Ethiopia Transform PHC Project Start-up

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Ethiopia Transform PHC Project Start-up

Location: Addis Ababa, Ethiopia

Date: July 24 – August 10, 2017

Expert: Hazem Mansour

1. Executive Summary

The Ethiopia Transform project entered its sixth month of start-up during a critical transition period. This case study details the Short-Term Technical Assistance (STTA) provided to establish operational systems, support regional office start-ups, and manage the transition of financial data and personnel.

2. Project Background & Challenges

The project faced several immediate hurdles during the transition phase:

  • Leadership Vacancies: The project was operating without a permanent Director of Finance and Administration (DFA).
  • Operational Readiness: The Addis Ababa office required full staffing and established systems.
  • Regional Coordination: Significant support was needed for regional office recruitment and systems setup.
  • Systemic Transitions: A shift was required from “mega-vouchers” to individual regional office vouchers and the introduction of electronic payment systems.

3. Implementation & Tasks Accomplished

A. Operations and Policy Development
  • Operations Manual: Conducted a comprehensive review of all sections using “track changes” for HQ follow-up.
  • Per Diem & E-Payments: Revised the per diem policy and added detailed procedures for electronic payments.
  • Mobile Money Vendor Selection: Met with four providers (M_Birr, Hellocash, Kifiya, and Abyssinia Bank) and conducted a comparative analysis.
B. Capacity Building & Training
  • Procurement Training: Oriented the new Operations Manager on specific policies, including procurement plans, RFQs, evaluation reports, and inventory logs.
  • Finance Orientation: Trained the Senior Finance Manager on Fieldlink program and the transition to electronic payments.
C. Regional Office Strengthening

Mansour visited the SNNP Region and Sidama Cluster to address local challenges:

  • Identified Bottlenecks: Weak WiFi, aging laptops (3+ years old), and security issues in Amaro and Burji.
  • Workflow Optimization: Developed charts to visualize the flow of funds and document movement between Central, Regional, and Cluster offices.
D. Financial System Transition
  • Mega-Voucher Phase-out: Coordinated the move away from combined regional accounts (mega-vouchers) to independent vouchers in Fieldlink.
  • QuickBooks Setup: Updated the Transform QB database with specific project codes for central and regional offices.
  • Cost-Share Strategy: Developed a plan to capture cost-share from government-covered events, participant level of effort (LOE), and donated utilities.

4. Key Results

CategoryAchievement
Financial SecurityNew bank account opened and wire transfer received from HQ.
Inventory ManagementVerified that all items transferred from the previous project were recorded and signed for.
PayrollJuly payroll, including severance under both Bridging and Transform, was reviewed and processed.
ProcurementInitiated the procurement process for new office equipment based on regional needs.

5. Lessons Learned & Recommendations

  • Physical Audits: A physical inventory should be conducted every six months across all offices.
  • Specialized Staffing: If cost-share collection remains low after one year, HQ should consider assigning a dedicated staff member to this task.
  • Software Adoption: Transition to internet banking and mobile money must be accelerated through prompt RFQ issuance to selected vendors.