Final E-Government Strategy Implementation Report v1.12-26th Feb

Ministry of Communication

s &Information Technology

e-Government Strategy and Implementation Plan - ReportJanuary 2011

E-Government Strategy and Implementation Plan

PricewaterhouseCoopers Page 2Confidential

'This report has been prepared for and only for MCIT, Government of Ethiopia, in accordance with the terms of our contract agreement package no EICTDA/C-09/10 Credit No 3899-ET dated June 2010 and for no other purpose. We do not accept or assume any liability or duty of care for any other purpose or to any other person to whom this report is shown or into whose hands it may come save where expressly agreed by our prior consent in writing.'

© 2010 PricewaterhouseCoopers. All rights reserved. “PricewaterhouseCoopers” refers to the network of member firms of PricewaterhouseCoopers International Limited, each of which is a separate and independent legal entity.


Document Control

Overview PwC has been engaged as a consultant by MCIT, Government of Ethiopia, for development of National e-Government Strategy and designing the Ethiopian e-Government Strategy and Implementation Plan

Document Title Final e-Government and Implementation Plan Report

Document Status

Revised Submission based on inputs from Final Workshop

Abstract This document elaborates the strategy and Implementation roadmap of Federal Government of Ethiopia.

Document Publication History

Date Author Version

Remarks

27-September-2010 Avinash Kaushik 1.0 Creation of template

5-October-2010 Raj Kamal Singh, Anurag Johri, Avinash Kaushik

1.1 Creation of First draft

15-October-2010 Anurag Johri, Avinash Kaushik, Raj Kamal Singh

1.2 Creation of Second draft

28-October-2010 Nilachal Mishra, Prasad Unikrishnan, Anurag Johri, Raj Kamal Singh

1.3 Creation of Third draft

7-Nov-2010 Nilachal Mishra, Prasad Unikrishnan, Anurag Johri,

1.4 Updated draft based on MCIT comments

24-Nov-2010 Nilachal Mishra, Prasad Unikrishnan, Anurag Johri,

1.5 Updated draft based on MCITcomments

15th December-2010 Nilachal Mishra,

Prasad Unikrishnan,

1.6 Updated draft based on workshop comments

19th December-2010 Prasad Unikrishnan, 1.8 Revised Report Finalization

13th January, 2011 Nilachal Mishra 1.9 Final Report

Reviewers

Date Reviewers Version Remarks

8-October-2010 Nilachal Mishra 1.1 Review and Comments

18-October-2010 Nilaya Varma 1.2 Review and Comments



30th October -2010 Nilaya Varma 1.3 Final Review

3rd Nov - 2010 Dr Mesfin, Mr Damtew, MCIT

1.3 Review and comments in workshop mode

15th November -2010

Dr Mesfin, Mr Damtew, MCIT

1.4 Review and comments

30th November- 2010

Internal Workshop 1.5 Review and comments in workshop mode

17th December,2010 Nilaya Varma 1.6 Review & Comments

11th January, 2011 Final Workshop 1.7 Discussion and Comments

9th February, 2011 Final workshop Inputs & Feedback

1.8 Feedback comments

26th February Feedback comments 1.9 Comments of Mr. Damtew



Table of Contents

I. Introduction..................................................................................................................................... 14

I. Project Scope.............................................................................................................................................14

II. Structure of this report............................................................................................................................15

III. Mapping of the Report to areas to be covered in the contract.......................................................16

IV. Project Status.............................................................................................................................................17

V. Limitations of the report..........................................................................................................................19

II. Executive Summary....................................................................................................................... 21

I. Outcomes and Targets.............................................................................................................................25

II. Strategic Dimensions................................................................................................................................29

III. Governance Structure...................................................................................................................39

I. Drivers for the Governance Structure..................................................................................................39

II. Governance Structure: Options and Recommendations...................................................................40

III. Recommended Governance Structure..................................................................................................44

IV. Strategic Dimension 1 - e-Services Enablement......................................................................57

I. Introduction................................................................................................................................................57

II. Guiding Principles for electronic enablement of Service.................................................................57

III. Recommendations and Targets..............................................................................................................58

IV. Agency Priority Projects..........................................................................................................................58

V. Agriculture Services.................................................................................................................................61

VI. Benefits Management System................................................................................................................65

VII. Education....................................................................................................................................................67

VIII. E-Health.......................................................................................................................................................71

IX. E-Trade........................................................................................................................................................ 74

X. Employment................................................................................................................................................79

XI. Transport..................................................................................................................................................... 82

XII. Tourism........................................................................................................................................................86

XIII. Tax................................................................................................................................................................ 91

XIV. e-Court......................................................................................................................................................... 94

XV. Municipalities.............................................................................................................................................97

XVI. Passport & Visa........................................................................................................................................108

XVII. National Data Set:...................................................................................................................................113

XVIII. National Enterprise Service Bus:.........................................................................................................114

XIX. National Integrated Authentication Framework:.............................................................................116

XX. National Payment Gateway:..................................................................................................................118

XXI. Public Key Infrastructure......................................................................................................................120

XXII. Woreda Net...............................................................................................................................................122

XXIII. Data Center..............................................................................................................................................123



XXIV. National Enterprise Architecture Framework..................................................................................125

XXV. Common Applications.............................................................................................................................128

XXVI. e-Procurement..........................................................................................................................................128

XXVII.Government wide HRMS.......................................................................................................................129

XXVIII. Financial Management Information System.............................................................................130

XXIX. eOffice / Document Management........................................................................................................131

XXX. Government wide email system...........................................................................................................132

V. Strategic Dimension 2 - Channels.............................................................................................134

I. Introduction..............................................................................................................................................134

II. Current Status.........................................................................................................................................134

III. Summary of the status of the different channels is as below –.....................................................135

IV. Guiding Principles for Channels Strategy..........................................................................................135

V. Recommendations and Targets............................................................................................................136

VI. e-Government Portal...............................................................................................................................137

VII. Contact Center.........................................................................................................................................140

VIII. Mobile Gateway.......................................................................................................................................143

IX. Common Service Center........................................................................................................................147

X. Channel Migration Strategy.................................................................................................................149

VI. Strategic Dimension 3 - Enablers.............................................................................................151

I. Capacity Building....................................................................................................................................151

II. Monitoring and Evaluation....................................................................................................................161

III. Marketing and Awareness.....................................................................................................................169

IV. Standards and policies...........................................................................................................................182

V. Public Private Partnerships (PPP).......................................................................................................187

VII. Over all Implementation Plan and Timelines..........................................................................199

I. Overall Implementation Plan................................................................................................................199

II. Sample Detailed Implementation Plan and RACI Chart for Education Priority project..........204

III. Portal Implementation Plan and Timelines........................................................................................210

IV. ICT Center Implementation Plan and Timelines..............................................................................213

V. Contact Center Implementation Plan and Timelines.......................................................................215

VI. Mobile Implementation Plan and Timelines......................................................................................217

VII. Capacity Building Implementation Plan and Timelines..................................................................219

VIII. Marketing and Awareness Plan and Timelines.................................................................................222

IX. Public Private Partnership - Plan and Timelines..............................................................................223

VII. Cost Estimation & Funding........................................................................................................227

I. Budgetary Estimates..............................................................................................................................227

II. Funding Framework...............................................................................................................................229

III. Program funding Options......................................................................................................................231

IV. Fund Management Framework (FMF)...............................................................................................233



V. Fund Allocation Process........................................................................................................................236

Annexures............................................................................................................................................. 240

Annexure I: Concept of Service Life Cycle....................................................................................240

Annexure II: PMO Staffing Requirements.....................................................................................242

Annexure III: Training Courses and Course Levels.....................................................................248

Annexure IV: Detailed Marketing and Awareness Strategy.......................................................251

Annexure V: Detailed Project Report - Template..........................................................................254

Annexure VI: Services Prioritization Framework.........................................................................256

Annexure VII: ICT Standing of Ethiopia – Some international Rankings.................................258

Annexure VIII: Risk in E-Government Strategy Implementation...............................................268

Annexure IX: Sample Project Management templates................................................................269

Annexure X: List of Services.............................................................................................................290

Annexure XI: Overview of Stakeholder Assessment.....................................................................304

Annexure XII: Scope of work for Baseline Survey Agency..........................................................310

Annexure XIII: Scope of work for Marketing and Awareness Agency......................................314

Annexure XIV: Job Descriptions of the IT Officials at the Ministry...........................................316

Annexure XV: Job Descriptions of the ITSG to support in the Ministries................................318

Annexure XVI: Key Considerations during Procurement Process.............................................319

Annexure XVII: Costing details of Individual Projects.................................................................321



List of Tables

Table 1: Mapping of the Report to areas to be covered in the contract...............................16Table 2: Outcomes and Targets............................................................................................25Table 3: Implementation Plan for common applications.......................................................33Table 4: Implementation Plan for Core Projects...................................................................34Table 5: e-Services Implementation Plan for the Channels..................................................36Table 6: Overall Implementation Plan..................................................................................37Table 7: Options for sponsorship..........................................................................................40Table 8: High Committee Assessment..................................................................................41Table 9: Technical Committee..............................................................................................41Table 10: PMO Options.........................................................................................................42Table 11: Ownership of IT Initiatives....................................................................................43Table 12: Role and Responsibilities of Ministry Level Organization Structure....................54Table 13: PMO Support........................................................................................................55Table 14: Agency Priority Projects.......................................................................................58Table 15: e-Service Enablement of Agency Priority Projects................................................59Table 16: Core Projects......................................................................................................108Table 17: Core Projects- Implementation Plan...................................................................109Table 30: Existing WOREDA Net........................................................................................120Table 19: Channel – Current Status....................................................................................133Table 20: e-Government Portal Implementation.................................................................136Table 21: Contact Centre Implementation Options............................................................139Table 22: Middleware required for Wireless Applications..................................................142Table 23: Mobile Gateway Implementation Options...........................................................143Table 24: Analysis of Options for ITSG...............................................................................152Table 25: Outsourced vs. Individual Recruitments.............................................................153Table 26: Target Groups for Training.................................................................................153Table 16: Training Levels...................................................................................................154Table 49: Government transformation index: key indicators..............................................162Table 50: Customer satisfaction index: key indicators.......................................................164Table 30: Marketing and Awareness Brief..........................................................................170Table 31: Message Development........................................................................................174Table 32: General Awareness Campaign Overview............................................................175Table 33: Development / Approval Process........................................................................177Table 34: Feedback, measurement of effectiveness and improvement..............................178Table 35: Regulations, Policies, Guidelines and Standards................................................180Table 36: PPP opportunities and Recommendations..........................................................187Table 37: ICT Events...........................................................................................................190Table 38: PPP Implementation Roadmap............................................................................192Table 39: Guidelines for leveraging PPP.............................................................................194Table 40 – Overall Implementation Plan.............................................................................197Table 41 – Education Project Implementation Plan............................................................202Table 42 – Portal implementation Plan...............................................................................208Table 43 – ICT Centre Implementation Plan.......................................................................211Table 44 – Contact Center Implementation Plan................................................................213Table 45 – Mobile Implementation Plan.............................................................................215Table 46 – Capacity Building Implementation Plan............................................................217Table 47 – Marketing and Awareness Implementation Plan...............................................220Table 48 – Public Private Partnership Plan.........................................................................221Table 48 – e-Government Strategy – Summary of Costs.....................................................225Table 48 – Funding Options................................................................................................229Table 51 – PPP Options.......................................................................................................230Table 52: Categories of fund...............................................................................................233



Table 53: Approval for allocation........................................................................................233Table 54: Lifecycle Event Description................................................................................238Table 55: PMO staffing Requirements................................................................................240Table 56: PMO Staffing Requirements...............................................................................244Table 46: Training Courses and Course Levels..................................................................246Table 47: Target Market Segments....................................................................................249Table 48: Effectiveness of Media Channels by Marketing Segments.................................250



List of Figures

Figure 1: Project Status........................................................................................................18Figure 2 : e-Government Strategy and Goals.......................................................................22Figure 3: Key Strategic Dimensions.....................................................................................29Figure 4: e-Service enablement Plan....................................................................................32Figure 5: Recommended Structure.......................................................................................44Figure 6: Project Management Office (PMO) Structure.......................................................47Figure 7: ITSG Structure......................................................................................................50Figure 8: Capacity Balancer.................................................................................................51Figure 9: Ministry Level IT Organization Structure.............................................................53Figure 10: Core Projects.....................................................................................................110Figure 21: National Enterprise Service Bus.......................................................................113Figure 22: National Integrated Authentication Framework...............................................115Figure 23: National Payment Gateway...............................................................................117Figure 24: Public Key Infrastructure (PKI).........................................................................119Figure 23: Proposed Nationwide Data center Layout.........................................................121Figure 16: The overall EA reference model........................................................................125Figure 17: eProcurement....................................................................................................126Figure 18: IBEX System......................................................................................................128Figure 26: eOffice Components..........................................................................................129Figure 8: e-Government Portal...........................................................................................135Figure 21: Contact Center..................................................................................................138Figure 22: Mobile Gateway.................................................................................................141Figure 23: Four tier Architecture for Wireless Application Delivery..................................142Figure 11: Common Service Center...................................................................................145Figure 25: Capacity Building..............................................................................................149Figure 26: ITSG..................................................................................................................151Figure 27: Marketing and Awareness Plan.........................................................................167Figure 28: Continuous Improvement in Communications..................................................178Figure 29: Policy/Standards/Guidelines Framework..........................................................183Figure 30: Implementation Plan for Standards and Policies..............................................184Figure 31: Key Options for MOCIT.....................................................................................227Figure 32: Government Control/Risk..................................................................................228Figure 33: Fund utilization framework...............................................................................232Figure 34: Fund allocation prioritization............................................................................236Figure 35: Life-Cycle Services............................................................................................239



Abbreviations

Sr. No. Acronym Full Form

1. BCP/DR Business Continuity Plan/ Disaster Recovery

2. CAPEX Capital Expenditure

3. CB Capacity Building

4. CDT Common Data Terminals

5. CIO Chief Information Officer

6. CISA Certified Information Security Auditor

7. CISM Certified Information Security Manager

8. CISSP Certified Information Systems Security Professional

9. CoE Centre of Excellence

10. CRTC Computer Refurbishment and Training Center

11. CSC Common Service Centers

12. CTO Chief Technology Officer

13. DSC Digital Signature Certificate

14. e-GIFGovernment Information Systems Interoperability Framework /Standard

15. EICTDAEthiopian Information and Communication Technology Development Agency

16. EMD Earnest Money Deposit

17. ENDC Ethiopian National Data Centre

18. FEMSEDA Federal Micro and Small Enterprise Development Agency

19. GRS Grievances Redressal System

20. GoE Government of Ethiopia

21. HRMS Human Resource Management System

22. IBAS Integrated Budget Accounting System

23. ICT Information and Communication Technology

24. IT Information Technology

25. ITSG Information Technology Services Group

26. JCMS Judicial Case Monitoring System

27. KM Knowledge Management



Sr. No. Acronym Full Form

28. KPI Key Performance Indicator

29. KPO Key Performance Objectives

30. M&E Monitoring and Evaluation

31. MIS Management Information System

32. NDC National Data Centre

33. NOC Network Operating Centre

34. PKI Public Key Infrastructure

35. PMO Project Management Office

36. PPP Public Private Partnership

37. PR Public Relations

38. RDC Regional Data Centre

39. RFP Request for Proposal

40. SDLC System Development Life Cycle

41. SLA Service Level Agreement

42. SMS Scheme Management System

43. TCO Total Cost of Ownership

44. TNA Training Need Assessment

45. TVET Technical Vocational Education Training centers

46. VPN Virtual Private Network

47. WAN/MAN Wide Area Network / Metropolitan Area Network

48. WDMS Workflow and Document Management System


.

Section 1 - INTRODUCTION

Development of e-Government Strategy and Implementation Plan

I. Introduction

Ethiopia’s Information and Communication Technology (ICT) policy is an integral part of the country’s larger development goals and objectives. While the goal is to rapidly transform the country’s subsistence agricultural-based economy and society into a predominantly knowledge- and information-based economy and society, the focus of the policy will be on the country’s ICT development process. To achieve this objective, the Government of Ethiopia has developed multiple policies, most notable of which are the National ICT Strategic Plan and the ICT4D Action Plan for the year 2006-2010.

The Ethiopian Information and Communication Technology Development Agency (MINISTRY OF COMMUNICATIONS & IT) has a mission to develop, deploy and use ICT to improve the livelihood of Ethiopians and optimize its contribution to the development of the country. The Agency has thus undertaken a number of e-Government assignments to avail government services online and improve the access to the general public. The Government Information System Development and Data Centre Administration team of the Agency is managing projects targeted towards development of integrated information systems to avail government services online.

However in the current context there was a need to integrate the ICT initiatives undertaken and provide a strategic direction for e-Government implementation in the country. It is in this context MINISTRY OF COMMUNICATIONS & IT has engaged PricewaterhouseCoopers Pvt. Ltd. for designing the National e-Government strategy and implementation plan for the Government of Ethiopia (GoE).

I. Project ScopeThe specific activities as agreed in the contract package no EICTDA/C-09/10 and Credit No 3899-ET include:

Establish a clear vision for e-Government tied up with the Agency’s mandates and come-up with a list of priority areas for e-Government program. (Define a vision that represents the priority objectives and the shared voice of all stakeholders as well as define strategies to communicate the vision to stakeholders);

Critically evaluate the National ICT Strategic Plan and the ICT4D-2008 e-Government Action Plan of the country and other policy and strategy related studies that the Agency has undergone;

Assess the country’s e-Government initiatives pursued in the Government ministries and implementing agencies;

Develop an approach whereby a clear vision that ensures that key constituents and communities will buy into and support e-Government programs is developed;

Identify models of e-Government that suits the country’s socio-economic conditions; and propose best model for Ethiopia’s specific case;

Develop a work plan to implement the priority e-Government projects [this work plan may focus on content development, competency building (training employees at all levels of the bureaucracy including senior officials), connectivity, cyber-laws, citizen interfaces, and capital plus others];

Propose options for government information and knowledge management schemes;



Define approaches on measuring progresses through e-government development; Establish mechanisms for the continuing involvement of key stakeholders;



II. Structure of this reportThe report is structured as follows:

Section 1 – Introduction

This section covers the Project Scope, current status of the project, mapping of the contents of the report to the contractual obligations, and limitations of this report.

Section 2– Executive summary

This section captures the background, Vision, Outcomes and Targets and summarizes the proposed e-Government Strategy.

Section 3 – Governance Structure

This section covers the proposed Governance structure required for the implementation of the Ethiopian e-Government Strategy.

Section 4 – Strategic Dimension 1 - e-Services Enablement

This section details the strategic dimension of e-Services enablement of 211 e-services comprising of seventy seven (77) informational and one hundred thirty four (134) transactional services over a five year period. The implementation is proposed to be done through twelve (12) priority projects and service delivery would be through four channels (Portal, Call centre, Mobile devices and Common service centres) and delivery will be facilitated and strengthened through Six (6) core projects, including National Payment Gateway, Enterprise Architecture framework, Public Key Infrastructure, National Data Set, National Enterprise Service Bus and National integrated Authentication Framework.

In addition – common applications which will horizontally cut across all ministries are proposed, which include initiatives like E-Procurement, Human resource Management System, E-Office, E-Mail and Financial management & Information System

Section 5 – Strategic Dimension 2 – Channels

This section covers the Implementation details of the service delivery channel enhancement projects that will enable the implementation of e-Government in Ethiopia

Section 6 – Strategic Dimension 3 - Enablers

This section covers the details of the key enablers to assure successful and timely implementation of the e-Government strategy and ensure the sustainability of the initiatives

Section 7 – Implementation and Timelines

This section describes the Implementation Plan for the Ethiopian e-Government Strategy along with the detailed timelines.



Section 8 – Cost Estimates

This section provides the estimates of the costing and funds required for the rollout of the e-Government Implementation plan.

Annexure

This section covers the following:

I: Concept of Service Life Cycle

II: PMO Staffing Requirements

III: Training Courses and Course Levels

IV: Detailed Marketing and Awareness Strategy

V: Detailed Project Report - Template

VI: Services Prioritization Framework

VII: ICT Standing of Ethiopia – Some international Rankings

VIII: Risk in E-Government Strategy Implementation

IX: Sample Project Management templates

X: List of Services

XI: Overview of Stakeholder Assessment

XII: Scope of work for Baseline Survey Agency

XIII: Scope of work for Marketing and Awareness Agency

XIV: Job Descriptions of the IT Officials at the Ministry

XV: Job Descriptions of the ITSG to support in the Ministries

XVI: Key Considerations during Procurement

XVII: Costing details of individual Components

III. Mapping of the Report to areas to be covered in the contractThe table placed below maps the areas to be covered under the contract with the sections which cover those areas:

Table 1: Mapping of the Report to areas to be covered in the contract

S.No.

Areas Coverage in Report

1 Informational Needs and Transactional requirements of selected Ministry’s Customers

The Stakeholder Requirements have been captured through workshops and Survey of Stakeholders and have been presented in the VMO Report and the Stakeholder Assessment report. This information has been the source for formulation of the Strategy and Implementation plan presented in this report.

2 Accessibility of Citizen Services Section 5 addresses the accessibility and the



S.No.

Areas Coverage in Report

delivery channels for providing the Citizen Services.5.4.1 e-Government Portal5.4.2 Contact Center5.4.3 Mobile Gateway5.4.4 Common Service Center5.4.5 Channel Migration Strategy

3 Business Applications to be e-enabled

Section 6.7 addresses the business applications to be enabled to provide the citizen services6.7 Common Applications6.7.1 e-Procurement6.7.2 Government wide HRMS6.7.3 Financial Management Information System6.7.4 e-Office / Document Management6.7.5 Government wide email system etc.

4 Integration of People, Process and technology using web to transform business models and maintain interoperability

Section 6 addresses the enablers which would be used to transform business models and maintain interoperability6.1 Capacity Building6.2 Monitoring and Evaluation6.3 Marketing and Awareness6.4 Standards and policies6.5 Public Private Partnerships (PPP)

5 Standards and guidelines for all services and processes

Section 6.4 covers the Standards and guidelines for all services and processes

6 Effective and efficient Utilization of Government Resources- Network Infrastructure necessary for providing e-services

Section 6 addressed the strategy for effective and efficient utilization of the Government resources.6.6 Core Projects6.6.1 National Data Set6.6.2 National Enterprise Service Bus6.6.3 National Integrated Authentication Framework:6.6.4 National Payment Gateway:6.6.5 Public Key Infrastructure6.6.6 Woreda Net6.6.7 Data Center

IV. Project StatusThe e-Government Strategy and Implementation project was initiated on 16th July 2010, with the kick off meeting, where senior members of MoCIT and PwC were present. As committed in the kick off meeting, PwC team has submitted the detailed Inception report



covering Work Plan, Timelines of deliverables, Deployment Plan and Activities. Vision, Mission and Objective (VMO) workshop was conducted on 5th Aug 2010 to ascertain the vision and objectives of the e-Government Strategy. The PwC team also conducted a dip-stick study of 13 ministries and 11 agencies and a customer survey to understand the expectations and aspiration of the stakeholders from the e-Government Strategy. A draft report has been discussed with MoCIT Officials and a workshop was conducted on 30 th

November, 2010 where the report has been presented to all the MoCIT officials. Further the final workshop was held between the Ministries and Agencies to seek inputs for finalization of the Strategy. This report is a culmination of these efforts and presents the final recommendations and implementation plan based on the study

The figure1 overleaf shows the activities undertaken till date and the present status of the project.


Development of e-Government Strategy and Implementation Plan Inception Report

Figure 1: Project Status

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V. Limitations of the report

The recommendations of the e-Government Strategy are based on the Assessment study of 13 Ministries and 11 Agencies that have participated in the study. The sample size of Ministries/Agencies was finalized during the inception Stage.

The information presented in the report is based on the inputs received through questionnaires and interactions with the Ministries/Agencies. No separate field validation study has been done on the data received from Ministries/Agencies.

The assessment study was done during the Months of August –September, 2010 and Undertaken by the Government was designed thereafter. However there has been an Organization Re-structuring of Ministries/Agencies in Ethiopia in Month of October, 2010, which has resulted in changes in the Strategy. PwC has captured the inputs on revised Governance Structure, during design of this report, however it may not be reflective of all the changes under the Government.

While, the strategy takes into account all common e-Government initiatives in the country and those in the participating organizations, there are bound to be independent and isolated initiatives that do not form part of the study and thus do not reflect in the strategy. However, this should not restrict the government to pursue other initiatives, as long as they are in conformance with the overall e-Government program.

The Voice of Customer (VoC) Survey was conducted based on sample size agreed between MINISTRY OF COMMUNICATIONS & IT and PwC in the contract and also during the inception stage, and it should be noted that it is a dip stick study and the findings are only indicative and not representative of the entire country.

Development of e-Government Strategy and Implementation PlanInception Report

ouseCooper

Section 2 – EXECUTIVE SUMMARY


II. Executive Summary

The Ethiopian Information and Communication Technology Development Agency (MINISTRY OF COMMUNICATIONS & IT) has a mission to develop, deploy and use ICT to improve the livelihood of Ethiopians and optimize its contribution for the development of the country. Towards this end, the agency has undertaken a number of e-Government initiatives to improve the internal efficiencies within the government organizations and to improve the access to government services for the general public. MINISTRY OF COMMUNICATIONS & IT realizes the need to integrate these initiatives to provide a strategic direction for e-Government implementation in the country. It is in this context that the e-Government strategy for Ethiopia has been designed, with a focus on facilitating effective delivery of government services to customers (residents, businesses and visitors).

The strategy envisages implementation of 219 e-services comprising of seventy seven (79) informational and one hundred thirty four (140) transactional services over a five year period. The implementation is proposed to be done through twelve (12) priority projects and service delivery would be through four channels (Portal, Call centre, Mobile devices and Common service centres) and delivery will be facilitated and strengthened through Six(6) core projects, including National Payment Gateway, Enterprise Architecture framework, Public Key Infrastructure, National Data Set, National Enterprise Service Bus and National integrated Authentication Framework.

In addition – common applications which will horizontally cut across all ministries are proposed, which include initiatives like E-Procurement, Human resource Management System, E-Office, E-Mail and Financial management & Information System

The Strategy has been design keeping the following guiding principles of e-Government

E-Government is focussed in creating a SMART (Simple Moral Accountable, Responsive and Transparent) Government;

E-government promotes causes of e-citizen and e-democracy; E-Government is not translating processes, however transforming processes; E-Government necessitates Capacity building within the Government; E-government aims networked and integrated government; E-government is citizen-centric; E-government provides multi-channel delivery of public services; E-Government aims in providing convenient access of information to all, and improving

service access & delivery; E-Government enables development & participation of all segments of population to

reap benefits of IT and also participate in the Governance process and be able to voice their opinions more effectively; and

E-Government supports in development and inclusion of Private Sector in public service delivery.

The e-Government strategy has a customer-centric focus so as to facilitate the delivery of services and information through alternate channels in a manner that is convenient for the citizens and is in line with their expectations and aspirations. Life cycle based

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representation of services is a powerful tool towards this end and therefore, the strategy envisages the use of life-cycle events while electronically enabling the services.

As per the life cycle based concept, all services for a particular event, for e.g. ‘starting a business’ should be available under a single umbrella and the customer should not be required to have multiple touch points for the same. In addition to classifying and prioritizing services, services must be integrated at the back-end based on customer lifecycle approach. The services can be grouped by their customer base, and these can further be mapped onto the various customer lifecycle events, where they each respond to a particular need of the customer at a given time. Hence existing services can be identified based on life-cycle services approach for the various customer groups— citizens/residents, businesses, visitors and government employees. Life-cycle of events for the citizens/residents, business, visitors and government employees is discussed in detail in Annexure I.

In line with the above, Vision, Outcomes, targets and strategic plan for the Government of Ethiopia has been pictorially depicted in the figure overleaf. Each of the components depicted in the figure overleaf are further detailed in the next few pages. A brief of the proposed implementation plan for the strategy is also mentioned – thus encapsulating the complete E-Government Strategy and its implementation – in this chapter.

Figure 2 : e-Government Strategy and Goals


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The vision of the e-Government strategy has four key elements:

1. Bring the Government closer to the people: The e-Government strategy aims to increase the awareness levels of the people regarding the services offered by the Government and their rights as customers and also make it easier for the customers to influence and participate in design of Government policies and schemes. This participation is expected to create a sense of ownership and a culture of higher compliance leading to closer ties between the government and the people.

2. Effective governance: The implementation of the e-Government strategy will lead to backend automation and adherence to a common set of policies and standards leading to better integration and information sharing amongst them and resulting in making the government organizations more effective and efficient in discharging their services and duties. Furthermore, capacity building to impart training to public servants on skills that will enable them to serve the customers in a more effective manner is an integral part of the overall e-Government strategy.

3. Improved service delivery: The sine qua non of the e-Government Strategy is the electronic enablement of 219 services to be delivered through alternate channels such as the internet, mobile, call centre and the citizen facilitation centres. The introduction of these alternate channels will empower the people with the choice of how, when and where they interact with the government to facilitate a “no-wrong door policy” which will further improve the customer satisfaction levels with the government services. It is also envisaged that electronically enabled services would be not only faster, and easier to demand and avail but will also have pre-defined and published service levels thereby leading to a visible enhancement in quality of service delivery.

4. Socio-Economic growth: The implementation of the e-Government program will benefit through participation of the private sector and deployment of its resources, entrepreneurship and competence. At the same time, the private sector would also benefit through the e-Government program as government services will be delivered faster and at a lower cost to the customers thereby resulting in lower cost of doing business. This is likely to foster a symbiotic environment that would promote economic growth and sustainability of the e-Government initiatives.


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I. Outcomes and TargetsIn order to measure and manage progress, it is imperative to define key outcomes and targets that would enable realization of the vision. Also linkages with the National ICT policy Goals have been provided in the table below:

Table 2: Outcomes and Targets

Outcomes and Targets Description

Element of Vision: Bring government closer to the people

Outcome 1: Customer participation in Government policy/scheme design

Target 1 - Ethiopia to be amongst the top 30 countries in the world in the e-Participation index of UN by the year 2015 (Ranked 135 in 2010): Most countries are using electronic channels to understand firsthand the views, expectations and aspirations of their people. UN’s e-Participation index measures the progress made by all the member countries in doing the same. It is envisaged that the e-Government portal as well as other alternate service delivery channels will facilitate the citizens in putting forth their feedback and preferences on national issues.

Target 2: Customer Feedback Mechanism available on all Government Channels: A comprehensive Grievance redressal mechanism and a process to inculcate feedback from various stakeholders would be established so that existing Government policies and schemes can be modified and new schemes created as per customers’ feedback.

Outcome 2: High awareness regarding all Government Schemes/Services

Target 3: More than 70% of Customers aware of the e-Government program: An integral element of the implementation of the strategy would be a high decibel marketing and awareness campaign at the federal as well as regional levels to create awareness regarding the e-Government program and the benefits of availing e-Services. E.g. The customers need not travel to Addis Ababa or any other regional centre to seek information and services – such facilities would be made available within their immediate community. This will not only present the government in positive light as working towards the benefits of the customers but will also facilitate in higher take-up of new channels.

Linkage to National ICT Policy Goal: To ensure access to ICT by Ethiopia’s rural population.( It is also linked to Vision of Improved Service Delivery across different Channels)

Element of Vision: Effective Governance

Outcome 3: Improved turnaround time for service delivery

Target 4 – At least 30% improvement on Government Transformation Index PricewaterhouseCoopers

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(GTI) from 2010 to 2015: Government Transformation Index (GTI) helps to assess impact of the e-Government program on Government based on parameters such transparency, accountability, responsiveness and quality of delivery of services. It aims to measure the beneficial impact of projects in transforming government practices at a program level. This tool will also build a review mechanism to assess the impact of implementation of e-Government strategy in enhancing the effectiveness of the government. The target is to improve government efficiency by at least 30% from 2010 to 2015.

Outcome 4: Joined-Up Government

Target 5- Integration of Ministries /Agencies through common applications, standards and policies: The e-Government Strategy mandates the implementation of common applications, standards and policies to improve government efficiency and costs through facilitation of better coordination amongst the government departments. Towards this end, two key imperatives would be:

Core projects which include, Data Centre, Woreda Network, National Dataset, Payment Gateway, Enterprise Architecture and PKI would be implemented to provide the requisite foundational infrastructure upon which service enablement can be accomplished

Along with the core infrastructure, common applications need to be made available across the Ministries and Agencies to enable smooth functioning and provide focus on implementation of the priority projects by reducing the effort required. The common applications would also facilitate collaboration and consistency across common processes such as procurement, HR management, Financial Management etc.

Outcome 5: Customer friendly and Accountable Government

Target 6 – Capacity building of all officials on IT and Customer behaviour: Capacity building is an integral part of the e-Government strategy and is envisaged to be a tool for change management, imparting relevant IT skills to government personnel and to re-orient the customer facing staff in terms of customer etiquette and quality of service. By 2015, all the officials should have received training relevant to their job which will enable them to discharge their responsibilities in a more effective and efficient manner.

Linkage to National ICT Policy Goals:

Establish highly skilled ICT human resource base for transforming Ethiopia into a knowledge- and information-based society and economy.( Through Capacity Building Initiatives detailed in further sections)

Promote infrastructure development including physical and telecommunications and communications infrastructure as a backbone for ICT development.( Core Projects and Common Applications which will help in delivery of public services)


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Element of Vision: Improved Service Delivery

Outcome 6: All services accessible within the community

Target 7 - Electronic enablement of 219 services: Electronic enablement of the 211 service ‘transactions’ to enable services across Life Cycle Events for businesses and citizens/residents. All services that can be provisioned electronically will be made available through alternate channels. Procedural information and support for services that are not amenable for electronic delivery will be provisioned through alternate channels.

Additionally, a Grievance Redressal System will be developed during the first year of the program, i.e. 2011. Procedural information about all the services that may not be amenable for electronic delivery will also be made available through electronic channels. (Definition of Life Cycle Events and transactions has been provided in Annexure I).

Target 8 – All the 4 Channels established with more than 50% uptake for alternate service delivery channels: The customers should be able to interact with the government at a time and place of their liking. To facilitate this endeavour, the access to government services and information would be provisioned through internet, m-Government and contact centre so that citizens can connect with government 24*7. Further, common services centres would be leveraged to provide all government services within the community. All the channels are envisaged to be functional by 2012 albeit with different number and maturity of services. All identified services to the maximum possible depth to be provided through all channels by 2015. Uptake of services through alternate channels is the best indicator to test the success of these channels and therefore all efforts would be made to ensure that at least 50% of the transactions with the government are conducted through the alternate channels. This would reflect the efficacy of reaching out to all customers and the effectiveness of the alternate channels created as part of the strategy.

Outcome 7: Improvement in Customer Satisfaction

Target 9 – 60% customer satisfaction: The Customer Satisfaction Index would use mechanisms like e-Poll, Feedbacks, e-Consultation, surveys, etc, to assess customer satisfaction levels with delivery of government services. Comprehensive reviews will be undertaken to take corrective measures wherever satisfaction rating falls below 50% of all customers. The target is to achieve 60% customer satisfaction rate by 2015.

Target 10 - Published Customer Charters for all services provided by government organizations by 2015: Customer charter is a published document


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that announces the service levels such as the turnaround time for service, escalation mechanism in case of unsatisfactory quality of service, requirements for availing services etc. The target is to put in place a Customer Charter in place for all services provided to citizens, businesses, government employees and visitors. This is likely to increase customer satisfaction levels due to higher transparency and accountability in provisioning services.

Linkage to National ICT Policy Goals:

Deliver efficient and effective public and civil service to all citizens.( Through Multiple Channels, enablement of e-Services and customer charters for transparency)

Ensure that ICT as an integral part of education and training at all levels.(Education is one of the 12 Priority Projects being implemented as part of the Strategy)

Modernize and expand improved health services coverage using ICT. (Health is one of the 12 Priority Projects being implemented as part of the Strategy)

Modernize agriculture and radically increase output and productivity. (Agriculture is one of the 12 Priority Projects being implemented as part of the Strategy)

Element of Vision: Socio-Economic Growth

Outcome 8: Improve Business Climate

Target 11 – Amongst top 75 in Doing Business rankings of World Bank for ease of doing business in the country (Ranked 116 in 2009): Doing Business is an annual report investigating the regulations that enhance business activity and those that constrain it. It presents quantitative indicators on business regulations and the protection of property rights that can be compared across 181 economies. The delivery of services through alternate channels is likely to simplify business processes and reduce the cost of doing business and compliance with regulations.

Outcome 9: Growth of ICT entrepreneurship/Industry

Target 12 – Investment of > 10% of Budget of e-Government Program through PPP: Experience of other countries illustrates that a number of industries such as banking, education, Information Technology, Telecommunication etc. get positively impacted due to large scale e-Government implementations. The players in these sectors invest not only as part of their Corporate Social Responsibility (CSR) initiatives but also to create goodwill and awareness regarding their products through advertisement and association with the e-Government program. It is envisaged that such partnerships will facilitate in accrual of 10% of the total funds required for the implementation of the e-Government strategy.

Linkage to National ICT Policy Goal:


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Develop an efficient and globally competitive ICT industry( Through Private sector Involvement and Growth)

Ensure Ethiopia’s effective participation in national, regional and global trade( Trade portal is one of the 12 Priority Projects being implemented as part of the Strategy)


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II. Strategic Dimensions

In order to achieve the above outcomes and targets leading to the realization of the vision, strategic components and an action plan for the implementation of these strategic dimensions has been defined. The figure below presents the key Strategic dimensions:

Figure 3: Key Strategic Dimensions

As can be seen from the figure above, the key dimension of the e-Government strategy for Ethiopia are Services enablement through the implementation of 12 Agency priority projects, delivery of services through 4 alternate channels of services delivery and the enablers which will facilitate the creation of a sustainable ecosystem for the implementation of the e-Government strategy. All these dimensions are shrouded in the Governance structure to highlight the key role that the governance mechanism for the e-Government program is envisaged to play in ensuring that each of the strategic dimensions gets implemented in a way that furthers the overall implementation of the e-Government program. The strategic components are explained as follows:

Strategic Dimension 1 -Service enablement


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1. Agency Priority Projects - 219 services through implementation of 12 Agency Priority

Projects that will facilitate service enablement of these services based on lifecycle based service requirements of customers. The key priority projects are mentioned in brief below:

i. Agriculture Services - Given this overwhelming significance of Agriculture in the Ethiopian economy, it is imperative to leverage ICT to facilitate services provided for the agricultural sector. This project would be undertaken under the ownership of the Ministry of Agriculture and Rural Development.

ii. Benefits Management - Benefits are offered to Citizens by various agencies and departments. To improve satisfaction with the services, it is essential that the customers are able to get information about their eligibility for different schemes and file a single request to avail all the benefits. Such a common interface also enables better management and improved service levels of the services offered by such benefit schemes. This project would be undertaken under the ownership of the Social Security Agency or Ministry of Labour & Social Affairs and would also involve Addis Ababa city administration.

iii. Education - Education is one of the priority areas for the development of Ethiopia. Education related services have huge potential for leveraging ICT. The field of education is apt for initiating such a project as it has a direct impact on the future development of the country. This project would be undertaken under the ownership of Ministry of Education.

iv. E-Health - Health is also one of the focus areas for the government of Ethiopia. It is imperative that the field of health is IT enabled not only to improve the efficiency and the effectiveness of the Hospitals and labs but also to build a base for gaining access to future advancements in medical science. The field of health is also a prime candidate for leveraging ICT for better service delivery to the citizens of Ethiopia. This project would be undertaken under the ownership of Ministry of Health.

v. Trade Portal - The portal would serve the business community’s need for information and services such as business registration, licensing, loans, penalties etc. Also investment related regulations and processes would be facilitated through the G2B Portal. The portal is also a medium of interaction and feedback on Government policies and regulations. It is imperative for the G2B space to be e-enabled for sustained economic growth of Ethiopia. This project would be undertaken under the ownership of Ministry of Trade and Investment.

vi. Employment - Generation of adequate employment opportunities is imperative for the prosperity of Ethiopia. This project envisages facilitating the same through better information dissemination amongst the unemployed and by providing a forum for the companies and the individuals to interact. This will also help the businesses find the right people. This project would be undertaken under the ownership of the Ministry of Labour.

vii. Transport - This project would facilitate the electronic enablement of the services provided by the Ministry of Transport and Communication and the Transport Authority. Most of these services such as the services related to Drivers License and Registration of vehicles are high volume, high impact services that would improve


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the service experience of a large number of people. This project would be undertaken under the ownership of the Ministry of Transport and Communications.

viii. Tourism - The government is keen to leverage the same to enhance the contribution of the tourism sector in the national economy. This priority project is envisaged to be a facilitator towards this end. This project would be undertaken under the ownership of the Ministry of Culture and Tourism and participation of Ministry of Foreign Affairs.

ix. Tax - The Government of Ethiopia has launched an ambitious government transformation plan aiming at double digit growth of the economy for the next 5 years. In order to support such a voracious growth, a huge number of resources need to be mobilized. In order to generate these resources, it is imperative to ensure that the cost of compliance to tax system in Ethiopia is lowered so that tax

collections may be enhanced. This project aims to facilitate the same. This project would be undertaken under the ownership of the Revenue and Customs Authority.

x. e-Court - e-Court project envisages leveraging ICT to facilitate the delivery of services provided by the judiciary. This project would be undertaken under the ownership of the Ministry of Justice. Services of the Federal Supreme court would also be covered under the project.

xi. Municipalities - This project envisages leveraging ICT to facilitate the delivery of services provided by the Municipalities. This project would be undertaken under the ownership of the Addis Ababa City Administration.

xii. Passport & Visa – This project envisages automation of services relating to issuance of passports and visa and the services would include application/renewal /replacement of passport, visa processing and ID Card issuance for Foreign Nationals. The project would be undertaken by Ministry of Foreign Affairs


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The electronic enablement of services will be undertaken in a phase wise manner. It is expected that while all information services, grievance redressal mechanism and most information services will be provided electronically by the end of year 1 (2011), transactional services will be enabled progressively over the course of next 5 years (2015).


The e-Services enablement plan for 219 services through the priority projects is provided below in figure

Figure 4: e-Service enablement Plan

Agency Priority Projects Year 1 Year 2 Year 3 Year 4 Year 5 Total

Agricultural Services

15

296 8

Benefits Management system

2

53

Education

5

133 5

Health

4

1410

e-Trade

6

185 7

Employment

3

712

Transport

6

148

Tourism

4

142 4 4

Tax

7

136

e-Court 114 7

e-Municipality

25

6213 19 5

e-Passport

2

114 5

Yearly Services 35 73 64 30 9

Total Services ( 79 Informational,140 Transactional) 219

Transactional

Informational


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2. Common Applications: Common applications need to be made available across the

Ministries and Agencies to enable smooth functioning and provide focus on implementation of the priority projects by reducing the effort required. The common applications would also facilitate collaboration and consistency across common processes such as procurement, HR management, Financial Management etc. The details of the common applications include

i. e-Procurement: Provide businesses and ministries with common platform to transact with features such as Demand aggregation, catalogue based procurement, dynamic pricing engine, etc

ii. HRMS - Government wide HRMS application to handle all functions related to leave, transfer, payroll, recruitment etc.

iii. E-office- To eliminate the paper-based interactions even within the government across different agencies by using a single solution

iv. FMIS - Enhancement of the existing Integrated Budget and Expenditure System (IBEX) addressing the core functions of public financial management

v. Email Management System: Email can be used as a very effective medium for the inter-office and intra-office communication. Since the email system will be common across the departments, the common system can be used across with the standardization in email addresses.

The implementation plan for the common applications is provided below:

Table 3: Implementation Plan for common applications

Yr. v/s Project

Implementation plan

Year 1 Year 2 Year 3 Year 4 Year 5

e-Procurement

HRMS

e-Office

FMIS

Email


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3. Core Projects: The core projects, as mentioned are proposed to be implemented in the

1st three years of implementation of the strategy implementation, considering the fact that they would be building blocks/ or the facilitators for the priority project implementation.

I. National Data set: Provisioning a national level data set of commonly used data elements across ministries, that can be used by all inter-ministerial applications as well as channels of delivery (national portal, mobile portal, CSC, NCC etc.) for delivering eServices

II. National Enterprise Service Bus (NESB): Provisioning a platform for seamless integration of ministry / agency applications and database at the back end; integrating all front end channels to deliver eServices

III. National Integrated Authentication Framework(NIAF): Provisioning of a unique identity based login to individuals for accessing the various electronic channels of government (National Portal, Mobile Portal, Common Service Centre (CSC) and National Contact Centre (NCC) & other ministry applications

IV. National Payment Gateway: Provisioning of a national payment gateway for Ethiopia to enable all modes of electronic payments to be transacted through all the electronic channels of delivery

V. PKI : Provisioning of PKI based identification, integrity and non-repudiation for online transactions related to the e-Government projects in Ethiopia

VI. Woreda Network: Provisioning of high bandwidth connectivity between ministries and agencies for sharing data, voice and video communication throughout the country

VII. National data Centre: It is proposed that the Ethiopian National Data Centre (ENDC) would consolidate services, applications and infrastructure to provide efficient electronic delivery of G2G, G2C and G2B services. ENDC infrastructure shall provide adequate space to house ICT assets of various departments and Government agencies within the country in an environment that meets the need for reliability, availability, scalability, security and serviceability.

VIII. National enterprise Architecture: Unified architecture adoption across ministries enabling better integration of ministry applications

The implementation plan for the common applications is provided in the table below:

Table 4: Implementation Plan for Core Projects

Yr. v/s Project

Implementation plan


National Data SetNational Enterprise Service Bus

National Integrated Authentication Framework


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National Payment Gateway

Public Key Infrastructure

Enterprise Architecture* WoredaNet and National data Centre is already being implemented by MINISTRY OF COMMUNICATIONS & IT

Strategic Dimension 2- Channel Enablement:

Implementation of the following four service delivery channel enhancement projects that will enable the customers to demand and avail services as per their choice and convenience:

1. e-Government portal where customers can use internet to request and avail services, search information, make payments, etc the national e-Government portal of Ethiopia – www.ethiopia.gov.et needs to be updated and enriched with the electronic enablement of 219 services over the next 5 years. Currently Ethiopia’s e-Portal is managed in-house. Based on the current assessment of the existing portal and websites of various departments, it is suggested that the government continue with the “in-house portal” model. However, the portal must be enhanced to be able to provide eServices. Additionally, the Government must consider options to allow private sector participation in the provision of related value-added services through the e-Government portal.

2. Phone (Call Center) where customers can call up to request services and information and access the same through call center agents and ‘Interactive Voice Response’ technologies. Government of Ethiopia has set up an in-house government call center. Since the exiting set-up is very basic and not a full-fledged call center, it is suggested that as part of the e-Government strategy implementation, the government establish an “Outsourced Call Center” to facilitate e-Services. It is planned to provide around 77 Informational and 40 transactional services through the call centre channel.

3. Mobile Gateway where customers can request services and information through mobile phones and hand-held digital personal assistants. The departments can send customers regular alerts through SMS. It is recommended that the Government of Ethiopia should review options of Outsourced Mobile gateway and ASP model (vendor managed) gateway for its services as current number of transactions may not warrant a dedicated in-house mobile gateway. It is planned to provide around 77 Informational and 40 transactional services through the Mobile channel.


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http://www.ethiopia.gov.et/


4. Common Service Centers (CSC) where services like Information dissemination,

acceptance of service requests and delivery of services is provided to the customers at a single point of service delivery. It is recommended that the 92 existing ICT Community Centres and the proposed 42 Unified Billing Centres are leveraged as CSCs for offering government services. In addition it is proposed to set-up around 800 centres (equal to approx. number of Woredas) on a PPP model. These centres would provide access to the 219 services – across the country.


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Given the high cost of ownership of internet, PC and mobiles and the relatively low ICT literacy in Ethiopia, Common Services Centers are expected to be the primary vehicles of electronic services delivery during the initial part of the implementation of the e-Government Strategy. Mobile channel is also expected to become a key channel for delivery of services over the next 5 years if the projection of the number of subscribers of mobiles in Ethiopia were to be realized.


The implementation for e-Services through the channels is provided below

Table 5: e-Services Implementation Plan for the Channels

Channel Year I Year II Year III Year IV Year V

Portal 35 73 64 30 9

ContactCentre

35 42 20 20

Mobile 35 42 20 20

ICT Centres

35 73 64 30 9

Strategic Dimension 3- Enablers:

It is essential that the various components of the e-Government strategy are supported by the following Five key enablers to assure successful and timely implementation of the e-Government strategy and ensure the sustainability of the initiatives:

Common standards and policies would enable an integrated and connected Government and facilitate standardization and efficiency across all key elements of the e-Government Components

Capacity building activities such as training, career planning and change management would ensure the availability of personnel resources and skill sets required to achieve the strategy

Marketing and awareness campaigns are key enablers in generating awareness and communicating with external and internal stakeholders to generate sufficient demand for the electronic services and reduce possible resistance to e-Government

Monitoring and evaluation would enable the High Committee/Technical Committee, through the project office, to monitor progress, customer satisfaction and government transformation which would be important in assessing if the desired outcomes are being achieved

Public Private Partnership models facilitate private sector participation for effective and efficient delivery of services

Overall Cost Estimates: Budgetary estimates for the implementation of the Strategy over a period of five years are approx. 3328.18 Mil. Birr or approx. 201.46 Mil USD. Details are provided in section 8 of the Report.

Overall Implementation Plan: The E Government Strategy along with all its components is to be implemented and monitored and assessed over a period of five years.

The components essentially comprise of the core projects – which are the infrastructure projects, the identified twelve priority projects and the Enablers. The enablers would


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actually be implemented over a period of 1 year – but they will be used on a recurring basis for the entire five year period.

The brief of the proposed overall implementation plan is provided below. The details of the implementation are in chapter 7.

Table 6: Overall Implementation Plan

S No. Project Implementation Plan

Year 1 Year 2 Year 3 Year 4Year

5

Core Projects

1 National Data Set

2National Enterprise Service Bus

3National Integrated Authentication Framework

4 National Payment Gateway

5 Public Key Infrastructure

6 Enterprise Architecture

Priority Projects

1 Agriculture services

2Benefits Management System

3 Education

4 Ehealth

5 G2B Portal

6 Employment

7 Transport

8 Tourism

9 Tax

10 Ecourts

11 Municipality

12 Passport & Visa

Enablers

1Marketing & Awareness Campaign

2 Capacity Building

3 Monitoring & Evaluation

4 Standards & Policies

Common Applications

E-Procurement

HRMS

E-OfficeFMIS


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E Mail

These components of the e-Government Strategy must be looked at in totality and the dynamic nature of the same must be acknowledged. Towards this end, the Governance Structure put forward in this document would provide an institutional mechanism responsible for coordinating and monitoring the implementation of the strategy and ensuring benefit realization. The following chapters detail out the recommendations for the Governance Structure and implementation of these strategic dimensions.


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Section 3 – GOVERNANCE STRUCTURE


III. Governance Structure

This section describes the Governance Structure that should be established to oversee and facilitate the Ethiopian e-Government Strategy implementation process. Some of the key factors that have been considered while drafting the governance structure are:

Ownership and Accountability for success of implementation of the e-Government program needs to be established;

Focus on realization of the strategic dimensions identified in the strategy needs to be maintained;

Ethiopian e-Government Strategy is a Government wide strategy that cuts across Ethiopia’s different Ministries/Agencies, it is not meant for any specific Ministry/Agency or sector. Therefore, a forum needs to be established to facilitate coordination amongst all stakeholders; and

Government priorities, frameworks, processes and organization structures.

Based on the Assessment done the following gaps have been identified:

Lack of a holistic coordination and cooperation across the Government for properly developing and utilizing IT;

IT organization structures, roles, and responsibilities are not properly defined nor approved, resulting in IT organizations in the Government Entity with varying levels of maturity in terms of design and resourcing;

Lack of a clear program and project management framework and tools to ensure all e-Government initiatives apply the same controls and quality measures and proper planning is in place for IT development;

Lack of knowledge sharing and resources sharing which can speed the process of IT implementations in common domains; and

IT expenditure is not recognized among the Ministries/Agencies budget, in addition, there is no allocation of a central fund to support central IT projects implementation.

I. Drivers for the Governance StructureTo guide the program towards achieving its objectives, the development of the program governance should take into consideration the nature of the program and the surrounding circumstances and factors that will influence and drive the program in the long and short terms. The Ethiopia e-Government Strategy Governance Structure drivers include the following:

The e-Government Strategy is for the Government as a whole; A large program with many projects needs to be coordinated and managed; A high number of stakeholders in different locations to be managed; A proper level of trust and confidence around the program need to be established; Standardization of approach and use of standards need to be enforced; Interdependency and conflicts need to be managed; Continuous monitoring and course correction is required; Ongoing alignment to business objectives is mandatory; Funding and spending critical decisions need to be tackled timely and properly; and A long term investment that require proper controls.


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II. Governance Structure: Options and Recommendations

For the successful implementation of e-Government Strategy, the owners for various functions as well as their relationship with each other needs to be defined clearly. The various roles envisaged and the options available are analyzed in the following section. Various areas considered are as follows:

Overall sponsorship of program Need for High Committee Need for the Technical Committee PMO as part of Ministry of Communications & IT Ownership of initiatives in entities

Overall Sponsorship of Program

Considering the scope of e-Government Strategy and its impact, it is imperative that the ultimate ownership of project rests with a high level authority. The sponsor of program will own the functions related to funding and strategic directions. In the table below the options of having Council of Ministers under the Prime Minister or a Board under the Council of Ministers as program sponsor has been analyzed.

Table 7: Options for sponsorship

Options Advantages Disadvantages

Council of Ministers under the Prime Minister

• Highest ownership in policy level decisions

• Establishment of the identity and importance of the program

• Easy co-ordination between Ministries/Agencies

• Quicker conflict resolution

• Sustainability of program will be ensured

• Decisions may be delayed

• Prime Minister may not be able to regularly monitor the progress of the Program

A Board under the Council of Ministers as the sponsor

• Quick decision making • Multiple stakeholders in board with different roles

• No ownership at individual level

• Insufficient level of support

Need for a High Committee

The best governance practices globally recommend the formation of a High Committee for large scale IT Strategy implementation. The role of this committee will be focused on providing guidance for the strategic directions and coordinating at the highest level. The available options for constituting the High Committee are analyzed in the table provided overleaf:


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Table 8: High Committee Assessment


High Committee chaired by Minister of Communications & IT

• High visibility of program

• Co-ordination and conflict resolution mechanism amongst Ministries

• Program could become a part of high priority agenda of the Council of Ministers

• The legal and policy level issues can be managed

• Members may not be available to meet too often which may result in delays in decision making process

No High Committee –Recommendations made by Technical Committee

• Availability of members to meet and discuss

• Authority to enforce decisions across the Government is weak

• Decisions on Ministry level have to go through a higher level (the Minister)

Need for a Technical Committee

The best practices globally recommend the formation of a Technical Committee for Strategy implementation. The role of this committee will be to coordinate, monitor the progress and establish standards for implementation. The advantages and disadvantages of constituting a Technical Committee are placed in the table below:

Table 9: Technical Committee


Technical Committee chaired by Representative – Ministry of Communication & IT

• Co-ordination between Ministries

• Regular monitoring of the project progress

• Faster resolution of technical issues

• The organization structure may have too many committees and delays in decision making process

• The Technical Committee is not empowered to undertake policy decisions


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Project Management Office (PMO) under e-Government Directorate of Ministry of Communications & IT or separate Directorate or separate Entity

In the new structure, the role of the Project Management Office (PMO) is focused on monitoring, compliance and supporting the central as well as entity level initiatives. PMO will also be playing a critical role in the capacity building and knowledge management across various Ministries/Agencies. The option of having the PMO as part of Ministry of Communications & IT or as an independent entity was evaluated, considering the scope of PMO.

Table 10: PMO Options


PMO as part of e-Government Directorate Ministry of Communications & IT

• High maturity level as organization

• Office infrastructure is in place

• Availability of skilled manpower

• Ministry of Communications & IT will enable a structured reporting mechanism & process

• All conflicts related to IT implementation can be resolved easily

• The implementation will require the ownership from different Ministries/Agencies and co-operation will require continuous & efficient co-ordination

PMO as a Separate Directorate Ministry of Communications & IT

• Office infrastructure is in place

• Dedicated team to implement the e-Government Strategy

• All conflicts related to IT implementation can be resolved easily

• Recruitment of all the officials of the Directorate needs to be dome

• Coordination with the e-Government Directorate with conflicting roles

• Reporting structure needs to be established

PMO as an independent Entity under independent implementation agency – like erstwhile EICTDA

• PMO will be Entity-independent

• PMO need to co-ordinate with various sub-committees within implementation agency

• PMO will need empowerment and support from Government officials

• A new Entity that will need to undergo different levels of maturity to reach the right shape


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• The new reporting structure needs to be carefully designed and approved

* Please note that the role of implementation agency for e-Government implementation within MoC&IT may be finalized after structure of the MoC&IT is finalized.

Ownership of IT initiatives in entity

Implementation of all the central initiatives will be owned by the implementation agency but the ownership of initiatives at the Ministries’ level needs to be clearly defined to avoid any conflict in scope and responsibilities. The options available in this area are analyzed below:

Table 11: Ownership of IT Initiatives


Implementation Agency owns the implementation of Ministries/Agencies initiatives

• Central control on the implementation

• Easy to enforce standards and procedures

• Lack of ownership by Ministries/Agencies

• No domain expertise, as a result providing direction will be difficult

• Funding will be done by entity so ownership can be questioned

Ministries/Agencies owns the implementation

• Faster implementation and better control

• Scope of project can be defined considering the requirements of the entity

• Sustainability resulting from ownership

• Compliance with standards and procedures may be impacted

The recommendations based on analysis of the various options are as follows

o The Council of Ministers headed by Prime Minister should be the Program sponsor o High Committee under the Minister of Communications & IT is needed in the overall

structure for effective implementation of the strategyo Technical Committee is needed in the overall structure o PMO will be under e-Government Directorate of Ministry of Communications & ITo Ministry/Agency initiatives will be owned by the respective Ministries/Agencies and

will be supported by the PMO while core and common initiatives will be owned by the Ministry of Communications & IT


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III. Recommended Governance StructureIn light of the recommendations above, envisaged governance structure is placed below:

Figure 5: Recommended Structure

As shown in the figure above, the ultimate responsibility for the implementation of the Ethiopian e-Government program lies with the Council of Ministers under the Ethiopian Prime Minister. The High Committee will be assisted by the PMO in Ministry of Communications & IT for monitoring, coordinating and directly following up the execution of IT initiatives. Ministries and other Government Agencies are the owners of their respective core and cross Government projects and will get the support for delivering these projects from the PMO.

In addition, Ministries and other Government Agencies are responsible for developing their vertical IT Strategies and implementation plans in coordination and under the direct supervision of the Technical Committee, in line with the e-Government Strategy and are responsible for deploying their Ministry/Agencies specific IT vertical projects. The


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Technical Committee will report on the progress and the issues of the strategy implementation to the High Committee.

Progress on vertical plans execution will be reported to the PMO to ensure alignment amongst all e-Government initiatives. All work initiated and conducted by Ministries/Agencies should be in compliance with the approved Strategic Directions. Any deviation – during implementation – from the directions provided in the Strategy document should be pre approved by the High Committee.

Description of the Entities presented in the Governance Structure

1. Overall Sponsor: The e-Government Strategy Sponsor is the council of Ministers under his Excellency, the Prime Minister. Ownership at this level is mandatory to ensure that the program receives sufficient support, which is necessary to ensure the success of the Program taking into consideration the size and nature of the change to take place. It is envisaged that the Prime minister as the Program owner will sponsor the program across the Government, push for change and resources, publicly take “ownership” of the projects and commit his time on a sustained basis.

2. The High committee chaired by Minister of Communications & IT will have the following members:

1. The Minister of Finance and Economic Development2. The Minister of Labor and Social Affairs3. The Minister of Transport 4. The Minister of Agriculture 5. The Minister of Education 6. The Minister of Trade 7. The Minister of Industry 8. The Minister of Foreign Affairs9. The Minister of Works and Urban Development10. The Minister of Justice11. The Minister of Civil Services12. Representative(s), PMO13. DG, Social Security Agency

The High Committee would be responsible to:

Agree on priorities among Program initiatives; Lead the implementation of the e-Government Strategy across the Government

covering all tracks defined within the Strategy and the implementation Roadmap. This includes submitting strategies for final approval by the High Committee, initiatives and projects approval and the monitoring and control activities;

Harmonize the Strategy implementation across all the components and manage interdependencies; and

Specify required funding and administer the allocated funds as part of Program management activities.


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3. The Technical Committee is responsible for the Program implementation

management through initiatives implementation management and provides Program integration, interdependency management and delivery assurance. The Technical Committee will report to the High Committee and will contain IT heads from the following Ministries/Agencies:1. Ministry of Minister of Communications & IT2. Ministry of Finance and Economic Development3. Ministry of Labor and Social Affairs4. Ministry of Transport 5. Ministry of Education 6. Ministry of Agriculture7. Ministry of Education 8. Ministry of Trade 9. Ministry of Industry10. Ministry of Foreign Affairs11. Ministry of Works and Urban Development12. Ministry of Justice13. Ministry of Civil Service14. Social Security Agency15. Head of PMO

The Technical Committee will be responsible for the following:

Identify technical assistance requirement at project implementation units; Assist in developing program level training schedule for project teams, general IT

skills, technology etc ; Identify competent technical as well as administrative resources (within the

Government and externally) for specific requirements of stakeholders; Lead the development of IT related policies and standards and submit drafts for

High Committee sign-off; Lead the development of IT related regulations and submit drafts for High

Committee sign-off; Lead the discussions with the private sector organization; and Support resolving conflicts whenever they arise and escalate conflicts to High

Committee whenever resolution is not possible.

4. Ministry of Communications & IT will own the implementation of e-Government

Strategy with support from Programme Governing Body or PMO. Some of the important functions of Ministry of Communications & IT and the PMO are as follows:

Specify required funding and administer the allocated funds as part of e-Government Strategy activities;

Lead the development of IT related policies and standards and submit drafts for High Committee sign-off;

Lead the development of IT related regulations and submit drafts for High Committee sign-off


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Lead the discussions with the private sector organizations; and Facilitate implementation of the IT initiatives across the Ministries/Agencies.

5. The Project Management Office (PMO) will be part of the E-Government Directorate of Ministry of Communications & IT and will support the e-Government Strategy implementation through monitoring projects delivery, controlling the relation with vendors, managing the procurement process, ensuring compliance with policies and standards, auditing projects at hand over, knowledge management and sharing for areas related to project management. The PMO will play the following roles: Monitoring the implementation of the e-Government Program on the different

aspects (technical, administrative and financial); Project Addition/Deletion Approval Supporting with evaluating requests received from the different Ministries/Agencies

for implementations, and Supporting projects execution tasks through the identification and allocation of required resources; and

Knowledge sharing for experiences gained through executing the different Program components

Procurement and contracting process management.

The organization structure of the PMO (described in diagram in next page) was developed based on the above mandate, where the following key departments will have the core teams tasked to deliver listed roles:

Project Coordination Knowledge Management Appraisal ITSG (IT Services Group) Marketing & Awareness Monitoring & Evaluation Cadre Control

The core teams will be supported by the following support teams which will report to the respective departments in the MoC&IT

Financial Control Procurement

The PMO will contain a pool of resources that can be assigned different tasks depending on work load, projects nature and projects level of maturity. Accordingly, one team member can play several roles that can be of monitoring, support, and knowledge or procurement nature. The details regarding PMO Staffing requirements have been provided in Annexure II. The recommended structure for the Project Management Office (PMO) is provided in the figure below:


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Figure 6: Project Management Office (PMO) Structure

Core Team of PMO

The details of the Core team of the PMO are provided in the following sections:

Project Co-ordination Team

This team will contain experts in infrastructure, applications, business process and information security and control requirements. It will be mainly responsible for the following:

1. Liaise with the implementing Ministries/Agencies closely and provide necessary coordination in order to ensure the realization of the Program targets and to facilitate the integration of the projects outputs with the e-Government Strategy;

2. Manage and monitor the implementation of the Program by assisting the Ministries/Agencies and other stakeholders;

3. Gather and review work plans from implementing Ministries/Agencies, and monitor the implementation of the different tasks defined in the plan;

4. Periodically report projects’ progress to the Program Governance Board with detailed analysis of status and deliverables;

5. Review projects’ deliverables and ensure deliverables specifications and quality meet those agreed in the contract signed with the service or technology provider;

6. In addition to monitoring projects, the Project Coordination team will also be involved in reviewing service level agreements for maintenance and operation contracts to validate compliance versus agreed terms and conditions from technical perspective;

Knowledge Management Team

It is mandatory to apply the same standards on the different projects within the e-Government Strategy Program; this includes applying the same procedures, using the same


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templates, and following the same controls. In addition, there will be similar implementations rolled out across the Government; the knowledge gained in one implementation will need to be shared among others.

The Knowledge Management team will be responsible for the following:

1. Develop knowledge management objectives and plan on annual basis

2. Ensure the same project management standards are applied across the e-Government Program

3. Define the broad contours of the Knowledge Management Portal to be developed as part of the Capacity Building Initiative.

4. Maintain a central database of references, templates, projects documentation and other details

5. Provide project managers in the different Ministries with access to the central database

6. Conduct awareness sessions on approved project management frameworks and standards for the different stakeholders

7. Ensure project managers provide proper documentation on their projects at project conclusion

Appraisal Team

To properly manage requests for implementations (and associate funding), all requests will be accompanied by a Detailed Project Report which will contain technical and financial information about the requested change. The Appraisal team will handle the evaluation of all received requests and will perform technical and financial reviews to ensure received requests are in line with the Strategy and within the approved budget allocations. The purpose of the technical review and the financial review are described below:

Technical Review

The technical review will target ensuring the following:

Alignment of project with the Strategy

No overlap with approved, core and common initiatives

A proper utilization of shared and central facilities

The scope of work is defined clearly

A proper functional description is in place

A proper technical description is in place

Potential risk identified for the initiative and risk mitigation plan.

Details about the dependency of initiative on other initiatives (core, common or Ministry/Agencies specific)

Post implementation support plan is described properly

Financial Review

Financial review activities target ensuring the following:


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Details about the fund required with sufficient break down are included in the request

submitted by the Ministries

Financial analyses including CAPEX and TCO are covered in the request

Adherence with Procurement policy

Availability of funds

Identification of funding options/resources

ITSG (IT Services Group)

To support the different projects that are part of the Program, resources will be needed to perform project management, technical activities and administrative activities. The need for resources will be assessed on a case by case basis to ensure projects are neither over staffed nor under staffed. The ITSG Resources team will play the role of Capacity Balancing by identifying resource requirements and allocating necessary resources accordingly. The source of these resources can be contracting with third parties.

Option 1 – Ethiopia Internal Resources

The resources with required skills can be deployed for short term from MoC&IT or any other Ministries/Agencies. This will ensure a proper utilization of in-house capacity and will lead to the development of a pool of Government experts who are specialized in technical and functional domains. This option is the preferred option and will be more predominant once capacity has developed properly to meet the targets established under capacity building domain.

Option 2– External Resources

In the initial phase the mobilization of resources from within the Ethiopia will be a challenge, as a result experts can be hired from third parties. Consulting, outsourcing and managed services companies can be contracted to provide technical and project management experts. While mobilizing resources from external resources, it is important to have a system for knowledge transfer to support internal capacity building on the long term. The technical areas where experts will be needed can include; Database Administration and Management, Networking, Solutions Architectures and Integration, Software Development, Computer Hardware, Financial Analysis, Business Analysis and Re-engineering, and Organizational Development.

Option 3- Fresh graduates and interns

It’s very important to employ fresh graduates and interns for suitable supporting roles in various Directorates in Ministries. ITSG will co-ordinate the hiring of qualified resources from the institutes in region and will be taking care of mobilization to various Ministries. This will help in building the future capacity for various positions where consultants will be hired initially. Graduates in Computer Science/IT, Engineering, Finance, HR and Management will form the part of this pool of resources. ITSG team will organize annual campus visits as part of internship program to identify such resources.

The indicative structure of ITSG required at the Ministries/Agencies is provided in the figure below (The details regarding ITSG qualifications requirements have been provided in Annexure XV)


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Figure 7: ITSG Structure

Capacity Balancer

Capacity Balancer role will be handled by the ITSG within the PMO who will play the expert role in supplementing the efforts of the project implementation teams of the initiatives on request.

For a proper execution of the strategy, technical and administrative resources should be available where and when needed. It is expected to have a lack of sufficient resources in all Ministries/Agencies especially at the early stages of the Program implementation. To ensure this gap is managed properly a “Capacity Balancer” – which is one of the main roles of the PMO – will support in allocating the right resources to support initiatives, these resources can be from within Strategy or through contracting with third parties. This would integrate seamlessly across the centre and Ministry/Agencies departments to ensure capacities exist within the implementation units to prepare/undertake initiatives.

The Program Governance Structure is designed to have a structured mechanism to assess individual Ministries capacities and their gaps and then devising the right intervention to help fill these gaps. This mechanism would supplement the Ministry/Agencies’ capacity and equip them to effectively prepare/undertake initiatives.

The Capacity Balancer would need to address both long term capacity creations such as CIO, IT Management skills within the Ministry, etc. It would address both long term requirements either by implanting CIO from existing organizations for longer duration as internal staff and creating skill sets for the Ministry/Agencies staff. Short term requirements could be addressed by hiring private organizations or individuals with the required skill sets.

The work of the Capacity Balancer is illustrated in the diagram below. For example, Ministry- A may have internal capabilities in project preparation and design but may not have the necessary know-how in Bid-Process Management, Budgeting or the resources for Project Management. In such cases, the Ministry/Agencies may approach the ITSG unit of the PMO, which would in-turn help the Ministry to identify and engage appropriate


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Solution Design Expert

Project Management Expert

Project Design Expert

Standards and Policies Expert

PPP Expert

Project Coordinator


resources for a given period to initially undertake the project and simultaneously build the required capacities. Ministry on the other hand, is fully equipped to undertake a project and thus would see no significant advantage in requesting support from the PMO

Figure 8: Capacity Balancer

Monitoring & Evaluation Team

This team of the PMO will play a very important role – in terms of development & implementation of program monitoring tools, implementation of a Monitoring & Evaluation framework consisting of project progress tracking measures, benefits measurement and impact assessment. This team will also be responsible for implementation of Government Transformation Index (GTI) and Customer satisfaction index (CSI).

Marketing & Awareness Team

This team of the PMO will be responsible for all publicity, marketing and advertising activities, which will ensure that there is a wide awareness among all stakeholders about the program and accordingly the demand and uptake of the different services is increased.

Cadre Control

This is another important part of the PMO which will oversee the identification, deployment, progression and capacity building of a central pool of Government IT resources – who will play an important role in the implementation

Support Team

The details of the support team of PMO are provided in the following sections. The support teams will be reporting to the respective directorate/division of the MoC&IT, which will also decide the structure and number of resources of the teams.


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Financial Control Team

As the implementation of Strategy will involve huge investments, the strategy budget need to be managed through a comprehensive fund tracking mechanism. The Financial Control team will be responsible for the following:

1. Monitor the financial status of the program and report any deviation from the approved budget;

2. Perform financial analysis as part of evaluating requests received for new projects from the different Ministries; and

3. Develop the estimates for the Program annual budget.

The Financial Control team will do ongoing periodic reviews of active projects and will also be involved in reviewing service level agreements for maintenance and operation contracts to validate compliance versus agreed terms and conditions from financial perspective.

Procurement Team

As the execution of the e-Government Program will involve large number of procurements in the form of services, hardware and software, central control over procurement is mandatory to properly control acquisitions and ensure the standards are applied consistently.

The Procurement team will handle the following tasks:

1. Manage the tendering cycle for core and common initiatives;

2. Prepare purchase orders of IT products like computers, servers, peripherals, networking and any hardware requirements; and

3. Monitor purchase orders, release of payments, stock entries, billings, deliveries, utilization certificates related to all IT products;

4. Estimate expenditure details and manage correspondence with suppliers and departments/organizations after orders placement;

5. Manage framework contracts; and

6. Maintain vendor’s short list.

The Procurement team will manage the Service Level Agreements (SLAs) with the different providers and will ensure the following:

SLAs are signed on time;

The terms within SLAs cover the required services;

The providers are complying with their respective SLAs; and

Compliance reviews are conducted by the Coordination team and the Financial Control team.


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Temporary Capacity Sourcing Agencies

Since implementation of the Strategy would require experts from different domains as mentioned above, there is a need to have a Temporary capacity Sourcing Agencies who could provide resources with desired qualifications for a specified contract period. Human Resource Development, Capacity Building, Research and Consultancy Directorate of MoC&IT could be responsible for empanelment of such agencies and then procure resources based on the Ministerial/Agency project requirements.

IT Organization Structure at Ministry/Project Level

Each Ministry/Agency will have a dedicated IT department to manage the operations and support of the IT infrastructure and system implemented within the entity. Currently, the Ministry level IT department may not have requisite staff and skill set. The profile of the people, their experience and attitude are critical success factors for the successful implementation of IT initiatives. Given this, it is recommended that only experts in the respective domains be sourced. Leveraging expertise of resources from the private sector is a good option in this context. The strategy to have the best quality for a reasonable cost will be to hire people from the market in the initial phase, get the systems and processes in place. Simultaneously the senior government officials with sufficient experience and interest will be identified and trained over a period to take over their positions. This way, over a period of time, there will be systems and processes in place and people with the right skill-set to take the challenge of achieving the objectives.

Taking cognizance of the above as well as the gaps identified in the present mechanism during current state assessment of all Ministry/Agency level the recommended minimum composition of the Ministry level IT Department is given in the following figure

Figure 9: Ministry Level IT Organization Structure

Role of CIO/Head of Department

The key to the long term success of the e-Government Strategy lies in the creation of effective Information Technology Managers within the Government Ministries. While project implementation along with associated process improvements could be considered as a onetime activity, the continuous improvement in processes and technology is an activity for which capacities need to be created within the individual Ministries/Agencies.


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International experience indicates that creation of CIOs has been extensively used by countries to sustain and increase the pace of IT development.

The first step towards creating such capabilities is to create an appropriate position with the identified responsibility of information management within the Government. Across the globe, this is being achieved through the role of the Chief Information Officers (CIO)

The governance structure proposed here briefly introduces the concept of CIOs. It is an important position and can play a significant role. This section highlights the concept and functioning of CIOs, in addition to describing the structures of IT departments within Ministries, the size of these departments will vary depending on Entity size and Entity level of dependency on information technology.

The primary role of the CIO/IT Head is to act as the IT manager of the Ministry. He or she would be the person responsible for Ministry IT strategy development and maintenance, further entity capacity building, sponsor of IT initiatives within the Ministry, and up keeping and maintaining the IT infrastructure.

The role of other officials is provided in the table below. (Detailed Qualifications of the Officials in provided in Annexure IV)

Table 12: Role and Responsibilities of Ministry Level Organization Structure

Department Roles and Responsibilities

Project Champion

• Project prioritization within Ministry• Identification and resolution of interdependencies• Annual projects budgeting• Preparing Project Detailed Reports for submission to PMO• Ministry projects management at all stages• Implementing and using a Project Management Information System• Track project progress with respect to desired outcomes and outputs

and report the same to senior stakeholders

IT Capacity Building Expert

• Design a Capacity Building Strategy for the Ministry• Design the Training Plan• Conduct Trainings of the officials• Monitor the trainings• Procurement of experts from Outsourced agencies for providing

training

Government Process

Re-engineering

Expert

• Monitor the BPR reforms implementation in the Ministry• Monitor the service levels• Identify further BPR opportunities for improvement in service levels• Implement the BPR recommendations

Domain Experts

• Monitor the BPR reforms implementation in the Ministry• Monitor the service levels• Identify further BPR opportunities for improvement in service levels• Implement the BPR recommendations


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IT

Infrastructure Expert

• Design IT infrastructure requirements• Support in Bid Process Management for procurement of IT

infrastructure• Test the IT infrastructure procured• Support in Hardware and Software installation

IT Security Expert

• Design IT Security Requirements• Implementation of IT Security requirements• Review the Security Controls

Application Expert

• Design Application architecture• Design the Application Controls• Monitor the Software Development• User Acceptance Testing

PMO Support – Tools and Infrastructure Support

Table 13: PMO Support

Function Tools and Infrastructure Support

Programme Management

Technology Tools: Project Tracking, Document Management, Knowledge Management, Planning and Tracking Tool, Report Writer, risk management, change management, progress recording

Methodologies : Project Management, Risk Management, Communication Management, Change Management, Training, Capacity Building, Project Assessment, Project Proposal and creation, etc.

Infrastructure: Network connectivity, Mail Management, all office suit products and other office management products like projectors, visual boards, Video Conferencing facilities, etc.

Fund Management Fund Management System, Financial Management System, Management Information System, Guidelines for project procurement and bid evaluation

Technical Assistance / Capacity Balancer

Standard template for capability gap assessment, guidelines for processing technical assistance support

HR / Training Standard template and assessment methodology for training need assessment; formal linkages with select national/international training institutes for actual delivery

Communication Appointment of a Public Relations (PR) and an advertising agencies to manage communication – internal and external

Policies / Standard Setting

Representation on standard setting working groups, Regular training and study tours on new technology and applications

Centre of Strong knowledge management tools; Data miningPricewaterhouseCoopers

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Excellence/Knowledge Management


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Section 4 – STRATEGIC DIMENSION 1 – SERVICES ENABLEMENT


IV. Strategic Dimension 1 - e-Services Enablement

I. IntroductionA service is defined as an interaction or a set of interactions that involve exchange of information / documents between customers and the government. There are two types of services as enunciated below:

i) Informational Services: includes those services that solely provide information to customers and do not involve processing of any transactions or documents. For example, providing procedural information for requesting a service / facility, providing status update of applications for availing services etc. Informational services have relatively simple back-office operations and can be easily electronically enabled.

ii) Transactional Services: includes those services where customers require specific actions to be taken by the department. For example, issue of a driving license is a transactional service. Transactional services mandate a higher degree of customer interaction and more complex delivery operations than informational services

II. Guiding Principles for electronic enablement of Service


Focus on designing eServices around citizen needs

Any service should be electronically enabled only after business process has been re-engineered for that particular service.

Electronic enablement of services should result in visible enhancement of customer experience in terms of faster turnaround time, lesser visits to government offices and / or lesser cost of availing services (cost should not be confused with fees)


III. Recommendations and TargetsBased on the above guiding principles, 219 services have been considered for phase-wise electronic enablement. (This list of services is however not static and could vary at time of actual project implementation as- Ministries, Agencies may have added or modified their services or even make changes at time of finalizing the application requirements & functionality, for their services.)

Some of the other recommendations are:

1. The Services should be presented on the e-Government portal as per the services life-cycle (explained in detail in Annexure I) so that the customers can access services intuitively.

2. The services for various groups such as businesses, individuals, government employees, visitors should be segregated to facilitate easy and fast navigation.

3. In order to implement the services in an integrated manner, bundle of services should be grouped as priority projects (discussed later).

4. Clear-cut service levels must be defined for electronically enabled services. The services should be designed such that breach of service levels is escalated to the higher levels so as to fix accountability for delays.

5. Electronic enablement of a service does not mean that no further work is required to be done regarding that service. It is imperative to provide robust maintenance support to facilitate acceptable uptime and performance of the eServices. Features of eServices should also be improved with technological improvements and based on feedback from users.

IV. Agency Priority Projects The electronic enablement of services will be realized through the implementation of Twelve (12) Agency Priority projects. The underlying idea is that the services can be electronically enabled in a sustainable manner only when the organization that offers the respective services takes ownership of the electronic enablement.

Each of these 12 projects is detailed out in the next few pages. The service enablement across the priority projects is provided in the table below

Table 14: Agency Priority Projects

S.No.Agency Priority

ProjectsYear

1 Year 2 Year 3 Year 4 Year 5 Total

1 Agricultural Services 15 6 8 0 0 29

2Benefits Management system 0 2 3 0 0 5

3 Education 5 3 5 0 0 13


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S.No.Agency Priority

ProjectsYear

1 Year 2 Year 3 Year 4 Year 5 Total

4 Health 0 4 10 0 0 14

5 E Trade 0 6 5 7 0 18

6 Employment 1 6 0 0 7

7 Transport 6 8 0 0 0 14

8 Tourism 0 4 2 4 4 14

9 Tax 7 6 0 0 0 13

10 e-Court 0 4 7 0 0 11

11 e-Municipality 0 25 13 19 5 62

12 Passport & Visa 2 4 5 11

Total Services 35 73 64 30 9 211

The e-Service enablement across the 12 priority projects is provided in the table below

Table 15: e-Service Enablement of Agency Priority Projects

Agency Priority Projects Year 1 Year 2 Year 3 Year 4 Year 5 Total

Agricultural Services

15

296 8

Benefits Management system

2

53

Education

5

133 5

Health

4

1410

e-Trade

6

185 7

Employment

1

76

Transport

6

148


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Tourism

4

142 4 4

Tax

7

136

e-Court 114 7

e-Municipality

25

6213 19 5

e-Passport

2

114 5

Yearly Services 35 73 64 30 9

Total Services ( 77 Informational,134 Transactional) 211

Transactional

Informational

Details of each of the Agency Priority Project is provided in further sections


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V. Agriculture ServicesInitiative name

e-Agriculture

Objective To provide information & services to all stakeholders in the Agriculture sector (farmers, importers, exporters, investors, Government/regulatory agencies, research & support institutions) efficiently using ICT, and enable all stakeholders to contribute & participate in the development of the Agriculture Sector.

Outcomes expected

Improvement in Agriculture services provided by Government

Provide access & improve access to informational & transactional services to all stakeholders across the country

Improve Government administration and supervision of the Agriculture sector by using ICT

Improve overall quality & productivity/yield in Agriculture sector in the country by providing timely access to information on agriculture techniques, practices, cropping, weather, markets etc

Strengthening of Agrinet project

Coverage Ministry of Agriculture

Departments of – Agriculture development, Agriculture marketing, Natural Resource, Disaster prevention, preparedness & food security (DPPA), Animal & Plant health, Plan & Program, Human resource dev., women affairs, Information & tec. Management, Procurement, finance & property admin and Public relations

Regional Agriculture Bureaus

Subordinate organizations including DPPA, EIARP (Ethiopian institute of Agr. Research), EGTE – Ethiopian Grain trading enterprise, NVI – Veterinary Institute and IBC – Biodiversity centre

List of major components to be addressed

Agriculture portal – with separate sections for each of the stakeholders (farmers, Government and support institutions) or separate portals and including services for all stakeholders

Agriculture information & management system

Services that will be delivered

Service Major component

Cate

gory

Servic

e T

ype

Ch

an

nels


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Initiative name

e-Agriculture

Information services1. Provision of data on the Agro-

processing Industry.2. Crop Failure Reports3. Provision of information on

Enabling Environment, Financing, and Infrastructure in the agro-processing industry.

4. Provision of Information on Market Fragmentation and Investment Potential.

5. Provision of Information on Quality Standard Implementation and Certification.

6. Provision of Information on Competition Indicators in the Agricultural sector.

7. Provision of Information on Investment Incentives in the Agro-processing Industry.

8. Information on prices of Fertilizers, Pesticides, Seeds, and Crops.

9. Technical services and support for farmers.

10. Irrigation Request by farmers.11. Information on livestock disease

control & surveillance12. Information on animal

infrastructure distribution & personnel

13. Information on quarantine inspection and certification

14. Information on rural land admin. Policies, procedure & guidelines

15. Information on natural resources conservation

Portal, Agriculture Information & Management system

G2

C, G

2G

, G2

B

Info

rmatio

nal

Natio

nal W

eb

porta

l, Min

istry porta

l, Mob

ile, IC

T C

en

ters


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Initiative name

e-Agriculture

Transactional servicesAgricultural Product Inspection and Certification Services:

For Investors or any Business man who is engaged in import and/or export of plant and animals products for commercial purposeApplication for python sanitary inspection on export and import.Application for the import or export pesticide for commercial purposeApplication for plant import permit, etc

Services relating to provision of Farm Land to Investors :

Local or Foreign Investors who need Agricultural land for Investment, the following requirements and services are given by MoA.

Application form to obtain the landProvision of Information on the potential Agricultural landTechnical and Administration supportContinuous follow-up and support on the land use, Land management

Other transactional servicesCustom clearance certificate for agriculture importsCertificate of competence on agricultureCertificate of import & export of animal & crop products

Portal, Agriculture Information & Management system

G2

C, G

2B

Tra

nsa

ction

al

Natio

nal W

eb

porta

l, Min

istry porta

l, Mob

ile, IC

T C

en

ters

Implementation plan Yr. v/s

Project

Implementation Plan

Year 1Year 2

Year 3 Year 4 Year 5

Sp

read

of

sub

-pro

jects Portal

DevelopmentAIMS

Continuous improvement /updation of policy and regulatory framework ensuring the safety, authenticity, integrity and availability of the envisaged services


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Initiative name

e-Agriculture

across all the delivery channels & Expansion & Strengthening of Agrinet

Budget 33.86 Mil. Birr

Pre-Requisites The above mentioned initiative is a comprehensive project envisaging a complete end to end automation of some of the core functions of the ministry and agencies. For end to end automation of the service delivery, it will be important that core infrastructure projects run in parallel and are completed on time. Following core projects will have to be executed on time for successful implementation of the initiative

National Data Set (NDS) National Enterprise Service Bus (NESB) National Integrated Authentication Framework (NIAF) National Payment Gateway (NPG) Public key infrastructure (PKI) National Wide Area Network (WOREDANET) Implementation of the Network Master Plan

Apart from the key core projects to be undertaken for the successful implementation of the initiative the success of the health initiative will directly depend of the how successfully Ethiopia achieves high level of Internet and Mobile penetration and how successfully private hospitals are integrated into the system.


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VI. Benefits Management SystemInitiative name

Social Benefits Management System

Objective Provisioning of major informational and transactional services related to transport ministry through electronic channels thereby improving the service delivery’s quality and efficiency.

Outcomes expected

Better awareness about benefit schemes due to single source of information

Higher satisfaction of beneficiaries with benefit schemes due to a single interface to access these schemes and faster turnaround times

The service delivery can be monitored centrally for all benefit schemes making it easy to access the impact and benefits of the various schemes

Better controls to check leakages in the systemCoverage Ministry of Labor and Social Affairs

Social Security Agency Department of Postal services Addis Ababa City Administration


Benefit Schemes Portal (BSP) Pension Management System (PMS) e-Municipality


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Initiative name



Service Major component C

ate

gory

Servic

e

Typ

e

Channels

Web-based information publishing

Benefit Schemes Portal (BSP)

G2

C

Info

rmatio

nal

National Web portal, Ministry portal, Mobile, ICT Centers, call center

Benefits eligibility calculator


G2

C

Info

rmatio

nal

National Web portal, Ministry portal, ICT Centers, call center

Applications for availing benefits


G2

C

Tra

nsa

ction

al

National Web portal, Ministry portal, ICT Centers, call center

Pension Services (Pensioner registration, and pension payment)

Pension Management System (PMS)

G2

C

Tra

nsa

ction

al National Web

portal, Ministry portal, Mobile, ICT Centers

Support Letter (for unemployment; free health treatment, scholarships)

e-Municipality

G2

C

Tra

nsa

ction

al National Web

portal, Mobile, Ministry portal, ICT Centers


ProjectImplementation plan

Year 2 Year 3 Year 4

Sp

read

of

sub

-p

roje

cts

PMSSBP

Integration of various subprojects into a seamless and single Social Benefits Management System


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Initiative name


Continuous improvement / updation of policy and regulatory framework to ensure that benefits reach the intended beneficiaries through all available service delivery channels.

Budget

33.63 Mil. BirrPre-Requisites

This initiative is a comprehensive project that would integrate all the welfare programs of the Government of Ethiopia. For end to end automation of the delivery of the welfare programs, it will be important that core infrastructure projects run in parallel and are completed on time. Following core projects will have to be executed on time for successful implementation of the initiative

National Data Set (NDS) National Enterprise Service Bus (NESB) National Integrated Authentication Framework (NIAF) Public key infrastructure (PKI) National Wide Area Network (WOREDANET) Implementation of the Network Master Plan

Apart from the key core projects to be undertaken for the successful implementation of the initiative, the success of the project will also depend on the success of marketing and awareness activities as the target group - underprivileged section of the society, is the least aware about new schemes and policies.


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VII. Education Initiative name

e-Education

Objective To provide information & services to all stakeholders in the Education sector (students, teachers, Government/regulatory agencies, and educational institutions) efficiently using ICT, and enable all stakeholders to contribute & participate in the development of the Education Sector.

Outcomes expected

Improvement in education services provided by Government

Provide access to education across the country

Improve teaching standards by providing on-line access to latest teaching aids, material, techniques

Improve Government administration and supervision of the education sector by using ICT

Improve overall quality of education in the country through distance learning, E-learning, computer based training (CBT)

Strengthening of Schoolnet project

Coverage Ministry

General Education, Higher Education & Technical & Vocational Education Training (TVET) departments

Regional Education Bureaus


Education portal – with separate sections for each of the 3 depts. (general, Higher and TVET) or three separate portals.

Student management system – including registration, admission and complete student records – for government schools & colleges

Examination management system

Education Institutes (schools, colleges, etc) administration system, including internal work-flow management system for the ministry, to provide services electronically

Providing, facilitating internet connectivity with adequate bandwidth to schools & other educational institutions


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Initiative name

e-Education



Cate

gory

Servic

e

Typ

e

Channels

National Exam results

Examination management system

G2

C

Info

rmatio

nal National Web


Student placement results

G2

C

Info

rmatio

na

l National Web portal, Ministry portal, Mobile, ICT Centers

Teacher placement results

G2

C

Info

rmatio

nal

National Web portal, Ministry portal, Mobile, ICT Centers

Student registration

Education administration system and Student management system

G2

C

Tra

nsa

ction

al National Web


Certificate for completion of high school (original & replacement)

G2

C

Tra

nsa

ction

al National Web


Certificate for completion of degree (original & replacement)

G2

C

Tra

nsa

ction

al


Publish education statistics

G2

G &

G2

C

Info

rmatio

nal



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Initiative name

e-Education

Implementation plan

Yr. v/s Project

Implementation PlanYear 1 Year 2 Year 3 Year 4 Year 5

Sp

read

of

sub

-pro

ject

s

Exam Management System

Student Management System

Education administration System

Integration of various core projects and various channels

Continuous improvement /updation of policy and regulatory framework ensuring the safety, authenticity, integrity and availability of the envisaged services across all the delivery channels & Schoolnet project

Budget

48.70 Mil. BirrPre-Requisites

The above mentioned initiative is a comprehensive project envisaging a complete end to end automation of some of the core functions of the ministry and agencies. For end to end automation of the service delivery, it will be important that core infrastructure projects run in parallel and are completed on time. Following core projects will have to be executed on time for successful implementation of the initiative

National Data Set (NDS) National Enterprise Service Bus (NESB) National Integrated Authentication Framework (NIAF) National Payment Gateway (NPG) Public key infrastructure (PKI) National Wide Area Network (WOREDANET) Implementation of the Network Master Plan Expansion & Strengthening of Schoolnet project

Apart from the key core projects to be undertaken for the successful implementation of the initiative the success of the E-Education initiative will directly depend of the how successfully Ethiopia achieves high level of Internet and Mobile penetration and how successfully all education sector stakeholders are integrated into the system.


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VIII. E-Health Initiative name

e-Health

Objective Provisioning of major informational and transactional services related to Health through electronic channels thereby improving the service delivery’s quality and efficiency.

Outcomes expected

Convenience to the general public , healthcare institutions( hospitals and pharmacies) for informational and transactional services

Improvement in the service levels of health ministry’s services leading to timely medical aid to the citizens thereby improving the overall health scenario in the country

Uniform and transparent licensing process leading to efficient health care service delivery

Convenient and accurate monitoring of certification and license status of health care institutions

Putting HSDP project on a fast track and aligning the e governance objectives with the 8 project components of HSDP project

Coverage Ministry

Government Hospital

Regional Health Bureaus

Woreda Health offices

Agencies

Pharmacies

Private Hospitals


Health Ministry Portal (HMP)

Hospital Information Management System (HMIS)

Drug Information Management System (DIMS)

Integration of hospitals(Public and Private), Pharmacies

National Payment gateway


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Initiative name

e-Health



Cate

gory

Info

/ T

ran

sactio

nal

Channels

Issuance of Drug Marketing license

Issuance and renewal of Certificates of competence to drug establishmentsIssuance, Renewal and cancellation of drug registration certificateIssuance of certificate of competence to health professionalsIssuance of licenses to hospitalsIssuance, Renewal and cancellation of license to conduct clinical trialsBooking of AppointmentsNotification of Test resultsHospital Information

HMIS G2

C

Info

rmatio

nal National Web


Drug pricing information

DMIS G2

CG

2B

Info

rmatio

nal


Drug Availability DMIS G2

CG

2B

Info

rmatio

nal

National Web PricewaterhouseCoopers

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Initiative name

e-Health

Implementation plan

Yr. v/s Project


Sp

read

of

sub

-pro

jects

HMP

HMISDMIS


Continuous improvement /updation of policy and regulatory framework ensuring the safety, authenticity, integrity and availability of the envisaged services across all the delivery channels.

Pre-Requisites

The above mentioned initiative is a comprehensive project envisaging a complete end to end automation of some of the core functions of the ministry and agencies. For end to end automation of the service delivery, it will be important that core infrastructure projects run in parallel and are completed on time. Following core projects will have to be executed on time for successful implementation of the initiative


Apart from the key core projects to be undertaken for the successful implementation of the initiative the success of the health initiative will directly depend of the how successfully Ethiopia achieves high level of Internet and Mobile penetration and how successfully private hospitals are integrated into the system.



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IX. E-Trade

Initiative name

e-Trade

Objective Provisioning of major informational and transactional services related to Trade and Industry through electronic channels thereby improving the service delivery’s quality and efficiency.

Outcomes expected

Convenience to the Industries, Businesses ,Large, Medium, Small and Micro Enterprises, Investors and the general public for informational and transactional services

Improvement in the service levels of Trade and Industry ministry’s services leading to timely Business aid to the citizens thereby improving the overall Economic scenario in the country

Uniform and transparent licensing process leading to efficient Trade and Industrial service delivery

Convenient and accurate monitoring of certification and license status of Business institutions

Putting SMME Development project on a fast track and aligning the e governance objectives with the Agencies and Bureaus

Facilitating and developing the Import and Export Trade linkages

Coverage Ministry of Trade

Ministry of Works and Urban development

Public Sector Undertaking(PSU)

Regional Trade and Industry Bureaus

Woreda Trade and Industry offices

Agencies

Large Industries

Small Micro and Medium Enterprises (SMME)

Foreign and Domestic Investors

International Relations

Sectoral Growth


Trade and Industry Portal

Works & Urban Development Application (WUD)

Enterprise(SMME & Large Industries) Management System (EMS)

Trade (Import/Export) Management System (TMS)

Investors Management System(IMS)PricewaterhouseCoopers

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Initiative name

e-Trade

Integration of Domestic(Public and Private) Enterprise Linkages

Sector and Business specific ICT Infrastructure and Applications Support


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Initiative name

e-Trade



Cate

gory

Info

/ T

ran

sactio

nal

Channels

Provision of Investor Information

IMS

G2

B

Info

rmatio

nal


Policies on Business Loans

G2

B

Info

rmatio

nal


Trade name and trade mark registration and renewal

G2

B

Tra

nsa

ction

al


Collection of fines if businesses operate without license or outdated license

G2

B

Tra

nsa

ction

al


Requesting for Business area

G2

B

Tra

nsa

ction

al

National Web portal, Ministry


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Initiative name

e-Trade

Implementation plan

Yr

v/s

Pro

js Implementation Plan

Year 2 Year 3 Year 4 year 5

Sp

read

of

su

b-P

roje

cts

Ministry Portal

WUD, IMS

TMS

EMSIndustry Linkages

Hosting Business Specific ApplicationsCore Infrastructure

EMS, TMS and IMS Management Systems shall be purely

informational in Year 1 with web interfaces. These systems shall be developed for specific workflow

applications in Year 2 and Year 3.

Industry Linkages are initiatives to explore and implement synergies between the sectors/Industries and also between SMME and Large industries

Customized Business specific ICT Applications and Infrastructure shall be developed and hosted for usage by the Local industries. These could be implemented in collaboration with the Private sector on appropriate PPP Models.

Budget – 9.83 Mil. Birr


National Data Set (NDS)

National Enterprise Service Bus (NESB)

National Integrated Authentication Framework (NIAF)

National Payment Gateway (NPG)

Public key infrastructure (PKI)

National Wide Area Network (WOREDANET)

Implementation of the Network Master Plan


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Initiative name

e-Trade

Agrinet

Apart from the key core projects to be undertaken for the successful implementation of the initiative the success of the e-Trade initiative will directly depend on how successfully Ethiopia achieves high level of Internet and Mobile penetration and how successfully SMMEs are integrated into the system.

ICT Support to Domestic Industries:

ICT support in terms of Infrastructure, Information and Linkages through ICT shall be extended to the local Industries and Small Micro and Medium Enterprises (SMMEs) in particular. Specific Software solutions shall be built for the SMME sector in view of the Growth and Transformation Plan of Ethiopia as follows.

Developing the micro and small-scale enterprises sector so that it contributes, to the development of the industrial sector as a whole serve as the basis, and contributes to the development of the agricultural sector and create employment opportunities.

Enabling all industries to utilize their full capacity in order to increase production and productivity.

o Enable the sector to develop strong linkage with the agricultural, medium and large scale industrial sector.

o Improving SMES management skills in a coordinated and networked manner with the existing extension systems.

o Working in collaboration with TVET and other appropriate institutions in expanding and strengthening the urban industrial extension programs.

o Providing credit facilities and develop saving culture for MSEs.

X. EmploymentInitiative name

Employment Management System

Objective Provisioning of major informational and transactional services related to Employment to the ministry of Labour through electronic channels thereby improving the service delivery’s quality and efficiency.

Outcomes expected

Management of Unemployment in the country

Issuance and certification for unemployment

Integration and licensing of the Agencies

Issuance and renewal of work permit

Coverage Ministry of Labor and Social Affairs

Addis Ababa City Administration

List of major components to be

Employment Information Portal



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Initiative name


addressedServices that will be delivered


Cate

gory

Servic

e

Typ

e

Channels

Unemployment Registration/ Unemployment Certificate

Employment Information

PortalEmployment Management

System

G2

C

Tra

nsa

ction

al

National Portal, Ministry of Labour Portal, ICT centers.

Overseas employment registration for Ethiopian Nationals

G2

C,

G2

G


Employment Agency License Renewal

Employment Management

System

G2

B

Tra

nsa

ction

al National Portal,

Ministry of Labour Portal, ICT centers.

Employment Agency Licensing (New)

Employment Management

System

G2

B

Tra

nsa

ction

al


Foreign Nationals work permit Employment

Management System

G2

C, G

2G

Tra

nsa

ction

al National Portal,


Job Matching, Labour Market Information


Portal

G2

C

Info

rmati

on National Portal,



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Initiative name


Registration of –Labour UnionsEmployment UnionsWork PlacesCollective AgentsSafety & Health CommitteesWork place accidentsInstitution & Partner Organisations


PortalEmployment Management

System

G2

C, G

2B

Tra

nsa

ction

al

National Portal, Ministry of Labour Portal, ICT centers

Implementation plan

Yr. v/s Project

Implementation PlanYear 2 Year 3 Year 4 Year 5

Sp

read

of

sub

-pro

jects Employmen

t Portal


Integration with other systemsPre-Requisites

This initiative is a comprehensive project that would integrate all the programs of the Ministries , agencies involved. For end to end automation & delivery of the programs, it will be important that core infrastructure projects run in parallel and are completed on time. Following core projects will have to be executed on time for successful implementation of the initiative





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XI. TransportInitiative name

e-Transport

Objective Provisioning of major informational and transactional services related to transport ministry through electronic channels thereby improving the service delivery’s quality and efficiency.

Outcomes expected

Convenience to the general public, business community, other ministries for informational and transactional services

Improvement in the service levels of transport ministry’s services leading to efficient delivery of licenses, information and other services

Uniform and transparent licensing process leading to efficient service delivery

Convenient and accurate monitoring of certification and licenses and other vehicle registration information

Coverage Ministry

Government transport agencies

Roads Authority

Embassies

Ministry of Foreign Affairs

Private Transport/ Travel agencies

Regional Transport Authorities


Transport Ministry Portal (TMP)

Vehicle Registration Information System (VRIS)

Online ticket booking System (TBS)

Government Vehicle Insurance Management System (IMS)

Integration of various ministries (Ministry of Transport, Ministry of Foreign Affairs, Insurance companies, Embassies, Roads Authority)

National Payment gateway


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Initiative name

e-Transport



Cate

gory

Info

/ T

ran

sactio

na

Channels

Issuance/ Renewal of drivers license (National/ International)

TMPVRISNPG

G2

C, G

2B

Tra

nsa

ction

al


Application for change of ownership of vehicles

TMPVRISNPG

G2

C

Tra

nsa

ction

al


Application and renewal of vehicle Insurance

TMPVRISIMS

G2

C

Tra

nsa

ction

al National Web


Application for request of special numbers

TMPVRIS

G2

C

Tra

nsa

ction

al National Web


Online notification and collection of fines for traffic violation

VRISNPG

G2

C

Tra

nsa

ction

al


Online booking of tickets for inter state government transport

TMPNPGTBS

G2

C

Tra

nsa

ction

al


Generic information on the application process, work flow, timelines, documents needed,

TMP G2

C

Info

rmatio

na

l National Web portal, Ministry portal, PricewaterhouseCoopers

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Initiative name

e-Transport

Implementation plan

Yr. v/s Project


Sp

read

of

sub

-pro

jects

TMPVRIS

TBSIMS

Integration with Other Ministries


Continuous improvement /updation of policy and regulatory framework ensuring the safety, authenticity, integrity and availability of the envisaged services across all the delivery channels.



Apart from the key core projects to be undertaken for the successful implementation of the initiative the success of the e transport initiative will directly depend of the how successfully Ethiopia achieves high level of Internet and Mobile penetration and how successfully other related government agencies and ministries are integrated into the system.



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XII. TourismInitiative name

e-Tourism

Objective Provisioning of major informational and transactional services related to Tourism through electronic channels thereby improving the service delivery’s quality and efficiency.

Ethiopia has great scenic beauty and tourist spots. The government is keen to leverage the same to enhance the contribution of the tourism sector in the national economy. This priority project is envisaged to be a facilitator towards this end.

This project would be undertaken under the ownership of the Ministry of Culture and Tourism and participation of Ministry of Foreign Affairs.The long-term vision of the Government is to make Ethiopia one of the top tentourist destinations in Africa by the year 2020, with an emphasis on maximizing the poverty-reducing impacts of tourism, and utilizing tourism to transform the image of the country .The number of tourists who visited the country in 2009 was 412,341, obtaining $211.5 million in revenue. Ethiopia has announced plans to attract around one million tourists.

Ethiopia has unique sites to attract tourists and eight of its heritages are inscribed by UNESCO as world heritage sites. Various projects are currently being carried out to expand the tourism industry with $35 million loan obtained from the World Bank in 2009.

Outcomes expected

Convenience to the Tourists and the general public for informational and transactional services

Improvement in the service levels of Tourism ministry’s services leading to timely aid to the citizens thereby improving the overall Culture and Tourism scenario in the country

Convenient and accurate monitoring of certification and license status of Businesses in the Tourism sector.

Putting Heritage Development project on a fast track and aligning the e governance objectives with the Agencies and Bureaus

To enhance the capacity of national authorities & local communities through the development of a comprehensive & centralized database of the cultural industries

Coverage Ministry

Heritage Sites

Artifacts

Hospitality Industry (Hotels, Resorts, Traditional Accommodations, Camping Sites, Hostels, Guest Houses)

Travel Agencies

Tour Operators

Tourism Information


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Initiative name

e-Tourism

Travel Visa

Disaster Alert

International Relations

Sector Growth


Culture and Tourism Portal

Hospitality Management System(HMS)

Tour Management System (TMS)

Disaster Management System(DMS)

Travel Licenses Management System(TLMS)

Resource Management System(RMS) – (Natural and Cultural Resources, Heritage Sites, Artifacts)

Geographic Information System(GIS)


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Initiative name

e-Tourism


Service Major compone

nt

Cate

gory

Servic

e

Typ

e

Channels

Registration of private tour operators

TMS

G2

B

Tra

nsa

ction

al


Information on Tour Operators, Travel Packages, Itinerary, Fee

G2

C

Info

rmatio

nal


Registering for a Tour G2

C

Tra

nsa

ction

al National Web


Registration of Hotels, Resorts, Guest Houses and Local Accommodations

HMS

G2

B

Tra

nsa

ction

al National Web


Information about the Accommodations

G2

C

Info

rmatio

na

l National Web portal, Ministry portal, Mobile, ICT Centers

Booking a Hotel, Resort etc G2

C

Tra

nsa

ction

al


Registering with the DMS for alerts

DMS G2

C

Tra

nsa

ction

al



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Initiative name

e-Tourism

Implementation plan

Implementation Plan

Year 2 Year 3 Year 4 Year 5

Spr

ead

of s

ub P

roje

cts

TLMS

HMS

TMS

DMS

GISCore Infrastructure

Yr v

/s

Pro

js

Ministry Portal


National Data Set (NDS) National Enterprise Service Bus (NESB) National Integrated Authentication Framework (NIAF) National Payment Gateway (NPG) Public key infrastructure (PKI) National Wide Area Network (WOREDANET) Implementation of the Network Master Plan Agrinet

Apart from the key core projects to be undertaken for the successful implementation of the initiative the success of the e-Trade initiative will directly depend on how successfully Ethiopia achieves high level of Internet and Mobile penetration and how successfully SMMEs are integrated into the system.


Strategic Direction

The Priority projects are aligned with the cultural policy that targets to create a favorable condition to the languages, cultural, historical and natural heritage, fine arts, handicrafts, oral literature, customs and other cultural elements of the nations, nationalities and peoples of Ethiopia, receive equal recognition. The Ethiopian Tourism policy focuses on identifying the country’s historical, cultural, wildlife and natural resources to develop responsible and sustainable tourism through the participation of the private sector, local community. Moreover, the wildlife conservation policy is to create conducive environment whereby the country’s wildlife and their habitats are protected and developed in a sustainable manner.


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Disaster Management System

Ethiopia’s major cities like Addis Ababa, Nazret, Dire Dawa and Awassa are very near main fault lines such as the Wonji fault, the Nazret fault, the Addis-Ambo-Ghedo fault, and the Fil Woha fault lines along which numerous earthquakes of varying magnitude have occurred over the years. Other cities like Arba Minch, Dessie, and Mekele are also located in some of the most seismically active areas in the country. Hence the Government needs to constantly monitor and alert the citizens against Flood risk, Epidemic risk, Earthquake Risk, Volcanic Activity Risk etc. The Disaster Management System serves as a Disaster Alert and Coordination System provides near real-time alerts about natural disasters around the Country and tools to facilitate response coordination. It shall also provide linkages for provision of stand-by emergency centers and mobile sub-stations.

Geographic Information System (GIS)

Geographic information system (GIS) integrates hardware, software, and data for capturing, managing, analyzing, and displaying all forms of geographically referenced information.GIS systems are used in cartography, remote sensing, land surveying, Forest cover/ Population density mapping, hydrographs, public utility management, natural resource management, precision agriculture, photogrammetric, geography, urban planning, emergency arrangement, navigation, aerial video, and localized search engines. It integrates stores, edits, analyzes, shares, and displays geographic information for informing decision making. GIS applications are tools that allow users to create interactive queries (user-created searches), analyze spatial information, edit data, maps, and present the results of all these operations.


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XIII. TaxInitiative name

Tax

Objective Provisioning of major informational and transactional services related to Tax through electronic channels thereby improving the service delivery’s quality and efficiency.

Outcomes expected

Timely and effectively tax revenues generated efficient collections

Simplifying administration of tax and providing better control over compliance

Timely tracking of late-files and late-payers

Over all view of all taxpayer liabilities and payments

Ensure that tax payer data collected is valid and provides an easy-to use assessment calculation method

Improvement in customer satisfaction levels regarding tax related services.

Coverage Revenue and Custom Authority including the Business Processes and Directorates

Regional Branch Offices

Customs Authority Coordination offices


Upgradation of Standard Integrated Government Tax Administration System (SIGTAS) to Tax Management and Information System(TMIS)

National data set(NDS)

Custom and Revenue Authority Portal(Portal)

National Enterprise Service Bus (NESB)

National Payment gateway (NPG)

PKI Framework(PKI)


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Initiative name

Tax



Cate

gory

Servic

e

Typ

e

Channels

Online application of Registration as a Taxpayer

Upgradation of SIGTASTMIS

G2

C a

nd

G

2B

Tra

nsa

ction

al National

Web portal, Authority portal, ICT Centers

Online filling of Tax Return (Land tax, Rental Housing tax (paid by owner), Turnover tax, TV tax, VAT, and Excise tax)

G2

C a

nd

G

2B

Tra

nsa

ction

al National

Web portal, Ministry portal, ICT Centers

File a declaration

G2

C a

nd

G

2B

Tra

nsa

ction

al National

Web portal, Ministry portal, ICT Centers

View Pending messages

G2

C a

nd

G

2B

Info

rmatio

nal National

Web portal, Ministry portal, Mobile, ICT Centers

View Registration Data

G2

C a

nd

G

2B

Info

rmatio

nal


View Field assessments

G2

C a

nd

G

2B

Info

rmatio

nal


View list of decelerations not filed

G2

C a

nd

G

2B

Info

rmatio

nal

National Web portal, Ministry portal, Mobile, ICT


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Initiative name

Tax

Implementation plan

Yr

v/s

Pro

js Implementation Plan

Year 1 Year 2 Year 3 Year 4 year 5

Sp

read

of

Su

b -

Pro

jects

Portal

TMIS

Integration of various Sub Projects and various channels

Continuous improvement /updation of policy and regulatory framework ensuring the safety, authenticity, integrity and availability of the envisaged Tax related services across all the delivery channels

Pre-Requisites

The above mentioned initiative is a comprehensive project envisaging a complete end to end automation of some of the core functions of the Authority. For end to end automation of the service delivery, it will be important that core infrastructure projects run in parallel and are completed on time. Following core projects will have to be executed on time for successful implementation of the initiative

National Data Set (NDS) National Enterprise Service Bus (NESB) National Payment Gateway (NPG) Public key infrastructure (PKI) Up gradation of National Wide Area Network (WOREDANET)

Apart from the key core projects to be undertaken for the successful implementation of the initiative the success of the Tax initiative will directly depend of the how successfully Ethiopia achieves high level of Internet and Mobile penetration and how successfully all the Branch and coordination offices s are integrated into the system.



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XIV. e-CourtInitiative name

e-Court Management System

Objective Provisioning of major informational and transactional services related to Court to Ministry of justice, Federal Supreme Courte and Regional Courts through electronic channels thereby improving the service delivery’s quality, tracking and efficiency.

Outcomes expected

Better awareness about functioning and processes of the Ministry of Justice, Federal Supreme Court.

Digitized copy of the Law, Acts and case Documents.

Applications for the Case filling, Property Details etc.

Coverage Ministry of Justice

Federal Supreme Court

Regional Court


E-Court Portal

Property and Land management system

Case Management Application


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Initiative name



Service Major component Cate

gory

Servic

e typ

e

Channels

Buying & Selling Property Agreement e-Court Portal,

Property and Land Management System

G2

C,G

2B

, G2

G

Tra

nsa

ction

al

National Portal, ICT Centers

Land OwnershipLand transferProperty RegistrationApplication for a Pleading

e-Court portal, Case management Application

G2

C,G

2B

, G2

G

Tra

nsa

ction

al


Document TransferCase Filing

Adjourning Cases

G2

C,G

2B

, G2

G

Tra

nsa

ction

al



ProjectImplementation Plan

Year 2 Year 3 Year 4 Year 5

Sp

read

of

sub

-pro

ject

s e-Court informational Portal

Case Management System

Property and Land Management System

Integration with Regional Court and Property Systems

Pre-Requisites

This initiative is a comprehensive project that would integrate all the programs of the Justice Ministry. For end to end automation of the


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Initiative name


delivery of the programs, it will be important that core infrastructure projects run in parallel and are completed on time. Following core projects will have to be executed on time for successful implementation of the initiative






Page 101


XV.MunicipalitiesInitiative name

e-Municipality Management System

Objective Provisioning of the e-services to ensure a safe and clean environment for a healthy and productive society with improved access to social services and physical infrastructure.

Outcomes expected

Institute good governance with efficiency, transparency and accountability to the residents.

Overall citizen satisfaction by providing convenience and improved service delivery.

Provide decision support system to the Addis Ababa city administration Cabinet, Bureaus, Authorities and Agencies for better planning, development and management.

Improve the quality of Citizen Service Delivery System and offer these services with optimal effectiveness and transparency.

Allow data sharing across different departments, thus bringing about the efficiency in administration functioning.

Help different departments to improve their revenue collection efficiency.

Harness the use of technology to create sense of achievement amongst employees and citizens.

Coverage All Urban Local bodies of federal and Regional


Municipal Portal

Certificate generation module

Payment / Tax collection Module

Accounts Module

Licenses Module

Project Systems (for Water/Sewerage / Roads /Building etc.)

GIS Application

Grievance Information System

Human Resource Management System

Document & Workflow Management System

e-Procurement

Asset Management System

Material Management System

Fleet Management System



Page 102


Initiative name




Page 103


Initiative name


Implementation Plan

Agency Service Majo

r C

om

pon

en

t

Cate

gory

Servic

e

Typ

e

Channels

A.A. City Administration Communication Affairs Bureau

Information Provision about A.A. City Administration

Ad

dis A

bab

a

City

Info

rmatio

n

Porta

l

All

Info

rmatio

nal

Portal

A.A Mass Media Agency

Request for Archives of News, Television Programs, Radio Programs

Porta

l, Sto

rag

e S

erve

r, Grie

van

ces re

dre

ssed

system

G2

G

Tra

nsa

ction

al

Portal

Download of Radio Program

All

Info

rmatio

nal Portal,

Mobile

Download of News

All

Info

rmatio

nal Portal, Mobile

Application for sponsorship of News, Communications

G2

B

Tra

nsa

ction

al

Portal, ICT centre

Request to post News

G2

B

Tra

nsa

ction

al Portal, ICT

centre

Request Portal, ICT PricewaterhouseCoopers


Page 104


Initiative name


Implementation Plan

Yr. v/s Projec

t

Implementation Plan

ModulesYear 2

Year 3

Year 4

Year 5

Sp

read

of

core

an

d s

ub

-pro

ject

s

Municipal PortalCertificate generation modulePayment / Tax collection ModuleAccounts ModuleLicenses ModuleProject Systems (for Water/Sewerage / Roads /Building etc.)GIS ApplicationGrievance Information SystemHuman Resource Management SystemDocument & Workflow Management Systeme-ProcurementAsset Management SystemMaterial Management SystemFleet Management System

Pre-Requisites

This initiative is a comprehensive project that would integrate all the programs of the City Administration of Addis. For end to end automation of the delivery of the programs, it will be important that core infrastructure projects run in parallel and are completed on time. Following core projects will have to be executed on time for successful implementation of the initiative





Page 105


Initiative name





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XVI. Passport & VisaInitiative name

Passport & Visa Management System

Objective Automation of services provided with respect to issue, renewal of passports and visa services of Ministry of Foreign Affairs

Outcomes expected

Better functioning and processes of the Ministry of Foreign Affairs

Faster & more efficient issue and management of applications and documents

Reduction in opportunities for fraudulent applications

Coverage Ministry of Foreign Affairs

Immigration Offices

International Airport


Passport & Visa Management Application

Status check facility on channels (Portal, call centre, etc)


Service Major component Cate

gory

Servic

e typ

e

Channels

Application

Passport & Visa Management

system

G2

C,G

2B

, G2

G

Tra

nsa

ction

al


Renewal

Replacement

Visa Application, Processing & Issue



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Initiative name


ID Card issue to Foreign Nationals


ProjectImplementation Plan

Year 1 Year 2 Year 3 Year 4S

pre

ad

of

sub

-p

roje

cts


Pre-Requisites

This initiative is a comprehensive project that would integrate the programs of the Foreign Affairs Ministry in passport and visa areas. For end to end automation & delivery of the program, it will be important that core infrastructure projects run in parallel and are completed on time. Following core projects will have to be executed on time for successful implementation of the initiative






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Core Projects

Introduction:The e-Government strategy for Ethiopia has identified several strategic priority projects. These projects when implemented would deliver electronic services. As these projects cut across ministries and also if these projects are to deliver fully transactional services over the various electronic channels, it is absolutely essential to develop a robust infrastructure on which these projects should be hosted. This infrastructure would include the following to be implemented during the first 3 years of the strategy implementation.

Table 16: Core Projects

S.No.

Core Projects Strategy Alignment Current Status

Owner Ministry

Estimated Cost

1 National Data Set (NDS)

This infrastructure is required at a National Level to provide a commonly used master database which can be shared across ministries

Need to set up

MoCIT 367 Mil. Birr

2 National Enterprise Service Bus (NESB)

This infrastructure is required at the National Level to act a platform for exchanging data between ministries on a common platform

Need to set up

MoCIT 20.60 Mil. Birr

3 National Integrated Authentication Framework (NIAF)

This infrastructure is required at the National Level to authenticate users on the various electronic channels. This facility will provide secure user login based on certain credentials

Need to set up

MoCIT 36 Mil. Birr

4 National Payment Gateway (NPG)

This infrastructure is required for providing a unified payment system for all ministries / agencies to deliver payment related eServices through the identified channels

Need to set up


5 Public Key Infrastructure (PKI)

This infrastructure is required both to facilitate electronic transactions and provide required

Project in progress, alignment required as




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security for the same. per the

strategy6 Enterprise

Architecture (EA)

Development of EA for all Ministries in line with the National framework

Needs to be done


7 National Data Centre (NDC)

This infrastructure provides the common hosting facility for all government applications, core projects etc.

Project in progress, alignment required as per the strategy

MoCIT

8 National Wide Area Network (WOREDANET)

This infrastructure is required to provide the back bone connectivity for all ministries and agencies to be in a common wide area network

Project in progress, alignment required as per the strategy

MoCIT

Implementation Plan for the Core Projects –The core projects, as mentioned are proposed to be implemented in the 1st three years of implementation of the strategy implementation, considering the fact that they would be building blocks/ or the facilitators for the priority project implementation. Broad level implementation plan of the core projects is as below –

Table 17: Core Projects- Implementation Plan

Yr. v/s Project

Implementation plan


National Data Set

National Enterprise Service Bus

National Integrated Authentication Framework

National Payment Gateway


Enterprise Architecture



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The details of these initiatives are provided in the coming sections. A logical diagram of these infrastructures is provided below for reference:



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BusinessEmployee

CitizenCust

omer

s

Private Agencies

Mobile kioskServ

ice

Deliv

ery

Chan

nels

Ministry Portal

National Enterprise Service Bus(Integration Layer)

Application

Database

Ministry 2

Application

Database

NIAF

Application

Database

Ministry 1

Application

Database

NationalPayment Gateway

Operational Applications / Databases @ Ministries

NCC National Portal

Application

Database

NDS

Application

Database


WOREDANET

NDC


XVII. National Data Set:Initiative name National Data Set

Objective Provisioning a national level data set of commonly used data elements across ministries, that can be used by all inter-ministerial applications as well as channels of delivery (national portal, mobile portal, CSC, NCC etc.) for delivering eServices

Outcomes expected

A database system to support all business requirements of the government

A nation-wide metadata standard for creating and maintaining data repositories for any kind of information in government

A common database for data sharing, data integrity, data redundancy, database security between ministries

Support standardized nomenclature and value for common data across ministries

Assist in better integration of services and applications across ministries

Drive the National Meta Data standards

Reduce the dependency of applications, channels, interacting with multiple master data bases

Coverage The coverage of NDS would be the following: All ministries and agencies of Ethiopia


Build a central read-only repository of most commonly required master data that can be shared to all the data consumers (government ministries as well as private) as a single source of truth

Develop and Maintain Metadata Standards (data owner, data source system, data type, data width, standard values, etc.) for uniform understanding of the data among the data providers and data consumers



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Data sharing and validation by the respective entities

Project duration The expected project duration is 1.5 to 2 years. The project may be initiated within 6 months of the start of the eGovernment strategy implementation

Critical Success Factors

Clearly articulated Data ownership responsibility

Data sharing policy and guidelines

Communication infrastructure for data sharing (ESB)

Development of data architecture

Dedicated project teams during implementation

Dedicated team for operations and maintenance

Implementation options

As these projects involve specialized software and hardware, this should be implemented as a turnkey solution.



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XVIII. National Enterprise Service Bus:Initiative name National Enterprise Service Bus (NESB)

Objective Provisioning a platform for seamless integration of ministry / agency applications and database at the back end; integrating all front end channels to deliver eServices

Outcomes expected

Increasing business agility: NESB enables enterprise to respond quickly to new business changes, develop distinctive new capabilities and leverage existing services for true responsiveness.

Simpler systems: NESB are based on industry standards and loosely coupled integration will reduce complexity when compared with integrating systems on a solution-by-solution API-based integration basis.

Standards: Service-oriented architectures make it possible for organizations to develop, implement and reuse processes that are technically enabled and integrated through the use of web services standards such as XML, SOAP and WSDL

Process/Data High Availability: NESB would provide high availability for business process runtime and process data, without any complex hardware and configuration.

Ensure better scalability, reducing integration expense, and lowering maintenance costs.

Coverage All ministry and agency applications identified in the eGovernment strategy


Develop a nation-wide SOA and governance model for service delivery

Set up of hardware and software for NESBServices that will be delivered

The NESB will act as an interconnection to bridge various component services provided by ministries for exchange of information. This would include the following:

Seamless integration of applications and databases of ministries / agencies to deliver eServices

Create SOA based service architecture

Act as a framework for routing or mediating the information that flows between ministries, transforming the messages between requestors and providers



Identify the list of all business services for integration

Alignment of SOA for developing services

Existence of Data sharing policy and guidelines







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A logical diagram of the NESB describing the various components and interaction is provided below:



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NIAFNSEB

Figure 11: National Enterprise Service Bus


XIX. National Integrated Authentication Framework:Initiative name National Integrated Authentication Framework - NIAFObjective Provisioning of a unique identity based login to individuals for

accessing the various electronic channels of government (National Portal, Mobile Portal, Common Service Centre (CSC) and National Contact Centre (NCC) & other ministry applications.

Outcomes expected Single authentication facility for individuals, business and government to be used across all ministries and agencies

Assist in building other capabilities on the electronic channels like personalization

Can be offered as an authentication management solution for private sector like banks, business offices etc.

Coverage The IAF is envisaged to be utilized by the following: Applications: All government electronic Channels- National

portal, Ministry websites (Intranet and internet), Mobile, CSC, NCC, all ministry back end applications

Usage: To be provided to all citizens and legal residents of Ethiopia


Set up the NIAF infrastructure Provisioning of all levels of authentication Integration with channels and eServices


A national authentication framework – IAF to have the following levels of authenticationLevel 1: Username & passwordLevel 2: Username & password + BiometricLevel 3: Username & password + Biometric +Token (RSA, PKI)



The above mentioned initiative is a comprehensive project envisaging the complete end to end automation of authenticating all individuals of Ethiopia to use the various electronic services provisioned on electronic channels. The pre-requisites are:

A nation-wide unique identity number (UIN) for all citizens and residents of Ethiopia

Data base of the Unique id Infrastructure for high end authentication – chip based

(smart card) for all (UIN), PKI certificates Availability of an Nation-wide enterprise service bus to

integrate the NAG services to all requestors







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A logical diagram of the National Integrated Authentication Framework describing the various components and interaction is provided below:



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Figure 12: National Integrated Authentication Framework


XX.National Payment Gateway:Initiative name National Payment Gateway

Objective Provisioning of a national payment gateway for Ethiopia to enable all modes of electronic payments to be transacted through all the electronic channels of delivery

Outcomes expected

Single, unified electronic payment solution across all government entities.

Enable all government payment services under one umbrella; making it easy, convenient and secure payment process for all its citizens, businesses and the government.

Provide for greater payment flexibility, features & methods Enables all modes of payment -Card based payments, Direct

Debit & eBanking, eWalletCoverage All transactional payment eServices

All electronic channels that accept electronic payments


Set up the National Payment Gateway infrastructure Provisioning of all payment types Integration with channels and eServices


Set up the payment gateway infrastructure with payment mechanisms such as - Credit cards, Direct Debits, Net Banking, ePurse, eWallet, eVouchers and/or, Any other payments that is currently available in the proposed product by the respondent need to be included in the solution



Availability of eTransaction laws to support electronic payment Availability of infrastructure at the financial institution levels

e.g. Banks to become Payment Service Providers (Card acquires, card issuers, merchant banks etc.)

Compliance with international laws and practices for enabling electronic payments like PCIDSS

Dedicated project teams during implementation Dedicated team for operations and maintenance





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A logical diagram of the National Payment Gateway describing the various components and interaction is provided below:



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Figure 13: National Payment Gateway


XXI. Public Key InfrastructureInitiative name Public Key Infrastructure (PKI)

Objective Provisioning of PKI based identification, integrity and non-repudiation for online transactions related to the eGovernment projects in Ethiopia

Outcomes expected

Ensuring safe and reliable online transactions for government, public and private

Support the use of other online systems line Payment Gateway, Authentication Framework, eServices, document signing etc.

Coverage Nationwide initiative for issuance and use of PKI for all electronic transactions for government and private


Set up of the PKI environment Provisioning the PKI services Create suitable laws for support and use of PKI in online

transactionsServices that will be delivered

Data encryption services for government and private

Identity verification using digital keys

Provide end users with eSignature, time stamping, etc.

Integration with eServices and applications for use

Project duration The expected project duration is 1 to 1.5 years. The project may be initiated within 6 months of the start of the eGovernment strategy implementation


Availability of electronic signature act, decree or ordinance Availability of eTransaction laws to support electronic payment Availability of infrastructure at the institution levels for using

the PKI Readiness of applications and systems to use PKI based

authentication Compliance with international laws and practices for enabling

electronic payments like PCIDSS

High skilled man power in the PKI area

Increased PKI awareness level in ministries/agencies

Create high bandwidth and ICT penetration

Good telecommunications infrastructure







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Figure 14: Public Key Infrastructure (PKI)


XXII. Woreda NetInitiative name Woreda-net

Objective Provisioning of high bandwidth connectivity between ministries and agencies for sharing data, voice and video communication throughout the country

Outcomes expected

Create / establish a government wide area network

Create single unified, reliable, robust and secure Intranet for the Government thereby facilitating effective communication and creating less paper environment.

Provide connectivity to all the e-Government applications.

Coverage All the participating ministries, agencies, regional and local government offices to be covered in the Woreda-net


216 services would be delivered

Project duration Phase I: Ethiopia has already covered 13 ministries with fiber optic connectivity and 700 Woredas with terrestrial and VSAT connectivity.Phase II: This phase would cover additional 10 Ministries and 175 woredas in the next 1 Year. Over a period of 5 years all the participating ministries, agencies, regional and local government offices to be covered in the Woreda-net


Availability of telecom provider to enable high bandwidth Availability of infrastructure at the institution levels High skilled man power for maintenance of the WAN Good telecommunications infrastructure Availability of High security infrastructure Dedicated project teams during implementation Dedicated team for operations and maintenance



The current status of the existing WOREDA Net is provided below: (WOREDA is the administrative equivalent of a District)

Table 18: Existing WOREDA Net

S. No. Region/Site Name Total no of site

(connectivity)

Connectivity

VPN VSAT

1 Federal Office 3 3 -2 Addis Ababa Region 11 11 -

3 Tigray Region 39 5 34

4 Amhara Region 116 7 110

5 Oromia Region 199 3 195

6 Somalia Region 46 1 45

7 Beneshangul Gumuz Region 21 21 21

8 SNNP Region 106 3 103



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S. No. Region/Site Name Total no of site

(connectivity)

Connectivity

VPN VSAT

9 Afar Region 37 37 37

10 Gambella Region 10 10 10

11 Harari Region 1 1 -

12 Dir Dawa Region 1 1 -

Total 590 36 554

XXIII. Data CenterThe Ethiopian National Data Centre (ENDC), under the management of MOCIT, aims to provide reliable ICT Infrastructure and storage facilities to all Government ministries and departments by hosting required hardware, software and applications in a centralized, secure environment, connecting National Data Center and Regional Data Centers (RDC) through fiber optics. 260 terra bytes (TB) and 60 TB of storage capacity is available at ENDC and RDC respectively.



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Figure 15: Proposed Nationwide Data center Layout

It is proposed that the Ethiopian National Data Centre (ENDC) would consolidate services, applications and infrastructure to provide efficient electronic delivery of G2G, G2C and G2B services. ENDC infrastructure shall provide adequate space to house ICT assets of various departments and Government agencies within the country in an environment that meets the need for reliability, availability, scalability, security and serviceability. Various applications and some of the functionalities envisaged at the ENDC include Secure Central Data Repository of Ethiopian e-government, Core Application Servers, Service Delivery Gateway, Citizen Information/Services Portal, Government Intranet Portal, Remote Management and Service Integration facility.

Ethiopian National Data Centre will act as a mediator and convergence point between open unsecured public domain and sensitive government environment. The ENDC is equipped to host / co-locate systems such as Web Servers, Application Servers, Database Servers, SAN, and NAS etc.



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Recommendations:

1) Presently the data centre is not available on 24/7/365 basis – though the infrastructure and facilities to provide on 24/7 basis have been created. The NDC is now operating on a single 8 hour shift. Hence there is a need to have 24x7 Team of trained resources at the Data Centres with well defined roles and responsibilities for each team member.

2) Reporting structure of the Data Centre Resouces should be published and shared with the respective Ministires and other government Agencies.

3) Complete Catalog of the inventory (Hardware/ Software) needs to be maintianed and updated regularly along with the vendor details.

4) A detailed Service catalog has to be maintained for each of the service that are being delivered through the Data Centres e.g: IP phone, V-Con, Web, Portal / Application hosting, e-Mail Etc..

5) Currently services being provided by NDC need to be fully used by the various ministries, agencies – e.g Though e-mail server and DNS are available and official mail ids can be used by all government personnel, this is not happening due to lack of a directive from the government making it mandatory for all govt. bodies to use official e-mail/domain. And most of govt. currently uses personal mail ids for govt. correspondence.

6) Domain(.gov..et) has to be created for all Ministries, Agencies and Federal Government to bring them all under that domain umbrella.

7) The infrastructure (Storage, IP Addresses and Connectivity etc.) for each of the Ministries, Agency at the National and Regional Data Centres should be planned, allocated and made available.

Presently NDC does have block of IP addresses and also provides facilities for server co-location, provision of dedicated or shared servers for the various ministries. However these facilities should be provided in a planned and organised manner, as per the Governments’ own ICT implementation plans as well as per the plans of the individual ministries and agencies.

8) The Network capacity of the National Portal needs to be upgraded, considering that E-services will be implemented fully within couple of years. Further, the govt. also plans to migrate the portal to an open source platform.

9) Presently the connectivity between NDC and RDCs is through fibre links. There is a need to build in redundancy and provide back-up connectivity through other media like VSAT, RF etc..

10)DR sites (13 in number) are in process of being implemented. Good practices for establishment of Disaster Recovery Centres such as building the DRC in a seismic zone different from where the Data Centre is hosted should be adhered to.

11)Capacity utilisation of NDC should be improved. E.g Though NDC is in a position to provide around 100 servers for the various ministries, agencies, only around 30 servers are being used.



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XXIV. National Enterprise Architecture Framework

Initiative name National Enterprise Architecture Framework (NEAF)

Objective Developing enterprise architectures for all Ministries in alignment with the NEAF

Outcomes expected

Unified architecture adoption across ministries enabling better integration of ministry applications

Identification and implementation of proper governance mechanism for IT implementation across the country

Unified standards, guidelines, taxonomies and processes for IT implementation (including software, hardware, interoperability standards)

Identification of core and common projects which will act as an enabler for eGovernment implementation

Reducing the cost of IT implementation by minimizing the duplicity, increasing re-usability, thereby providing better RoI.

Coverage Nationwide initiative for all ministries and agenciesList of major components to be addressed

Develop an EA for each ministry in line with the NEAF and eGovernment Strategy

Identification of core and common projects to be implemented across the country

Set up of the EA governance framework for continuous monitoring and adoption


NEAF is a framework to be used by all ministries to develop the various architectures proposed. This architecture would form the base for eGovernment strategy implementation i.e. the services and strategic priority initiatives proposed.

Identification of ministry specific, core and common projects to be implemented

Defining the roles and responsibilities for implementation

Project duration Since EA is a pre-requisite for any Business-IT implementation alignment, it would be appropriate to develop the EA for all ministries during the initial phase of eGovernment strategy implementation i.e. in the first year of strategy implementation. The ministry wise EA would be considered as the strategy implementation blueprint.


Buy-in from High level (ministers of all ministries) for EA adoption

Availability of required trained man power in each ministry on NEAF

Set up of EA governance body

Provision of suitable technical bodies at a national level to guide EA development, consolidation of EA of all ministries and also manage the EA implementation.

Provisioning a good EA tool for knowledge management

Continuous training for the ministerial staff on EA adoption

Dedicated project teams during implementationImplementation There are two options for EA implementation:



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Initiative name National Enterprise Architecture Framework (NEAF)options 1. In-house development: EA development is a continuous

activity and therefore, training the internal teams in ministries and agencies to develop their own EA would be the most sustainable model for Ethiopia. However, this option would be time consuming, as providing training to all the key employees and then developing EA would take considerable time thereby delaying the eGovernment strategy implementation.

2. Consultant supported: In this model, an EA consultant may support the ministries to develop the first version of EA. The ministries and agencies should dedicate a core team to work with the consultants during the EA development. This would ensure that the ministry team acquires the ability to develop EA as an on-the-job training. This option would consume less time for completion.

As a part of the strategy recommendation, we suggest option 2 as the involved in this case would be less and also provide on-the-job training.

Alignment of EA and eGovernment strategy

Ethiopia has already developed an EA framework for the country. This framework is all encompassing and has considered the various elements of the Ethiopia IT initiatives. The alignment of the EA with the eGovernment strategy is provided below depicting the major components:

NEAF Reference Components

eGovernment Strategy Alignment

Government Services Architecture

Strategy has identified the various business services that have to be delivered to the customers and also the channels of delivery. However, the EA framework need to be used to develop the processes, KPIs, etc to develop the business life cycle processes of each of these ministry / agency services

Application Architecture

The eGovernment strategy has identified most of the core, common and ministry specific applications required for supporting the eGovernment strategy. However, EA may re-validate the same during the EA development. Each ministry will identify the list of applications required to support the government service delivery. This will consolidated at the national level and then the core, common and ministry specific applications will be duly allocated with roles and responsibilities for implementation.

Data Architecture The strategy has identified National Data Set as a core project. During the EA implementation, the NDS has to be further elaborated technically to include the data elements, data structure, metadata etc.

Technology architecture

The components related to technology – hardware, software, integration platforms, security, GDN (Woreda-net) etc has been identified at a high level by the eGovernment strategy. These projects need to be further elaborated from the technology adoption side while developing the Technology architecture.



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The overall EA reference model is provided below:

GOVERNMENT SERVICE ARCHITECTURE

APPLICATIONS ARCHITECTURE

DATA ARCHITECTURE

TECHNOLOGY ARCHITECTURE

APPLICATION , TECHNOLOGY, DATA AND SECURITY STANDARDS, GUIDELINES, SPECIFICATIONS

LEG

AL &

REG

ULA

TORY

FR

AMEW

ORK

GO

VERN

ANCE

FRA

MEW

ORK DELIVERY

CHANNELS

SERVICES PROVISIONING

CORE APPLICATIONS

COMMONAPPLICATIONS

MINISTRY SPECIFICAPPLICATIONS

COMMON NATIONAL DATA SET

METADATA REPOSITORY

ENTERPRISE INFORMATION MANAGEMENT

HARDWARE / SYSTEM SOFTWARE

INTEGRATION PLATFORMS

SECURITY

GOVERNMENT WIDE AREA NETWORK

Every aspect of Ethiopian life is ICT assisted

ICT infrastructure development

Human resource development

ICT for egovernance service delivery

ICT for agriculture modernization

ICT for improved health

ICT in the education sector

ICT in Industry and Private sector

ICT for research and development

Vision

StrategicInitiatives

ETHIOPIAN ENTERPRISE ARCHITECTURE REFERENCE MODEL

BUSINESS DRIVERS FOR ENTERPRISE ARCHITECTURE

Figure 16: The overall EA reference model



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XXV. Common ApplicationsCommon applications need to be made available across the Ministries and Agencies to enable smooth functioning and provide focus on implementation of the priority projects by reducing the effort required. The common applications would also facilitate collaboration and consistency across common processes such as procurement, HR management, Financial Management etc.

S.No. Common Applications Owner Ministry Estimated Cost

1 E-Procurement MoFED 16.03 Mil. Birr

2 HRMS Ministry of Civil Services

22.13 Mil. Birr

3 E-office MoCIT 16.03 Mil. Birr

4 Financial management Information System (FMIS)

MoFED 4.03 Mil. Birr

Proposed Implementation Plan for Common Applications

Yr. v/s Project

Implementation plan


e-Procurement

HRMS

e-Office

FMIS

Email

XXVI. e-ProcurementGiven the high percentage of government procurement as a percentage of total procurement in the economy, a comprehensive eProcurement solution can substantially improve efficiency and cost effectiveness of government procurement. eProcurement system will provide businesses and ministries with a common platform to transact. With features such as demand aggregation, catalogue based procurement, dynamic pricing engine, etc; the system is expected to cut down the transaction costs for not only the government, but also



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Back-end / Legacy Systems

Government e-Procurement Meta-site Homepage

User/Dept. Specific View (Personalisation)

Back-end Application Integration & External Interfaces

Data Analysis (Spend and Demand)

Core Transaction Platform; Content

Catalog Based Procurement,

eRFX, eTenders

Search, Yellow Pages,

Advertisements, Business News, Announcements

Supplier Self-Service

Zone

Dynamic Pricing Engine

(Auctions, Reverse

Auctions, Negotiations)

Multi-Channel Delivery

AdvertisersAgency/Buyers

Govt.Employees

Suppliers

External Service

Providers

Other eProc. Portals

SuppliersGovernment Co-operative

Enterprise eProcurement

Portals

Back-end / Legacy Systems









Core Transaction Platform; Content

Catalog Based Procurement,

eRFX, eTenders

Search, Yellow Pages,

Advertisements, Business News, Announcements

Supplier Self-Service

Zone

Dynamic Pricing Engine

(Auctions, Reverse

Auctions, Negotiations)

Multi-Channel Delivery

AdvertisersAgency/Buyers

Govt.Employees

Suppliers

External Service

Providers


SuppliersSuppliers

External Service

Providers


SuppliersGovernment Co-operative

Enterprise eProcurement

Portals

Figure 17: eProcurement


suppliers. It is envisaged that training will be provided to small and medium enterprises so that they can also benefit from the solution.

e-Procurement solution will take care of the end-to-end procurement process, including:

Vendor management

Catalogue management

Bid process management

Auctions

Payment management

Contract management

Main benefits that should accrue due to implementation of the e-Procurement system include:

Transparency and accountability in procurements

Reduction in cost of procurement for government due to increased competition and demand aggregation

Reduction in cost of bidding by 50%

Improve turnaround time for payments

Following key activities need to be undertaken to establish an e-Procurement system for the Government of Ethiopia:

As part of the project, the following key activities are required to be undertaken:

1. Reengineering and streamlining the complete public procurement process

2. Development of the eProcurement solution with the requisite functionalities

3. Procurement of hardware for hosting the application

4. Develop a meta-site homepage dedicated to eProcurement that can also be accessed through the eGovernment portal

5. Vendor development programme

XXVII. Government wide HRMSThe efficient management of government resource personnel is imperative to bring in efficiency and improve productivity. A government wide Human Resource Management System is a compelling tool for this purpose. It is recommended that Government wide HRMS solution is commissioned across all government agencies under the leadership of Ministry of Civil Services. As per the assessment study, some work has already been undertaken in this regard. At a minimum following steps need to be undertaken to bring this to fruition:

1. Analysis of the management information needs of the Civil Services Agency and the HR departments of the ministries

2. Decision regarding development of a new software or purchase of a Commercial-off- the- shelf (COTS) HRMS solution. COTS solution is faster to procure and also has



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good practices embedded within, so using a COTS HRMS with minimum customizations can potentially yield higher performance improvements.

3. User training and awareness campaign to build support and uptake is required.

Following benefits are envisaged from this project:

Employee empowerment

Enhancement of computer usage skills of employees as they are likely to use the system for availing services

Efficient and effective management of the government workforce

XXVIII. Financial Management Information System

An Integrated Budget and Expenditure System (IBEX) is an integrated financial management information system (IFMIS) addressing the core functions of public financial management with the flexibility to include other non-core functions has been developed by Ministry of Finance and Economic Development. It is a custom built solution using industry standard products and open source frameworks that has been developed to support public financial management reforms in Ethiopia. The IBEX web application is deployed on the country’s WoredaNET infrastructure.

IBEX is an integrated budget and accounts financial application, which provides the framework for core public financial management functions and has the following core modules

Budget Module: This module executes all the budget preparation activities performed by government financial offices.

Account Module: This module executes all the budget execution activities of government budgetary institutions. More specifically, the accounts module records the financial transactions of the budgetary institutions, records the aggregated monthly accounting reports and provides accounting reports for ledgers, financial statements, management reports, transactions, expenditures and revenues.

Budget Adjustment Module: This module provides the functionality to address changes to the approved budget during budget execution. It specifically enables the recording of budget transfers and budget supplements and the subsequent production of the adjusted budget.

Budget Control Module: This module manages the activities of recording budget commitments and disbursement payments in order to enable budgetary control over expenditures.

Account Consolidation Module: This module consolidates the budget and accounting data for the entire country. This module allows for the generation of regional and national consolidated reports.



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Disbursement Module: This module manages the public treasury functions

associated with cash management and disbursing funds between public financial institutions.

Administration Module: This module provides an interface to manage users and user’s profiles that interact with the IBEX system.

Figure 18: IBEX System



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Under the e-Government Strategy it is envisaged to upgrade this system by undertaking the following initiatives:

Implementation of the IBEX application across all the Regions in the Country

Standardization of process and workflow for using IBEX across different Ministries/Agencies to simply the process of data compilation

Hosting of the IBEX application in the National Data Centre

XXIX. eOffice / Document Management As more public constituents demand instant access to public information, government agencies need an efficient, affordable and accessible solution that eliminates paper work and provides a simple, searchable and secure way to publish documents on an intranet or the Internet. Going forward, the idea is to eliminate the paper-based interactions even within the government across different agencies by using a single solution. Document Management addresses the life cycle of documents (workflow), provides library services (versioning, security, audit trails), maintains components of documents (compound documents) and manages the long-term archives (records management). Managing documents typically involves structured business processes that are document-centric, and often involve lengthy and complex documents; examples include legal or regulatory documents (e.g., land records, applications, and standard operating procedures), contracts and proposals. A document management system helps in streamlining the internal processes to create a paperless office by ensuring an effective migration of old documents from legacy systems to the archives.

This strategic initiative is envisaged to provide the following benefits:

Communications management through digital registration and routing of government communications

Efficiency in receipt, processing & output

Performance management through standardization and automation of repetitive processes

Knowledge management

Transparency and accountability in operations

Cost-effectiveness



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eOffice

Enterprise Content ManagementRole and Group

ManagementContent Collection

and CreationContent

TransformationLibrary

Services

Metatagging WorkflowMulti-

Language

Document & Records Management

Digital Asset Management

Collaboration

Knowledge Management

Figure 19: eOffice Components


Responsive to customers



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Following are the broad steps required for implementing the solution:

1. Analysis

a. Scope/definition of the system

b. Analysis of requirements

c. Analysis of the IT infrastructure

d. Envisioning of the system

2. Design

a. Definition of requirements

i. Solution evaluation

ii. IT infrastructure definition

iii. Data migration

b. Definition of documentation and training

c. Transition planning

d. Implementation design

3. Development

a. Vendor selection

b. IT development

c. User documentation

d. Testing

4. Implementation

a. System implementation

b. IT support

c. User training

5. Roll out of the solution.

XXX. Government wide email system Email can be used as a very effective medium for the inter-office and intra-office communication. Though some of the departments use the commonly used web-based mailing services, it is limited by internet access. The email-ids must be created for the important functionaries in the department. Since the email system will be common across the departments, the common system can be used across with the standardization in email addresses.

The Government has already undertaken commencement of this initiative and this may be speeded up and completed quickly, so as to help in the Strategy implementation.



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Section 4 – STRATEGIC DIMENSION 2 – CHANNELS

V. Strategic Dimension 2 - Channels

I. IntroductionThe term channel connotes the means through which services are delivered to the customers. Channel Strategy represents a set of business-driven choices about how and through what means services will be delivered to customers.

The central theme of the e-Government strategy is to enhance public service delivery through the phased electronic enablement of services. However, provisioning services through electronic means is only useful if it facilitates the customers to access services anytime and anywhere in a more convenient manner. Identifying channels of customers’ preference is a critical success factor for effective eGovernment, as the choice of delivery channels has a major impact on the following:

Technology infrastructure required to support the channel such as hardware, software and networking.

Standard procedures and guidelines required to operate the channel.

Organization structure required to manage and deliver the electronic services such as skills, roles and alliances.

Convenience and satisfaction for the customers in availing public services.

II. Current StatusBased on the assessment study conducted during the formulation of the eGovernment Strategy, following observations need to be highlighted:

Ethiopian eGovernment Portal is already operational, albeit with limited functionality.

Government information portals for around 15 Entities including Ministries and other institutions have been hosted presently and still more are under development.

All regions and federal institutions are to develop and implement websites with basic level public service delivery information as per the existing policy of government. 69 websites have been developed for regional bureaus to make information accessible to the public.

A call centre has been established by MINISTRY OF COMMUNICATIONS & IT with participation of 4 government entities - Transport Authority, Addis Ababa Transport Branch Office; City Government of Addis Ababa, Land Administration; Document Authentication and Registration Office and Social Security Agency.

Three Services (weather forecast, currency exchange rates and Electricity) are likely to be provided through the mobile channel in the next 1 month.

92 ICT community centres have been established across the country. These centres are well equipped and could be leveraged as Common Services Centres (CSCs) in future.



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Channel strategy should support wider government policies on universal access, modernizing government and social inclusion.

Channel strategy should ensure social inclusion, providing coverage for the underprivileged and people with special needs for accessing services.

Channel strategy must ensure a “no wrong door policy” – citizens should be able to conduct different steps of the same transaction through different channels in a seamless manner.

The agencies should adopt channel strategies in a coordinated manner so as to leverage synergies and economies of scale to deliver integrated services in a cost effective manner.

Channel strategy should be focused towards providing clear benefits to both customers and agencies.

A coherent and clear Channel migration strategy must be implemented to promote uptake of new channels

Channel strategy should ensure integration – an applicant should be able to perform different steps for availing the service through different channels

III. Summary of the status of the different channels is as below –

Table 19: Channel – Current Status

Sr. No Channel Status

1 National Portal Portals for around 15 entities including Ministries and other institutions have been hosted presently and still more are under development.

Few Information services are present -27 Informational Services

Channel uptake has been very low

2 Call centre Four Agencies with around nine agents now providing information

Approx. 700 calls answered per day But there is more demand existing - around 4000

calls are attempted every day

3 ICT Service Centres

Approx. 92 existing ICT Community centres Set up by ICTAD

4 Mobile Under design Three Services (weather forecast, currency exchange

rate and electricity bill information are likely to be provided shortly

IV. Guiding Principles for Channels Strategy



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V. Recommendations and TargetsBased on the technological choices available today, readiness levels of participating organizations, customer preferences and an overwhelming preference of key decision makers for integrated service delivery, the following channels present themselves as viable alternatives for delivering government services alongside traditional government offices:

1. eGovernment Portal: where customers can use internet to request and avail services, search information, make payments, etc

2. Phone (Call Center): where customers can call up to request services and information and access the same through call center agents and ‘Interactive Voice Response’ technologies.

3. Mobile Gateway; where customers can request services and information through mobile phones and hand-held digital personal assistants. The departments can send customers regular alerts through SMS.

4. Common Service Centers (CSC): where services like Information dissemination, acceptance of service requests and delivery of services is provided to the customers at a single point of service delivery. CSC includes self-service kiosks, utility bill payment centers, ICT community centers etc. Furthermore, the Government in Ethiopia is about to commence implementation of the Unified Billing System (UBS) in a Public-Private Partnership (PPP) mode in Addis Ababa. This project will establish 70 billing centres (for payment of power, telephone & water bills, to begin with), with all required IT Infrastructure. These may be considered for upgradation as CSCs by facilitating delivery of all e-Services. It is also planned to expand the UBS project to more cities.

The options of the various channels and the factors of convenience and choice to the customers make it imperative to develop a comprehensively defined strategy for the enablement of service delivery channels. Each of these channels and their implementation plan is discussed in greater detail in the following pages.



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VI. e-Government PortalGovernment Portal is envisaged to be the primary electronic channel for providing eServices to the customers. There are several advantages that can accrue to the government through the use of eGovernment Portal as the primary service delivery channel.



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Implementation model• Existing “in-house” model for portal

management• Portal design based on customer

segments and life events

Outcomes• One stop-shop for all e-Services• Service improvement through

customer feedback

Critical Success Factors• Introduction of eServices as per the schedule • Content management processes for updating content• High uptime • Standards and policies for integration and security of data• Marketing and awareness campaign

The portal can be the integration point and a one stop shop for all government services. It can also act as a linkage between the other delivery channels.

User friendly – all services available at a single location for anywhere, anytime access.

The use of internet helps in reducing load on physical infrastructure of the government by reducing the need for customers to visit government offices.

It requires minimal human intervention and enables interactive service delivery.

Easier to remember 1 URL than a number of different URL’s for each department

Presents single face of the government

Leads to higher usage of web services as users of already existing services get information regarding new eServices while transacting

Internet is a cost effective and convenient means for providing information about services, rules and regulations etc.

Implementation Imperatives

Ethiopian eGovernment Portal is already operational, albeit with limited functionality. The Government of Ethiopia needs to consider the following implementation imperatives for further development of the eGovernment portal as a delivery channel for Government services:

Mandate a common look and feel for user interface for all government websites of Ethiopia

The enablement of services for online/ electronic delivery channels would require:

o Changes to departmental IT systems: The existing IT systems are designed to cater to the backend functioning of the departments only, hence would need modification for service delivery through the portal.

o Regulatory changes: The new process redesign for online delivery may also require changes to the regulations governing the service.

Well defined content management processes to ensure that the content published on the portal is relevant and up-to-date.



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Figure 20: e-Government Portal

A capable team and robust processes and systems for network and portal maintenance to ensure acceptable uptime and resolution of issues impacting services delivery 24*7.

A Monitoring and Evaluation framework for measuring the effectiveness of service delivery through the portal and to identify opportunities for further improvement.

Innovative measures such as Common Services Centers to ensure that the limitation of high cost of computer equipment and internet access does not result in low uptake of the portal.

Single Government portal can only be successful if it has the backing of all the ministries and agencies. Therefore, it is imperative that an inter-ministerial group is constituted to oversee portal development and maintenance

Marketing and awareness campaign for creating awareness regarding the benefits of availing services through the portal. This is extremely important – considering that presently the usage of the portal is very poor (approx. 1000 hits per month).

98% uptime of the portal and eServices should be ensured through stringent service levels.

Introduction of eServices as per the schedule to keep the momentum

Standards and policies for integration and security of data to facilitate delivery of services that span across ministries

Options Analysis

The various options available for enhancing the e-Government Portal along with their implications are as follows:

Table 20: e-Government Portal Implementation

Option Implication

In-house Portal Large up-front cost

Difficult to implement stringent service levels

Outsourced Portal Ownership of servers, data and basic project management team with government

Outsource development, operation and maintenance of the portal

Lower up-front cost and overheads

ASP Model (Vendor-managed)

Vendor gets paid based on the number of transactions

No extra capacity created

Recommendation

Currently Ethiopia’s e-Portal is managed in-house. Based on the current assessment of the existing portal and websites of various departments, it is suggested that

The government may continue with the “in-house portal” model in the immediate term (next one Year) with enhanced infrastructure to be able to provide eServices. However



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it needs to Outsource development & maintenance – keeping ownership with Government, so that the portal is able to provide all services – End to End, as they are developed.

Enhancement of Portal – to provide ‘End-to End’ delivery of identified 216 E-Services - including facilities of online authentication, digital signatures, payment, etc

Establish Governance Framework and portal management processes, to ensure continuous updation and improvement and provide more relevant content & facilities for online Citizen participation in Governance & development – this will help increase uptake of the channel

Consider options to allow private sector participation in the provision of related value-added services through the portal

Government should also consider options to allow private sector participation in the provision of related value-added services through the e-Government portal

As mentioned above Government should consider outsourcing the development & maintenance of the portal, while retaining ownership. This will help ensure that the development of the portal is able to simultaneously develop as the various projects of E-Government Strategy are implemented. The Vendor would be responsible for ensuring that the usability and technical capacity of the portal are up to date – while Government would focus on making different services available through this channel and the Governance and management processes, so that Content is always updated and is relevant to the needs of the different stakeholders.

It is proposed that the outsourced operations of the portal will commence by year 3. Total estimated cost for the portal is 29.06 Mil. Birr.

Outcomes

Ethiopia should drive the implementation of the eGovernment portal by taking into account of outcomes such as

E-Government portal to be the one-stop-shop for all Government services

All possible Government services to be delivered completely through the eGovernment Portal. Availability of services on portal should be in line with their implementation, which will make the following number of services available through the portal channel, over five years -:

o Year 1: 35

o Year 2: 73

o Year 3: 64

o Year 4: 30

o Year 5: 9

Visible enhancement in the customer experience and reduced cost of availing services

Reduction in per transaction cost for the Government

Provide 98% uptime for all online services

All informational services, downloadable forms, grievance redressal and status tracking for applications to be provided online.



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Online feedback mechanism to be established to facilitate participation of customers in improving the services delivery



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VII. Contact CenterA Contact Center can be an effective means of obtaining service related information, delivery of some services, and grievance redress. The call center provides the following advantages:

Figure 21: Contact Center

It provides an element of human interface to the process of information dissemination / complaints recording

It is a cost effective means to disseminate information to the customer in an interactive way.

It reduces the need for the citizens to visit the government office for information, thereby helping in reduction of the load on the physical infrastructure of the government departments.

Most inclusive alternate channel as telephone is much more pervasive than internet and the number of people who can use telephones is much higher than those that use internet. A testimony to this is the fact that the present call center with participation of only 4 ministries is attracting over 800 calls a day.



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Implementation model• Outsource Call Center operations to

third party• Outbound calls for targeted promotion

and push services

Outcomes• A single national toll free number for

all information services, status checks and complaints

Critical Success Factors• Bilingual support in English and Amharic• Adherence to service levels and Standard Operating Procedures• Integration with other channels especially the eGovernment portal• Marketing and awareness campaign

The record of all interactions with the customer can be maintained and analyzed for continuous improvement in service delivery.

It can be used as an outbound centre to promote specific government schemes to target customer segments and pro-actively provide information to the customers.

The Contact centre will essentially provide support for all government services. It shall serve as a first point of contact for most customers exploring alternate delivery channels. The call centre would also provide information on all government services with certain value added services like status checking, and grievance redressal for all services. The call centre is expected to provide multi-lingual support.


Following implementation imperatives need to be considered for the development of the Call centre as an effective delivery channel for Government services:

Learning’s from the in-house call center established at MINISTRY OF COMMUNICATIONS & IT must be documented and utilized for better performance.

Multilingual support in English, Amharic and identified regional languages must be provided.

Increasing capacity to meet growing demand

Adherence to service levels and Standard Operating Procedures.

Integration with other channels especially the e-Government portal

Marketing and awareness campaign to raise awareness regarding the existence of call center and benefits that accrue by using the channel for availing services.

Design the database of expected FAQ’s from customers on services to facilitate call center operations. These would need to be updated continually.

Design of efficient IVR system to resolve maximum queries through self-service by callers.

Implementation of a CRM analytics system for analyzing the calls received.

Options Analysis

The various options available for implementing the Call centre along with their implications are as follows:



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Option Implication

In-house Call centre

Large up-front investment

Hard to scale down in case up-take is weak

Maximum control of government and data security

Outsourced Call Centre

Servers, data, and basic project management team belongs to the government

Call centre infrastructure and operations by private party

Lower up-front cost

May take some time as call center industry is not very mature in Ethiopia

Vendor-managed Call centre (transaction-based payment)

Vendor gets paid based on number of calls handled


Least control of the government

Concerns over data privacy

Table 21: Contact Centre Implementation Options

Recommendation

Government of Ethiopia has set up an in-house government call center. Since the current set-up is very basic and not a full-fledged call center, it is suggested that as part of the e-Government strategy implementation, the government should establish an “Outsourced Call Center” to facilitate e-Services. This is further necessiated by the fact that the Call Centre channel requires expertise of different domains, including IT and Communications infrastructure, operations, human resource management and training and service delivery excellence. However a dedicated team to continuously monitor the service levels and lead further improvements in services delivery must be established. So Government should consider –

Implementing outsourced call centre model This channel would be able to provide 77 informational and around 40 transactional

services (estimate of 30% of the transactional services identified) The Call centre would also provide facilities for outgoing calls, emails, live chat,

integration (connecting to live databases of Ministries)

It is proposed that a 100 seat facility (including 80 agents and support staff), be established – which would take care of increased number of services as well as be able to serve calls from regions. Outsourced operations would start from year 3. Total estimated cost is at 164.57 Mil. Birr.



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Call centre outsourcing can be a PPP business model – wherein there would be toll-free service for services like information and transaction services like payments etc, may be through paid calls.

Private partner would be paid on number of calls and the services.

Outcomes

Desired outcomes of implementing the Call centre as a delivery channel are:

A single national toll free number for all information services, status checks and complaints with Multi-lingual (English, Amharic and popular regional languages) support.

The services rollout proposed through the call centre channel, over a period of 4 years is

o Year 1: 35

o Year 2: 42

o Year 3: 20

o Year 4: 20


Improvement in Service turnaround time

Proactive service delivery (push services) by leveraging the Call Center.

30% of grievance resolved on call and 90% resolution of all grievances received within 5 working days.



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VIII. Mobile Gateway Mobiles are used world-wide for providing Government service due to their high penetration. Some of the advantages of the mobile Gateway as a service delivery channel are:

A mobile gateway helps in providing services to customers on the move.

Reduction in cost of delivering and availing services.

Anytime, anywhere access to information and select public services

It reduces the need for the citizens to visit the Government office for information, thereby helping in reduction of the load on the physical infrastructure of the government departments.

The mobile penetration is increasing at a fast rate, so this channel is likely to become the most pervasive service delivery channel in the future.

Using the mobile gateway, a number of select services can be delivered such as:

Payment services;

Information services;

Currency converter;

Flight Information

Weather information

Status checks

Information regarding important / emergency numbers

Proactive delivery of services, i.e. push services (services such as intimation regarding renewal of licence which is due in future etc.).

The Government of Ethiopia has already awarded a pilot project for the enablement of 3 services (Currency rates, weather information and Electricity bill information).

Implementation model• Outsource Call Center operations to

third party• Outbound calls for targeted promotion

and push services

Outcomes• All informational, status checking

and payment services to be available through mobiles.

Critical Success Factors• Cooperation and support of the Ethiopian Telecommunication Company• Redesign of content and formatting for mobiles• Identification of services amenable for delivery through mobiles• Integration with other channels especially the eGovernment portal• Marketing and awareness campaign

Figure 22: Mobile Gateway

The high-level diagram below illustrates the different functions in end-to-end solutions of the various components of mobile middleware required to for delivering eGovernment services.

Table 22: Middleware required for Wireless Applications

Architectural Layer

Middleware Required

Tier 1 Device integration/drivers; Browsers

Tier 2 Wireless gateways

Tier 3 Web and wireless application servers; Wireless commerce servers

Tier 4 Enterprise application integration (via application connectors)


Following implementation imperatives need to be considered for the development of the mobile channel as an effective delivery channel for Government services:

Identification of services amenable for delivery through mobiles

Redesign of content and formatting for mobiles

Support and cooperation of Ethiopian Telecommunication Company (ETC) must be solicited.

Mobile interface / application connectors need to be developed for the e-Government Portal and applicable agency applications.

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Web Application

Server / Agency

Applications

Figure 23: Four tier Architecture for Wireless Application Delivery

Adherence to service levels and Standard Operating Procedures.

Integration with other channels especially the e-Government portal.

Marketing and awareness campaign to raise awareness regarding the existence of call center and benefits that accrue by using the channel for availing services.

Options Analysis

The various options available for implementing mobile gateway along with their implications are as follows:

Table 23: Mobile Gateway Implementation Options

Option Implication

In-house Mobile Gateway Large up-front cost

Difficult to implement stringent service levels

Lack of in-house expertise in government will require extensive recruitment for the purpose which may be time consuming

Maximum control and data privacy

Outsourced Mobile Gateway

Ownership of servers, data and basic project management team with government

Outsource development, operation and maintenance of Mobile Gateway

Lower up-front cost and overheads

Faster implementation

ASP model (vendor-managed)

Vendor gets paid based on number of transactions handled


WAP server and content converter provided by vendor

Integration effort also carried out by vendor

Fast implementation

Recommendation

It is recommended that the Government of Ethiopia should consider options of Outsourced Mobile gateway and ASP model (vendor managed) gateway for its services. This would involve

• Set-up of Mobile gateway and creation of content for the Mobile channel

• Provision of 77 informational services and around 40 transactional services

The business model option can be PPP implementation – with the private partner responsible for development & maintenance and payment would be based on number of transactions/uptake of the channel.

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It is proposed that outsourcing of the mobile channel commence from year 2 and the total estimated cost at 19.25 Mil. Birr

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Outcomes

Desired outcomes of implementing the mobile gateway are:

All payment services and services related to status queries of applications for availing services to be made available through mobile.

Availability of 77 informational and around 40 transactional services

The services rollout through the Mobile channel, over 4 years proposed is

o Year 2: 35

o Year 3: 42

o Year 4: 20

o Year 5: 20

Visible enhancement in the customer experience and reduced cost of availing services.

Wherever possible, proactive service delivery such as reminders for deadlines etc. to be enabled through mobiles.

At a later stage, services such as mobile parking solutions in busy areas to be introduced.

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IX. Common Service CenterCommon Service centers would facilitate single window multiple services delivery. This means that Common service centers though similar to departmental counters, would provide services of multiple departments. Key drivers for Common Service Centres are:

Customer Preference for human interaction

Some government services may require manual signatures on documents

A wide array of services of multiple departments could be provided to customers from a single point

Common Service Centres are an inclusive means of service delivery as service delivery is not dependent on technology requirements, and technical knowledge on part of the customer is not required.

Further, the CSC transcend the problem of low literacy and low PC and internet penetration by leveraging ICT to reach the masses and also providing a human interface to facilitate the delivery of services.

Ethiopia has successfully implemented fully functional 65 ICT community Centres that cover nearly 95% of the country’s population. These Centres along with the Unified Billing Centres could be utilized for delivery of eServices.

Common Service Centers (CSC) can either be set up at existing government premises (government agency counters) or other locations such as the ICT Community Centers and Unified Billing Centers.

CSC shall provide all portal based services and other services requiring physical presence.

It would also provide payment related services, along with form distribution and submission for all government services.

For customers who do not have Internet access, there would be an information help desk for assistance, and self-service (or facilitated) kiosks for accessing the Internet to avail government services.

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Implementation model• Leverage existing ICT Community

Centres and proposed Unified Billing Centres as CSCs

Outcomes• Single window multiple service

delivery• All government services to be

available in the locality

Critical Success Factors• Training of staff at the CSCs• Authority and empowerment of the staff at the CSCs• Integration with other channels especially the eGovernment portal• Adherence to Service levels and standard operating procedures• Marketing and awareness campaign

Figure 24: Common Service Center


Some of the implementation imperatives for successfully setting up CSCs as service delivery channels are:

Framing processes and guidelines to facilitate the delivery of departmental services through CSCs including

o Process design, including clearly laid out roles and responsibilities for the people involved

o Identification of process owner

o Changes/upgrade in department IT systems

o Design and monitoring of SLAs, along with escalation and problem resolution in case of breach

Utilizing 92 existing ICT Community Centers and the proposed 40+ Unified Billing Centers for offering government services

Customer orientation training and functional training regarding the services to staff at the CSCs

Monitoring and Evaluation framework for measuring effectiveness of service delivery

Recommendation

It is recommended that the 92 existing ICT Community Centres and the proposed 40+ Unified Billing Centres are leveraged as CSCs for offering government services immediately.

The number of CSCs needs to be increased as per the demand for services across the country and also to facilitate easy access to government information and services even in interior and remote areas, in the longer run.

It is recommended that additional 800 CSCs be set up in Partnership with the private sector on a PPP business model. This would cover all the Woredas in the country. Spreading the CSCs till Kebele level could subsequently be taken up by respective regions, based on need and demand.

The CSCs would charge transaction charges for services availed by citizens – which would not only include Government services but also others like photocopy, basic DTP services, etc.

However it may be expected that around 50 % of the CSCs could be self-sustainable, in terms of being able to meet operational expenditure and recover capital investment to some extent. Remaining CSCs may need provision of subsidy and support from Government, in order to be viable.

It is estimated that an investment of approx. 2206.21 Mil. Birr would be needed over a period of five years for the CSC project. However, the project is expected to start only from Year 2 on PPP model – after required tendering and finalisation.

Broad level estimate at this stage, of the support needed from Government would be around 50% of the investment i.e. 2206.21/2 = 1103.11 Mil.Birr. The remaining investment is proposed to be provided by the private partner.

Outcomes

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Government of Ethiopia should drive implementation of Common Service Centers by taking into account outcomes such as:

CSC to offer service of all government departments

Availability of services through CSCs would be in line with availability on National Portal, which will make the following number of services available through the portal channel, over five years -:

o Year 1: 35

o Year 2: 73

o Year 3: 64

o Year 4: 30

o Year 5: 9


No need for citizens to visit departments for services related to submitting applications, making payments, requests for duplicates, etc and to be provided from CSC

All services offered through the portal to be available at the CSC

Defined and published service levels for all services to be delivered through CSC

Self-service kiosks also to be established

ISO certification for processes at Common Service Centers

X. Channel Migration StrategyThe introduction of alternate channels needs to be augmented with channel migration initiatives to increase the uptake of electronic channels. Some of the recommended initiatives towards this end are:

Promotion of benefits of eServices: To promote uptake, it is essential to educate customers of the benefits of using the e-Services. The customers would use the new channels if there is a perceptible advantage to them in terms of cost, time or convenience. Hence, specific campaigns to highlight advantages of availing services through alternate channels should be conducted.

Targeted promotion of service: The Government can identify specific high-value services for targeted utilization improvement.

Incentives such as Differential pricing and faster turnaround times: Financial incentives including lesser fees for availing services through electronic channels could be useful incentives for promoting usage of electronic channels. Similarly, turnaround time for services demanded electronically could be reduced as compared to the services demanded through conventional channels to provide incentives to the early adopters.

Adding value through information and expertise: Government needs to focus on ‘pulling’ customers to more efficient channels by making the informational services more useful and attractive.

Possible compulsion for channel shift: Government has the option of implementing compulsory channel shift, focusing initially on the more sophisticated audiences of business and intermediaries. One of the ways of compelling the users for channel shift is to offer some services exclusively through the electronic channels. This is one of the most difficult ways of implementing channel shift, but provides maximum benefit as

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closure of inefficient channels results in savings and enhanced efficiency for the Government.

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Section 5 – STRATEGIC PRIORITY 3 – ENABLERS

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VI. Strategic Dimension 3 - Enablers

I. Capacity BuildingE-Government projects are not equivalent to conventional IT projects. The focus of the e-Government strategy is on service, service levels and sustainability; not on software and hardware. Capacity building seeks to address the skill gaps in the current system and people. Capacity building in the context of this strategy refers to the need to adjust policies and regulations, to strengthen institutions, to modify working procedures and coordination mechanisms, to enhance the skills and qualifications of people, to change value systems and attitudes in a way that meets the demands and prerequisites of implementing the eGovernment strategy.

The adjacent figure depicts the journey towards developing a Capacity Building Strategy for Ethiopia. The Strategy emphasizes the need to not only strategize in terms of identifying and developing CB initiatives but also to sustain the capacity that has been developed. A structured Capacity Building framework has been developed as part of the Strategy. The report presents in detail this framework and each of its components. It also lists down the Capacity Building initiatives in each component and how they contribute to achieving objectives laid down for this objective area.

Summary of the Current Capacity Building Initiatives undertaken

Ethiopia in the past few years has undertaken significant Capacity Building initiatives such as

Technical Vocational Education Training (TVET) centers have been created and around 576 teachers have been trained on ICT to effectively deliver education to students. Around 15 ICT training labs in all the regions have been established for providing training to the TVET teachers.

Four Business Incubation Centers to help entrepreneurs’ in ICT related businesses has been established. A total of 43 private ICT start-ups have entered into business under these established centers. In addition 18 Virtual Incubation in Addis Ababa have been established to support the ICT start-ups and create business opportunities.

645 SME operators have been trained on computer maintenance, basics of computing and database by training institutions such as FEMSEDA and PIC.

The ICT Centre of Excellence has been established in Addis Ababa University for research and development of ICT solutions.

Computer Refurbishment and Training Center (CRTC) has been established to provide hands on training on computer refurbishment and technical and business


Figure 25: Capacity Building

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training. The key activity included refurbishing donated computers to provide affordable computers to schools, health centers and communities.

Training to the Experts: 931 members trained in basic IT skill, 203 members trained in Interactive and Dynamic Webpage Development, 1180 members trained in Advanced Network Management, 103 in IT Security, 80 in IT Security & Cyber crime, 100 members trained in Business (IT) Continuity and Disaster Recovery, 60 members trained in C# with dot.net Frame work, 33 in CCSP, 112 members trained in Database Management.

Seven Community Radios have been implemented and operationalized which helps in information dissemination and Capacity Building in rural communities.

Some of the improvement opportunities identified during the assessment study include:

Almost all the ministries and agencies acknowledge that the biggest challenge to implement e-Government in Ethiopia is the non-availability of the technical manpower and Capacity Building

Lack of established communication between all the Capacity Building organizations for monitoring and evaluating the Capacity Building programs

Limited number of IT professionals to support Ministries/Agencies in future plans and initiatives

Lack of qualified employees and technical experts (the education and experience of some of the IT personnel are not relevant)

Capacity Building Objectives

Objectives identified for IT Capacity Building are:

Create appreciation and understanding of eGovernment projects amongst the decision makers

Increased computer literacy among Government staff

Re-orientation of the government staff to focus on customer service delivery

Enhancement in capacities of the ministries to undertake e-Government Projects

Development of skill sets amongst customers

Effective government wide knowledge sharing and coordination

Change Management Plan

Framework for Capacity Building

The Capacity building initiative for the e-Government program should work towards the following:

1. Enhancement of required skills within the government to implement and run e-Government program

2. Development of skill sets amongst customers

The Strategy for accomplishing the above is enunciated below


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Enhancement of required skills within the Government

This will be accomplished through the following initiatives:

Initiative 1: Creation of Information Technology Services Group

Initiative 2: Training Needs Assessment and Preparation of Training curriculum

Initiative 3: Strengthening of IT Training Infrastructure including development of a Knowledge Management Portal and e-learning facilities

Initiative 4: Conduct Seminars, workshops and study tours

Initiative 5: Standardization of structure of IT Department across the Ministries and Agencies – for smooth & effective implementation of the priority projects.

Initiative 6: Incentivize employees to build capacity

Initiative 7: Establishment of Common Data Terminals (CDTs) in each Ministry/Agencies

Initiative 1: Creation of Information Technology Services Group

Our experience shows that governments across the world face the following issues in retaining talented IT staff due to the following reasons:

IT directorates / divisions within ministries are too small to offer any career path to IT professionals

As IT divisions are small, even minor attrition has a high impact. Reactive hiring to fill up the resource gap leads to compromise in quality of new staff.

Due to small IT staff size within ministries, available skill sets are not diverse, as a result evaluating and working on diverse technologies and solutions is difficult.

Pay scales of trained IT staff in government are perceived as low as compared to prevailing rates for IT professionals in the private sector

Some of the highly qualified staff such as software architects are either too expensive for the ministries to afford or even if they hire them, they are unable to utilize their services to the fullest as the amount of work a typical IT department handles only requires such specialized expertise sporadically.

In order to overcome these difficulties, a recommended course of action is the establishment of a government wide Information Technology Services Group (ITSG) to create a pool of IT resources available for all the government organizations on a need basis. Such an agency would be the responsible for central repository and exchange of all systems and software, would recommend and monitor external IT contracts, develop IT curricula and training models for use throughout government and provide a knowledge base for all IT needs linked to a central knowledge management repository. The detailed structure of ITSG is provided in Section-3 Governance structure. The existing Human Resource Development, Capacity Building, Research and Consultancy Directorate should be enhanced to provide support as envisaged from the ITSG group


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Following benefits will be realized through the ITSG (as depicted in Fig 13):

Capacity Balancer: ITSG would act as a capacity balancer for Ministries at different stages of IT maturity. While some Ministries may not require any outside support, others might require additional IT resources to accomplish time bound projects. ITSG would help the Ministries that need additional support through the provisioning of resources for completion of the IT projects undertaken by them.

Focus on outcomes and timelines: As the ITSG staff will be deployed in any Ministry/Agencies for a fixed time to complete a project; there would be a higher focus to complete the projects on time.

Better staff retention and career planning: The size of the proposed ITSG will be large enough to provide a defined career path and growth opportunities to IT resources. Though the IT resources could work on projects in different Ministries / departments, they would report to the managers in the ITSG and have a deeper career path in the ITSG.

Diverse skill sets: Due to the aggregation of resources, diverse skills sets would be available within the ITSG to undertake projects. This will enable the group to use most appropriate people and technologies to provide solutions.

There are three options for the organizational set up of the proposed ITSG:

Table 24: Analysis of Options for ITSG

Analysis of Options for setting up ITSG

Options Positive Negative

Option 1: Established as part of MOCIT

This option is the quickest way for establishing the group, as some of the IT staff from various Ministries may be deputed to the group.

However the issue of attrition due to lower wages than the market may not be addressed through this option.

Option 2: Incorporation as a separate company wholly/partially owned and controlled by the government

This option will allow private participation in provisioning IT human resources without relinquishing the control of the Government. This option will facilitate the linking of salaries to market rates and bring in higher efficiencies and productivity associated with the private sector.

This will however, tie up the government with a private partner who may get an opportunity to cast undue influence over the e-Government programme.


Figure 26: ITSG

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Option 3: Outsourcing to private sector with the IT staff of the government being transferred to the private partner’s payrolls

This option will allow the Government to cap its IT Human Resource expenditure and define strict service level criteria while also making the Government leaner.

This option would be the most difficult to implement due to various reasons such as lack of availability of private players in the local market, resistance from Ministries / employees against outsourcing.

Based upon the analysis of the options and current circumstances, option 2 appears to the preferred option. The broad modalities for implementing the concept are as follows:

Resources: - To initiate the project, a group of 1-2 resources from each Ministry/Agencies will be identified. It is expected that over a period of time 100+ resources across the three levels (project managers, IT managers and analyst) and multiple skills (technical platforms, change management, project management, vendor management, etc) will be required. For expanding the ITSG, a private sector company can be hired to provide IT resources. The following table provides the advantages and disadvantages of directly engaging and outsourcing it to a private sector company.


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Table 25: Outsourced vs. Individual Recruitments

Individual Recruitments Outsourced Agency

Advantages

Cost Effective Ensures availability at all times

Cuts down the time required for following the procedures of recruitment

One stop solution

Saves time and effort

Disadvantages

Risk of attrition

Delays in recruitment

Risk of not finding the right manpower

Comparatively higher cost

Funding: - A small budget for setting up of the ITSG and its core team will be required. The operation cost of the group would be centrally funded on behalf of Ministry/Agency depending on the IT projects.

Management: - The ITSG will be managed by Programme Management Office (PMO) being set up as a separate initiative under e-Government directorate of MoC&IT

Initiative 2: Training Need Assessment and Preparation of Training curriculum

For the successful implementation of the e-Government program, it is imperative to ensure that the government employees are provided training so as to re-orient them for customer centric service delivery and educate them to utilize ICT for delivering the envisaged benefits to customers. An indicative list of training areas is provided below:

Technology Management Project Management Change Management (including process reforms) Financial Management Soft Skills

However, it is imperative that a comprehensive training needs assessment exercise is undertaken to ensure that suitable course curriculum is designed. In this regard, owing to the different needs of officials at different positions / levels in the government hierarchy it is recommended that officials with similar duties / requirements are clubbed together for training purposes. The various Target Groups for training purposes are:

Table 26: Target Groups for Training

Groups Responsibilities

Group A Leadership( Ministers and DGs)

Group B Directors


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Group C Senior Experts

Group D Middle and Junior Level experts

Group E Support Functions Staff

Group F Clerical Staff

Group G Custodian Services

The training needs of these groups will be aligned to specific training areas and courses. A sample of the same is provided as part of Annexure III.

The Training Needs Assessment aims to elicit the views of the target groups (Ethiopia employees at various levels) addressing the capacity requirement of handling IT implementation in their own functional domain. It also focuses on addressing the general skill levels and educational background of the target groups. The TNA is to be administered across Ministries at every level. The nodal agency to drive this will be MOCIT.

Training Need Assessment will provide inputs for preparation of training curriculum as well. Training courses will be identified for the training areas used in assessing the employees. We feel to cater to different levels of Government staff the training should be offered at three levels. The training levels are described as in the following table:

Table 27: Training Levels

Basic Level The basic level courses would enable the participants to gain an Understanding of the concepts and issues related to the topic

It would create an awareness of the range of possible approaches and able to do the task in a simple environment, or with supervision

Intermediate Level The intermediate level courses would enable the participant to undertake the task in a medium complexity environment.

It would also enable decision making and choose an approach where several approaches are available.

Advanced Level

1.1.1

The advanced level courses would enable the participant an in-depth understanding of the topic; it would enable training and managing others performing the task

It would enable application of the learning in a complex environment;

Advanced level may count towards professional or academic qualifications (to be arranged with higher/further education institutions).


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The training courses for each of the levels are provided in Annexure III. 15 ICT training labs in all the regions /Private Training Institutions/COE can refer to this course list and supporting course content may be provided to implement a comprehensive training program for Government employees of Ethiopia.

Initiative 3: Strengthening of IT Training Infrastructure

Development of the Ethiopian Government Knowledge Management Portal

Ethiopian Government Knowledge Management Portal accessible to all employees through Woreda-net should be established within the first year of strategy implementation. It is envisaged that this portal will act as a one stop repository for documentation of different initiatives across the e-Government program to facilitate dissemination and sharing of knowledge in the form of learning’s and good practices. This is expected to facilitate faster implementation while preventing wastage of effort and resources on reinventing the wheel.

Towards this end, a Knowledge Management database needs to be developed to store all the information and be accessible through the Knowledge Management portal. This would help in the creation of the initial database but for the sustainability of this initiative and to increase its usefulness it is imperative that the employees are encouraged to share their learning on the portal and utilize others’ learning while working on new projects. eLearning modules would also be developed as part of this initiative so that the government employees can take up online learning at a time of their choice without compromising on their allocated duties and responsibilities. The PMO being set-up as part of the e-Government strategy will assist in defining the contours of this portal.

Enhancing the existing Regional Training Labs

The Regional ICT labs need to be equipped to train the employees in the courses provided in Annexure III. It is imperative to ensure that adequate facilities and infrastructure is created to provide practical hands on training at these labs as well as online training for government employees at remote locations.

Tie-up with the ICT community centers

The Community ICT Centers across different regions could also be mandated to provide training to the employees in the regions. A tie up between MOCIT and the ICT community centers should be established to provide training to the Government employees in the region. A business model should be established for long term sustainability of such trainings through the ICT centers.

Partnering with Private Training Institutes

Partnership with Private Training institutes is meant to tap the availability of physical infrastructure and other resources at these institutes. Another important dimension for IT Training is the access to the pool of specialized IT Training experts at Partner Private Training Institutes. To start the initiative, a list of all private Training Institutes operating in the region will be prepared and a study will be conducted to find out their ability to provide training to Ethiopia staff.


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Initiative 4: Conduct workshops, seminars and study tours

Organization of Seminars and Workshops

Organization of Seminars and Workshops will enable the knowledge and Skills transfer to a large number of Government employees in shorter period of time. This will also bring a group of experts from diverse experiences sharing them with a group of participants with different roles on a same platform. The content of these seminars and workshops in form of audio, video and printed material will be shared on knowledge gateway.

As part of this initiative, it is proposed to conduct two seminars each year that will include key-note address by 3 speakers on different emerging technologies across the globe. The seminar will also include panel discussion on these emerging technologies where Government officials will get a chance to interact with elite technology experts from across the globe and gain valuable experience.

In addition to these seminars, it is also proposed to conduct two workshops each year where leaders from elite global IT corporations will create awareness amongst the CIOs and CTOs of all Ethiopia Ministries about new technology trends that will enable in improving efficiency of IT functions in their respective Ministries.

These seminars and workshops will support various IT initiatives in the region and help in creating a knowledge management system and culture. They will not only enable sharing of information and content but also create awareness amongst Ethiopia Ministries and its employees.

Study tours and exchange programmes for the government employees

Our experience suggests that Study tours and exchange programmes for senior government officials play an effective role in facilitating a mindset change and to illustrate the fruits of success of the e-Government program thereby building buy-in for the program.

It is proposed to select 5 senior Government officials every year for study tours and exchange programmes that will spend a specified amount of time either with the Government of another country or attend relevant courses at reputed places such as the Kennedy school of government, National School of government etc. Such programs are also useful in building networks with other organizations to bring good practices and leading technologies to Ethiopia.

Besides visits to leading countries and schools by Ethiopian government functionaries, foreign experts could also be invited to visit Ethiopia to work on specific assignments on various IT initiatives in Ethiopia. The idea here is two-fold: one to gain access to the knowledge of foreign experts in the short term and second to develop skills and expertise amongst the Government staff which will act as a building block for long term implementation of IT initiatives in the Ethiopia

Initiative 5: Standardization of structure of IT Department across the Ministries and Agencies – for smooth & effective implementation of the priority projects.

For the effective implementation of the E-Government Strategy, it is important that a minimum capacity be available, created in the various ministries and agencies. Further, a common organization structure should also be prevalent across Ministries and agencies to


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facilitate smooth interaction and coordination during implementation and monitoring of the priority projects. The recommended organization structure is provided in the Governance Structure section of this document in section 3.

Initiative 6: Incentivise employees to build capacity

Encouragement to take up certification courses

Employees will be encouraged to augment their skills through third party certifications such as a Microsoft certified systems engineer, a Cisco certified network associate, and a project management professional etc. The encouragement will be in the form of leaves for preparation of exams, payment of examination fees provided the employee clears the exam or any other support that can be provided by the Ministry/Agencies.

These certifications can be made mandatory for some promotions so as to encourage employees willing to undertake certification courses. In addition to certifications they can be rewarded by their Ministry/Agencies on excellent performance in the exams leading to certifications. However, to keep checks and balances in place, a two member committee will be set up comprising of 1 representative each from the Ministry/Agencies concerned and the MINISTRY OF COMMUNICATIONS & IT that will evaluate the need of the certification for running the business of the Ministry/Agencies and future growth of employee in the Ministry/Agencies in order to avoid any misuse of this policy by the government staff.

Encouragement to get trained on various courses provided by IT Academy

Letter of recommendations for promotions and salary increments will be linked to successful completion of Trainings and also to employees who perform exceptionally well in IT training.

Letter of recommendation will be on following lines:

Best performer of the year in all IT training courses – Recommendation Letter by Prime Minister

Maximum number of credits through IT training courses in a year – Recommendation Letter by the Minister

Best Performer for each Ministry/Agencies – Recommendation Letter by DG

Best Performer of each sub-Ministry/Agencies – Recommendation Letter by IT head

Encouragement to become Trainers

High performing individuals will be provided an opportunity to take up Training of Trainer courses with special benefits from their Ministry/Agencies. They will become Training Champions in their own Ministry/Agencies and provide training to as many employees as possible. Such individuals will be eligible for Recommendation from Minister / Prime Minister and also for out of turn promotions in exceptional cases.

Encouragement to take up eLearning modules


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The employees will be encouraged to take up eLearning modules for training where they don’t have to attend classes and can take up online assessment at designated evaluation centres to complete training and earn credits for various courses.

Initiative 6: Establishment of Common Data Terminals (CDTs) in each Ministry/Agencies

Self-service data terminals will be set up at all the Ministries to promote usage of Technology and familiarity with Computer Systems. This will enable the government staff to learn the use of systems and build awareness amongst them about computer literacy. These data terminals will be used by government employees who do not require computer use in their day to day functioning but would like to get familiar and acquainted with IT environment.

These Data Terminals will be operated and run by an outsourced private company. This company will set up a small training centre in each Ministry/Agencies which will be responsible for training Ministry/Agencies staff to become end users of these common data terminals. The training managed by the outsourced private company will be paid based on successful completion (PPP). Provided in Table below is a indicative list of companies who can provide training to government staff in the Ethiopia Ministries

List of Companies (Illustrative only)

S.No. Name of the Company

1 Microsoft

2 IBM Corporation

5 Learning Tree

6 Microlearning

Development of skill sets amongst customers

This will be accomplished through the following initiatives:

Initiative 1: Promotion of ICT education and e-Government in Schools

Initiative 2: Marketing and awareness campaign

Initiative 3: Targeted training of businesses

Initiative 1: Promotion of ICT Education and e-Government in Schools

The course curriculum in schools must have modules on ICT education and e-Government. As Ethiopia has a high proportion of its population in schools, this is the most sustainable way of creating capacities amongst the customers. Moreover, children can help their parents in not only accessing services but also in informing them of the introduction of new services. It must be ensured that every school has Internet access facilities for children.

Initiative 2: Targeted Training for Businesses


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Ethiopia has a high number of small and medium scale enterprises which may not have the resources to train the staff in using online services, e-Procurement etc., It is therefore critical to run elaborate training programs that will create awareness and capability amongst the businesses in using e-Services and electronic channels. This will also make the industry in the country more competitive.


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II. Monitoring and EvaluationThe Government would need to keep a track on the progress and assure all stakeholders that the Government’s time and financial resources are being spent in an optimal manner. Taking into account the unique challenges of e-Government services from their delivery modes and expectations perspectives, new performance measures need to be developed to provide accountability for various e-Government efforts.

The Monitoring and Evaluation (M&E) mechanism must not only provide information about the performance of Government policies, programs and projects. It must be able to identify what works, what does not, and the reasons why. The real value of Monitoring and Evaluation doesn’t come from just conducting this exercise but from using the results of this exercise to improve performance of the e-Government program.

The objective of the M&E framework is to enhance the effectiveness of the e-Government strategy by establishing clear metrics to measures the success of the e-Government initiatives in delivering services to its stakeholders.

The advantage resulting from the e-Government monitoring and evaluation is:

e-Government initiatives, most of the times lead to change in the process and delivery modes for the service, hence it is essential to develop new performance measures for e-Government programs

The e-Government programs also require significant investment from Government. Some of these cannot be measured in simple financial terms and need to be evaluated on such parameters

o Improvement of service standards,

o Increase satisfaction level of stakeholders

o Increased authenticity and security of information

Provide supporting evidence in policy making in the context of defining Government priorities amongst the competing demands from citizens and society

Enhance transparency and support accountability relationships within and outside the Government

Recommendation

Implementation of the monitoring & evaluation framework will include

1. Establishment of the PMO to monitor the Programme implementation

2. Development and implementation of a Programme Monitoring Tool

3. Implementation of M & E framework by PMO consisting of:

• Project progress tracking measures

• Benefits measurement

• Impact assessment

4. Implementation of Government Transformation Index (GTI)

5. Implementation of Customer Satisfaction Index (CSI)


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The Monitoring and Evaluation framework essentially has four components and the above mentioned measures will facilitate the monitoring of the E-Government Strategy implementation through -

1. Monitoring physical progress of the projects

2. Monitoring financial progress of the projects

3. Monitoring and evaluating the program outputs

4. Assessing impact of the program

Component 1: Monitoring physical progress of the project

Physical progress of the project will be tracked based upon implementation status of the project. Based upon the current status of the project, indicators are required to be defined for tracking the progress of the project in a particular stage. The indicators for the various stages along with a conformance index would be defined to track the progress of the projects.

The e-Government Project stages broadly include:

1. Conceptualization stage: During this stage, project description document for the project is under preparation. Indicators include:

a. Conducting requirement analysis for the project

b. Identifying a project leader and a team

c. Identifying services to be covered

d. Conducting stakeholder analysis

e. Risks and issues envisaged and a mitigation plan to address the same

2. Design and Approval Stage: After the project description document has been prepared and Request for Proposal (RFP) for vendor selection has been released, the progress milestones for tracking progress would include:

a. Appointment of an implementing agency

b. Definition of core services and service levels

c. Definition of target customer base

d. Appointment of a project leader and a team

e. Formulation of a plan for process re-engineering, if required

f. Formal approval of the project

3. Pilot and Implementation Stage: In this stage, the Project design would have been approved and the funds released for implementation. The project tracking would be performed on meeting the following milestones.

a. Status of Government Process Re-engineering

b. Channel coverage

c. Appointment of external vendor


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d. Key milestones definition and adherence to them

e. Integration with other agencies/projects

f. Technology architecture

g. Adherence to defined standards and policies

h. Capacity Building plan and roadmap

Component 2: Monitoring the financial progress of the project

Measuring the financial progress of the projects is an essential component of the monitoring and evaluation framework. The key indicators identified for tracking the financial progress include:

Total financial outlay of the project

Total funds disbursed till date

Expenditure incurred till date

Committed expenses

Yearly allocation of funds

Yearly expenditure

Total percentage of funds utilized

Additional funds required

Component 3: Monitoring and evaluating the program outputs

Overall program outputs/outcomes would be measured along the parameters as envisaged in the e-Government vision for the project. The indicators definition would be one of the key components of the program design.

Component 4: Assessing impact of the program

Since feedback of the customers is essential for effective implementation of the Monitoring and Evaluation framework and also for facilitating in mid-course correction steps, the Monitoring and Evaluation framework proposes to measure customer satisfaction levels every year to provide recommendations for improvement. This will also enable the Government of Ethiopia in assessing the incremental improvements in services delivery and perceptions of the customer base as a result of the e-Government initiatives.

This would include the following:

Customer satisfaction surveys

Report on the uptake of the envisaged services in the project

Outcomes

The following are the broad expected outcomes from the Monitoring and evaluation exercise.

Quarterly user satisfaction survey on e-Services( Scope of work for an external agency to conduct baseline survey is provided in Annexure XII)

Monthly reports tracking project implementation


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Monthly reports tracking citizen usage of electronic channels to interact with the Government

100% of projects to identify KPI/KPO as part of project design and parameters for measuring success

100% of projects to be evaluated against KPI/KPO by independent agency

Award for e-Government programs in Ethiopia, instituted for departments/ individuals


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Monitoring and Evaluation – GTI and CSI

Government Transformation Index

Detailed methodology for calculation of Government transformation index is provided below:

Table 28: Government transformation index: key indicators

S. No. Overall government transformation index

(Assuming the maximum score to be 1000)

Rating Final score

1. Efficiency of service delivery H1 122

a. Increase in number of transactions handled H 47

b. Reduction in pending/backlog cases H 47

c. Integrated services provided to customers M 28

2. Quality of services provided H1 122

a. Accuracy of reports H 47

b. Relevant services provided to customers H 47

c. Reduction of redundant information in application forms

M 28

3. Increase in the capacity of the Government officials (awareness, knowledge, satisfaction)

H1 122

a. Increase in the awareness of the eGovernment initiatives

H 55

b. Increase in the ICT usage of the officials H 55

c. Number of trained officials L 11

4. Grievance redressal system M1 73

a. Redressal of grievances within the defined service levels

H 37

b. Measures taken to prevent high frequency grievances

H 37

5. Accountability and reliability H1 122

a. Presence of audit trail activities M 33

b. Status tracking mechanism H 55

c. Ability to identify the owner of an activity / result

M 33

6. Capacity to deliver services H1 122


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a. eGovernment portal H 47

b. Number of common service centres H 47

c. Number of additional alternate channels created for delivering services

M 28

7. Digitization of the Government operations H1 122

a. Degree of data digitization of manual records M 61

b. Process reforms to deliver services through the computerized system

M 61

8. Responsiveness M1 73

a. Timeliness of delivery of services H 46

b. Availability of MIS reports for decision making M 27

9. Private sector participation H1 122

a. PPP models established for delivery of services H 68

b. Number of private services delivery through CSCs

M 41

c. Total number of services which are currently being delivered by PPP operators

L 14

Note:

For the top-level parameters, the three ratings are H1 for high, M1 for medium and L1 for low

For the parameters, the three ratings are H for high, M for medium and L for low

The weights are indicative and have been assigned based on our experience of conducting similar exercises in the past with various Governments and Government agencies

Maximum score is 1000


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Customer Satisfaction Index

Detailed Methodology for calculation of customer satisfaction index is given in Table 50

Table 29: Customer satisfaction index: key indicators

S. No.

Overall customer satisfaction Index

(Assuming the maximum score to be 1000)

Rating

Final score

1. Awareness about the availability of eServices H1 119

a. Awareness of the e-Government portal, common service centres and other new delivery channels

H 40

b. Extent of the customer awareness programmes H 40

c. Awareness of the customers about the online services H 40

2. Ease of accessibility of Government services H1 119

a. Adequacy of the number of delivery centres on which information is available

M 32

b. Location of service touch points H 54

c. Reduction of redundant information in the application forms M 32

3. Usage of eServices H1 119

a. Number of transactions by the users on the alternate channels

H 74

b. Number of visits for information versus transaction services M 45

4. Time savings of the customers for using eServices M1 71

a. Reduction in time taken to deliver the services H 27

b. Reduction the number of visits to avail the services H 27

c. Reduction in travel time in availing services M 16

5. Cost savings of the customers for using eServices H1 119

a. Cost of transactions for using services online versus offline H 74

b. Satisfaction with fee given for availing the services M 45

6. Quality of services - informational and transactional H1 119

a. Number of visits reduced to the agency counters H 46

b. Quality of helpdesk and telephonic support M 27

c. Hassle free mechanism for payment H 46

7. Relevance of services to the customers M1 71

a. Satisfaction with range of services provided H 45


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b. Relevance of information asked for in application form(s) M 27

8. Effectiveness of grievance redressal mechanism H1 119

a. Reduction in time taken for resolution of grievance H 46

b. Grievance redressal within the service levels H 46

c. Satisfaction of the quality of the grievance responses M 27

9. Ease of usage of the system M1 71

a. Services provided in Arabic and English L 5

b. Ease of navigation (number of 'clicks' required) M 16

c. Security of interface/ data transfer H 27

d. User friendliness of the applications M 16

e. Comprehensive help facility, guidelines for using the system L 5

10. Attitude towards Government M1 71

a. Customer perception towards Government: bureaucratic or customer-centric

H 45

b. Customer perception on the Government working: authoritative or participatory

M 27

Note:

For the top level parameters, the three ratings are H1 for high, M1 for medium and L1 for low

For the parameters, the three ratings are H for high, M for medium and L for low

The weights are indicative have been assigned based on our experience of conducting similar exercises in the past with various Governments and Government agencies

Maximum score is 1000


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Survey for CSI and GTI

Objective

The objective is to assess the awareness and reach of the e-Government projects amongst the customers and to determine satisfaction and impact amongst stakeholders and users of services offered by the e-Government programme.

Approach

It is suggested that a bi-modular approach be adopted for conducting the assessment exercise. The first module would involve qualitative in-depth interviews with key stakeholders and the second module would consist of quantitative survey with the beneficiaries.

Target Respondents

Module 1 – Qualitative stakeholder assessment

Since it is necessary to conduct an assessment from various perspectives, the target respondents would have to represent the stakeholders from both the service delivery as well as service access aspects. The target respondents for this module have been suggested keeping in mind the above.

Agency officials involved in the delivery of eGovernment initiatives.

Agency officials not directly related to eGovernment.

Common service centres / point of service delivery – These could be located at post offices, governorates etc. Interviews would be done with the person in charge of interaction with beneficiaries as well as overall supervision of the e-service delivery at the centres.

Key influencers / opinion leaders – These would constitute people who are in a position to have access to, are medium of information or influence the knowledge, attitudes and decisions at a community /population sub group level. These could be community leaders or other accepted motivators.

The qualitative module would help identify the parameters to be used for the quantitative module. Also it would give a good understanding of the existing practices.

Module 2 – Quantitative

In this module, face-to-face quantitative interviews would be conducted with the stakeholders and persons who are eligible as a beneficiary for a particular service. The questionnaire to be administered in the quantitative survey would be based on the findings from the qualitative module and data gathered from secondary sources like CIO surveys, similar studies by World Bank, etc. Once the first draft is ready, a round of pilot interviews would be done. With the inputs gathered from this phase and a revision of the questionnaire, the same would be administered to a larger sample. The scales to be used in the questionnaire would be 5 point Likert scale. Information like awareness/satisfaction might be captured as the top 2 / bottom 2 box score on the 5 point scale.


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III. Marketing and Awareness

A national awareness, education and marketing campaign is essential to ensure that potential customers know about the e-Government services being rolled out, aspire to use them and are able to conveniently use them. Raising awareness through informational and educational support is an ongoing activity, but specially designed and timed campaigns will be needed, for example, to coincide with the launch of specific services or to target a particular customer group. Such campaigns must serve the overall goal of changing customer attitudes and, critically, their behaviour in favour of using e-Government services. A common central strategy is needed to guide the Government-wide branding and marketing initiative within which more focused and short-lived campaigns can be accommodated. In this regard it is extremely important to

- Institutionalize marketing and awareness as part of the formal organizational structure of the MoC&IT. The detailed structure and role is provided in Section 4 - Governance structure.

- Undertake Selection of a Marketing and PR agency to be involved throughout the program, so as to effectively communicate developments at every stage to stakeholders( Scope of work of a Marketing & PR Agency is provided in Annexure XII)

The summary and components of the overall marketing and awareness plan is presented in figure below and explained in detail subsequently.

Essential to ensure that customers know about the eGovernment services being rolled out, aspire to use them and are able to conveniently use them

Target Segments

• Businesses

• Citizens

• Residents

• Visitors

• Government Employee

Channels wrt Target Segments

• Billboard

• Newspaper

• Social Groups

• Internal Communication Newsletter

• Mosques

• TV

Messages

“It’s easy, cheap,

beneficial and smart to use eGovernment

services”

“You can save a lot of time

and convenience by renewing your driving license on-

line, just like Mahmood.”

Timing

• Pre-launch

• Launch

• Year 1, 2 and 3

Development /Approval Process

•Empanelment of an agency

• Creation of a cross agency marketing

Committee

• PR and marketing manager under the program office

Feedback / Review

• Data Collection

• Analysis

Figure 27: Marketing and Awareness Plan


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Design of the marketing and awareness campaign will include 6 key components, each of which should be defined and described in as much detail as possible during the planning and design stage:

Target market

Channel (media mix) selection

Message development based upon audience skills and education

Timing

Development/approval process

Feedback/review

In addition to the above, internal communication aimed at Government employees would also need to form part of the marketing and awareness strategy

Target Market

One marketing medium cannot reach all segments of the diverse community that makes up Ethiopia. Marketing campaigns do best when they define specific target markets and deliver a tailored marketing programme for each market. At a finer level of granularity, within the residential segment there are several specific segments of Ethiopian population that are traditionally harder to reach:

Elderly

Uneducated

Socially underprivileged

People with special needs

In the case of both specific residential and business segments, the country should consider using specially targeted media. For example, a greater use of personal communications channels, such as outreach through community organizations, working with opinion leaders, and developing word-of-mouth, may be more appropriate to reach the elderly and non-Ethiopian communities. In contrast, methods such as direct mail may be the best way to get messages across to segments of the business community.

Channel (Media) Selection

An appropriate communication and media channel mix is critical to ensure that everyone in the target audience receives and understands the campaign messages. Given customer diversity, any awareness-raising campaign that relies too heavily on just one medium or type of communication is unlikely to achieve its goals. However, there could be services that might be targeted at only a small segment of the society that would require targeted campaign through the channels and media of the choice of that segment. E.g. Pensions is one service that will only be targeted at elderly people, so the campaign will have to be directed through a medium that is most appealing to the old age segment. Scholarship service should be directed towards students and the target area should be educational institutions.


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Messages

The development of specific messages should be undertaken after the formal adoption of the e-Government strategy and implementation plan that specifies the order in which services will become available, the agencies affected, and other essential details. Assuming that the country adopts a ‘phased-in’ approach to implementing the e-Government services, the marketing plan will need to reflect the planned sequence of operations. The marketing team within the Project Management Office should work with advertising and public relations professionals to craft specific marketing messages, including both Amharic and non-Amharic speaking customers. The development of messages should proceed in tandem with refinement of the overall marketing plan. Creative concepts and material should be tested in focus groups for clarity, impact, ‘memorability’ and other dimensions.

Specifically, decisions regarding the level of budget available for the marketing campaign will drive the types of media that can be utilized, which will in turn drive the development of messages appropriate for each medium. Working with experts to craft messages requires a disciplined time commitment. Work should begin on the development of marketing messages at least 3 months prior to the desired launch of the marketing campaign. The Country must also factor in the additional upfront-time required to select the vendor(s).

Timing

It is crucial that an appropriate communication and media awareness programme is spread across the various stages of the e-Government program, to achieve its goals; the marketing campaigns must commence before the launch of the e-Government programme and must be sustained through the launch and lifetime of the program.

Development / Approval Process

An explicit communications development/approval process will ensure that communications are appropriate and consistent. To avoid confusion, it is particularly critical that the meaning of messages delivered in the internal communications programme be congruent with those that are used in the external marketing campaign. The marketing team (to be created as part of the MOCIT) will be responsible for reviewing draft materials, contributing editorial suggestions, approving the final version and ensuring that scheduled release dates are met. The Technical Committee should also review, comment and approve on critical internal and external communications.

Feedback, measurement of effectiveness and improvement

For the Country’s marketing and awareness programme, it is critical that feedback be sought and the effectiveness of communications measured on a regular basis. This will require scheduling and commitment to respond to constructive feedback and take action to address issues raised. These assessment efforts will provide valuable insight into whether the generic messages are reaching the intended audience and provide insights into ad hoc


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messages required in the near term. The feedback mechanism envisaged will address two requirements. The first is quantitative, tracking plan against execution and the delivery of messages to the intended stakeholder/audience. The second will focus on qualitative data; stakeholder/audience understanding and engagement of issues generated through communications. Collation of data will occur on an ongoing basis, and periodic, pre-planned reviews with the marketing team will be scheduled. It is important that the communication plan be adapted and subsequent behaviours demonstrate actions in response to feedback collected. This data collection responsibility can be part of the mandate of the Monitoring and Evaluation team of MOCIT.

Internal Communication

The Country’s internal communication about the e-Government programme represents the best chance to create a common frame of mind for the diverse group of employees who make up the government family. Communications to employees will be concentrated during the development/pre-launch phase, but will continue throughout the implementation of the e-Government programme.

An explicit marketing objective relates to employees:

Obtain 100% awareness and understanding of the e-Government services among Government employees

To achieve this objective, Ethiopia must utilize formal and informal communications. The management of the overall e-Government programme must collaborate with other agency officials to build consensus regarding the need for change and the expected benefits. The e-Government programme management must also communicate project activities to all stakeholders with an explanation regarding the organizational and personal benefits to be attained.

There will be 4 primary components of the internal communication programme:

Internal stakeholder/audience identification

Channel selection

Message development


Marketing and Awareness Brief

Each of the above elements has been summarized through the marketing and communication brief presented below, which can also be used as a brief for the appointment of the advertising and marketing agency. A detailed marketing and awareness strategy document is also provided as Annexure IV to the report.

Table 30: Marketing and Awareness Brief

Project e-Government Strategy for Ethiopia

Agency To Be Decided

Background


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Governments around the world are leveraging advances in Information and Communication Technologies (ICT) to enhance their service delivery mechanism to improve citizen satisfaction and gain competitive advantage over other nations to attract investments

As a part of this programme, major projects such as the Woreda Network and National Data Centre have been launched and should be marketed

The impetus of the Country on leveraging ICT has resulted in a high degree of intra-ministerial computerization and a good ICT infrastructure

The initiative on the ICT Community Centres to educate and create ICT awareness across the Country should be highlighted

The Country has also set-up a High Committee and Technical Committee to provide direction and decision to developing and implementing a comprehensive e-Government strategy

The e-Government strategy proposes providing customer value through aligning Government across the lifecycle events of the citizens, residents and businesses

The strategy proposes to deliver most of the Government services in an integrated manner through multiple channels

Benefits offered under the e-Government programme for which the marketing and awareness strategy needs to cater:

Convenience

Efficiency

Reach

Value for money

Value proposition

“It’s easy, economical, beneficial and smart to use e-Government services”

“You can save a lot of time and convenience by renewing your driving license on-line, or apply Passport online or File Taxes”

Marketing and Awareness objective

The business objectives should aim for the following:

Create awareness

Build credibility for the e-Government strategy

Drive higher participation across the various target segments

Highlight the impact of the e-Government strategy

The communication objective is as follows:

Pull rather than push communications strategy

We have to establish that e-Government strategy can actually make a difference to the customers in Ethiopia

Drive confidence amongst businesses - Ethiopia is a good place to invest

E-Government is about participatory Government


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Target Audience: Who are we talking to? What do these people currently think of our programme? What is the desired perception?

At a finer level of granularity, within the residential segment, there are several specific segments of the Country’s population that are traditionally harder to reach:

Elderly

Uneducated



Within the business community, there may be particular groups that will require special targeting. For example, if the Country launches a web application that enables applications for company registrations process to be done online, it may be necessary to market this service to the relevant users. In the case of both specific residential and business segments, the Country should consider using specially targeted media. For example, a greater use of personal communications channels, such as outreach through community organizations, working with opinion leaders, and developing word-of-mouth, may be more appropriate to reach the elderly communities. In contrast, methods such as direct mail may be the best way to get messages across to segments of the business community.

Current Thinking:

Diverse views about what is eGovernment and the benefits

Overall OK with the objective of the programme

Certain pessimism/scepticism within the customer segment in the use of electronic service

What we are trying to achieve is far too down-the-line

Desired Thinking:

The programme is useful

Participation is important

The programme would not wait for anyone

There are many who would benefit

Success of the programme is not in its design but in the collective participation in its implementation

What is the hot button that we can leverage to influence our target audience?

The programme is already underway and people are benefiting

It is only a start, but the best is yet to come

People who participate now will benefit later

What is the key thought that marketing and advertising has to communicate?

Participating is key to success


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e-Government is about services and about customers

eGovernment is a key strategic priority

Act now or repent later – as an industry and as a nation

Call to action?

Strong call-to-action on the desired strategy

Large no. of responses

Possible communication vehicles

One marketing medium cannot reach all segments of the diverse community that makes up the Country. Marketing campaigns do best when they define specific target markets and deliver a tailored marketing programme for each market. Prior experience with eGovernment awareness campaigns indicates that billboards and traditional media – such as radio and newspaper would be most cost effective, but alone will not be sufficient to penetrate the target market with news of the e-Government services. We also recommend presentations at schools, community organizations and events to supplement billboards and traditional advertising. Additionally we could also look at Public places for distribution of flyers and leaflets. These marketing outlets will provide an opportunity for the Country to tailor specific messages to individual communities.

Execution considerations

Value for advertisement spend

Summary of the Marketing and Awareness Plan

The objective of the marketing and awareness strategy would be met through the following:

Initial burst of advertisement in dailies with the launch of programme stressing upon the delivery channels

Sustained public relation efforts aimed at covering the benefits and recipients

Branding of eGovernment strategy for the Country

Documenting the benefits and outcomes of selected agency projects through the preparation of advocacy videos that can be circulated among the various interest groups

Circulation of bi-monthly progress reports among all internal stakeholders

Preparation and publication of a quarterly event planner for wider circulation through national dailies. This can also be used to call for applications under various strategies

Message

The development of specific messages should be undertaken after the formal adoption of the e-Government strategy and implementation plan that specifies the order in which services will become available, the agencies affected, and other essential details. Assuming


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that the Country adopts a “phased-in” approach to implementing the e-Government services, the marketing plan will need to reflect the planned sequence of operations.

The marketing team within the project office should work with advertising and public relations professionals to craft specific marketing messages, including both Amharic and non- Amharic speaking customers. The development of messages should proceed in tandem with refinement of the overall marketing plan. Creative concepts and material should be tested in focus groups for clarity, impact, “memorability” and other dimensions.

Specifically, decisions regarding the level of budget available for the marketing campaign will drive the types of media that can be utilized, which will in turn drive the development of messages appropriate for each medium.

Working with experts to craft messages requires a disciplined time commitment. Work should begin on the development of marketing messages at least three months prior to the desired launch of the marketing campaign. The Country must also factor in the additional upfront time required to select the vendor(s). Table 23 summarises the message development component.

Table 31: Message Development

Challenges • The timeline for key implementation milestones may change so mapping key messages to it is a challenge

• Working with authors to craft messages; requires disciplined time commitment• Tracking and monitoring of messages distributed and to whom

• The timeline for key implementation milestones may change so mapping key messages to it is a challenge


Challenges • The timeline for key implementation milestones may change so mapping key messages to it is a challenge


• The timeline for key implementation milestones may change so mapping key messages to it is a challenge


Actions • Proactive planning of generic messages and build ‘database’ of items ready for publication

• Clearly assign “owners” for content development of messages• Conduct detailed planning on a rolling 3-4 month basis to reflect shifting

events timeline

• Proactive planning of generic messages and build ‘database’ of items ready for publication


events timeline

Actions • Proactive planning of generic messages and build ‘database’ of items ready for publication


events timeline

• Proactive planning of generic messages and build ‘database’ of items ready for publication


events timeline

Message DevelopmentMessage Development

• Work with the implementation team to track key milestones and likely timing• Identify generic messages in advance, plan and prepare drafts for publication• Work continuously with the implementation team to anticipate

communication/message requirements• Manage detailed communications plan and work with experts to determine

content and format



content and format

Message DevelopmentMessage Development



content and format



content and format

There are a number of generic messages that can be pre-planned, prepared and pre-approved. These will serve to raise customer’s awareness, and to answer the basic questions that they are likely to have about the e-Government Strategy. Suggested subjects for these generic messages are listed below.

Communication of the rationale

What is the vision for e-Government programme

Why do we need an e-Government strategy


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What are the major benefits?

Establish Awareness of the Project

What is the e-Government programme about

Sponsorship – who is the champion?

Structure & organization

Implementation approach

Implementation timeline

Integration with other Country initiatives

What will change?

What will stay the same?

What has happened so far?

Periodic update on progress

Achievement of milestones and celebrations of success

Changes in timeline, scope and/or approach

Differentiation of this project from others

Why will this one succeed?

Lessons incorporated from other projects

Impact on the Government’s functioning

How will we operate differently?

How will this be perceived by the “outside” world?

Impact on the Individual Customer

What will change for me?

Generic, pre approved messages will only partially meet the information requirements of the Country’s employees. Ad hoc messages may also be needed as the dynamics and events change through the implementation lifecycle. Ad hoc messages will be needed to address key developments, issues arising and achievements across all facets of the e-Government programme. To capture these, the project office and the e-Government implementation teams in various agencies will need to remain in close contact.

General Awareness

Making a noticeable difference in the Country’s quality of customer service and increasing public access to Government information and services are intrinsic drivers of the e-Government Strategy. The judicious use of the modern customer service technology that will be deployed in the common channels being created will help to enhance the Country’s image in the public eye. While there may be a strong tendency to begin publicity early, the best approach will be to delay the campaign until sufficient infrastructure is in place to


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handle a sudden influx of telephone calls, emails, and service requests. In this manner, the Country will avoid the problem of building expectations that are then unrealized.

Table 32: General Awareness Campaign Overview

Implementation Stage Audience Primary Themes

Pre-launch (Build-up) Government Employees Existing services and eGovernment strategy & plan

Launch All Target Segments (Citizens and Residents, Businesses, Visitors, Employees)

Services and channels being launched

First year of full implementation

All Target Segments (Citizens and Residents, Businesses, Visitors, Employees)

Achievements

Additional services and channel enhancements made available

Second year of full implementation

All Target Segments (Citizens and Residents, Businesses, Visitors, Employees)

Achievements so far

Additional services and channel enhancements made available

Showcasing e-Government programme internationally

Third year of full implementation

All target segments (Citizens and Residents, Businesses, Visitors, Employees)

Achievements so far

Additional services made available

Showcasing e-Government programme internationally

Government employees will continue to be responsible for delivering services to residents and businesses. Employees interface with the public on a daily basis and their understanding of the e-Government services is a critical success factor. Moreover, if employees are appropriately informed, they can serve as ambassadors, helping to spread the word about the new services. The general rule of “tell them early, tell them often” should be observed with truthful, straightforward, consistent communications to all Government employees.


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It is critical that Country’s management is fully educated about and supportive of, the e-Government programme. Government employees will take their cue from leadership.

Management’s approach and attitude about the new system will filter to Agency personnel where the new system actually interfaces with the public. If the management does not show its commitment to the e-Government programme, employees will be reluctant to support the new system, eventually resulting in a lower level of customer service and satisfaction with the system.


An explicit communications development/approval process will ensure that communications are appropriate and consistent. To avoid confusion, it is particularly critical that the meaning of messages delivered in the internal communications programme be congruent with those that are used in the external marketing campaign. The marketing team will be responsible for reviewing draft materials; contributing editorial suggestions, approving the final version and ensuring that scheduled release dates are met. MOCIT should also review and comment on critical internal communications. Table 25 below summarizes the development/approval process.

Table 33: Development / Approval Process

Challenges • Smart selection of message contributors• Keeping to development and delivery schedule• Managing a fast path through the process in the case of extraordinary ad hoc

communications

• Smart selection of message contributors• Keeping to development and delivery schedule• Managing a fast path through the process in the case of extraordinary ad hoc

communications

Challenges • Smart selection of message contributors• Keeping to development and delivery schedule• Managing a fast path through the process in the case of extraordinary ad hoc

communications

• Smart selection of message contributors• Keeping to development and delivery schedule• Managing a fast path through the process in the case of extraordinary ad hoc

communications

Actions • Develop proposed process and seek agreement• Communicate and educate Champion and implementation team• Marketing Team within the Programme Office will instigate and manage the

process

• Develop proposed process and seek agreement• Communicate and educate Champion and implementation team• Marketing Team within the Programme Office will instigate and manage the

process

Actions • Develop proposed process and seek agreement• Communicate and educate Champion and implementation team• Marketing Team within the Programme Office will instigate and manage the

process

• Develop proposed process and seek agreement• Communicate and educate Champion and implementation team• Marketing Team within the Programme Office will instigate and manage the

process



• Creation of a robust yet efficient process for reviewing communications• Managing the development/editorial process to ensure appropriate content• Monitoring consistency of messages• Facilitating timely release of messages• Ensuring appropriate channel selection and delivery







For the Country’s internal communications programme, it is critical that feedback be sought and the effectiveness of communications measured on a regular basis.


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This will require scheduling and commitment to respond to constructive feedback and take action to address issues raised. These assessment efforts will provide valuable insight into whether the generic messages are reaching the intended audience and provide insights into ad hoc messages required in the near term.

The feedback mechanism envisaged will address two requirements. The first is quantitative, tracking plan against execution and the delivery of messages to the intended stakeholder/audience. The second will focus on qualitative data; stakeholder/audience understanding and engagement or issues generated through communications.

Collation of data will occur on an ongoing basis, and periodic, pre-planned reviews with the marketing team will be scheduled. It is important that the communication plan be adapted and subsequent behaviours demonstrate actions in response to feedback collected.


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Table 34: Feedback, measurement of effectiveness and improvement

Challenges • Leveraging the Kingdom’s communications network to gather and channel feedback centrally

• Reacting appropriately and speedily to feedback• Showing that the eGovernment team listens and hears

• Leveraging the Kingdom’s communications network to gather and channel feedback centrally


Challenges • Leveraging the Kingdom’s communications network to gather and channel feedback centrally


• Leveraging the Kingdom’s communications network to gather and channel feedback centrally


Actions • Develop standard approaches for obtaining qualitative data through focus groups and on site feedback

• Develop standard approaches for assessing quantitative data from plan execution, distribution, questionnaires, etc.

• Schedule periodic reviews with the eGovernment team

• Develop standard approaches for obtaining qualitative data through focus groups and on site feedback



Actions • Develop standard approaches for obtaining qualitative data through focus groups and on site feedback



• Develop standard approaches for obtaining qualitative data through focus groups and on site feedback



Feedback andMeasurement ofEffectiveness


• Develop and facilitate feedback mechanisms • Capture, document and channel feedback and issues raised as appropriate for

resolution, action planning, further communication• Develop methods of measuring effectiveness of communication activity, both

quantitative and qualitative• Conduct scheduled reassessments of communication activity and build

amendments to plan




amendments to plan






amendments to plan




amendments to plan

Figure below illustrates the continuous cycle of data collection, followed by review and analysis, adjustment to the communications plan, incorporating feedback from stakeholders, and refined execution of the communications plan.

Data CollectionReporting /

Management Review

Adjustment to Communication

Plan

Feedback from stakeholders

Execute Communication

Plan

Continuous Improvement

Figure 28: Continuous Improvement in Communications

Audience skills and education

Raising awareness about an issue or topic does not necessarily lead to lasting changes in attitudes and behaviour, especially when people also need specific skills they may not already posses. For awareness campaign to achieve long-term benefits it is also necessary to consider how to provide a specific customer group with the skills and incentives to


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change. Thus, changing behaviour may also mean, for some potential customers, the need to upgrade skills, so that the awareness campaign should be linked to educational and training opportunities whoever provides these (e.g. the public sector, the private sector and possibly also NGOs) and however provided (e.g. traditionally, through intermediary help, or through eLearning courses). Existing educational offers must therefore be mapped to see whether adequate training and support is available and if not, new offers may need to be provided or encouraged in order to fulfil the needs of the campaign. An excellent campaign could fail if it convinces customers of the desirability of using Government services but leaves them without the necessary skills.

Advertising Revenue

There is also an opportunity for the Country to earn revenues by charging other organizations to advertise on the e-Government portal and the common services centres and other channels being set-up. This revenue could then be used to defray the advertising costs to build awareness for the e-Government Services.


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IV. Standards and policies

Introduction

During the implementation of the e-Government strategy, a number of the proposed eGovernment initiatives will involve development of new systems for provisioning online services.

These new systems, deployed at either a central or a local agency level, are developed with specifications and solutions that match the goals and tasks relevant to a particular department. However, taking the big picture into account, it is important for any such initiative to give adequate attention to surrounding Government institutions and their allied ICT initiatives so as to enhance the compatibility, interoperability and efficiency while also eliminating redundancy.

It is important for all Government agencies to make a concerted effort to implement eGovernment initiatives in a collaborative manner which, in addition to meeting the specific needs of the owner agencies, are also in line with the overall Management practices

ICT usage

Technical and security issues

Web services provisioning

Data and information exchange

Scalability and Interoperability

Summary of the Current Scenario

Based on Stakeholder Assessment the various standards and policies that are already implemented or under progress include

Table 35: Regulations, Policies, Guidelines and Standards

Regulations/Laws

S.No

Name Status

1.

National Electronic Transaction Law Draft document has been prepared

2.

National Data Protection Law completed(draft) document has been prepared

3.

e-Commerce Law. completed(draft) document has been prepared

4.

e-Signature Law. Ongoing

5 Computer Misuse and Cyber Crime Law. completed(draft) document


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. has been prepared

Policies/Framework

S.No

Name Status

1. National Public Key Infrastructure (PKI) Framework.

Ongoing

2. National Enterprise Architecture Framework for Ethiopia

Ongoing

3. Government Information Systems Interoperability Framework /Standard (e-GIF).

On ratification process

Standards

S.No

Name Status

1. Keyboard Layout, Typeface and OCR standard Completed, ratified and implemented

2. Critical Localization Standard for Ethiopic languages such as Amharic, Oromifa, Tigrigna, Afaraf and Somali.

Completed, ratified and implemented

3. ICT Accessibility Requirement Standard for People with Disability Information Exchange Standard.

Completed and on the approval process

4. ICT Transliteration Standard Completed and on the approval process

5. Ethiopic Soundex (Phonetic Matching) Standard.

Completed and on the approval process

6. ICT Content Digitization Standard. On the Approval Process

7. Information exchange standard completed and waiting for


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approval

8. E-Commerce Standard. on going

9. Ethiopic Collation standard. On the Approval Process

10. Contractual Standard Conditions for ICT Services/Projects.

Completed

11. Business Process Re-engineering Completed

Guidelines

S. No Name Status

1. Standard Evaluation and Selection guideline for ICT Hardware and Software.

Completed,

2. Certification Guideline for ICT Professionals, Consultants and Trainers.

Completed

3. ICT Project management Guideline. Completed

Recommendation:

There are various standards and policies which need to be laid down for the e-Government strategy. Following are the suggested measures for implementing Standards and guidelines required for effective implementation of the strategy -

1. Implementation of Standards through a Technical Committee specifically created, comprising Government, Academic, Industry and Outside experts( Section 4- Governance Structure)

2. Engage an external agency for design and implementation of the Standards/Policies

3. Implementation of the existing Enterprise Architecture Framework, E-Government Interoperability Framework and Public Key Infrastructure

4. Adoption of Cyber laws for effective implementation of e-Services


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The policies/standards/guidelines that help to support the implementation of various e-Government initiatives are provided in the figure below:

Figure 29: Policy/Standards/Guidelines Framework


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The policies/standards/guidelines that MOCIT needs to develop for further implementing e-Government is provided in the following tables. The year-wise implementation of the Standards and Policies has been designed keeping the following considerations:

Current e-readiness of the Ministries/Agencies in Ethiopia Alignment with the Overall e-Government Strategy Dimensions and Components Initiatives already undertaken in terms of laws, policies and standards Phasing is also based on priority of the Standards/Policies/Guidelines, so as to facilitate

effective e-Government implementation. It has been envisaged that the Policies/Standards/Guidelines framework should be

completed within the next 3 Years for timely implementation of e-Government in the Country.

Figure 30: Implementation Plan for Standards and Policies


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V. Public Private Partnerships (PPP)

Introduction

A Public Private Partnership, or PPP, involves government and private sectors working together to deliver infrastructure or services that are traditionally provided by government. It involves private financing, construction and management of key infrastructure with the primary objective of improving public services. PPPs focus on service outcome, not assets.

PPP mode of project implementation is a necessity for the following reasons:-

To enhance public services management and expedite the implementation

To accelerate infrastructure provision and bridge the huge infrastructure gap

To provide opportunity to local private sector to gain experience and work with the

government

To address national inequalities

To overcome barriers of social, economic and geographical isolation

To increase access to information and education

To enhance the government capacity to manage the relationship with the private

partner as well as manage the changes associated with the shift from traditional to

digital paradigm.

PPP in Ethiopia

PPP forums have been established by the Ethiopia Chamber of Commerce and the

previously combined Ministry of Trade and Industry for addressing PPP related issues. For

the dialogue platforms, the forum promotes and strengthens the existing public-private

platforms (PPP) in the regions and at federal level. Presently, the Ministry of Trade and

Industry organizes regular forums with the Chamber of Commerce both at national and

regional levels. Following are the two forums that have been established to foster public

and private partnerships:-


Basic principles for PPP

PPPs are concerned with services, not assets

o The government does not need to own infrastructure to deliver services

PPPs are a procurement option, not a novel method of developing public infrastructure

o PPP policy sits alongside other procurement methods – i.e. conventional, outsourcing, leasing etc.

o Suitable to some public projects, not all projects

PPPs are not ‘new money’

o Service outputs must be paid for, whether directly (e.g. user charges) or by appropriation

o Must therefore be affordable – either to users (user charges) or to the budget

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Public and Business Community Joint Consultation Forum

Objective: To create awareness concerning government development vision; to provide

support for business communities; to discuss and comment on draft business and

investment laws and regulations; to discus on implementation problems of laws and

regulations and to create smooth relationship between government and business

community.

Current activities: Creating common understanding concerning government development

policies/vision: giving ideas and opinion before the issuance of business laws; creating an

enabling environment for business communities; provide suggestions/comments by

identifying implementation problems and finding solutions for the same.,

Addis Ababa Investment and Industry Development Consultation forum

Objective: To create enabling environment for investment and industrial development

based on transparent and free market economic policy; to ensure fast and sustainable

industrial development by creating common understanding and coordination between

government and the business communities/partners; to promote development endeavor of

those actors which have key roles in urban development;: to improve quality and price of

industrial products by integrating all development partners.

Current activities: Finding ways and means to promote the investment and industrial

development of Addis Ababa City Government; improving industrial development by

providing necessary support; conducting studies to solve development problems; working

together with investors to introduce large investment opportunities; and providing training

to improve efficiency of human resources.

Besides the above two forum established by the government, some of the successful PPP

initiatives in Ethiopia in the ICT sector are discussed below:

ICT Community Centres

92 ICT Community centers are currently operating across Ethiopia. These centers are

mainly driven by the local communities with support from the ICTAD. A laudable feature of

this initiative is the self sustainable nature of the ICT community centers – while the initial

funding has been provided by ICTAD for one year, these centers need to manage their

operations after the first year on their own. Most of these centers are generating enough

revenues to meet their operating costs by providing services such as training facilities,

internet access facilities, photocopying and printing etc. A comprehensive Monitoring and

Evaluation Framework and a repository of learning’s of the various centers needs to be

created to ensure that this initiative can be expanded and improved. The use of these

centers for the delivery of e-Services will further strengthen the business case of these

centers by providing an additional revenue stream.

Unified Billing System (UBS)


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The Unified Billing System (UBS) is one of the flagship projects in ICT sector that is being

implemented on the Build Own Operate Transfer (BOOT) model. The Private partner shall

Build Own and Operate Utility Bill collection centers and will eventually transfer the entire

system to the Government at the end of the PPP contract. 40+ UBS centers are planned to

be established as part of the project, to act as one stop shops for payment of bills for

power, water and telecom. It is recommended that these centers may be upgraded to offer

all the e-Services as Common Services Centers after the pilot has been successfully

accomplished.


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ICT business incubator in Ethiopia

Incubation Centers have been setup by the ICTAD to encourage and support entrepreneurs

of Ethiopia in ICT related ventures. Currently there are 4 Incubation centers which are

supporting 47 startup companies. Following are the main objectives of the incubation

centers:-

Provide shared Workspace and Facilities

• Facilities typically include conference rooms, phone system and broadband

connectivity, security, etc.

Provide Business Advisory Services

• Basic assistance provided by incubator staff (business plan)

• Mentoring/coaching by staff and outside entrepreneurs

• Access to external network of service providers (e.g.,accountants, lawyers),

plus universities, tech parks, private enterprises, etc.

Ensure Access to Capital

• in-house seed equity or small loan fund on a case to case basis

• Affiliated angel investors and venture capital funds

• Relationships with banks

The main focus of the Incubation centers is to create strong companies that can sustain

themselves after a period of initial assistance. Government provides policy and financial

support, but does not run the incubator directly. ICTAD Project contributes significant

resources to develop the incubator.

PPP opportunities for implementation of the e-Government program and

recommendations for their realization

Table 36: PPP opportunities and Recommendations

S.No. Area Recommendations

1. Program and project implementation

1. Ethiopian Telecommunication Company could partner the e-Government program in roll out of various channels for services delivery. E-Government implementation across the country will help the company in increasing its revenues through increased usage of its ICT infrastructure. ETC could in turn contribute by lowering bandwidth and mobile tariffs / making SMS and calls to some of the pre-designated service delivery numbers free etc..

2. Banks such as the Bank of Ethiopia could develop the payment gateway and charge a nominal fee from the government for the use of payment gateway. This will benefit the bank as number of transactions through its payment gateway would increase. Furthermore, use of debit cards and


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credit cards issued by the bank is likely to increase once payments for government services are facilitate electronically. Another way the banking sector could contribute is by the way of facilitating payment of fees for government services using their ATM machines and branch outlets for free / nominal fees.

3. Feasibility of all projects for private partnership must be examined during the design stage and in case the same is established then that PPP should be preferred mode of implementation. This should be done in a manner to ensure that the private sector brings in the initial investment and runs the project and recoups its investment through levy of user charges / transaction fees. This will ensure that the risk of the project is shared with the private sector, efficiencies of the private sector are leveraged and the model is sustainable. The provision of viability gap funding, where-ever possible (to provide subsidies / one time funds for making PPP feasible) should also be explored where-ever required.

4. The government could develop course curriculum aimed at increasing computer literacy and to train people in using e-Services while the private educational institutes could take the onus of imparting the courses at a reasonable cost.

2. Generation of funds and resources for the implementation of the e-Government program

1. The government could allow the private sector to utilize its service delivery channels such as the portal and the Citizen Service Centers for advertising their products and services. This could become a steady revenue stream for the e-Government program while the companies could gain trust and goodwill due to their association with a program of national significance.

2. The industry in general could provide funds as well as used computers as part of their Corporate Social Responsibility (CSR) initiatives so that the same may be used at CSCs and training centers.

3. Encouragement to entrepreneurs for setting up companies in the ICT sector

1. The number of ICT community centers needs to be increased from the present 65 for a better coverage of the population. Furthermore, once these centers are allowed to offer Services as Common Service


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Centers their revenue stream would also grow. Entrepreneurs, individuals and companies should be made aware and encouraged to take up the establishment of new ICT community centers.

2. The infrastructure and funds available at the 4 ICT incubation centers that are currently operational needs to be enhanced so that they can offer better services to the entrepreneurs. This number also needs to be increased to at least 10 incubation centers spread across the country for better results.

Strategies to promote ICT development through Public Private Partnerships

Following are a brief of illustrative strategic initiatives to enable the expansion and growth

of the ICT sector and the Private sector companies as a whole using PPP as a tool.

Revise Policies to attract Investments:

Foreign Investments into ICT Sector: Foreign investment is required to supplement

local investment in the local ICT Sector, in order to stimulate the desired growth

within the sector. It is therefore necessary to explore creation of a consortium-

driven agency or policies dedicated to attracting foreign investment in ICT.

Develop and/or revise tax and other incentives for individuals and firms to

encourage investment in ICT. There are incentive schemes in existence and these

need to be reviewed in terms of directing and effectively supporting the ICT Sector.

Promote Private sector Collaborations:

A key aspect of developing a stable and growing trade environment in ICT Sector is

the establishment of linkages between the larger companies and the SMMEs.

Ownership/investment/mentoring linkages between large companies and new

entrant SMMEs.

Outsourcing arrangements of non-core functions of larger companies to other

companies in the sector.

Supply/Distribution arrangements between large companies and SMMEs.

Partnerships and alliances, especially between local companies and Multi National

Enterprises.

eKiosks installation on PPP model

The Kiosks are another ICT initiatives which help in reengineering several Public and

Private sector processes and making the citizen self sufficient in accessing information and

performing certain key day to day operations.Kiosks need to be set up across the country to


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enable information dissemination at the grass root level. Private sector partnerships need

to be encouraged to expedite the rollout of kiosks.

Country wide rollout of ICT Community Centers on PPP model

The lack of ICT usage and PC penetration keeps a large section of the population out of ICT

reach. In order to integrate this section into the mainstream of ICT beneficiaries there is a

pressing need for ICT facilitators who will assist the ICT illiterate citizens in not only

availing the Government services but also will guide them through relevant information.

Additional ICT centers need to be implemented on mechanisms such as the Public Private

Partnerships engaging the private sector. Currently there are 65 community driven ICT

Centers with different levels of ICT infrastructure and services. There needs to be

Government Driven ICT centers with uniformity in infrastructure access and citizen

services.

ICT Trade Fair/ Forums:

In order to create an ecosystem for Public and Private collaborations, the Government

must establish and encourage networking events that permit face-to-face discussion

and sharing of information and knowledge. These networking events can take the form

of ICT Sector focused exhibitions, conferences and workshops.

Table 37: ICT Events

Sr# Events Frequency Stakeholders

1 Workshops Every

Month

ICT Workshop for students in Universities to

build skills in ICT

ICT workshop Ministries, Agencies for e-

Governance

ICT workshop for Private sector to enable

better business operations using ICT

2 Exhibitions Half Yearly Trade fair to show case the ICT technologies to

build a stronger domestic demand

Exhibition to attract Foreign investments in

Ethiopian ICT to promote IT and IT enabled

industry in Ethiopia.

3 Conference One Every

Month

Private Sector conference to pursue public

private partnerships

ICT Trade conference to address business

related issues and concerns

International ICT Conference to build stronger


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ICT trade relations with other countries and

address issues related to International ICT

Trade

Establish a stakeholder group or groups to

foster collaborative projects and networking

events, e.g. projects such as building a

broadband community network.

Establish SME Centers

SME Centers need to be established for supporting and nurturing the Ethiopian SMEs.

SME Centers would act as "one-stop-shops" located in various parts of the country that

provide information, advisory and consulting services in the following areas:

productivity, improvement, technology upgrading, market information, product and

market development, trade promotion, credit, financing and entrepreneurship

Development of SME databases providing easy access to buyers and suppliers.

Imports, customs and tariff rates, etc.

All the ICT Agencies across the regions must set up SME Support Centers in their offices to

promote SME development. There must be clear mandate to the ICT Agencies to

incorporate and Implement SME focused initiatives in their Annual Plans. A central ICT

SME Cell must be established in the MINISTRY OF COMMUNICATIONS & IT to coordinate

with all the regional SME Centers in working towards a common goal to support SMEs.

Promote trade through E-Commerce

The growth of the local ICT Sector cannot be promoted through addressing the local

market alone. E-commerce is a solution to tap potential markets across the world in a very

cost effective manner.

Ethiopia with its diverse cultural backgrounds of its people and varieties of natural

resources has a rich heritage of crafts skills. Handicraft, Leather and textiles are one of the

important and widely spread occupations of most Ethiopians next to agriculture. Thus it

would be important to design appropriate mechanisms that will help SMEs participate in

product modernization and export market development especially in leather and leather

products, textiles, horticulture, etc., in which the country has comparative advantages.

ICT Information Centers (IICs): Facilitating access to information and skills

Ethiopia suffers from in information asymmetry. Relevant information is difficult to obtain

and it is often outdated, very expensive or only available from isolated institutions. The

main objective of the ICT Information Centres (IICs) programme would be to use ICT and

relevant business information for the development of local skills and public usage of ICT.

The IICs can be set-up as a joint venture between public and private sector institutions and

provide a central information access point for citizens.


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These Information centers need to be located in every city.

Mobile Phone Solutions on PPP model

Mobile phones have a huge impact in developing countries like Ethiopia, substituting

for scarce fixed connections, reducing transaction costs, increasing mobility,

broadening trade networks, and facilitating searches for employment.

Currently there is a Mobile Governance initiative wherein a Private partner shall

provide SMS based informational services to the citizens. Government should

collaborate with private sector to utilize mobile telephony and take the ICT enabled

services out into the remote communities, enabling:

Women entrepreneurs to build a business as ‘village phone operators’

Farmers to make good choices based on market conditions

Rural poor to receive banking services they otherwise couldn’t access


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PPP Implementation Plan:

Table 38: PPP Implementation Roadmap

Sr#

Strategy Implementation Plan Timeline

1 Unified Billing System on PPP Model

RFP Evaluation and Contracting of Unified billing System (UBS) project in Addis Ababa for the following Utilities:The Addis Ababa Water & Sewage Authority (AAWSA);The EEPCO (Ethiopia Electric Power Company); andThe ETC (Ethiopia Telecommunications Corporation)

1 month

Program Management Unit of UBS to be setup

3 months

Pilot of UBS in 5 centers in Addis Ababa 6 monthsPilot of UBS across 70 centers in Addis Ababa

1 year

Initiation of UBS across multiple cities in Ethiopia. EOI and RFP process to be initiated across 4 regions- Diredawa,Mekelle, Awassa and Bahir Dar

6 months

Initiation of UBS in rural areas 1 yearExpansion of Utilities in UBS –Government housing Rent – city and federal governmentHousing Loan repayments to GovtBroadcasting PaymentTransport related paymentsSchool fees

2 years

2 Exploring PPP Opportunities

Identification of 3 ICT Services project to be rolled out on PPP Model

3 months

Schedule and Action plan for ICT Interventions for Private sector 6 months

3 Policies and Guidelines to enable PPP

PPP Guidelines for National Level 1 yearEstablishment of International ICT Trade panel to revise policies to support Foreign investment into ICT in Ethiopia.

3 months

Formulation of Preferential Taxation for Rural ICT Development

6 months

4 Business enablers to Establishment of Special Economic Zones to attract both domestic and Foreign ICT

1 year


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support partnerships companies with incentivesImplementation of payment gateway 2 yearsDevelopment of National Trade portal integrating all the businesses in Ethiopia

1 year

Integration of SMEs, Banks and Micro finance institutions, NGOs and donor organizations through ICT for effective funding and project executions

1 year

Integration of the Inventory of all the goods, Warehouses and building trade channels for Ethiopia both at domestic and foreign market

1 Year

Establishment of SME Support centers 1 Year

5 Development of Delivery Channels for both Citizens and Business on PPP Model

Informational and transactional Trade Portals

December 2011

PPP in implementing Citizen Service Electronic Kiosks to enable public and private e-services for citizens at national level

2 Year

Establish ICT Information Centers in all the Regions with coordination from the regional ICT Agencies

1 Year

SMS based public services on PPP model 6 monthsEstablishment of additional ICT Centers to deliver Citizen Services

1 year

Mobile Solutions on PPP Model 1 year

11 Training and Capacity Building with Partnerships from ICT Companies and Educational Institutes

Training for professionals/Students in ICT

Every 3 Months

ICT business training for SME in order to relate their business with ICT

Every 3 months

12 Establishment of Centers of Excellence on PPP model

ICT Research and Development Center 1 YearSetup of De-manufacturing centers 1 Yeare-Waste Management Center:Development of Regulation document and Implementation plan for e-Waste Management

1 Year

Establishment Incubation centers in all the remaining regions

1 Year

Refurbishment Centers for more ICT goods to provide affordable access to ICT

1 Year


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Guidelines for leveraging PPP in Ethiopia

1. PPP projects should be initiated only after the same are examined by the technical committee and approved by the high committee. An indicative format in which such requests should be sent to the Technical Committee is placed below.

2. All projects proposed for PPP mode of implementation should undergo a comprehensive feasibility check and the value added by the private partner should be clearly articulated and quantified.

3. The proposed user charges and tariffs should be checked for appropriateness and acceptability of the users.

4. The process for the selection of the private partner should be clearly defined and notified to ensure that there is transparency in the selection process and the e-Government program does not get tarnished by allegations of corruption and partisanship.

5. A comprehensive Master Services Agreement with unambiguous timelines and service levels and penalties in case of non-adherence to the same must be signed with the private partner before initiating the project.

6. An annual review of the performance of the private partner must be conducted at the level of the high committee.

Table 39: Guidelines for leveraging PPP

1. General

1.1 Name of the Project

1.2 Type of PPP (BOT, BOOT, BOLT, OMT etc.)

1.3 Location (State/District/Town)

1.4 Administrative Ministry/Department

1.5 Name of Sponsoring Authority

1.6 Name of the Implementing Agency2. Project Description2.1 Brief description of the project

2.2 Justification for the project

2.3 Possible alternatives, if any

2.4 Estimated Capital costs with break-up under major heads of expenditure. Also indicate the basis of cost estimation.

2.5 Phasing of investment

2.6 Project Implementation Schedule (PIS)3. Financing Arrangements3.1 Sources of financing (equity, debt,

mezzanine capital etc.)3.2 Indicate the revenue streams of the

project (annual flows over project life). Also indicate the underlying assumptions.

3.3 Indicate the NPV of revenue streams with appropriate discounting

3.4 Who will fix the tariff/ user charges? Please specify in detail.


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1. General4. IRR4.1 Economic IRR (if computed)

4.2 Financial IRR, indicating various assumptions (attach separate sheet if necessary)

5. Clearances5.1 Status of environmental clearances

5.2 Clearance required from the State Government and other local bodies

5.3 Other support required from the State Government

6. Government of Ethiopia Support6.1 Viability Gap Funding, if required

6.2 Guarantees being sought, if any7. Concession Agreement7.1 Details of Concession Agreement7.2 Service levels and penalties8. Criteria for short-listing8.1 Indicate the criteria for short-listing

(attach separate sheet if necessary)

9. Others

9.1 Remarks, If any


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Section 7 – IMPLEMENTATION PLAN & TIMELINES

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VII. Over all Implementation Plan and Timelines

I. Overall Implementation Plan

Table 40 – Overall Implementation Plan

S.No. Yr. v/s Project

Implementation planYear 1 Year 2 Year 3 Year 4 Year 5

Agency Priority Projects

1 Agriculture ServicesAll information servicesAgricultural Services Management SystemPortal for all Agricultural services and information

2 Benefits Management systemSocial Benefits Portal with information regarding all welfare schemes

Pension Management systemSocial Benefits Management System

3 EducationEducation portalExam Management systemStudent Management SystemEducation Administration system

4 eHealthHospital Management PortalHospital Information Management System

Drug Information Management SystemIntegration of hospitals and pharmacies

5 E-TradeAll information regarding G2B services


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Investors Management systemTrade Management SystemEnterprise Management SystemIntegrated G2B portal

6 EmploymentEmployment portal with all information servicesEmployment Management System

7 Transport

Transport ministry portal including all information services and drivers licenses related servicesVehicle Registration Information systemOnline ticket booking systemGovernment Vehicles Insurance Management System

8 TourismAll information related to travel attraction, hotels etc.Travel Licenses Management SystemHospitality Management SystemTour Management System

Disaster Management systemGIS enabled Portal for Tourists

9 TaxCustom and Revenue Authority Portal (CRAP)Tax Management and Information System

10 e-CourtseCourt portal to provide informational services


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Case Management systemProperty and Land Management systemIntegration with Regional court and property systems

11 e-Municipality

Portal with all information services of the Municipality

Modules for certificate generation, tax collection, accounts and licenseGIS applicationProject Systems (for Water/Sewerage / Roads /Building etc.)Fleet Management SystemAsset and Material Management system

12 Passport & VisaPassport & Visa Management System


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S.No. Yr. v/s ProjectImplementation plan

Year 1 Year 2 Year 3 Year 4 Year 5Enablers

1Marketing and Awareness Campaign

Internal Awareness Campaign, FeelersTargeted Customer Campaigns

2 Capacity Building

Establishment of the Knowledge Management System

Design of Change Management Plan, Training CurriculaOperationalization of the ITSG

Courses for leadership, customer orientation, IT and project management etc.

3 Monitoring and EvaluationSetting up the M&E frameworkBaseline survey of government organizations and customers

Annual survey of government organizations and customers


Design of annual plan for Marketing and awareness activities

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S.No. Yr. v/s ProjectImplementation plan

Year 1 Year 2 Year 3 Year 4 Year 54 Standards and Policies

Selection of a consultant for setting up Standards and Policies

Identification of Standards, policies and guidelines required for implementation of the e-Government strategy

Phase - I of standards and policies implementationPhase - II of standards and policies implementationPhase - III of standards and policies implementation

5 Core ProjectsNational Data SetNational Enterprise Service BusNational Integrated Authentication FrameworkNational Payment GatewayPublic Key InfrastructureNational Data CenterWoredanet


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II. Sample Detailed Implementation Plan and RACI Chart for Education Priority project

Table 41 – Education Project Implementation Plan

S.No. Activities

Implementation plan - SBMSYear 1 Year 2 Year 3

0-6 mon 6-12 mon 12-18 mon18-24 mon

24-30 mon

30-36 mon

1Formation of the project team and selection of a project manager

2Meetings between the Project team and PMO to discuss the way forward

3

Preparation of Detailed Project Report including As-Is processes, To-be processes, detailed costing and implementation timelines

4 Review of the DPR and approval

5

Development of Benefits management portal to put all informational services related to benefit schemes online and for the development of Pension Management System

5.1Preparation of the RFP for the selection of vendor

5.2 Review and finalization of RFP

5.3Bid process management leading to selection of the vendor

5.4 Project implementation kickoff5.5 Application Development5.6 Testing5.7 Training of the Staff5.8 Go live5.9 Sub-project closure and learning report

6Development of comprehensive Social Benefits Management System


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S.No. Activities

Implementation plan - SBMSYear 1 Year 2 Year 3

0-6 mon 6-12 mon 12-18 mon18-24 mon

24-30 mon

30-36 mon


6.2 Reviezxw and finalization of RFP

6.3Bid process management leading to selection of the vendor

6.4 Project implementation kickoff

6.5Application Development and integration with Pension Management System

6.6 Testing6.7 Training of the Staff6.8 Go live6.9 Sub-project closure and learning report7 Project Closure Report

Implementation Plan detail for Education Ministry priority project

Education Ministry priority project has 4 main components or sub-projects – Education Portal, Exam management System, Student management System and Education Administration System. As per the proposed implementation plan – the portal implementation may be spread out over years 1 and 2, while the Exam management system may be implemented in 1st Year and the Education Administration System implementation (automating the entire functioning of the ministry) is proposed over years 2 and 3.

A RACI chart is detailed below clearly showing the implementation plan – for the Exam management system project. The same chart may be followed for all projects.


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The RACI Chart is used to clarify roles and responsibilities in the project implementation. It is a table that provides the list of activities and information about roles different people have in relation to those activities. For each activity, different people are assigned different roles as per “RACI”. This acronym stands for (i) Responsible, or the person doing the work; (ii) Accountable, or the person responsible for making sure the work is done adequately; (iii) Consulted, or the person(s) who is asked for their input; and (iv) Informed, or the person(s) who must be told about the work.

No Activity/Task Responsible Accountable To Consult To Inform Remark/Comment

Guidelines documents/templates reference(s)

Formation of the project team and selection of a project manager

Education Ministry

E-Gov. Strategy PMO

E-Gov. Strategy Technical Committee

E-Gov. Strategy High Committee

Meetings between the Project team and PMO to discuss the way forward

Ministry project team

E-Gov. Strategy PMO


Preparation of Detailed Project Report including As-Is processes, To-be processes, detailed costing and implementation timelines


E-Gov. Strategy PMO


DPR format provided in the E-Gov. Strategy Report

Review of the DPR and approval

E-Gov. Strategy PMO



Project Sponsor / Council of Ministers

E-Gov. Strategy High committee will approve the report

Development of Exam


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management SystemPreparation of the RFP for the selection of vendor


E-Gov. Strategy PMO


Depending on the funding source of the project, the RFP may be prepared in the applicable format – Example – If it is funded by Govt. funds, the RFP best practices document template may be usedor If project is funded by World bank or other such Institution then the RFP template of the funding institution will need to be used.

- RFP Best practices document provided by PwC- World Bank or other funding Institution RFP template

Review and finalization of RFP

E-Gov. Strategy PMO



E-Gov. Strategy High committee will approve the RFP


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Bid process management leading to selection of the vendor


E-Gov. Strategy PMO



The technical committee may approve the vendor selection

The High committee will be informed about the vendor selection and give final approval

Selection criteria as per approved RFP

Model Template (Excel Sheet) for evaluation of proposals submitted by PwC

Project implementation kickoff


E-Gov. Strategy PMO

Application Development

Selected vendor

Ministry Project Team

E-Gov. Strategy PMO



Direct supervision of Application development will be done by Ministry project team and PMO

Technical committee will be closely guiding this activity and will resolve any technical issues

Software Project Management Guidelines provided by PwC

Project Management Guidelines templates provided by PwC


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in implementation and also be responsible for approving final sign –off of all documentation like SRS, test plan, acceptance test reports, etc.

The High committee will be kept informed of the progress and resolve any administration issues like scope increase, cost increase etc.

Testing Selected vendor


E-Gov. Strategy PMO



High-Committee may be kept informed about testing progress and reports

Testing guidelines document provided by PwC

Training of the Staff Selected vendor


E-Gov. Strategy Technical

E-Gov. Strategy High

High-Committee may be kept informed about

Training plan and material prepared by vendor and as


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E-Gov. Strategy PMO

Committee Committee training plan & progress

approved by Technical Committee

Go live Selected vendor


E-Gov. Strategy PMO



High-Committee will be kept informed about project go-live date

Project closure and learning report


E-Gov. Strategy PMO



The high committee will be kept informed about any special lessons learned from the project implementation – like in case of any scope increase or cost increase which may have been better controlled


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III. Portal Implementation Plan and Timelines

Table 42 – Portal implementation Plan

e-Government Portal for EthiopiaS.No Key Activities Year I Year II Year III Year IV Year V

1Design of portal and content management

1.1Identify a team to upgrade the existing e-Government portal

1.2 Develop portal charter

1.3

RFP for the selection of a vendor for development of a new portal and to develop content for the portal

1.4Appointment of the vendor for portal design and content

1.5Requirements gathering by the vendor

1.6 Conference room pilot1.7 Development of FRS and SRS

1.8Development of the new portal and content

1.9

Development of Standard operating procedures and content management processes for the portal

1.10Testing and review of content

1.11 Go-live

2Development of 46 e-Services for first year

2.1Requirements gathering by SDA

2.2Preparation of SRS and FRS by the SDA


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2.3Development of the e-Services

2.4

Portal Infrastructure augmentation for new e-Services

2.5 Testing of the Services

2.6

Training of the government employees that provide these services

2.7 Go-Live of the portal2.8 Closure of the sub-project

3Development of Grievance Redressal System

3.1

Identification of team of officials from various departments for development of the grievance redressal system

3.2

Meeting between PMO and the identified team to understand the requirements for Grievance redressal system

3.3

Identification of officials in every department to whom the grievance redressal requests of their departments would be directed to

3.4

Development of FRS and workflow for the Grievance Redressal system

3.5Approval of the FRS and workflow


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3.6

Development of the Grievance redressal system by the programmers at MoICT

3.7 Testing

3.8Go-Live of the Grievance Redressal System

4

Addition of e-Services to the e-Government Portal as per the go-live of e-Services through the Agency Priority Projects


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IV. ICT Center Implementation Plan and Timelines

Table 43 – ICT Centre Implementation Plan

e-Government ICT CentresS.No Key Activities Year I Year II Year III Year IV Year V

1

Identify a team to upgrade the existing ICT Centres for delivering the e-Services

2Study the existing ICT Community Centre and Unified Billing Centre

3

Study the existing services delivered through the 65 ICT Community Centres and 70 UBS

4Study the existing infrastructure in the Centres

5

Undertaking a Feasibility Study on the type of services that could be delivered these Channels

6

Identification of the extra number of centres required to cover all the regions

7Design a Business Model for the Centres for delivering the services

8

Design the Standardization requirements in terms of Services, Infrastructure and Staff cross the Centres

9

Design a RFP for selection of an agency for establishing the extra channels or identify community partners for the same

10Design the funding requirements of the Centres

11 Establishment of the new ICT


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e-Government ICT CentresS.No Key Activities Year I Year II Year III Year IV Year V

Centres and upgradation of the existing for delivering the e-Services

12Training of the employees of the ICT centres

13 Operationalization of the ICT Centre

14Delivery of the e-Services - Informational

15Delivery of the e-Services - Transactional

16Establishment of a Monitoring and evaluation Framework

17Monitoring the SLAs of the ICT Centres

18 Monitoring the Channel Uptake

19

Incremental upgradation of the Channel based on the uptake and Feedback received

20Conduct Customer satisfaction survey for the ICT Centre

21Revised the Channel Strategy based on survey results

22 Study the Impact of the Channel


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V. Contact Center Implementation Plan and Timelines

Table 44 – Contact Center Implementation Plan

e-Government Contact Centre for EthiopiaS.No Key Activities Year I Year II Year III Year IV Year V

1

Identify a team to upgrade the existing Contact Centre for delivering the e-Services

2Study the learnings from the existing Contact Centre

3Design a Business Model for a Private Sector Participation

4Identify the services that needs to be delivered through the Channel

5

Design the scope of work for a private agency sector for development of the Contact Centre

6Design the workflow for delivering the e-services through the Contact Centre

7Conduct a Cost benefit Analysis for creation of the Channel

8Conduct Customer satisfaction survey for the Contact Centre Channel

9Bid process Management for selection of the Agency

10Design the requirements of the Contact Centre Inbound/outbound Software

11Design the SRS for the Contact Centre Software

12 Develop the Contact Centre Software13 Installation of the Contact Centre Software

14Training of all the Contact Centre Employees


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e-Government Contact Centre for EthiopiaS.No Key Activities Year I Year II Year III Year IV Year V15 Operationalization of the Contact Centre16 Delivery of the e-Services - Informational17 Delivery of the e-Services - Transactional

18Establishment of a Monitoring and evaluation Framework

19 Monitoring the SLAs of the agency20 Monitoring the Channel Uptake

21

Incremental upgradation of the Channel based on the uptake and Feedback received

22Conduct Customer satisfaction survey for the Contact Centre Channel

23Revised the Channel Strategy based on survey results

24 Study the Impact of the Channel

25Design the Sustainability Options after the term of the Agency is completed


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VI. Mobile Implementation Plan and Timelines

Table 45 – Mobile Implementation Plan

Mobile Portal for Ethiopia

S.No Key Activities Year I Year II Year IIIYear IV

Year V

1

Identify a team responsible for the implementation of the mobile gateway

2

Contact ETC to appoint a nodal officer to assist in the implementation of this initiative

3Identify the services to be delivered through the mobiles

4Capture the learning from the pilot project

5

Design the scope of work for a private agency sector for development of the Contact Centre

5.1

Develop Terms of Reference and issue an Expression of Interest seeking solution design, architecture, bill of materials and services enablement plan for the mobile gateway

5.2Shortlist the vendors based on the quality of the EoI response

5.3

Use the EoI responses to draft an RFP with well defined scope of work

5.4Issue the RFP to the shortlisted bidders

5.5Bid process Management for selection of the vendor

5.6 Assessment of the services for


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Mobile Portal for Ethiopia

S.No Key Activities Year I Year II Year IIIYear IV

Year V

feasibility and any changes in processes for phase 1

5.7Development of content for the mobile gateway

5.8 Testing5.9 Go-live5.1

0 Capture learning of phase 15.1

1 Closure of phase 1

6Phase 2 for introduction of additional services

7Phase 3 for introduction of additional services


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VII. Capacity Building Implementation Plan and Timelines

Table 46 – Capacity Building Implementation Plan

Implementation plan - Capacity Building

S.No Key Activities Year I Year IIYear III

Year IV Year V

1

Identify a team responsible for the implementation of capacity building initiatives within the Government

2 Creation of a IT Services group

2.1Framing the roles and responsibilities of the ITSG

2.2

Defining the organization structure, no. of resources, qualifications required and job descriptions

2.3Identification of the staff within government that can fill up these positions

2.4

Permission from relevant authorities to explore the option of forming a joint venture company for ITSG to source resources that are not available within the government

2.5Development of an EoI to invite private partners for the JV

2.6Shortlisting of vendors based on their responses

2.7RFP and bid process management for the selection of private partner

2.8Formation of the JV and incorporation as a separate company

3Training Needs Assessment and preparation of training curriculum

3.1

Identification of various categories of officials as per their needs for using IT, project management, customer service skills and providing leadership


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Year IV Year V

3.2

Survey to understand the present level of proficiency of the target groups in the skill areas identified as relevant for performing their jobs

3.3Design of course curriculum based on survey results

3.4

Development of e-learning modules for delivery to augment instructor led training

3.5 Training based on the training modules4 Strengthening of IT Training infrastructure

4.1Identification of training institutes to be leveraged for providing training

4.2

Define minimum infrastructure and other facilities to be available at these training institutes

4.3Assessment of the present infrastructure of the identified institutes

4.4Provisioning funds to these institutes for strengthening infrastructure

4.5Development of the requisite infrastructure

4.6

Augmentation of infrastructure for scaling up the operations and any required improvements

5Development of Ethiopian Government Knowledge Management Portal

5.1Development of a DPR for the project by PMO

5.2 Approval of the DPR

5.3

Issue of RFP for the selection of an implementation agency to develop the KM portal

5.4 Bid process management leading to


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Year IV Year V

appointment of an agency for implementing KM portal

5.5 Development of the portal5.6 Procurement of hardware for the portal5.7 Testing5.8 Go-Live

5.9

Project closure and learning report along with recommendations and best practices to ensure that the KM portal serves its purpose as one single source of information for government staff

5.10

Awareness campaign within the government departments for contributing towards and using the KM portal

6Arrangement of Tours, seminars and conferences

6.1

Identification of countries, institutions, conferences and events across the world that can be studied to improve the understanding of e-Government amongst officials

6.2 Identifications of officials for these tours

6.3Compendium of learning from each of these activities


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VIII. Marketing and Awareness Plan and Timelines

Table 47 – Marketing and Awareness Implementation Plan

Implementation plan - Marketing and AwarenessS.No Key Activities Year I Year II Year III Year IV Year V

1

Identify a team responsible for the implementation of Marketing and awareness campaign

2Development of RFP for the selection of Marketing and PR partner

3

Issue of the RFP after approval from authorities and bid process management leading to the appointment of the marketing and PR partner for e-Government strategy implementation

4Development of a distinctive theme, branding and symbol for e-Government

5

Workshops with all government organizations to make them aware regarding the branding guidelines for e-Government strategy

6

Discussions with the owner agencies of Agency priority projects whose services will be enabled online during the year

7Development of annual plan for Marketing and Awareness

8

Development of marketing material for new services including content for bill boards, newspapers, TV and Radio ads etc.

9

Identification of private partners and other innovative means for funding the marketing and awareness program


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IX. Public Private Partnership - Plan and Timelines

Table 48 – Public Private Partnership Plan

S.No ActivitiesYear 1 Year 2 Year 3

0-6 mon

6-12 mon

12-18 mon

18-24 mon

24-30 mon

30-36 mon

1

Formation of the project team in charge of PPP Initiatives and selection of a project manager

2

Meetings between the Project team and PMO to discuss the key PPP Initiatives with ETC, Banks, Educational Institutes, Private Sector and Healthcare Institutions

3

Preparation of Detailed Project Report including As-Is processes, To-be processes, detailed costing and implementation timelines.

4

Review of the DPR and approval. Funding road shows and Workshops for generating the required funding.

5

Development of e-Procurement portal to put all informational services related to Public Private Partnerships and Government Tenders


5.2 Review and finalization of RFP

5.3Bid process management leading to

selection of the vendor5.4 Project implementation kickoff5.5 Application Development5.6 Testing5.7 Training of the Staff5.8 Go live5.9 Sub-project closure and learning report6 Development of ICT Centers6.1 Preparation of the RFP for the selection


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0-6 mon

6-12 mon

12-18 mon

18-24 mon

24-30 mon

30-36 mon

of vendor6.2 Review and finalization of RFP


selection of the vendor6.4 Project implementation kickoff

6.5ICT Center Development and integration

with e-Government Services6.6 Testing6.7 Training of the Staff6.8 Go live6.9 Sub-project closure and learning report7 Development of ICT Incubation Centers

7.1Preparation of the RFP for the selection



selection of the vendor7.4 Project implementation kickoff

7.5

ICT Incubation Center Development and initial setup of Entrepreneurial Ventures at the Center

7.6 Testing7.7 Training of the Staff7.8 Go live7.9 Sub-project closure and learning report

8

Implementation of key PPP Projects in collaboration with ETC, Banks, Educational Institutes, Private Sector and Healthcare Institutions. Note: The period of the Partnership and the term of the contract shall depend on the type of PPP Models. Generally the PPP BOOT Model shall be implemented for a period of 3- 5 Years.

8.1 Preparation of the RFP for the selection


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0-6 mon

6-12 mon

12-18 mon

18-24 mon

24-30 mon

30-36 mon



selection of the vendor8.4 Project implementation kickoff8.5 Project implementation and Tracking8.6 Testing8.7 Training of the Staff

8.8Go live( This period would depend on the

duration and Type of the PPP Contract)8.9 Sub-project closure and learning report


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Section 8 – FUNDING

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VII. Cost Estimation & Funding

I. Budgetary Estimates

The proposed e-Government Strategy budget of Birr 3.33 billion for 5 years or Birr 0.67 billion / year compares with Birr 2.13 billion/ year and Birr 10.13 billion / year for Health and Education sector respectively. The proposed budget for the e-Government strategy will entail less than 1% of the overall budget of Government of EthiopiaSummary of the Cost Estimates of the various initiatives proposed is as below –

Table 49 – e-Government Strategy – Summary of Costs

Ethiopia eGovernment Strategy - Costing Summary

S.No.

Initiatives

Year 1 (In Birr.)

Year 2 (In Birr.)

Year 3 (In Birr.)

Year 4 (In Birr.)

Year 5 (In Birr.)

1

Agriculture Services

15,514,298

4,893,316

4,466,779

4,687,683

4,294,225

2

Benefits Management System

17,442,654

4,269,715

3,954,873

4,124,957

3,833,491

3Education

23,829,430

7,420,991

6,080,086

6,337,290

5,036,393

4 eHealth 23,529,430

7,090,991

5,717,086

5,937,990

4,597,163

5G2B Portal

4,759,002

1,197,989

1,223,221

1,303,081

1,343,558

6Employment

17,287,346

4,946,355

4,335,524

4,527,388

3,944,091

7 Transport 20,203,136

5,553,724

5,166,787

5,431,251

5,085,709

8 Tourism 15,502,509

5,427,716

5,056,619

5,338,507

5,012,131

9 Tax 21,420,680

5,889,513

5,344,682

5,609,146

5,105,709

10 e-Court 14,758,509

4,609,316

4,156,379

4,348,243

3,922,841

11Municipalities

17,767,346

5,474,355

4,916,324

5,166,268

4,646,859

12 Passport 16,228,048

5,672,355

5,134,124

5,405,848

4,910,397

12

eGovernment Portal

10,097,895

4,197,158

4,537,137

4,910,285

5,319,877

13Contact Center

29,199,123

29,240,352

32,112,471

35,270,474

38,742,883

14Mobile Gateway

4,520,000

4,235,509

3,226,291

3,489,082

3,776,991

15

Common Service Center

718,243,842

326,899,053

355,121,309

386,036,106

419,906,215

16 Capacity


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Building 14,716,421 6,329,996 6,702,958 7,204,999 7,750,824

17

Marketing & Awareness

10,163,170

10,810,802

11,504,763

12,248,764

13,046,842

18

Standards & Policies

5,021,754

5,509,684

6,045,695

6,634,558

7,281,523

19

Enterprise Architecture

5,081,667

435,000

257,000

257,000

257,000

20 NIAF 33,788,816

500,000

500,000

500,000

500,000

21 NSEB 20,595,316

-

-

-

-

22 NDS 36,676,316

-

-

-

-

23 NPG 28,076,316

-

-

-

-

24

PKI( Design and implementation as per the design by external consultant)

124,754,500

25 HRMS 16,243,211

1,473,684

1,473,684

1,473,684

1,473,684

26

e-Procurement System

15,022,158

252,632

252,632

252,632

252,632

27e-Office System

15,022,158

252,632

252,632

252,632

252,632

28

Financial Manangement Information System

4,319,058

-

-

-

-

29

Email Management System

14,769,526

-

-

-

-

30

ITSG Manpower costs

1,500,000

3,300,000

3,630,000

3,993,000

4,392,300

31

PMO staffing costs

1,860,000

2,706,000

2,976,600

3,274,260

3,601,686

Total


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1,317,913,633

458,588,838

484,145,652

524,015,128

558,287,654

Grand Total

3,328,181,379

Grand Total (in USD) 201,463,764

Details of the Costing is provided in Annexure XVII


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II. Funding Framework

To enable proper implementation of the Strategy Program, a proper funding and spending system needs to be developed, approved and implemented to ensure that the funds are sufficiently allocated for the different development domains. Funding options need to be considered carefully to ensure that

Transparency and accountability is maintained in allocation and utilization of funds Adequate funds are available for the implementation of the project utilization of allocated funds is monitored Strategic control of the government is maintained

E-Government Strategy funding and spending process and the life cycle across the different stages of IT initiatives are explained in the pages that follow. More specifically the following areas have been addressed:

Funding options identified during the Assessment Phase and the planning activities. Funding and Spending Framework including percentages distribution and link to

Governance Structure Fund allocation and utilization process for core, common, Ministry/Agency specific

and Ministry/Agency owned initiatives. The annual procedure for short-listing vendors.

The key options available for MOCIT to fund the Strategy are:

Figure 31: Key Options for MOCIT

OPTION 1 (Conventional) - Government Funded: The source of the fund is the Government annual budget, where the Government of Ethiopia invests the whole project/initiative amount as capital expenditure

OPTION 2 - International Funding Agencies: Several international donor agencies provide financial support to development projects in developing countries. Bilateral development agencies facilitate the provision of grants and loans from one national government to other governments or NGOs in order to help implement development projects. Multilateral development agencies also provide resources and carry out development projects with governments and NGOs and include numerous UN agencies (such as UNDP, UNFPA, UNIFEM), development banks (such as the World Bank, African Development Bank), and other inter-governmental bodies

OPTION 3(PPP) - Public Private Partnerships: Government and Private sector can collaborate on different models for the implementation and success of the model


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(BOT) – Build Operate and Transfer (BOT): For some of the initiatives the private sector can build the infrastructure, own the operations for a fixed period of time and transfer it to government once the fixed period is over.

OPTION 4 (Privatise) – In a longer timeframe when the system is mature and basic infrastructure is in place, some of the services can be completely privatised where Government funding will not be done and it will be controlled by parties in private sector

The various funding options mentioned above differ in terms of the ownership by Government and the risk transferred to the private sector as shown in the diagram below

Figure 32: Government Control/Risk

Some of the key factors to be considered during the design include: The e-Government Program will be initially funded through Government funds. Other funding options (mainly BOT and Funding Agencies) can be explored in parallel PPP can be consider at a later stage once PPP models become more mature in Ethiopia Privatization is a long term target that can start once services have taken a mature

shape or became well defined.


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III. Program funding Options

The E-Government Strategy implementation may be funded by a combination of funding sources – including Government’s own budgetary allocations, finance from multilateral institutions like the World Bank or by partnering with the private sector.

Partnering with the private sector would provide a two-fold benefit – in terms of providing finance as well as it will help the development of the private sector and develop indigenous capacity and skills.

60%20%

20%

Funding Source

Funding Agency PPP Government

The above diagram depicts the probable quantum of funding of the E-Government strategy program from different sources, including Government funds, institutions like the World Bank and through the PPP (Public-Private Partnership) route. The table below provides the amounts which could be funded by the different entities.

Table 50 – Funding Options

Funding Options Amount( in Birr) Amount(in USD

Funding Agencies 1,996,908,827 120878258

PPP 665,636,276 40292753Government 665,636,276 40292753


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Savings through PPP- IndicativeAs mentioned earlier, partnering with the private sector for implementation of the program – will not only help in funding but will also develop the indigenous private sector. The different projects – including the identified priority projects and the channels could be implemented in PPP mode.

Assumption: Since the number of transactions for the Ministries/Agencies was not available, it has been assumed that in projects related to development sectors such as health, education, social and labor etc, where Government has a larger and more important mandate, and the there will low or no service charges the PPP participation may be around 10%. However in projects such as E-Trade, Tax, Municipalities, Tourism – where transactions are more and service charges could be collected the PPP participation may be around 20%.

Based on above assumptions, following table depicts some of the possibilities of PPP funding of the program, including savings in investment, which may accrue to the Government.

Table 51 – PPP Options

Sr. No. Project Estimated Cost (Mil. Birr)

PPP Investment(i.e. savings in investment for Government)

PPP Participation of 10%

1 Agriculture 33.86 3.39

2 Benefits Management 33.63 3.36

3 Education 48.70 4.87

4 Health 46.87 4.69

5 Employment 35.04 3.50

6 E-Court 31.80 3.18

PPP Participation of 20%

7 E-Trade 9.80 1.96

8 Transport 41.44 8.29

9 Tourism 36.34 7.27

10 Tax 43.37 8.67

11 Municipalities 37.97 7.59

12 Passport 37.35 7.47

13 Portal 29.06 14.77

14 Contact Centre 164.57 106.13

15 Mobile Gateway 19.25 14.73

16 Common Service Centres 2206.21 1103.11


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Total 2855.26 1302.98


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PPP participation in Channels development:

The cost estimates for the development of the different channels have been made, as in other cases, for a five year period. However, it is expected that private participation would commence from year 3 in case of Portal and Call centre and from year 2 in case of Mobile gateway. The CSCs are proposed to be implemented on PPP model itself – though implementation would start from year 2 – after completion of tendering and selection.

The PPP investment contribution for the channels in above table, has accordingly been estimated for

- Years, 3,4,5 in case of Portal & Call centre- Years 2,3,4,5 in case of Mobile Gateway- Years 1,2,3,4,5 in case of CSCs

Thus it can be observed that out of total funding requirement of 3.33 Bil. Birr almost 40% amounting to 1302.98 Mil. Birr, could be funded by partnering with the private sector. It is important that the Government consider this approach for implementation, because as mentioned earlier, partnering with private sector is expected to provide multi-fold benefits for the country’s development.

IV. Fund Management Framework (FMF)

In developing the FMF several variables were discussed and analysed. The major variables are mentioned below:

1. The size of the fund 2. The distribution of the fund among the different initiatives (central/Ministry/Agency) 3. The approval process

To recommend the target framework, the following factors were taken into consideration: Governments across the world are spending 3 to 5 per cent of their total annual budget

on modernization efforts; these Governments are of varying levels of maturity and thus require different budget allocations.

Modernizing Government of Ethiopia requires work on the center level and on the Ministries/Agencies level as well, the investment for the center will be larger during the Program initial stages

As the Program develop, tendency will be towards automating work in the Ministries/Agencies, this will mandate allocating more fund to the center where the center would have reached a good level of maturity

There will be expenses associated with allocating resources to do designs and evaluations for implementations to come, studies will have to be conducted to evaluate the need and the shape of certain projects. These resources can be MOCIT internal resources or external third party resources

In general fund will be utilized for approved projects as detailed in the e-Government Strategy, however, there will be instances where new requirements might arise and these will need to be tackled properly.

There should be a system for allocations approval that complies with the Government policies and procedures.


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The diagram below describes the FMF, in which it was assumed that 1% of the annual budget will be allocated for e-Government Strategy Implementation.

Figure 33: Fund utilization framework

The diagram above describes the framework that is proposed for the fund allocation for the e-Government Strategy. Important points include: It has been assumed that the process for approval of budget will follow the normal cycle

within Ethiopian financial year. There will be a fraction of total budget which will be allocated for the implementation of

e-Government Strategy. As mentioned previously it is assumed this fraction will be 1% of the total Ethiopia budget.

Once the fund is approved it will be allocated under two separate categories as described below: 1. Central Fund: This fund will be allocated for the implementation of core and

common initiatives which include the shared infrastructure components and the common applications. These components will be used by the different Government Ministries/Agencies.

2. Ministries/Agencies Fund: This fund will be allocated specifically for the initiatives to be implemented by Ministries. The fund under this category will be allocated to Ministries for the implementation of new or approved initiatives. A pre approved list of initiatives will be within the Entity roadmap and annual IT plan, however, the need for other non-planned deployments might arise during the year,


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these new requirements will be assessed and if given high priority will be allocated a fund from the Entity fund if sufficient amounts are available.

Note: The process of utilization of fund or ‘spending processes will follow the existing Ministry of Finance and Economic Development procedure. However, the process will be managed by MOCIT for Core and Common initiatives and by Ministries/Agencies for specific initiatives.

The Central and Ministry/Agency funds will be divided under the following categories for administrative and accounting purposes

Table 52: Categories of fund

S.No.

Category Details

1. Research and Development

Ministries/Agencies may need support from experts outside the Government to analyze ‘new initiatives’ and to prepare DPR for the fund allocation. This fund can be utilized by Ministries/Agencies to hire an external agency with support from PMO

2. Core and Common Initiatives

This fund will be allocated for the implementation of core and common initiatives.

3. New Initiatives This fund will be allocated for the implementation of the ‘new initiatives’ that were not pre-planned.

4. Approved Initiatives This fund will be allocated to Ministries/Agencies for the implementation of ‘approved initiatives’

Considering the Governance Structure, the approval for allocation of fund and the review of proposal will be owned by different organizations within the structure for control purposes, these are described in the table below.

Table 53: Approval for allocation

S.No.

Initiative Category

Initiative Value

Implementation Owner

Monitoring role

Supporting Role

Approval for allocation of fund

1 Core and common

value>X MOCIT MOCIT(PMO)

Technical Committee

High Committee

Value< X

Technical Committee /MOCIT

2 Ministries/Agencies Specific

Value > X

Ministry/Agency

MOCIT(PMO)

Technical Committee

High Committee

Value< X

Technical Committee


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/MOCIT

3 Ministry/Agency Owned

Value > X

Ministry/Agency

MOCIT(PMO)

Technical Committee

Technical Committee/ High Committee

Value< X

MOCIT

V. Fund Allocation Process

Allocation of Funds for implementation of the 31 Projects will be done Centrally Ministries/Agencies to prepare Detailed Project Report with the assistance from

ITSG. The various details to be covered under DPR are mentioned in the following sections and the Detailed Project Report – Template has been provided in Annexure V.

Funding Approval will be done by the High Committee Responsibility for Implementation of the Projects lies with the Implementation

Ministry/ Agency Fund Management and Review will be done by the PMO The proposal/DPR will be reviewed by PMO and the recommendations/review

comments will be shared with the owner of initiative for further refinement will approve/reject the allocation of fund.

High Committee will consolidate the list of approved initiatives and will finalize the fund allocation.

The consolidated report will be shared with High Committee and fund approval process will follow the existing Budgeting procedures

Guidelines

Project Case Formulation

Compliance with Guidelines and Procedures - The DPR to be submitted by the Implementation Entity should contain the following details:

Project Description, including clear definition of the citizen/business need that it is fulfilling and service standards sought to be achieved

How the project is leveraging existing and proposed infrastructure created by other initiatives

Project Funding sought

Breakdown of costs including Hardware, Software, Systems Development, Communications Connectivity, Personnel, Training, Civil Works, Materials and supplies, Taxes, Contingency Costs and Other Significant costs.

Projected Cash Flows (if any)

Ability to support PPP and Initiatives taken


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Proposed Implementation Plan including Timeline

Key risk factors

Appraisal and Approval of Project Proposals

The Project DPR would be prepared by the implementing Ministry/Agency along the guidelines established by MOCIT

The PMO would assist the implementing Ministry/Agency in filling the DRP

The PMO would assist the High Committee in reviewing the projects and facilitating approval for both Central and Ministry/Agency initiatives

The factors that need to be considered while evaluating projects include:

• Purpose and context -reflects e-Government strategy objectives

• Cost-benefit analysis

– Analysis of benefits in terms of envisaged citizen/business services

– The solution is practical and cost effective

– The project envisages infrastructure built by existing/proposed projects

– The project leverages Government funding with private resources

– The project leverages private sector skills

• Proposed implementation plan is realistic and reasonable

• Project management capacity

• Requisite skills to manage the project implementation as well as ongoing operation

• Risks perceived and mitigation measures (E.g. issue of political and Government staff acceptability, statutory consents- whether risks are justified by the potentially high outcomes)

• The way forward:

– Whether the decision is adequate to ensure continuation of services including availability of O&M budgets in case e-service charges are not available or are not adequate to cover these expenses

– The approval process would be detailed to ensure that this is the only approval that the implementing Entity requires.

A Fund Allocation prioritization framework is provided in the figure below


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Figure 34: Fund allocation prioritization


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ANNEXURES


Annexures

Annexure I: Concept of Service Life Cycle

The concept of Life Cycle Event, service enablement and agency services, i.e. ‘transaction’, is explained in the following table:

Table 54: Lifecycle Event Description

Category Definition Example

Life Cycle Event

An event comprises the major categories through which any customer carries out his activities and interactions with the Government. These events are a combination of Life Cycle functions and service based

Birth of a child

Starting a business

Service Enablement

Refers to provisioning of a complete service offering; it comprises of many transactions.

Registering of business

Obtaining driver license

Agency Services ‘transaction’

Refers to individual transactions provided by multiple agencies/ departments within an agency for service enablement

Ministry of Trade and Industry– Business License

Ministry of Health – Drug Registration Certificate

The desired end result of enabling services for delivery via alternate channels is to facilitate the customers to access the services in an easier and faster manner. Life cycle based representation of services is a powerful tool towards this end. As per this concept, all services for a particular event say ‘starting a business’ should be available under a single umbrella and the customer should not be required to have multiple touch points for the same.

In addition to classifying and prioritizing services, services must be integrated at the back-end based on customer lifecycle approach. The services can be grouped by their customer base, and these can further be mapped onto the various customer lifecycle events, where they each respond to a particular need of the customer at a given time. Hence existing services can be identified based on life-cycle services approach for the various customer groups— citizens/residents, businesses, visitors and government employees.

The figures below provides an illustration for the life-cycle of events for the citizens/residents, business, visitors and government employees.





Figure 35: Life-Cycle Services



Annexure II:

PMO Staffing Requirements

Considering the roles and responsibilities defined for various teams within PMO the table below proposes the profiles of

various members

and the

staffing strength for five years. The strength will be reviewed by the end of every year.

Table 55: PMO staffing Requirements

S. Team Title Numbers Key Roles and Knowledge


Birth

Education

Old Age

Youth and Family

Employment

Death

Housing

Legal Services

Public Utilities

Grievance Redress

Travel

Others

Birth Certif icate; Immunization certif icate, others

Registration; Scholarship; Results; Certif icates

Work permit; employment benef its

Marriage; Divorce; Family Counseling

Social Assistance; Pension

Death Certif icate; Wealth Distribution

Building Permit; Sewerage; Electricity and Water, Permits

Debt Collection; Civil Suits

All Services and Agencies

Electricity; Water; Telephone

Passport; Student; Pilgrim; Scholarship

Informational Services; Fines; Registration

Citizen/ Resident

Key servicesLifecycle events

Exploration

Starting Business

Regulatory

Operations

Funding

Closure/ selling of business

Recruitment

Legal Services

Public Utilities

Expanding business

Grievance redress

Others

Economic data; business environment; regulations;

Registration; license; of f ice setup

options, loans

Approvals; Advertising; license; etc.

Returns; taxes; laws of land etc.

cancellation of license; etc.

Work permit; visa; etc.

Debt Collection; Civil Suits

Opening braches; adding activities

Electricity; Water; Telephone

All Services and Agencies

Real estate; environment; compliance

Business


Joining

Recurring

Resignation/ retirement

Career Advancement

Employee Welfare

Others

work permit; ID creation; personal details; training

Salary transfer; time and attendance; performance

appraisal

Training/ Promotion/Transfer)

Cancellation of work permit; pension; grant

Loans; further studies

Leave management; employee grievances

GovernmentEmployee


Recruitment Application; interview; offer

Travel within Ethiopia

Travel to Ethiopia

Tourism service providers

Others

Currency exchange; car rentals

Entertainment; food options, emergency contacts, local

customs

Licensing; online services provisioning

Leave management; employee grievances

Visitors


Enquiry Visa rules; travel agencies; destinations; weather; events;

accommodation, flight information

Exploration Information on Ethiopia; brochures


No.

Responsibilities

Areas (PMI)Y1

Y2

Y3

Y4

Y5

1. Project Co-ordination team (technology, process, application, Information Security)

Team Leader

1 1 1 1 1 • Monitoring the progress of various initiatives under e-Government Strategy with the help of team members.

• Managing the co-ordination between various Project Managers

• Project Integration Management

• Project Scope Management

• Project Time Management

Member (Technology)

1 1 1 1 1 • Monitoring the initiatives from technology perspectives.

Member (Process)

1 1 1 1 1 • Monitoring the initiatives from business process perspectives.

Member (Application)

1 1 1 1 1 • Monitoring the development of various applications and ensuring the coherence with framework defined under the application architecture

Member (Information Security)

1 1 1 1 1 • Monitoring the initiatives for Information



Security compliance.

2. Knowledge Management Team

Team Leader

1 1 1 1 1 • Facilitate information exchange and knowledge sharing across entities and projects.

Project Communications Management

Member 1 1 1 1 1 • Manages databases of various initiatives being implemented under Strategy

• Ensure standards are shared with PMs.

• Use best practices in project management to update standards as needed

Member 1 1 1 1 1 • Confirm the compliance of RFPs with the procurement policies.

• Maintain a tracker for procurement activities and share the same with identified stakeholders

3. Appraisal Team (technical and financial)

Team Leader

1 1 1 1 1 • Review and approve the evaluation done by team for received requests and share the recommenda

• Project Scope Management

• Project Cost Manageme



tions• Share

Detailed Project Report standard template with Entities and provide necessary awareness and support.

nt

Member Technical

1 1 1 1 1 • Evaluate the project request to verify applicability and compliance with technical requirements.

Member Financial

1 1 1 1 1 • Ensure sufficient financial details and breakdown is included in the request.

• Confirm availability of fund and identify sources and alternatives.

4. ITSG experts

Team Leader

1 1 1 1 1 • Identify a pool of resources to support with implementations across the Ministries/Agencies.

• Interact with various entities to maintain a demand tracker for various kinds

Project Human Resource Management



of resources.• Identify

external providers for resources

Member 1 1 1 1 1 • Maintain a database of skilled resources and companies

• Respond to the demand of resources raised by Ministries/Agencies.

5. Marketing and Awareness

Team Leader

1 1 1 1 1 • Review the Marketing and Awareness Strategy

• Design and Implement Marketing and Awareness Campaigns

• Marketing and Public Relations

Team Member

2 2 2 2 2 • Design and Implement Marketing and Awareness Campaigns

• Design and Implement Marketing and Awareness Campaigns

6. Monitoring and Evaluation

Team Leader

1 1 1 1 1 • Monitoring the Project Progress

• Review the M&E Framework

• Conduct Evaluations

• M&E of large e-Government Projects

Team Members

2 2 2 2 2 • Monitoring the Project Progress

• Conduct Evaluations

• M&E of large e-Government Projects

7. Cadre Control

Team Leader

1 1 1 1 1 • Control Promotion, transfers

• Administrative and HR



functions

Team Member

1 1 1 1 1 • Control Promotion, transfers

• Administrative and HR functions



PMO Staffing Requirements – Background and Qualifications

Table 56: PMO Staffing Requirements

No.

Title Background and Qualifications

1. Team Leader (Project Coordination)

• Post graduate in Management with PMP certification.

• Minimum 8 years of experience in IT industry with 3 years in a Project Manager role

Member (Technology)

• Graduate in Computer Science or IT related field with technical certifications in infrastructure and computer hardware

• Minimum 6 years of experience in IT industry

Member (Process) • Post graduate in MIS, Management or related field.

• Minimum 4 years of experience in business processes

Member (Information Security)

• Graduate in Computer Science or IT related field with security certificates and/or technical infrastructure certifications. These can include CISSP, CISA, CISM, and other vendor specific certificates.

• Minimum 6 years of experience in IT and Information Security.

Member (Application)

• Graduate in Computer Science or IT related field with certifications in enterprise architecture and/or software development.

• Minimum 6 years of experience in IT industry

2. Team Leader (Knowledge Management)

• Graduate in MIS, Management or related field with certification in Project Management

• Minimum 8 years of experience in industry with 3 years as a KM team leader

Member (Knowledge Management)

• Graduate in MIS, Management or related field.

• Minimum 2 years of relevant experience

3. Team Leader (Appraisal)

• Post graduate in Management with certifications.• Minimum 8 years of experience in industry with 3

years in a Program Management Office of large implementation

Member (Technical)

• Post graduate in Management with certifications.• Minimum 4 years of experience in industry with 3

years in a Program Management Office of large implementation

Member (Financial) • Post graduate in Finance or qualified Chartered



Accountant with certifications.• Minimum 4 years of experience in industry with 2

years in a Financial Analysis role.

4. Team Leader (ITSG Experts)

• Post graduate in Human Resources Management with certifications.

• Minimum 8 years of experience in industry with 3 years in leading recruitment division of a big IT organization.

Member • Graduate in Computer Science/IT with certifications.

• Minimum 2 years of experience in industry

Team Leader (MIS ) • Post graduate in MIS, Management or related field.• Minimum 8 years of experience in industry with 5

years in a similar position

5 Team Leader (Cadre Control)

• Post graduate in Human Resources Management with certifications.

• Minimum 8 years of experience in industry with 3 years in leading HR division of a big IT organization.

Member • Graduate in HR.• Minimum 2 years of experience in industry

6. Team Leader (Marketing and Awareness)

• Post graduate in Marketing and Public Relations• Minimum 8 years of experience in industry with 5

years in leading Marketing division of a big IT organization.

Member • Post Graduate in Marketing• Minimum 2 years of experience in Marketing in

industry

Team Leader (Marketing and Awareness)

• Post graduate in IT/MIS with relevant certification• Minimum 8 years of experience in industry with 3

years in handling large e-Governance Project as M&E Expert

Member • Minimum 3 years of experience in e-Governance

Annexure III: Training Courses and Course Levels

Table 57: Training Courses and Course Levels

Training Areas Available course curriculum



Basic Competent Advanced

Technology Management Training

1 Basic Computer Training

2 Network Design and Management √ √

3 Web-Designing and Management √ √

4 Setup and Management √ √

5 Hardware/ Server Sizing and Management √

6 BCP/ DR √

7 Configuration Management √

8 Quality Management √ √

9 SDLC √ √

10

Database and Storage Administration √

11

Information Security √

12

Emerging ICT Technologies √ √ √

13

Open Standards/ Interoperability √ √ √

14

Monitoring √

15

Knowledge Management √ √

16

IT Standards, Guidelines and Procedures √ √ √

17

Application Development (Languages: VB, C, C++, Java, etc.)

√ √ √

18

Specialized Packages (e.g. AutoCAD, Tally, etc.)

√

Project Management Training Basic Competent

Advanced

1 IT Project Management √



2 Program Management √

3 Outsourcing Management √ √

4 Vendor Management √

5 General Management √ √ √

6 Strategic Management √ √ √

7 IT Project Evaluation/ Audit √ √

Change Management

1 Managing Change Basics √

2 Human Resource Management √ √

3 Leadership Skills √ √ √

4 Intellectual Property Rights √

5 IT Acts, Policies and Regulations √

6 Application end-user Training √ √ √

7 Government Process Re-engineering √ √

8 Risk Analysis √

9 Champions Training Program √

10 Legal Reforms √ √

11 Business Process designing & detailing; BPM

√ √ √

Training Areas Include in which syllabus

Basic Competent

Advanced

Financial Management

1 Defining and Understanding Total Cost of Ownership (TCO)

√

2 Negotiation and Conflict Resolution Skills √

3 Procurement Process (especially licensing cost)

√ √

4 Financial Management √ √

5 PPP Modeling √ √

Soft Skills



1 Communication and Presentation Skills √ √

2 Relationship Management √ √ √

3 Team Building √ √ √

4 Technical Report Writing Skills √ √

5 Personal effectiveness Skills √ √

6 Publicity and Awareness/ PR Skills √ √



Annexure IV: Detailed Marketing and Awareness Strategy

Design of the marketing and awareness campaign will include five key components, each of which should be defined and described in as much detail as possible during the planning and design stage:

Identifying target market segments

Channel (media mix) selection

Timing

Message development

Audience skills and education

Target market segments

One marketing medium cannot reach all segments of the diverse community that makes up the Country of Ethiopia. Marketing campaigns do best when they define specific target markets and deliver a tailored marketing programme for each market.

Our prior experience with e-Government awareness campaigns indicates that billboards and traditional media – such as television and radio – alone will not be sufficient to penetrate the target market with news of the e-Government services. We also recommend presentations at schools, community organizations and events to supplement billboards and traditional advertising. Additionally we could also look at the mosques for distribution of flyers and leaflets. These marketing outlets will provide an opportunity for the Country to tailor specific messages to individual communities.

One way of segmenting the potential users for e-Government services is into four groups as illustrated in Table 21 below.

Table 58: Target Market Segments

Audience categories Segmentation basis

Business Size of business

Industry

Citizens and residents

Further segmentation based on

Education levels

Age

o Elderly

o Younger generation

Income groups



Visitors Business travellers

Tourists

Government For all personnel (awareness of the overall



employees eGovernment strategy)

Agency personnel (agency’s eGovernment programme)

At a finer level of granularity, within the residential segment there are several specific segments of the Country’s population that are traditionally harder to reach:

Elderly Uneducated Socially underprivileged People with special needs

Within the business community, there may be particular groups that will require special targeting. For example, if the Country launches a web application that enables applications for scholarships to be submitted online, it may be necessary to market this service to the students and their parents.

In the case of both specific residential and business segments, the Country should consider using specially targeted media. For example, a greater use of personal communications channels, such as outreach through community organizations, working with opinion leaders, and developing word-of-mouth, may be more appropriate to reach the elderly and non-Ethiopian communities. In contrast, methods such as direct mail may be the best way to get messages across to segments of the business community.

Communication and media channel mix

An appropriate communication and media channel mix is critical to ensure that everyone in the target audience receives and understands the campaign messages. Given customer diversity, any awareness-raising campaign that relies too heavily on just one medium or type of communication is unlikely to achieve its goals. However, there could be services which might be targeted at only a small segment of the society which would require targeted campaign through the channels and media of the choice of that segment. E.g. Pensions is one service that will only be targeted at the people in the old age, so the campaign will have to be directed through the medium which is most appealing to the old age segment. Suggested channels for different segments are illustrated in the table below.

Table 59: Effectiveness of Media Channels by Marketing Segments

New

spap

ers

T V

Bil

lboard

s

Dir

ect

Mail

ers

Ag

en

cy

Off

ices

Mall

s

Bu

ses

/ S

helt

ers

Tele

ph

on

e B

ooks

Bu

sin

ess

P

ubli

cati

on

sC

ham

bers

of

Com

merc

eM

osq

ues

Sch

ools

Lib

rari

es

Hosp

itals

Eve

nts

Work

shop

s



Cit

izen

s an

d

E

lderl

y

You

ng

er

Gen

era

ti

Ara

bic

S

peakin

Un

-ed

uca

te

Bu

sin

es

s

Gove

rnm

en

t



Annexure V: Detailed Project Report - Template

Some of the important Areas to be included in Detailed Project Report are as follows

1. Background of initiative and other basic information

2. Initiative overview or summary

Overview Input and output costing source of funding

3. Initiative details including implementation model

Goal and objectives of initiative Stakeholder analysis Service and service levels Implementation strategy Key activities (‘As Is Study’, ‘Process Re-engineering’, ‘Change Management’ etc.) Infrastructure requirements including technology Sustainability Plan

4. Way forward

5. Plan for implementation

A Sample Detailed Template for preparation of a DPR is given below

TABLE OF CONTENTS

1 EXECUTIVE SUMMARY

2 INTRODUCTION

2.1 ABOUT MINISTRY IMPLEMENTING THE PROJECT

2.2 IT INITIATIVES, PLANS OF MINISTRY

2.3 About Project

3 PROJECT OBJECTIVES

3.1 E-GOVERNMENT STRATEGY INITIATIVE OF GOVERNMENT

3.2 PROJECT OBJECTIVES

3.3 SCOPE OF WORK

4 SERVICES ENVISAGED – PRESENT AND FUTURE

5 SERVICES CURRENTLY OFFERED AND AS - IS IT SCENARIO

5.1 PRESENT IT SCENARIO IN MINISTRY

5.2 SERVICES CURRENTLY OFFERED

6 TARGET BENEFICIARIES

7 STAKEHOLDERS - ROLES AND RESPONSIBILITIES



8 STAKEHOLDERS’ EXPECTATION

8.1 CITIZEN

8.2 ADMINISTRATION

8.3 FEDERAL GOVERNMENT

9 BUSINESS MODEL

10 BUSINESS PROCESS RE-ENGINEERING

10.1 REQUIREMENT FOR BPR

10.2 BPR METHODOLOGY

11 SERVICE LEVELS AND MEASUREMENT

12 CAPITAL EXPENDITURE

13 OPERATING EXPENSES

14 CAPACITY BUILDING, TRAINING REQUIREMENTS

15 CONTRACTING ARRANGEMENTS

16 RISK MANAGEMENT

17 KEY SUCCESS FACTORS

18 SERVICE DELIVERY MECHANISM

19 IMPLEMENTATION METHODOLOGY & STRATEGY

20 PROJECT MANAGEMENT AND MONITORING

20.1 PROJECT MANAGEMENT METHODOLOGY

20.2 PROJECT MANAGEMENT AND MONITORING STRUCTURE

21 MILESTONES & ESTIMATED PROJECT TIME SCHEDULE



Annexure VI: Services Prioritization Framework

The implementation of the e-Services has been phased out as part of the phasing out of the sub-projects under the various Agency Priority Projects. However, during the implementation phase, there may be unforeseen exigencies that may warrant a further prioritization and phasing of the services planned during a given year. In order to address the same, a services prioritization framework has been designed so that the Government of Ethiopia can leverage the same to conduct this prioritization and phasing in a scientific manner.

The list of services to be electronically enabled should be prioritized using the criticality-feasibility model. This model facilitates the prioritization and phasing of services and initiatives based on their importance (criticality) and the ease of implementing them through electronic channels (feasibility).

Criticality should be evaluated though an assessment of:

Strategic Fit – Does this service fit into Ethiopian e-Government strategy?

Visibility – Will creating this service promote a positive image of Government of Ethiopia to constituents and businesses?

Cost Savings -- Does providing this service over the alternate channels generate cost savings for Ethiopia?

Revenue generation – Could electronically-enabling this service potentially provide a new revenue source for the Government?

To determine feasibility, following would be assessed:

Market Readiness – What is the number of customers that use the service? Are customers demanding this service?

Operational Readiness – Are the ministries and agencies ready from a technology and capability standpoint, to undertake this project?

Development Cost - Are development costs relatively low or high?

Leveragability – Can the service leverage an existing application? If a new application must be built, will other applications be able to leverage it?

The criticality and feasibility framework will allow the Government of Ethiopia to determine the phasing and prioritization of the initiatives in the following manner

Defer – If there is low criticality and low feasibility, the application should not be undertaken. Low criticality implies little gain and low feasibility implies relatively high risk. So such services should be taken up in the end.

Permit – If there is low criticality but high feasibility Government of Ethiopia should allow the development of the application as long as it follows the Standards and



Guidelines and uses the overall infrastructure. Low criticality implies little gain, but high feasibility implies relatively few risks. This type of project should be allowed.

Pursue – If there is high criticality but low feasibility, Government of Ethiopia should allow the application to be built. High criticality implies that there is customer demand for such a service or that significant benefits could be realized from this application, but low feasibility implies that there may be significant risks.

Target – If there is high criticality and high feasibility, Ethiopia should build this application. High criticality implies customer demand and benefits to the organization and high feasibility implies relatively few risks in pursuing this application. Such services should be taken up at the earliest as they would provide maximum gains with

least amount of effort.


Pursue Target

Defer Permit

High Criticality

Low Criticality

Hig

h F

easi

bili

ty

Low

Fea

sib

ility

Pursue Target

Defer Permit

High Criticality

Low Criticality

Hig

h F

easi

bili

ty

Low

Fea

sib

ility


Annexure VII: ICT Standing of Ethiopia – Some international Rankings

UN e-Readiness Index

Ethiopia has consistently been ranked around 170 marks on the UN e-Readiness Index in the past few years as shown in the table below.

Year Ranking

2005 171

2008 172

2010 172

The UN e-readiness Index is evaluated based on the Web maturity, Infrastructure and Human Capital available in the country. Ethiopia has made significant progress in the web measure index over the years but the Infrastructure component of the index has been relatively low as seen in the Chart below.

e-readiness Index Web measure index

Infratrucure Index Human Capital Index

0

0.05

0.1

0.15

0.2

0.25

0.3

0.35

0.4

0.45

2005

2008

2010

Ethiopia must target to break into the 150 mark on the countries ranking by the next UN Rankings by targeting a Web Measure Index of 0.3, Infrastructure Index of 0.05 and Human Capital index of 0.39.





The Web Measure Index

The Web Measure Index is based upon a five-stage model, which builds upon the previous levels of sophistication of a country’s online presence. As a country migrates upwards through the various stages, it is ranked higher in the web measure index.

Figure - Stages of UN Web Measurement Index

The Telecommunication Infrastructure Index

The Telecommunication Infrastructure Index is a composite index of five primary indicators relating to a country’s infrastructure capacity as they relate to the delivery of eGovernment services. These are:

1. Internet Users /100 persons2. PCs /100 persons3. Main Telephones Lines /100 persons4. Cellular telephones /100 persons5. Broad banding /100 persons

The Human Capital Index

The Human Capital Index is a composite index of the adult literacy rate and the gross enrolment ratio (including primary, secondary and tertiary enrollment), with two thirds weight given to the adult literacy rate and one third to the gross enrolment ratio.


Connected

Transactional

Interactive

Enhanced

Emerging Current State of Ethiopia


ICT DEVELOPMENT INDEXES - 2008 RANKING:

International Telecommunication Union (ITU) places Ethiopia 154th in Global IT Development Index. The best and the worst performing countries in ICT Development as per ITU are illustrated below

Economy Rank 2008

IDI 2008 Rank 2007

IDI 2007

Sweden 1 7.85

1 7.27

Singapore 14 6.95

15 6.47

United States

19 6.54

17 6.33

India 117

1.75

116

1.62

Tanzania 149

1.17

151

1.05

Ethiopia 154

1.03

153

0.97

Niger 158

0.9 157

0.86

Chad 15 0.7 15 0.7



9 9 9 3

The following section illustrates the three major Methodologies to assess the ICT status of Ethiopia.

I. ICT Opportunity Index

II. ICT Development Index

III. ICT Price basket

I. ICT Opportunity Index:

In this method, the evaluation is broadly categorized into Information density and Information Usage. Information Density comprises of the ICT Networks which is further broken down into sub index of Fixed Telephone lines, Internet Bandwidth and Mobile subscriptions and ICT Skills which is a basic requirement for accessing and comprehending the Information. The ICT Skills basically comprises of the literacy indicators and School enrolment indicators. Information Usage is further broken down into ICT Usage intensity comprising of Broadband subscription and International outgoing telephone traffic and the ICT Usage uptake comprising of PC, TV and Internet usage as illustrated in the diagram below.



Ethiopia - ICT Opportunity Index Analysis:

inde

x

104.

7

8.7

26.2

103.

6

229.

6

South Africa

Ethiopia LOW AV-ERAGE

(63 economies)

MEDIUM AVERAGE

(63 economies)

UPPER AVERAGE

(28 economies)

0

50

100

150

200

250

SKILLS

UPTAKE

INTENSITY

ICT-OI

Avg annual growth rate 2001-05

As seen in the above graph, Ethiopia is much below the Low Average in the ICT Skill Levels. The ICT Uptake which is the usage of PC, TV and Internet is strikingly lower than the Low Average of 63 Countries. The ICT Intensity which is mainly driven by the telephone traffic is relatively better at the same level as the Low average of countries.

II. ICT Development Index



The ICT Development Index method mainly helps to assess the ICT Impact and Outcomes by evaluating the ICT Access, ICT Usage and ICT Capability of the country. Following is the ICT Index status of Ethiopia benchmarked against Average values for Indicators.

ICT INDEX 2008 Average Value Ethiopian Values

Ethiopian Rank (out of 159 Countries)

ICT Development Index

3.58 1.03 154

Access 4.07 1.33 148

Usage 1.7 0.01 157

Skills 6.37 2.43 153



Parameters for ICT Development Index:

Following is the description of key parameters used in deducing the ICT Development Index. Ethiopia which is ranked 154th in this Index needs to focus and improve these parameters in order to go up the ranking table.

A. Access sub-index:

This index captures ICT readiness and includes five infrastructure and access indicators

fixed telephony,

mobile telephony,

international

Internet bandwidth,

households with computers,

households with Internet

B. Use sub-index:

This index captures ICT intensity and includes three ICT intensity and usage indicators

Internet users,

fixed broadband,

mobile broadband

C. Skills sub-index:

This index captures ICT capability or skills as indispensable input indicators and includes three proxy indicators

adult literacy,

gross secondary and tertiary enrolment

The skills sub-index therefore has less weight in the computation of the IDI compared to the other two sub-indices.

ICT Development Index: Benchmarking with Average values

Ethiopian ICT Development has a huge gap to bridge in order to reach the minimum average global standards of ICT as indicated in the graph below:



ICT De-velopment

Index

Access Usage Skills0

1

2

3

4

5

6

7

Average Value

Ethiopian Values

III. ICT Price Basket Analysis:

The third approach of ICT Assessment is the ICT Price Basket Analysis where the affordability and pricing of the ICT services is benchmarked against global standards as

indicated in the picture below.

Ethiopia - ICT Price Basket Ranking and key statistics:

Ethiopia is ranked at 140th position out of 161 countries evaluated for ICT Price basket as indicated in the following table. When compared to a developing country like India, Ethiopia fares similar to India in Fixed Telephone rates and 6.5 times higher rate than in India for Cellular rates. But the major obstacle to the Ethiopian ICT Development is the broadband rate which is 360 times higher than that in India and 3600 times higher than that in Singapore.



Details Ethiopia

India

Singapore

Rank Economy(out of 161 Countries)

140 81 3

ICT Price Basket 37.98 3.64 0.33

Fixed telephone sub-basket as a % of GNI per capita(2009)

3.76 3.5 0.27

Mobile cellular sub-basket as a % of GNI per capita(2009)

10.19 1.57 0.14

Fixed broadband sub-basket as a % of GNI per capita(2009)

2085.05 5.84 0.58

GNI per capita, US$, 2008

280 1'070

34'760

ICT Price Basket

Fixed telephone sub-basket as a % of GNI per capita(2009)

Mobile cellular sub-basket as a % of GNI per capita(2009)

Fixed broadband sub-basket as a % of GNI per capita(2009)

37.98

3.76

10.19

2085.05

3.64

3.5

1.57

5.84

0.330000000000005

0.27

0.14

0.58

ICT Price Basket Analysis

Singapore India Ethiopia

AFRICAN ICT STATISTICS:

Even amongst the African countries, Ethiopian ICT status falls much below the rest of the countries as illustrated in the following table and graphs.

Country

Fixed telepho

Mobile cellular

International Internet

Proportion of

Proportion of



ne lines per 100 inhabita

nts

subscriptions

per 100 inhabitants

bandwidth per Internet user(bit/s)

householdswith

computer

households

with Internet

Ethiopia

1.1

1.5 842 0.2 0.1

Kenya 0.7

30.2 112 5.5 2.2

Sudan 0.9

21.3 3800 4.3 1

Egypt 14.9

39.8 1023 16.1 9.1

Nigeria 1.1

27.3 69 5.1 3.6

South Africa

9.6

87.1 852 14.8 4.8


Ethio

pia

Kenya

Suda

nEgy

pt

Nigeri

a

Sout

h Afri

ca0

20

40

60

80

100

Mobile cellular subscriptions per 100 inhabitants

Mobile cellular subscrip-tions per 100 inhabitants


Ethio

pia

Kenya

Suda

nEgy

pt

Nigeri

a

Sout

h Afri

ca0

2

4

6

8

10

Proportion of households with Internet

Proportion of households with Internet

Source: ITU World Telecommunication/ICT Indicators Database



Annexure VIII: Risk in E-Government Strategy Implementation

Implementation of such a large program such as the National E-Government Strategy will naturally involve many risks and it is important to identify and plan for the management of the different kinds of risks which will arise in course of the Program Implementation.

The risks may be categorized broadly under two heads i.e. Program Level and Project Level

Program level Risks

These, among others will include Change in Government priorities or requirements due to unexpected circumstances Budgetary constraints Change in Leadership at top levels leading to disruption or modifications Issues in Governance structure in terms of lack of PMO or inadequate coordination

between stakeholders, etc

Project level Risks

At the project level, the risks would include Shortage of required human resources Lack of availability of required skill sets for implementation Poor project management processes and practices Inadequate detailed documentation whether DPR or RFP etc, which will lead to

delays and problems in implementation Inadequate capacity of selected vendors and vendor management issues

The above are a few of the envisaged risks while implementing a large program. It is hence important that the required Governance structure to oversee and monitor this kind of a program is created and standard practices and processes are followed.

It is important that a risk identification and management strategy is created at start of adoption of the strategy and is continuously tracked and updated. Project management, including risk management templates are provided in the following Annexure. Risk Management will one of the important activities of PMO



Annexure IX: Sample Project Management templates

1. Minutes of meeting Format

{insert name of meeting} meeting agenda and minutes

Meeting Date:

Time:

Facilitator:

Recorder:

Location: Number of Pages:

Distribution and Attendee List: (X indicates that the member was present; T indicates present via teleconference, A - Absent)

***Visitors-

Agenda:

Item Category: A - action D - decision R - action rolled over C - completeN - note

Nbr.

Topic A/C/D/

N/R

Time Frame

Start Time

Responsible

1.

2.

3.

4.





Annotated Agenda & Minutes:

Topic 1

Discussion:

Topic 2

Discussion:

Topic 2 Team

Discussion:

Future Meeting Schedule

Date Time Location Facilitator/Scribe

Future Agenda Item(s)

Agenda Item Planned Date(s)

Priority

Time

Responsible



Action Items

Open Action Items

# Create Date

Action Item Assigned Target Date

1

2

3

4

6

Closed Action Items

# Create Date

Action Item Assigned Target Date

1

Issues Opened

# Open Date

Issue Description

Assigned Target Date

Category

(1/2/3)

Priority

(H/M/L)

Risks Opened

# Open

Date

Title Assigned to

Target

Date

Category

(1/2/3)

Impact

(1/2/3/4/5)

Probability

(0-100%)

Cost



2. Project Charter Template

VERSION: [VERSION NUMBER]

Pre-Requisites for this Document None

Review and Approval of the Project Charter indicates an understanding of the purpose and content described in this document. By signing this deliverable, each individual agrees work should be initiated on this project and necessary resources should be committed as described herein.

Title Name Signature Date

Owner Ministry/AgencyPMO Head

PMO Programme ManagerPMO Finance

Revision

Any revision of content in this document needs approval as per the below table. Review and Approval of the Project Charter indicates an understanding of the purpose and content described in this document. By signing this deliverable, each individual agrees work should be initiated on this project and necessary resources should be committed as described herein

Revision SNo.

1 Revision Date

Title Name Signature DateOwner Ministry/AgencyPMO Head


Revision SNo.

2 Revision Date

Title Name Signature DateOwner Ministry/Age



ncyPMO Head


Contents

Section 1. Project Overview1.1 Problem Statement1.2 Project Goals and Objectives1.3 Project Scope1.4 Assumptions1.5 Constraints1.6 Risks

Section 2. Project Authority and Milestones2.1 Funding Authority2.2 Project Oversight Authority2.3 Major Project Milestones

Section 3. Project Organization3.1 Project Structure 43.2 Roles and Responsibilities

Section 4. Points of Contact………………………………………………………………………………………………………………………

Section 1. Project Overview

1.1 Problem StatementDescribe the business reason(s) for initiating the project, specifically stating the business problem.Problem Statement

1.2 Project Goals and ObjectivesDescribe the business goals and objectives of the project.Sno Problem Goals and Objectives

1.3 Project ScopeDescribe the project scope. The scope defines project limits and identifies the products and/or services delivered by the project. The scope establishes the boundaries of the project and should describe products and/or services that are outside of the project scope.

Sno Project Includes



Sno Project Excludes

1.4 AssumptionsDescribe any project assumptions related to business, technology, resources, scope, expectations, or schedules.Sno Assumptions

1.5 ConstraintsDescribe any project constraints being imposed in areas such as schedule, budget, resources, products to be reused, technology to be employed, products to be acquired, and interfaces to other products. List the project constraints based on the current knowledge today.Sno Constraints

1.6 RisksDescribe any events or conditions that may occur, and whose occurrence, if it does take place, has a harmful or negative effect in your projectSno Risks

Section 2. Project Authority and Milestones2.1 Funding AuthorityFunding AuthorityEstimated Budget –ETB/USD

2.2 Project Oversight AuthorityDescribe management control over the project. Mention any external oversight bodies, Programme Management office, etcOversight AuthorityOwner Directorate

2.3 Major Project MilestonesList the expected duration of the project and its major milestones and deliverables and the planned completion dates for delivery. This list should reflect products and/or services



delivered to the end user as well as the delivery of key project management or other project-related work products. Expected Total Duration of projectMilestone/Deliverable Planned

Completion Date



Section 3. Project Organization

3.1 Project StructureAssign a Project Manager and describe the initial organizational structure of the project team and stakeholders, preferably providing a graphical depiction.Project Manager

Initial Project Organization Structure

3.2 Roles and ResponsibilitiesSummarize roles and responsibilities for the project team and stakeholders identified in the project structure above.

Role Responsibility

Section 4. Points of Contact

Identify and provide contact information for the primary and secondary contacts for the project.Primary Contact Name/Title/Organization Phone Email

Secondary Contact Name/Title/Organization Phone Email



3. Project Closure TemplatePROJECT CLOSURE REPORT

[PROJECT NAME]

VERSION: [VERSION NUMBER]

Pre-Requisites for this Document None

Title Name Signature DateProject ManagerOwner Ministry/AgencyProgramme managerPMO Head



Prepared By

Document Owner(s) Project/Organization Role

Project Closure Report Version Control

Version

Date Author Change Description

TABLE OF CONTENTSPROJECT CLOSURE REPORT[PROJECT NAME]1 PROJECT CLOSURE REPORT PURPOSE2 PROJECT CLOSURE REPORT GOALS3 PROJECT CLOSURE REPORT SUMMARY3.1 Project Background Overview3.2 Project Highlights and Best Practices3.3 Project Closure Synopsis4 PROJECT METRICS PERFORMANCE4.1 Goals and Objectives Performance4.2 Success Criteria Performance4.3 Milestone and Deliverables Performance4.4 Schedule Performance4.5 Budget Performance4.6 Metrics Performance Recommendations5 PROJECT CLOSURE TASKS5.1 Knowledge Management5.2 Issue Management5.3 Risk Management5.4 Quality Management5.5 Communication Management5.6 Asset Management5.7 Lessons Learned5.8 Post project Tasks5.9 Project Closure Recommendations



PROJECT CLOSURE REPORT PURPOSE

Project Closure Report Purpose

The Project Closure Report is the final document produced for the project and is used by senior management to assess the success of the project, identify best practices for future projects, resolve all open issues, and formally close the project.

PROJECT CLOSURE REPORT GOALS

Project Closure Report Goals

[Replace this text with your own statement of goals, or use the following sample.]

This Project Closure Report is created to accomplish the following goals:

Review and validate the milestones and success of the project. Confirm outstanding issues, risks, and recommendations. Outline tasks and activities required to close the project. Identify project highlights and best practices for future projects.

PROJECT CLOSURE REPORT SUMMARYProject Background Overview

Project Background Overview

[Replace this text with a brief description of the project background.

What were the original goals, objectives, and success criteria? Refer to project overview statement and/or project charter for

this information.]



Project Highlights and Best Practices

Project Highlights and Best Practices

Project Highlights:

[Highlight] [Highlight]

Best Practices:

[Best practice] [Best practice]

Project Closure Synopsis

Project Closure Synopsis

[Replace this text with a brief description of why the project is being closed.

Is it being closed because all project objectives and deliverables have been met?

Or is it being closed for other reasons (loss of funding, shift in strategy, etc.)?]



PROJECT METRICS PERFORMANCEGoals and Objectives Performance

Goals and Objectives Performance

[Replace this text with a comparison of actual project performance to project objectives.]

Success Criteria Performance

Success Criteria Performance

[Replace this text with details of project performance in terms of targeted success criteria.

Were all criteria achieved? To what level of success? If some criteria were not achieved, what were the reasons?

Is achievement anticipated at a later date? Who is responsible for measuring continued progress?]

Milestone and Deliverables Performance

Milestones and Deliverables Performance

[Replace this text with an outline of actual performance of project milestones and corresponding deliverables.

Were all deliverables achieved with high quality and customer acceptance?

If not, what were the reasons? Is achievement anticipated at a later date?]

Schedule Performance

Schedule Performance

Project Schedule Overview:[Replace this text with the overview.]

Project Schedule Corrective Actions:[Replace this text with the corrective actions.]

Budget Performance

Budget Performance

Project Budget Overview:[Replace this text with the overview.]

Project Budget Corrective Actions:[Replace this text with the corrective actions.]

Metrics Performance Recommendations



Metrics Performance Recommendations

[Replace this text with an outline of metrics performance recommendations for the future.]

PROJECT CLOSURE TASKSKnowledge Management

Knowledge Management

[Replace this text with an explanation of how knowledge can be managed.

Explain how project knowledge (IP) from project team members will be captured and retained for future projects.]

Issue Management

Issue Management

[Replace this text with a list of any issues still outstanding at the end of the project.

Will each issue be resolved? Who will continue to report on each issue's progress?]

Risk Management

Risk Management

Project Risks Mitigated:[Replace this text with the risks mitigated.]

Outstanding Project Risks:[Replace this text with the outstanding risks.]

Quality Management

Quality Management

[Replace this text with a description of how quality management processes were used and integrated into the project, and how quality control measures provided quality assurance.]

Communication Management

Communication Management



[Replace this text with an outline of the project communication process.

How effective was the process? What changes were made during the project?]

Asset Management

Asset Management

[Replace this text with a list of assets remaining at the end of the project.

How will those assets be dispositioned? Who will manage the disposition process?]

Lessons Learned

Lessons Learned

[Replace this text with a list of successes and shortcomings to remember for the future.

Which activities and processes worked well? Which could have been improved, and how?]

Post project Tasks

Post project Tasks

[Replace this text with a list of outstanding issues for this project.

What actions are not yet completed? Who is responsible for them?

Which success criteria are not yet met? Which deliverables are not yet achieved?

Which training requirements are still outstanding? This information can be summarized from details in the

preceding sections.]

Project Closure Recommendations

Project Closure Recommendations

[Replace this text with a list of recommendations arising from review of closure tasks.

The main recommendation would usually be to gain project closure approval from the Project Sponsor, including agreement that the project has fulfilled all of the requirements as documented and that the Project Sponsor is satisfied that all outstanding items have been satisfactorily addressed.]





4. Project Status Report Template

Project NameProject ManagerOwner Ministry/AgencyPMO Representative nameProject Start DateEstimated Date of Go-Live Modified?

(Mark “Modified” if there is any change in the date from last week.)

SNo. 1

Estimated Project End Date Modified? SNo. 1(Indicates the SNos of tasks that resulted in change of dates)

Project Status Meeting detailsDate & Place of MeetingMoM

Status of Planned activities

SNo.

Activity description Activity type

Status Remarks

Project Task / Action Task

Completed / In Progress / Delayed / Not Started

Targets for next week

SNo.

Activity description Activity type

Status Remarks

Project Task / Action Task

Completed / In Progress / Delayed / Not Started



5. Project Snapshot Template

P R O G R A M S N A P S H O T

Q U A R T E R L Y O U T C O M E S

PQ TQ Change

eGovernment Program Start Date

Number of services online

PMO Creation Date Number of transactions through alt. channels

Expected Program End Date

Customer Satisfaction Index (CSI)Government Transformation Index (GTI)United NationseGovernment Readiness Ranking

GlobalAfrica

P R

O J

E C

T V

I E

W

Project Name Stage

Status

Priority End Date(Expected /

Actual)

Financial Progress

Services

online

Support Require

d

Responsible

DirectorateC-D-

IH-M-L Allocate

dActua

lY-N

C H

A N

N E

L V

I E

W

Channel Name Stage

Status

Date for Pilot

(Expected / Actual)

Date for roll-out

(Expected / Actual)

Financial Progress

Support Required

Responsible

Directorate

C-D-I

Allocated

Actual

Y-N

eGovernment PortalNational Call CentreCommon Service CentresMobile PortalKiosk



E N

A B

L E

R

V I

E W

Enabler Name Status

Financial Progress

Deliverables Support Require

d

Responsible Directorate

Allocated

Actual

PQ TQ Y-N

Marketing and Awareness

eGovernment Awards

eGovernment Benchmarking

M&E - CSI Evaluation

M&E - GTI Evaluation

Standards and Policies

Customer Charter Framework

Government Process Reforms (GPR)

Capacity Building



6. Risk Management Template

Project Name:Date: Release: Draft/FinalAuthor:

Owner:

Client:

Document Number:

Note: This document is only valid on the day it was printed

Revision HistoryDate of next revision:

Revision Date

Previous Revision Date

Summary of Changes Changes Marked

Approvals

This document requires the following approvals. A signed copy should be placed in the project files.

Name Signature Title Date of Issue

Version

Distribution

This document has been distributed to:Name Title Date of

IssueVersion

Overview



Purpose A Risk Management Strategy describes the specific risk management techniques and standards to be applied and the responsibilities for achieving an effective risk management procedure.

Contents The Risk Management Strategy should cover the following topics.Introduction 286Risk Management Procedure 286Tools and Techniques 286Records 286Reporting 286Timing of Risk Management Activities 286Roles and Responsibilities 286Scales 287Proximity 287Risk Categories 287Risk Response Categories 287Early-warning Indicators 287Risk Tolerance 287Risk Budget 287

Advice The Risk Management Strategy is derived from the: Project Brief; Business Case; The corporate or programme management’s risk management guide, strategy or policy.A Risk Management Strategy can take a number of formats, including: Stand-alone document or a section in the Project Initiation Document; Entry in a project management tool.

The following quality criteria should be observed: Responsibilities are clear and understood by all parties The risk management procedure is clearly documented and

can be understood by all parties Scales, expected value and proximity definitions are clear and

unambiguous The chosen scales are appropriate for the level of control

required Risk reporting requirements are fully defined.



Introduction

(States the purpose, objectives and scope, and identifies who is responsible for the strategy)

Risk Management Procedure

(A description of (or reference to) the risk management procedure to be used. Any variance from programme management standards should be highlighted, together with a justification for the variance.)

The procedure should cover activities such as:

Identify

Assess

Plan

Implement

Communicate

Tools and Techniques

(Refers to any risk management systems or tools to be used, and any preference for techniques which may be used for each step in the risk management procedure)

Records(Definition of the composition and format of the Risk Register and any other risk records to be used by the project)

Reporting(Describes any risk management reports that are to be produced, including their purpose, timing and recipients)

Timing of Risk Management Activities



(States when formal risk management activities are to be undertaken - for example, at end stage assessments)

Roles and Responsibilities(Defines the roles and responsibilities for risk management activities)

Scales(Defines the scales for estimating probability and impact for the project to ensure that the scales for cost and time (for instance) are relevant to the cost and timeframe of the project. These may be shown giving the criteria for each level within the scale, e.g. for ‘very high’, ‘high’, ‘medium’, ‘low’ and ‘very low’)

Proximity

(Guidance on how proximity for risk events is to be assessed. Proximity reflects the fact that risks will occur at particular times and the severity of their impact will vary according to when they occur. Typical proximity categories will be: imminent, within the stage, within the project, beyond the project)

Risk Categories

(Definition of the risk categories to be used (if at all). These may be derived from a risk breakdown structure or prompt list. If no risks have been recorded against a category, this may suggest that the risk identification has not been as thorough as it should have been)

Risk Response Categories

(Definition of the risk response categories to be used, which themselves depend on whether a risk is a perceived threat or an opportunity)

Early-warning Indicators

(Definition of any indicators to be used to track critical aspects of the project so that if certain predefined levels are reached, corrective action will be triggered. They will be selected for their relevance to the project objectives)

Risk Tolerance

(Defining the threshold levels of risk exposure, which, when exceeded, require the risk to be escalated to the next level of management. (For example, a project-level risk tolerance could be set as any risk that, should it occur, would result in financial loss. Such risks would need to be escalated to corporate or programme management.) The risk tolerance



should define the risk expectations of corporate or programme management and the Project Board)

Risk Budget

(Describing whether a risk budget is to be established and, if so, how it will be used)

Annexure X: List of Services

Projects Total Services

Informational Services

G2C

G2B

Total Services

Transactional Services

G2C

G2B

e-Agriculture

Provision of data on the Agro-processing Industry.

Yes Yes Agricultural Product Inspection and Certification Services for Investors or any Business man who is engaged in import and/or export of plant and animals products for commercial purpose

Yes

Crop Failure Reports

Yes Yes Application for python sanitary inspection on export and import.

Yes

Provision of information on Enabling Environment, Financing, and Infrastructure in the agro-processing industry.

Yes Application for the import or export pesticide for commercial purpose

Yes

Provision of Information on Market Fragmentation and Investment Potential.

Yes Yes Application for plant import permit,

Yes

Provision of Information on Quality Standard Implementation and Certification.

Yes Application form to obtain the land

Yes

Provision of Information

Yes Provision of Information on the

Yes





G2C

G2B

Total Services


G2C

G2B

on Competition Indicators in the Agricultural sector.

potential Agricultural land

Provision of Information on Investment Incentives in the Agro-processing Industry.

Yes Technical and Administration support

Yes

Information on prices of Fertilizers, Pesticides, Seeds, and Crops.

Yes Yes Continuous follow-up and support on the land use, Land management

Yes

Technical services and support for farmers.

Yes Yes Custom clearance certificate for agriculture imports

Yes

Information on livestock disease control & surveillance

Yes Yes Certificate of competence on agriculture

Yes

Information on animal infrastructure distribution & personnel

Yes Certificate of import & export of animal & crop products

Yes

Information on quarantine inspection and certification

Yes Irrigation Request by farmers.

Yes

Information on rural land admin. Policies, procedure & guidelines

Yes Yes Loan services for crops

Yes

Information on natural resources conservation

Yes Fertilizer Service/ purchase

Yes

Provision of information on import and export statistics by product value, quantities destination

Yes Yes

15 14





G2C

G2B

Total Services


G2C

G2B

Social Benefit

Management

Web-based information publishing

Yes Applications for availing benefits

Yes

Benefits eligibility calculator

Yes Pension Services (Pensioner registration, and pension payment)

Yes

Support Letter (for unemployment; free health treatment, scholarships)

Yes

2 3

e-Education

National Exam results

Yes Student registration Yes

Student placement results

Yes Certificate for completion of high school (original & replacement)

Yes

Teacher placement results

Yes Certificate for completion of degree (original & replacement)

Yes

Publish education statistics

Yes Yes National exam candidate registration

Yes

Report student performance results

Yes Teaching permit – for employment

Yes

Education certificate – to be sent abroad

Yes

Re-issuance of national exam certificates upon request

Yes

Scholarships Yes

5 8

e-Health Hospital Information

Yes Yes Issuance of Drug Marketing license

Yes

Drug pricing information

Yes Yes Issuance and renewal of Certificates of competence to drug establishments

Yes

Drug Availability Information

Yes Yes Issuance, Renewal and cancellation of drug registration certificate

Yes

Doctors profile information

Yes Issuance of certificate of competence to health professionals

Yes

Request of Yes Yes





G2C

G2B

Total Services


G2C

G2B

Medication/ medical supplies for citizensIssuance of licenses to hospitals

Yes

Request for Vaccination

Yes Yes

Issuance, Renewal and cancellation of license to conduct clinical trials

Yes

Booking of Appointments

Yes

4 10 Notification of Test results

Yes

e-Trade Provision of Investor Information

Yes Business Licensing and Registration services(Issuance, Renewal and cancellation) including professional, contractors and construction machines licensing

Yes

Policies on Business Loans

Yes Trade name and trade mark registration and renewal

Yes

Provision of Export/Import Trade Information to the business community

Yes Collection of fines if businesses operate without license or outdated license

Yes

Dissemination of market research to Exporters for investing in existing as well as new markets

Yes Requesting for Business area

Yes

Provision of Information on SMMEs and Large Industries

Yes Application for Subsidies and Duty relaxations

Yes

Encouraging businesses engaged in export trade to utilize he export trade incentive scheme of the country

Yes Issuing commercial representative license

Yes

Giving licenses to Yes





G2C

G2B

Total Services


G2C

G2B

forwarders and shipping agentsAmendment of business license

Yes

Registration of commercial representative

Yes

Issuance of broadcast license

Yes

Issuance of press licenses

Yes

Alteration and modification of principal registration

Yes

6 12

Employment

Management System

Information on employment opportunities within the government

Yes Unemployment Registration/ Unemployment Certificate

Yes

Labour Market Information

Yes

Overseas employment registration for Ethiopian Nationals

Yes

Job Matching Yes

Employment Agency License Renewal

Yes

Employment Agency Licensing (New)

Yes

Foreign Nationals work permit

Yes

Teacher placement Yes

Registration of labour unions, Employment unions Registration of work places Registration of Collective Agreements Registration of Safety & health Committees Registration of work place accidents

3 12 Registration of Institution & partner organisations

e-Transport

Generic information on the

Yes Yes Issuance/ Renewal of drivers license (National/

Yes





G2C

G2B

Total Services


G2C

G2B

application process, work flow, timelines, documents needed, ministry offices, work timings

International)

Notification of expiry/ renewal of insurance, licenses

Yes Yes Application for change of ownership of vehicles

Yes

Information on Public transport timings, tickets availability, routes, stops etc.

Yes Application and renewal of vehicle Insurance

Yes

Information on the traffic movement, special events, road works, Parking areas, detour information etc.

Yes Application for request of special numbers

Yes

Notification of traffic violations and penalties

Yes Online notification and collection of fines for traffic violation

Yes

Information on regulation, policies, and import duty for vehicles

Yes Online booking of tickets for inter state government transport

Yes

Vehicle Registration Yes

Vehicle Inspection Yes

6 8

e-Tourism Information on Tour Operators, Travel Packages, Itinerary, Fee

Yes Registration of private tour operators

Yes

Information about the Accommodations

Yes Registering for a Tour

Yes

Information regarding

Yes Registration of Hotels, Resorts,

Yes





G2C

G2B

Total Services


G2C

G2B

various resources , Cultural and heritage centers

Guest Houses and Local Accommodations

Information on Various GIS Mapping statistics

Yes Yes Booking a Hotel, Resort etc

Yes

Registering with the DMS for alerts

Yes

Supporting letter for film-makers ,Tourists to go abroad

Yes

Application for Tourist VISA on Arrival

Yes

Driving license equivalence for foreign citizens

Yes

Issuing Birth, Death and Marriage Certificates to foreign nationals

Yes

Permission to visit Heritage sites

Yes

4 10

e-Tax View Pending messages

Yes Yes Online application of Registration as a Taxpayer

Yes Yes

View Registration Data

Yes Yes Online filling of Tax Return (Land tax, Rental Housing tax (paid by owner), Turnover tax, TV tax, VAT, and Excise tax)

Yes Yes

View Field assessments

Yes Yes File a declaration Yes Yes

View list of decelerations not filed

Yes Yes Tax clearance certificate

Yes Yes

List previous Tax returns

Yes Yes TIN Number Registration

Yes Yes

Show filed declaration

Yes Yes Application for a tax holiday

Yes Yes

Budgetary information dissemination

Yes





G2C

G2B

Total Services


G2C

G2B

7 6


Buying & Selling Property Agreement

Yes Yes

Construction permit Yes Yes

Land Ownership Yes Yes

Rental Agreement(Transfer)

Yes Yes

Rental agreement (renewal/ownership)

Yes Yes

Land transfer Yes Yes

Property Registration

Yes Yes

Application for a Pleading

Yes Yes

Document Transfer Yes Yes

Case Filing Yes Yes

11 Adjourning Cases Yes Yes

e-Municipalit

y Management System

Information Provision about A.A. City Administration

Yes Request for Archives of News, Television Programs, Radio Programs

Yes

Download of Radio Program

Yes Application for sponsorship of News, Communications

Yes

Download of News

Yes Request to post News

Yes

Information on determination of design standards and preparation of design for construction of roads

Yes Request for Advertising different bids and names etc.

Yes

Give information about court case such as adjournment date.

Yes Appeal to damaged roads

Yes

Information on creating awareness for protecting the city from different pollution and

Yes Requests for the permission of blocking of the road temporarily

Yes





G2C

G2B

Total Services


G2C

G2B

natural resource degradationDistributing Organizational Structure for sub cities and center Offices

Yes Application for change of name.

Yes Yes

Distributing directives, guidance, rules and regulation concerning with promotion, allowance, transfer, requirement of employment discipline.

Yes Application for declaration of absence.

Yes Yes

Collect data about employees profile form all offices

Yes Application for succession Certificate.

Yes Yes

Provision of statistical analysis about employees’ profile.

Yes Application for marriage certificate.

Yes

Distribution of laws

Yes Application for certificate of guardianship.

Yes

Educational management information for researchers

Yes Issuance of Marriage Certificate

Yes

Information on how to get examinee ID

Yes Issuance of Divorce Certificate

Yes

News Release Yes Issuance of Birth Certificate

Yes

Press Release Yes Issuance of Non-Married Certificate

Yes

Documentation and dissemination of information

Yes Issuance of Death Certificate

Yes

Dissemination of declaration ratified by the council

Yes Issuance of license for mining

Yes

Information Yes Yes Environmental Yes





G2C

G2B

Total Services


G2C

G2B

on safety inspection and certification

Impact Assessment Permit.

Information on safety consultancy

Yes Request for environmental Lab test

Yes

Information on training and awareness

Yes Yes Request for disposal of solid waste

Yes

Request for park and recreation center/hall

Yes Receiving appeals from employees (Administrative court)

Yes

Information on how to get funeral service

Yes Recruit new employees for all sub cities and center offices

Yes

Information on the provision of ornamental seedlings

Yes Registration of complaints investigation and litigation sub process

Yes

Information on green area adoption and outsource service

Yes Registration of Tax appeal

Yes

Information on public relation mobilization and awareness

Yes Request for new water line

Yes Yes

Request for maintenance of Water/Sewerage lines

Yes

Request for sewerage service

Yes

Bill collection Yes

Registration of Private ECLSE examinees

Yes

Request for summer course registration

Yes

Request for grade 8 report card when they lost it

Yes

Request for buying laws

Yes

Receiving appeal Yes Yes

Preparing Structural Plan

Yes Yes

Preparing Local Yes





G2C

G2B

Total Services


G2C

G2B

development PlanCollecting land and land related data

Yes

Request for land and land related data (has transaction fee)

Yes

Yes

Yes

25 37 Yes

ePassport Status Check of ID Cards

Yes Application for Resident ID

Yes

Status Check of Passports

Yes Renewal of Resident ID

Yes

Replacement of Resident ID

Yes

Application for Passport

Yes

Renewal of Passport

Yes

Replacement of Passport

Yes

ID card issuance for foreign nationals

Yes

Issuing diplomatic and service visas

Yes

Verification of incoming and outgoing documents

Yes

2 9

Total Informational Services

Informational

Total Transactional Sevices

Transactional

Total Service

s

G2C G2B G2C G2B

79 61 41 140 102 68 219

List of services for Agencies

Sr. No.

Agencies Services Type of Service

1 Ethiopian Investment Agency

Information Services Informational

Licensing and Registration services Transactional

Investment Registration Transactional

Requesting for Business area Transactional



2 General Education Quality Assurance and

Examination Agency(GEQAEA)

Registration of national examinees for examinations

Transactional

Examination Result Scoring Informational

Download of Certifications Transactional

Replacement certificates Transactional

Authentications of certificates Informational

3 Transport Authority Annual Vehicles Inspection Transactional

Drivers penalty management Transactional

New Driver license Issuance Transactional

Driver license renewal Transactional

Driving license Transfer to Region Transactional

New vehicles Registration Transactional

Vehicles ownership transfer Transactional

Annual Vehicles Inspection Transactional

Vehicles body change Transactional

Vehicles service change Transactional

Vehicles Transfer to Region Transactional

Garage Licensing and Renewal Transactional

Vehicle Importers and Assemblers Licensing and renewal

Transactional

Vehicle Inspection Organizations Licensing and Renewal

Transactional

Get Pass of (Drivers and Vehicles for neighboring countries)

Transactional

Membership Registration letters for operators to Associations

Transactional

Issuance for Transport Associations and Companies Competency Certificate

Transactional

Renewal for Transport Associations and Companies Competency Certificate

Transactional

Passenger Transport Dispatching and fleet management

Informational

Vehicle Import Permit Transactional

4 Social Security Agency Web-based information publishing Informational

Pension services (Pensioner registration, and pension payment)

Transactional

Services to business(regarding to goods and services)

Transactional

5 Revenue and Customs Online application of Registration as a Taxpayer Transactional

Online filling of Tax Return (Land tax, Rental Housing tax (paid by owner), Turnover tax, TV tax, VAT, and Excise tax)

Transactional

File a declaration Transactional

View Pending messages Informational



Authority View Registration Data Informational

View Field assessments Informational

View list of decelerations not filed Informational

View list of assessment Informational

View list of transactions Informational

List previous Tax returns Informational

Show filed declaration Informational

Tax clearance certificate Transactional

TIN Number Registration Transactional

6 Federal Supreme Court

Application for a Pleading Transactional

Document Transfer Transactional

Case Filing Informational

Adjourning Cases Informational

7 Ethiopia Commodity Exchange

Market Data Dissemination Informational

Payment transfer Transactional

Membership registration Transactional

Commodity deposit Transactional

8 Department of Postal Service

Electronic money transfer Transactional

Domestic mail transfer Informational

Money transfer and payment system Transactional

Box rental Transactional

Pension services (Pensioner registration, and pension payment)

Transactional

9 Micro and Small Enterprise

Development Agency

Registration of SMEs; Transactional

10 ETC New Service (VPN, Internet) Transactional

Upgrade Transactional

Downgrade Transactional

Cancellation Transactional

CPE Change Transactional

Bill settlement Transactional

Online data service management Transactional

11 Addis Ababa City Administration

Download of Radio Program Transactional

Download of News Transactional

Vacancy Application Transactional

Application for sponsorship Transactional

News Transactional

Communications Transactional

Determine design standards for roads & prepare design for construction of roads or prepare it through qualified consultants.

Transactional



Plan and study ways and means that have to prevent roads from damage and implement same upon approval. With the cooperation of the city government.

Informational

Give permit to requests to temporally block or to use roads for some purposes.

Transactional

Application for change of name. Transactional

Application for declaration of absence. Transactional

Application for succession Certificate. Transactional

Application for marriage certificate. Transactional

Application for certificate of guardianship. Transactional

Give information about court case such as adjournment date.

Transactional

Resident ID Transactional

Marriage Certificate Transactional

Divorce Certificate Transactional

Birth Certificate Transactional

Non-Married Certificate Transactional

Death Certificate Transactional

Permit mining and related activities to those who are in need of investing on mining development in accordance with sustainable environment.

Transactional

Expand environmental education and awareness creation for different time, places and levels.

Transactional

Exerts to pass development projects through the rules and procedures of environmental impact assessment.

Informational

Receiving appeals from employees (Administrative court)

Transactional

Recruit new employees for all sub cities and center offices

Transactional

Registration of complaints investigation and litigation sub process

Transactional

Registration of Tax appeal Transactional

Request for new water line Transactional

Request for maintenance Transactional

Request for sewerage service Transactional

Bill collection Transactional

Educational management information for researchers

Transactional

Information on how to get examinee ID Informational

Registration of Private ECLSE examinees Informational



Request for summer course Transactional

Request for grade 8 report card when they lost it Transactional

Information on business areas/opportunities Transactional

Business requirement Information Informational

Registration of MSEs Informational

Registration of tax payers Transactional

Prepare Tax Identification number Transactional

Preparation and distribution of VAT Certificate Transactional

Preparation and distribution of assessment notification

Transactional

Auditing and preparing assessment paper Transactional

Collection of Tax Transactional

Giving clearance paper Transactional

Collecting local and foreign transaction of taxpayers

Transactional

News Release Transactional

Press Release Informational

Documentation and dissemination of information Informational

Dissemination of declaration ratified by the council

Informational

Receiving appeal Informational

Four Ministries that have not been included in the e-Government Strategy include

Ministry of Defence Ministry of Federal Affairs Ministry of Mines Ministry of Science and Technology



Annexure XI: Overview of Stakeholder Assessment

The following chart gives a snapshot of the key findings of the Stakeholder Assessment across various dimensions and parameters.

Note: Methodology and analysis of the assessment was designed by PwC. The details of each of the dimensions/parameters and Ministries/Agencies is provided in Stakeholder holder Assessment Report. However a summary is provided in the next few pages



Ministries and Agencies

Hardware and Networking

During the interaction with Ministries and Agencies it was found that most of the

ministries and Agencies are well equipped with the Hardware and LAN environment.

The availability of the Hardware and presence of LAN in the ministry/agencies is a good

indication for the e-Government implementation. This also indicated that the resources

are at-least familiar with technology and only strategic planning is required for the

effective implementation of the e-Government. However some of ministries such as the

Ministry of Youth and Sports and the Ministry of Urban works seem to be lagging

behind in terms of availability of basic IT infrastructure, nevertheless inventory of such

ministries/ agencies can be easily upgraded.

Software

Analysis of survey responses indicate that most of the ministries have some specialized

software developed for their internal use, which will benefit only the Employees/Staff of

that organization. Ministries pertaining to Agriculture, Finance, Foreign Affairs et is

also a necetera have HRMS and Inventory management system in place, similarly other

ministries have different applications developed for their internal use. While it is good

to have such applications, an exercise may be conducted to identify common

applications that can be implemented in all the Ministries and Agencies which can be

developed by a central agency, rather than each Ministry developing them individually

There is also a need to identify the citizen centric applications which could be

implemented across different Ministries/Agencies.

e-Services

Interestingly most of the ministries have recognized the importance of e-Services and

delivering some of the services online to the citizens of Ethiopia. The Ministry of

Transport and Communication provides two online services, similarly the Federal

Supreme Court and Ethiopian Commodity Exchange also provides online services to

benefit the citizens. However, most of the ministries and agencies are still their

planning phase of ‘going online’ with the services. Efforts have been made by the

Ministries and Agencies in this direction and they have identified the services that can

be rolled out in phased manner over a period of 2-3 years.

Capacity building

Most of the ministries and agencies feel the biggest challenge to implement e-

Government in Ethiopia is the availability of the technical manpower and capacity

building. Almost all ministries such as The Ministry of Labour and Social Affairs, The

Ministry of Foreign Affairs, The Ministry of Youth and Sports et cetera, have raised a

concern about the lack of technical manpower in their respective organization.

Policies, Standards and Guidelines



In the feedback given by the ministries / agencies one of the key components –

Standards and Guidelines’ is completely missing. Only The Ministry of Transport and

Communication has shown some level of maturity in terms of the relevant policies

defined for the organization for the effective implementation of the e-Government.

However most of the ministry/agency have one or two policies defined in place. There is

a need to design a policy framework with guidelines across the Ministries for

implementation of e-Government.

Security

The Ministry of Justice and The Ministry of Youth and Sports have raised concern on

the security of the data and applications. It is extremely necessary for the e-

Government applications to be secure and ‘hack-proof’ from any attack. During the

discussion with the ministries it is evident that a framework is required to ensure the

security of Government Data and Transactions.

Integration

The survey indicates that Ministries are interacting with each other and sharing

information. But there is no interface for the information interchange. Ministries are

not concentrating on the information sharing with other ministries by means of

electronic channel. However some of the Ministries (Ministry of Education, Ministry of

Trade and Industry, Ministry of Finance) have raised the issue of forming a framework

at a ational level for such an integration.

Focus Area

The success of e-Government across the world is increasingly being measured by the

benefits it creates for Customers (constituents, citizens and business communities).

However, the survey data indicated that the focus of the business applications

purchased or developed by Ministries/Agencies is mainly on improving internal

efficiency rather than focusing on delivery of Customer services. While internal

operational efficiency is a necessity, this emphasis on internal business applications

indicate an inward-looking emphasis by Ministries/Agencies, rather than a more

strategic and integrated approach to e-Government, where on-line Customer services

are identified for implementation and internal applications support this.

ICT infrastructure Usage

The Ethiopia ICT infrastructure is well equipped with a Data centre which is

highlighted with the presence of “Woreda Net”. Also the call centre facility is in

operational condition. The survey findings indicate that the shared ICT infrastructure is

under-utilized and there is scope to make these facilities more popular among the

ministers and agencies.

Donors

World Bank



Major initiatives: Poverty Reduction, Infrastructure – Transport and ICT, Water Supply, Education, Health, Agriculture, Private sector development Anti Malaria Campaign, Rural water supply, Food Security Initiative, Sustainable Land Management, Basic education, Post secondary education.Challenges for Citizen Services: Being a Federal Government, there are challenges in building capacities and implementing e-Government solutions at isolated regions.

United Nations Major initiatives: Build Local Capacity, Millennium Development Goals such as Poverty Reduction, Crisis Prevention, HIV/AIDS treatment, Environment, ICT and EnergyMillennium Development Goal too reduce poverty, provide primary education, Empower Women, Reduce child mortality, Anti HIV and malaria initiativesChallenges for Citizen Services: There is a need to strengthen the local capacity to implement e-Government in the Country.

Spanish Development CorporationMajor initiatives: Sectoral Development, Health, Food Security, Agriculture, ICT Infrastructure, Gender Issues, Culture Public Basic Services to provide basic health and education , ADG- Agri Growth Program, ,Infrastructure and Capacity BuildingChallenges for Citizen Services: Need for incentive schemes to the citizens, to increase the usage of IT services

African Development BankMajor initiatives: Socio Economic development for Africa, Poverty Reduction, Living Conditions Improvement, ICT, Technical and Financial Assistance to the local Government.Fertilizer Financing, Water facilities, Women Entrepreneurship, Small scale Industries, Agro Industries, Sanitation, Ethiopia-Djibouti Linking infrastructure

Challenges for Citizen Services: Mobilization of Resources, Uneven distribution and access to resources

Business

The survey of private companies reveals that the Access to the ICT infrastructure in

terms of availability of computers and peripherals; network connections both internal

and external; and connectivity are the major ICT challenges that these companies face

in their operations. The other major challenges expressed by the private companies are

the high cost of ICT access. An ADSL connection of 2 Mbps costs more than 45,000 ETB

per month in tariffs. But voice data and wireless telephone tariffs are very cheap (0.20

Birr/6 Min for calls within same city and 0.40 Birr/ Min for calls within same tariff

zones) and are the major means for communication in private companies.



Companies also find the import duties on ICT equipments to be exorbitant. The

peripherals and additional equipments such as printers etc do not fall under ICT goods

and hence the companies spend large sums of money on such equipments.

The private ICT companies also find a lack of domestic demand since the ICT Market in

Ethiopia is yet to mature to a self sustainable state. as almost all the ICT equipments

are imported. The companies in the ICT equipments sector mainly operate as resellers,

dealers or maintenance and services. The duties and the taxation on products are

passed on to the customers this reduces the margins for these companies

The major demand for ICT in Ethiopia comes from the Government but the procurement

policies of Government make it almost impossible for the local companies to compete or

participate in the bidding process. Firstly, the private companies do not have the

experience that the procurement guidelines stipulate due to which the local companies

get disqualified. Secondly the local companies do not have resources in terms of staff or

infrastructure to carry out large projects of the Government. Hence it is essential for a

collaboration of the Public and Private sectors of the country to mutually help each

other in building a stronger domestic market.



Customers

Based on the Survey responses and interaction with the citizens the overall key observations are as follows:

a) The table below specifies the most commonly used Services / Service Organization by the Citizens of the Ethiopia.

1. Census2. Commercial bank

of Ethiopia3. Education4. Electricity / Power5. ERTA (Radio /

Television)

6. Health services7. Internet8. Mobile / SMS9. Municipality

services10. Passport11. Police

12. Taxpaying13. Telephone14. Transportation15. Water

b) The table below specifies the most commonly used Government Website by the Citizens of Ethiopia.

Sr. No. Site Address Ministry / Agency / Bureau1 http://www.erta.gov.et/ Ethiopian Radio and Television Agency2 http://www.ethionet.et/ Ethiopian Telecommunications

Corporation3 http://www.ena.gov.et/ The Ethiopian News Agency4 http://www.amhcbb.gov.et/ Amhara National Regional State

Capacity Building Bureau5 http://

www.ethiopianairlines.com/Ethiopian Airlines

6 http://www.mu.edu.et/ Mekelle University official Website7 http:// www.bdu.edu.et/ Bahir Dar University website

c) The table below specifies the feedback received and analysed for some of the key questions that is useful for planning of the future roadmap of the e-Government in Ethiopia.

Sr. No. Question Analysis1. Do you know / have you heard about e-

Government initiatives of Government of Ethiopia?

Only 30%-35% people heard about such initiatives

2. Have you ever used internet to access the website of a government agency?

Only 20%-30% people use internet as a medium to access the Government services

3. What are the key benefits that you expect from e-Government?

Most of the people want “Faster Delivery of Services”

Then people prefer to avail services through “One Stop Shop for Services”


http://www.ena.gov.et/


“Lower cost of obtaining Service”

4. What could the Government do to encourage you to use online Government Services?

Citizens of Ethiopia suggested to “Reduce cost of internet access, including hardware /software” and the second on priority will be “Make services easy to use” and then to “Increased awareness of availability”

5. For users’ convenience, the Government plans to use alternate channels for providing Public Services.

People want the government services to be delivered through “Mobile” then by “Internet” and then by “Call Centre”



Annexure XII: Scope of work for Baseline Survey Agency

The survey will be designed to establish a baseline against which the accrued benefits in terms of improvements in the government’s services delivery mechanism and the increase in satisfaction levels of the customers due to the ongoing e-Government program can be compared. Further, the survey is envisaged to be a tool to capture some of the key issues, opportunities and challenges for the e-Government program as it moves into its next phases of development.

The project will consist of four phases as follows:

Survey Design phase Information Gathering phase Data Analysis phase Output and Reporting phase

1. Survey Design phase

Survey objectives

The key objectives of the e-Government Satisfaction Survey are to understand the following:

Awareness regarding e-Government and its activities among major groups of users. Detailed Usage and Accessibility of all e-Government Services. Satisfaction with various services among the major stakeholders.

Target Population

The e-Government users are divided into three broad segments: citizens, business and government; thus three separate modules will be conducted to collect the required information:

The sample size for residents should be such that it is a true representative sample of residents of Ethiopia in terms of Nationality (Citizens and Residents), Age and Education.

Target respondents for Business and Government

Responsible for e-Government needs in the organization (Decision makers or Influencers)

Following sectors will be included in survey:o Agriculture

o Education

o Health

o Municipalities

o Labor and Social affairs

o Justice

o Tax



o Trade

o Transport & Communication

The pretest

The pretest is crucial because it allows field-testing the questionnaire on a selected small sample of the population. The results of the pretest usually suggest that some modifications must be made before a full-scale sampling is undertaken.

2. Information Gathering Phase

Citizens sample design

The Vendor will draw a sample from the citizen's population with the following criteria:

Cluster sampling: Classifying target population into seven regions.

Strata sampling: Stratify each region according to citizens or residents with corresponding proportion for each type obtained from population census.

The sample will be drawn by simple random sample method.

Business and Government Sample design

The Vendor will draw a sample from the business population with the following criteria:

Cluster sampling: Classifying target population into three groups of establishments according to the size.

Stratify sampling according to industry type with proportionate representation for each type obtained.

The sample will be drawn by simple random sampling method.

Sample size for Residents

The sample size for residents should be such that it is a true representative sample of residents of Ethiopia in terms of Nationality (Citizens and Residents), Age and Education as per census.

Sample size for Business

The indicative sample size for Business is illustrated below in Table

Table: Sample size of Businesses

Industry Sample Size

Sample Propositions

Agriculture 29 14%

Financial, Insurance, Real estate & Business services

42 21%

Health care 6 3%

Hotels + Restaurants 40 20%

Manufacturing industries 26 13%



Transport, IT and Communication

8 4%

Wholesale and Retail trade 31 16%

Business Services (Ad agencies / Consultants) etc

18 9%

Total 200 100

Methods of measurement

For the citizens' survey,900 face to face interviews and 600 telephonic interviews for residents and 200 face to face interviews for Businesses and the Government respectively will be conducted using a structured questionnaire. The interviews will be performed in English or Amharic as convenient to the respondent. Interview length will be determined from pre test procedure.

Selection and training of field workers

The field-workers must carefully be trained in what measurements to be made and how to make them during the interviews. Training is especially important if interviews because the rate of response and the accuracy of responses are affected by the interviewer’s personal style and voice.

Data Validation and Quality Control

Daily checks on the collected questionnaires will be made after collecting them from the field to ensure that data are correct and clean. Every questionnaire will be reviewed in order to insure the quality of the collected data.

Data Entry

The vendor shall use SPSS Data Entry software or any appropriate software

3. Data analysis phase

Describing Data

The vendor will describe data through the following techniques:

Count responses

compute descriptive statistics

compare groups

plot data

Index Number

The Vendor will create index number for e-Government Satisfaction with respect to international definitions and maintain background documentation on sources and methods.



The Satisfaction Index will be composed from the following sub-indices:

Government Satisfaction Index

Citizens Satisfaction Index

Businesses Satisfaction Index

Cluster Analysis

Clustering is the classification of audience and stakeholders into different groups, or more precisely, the partitioning of respondents into subsets (clusters), so that the data in each respondents subset (ideally) share some common trait - often proximity according to some defined distance measure. This will be done in order to explore the heterogeneity of the different stakeholders and audiences.

4. Outputs Phase

The Report

The report should cover the following elements:

The beneficiary and the applied methodology.

The poll objective

Population of the research

Sampling techniques

Pre-test procedure

Evaluation of the poll outcome

Full description of results.

Concluding remarks

Reports will be generated as follows:

A draft report 10 weeks after the signature of the contract.

Final report, in draft form 1 weeks prior to the end of the contract to allow for comments by the beneficiary and the donor (if any) to be incorporated.

Number of reports copies will be three hard copies & one electronic copy.

The final report will be presented in English and Amharic with translation provided by the POC.

Presentation

Summary conclusion and summary of e-Government Satisfaction Survey will be presented.



Annexure XIII: Scope of work for Marketing and Awareness Agency

The scope of work of the consultant will be: To review the media plan for the proposed Public awareness campaign. To recommend a comprehensive communications strategy and creative for all mass

media, viz. television, radio, print etc. This should include a comprehensive media plan, media schedules based on prioritisation of different mass media taking note of different target groups. A comprehensive strategy, including a media plan for both the campaigns needs to be evolved.

To suggest concept design for production of TV commercial (60/30/10 seconds) To suggest concept design for production of radio jingle (60/30/10 seconds), To suggest concept design for production of print advertisements of different sizes. To recommend a public relation/ publicity strategy covering the entire gamut of the

media. To recommend the need for and assist in organising Events/ Rallies /Exhibition for

effective outreach. To suggest the modalities of outdoor publicity. To suggest the concept and design of Internet Advertising/ campaigns using mobile

phones. To recommend the use of Direct Marketing in this endeavor.

Additionally the consultant would be responsible for the following:

Preparing a comprehensive Media Strategy Plan (MSP) that could help leverage the maximum outcome from the Communications campaigns.

Review and implementation of the Communications plan while also help supplement the efforts to create awareness amongst the larger section of stakeholders. It must prepare a Media Implementation Plan (MIP) for this purpose. The plan must take note of the complementarily of the different target groups and ensure that there is no overlap amongst various different kind of communications.

Prepare, based on the respective requirements of the campaign, separate creatives for print, audio, video, internet and other related Communications. It must prepare a Media Creative Plan (MCrP) for this purpose. The plan must highlight different creatives to address different target groups to effectively communicate the message.

Develop time frame for insertions – time releases / media initiatives for sustained visibility at key centres and liaise with target media to bring out special reports on activities / events. It must prepare a Media Scheduling Plan (MSP) for this purpose.

Examine the replicability of the media plan to cover all stakeholders and media. It must prepare a Media Replicability Plan (MRP) for this purpose.

Strategically and proactively develop the theme / concept for advertisements, press meets, news releases, articles and other promotional initiatives targeting local, national & international Communications. It must prepare a Media Thematic Plan (MTP) for this purpose.

Communications Scanning / Feedback from across a minimum of 10 centres: Maintain Communications watch / Communications intelligence for any development that may impact the Government; and provide reports of press



clippings, TV, online news items, etc. It must prepare a Media Feedback Plan (MFP) for this purpose.

Undertaking media training at various levels including refresher modules for relevant spokespersons, basic communication process flows & skills equipping media workshops for all public access points within the organisation and Crisis Communication i.e. help prevent negative news and counter such news if at all it appears and develop a crisis communication module at the outset. It must prepare a Media Training Plan (MTrP) for this purpose.

Create a positive mindset, inculcate a sense of ownership among employees and instill customer orientation by undertaking suitable programmes / interactive sessions. This must also be a part of the MTP.

Undertake Influencer / Opinion Leader Outreach by highlighting the objectives and relevance of Stakeholders Efficiency with a view to positively influencing opinion leaders through initiatives like Seminars, Conferences and Presentations. This must also be a part of the MTP.



Annexure XIV: Job Descriptions of the IT Officials at the Ministry

No.


1. Chief Information Officer (CIO)

• Master’s degree in Information Technology, Management Information Systems, Business Administration, or related field

• Minimum of 8 years of senior management experience in managing a large organization’s information technology strategic plan

2. Project Champion (s) (Domain)

• Undergraduate/Masters degree in engineering/Computer Science

• Project Management Certification

• 10+ years of relevant work experience

IT Capacity Building Expert

• MBA with focus on Capacity Building/Change Management

• 8+ years of experience

• Desirable to have additional certification or training in e-Governance, change management, change psychology or mass communication

Government Process Re-engineering Expert

• Degree in economics, accounting, information technologies, business or public administration or similarly relevant discipline;

• At least 10 years of working experience in business process management and change within Government organizations.

• At least 5 years international experience in undertaking similar assignments within a Government environment where processes are subject to laws, rules, habit, conservatism, patronage and a long history of total reliance on multi-stage, multi-authorization manual, paper-based processes involving people at all levels of Government

Domain Experts • Masters Degree in Business Administration/Engineering

• Over 15 years of experience in the relevant area of expertise

• At least 10 years of hands-on experience in the relevant areas

3. Technical Solution Architect

• Masters Degree in Computer Science or Engineering• 8+ years of experience with at least three years as a

Technology Architect in multiple full life cycle software development projects

• Certified as an Architect

IT Infrastructure Expert

• Undergraduate/Masters degree in engineering, preferable Computer Science

• 8+ years of work experience, at least 4 years in



technical program management• Should have certifications such as ITIL certification /

BS7799 auditing certification, CCNP/PIX/CCSA etc.

IT Security Expert • Undergraduate/Masters degree in engineering, preferable Computer Science

• 8+ years of work experience, at least 4 years in technical program management

• Should have CISA / CEH / ITIL certification.

Application Expert • Undergraduate/Masters degree in engineering, preferable Computer Science

• 8+ years of work experience, at least 4 years in technical program management and software development

• Should have experience in IT application development/ Software Development/ Enterprise-Wide systems integration.



Annexure XV: Job Descriptions of the ITSG to support in the Ministries

No.


1. Project Coordinator • Post graduate in Management with PMP certification.


Project Design Expert

• Master's degree in Business Administration/social science

• Minimum of ten years experience in design, implementation, and evaluation of overseas development projects

• Knowledge and experience of different social science techniques including focus group research, key information interviews and surveys

PPP Expert • Minimum Masters Degree in Business Administration/Public Administration/ Rural development and Communication or any related field from a reputed institute.

• Minimum ten years of experience in providing technical assistance in developing and implementing PPPs or related activities resulting in for profit infrastructure investment

• Proven track record of successful capacity building and association with PPP transactions that have reached closure.

• Familiarity with PPP best practices.

Standards and Policies

Expert

• Post graduate in Management/Information Technology

• Minimum 8 years of experience in developing standards and policies

Project Management

Expert

• Post graduate in Management with PMP certification.


Solution Design Expert

• B.E. (Computer/E&C)/MCA from a premier institute with minimum 10 years of experience.

• Ability to define functional / technical architecture with good understanding of non-functional requirements & technology risks

• Hands on experience on various technologies including Open Standard Platforms



Annexure XVI: Key Considerations during Procurement Process

Donor agencies, worldwide, are increasingly demanding transparency in the manner in which their funds are utilized by the implementing agencies. This is mainly to ensure that the funds are used for the purposes intended, with due attention to economy and efficiency; mitigating risk of misuse. One of the key aspects that the donors look at is procurement.

Different donors have their own guidelines which need to be followed while carrying out the activities under a project, include those related to procurement. Some donors (such as The World Bank) do not finance expenditures for contracts which have not been procured in accordance with the prescribed procedures/guidelines and would normally not reimburse such amounts to the implementing agencies.Type of procurement activities of the borrowers may include procurement of goods, works and consultancy & other services.




Selection of other than the lowest bidder

Selection of a bidder followed by change in price or scope

Disqualification of winning bidder and re-bidding

Contracts repeatedly awarded to one contractor/ repeat sole-source awards

Rotating Awards to different bidders

Evaluation criteria not consistent for different bidders

Project official insisting on award to certain suppliers

Same (few) vendors bidding Re-bid results identical to

original bids Similarities in bids Persistent high bid prices Apparent connection

between bidders Changes in the bids made

after their formal receipt Successful contractors use

competitors as sub-contractors

Exceptions to tender

Inadequate needs analysis Bid specifications too

narrow or too vague Unduly short supply period Unreasonable

prequalification requirements

Unreasonably short time to submit bids

Evaluation of bidsBiddingInvitation of bids

Significant Issues in Procurement

Receipt of goods/ services

Award of contractReceipt & Evaluationof bids

Request for proposal/quotation

Indenting by User department

Assessmentof need

Procurement life-cycle

Kinds of Frauds in Procurement: Kickback from vendors Conflicts of interest Favouritism Personal purchases Split purchases Bid rigging by vendors False and/or inflated invoicing by

Challenges faced: Obtaining information from project officials,

particularly government officials, due to bureaucracy

Difficulty in document retrieval in case of time gap between the time of execution of the procurement and the date of review.

Lack of awareness among project officials


Basic rules for vendor Short listing Vendors during Procurement of IT Services

Individual companies or consortium of companies operating in different domains identified for short listing process (Application Development, Hardware Procurement, IT Infrastructure Management, Networks, Telecommunication, Training, and Technical Helpdesk Operations) can bid. Consortium with representatives from maximum number of domains will be preferred.

In the event of a consortium, one of the partners shall be designated as a “Lead Partner”. However, every member of the consortium shall be equally responsible and jointly and severally liable for the successful completion of the entire project .The prime bidder is encouraged to form consortium with companies operating in or based in Ethiopia.

The prime bidder and all consortium members should have ISO 9001: 2000 certification or equivalent. Preference shall be given to bidders with business specific latest versions of certifications like CMMi, PCMMi, and ISO and Environmental & Corporate Governance accreditations.

The Prime Bidder has to be an Information Technology Company registered under the existing rules and regulations in the respective country since last 5 years.

Bidder can also submit if they have any country specific registrations as Technology Company.

The bidder need to have an office in the African Region for past 5 years or at least one of the consortium partners should comply with the condition.

The Prime Bidder should have positive annual turnover of more than <<USD 100 Million>> from all the domains for each of the last three Financial Years ending. If bidding for single track out of three tracks, the bidder should have a positive turnover of more than <<50 Million>> in the particular track. For 2 tracks, the turnover should be <<USD 75 Million>>

An undertaking (self certificate) that the bidder and all consortium partners are not blacklisted by a Government institution and there has been no litigation with any government department on account of similar services. The prime bidder can submit the same on behalf of other consortium partner also, However, MoC&IT, on its discretion, can ask for individual declarations also.

The bidder is required to provide detailed information on the projects executed by them, regional/country presence and resources to establish their credentials for evaluation



Annexure XVII: Costing details of Individual Projects

Costing AssumptionsAssumptions and Unit Rates - General

Key Assumptions - General

Rate Hardware Unit Costs (In Birr.)

Salaried / Contract Staff

Unit Costs (In Birr.)

Others Items


Salary Growth Rate

0.10 Servers ( with System Software)

200,000.00

Project Manager

180,000.00

User Training per person

10,526.32

IT Equipment

0.10 Personal Computers( with OS, MS office and Antivirus solutions)

17,000.00

Solution / Application Architect

180,000.00

Change Management

3,508.77

Hardware/Software AMC

0.10 Multifunctional Printer/Scanner/Photocopier

45,000.00

Domain Expert

180,000.00

Office Maintenance (Electricity, water, maintenance, diesel cost etc) per office

84,210.53

Maintanence Cost

0.05 Networking and cabling( Router, Switch, Cabling)

140,350.88

Database administrator

180,000.00

Consumables (Paper, stationery, toners etc.) per

4,210.53



officeNumber of employees to be provided with PCs

0.75 Generator Set (5KVA)

26,315.79

Support Staff

120,000.00

Number of Printers for Total PCs

0.50 Digital Camera

7,017.54

Web administrator

120,000.00

Software

Unit Costs(In Birr.)

Software development cost per man-month

87,719.30

S/w Developer

120,000.00

Data Digitization Software

1754.39

Percentage of total employees to be trained

0.90 Editorial Team - Editor

120,000.00

Percentage of total employees Targetted for change management

0.90 Editorial Team - Asst Editors

168,000.00

Per record digitization cost

3.51 Editorial Team - Support

144,000.00

Ethiopian Birr (In. Rs.)

2.85

Team Leaders - PMO

180,000.00

Team members - PMO

120,000.00



Assumptions and Unit Rates - Priority Project-wise

Agriculture

Number

Benefits Management

Number

Education

Number

eHealth

Number

Total No. of employees

200.00


150.00


500.00


500.00

Number of offices

20.00

Number of offices

20.00

Number of offices

20.00

Number of offices

20.00

Total number of records to be digitized

100,000.00


500,000.00

Total number of records to be digitisd

500,000.00

Total number of records to be digitisd

500,000.00

Software Unit Costs(In Birr.)


Software


Software


Agriculture Information Management System

5,263,157.89

Benefits Information and Managements System

7,017,543.86

Education Information and Managements System

7,017,543.86

Health Information and Managements System

7,017,543.86

Number of man-months for development of Software

60.00


80.00


80.00


80.00

G2B Portal

Number

Employment

Number

Transport

Number

Tourism

Number

Total No. 15.0 Total No. of 250. Total 250. Total 200.



of employees

0 employees 00 No. of employees

00 No. of employees

00

Number of offices

1.00 Number of offices

20.00

Number of offices

20.00

Number of offices

20.00


0.00 Total number of records to be digitized

500000.0

0


500000.0

0


10,000.00



Software


Software


G2B Portal

3,508,771.93

Employment Information and Managements System

5,263,157.89

Transport Information and Managements System

7,894,736.84

Tourism Information and Managements System

5,263,157.89


40.00


60.00


90.00


60.00

Tax Number

eCourt Number

Municipalities

Number

Ministry of Foreign Affairs

Number

Total No. of employee

250.00


200.00

Total No. of employ

250.00

Total No. of

250.00



s ees employees

Number of offices

20.00

Number of offices

20.00

Number of offices

20.00

Number of offices

20.00


700,000.00


10,000.00


500,000.00


10,000.00



Software


Software


Tax Information and Managements System

7,894,736.84

eCourts Information and Managements System

5,263,157.89

Municipalities Information and Managements System

5,263,157.89

Passport

5,263,157.89


90.00


60.00


60.00


60.00

Assumptions and Unit Rates - Other projects

eGovernment Portal

Number

Contact Center

Number

Capacity Building

Number

Common Service Center

Number

Maximim number of

3000.00

Number of

8.00 Total Num

800.00



calls per day

PCs per Training Center

ber of CSC

Number of Hours in a Shift 8.00

Number of Training Centers

20.00

Number of Operators in each CSC 4.00

Number of calls handled in one 1 hour by an Agent, Assuming 5 minutes per call

12.00

Number of Employees

44.00

Total Number of Operators

3200.0

0Hardware


Total number of Calls handled by an agent in a day

96.00

High-end Server

2,807,017.54

Total number of Agents required

31.25





Software Unit Costs (In Birr.)

Supervisors Required 2.00

Business Process Re-engineering Expert

771,929.82

IT Admin

526,315.79

Directory Services

526,315.79

Number of offices

1.00 PPP Expert

771,929.82

Site Inspection and Audit Manager

385,964.91

Integration

350,

Salaried / Contract

Unit Cost

Advanced

771,

CSC Front

42,1



services 877.19

Staff s (In Birr.)

Technologies Expert

929.82

Staff 05.26

Upgradation costs

175,438.60

Call Center Shift Manager

385,964.91

Software Development Expert

771,929.82

HR&Admin Manager

578,947.37

Content Development

175,438.60

Call Center Team Leader

315,789.47

Trainers

350,877.19

Finance Manager

578,947.37

Call Centre Executives

231,578.95

Software


Hardware Unit Costs (In Birr.)

CBT - Training content development

1,578,947.37

Calling Equipment

8,771.93

Central Knowledge Management Portal

526,315.

79IVRS & Call Routing

350,877.19

Other Cost


Site Preparation

175,438.60

Leadership Orientation (4 batches of 10 people each)

701,754.

39Software Unit

Costs (In Birr.)

Project Management (4 batches of 10 people

3,000.00



each)Call Centre Software (eg Clarity)

1,578,947.37

Vendor Management (4 batches of 10 people each)

1,666.67

Other Cost Unit Costs (In Birr.)

SLA Design and Monitoring (4 batches of 10 people each)

1,666.67

Lease cost per year

526,315.

79

Customer orientation and support (4 batches of 20 people each)

666.

67

Standards & Policies

Number

Marketing & Awareness

Number

Mobile Gateway

Number


20.00


WAP Server

3508.77

Number of offices

1.00 Number of offices

Content Converter

3508.77

Total number of records to be

0.00 Total number of records to be digitized



digitizedSalaried / Contract Staff




CIO 877192.9

8

Marketing Director

771,929.82

Data & Process Expert

771929.8

2

Manager - PR

473,684.21

Technology Expert

771929.8

2

Marketing/PR Professional

385,964.91

Service Delivery Expert

771929.8

2

Cost of Hiring Marketing/PR agency

385,964.91

Security Expert

771929.8

2

Other Cost Unit Costs (In Birr.)

Legal Expert

771929.8

2 Direct Mailers

26,679.6

7

Billboards

32,000.0

0

Advertisements in Print Media

33,696.0

0

Radio Advertisements

56,400.0

0

Television Advertisements

99,000.0

0

Online Marketing

66,679.6

7Events



66,679.6

7Branded Gifts / Paraphanelia

33,339.6

7

Content Development

200,000.

00

Priority Project -AgricultureS.no.

Item Unit Cost (Cost in Birr.)

Quantity/Number of units

Year 1 (Cost in Birr.)





ICapital Expenditure

(A) HardwareServers (Includes AMC for 5 years)

200000 2

400000

40000

40000

40000

40000

Personal Computers (Includes AMC for 5 years)

17000 50

850000

85000

85000

85000

85000

Printers/Scanner/Photocopier

45000 25

1125000 0 0 0 0

Networking and Cabling

140351 20

2807018 0 0 0 0

Generator Set2631

6 205263

16 0 0 0 0

Digital Camera 7018 201403

51 0 0 0 0

Sub-Total (A)5848

6841250

001250

001250

001250

00(B) Software

Agriculture Information and Management System (Includes AMC for 5 years)

5263158 1

5263158

526316

526316

526316

526316

Data Digitisation3508

77 13508

77 0 0 0 0

Sub-Total (B)5614

0355263

165263

165263

165263

16II Operational



Expenditure( C )


Project Manager1800

00 11800

001980

002178

002395

802635

38Solution / Application Architect 0 1 0 0 0 0 0

Domain Expert1800

00 23600

003960

004356

004791

605270

76Database administrator 0 1 0 0 0 0 0

Support Staff1200

00 44800

005280

005808

006388

807027

68

Sub-Total ( C)1020

0001122

0001234

2001357

6201493

382 (D) Others

User Training1052

6 1809473

689473

684736

844736

84 0Change Management 3509 180

315789

315789

157895

157895 0

Office Maintenance8421

1 201684

2111768

4211856

8421949

6842047

168

Consumables 4211 208421

18842

19284

29748

41023

58

Sub-Total (D)3031

5793120

0002581

2632678

7472149

527

Total (A+B+C+D)15514298

4893316

4466779

4687683

4294225

Priority Project II - Benefits ManagementS.no.








I Capital Expenditure (A) Hardware

Servers200000 2

400000

40000

40000

40000

40000

Personal Computers170

00 38637500

63750

63750

63750

63750

Printers/Scanner/Photocopier 450 19 843 0 0 0 0



00 750

Networking and Cabling140351 20

280701

8 0 0 0 0

Generator Set263

16 20526316 0 0 0 0

Digital Camera701

8 20140351 0 0 0 0

Sub-Total (A)

535493

4103750

103750

103750

103750

(B) Software

Benefits Managements System (Includes AMC for 5 years)

701754

4 1

701754

4701754

701754

701754

701754

Data Digitisation

175438

6 1

175438

6 0 0 0 0

Sub-Total (B)

877193

0701754

701754

701754

701754

II Operational Expenditure( C ) Salaried / Contract Staff

Project Manager180000 1

180000

198000

217800

239580

263538

Solution / Application Architect 0 1 0 0 0 0 0

Domain Experts180000 1

180000

198000

217800

239580

263538

Database administrator 0 1 0 0 0 0 0

Support Staff120000 2

240000

264000

290400

319440

351384

Sub-Total ( C)600000

660000

726000

798600

878460

(D) Others

User Training105

26 135710526

710526

355263

355263 0

Change Management350

9 135236842

236842

118421

118421 0


11 20

168421

1

176842

1

185684

2

194968

4

204716

8

Consumables421

1 20842

11884

21928

42974

84102358

Sub-Total (D) 271578

280421

242336

252085

214952



9 1 8 3 7

Total (A+B+C+D)

174426

54

426971

5

395487

3

412495

7

383349

1

Priority Project III - EducationS.no.









(A) Hardware

Servers2000

00 240000

04000

04000

04000

04000

0


0 12521250

002125

002125

002125

002125

00Printers/Scanner/Photocopier

45000 63

2812500 0 0 0 0

Networking and cabling

140351 20

2807018 0 0 0 0

Generator Set2631

6 2052631

6 0 0 0 0


1 0 0 0 0

Sub-Total (A)88111

842525

002525

002525

002525

00(B) Software

Education Management System

7017544 1

7017544

701754

701754

701754

701754


386 117543

86 0 0 0 0

Sub-Total (B)87719

307017

547017

547017

547017

54

IIOperational Expenditure

( C )


Project Manager1800

00 118000

01980

002178

002395

802635


Domain Expert1800

00 354000

05940

006534

007187

407906

14




Support Staff1200

00 560000

06600

007260

007986

008784

60

Sub-Total ( C)13200

001452

0001597

2001756

9201932

612(D) Others

User Training1052

6 45023684

212368

4211184

2111184


789474

789474

394737

394737 0


1 2016842

111768

4211856

8421949

6842047

168

Consumables 4211 20 842118842

19284

29748

41023

58

Sub-Total (D)49263

165014

7373528

6323626

1162149

527

Total (A+B+C+D)23829

4307420

9916080

0866337

2905036

393

Priority Project IV - eHealth

S.no.









(A) Hardware

Servers2000

00 240000

04000

04000

04000

04000

0


0 12521250

002125

002125

002125

002125


45000 63

2812500 0 0 0 0


140351 20

2807018 0 0 0 0

Generator Set2631

6 2052631

6 0 0 0 0


1 0 0 0 0

Sub-Total (A)88111

842525

002525

002525

002525

00(B) Software

Health Management System

7017544 1

7017544

701754

701754

701754

701754

Data Digitisation 1754 1 17543 0 0 0 0



386 86

Sub-Total (B)87719

307017

547017

547017

547017

54


( C )


Project Manager1800

00 118000

01980

002178

002395

802635


Domain Expert1800

00 236000

03960

004356

004791

605270


Support Staff1200

00 448000

05280

005808

006388

807027

68

Sub-Total ( C)10200

001122

0001234

2001357

6201493

382(D) Others

User Training1052

6 45023684

212368

4211184

2111184


789474

789474

394737

394737 0


1 2016842

111768

4211856

8421949

6842047

168

Consumables 4211 20 842118842

19284

29748

41023

58

Sub-Total (D)49263

165014

7373528

6323626

1162149

527


4307090

9915717

0865937

9904597

163

Priority Project V- E-TradeS.no.








I Capital Expenditure

(A) HardwareServers 2000

00 12000

002000

02000

02000

02000

0Personal Computers 1700

0 46375

0 6375 6375 6375 6375Printers/Scanner/ 4500 2 8437 0 0 0 0



Photocopier 0 5Networking and cabling

140351 1

140351 0 0 0 0

Digital Camera 7018 1 7018 0 0 0 0Sub-Total (A) 4954

932637

52637

52637

52637

5(B) Software

Application Development of G2B Portal

3508772

13508

7723508

773508

773508

773508

77Sub-Total (B) 3508

7723508

773508

773508

773508

77II Operational

Expenditure ( C )

Salaried / Contract StaffProject Manager 1800

00 11800

001980

002178

002395

802635

38Web administrator 1200

00 11200

001320

001452

001597

201756

92Solution / Application Architect

0

1 0 0 0 0 0S/w Developer 1200

00 11200

001320

001452

001597

201756

92Support staff 1200

00 22400

002640

002904

003194

403513

84Sub-Total ( C) 6600

007260

007986

008784

609663

06(D) Others

User Training 10526 14

71053

71053

35526

35526 0

Change Management

350914

23684

23684

11842

11842 0

Sub-Total (D) 94737

94737

47368

47368 0

Total (A+B+C+D) 4759002

1197989

1223221

1303081

1343558

Priority Project VI - Employment

S.no.

Item Unit Cost (Cost in Bir









r.)I Capital Expenditure (A) Hardware

Servers200000 1

200000

20000

20000

20000

20000


00 63

106250

0106250

106250

106250

106250

Printers/Scanner/Photocopier450

00 31

140625

0 0 0 0 0

Networking and cabling140351 20

280701

8 0 0 0 0

Generator Set263

16 20526316 0 0 0 0

Digital Camera701

8 20140351 0 0 0 0

Sub-Total (A)

614243

4126250

126250

126250

126250

(B) Software

Employment Management System (Includes AMC for 5 years)

526315

8 1

526315

8526316

526316

526316

526316

Data Digitisation

175438

6 1

175438

6 0 0 0 0

Sub-Total (B)

701754

4526316

526316

526316

526316



180000

198000

217800

239580

263538


Domain Expert180000 2

360000

396000

435600

479160

527076



240000

264000

290400

319440

351384

Sub-Total ( C)780000

858000

943800

103818

0

114199

8



(D) Others

User Training105

26 225

118421

1

118421

1592105

592105 0


9 225394737

394737

197368

197368 0


11 20

168421

1

176842

1

185684

2

194968

4

204716

8

Consumables421

1 20842

11884

21928

42974

84102358

Sub-Total (D)

334736

8

343578

9

273915

8

283664

2

214952

7

5 Total (A+B+C+D)

172873

46

494635

5

433552

4

452738

8

394409

1



Priority Project VII - Transport

S.no.








I Capital Expenditure(A) Hardware

Servers200000 1

200000

20000

20000

20000

20000


00 63

106250

0106250

106250

106250

106250


00 31

140625

0 0 0 0 0


280701

8 0 0 0 0

Generator Set263

16 20526316 0 0 0 0

Digital Camera701

8 20140351 0 0 0 0

Sub-Total (A)

614243

4126250

126250

126250

126250

(B) Software

Transport Information & Management System (Includes AMC for 5 years)

789473

7 1

789473

7789474

789474

789474

789474

Data Digitisation (Includes AMC for 5 years)

175438

6 1

175438

6 0 0 0 0

Sub-Total (B)

964912

3789474

789474

789474

789474



180000

198000

217800

239580

263538





720000

792000

871200

958320

105415



480000

528000

580800

638880

702768

Sub-Total ( C)

138000

0

151800

0

166980

0

183678

0

202045

8(D) Others

User Training105

26 180947368

947368

473684

473684 0


9 180315789

315789

157895

157895 0


11 20

168421

1

176842

1

185684

2

194968

4

204716

8

Consumables421

1 20842

11884

21928

42974

84102358

Sub-Total (D)

303157

9

312000

0

258126

3

267874

7

214952

7

Total (A+B+C+D)

202031

36

555372

4

516678

7

543125

1

508570

9

Priority Project VIII- Tourism

S.no.









Servers200000 1

200000

20000

20000

20000

20000


00 508500

00850

00850

00850

00850

00


00 251125

000 0 0 0 0


2807018 0 0 0 0



Generator Set263

16 205263

16 0 0 0 0

Digital Camera701

8 201403

51 0 0 0 0

Sub-Total (A)5648

684105000

105000

105000

105000

(B) SoftwareTourism Management System (Includes AMC for 5 years)

526315

8 15263

158526316

526316

526316

526316


88 13508

8 0 0 0 0

Sub-Total (B)5298

246526316

526316

526316

526316



180000

198000

217800

239580

263538



360000

396000

435600

479160

527076



240000

264000

290400

319440

351384

Editorial Team - Editor120000 1

120000

132000

145200

159720

175692

Editorial Team - Asst Editors168000 2

336000

369600

406560

447216

491938

Editorial Team - Support144000 2

288000

316800

348480

383328

421661

Sub-Total ( C)1524

000

167640

0

184404

0

202844

4

223128

8(D) Others

User Training105

26 1809473

68947368

473684

473684 0


9 1803157

89315789

157895

157895 0


11 201684

211

176842

1

185684

2

194968

4

204716

8

Consumables421

1 208421

1884

21928

42974

84102358

Sub-Total (D)3031

579

312000

0

258126

3

267874

7

214952

7



Total (A+B+C+D)15502509

542771

6

505661

9

533850

7

501213

1

Priority Project IX - TaxS.no.









Servers200000 2

400000

40000

40000

40000

40000


00 631062

500106250

106250

106250

106250


45000 31

1406250 0 0 0 0


2807018 0 0 0 0

Generator Set263

16 205263

16 0 0 0 0

Digital Camera701

8 201403

51 0 0 0 0

Sub-Total (A)6342

434146250

146250

146250

146250

(B) Software

Tax Management System (Includes AMC for 5 years)

789473

7 17894

737789474

789474

789474

789474

Data Digitisation

245614

0 12456

140 0 0 0 0

Sub-Total (B)10350877

789474

789474

789474

789474



180000

198000

217800

239580

263538



720000

792000

871200

958320

105415

2





480000

528000

580800

638880

702768

Sub-Total ( C)1380

000

151800

0

166980

0

183678

0

202045

8(D) Others

User Training105

26 2251184

211

118421

1592105

592105 0


9 2253947

37394737

197368

197368 0


11 201684

211

176842

1

185684

2

194968

4

204716

8

Consumables421

1 208421

1884

21928

42974

84102358

Sub-Total (D)3347

368

343578

9

273915

8

283664

2

214952

7

Total (A+B+C+D)21420680

588951

3

534468

2

560914

6

510570

9



Priority Project X- eCourt

S.no.








I Capital Expenditure (A) Hardware

Servers200000 1

200000

20000

20000

20000

20000


00 508500

008500

08500

08500

08500


45000 25

1125000 0 0 0 0


2807018 0 0 0 0

Generator Set263

16 205263

16 0 0 0 0

Digital Camera701

8 201403

51 0 0 0 0

Sub-Total (A)5648

6841050

001050

001050

001050

00 (B) Software

eCourts System (Includes AMC for 5 years)

526315

8 15263

1585263

165263

165263

165263

16


88 13508

8 0 0 0 0

Sub-Total (B)5298

2465263

165263

165263

165263

16


( C ) Salaried / Contract Staff


180000

198000

217800

239580

263538



360000

396000

435600

479160

527076



240000

264000

290400

319440

351384

Sub-Total ( C) 7800 8580 9438 1038 1141



00 00 00 180 998(D) Others

User Training105

26 1809473

689473

684736

844736

84 0


9 1803157

893157

891578

951578

95 0


11 201684

2111768

4211856

8421949

6842047

168

Consumables421

1 208421

18842

19284

29748

41023

58

Sub-Total (D)3031

5793120

0002581

2632678

7472149

527

Total (A+B+C+D)14758509

4609316

4156379

4348243

3922841

Priority Project XI - MunicipalitiesS.no.









Servers200000 1

200000

20000

20000

20000

20000


00 63

106250

0106250

106250

106250

106250


00 31

140625

0 0 0 0 0


280701

8 0 0 0 0

Generator Set263

16 20526316 0 0 0 0

Digital Camera701

8 20140351 0 0 0 0

Sub-Total (A)

614243

4126250

126250

126250

126250

(B) Software



Municipalities Management System (Includes AMC for 5 years)

526315

8 1

526315

8526316

526316

526316

526316

Data Digitisation

175438

6 1

175438

6 0 0 0 0

Sub-Total (B)

701754

4526316

526316

526316

526316



180000

198000

217800

239580

263538



360000

396000

435600

479160

527076



720000

792000

871200

958320

105415

2

Sub-Total ( C)

126000

0

138600

0

152460

0

167706

0

184476

6(D) Others

User Training105

26 225

118421

1

118421

1592105

592105 0


9 225394737

394737

197368

197368 0


11 20

168421

1

176842

1

185684

2

194968

4

204716

8

Consumables421

1 20842

11884

21928

42974

84102358

Sub-Total (D)

334736

8

343578

9

273915

8

283664

2

214952

7

Total (A+B+C+D)

177673

46

547435

5

491632

4

516626

8

464685

9

Priority Project XII - Passport and VisaS.no.

Item Unit Cost (Cost in

Quantity/Number of

Year 1 (Cost in Birr.

Year 2 (Cost in Birr






Birr.)

units ) .) .) ) .)


Servers200000 1

200000

20000

20000

20000

20000


00 631062

5001062

50106250

106250

106250


45000 31

1406250 0 0 0 0


2807018 0 0 0 0

Generator Set263

16 205263

16 0 0 0 0

Digital Camera701

8 201403

51 0 0 0 0

Sub-Total (A)6142

4341262

50126250

126250

126250

(B) SoftwarePassport System (Includes AMC for 5 years)

526315

8 15263

1585263

16526316

526316

526316


88 13508

8 0 0 0 0

Sub-Total (B)5298

2465263

16526316

526316

526316


( C ) Salaried / Contract Staff


180000

198000

217800

239580

263538

Solution / Application Architect

180000 1

180000

198000

217800

239580

263538


360000

396000

435600

479160

527076



720000

792000

871200

958320

1054152

Sub-Total ( C)1440

0001584

000

174240

01916

6402108

304(D) Others

User Training105

26 2251184

2111184

211592105

592105 0


9 2253947

373947

37197368

197368 0

Office Maintenance 842 20 1684 1768 185 1949 2047



11 211 421684

2 684 168

Consumables421

1 208421

18842

1928

429748

41023

58

Sub-Total (D)3347

3683435

789

273915

82836

6422149

527

Total (A+B+C+D)16228048

5672355

513412

45405

8484910

397

Channels I- eGovernment PortalS.no.

Item Unit Cost (Cost

in Birr.)

Quantity/

Number of

units

Year 1 (Cost

in Birr.)

Year 2 (Cost

in Birr.)

Year 3

(Cost in

Birr.)

Year 4

(Cost in

Birr.)

Year 5

(Cost in

Birr.)I Capital

Expenditure

(A) HardwareServers 28070

18 2561403

556140

456140

456140

456140

4Sub-Total (A)

5614035

561404

561404

561404

561404

(B) SoftwareDirectory Services

526316 1 526316 17544 17544 17544 17544

Integration services

350877 1 350877 17544 17544 17544 17544

Upgradation costs

175439 1 175439 17544 17544 17544 17544

Content Development

175439

1 175439 17544 17544 17544 17544Sub-Total (B)

1228070 70175 70175 70175 70175

II Operational Expenditure

( C )

Salaried / Contract StaffProject Manager

180000 1 180000

198000

217800

239580

263538

Database administrator

180000

2 36000039600

043560

047916

052707

6



S/w Developer

120000 15

1800000

1980000

2178000

2395800

2635380

Support Staff

120000 5 600000

660000

726000

798600

878460

Sub-Total ( C)

2940000

3234000

3557400

3913140

4304454

(D) OthersUser Training for Portal Management Team of MoCIT - 20 Persons

10526

30 31578933157

934815

836556

638384

4Sub-Total (D) 315789

331579

348158

365566

383844

Total (A+B+C+D)

10097895

4197158

4537137

4910285

5319877

Channels II - Contact CenterS.no.


Birr.)

Quantity/

Number of units

Year 1

(Cost in

Birr.)

Year 2

(Cost in

Birr.)

Year 3

(Cost in

Birr.)

Year 4

(Cost in

Birr.)

Year 5

(Cost in

Birr.)


(A) Hardware

Servers2000

00 24000

00 400004000

0 40000 40000Personal Computers

17000 31

531250 53125

53125 53125 53125

Calling Equipment 1667 315208

3 2604 2604 2604 2604IVRS & Call Routing

66667 1

66667 0 0 0 0


140351 1

140351 0 0 0 0


70183

21930 0 0 0 0

Site Preparation3333

3 13333

3 0 0 0 0

Sub Total (A)1245614 95729

95729 95729 95729

(B) Software



Call Centre Software (eg Clarity) (Includes AMC for 5 years)

1578947

11578

94715789

51578

9515789

515789

5

SubTotal (B)1578

94715789

51578

9515789

515789

5


( C)Salaried / Contract Staff

Project Manager1800

002

360000

396000

435600

479160

527076

HR&Admin Manager

578947

21157

89512736

841401

05315411

5816952

74Call Center Shift Manager

385965

2 771930

849123

934035

1027439

1130182

Call Center Team Leader

315789 10

3157895

3473684

3821053

4203158

4623474

Call Centre Executives

231579 80

18526316

20378947

22416842

24658526

27124379

Support Staff4736

84 41894

73720842

112292

63225218

9527740

84

Sub Total ( C )25868772

28455649

31301214

34431335

37874469

(D) Other Costs

Lease Cost8000

0 18000

0 840008820

0 92610 97241

User Training1052

6 313289

4734539

53626

6438079

839983

8Office Maintenance

84211 1

84211 88421

92842 97484

102358

Consumables (for 3 shifts) 4211 3

12632 13263

13926 14623 15354

Sub Total (D)5057

8953107

95576

3358551

561479

0Total (A+B+C+D)

29199123

29240352

32112471

35270474

38742883

Channels III- Mobile GatewayS.no.


in Birr.

)

Quantity/

Number of units

Year 1

(Cost in

Birr.)

Year 2

(Cost in

Birr.)

Year 3

(Cost in

Birr.)

Year 4

(Cost in

Birr.)

Year 5

(Cost in

Birr.)


(A) Hardware



Servers2807

018 11403

5091543

8602947

372947

372947

37

Sub Total (A)1403509

1543860

294737

294737

294737

(B) Software

WAP Server 3577 1003577

193577

23577

23577

23577

2

Content Converter 3577 1003577

193577

23577

23577

23577

2Application Development

SubTotal (B)7154

397154

47154

47154

47154

4


( C )


Project Manager1800

00 11800

001980

002178

002395

802635

38

IT Architect1800

001

180000

198000

217800

239580

263538

Support Staff/Content Developer

120000

6 720000

792000

871200

958320

1054152

DB Administrator1800

001

180000

198000

217800

239580

263538

S/w Developer1200

006

720000

792000

871200

958320

1054152

Sub Total ( C )1980000

2178000

2395800

2635380

2898918

(D) Other CostsTraining and Awareness of the mobile mananmenegt team of MoCIT

10526 30

315789

331579

348158

365566

383844

Change Management of the mobile mananmenegt team of MoCIT 3509 30

105263

110526

116053

121855

127948

Sub-Total (D)4210

534421

054642

114874

215117

92Total (A+B+C+D)

4520000

4235509

3226291

3489082

3776991

Channels IV- Common Service CenterS.no

Item Unit

Quantity/

Year 1

Year 2

Year 3

Year 4

Year 5



. Cost (Cost in Birr.)

Number of units

(Cost in Birr.)

(Cost in Birr.)

(Cost in Birr.)

(Cost in Birr.)

(Cost in Birr.)


(A) HardwarePersonal Computers

17000 6400

108800000

10880000

10880000

10880000

10880000


45000 6400

288000000 0 0 0 0

Biometric Device (per operator) 667 3200

2133333 0 0 0 0

Smart Card Reader (per operator)

1000 3200

3200000 0 0 0 0

Digital Camera (per operator)

7018 3200

22456140 0 0 0 0

Sub Total (A)42458

947410880

00010880000

10880000

10880000

(B) Software

Billing Software357

7 5 1788622456

142245

61422456

1422456

14Desktop Audit Software

3577 5 17886

2245614

2245614

2245614

2245614

Sub Total (B) 3577244912

284491

22844912

2844912

28


( C )



180000

198000

217800

239580

263538

HR & Admin Manager

578947 1

578947

636842

700526

770579

847637

Finance Manager578947 1

578947

636842

700526

770579

847637

IT Admin526316 1

526316

578947

636842

700526

770579

Site Inspection and Audit Manager

385965 1

385965

424561

467018

513719

565091

CSC Front Staff 42105 3200

134736842

148210526

16303157

917933

473719726

8211

Support Staff 120000 800

96000000

105600000

11616000

012777

600014055

3600



Sub Total ( C)23298

701825628

5719

28191429

131010

572034111

6292(D) Other Costs

Lease Cost - Per CSC office

53333 800

42666667

44800000

47040000

49392000

51861600

User Training - Per CSc operator

3509 3200

11228070

3368421

3368421

3368421

3368421

Office Maintenance - Per CSC office

4211 800

3368421

3536842

3713684

3899368

4094337

Consumables - Per Office

4211 800

3368421

3536842

3713684

3899368

4094337

Sub Total (D)60631

57955242

10557835789

60559158

63418695


384232689

9053

35512130

938603

610641990

6215



Enablers- Capacity Building

S.no.


Birr.)








(A) Hardware

Servers2000

00 11000

001100

002100

02100

02100

0


0 1602720

0002720

002720

002720

002720


45000 20

900000 0 0 0 0


140351 20

2807018 0 0 0 0

Generator Set2631

6 205263

16 0 0 0 0


51 0 0 0 0

Sub-Total (A)7193

6843820

002930

002930

002930

00(B) Software

CBT - Training content development

1578947 1

1578947

52632

52632

52632

52632

Central Knowledge Management Portal

526316 1

526316

52632

52632

52632

52632

SubTotal (B)2105263

105263

105263

105263

105263


( C )

Salaried / Contract StaffBusiness Process Re-engineering Expert

771930 1

771930

849123

934035

1027439

1130182

PPP Expert 771930 1

771930

849123

934035

1027439

1130182

Advanced Technologies Expert

771930 1

771930

849123

934035

1027439

1130182

Software Development Expert

771930 1

771930

849123

934035

1027439

1130182

Trainers 350877 40

Sub Total ( C ) 3087 3396 3736 4109 4520



719 491 140 754 730

(D)Training and Other CostsLeadership Orientation Programme

133333 4

533333

560000

588000

617400

648270

Project Management 3000 41200

01260

01323

01389

21458

6Vendor Management 1667 4 6667 7000 7350 7718 8103SLA Design and Monitoring 1667 4 6667 7000 7350 7718 8103Customer orientation and support 667 4 2667 2800 2940 3087 3241Office Maintenance - Per Training Insititute

84211 20

1684211

1768421

1856842

1949684

2047168

Consumables - Per Training Insititute 4211 20

84211

88421

92842

97484

102358

Sub Total (D)2329754

2446242

2568554

2696982

2831831

Total (A+B+C+D)14716421

6329996

6702958

7204999

7750824

Enablers - Marketing and Awareness

S.no.








(A)Salaried / Contract StaffMarketing Director

771930

17719

308491

239340

351027

4391130

182

Manager - PR4736

841

473684

521053

573158

630474

693521

Marketing/PR Professional

385965

41543

8601698

2461868

0702054

8772260

365Cost of Hiring of a Marketing and PR Agency

385965

1 385965

424561

467018

513719

565091

Sub Total (A )2789474

3068421

3375263

3712789

4084068

(B) Other Costs

Direct Mailers2668

0 123201

563361

643529

723706

213891

52



Billboards3200

0 123840

004032

004233

604445

284667

54Advertisements in Print Media

33696 12

404352

424570

445798

468088

491492

Radio Advertisements

56400 12

676800

710640

746172

783481

822655

Television Advertisements

99000 12

1188000

1247400

1309770

1375259

1444021

Online Marketing6668

0 128001

568401

648821

729262

819725

95

Events6668

0 128001

568401

648821

729262

819725

95Branded Gifts / Paraphanelia

33340 12

400076

420080

441084

463138

486295

Content Development

200000 12

2400000

2520000

2646000

2778300

2917215

Sub Total (B)7373696

7742381

8129500

8535975

8962774

Total (A+B)10163170

10810802

11504763

12248764

13046842

Standards & PoliciesS.no.








(A)Salaried / Contract StaffCIO 8771

93 187719

396491

210614

0411675

441284

298Data & Process Expert

771930 1

771930

849123

934035

1027439

1130182

Technology Expert

771930 1

771930

849123

934035

1027439

1130182

Service Delivery Expert

771930 1

771930

849123

934035

1027439

1130182

Security Expert 771930 1

771930

849123

934035

1027439

1130182

Legal Expert 771930 1

771930

849123

934035

1027439

1130182

Sub-Total ( C) 4736842

5210526

5731579

6304737

6935211

(B) OthersTraining and Awareness of Standard and Poilicies

10526

20 210526

221053

232105

243711

255896



departmentChange Management of Standard and Poilicies department 3509 20 70175 73684 77368 81237

85299

Consumables 4211 1 4211 4421 4642 4874 5118

Sub-Total (D)28491

229915

831411

632982

23463

13

5 Total (A+B)50217

5455096

8460456

9566345

587281

523

Ethiopia - Core projects - EA

S.no.


Birr.)








Servers2000

00 22000

002200

004200

04200

04200

0

Sub-Total (A)2000

002200

004200

04200

04200

0(B) Software

EA Tool3500

00 12150

002150

002150

002150

002150

00Central Knowledge Management Portal

526316 1

526316 0 0 0 0

SubTotal (B)7413

162150

002150

002150

002150

00

IIEA development Expenditure

( C ) Consultant cost

EA Architect 771930 1

771930 0 0 0 0

Team members 771930 3

2315789 0 0 0 0

Trainers 350877 3

1052632

Sub Total ( C )4140351 0 0 0 0

(D)Training and Other CostsSub Total (D) 0 0 0 0 0



Total (A+B+C+D)5081

6674350

002570

002570

002570

00

Ethiopia - Core projects - NIAF

S.no.


Birr.)








Servers + all related H/w4000

000 14000

000 0 0 0 0

Sub-Total (A)4000

000 0 0 0 0(B) Software

Software (all softwares)4200

000 14200

000

SubTotal (B)4200000 0 0 0 0

IISolution development Cost & Maintenance

( C )

Solution development Cost 25262500 1

25262500 0 0 0 0

Maintenance & support500,000

500,000

500000

500000

Sub Total ( C )25262500

500000

500000

500000

500000

(D)Training and Other CostsTraining cost 2000

00 12000

00 0 0 0 0Consumables

4211 301263

16 0 0 0 0

Sub Total (D)3263

16 0 0 0 0

Total (A+B+C+D)33788816

500000

500000

500000

500000

Ethiopia - Core projects - NSEB

S.no.


Birr.



Year 2 (Cost

Year 3 (Cost

Year 4 (Cost

Year 5 (Cost



) ) in Birr.)

in Birr.)

in Birr.)

in Birr.)



000 13000

000 0 0 0 0

Sub-Total (A)3000

000 0 0 0 0(B) Software


000 17450

000

SubTotal (B)7450000 0 0 0 0


( C )

Consultancy & Solution development Cost

9460000 1

9460000 0 0 0 0

Infrastructure set up5590

00 15590

00 0 0 0 0

Sub Total ( C )10019000 0 0 0 0

(D) Training and Other CostsTraining cost 1 0 0 0 0 0Consumables

4211 301263

16 0 0 0 0

Sub Total (D)1263

16 0 0 0 0

Total (A+B+C+D)20595316 0 0 0 0

Ethiopia - Core projects - NPG

S.no.


in Birr.

)








Servers + all related H/w10750000 1

10750000 0 0 0 0

Sub-Total (A)10750000 0 0 0 0

(B) Software




000 16450

000

SubTotal (B)6450000 0 0 0 0


( C )


10750000 1

10750000 0 0 0 0

Maintenance & support 0 0 0 0

Sub Total ( C )10750000 0 0 0 0

(D) Training and Other CostsTraining cost 1 0 0 0 0 0Consumables

4211 301263

16 0 0 0 0

Sub Total (D)1263

16 0 0 0 0

Total (A+B+C+D)28076316 0 0 0 0



Ethiopia - Core projects - NDS

S.no.


in Birr.

)









000 18600

000 0 0 0 0

Sub-Total (A)8600

000 0 0 0 0(B) Software


000 16450

000

SubTotal (B)6450000 0 0 0 0


( C )


21500000 1

21500000 0 0 0 0

Maintenance & support 0 0 0 0

Sub Total ( C )21500000 0 0 0 0

Consumables4211 30

126316 0 0 0 0

Sub Total (D)1263

16 0 0 0 0

Total (A+B+C+D)36676316 0 0 0 0

Common Applications - HRMS

S.no.

Item Unit Cost (Cost in Birr

.)










Servers + all related H/w

280701

8 12807

018 0 0 0 0

Sub-Total (A)2807

018 0 0 0 0(B) Software

Software (all softwares)

701754

4 17017

544

SubTotal (B)7017

544 0 0 0 0


( C )


438596

5 14385

965 0 0 0 0

Infrastructure set up559000 1

559000 0 0 0 0

Sub Total ( C )4944965 0 0 0 0

(D)Training and Other CostsTraining cost

1001052

632

105263

2

105263

2

105263

2

105263

2Consumables 421

1 1004210

53421053

421053

421053

421053

Sub Total (D)1473684

147368

4

147368

4

147368

4

147368

4

Total (A+B+C+D)16243211

147368

4

147368

4

147368

4

147368

4

Common Applications - e-Office

S.no.


.)









018 12807

018 0 0 0 0

Sub-Total (A)2807

018 0 0 0 0



(B) Software


544 17017

544

SubTotal (B)7017

544 0 0 0 0


( C )


4385965 1

4385965 0 0 0 0

Infrastructure set up5590

00 15590

00 0 0 0 0

Sub Total ( C )4944965 0 0 0 0

(D) Training and Other CostsTraining cost

202105

26210526

210526

210526

210526

Consumables4211 10

42105

42105

42105

42105

42105

Sub Total (D)2526

32252632

252632

252632

252632

Total (A+B+C+D)15022158

252632

252632

252632

252632

Common Applications - e-Procurement

S.no.


.)









018 12807

018 0 0 0 0

Sub-Total (A)2807

018 0 0 0 0(B) Software


544 17017

544

SubTotal (B)7017

544 0 0 0 0


( C )


4385965 1

4385965 0 0 0 0

Infrastructure set up 5590 1 5590 0 0 0 0



00 00

Sub Total ( C )4944965 0 0 0 0

(D) Training and Other CostsTraining cost

202105

26210526

210526

210526

210526

Consumables4211 10

42105

42105

42105

42105

42105

Sub Total (D)2526

32252632

252632

252632

252632

Total (A+B+C+D)15022158

252632

252632

252632

252632



Common Applications - Financial Management and Information System

S.no.

Item Unit Cost

(Cost in Birr.)








Upgrdation Costs -Servers + all related H/w 842105 1 842105 0 0 0 0Sub-Total (A) 842105 0 0 0 0

(B) SoftwareSoftware (all softwares) 2105263 1 2105263SubTotal (B) 2105263 0 0 0 0


( C )

Consultancy & Solution development Cost 1315789 1 1315789 0 0 0 0Infrastructure set up 55900 1 55900 0 0 0 0Sub Total ( C ) 1371689 0 0 0 0

(D)

Training and Other CostsTraining cost 0 0 0 0 0 0Consumables 4211 0 0 0 0 0 0Sub Total (D) 0 0 0 0 0

Total (A+B+C+D)

4,319,057.89 0 0 0 0

Ethiopia - Common Applications - Email Management and Information System

S.no.








I Capital Expenditure



(A) Hardware

Servers + all related H/w 2807018 1

280701

8 0 0 0 0

Sub-Total (A)

280701

8 0 0 0 0(B) Software

Software (all softwares) 7017544 1

701754

4

SubTotal (B)

701754

4 0 0 0 0


( C )


4385965 1

438596

5 0 0 0 0

Infrastructure set up 559000 1559000 0 0 0 0

Sub Total ( C )

494496

5 0 0 0 0(D) Training and Other Costs

Training cost 0 0 0 0 0 0Consumables 4211 0 0 0 0 0 0Sub Total (D) 0 0 0 0 0

Total (A+B+C+D)

147695

26 0 0 0 0

ITSG Salary of manpower

S.no.


Birr.)









Manpower costs

1

Solution / application architects

180,000.

00 4

360,000.00

792,000.00

871,200.00

958,320.00

1,054,152.00

2

Database Administrators

180,000.

00 6

540,000.00

1,188,000.00

1,306,800.00

1,437,480.00

1,581,228.00

3

Software Developers

120,000.

00 8

480,000.00

1,056,000.00

1,161,600.00

1,277,760.00

1,405,536.00

4

Web Administrator

120,000.

00 2

120,000.00

264,000.00

290,400.00

319,440.00

351,384.00

Total

1,500,000.00

3,300,000.00

3,630,000

.00

3,993,000.00

4,392,300.00

PMO Staff CostsItem Unit

Cost (Cost

in Birr.)







Manpower costs

Team Leaders

180,000.00 7

1,260,000.00

1,386,000.00

1,524,600.00

1,677,060.00

1,844,766.00

Team Members

120,000.00 10

600,000.00

1,320,000.00

1,452,000.00

1,597,200.00

1,756,920.00

Total

1,860,000.0

0

2,706,000.0

0

2,976,600.0

0

3,274,260.

00

3,601,686.0

0



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