by political upheaval, institutional challenges, and strategic policy shifts. Following the overthrow of the military regime in 1991, the new government prioritized restoring state capacity and restructuring public institutions to ensure political stability and stimulate economic growth. In addition to political reforms, the government sought to address inefficiencies in its public service. Outdated bureaucratic systems, characterized by corruption and fragmented service delivery, struggled to meet the rising expectations of citizens. These efforts aligned with Ethiopia's policy priorities, particularly its adoption of the "Developmental State" model in the early 1990s, reflected in the Growth and Transformation Plan (GTP), which emphasized strengthening public institutions, mobilizing domestic resources, and combating corruption to achieve long-term developmental goals.
Performance measurement gained prominence during the capacity-building phase with the introduction of the Result-Oriented Performance Appraisal System (ROPAS) in 2003. This initiative focused on enhancing the civil service's capacity by setting formal performance targets agreed upon by both staff and supervisors. However, the implementation of ROPAS encountered challenges, including difficulties in identifying appropriate performance indicators, integrating institutional roles, and optimizing management and system capacities. Since 2004, the Ethiopian government has adopted performance management techniques within the framework of the New Public Management (NPM) approach, emphasizing public sector reform to achieve results through Business Process Re-engineering (BPR) and the Balanced Scorecard (BSC). Additionally, the Change Army, a uniquely Ethiopian approach, brings together political parties, civil servants, and public entities to foster strong teamwork and ensure a unified chain of command in public service delivery, all aligned with organizational goals.
The Ethiopian government introduced BPR as a management technique to improve service delivery performance by redesigning organizational structures, simplifying work processes, developing service standards, enhancing customer orientation in public services, and decentralizing tasks to lower levels of government. BPR has been implemented at the federal, regional, and woreda government levels in almost all public institutions, with criteria focused on efficiency, including time, quantity, quality, and cost. Studies indicate that BPR had a significant impact on the trade sector, consistent with its role in issuing licenses. For example, the cycle time for preparing facilities for fieldwork in the Ministry of Agriculture and Rural Development was reduced from ten days to two hours.
Since 2008, the Ethiopian government has used the BSC, which replaced ROPAS, by incorporating individual performance goals aligned with the country’s GTP and organizational targets derived from indicators such as financial management, public satisfaction levels, bureaucratic process efficiency, and employee competence. For example, the implementation of BSC in the Ethiopian Financial Sector by the Ethiopian Insurance Corporation (EIC) and the Commercial Bank of Ethiopia (CBE) helped make reward practices more objective, clarified strategic direction, improved communication of strategic objectives, and encouraged learning and continuous improvement However, BSC has not been systematically implemented in all government institutions at the federal, regional, and local levels due to the lack of enhanced basic pay, performance incentives, training, and career paths. At the federal level, the system has only been fully implemented in 22 offices.
The Change Army has been integrated into the civil service since 2012, bringing together the party, civil servants, and the public to enhance efficiency and collective mobilization. The Party Wing focuses on building national consensus around the country’s development strategy, while the civil servants consist of five levels who discuss performance reports and resolve internal issues monthly. The highest level meets with the Public Wing quarterly to discuss strategic plans and their implementation. The Change Army is implemented more broadly at woreda and regional levels.
Ethiopia implements accountability mechanisms to promote transparency, fairness, and public trust through inter-organizational cooperation and citizen engagement.
OFAG is responsible for ensuring accountability within the federal government by independently auditing and inspecting the accounts of ministries and other agencies, reporting findings and recommendations to the House of Peoples’ Representatives, and auditing accounts related to budgetary subsidies and special grants extended by the federal government to regional bodies. OFAG’s adherence to auditing standards and its scope of coverage in ensuring government accountability were demonstrated between 2008 and 2010, completing 100% of financial audits for the federal government.
The Ethiopian Institution of the Ombudsman (EIO), was established in the year 1999, is responsible to ensure good government administration with quality, accountability and transparency by investigating maladministration based on complaints and recommending solutions and overseeing executive bodies to ensure compliance and prevent malpractice. The institution accommodates complaints through various channels, such as in-person visits, mail, telephone (both online and toll-free services), and email. Additionally, it reviews the source and credibility of complaints received via its social media platforms and strives to provide appropriate resolutions.
Citizen engagement mechanisms empower individuals and communities to actively participate in governance processes including key programs:
Performance management became a core component of NPM, focusing on shifting from measurement to management for results. Ethiopia's result-oriented reforms focus on measurable outcomes in critical sectors.
The reform of health sector transformation has expanded universal health coverage, strengthened the healthcare workforce, and improved infrastructure. As a result, 43% of children were able to access anti-HIV treatment, and 63.8% of health centers were improved with clean water.
Reforms in education are focused on improving early education, training teachers, and enhancing support for students with special needs. These efforts have led to improvements in both enrollment rates and academic proficiency. For example, the G2/G1 enrollment ratio nationwide increased from 76% in 2016 to 88.6% in 2024. Additionally, the proficiency level in mathematics for Grade 8 students rose from 55% in 2019 to 60% in 2024.
The 1995 Constitution is the supreme law of Ethiopia and establishes the framework for the country’s governance, and the division of power and functions across the legislative, executive and judiciary branches.
At the federal level, the Executive branch, consisting of a Prime Minister and a Council of Ministers, are responsible for developing and implementing policies and federal budgets. Policies that require legislation are handed to the House of People’s Representatives to draft, consider and eventually pass the legislation. The House uses legislative committees to consider and improve draft legislation, and to facilitate public input into the legislative process.
Policies that do not require legislation or are not part of the federal budget can be developed and approved by the Council of Ministers. The House of People’s Representatives holds the executive to account.
Overall, this is a similar model to New Zealand. In New Zealand, Cabinet is responsible for developing and implementing policies, and recommending national budgets and legislation to the House of Representatives. The House is independent of Cabinet and uses select committees to independently scrutinize and facilitate public input into draft legislation, and hold Cabinet to account via scrutiny weeks (led by the Governance and Administration Committee). However, unlike New Zealand, the House of People’s Representatives in Ethiopia tends to play a formal role and largely endorse policies proposed by the executive, with less active debate and shaping of the policy than legislature in other countries.
In Ethiopia, public servants generally support the Council of Ministers (executive branch) but do provide some technical support to the House. This includes providing support to legislative committees during their consideration of draft legislation, to explain the policies and also provide technical support to the House during their consideration of the federal budget.
Under the Constitution regional states can make their own laws and policies, provided it is on a matter for the state and does not contradict federal policy. Regional states also have the ability to amend their constitutions. The structure for policy and law making at a regional level reflects that of the federal level, where the regional executives are responsible for developing most policies. As with the federal level, public servants who work for regional government tend to mostly support the Executive branch.