FOR OFFICIAL USE ONLY

GOVERNMENT OF THE
FEDERAL DEMOCRATIC REPUBLIC
OF ETHIOPIA

PROMOTING BASIC SERVICES PROGRAM - PHASE III

PROGRAM OPERATIONAL MANUAL (POM)

December, 2012
 TABLE OF CONTENTS
Page

ABBREVIATIONS AND ACRONYMS ........................................................................... iii-iv

PREFACE ............................................................................................................................................... v

SECTION I- PROGRAM BRIEF OVERVIEW ................................................................................. 1

1.1. Program Development Objective ....................................................................................1
1.2 Program Core Principles .................................................................................................1
1.3 Program Components ......................................................................................................2
1.4 Program Cost & Financing ..............................................................................................4
SECTION II – INSTITUTIONAL & IMPLEMENTATION ARRANGEMENT ..............7
2.1 The Formal Structure of Decentralized Government in Ethiopia ...................................7
2.2 Roles & Responsibilities of Organizations .....................................................................9
2.3 Role of Partners .............................................................................................................11
SECTION III – FINANCIAL MANAGEMENT & DISBURSEMENT ARRANGEMENT ........ 13
3.1 Financial Management Implementing Entities..............................................................13
3.2.. Budgeting ......................................................................................................................13
3.3 Accounting Policies, Systems & Procedures ................................................................14
3.4.. Internal Control & Internal Auditing.............................................................................14
3.5 Funds Flow and Disbursement Arrangements ..............................................................15
3.6 Financial Reporting Arrangements ...............................................................................18
3.7.. Auditing .........................................................................................................................19
3.8 Supervision Plan for Sub-programs ..............................................................................20
3.9 Financial Covenants for sub-programs..........................................................................21
3.10 Governance and Accountability Framework .................................................................22
SECTION IV – PROCUREMENT IMPLEMENTATION ARRANGEMENT ............................ 23
4.1 General ..........................................................................................................................23
4.2 Procurement under Sub-program A ..............................................................................24
4.3 Procurement under Sub-Program B ..............................................................................24
4.4 Procurement Risk Assessment and Risk Mitigation Measures .....................................25
4.5 Procurement Threshold .................................................................................................28
4.6 Procurement Methods....................................................................................................28

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 4.7 Implementation Support for Procurement .....................................................................30
SECTION V – MONITORING & EVALUATION .......................................................................... 31
5.1 Review Mechanisms......................................................................................................31
5.2 Results Monitoring ........................................................................................................36

SECTION VI – ENVIRONMENTAL AND SOCIAL SAFEGUARDS ........................................ 37

ANNEXES ............................................................................................................................................ 37
Annex 1: Result Framework Matrix .............................................................................38
Annex 2: Activities & Cost Breakdown .......................................................................44
Annex 3: Detailed Cost Estimation ..............................................................................64
Annex 4: Annual (First year) Work Program & Budget ..............................................93
Annex 5: Interim Unaudited Financial Report (IFR) format for sub-program A ......111
Annex 6: Interim Unaudited Financial Report (IFR) format for sub-program B
(from MoFED to Donors)..........................................................................120
Annex 7: Interim Unaudited Financial Report (IFR) format for sub-program B
(from Regions & Implementing Entities to MoFED) .................................137
Annex 8: Terms of Reference for Financial Audit for sub-program A & B ..............148
Annex 9: Terms of Reference for Continuous Audit .................................................155
Annex 10: TOR for the Monthly Fianancial Management Meeting ...........................158
Annex 11: Job Description for Senior Accountant .....................................................160
Annex 12: TOR for Procurement Specialist................................................................162
Annex 13: TOR for Impact Assessment Survey on Financial Transparency
and Accountability ...................................................................................164
Annex 14: Terms of Reference for the design of GRM Complaint Handling
Procedural Manual & Guideline................................................................172
Annex 15: Terms of Reference for Study on Capacity Building of the Grievance
Hearing & Redressing System ..................................................................174
Annex 16: TOR for the Purchase of Airtime for Dissimination of Information
on GRM .....................................................................................................177
Annex 17: TOR for the Design GRM Media Tools ....................................................179
Annex 18: TOR for Joint Budget & aid Review (JBAR)............................................181
Annex 19: Terms of Reference for Socio-economic Study ........................................185
Annex 20: Loan/Credit Conditions and Dated Covenant ........................................... 190

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 Annex 21: Procurement Activities ..............................................................................191
ABBREVIATIONS AND ACRONYMS
AfDB African Development Bank
BI Budgetary Institutions
BLT Budget Literacy Training
BoFED Bureau of Finance and Economic Development
CIP Carriage and Insurance Paid
COPCU Channel One Programs Coordinating Unit
CPAR Country Procurement Assessment Report
CQS Consultants Qualification Selection
CSA Central Statistical Agency
CSO Civil Society Organization
DA Designated Account
DfID Department for International Development, UK Government
DP Development Partners
ESAP Ethiopian Social Accountability Program
EFY Ethiopian Fiscal Year
EIO Ethiopian Institute of Ombudsman
EMCP Expenditure Management and Control Program
ERA Ethiopian Road Authority
ETB Ethiopian Birr
EU European Union
FBG Federal Block Grant
FDRE Federal Democratic Republic of Ethiopia
FEACC Federal Ethics and Anti-Corruption Commission
FM Financial Management
FPPPAA Federal Public Procurement & Property Administration Agency
FSP Food Security Program
FTA Financial Transparency and Accountability
FTAPS Financial Transprency and Accountability Perception Survey
FY Fiscal Year
GAD Government Accounts Directorate
GoE Government of Ethiopia
GPN General Procurement Notice
GRM Grievance Redress Mechanism
GTP Growth and Transformation Plan
IAS-FTA Impact Assessment Survey on Financial Transparency & Accountability
IBEX Integrated Budget and Expenditure System
IBRD International Bank for Reconstruction and Development
ICB International Competitive Bidding
IDA International Development Association
IFR Interim Financial Report
IMF International Monetary Fund
INTOSAI International Organization of Suprim Audit Institutions
IT Information Technology
JBAR Joint Budget and Aid Review
JRIS Joint Review and Implementation Support
LG Local Government

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MA Management Agency
M4R Managing For Results
M&E Monitoring and Evaluation
MDG Millennium Development Goal
MDTF Multi-Donor Trust Fund
MEFF Macroeconomic and Fiscal Framework
MoA Ministry of Agriculture
MoE Ministry of Education
MoFED Ministry of Finance and Economic Development
MoH Ministry of Health
MoWE Ministry of Water & Energy
NCB National Competitive Bidding
NGO Non-Governmental Organization
OFAG Office of the Federal Auditor General
ORAG Office of the Regional Auditor General
PBS Promoting Basic Services
PDO Program Development Objective
PEFA Public Expenditure and Financial Accountability
PFM Public Financial Management
PFMC Public Financial Management Committee
PFS Program/Project Financial Statement
POM Program Operational Manual
P-RAMS Procurement Risk Assessment and Management Systems
PSNP Productive Safety Net Program
QCBS Quality & Cost Based Selection
REF Result Enhancement Fund
RPPA Regional Public Procurement Agency
SA Social Accountability
SAFE Sustainability/Accountability/Fiduciary/Effectiveness
SAIP Social Accountability Implementing Partners
SBD Standard Bid Document
SNNPR Southern Nations, Nationalities, and Peoples Region
SOE Statement of Expenditure
SPG Specific Purpose Grant
SPN Specific Procurement Notice
TOR Terms of Reference
TTL Task Team Leader
ULGA Urban Local Government Administration
UNDB United Nations Development Business
UNDP United Nations Development Program
UoM Unit of Measurement
USD United States Dollar
WB World Bank
WMU Welfare Monitoring Unit
WOFED Woreda Office of Finance and Economic Development
ZOFED Zonal Finance & Economc Development

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 PREFACE
The Government of the Federal Democratic Republic of Ethiopia (FDRE) and Development Partners
(DPs) are working together to implement the Promoting Basic Services phase III(PBSIII) program. In line
with this it has been agreed to have a Program Operational Manual (POM) which sets out procedures and
principles that govern the implementation of the program. To this effect, this Program Operational
Manual is prepared

The purpose of the Program Operational Manual (POM) is to provide practical advice, facilitate and
ensure coordinated implementation of the Promoting Basic Services - phase III (PBS III) Program. It is
prepared as a guideline for all those involved in the implementation of the Program. It describes the
Program structure, guidelines and procedures for implementation, work responsibilities and main
functions for all institutions and available inputs and resources to successfully implement the Program in
an efficient and effective manner.

The content of the Manual may be amended during implementation to reflect experience, lessons learned
and any challenges that may arise from evolving circumstances. Any modifications to the Manual will
require prior approval by Federal Ministry of Finance and Development (MOFED) and World Bank.

Section I provides the program Development Objective, and the core principles of the Program
(Promoting Basic Services=PBSIII). This section also provides the program components, costing and
financing.

Section II describes the institutional and implementation arrangement. It describes the formal structure of
Decentralized Government in Ethiopia. The Roles and Responsibilities of Different Organization in
implementing the program is also stated..

Section III presents the financial management and disbursement arrangements for the Program at federal,
regional, and local levels.

Section IV explains the procurement management process, general procurement guidelines for the
Program, and procurement arrangements, including the Program’s procurement implementation plan.

Section V addresses the requirements for reviews, monitoring and evaluation.

Finally, various annexes are attached to the document which includes different formats for financial
reporting and TORs for auditing purposes.

Whenever this Manual is revised or modified, the Channel One Programs Coordinating Unit of the
Federal Ministry of Finance and Economic Development will release the newer version of the manual. To
obtain a copy please contact:

Ministry of Finance and Economic Development

Channel One Programs Coordinating Unit (COPCU)
P.O.Box 1037
Telephone: 251-11-1570590
Fax: 251-11-1572414
Addis Ababa, Ethiopia

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 SECTION I
PRORAM BRIEF OVERVIEW

1.1. Program Development Objective

The PBS objective is to contribute to the higher-level objective of expanding access and
improving the quality of basic services by funding block grants that ensure adequate staffing and
operations, and by strengthening the capacity, transparency, accountability and financial
management of sub-national governments. In such a way, the PBS overall objective is to assist
Ethiopia’s progress towards achieving the MDGs. The program defines basic services as
education, health, agriculture, water supply and sanitation and rural roads.

Progress towards the attainment of the PDO will be assessed through the following Project
Development Objective indicators (further described in Annex 1: Results Framework and
Monitoring):

• Education: Student-teacher Ratio (Grades 5-8) & Proportion of Qualified Primary School
Teachers (by gender and region)
• Health: Ratio of health extension workers to population
• Agriculture: Agricultural extension services beneficiaries
• Water: Reduced non-functioning water supply schemes (by region and urban/rural)
• Rural roads: Roads in fair and good condition
• Transparency: Citizens who are informed about Woreda budget
• Social Accountability: Citizens who report that Woreda officials have actively sought the
views of people in their Kebele on improving quality of basic services
• Financial Management: WoFEDs that have effectively rolled-out IBEX

1.2. Program Core Principles

The Program is based on a set of principles that guide program implementation The core PBS
Principles and their application is described below:

Effectiveness. The Effectiveness principle focuses on how to maintain effective service delivery
with a view to identifying ways to further improve them. Although effectiveness is influenced
by a broad range of issues, the PBS program considers adequate sectoral resource allocation,
balanced intra-sectoral allocation, and results achieved as it reviews the Effectiveness principle.
Under PBS 3, each JRIS will review and update action plans on effectiveness.

Sustainability. The PBS program seeks to ensure that financing of basic services can be
sustained over the long-term even without the PBS Program. When reviewing sustainability, the
PBS program considers financing sources for decentralized basic services, and the unit costs of

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basic service delivery. PBS 3 will also include a study on domestic resource mobilization and the
costs of basic services through the medium- and long-term. This study will then be the basis for
reviews at each May JRIS.

Additionality. The Additionality Principle ensures that government priority to the MDGs are
expressed in medium-term commitments to increase overall financing for the federal block
grants and hence to basic service at sub-national level and that allocated resources for basic
services are flowing in a predictable manner.

Fairness. The Fairness Principle ensures that resource allocations from the federal government
to the regions and from regional governments to woredas are rules-based and transparent, and
that block grant disbursements to the regions as well as from regions to woredas are executed as
planned in budget allocations.

Equity. To review the Equity Principle, PBS will track and assess any discrepancies in access to
basic services among the different regions and woredas and between genders, with a view to
identifying possible interventions to address these discrepancies.

Transparency. A core principle of the PBS program’s contribution to the access and quality of
basic services is to provide stakeholders with more information about resource flows, standards
and results.

Fiduciary Probity. The PBS program relies on a robust fiduciary system reaching from the
federal level through regions to local administrations. It involves numerous mechanisms to
maintain the strength of that system.

Predictability. The predictability principle seeks to ensure mutual accountability by predictable

resource flows for basic service delivery results. Development Partner contributions need to be
based on longer-term commitments, so that agreed disbursements can be made on time.
Likewise, the Government has a responsibility to accurately reflect these DP contributions for
PBS in yearly government budgets. Though this principle should discourage the practice, any
new development partner resources committed after the budget is finalized will be incorporated
into the supplemental budget.

Semi-annual Joint Review and Implementation Support (JRIS) and Joint Budget and Aid Review
(JBAR) missions allow for the Government, including MoFED, sectoral ministries, and regional
authorities, and Development Partners to review performance according to these principles.
Disbursement for the Basic Service Block Grants depends on overall performance according to
these principles.

1.3. Program Components

PBS supports the Government’s commitment to strengthen decentralized service delivery and
enhance local transparency and accountability mechanisms that support those service delivery
objectives. The PBS Program combines (A) a high-volume sub-program that finances recurrent
expenditures for basic services at sub-national levels, (B) a system strengthening sub-program

2
with three components to improve transparency and accountability systems at woreda-level, and
(C) a results enhancement fund to pilot performance-based approaches to remove constraints to
reaching results.

Basic Service Block Grants (Sub-program A – USD 6.2 billion, IDA USD 555 million) finance
recurrent (salaries, operations and maintenance) expenditures in the five basic service sectors
(education, health, agriculture, water and sanitation, and rural roads) at local levels. The Basic
Service Block Grants are disbursed from the federal level to the regions, and from the regions to
the woredas. They are discretionary at the sub-national level, i.e. each woreda decides the
allocation of the grants to the five basic service sectors based on the needs in their woreda. When
these resources are combined with other complementary inputs, they support MDG and GTP
results. The Basic Service Block Grants are based on Core PBS Principles that reflect joint
understandings of how to reach the shared development objectives of improved decentralized
basic service delivery.

Strengthening Local Accountability and Transparency Systems (Sub-program B – USD 114.6

million, IDA USD 40.0 million). Basic Service Block Grants provide resources through
Ethiopia’s decentralized economic governance system to woredas, as the administrative level
responsible for local basic services. While the country’s decentralized, integrated system of
fiduciary, administrative and information governance is robust, the Government and
Development Partners recognize that it can and should continue to be strengthened, particularly
in its implementation in the large number of very diverse woreda administrations throughout
Ethiopia. Sub-program B: Strengthening Local Accountability and Transparency Systems seeks
to maintain and strengthen these systems, with a strategic focus on the woreda-level as the front-
line of administration with responsibility for PBS objectives. The sub-program includes three
interrelated components: (B1) Citizen’s Engagement, (B2) Local Public Financial Management,
and (B3) Managing for Results.

Results Enhancement Fund (Sub-Program C – DFID administered UKLBS 50 million or USD

78.2 million). As an affiliated sub-program supporting innovations to improve basic service and
fiduciary results, the Results Enhancement Fund (REF) will support specific accomplishments
that the Government and Development Partners agree relax constraints to delivering
decentralized basic service results. In a yearly prize for performance according to objective
criteria, the fund will provide resources to the three sub-national administrations that made the
most progress to improve performance. The benchmarks of the fund will be defined based on
the overall principles of equity and learning. As part of the equity principle, to the extent
possible, less developed or emerging regions and woredas should be as or more likely to have
their performance recognized and to receive disbursements from the fund. Further, the fund will
include resources so that the lessons of how specific entities achieve these results will be shared
with others, to promote learning about how those results were achieved

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 Outline of Program Elements
Sub-Program A: Basic Service Block Grants (USD 6.2 billion)

Sub-Program B: Strengthening Local Accountability and Transparency Systems (USD 114.6

million)
Component B1: Citizen’s Engagement (USD 35.0 million)
Sub-component B1a: Financial Transparency and Accountability (FTA)
Sub-component B1b: Social Accountability Program (ESAP)
Sub-component B1c: Support of Grievance Redress Mechanisms (GRM)

Component B2: Local Public Financial Management and Procurement (USD 52.6 million)
Sub-component B2a: Woreda PFM and procurement strengthening
Sub-component B2b: Support for and roll out of IBEX system
Sub-component B2c: Regional training and program support
Sub-component B2d: Support to External Audit & Parliament

Component B3: Managing for Results (USD 27.0 million)

Sub-component B3a: The Results Framework and Monitoring
Sub-component B3b: Strengthening M&E systems
Sub-component B3c: Demand-driven, Collaborative Analytical Works

Sub-Program C: Results Enhancement Fund (USD 78.2 million)

1.4. Program Costs and Financing

Over a five year period, from December 2012 to January 2018, the third phase of the PBS program will
involve USD 6.4 billion of resources. The majority of those resources (USD 6.19 billion) are for Sub-
program A: Basic Service Block Grants, which finances sub-national governments’ recurrent
expenditures for basic services. Significant GOE resources finance this sub-program, with sizeable
contributions from DPs, including IDA. Even with DP contributions of USD 1.53 billion, there is a large
financing gap of USD 1.49 billion for the Basic Service Block grants, particularly in the later program
years. The Government will seek contributions from development partners to fill these gaps.

The projected cost of Sub-program B: Strengthening Local Transparency and Accountability Systems is
USD 193.8 million. For this Sub-component, there is a projected financing gap of USD 22.4 million,
particularly in the Citizens Engagement and Monitoring for Results Components. Given significant
development partner interests in these components, it is likely that these financing gaps will be filled.

4
 Table 1: Project Cost and Financing

Program GOE Financing

Program Components (US$ Millions)
Costs MEFF A Gap* DPs IDA %IDA B Gap

Sub-Program A: Basic Service Block Grants 6,192.9 3,170.8 1,482.9 984.2 555.0 9.0%

Sub-Program B: Strengthening Local Transparency and Accountability Systems

B1: Citizen's Engagement 35.0 - - 8.6 10.0 28.6% 16.4
B2: Local PFM & Procurement 52.6 - - 32.6 20.0 38.0% -
B3: Managing for Results 27.0 - - 12.0 10.0 37.0% 5.0

Sub-Program C: Results Enhancement Fund 78.2 78.2

Unallocated 5.0
Total (US$ Millions) 6,385.7 3,170.8 1,482.9 1,115.6 600.0 9.4% 21.4
* GOE wil l l ikely s eek DP contributions to reduce this ga p for Sub-progra m A. However, GOE ha s commi tted to cover
from its own resources a ny rema ini ng ga ps i n block gra nts beyond DP commitments in a ny given yea r.

Table 2 :Sub-program A Costs and Financing, Year by year

PBS 3 Financing Period
Sub-Program A: Basic Service Block Grants 7/12-6/13 7/13-6/14 7/14-6/15 7/15-6/16 7/16-6/17
EFY05 EFY06 EFY07 EFY08 EFY09 Total
ETB million 17,485 21,332 26,025 29,929 34,418 129,190
US$ million 937 1,089 1,265 1,386 1,516 6,193

Government Contribution (US$ mill) 481 563 658 708 761 3,171
IDA Contribution (US$ mill) 185 185 185 - - 555
Total Other DP Contributions (US$ mill) 258 245 215 133 133 984
Financing Gap (US$ mill)* 14 96 206 545 622 1,483
* GOE wil l l i kel y s eek DP contri buti ons to reduce thi s ga p for Sub-progra m A. However, GOE ha s commi tted to cover
from i ts own res ources a ny rema ini ng ga ps i n bl ock gra nts beyond DP commi tments i n a ny gi ven yea r.

5
 Table 3: Sub-program B Costs and Financing

DP IDA
Total Cost GAP
Contribution Contribution
Sub-program B Totals $ 114,555,491 $ 53,179,691 $ 40,000,000 $ 21,375,800

Component B1: Citizen's Engagement

B1a: Financial Transparency & Accountability $ 12,450,000 $ - $ 9,500,000 $ 2,950,000
B1b: Social Accountability $ 20,500,000 $ 7,037,100 $ - $ 13,462,900
B1c: Grievance Redress Mechanisms $ 2,020,000 $ 1,520,000 $ 500,000 $ -
Total: Component B1 $ 34,970,000 $ 8,557,100 $ 10,000,000 $ 16,412,900

Component B2: Local Public Financial Management

B2a: Woreda PFM & procurement strengthening $ 22,784,817
B2b: IBEX roll-out and support $ 5,420,357
B2c: Regional training & program support $ 19,380,317
B2d: Support to External Audit & Parliament $ 5,000,000
Total: Component B2 $ 52,585,491 $ 32,585,491 $ 20,000,000 $ -

Component B3: Managing For Results

B3a: Results Framework and Monitoring $ 600,000
B3b: Strengthening M&E Systems $ 20,700,000
B3c: Demand-driven, Collaborative Analytic Works $ 5,700,000
Total: Component B3 $ 27,000,000 $ 12,037,100 $ 10,000,000 $ 4,962,900

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 SECTION II

INSTITUTIONAL AND IMPLEMENTATION ARRANGEMENT

2.1. The Formal Structure of Decentralized Government in Ethiopia

The Ethiopian Federal Constitution of 1995 established a four-tier (region, zone, woreda and kebele
administrations) system of government embodying an ambitious vision for a democratic federation of
Regions where core functions were to be devolved to decentralized levels of government which would be
empowered with resources and mandates to make key decisions affecting the lives of their populations.
Accordingly, there are nine regional states ( Tigray, Amhara, Oromia, Southern Nations Nationalities and
Peoples, Benishangul-Gumuz, Gambella, Somali, Afar and Harari ) and two city administrations - Addis
Ababa and Dire-Dawa. The regions are divided into zones, Woredas /urban administrations and kebeles.
The two city administrations of Addis Ababa and Dire-Dawa have different structures and are considered
the equivalent of regions..

The Woredas and urban administrations are considered the key level of local government units in each
region, with significant responsibility for priority basic services. The average woreda population is around
100,000. The local government (LG) landscape follows similar patterns in the different regions. There are
197 LGs (167 rural woredas and 20 urban administrations) in Oromia, 123 (104 rural woredas and 19
urban administrations) in Southern, 116 (104 rural woredas and 12 urban administrations) in Amhara, and
46 (34 rural woredas and 12 urban administrations) in Tigray.

Regional Administration

Zonal Administrations

Urban Administrations Rural Woredas

Kebelle Administrations
Rural settlements Towns (urban
(rural kebelles) kebelles)

Citizens

Each level of governance shown above, except kebeles, has a tripartite structure of: Council / Executive
cabinet / sector bureaus (offices).

7
Zones do not have councils except in Southern and three nationality zones in Amhara. .In most regions in
Ethiopia, zones have become deconcentrated arms of regional government over the past two years1.

Each region has at its apex a regional council, with regional council members directly elected to
represent each woreda. Councils have legislative and executive authority to direct the internal affairs of
levels of structure under their jurisdiction. The administrative functions are executed through regional
bureaus, structured on a sector basis. In each region, a cabinet, under a regional president, performs the
political executive role. The above regions have city proclamations and other local government
legislation, but all are also in the process of updating this to deal with the decentralization situation.

The role of regions and zones in relation to local governments (woredas and urban administrations)
varies from region to region.

Woreda Administrations: The tripartite structure of council, executive committee and sector bureaus is
replicated at the woreda level. Woredas councils consist of directly elected representatives from each
kebele in a woreda. The woreda councils have dual accountability; upward to regional cabinet/council,
and downward to its electorate. Woreda cabinet consists of around a dozen members, drawn from elected
representatives and sector office chiefs.

The main constitutional powers and duties of the woreda council and its executive are:

(i) Preparing and approving the annual woreda development plans and budgets and
monitoring their implementation;
(ii) Collect and use local taxes and levies (principally land use tax, agricultural income tax,
sales taxes, and user fees); remitting a portion of the local tax take to the zone;
(iii) Administering the fiscal resources available to the woreda (own source and transfers);
(iv) Constructing and maintaining low-grade rural tracks, water points, and woreda-level
administrative infrastructure (offices, houses);
(v) Administering primary schools and health institutions;
(vi) Managing agricultural development activities, and protecting natural resources.

Urban Administrations have the same status as woredas. State functions include health, education,
agricultural services; municipal functions include:

(i) Preparation, approval and implementation of development plans

(ii) Assessment and collection of allowable municipal revenues
(iii) Provision of internal roads and bridges
(iv) Provision of markets, slaughter houses, terminals, public gardens, recreational areas,
and other public facilities
(v) Regulation of cleanliness and provision of solid waste, water, sewerage, and drainage
services
(vi) Urban land management and services
(vii) Delivery of miscellaneous services, including fire protection, libraries, public toilets,
street lighting, nursery schools, and ambulance services.

1
The governance structures in the zones vary -- in Southern Nations, zones (and special woredas such as Konso)
elect councils, which form executive committees; in Tigray, Amhara and Oromiya there are no such elected
councils, with the exception of three nationality zones in Amhara. Some sector bureaus have offices at the zonal
level.

8
In addition to the 63 urban administrations, there are 863 municipalities/towns. These municipalities are
under the jurisdiction of woredas and generally carry out municipal functions. It is expected that an
increasing number of municipalities will seek to graduate to become Urban Administrations in the future.

Kebele Administrations: The kebeles (village areas with an average population of 5000) do not enjoy
the same constitutional formality as regions and LGs. kebele administrations again consist of an elected
kebele council (in principle 100 members), a kebele executive committee of 5-7 citizens, and a social
court.

The kebele council and Executive committee’s main responsibilities are:

(i) Preparing an annual kebele development plan;

(ii) Ensuring the collection of land and agricultural income tax;
(iii) Organizing local labor and in-kind contributions to development activities;
(iv) Resolving conflicts within the community through the social courts.

The local government (LG) landscape follows similar patterns in the different regions. Rural woredas and
Urban Local Government Administrations (ULGAs) are the local governments units in each region, with
significant responsibility for priority basic services.

2.2. Roles and Responsibilities of Organizations

Ministry of Finance and Economic Development

The Ministry of Finance and Economic Development is the Implementing Agency for the PBS program,
given its overall responsibility for supporting financial flows from the federal to more decentralized levels
and for ensuring that public financial management systems work smoothly. Within MOFED, the Channel
One Programs Coordinating Unit (COPCU) is responsible for coordinating daily PBS activities across the
basic service ministries, government bodies and sub-national government entities and for ensuring timely
implementation of program activities and satisfactory achievement of program goals and objectives.
MoFED’s responsibilities will also include:
• In line with agreed fiscal transfer formulas, transferring block grants including Sub-Program A
Part A1 resources for basic services to regional governments, ensuring effective financial
management, timely reporting, and compliance with fiduciary requirements;
• Liaising with other implementing agencies and development partners for technical assistance
as may be necessary;
• Monitoring and reporting on expenditure use in targeted PBS sectors including improvements
and results achieved in basic services delivery;
• From the Government’s side, leading and coordinating dialogue during the semi-annual
JBAR/JRIS reviews;
• Ensuring the timely execution of audits;
• Ensuring the timely fulfillment of dated covenants, requirements and agreed actions for the
PBS Program; and
• Supporting an enabling environment for greater transparency and social accountability
regarding public funds and decentralized basic services delivery.
MoFED will collaborate with its directorates to ensure timely implementation of program activities.
MoFED’s Channel One Programs Coordinating Unit (COPCU) will manage the day-to-day implementation

9
of program activities, and report on overall progress with implementation and achievements. Channel One
Programs Coordinating unit currently organized into four sections. These are: PBS section, Procurement
Section, PSNP section and Other Channel One programs section. All sections have a Coordinator and the
necessary professional staff except procurement section. MoFED will assign or recruit a qualified and
experienced Procurement Specialist who can lead and coordinate the procurement activities in COPCU.
At the regional level, Bureaus of Finance and Economic Development (BoFED) will have similar
responsibilities at the regional level as those of MoFED at the Federal level, and in addition their
responsibilities will include:
• Implementing PFM activities
• Receiving financial reports from WoFED, consolidating them and sending to MoFED;
• Mobilizing technical support from other line agencies as needed;
• Reviewing and consolidating progress reports from local governments;
• Contribute to enhancing public financial transparency and social accountability activities at the
regional and woreda levels;
• Implementing FTA activities including the FTA tools, and all other FTA associated activities;
• Overseeing, liaising with, and supporting, woreda administrations’ (WoFEDs) in their efforts
to implement the PFM & FTA activities at the woreda and kebele levels; and
• When the need arises, and subject to the effectiveness and capacity of government and
administrative structures, relevant stakeholders (e.g. community associations) will be used to
support implementation and monitoring use of the FTA tools. Such collaboration could take
the form of contractual agreements with BoFEDs/WoFEDs to deliver particular services, e.g.
training or monitoring.
At local level, the woreda Finance and Economic Development Offices (WoFED) and Urban
Administration Offices of Finance will have similar responsibilities as those of the BoFEDs but at the
local level, and they will also be in charge of:
• Managing and coordinating the day-to-day implementation of PFM & FTA-related activities.
• Undertaking regular M and E and coordination with woreda sector offices;
• Operational tasks such as planning, supervision, and financial management;
• Submitting consolidated monthly reports, including monthly reconciliation of expenditures to
BoFED;
• Reporting on a monthly basis on the actual use of block grants including basic services sub-
program resources at local level, including overall performance in relation to service delivery
targets;
• Enhancing public financial transparency, and collaborating in social accountability initiatives
at local level; and

Regional, Woreda and Kebele Councils

Councils at regional, woreda and kebele levels will review and approve annual development plans and
budgets, participate in period reviews of progress towards budget executions and related improvements in
basic services delivery, facilitate information sharing, and harness greater involvement of citizens in the
planning, budgeting, and management of delivering basic services

10
Office of the Federal Auditor General
Consistent with its constitutional and legal mandate, the Office of the Federal Auditor General (OFAG)
will audit the use of all funds provided via the PBS Program through the government’s public financial
systems. OFAG will also undertake an enhanced continuous audit of regions’ use of funds and the
timeliness and accuracy of reporting. These reports will be conducted in accordance with Government of
Ethiopia audit standards, INTOSAI Auditing Standards and relevant World Bank guidelines.
Federal Public Procurement and Property Administration Agency (FPPPAA)

Consistent with their legal mandates, the Federal Public Procurement & Property Administration Agency
(FPPPAA) will inspect and audit procurement processes of the procuring entities in their areas of
jurisdiction. The FPPPAA will in their reports specifically report on instances where procuring entities
have not followed the procurement rules using PBS funds. The federal PPA will also have project
implementation responsibilities to champion the procurement reform activities including the
responsibility of managing the procurement system strengthening activities and the respective budget as
stipulated in the PAD, POM and procurement plan. The Federal PPPA and Regional PPAs would be
further strengthened.
Other Key Line Ministries and Agencies

Key line ministries and their respective regional sector bureaus and woreda sector offices will provide
guidance and/or technical assistance to support the effective planning, management and delivery of basic
services, and support the implementation of financial transparency and accountability program activities.
These include, inter alia, the Ministries of Education; Agriculture, Water & Energy ; Ethiopian Roads
Authority and Regional/Rural Roads Authorities; and the Central Statistics Authority (CSA).
Responsibilities of regional sector bureaus include (i) providing technical assistance to regional and
woreda sector offices to ensure effective planning, management and monitoring of service delivery,
including collaborating in the implementation of PBS transparency and social accountability activities;
(ii) undertaking periodic reviews of improvements in service delivery; and (iii) facilitating regular public
dissemination of service facility-related information. Local sector offices’ responsibilities are similar to
those of regional sector bureaus.

2.3. Role of Partners

PBS 2 includes 10 other DPs, and PBS 3 is expected to include up to 8 DPs.2 As such, other Development
Partners will continue to play a significant role in supporting the program. To support and strengthen the
ongoing success of the PBS program, DPs established the PBS Secretariat at the outset of PBS 1, the role
of which was further elaborated and formalized at the beginning of PBS 2 in May 2009. The Secretariat is
housed at the Ethiopia World Bank Country Office; its staff costs, operational expenses, and activities are
supported through donor contributions to a Bank-executed MDTF.

Since October 2010, the PBS Secretariat has benefitted from stronger management with a clearer strategic
focus. Through its work, the Secretariat has demonstrated its central role in strengthening the client
orientation of the PBS program as well as building and reinforcing the partnership across DPs and
between DPs and the Client that has been critical the program’s success. Consequently, the PBS Project

2
In addition to IDA, confirmed DPs for PBS 3 are the African Development Bank, DFID, the European Union, and
Italy. Three other agencies have expressed tentative interest, but confirmation must await the approval of new
country strategies.

11
has served as an example of aid and development effectiveness.3 As such, all PBS Donors (led by the
Project’s largest supporters: the World Bank, DFID, the African Development Bank, and the European
Union) have stressed the importance of making the Secretariat a central element of PBS 3 implementation
support and development partner coordination. This same point was made in the review of PBS 1 and 2
commissioned on behalf of all Project donors by the European Union4 as well as other assessments of the
PBS Project.5

The Secretariat’s effectiveness has grown significantly during the course of PBS 2. The Secretariat has
improved donor coordination, harmonization, alignment, and analysis related to the PBS program. In
addition to providing technical assistance to the Client, it also provides the core analytical work behind
the Additionality and Fairness Tests and other analytical pieces to inform the dialogue between DPs and
the Government. Given anticipated needs and changes under PBS 3, the group agreed to three key
objectives for the Secretariat:

a. To sustain and improve all partners’ understanding on the effectiveness, efficiency, and
management of block grant resources. An essential role for the Secretariat is to provide
technical analysis and inputs to inform the application of the program’s Core Principles. This
includes: providing ongoing analytical work to inform the application of the Additionality and
Fairness Tests; sector-level public expenditure analysis; technical work related to the proposed
Reviews for PBS 3; strengthened links across program elements; as well as ongoing customized
training/support on procurement, auditing and financial reporting.

b. To contribute to an improved understanding of the PBS program’s sectoral impact. The

Secretariat will build on and expand its existing efforts to strengthen links to the relevant sector-
specific programs and dialogue fora. Supported with analytic and diagnostic work (e.g., review
of sector performance linked to expenditure analysis), it is expected that, over time, this will
contribute to a stronger appreciation of the specific and differential impacts the PBS program is
having in the five basic service sectors.

c. To provide effective administration and logistical coordination in support of improved

dialogue and supervision. This includes making arrangements for the semi-annual JRIS
missions, pre-JRIS field missions, as well as added events and workshops as necessary.

Through the program trust fund, PBS DPs will ensure that the Secretariat has the necessary financial
resources to fulfill its mandate. The Secretariat will maintain its annual work planning and annual
reporting exercise(s) which provide DPs and the Secretariat management with the tools necessary to
provide oversight of and strategic direction to the Secretariat’s work while remaining flexible and
sensitive to new opportunities and challenges as they arise.

3
The PBS Project was featured at the World Bank’s 2011 Showcase on Aid Effectiveness as well as the Knowledge
and Innovation Space at the 4th High-Level Forum on Aid Effectiveness at Busan, South Korea. Relevant
documents can be found at: www.africa-platform.org (search for “Ethiopia).
4
ECORYS (Stephen Lister et al.), Ethiopia: Multi-Annual Review of PBS Programme – Final Report, 2012.
5
DFID, Understanding VfM in the Protection of Basic Services Programme, 2012.

12
 SECTION III

FINANCIAL MANAGEMENT AND DISBURSEMENT ARRANGEMENT

3.1. Financial Management Implementing Entities

For Sub-program A and B with the exception of Sub-program B1b, MoFED/COPCU will be responsible for
FM. For Sub-program B.1.b. which is Ethiopia Social Accountability Program (ESAP) follows similar
arrangements as depicted under PBS II with the Management agent (MA) selected under PBS II being
responsible for FM. If there is a need to select a new MA, then a new FM assessment will be conducted.
For Sub-Program C - The detailed financial management arrangements including responsibility for FM will
be clarified when the design is completed and Operating Manual is prepared.
3.2. Budgeting
The Ethiopian budget system reflects the fiscal decentralization structure of government. The budget is
processed at federal, regional, zonal (in some regions), Woreda and municipality levels. The federal
budgeting process usually starts by issuing the budget preparation note to the Budgetary Institutions (BIs).
Based on the budget manual, the BIs prepare their budgets in line with the budget ceilings and submit these
to MoFED within six weeks following the budget call. The budgets are reviewed at first by MoFED and
then by the Council of Ministers. The final recommended draft federal budget is sent to parliament in early
June and is expected to be cleared at the latest by the end of the Ethiopian Fiscal Year (EFY). Regional
governments will receive funds of this project along with the government’s portion as Block Grant
subsidies which they will inturn allocate to woredas along with their own resources.
The Government’s chart of account will accommodate expenditures for this program as was the case for
phases I and II of PBS. There is a line item in the Government’s functional classification of budget used by
both MoFED and BoFED when transferring funds. Actual expenditures incurred on the basic services
included in the PBS Program can also be identified to specific account/budget codes/line items in the
Government’s functional classification. For Sub-program B – MOFED (Government Accounts
Directorate/COPCU) will assign or map specific account/budget codes from the government’s chart of
accounts so that expenditures are easily and consistently budgeted and accounted for under these codes.
Government of Ethiopia (GOE) and DPs will agree on the annual budgets and work plans for the sub-
programs for implementation in the year in question.
MoFED, following government budget processes, will budget for activities whose implementation
responsibility lies with MoFED. It will collect inputs from other implementing entities. The annual budget
will be included in the annual budget proclamations of MoFED.
For Budget monitoring aspects, monthly reports are sent from reporting units (Federal BIs) to MoFED
within 15 days from the end of the month. The system also requires monthly reports to be submitted from
zones and WOFEDs to BoFEDs. This report includes budget monitoring-where a budget utilization report is
prepared by each implementing entity to their respective management for activities that are under their
responsibility. This will also continue for PBS 3. In addition, quarterly Interim Financial Reports sent to the
DPs will also incorporate budget monitoring reports where actual performances will be compared with
Budget and explanations will be provided for significant or major variances.

Budget monitoring and control is an area of weakness observed in the current phases of PBS especially
for sub-program C1& D and Sub-program B. There is insufficient level of monitoring budget utilization
at systemic level for project funds. Budget as a management tool should be improved by the project and
that budgetary control should be adopted through regular analysis of variances between actual and

13
budgeted expenditures, both for the current FY and cumulatively for the project life. Variances should be
explained and reported to management for necessary corrective actions.

3.3. Accounting Policies, Systems and Procedures

Accounting for all Sub-programs will be governed by respective government accounting policies and
procedures. The Ethiopian government uses a double entry modified cash basis of accounting since 2002.
The double entry reform has been implemented at the federal level and in regions.
The computerized Integrated Budget and Expenditure (IBEX) accounting system is operational at the
federal level and most regions and continues to be rolled out where absent. In most Woredas where IBEX is
not installed, a manual accounting system is in place.
For Sub-programs B, the Government’s accounting policies and procedures will be used for all except for
Sub-program B1b. The Chart of Accounts will accommodate the expenditures of the activities. MoFED will
assign specific account/budget codes in the government’s functional classifications for this Sub-program’s
activities. MoFED will be the accounting center for expenditures that may be incurred at MoFED level. It
will also consolidate financial reports and budget utilization reports. It will submit IFRs to the Bank. Each
implementing entity will account for expenditures incurred at their entity, retain documentation and submit
financial reports to MoFED for consolidation. For Sub-program B1b, a selected Management Agent will
ensure an appropriate set of accounting arrangements are in place. For Sub-program C- The detail
accounting arrangements will be clarified when the design is completed and Operating Manual is prepared.

COPCU is manned with staff to undertake the financial management functions of the program at Federal
level. A PBS FM team involving about seven staff is currently in place at COPCU. Responsibility and roles
are clearly laid out for the staff. Regional channel one coordinators are recruited to strengthen regional
follow ups. The current FM staffing level at the MoFED/COPCU will not be sufficient to handle the follow
up and accounting and reporting duties and hence agreement is reached to recruit four senior accountant
within four months after effectiveness of the project and these accountants will strengthen COPCU’s
capacity to follow up regions and implementing entities, to prepare reports, to follow up the whole
continuous audit process. There are also accountants at regional/woreda level financed by PBS.

3.4. Internal Control and Internal Auditing

The PBS will use government financial management systems and procedures (except for Sub-program B1b
and Sub-program C). These procedures are expected to be adequate to ensure that satisfactory internal
controls are in place. For Sub-program B1b-A selected Management Agent will ensure an appropriate set
of internal controls are in place which will be written into a governing financial management manual. For
Sub-program C- The detailed internal control arrangements will be clarified when the design is completed
and Operating Manual is prepared.
MoFED and BoFEDs each have Inspection Departments whose mandate includes ensuring good quality of
internal audits at the Ministries at Federal level and Sector bureaus at region level, following up on the audit
recommendations noted by internal audit reports at different Ministries at Federal level and Sector bureaus
at region level, providing training and improving manuals.
Each public body has internal audit units performing post audits on all financial transactions of the entity,
involving an assessment of whether the budget utilization is in line with the intended purposes and it is
envisaged that staff of internal audit in the respective bodies and levels will include internal audit of the
project in their annual program.

Internal audit reforms are being undertaken withthin government particularly at woreda level. In the
meantime, it was agreed to recruit 2 internal auditors at MoFED and 1 internal auditor at BoFEDs of each of
the following regions: i.e. for Tigray, Amhara, SNNPR, Oromia, Benishangul Gumuz, Gambella, Somali,
and Afar. Their primary role is to support the program, and COPCU in following up on audit findings
14
(continuous and financial audit findings, i.e as to whether audit findings are really being addressed by
woredas and regions and others). The recruitment of auditors will be finalized four months after
effectiveness and their ToR will be prepared within one month after effectiveness. Owing to previous
problems relating to cash advances, it is expected that internal audit shall follow up on all advances that are
more than six months old in certifying the existence of the funds and related accountability. Using data of
employees per woreda benefitting from the program, internal audit of woredas shall undertake periodic spot
checks.

3.5. Funds Flow and Disbursement Arrangements

The IDA funds will be channeled to the respective Pooled Designated Accounts (DAs) opened at National
Bank of Ethiopia (NBE) and managed by MoFED as outlined below. Two pooled designated accounts will
be opened, one for Sub-program A and one for Sub-program B (excluding Sub-program B1b). Report based
disbursements using IFRs will be the basis for disbursements to the DAs (i.e., for Sub-program A and Sub-
program B excluding Sub-program B1b). IDA will deposit an initial advance to the DA based on the
MoFED’s application and work program complemented by its cash forecast. MoFED will use the DA to
finance eligible expenditures under the project in both foreign and local currencies, and then claim for
replenishment of the DA. MoFED may also use the other disbursement methods i.e, reimbursement, direct
payments and special commitment as appropriate.
Sub-program A: Basic Service Block Grants
After the initial advance, for both IDA and MDTF funds, the Government will in each quarter submit a
Withdrawal Application along with Interim (Unaudited) Financial Reports (IFRs) that is prepared on the
basis of expenditures (not transfers).
Sub-program A finances recurrent expenditures (salaries and operating costs) in the existing five basic
service sectors, namely education, health, agriculture, water, and rural roads at local levels. IDA and DP
funds are combined with Government’s own resources and distributed to regional and local governments
through Federal Block Grant transfers. As with PBS II, sub-national delivery of basic services would
constitute “the Program” with two financing modalities: (i) only recurrent expenditures (salaries, operations
and maintenance) in these service sectors will be eligible for financing from pooled PBS donor and
Government own-revenue sources, and (ii) sub-national capital expenditures in the basic service sectors
would be financed exclusively from Government sources. Thus, pooled PBS donor funding will only
finance recurrent expenditures in the basic service sectors, while Government own revenues will finance
both recurrent as well as capital expenditures (in the basic service sectors), with both types of funding going
down to sub-national governments via the block grants. Reporting on expenditures for PBS 3 will only be
for the recurrent expenditures as there will not be Local investment Grants/capital expenditures (which is
different from the previous phases of PBS). The eligible expenditures shall be indicated in the Financing
agreements.
The following chart illustrates the funds flow for Sub-program A. As described above, Sub-program A will
follow the report-based method of disbursement using a designated account.

15
 DPs

MDTF for Sub-

IDA program A
Quarterly Cash transfer based on six month cash
flow forecast along with IFRs

USD Sub-program A Designated

Account
At the discretion of MoFED

Treasury at
MoFED

Monthly Cash transfer through the Treasury as block grant to

regions

BoFED
Monthly Cash transfer through the Treasury as block grant to
Woredas

WOFED Fund flow

Report flow

MoFED will open a Pooled Designated Account for Sub-program A denominated in US Dollars in the
National Bank of Ethiopia on terms and conditions acceptable to IDA. Funds from the IDA and MDTF will
flow into this Designated Pooled Account and from this USD account will they will flow to the treasury
account maintained in ETB. MoFED will manage the USD and the treasury accounts.
The treasury in ETB will disburse and finance all eligible project expenditures at the respective offices
involved in the project. MoFED will transfer funds to other implementing agencies (Regions and Woredas)
from the treasury as part of the block grant to regions. The authorized amount of the Designated Account
will be forecast expenditures for the next 6 months.
As the project will use report based disbursement, Funds will be advanced into the Pooled Designated
Account based on forecasts of expenditures. Funds of the project co-mingled with treasury funds will be
disbursed to BoFEDs from MoFED on a monthly basis based on cash flow plans and the Block grant
formulas. In the same manner, BoFEDs will transfer to WOFEDs on a monthly basis to finance eligible
expenditures. Each quarter, MoFED will prepare the IFRs for expenditures incurred at all levels based on a
format agreed with the Bank. The IFRs will be submitted to the Bank along with the authorized withdrawal
application based on a projected cash flow needs. Assurance that the funds to Woredas are appropriately
used for the intended purposes will be sought from the continuous audits, OFAG/ORAGs regular annual
audits and Bank supervision. The Bank will retain its standard remedies for suspension, cancellation and
refund. Also, the usual remedies for ineligible expenditures will apply to any misuse of funds.

16
Sub-program B6
After the initial advance into the sub-program’s Designated Account (for Sub-program B) MoFED will
submit to the Bank on a quarterly basis a Withdrawal Application and an IFR prepared for actual
expenditures that includes cash forecast required for the next six months. The initial advance will be the
equivalent of six months budget/forecast.
The Bank in its own capacity and on behalf of other DPs for Bank-administered Multi-donor Trust Funds
(MDTFs) will then deposit a share of financing to a Designated Pooled USD Account that GOE has
designated for that purpose in the National Bank of Ethiopia.
MoFED will then draw resources from this designated account to its pooled local currency bank account.
MoFED will use the funds for activities under its control and disburse as appropriate to federal level
implementers (like CSA, OFAG, etc) and BoFEDs. BoFED will then disburse to regional implementing
entities (like Woredas, ORAGs, etc) for the project purposes.The following chart illustrates the funds flow
system:

DPs

IDA MDTF for Sub-program B

(excluding B1b)

USD Sub-program B Designated

Account

Local currency bank account at MoFED

BoFED OFAG Parliament Other federal level

implementing
entities

WOFED ORAG
Fund flow

Report flow

The project will follow advances method using designated accounts as above. It can also follow one or a
combination of the reimbursement, direct payment, and Special Commitment methods.

6
This is excluding Sub-program B1b (which is Ethiopia Social Accountability Program (ESAP) being managed by a
Management Agent).
17
For Sub-program B1b-ESAP
The FM Manual will reflect the respective fund flow arrangements. The following chart illustrates the
funds flow system for Sub-program B1b:

DPs

MDTF

MA
Fund flow

Report flow
CSO

For Sub-program C-Result Enhancement Fund:

The detailed fund flow arrangements will be clarified when the design is completed and Operating
Manual is prepared.

3.6. Financial Reporting Arrangements

MoFED will submit two quarterly consolidated unaudited interim financial report (IFR) prepared on the
basis of actual expenditures one for Sub-program A within 90 days of end of the quarter and one for Sub-
program B (excluding sub-program B1b, which is ESAP) within 75 days of end of the quarter. The
formats of these IFRs were agreed at Negotiations and will be produced from the existing government
accounting system. At minimum the respective IFRs for each sub-program will include the following:
The IFR will include: (a) a Statement of sources and uses of funds, opening and closing balances for the
quarter and cumulative; (b) Statement of uses of funds that shows actual expenditures. These are
appropriately classified by main project activities (categories, components and sub-components). They
will also include an actual versus budget comparisons for the quarter and cumulative; (c) a Statement of
cash forecast/ requirement- for six months (d) Notes and explanations (e) a statement on the movement of
project’s Designated Account including opening and closing balances and the movements (inflows and
outflows). (f) Other supporting schedules and documents as needed. It is also expected that quarterly IFRs
shall also contain narration of status of implementation of big issues noted in previous fiscal year
management letters. While good improvements were observed in delivering IFRs on time, a lot of effort
is needed to improve on the quality of the submitted IFRs. The annual financial statements will include
among other issues similar format as the quarterly reports. The annual financial statements do not need to
include Statement of cash forecast. It is expected that woredas and regions shall prepare their reports for
consolidation from updated ledgers maintained at such levels. Heads of WOFEDs and BOFEDs sign off
on monthly reports being submitted for consolidation.
18
Sub-program A
For Sub-program A BSG, PBS donor funding would only finance recurrent expenditures in the basic
service sectors, while Government own revenues would finance both recurrent and capital expenditures
(in the basic service sectors), with both types of funding going down to sub-national governments via the
block grants. The eligible expenditures would include salary and other recurrent/operating costs.

Sub-program B (excluding B1b)

CSA, OFAG and other federal level implementing agency will submit monthly financial reports to
MoFED based on government reporting forms and deadlines. BoFED in respect of its own and the reports
of WOFED, ORAG and other regional implementing agency will submit monthly/quarterly financial
reports to MoFED based on government reporting forms and deadlines. The COPCU within MoFED will
consolidate the reports received with expenditures at MoFED level and will produce the IFR for Sub-
program B and submit it to the Bank and DPs.
Component B1b- ESAP- by a Management Agent
The Management Agent of the ESAP will prepare and submit an IFR 45 days from the end of the quarter.
The IFR will include all contents outlined above at minimum.
Sub-program C – Results Enhancement Fund
The detailed reporting arrangements will be clarified when the design is completed and Operating Manual
is prepared.

3.7. Auditing
MoFED will be responsible for having the financial statements audited annually and submitting the audit
report (audited annual project financial statements and Management letter). Annual audited financial
statements of this project will be submitted to the World Bank and other DPs within six months of the
end of the government fiscal year (one audit report for all sub-programs excluding Sub-program B1b).
The audit will be carried out by an auditor7 acceptable to the Bank. All Audit ToRs were agreed at
Negotiation. The auditors will be appointed within six months of effectiveness. The auditor will express
an opinion on the project financial statements.. The auditor will also issue a Management letter
highlighting internal control, compliance and other weaknesses. OFAG and ORAGs will receive funds
under Sub-program B. The management letter should clearly state the observed issues, amount involved,
what the possible risk could be, client response to the issues and conclude with a clear recommendation to
be undertaken. The external auditor to be assigned for the whole PBS will audit the activities of recipients
including OFAG and ORAGs. If OFAG is the auditor of PBS then, measures will be taken to select an
independent auditor to audit the sub component being implemented by OFAG.

There will be continuous (interim) audit arrangements for Sub-program A which will be continued by
OFAG. The TOR will include primarily the following issues:-incorporate (i) the need for robust sampling
techniques; (ii) examination of systems and controls; (iii) testing of a sample financial transactions
selected on the basis of the auditor’s evaluation of internal controls; (iv) ensure that funds are reaching

7 According to the Ethiopian Constitution, the Office of the Federal Auditor General (OFAG) is responsible for auditing all the financial transactions of the federal government as
well as subsidies to the regions. OFAG has regional offices. Each of the regions has a Regional Auditor General, who is responsible for the audit of government financial
transactions in the region

19
woredas on a timely manner; (v) based on data submitted by MOFED, stating the woredas, the number of
employees and total wage bill per woreda, verifications of existence of the woreda level employees for
which salaries is being financed by PBS and that the services financed by the program are indeed being
provided; and (vi) provide an opinion as to whether funds are being used for the intended purposes.
Reports (summary of findings) of this continuous audit will be submitted, on a quarterly basis, to IDA and
DPs within 60 days of the end of the quarter. The auditor will use, among other tools, the results of the
continuous (interim) audit in forming an opinion on the Project Financial Statements. The auditor will
plan and perform the continuous (interim) audit in such a manner that it will add value and reduce the
time it takes to produce the final Audit report. There will be adequate mechanisms to follow up on the
findings of the continuous audit reports by the government by the Bank and other DPs. Continuous Audit
ToRs were agreed at negotiation. In as far as coverage is concerned, it is expected that the auditor will
strive to audit a minimum of 32 percent of expenditures for the first year and a higher percentage for the
later years.
Owing to lack of sustained actions taken on previous fiscal year management letters, and low coverage on
woredas and regions audited annually, MOFED shall share with the donor a progress report of actions
undertaken on previous annual management letters six months after each fiscal year. Further, MOFED is
also expected to form own teams that shall follow up on the implementation of recommendations in
collaboration with Regional channel-one coordinators.
For Sub-program B1b-ESAP- The Management agent will be responsible for the audit and will have the
financial statements of ESAP audited annually and submitting the audit report (audited annual project
financial statements and Management letter). Annual audited financial statements of this project will be
submitted to the World Bank and other DPs within six months of the end of the fiscal year of the
Management Agent. Audit ToRs will be agreed when agreement is signed with the Management agent.
For Sub-program C – the detailed audit arrangements will be clarified when the design is completed and
Operating Manual is prepared.

3.8. Supervision Plan for Sub-programs

As the overall FM risk rating of the program is substantial and that the program is implemented by all the
regions and Woredas, supervision of project financial management will be undertaken more than twice a
year. The supervision will review the projects financial management systems including but not limited to
operation of designated account, evaluating quality of budgets, project financial management reports,
assessing relevance of financial management manual, statements of expenditures, internal controls,
reporting and follow up of audit and mission findings. The review will also conduct random reviews of
financial statements, compliance with covenants. The financial management supervision will be
conducted by IDA’s financial management specialist staff and at times assisted by consultants. At each
time of supervision, the projects financial management risks of the project will be assessed and influence
the frequency of supervision. There will be a comprehensive supervision in each year, which shall be
conducted before a JRIS. To enhance such supervision, it is expected that MOFED and DPs will
periodically send out teams to check on key issues pertaining to financial management. The supervision
may also be performed jointly with other donors. Such efforts will be further supplemented by periodic in
depth reviews to be undertaken once every year. Based on supervision result, the risk will be re-assessed
and the frequency of supervision recalibrated.
In addition to the above, the progress of the FM will be monitored on a regular basis. For this purpose an
FM task force team is established at MoFED level to follow up on the progress of the FM tasks. The TOR
for the team is attached to this POM. The Joint Review and Implementation Support (JRIS) and the Joint
Budget and Aid Review (JBAR) which are conducted every six months are tools to monitor the overall
performance of the program. The field-based Supervision Missions which are conducted ahead of every
JRIS meeting are very instrumental in monitoring and evaluating the program.

20
 Table 4
FINANCIAL MANAGEMENT ACTION PLAN
Actions Responsibility Completed by
Staffing
Recruitment of financial staff at: MoFED/Regions Within 4 months after
• MoFED- COPCU – four senior accountants effectiveness
• MoFED- COPCU – 2 internal auditors MoFED
• BoFEDs- one internal auditor at BoFEDs for each of the
following regions: i.e. for Tigray, Amhara, SNNPR,
Oromia, Benshangul Gumuz, Gambella, Somali, and Afar
Staff Training
Training on budget monitoring, accounting and internal MoFED Ongoing
controls regulations and practices will be conducted
Chart of Account (Budget Code) mapping
For Sub-program B activities – Government Accounts MOFED – COPCU Within 2 months of
directorate will work with COPCU to assign specific account/ and GAD effectiveness
budget codes from the Government’s chart of accounts so that
expenditures are easily and consistently budgeted and
accounted for under these codes
Internal Audit
Internal Audit at MoFED and Regions will review if audit MoFED Ongoing
findings are being addressed
Interim Financial Reports
-Training on IFR preparation will be conducted to regions MoFED/ COPCU Ongoing
Audit Arrangements
- The auditors will be appointed within 6 months of - MoFED/ OFAG - Within 6 months after
effectiveness. effectiveness
-Strengthen MoFED and Regions on review & follow up of -MoFED -Ongoing
audit findings

3.9. Financial Covenants for Sub-programs

For MoFED-

IFR-For Sub-program A, being implemented through MoFED, IFRs will be prepared on a
quarterly basis, and will be submitted to the Bank and other DPs within 90 days after the end
of each quarter. For Sub-program B being implemented through MoFED, IFRs will be
prepared on a quarterly basis, and will be submitted to the Bank and other DPs within 75 days
after the end of each quarter.

Audit-An Annual audited financial statements to be submitted to the Bank and other DPs
within six months after the end of the government fiscal year. For Sub-program A, OFAG
will audit, on a continuous basis, samples of regions and Woredas that have received funds
under the program to ensure that funds are used or the purposes intended. MoFED will cause
OFAG to audit these regions and Woredas on a quarterly basis and provide the Bank with
quarterly summaries, of audit findings within 60 days of the end of each quarter

A progress report on actions taken on previous management letter six months after the due
date of the audit report, which will be shared with the project auditors to vet or check during
their annual audit.

21
 For a Management Agent-

For Sub-program B1b being implemented through a management agent, the IFR will be
prepared on a quarterly basis, and will be submitted to the Bank and other DPs within 45 days
after the end of each quarter.

Audit-A Annual audited financial statements to be submitted to the Bank and other DPs
within six months after the end of the fiscal year of the Management Agent

3.10. Governance and Accountability Framework

Measures to tackle fraud and accountability aspects within the program, should they arise will follow
GOE systems set up to fight the scourge. The GOE established the Federal Ethics and Anti-corruption
Commission of Ethiopia (FEACC) in May 2001 to tackle corruption and impropriety before it becomes
rampant and widespread. Its objectives are (a) to strive to create an aware society where corruption will
not be condoned (b) in cooperation with relevant bodies, to prevent corruption offences and other
improprieties (c) expose, investigate and prosecute corruption offences and improprieties. MoFED and
most of public bodies have an Anti-corruption Officers who have the responsibility of acting on suspected
incidents of fraud, waste, or misuse of project resources or property. Employees of the ministry are
advised to raise any governance and anti-corruption concerns with this officer as part of the programs
complaint handling mechanism. It is divided into five departments some of which are responsible for
investigation and corruption prevention. FEACC has also established offices at regional level to receive
complaints from citizens. Whistle blowers can present their complaints about alleged corruption offences,
ethical infringements and improprieties in person, on telephone, through e-mail, on fax and through post
office. Their identity can be withheld upon request.
Recently, GOE has passed the “Whistle Blowers and Witness Protection” Proclamation. Measures
included within the operation to address GAC issues include: (A) a Citizens Engagement Component B1
that includes a large nationwide effort to promote greater financial transparency and accountability(FTA),
a complementary Social Accountability sub-component to promote opportunities for civil society to
interact with the more transparent information which the Government has begun to make available, and a
new initiative to strengthen the system of independent Grievance Redress Mechanisms (GRM); (B) a
Public Financial Management component B2 specifically designed to strengthen the formal PFM systems
within woredas, (C) the Managing for Results component (B3) which seeks to improve the quality of
results data so that decision makers and citizens at all levels are able to see whether public finances are
delivering promised results; and (D) a strong set of quarterly financial reporting requirements and yearly
audits which will include performance related aspects. Beyond these efforts formally built into program
design, as part of implementation support, regional staff and citizens will be encouraged to report any
cases of suspected fraud and corruption to resident Federal Ethics and Anti-corruption Commission.
The program will make use of website and other communication channels(notice Boards at the project
website, press releases, notice boards and public meetings) to disclose information regarding the project.
All forms of communication will also display channels available to the public to make enquiries and to
file complaints.

22
 SECTION IV
PROCUREMENT IMPLEMENTATION ARRANGEMENT

4.1. General
Procurement under the program to be financed through pooled funding by IDA and development partners
as well as procurements using Trust Funds administered by the Bank would be carried out in accordance
with: (i) "Guidelines: Procurement of Goods, Works, and non-Consulting Services Under IBRD Loans
and IDA Credits & Grants by World Bank Borrowers" dated January 2011; (ii) "Guidelines: Selection
and Employment of Consultants Under IBRD Loans and IDA Credits & Grants by World Bank
Borrowers" dated January 2011; (iii) “Guidelines on Preventing and Combating Fraud and Corruption in
Projects Financed by IBRD Loans and IDA Credits and Grants” dated October 15, 2006; (iv) introduction
of Exceptions to National Competitive Bidding Procedures; and (v) the provisions stipulated in the Legal
Agreements.
A Procurement Plan acceptable to the Bank covering at least the first eighteen months shall be prepared
prior to Credit Negotiations. For each contract to be financed by the Credit, the different procurement
methods or consultant selection methods, the need for prequalification, estimated costs, prior review
requirements, and time frame would be agreed between the Borrower and IDA WB task team in the
Procurement Plan. The Procurement Plan would be updated at least annually or as required to reflect the
actual project implementation needs and improvements in institutional capacity.

A General Procurement Notice (GPN) will be prepared and published in United Nations Development
Business (UNDB), on the Bank’s external website and in at least one national newspaper after the project
is approved by the Bank Board, and/or before Project effectiveness. Specific Procurement Notices for all
goods and works to be procured under International Competitive Bidding (ICB) and Expressions of
Interest for all consulting services to cost the equivalent of USD 200,000 and above would also be
published in the United Nations Development Business (UNDB), Bank’s external website and the
national press.

Most of the agencies handling procurement under the second phase of the Protection of Basic Services
program (PBS II), namely: COPCU, CSA and MoWE will continue with the same responsibility under
this phase of the program (PBS 3). Ministry of Agriculture is a new implementing agency added to
undertake procurement activities for the PBS 3. The different assessments done so far, including the
CPAR 2010, show that procurement capacity is weak. Procurement implementation suffers due to lack of
commitment and recognition of public procurement as a strategic function to achieve developmental
objectives. As is the case across the civil service, support for procurement including the incentive
structure is sufficiently weak that implementing agencies fail to attract and retain proficient procurement
experts, and procurement units lack the necessary facilities and working documents to enable them to
carryout procurement efficiently and effectively. The Independent Procurement Audit of PBS II proved
that the implementing agencies of the PBS program are also victims of the systemic constraints existing
in the country procurement environment.

A number of procurement packages are envisaged to be undertaken under PBS 3 by different

Implementing Agencies. The following paragraphs indicate expected procurement activities under the
different project components.

23
4.2. Procurement under Sub-program A
This sub-component of the program would assist in financing of the delivery of basic services by woredas
through regional block grants. All resource under this subcomponent is to be spent on recurrent and
operational expenditure, and no procurement is considered to be undertaken with the resource allocated
under this sub component.

4.3. Procurement under Sub-program B

Procurement under Subcomponent B1a and B1c: Citizen’s Engagement. Procurement under
subcomponent B1a includes procurement of Billboards and Suggestion Boxes which will be procured by
the regional BoFEDs through a shopping procedure. The subcomponent also involves employment of
consultants to undertake Impact Assessment Survey on FTA and assignment to develop FTA Templates
which will be procured by COPCU in collaboration with the user work unit, EMCP. EMCP will take
responsibility of preparing TORs for consultancy services as well as assigning technical persons for
technical evaluations. Consultancy contract management will also be under the responsibility of EMCP.
Similarly, there are limited procurement activities under subcomponent B1c related with consultancy
assignment to produce Grievance Handling Procedures and manuals.

Procurement under Subcomponent B1b: Social Accountability: This sub component will be managed
by a management agency, and when there are procurements undertaken by the agency the Bank’s
Guidelines mentioned in Paragraph 1 above will apply. Procurement may involve procurement of
individual consultants who will provide services in the area of Training, Regional Coordination and
facilitation and M& E tasks. This subcomponent will also involve implementation of sub projects through
Civil Society Organizations or a partnership of organizations. Implementation activities through CSOs
will be governed by article 3.19 of the Procurement Guideline. The procurement procedures and project
activities to be carried out by the CSOs will be detailed in a Manual which would be approved by the
bank and made public by Management Agent.

Procurement under Component B2: Local Public Financial Management and Procurement:
Procurement under Subcomponent B2 includes procurement of IT Equipment and facilities to strengthen
woreda Public Finance Accountability activities and IT Equipment to continue IBEX Rollout. It will also
involve procurement of non consultancy service to connect woredas, zones, regional sector bureaus and
federal bodies to the woredanet. There are also consultancy services for study of woreda procurement
system review and study for procurement certification training. FPPA will be responsible to implement
the woreda procurement support component, and will prepare required TORs and assign technical person
that work in close collaboration with COPCU during procurement activities. COPCU will assume the
overall procurement responsibility for this component.

Procurement under Component B3 Managing for Results. Procurement under this subcomponent
mainly involves consulting services to be carried out at COPCU, CSA, MOWE and MOA. There are also
various procurements of Goods including IT Hardware and Software for strengthening and building
organizational infrastructure for M&E systems which will be procured either through International
Competitive Bidding or National Competitive Bidding procedures to be agreed in the respective
procurement plans. There are also various studies in the areas of effectiveness and equity in access for
basic service, basic Service Staff tracking Study, study on innovative mechanism of effective service
delivery, sustainability studies, and various surveys including facility survey, satisfaction survey etc.

24
4.4. Procurement Risk Assessment and Risk Mitigation Measures
As part of the project preparation, the World Bank Procurement Specialists have undertaken procurement
risk assessment of the key implementing agencies of the program. Accordingly, the procurement capacity
of COPCU, CSA, MOWE and MOA has been assessed based on the criteria stipulated in the Procurement
Risk Assessment and Management Systems (P-RAMS). According to the assessment, despite the high
volume procurement activities entrusted to them, COPCU, CSA, MOWE and MOA have capacity
problems related to procurement and contract management.

COPCU has a procurement unit specially set up to deal with procurement activities of PBS II. The unit is
responsible to handle procurement on behalf of other beneficiary agencies outside of MoFED and user
departments within MoFED. The unit has gained experience on goods procurement but still needs further
strengthening since a number of weaknesses were observed during PBS II implementation. The COPCU
procurement unit needs to have sufficient, motivated, trained and experienced procurement specialists to
do the job in an organized manner. The unit also needs an officially designated leader to properly
coordinate and implement procurement activities. COPCU need to attract and retain qualified
procurement specialists. There are challenges to properly execute procurement activities throughout the
cycle starting from procurement planning, preparation of bidding document, evaluation to contract
administration. Procurement plan is not used as a tool to which activities are adhered and with which
activities are monitored. Bidding documents are not initiated and prepared timely as per the procurement
plan and the quality of bidding documents are not of satisfactory quality, usually necessitating extensive
revisions. Evaluations are mostly inordinately delayed and obtaining contract award decision before
expiry of the original period of bid validity has not been achieved in the past. Contract management is a
challenge in COPCU as there is lack of clarity of where contract management responsibilities lie. Overall
COPCU’s procurement unit needs strengthening in staffing, organization and accountability mechanisms
if it is to deliver results for PBS 3.

CSA will implement elements of subcomponent B3 which involves a range of consulting services.
Though the agency is gaining some experience under the PBS II program, it still has only limited
procurement capacity. The agency suffers from lack of qualified procurement experts, lack of
procurement manual, lack of expertise in defining evaluation criteria and applying them in the evaluation
of proposals, lack of proper documentation and record keeping, lack of skills to formulate realistic
procurement plans, lack of capacity for contract management, etc.

The Ministry of Water and Energy will implement water sector related monitoring and evaluation
activities under subcomponent B3. Experience under PBS II shows that procurement in the MOWE didn’t
take off for a very long period of time due to lack of coordination between MOFED and MOWE as well
as capacity limitations. Procurement under subcomponent B3, for which the water sector is beneficiary,
is planned to be implemented under the Water Supply and Sanitation Program Procurement Management
Unit of MOWE which has procurement experts having broader experience in donor funded projects.
Nevertheless the unit is not insulated from the generic capacity problem existing across the nation like
staff turnover, lack of accountability, etc. and procurement risk remains high at MOWE also.
Procurements assigned for MOWE include procurement of IT Equipment and Consultancy services
required for strengthening the MIS system, facility surveys, and system assessments for the water sector.

The Ministry of Agriculture, as a newly identified agency to undertake procurement under PBS 3, will
implement agricultural sector related monitoring and evaluation activities under subcomponent B3. The
procurement capacity assessment of the agency shows that procurement under the ministry is organized as
a “case team” with a staff plan of 18 senior and junior procurement experts. However, the unit is currently
staffed with only 7 junior procurement experts with no more than two years of working experience and no
training on donor funded procurement procedures including that of the World Bank. Though the unit is
tasked to handle procurement activities of donor funded projects, all those projects are supported by
25
procurement experts recruited by the financers, and administered in the respective project offices. As a
result procurement experts in the unit did not gain exposure and experience out of those procurement
activities. It is also learned that the unit and the procurement experts do not have much experience in
handling procurement of consulting services which is one of the dominant activity envisaged under the
PBS 3. Considering the limitation in staff experience, lack of proper record keeping procedures and
facilities and associated limitation of accountability, procurement risk in the agency is “High”.

Decentralized procurement activities in the regions would be carried out by regional BoFEDs. It is noted
that the regional BOFEDs normally implement procurement through the Procurement and Property
Administration support process which is tasked to undertake operational procurement. While it is
recognized that specific capacity structure could vary from region to region, assessments done so far
indicate regional procurement capacity is much weaker than the capacity at the federal level. In addition
to the limited capacity, procurement at regions lacks proper organizational structure with segregation of
duties and responsibilities, dual role of the regulatory function, and lack of independence of the complaint
handling procedure. Though regional BoFEDs are not key procurement implementing agencies of the
program, there are small value procurements which are better undertaken at regional than federal level.
These procurements include procurement of IT equipment, non-consulting services for dissemination of
information through the local media, and procurement of notice boards under subcomponent B1 which
could be implemented using National Competitive Bidding and/or Shopping procedures. When such
procurement is identified the regional BOFEDs shall prepare procurement plans and such procurement
plans shall be compiled by COPCU and would be submitted for the Bank’s prior approval. It should
however be noted that the Procurement Guidelines, Contracts shall not be divided into smaller units in
order to make them less attractive for ICB procedures; any proposal to divide a contract into smaller
packages shall require the prior no objection of the Bank. Particularly, there would be advantage of
economies of scale if IT Equipment procurement were procured in bulk centrally and distributed to
regions by suppliers by specifying various CIP destinations in the Bidding Documents.

The overall procurement risk of PBS 3 is considered “High”. The risk as it applies to the various
implementing agencies of the program, albeit at a different degree, is a result of the generic capacity
problem existing in the procurement environment of the country. However, there are also risks that can be
addressed through proper organization, staffing, management of the procurement function at
implementing agencies level. The following provides risk mitigation measures and action plans including
prior review threshold.

TABLE 5
PROCUREMENT RISKS AND PROPOSED MITIGATION MEASURES

No Key Risks Risk Mitigation Actions By Whom By When

• As part of the POM, procurement
implementation manual is prepared .

Lack of • As part of the POM, ensure that a

accountability and system of accountability for COPCU / CSA
Before effectiveness
1 ambiguity of roles of procurement decision making is /MOWE/
the different players established that covers all steps of the MOA
procurement process and has
timeframes for the decision, including
the time allotted to make them

• Each of the IAs should assign a At the beginning of

Unsatisfactory record
dedicated space, staff and facilities for COPCU / CSA implementation and
keeping and
2 record keeping / MOWE/ throughout the project
management
MOA period
• The procurement manual has to provide

26
No Key Risks Risk Mitigation Actions By Whom By When
clear procedure of handling and
monitoring the movement of
procurement records and responsible
bodies

• -Recruit qualified and experienced COPCU

procurement specialist to lead and
coordinate the procurement unit
activities at COPCU. And ensure and
maintain at least two additional
procurement experts with
qualifications and experience
Inadequacy of staff At the beginning of
satisfactory to the Bank at COPCU
both in quality and the implementation of
3
number PBS 3
• Recruit at least two procurement
CSA
specialist with qualifications and
experience satisfactory to the Bank at
CSA

• Ensure MOWE and MOA have

MOWE/
adequate procurement staff
MOA
• Provide training on the preparation of
PP to all IAs At the beginning and
Unrealistic
COPCU/ throughout the project
4 procurement plans
• Provide ongoing hands on support to WB/ period
staff

• Provide Staff all applicable SBDs

Unsatisfactory
• Provide training to staff in the At the beginning and
Bidding Documents,
preparation of bidding documents etc COPCU/ throughout the project
5 short listing and
WB/ period
evaluation criteria
• Provide ongoing hands-on assistance
to staff of all IAs

• Create a working group including

members from the user agencies and
work units and monitor procurement
implementation
At the beginning and
Delay in procurement
COPCU / throughout the project
6 processing • Provide Training to procurement staff WB period
• Provide procurement hands on support
using resources at the World Bank and
PBS Secretariat

Lack of coordination • Establish a working group and

At the beginning and
between IAs and coordinate activities COPCU/ CSA/
throughout the project
7 users during contract MOWE/
period
management MOA

27
4.5. Procurement Threshold
Prior Review Threshold: The threshold for prior review, for International Competitive Bidding (ICB)
including the maximum contract value for which the short list may comprise exclusively Ethiopian firms
in the selection of consultants, are presented in the table below for purposes of guiding the preparation of
the initial procurement plan. The procurement capacity of implementing agencies would be reviewed
annually and the threshold will be revised according to the improvements or deterioration in the
procurement capacity. Additionally, each procurement plan will indicate the number of contracts procured
through National Competitive Bidding procedures or selection of consultants having a short list of
exclusively Ethiopian firms that will be subject to prior review as part of risk mitigation.

Category Prior Review ICB Threshold National Short-List

Threshold (USD ) (USD ) Max Value (USD )
Works ≥5,000,000 ≥5,000,000 NA
Goods and non-
≥500,000 ≥500,000 NA
consultancy services
Consultants (Firms) ≥200,000 NA <200,000
Consultants
≥100,000 NA NA
(Individuals)

4.6. Procurement Methods

Selection of procurement methods shall be in accordance to the Bank’s guidelines stated in paragraph 5.1
above and shall be indicated and agreed for each of the procurement packages in the respective
procurement plans of the program.

In view of the above, procurement of goods and services above the stated threshold shall be undertaken
through International Competitive Bidding procedure using the Bank’s latest Standard bidding Document.
Procurement of Goods and Non-Consulting Services which are below the “Prior Review” threshold can
be procured through the National Competitive Bidding Procedure. Procurement of goods and services of
small value contracts of less than USD 50,000 may be procured using Shopping procedures in accordance
with paragraph 3.5 of Bank Guidelines. Where it has been determined to be to the advantage of the
operation, Procurement of Goods and non-Consulting services under Direct Contracting shall be procured
in accordance with paragraph 3.7 of the Bank’s Guideline.

Selection of Consultant’s shall be carried out using Bank’s latest Standard Request for Proposal.
Consulting firms for services estimated to cost more than USD 100, 000 equivalents would be selected
through Quality and Cost based Selection (QCBS) method. Contracts with consulting firms services
estimated to cost less than USD 100,000 equivalent may be selected using Selection based Consultant’s
Qualification (CQS) method. Individual consultants’ will be selected on the basis of their qualification
and in accordance with Section V of the Bank’s Guideline for Selection and Employment of Consultants.
Consulting services for audits and other services of a standard or routine nature may be procured using
the Least Cost Selection Method while Single Source Selection may be used when justified in accordance
with paragraph 3.8 of the Bank’s Guideline. For consulting services of value less than USD 200,000
equivalent, shortlists may comprise entirely of national consultants in accordance with paragraph 2.7 of
the guideline. When there is need for capacity reasons and access exceptionally qualified expertise and in
accordance with paragraphs 3.15 and 3.16 of the guideline, UN agencies and NGOs could be employed to
assist in case they have an advantage over commercial firms.

28
Training and Workshops- It is envisaged that there will be lots of training activities associated with
capacity building and system strengthening subcomponent of the program specifically with
subcomponents B1, B2 and B3. For all training activities, annual training plan shall be prepared by the
implementing agencies and approved by the Bank. In case the training is to be outsourced to outside
training institute, the procurement activity required for the hiring of the training institute shall be
integrated into a procurement plan and agreed with the Bank. Similarly, venues for workshops and
training materials that will be availed through a procurement process will be done by comparing at least
three quotations.

National Competitive Bidding Procedures: National Competitive Bidding (NCB) shall follow the Open
and Competitive Bidding procedure set forth in the Ethiopian Federal Government and Procurement and
Property Administration Proclamation No. 649/2009 and Federal Public Procurement Directive issued by
the Ministry of Finance and Economic Development dated June 10, 2010, provided, that such procedure
shall be subject to the provisions of Section I and Paragraphs 3.3 and 3.4 of the “Guidelines for
Procurement of Goods, Works, and Non-Consulting Services under IBRD Loans and IDA Credits &
Grants by World Bank Borrowers” (January 2011) (the “Procurement Guidelines”) and the following
additional provisions:

i. The Recipient’s standard bidding documents for procurement of goods and works acceptable to
the Bank shall be used. At the request of the Borrower, the introduction of requirements for
bidders to sign an Anti-Bribery pledge and/or statement of undertaking to observe Ethiopian
Law against Fraud and Corruption and other forms that ought to be completed and signed by
him/her may be included in bidding documents if the arrangements governing such undertakings
are acceptable to the Bank.
ii. If pre-qualification is used, the Association’s standard prequalification document shall be used;
iii. No margin of preference shall be granted in bid evaluation on the basis of bidder’s nationality,
origin of goods or services, and/or preferential programs such as but not limited to small and
medium enterprises.
iv. Mandatory registration in a Supplier List shall not be used to assess bidders’ qualifications. A
foreign bidder shall not be required to register as a condition for submitting its bid and if
recommended for contract award shall be given a reasonable opportunity to register with the
reasonable cooperation of the Recipient, prior to contract signing. Invitations to bids shall be
advertised in at least one newspaper of national circulation or the official gazette, or on a widely
used website or electronic portal with free national and international access.
v. Bidders shall be given a minimum of thirty (30) days to submit bids from the date of availability
of the bidding documents;
vi. All bidding for goods and works shall be carried out through a one-envelope procedure.
vii. Evaluation of bids shall be made in strict adherence to the evaluation criteria specified in the
bidding documents. Evaluation criteria other than price shall be quantified in monetary terms.
Merit points shall not be used, and no minimum point or percentage value shall be assigned to
the significance of price, in bid evaluation.
viii. The results of evaluation and award of contract shall be made public. All bids shall not be
rejected and the procurement process shall not be cancelled, a failure of bidding declared, new
bids shall not be solicited, nor shall negotiated procurement in case of a failure of bidding be
resorted to without the Bank’s prior written concurrence. Negotiations shall not be allowed
except in the case of a lowest evaluated responsive bid which exceeds the Borrower’s updated
cost estimate by a substantial margin, to try to obtain a satisfactory contract through a reduction
in the scope of works/supply and reallocation of risk which can be reflected in a reduction in
contract price.
29
 ix. In accordance with para.1.16(e) of the Procurement Guidelines, each bidding document and
contract financed out of the proceeds of the Financing shall provide that: (1) the bidders ,
suppliers, contractors and subcontractors, agents, personnel, consultants, service providers, or
suppliers shall permit the Association, at its request, to inspect all accounts, records and
comments relating to the bid submission and performance of the contract, and to have them
audited by auditors appointed by the Association; and (2) Acts intended to materially impede
the exercise of the Bank’s audit and inspection rights constitutes an obstructive practice as
defined in paragraph 1.16 a (v) of the Procurement Guidelines.
x. The Recipient shall establish and implement an effective, fair and independent protest
mechanism allowing bidders to protest and to have their protests handled in a timely manner.

SBDs for NCB: FPPPAA’s newly issued Standard Bidding Documents will be revised to take into
account the above exceptions and the revised documents will be agreed with the Bank. The project’s
procurement manual will include as an annex revised SBDs that will be applicable for Bank Financed
project.

4.7. Implementation Support for Procurement

In addition to the prior review supervision to be carried out from the Bank’s Office, pre-JRIS field visit
missions would incorporate procurement as part of each mission. Post procurement reviews will be
carried out at a minimum once annually, and MOFED, CSA, MOWE, MOA and regional BOFED’s shall
provide all the required documentation and supports for the successful implementation of the supervision.

To support effective implementation of the procurement activities of the program and to provide distinct
roles and responsibilities of the various parties MoFED/COPCU in collaboration with PBS Secretariat has
prepared Procurement Implementation Manual. In addition to the legal documents, the manual serves as a
guiding tool for all PBS implementing agencies and the responsible units and individuals working in the
procurement area. Furthermore, to facilitate preparation of bidding documents using the Standard Bidding
Document for procurement of goods and related service, April 2011 Version of the FPPPAA, considering
the agreed exceptions for use of the document the SBD is modified.

30
 SECTION V

MONITORING AND EVALUATION

5.1. Review Mechanisms

As was the case in the first and second phases of the program, PBS 3 is also based on a set of interrelated core
principles which will be used to track progress towards common objectives and agreements. The monitoring
mechanisms to ensure adherence to these principles remain largely unchanged from PBS 2, involving both
formal tests and reviews. The formal tests involve ensuring that the government has met the requirements and
specific commitments stipulated in the agreed frameworks. The Reviews are meant to track and address issues
that are relevant to the Project and serve as a basis for ongoing dialogue on the challenges facing effective
program implementation and, where possible, contribute agreed policy and other actions that will help
alleviate the challenges.

Details of the monitoring and review mechanisms that will be used in PBS 3 are described in the following
paragraphs.

Development Effectiveness/Results

The Effectiveness Principle will continue to be one of the core principles under PBS 3. The Effectiveness
Review under PBS 3 will focus on addressing issues relevant to effective service delivery with a view to
identifying ways to further improve. Although effectiveness is influenced by a broad range of issues, the
Effectiveness Review will address the following issues.

Adequate inter-sectoral resource allocation: This will involve examining the medium-term plan for inter-
sectoral resource allocation for a better understanding of the longer-term resource needs of the basic service
sectors and the complementarities among them. This is also important to ensure adequate funding to service
delivery inputs with transaction costs showing a gradual decline.

Balanced intra-sectoral allocation: The Effectiveness Review will also examine the balance between capital
vs. recurrent spending allocations as well as the salary vs. non-salary recurrent (operating) expenditures. This
will be done in order to assess whether the share of non-salary recurrent and capital spending is improving
over time.

Results achieved: The Effectiveness Review will continue to examine the results achieved in the basic service
sectors in terms of access, quality and inclusiveness.

Approach and Methodology: The Effectiveness Review will be conducted semi-annually as part of the JRIS
missions. For every JRIS, two of the five basic service sectors will be selected on which the Effectiveness
Review will be conducted. The Effectiveness Review will be based on inputs provided by relevant sectoral
experts, PBS Development Partners, as well as the sectoral Ministries, all of which will be complemented by
data and information gathered during the pre-JRIS field missions. As necessary, the JRIS missions will also
hear updates on relevant systems-strengthening initiatives being supported by the PBS Project to improve
information, data management, and national M&E systems. Specific action items will be developed as part of
each JRIS.

31
Sustainability

Ensuring sustainable financing for basic services has been an important concern since the start of the PBS
Project. While the Additionality Principle has been addressing some elements of this issue, the Sustainability
Principle under PBS 3 will cover a much wider range of issues around sustainability. The major objective of
the Sustainability Review is to ensure that financing of basic services can be sustained over the long-term even
without the PBS Project.

The initial basis for the sustainability review will be the Government’s long-term projections for how the
Government plans to finance decentralized basic service delivery. These will be summarized in the
sustainability study, which will focus on domestic revenue mobilization and costs of basic services in the long
run. Sustainability Reviews will consider progress towards these long-term targets and review any
developments that may hinder that progress.

The following issues are the major areas on which the Sustainability Review will focus:

• Sources of Financing for Basic Services: The Sustainability Review will examine the different
sources of financing for basic services, including Government-own revenues, donor resources
(through Channels 1 and 2), NGO contributions8, community contributions, user fees, etc.
• Cost of Basic Service Delivery: As the cost of basic service delivery is bound to change as Ethiopia’s
economy and demographics continue to evolve, it is important to have a dynamic understanding of
these changes so that their implications for service delivery costs are adequately reflected in
projections of future resource needs. The Sustainability Review will, therefore, also seek to examine
these dynamics and their impact on the question of costs.
• The share of domestic resources dedicated to basic service expenditures at all level with the aim to
have a higher proportion of the PBS program paid for by domestic resources.
• Approach and Methodology: The Sustainability Review will be conducted at yearly intervals based
on analytical pieces produced or commissioned jointly by the Government and DPs, beginning with
the sustainability study mentioned above.

Additionality

The major objectives of the Additionality Principle are:

• To ensure that government priority to the MDGs are expressed in medium-term commitments to
increase overall financing for the FBG and hence to basic service at sub-national level; and
• To ensure that allocated resources for basic services are flowing in a predictable manner.
The monitoring mechanism for this Principle has evolved since it was introduced in the first phase of the
prgoram. While there might be some modifications to accommodate emerging considerations, it was agreed
that the revised criteria (in place since November 2010) will continue.

To ensure that these objectives are met, the Additionality Test will monitor trends in the federal Block Grants
as a share of total federal spending and the proportion of sub-national spending on basic services.

Non-declining allocation of FBG to regions: Under the Additionality Principle, the federal government is
required to maintain a non-declining trend in Federal Block Grants to the regions as a share of total federal
spending. When calculating total federal spending only expenditures from Treasury sources will be considered

8
Development partners and the Government recognize the difficulty of tracking the full extent of financing from all
sources.
32
and non-discretionary expenditures --- such as debt payments (both domestic and external) as well as
financing allocated under the MDG Support Fund --- will be excluded.

The Additionality Principle also requires that the FBG in real terms shows a non-declining trend. To assess
this, the amount of FBG allocated in year (t+1) will be compared with the pre-actual or budgeted amount in
year (t). For this exercise, the nominal FBG amounts would be converted to real values using the annual
average value of the Consumer Price Index (CPI).

This approach will also monitor the share of domestic financing comprising the total FBG (including PBS
funding) as this is an important indicator of sustainability. To ensure the sustainable financing of the Block
Grant, the share of domestic financing should show a non-declining trend over the medium-term.

Non-declining share of basic services in sub-national spending: The Additionality Test will also involve a
review of sub-national level spending on the five basic services sectors. To ensure that regions and woredas
continue to give priority to these sectors, the Test requires that they maintain a non-declining share of basic
services from their total spending/budget. This involves comparing the share of basic services from total
budget of regions and woredas in year (t) with their share from total pre-actual spending in year (t-1).
Approach and Methodology: There will be two opportunities to assess the Additionality Principle within a
year.

i. The April/May Additionality Test (ex-ante review) will focus on trying to assess the policy direction
of the government in terms of decentralized basic service delivery. Based on the government’s
medium-term Macroeconomic and Fiscal Framework, it verifies that there is:

a) a non-declining trend in the FBG as a share of federal spending (treasury source) next
year (t+1) compared with the current year (t) as well as a positive trend in the medium
term; and
b) a non-declining trend in the FBG allocation to regions in real terms. This involves
assessing the allocation of FBG for next year (t+1) compared to the preceding years’
budgeted /pre-actual amounts.

ii. The October/November Test (ex-post review) focuses on whether the government’s spending
reflects its stated commitments and policy direction to decentralized basic service delivery. This will
be done by examining actual fiscal out-turns against the proclaimed budget. This Test will verify
whether: the agreed FBG under the MEFF (for the current FY) is reflected in the federal budget
proclamation:

a) The FBG budgeted in the preceding year (year t-1) is disbursed (at least 95 percent
of the budgeted amount, subject to the level of disbursed PBS sources); and
b) Sub-national (region as well as woredas) allocations in year (t) and actual spending in
year (t-1) is consistent with the GoEs’ commitment to continue to give priority to
basic services by maintaining a non-declining trend in the share of basic services in
their budget.

Fairness

Similar to the Additionality Principle, the monitoring mechanism for the Fairness Principle has also evolved
during the life span of the PBS Project. It was, however, agreed that the monitoring mechanism that was used
during the second phase of the Program will continue to be used in PBS III.

33
The objectives of the Fairness Test are to ensure that:
• resource allocations from the federal government to the regions and from regional governments to
woredas are rules-based and transparent; and
• FBG disbursements to the regions as well as from regions to woredas are close to allocations.

Rules-based allocation of resources: Federal Block Grant allocations to Ethiopia’s nine regional governments
are based on an inter-governmental fiscal transfer formula developed under the supervision of the House of
Federation. This formula has evolved significantly over the years, with the most recent iteration having been
approved by the HoF in May, 2012. Regional governments also develop and use transfer formulae to allocate
block grants to their woredas. While there are differences from region to region, these formulas draw heavily
from the formula used at the federal level.

To make sure that resource transfers continue to be rules-based, the semi-annual JRIS and others existing
Economic and Sector Working Groups will be used as forums for the presentation and discussion of inter-
governmental fiscal transfer formulae used by selected regions. When necessary, occasional workshops could
be organized on which the formulas used by the federal government as well as the regions will be presented
and discussed.

Block grant disbursements are close to allocations: The Fairness Test will continue to ensure that budgeted
allocations of the FBG to regional governments as well as from regions to woredas are actually disbursed. It
has been agreed that at least 90 percent of the allocated Block Grant must be disbursed by the end of the fiscal
year for the government to pass the Fairness Test. Adequate explanations should be provided for discrepancies
exceeding 10 percent.

Approach and Methodology: While the formal Fairness Test will be administered once per year during the
October/November JRIS, there will be two evaluations of the Fairness Principle within a year.

i. The April/May Fairness Test will be administered only to take not of any major discrepancies
occurring at the mid-point of the fiscal year and bring them to the attention of both the government
and Development Partners.

ii. The October/November Fairness Test will then be the formal Test and will examine whether the
allocated block grant amounts in the preceding fiscal year have been fully disbursed. Allocations are
said to be fully-disbursed if at least 90 percent of the allocated amount is disbursed. Explanations are
required for discrepancies above 10 percent.

In addition, assessing the Fairness Principle will also involve conducting discussions with members of regional
and woreda councils, relevant sector officials, and other stakeholders on relevant issues. These discussions are
meant to assess the extent to which the resource allocation mechanisms (i.e., the inter-governmental fiscal
transfer formulas) are transparent. Such discussions will be conducted in selected regions as part of the pre-
JRIS field missions.

Equity

The government and PBS Development Partners have agreed to include Equity as one of the core principles of
PBS 3. Equity in this context means equitable access to basic services between different regions and within
regions while also accounting for gender-related differences. It would therefore be important to put in place
mechanisms that enable the monitoring of progress towards equity with the objective of narrowing any
identified gaps. This assessment will be conducted as a review.

The major objective of the Equity Review will be to track and assess any discrepancies in access to basic
services among the different regions and woredas and between the genders, with the view to identifying
possible interventions.

34
Approach and Methodology: The Equity Review will be conducted semi-annually as part of the JRIS. The
October/November Review will be based on feedback obtained from discussions conducted with relevant
stakeholders, including woreda council members, service providers and beneficiaries as part of the pre-JRIS
field missions. The Equity Review will be conducted based on a jointly-agreed methodology involving a
Terms of Reference that outline guiding questions for the discussions.

In addition to the feedback obtained from the discussions with relevant stakeholders at the pre-JRIS field
missions, the April/May Equity Review will also benefit from an assessment of discrepancies in access to
basic services between the big and emerging regions and by gender by making use of region and gender-
specific data that will be provided as agreed in the Managing for Results component of the Project.

When appropriate, the Government and PBS Development Partners will jointly commission independent
studies to advance all stakeholders’ understanding of relevant issues of common concern.

As is the case under PBS 2, adherence to the above shared principles and fiduciary requirements will continue
to be assessed through the semi-annual PBS JRIS missions. Disbursements for Sub-Program A (Basic Service
Block Grants) will depend on satisfactory outcomes of the Tests and Reviews. The PBS 3 Core Principles will
continue to form the overarching framework for assessing progress and overall program performance.
However, while the Additionality and Fairness Tests will be assessed against clear thresholds (as indicated
above), the Principles will be jointly reviewed to assess trends, progress, and challenges to guide future
dialogue. Disbursements will be affected only in those instances where one or more of the Tests are not met
and one or more of the Principles are obviously disregarded. Donors reserve the right to determine individually
the amount to be retained. In the spirit of mutual accountability and predictability in resource allocation, the
decrease in disbursement will be executed in the following year/disbursement period (t+1).

Fiduciary Probity and Transparency

The PBS program relies on a robust fiduciary system reaching from the federal level through regions to local
administrations which involves numerous mechanisms. At the same time, the Project Development Objective
(PDO) also underscores the joint commitment to transparency of information about resources and results.
Along with strengthened systems for financial probity, information/data transparency is considered integral to
improving the quality of and access to basic services.

Approach and Methodology: With respect to the Fiduciary Principle, the PBS program requires the
Government to submit regular financial reports and audits to DPs to demonstrate that fiduciary standards are
being maintained and strengthened. Between JRIS meetings are a series of monthly follow-up meetings that
ensure adherence to a clear work program, timely follow-up actions to address identified weaknesses, and that
efforts are being taken to strengthen woreda-level fiduciary systems. Each JRIS hears an update on progress
achieved and then defines a series of deliverables for the following JRIS.

In order to ensure ongoing progress on transparency, efforts will be made to continue to promote greater
transparency of budgets and results at all levels. This includes through the presentation of gender- and
regionally-disaggregated results at JRIS missions, the Additionality and Fairness Tests described above, and
the updates at each JRIS on the posting of budget and service delivery standards and results at local levels as
well as other related updates on the FTA and Social Accountability components. Under PBS 3, efforts
towards greater transparency will be expanded to include audit findings and service delivery standards, so that
citizens, officials, and decision-makers receive as much information as possible regarding the range and
quality of basic services provided. PBS 3 JRIS missions will also strengthen their attention to how budget
transparency can be enhanced at all levels. Moreover, the program (through the PBS Secretariat) will develop
and implement a joint communications strategy.

35
Predictability

The PBS program relies on predictable resource flows to ensure that basic service delivery results can be
achieved. To achieve those resource flows, Development Partner contributions need to be based on longer-
term commitments, so that agreed disbursements can be made on time. Likewise, the Government has a
responsibility to accurately reflect these DP contributions for PBS in yearly government budgets. Under PBS
3, this Principle will take higher profile and the JRIS missions will include opportunities to verify this
commitment to mutual accountability and DP performance.

Approach and Methodology: A two-pronged approach has been devised to monitor the short and longer term
commitment of all parties.
In the short-term, Government and Development partners will regularly review at the JRIS/JBAR: (i) donors
will work towards a greater predictability in their performance. Development Partners will therefore: provide
multi-annual projections of their commitments; verify that these are accurately reported on budget; and report
annually on variations between commitments and disbursements; and (ii) the accuracy, as reflected in budgets,
of Government expectations for Development Partner contributions for the Basic Service Block Grants.

DPs will also work to improve the alignment to the Ethiopian fiscal calendar by concentrating disbursements
in the second and fourth quarters of the Ethiopian Fiscal Year following the successful conclusion of JRIS
missions in October and May.

Government and DPs will also engage in a continued dialogue to develop a long-term strategy to finance
decentralized basic services. This will consist of: (i) analytical work to assess the costing and resources
required to ensure quality services for all; and (ii) developing joint strategies to attract additional resources in
the framework of the JBAR.

5.2. Results Monitoring

As noted in Annex 1 Results constitute the overarching core principle of the PBS program. Building on the
significant contributions made by the M&E Sub-Program under PBS 2 to the program’s significant results
focus, PBS 3 plans an even stronger focus on results, benchmarking achievements, and innovation.

Due to the scope and size of the activities to be implemented under these two Components, COPCU will
continue to jointly implement activities under ERA, MoH and MoE, while MoWE, MoA , and CSA will be
responsible for implementing their respective activities. COPCU will ensure timely fund transfers from the
Treasury to the special accounts opened at each of these agencies. It will also develop, implement, operate and
maintain a financial management system in line with the overall financial management and fund transfer
guidelines of the PBS program. This will include systems for budgeting, internal control, cash management,
accounting, financial reporting, funds flow, procurement, and auditing as per the agreed financial
administration and reporting formats of the GoE;

CSA, MoA, and MoWE will maintain full responsibility for implementation of all Project activities related to
them, including procurement of goods and consultancy services and submission of financial reports to COPCU
and that COPCU staff will be granted full access to all Program information, records and data for internal and
external audit purposes. Lessons learned from the implementation of similar activities in PBS 2 show that
assuring independence while, at the same time, securing buy-in and ownership of results by the client is a
challenge. In order to find the optimum balance, one option is to continue to conduct the agreed surveys,
assessments, and studies jointly with strong oversight from the CSA while partners (through hiring
international and/or national consultants) handle analysis and report writing tasks. Most importantly, the
analytical works will be implemented in ways that build evaluation capacity for line ministries, the CSA, and
the WMU. For this, the implementation arrangements for the mid-term and end-of-program evaluations will be
handled by the PBS Secretariat so as to facilitate capacity building, ensure the quality of these evaluations, and
also protect the independence of the findings/results.
36
 SECTION VI
ENVIRONMENTAL AND SOCIAL SAFEGUARDS
PBS III financing is limited to recurrent expenditures for basic services and does not include financing for
capital development, the World Bank safeguard policies are not triggered. Thus the Environmental category is
determined to be C. However, the potential of these basic sectors in contributing to good environmental and
social management (ESM) is significant. PBS III provides a unique opportunity to strengthen environmental
and social management at local level, because of its size and coverage, both in terms of sectors and geography.
Taking such proactive measures will firewall PBS III from any criticism re environmental and social impacts,
and above all, contribute to the sustainability of the program activities and benefits.
The Ethiopian government and PBS Development Partners have expressed their commitment to
mainstreaming environment into program/project design, and System strengthening in environmental and
social impact assessment by building up on the experiences of the pilot LIG under PBS II. The focus would be
on training and capacity building at wereda level with technical assistance for monitoring environmental and
social issues under the program.

Strengthening environmental and social assessment under PBS III will be through:

a) ESM capacity assessment in the basic service sectors at local level

Objective: To develop comprehensive information on the environment and social management

capacity of the basic service sectors.

Activity: Conduct an assessment on the capacity in the five basic sectors in selected sample weredas
and develop a capacity building plan

b) Targeted capacity building to basic sector offices at local level

Objective: To improve the capacity of basic sectors in mainstreaming environmental and social issues
in project design and implementation

Activity: Provide training on selected environmental and social topics; provide technical assistance
and monitor implementation

c) Strengthening horizontal linkages between the basic service sectors and environment offices

Objective: To improve coordination between wereda basic service sectors and environment offices
with regard to mainstreaming environmental and social issues in project design and implementation

Activity: Organize workshops and support institutionalization of collaboration between basic sector
offices in addressing environmental and social issues

37
Activity and Budget estimate for the implementation of the Environmental and Social management system
strengthening at local level

Activity YR1 YR2 YR3 Total Notes

Environmental and Social Impact 15000 - - 15000 Ethiopian consultant @ 300 USD
Assessment capacity assessment per day for 30 days; 6000 USD
expenses per year; over two years

Training for wereda basic service - 60000 60000 120000 Two training groups per region for
sectors and environmental desk emerging regions; Three training
Officers on Environmental and groups per region for the larger
Social Impact Assessment regions; 5000 USD expenses per
group; (24X5000 USD=120000
USD)

Training for regional - 10000 - 10000 Two training groups (2X5000

environmental bureau and basic USD=10000 USD)
sectors staff on Environmental
and Social Impact Assessment

Strengthen institutional capacity 30000 30000 Ethiopian consultant @ 300 USD

of regional/wereda environmental per day for 20 days per year; 4000
structures USD expenses per year; over two
years

Total 15000 100000 60000 175000

38
ANNEXES

39
 Annex 1
RESULT FRAMEWORK MATRIX

Higher-level objective
Target Values10
Baseline Responsibility

Core
Higher Level Results Data Source/
UOM9 (FY11) Frequency for Data Comments
Indicators FY13 FY14 FY15 FY16 FY17 Methodology
(EFY03) Collection
EFY05 EFY06 EFY07 EFY08 EFY09

Education
1. Primary Completion
Rate:
% 49.4 78 89 95.5 96 97 Annual EMIS MoE
• Grade 8
(Disaggregate by Gender
+Regions)
2. Primary enrolment rates
a. Net enrolment rates for
% 85.3 93 95 100 100 100 Annual EMIS MoE
grade 1-8 (disaggregated
by regions)
b. Gender Parity Index
for grade 1-8 (disaggregated % 0.94 0.98 0.99 1 1 1 Annual EMIS MoE
by regions)
Health
3. Immunization:
% 86 89 94 96 97 98 Annual HMIS MoH
Proportion of children
vaccinated Penta-37
4. Pregnant women
received antenatal care
X Number 2,403,088 2,426,476 2,484,945 2,514,180 2,550,000 2,600,000 Annual HMIS MoH
during first visit to a health
provider
Water and Sanitation
6. Increased access to
potable water supply
coverage: %
71.3 80 86 92 93 95 Annual MoWE
a. Rural water
supply coverage within 1.5
km radius

9
UOM = Unit of Measurement.
10
Target values of higher level indicators are harmonized with the Government of Ethiopia’s Growth and Transformation Plan (GTP) Framework. Target values for outer years (EFY08 and EFY09) are
subject to change based on the Government’s next five year plan.

40
 Higher-level objective
Target Values10
Baseline Responsibility

Core
Higher Level Results Data Source/
UOM9 (FY11) Frequency for Data Comments
Indicators FY13 FY14 FY15 FY16 FY17 Methodology
(EFY03) Collection
EFY05 EFY06 EFY07 EFY08 EFY09

b. Urban potable Annual MoWE

water supply coverage % 92.5 95 97 99 100 100
within 0.5 km radius
7. Proportion of Annual
households with access to % 86 87 88 88 89 90 MoH
latrine
Agriculture
8. Increased agricultural Ag Sample
Quintal per
productivity : 16.5 19.2 20.5 22 22 22 Annual Survey/Adm MoA/CSA
Hectare
major food Crops in system
productivity 11
Roads
9. Average time to nearest Reports from
Hours 3.5 2 1.6 1.5 1.4 1.3 Annual ERA/
all-weather road RSDP

11
Major crops include Cereals, Pulses and oil seeds.

41
 Project Development Objective (PDO): To contribute to the higher-level objective of expanding access and
improving the quality of basic services by funding block grants that ensure adequate staffing and operations, and
by strengthening the capacity, transparency, accountability and financial management of sub-national
governments.
Cumulative Target Values
Baseline Responsible
Data Source/

Core
PDO Level Results Indicators UOM (FY11) FY13 FY14 FY15 FY16 FY17 Frequency
Methods
for Data Comments
(EFY03) EFY05 EFY06 EFY07 FFY08 EFY09 Collection

1. a/ Student Teacher Ratio (Grades

5-8) (Staffing)
% 51 46.6 45 43.5 42 41 Annual EMIS MoE
1. b. Proportion of qualified primary Annual
school teachers (Disaggregated by % 47.2 72 83 95 96 97 EMIS MoE
gender + Regions) (Staffing)
2. Ratio of health extension workers to Annual
population (Disaggregated by % 1:2,578 1:2,500 1:2,500 1:2,500 1:2,500 1:2,500 HMIS MoH
Regions) (Staffing)
3. Agricultural extension services 14,800,00
beneficiaries (Direct Beneficiaries)
Number 0 11,400,000 12,800,000 14,600,000
0
14,900,000 Annual MoA Reports MoA
4. Reduced non functioning
water supplies schemes MoWE
% 20 14 12 9 8 Annual Annual
(disaggregated by regions + 10 reports
Urban/Rural) (Operations)
5. Roads in fair and good
condition (Operations)
X % 82 84.6 85.9 86.7 87 88 Annual ERA MIS ERA
6. Citizens who are informed
survey report/
about Woreda budget % 19 21 23 25 25 25 Annual
WCBS EMCP
(Transparency)
7. Citizens who report that
Woreda officials have actively
sought the views of people in % 48 50 50 55 55 55 Annual Survey/ WCBS MA
their Kebele on improving quality
of basic services (Accountability)
8. WoFEDs12 that have effectively
rolled out IBEX (Financial Number na 734 800 900 900 900 Annual MoFED report
Management)

12
Woreda Finance and Economic Development Office. There are approximately 900 woredas in Ethiopia; this number changes regularly due to the creation of new woredas.

42
 Intermediate Results and Indicators
Intermediate Result 1: Improved availability of qualified staff and operational resources for delivery of basic
services
Target Values
Baseline Responsible
Data Source/
Intermediate Results Indicators UOM (FY11) FY13 FY14 FY15 FY16 FY17 Frequency for Data Comments

Core
Methodology
(EFY03) EFY05 EFY06 EFY07 EFY08 EFY09 Collection

1. Health extension workers Administrative

Number 30,900 34,000 36,000 40,000 40,000 40,000 Annual FMOH
deployed data

2. Qualified Primary School Administrative

Number 145,511 175,000 215,000 245,000 275,000 300,000 Annual FMOE
Teachers data

3. Woreda road desks with

appropriate staff(Disaggregated Number 155 390 470 560 600 650 Annual ERA MIS ERA
by Regions)
4. Development agents with Number
specialization on Agro-
ecological zones and high value 5,130 9,000 9,900 12,000 12,000 12,000 Annual MoA M IS MoA
crops

Intermediate Result 2: Improved transparency and fiduciary assurance regarding the use of public funds
6. Woredas that post the refined
and simplified budget and
% 70 80 90 100 100 100 Annual survey report EMCP/MoFED
expenditure template to the
public
7. Basic service units that post
the standardized service delivery % 25 30 40 50 60 70 Annual survey report EMCP/MoFED
template
8. Audit coverage of the annual
budget
% 30 35 40 45 50 60 Annual Audit report MoFED/OFAG
13
a. ORAG

13
% woreda sectoral offices audited by regional auditor general annually

43
 Intermediate Results and Indicators
Intermediate Result 1: Improved availability of qualified staff and operational resources for delivery of basic
services
Target Values
Baseline Responsible
Data Source/
Intermediate Results Indicators UOM (FY11) FY13 FY14 FY15 FY16 FY17 Frequency for Data Comments

Core
Methodology
(EFY03) EFY05 EFY06 EFY07 EFY08 EFY09 Collection

EMCP/MoFED
b. OFAG14 % 90 92 95 97 100 100 Annual Audit report
/OFAG

c. Woredas that implemented

prior period Audit % 5 20 25 30 40 60 Annual
recommendations
• woreda that publicly post all
Number 0 200 400 600 700 900
procurement award decisions

Intermediate Result 3: Improved citizens’ engagement on quality of basic services delivery

10. Woredas where PBS Social
Accountability Implementing
Number 50 100 150 175 320 400 Annual Survey MA
Partners (SAIP) facilitate the use
of Social Accountability tools
11. SAIP woredas that have
developed joint action plans for
service quality improvement
Number na 70 120 150 300 400 Annual Survey MA
based on interface meetings
between service users and
providers
12. Regions with functioning GRMs EMCP/COPCU
consistent with best international Number 2 5 7 9 11 11 Annual Survey /Federal
practice Ombudsman
13. Number of regions preparing and
adopting standardize manual and
Number 3 6 8 11 11 11 Annual
guidelines Grievance Redress
Mechanisms
14. Regions Submit the PBS the
quarterly Interim Financial Reports Administrative
Number 4 7 8 11 11 11 Annual COPCU
(IFR) to COPCU without major data
deficiencies

14
% federal agencies and ministries audited by the federal auditor annually

44
 Intermediate Result 4: Strengthened M&E systems at central, federal, and sub-national levels

C Intermediate Results and Indicators

o Intermediate Result 1: Improved availability of qualified staff and operational resources for delivery of basic
Intermediate Results Indicators UOM services
r
Target Values
e Baseline
Data Source/ Responsible for
(FY11) FY13 FY14 FY15 FY16 FY17 Frequency Comments
Methodology Data Collection
(EFY03) EFY05 EFY06 EFY07 EFY08 EFY09
18. Number of PBS sectors with
Number
their indicators assessed through 2 2 2 2 2 2 Annual EDQAF reports CSA
per year
implementation of EDQAF
EMIS project
19. Woredas that rolled out the new
Number 0 300 600 900 900 900 Annual implementation MoE
Education MIS
report
20. Improved community health
management information systems
% 72 80 90 100 100 100 Annual HMIS MoH
a) Proportion of health centres
implementing the new HMIS
b) Proportion of health posts
implementing CHIS % 22 50 75 100 100 100 Annual HMIS MoH
c) 15
21. Woredas that rolled out the new
% 50 300 600 900 900 900 Annual WASH MIS MoWE
WASH MIS16
Continued Continued
22. Strengthened MoA’s MIS MIS with Web implementati implementa MIS
Qualitati Develop
ve
No MIS data for all Enabled MIS on of the tion of the Annual development MoA
MIS
regions operational new Web new Web progress report
Based MIS Based MIS
System
Web
data Updating, Continued Continued
based data MIS
Qualitati available and implementati implementa
23. Development of ERA’s MIS ve
MIS available in Annual development ERA
in four production on of the tion of the
operatio all regions progress report
regions of annual new MIS new MIS
nal
reports
24. Regions with up-to- date facility
information through geo-referenced
Number 0 8 9 11 11 11 Various reports CSA
system (using CSA’s branch
offices)

15
CHIS:-community health information system
16 Woredas that roll out the new WASH MIS under PBS support only.

45
 Annex 2: Activities and Cost Breakdown
Sub-program B: Strengthening Local Transparency and Accountability Systems
Component B1: Citizen's Engagement

Estimated Budget in USD

Total cost
Unit
No. Activity Item Quant. Year 1 Year 2 Year 3 Responsible body
cost
January 2013- January 2014- January 2015-
In Birr In USD December/2013 December/2014 December/2015

Sub-component B1a: Financial Transparency and Accountability

Training and workshops for
woreda citizens to raise
awareness and understanding
134,311,920 7,461,773 1,865,443 3,730,887 1,865,443 EMCP
of public budgeting and
planning process: 100
participants per woreda
Disclosure of local public budget
25,559,600 1,419,978 473,326 473,326 473,326 EMCP
issues through mass media
Develop FTA templates to
disclose audit and procurement 2,500,000 138,889 138,889 COPCU/EMCP
activities
Citizen participation on pre-
5,715,000 317,500 317,500 EMCP
budget (planning stage)
Orientation on service delivery
templates for woreda Health,
Education, Agriculture, water 5,809,665 322,759 322,759 EMCP
and woreda Finance offices : 2
participants per sector
Procuring of bill-boards and
suggestion boxes for posting
26,303,796 1,461,322 730,661 730,661 EMCP
templates and getting feed back
in regions and woredas

46
 Estimated Budget in USD
Total cost
Unit
No. Activity Item Quant. Year 1 Year 2 Year 3 Responsible body
cost
January 2013- January 2014- January 2015-
In Birr In USD December/2013 December/2014 December/2015

Refining and simplifying the

budget and expenditure and 2,486,900 138,161 138,161 EMCP
service facility templates
Printing and dissemination of
FTA Temples by regions to post
the budget information in 7,428,000 412,667 137,556 137,556 137,556 EMCP
woerdas and service delivery
centers
Intra regional workshops to
support cross regional & cross- 2,886,960 160,387 80,193 80,193 EMCP
woreda experience sharing

Experience sharing and Practical

Training on FTA initiatives in
2,100,000 116,667 116,667 COPCU/EMCP
regional and/or international
practices

Conduct annual review meeting

with regions on FTA 906,475 50,360 16,787 16,787 16,787 EMCP
performance issues

Impact Assessment survey on

2,493,684 138,538 138,538 COPCU/EMCP
budget literacy of citizens

Salary and Operational

5,598,000 311,000 103,667 103,667 103,667 EMCP
expenses

Total 224,100,000 12,450,000 3,604,489 5,712,502 3,133,009

47
 Estimated Budget in USD
Total cost
Unit
No. Activity Item Quant. Year 1 Year 2 Year 3 Responsible body
cost
January 2013- January 2014- January 2015-
In Birr In USD December/2013 December/2014 December/2015

Sub-component B1c: Grievance Redress Mechanism(GRM)

Strength EIO’s internal capacity
by designing procedures,
guideline and manual for GRM 2,700,000 150,000 150,000 EIO/COPCU
at regional and Federal level (in-
house and hiring consultants)
Capacity building training for
EIO staff both at head office and
branch office (investigators,
trainers, planning,
communication and result 3,240,000 180,000 30,000 100,000 50,000 EIO
based report writing) on
grievance handling and
redressing mechanism (In-
house)
Conducting study on existing
grievance hearing and
redressing mechanism at
2,700,000 150,000 50,000 100,000 EIO/COPCU
federal and regional state and
system strengthening (Hiring
consultants)

Designing procedures,
guideline, manuals to have
2,520,000 140,000 40,000 100,000 EIO/COPCU
similar standard procedures in
the country (Hiring consultants)

Printing of procedural mannuals

3,060,000 170,000 20,000 75,000 75,000 EIO
and guidelines

48
 Estimated Budget in USD
Total cost
Unit
No. Activity Item Quant. Year 1 Year 2 Year 3 Responsible body
cost
January 2013- January 2014- January 2015-
In Birr In USD December/2013 December/2014 December/2015

Conduct training for staffs of

regional grievance hearing 4,500,000 250,000 50,000 100,000 100,000 EIO
offices (In-house)

Provide training on grievance

redressing mechanism for key 2,700,000 150,000 50,000 50,000 50,000 EIO
stakeholders
Capacity building training &
exposure visit on international
2,160,000 120,000 0 60,000 60,000 EIO
practice on grievance redressing
mechanism
Awareness creation for citizens
on opportunities and
procedures for grievance
handling in regions(by
publication of magazine,
brochures, newspapers, articles,
billboard, etc, and by
promotional activities through
audio and visual (radio & TV) -
(Procurement of services)
. EIO’s (federal level) 6,480,000 360,000 80,000 140,000 140,000 EIO
. Regional support (9 regions
5,400,000 300,000 50,000 125,000 125,000 EIO
and 2 city administrations)
Procurement of office
900,000 50,000 50,000 EIO/COPCU
equipment
Total 36,360,000 2,020,000 370000 1050000 600000

49
 Estimated Budget in USD
Total cost
Unit
No. Activity Item Quant. Year 1 Year 2 Year 3 Responsible body
cost
January 2013- January 2014- January 2015-
In Birr In USD December/2013 December/2014 December/2015

Component B2: Local Public Financial Management

B2a: Woreda PFM & procurement strengthening
Providing facilities to strengthen
Woreda PFM activities
(procuring photocopy and fax 50,244,000 2,791,333 2,791,333 COPCU
machine)
Conduct awareness creation
workshops on PFM activities for
Woreda Council and Cabinet 61,482,120 3,415,673 1,138,558 1,138,558 1,138,558 EMCP/ BoFEDS
members; WoFEDs heads and
deputy heads (including Zones)
Strengthening Woreda capacity
for effective management and
implementation of the existing
pool system (covering 51,703,292 2,872,405 957,468 957,468 957,468 EMCP /PPPA/ BoFEDs
procurement, accounts, budget,
treasury, property management
and internal audit)
Develop simplified procurement
directives for woredas and give
15,656,683 869,816 289,939 289,939 289,939 EMCP /PPPA/ BoFEDs
trainings for all woredas
procurement staffs

Strengthen woreda-level
internal audit operations by
27,360,000 1,520,001 506,667 506,667 506,667 EMC/BoFEDs
establishing Audit committee for
400 woredas

50
 Estimated Budget in USD
Total cost
Unit
No. Activity Item Quant. Year 1 Year 2 Year 3 Responsible body
cost
January 2013- January 2014- January 2015-
In Birr In USD December/2013 December/2014 December/2015

Internal audit conference on

issues of woreda level Audit
34,129,200 1,896,067 632,022 632,022 632,022 EMCP/ BoFEDS
(Zones to be included) twice a
year
Conduct need assessment study
to identify woredas hard wares
21,200,000 400,909 100,000 300,909 EMCP/ BoFEDS
and office equipment need (year
2) & Procure accordingly (year 3)

Roll out of the following manuals

at Woreda level (Liquidity/cash
management, single treasury
17,481,120 971,173 323,724 323,724 323,724 EMCP/ BoFEDS
and commitment control,
Performance audit, Procurement
standard bid documents)

Operating Expenses-
13,651,200 758,400 252,800 252,800 252,800 EMCP/ BoFEDS
stationeries
Transport allowance for woreda
68,256,000 3,792,000 1,264,000 1,264,000 EMCP/ BoFEDS
PFM teams 1,264,000
Massive trainings for woreda
finance office employees on PFM 33,786,720 1,877,040 625,680 625,680 625,680 EMCP/ BoFEDS
components
Procurement of 13 vehicles for
regions that do have zones
(exclusively to support woredas). 14,040,000 780,000 780,000 EMCP/ BoFEDS

51
 Estimated Budget in USD
Total cost
Unit
No. Activity Item Quant. Year 1 Year 2 Year 3 Responsible body
cost
January 2013- January 2014- January 2015-
In Birr In USD December/2013 December/2014 December/2015

Procurement of 14 vehicles for

regions who do not have zones
(exclusively to support woredas)
15,120,000 840,000 840,000 EMCP/ BoFEDS
(3 for Afar,4 for Tigray, 3 for
Benishangul-Gumuz, 4 for
Somalie) .

Total 410,126,697 22,784,817 8,782,191 7,710,858 6,291,767

B2b: IBEX roll-out and support

Operation costs for IBEX

support and rollout at MoFED, 13,572,155 754,009 251,336 231,336 251,336 EMCP
BoFEDs, ZoFEDs and WoFEDs

Procurement of windows server

3,850,000 213,889 213,889 COPCU/EMCP
2008 for each Regions

Salary and operational expenses

for IBEX support unit (ISU) at 16,119,688 895,538 298,513 298,513 298,513 EMCP
MoFED.

Operational, service and

material costs to connect
woredas, zones, regional sector 64,024,583 3,556,921 3,556,921 COPCU/EMCP
bureaus and federal bodies with
woredanet network

Total 97,566,426 5,420,357 763,738 4,106,770 549,849

52
 Estimated Budget in USD
Total cost
Unit
No. Activity Item Quant. Year 1 Year 2 Year 3 Responsible body
cost
January 2013- January 2014- January 2015-
In Birr In USD December/2013 December/2014 December/2015

Sub-Component B2c: Regional training & Program Support

Roll out of the following
manuals at Federal and regional
(Liquidity/cash management,
single treasury and
21,725,380 1,206,966 603,483 603,483 EMC/PPPA
commitment control,
Performance audit,
Procurement standard bid
documents)

Conduct internal audit forum

with Federal and Rgional/City 3,490,710 193,928 64,643 64,643 64,643 EMC/PPPA
administration twice ayear

Providing facilities for PFM

Teams at Zones So that they can
8,456,000 469,778 432,196 18,791 18,791 COPCU/EMCP
give adequate support to
Woredas

Procuring of 12 vehicles for

Regions and 3 for EMCP PFM
support activities (AA 3, Amhara 16,200,000 900,000 900,000
2, Oromia 3, SNNP 2, Diredawa
1, Harari 1)

Costs for contract employees at

the Federal and Regional levels 131,965,200 7,331,400 2,443,800 2,443,800 2,443,800 COPCU/EMCP

53
 Estimated Budget in USD
Total cost
Unit
No. Activity Item Quant. Year 1 Year 2 Year 3 Responsible body
cost
January 2013- January 2014- January 2015-
In Birr In USD December/2013 December/2014 December/2015

Operating expenses to support

PFM (including procurement)
activities at Woredas, Zones,
Regions and Federal levels,
(including transportation
25,940,492 1,441,138 480,379 480,379 480,379 EMCP/COPCU
allowance, transportation cost,
fuel, maintenance of vehicles,
office refreshments, per diems,
costs for special study teams,
other goods and services).
Operational costs to support
timely reporting and closure of
892,800 49,600 16,533 16,533 16,533 COPCU/EMCP
accounts at federal, regional
and woredas
Costs associated with PFM short
term trainings at the Federal 32,700,000 1,816,667 605,556 605,556 605,556 COPCU/EMCP
and Regional level
Costs associated with PFM
institutionalized trainings at the 22,143,000 1,230,167 615,083 615,083 COPCU/EMCP
Federal and Regional level
In- house Short term trainings
on procurement and property 10,414,470 578,582 192,861 192,861 192,861 PPPA /EMCP/ BoFED
managment
Establishing Ethiopian Inistitute
of Procurement and Asset
management (EIPAM) and
38,850,000 2,158,333 719,444 719,444 719,444 PPPA/EMCP
provide institutionalized
trainings

54
 Estimated Budget in USD
Total cost
Unit
No. Activity Item Quant. Year 1 Year 2 Year 3 Responsible body
cost
January 2013- January 2014- January 2015-
In Birr In USD December/2013 December/2014 December/2015
Workshops , awereness creations
and Forums on Procurement and 3,148,870 174,937 58,312 58,312 58,312 PPPA/ EMCP/ BoFED
property administration
Administrative and operating costs
and goods for COPCU including 32,918,792 1,828,822 609,607 609,607 609,607 COPCU
conference hall facilities
Total 348,845,714 19,380,317 6,226,814 7,328,493 5,825,010
Sub-component B2d: Support to External Audit & Parliament
Strengthening External Audit OFAG
Increase Woreda-based audit
32,814,900 1,823,050 607,683 607,683 607,683 OFAG
coverage from 26% to over 50%
Carry out Woreda-level continuous
32,400,018 1,800,001 600,000 600,000 600,000 OFAG
audits
To be allocated bt OFAG 6,785,082 376,949 125,650 125,650 125,650 OFAG

Sub total 72,000,000 4,000,000 1,333,333 1,333,333 1,333,333 OFAG

Enhance External Scrutiny
(Strengthen PAC oversight
capacity)
Strengthening the capacity of
Public Accounts, Budget and
Finance, Agriculture and Social
Affairs standing Committees at 18,000,000 1,000,000 333,333 333,333 333,333 COPCU
Federal, Regional and Woreda
levels to discharge their oversight
responsibilities
Sub total 18,000,000 1,000,000 333,333 333,333 333,333
Total 90,000,000 5,000,000 1,666,667 1,666,667 1,666,667

55
 SUB-PROGRAM B3: Managing for Results (MfR)
SUB-PROGRAM-B3: Ministry of Education COSTS
1. Goods: Woredal level EMIS rollout

Total Cost Estimated Budget In USD

Responsible
No. Item Unit Quantity Year 1 Year 2 Year 3
In Birr In USD January 2013- January 2014- January 2015- Body
Cost
December 2013 December 2014 December 2015
1 Caples: CAT 5e UTP cable will allow a
network access point to be 95cm away from
the switch in structured cabling. It also 83 300 448,200 24,900 24,900 MoE/COPCU
allows 100Mbps and 100 MHz. CAT 6e
(with 250 MHz) could be offered as option.
2 switches 138 650 1,614,600 89,700 89,700 MoE/COPCU
3 Desk top computer 666 650 7,792,200 432,900 432,900 MoE/COPCU
4 UPS 111 650 1,298,700 72,150 72,150 MoE/COPCU
5 Divider 22 650 257,400 14,300 14,300 MoE/COPCU
6 Software 11,411,100 633,950 633,950 MoE/COPCU
7 Anti-vius 2500 11 495,000 27,500 27,500 MoE/COPCU
8 school based application software 27777 1 499,986 27,777 27,777 MoE/COPCU

Sub-total 23,817,186 1,323,177 1,323,177

2. Services: Consultancy

Total Cost Estimated Budget In USD

Year 1 Year 2 Year 3 Responsible
No. Item Unit Quantity
In Birr In USD Body
Cost January 2013- January 2014- January 2015-
December 2013 December 2014 December 2015
1 Data Quality Assessment (internal MoE/COPCU
200,000 1 3,600,000 200,000 200,000
validation)
2 Service Facility/Delivery Survey (2 210,000 420,000 210,000 MoE/COPCU
times) 2 7,560,000 210,000
3 Staff tracking study 200,000 1 3,600,000 200,000 200,000 MoE/COPCU

Sub-total 14,760,000 820,000 410,000 200,000 210,000

Total(MoE) 38,577,186 2,143,177 1,733,177 200,000 210,000

56
 SUB-PROGRAM-B3: Ministry of Health COST
1. Goods: Health Post and Health Center level Community Health Information System Strrengethning

Total Cost Estimated Budget In USD Responsible

No. Item Unit Cost Quantity In Birr In USD YR 1 YR 2 YR 3 Body
1 Printing cost for HMIS Materials for four Regions 3,250,000 1 58,500,000 3,250,000 3,250,000 MoH/COPCU
2 MPI box for 50 % (1500) of Health Centers 333 1,500 9,000,000 500,000 500,000 MoH/COPCU
3 Server procurement and installation for Master MoH/COPCU
20,000 1 360,000 20,000 20,000
database at the Federal level
4 Standard Shelves for the rest of 50 % Health posts MoH/COPCU
222 7500 30,000,000 500,000 500,000
(7500)
Sub-total 76,860,000 4,270,000 4,270,000

2. Consultancy Services

Unit Quant Total Cost Estimated Budget In USD Responsible

No. Item Cost ity In Birr In USD YR 1 YR 2 YR 3 Body
1 Health Facility Survey (Service Delivery Indicator –SDI) MoH/COPCU
300,000 2 10,800,000 600,000 300,000 300,000
Survey
2 Patient Satisfaction survey 200,000 1 3,600,000 200,000 200,000 MoH/COPCU
Sub-total 14,400,000 800,000 300,000 200,000 300,000

3. Operational Cost

No Total Cost Estimated Budget In USD Responsible

. Item Unit Cost Quant. In Birr In USD YR 1 YR 2 YR 3 Body
1 Capacity building training on software data management and
analysis [(208 78.5 1120 1,580,202 120,000 120,000 MoH/COPCU
perdiem*140ppl*5days)+370transport*140ppl]*11regions/18
HMIS supportive supervision [(208
perdiem*70ppl*5days)+285transport*70ppl]*2times*11regions/1 73.5 1120 1,485,000 112,800 37600 37600 37600 MoH/COPCU
8
2 Training on operating the master database 1400 18 450,000 25,000 25,000 MoH/COPCU
Sub-total 4,640,400 257,800 37,600 37,600 182,600

Total(MoH) 95,900,400 5,327,800 337,600 237,600 4,752,600

57
 SUB-PROGRAM-B3: Ministry of Water and Energy COST

1. Goods: WASH MIS Strengthening

Total Cost Estimated Budget In USD Responsible

No. Item Quantity
Unit Cost In Birr In USD Year 1 Year 2 Year 3 Body

Procurement of computers, cables,

1 and other accessories for woreda 2000 390 14,040,000 780,000 780,000 MoWE/COPCU
MIS roll out (390 woredas)
Sub-total 14,040,000 780,000 780,000

2. Consultancy Services

Total Cost Estimated Budget In USD Responsible

No. Item Unit Cost Quantity
In Birr In USD Year 1 Year 2 Year 3 Body
Service Delivery and
1 300,000 2 10,800,000 600,000 100,000 200,000 300,000 MoWE/COPCU
Facility Survey

System Updating to
2 synchronize with NWI 123,800 1 2,228,400 123,800 123,800 MoWE/COPCU
(technical support)

Internal validation and

3 Data Quality 200,000 1 1,800,000 100,000 100,000 MoWE/COPCU
Assessment
Sub-total 14,828,400 823,800 200,000 323,800 300,000

58
 3. Operational Cost

Total Cost Estimated Budget In USD Responsible

No. Item Quantity
Unit Cost In Birr In USD Year 1 Year 2 Year 3 Body

Training on the MIS application

1 (2person/woreda) [(208 per 83 230 343,566 19,087 19,087 MoWE
diem*2ppl*5days)+450transport*2ppl]*115
woredas/18
2 MIS software manual distribution 1,286,388 71,466 71,466 MoWE

3 Travel & per diem for trainers 84,240 4,680 4,680 MoWE

4 Fuel cost for trainers 1,368,864 76,048 76,048 MoWE

5 Salary 370,656 20,592 20,592 MoWE

6 CDMA & monthly refill 54,000 3,000 1000 1000 1000 MoWE
Computer with accessories and
7 144,000 8,000 8,000 MoWE
photocopy
8 Travel and per diem 900,000 50,000 50,000 MoWE

9 Fuel 360,000 20,000 20,000 MoWE

10 Telephone – mobile 9,072 504 504 MoWE

11 Telephone – landline 12,960 720 720 MoWE

12 Stationery 42,120 2,340 2,340 MoWE

IT and M&E staff supportive
13 1,482,624 82,368 27456 27456 27456 MoWE
supervision at Federal
Sub-total 6,458,490 358,805 110,020 220,329 28,456
Total (MoWE) 35,326,890 1,962,605 310,020 1,324,129 328,456

59
 SUB-PROGRAM-B3: Ministry of Agriculture COST

1. Goods: MIS Strengthening

Unit Total Cost Estimated Budget In USD Responsible

No. Item Quantity
Cost In Birr In USD Year 1 Year 2 Year 3 Body

Procurement of computers,
cables, and other
1 2000 250 9,000,000 500,000 500,000 MoWE/COPCU
accessories for woreda MIS
roll out (250 woredas)
Sub-total 9,000,000 500,000 500,000

2. Surveys, Assessments and Analytical works

Unit Total Cost Estimated Budget In USD Responsible

No. Item Quant
Cost In Birr In USD Year 1 Year 2 Year 3 Body
Expanding the new AGMIS to
1 the remaining regions(as a 400,000 1 7, 200,000 400,000 400,000 MoA
follow-up to PBSII)
Trainings for phase 2 regions MoA
2 on the new MIS (follow up 200,000 1 3,600,000 200,000 200,000
from PBS 2)
3 DAs tracking survey 200,000 1 3,600,000 200,000 200,000 MoA
Facility survey MoA
4 300,000 1 5,400,000 300,000 300,000

Sub-total 198400,000 1,100,000 600,000 200,000 300,000 MoA

60
3. Operational Cost

Unit Total Cost Estimated Budget In USD Responsible

No. Item Quantity
Cost In Birr In USD Year 1 Year 2 Year 3 Body

MIS supportive supervision

[(208 per
1 83 906 1,350,000 75,000 25000 25000 25000 MOA
diem*2ppl*5days)+450tran
sport*2ppl]*453woredas/18
Training – data quality,
analysis and
2 management[(208 per 83 723 1,080,000 60,000 0 0 60,000 MoA
diem*2ppl*5days)+450tran
sport*2ppl]*362woredas/18
Undertaking semiannual
reviews on Agriculture
service delivery with
2 per
3 stakeholders, Annual cost: 50,000
annum
5,400,000 300,000 100,000 100,000 100,000 MoA
[(208 per
diem*2ppl*5days)+450tran
sport*2ppl]*300woredas/18
Sub-total 7,830,000 435000 125,000 125000 185,000
Total (MoA) 36,630,000 2,035,000 725,000 825,000 485,000

61
SUB-PROGRAM-B3: Central Statistics Agency COST
1. Goods
Total Cost Estimated Budget In USD
Responsibl
No. Item Unit Cost Quantity
e Body
In Birr In USD Year 1 Year 2 Year 3
1 Procurement of Cars for System Assessment 50,000 10 9,00,000 500,000 500,000 0 0 CSA
Sub-Total 9,00,000 500,000 500,000 0 0

2. Surveys and Assessments

Total Cost Estimated Budget In USD Responsible
No. Item Unit Cost Quantity
In Birr In USD Year 1 Year 2 Year 3 Body

1 Implementing EDQAF (two sectors per year) 300000 6 32,400,000 1,800,000 600,000 600,000 600,000 CSA
2 Geo-referenced rural facility data for regions 145,455 10 26,190,000 1,455,000 485,000 485,000 485,000 CSA
3 Water system assessment 1 3,600,000 200,000 200,000 CSA
4 Agriculture system assessment 1 3,600,000 200,000 200,000 CSA
5 Woreda Poverty Profile and Mapping 1 2,610,000 145,000 145,000 CSA
Sub-total 68,400,000 3,800,000 1,630,000 1,085,000 1,085,000

3. Operational
Total Cost Estimated Budget In USD Responsible
No. Item Unit Cost Quantity
Body
In Birr In USD Year 1 Year 2 Year 3
1 IT support to statistical data dissemination 3,600,000 200,000 150,000 50,000 0 CSA
Statistical advocacy and improving information availability CSA
2 and dissemination (workshops and dissemination of data 100,000 3 5,400,000 300,000 100,000 100,000 100,000
for stakeholders
Support to disaggregation of data by gender at CSA
3 9091 11 1,800,000 100,000 50,000 0 50,000
decentralized level (11 regions)
Trainings for regions sector bureaus (based on the findings CSA
4 of the sector data quality assessment) 11 regions*5 9445 11 regions 1,870,200 103,900 0 0 103,900
sectors*3ppl +5federal bureaus*2ppl)+450*transport*150
Agricultural Census (208per diem*24ppl*5 CSA
days+450transport*24ppl)*1000woredas Note: if CSA can 1000
5 2,000 36,000,000 2,000,000 0 0 2,000,000
not secure funds for mid-term Demography and Health woredas
Survery(DHS) this amount will be used for DHS.
Sub-total 48,670,200 2,703,900 300,000 150,000 2,253,900
Total CSA 126,070,200 7,003,900 2,430,000 1,235,000 3,338,900

62
 SUB-PROGRAM-B3: Ethiopian Road Authority Cost
1. Goods

Unit Total Cost Estimated Budget In USD Responsible

No. Item Quantity
Cost In Birr In USD Year 1 Year 2 Year 3 Body

1 Baseline data collection for all regions 100000 10 18000000 1,000,000 400,000 400,000 200,000
Procurement of computers and servers for the MIS
2 25,000 20 9,000,000 500,000 500,000 0 0 EAR/MoFED
system

Procurement of computers & GPS for woreda

3 1,000 200 3,600,000 200,000 200,000 0 0 EAR/MoFED
level offices

Sub Total 30,600,000 1,700,000 1,100,000 400,000 200,000

2. Surveys and Assessments

Unit Total Cost Estimated Budget In USD Responsible

No. Item Quant
Cost In Birr In USD Year 1 Year 2 Year 3 Body
Consultancy for training woreda staff on the new
1 200000 1 3,600,000 200,000 0 0 200,000 EAR/MoFED
MIS
Sub Total 3,600,000 200,000 0 0 200,000 EAR/MoFED

3. Operational

Unit Total Cost Estimated Budget In USD Responsible

No. Item Quant
Cost In Birr In USD Year 1 Year 2 Year 3 Body
Training on the new MIS for regions and woredas
1 [(208perdiem*2ppl*5days)+400transport*2ppl)]*1 160 1000 2,880,000 160,000 - 0 160,000 ERA/MoFED
000 woreda/18
Sub Total 2,880,000 160,000 - - 160,000
Total ERA 37,080,000 2,060,000 1,100,000 400,000 560,000

63
 MoFED/COPCU

1. Goods

Total Cost Estimated Budget In USD Responsibl

No. Item Unit Cost Quantity
In Birr In USD Year 1 Year 2 Year 3 e Body

1 Procurement of computers (Laptops) 2,000 15 540,000 30,000 30,000 0 0 COPCU

Sub Total 2,000 15 540,000 30,000 30,000 0 0

2. Surveys and Assessments

Total Cost Estimated Budget In USD Responsi

No. Item Unit Cost Quant
In Birr In USD Year 1 Year 2 Year 3 ble Body
Implementing Results Based Management
1 training for decentralized levels (11 regions 338,331 11 66,989,610 3,721,645 1,240,548 1,240,548 1,240,548 COPCU
including operational)
Effectiveness (linking financing and results)
2 study (on two sectors) and experience sharing 275,000 2 9,900,000 550,000 275,000 275,000 COPCU
(Agriculture and Water)
Equity in access to basic services through
3 socio-economic study(follow up from PBS 2) 2 400,00 2 14,400,000 800,000 400,000 400,000 COPCU
studies
Basic service staff tracking studies (four PBS
4 sectors)
200,000 4 14,400,000 800,000 200,000 400,000 200,000 COPCU
5 Sustainability studies 200,000 1 3,600,000 200,000 200,000 COPCU
Study on innovative mechanisms of effective
6 service delivery (data Collection)
200,000 3,600,000 200,000 200,000 COPCU
Sub-Total 112,889,610 6,271,645 2,040,548 1,915,548 2,315,548 COPCU

64
 3. Operational

Unit Total Cost Estimated Budget In USD Responsible

No. Item Quantity
Cost In Birr In USD Year 1 Year 2 Year 3 Body
International training on project
effectiveness measurements, monitoring and
1 16,400 5 1,476,000 82,000 - 82,000 MoFED
evaluation (5ppl(1400transport+10,000
tuition fee+5,000 accommodation)
In-country training on project management
and coordination for MfR (including staff
from CSA, MoE, MoH, MoA, ERA, and
2 MoWE) 3 times in PBS-3 period yearly 296 25 139,806 7,767 2,589 2,589 2,589
cost=[(208perdiem*25ppl*5days)+280transp
ort*25ppl)+11,200 Refreshment and hall
rent]/18
Graduate level continuing education for
3 20,000 4 1,440,000 80,000 40,000 20,000 20,000
Macro, General Accounts and COPCU staff
Sub Total 3,055,806 169,767 42,589 104,589 22,589
Total (MoFED/COPCU) 116,485,398 6,471,411 2,113,137 2,020,137 2,338,137

65
 Annex 3: Detail Cost Estimation

Sub- Program B: Strengthening Local transparency and Accountability Systems

Component B1: Citizen's Engagement
Sub component B1a: Financial Transparency and accountability (FTA)

Budget (in
S.No Activities/ Detail tasks
Birr)
Training and workshops for woreda citizens to raise awareness and
understanding of public budgeting and planning process: 100
participants per woreda
Year 1 for citizen training:-
· Number of woredas 948
· Number of participants 948*100=94,800
for year 1
Year 1 for citizen training:-
. Number of woredas 948
· Number of participants 948*100=94,800
· Participant allowance 94,800*2days*124 birr/day 23,510,400
· Trainers per diem of regions and Zones (56*3+11*5)*165birr*4days 147,180
· Per diem cost for MoFED FTA experts (25days*5*208birr) 26,000
· Transportation cost for MoFED FTA experts (2000birr*5fta) 10,000
· Refreshment 40 birr twice a day*94800participants*2days 7,584,000
· Printing of Training materials 94800*15birr 1,422,000
· Hall rent 948woredas*400birr*2days 758,400
. Stationeries lump sum 120,000
Sub-Total year 1 33,577,980
Year 2 for citizen training first batch
. Number of woredas 948
· Number of participants 948*100=94,800
· Participant allowance 94,800*2days*124 birr/day 23,510,400
· Trainers per diem of regions and Zones (56*3+11*5)*165birr*4days 147,180
· Per diem cost for MoFED FTA experts (25days*5*208birr) 26,000

66
 Budget (in
S.No Activities/ Detail tasks
Birr)
· Transportation cost for MoFED FTA experts (2000birr*5fta) 10,000
· Refreshment 40 birr twice a day*94800participants*2days 7,584,000
· Printing of Training materials 94800*15birr 1,422,000
· Hall rent 948woredas*400birr*2days 758,400
. Stationeries lump sum 120,000
Sub-Total year 2 33,577,980
Year 2 for citizen training second batch:-
Number of woredas 948
· Number of participants 948*100=94,800
· Participant allowance 94,800*2days*124 birr/day 23,510,400
· Trainers per diem of regions and Zones (56*3+11*5)*165birr*4days 147,180
· Per diem cost for MoFED FTA experts (25days*5*208birr) 26,000
· Transportation cost for MoFED FTA experts (2000birr*5fta) 10,000
· Refreshment 40 birr twice a day*94800participants*2days 7,584,000
· Printing of Training materials 94800*15birr 1,422,000
· Hall rent 948woredas*400birr*2days 758,400
. Stationeries lump sum 120,000
Sub-Total year 2 33,577,980
Year 3
Number of woredas 948
· Number of participants 948*100=94,800
· Participant allowance 94,800*2days*124 birr/day 23,510,400
· Trainers per diem of regions and Zones (56*3+11*5)*165birr*4days 147,180
· Per diem cost for MoFED FTA experts (25days*5*208birr) 26,000
· Transportation cost for MoFED FTA experts (2000birr*5fta) 10,000
· Refreshment 40 birr twice a day*94800participants*2days 7,584,000
· Printing of Training materials 94800*15birr 1,422,000
· Hall rent 948woredas*400birr*2days 758,400
. Stationeries lump sum 120,000
Sub-Total year 3 33,577,980
Total 134,311,920

67
 Budget (in
S.No Activities/ Detail tasks
Birr)
Disclosure of local public budget issues through mass media
Year 1-3
Design of media disclosure by MoFED for 3 years
· Sponsoring program 250,000birr*2years 500,000
· By drama – contracting artists 772,800 birr*2years 1,545,600
· Disclosing main overview of FTA activities by purchasing air time
300,000birr*2years 600,000
Sub- Total at MoFED 2,645,600
Design of media disclosure by Regions for 3 years
11 regions*500,000birr*3years 16,500,000

Sub-Total 16,500,000
Innovative activities
3 woredas from one region will be selected for innovative activities
For one woreda a maximum of 50,000 birr can be rewarded.
11 regions *3=33 woreds/year*3
MoFED 1
A total of 33 :-33/year*3years* 50,000birr 5,940,000.00

School men media and clubs 1000*474 of 948 woredas*1 474,000

Total 25,559,600
Develop FTA templates to disclose audit and procurement activities
Consultant fee and customization 2,500,000
Citizen participation on pre-budget (planning stage)
20 Percent of 948woredas*90 citizens*2 days *165 5,643,000
. Stationeries lump sum 72,000
Total 5,715,000
Orientation on service delivery templates for woreda Health, Education,
Agriculture, water and Finance offices : 2 participants per sector
Per diem for participants 165 birr*948*10 participant*3days 4,692,600
Per diem for MoFED FTA experts (25*5*208) 26,000
Transport cost for MoFED FTA experts (2000birr*5) 10,000
Refreshment 40 birr*9480 participants*2days 758,400

68
 Budget (in
S.No Activities/ Detail tasks
Birr)
Trainer’s per diem 165 birr*167 trainers*3days 82,665
240,000
Total 5,809,665
Procuring of bill-boards and suggestion boxes for posting templates
and getting feed back in regions and woredas
Year 1 and 2:- 948 woredas+56 zones =1004*3 bill boards*8733birr 26,303,796
Total 26,303,796
Refining and simplifying the budget and expenditure and service
facility templates
Per diem 30days* 20 experts*138 birr to refine the templates 82,800
Debrezit Management institute boarding 450*20*30 270,000
printing cost 2 templates * 50 pages* 993 copies *2.5 birr 248,250
Transport cost 11 experts*2000 birr +5 experts*200 birr 23,000
Per diem of Workshop on the refined templates 3days*30 163,350
experts*165birr*11 region
Hall rent for Workshop on the refined the templates 3times*700birr* 23,100
11 region
Refreshment for Workshop on the refined the templates 3times*30 39,600
experts*40*11 regions
Woreda level workshops 948*40 participants*40 birr refreshment 1,516,800

. Stationeries lump sum 120,000

Total 2,486,900
Printing and dissemination of FTA Templates by regions to post the
budget information in woerdas and service delivery centers
· Year 1: Quarterly 20 birr*(948 wored+56 zone+11 region)*4times/year*30 2,436,000
kebeles
· Year 2: Quarterly 15 birr*(926 wored+56 zone+11 region)*4times/year*30 2,436,000
kebeles
· Year 3: Quarterly 15birr*(926 wored+56 zone+11 region)*4 times/year*30 2,436,000
kebeles
. Stationeries lump sum 120,000
Total 7,428,000
Intra regional workshops to support cross regional & cross-woreda
experience sharing

69
 Budget (in
S.No Activities/ Detail tasks
Birr)
Year3
Intra- regional experience sharing workshops
Per diem expenses 8 regions in average (2701woredas FTA+40 regional 1,809,060
FTA)*4days*165birr
Per diem for MoFED FTA experts (25days*5fta*208birr) 26,000
Transport for 8 regions 300birr*2741participants 822,300
Refreshment expense 40 birr*2741 members 109,600
. Stationeries lump sum 120,000
Sub-Total year 3 2,886,960
Total 2,886,960
Experience sharing and Practical Training on FTA initiatives in regional
and/or international practices
For year 2 :-
Tuition fee for the training 1500 USD/person 525,000
1500*20participants*17.5 birr
Boarding and Lodging 1500 USD/person 1500*20 participants* 525,000
17 .5 birr
International tickets 20 participants*1500 USD/person*17 .5birr 525,000
Per diem for 20 participants for 15 days 100 USD/person 525,000
(20*15*100*17.5)
Total 2,100,000
Conduct annual review meeting with regions on FTA performance issues
· Per diem for FTA teams from 11 regions 5 members for 2 days meeting 68,640
(5 * 6days*208birr)
· Per diem for Regional BOFED heads 11*6*208birr 5,709
·Per diem for FTA teams from MOFED 5*2days*208birr 2,080
· Per diem for MOFED Officials 3*2 days*208birr 1,248
· Drivers from MOFED 3*5days*208birr 3,120
· Hall rent for 3 days*2000 birr per day 6,000
Hotel accommodation for 60 participants 900 birr per individual for 3 days 162,000
· Transport for 55 regional FTA team members 800/person 800 birr*55 44,000
. Fuel for review meeting 100 litter*3 times* 20 birr 6,000
. Stationary for the meeting 3,362

70
 Budget (in
S.No Activities/ Detail tasks
Birr)
For year 1 302,159
Year 2
· Per diem for FTA teams from 11 regions 5 members for 2 days meeting ( 5 68,640
* 6days*208birr)
· Per diem for Regional BOFED heads 11*6*208birr 5,709
·Perdiem for FTA teams from MOFED 5*2days*208birr 2,080
· Per diem for MOFED Officials 3*2 days*208birr 1,248
· Drivers from MOFED 3*5days*208birr 3,120
· Hall rent for 3 days*2000 birr per day 6,000
Hotel accommodation for 60 participants 900 birr per individual for 3 days 162,000
· Transport for 55 regional FTA team members 800/person 800 birr*55 44,000
. Fuel for review meeting 100 litter*3 times* 20 birr 6,000
. Stationary for the meeting 3,361
For year 2 302,158
Year 3
· Per diem for FTA teams from 11 regions 5 members for 2 days meeting (5 *
6 days*208birr) 68,640
· Per diem for Regional BOFED heads 11*6*208birr 5,709
·Per diem for FTA teams from MOFED 5*2days*208birr 2,080
· Per diem for MOFED Officials 3*2 days*208birr 1,248
· Drivers from MOFED 3*5days*208birr 3,120
· Hall rent for 3 days*2000 birr per day 6,000
. Hotel accommodation for 60 participants 900 birr per individual for 3 days 162,000
· Transport for 55 regional FTA team members 800/person 800 birr*55 44,000
. Fuel for review meeting 100 litter*3 times* 20 birr 6,000
. Stationary for the meeting 3,361
For year 3 302,158
Total 906,475
Impact Assessment survey on budget literacy of citizens
(Consultancy)
Impact Assessment survey on budget literacy of citizens 2,493,684
Salary

71
 Budget (in
S.No Activities/ Detail tasks
Birr)
At MoFED level
FTA team leader 1*36 months*10700 385,200
Senior FTA Expert 4*36 months*8700 1,252,800
At BoFED level
Senior FTA Focal person 11*36 months*10000 3,960,000
Total 5,598,000
Total 224,100,000

72
Component B2: Local Public Financial Management
Sub Component B2a: Woreda PFM and Procurement Strengthening

Amount in
S.No Activities/ Detail tasks
Birr
Providing facilities to strengthen Woreda PFM activities (procuring
photocopy and fax machine)
Photo copy machine 948 unites X birr 35,000 ( one for each woreda
33,180,000
and town)
Fax machine 948 unites X birr 18,000 ( one for each Woreda and town) 17,064,000
Sub-Total 50,244,000
Conduct awareness creation workshops on PFM activities for Woreda
Council and Cabinet members; WoFEDs heads and deputy heads
(including zones)
At Woreda/ Town level
. Facilities for 142,200 participants, ( 150 for each Woreda/Town) meeting
hall (Including lunch, 2 times refreshment, bottled water, etc.)
- Lunch 142,200 participants ( 948 Woredas/ Towns each 150
28,440,000
participants)* 2 days*100 birr
- Refreshment 142,200 participants*2 times a day *2 days*20 birr 11,376,000
- Rent 948 training halls*2 days*500 birr 948,000
. Fuel for transportation ( 948*50 litter*20 birr) 948,000
. Trainers fee for 948 trainers* 2 days*500 948,000
. Subsistence allowance for out of pocket expenses for 948 training
161,160
coordinators (1 for each Woreda) 948* 2 days*85
. Subsistence allowance for out of pocket expenses for 1896 supporting staffs
161,160
(2 finance staffs for each Woreda /city)1896*85
. Printing, duplicating and binding training Materials 14,2200 copies*100
14,220,000
birr)
At Zonal level
. Facilities for 8,400 participants ( about 150 at each Zone/ sub City) meeting
hall (Including lunch, 2 times refreshment, bottled water, etc.)
- Lunch 8,400 participants* 2 days*150 birr 2,520,000
- Refreshment 8,400 participants*2 times a day *2 days*20 birr 672,000
- Rent 56 training halls*2 days*1000 birr 112,000
. Fuel for transportation ( 56*50 litter*20 birr) 56,000
. Trainers fee for 56 trainers* 2 days*500 56,000
. subsistence allowance for out of pocket expenses for 56 training
9,520
coordinators (1 for each zone)56* 2 days*85

73
 Amount in
S.No Activities/ Detail tasks
Birr
. subsistence allowance for out of pocket expenses for 168 supporting staffs
14,280
(2 finance and 1 drivers for each Zone)168*85
. Printing, duplicating and binding training Materials 8,400 copies*100 birr) 840,000

Sub-Total 61,482,120
Strengthening Woreda capacity for effective management and
implementation of the existing pool system (covering accounts, budget,
treasury, property management and internal audit)
Revise and distribute Pool Manual
Organize professional study team of 15 members ( 11 from BoFED & 4 from
MoFED) and revises the existing Woreda and Zone financial pool service
manual at Debrezite management institute training center for one month
Facility cost ( Meal, refreshment, bed room and study room) 15 team
225,000
members*30 days* birr 500 accommodation
Subsistence allowance for out of pocket expenses 15 team members*30
62,100
days* birr 138
Transportation cost 10 team members* birr 2000 +5 team members* birr
20,500
100
Facility cost for high level evaluation team 10 members *4 days* birr 500
20,000
accommodation
Subsistence allowance for out of pocket expenses for high level evaluation
team (4 MoFED, 2 Oromia and 2 Addis Ababa BoFEDs PFM officials) 10 team 5,520
members*4 times a month* birr 138
Transportation cost for high level evaluation team,10 team members* 100
20,000
liters* birr 20
Facility cost for coordinator, finance staffs, drivers 1*30* birr 500 + 3*4* birr
21,000
500 accommodation
subsistence allowance for out of pocket expenses for coordinator and
7,452
supporting staffs 1*30* birr 138+ 3*8* birr 138
Transportation cost for coordinator and supporting staffs 8 times*25 liters*
4,000
birr 20
Translation, Printing and distribution of draft Pool manual (Lump sum) 10,000
Conduct 3 days workshop at Debrezite Management Institute with BoFED
heads and deputy heads and MoFED PFM directories to discuses and
improve the manual with their comments.
Facility cost 50 participants*3 days* birr 500 accommodation 75,000

74
S.No Activities/ Detail tasks Amount in Birr

Subsistence allowance for out of pocket expenses 50 participants*3 days*

20,700
birr 138
Transportation cost 30 Participants* birr 2000 +20 participants* birr 800
76,000
transportation
Facility cost for coordinator, finance staffs, drivers 5*3* birr 500
7,500
accommodation
Subsistence allowance for out of pocket expenses for coordinator and
2,070
supporting staffs 5*3* birr 138
Transportation cost for coordinator and supporting staffs 2*25 liters* birr 20 1,000
Translation, printing and distribution of draft manuals 50 copies*birr 200 10,000
Distribute the final Pool Manual to all Woreda oFED, Zone oFED and BoFED
To all Woreda oFED (each 2 copies) 948 woredas*2 copies* birr 200 379,200
To all Zone oFED (each1 copy) 56 Zones*1 copy* birr 200 11,200
To all BoFED (each 2 copies) 11 BoFED*2 copies* birr 200 4,400
Conduct 10 days TOT training on Pool manual at Debrezite for 60 regional
BoFED staffs
Facility cost 60 participants*10 days* birr 500 accommodation 300,000
Transportation cost 40 trainees* birr 2000 +20 team trainees* birr 100 82,000
Facility cost for coordinator, finance staffs, drivers 5*10* birr 500
25,000
accommodation
Subsistence allowance for out of pocket expenses for coordinator and
4,250
supporting staffs 5*10* birr 85
Transportation cost for coordinator and supporting staffs 2*25 liters* birr 20 1,000
Translation, Printing and distribution of pool manual & training documents
12,000
60 copies*birr 200
Over all training on Pool manual at Woreda level(including Zones)
The training will be conducted at Regional/ Zonal centers and each training
will have variable costs of birr 305 per trainees ( including birr 100 for lunch,
birr 40 for refreshment, 165 per dime) and birr 200 fixed costs for
transportation, training module and others).
35 trainees*948 Woredas/ Towns (33,180 trainees)*4 days*birr
47,115,600
305+33,180*birr 200 facility
40 trainees*56 Zones (2,240 trainees)*4 days*birr 305+2,240*birr 200
3,180,800
facility
Sub-Total
51,703,292
Develop simplified procurement directives for Woredas and give trainings
for all Woredas procurement staffs

75
 Amount in
S.No Activities/ Detail tasks
Birr
Organize professional study team to simplify procurement directives for
Woredas 5 members from PPPA at Debrezite management institute
training center for 15 days
Facility cost ( Meal, refreshment, bed room and study room) 5 team
37,500
members*15 days* birr 500 accommodation
Subsistence allowance for out of pocket expenses 5 team members*15 days*
10,350
birr 138
Fuel for transportation 100 litters* birr 20 2,000
Facility cost for high level evaluation team 10 members *4 days* birr 500
20,000
accommodation
Facility cost for coordinator, finance staffs, drivers 3*2* birr 500
3,000
accommodation
subsistence allowance for out of pocket expenses for coordinator and
828
supporting staffs 3*2* birr 138
Printing and distribution of draft simplified procurement directives for
2,000
Woredas (Lump sum)
Conduct 2 days workshop at Debrezite Management Institute with BoFEDs
and MoFED officials and experts and improve the manual with their
comments.
Facility cost 40 participants*2 days* birr 500 accommodation 40,000
Subsistence allowance for out of pocket expenses 40 participants*2 days*
11,040
birr 138
Transportation cost 30 participants* birr 2000 +10 team members* birr 800
68,000
transportation
Facility cost for coordinator, finance staffs, drivers 5*2* birr 500
5,000
accommodation
Subsistence allowance for out of pocket expenses for coordinator and
1,380
supporting staffs 5*2* birr 138
Transportation cost for coordinator and supporting staffs 2*25 liters* birr 20 1,000
Printing and distribution of draft manuals 40 copies*birr 200 8,000
Distribute the final simplified procurement directives to all Woreda oFED
948 Woredas *2 copies* birr 200 379,200
Conduct 5 days TOT training on simplified procurement directives at
Debrezite for 60 regional BoFED staffs
Facility cost 60 participants*5 days* birr 500 accommodation 150,000
Transportation cost 40 trainees* birr 2000 +20 team trainees* birr 100 82,000

76
 Amount in
S.No Activities/ Detail tasks
Birr
Facility cost for coordinator, finance staffs, drivers 5*5* birr 500
12,500
accommodation
Subsistence allowance for out of pocket expenses for coordinator and
2,125
supporting staffs 5*5* birr 85
Transportation cost for coordinator and supporting staffs 2*25 liters* birr 20 1,000
Translation, Printing and distribution of Simplified procurement directives &
12,000
training documents 60 copies*birr 200
Over all training on Simplified procurement directives at Woreda
level(including Zones)

The training will be conducted at Regional/ Zonal centers and each training
will have variable costs of birr 305 per trainees ( including birr 100 for lunch,
birr 40 for refreshment, 165 per dime) and birr 200 fixed costs for
transportation, training module and others).

11 trainees*948 Woredas/ Towns (10,428 trainees)*4 days*birr

14,807,760
305+10428*birr 200 facility
Sub-Total 15,656,683
Strengthen Woreda -level internal audit operations by establishing Audit
committee for 400 Woredas
Establish Audit committee for 400 selected Woredas
In selected Woreda 3 members from sector office and 1 secretariat for the
team
Transport allowance for 3 members each 500 birr and 400 birr for secretariat
Audit committee 3 members* 400 Woredas * 500 birr* 36 months 21,600,000
One secretariat*400woreda *400 birr 5,760,000
Sub-Total 27,360,000
Internal audit conference on issues of woreda level Audit (Zones to be
included) twice a year
Undertake internal audit conference twice a year for two days 34,129,200
Sub-Total 34,129,200
Conduct need assessment study to identify Woredas hard wares and office
equipment need (year 2) & Procure accordingly (year 3)

In year 2 there will be a need assessment study for Woredas whether

1,800,000
Woredas need additional hard wares and Equipments lump sum

In year 3 Procure accordingly (lump sum) 5,416,362

Sub-Total 7,216,362

77
 Amount in
S.No Activities/ Detail tasks
Birr
Roll out of the following manuals at Woreda level (Liquidity/cash
management, single treasury and commitment control, Performance audit,
Procurement standard bid documents)
Printing and distribution of the manuals
Print and distribute the Liquidity/ Cash management single treasury and
commitment control manual for 948 Woreda/ Town oFED, 2 copies for 189,600
each*100 birr
Print and distribute the Performance audit manual for 948 Woreda/ Town
189,600
oFED, 2 copies for each* 100 birr
Print and distribute Standard Bid Documents (SBD, about 15 type) for 948
948,000
Woreda/ Town oFED, 2 copies for each* 500 birr
Trainings on the manuals manual
The training will be conducted at Regional/ Zonal centers and each training
will have variable costs of birr 305 per trainees ( including birr 100 for lunch,
birr 40 for refreshment, 165 per dime) and birr 200 fixed costs for
transportation, training module and others).
6 trainees*948 Woredas/ Towns (5,688 trainees)*4 days*birr 305+5688*birr
8,076,960
200
Training on Performance audit manual
3 trainees*948 Woredas/ Towns (2,844 trainees)*5 days*birr 305+2844*birr
4,038,480
200
Training on Standard Bid Documents
3 trainees*948 Woredas/ Towns (2,844 trainees)*5 days*birr 305+2844*birr
4,038,480
200
Training on liquidity management STA and commitment con. Manuals
Sub-Total 17,481,120
Operating Expenses- stationeries
Stationery; 400 birr lamp sum per month*948 Woredas/ cities*36 months 13,651,200
Sub-Total 13,651,200
Transport allowance for Woreda PFM teams
4 team members* 500 birr*948 Woreda/Town*36 months 68,256,000
Sub-Total 68,256,000

78
 Amount in
S.No Activities/ Detail tasks
Birr
Massive trainings for woreda finance office employees on PFM
components
The training will be conducted at Zonal / Woreda centers and each
training will have variable costs of birr 305 per trainees ( including birr
100 for lunch, birr 40 for refreshment, 165 per dime) and birr 200
fixed costs for transportation, training module and others).

9 trainees*948 Woredas/ Towns (8532 trainees)*4 days*birr

33,786,720
305+8532*birr 100 facility for 3 years

Procurement of 13 vehicles for regions who do have zones

(exclusively to support Woredas).
13 vehicles @ USD 60,000*18 birr in year 2 14,040,000
Sub-Total 14,040,000

Procurement of 14 vehicles for regions who do not have zones

(exclusively to support Woredas) (3 for Afar,4 for Tigray, 3 for
Benishangul-Gumuz, 4 for Somalie) .
14 vehicles @ USD 60,000*18 birr in year 2 15,120,000
Sub-Total 15,120,000
Total 1 410,126,697

79
Sub-Component B2b: IBEX Rollout and Support

S.No Activities/ Detail tasks Budget (in Birr)

Operational costs for IBEX support and rollout at MoFED, BoFEDs, ZoFEDs
and WoFEDs
Cost for IBEX roll out
Roll out of IBEX-1.3 to the remaining 212 Woredas by regions and Zones IT
600,000
experts
Roll out of the updated IBEX-2 to all public bodies at all levels by MoFED IT
2,600,000
and ISU staffs
Support for IBEX system at BoFED level (3 IT experts)
3 IT experts each region = 33 x 10 days per month x 36 months x birr 165
1,960,200
per dium = 33x10x36x165 months
Support for IBEX system at Zone/Sub city level (2 IT experts)
Per dium for 2 IT experts* 56 zones for 10 days/month/person 165
6,652,800
birr/day for 36 months
Sub-Sub-Total 11,813,000
Technology Training for 132 trainees (3 from each region, 1 from each
zone and 15 from MoFED)
Training fee 1,240,845
Per diem 117 trainees*22 days*165 birr 424,710
Transportation for trainee 800 birr on average/trainee 117 93,600
Sub-Sub-Total 1,759,155
Sub-Total 13,572,155
Procurement of windows server 2008 for each Regions
Procurement of windows server 2008 300 CAL 11*350000 3,850,000
Sub total 3,850,000
Salary and operational expenses for IBEX support unit (ISU) at MoFED.

a) Salaries:-
IT Technical Lead @ 30,720/month x 36 x 2 2,211,840
Senior Procedural and IT advisor @ 30,238/month x 36 x 1 1,088,568
Senior software Developer@ 20,000/month x 36 x 2 1,440,000
Developer @16,800/month*36x1 604,800
Developer @13,900/month*36x1 500,400
Developer @9,025/month*36x1 324,900
Network specialist@10,830*36x1 389,880
Finance and administration manager @ 9,900/month x 36 356,400

80
S.No Activities/ Detail tasks Budget (in Birr)
Administrative assistant @ 6,500/month x 36 234,000
Accountant @8,500 x 36 x 1 306,000
Casher @4500*36*1 162,000
Drivers @ 2500/month x 36 x 1 90,000
Drivers @ 2000/month x 36 x 7 504,000
Cleaner/ Messenger @ 1200/month x 36 x 1 43,200
Cleaner/ Messenger @ 825/month x 36 x 1 29,700
Sub-Sub-Total 8,285,688
b) Operating expenses
Communication @ 4,000/month x 36 144,000
Equipment maintenance @ 3,000/month x 36 108,000
Postage @ 300/month x 36 10,800
Stationeries and computer accessories @ 8,000/month x 36 288,000
Other materials @ 3,000/month x 36 108,000
Fuel for 8 cars providing transportation service for reform activities
field works and IBEX support for Federal Public bodies at Addis
2,304,000
Ababa 8000 birr per month*8*36 months
Maintenance costs for 8 cars *5000 kms. Per month*36
months/5000 kms.*8500 birr 2,448,000
Spare parts for 8 cars i.e. tyre, battery and others at a fixed
rate(50,000 birr per car per year) 8*50,000*3 years 1,200,000
Per diem for Various IBEX Support activities provided by MoFED
professional staffs for Federal Public bodies and Regions/City
administrations BoFEDs; 15 staffs per month*for 10 days*36 1,223,200
months*208 birr+ 100,000 air ticket fee in lump sum
Sub-Sub-Total 7,834,000
Sub-Total 16,119,688
Operational, service and material costs to connect woredas, zones,
regional sector bureaus and federal bodies with woredanet
network
Connecting 355 Woredas, 17 ZoFEDs, 335 Regional sector Bureaus' and
171 Federal Public Bodies to woredanet network infrastructure
Installation, configuration including materials for Ethio- telecom for last
25,000,000
mile connectivity
Local area network connectivity costs 12,814,583
Project follow up, Quality assurance and verification, validation and
2,000,000
acceptance of the work, change control and management

81
S.No Activities/ Detail tasks Budget (in Birr)
Building Data Center for Regional BoFEDs
Air Conditioner 9*250000 2,250,000
UPS and Power Distribution unit 9*600000 5,400,000
Raised floor 9*200000 1,800,000
Wall cladding 9*120000 1,800,000
Fire alarm and suppression system 9*150000 1,350,000
Electric system equipments 9*170000 1,530,000
Access control system 9*50000 450,000
Server rack and wiring cabinet and cable management accessories
4,500,000
9*500000
False ceiling and lighting 9*70000 630,000
Installation and Commissioning 9*500000 4,500,000
Sub-Total 64,024,583
Total 97,566,426

82
Sub-Component B2c: Regional Training and Program Support

Amount in
S.No Activities/ Detail tasks
Birr
Roll out of the following manuals at Federal and Regional levels
(Liquidity/cash management, single treasury and commitment
control, Performance audit, Procurement standard bid
documents)
At Federal level
Translate, print and distribute the Liquidity/ Cash management single
treasury and commitment control manual for 150 Federal public bodies, 30,000
2 copier for each*100 birr
Translate, print and distribute the Performance audit manual for 150
Federal public bodies, 2 copies for each* 100 birr 30,000

Translate, print and distribute Standard Bid Documents (SBD, about 15

type) for 150 Federal public bodies, 2 copies for each* 500 birr 150,000

Translate, print and distribute Liquidity/ Cash management single

treasury and commitment control manual, Performance audit manual
and Standard Bid Documents (SBD, about 15 type) for 11 Region/ City 15,400
administration BoFEDs , 2 copies each, birr 11*2* 700 birr

Over all trainings on Liquidity/ Cash management single treasury

and commitment control manual for federal public bodies
trainees (Training facilities, refreshment, training materials and
transportation costs)
630 trainees from Addis Ababa federal public bodies, *4 days*birr 200
for facilities 504,000

270 trainees from out of Addis Ababa federal public bodies, *4 days*birr
200 for facilities 324,000

Per diem for 270 trainees from out of Addis Ababa federal public bodies,
*birr*6 208 336,960

Transportation for 270 trainees from out of Addis Ababa federal public
bodies, *birr 1500 405,000

Subsistence allowance for out of pocket expenses for trainees from

Addis Ababa federal public bodies 630*4 days* birr 30 75,600

Subsistence allowance for out of pocket expenses for coordinator and

supporting staffs 5*4 days* 3times*birr 85 5,100

Over all trainings on Performance Audit manual for federal public

bodies trainees (Training facilities, refreshment, training materials and
transportation costs)
630 trainees from Addis Ababa federal public bodies, *4 days*birr 200
504,000
for facilities

83
 Amount in
S.No Activities/ Detail tasks
Birr
270 trainees from out of Addis Ababa federal public bodies, *4 days*birr 324,000
200 for facilities
Per diem for 270 trainees from out of Addis Ababa federal public bodies, 336,960
*birr*6 208
Transportation for 270 trainees from out of Addis Ababa federal public 405,000
bodies, *birr 1500
Subsistence allowance for out of pocket expenses for trainees from 75,600
Addis Ababa federal public bodies 630*4 days* birr 30
Subsistence allowance for out of pocket expenses for coordinator and 5,100
supporting staffs 5*4 days* 3times*birr 85
Over all trainings on Standard bid document manual for federal public
bodies trainees (Training facilities, refreshment, training materials and
transportation costs)
630 trainees from Addis Ababa federal public bodies, *4 days*birr 200 504,000
for facilities
270 trainees from out of Addis Ababa federal public bodies, *4 days*birr 324,000
200 for facilities
Per diem for 270 trainees from out of Addis Ababa federal public bodies, 336,960
*birr*6 208
Transportation for 270 trainees from out of Addis Ababa federal public 405,000
bodies, *birr 1500
Subsistence allowance for out of pocket expenses for trainees from 75,600
Addis Ababa federal public bodies 630*4 days* birr 30
Subsistence allowance for out of pocket expenses for coordinator and 5,100
supporting staffs 5*4 days* 3times*birr 85

ToT Trainings on Liquidity/ Cash management single treasury and

commitment control manual for regional/ city administration
(Accommodation cost for Debrezite management institute, training
materials and transportation costs) for BoFEDs at federal level
180 trainees from Regional/ city administration BoFEDs, *10 days*birr 360,000
500 for accommodation
Per diem for 180 trainees 4 days* birr 208 149,760
Transportation for 180 trainees from out of Addis Ababa federal public 270,000
bodies, *birr 1500 for each participant
Subsistence allowance for out of pocket expenses for coordinator and 11,220
supporting staffs 22*2 days* 3 times*birr 85
ToT Trainings on Performance Audit manual for regional/ city
administration (Accommodation cost for Debrezite management
institute, training materials and transportation costs) for BoFEDs at
federal level

84
 Amount in
S.No Activities/ Detail tasks
Birr
180 trainees from Regional/ city administration BoFEDs, *10 days*birr
500 for accommodation 360,000

Per diem for 180 trainees 4 days* birr 208 149,760

Transportation for 180 trainees from out of Addis Ababa federal public
bodies, *birr 1500 for each participant 270,000

Subsistence allowance for out of pocket expenses for coordinator and

supporting staffs 22*2 days* 3 times*birr 85 11,220

ToT Trainings on standard bid document manuals for regional/ city

administration (Accommodation cost for Debrezite management
institute, training materials and transportation costs) for BoFEDs at
federal level
180 trainees from Regional/ city administration BoFEDs, *10 days*birr
500 for accommodation 360,000

Per diem for 180 trainees 4 days* birr 208 149,760

Transportation for 180 trainees from out of Addis Ababa federal public
bodies, *birr 1500 for each participant 270,000

Subsistence allowance for out of pocket expenses for coordinator and

supporting staffs 22*2 days* 3 times*birr 85 11,220

Sub-Sub-Total 7,550,320
At Regional level
Printing and distribution of new PFM manuals including translation
cost
Liquidity/ Cash management single treasury and commitment control
manual for 350 regional sector bureaus, 1 copy for each*100 birr 35,000

Performance audit manual for 350 regional sector bureaus, 1 copy for
35,000
each*100 birr
Standard Bid Documents (SBD, about 15 type) for 350 regional sector
bureaus, 1 copy for each*500 birr 175,000

Over all training on Liquidity/ Cash management, single treasury and

commitment control manual for 350 regional/ city administration
sector bureaus and Zonal oFEDs 4200 professionals at regional level
Training facilities, refreshment, training material and transportation
cost
4200 trainees*4 days*birr 150 for facilities 2,520,000
Per diem for 1400 trainees out of regional city centers*6*birr 165 1,386,000
Transportation cost for 1400 trainees out of regional city centers*birr
700,000
500
Subsistence allowance for out of pocket expenses for coordinators and
supporting staffs 22*2 days* 3times*birr 85 11,220

85
 Amount in
S.No Activities/ Detail tasks
Birr
Over all training on Performance audit manual for 350 regional/ city
administration sector bureaus and Zonal oFEDs 4200 professionals at
regional level
Training facilities, refreshment, training material and transportation
cost
4200 trainees*4 days*birr 150 for facilities 2,520,000
Per diem for 1400 trainees out of regional city centers*6*birr 165 1,386,000
Transportation cost for 1400 trainees out of regional city centers*birr
700,000
500
Subsistence allowance for out of pocket expenses for coordinators and
supporting staffs 22*2 days* 3times*birr 85 11,220

Over all training on Standard bid document manual for 350 regional/
city administration sector bureaus and Zonal oFEDs 4200 professionals
at regional level
Training facilities, refreshment, training material and transportation
cost
4200 trainees*4 days*birr 150 for facilities 2,520,000
Per diem for 1400 trainees out of regional city centers*6*birr 165 1,386,000
Transportation cost for 1400 trainees out of regional city centers*birr
700,000
500
subsistence allowance for out of pocket expenses for coordinators and
supporting staffs 22*2 days* 3times*birr 85 11,220

Sub-Sub-Total 14,096,660
At Zonal level

Printing and distributing new PFM manuals including translation costs

Liquidity/ Cash management single treasury and commitment control
manual for 56 Zone oFEDs, 2 copies for each*100 birr 11,200

Performance audit manual for 56 Zone oFEDs, 2 copies for each* 100
11,200
birr
Standard Bid Documents (SBD, about 15 type) for 56 Zone oFEDs, 2
copies for each* 500 birr 56,000

Sub-Sub-Total 78,400
Sub-Total 21,725,380
Conduct internal audit forum with Federal and Rgional/City
administration twice ayear
At Federal level
Facility cost 300 participants*twice a year*1 day* birr 200
accommodation* 3 years 360,000

86
 Amount in
S.No Activities/ Detail tasks
Birr
Transportation cost 20 participants outside of Addis Ababa* birr 2000
+40 participants* birr 1000 *3 years 480,000

Facilitation cost for coordinator, finance staffs, drivers 5*3* birr 85*2*3
5,100
years
Sub-Sub-Total 845,100
At Regional level
Facility cost 150 participants per region*11 region*twice ayear*1 day*
birr 200 accommodation* 3 years 1,980,000

Transportation cost 20 participants outside of regional capital cities*11

region birr 500*3 years* twice a year 660,000

Facilitation cost for coordinators, finance staffs, drivers 2*11* birr

5,610
85*2*3 years
Sub-Sub-Total 2,645,610
Sub-Total 3,490,710
Providing facilities for PFM Teams at Zones So that they can give
adequate support to Woredas
Photo copy machine 56 unites X birr 35,000 ( one for each Zone and Sub
1,960,000
cities)
Fax machine 56 unites X birr 18,000 ( one for each Zone and Sub city) 1,008,000
Lap top for 4 IT staffs* 56 zones units X birr 20,000 ( Four for each Zone
and Sub city) 4,480,000

Supporting costs ;500 birr lamp sum per month*56 zones/sub cities*36
1,008,000
months
Sub-Total 8,456,000
Procuring of 12 vehicles for Regions and 3 for EMCP PFM support
activities
Procuring of 12 additional vehicles for Regions (3 for Oromia, 2 for
Amhara, 2 for SNNP,3 for Addis Ababa, 1 for Harari and 1 for Dire Dawa)
12 vehicles @ USD 60,000*18 birr in year 2 12,960,000
Procuring of 3 vehicles for EMCP regional PFM support activities
3 vehicles @ USD 60,000*18 birr in year 2 3,240,000
Sub-Total 16,200,000
Costs for contract employees at the Federal and Regional levels
Strengthening human resources
Extend contract for the existing and recruit additional staffs for
Federal, Regional and Zonal PFM activities ; and having 366 contract
staffs for 36 months , including 27 for MoFED, 3 for PPA, 171 for
BoFEDs' and 313 for ZoFEDs'.
Salary for 366 contract employees for account, IT, procurement and
drivers at Federal, regional and Zonal levels.
For MoFED

87
 Amount in
S.No Activities/ Detail tasks
Birr
Senior accountant 8*36 months*8700 2,505,600
Accountant 2*36*7100 511,200
IT administrator 1*36 months*12700 457,200
Senior IT expert 1*36 months*10200 367,200
IT expert 10*36 months*8700 3,132,000
PFM reform coordinator3*36 months*8700 939,600
Procedural trainer 2*36 months*12700 914,400
For PPA
Procurement coordinator 1*36 months*12700 457,200
Senior procurement specialist 1*36 months*10700 385,200
Procurement expert 1*36 months*8700 313,200
Sub-Sub-Total 9,982,800
For BoFEDs
Senior accountant 80*36 months*8000 birr 23,040,000
Accountant 36*36 months*6500 birr 8,424,000
Senior Procurement Specialist 11*36 months*9000 birr 3,564,000
Procurement expert 11*36 months*8000 3,168,000
IT administrator 11*36*12000 4,752,000
Senior IT expert 11*36 months*9000 birr 3,564,000
IT expert 11*36 months*7200 birr 2,851,200
Driver 11*36*1500 594,000
Casher 11*36*4500 1,782,000
Sub-Sub-Total 51,739,200
At ZoFED
Senior accountant 56*36 months*8000 birr 5,760,000
Senior IT expert 56*36 months*9000 birr 18,144,000
IT expert 56*36 months*7200 birr 14,515,200
Internal auditor(Accountant) 56*36 months*6500 birr 13,104,000
Procurment expert 56*36 months*8000 16,128,000
Driver 48*24*1500 2,592,000
Sub-Sub-Total 70,243,200
Sub total 131,965,200

88
 Amount in
S.No Activities/ Detail tasks
Birr
Operating expenses to support PFM activities at Zones, Regions and
Federal levels, (including transportation allowance, transportation
cost, fuel, maintenance of vehicles, office refreshments, per diems,
costs for special study teams, other goods and services).
Transport allowance for reform implementation teams at MoFED,
BoFEDs and ZoFEDs levels
- The teams are responsible to coordinate, implement and provide
Supports for all PFM reforms including FTA, IT, Procurement and Audit.
At MoFED level
EMCP higher coordinators and supervisors 1* birr 2500 per month*36 90,000
EMCP 4 senior experts*1200 birr*36 172,800
EMCP 8 supporting staffs*750 birr*36 months 216,000
EMCP 6 PFM team managers and 6 directories*1000 birr*36 months 432,000
EMCP 6 PFM teams 29 members *850 birr*36 months 887,400
Drivers 20*500*36 months 360,000
Sub-Sub-Total 2,158,200
At BoFEDs level
7 PFM team members* 600 birr*11 regions*36 months 1,663,200
At ZoFEDs level
6 PFM team members* 500 birr*56 Zones*36 months 6,048,000
Sub-Sub-Total 7,711,200
Special study team cost staying outside Addis Ababa
Every quarter of a year 4 study teams of 6 members would be
deployed for 15 days
Subsistence allowance for out of pocket expenses 24 members* for 15
days *3 years*138 birr 596,160

Accommodation cost for 24 members* for 15 days *3 years*500 birr 540,000

Transportation cost (100 liter* 48 times*20 birr) 96,000
Sub-Sub-Total 1,232,160
Supporting costs
For EMCP
Office Refreshment for 10 meetings on average per month*10
participants on each*36 months*20 birr 72,000

Per diem for Various supports provided by MoFED professional staffs for
Federal Public bodies and Regions/City administrations BoFEDs; 4 staffs 299,520
per month*for 10 days*36 months*208 birr
Fixed assets and services; 95,252 birr (lump sum) 95,252
Fuel, 160 liter per month for 36 months at 20 birr per liter 115,200
Sub-Sub-Total 581,972
89
 Amount in
S.No Activities/ Detail tasks
Birr
At regional level
Per diem for field works; 5 days field work in each month for all regional
PFM reform team members and one driver; 4 members*11 regions*5 1,306,800
days*36 months*165 birr
Transportation cost 1500 kms per month/ 5 litter fuel*11 regions*36
2,376,000
months*20 birr
Car Maintenance; 1500 kms per month/5000*36 months*11
1,009,800
regions*8500 birr
Spare parts for 11 cars i.e. tyre, battery and others at a fixed rate(10,000
330,000
birr per car per year)
Sub-Sub-Total 5,022,600
At Zonal level
Per diem for 5 days field work in each month for all Zonal PFM team
members and one driver;3 members*56 Zones*3 days*36 months*165 2,993,760
birr
Transportation cost 500 kms per month/ 5 litter fuel*56 zones/sub
cities*36 months*20 birr 4,032,000

Car Maintenance; 500 kms per month/5000*36 months*56 zones*8500

1,713,600
birr
Spare parts for 33 cars i.e. tyre, battery and others at a fixed rate(5,000
birr per car per year) 495,000

Sub-Sub-Total 9,234,360
Sub-Total 25,940,492
Operational costs to support timely reporting and closure of accounts
at federal, regional and woredas
Transportation cost 1000 kms per month/ 5 litter fuel (for 11 BoFED and
145 Federal public bodies )*36 months*20 birr 144,000

Per diem 5 experts and 5 drivers * 10 days per month* 36 months*208

748,800
birr
Sub-Total 892,800
Costs associated with PFM short term trainings at the Federal and
Regional level for 3 years
Short term trainings
In-house short term trainings for three years (for Budget, Accounts,
Internal audit and IT)
At Federal level
4 modules*525,000 *3 6,300,000
At BoFEDs level
4 modules*200,000 birr*11 regions*3 26,400,000
Sub-Total 32,700,000

90
 Amount in
S.No Activities/ Detail tasks
Birr
Costs associated with PFM institutionalized trainings at the Federal and
Regional level
At Federal level institutionalized training in year 2 and 3
Provide 3 months training on PFM (Legal frameworks, procurement and
property administrations, budget preparation and administration, cash
management and disbursement, accounts, financial and performance
audits, financial information system and internal control system) 100
federal staffs each year at nodal training agency

Tuition fees 100 trainees* 5000*2 1,000,000

Accommodation cost 100 trainees*100 birr*90 days*2 1,800,000
At Regional level institutionalized training in year 2 and 3
Provide 3 months training on PFM (Legal frameworks, procurement and
property administrations, budget preparation and administration, cash
management and disbursement, financial and performance audits,
financial information system and internal control system) 667 staffs
each year drawn from regional sector bureaus, ZoFEDs and WoFEDs at
nodal training agency
Tuition fees 667 trainees* 5000*2 6,670,000
Accommodation cost 667 trainees*100 birr*90 days*2 12,006,000
Transportation cost 667 trainees*500 birr*2 667,000
Sub-Total for year 2 and 3 22,143,000
Sub-Total 22,143,000
8 days In- house short term training on procurement and property
management for 3 years.
At Federal level
645,590 birr*3 years 1,936,770
At BoFEDs level
255,900 birr*11 regions*3 years 8,477,700
Sub-Total 10,414,470
Establishing Ethiopian Institute of Procurement and Asset management
(EIPAM) and provide institutionalized trainings year 1-3
At Federal level
Provide 3 months training on procurement and property administrations
for Federal and Regional staffs for 900 trainees per year* 3 years at
nodal training center
Tuition fees (900 trainees*3* 5000) 13,500,000
Accommodation cost (900 trainees*100 birr*90 days*3) 24,300,000
Transportation cost (700 trainees*1000 birr*3 years) 1,050,000
Sub-Total 38,850,000
91
 Amount in
S.No Activities/ Detail tasks
Birr
Workshops, awareness creations and Forums on Procurement and
property administration
At federal level
Conduct annual workshops with suppliers twice a year
Facility cost 450 participants*1 day* birr 200 accommodation* 3 years*2 540,000
Conduct annual forum with regional Procurement and property
administration regulatory and suppliers twice a year

Facilitation cost 100 participants*1 day* birr 200 accommodation* 3

120,000
years*2
Transportation cost 12 participants from region* birr 2000 +10
participants* birr 100 *3 years*2 150,000

Facilitation cost for coordinator, finance staffs, drivers 5*3* birr 85*3
7,650
years*2
Awareness creation at Federal level with relevant bodies on
procurement and property administration issues (Lump sum) 500,000

Media dissemination on Procurement and property administration

(Lump sum) 500,000

Sub-Sub-Total 1,817,650
At Regional level
Conduct annual workshops with suppliers on Procurement and
property administration twice a year
Facility cost 100 participants*11 regions*1 day* birr 200
accommodation* 3 years*2 1,320,000

Facility cost for coordinator, finance staffs 2*11* birr 85*3 years*2 11,220
Sub-Sub-Total 1,331,220
Sub total 3,148,870
Administrative and operating costs and goods for COPCU
Salary for contract employees at MoFED
Senior procurement specialist 4*36 months*10700 1,540,800
procurement expert 3*36 months*8700 939,600
Senior accountant 7*36 months*8700 2,192,400
Senior public finance specialist 1*36 months*10700 385,200
Public finance expert 1*36 months*7100 255,600
Senior social protection specialist 1*10700*36months 385,200
Social protection expert 1*7100*36 months 255,600
Senior social accountability specialist 1*10700*36 months 385,200
Social accountability expert 1*7100*36 months 255,600
channel One Program Coordinator 1*12700*36 months 457,200

92
 Amount in
S.No Activities/ Detail tasks
Birr
Assistant program co-coordinator 1*10700*36 months 385,200
project senior expert 1*36 months*8700 313,200
project expert 1*36 months*7100 255,600
senior monitoring and evaluation expert 1*36months*8700 306,000
Monitoring and evaluation expert 1*36*7100 255,600
cashier 1*36 months*4500 162,000
Drivers 8*36 months*2000 576,000
Channel one programs coordinator for 11 regions*36*10000 3,960,000
Sub-Sub-Total 13,266,000
Copcu transport allowance for regular staff
COPCU heads 1*2500*36 months 90,000
Copcu vice heads 3*1500 birr*36 months 162,000
Directors 5*1000*36 months 180,000
Senior experts 10*1200*36 months 432,000
Experts 20*1000*36 months 720,000
Supporting staffs 10*750*36 months 270,000
Drivers 4*500*36 months 72,000
Sub-Sub-Total 1,926,000
Operational expenses
Fuel for 2 cars providing transportation of daily activities of PBS at
COPCU 2cars,30liters per day,22days per month, for 36 months, 20 birr 1,020,159
per liter)
Fuel for 2 cars providing transportation service for PBS activities field
works(five times per annum on ten regions for one year *2000 liter per 644,040
trip*17.89birr/liter)
Fuel for COPCU Head, 160 liter per month for 36 months at 20 birr per
115,200
liter
Maintenance costs for 5 cars service(5000km in 3 months and 4 times a
year to be serviced at birr 2500 each service) 180,000

Spare parts for 5 cars i.e. tyre, battery and others at a fixed rate(15000
birr per year) 54,000

Office Refreshment for 10 meetings on average per month*10

participants on each at *42 birr*36 months 151,200

Per diem for PBS activities/field visit to support by MoFED professional

staffs for Federal Public bodies and Regions/City administrations BoFEDs; 673,920
5 staffs per month*for 15 days*12 months*208 birr
Sub-Sub-Total 2,838,519
JRIS/JBAR meeting and training
. JRIS/JBAR meeting 2 times in a year, 200 participants, 5 days, 300birr
per day per participant 2,160,000

93
 Amount in
S.No Activities/ Detail tasks
Birr
. JRIS/JBAR meeting stationery 2 *a year *15000 for note book, pen,
binder printing paper, and toner 108,000

. Training 2 times in one year(11Region+33Zone)44 participants

for15days allowance at 208 birr 988,416

Sub-Sub-Total 3,256,416
Procurement of Eight vehicles,4 in year one and 4 in year 2, USD
60,000 each*8*18 birr 8,640,000

Sub-Sub-Total 8,640,000
Office Furniture
Desk top computer(30 computers at 18000birr each) 621,000
Ups(30ups at 6000birr each) 207,000
flash disk (30 ups at 600 birr each) 64,800
Photo copier(big)(4 photocopier at 98000 birr each) 450,800
Printer(15 printer at 8000 birr each) 138,000
Color printer(2 printer at 17000 each) 39,100
Scanner ( 4 scanner at 6000 birr each) 27,600
L shape Table( 10 table at 8500 birr each) 97,750
Guest chair(10 chair at 1000 birr each) 11,500
Swivel chair(10 swivel at 2500 birr each) 28,750
lap top(15 laptop at 17000 each) 293,250
others 5,060
Sub-Sub-Total 1,984,610
Office supplies 1,007,247
Sub-Total 32,918,792
Total 348,845,714

94
 ANNEX 4: ANNUAL (First Year) WORK PROGRAM AND BUDGET

ning Local Transparency and Accountability System

ngagement
ncial Transparency and Accountability

d FY2006 1st FY2006 2nd Annual

Quarter FY2005 4rd Quarter
Quarter Quarter Estimated Responsible Body
n.-Mar. 2013 April-June
2013 July-Sept. 2013 Oct.-Dec. Budget(USD)
Budgets to Awaking citizens (100 Awaking citizens (100 Awaking citizens (100
from each woreda) on from each woreda) on from each woreda) on COP CU/
f training budget preparation and budget preparation and budget preparation and
utilization. (316 utilization. (316 utilization. (316
BOFED/ZOFED and
Woredas) Woredas) Woredas) 1,865,443 WOFED/EMCP/ FTA
Participants Unit
Performance Monitoring Performance Performance
and evaluation. Monitoring and Monitoring and
evaluation. evaluation.
Budgets to Budget and expenditure Budget and Budget and
information disclosed to expenditure expenditure COP CU/
the public through mass information disclosed information disclosed
media. to the public through to the public through
BOFED/ZOFED and
mass media. mass media. 473,326 WOFED/EMCP/ FTA
d award Performance Unit
Performance Monitoring and
Monitoring and evaluation.
evaluation.
Advertize and award Preparing financial Evaluation and MOFED/EMCP/COP
consultant transparency and translation, CU/FTA Unit.
1.2. accountability customization and roll
138,889
templates for out of the prepared
procurement and audit procurement and Audit
Citizen participation on
pre-budget (planning
stage)

FY2006 1st FY2006 2nd

FY2005 3rd Quarter FY2005 4rd Quarter Annual
Activity Quarter Quarter Responsible Body
2013 Jan.-Mar. 2013 April-June Estimated Budget
2013 July-Sept. 2013 Oct.-Dec.
Orientation on service Transfer of Budgets to Awaking employees Awaking employees Awaking employees
delivery templates for Regions. from woreda from woreda Health, from woreda Health,
woreda Health,
COP CU/
Health, Education, Education, Education,
Education, Agriculture, Preparation of training Agriculture, Water Agriculture, Water and Agriculture, Water and
water and woreda documents. and Woreda Woreda Finance Woreda Finance BOFED/ZOFED and
Finance offices : 2 Finance Offices: 2 Offices: 2 participants Offices: 2 participants WOFED/EMCP/ FTA
participants per sector Selection of Participants participants per per Sector for 3 days. per Sector for 3 days.
for 3 days
Unit
and venue. Sector for 3 days.
Performance Performance
Monitoring and Monitoring and
evaluation. evaluation.
Procuring of bill-boards Transfer of Budgets to Evaluation and award on Delivery of Bill boards Posting of Zonal,
and suggestion boxes for Regions. contract. with suggestion boxes Woreda and Service
posting templates and
COP CU/
Preparation of for Zones, Woredas Delivery Budget and
getting feed back in Specification for Transfer of Money for and Service Delivery Expenditure templates
BOFED/ZOFED and
regions and woredas purchase of bill boards. payment of the purchase Centers. on the procured Bill WOFED/ EMCIP/
730,661
Preparation of tender of bill Boards with Boards. FTA Unit
documents. Suggestion Boxes. Performance
Monitoring and Performance
evaluation. Monitoring and
evaluation.
Refining and simplifying Preparation of TOR and -- calling the refining -Discussion on the -Translation, EMCIP/ FTA Unit &
the budget and related activities to team, identify the refined and simplified customization & roll
expenditure and service
BOFED
facilitate the venue. templates to be refined templates & come up out of the refined and
facility templates and simplified & with the refined & simplified prototype
138,161
perform the activity at simplified prototype templates.
the selected venue. templates to be utilized
after translation and
customization.
Printing and -Transfer of Budgets to -Award the contract for -posting the budget & -posting the budget & COP CU/
dissemination of FTA Regions. the winner printing expenditure expenditure
Temples by regions to
BOFED/ZOFED and
company & collect the information in information in
post the budget - Preparation of the bid print out of templates. Woredas & service Woredas & service
137,556 WOFED/ EMCIP/
information in woerdas document for printing of -Distribute it to woreda delivery standards in delivery standards in FTA Unit
and service delivery the refined & simplified & service delivery units, the Service Delivery the Service Delivery

96
centers templates. Units to the public. Units to the public.
- Performance - Performance
Monitoring and Monitoring and
evaluation. evaluation.
FY2006 1st FY2006 2nd
FY2005 3rd Quarter FY2005 4rd Quarter Annual
Activity Quarter Quarter Responsible Body
2013 Jan.-Mar. 2013 April-June Estimated Budget
2013 July-Sept. 2013 Oct.-Dec.
Experience sharing and • Develop TOR • Conduct the Develop TOR & get Conduct the
Practical Training on FTA & get approval experience sharing approval experience sharing
initiatives in regional
COP CU/EMCP/FTA
and practical training and practical training UNIT/BOFEDs
and/or international
practices
Conduct annual review -Develop TOR and get COP CU/EMCP/FTA
meeting with regions on approval
FTA performance issues
UNIT
-Prepare the venue & call
the participants,
16,787
-Deliver the meeting and
Prepare the report and
submit to
MOFED/EMCP.
Salary and Operational -Renew contract for Renew contract for - Renew contract for Renew contract for COP CU/EMCP &
expenses employees. employees. employees. employees. BoFED
-Transfer the budget to Transfer the budget to 103,667
the regions. the regions Transfer the budget to Transfer the budget to
the regions. the regions.

97
Sub Program B: Strengthening Local Transparency and Accountability System
Component B2: Local Public Financial Management
Sub-Component B2a: Woreda PFM and Procurement Strengthening

FY2005 FY2006 FY2006 Annual

FY2005 3rd Quarter Responsible
Activity 4rd Quarter 1st Quarter 2nd Quarter Estimated
2013 Jan.-Mar. Body
2013April-June 2013 July-Sept. 2013 Oct.-Dec. Budget
Providing facilities to strengthen • Develop specification • Evaluation and award of
Woreda PFM activities (procuring contract
photocopy and fax machine) • Preparation of tender documents 2,791,333
• Delivery of goods

Conduct awareness creation • Undertake awareness • Undertake awareness

workshops on PFM activities for enhancement workshops for enhancement workshop for
Woreda Council and Cabinet woreda council and cabinet zonal council and cabinet
members; WoFEDs heads and member WoFED Heads and member, ZoFED heads and 1,138,558
deputy heads ( including Zones) deputy heads for not less than 150 deputies for 2 days for not less
participants per woreda than 150 participant per zone.

Strengthening Woreda capacity for • Duplicating and distributing the • Giving training for 60 trainers
effective management and woreda and zonal financial pool from region/city administration
implementation of the existing pool system directives for 10 days on the financial
system (covering procurement, pool system directive
accounts, budget, treasury, • Organizing discussions forum to
property management and internal discuss on pool system with 50 • Getting 35 professionals from
audit) participants from region/city each woreda trained for 4 days
administration by trained trainers on the 957,468
financial pool system directive
• Completing the financial pool
system directive and distribute to • Getting 40 professionals from
users. each zone trained for 4 days by
trained trainers on the financial
pool system directive

98
 FY2005 FY2006 FY2006 Annual
FY2005 3rd Quarter Responsible
Activity 4rd Quarter 1st Quarter 2nd Quarter Estimated
2013 Jan.-Mar. Body
2013 April-June 2013 July-Sept. 2013 Oct.-Dec. Budget
Development of simplified • Preparing a manual to enable • Finalizing and distributing the
procurement directives for woredas woredas perform small scale small scale procurement
289,939
procurement manual

Capacity building and trainings for • Conducting a two-day workshops • Provide a five day training on
948 Woreda procurement staffs to discuss the draft manual on the manual for trainers at
small scale procurement regional/city administration
level

• Offering a five-day training on

the small scale procurement
manual for 2000 professionals
representing woredas

Strengthen woreda-level internal

audit operations by establishing 506,667
Audit committee for 400 woredas
Internal audit conference on issues
of woreda level Audit (Zones to be 632,022
included) twice a year
Roll out of the following manuals at
Woreda level (Liquidity/cash
management, single treasury and
323,724
commitment control, Performance
audit, Procurement standard bid
documents)
Operating Expenses- stationeries 252,800
Transport allowance for woreda
1,264,000
PFM teams
Different training for woreda
finance office employees on PFM 625,680
components

99
Sub Program B: Strengthening Local Transparency and Accountability System
Component B2: Local Public Financial Management
Sub-Component B2b: IBEX Roll-out and Support

FY2006 1st FY2006 2nd Annual

FY2005 3rd Quarter FY2005 4rd Quarter Responsible
Activity Quarter Quarter Estimated
2013 Jan.-Mar. 2013 April-June Body
2013 July-Sept. 2013 Oct.-Dec. Budget
Operation costs for IBEX support • Supporting IBEX users in Federal • Supporting IBEX users
and rollout at MoFED, BoFEDs, , Regional/City administration in Federal , Regional/City
ZoFEDs and WoFEDs public bodies administration public bodies

• Providing training for

251,336
professional from public bodies
using IBEX

• Rolling out IBEX 1.3 to woredas

Procurement of windows server

213,889
2008 for each Regions
Salary and operational expenses for
298,513
IBEX support unit (ISU) at MoFED.

100
Sub Program B: Strengthening Local Transparency and Accountability System
Component B2: Local Public Financial Management
Sub-Component B2c: Regional Training and Program Support

FY2006 1st FY2006 2nd Annual

FY2005 3rd Quarter FY2005 4rd Quarter Responsible
Activity Quarter Quarter Estimated
2013 Jan.-Mar. 2013 April-June Body
2013 July-Sept. 2013 Oct.-Dec. Budget
Roll out of the following manuals at • Training 95 trainers on the • Giving training on the liquidity
Federal and regional (Liquidity/cash manual for 10 days at mag't, Treasury single Account
management, single treasury and Regional/City administration (TSA) and commitment control
commitment control, Performance level manual for Regional/City
audit, Procurement standard bid administration sector bureaus
documents) • Giving training on the liquidity professionals
mag't, Treasury single Account
(TSA) and commitment control • Giving training on the liquidity
manual for Regional/City mag't, Treasury single Account
603,483
administration sector bureaus (TSA) and commitment control
professionals manual for Woreda Sector
offices professionals
• Giving training on the liquidity
mag't, Treasury single Account
(TSA) and commitment control
manual for Woreda Sector offices
professionals

Conduct internal audit forum with

Federal and Regional/City 64,643
administration twice ayear

Providing facilities for PFM Teams

at Zones So that they can give 432,196
adequate support to Woredas
Costs for contract employees at the
Federal and Regional levels 2,443,800

101
 FY2006 1st FY2006 2nd Annual
FY2005 3rd Quarter FY2005 4rd Quarter Responsible
Activity Quarter Quarter Estimated
2013 Jan.-Mar. 2013 April-June Body
2013 July-Sept. 2013 Oct.-Dec. Budget
Operating expenses to support PFM
(including procurement) activities at
Woredas, Zones, Regions and
Federal levels, (including
transportation allowance,
480,379
transportation cost, fuel,
maintenance of vehicles, office
refreshments, per diems, costs for
special study teams, other goods
and services).
Operational costs to support timely
reporting and closure of accounts at 16,533
federal, regional and woredas
Costs associated with PFM short • Providing training for 125senior • Providing training for 125senior
term trainings at the Federal and accountant at a federal level accountant at a federal level
Regional level
• Giving training for 50 trainers on • Giving training for 250 professional
the performance audit manual at at regional/city administration level
the Federal level for 10 days on accounts, reporting, IBEX based
financial statement preparation
• Giving trainings for 438
professionals at the Federal level • Train Woreda professionals on the
on performance audit manual manual for 4 days

• Providing training for trainers for • Undertake a workshop to discuss on

180 professionals at regional/city the TOR with 800 woreda 605,556
administration levels on professional in their respective
performance audit manual regions/city administration

• Giving training on performance • Establish woreda audit committee in

audit manual by trained trainers selected woredas
for 1400 Regional/city
administration sector bureaus • Conduct training on financial audit
professionals for 4 days. for 272 Federal professionals

• Train Woreda professionals on the • Conduct a forum with internal

manual for 4 days auditors from Federal Public bodies

102
 FY2006 1st FY2006 2nd Annual
FY2005 3rd Quarter FY2005 4rd Quarter Responsible
Activity Quarter Quarter Estimated
2013 Jan.-Mar. 2013 April-June Body
2013 July-Sept. 2013 Oct.-Dec. Budget
• Prepare TOR to establish internal • Organize a workshop at regional/city
audit committees administration for 825 participants

• Undertaking a workshop to • Organize a workshop at regional/city

discuss on the TOR with 50 administration levels for 1896
participants from region/city internal auditors for sector bureaus
administration
• Giving training for 1896 internal
• Organize a workshop at auditors selected from woredas as
regional/city administration for financial audit and inspection
825 participants
Organizing a two-day workshops for
825 internal auditors from zones and
woredas
Short term trainings on • Train 90 trainers selected from
procurement and property Federal and Regional/City
management administration public bodies
• Provide a 3 day awareness
enhancement training on public
procurement and property
administration for 90 media
experts
• Giving a two day awareness
enhancement training on public
procurement laws for 250
participants representing the
business community
• Giving a two day awareness
enhancement training on public
procurement law for 200
representatives of micro and small
scale enterprise

103
 FY2006 1st FY2006 2nd Annual
FY2005 3rd Quarter FY2005 4rd Quarter Responsible
Activity Quarter Quarter Estimated
2013 Jan.-Mar. 2013 April-June Body
2013 July-Sept. 2013 Oct.-Dec. Budget
• Giving a two days awareness
enhancement training for 60
trainees working in ethics and
anti-corruption commission,
Auditor General and justice on
public procurement
implementation at Federal,
Regional/City administration
level
192,861
• Providing a 10 days training by a
consultant for 40 professions
working in procurement, property
administration on how
compliance is addressed,
performance audit is performed at
a Federal, Regional/City
administration level
Establishing Ethiopian Institute of • Analyzing and approving the • Providing institutionalized training
Procurement and Asset training module prepared by the in Civil Service University to
management (EIPAM) and provide consultant Federal and Regional/City 719,444
institutionalized trainings administration procurement
professionals.
Workshops , awareness creations Conduct consultation meeting with
and Forums on Procurement and Ethiopian trade sector association
property administration council representatives.
58,312
Conduct discussion forums with
regional/cityadministration
professional.
Administrative and operating costs
609,607
and goods for COPCU

104
Sub Program B: Strengthening Local Transparency and Accountability System
Component B2: Local Public Financial Management
Sub-Component B2d: Support to External Audit and Parliament

FY2006 1st FY2006 2nd Annual

FY2005 3rd Quarter FY2005 4rd Quarter Responsible
Activity Quarter Quarter Estimated
2013 Jan.-Mar. 2013 April-June Body
2013 July-Sept. 2013 Oct.-Dec. Budget
Increase Woreda-based audit coverage
607,683
from 26% to over 50%
Carry out Woreda-level continuous
600,000
audits

To be allocated bt OFAG 125,650

Strengthening the capacity of Public

Accounts, Budget and Finance,
Agriculture and Social Affairs standing
333,333
Committees at Federal, Regional and
Woreda levels to discharge their
oversight responsibilities

105
 COMPONENT B3: Managing for Results (M4R)
SUB-COMPONENT B3a, B3b & B3c

Ministry of Education

Annual
FY2005 3rd Quarter FY2005 4th Quarter FY2006 1st Quarter FY2006 2nd Quarter Estimated Responsible
No. Activity Budget USD
2013 Jan. – March 2013 April – June 2013 July – Sept. 2013 Oct.. – Dec. Body
Jan.-Dec
Cables: CAT 5e UTP cable will allow a
network access point to be 95cm away from
1 the switch in structured cabling. It also 24,900 MoE/COPCU
allows 100Mbps and 100 MHz. CAT 6e
(with 250 MHz) could be offered as option.
2 switches 89,700 MoE/COPCU
3 Desk top computer 432,900 MoE/COPCU
4 UPS 72,150 MoE/COPCU
5 Divider 14,300 MoE/COPCU
6 Software 633,950 MoE/COPCU
7 Anti-virus 27,500 MoE/COPCU
8 school based application software 27,777 MoE/COPCU
9 Service Facility/Delivery Survey (2
210,000 MoE/COPCU
times)
10 Staff tracking study 200,000 MoE/COPCU

Total for year one 1,733,177

106
 Ministry of Health

Annual Estimated
FY2005 3rd Quarter FY2005 4th Quarter FY2006 1st Quarter FY2006 2nd Quarter Responsible
No. Activity Budget USD Jan.-
2013 Jan. – March 2013 April – June 2013 July – Sept. 2013 Oct.. – Dec. Dec Body

Health Facility Survey (Service

1 300,000 MoH/COPCU
Delivery Indicator –SDI) Survey

HMIS supportive supervision [(208

2 perdiem*70ppl*5days)+285transport Operational Cost Operational Cost Operational Cost Operational Cost 37,600 MoH/COPCU
*70ppl]*2times*11regions/18

Total for year one 337,600

107
Ministry of Water and Energy
Annual
FY2005 3rd Quarter FY2005 4th Quarter FY2006 1st Quarter FY2006 2nd Quarter Estimated Responsible
No. Activity
2013 Jan. – March 2013 April – June 2013 July – Sept. 2013 Oct.. – Dec. Budget USD Body
Jan.-Dec
1 Service Delivery and Facility Survey 100,000 MoWE
Internal validation and Data Quality
2 100,000 MoWE
Assessment
3 CDMA & monthly refill Operational Cost Operational Cost Operational Cost Operational Cost 1,000 MoWE
Computer with accessories and
4 ‘’ ‘’ ‘’ ‘’ 8,000 MoWE
photocopy
5 Travel and per diem ‘’ ‘’ ‘’ ‘’ 50,000 MoWE

6 Fuel ‘’ ‘’ ‘’ ‘’ 20,000 MoWE

7 Telephone – mobile ‘’ ‘’ ‘’ ‘’ 504 MoWE

8 Telephone – landline ‘’ ‘’ ‘’ ‘’ 720 MoWE

9 Stationery ‘’ ‘’ ‘’ ‘’ 2,340 MoWE

IT and M&E staff supportive
10 ‘’ ‘’ ‘’ ‘’ 27,456 MoWE
supervision at Federal
Total for year One 310,020

108
 Ministry of Agriculture

Annual
FY2005 3rd Quarter FY2005 4th Quarter FY2006 1st Quarter FY2006 2nd Quarter Estimated Responsible
No. Activity
2013 Jan. – March 2013 April – June 2013 July – Sept. 2013 Oct.. – Dec. Budget USD Body
Jan.-Dec

Expanding the new AGMIS to the

1 remaining regions(as a follow-up to 400,000 MoA
PBSII)

MoA

2 DAs tracking survey 200,000

MIS supportive supervision [(208

3 per diem*2ppl*5 days)+450 Operational Cost Operational Cost Operational Cost Operational Cost 25000 MOA
transport*2ppl]*453 Woredas/18

Undertaking semiannual reviews on

Agriculture service delivery with
4 stakeholders, Annual cost: [(208 per Operational Cost Operational Cost Operational Cost Operational Cost 100,000 MoA
diem*2ppl*5days)+450transport*2p
pl]*300woredas/18
Total for year one 725,000

109
Central Statistics Agency
Annual
FY2005 3rd Quarter FY2005 4th Quarter FY2006 1st Quarter FY2006 2nd Quarter Estimated Responsible
No. Activity
2013 Jan. – March 2013 April – June 2013 July – Sept. 2013 Oct. – Dec. Budget USD Body
Jan.-Dec

Procurement of Cars for System

1 500,000 CSA
Assessment

Implementing EDQAF (two sectors per

2 600,000 CSA
year)

Geo-referenced rural facility data for

3 485,000 CSA
regions

4 Water system assessment 200,000

5 Agriculture system assessment 200,000

6 Woreda Poverty Profile & mapping 145,000

7 IT support to statistical data dissemination Operational Cost Operational Cost Operational Cost Operational Cost 150,000 CSA
Statistical advocacy and improving CSA
information availability and dissemination
8
(workshops and dissemination of data for
Operational Cost Operational Cost Operational Cost Operational Cost 100,000
stakeholders
Support to disaggregation of data by gender CSA
9
at decentralized level (11 regions)
Operational Cost Operational Cost Operational Cost Operational Cost 50,000

Total for year one 2,430,000

110
Ethiopian Road Authority
Annual
FY2005 3rd Quarter FY2005 4th Quarter FY2006 1st Quarter FY2006 2nd Quarter Estimated Responsible
No. Activity
2013 Jan. – March 2013 April – June 2013 July – Sept. 2013 Oct. – Dec. Budget Jan.- Body
Dec

1 Baseline data collection for all regions 400,000 ERA

Procurement of computers and servers

2 500,000 ERA/MoFED
for the MIS system

Procurement of computers & GPS for

3 200,000 ERA/MoFED
Woreda level offices

Total for year one 1,100,000

111
 MoFED/COPCU
Annual
FY2005 3rd Quarter FY2005 4th Quarter FY2006 1st Quarter FY2006 2nd Quarter Estimated Responsible
No. Activity
2013 Jan. – March 2013 April – June 2013 July – Sept. 2013 Oct. – Dec. Budget USD Body
Jan.-Dec

1 Procurement of computers (Laptops) 30,000 COPCU

Implementing Results Based
Management training for decentralized
2 levels (11 regions including
1,240,548 COPCU
operational)
Equity in access to basic services
3 through socio-economic study(follow 400,000 COPCU
up from PBS 2) 2 studies
Basic service staff tracking studies
4 (four PBS sectors)
200,000 COPCU
Study on innovative mechanisms of
5 effective service delivery (data 200,000 COPCU
Collection)
In-country training on project
management and coordination for M4R
(including staff from CSA, MoE, MoH,
MoA, ERA, and MoWE) 3 times in
6 PBS-3 period yearly
Operational Operational Operational Operational 2,589 MoFED
cost=[(208perdiem*25ppl*5days)+280t
ransport*25ppl)+11,200 Refreshment
and hall rent]/18
Graduate level continuing education for
7 Macro, General Accounts and COPCU Operational Operational Operational Operational 40,000 MoFED
staff
Total for year one 2,113,137

112
 Annex 5

Financial Monitoring Reports

Ministry of Finance and Economic Development
Promoting Basic Service Program Phase III
Sub Program A
Interim Unaudited Financial Report

Content
Discussion of Financial Performance, Notes & Explanations
Consolidated Statement of Sources and Uses of Fund
Statement of use of fund by program activity
Statement of Expenditure forecasts
Statement of Designated accounts by each sub program
Statement of recurrent Expenditure summery

113
Ministry of Finance and Economic Development (MOFED)
Promoting of Basic Services Program Phase III Project (PBS)

Discussion of Financial Performance, Notes & Explanations

114
 Ministry of Finance and Economic Development (MoFED)
Promoting of Basic Services Program Phase III Project (PBS)
Consolidated Statement of Sources and Uses of Funds
For the Quarter Ending XXXXX In Million ETB
In Birr

Quarter (ii) Cumulative (ii)

Opening Balance
Designated Account Sub-Program A/iii xxxxxx
Total Opening Balance xxxxxx
Sources|:
Government xxxxxx xxxxxx
IDA xxxxxx xxxxxx
Donor XXX (TF) xxxxxx xxxxxx
Donor YYY (TF) xxxxxx xxxxxx
Donor === xxxxxx xxxxxx
Total Sources xxxxxx xxxxxx
Available Funds xxxxxx xxxxxx
Program Expenditure:
Sub Program A
Basic Sector Expenditure xxxxxx xxxxxx
Total Expenditure xxxxxx xxxxxx
Excess of income over Expenditure xxxxxx xxxxxx
Add: Gain from foreign exchange rate xxxxxx xxxxxx
difference
Net Available Fund xxxxxx xxxxxx
Less: Bank service charges xxxxxx xxxxxx
Closing Balance xxxxxx xxxxxx

Designated Account Sub-Program A/ iii xxxxxx xxxxxx

Total Closing Balance xxxxxx xxxxxx
Note:
i) The amounts are drawn from the accounts of the Program
ii) From the start of the program to date.
iii) The following exchange rates were used for conversation: IUS Dollar=xx Birr (for both opening and closing balance of DA)
iv) These other balances include cash, receivables and payables, if any
v) Expenditure Segration based on Agreed Jabar Form

115
 Ministry of Finance and Economic Development (MoFED)
Promoting of Basic Services Program Phase III Project (PBS)
Consolidated Statement of Sources and Users of Funds
For the Quarter Ending XXXXX In Million ETB
In USD

Quarter (ii) Cumulative (ii)

Opening Balance
Designated Account Sub-Program A/ iii xxxxxx

xxxxxx
Total Opening Balance xxxxxx
Sources|:
Government xxxxxx xxxxxx
IDA xxxxxx xxxxxx
Donor XXX (IF) xxxxxx xxxxxx
Donor YYY (IF) xxxxxx xxxxxx
Donor === xxxxxx xxxxxx
Total Sources xxxxxx xxxxxx
Available Funds xxxxxx xxxxxx
Program Expenditure:
Sub Program A
Basic Sector Expenditure xxxxxx xxxxxx
Total Expenditure xxxxxx xxxxxx
Excess of income over Expenditure xxxxxx xxxxxx
Add: Gain from foreign exchange rate xxxxxx xxxxxx
difference
Net Available Fund xxxxxx xxxxxx
Less: Bank service charges xxxxxx xxxxxx
Closing Balance xxxxxx xxxxxx

Designated Account Sub-Program A/ iii xxxxxx xxxxxx

Total Closing Balance xxxxxx xxxxxx
Note:
vi) The amounts are drawn from the accounts of the Program
vii) From the start of the program to date.
viii) The following exchange rates were used for conversation: IUS Dollar=xx Birr (for both opening and closing balance of DA)
ix) These other balances include cash, receivables and payables, if any
x) Expenditure Segration based on Agreed Jabar Form

116
 Ministry of Finance and Economic Development (MoFED)
Promoting of Basic Services (PBS) Program Phase III
Statement of Uses of Funds by Program Activity Sub-Program A1
For the Quarter Ending
In 000’
Actual/II Plan Variance
Sub-Component Activities/i Current Cumulative Current Cumulative Current Cumulative
Quarter to Date/iii Quarter to Date/iii Quarter to Date/iii
1. Education

2. Health

3. Agri. And Rural Dev. & Natural

Res.
4. Water Supply and Sanitation
Services
5. Rural Roads

Grand Total Expenditures/iv

Apportionment
Financing Share Actual Expenditure of the Actual Expenditure of the
No Financers
(%) Quarter Million ETB Quarter Million USD
1 Federal/Regional Government
2 IDA
3 Donor XXXXX(IF XXX)

4 Donor YYYYY (IF XXXX)

Total
Notes:
/i: The items under “Program Activities” will be those agreed between the Borrower and the Donors at the time of appraisal: as reflected in the PAD
/ii:The amounts are drawn from the ledger accounts of the Program
/iii: These are from the start of the program to date figures
/iv: Agrees with total expenditures noted in the “Statement of Sources and users of fund”
/V: The numbers in this column are obtained by multiplying the total expenditure by the financing share of each partner noted in the previous
column.

117
 Ministry of Finance and Economic Development (MoFED)
Promoting of Basic Services (PBS) Program Phase III
Block Gant Transfer Forecast
For the Quarter Ended on XXXXXXXX
In Birr and USD Dollars

Current Cash
Cash Requirement
Cash Requirement for Cash Requirement for Requirement for
for Quarter ending
Sub-Component Activities/i Quarter ending XXXXXXXX the 6 months ending Quarter ending
XXXXXXXX
Birr xxxxxxx XXXXXXXX
Birr
Birr Birr
Sub Program A

Health

Agriculture & Nat. res

Education

Water and Sanitation

Roads

Sub-total-Sub Program A

Grand Total

Note:

118
 Ministry of Finance and Economic Development (MoFED)
Promoting Basic Services (PBS) Program Phase III
Summary of Cash Forecast
As at XXXXXXXX
In Birrs and USD
dollars/ii
(a) (b) (c) (d)
Cash Requirement Cash Requirement Cash Requirement for Cash Requirement for
for Quarter ending for Quarter ending the 6 months ending the 6 months ending
XXXXXXXX XXXXXXXX xxxxxxx Xxxxxxx
Component /Sub Component Birr Birr Birr USD/iii

Forecasted total Expenditure/i

Sub Program A

Total

Less Cash Balance at XXX

Designated Account Sub-Program A

Cash and Bank

Receivables

Payables

Total

Net Cash Requirement

Appointment of Net Cash Requirement

by Fairness:
Government

IDA

Donor XXX (IF)

Donor YYY (IF)

Donor ZZZ (IF)

Total

Note:
/i: Agrees with the Forecast Expenditure statement shown below
/ii: Assume Designated Account currency is US dollars (USD)
/iii: Notes down Exchange rates ruling on the reporting dates are used to convert Birr to USD and vice versa (USD to Birr)
/iv: Same as the closing balance of the Designated Account shown in Designated Account (IDA) Statement

119
 Ministry of Finance and Economic Development (MoFED)
Protection of Basic Services Program Phase III Project (PBS)
Designated Account (DA) Statement Sub-Program A
For the Quarter on XXXXXXXX
In USD Dollars
USD

Donor Donor
Description Total IDA Donor yyy
xxx zzz

Opening Balance

Donor advance during the period

Refunded to Donors from DA during the quarter

Available

Less:

Transfers our of the DA to the treasury during the

quarter
Bank Service Charges

Total Transfer and Bank Service Charges

DA closing balance as at xxxxxxxx

120
 Ministry of Finance and Economic Development (MoFED)
Protection of Basic Services Program Phase II Project (PBS)
Statement of Recurrent Expenditure at Regional and Woreda Level
For the First Quarter Ended XXXXXXXX Million ETB

Regional Total
Bureau Lebel Woreda Lebel Regional Level
Salary Oper.Expn. Total Salary Oper.Expn. Total Salary Oper.Expn. Total
Admin. & Gen. Service
Organ of the State
Regional Council
Audit Beuro
Population Office
Justice
Public Order
o/w Police
General Service
Information
Finance & Economic Devel. Beauro
Revenue Beauro
Civil Service
Investment Office
Economic Service
Agriculture & Ruarl Devel.
o/w: Food Security
Natural Resource
o/w: Waer
Trade & Industry, Tourism
Mining & Energy
Trade & Tourism
Transport & Communication
Construction
o/w:
Road Construction
Urban Development
Social Service
Education
o/w:
Primary & Junior Education
Secondary School Education
Technical Education
Higher Education
Culture & Sport
Health
o/w:
Primary Health, Clinic & Health Station
Hospitals
Malaria Prevention
Nurses Training
HIV/AIDS Office
Social Affairs
DPPC
Miscellaneous
Grand Total

Basic Services Sub Program A1 Recurrent Expenditure

Bureau Lebel Woreda Lebel Regional Level
Description
Salary Oper.Expn. Total Salary Oper.Expn. Total Salary Oper.Expn. Total
Education (excluding higher education)
Health (including HIV/AIDS
Agriculture & Rural Development
Natural Resource
Water Supply and Sanitation
Rural Road
Total

121
 Annex 6
Ministry of Finance and Economic Development
Promoting Basic Services Program Phase III Project
Sub Program B
Interim Unaudited Financial Report

Content
Discussion of Financial Performance, Notes & Explanations
Consolidated Statement of Sources and Uses of Fund
Statement of use of funds by sub-programs
Statement of Designated accounts by each sub-program
Statement of Cash Forecasts
Statement of Expenditure forecast
Statement of Fund Transfer
Sub-program expenditure summary
Statement of Uses of Funds by Activity and Implementing Agency
Statement of Fund Movement
Aging Analysis of Transfer
List of Contracts subject to Bank’s Prior review
Schedule of Commitments
Status of Major Procurements

122
Ministry of Finance and Economic Development (MOFED)
Promoting of Basic Services Program Phase III Project (PBS)

Discussion of Financial Performance, Notes & Explanations

123
 Ministry of Finance and Economic Development (MoFED)
Promoting Basic Services (PBS) III Sub-Program B
Consolidated Statement of Sources and Uses of Funds
For the Quarter Ending XXXXX
In Birr

Current Quarter Cumulative

Opening Balance (from previous IFR)
Designated Account (B1 and B2) xxxxxx
Designated Account (B1 and B3) xxxxxx
Other Balance (cash/Bank Balances plus
receivable minus payables
xxxxxx
Total Opening Balance xxxxxx
Sources|:
Government xxxxxx xxxxxx
IDA xxxxxx xxxxxx
Donor XXX (TF xxxx) xxxxxx xxxxxx
Donor YYY (TF xxxx) xxxxxx xxxxxx

Total Sources xxxxxx xxxxxx

Available Funds xxxxxx xxxxxx
Program Expenditure:
Sub Program B1*** xxxxxx xxxxxx
Sub Program B2 xxxxxx xxxxxx
Sub Program B3
xxxxxx xxxxxx
Total Expenditure (xxxxxx) (xxxxxx)

Excess of income over Expenditure xxxxxx xxxxxx

Foreign exchange differences (Loss/Gain) xxxxxx xxxxxx
Bank Service Charge (xxxxxx) (xxxxxx)
Net Available Fund xxxxxx xxxxxx

Closing Balance:
Designated Account (B1, B2) xxxxxx xxxxxx
Designated Account (B3) xxxxxx xxxxxx
Other Balance (cash/bank balance plus receivables
minus payables)
Cash In Safe (Regions) xxxxxx xxxxxx
Cash At Bank at (regions) xxxxxx xxxxxx
Cash at Bank at MoFED xxxxxx xxxxxx
Advances xxxxxx xxxxxx
Payables xxxxxx xxxxxx
Total Other Balances xxxxxx xxxxxx
Total Closing Balance xxxxxx xxxxxx
Note:
/i: The amounts are drawn from the accounts of the Program
/ii: The following rates were used for conversion: 1 US Dollar==xx Birr
/iii: From the start of the program to date.
/iv: These other balances include cash, receivables and payables, if any
***: Expenditure under this sub program excluding B1b (Social Accountability)

124
 Ministry of Finance and Economic Development (MoFED)
Promoting Basic Services (PBS) III Sub-Program B
Consolidated Statement of Sources and Uses of Funds
For the Quarter Ending XXXXX
In USD

Current Quarter Cumulative

Opening Balance (from previous IFR)
Designated Account (B1 and B2) xxxxxx
Designated Account (B1 and B3) xxxxxx
Other Balance (cash/Bank Balances plus
receivable minus payables xxxxxx
Total Opening Balance xxxxxx
Sources|:
Government xxxxxx xxxxxx
IDA xxxxxx xxxxxx
Donor XXX (TF xxxx) xxxxxx xxxxxx
Donor YYY (TF xxxx) xxxxxx xxxxxx
Total Sources xxxxxx xxxxxx
Available Funds xxxxxx xxxxxx
Program Expenditure:
Sub Program B1*** xxxxxx xxxxxx
Sub Program B2 xxxxxx xxxxxx
Sub Program B3 xxxxxx xxxxxx

Total Expenditure (xxxxxx) (xxxxxx)

Excess of income over Expenditure xxxxxx xxxxxx

Foreign exchange differences (Loss/Gain) xxxxxx xxxxxx
Bank Service Charge (xxxxxx) (xxxxxx)
Net Available Fund xxxxxx xxxxxx

Closing Balance:
Designated Account (B1, B2) xxxxxx xxxxxx
Designated Account (B3) xxxxxx xxxxxx
Other Balance (cash/bank balance plus
receivables minus payables)
Cash In Safe (Regions) xxxxxx xxxxxx
Cash At Bank at (regions) xxxxxx xxxxxx
Cash at Bank at MoFED xxxxxx xxxxxx
Advances xxxxxx xxxxxx
Payables xxxxxx xxxxxx
Total Other Balances xxxxxx xxxxxx
Total Closing Balance xxxxxx xxxxxx
Note:
/i: The amounts are drawn from the accounts of the Program
/ii: The following rates were used for conversion: 1 US Dollar==xx Birr
/iii: From the start of the program to date.
/iv: These other balances include cash, receivables and payables, if any
***: Expenditure under this sub program excluding B1b (Social Accountability)
125
 Ministry of Finance and Economic Development (MoFED)
Promoting Basic Services (PBS) Sub-program B
Statement of Uses of Funds by Program Activity Sub-Program B1, B2 and B3
For the Quarter Ending xxxxxx
In Birr
Current Quarter Actual Total PAD
Sub-Component Plan* Actual Variance Actual to Actual PAD Cumulative
Date Budget* Budget* Actual*
Component B1: Citizen’s Engagement
B1a: Financial Transparency & Accountability
B1c: Grievance redress mechanisms
Total Component B1
B2a: Woreda PFM & Procurement Strengthening
B2b: IBEX roll-over out and support
B2c: Regional Training and Program Support
B2d: Support of External Audit
B2e: Support to Council

Total Component B2
Component B3: Managing for Results
B3a: Strengthening M&E Systems
B3b: Analytic Works

Total Component B3
Grand Total

Apportionment
Financing Share Actual Expenditure of the Actual Expenditure of the
Financers
(%) Quarter ETB Quarter USD
Government
IDA
Donor XXX (TF XXX)

Donor YYY (TF XXXX)

Total Sources

Notes: Detail activities under each sub component should indicated on Operational Manual.

126
 Ministry of Finance and Economic Development (MoFED)
Promoting Basic Services (PBS) II Sub-Program B
Designated Account (DA) Statement Sub-Program B1 and B2
Form xxxx to xxxxx
In USD Dollarr

Description Total IDA Donor Donor

xxxx yyy
Opening Balance ____________________________ - - - -
Donor advance during the quarter ___________ to _________ - - - -
Refunded to Donors from IDA during the quarter _________ to - - - -
_________
Less: Transfers out of the DA to the treasury during the quarter - - - -
DA closing balance as xxxxxxxxxx carried forward to next period/iii - - - -
Bank balance as per bank statement -
Difference (if any) - - - -

127
 Ministry of Finance and Economic Development (MoFED)
Promoting Basic Services (PBS) II Sub-Program B
Designated Account (DA) Statement Sub-Program B3
Form xxxx to xxxxx
In USD Dollarr

Description Total IDA Donor Donor

xxxx yyy
Opening Balance - - - -
Donor advance during the quarter - - - -
Refunded to Donors from IDA during the quarter - - - -
Less: Transfers out of the DA to the treasury during the quarter - - - -
DA closing balance as xxxxxxxxxx carried forward to next period/iii - - - -
Bank balance as per bank statement -
Difference - - - -

128
 Ministry of Finance and Economic Development (MoFED)
Promoting Basic Services (PBS) Sub-Program B1, B2 and B3
Summary Cahs Forecast for Sub-program B
As at xxxxxxxx
In Birr & USD Dollars
(a) (b) (c) Cash
Cash Cash Cash Requirement for
Requirement for Requirement for Requirement for six months
Components/Sub-Program
Quarter ending Quarter ending six months ending xxxx
xxxxxxx xxxxxxx ending xxxx
Birr Birr Birr USD
Forecasted Total Expenditure
Component B1 xxxxxx xxxxxx xxxxxx xxxxxx
Component B2 xxxxxx xxxxxx xxxxxx xxxxxx
Component B3 xxxxxx xxxxxx xxxxxx xxxxxx
Total xxxxxx xxxxxx xxxxxx xxxxxx
Less: Amount to be paid through Direct Payment or
Special Commitment - - xxxxxx xxxxxx
Less: AD Balance end of reporting Quarter xxxxxx xxxxxx
Other Balance end of reporting Quarter xxxxxx xxxxxx
Total Balance xxxxxx xxxxxx

Total Cash Requirement

Apportionment of Net Cash Requirement by Financers:

IDA xxxxxx
Donor xxx (TF xxxxx) xxxxxx
Donor yyy (TF xxxxx) xxxxxx
Total xxxxxx

129
 Ministry of Finance and Economic Development (MoFED)
Promoting Basic Services (PBS III)
Expenditure Foreceast
As at xxxxxxxx
In Birr & USD Dollars
Cash Cash Cash Cash
Requirement for Requirement for Requirement for Requirement for
Components/Sub-Component Quarter ending Quarter ending six months six months
xxxxxxx xxxxxxx ending xxxxxx ending xxxxxx
Birr Birr Birr USD
Component B1: Citizen’s Engagement
B1a: Financial Transparence and Accountability
B1b: Social Accountability
B1c: Grievance redress mechanisms
Total Component B1
Component B2: Local Public Financial Management
B2a: Woreda PFM & Procurement Strengthening
B2b: IBEX roll-out and support
B2c: Regional Training and Program Support
B2d: Support to external audit
B2e: Support to council
Total Component B2
Component B3 Managing for Results
B3a: Strengthening M&E Systems
B3b: Analytic Works
Total Component B3
Grand Total

130
 Ministry of Finance and Economic Development (MoFED)
Promoting Basic Services Program Phase III Sub-Program B1, B2 and B3
Fund Transfer Statement (From Birr Account)
From xxxxxxxx to xxxxxxxx

S/No. Regions/Ministries Current Quarter Cumulative

131
 Ministry of Finance and Economic Development (MoFED)
Promoting Basic Services (PBS III)
Sub-program B1 Expenditure Summary
From xxxxxxxx to xxxxxxxx

Procurement
Salary Operational
Region/Federal of Goods and Total
Expenses Expenses
Services

Total Expenditure

Sub-program B2 Expenditure Summary

From xxxxxxxx to xxxxxxxx

Procurement
Salary Operational
Region/Federal of Goods and Total
Expenses Expenses
Services

Total Expenditure

Sub-program B3 Expenditure Summary

From xxxxxxxx to xxxxxxxx

Procurement
Salary Operational
Region/Federal of Goods and Total
Expenses Expenses
Services

Total Expenditure

132
 Ministry of Finance and Economic Development (MoFED)
Promoting Basic Services Phase III Sub-Program B
Statement of Use of Fund by Activity and Implementing Agency – Actual Expenditures
Incurred
For the Quarter Ended xxxxxxxx
In Birr
Current Quarter Cumulative for the Year
Region/Sub-Component
Planned Actual Planned Actual
Implementing Agency 1
B1a: Financial Transparence and Accountability
B1b: Social Accountability
B1c: Grievance redress mechanisms
B2a: Woreda PFM & Procurement Strengthening
B2b: IBEX roll-out and support
B2c: Regional Training and Program Support
B2d: Support to external audit
B2e: Support to council
Total
Implementing Agency 2
B1a: Financial Transparence and Accountability
B1b: Social Accountability
B1c: Grievance redress mechanisms
B2a: Woreda PFM & Procurement Strengthening
B2b: IBEX roll-out and support
B2c: Regional Training and Program Support
B2d: Support to external audit
B2e: Support to council
Grand Total
Note: Implementing Agencies are MoFED, BOFEDs, OFAG, CSA, MoWE and MoA.

133
 Ministry of Finance and Economic Development (MoFED)
Promoting Basic Services (PBS III) Sub-Program B
(PBS III) Sub-Program B
Fund Movement For the Quarter Ended xxxxxxxx

Transfer Total
Opening Closing Cash in Cash at Ending
S/No. Region for the Fund Expenditure Advances Payables
Balance Balances Safe Bank Balances
Quarter Available

Total
.

134
 Ministry of Finance and Economic Development (MoFED)
Promoting Basic Services (PBS III) Sub-Program B
Aging Analysis of Advances Sub-Program B
As at xxxxxxx

%age of |Aging of Un Settled Advances (Ending Balance)

Cumulative
Cumulative Ending Cumulative
Region/Federal Reported A>24m
Advance Balance Expenditure A<3 m 3m>A<6m 6m>A<9m 12m<A<24m
Expenditure
Transfer
Tigray
Afar
Amhara
Oromiya
Somale
Benshagul &
Gumuz
SNNPR
Gambella
Harari
Dire Dawa
Addis Ababa
OFAG
MoFED
CSA
MoWR
Total
Note:
“A” refers to age
“M” refers to months

135
 Ministry of Finance and Economic Development (MoFED)
Project Name: Promoting Basic Service (PBS III) Sub-Program B
Payments Made During Reporting Period (xxxxxx to xxxxxx)
Against Contracts Subject to the Bank’s Prior Review

Date of
Amount Paid to WB’s Share of Amt
Contract Contract Contract WB’s Non
Supplier Supplier During Paid to Supplier
No. Date Amount objection to
Period During Period
Contract

136
 Ministry of Finance and Economic Development (MoFED)
Program Name: Promoting Basic Service (PBS III) Sub-Program B
Schedule of Commitments as on Reporting Date

List of Commitments Amount (Birr) Remark

These are Major Commitments at …………………………..

137
 Ministry of Finance and Economic Development (MoFED)
Program Name: Promoting Basic Service (PBS III) For all Sub-Program B
Status of Major Procurements (Above USD 100,000 from Procurement Plan)
As of End of Quarter Date (DD/MM/YYYY)

Procurement Package No. Description Current Status Remark

138
 Annex 7
Interim Unaudited Financial Report (IFR) Format for
Sub-Program B (Regions & Implementing Entities)

ymdb¾ bjT wÀ £œB ¶±RT

m¼£ Recurrent Expenditure Report
22
ME/HE
wR
Month
ymNG|T m¼b@t$ |M mlÃq$_R
Name of Public Body: Code
yPéG‰Ñ |M mlÃq$_R
Name of Program: Code
y|‰ KFl# |M mlÃq$_R
Name of Sub Agency: Code
yN;#S PéG‰Ñ |M mlÃq$_R
Name of Sub Program: Code
yPéjKt$ |M mlÃq$_R
Name of Project: Code
yÍYÂNS MNu mlÃq$_R
Source of Finance: Code
yÆNK £œB q$_R
Bank Account Number:
XSk ²Ê ÃlW wÀ
y£œB mdB y£œB mGlÅ YTD Expenditure
Account Code Account Description Áb!T KÊÄ!T
Debit Credit
l̸ \‰t®C dmwZ
6111
Salaries to permanent staff
lmk§kà \‰êET dmwZ
6112
Salaries to military staff
l÷NT‰T \‰t®C MNÄ
6113
Wages to contract staff
lqN \‰t®C MNÄ
6114
Wages to casual staff
lWu y÷NT‰T \‰t®C MNÄ
6115
Wages to external contract staff
l\‰t®C y¸drg# ytlÆ KFÃãC
6116
Miscellaneous payments to staff
l̸ \‰t®C xbL
6121
Allowances to permanent staff
lmk§kà \‰êET xbL
6122
Allowances to military staff
l÷NT‰T \‰t®C xbL
6123
Allowances to contract staff
lWu y÷NT‰T \‰t®C xbL
6124
Allowances to external contract staff
l̸ \‰t®C y-#r¬ mêô
6131
Government contribution to permanent staff pension
lmk§kà \‰êET xƧT y-#r¬ mêô
6132
Government contribution to military staff pensions
ldNB LBS½ lLBS½ lF‰>Â xLU LBS
6211
Uniforms, clothing, bedding
lx§qE yb!é :”ãC
6212
Office supplies
l?TmT
6213
Printing
lx§qE y?KM :”ãC
6214
Medical supplies
lx§qE yTMHRT :”ãC
6215
Educational supplies
lMGB
6216
Food
lnÄJÂ QÆèC
6217
Fuel and lubricants
y¸øR DMR
Balance Carried Forward

139
 XSk ²Ê ÃlW wÀ
y£œB mdB y£œB mGlÅ YTD Expenditure
Account Code Account Description Áb!T KÊÄ!T
Debit Credit
yør DMR
Balance Brought Forward
ll@lÖC x§qE :”ãC
6218
Other material and supplies
ltlÆ mœ¶ÃãC mÚ?FT
6219
Miscellaneous equipment
lGBR½ ldN X lÆHR GB›èC
6221
Agriculture, forestry and marine inputs
lXNSúT ?KM y¸ÃglGl# x§qE
6222 :”ãC X mDhn!èC
'Veterinary supplies and drugs
lMRMR X lL¥T x§qE :”ãC
6223
Research and development supplies
lõR mœ¶Ã _YT
6224
Ammunition and ordinance
lWlÖ xbL
6231
Per diem
lT‰NS±RT KFÃ
6232
Transport fees
lmStNGì
6233
Official entertainment
lt>kRµ¶ãC X ll@lÖC mÙÙÏãC :DúT X _gÂ
6241
Maintenance and repair of vehicles and other transport
lxWéP§N XÂ jLÆãC :DúT XÂ _gÂ
6242
Maintenance and repair of aircraft and boats
lP§NT½ l¥>n¶ X lmœ¶Ã :DúT X _gÂ
6243
Maintenance and repair of plant, and machinery, and equipment
l?Nɽ lq$úq$S X ltgÈȸãC :DúT X _gÂ
6244
Maintenance and repair of buildings, furnishings and fixtures
lm\rt L¥T :DúT XÂ _gÂ
6245
Maintenance and repair of infrastructure
lw¬d‰êE L¥T :DúT X _gÂ
6246
Maintenance and repair of military equipment
bWL y¸f]Ñ yÑÃ xgLGlÖèC
6251
Contracted professional services
lk!‰Y
6252
Rent
l¥S¬wqEÃ
6253
Advertising
lx!N¹#‰NS
6254
Insurance
lunT
6255
Freight
lxgLGlÖT KFÃãC
6256
Fees and charges
lx@l@KT¶K xgLGlÖT KFÃ
6257
Electric charges
lt&l@÷Ñn!k@>N xgLGlÖT KFÃ
6258
Telecommunication charges
lW`½ ±S¬ XÂ ll@lÖC xgLGlÖT KFÃãC
6259
Water and other utilities
lxgR WS_ |L-Â
6271
Local training
lWu xgR |L-Â
6272
External training
lm-ÆbqEÃ MGB KMCT
6281
Stocks of food
lnÄJ KMCT
6282
Stocks of fuel
ll@lÖC ym-ÆbqEÃ KMCT
6283
Other stocks
lt>kRµ¶ãC X ll@lÖC XNdt>kRµ¶
6311 §l# mÙÙÏãC mGÏ
Purchase of vehicles and other vehicular transport
y¸øR DMR
Balance Carried Forward

140
 XSk ²Ê ÃlW wÀ
y£œB mdB y£œB mGlÅ YTD Expenditure
Account Code Account Description Áb!T KÊÄ!T
Debit Credit
yør DMR
Balance Brought Forward
lxWéP§ñC½ ljLÆãC w.z.t. mGÏ
6312
Purchase of aircraft, boats, etc.
lP§NT½ l¥>n¶ X lmœ¶Ã mGÏ
6313
Purchase of plant, machinery and equipment
l?Nɽ lq$úq$S X ltgÈȸãC mGÏ
6314
Purchase of buildings, furnishings and fixtures
lqND kBèC XÂ l¥ÙÙÏ y¸Wl# XNSúT mGÏ
6315
Purchase of livestock and transport animals
lw¬d‰êE mœ¶ÃãC mGÏ
6316
Purchase of military equipment
lw¬d‰êE xgLGlÖT l¸Wl# GNƬãC
6325
Construction for military purposes
ltÌäC X DRJèC XRĬ½ mêô D¯¥
6412
Grants, contributions and subsidies to institutions and enterprises
l›lM xqF DRJèC mêô
6414
Contributions to international organizations
lGlsïC X DRJèC µœ
6416
Compensation to individuals and institutions
lGlsïC XRĬ X Sõ¬
6417
Grants and gratuities to individuals
L† L† KFÃãC
6419
Miscellaneous payments
DMR ¼wd £œB ¥m²z¾¼
Total (To Trial Balance)

141
 yµpE¬L bjT wÀ £œB ¶±RT
m¼£
Capital Expenditure Report
ME/HE23
wR
Month
ymNG|T m¼b@t$ |M mlÃq$_R
Name of Public Body: Code
yPéG‰Ñ |M mlÃq$_R
Name of Program: Code
y|‰ KFl# |M mlÃq$_R
Name of Sub Agency: Code
yN;#S PéG‰Ñ |M mlÃq$_R
Name of Sub Program: Code
yPéjKt$ |M mlÃq$_R
Name of Project: Code
yÍYÂNS MNu mlÃq$_R
Source of Finance: Code
yÆNK £œB q$_R
Bank Account Number:
XSk ²Ê ÃlW wÀ
y£œB mdB y£œB mGlÅ YTD Expenditure
Account Code Account Description Áb!T KÊÄ!T
Debit Credit
l̸ \‰t®C dmwZ
6111
Salaries to permanent staff
lmk§kà \‰êET dmwZ
6112
Salaries to military staff
l÷NT‰T \‰t®C MNÄ
6113
Wages to contract staff
lqN \‰t®C MNÄ
6114
Wages to casual staff
lWu y÷NT‰T \‰t®C MNÄ
6115
Wages to external contract staff
l\‰t®C y¸drg# ytlÆ KFÃãC
6116
Miscellaneous payments to staff
l̸ \‰t®C xbL
6121
Allowances to permanent staff
lmk§kà \‰êET xbL
6122
Allowances to military staff
l÷NT‰T \‰t®C xbL
6123
Allowances to contract staff
lWu y÷NT‰T \‰t®C xbL
6124
Allowances to external contract staff
l̸ \‰t®C y-#r¬ mêô
6131
Government contribution to permanent staff pension
lmk§kà \‰êET xƧT y-#r¬ mêô
6132
Government contribution to military staff pensions
ldNB LBS½ lLBS½ lF‰>Â xLU LBS
6211
Uniforms, clothing, bedding
lx§qE yb!é :”ãC
6212
Office supplies
l?TmT
6213
Printing
lx§qE y?KM :”ãC
6214
Medical supplies
lx§qE yTMHRT :”ãC
6215
Educational supplies
lMGB
6216
Food
lnÄJÂ QÆèC
6217
Fuel and lubricants
y¸øR DMR
Balance Carried Forward

142
 XSk ²Ê ÃlW wÀ
y£œB mdB y£œB mGlÅ YTD Expenditure
Account Code Account Description Áb!T KÊÄ!T
Debit Credit
yør DMR
Balance Brought Forward
ll@lÖC x§qE :”ãC
6218
Other material and supplies
ltlÆ mœ¶ÃãC mÚ?FT
6219
Miscellaneous equipment
lGBR½ ldN X lÆHR GB›èC
6221
Agriculture, forestry and marine inputs
lXNSúT ?KM y¸ÃglGl# x§qE
6222 :”ãC X mDhn!èC
'Veterinary supplies and drugs
lMRMR X lL¥T x§qE :”ãC
6223
Research and development supplies
lõR mœ¶Ã _YT
6224
Ammunition and ordinance
lWlÖ xbL
6231
Per diem
lT‰NS±RT KFÃ
6232
Transport fees
lmStNGì
6233
Official entertainment
lt>kRµ¶ãC X ll@lÖC mÙÙÏãC :DúT X _gÂ
6241
Maintenance and repair of vehicles and other transport
lxWéP§N XÂ jLÆãC :DúT XÂ _gÂ
6242
Maintenance and repair of aircraft and boats
lP§NT½ l¥>n¶ X lmœ¶Ã :DúT X _gÂ
6243
Maintenance and repair of plant, and machinery, and equipment
l?Nɽ lq$úq$S X ltgÈȸãC :DúT X _gÂ
6244
Maintenance and repair of buildings, furnishings and fixtures
lm\rt L¥T :DúT XÂ _gÂ
6245
Maintenance and repair of infrastructure
lw¬d‰êE L¥T :DúT X _gÂ
6246
Maintenance and repair of military equipment
bWL y¸f]Ñ yÑÃ xgLGlÖèC
6251
Contracted professional services
lk!‰Y
6252
Rent
l¥S¬wqEÃ
6253
Advertising
lx!N¹#‰NS
6254
Insurance
lunT
6255
Freight
lxgLGlÖT KFÃãC
6256
Fees and charges
lx@l@KT¶K xgLGlÖT KFÃ
6257
Electric charges
lt&l@÷Ñn!k@>N xgLGlÖT KFÃ
6258
Telecommunication charges
lW`½ ±S¬ XÂ ll@lÖC xgLGlÖT KFÃãC
6259
Water and other utilities
lxgR WS_ |L-Â
6271
Local training
lWu xgR |L-Â
6272
External training
lm-ÆbqEÃ MGB KMCT
6281
Stocks of food
lnÄJ KMCT
6282
Stocks of fuel
ll@lÖC ym-ÆbqEÃ KMCT
6283
Other stocks
lt>kRµ¶ãC X ll@lÖC XNdt>kRµ¶
6311 §l# mÙÙÏãC mGÏ
Purchase of vehicles and other vehicular transport
y¸øR DMR
Balance Carried Forward

143
 XSk ²Ê ÃlW wÀ
y£œB mdB y£œB mGlÅ YTD Expenditure
Account Code Account Description Áb!T KÊÄ!T
Debit Credit
yør DMR
Balance Brought Forward
lxWéP§ñC½ ljLÆãC w.z.t. mGÏ
6312
Purchase of aircraft, boats, etc.
lP§NT½ l¥>n¶ X lmœ¶Ã mGÏ
6313
Purchase of plant, machinery and equipment
l?Nɽ lq$úq$S X ltgÈȸãC mGÏ
6314
Purchase of buildings, furnishings and fixtures
lqND kBèC XÂ l¥ÙÙÏ y¸Wl# XNSúT mGÏ
6315
Purchase of livestock and transport animals
lw¬d‰êE mœ¶ÃãC mGÏ
6316
Purchase of military equipment
lw¬d‰êE xgLGlÖT l¸Wl# GNƬãC
6325
Construction for military purposes
ltÌäC X DRJèC XRĬ½ mêô D¯¥
6412
Grants, contributions and subsidies to institutions and enterprises
l›lM xqF DRJèC mêô
6414
Contributions to international organizations
lGlsïC X DRJèC µœ
6416
Compensation to individuals and institutions
lGlsïC XRĬ X Sõ¬
6417
Grants and gratuities to individuals
L† L† KFÃãC
6419
Miscellaneous payments
DMR ¼wd £œB ¥m²z¾¼
Total (To Trial Balance)

144
 m¼£
ME/HE 24

ygNzB ZWWR £œB ¶±RT

Transfer Report

4001 4002 4003 4004

qN Áb!T KÊÄ!T qN Áb!T KÊÄ!T qN Áb!T KÊÄ!T qN Áb!T KÊÄ!T
Date Debit Credit Date Debit Credit Date Debit Credit Date Debit Credit

DMR

Total
ytȉ XNQS”s@

Net Activity
bw„ mjm¶Ã yør

BOM Balance
bw„ m=rš y¸øR

EOM Balance

145
 m¼£
24
ME/HE

ygNzB ZWWR £œB ¶±RT

Transfer Report

4005 4006 4007

qN Áb!T KÊÄ!T qN Áb!T KÊÄ!T qN Áb!T KÊÄ!T qN Áb!T KÊÄ!T
Date Debit Credit Date Debit Credit Date Debit Credit Date Debit Credit

DMR

Total
ytȉ XNQS”s@

Net Activity
bw„ mjm¶Ã yør

BOM Balance
bw„ m=rš y¸øR

EOM Balance

146
 m¼£ ME/HE
25
ytsBúb! £œïC ¶±RT
Receivables Report
wR
Month

ymNG|T m¼b@t$ |M mlÃq$_R

Name of Public Body: Code
yPéG‰Ñ |M mlÃq$_R
Name of Program: Code
y|‰ KFl# |M mlÃq$_R
Name of Sub Agency: Code
yN;#S PéG‰Ñ |M mlÃq$_R
Name of Sub Program: Code
yPéjKt$ |M mlÃq$_R
Name of Project: Code
yÍYÂNS MNu mlÃq$_R
Source of Finance: Code
yÆNK £œB q$_R
Bank Account Number:

XSk ²Ê ÃlW wÀ
y£œB mdB YTD Expenditure
y£œB mGlÅ
Account
Account Description Áb!T KÊÄ!T
Code
Debit Credit
L† L† QD¸Ã KFÃãC
4201
Suspense
y_Ê gNzB g#DlT
4202
Cash Shortage
l\‰t®C QD¸Ã KFÃ
4203
Advance to Staff
y¥~b‰êE zRF L¥T PéG‰M QD¸Ã KFÃ
4204
Advance for SSDP
k¸q_lW ›mT bjT l\‰t®C QD¸Ã KFÃ
4205
Advance for Staff from next year's budget
k¸q_lW ›mT bjT lmdb¾ wÀ QD¸Ã KFÃ
4206
Advance for recurrent expenditures from next year's budget
k¸q_lW ›mT bjT lµpE¬L wÀ QD¸Ã KFÃ
4207
Advance for Capital expenditures from next year's budget
lKLlÖC QD¸Ã KFÃ
4208
Advance to regions
lÆlbjT m¼b@èC l@lÖC QD¸Ã KFÃãC
4209
Other advance to BI
bmNG|T m|¶Ã b@T WS_ l@lÖC QD¸Ã KFÃãC
4210
Other advances within government
l|‰ t̉ôC QD¸Ã KFÃ
4251
Advance to contractors
lx¥µ¶ãC QD¸Ã KFÃ
4252
Advance to Consultants
l:” xQ‰b!ãC QD¸Ã KFÃ
4253
Advance to suppliers
kmNG|¬êE m¼b@èC Wu ll@lÖC QD¸Ã KFÃãC
4254
Other advances outside government
lgbÊ ¥~b‰T
4271
Peasant associations
l?BrT |‰ ¥~b‰T
4272
Cooperatives
lGlsïCÂ lGL DRJèC
4273
Individuals and private organization
l@lÖC
4274
Others
DMR ¼wd £œB ¥m²z¾¼
Total to Trial Balance

147
 ytkÍY £œïC ¶±RT
Payables Report
m¼£
ME/HE26
wR
Month

ymNG|T m¼b@t$ |M mlÃq$_R

Name of Public Body: Code
yPéG‰Ñ |M mlÃq$_R
Name of Program: Code
y|‰ KFl# |M mlÃq$_R
Name of Sub Agency: Code
yN;#S PéG‰Ñ |M mlÃq$_R
Name of Sub Program: Code
yPéjKt$ |M mlÃq$_R
Name of Project: Code
yÍYÂNS MNu mlÃq$_R
Source of Finance: Code
yÆNK £œB q$_R
Bank Account Number:

y£œB XSk ²Ê ÃlW wÀ

mdB y£œB mGlÅ YTD Expenditure
Account Account Description Áb!T KÊÄ!T
Code Debit Credit
yCé¬ g!z@ tkÍY £œïC
5001
Grace period payables
L† L† tkÍY £œïC
5002
Sundry Creditors
y-#r¬ mêô tkÍY £œïC
5003
Pension Contribution Payable
ydmwZ tkÍY £œïC
5004
Salary Payable
êEZ çLÄ!NG ¬KS
5006
With-holding Tax
l\‰t®C tkÍY £œïC
5021
Due to Staff
ks.z.S.P [email protected]. ¸¼R tkÍY £œïC
5022
Due to MoFED for SSDP
k¸q_lW ›mT bjT k\‰t®C lgNzB x!÷ñ¸ L¥T ¸¼R tkÍY £œïC
5023
Due to MoFED for Staff from next year's budget
k¸q_lW ›mT bjT kmdb¾ wÀ lgNzB x!÷ñ¸ L¥T ¸¼R tkÍY £œïC
5024
Due to MoFED for recurrent expenditures from next year's budget
k¸q_lW ›mT bjT kµpE¬L wÀ lgNzB x!÷ñ¸ L¥T ¸¼R tkÍY £œïC
5025
Due to MoFED for Capital expenditures from next year's budget
lKLlÖC tkÍY £œïC
5026
Due to regions
l@lÖC lg.x!.L. ¸¼R tkÍY £œïC
5027
Other payables to MoFED
bmNG|T m|¶Ã b@T WS_ l@lÖC tkÍY £œïC
5028
Other Payables within government
yg#M„K mÃÏãC
5051
Custom deposits
yFRD b@T mÃÏãC
5052
Court deposits
yçSpE¬L mÃÏãC
5053
Hospital deposits
l@lÖC mÃÏãC
5054
Other deposits
y÷NT‰T mÃÏãC
5061
Retention on contract
DMR ¼wd £œB ¥m²z¾¼
Total to Trial Balance

148
 m¼£
ME/HE 27

y£úB ¥m²z¾
Trial Balance
wR
Month

ymNG|T m¼b@t$ |M mlÃq$_R

Name of Public Body: Code
yPéG‰Ñ |M mlÃq$_R
Name of Program: Code
y|‰ KFl# |M mlÃq$_R
Name of Sub Agency: Code
yN;#S PéG‰Ñ |M mlÃq$_R
Name of Sub Program: Code
yPéjKt$ |M mlÃq$_R
Name of Project: Code
yÍYÂNS MNu mlÃq$_R
Source of Finance: Code
yÆNK £œB q$_R
Bank Account Number:

y£œB XSk ²Ê ÃlW wÀ

mdB y£œB mGlÅ YTD Expenditure
Account Account Description Áb!T KÊÄ!T
Code Debit Credit
xgR WS_ gb!½ :RĬ½ BDR £œB ¶±RT
Revenues/Assistance/Loan: (From Revenue/Assistance/Loan Report)
wÀãCÝ(
Expenditures:
mdb¾ wÀ ¼kmdb¾ wÀ £œB ¶±RèC DMR¼
Recurrent expenditure (Total of Recurrent Expenditure Reports)
yµpE¬L wÀ ¼kµpE¬L wÀ £œB ¶±RèC DMR¼
Capital expenditure (Total of Capital Expenditure Reports)
ZWWéC ¼kgNzB ZWWR £œB ¶±RèC DMR¼
Transfers: (from Transfer Report)
tsBúb! £œïC ¼ktsBúb! £œB ¶±RèC DMR¼
Receivables: (from Receivables Report)
tkÍY £œïC ¼ktkÍY £œB ¶±RT¼
Payables: (from payables Report)
l@tR åF KÊÄ!èC ¼b£œB mdB kx-”§Y mZgB¼
Letters of Credit: (by account code-from General Ledger)
ytȉ hBT ¼kx-”§Y l@jR¼
5601
Net Assets/Equity (from General Ledger)
_Ê gNzB y_Ê gNzB Xk#L êU çcW ¼ b£œB mdB kx-”§Y l@jR¼
Cash & Cash Equivalents (by account code-from General Ledger)
bœ_N Ãl gNzB
4101
Cash on hand
bÆNk Ãl yWu MN²¶ gNzB
4102
Cash at bank in foreign currency
bÆNK Ãl gNzB
4103
Cash at bank
DMR
Total

149
 Annex 8
PROMOTING BASIC SERVICES III (PBS III) – Sub Program A and B
TERMS OF REFERENCE FOR FINANCIAL AUDIT

I. Background
PBS 3 will contribute to the higher-level objective of expending access and improving the quality of
basic services by funding block grants that ensure adequate staffing and operations, and b
strengthening the capacity, transparency, accountability and financial management of local
governments. The program defines basic services as education, health, agriculture, water supply and
sanitation and rural roads.

The Basic Components of PBS 3 are as follows:-

• Sub-Program A-Basic Service Block Grants; and
• Sub-Program B-Strengthening Local Accountability and Transparency Systems. This has
four Sub Components shown as follows:

i Sub-Program B1 – The Citizen’s Engagement Component (B1)- This has three sub
components. These include:
1. (B1a) Financial Transparency and Accountability (FTA);
2. (B1b) Ethiopia Social Accountability Program (ESAP); and
3. (B1c) Support of Grievance Redress Mechanisms (GRM)

ii Sub Program B2-Local Public Financial Management and Procurement. This has three
sub components. These include:
1. (B2a) Strengthening Woreda-level fiduciary performance;
2. (B2b) Support for IBEX roll-out; and
3. (b2c) Demand-driven, Collaborative Analytic Work
• Sub Program C- Results Innovation/Enhancement Fund (This component is not finalized at
the time of negotiation and is not included in the financing agreement)

PBS 3 is proposed to have the above program structure. The associated IDA financing amounts are
indicated in the PAD.

The institutional arrangements for the second phase will build on existing Government structures and will
largely be the same as in the first and second phases. The Ministry of Finance and Economic
Development (MoFED) will be responsible for the PBS as a whole and will be the executing agency for
Sub-program A and Sub program B except Sub Program B1 (b) which will be executed by a management
agent)

PBS 3 will continue the strong commitment to donor harmonization and collaboration that was built
under previous phases.

Detailed information on the project including implementation arrangements is provided in the World
Bank’s Project Appraisal Document (PAD).

The accounting period covered by the audit is that for the first audit, it will cover the period from the
effectiveness of the project until July 7, 2013. Thereafter, it will be done on an annual basis following the
normal government fiscal/accounting year.

150
II. Objective of the Project Audit

The objectives of the audit of the Project Financial Statement (PFSs) is to enable the auditor to
express a professional opinion(s) on the financial position of the project at the end of each fiscal year,
and on funds received and expenditures incurred for the relevant accounting period. The accounting
system, books and records provide the basis for preparation of the PFSs by the project implementing
agency and are established to reflect the financial transactions in respect of the project. MoFED and
the rest of the implementing agencies maintain adequate internal controls and supporting
documentation for transactions.

III. Financial Audit

1. PREPARATION OF ANNUAL FINANCIAL STATEMENTS

The responsibility for the preparation of financial statements of sub program A and B including
adequate disclosure is that of MoFED. MOFED is also responsible for the selection and application
of accounting policies. MoFED would prepare the PFSs in accordance with IPSAS (International
Public Sector Accounting Standards) as promulgated by the International Federation of Accounts
(IFAC). The Government’s accounting system outlined in the Manual Federal Accounting System-
based on modified cash basis of accounting can also be used.

The auditor is responsible for forming and expressing opinions on the financial statements. The
auditor would carry out the audit of the project in accordance with the International Standards on
Auditing (ISA), as promulgated by the International Federation of Accounts (IFAC), with special
reference to ISA 800 (Auditor’s Report on Special Purpose Audit Engagements) and to relevant
World Bank guidelines. As part of the audit process, the auditor may request from MoFED written
confirmation concerning representations made in connection with the audit.

2. SCOPE OF THE AUDIT

The auditor will prepare a work plan to ensure adequate coverage of the various institutions that
receive project funds and cover all the major risk areas. In this regard is expected that the auditor
will strive to audit a minimum of 32% of expenditures for the first year and a higher percentage for
the later years.

As stated in 1 above, the audit of the project will be carried out in accordance with International
Standards on Auditing (ISA) promulgated by the International Federation of Accountants (IFAC),
with special reference to ISA 800 (Auditor’s Report on Special Purpose Audit Engagements) and
to relevant World Bank guidelines, and will include such tests and auditing procedures as the
auditor will consider necessary under the circumstances. Special attention should be paid by the
auditor as to whether the;

(a) All external financing has been used in accordance with the conditions of the relevant
financing agreements, with due attention to economy and efficiency, and only for the
purposes for which the financing was provided. The relevant financing agreements are: [to
be listed later when these are signed]:
(b) Counterpart funds have been provided and used in accordance with the relevant financing
agreements, with due attention to economy and efficiency, and only for the purposes for
which they were provided;

151
 (c) Goods, works and services financed have been procured in accordance with the relevant
financing agreements including specific provisions of the World Bank Procurement Policies
and Procedures17;
(d) All necessary supporting documents, records, and accounts have been maintained in respect
of all project activities, including expenditures/transfers reported Interim Unaudited Financial
Statements (IFR) methods of reporting. The auditor is expected to verify that respective
reports issued during the period were in agreement with the underlying books of account;
(e) Designated Accounts have been maintained in accordance with the provisions of the relevant
financing agreements and funds disbursed out of the Accounts were used only for the purpose
intended in the financing agreement;
(f) National laws and regulations have been complied with, and that the financial and accounting
procedures approved for the project (e.g., Project Implementation Plan, including government
financial rules/regulation, etc.) were followed and used;
(g) Financial performance of the project is satisfactory;
(h) Assets procured from project funds exist and there is verifiable ownership by the
implementing agency or beneficiaries in line with the financing agreement;
(i) Ineligible expenditures in withdrawal applications are identified and reimbursed to the
Designate Accounts. These should be separately noted in the audit report.

In complying with International Standards on Auditing, the auditor is expected to pay particular attention
to the following matters;

(a) Fund and Corruption: Consider the risk of material misstatements in the financial
statements due to fraud as required by ISA 240: The Auditor’s Responsibility to Consider
Fraud in an Audit of Financial Statements. The auditor is requir3ed to identify and assess
these risks (of material misstatement of the financial statements) due to fraud, obtain
sufficient appropriate audit evidence about the assessed risk; and respond appropriately to
identified or suspected fraud;
(b) Laws and Regulations: In designing and performing audit procedures, evaluating and
reporting the results, consider that noncompliance by the implementing agency with laws and
regulations may materially affect the financial statements as required by ISA 250:
Consideration of Laws and Regulations in an Audit of Financial Statements:
(c) Governance: Communicated audit matters of governance interest arising from the audit of
financial statements with those charged with governance of an entity as required by
International Standards on Auditing 260: Communication of Audit Matters with those
Charged with Governance.
(d) Risks: In order to reduce audit risk to an acceptable low level, determine the overall
responses to assessed risks at the financial statement level, and design and perform further
audit procedures to respond to assessed risks at the assertion level as required by Internal
Standard on Auditing 330: the Auditor’s Procedures in Response to Assessed Risks.

3. CONSTINUOUS/INTERIM AUDIT

For the purposes of Sub-Program A- Given the involvement of large number of institutions
(Woredas and Regions) and to meet the timetable for completion of the annual audit, the auditor
will carry out continuous audits on a quarterly basis following the audit plan that is designed at
planning stage of the audit (please refer to 2 above for planning). The auditor would select

17
Depending on the complexity of procurement activities, the auditor may consider involving technical experts
during the audit engagement. In cases where such experts are involved, the auditor is expected to comply with
provisions of International Standard on Auditing 620: Using the Work of an Expert. Consideration to use of the
work of experts should be brought to the early attention of the borrower and the World Bank for mutual agreement
and appropriate guidance.
152
 representative samples of implementing agencies in different geographical regions to conduct the
audit.

Purpose of this continuous audit is primarily to ensure that the funds allocated for this sub program
are used for the purposes for which they are intended. The audits are not a separate exercise and
thus are not only an end on their own, but are intended to facilitate the process of the annual
financial audit, and also provide early information to project management to enable them to timely
take corrective actions and to assure all parties (including donors) that funds are utilized for the
purposes intended.

When the PFS are submitted to the auditor, in addition to other relevant audit activities/works, the
auditor would draw on the results of the continuous audit to form an opinion on the PFS.

Since the continuous/interim audit is part and parcel of the final yearend audit, the overall s cope of
the work (of the interim audit) is within the “Scope of the Audit” described in 2 above. However,
the following are some of the items that the auditors should pay particular attention to in the interim
audit:

Review of sample transactions at Woreda and Regions to ensure that project expenditures are
incurred for the purposes intended;

Test if regional subsidies (block grants) transferred by MoFED are received by Regions and
on time. Test if regions block grants to Woredas transferred by regions are received by the
Woredas on time.

The auditor would design and perform audit activities to ensure that funds are used for
intended purposes by designing and conducting various procedures/checks and tests. In this
regard the auditors would verify if salary payments to beneficiaries of the relevant eligible
sectors are generally in order (following government procedures/rules/regulations) and are
substantiated by adequate and proper supporting documents. The auditor would also ensure
that on sample basis the said beneficiaries do indeed exist and are eligible to receive project
funds. However, the auditors will not be limited to these procedures only in ensuring that the
funds are used for the purposes intended and

Ensure that the accounting and internal controls policies and regulations are adhered with

Ensure the adequate documentation, records, and accounts have been maintained in respect of
all project activities

Ensure compliance with National Laws and regulations

Report all findings together with recommendations

Test and report if pas period audit findings and recommendations thereof are addressed.

4. PROJECT FINANCIAL STATEMENTS (PFSS)

The auditor should verify that the project PFSs have been prepared in accordance with the agreed
accounting standards (see section 1 of Article III above) and give a true and fair view of the financial
position of the project at the relevant date and of resources and expenditures for the financial year
ended on that date.

The Project Financial Statements (PFSs) of Sub Program A and B should include:

(a) Sub Program A’s Statement of Sources and Uses of Fund-A statement of funds received, showing
funds from the World Bank, project funds from other donors and counterpart funds respectively,
the expenditures incurred and the balances there of;
(b) Sub Program B’s Statement of Sources and Users of Fund-A statement of funds received,
showing founds from the World Bank, project funds from other donors and counterpart funds
respectively, the expenditures incurred and the balances there of;

153
 (c) Sub Program A’s Statement of Designated Account- A summary of the activity or the movement
in the Designated Accounts;
(d) Sub Program B’s Statement of Designated Account- A summary of the activity or the movement
in the Designated Accounts;
(e) A summary of the principal accounting policies that have been adopted, and other explanatory
notes;
(f) A lit of material assets acquired or procured to date with project funds that are greater than USD
20,000.

As an Annex to the PFSs, the auditor should prepare a reconciliation of the amounts as “received by”
the Project from the World Bank and other development partners, with those shown as being
“disbursed by” the Bank and other development partners.

5. UNAUDITED INTERIM FINANCIAL REPORTS (IFRS)

In addition to the audit of the PFSs, the auditor is required to verify IFRs used a s a basis for the
submission of the projects’ withdrawal applications to the World Bank. The auditor will apply such
tests and auditing procedures as considered necessary under the circumstances. Annexed to the PFSs
should be a schedule listing IFR withdrawal applications by specific reference number and amount.

The total withdrawals under the IFR procedures should be part of the overall reconciliation of Bank
disbursements described in section 4 above.

6. DESOGMATED ACCPIMTS

In conjunction with the audit of the Project PFSs, the auditor is also required to review the activities
of the Designated Accounts associated with the project. The Designated Account usually comprises;

Advance deposits received from World Bank and other development partners;

Replenishments substantiated by withdrawal applications;

Interest that may have been earned on the accounts, and which belong to the recipient; and

Withdrawals related to project expenditures

The auditor should pay particular attention as to the compliance with the World Bank’s procedures and
the balances of the Designated Accounts at the end of the fiscal year (or period). The auditor should
examine the eligibility of financial transactions during the period under examination and fund balances at
the end of such a period, the operation and use of the Designated Accounts in accordance with the
relevant general conditions, relevant financing agreements and disbursement letter, and the adequacy of
internal controls for this type of disbursement mechanism.

For this Project, the Designated Accounts are referred to in the General Conditions, the Financing
Agreement and Disbursement Letter.

The auditor should also examine eligibility and correctness of:

• Financial transactions during the period under review;

• Account balances at the end of such a period;
• The operation and use of the Designated Account in accordance with the financing
agreement; and
• The adequacy of internal controls for the type of disbursement mechanism.

154
 7. AUDIT REPORTING

The audited financial statements, including the audit report, management letter should be received by
the Bank no later than six months after the end of the accounting year to which the audit relates.
MoFED should submit responses to the findings of the audit an action plan for any follow up actions
within 15 days of the receipt of the audit report.

i Audit Report on the PFS of Sub Program A and B

The auditor will issue an opinion on the project financial statement (PFSs). The annual audit
report of the project accounts should include a separate paragraph highlighting key internal
control weaknesses and non-compliance with the financing agreement terms.

ii. Audit Report on the Continuous Audit of Sub Program A

The auditor shall submit continuous/interim audit report (summary of Findings) to project
management MoFED and Development partners (DPs) including IDA with recommendations
for improvements. It will be submitted, on a quarterly basis, to IDA and DPs within 60 days
of the end of the quarter.

iii. Management letter of Sub Program A and B

In addition to the audit report stated in (i) above, the auditor will prepare a management
letter, in which the auditor will:

(a) Give comments and observations on the accounting records, systems and controls that
were examined during the course of the audit;
(b) Identify specific deficiencies or areas of weakness in systems and controls, and make
recommendations’ for their improvement;
(c) Report on the degree of compliance of each of the financial covenants in the financing
agreement and give comments, if any, on internal and external matters affecting such
compliance;
(d) Communicate matters that have come to his/her attention during the audit which might
have a significant impact on the implementation of the project;
(e) Report on the extent to which outstanding issues/qualifications issues have been
addressed;
(f) Report on previous audits’ recommendations that have not been satisfactorily
implemented; and
(g) Bring to the recipient’s attention any other matters that the auditors considers pertinent,
including ineligible expenditures.

The Management letter should be clear in stating the findings, the implication, the recommendation.
It should also include responses from the MoFED to the issues highlighted by the auditor.

IV. AVAILABLE INFORMATION

The auditor should have access to all legal documents, correspondences, and any other information
associated with the project and deemed necessary by the auditor. The auditor will also obtain
confirmation of amounts disbursed and outstanding at the Bank by referring to “client connection”
data base. Available information should include but not limited to copies of the relevant: World
Bank’s Project Appraisal Document (PAD); Project Operating Manual (POM) or Project
implementation Manual (PIM|); financing agreements; disbursement letters; disbursement handbook;

155
 financial management assessment reports; financial management supervision mission reports, Aid
memories, World Bank reviews of quarterly financial report; World Bank reviews of past audit report
and implementation status or any progress reports.

IV. GENERAL

It is highly desirable that the auditor becomes familiar with the Bank’s Guidelines on Annual
Financial Reporting for World Bank-Financed Activities, June 30, 2003, which summarizes the
Bank’s financial reporting and auditing requirements. The auditor should be familiar with World
Bank Procurement Guidelines, which can be obtained from the project implementing agency. The
auditor should also be familiar with the Banks’ Disbursement Handbook for World Bank Clients,
Disbursement Guidelines for Projects; May 2006. These documents are available on the Bank’s
website and could be obtained from the Task Team Leader.

156
 Annex 9
PROMOING BASIC SERVICES III (PBS III)
TERMS OF REFERENCE (TOR) FOR THE CONTINUOUS AUDIT
1. Background

The PBS is, amongst other things, supporting Ethiopia’s progress toward its MDG targets for human
development, by ensuring that resources for basic service delivery. PBS 3 will contribute to the
higher-level objective of expanding access and improving the quality of basic services by funding
black grants that ensure adequate staffing and operations, and by strengthening the capacity,
transparency, accountability and financial management of local governments. The program defines
basic services as education, health, agriculture, water supply and sanitation and rural roads. Basic
services have been defined broadly to include services delivered at the sub-national level that directly
contribute to poverty reduction or have a social impact. It includes both recurrent and operating
expenditures in the Basic services sector. The basic service being funded under PBS exclude is
spending on the public order and security, and support to some economic sectors whose link to
poverty is ambiguous (e.g. Mines and Energy, and “miscellaneous spending”). Also excluded from
this definition are expenditures incurred under the Food Security Program (FSP) which are provided
to Regions and Woredas via a Federal grant rather than the block grant and which are not reflected in
sub-national budgets but rather the Federal budget. The focus of the continuous audit is on Sub
Program A, i.e. which Supports the delivery of Basic Service through Block grants.

2. Roles And Responsibilities

Federal Ministry of Finance and Economic Development (MoFED) is the overall executing agency
responsible for this sub component. It has overall responsibility for the oversight, coordination, and
monitoring and evaluation of project activities across these components. Amongst other things, it
will be responsible for enforcing the agreed fiscal transfer formulas through the timely transfers of
block grants for basic services to regional governments, and ensuring effective financial management
and compliance with fiduciary requirements. Thus, MoFED has the overall responsibility in ensuring
that the interim/continuous audit is conducted and submitted to development partners. At the regional
level, regional Bureaus of Finance and Economic Development (BOFED) are responsible for,
amongst other functions, coordinating project implementation, transferring block grants based to local
governments, and ensuring effective financial management and timely reporting to MoFED. At local
level, the Woreda Finance and Economic Development Offices (WOFED) and Urban Administration
Officies of Finance are responsible for managing and coordinating the day-to-day implementation of
activities executed, including planning, supervision, financial management, monitoring and
evaluation. MoFED will agree with work with Office of the Federal General, OFAG (the Auditor in
charge of the interim/continuous audit), in audit process, in planning, in addressing bottlenecks, etc.
MoFED will review continuous audit report received from OFAG. MoFED will consult regions in
addressing findings. MoFED shall prepare an action plans prepared in rectifying findings to
Development partners including the World Bank on time.

Responsibility for the conducting actual audit work, i.e., the interim/continuous, lies with the Office
of the Federal General (OFAG). OFAG has regional offices in regions that help in this endeavor.
The OFAG would solicit support from the Regional Auditor General Offices (ORAGs) as well as
private and/or government audit firms, as necessary, in the form of human resources in an effort
facilitate the process. PBS will continue to provide resources to strengthen the capacity of OFAG and
ORAGs. In an event that the final auditor of the whole PBS project is not OFAG (or if OFAG assign
the audit of the whole PBS to other audit firm) then the selected auditor will liaise with OFAG in
157
 reviewing and agreeing to the planning, conducting and reporting aspects of this continuous/interim
audit. They will also use the results of it in forming an opinion on the Project financial statements
(PFS). This is because the continuous/interim audits are not a separate exercise and thus ae not an
end on their own, but a intended to facilitate the process of the annual financial audit, and also
provide real time information to project management to enable them to timely take corrective actions
and to assure all parties (including donors) that funds are utilized for the purposes intended.

3. Objective

The overall objective of the continuous audit is to enable the auditor to provide regular assurance to
donors and the government that funds disbursed by the government to support basic services at the
regional and Woreda levels under the block grant arrangements are being used for the purpose intended
and that the expenditure reports prepared by the Woredas and Regions with respect to the aforementioned
basic services present a true and fair view.

4. Scope
The audit will be conducted in accordance with International Organization of Supreme Audit Institutions
(INTOSAI) Standards and relevant World Bank guidelines. In conducting the project audit, special
attention should be paid to the following:

(a) The regions and Woredas have adequate financial management arrangements to ensure that: (1)
funds are used only for the intended purposes, (2) financial reports are prepared accurately,
reliably and in a timely fashion, and (3) safeguard the public assets;
(b) Funds provided by donors have been transferred to the regions in line with the government fiscal
decentralization rules and in accordance with the conditions of the relevant financing agreements;
(c) The regions have transferred funds to the Woredas in accordance with their respective grant
systems and that the Woredas have indeed received these funds transferred to them;
(d) The Woredas and Regions have spent the grants received from the Federal Government on the
relevant basic services;
(e) Donor funds have not been used by the Regions and Woredas on the services excluded from PBS;
(f) The services for which funds were spent on have in fact been provided to the citizenry; the
auditor would design and perform audit activities to ensure that funds are used for intended
purposes by designing and conducting various procedures/checks and tests. In this regard the
auditors would verify if salary payments to beneficiaries of the relevant eligible sectors re
generally in order (following government procedures/rules/regulations) and are substantiated by
adequate and proper supporting documents. The auditor would also ensure that on sample basis
the said beneficiaries do indeed exist and are eligible to receive project funds. However, the
auditors will not be limited to these procedures only in ensuring that the funds are used for the
purposes intended;
(g) Ensure compliance with government rules and procedures, laws and regulations;
(h) Necessary supporting documents, records, and accounts have been kept in respect of all
expenditures reported via Monthly Expenditure Statements. Clear linkages should exist between
the accounting records and the financial reports sent by the Woredas to the Regions and by the
Regions to MoFED;
(i) Examination of systems and controls and testing of sample financial transactions selected on the
basis of the auditor’s evaluation if internal controls.
(j) Ensure that prior period audit findings have been resolved through repeating Woredas where
findings were reported. Review the project’s (MoFED’s) action plans prepared and sent to the
donors to address findings and check if they were indeed implemented. Report on unresolved
findings;

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 (k) The auditor will check a representative sample basis the records of material assets procured as
part of eligible expenditures in the basic services sectors with value greater than USD 20,000 per
asset.

On a continuous basis, the OFAG in consultation with the auditor of the whole PBS (if the auditor is not
OFAG itself) will plan and perform the audit work and report to the MoFED. Entrance and exist
conferences will be held. Since the continuous/interim audit is part and parcel of the final yearend
financial audit, the planning and conducting and reporting of this audit should be considered as such, i.e.,
used in selecting Woredas and regional offices to ensure that representative samples are selected in
forming an opinion on the PFS in general but also in forming an opinion as to whether the funds are used
for the purposes intended which will be documented in working papers. All regions will be covered in
the audit during the year.

5. Audit Reports
The auditors will issue quarterly audit reports, no later than 60 days after the end of each quarter, which
will summarized their findings. The reports will be similar to what is known as |”management letters” in
that they will as a minimum:

(i) Provide an opinion as to whether funds are being used for the intended purposes;

(ii) Report on the observations, internal control weakness, compliance issues and other reportable
cases they deem necessary. They will focus to a number of issues. Here are some basics as a
minimum. They will:

(a) Give comments and observations on the accounting records, systems, controls that were
examined during the course of the audit; identify specific deficiencies and areas of weakness
in systems and controls and make recommendation for their improvement;
(b) Gove comment on monthly expenditure statements and reconcile the same with regional
reports;
(c) Give comments to whether actions for improvements are made on prior audit findings;
(d) Report on any non compliance with the block grant rules as well as government
directives/rules/procedures/laws/regulations;
(e) Communicate matters that have come to their attention during the audit which might have a
significant impact on the implementation of PBS.
(f) Bring to the Government attention any other matters that the auditor considers pertinent; and
(g) Include management’s comments in the final management letter.

In addition to other relevant audit activities/works, the auditor would draw on the results of the
continuous/interim audit to form an opinion on the PFS.

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 Annex 10
Terms of Reference for the
Monthly Financial Management Meeting

1. Introduction and Background

The PBS program FM issues are becoming concerning. There needs to be regular follow up and
discussions to ensure that issues are being resolved so that the FM arrangements will become
adequate. To this end a regular semi-formal meeting was agreed to be conducted on a monthly basis
to see the progress of implementation of JRIS actions as well as to follow up on some recurring FM
issues. The efficient achievement of the objectives of the PBS depends, among a number of issues, an
appropriate, efficient and effective financial management system. Such a system must be capable of
providing:

• Follow up on FM issues ;
• Credible, complete and up-date recording of accounts;
• Closure of accounts on time and preparation of financial reports;
• Timely, complete and qualitative auditing and reports to users;
• Coordination and synergy of financial management actions of stakeholders.

2. Objectives of the monthly PBS Financial Management (FM) meeting

The objectives of the monthly PBS FM meeting are to support MoFED’s follow-up, assist and
facilitate the efficient and effective implementation of the financial management system. In this
regard, FM issues and FM action plans pertaining to PBS (as implemented by MoFED) will be
followed up on a monthly basis in action oriented manner.

3. Scope of Work
The scope of work for the meeting is not too broad. Amongst other areas of work to de defined on an
on-going basis, it will aim to:

• Follow up on FM arrangements and address any issues raised;

• Follow up continuous audit process and action plans prepared to address weaknesses reported
in the reports;
• Follow up on the status and progress on financial audits. Follow up on action plans prepared
to address findings reported (Monitor the implementation of audit findings and
recommendations);
• Follow up the timely and quality preparation of IFRs and QERs
• Identify ongoing bottlenecks and constraints in the financial management system, including
capacity constraints, and work with relevant stakeholders to address them;
• Monitor the progress made in the FM action plan as per FM supervision reports and JRISs.-
Review and evaluate the status of existing FM action plans, giving special emphasis to
outstanding and recurring FM issues and deliverables;

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 • Follow up on and provide timely and detailed support to MoFED on FM implementation
status reports and other relevant FM deliverables. Follow up on the timely submission (and
clarification where necessary) of IFRs and audit reports;

4. Membership:
The members include;

• From MoFED-COPCU PBS team, technical staff representing MoFED’s EMCP, technical
staff from MoFED’s Macro Directorate, and other technical staff from other directorates of
MoFED on a need basis (as and when required),
• From OFAG-technical staff of OFAG representing continuous auditors,
• From Donors- WB FMS, Irish Aid FMS and WB PBS team following up Sub-program B, and
PBS donor secretariat.

The Head/Deputy Head of COPCU in MOFED shall be the Chair of the meeting. The PBS Donor
Secretariat will serve as secretariat to the meeting.

5. Frequency and Venue

The meeting shall be conducted at least once in a month at MoFED.

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 Annex 11
Job Description for Senior Accountant
• Prepare, maintain accounts and records of the PBS program financial flow in line with set
guidelines and FM manual of the program.
• Follow-up adherence to PBS program financial management guidelines at Regional and
Woreda level.
• Distribute the program budgets to Regions and implementing entities
• Facilitate the consolidation and timely submission of quarterly and annual financial and
expenditure reports of Regional Finance and Economic Development Bureaus.
• Prepare and send applications for advance in to special account, special commitment,
documentation and replenishment to the World Bank and other donors.
• Close the books and accounts of PBS program at MoFED level using all records and
transactions recorded in both Government reporting formats and programs financial reporting
formats.
• Check regional reports for validation and consistency based on check list provided and on the
rules and regulations stipulated in the Program Operational and other Manuals.
• Collect monthly, quarterly and yearly consolidated financial reports of all regional BoFEDs
and prepare status report for all fund accounts.
• Prepare consolidated financial reports (IFR) and quarterly expenditure report (QER) on
quarterly basis.
• Check that the financial recording of the program is done according to General Accepted
Accounting Principles (GAAP).
• Ensure that all ledgers and FM documents are updated and properly kept.
• Prepare write up for IFR report.
• Check the accuracy of the bank reconciliation statement.
• Follow up the timely settlement of receivables and payables.
• Follow-up the annual budget utilization of all involved regions and collect the justification for
budget variances.
• Collect, consolidate and regularly update expenditure data and information regarding fund
transfer, manpower and beneficiaries number.
• Ensure that the program budget and disbursement schedules are regularly updated and
maintained.
• Follow-up and monitor, through regular field visit to regions, to ensure appropriate use of
funds by implementing agencies and give technical assistance (on the job training) to regional
BoFEDs.
• Closely work with the physical implementers of the program at federal level in order to
update financial information and know the status of physical implementation progress.

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• Collect quarterly and annual financial and physical reports from federal project implementing
ministries and agencies and use the information for preparing explanation for the financial
reports.
• Provide annual financial statements to external auditors (ASC and OFAG) and assist the audit
process by providing source documents and adequate explanation to questions to be raised by
the auditors.
• Facilitate the external audit
• By issue the engagement letter (after it is signed by higher officials).
• Select the Woredas, Regions and implementing bodies that well be audited.
• Providing the necessary financial documents in order to conduct the audit in time and ensure
the audit report is submitted to development partners within six months after the end of the
financial year of the project.
• Collect the draft audit report and distribute to concerned bodies in order to secure their
comments and if necessary to provide supporting documents.
• Review the audit findings and recommendations and act upon it.
• Distribute the final audit report to regions and implementing bodies after MoFED has
accepted the findings.
• Prepare action plan to financial and interim audit comments, distribute the action plan to
regions, implementing agencies.
• Follow up and assist the regions to respond the audit action plan.
• Collect the audit response regarding the action taken and the status of the findings and also
send it to development partners.
• Review the financial management manual, prepare training module and provide training to
the channel one program in close consultation with all stakeholders or development partners
involved.
• Arrange and participate in the program field visit for monitoring, evaluation and supervision
of the program.
• Follow-up the implementation of the recommendation of the field visit reports.
• Participate in FM Task Force meeting to explain the status of financial management issues.
• Prepare response to Development Partners query by consulting all Directorates responsible
for the program financial management.

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 Annex 12
Terms of Reference for Procurement Specialist

1. BACKGROUND:

The government of Ethiopia and development partners has agreed on the third phase of PBS for
channeling money through the government systems to promote basic services for the poor through the
promotion of basic services (PBS) program. MOFED’s COPCU is responsible for implementation of the
Sub-Program B which has a number of procurement activities which need considerable efforts to plan,
prepare TORs, and evaluate tenders and follow-up implementations.
.
2. OBJECTIVE:

The objective of this post is to provide MOFED’s COPCU Coordination Office with the procurement
capacity and enable the Procurement Team to effectively process procurement activities under Sub-
Program B This will not only contribute to the success of the specified PBS III components but to the
PBS program as whole. To this end MOFED wants to recruit a procurement specialist for the duration of
the programme to work in the COPCU in MOFED.

3. SPECIFIC TASKS / ACTIVITIES:

The Procurement Specialist shall carry out the following activities:

• Assist in overall planning, management, and monitoring of procurement activities.

• Assist in the preparation of bid documents and request for proposals (RFP) consistent with World
Bank standard bid documents (SBD) and RFP and their issue to interested firms and consultants.
• Assist in the preparation of simple, standard forms to be used under international and national
shopping procedures.
• Assist in the collection of data and preparation of technical specifications for the purchase of
equipment and goods needed for the program.
• Assist in the drafting of terms of reference to be used for the recruitment of consulting firms and
individuals.
• Assist in the preparation and publishing of General (GPN) and Specific Procurement Notices
(SPN) to be published in Development Business, DG Market and/or national newspapers.
• Assist in the drafting, publishing and floating of Invitation to bids for the procurement of goods
and Request of expressions of interest (EOI) for consulting services.
• Assist in the timely preparation of the project Procurement Plan taking into account envisaged
.implementation time for each procurement method.
• Assist in the establishment of a register of qualified consultants, including those replying to the
request for EOI, for each activity to be carried out under the project.
• Assist in the assessment of consultants’ qualifications and establishment of shortlists in
accordance to Bank Consultants Guidelines.
• Assist in the preparation of replies to request for clarifications made by prospective bidders, in
close coordination with World Bank task managers and procurement staff.

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 • Assist in the operations of bid opening for the procurement of goods and consultants and in the
recording and drafting of the Minutes of bid opening.
• Assist in the evaluation of bids, technical and financial offers made for the procurement of goods
and recruitment of consultants under the project.
• Assist in the drafting of evaluation reports for tenders under the project consistent with the World
Bank model evaluation forms
• Assist in the negotiations with lowest evaluated bidders and top ranked consultants for the several
tenders under the project
• Assist in the preparation and signature of contracts, reception of securities and start-up activities
of suppliers and consultants
• Assist in the timely receipt of goods and reports by suppliers and consultants in accordance to
their respective contracts.
• Assist in the preparation and coordination of procurement correspondence with the World Bank
and follow up in all cases in which a “No Objection” is required.
• Assist in the handling of bidders and consultants complaints in close coordination with the World
Bank.
• Assist in the recording and filing of all procurement documentation both in the case of activities
subject to prior and post reviews by the World Bank and auditors.
• Assist in carrying out training and transmission of skills of newly recruited procurement
specialists through hands on work on procurement activities
• Assist in keeping accurate records of procurement activities, including deliveries and completion
of works, for the use of procurement post-reviews and auditing by the Bank.
• Carry out any other relevant duty that may be assigned by the Head of COPCU.

5. METHODOLOGY

The procurement specialist will work closely with the MOFED/COPCU to assist in its procurement
activity and improve its efficiency /quality of work in accordance to Government of Ethiopia regulation
and World Bank Guidelines and procedures.

6. REPORTING

The Procurement Specialist will be placed with the MOFED/COPCU and report to the Head of COPCU
for procurement activities related to PBS and other channel one programs.

7. QUALIFICATION AND EXPERIENCE

• Master /BA degree in economics, management or similar education which enables her/him to
perform the duties specified above;
• At least 8 years of professional working experience, preferably with experience in the areas of
internationally financed development programs;
• At least 3 years experience with work related to planning and procurement activities related to
World Bank procedures.

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 Annex 13
TERMS OF REFERENCE

Impact Assessment Survey on Financial Transparency and Accountability

Objective
The core objective of the work outlined in this TOR is to field a survey which will gather information
about: (i) citizens’ understanding of the public budget processes (budget formulation, allocations and
expenditures) at the Woreda level; (ii) the extent of citizens’ engagement in these budget processes
individually as well as through elected Woreda Councils and other such representative channels; (iii)
citizens’ perceptions of the coverage, quality, and efficiency of core public services; (iv) on citizens’
perceptions of the responsiveness of Woreda and Kebele Councils to citizens’ priority service needs; (v)
the responsiveness of public officials at the Woreda and Kebele level to citizens’ service needs; and (vi)
citizens’ perceptions on whether Woreda and Kebele officials perform their jobs with due professionalism
and efficiency and without undue wastage and misallocation of resources. The analysis of the data
gathered in the survey will inform preparation of a detailed report. The survey will collect and analyze
citizen’s feedback on the impact of investments so far made in disclosing budget/expenditure and service
delivery information to the public.

Background
The Protection/Promoting of Basic Services (PBS) project is to contribute to the higher-level objective of
expanding access and improving the quality of basic services by funding block grants that ensure
adequate staffing and operations, and by strengthening the capacity, transparency, accountability and
financial management of sub-national governments. The program defines basic services as education,
health, agriculture, water and sanitation and rural roads.

The Promotion of Basic Services (PBS) project is supported by the World Bank (International
Development Association), the British Department for International Development (DFID), the African
Development Bank and European Union (EU) amongst other donors. The PBS aims to provide funding
for basic services at sub-national levels and will utilize public financial management systems and service
delivery structures.

PBS supports the delivery of basic services through its block grant component (A). The PBS supports
development of accountability mechanisms on both the government and citizens’ sides that are expected
to be scaled-up in the future. It is anticipated that the PBS will support Government in developing,
achieving consensus with citizens on, and implementing a strengthened program of institution building
and governance reform that will help accelerate its efforts to reduce poverty. PBS will contribute to this
objective through its focus on the fair and accountable delivery of resources, promotion of budget
transparency especially at local levels, and piloting of different approaches to enable civic engagement in
local budgeting and service delivery decisions. This study is the follow-up to the Financial Transparency
and Accountability Perception Survey (FTAPS) which was undertaken in PBS I and is integrated into
PBS III under Component B1a is an important instrument for government and citizens in generating
reliable information on the coverage, quality and responsiveness of basic service delivery at woreda level
and in assessing progress made towards improving service delivery.

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Financial Transparency and Accountability under PBS I & II
The FTA sub- component of the Protection of Basic Services (PBS) project aimed at supporting
government-implemented (supply-side) activities at the regional/city administrations, Woreda (district)
and sub-Woreda levels (Kebeles) to significantly: (i) enhance transparency around budget procedures,
including budget preparation, expenditures and audits; and (ii) foster broad engagement and strengthened
“voice” and client power of citizens and citizen representative groups on public budget processes and
public service delivery.
FTA under PBS I focused on the design of simplified FTA tools (Layperson’s Budget and Expenditure
Guide, (b) Simplified Layperson’s Budget and Expenditure Template, (c) Simplified Layperson’s Service
Facility Templates, and (d) Budget Literacy Training Modules and Media Guides). A benchmarking study
known as the Financial Transparency and Accountability Perception Survey (FTAPS) was also conducted
under PBS I in 2008 and provided detailed information on the level of transparency and accountability
issues with respect to public service delivery. Capacity building was provided for the public finance
management system to the Ministry of Finance and Economic Development (MOFED), Office of the
Federal Auditor General and regions.
Starting from 2006, the Government of Ethiopia took an important initial step towards FTA by posting
fiscal information widely on the website (www.mofed.gov.et). This information includes the annual
budget appropriations for federal recurrent and capital expenditure and subsidy appropriation to the 9
Regional States and two City Governments. Information on MOFED’s website has been enriched over
time. Quarterly Federal and Regional fiscal data, block grant allocations and monthly transfers from
regions to Woredas continued to be posted regularly. At the regional level Amhara
(www.amharabofed.gov.et), Oromia (www.oromiabofed.org) and Addis Ababa City Administration
(http://www.aabofed.gov.et) are disclosing their budget on their respective websites. This annual budget
information has been previously issued only in Nagarit Gazette which has limited circulation.

At the local levels, Woreda officials initially started disclosing their budget and spending information by
posting on notice boards in public places. In PBS I (2006-2008), 90% of Woredas have posted their
budget and expenditure information for the public. Some Woredas accomplished beyond the posting
method and have published their budget on local newspapers, posters, calendars and t-shirts for wider
dissemination. This was the first time to make such information readily accessible to the public. Woredas
also started to make opinion boxes and suggestion books available to gather citizens’ voices, i.e.,
complaints and comments on service delivery. Under PBS I, budget literacy training (BLT) was provided
for 1500 participants from regional, Woreda and Kebele council members, sector staff, CSOs and
journalists.
Based on investments under PBS I, FTA under PBS II focused on (a) rollout of the designed simplified,
visual FTA tools, their customization and use at regional and Woreda level and (b) the delivery of
massive BLT for citizens, (c) intensive awareness creation work. As a result, FTA tools were rolled out
and all regions and Woredas have customized and used the templates. Evidence from field visits, Joint
Review Missions’ reports and independent studies18 show that more than 92% of Woredas have posted
their budget and expenditure information to the public and 84% use the simplified visual FTA templates.
During the last three years BLT was provided for more than 170,000 citizens drawn from different
sections of the community and considered to have the potential to pass their knowledge to their fellow
citizens. A quarter of these are women.
Regions and Woredas are also using innovative ways in FTA work. In Amhara, Mojana Woreda used
amateur theatrical clubs to create public awareness in market places; Dale Woreda of Southern Nations,
Nationalities and Peoples Region (SNNPR) used the Ware cultural system in disseminating FTA
initiative. Mass media, particularly radio and TV are extensively used by MOFED and regional states to

18
Follow-Up Study to Monitor Improvements in Financial Transparency and Accountability, by B&M Development
Consultants PLC, Sept4, 2012, Addis Ababa
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create citizen awareness around FTA initiative. Among the regions and city administrations, Oromia,
Addis Ababa, Harar, Somali, Dire Dawa, SNNPR, Tigray and Afar are using their regional radio and TV
programs for FTA initiative19. As a result of these efforts citizens have now started to provide feedbacks
and concerns to Woreda officials on public budget allocation, expenditure and service delivery.20
Evidences show that the percentage of citizens who expressed having information on the Woreda budget
has increased from 13% in 2008 to 20% in 201121.
The objective of the FTA sub-component under PBS III is to build upon achievements attained during the
last two phases of the project and to deepen citizens’ access to budget, expenditure and service delivery
information and thereby enhance the participation of citizens in the planning and budget preparation
processes. It aims to deepen engagement of citizens and citizen representative groups in public planning,
budget processes and public service delivery at the local level by supporting discussion forums. The FTA
initiative will be linked to the Social Accountability (SA) program and synergies will be created with
other government and donor supported projects including the Grievance Redress Mechanism.22
FTA under PBS III will improve the quality of information to the public by refining the FTA tools so that
the information can easily be understood by citizens of different education level. Innovative FTA
activities and effective utilization of media for the FTA work will be supported. BLT will continue to
create awareness of citizens and of Woreda and Kebele council members. Woreda level sector staff
(education, health, agriculture, water and rural roads) will involve in FTA work to enhance transparency
and accountability at sector offices and at the service facility levels. The implementation arrangement
under PBS II will continue with the oversight of the Expenditure Management and Control Program
Steering Committee, the support of five core staff at the MOFED level and one focal person for each
region. The FTA team and sector offices at the zonal and Woreda level will be responsible for the day-to-
day implementation of the initiative. The Government’s political commitment to FTA as indicated in the
Growth and Transformation Plan is in line with the objectives set out under PBS project.

The Task
• The task is to undertake a multi-region, statistically representative, household level survey whose
purpose will be to gather information which: (i) will enable an assessment to be made of citizens’
understanding of public budget processes (budget formulation, allocations, expenditures) at the
Woreda level; (ii) can be used to assess the extent to which citizens are engaged in these budget
processes and the forms any such engagement takes (i.e., via elected Councils at the Kebele and/or
Woreda levels, via other routes); (iii) will yield information on citizens’ perceptions of the coverage,
quality and efficiency of core services delivered at the Woreda level; (iv) will yield information on
citizens’ perceptions of the responsiveness of Woreda Councils, Kebele Councils, Kebele elected
representatives and officials, and sub-Kebele representatives to citizens and their expressions of
priority needs; (v) gather information on citizens’ perceptions as to whether Woreda and Kebele
officials perform their jobs with due professionalism and efficiency and without undue wastage and
misallocation of resources; and (vi) determine the impact of the FTA initiative in enhancing public
awareness and improving budget allocation and service delivery.

• The survey will gather information via a survey questionnaire which will be largely quantitative, but
which should include an appropriate mix of both factual and perception-based questions. It is
important that the perception-based aspects of the survey be designed such that answers/responses can

19
Gambella is procuring airtime to restart the use of radio for FTA work
20
FTA Documentary Film (Ethiopia’s Experience in Demystifying Budget through the Financial Transparency and
Accountability) and various JRIS reports
21 Woreda City Benchmarking Survey IV, 2011
22Grievance Redress Mechanism (GRM) is one of the sub-components of Citizen’s Engagement component of PBS
III.
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 be cross-validated. It is also important to note that the survey will serve as a baseline against which
progress made towards improved fiscal transparency and accountability under the PBS will be
assessed. Hence, it is particularly important that the sampling framework be carefully devised to be
as representative as possible.

• The task will require that the consultant:

(i) Design and pre-test the survey questionnaire;
(ii) Develop a sampling framework in the selected Regions such that the sample population is
statistically representative of those Regions;
(iii) Field the survey;
(iv) Clean and collate the data and information collected;
(v) Analyze the data and information; and
(vi) Produce a quality report summarizing the key findings.

• In carrying out the task, the consultant must:

(i) Conduct an appropriate number of informal focus group interviews with key stakeholder
groups (including: community members, representatives of community based
organizations, Council Members, sub-Kebele, Kebele and Woreda officials) to gather the
information necessary to inform development of the survey questionnaire and any
qualitative survey instruments that are to be used.
(ii) Conduct a consultative meeting with relevant government and donor entities to discuss and
verify the issues that need to be covered in the survey.
(iii) Design and pre-test the questionnaire in a minimum of 5 different localities spread across
the selected Regions to assess its reliability and validity, and then make appropriate
modifications to the questionnaire.
(iv) Develop a sampling framework that ensures that the sample population is as representative
as possible of the population (depending on cost and time factors, the sampling may have to
be representative at the Regional level – this is an issue that should be addressed and
resolved very early on in undertaking this work program, and very probably at the process
of submitting proposals to undertake the work.)
(v) Ensure fieldworkers are appropriately trained and supervised during the course of the
fieldwork.
(vi) Ensure that completion of the questionnaire will not make excessive demands on the time
of the respondent. Completion of the survey should ideally not require more than 45
minutes.
(vii) Note that while the survey’s main purpose is to gather information on citizens’
understanding of budgetary processes and their perceptions of public services, the
questionnaire must necessarily also gather basic socio-economic information on the
respondent households, including on household wealth status, household characteristics
(number of household members, age, occupations, educational status), etc.

Specifics on the Design of the FTA Survey Questionnaire

A survey questionnaire will be designed to gather appropriate factual and perceptual information from
individuals at the household level. The following issues are critical to developing an appropriate
questionnaire:

• The questionnaire must gather information which will: (i) enable an assessment to be made of
citizens’ understanding of public budget processes (budget planning and formulation, allocation, and
expenditure) at the woreda level; (ii) help assess the extent to which citizens are engaged in these
budget processes via elected Woreda Councils and other such representative channels, and the forms
which any such engagement takes; (iii) enable an assessment to be made of citizens’ perceptions of
the coverage, quality and efficiency of core basic services delivered by woreda administrations; (iv)
yield information about citizens’ perceptions of the responsiveness of Woreda Councils, Kebele
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 Councils, and Kebele and sub-Kebele elected representatives to citizens’ priority service needs; (v)
determine citizens’ views regarding the responsiveness of public officials at the woreda and kebele
levels to citizens’ service needs; (vi) yield information on citizens perceptions on whether woreda and
kebele officials perform their jobs with due professionalism and efficiency and without undue
wastage or misallocation of resources; and (vii) determine the impact of the FTA initiative in
enhancing public awareness and improving budget allocation and service delivery.

• The questionnaire will primarily collect quantitative information but will also allow for the collection
of some qualitative information. The qualitative information will be gathered to “flesh out” the
quantitative information and to help validate the quantitative information.

• The questionnaire should be designed to be fielded at the household level, with an individual/s being
the respondent.

• The questionnaire should be designed so that it gathers sufficient, and sufficiently in-depth,
information while requiring no more than 45 minutes of response time from each respondent.

• Development of the questionnaire will be informed in close consultation with an IAS-FTA Working
Group comprising: (i) a government representative; (ii) a World Bank representative; and (iii) an
independent expert in survey design contracted separately by the World Bank.

• Additionally, a consultative workshop, to be convened by the World Bank and MOFED, will be the
starting point in designing the questionnaire. Participants in the workshop – the government
representative, other invited government participants, donor representatives (which must include a
World Bank representative), and the independent expert in survey design – will meet in the half day
workshop to assist the consultant entity in sharpening the focus of the survey questionnaire and in
identifying the core questions to be included. Following the workshop, the consultant entity will
develop a draft survey questionnaire and circulate it to the workshop participants for their review and
comment.

Pre-Testing of the FTA Questionnaire:

Once the questionnaire has been developed, reviewed, and reflects the comments received from the
workshop, it must be pre-tested. The purpose of the pre-testing will be to: (i) ensure the questions are
understood clearly by respondents; (ii) ensure that completion of the questionnaire does not require more
than 45 minutes of a respondent’s time; and, (iii) ensure that the quantitative and qualitative information
gathered validates the other. The following steps will need to be followed in pre-testing the FTA
questionnaire:

• The questionnaires must be fielded in 5 different woredas in at least 3 different Regions.

• The questionnaires will need to be translated into appropriate local languages, with the respective pre-
testings also taking into account whether the translations are of sufficiently high quality to ensure
accurate understanding of the questions.

• A Strategy Plan for the pre-testing must be developed and outlined in a brief note (5 pages max).
This Strategy Plan note must be delivered to the FTA working group and receive their clearance
before being fielded.

• The field workers doing the pre-testing of the questionnaires will need to have had previous
experience in fielding survey questionnaires and will need to have received specific training in
fielding the FTA questionnaire. They should also be fluent in the languages spoken in the localities

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 where the pre-testing is being undertaken. The field workers will need to be closely monitored by
supervisors who will be present in the localities at the same time as the field workers.

• The data gathered from the pre-testing will need to be inputted, cleaned, and analyzed via simple
crosstabs and tables to ensure that the questionnaires have collected reliable and valid data and
information. The findings and conclusions regarding the reliability of the IAS-FTA survey from the
pre-testing must be summarized in a report (+/-10 pages) and submitted to the Workshop
representatives for review and comment. On receipt of comments, the questionnaire should be
revised to reflect the findings and conclusions included in the report.

Consultation Points

Consultation and discussion with relevant government entities and donors should be undertaken at the
following points in the work program:

• Immediately following design of the draft questionnaire

• On finalization of the pre-testing questionnaire, but prior to its translation
• Once preliminary analysis of the data collected from the fielding of the questionnaire has taken
place
• When a draft report has been produced.

Skills Requirements

The consultant undertaking this work at a minimum, have the following skills and experience:

(i) A sound knowledge and understanding of social and economic conditions in Ethiopia
(ii) Prior experience in the design and fielding of large scale surveys
(iii) Experience with the development of sampling frameworks preferably based on the national
census
(iv) Experience in identifying and fielding teams of survey fieldworkers and supervisors
(v) Experience in coding, cleaning and analyzing large sample data
(vi) Have sound experience with statistical techniques used in the analysis and interpretation of data
collected through quantitative surveys
(vii) Preferably have some experience with the collection of qualitative information
(viii) Capacity to produce a high quality analytical report based on sound statistical analysis of the data
gathered from surveys.

“Key” staff required should include at least two specialists: one in “Survey design and implementation”
and other in “Survey data analysis”. At least 24 SW should be considered under the assignment for key
staff.

Schedule and Outputs

A schedule for the proposed work the work is provided here. On completion of this first phase, the
consultant will develop and submit a detailed schedule for the full fielding of the survey, the data
analysis, and preparation of the final report for endorsement. The time allotment for completion of the

171
full assignment outlined in this TOR will however, be a total of 7 months (preparatory activities, pilot
testing, full survey implementation, analysis and reporting on full survey).

ACTIVITIES WEEKS
1 2 3 4 5 6 7 8 9 10
1. Preparation X
1.1 Background reading & X
clarification on requirements of
TOR
2. IAS-FTA Questionnaire X X X X
Development
2.1 Questionnaire design X
2.2 Finalization of questionnaire X
2.3 Translation of questionnaire X
3. Pre-Testing X X
3.1 Training of supervisors and X
data gatherers
3.2 Data gathering X X
3.3 Data inputting, cleaning, X X
analysis
3.4 Delivery of draft Summary X
Report on Findings &
Conclusions from the Pre-
Testing
3.5 Required adjustments to X
questionnaire

The following outputs are required under this TOR:

• A finalized survey questionnaire

• A Summary Report on the Findings (including data analysis) and Conclusions from the pre-
testing of the Questionnaire
• A schedule and timeframe for completion of the work required under this TOR following the
field-testing (phase 1) section of the work
• A final report which analyses the findings from the survey using appropriate statistical analysis.

Reporting

In undertaking this work, the consulting entity will report to the PBS Unit (MOFED) on all matters
pertaining to substantive content, contract processing and fees payments.

Fee and Payment Schedule

Payments will be made as follows:

10% payment on receipt of signed contract

30% on receipt of the Summary Report on the Findings (including data analysis) and
Conclusions from the pre-testing of the Questionnaire and approval of the finalized survey
questionnaire following the pre-testing

172

30% on endorsement of a schedule and timeframe for completion of the work required under this
TOR following the field-testing section of the work

10% on receipt of a draft report which provides preliminary analysis of the data collected in the
survey, text to support the analysis, and an approved timeframe for finalization of the report.

20% on approval of an endorsed final report which is of satisfactory quality.

Other
The entity contracted to undertake the work in this TOR does not have the right to use, publish, or
distribute further any data, information, background documentation, presentations and reports produced in
the course of this work other than for the purposes specified in this TOR.

173
 Annex 14
Terms of Reference
Design of GRM Complaint Handling Procedural Manual and
Guideline at Federal, Regional and Woreda Levels

Objectives
The objective of the work outlined in this TOR is to design a standardized prototype procedural manual
and guidelines for the grievance handling procedures (GRM) at the federal, regional and Woreda levels in
Ethiopia to strengthen and enhance the GRM effort that the Government is undertaking.

Background
A study on Strengthening Grievance Redress Mechanisms for the Protection of the Basic Services (PBS)
Program in Ethiopia was conducted as a result of discussions and agreements made at the November 8-
December 10, 2010 “Joint Review and Implementation Support Mission” (JRIS) relating to strengthening
or expanding accountability mechanisms for the Protection of Basic Services (PBS) program. The
objective of the study was, (a) to map and analyze strengths and weaknesses of existing formal and
informal Grievance Redress Mechanisms (GRMs) in Ethiopia; (b) to identify and describe GRM
international best practices to ensure accountability, improve service delivery, and provide redress for
citizens with valid issues; and (c) to make recommendations for strengthening the capacity of such
systems as do exist in Ethiopia for developing complementary GRM mechanisms to improve PBS
implementation and service delivery.

The study mapped concluded that Ethiopia has begun the process of implementing grievance redress
procedures in some of the regional states (most notably in Amhara and Tigray), which, if strengthened,
can be relatively easily brought to the level of international standards and used as a template for the
development of grievance redress mechanisms throughout Ethiopia, including the federal sector. These
nascent GRMs can be used for resolving PBS grievances as well as grievances brought by citizens with
non-PBS claims. Thus, if Ethiopia continues to build upon and “build out” already existing systems to
provide redress for all Ethiopian citizens, including PBS grievant, there will be no need for the GOE and
DPs to create an independent tribunal for PBS cases. These emerging grievance procedures have
demonstrated a potential for identifying and correcting maladministration in the delivery of government
services and benefits. These indisputable gains in governance and accountability, however, are fragile and
reversible and need to be strengthened and capacitates at all levels.

The study further stressed that the existence of a strong grievance redress mechanisms in the regional
states and the creation of federal grievance redress mechanisms that meet international standards will
provide an adequate substitute for an independent PBS grievance tribunal, then the PBS partners should
take responsibility for ensuring that these grievance redress mechanisms are as strong and credible as
possible, are based on international best practices, and provide citizens, including PBS grievant, with a
forum in which to voice complaints.

To achieve this end, the study recommended that the Government and development partners should
provide financial, political and moral support for the GRM initiative and that, as first steps, make the
GRM initiative a part of the ongoing PBS (II) process and a permanent part of the new PBS (III) process
with its own policy dialogue. There should be a continued regional cross-pollination of the home-grown
initiatives in the regions with the aim of strengthening GRMs in the regional states and the creation of
GRMs at the federal level that function in accordance with international best practices. Based on the
recommendations of the study, the GOE and the Development Partners (DPs) have agreed to include
support for the GRM as sub components (b1c) in the Promotion of Basic Services (PBS) III.
174
One way of strengthening GRM is by strengthening the capacity of the EIO through providing support in
developing standardized GRM procedural manuals at the federal, regional, Woreda and Kebele levels.

The Task
The work to be undertaken involves designing of standardized manuals and procedures for hearing
citizen’s complaints on the service delivery at federal, regional and Woreda levels based on the
constitution, the EIO’s mandate and international best practices. The tasks will include the following:

1. Developing procedural guidelines that emanates from the constitution, the EIO roles,
accountabilities and responsibilities, and the role of respective regional branch offices, and
service providers that takes international best practices into account.
2. Based on international best practises, the consultant will design a customized GRM procedure at
each level in the context of Ethiopian administrative structure
3. Outlines levels of complaint, redress mechanisms that can be used by officials at regional,
Woreda and Kebele levels of administration

Expected output

The outputs and products listed below have to be delivered for the tasks outlined under this ToR.
4. The consultant is expected to deliver:

 Inception report that details the methodology for the assignment and timing for delivery
of the output

 Prototype GRM procedural guideline (complaint filing, complaints hearing, and redress
mechanism)

5. Delivery of workshop for stakeholders at different stages of the design of the procedural
guidelines

175
 Annex 15
Terms of Reference
Study on Capacity Building of the Grievance Hearing and
Redressing System at Federal and Regional Levels in Ethiopia

Objectives
The objective of the work outlined in this TOR is to study of existing grievance hearing and redressing
mechanism at federal and regional states in Ethiopia

Background
A study on Strengthening Grievance Redress Mechanisms for the Protection of the Basic Services (PBS)
Program in Ethiopia was conducted as a result of discussions and agreements made at the November 8-
December 10, 2010 “Joint Review and Implementation Support Mission” (JRIS) relating to strengthening
or expanding accountability mechanisms for the Protection of Basic Services (PBS) program. The
objective of the study was, (a) to map and analyze strengths and weaknesses of existing formal and
informal Grievance Redress Mechanisms (GRMs) in Ethiopia; (b) to identify and describe GRM
international best practices to ensure accountability, improve service delivery, and provide redress for
citizens with valid issues; and (c) to make recommendations for strengthening the capacity of such
systems as do exist in Ethiopia for developing complementary GRM mechanisms to improve PBS
implementation and service delivery.

The study23 concluded that Ethiopia has begun the process of implementing grievance redress procedures
in some of the regional states (most notably in Amhara and Tigray), which, if strengthened, can be
relatively easily brought to the level of international standards and used as a template for the development
of grievance redress mechanisms throughout Ethiopia, including the federal sector. It showed that the
existing nascent GRMs can be used for resolving PBS grievances as well as grievances brought by
citizens with non-PBS claims. The study further suggested that if Ethiopia continues to build upon and
“build out” already existing systems to provide redress for all Ethiopian citizens, including PBS grievant,
there will be no need for the GOE and DPs to create an independent tribunal for PBS cases. These
emerging grievance procedures have demonstrated a potential for identifying and correcting
maladministration in the delivery of government services and benefits. These indisputable gains in
governance and accountability, however, are fragile and reversible and need to be strengthened and
capacitates at all levels.

The existence of a strong grievance redress mechanisms in the regional states and the creation of federal
grievance redress mechanisms that meet international standards will provide an adequate substitute for an
independent PBS grievance tribunal, then the PBS partners should take responsibility for ensuring that
these grievance redress mechanisms are as strong and credible as possible, are based on international best
practices, and provide citizens, including PBS grievants, with a forum in which to voice complaints.

To achieve this end, the study recommended that the Government and development partners should
provide financial, political and moral support for the GRM initiative and that, as first steps, make the
GRM initiative a part of the ongoing PBS (II) process and a permanent part of the new PBS (III) process

23
Study on Strengthening Grievance Redress Mechanisms for the Protection of the Basic Services (PBS) Program in Ethiopia,
September 30, 2011

176
with its own policy dialogue. There should be a continued regional cross-pollination of the home-grown
initiatives in the regions with the aim of strengthening GRMs in the regional states and the creation of
GRMs at the federal level that function in accordance with international best practices. Based on the
recommendations of the study, the GOE and the Development Partners (DPs) have agreed to include
support for the GRM as sub components (b1c) in the Promotion of Basic Services (PBS) III.

As a follow-up to the 2010 study, the EIO and DPs found out that it is important to undertake a
detailed study on capacity building requirements for grievance hearing and redressing system at
federal and regional levels that will help the objective of strengthening the GRM in Ethiopia.

The Task
a) Mapping the existing formal and informal grievance redress mechanisms in Ethiopia to improve
services in a public institution, its scope, performance and implementation challenges taking into
account regional differences

b) Assess the accessibility and applicability of the existing GRM for citizens/ group of citizens who
may have complaints regarding the implementation of projects and service delivery. The consultant
should also review the GRM in terms of international best practices and whether there are
independent and autonomous grievance hearing procedure for complaints that may come from
individuals/group of citizens

c) Analyze the extent to which current GRMs are being used in Ethiopia and identify the obstacles for
their use by citizens (e.g. accessibility for certain groups, gender issues, climate of fear etc.)

d) Analyze the scope and institutional set up of the redress mechanisms, how grievances are received,
analyzed and responded to, how the resolution /or mediation are handled, and whether previously
addressed complaints have led to improvement of service delivery

e) Analyze the strength and weaknesses of the existing grievance redress mechanism and propose and
suggest ways of strengthening existing redress mechanism by involving institutions like Woreda
courts, CSOs, etc

f) Based on the review, propose on how to improve the capacity of grievance hearing and redress
system at the federal, regional and Woreda levels to achieve the principles of equity, neutrality,
integrity, excellence and stewardship and accessibility to citizens/citizen groups that may be
integrated into PBS.

Outputs/Deliverable
The outputs and products listed below must be delivered under this TOR. All outputs will be reviewed
and their quality assessed by EIO, COPCU/MOFED and DPs for comments.

• Work plan and an inception report

• Draft report that adequately addresses the items that are listed under this TOR
• A consultative workshop with relevant stakeholders, CSOs and donor partners to discuss on the
finding and enrich the study.
• A final report that incorporates comments from all stakeholders

177
Reporting
The Institute of Ethiopian Ombudsman will be the primary reporting entity for this work while
COPCU/MOFED will handle issues relating to administrative/payment issues. In making its decision as
to whether the tasks outlined in this TOR have been undertaken satisfactorily, the COPCU will also draw
on input provided by the EIO and DPs.

Time Schedule
The consultant will be employed under contract to COPCU/MOFED. It is anticipated that the assignment
will be carried out over a 3 month period, with work being initiated immediately upon award of a
contract.

178
 Annex 16
Terms of Reference
Purchase Airtime for Dissemination of Information on
Grievance Redress Mechanism
Objective
The core objective of the work outlined in this ToR is to purchase airtime (a) for the dissemination of
information on the objectives, mission of the Ethiopian Institute of Ombudsman and its regional branch
offices; (b) to create public awareness on the meaning of good governance; (c) to create awareness on the
access and procedures of grievance redress mechanism to the wider section of citizens; and (d) to
enhance awareness of service providers in understanding the rights of service receivers citizen’s
awareness about their right to question and get prompt response about services delivery.

Background
With the objective of strengthening GRM, a study on Strengthening Grievance Redress Mechanisms for
the Protection of the Basic Services (PBS) Program in Ethiopia was conducted in 2011 by the support of
Development Partners (DPs). The objective of the study was, (a) to map and analyze strengths and
weaknesses of existing formal and informal Grievance Redress Mechanisms (GRMs) in Ethiopia; (b) to
identify and describe GRM international best practices to ensure accountability, improve service delivery,
and provide redress for citizens with valid issues; and (c) to make recommendations for strengthening the
capacity of such systems as do exist in Ethiopia for developing complementary GRM mechanisms to
improve PBS implementation and service delivery.

The study24 recommended that the Government and DPs should provide financial, political and moral
support for the GRM initiative and that, as first steps, make the GRM initiative a part of the ongoing PBS
(II) process and a permanent part of the new PBS (III) process with its own policy dialogue. It further
indicated the need for continued regional cross-pollination of the home-grown initiatives in the regions
with the aim of strengthening GRMs in the regional states and the creation of GRMs at the federal level
that function in accordance with international best practices. Based on the recommendations of the study,
the GOE and the Development Partners (DPs) have agreed to include support for the GRM as sub
components (b1c) in the Promotion of Basic Services (PBS) III.

Among the activities that were envisaged under PBS III is strengthening the GRM work by the use of
appropriate media through which (a) the role of EIO and its regional branches, (b) the principles of GRM,
(c) the benefit of GRM for good governance, and (d) the accessibility of the GRM system by citizens, (e)
the step by step process which the grievant should follow to get his/her complaint addressed, can be
communicated on a wider scale to citizens, and (f) to enhance awareness of service providers in
understanding the rights of service receivers citizen’s awareness about their right to question and get
prompt response about services delivery.

24
Study on Strengthening Grievance Redress Mechanisms for the Protection of the Basic Services (PBS) Program in Ethiopia,
September 30, 2011

179
Scope of the Work
• Dissemination of GRM initiatives will be carried out through radio and television programs.
• Airtime will be purchased to promote and transmit GRM messages. The use of the airtime will be
programmed in such a way that citizens can have access to listen/watch the program in different
national languages.

Expected Outputs
• Timeframe for dissemination of and broadcasting of the GRM promotional program
Impacts
• Improved service delivery
• Improved and increased public awareness of GRM
• Wide areas of dissemination coverage will be attained
• Feedbacks and proposals to further enhance media dissemination will be received
• Helps Regions and Woredas build their capacities in understanding GRM procedures

180
 Annex 17
TOR for Design Grievance Redress Mechanism Media Tools

Introduction
The Ethiopian Institution of Ombudsman is an independent parliamentary institution with the mission to
raise awareness of the public and executive organs, monitor, supervise, support, and encourage executive
organs to ensure that they carry out their function according to the law. It investigates and seeks remedies
to complaints regarding maladministration and recommends, and based on research, takes corrective
measures to administrative faults so as to ensure good governance and access. Its objectives are to see
good governance that is of high quality, efficient and transparent and is based on the rule of law, by way
of ensuring those citizens’ rights and benefits that are provided for by the law are respected by organs of
the executive. It intervenes free of charge, at the request of citizens and helps them to solve their disputes
with the Regional and Federal administrative authorities and examines their complaints with impartiality.

Background
A study on Strengthening Grievance Redress Mechanisms for the Protection of the Basic Services (PBS)
Program in Ethiopia was conducted as a result of discussions and agreements made at the November 8-
December 10, 2010 “Joint Review and Implementation Support Mission” (JRIS) relating to strengthening
or expanding accountability mechanisms for the Protection of Basic Services (PBS) program. The
objective of the study was, (a) to map and analyze strengths and weaknesses of existing formal and
informal Grievance Redress Mechanisms (GRMs) in Ethiopia; (b) to identify and describe GRM
international best practices to ensure accountability, improve service delivery, and provide redress for
citizens with valid issues; and (c) to make recommendations for strengthening the capacity of such
systems as do exist in Ethiopia for developing complementary GRM mechanisms to improve PBS
implementation and service delivery.

The study25 concluded that Ethiopia has begun the process of implementing grievance redress procedures
in some of the regional states (most notably in Amhara and Tigray), which, if strengthened, can be
relatively easily brought to the level of international standards and used as a template for the development
of grievance redress mechanisms throughout Ethiopia, including the federal sector. It showed that the
existing nascent GRMs can be used for resolving PBS grievances as well as grievances brought by
citizens with non-PBS claims. The study further suggested that if Ethiopia continues to build upon and
“build out” already existing systems to provide redress for all Ethiopian citizens, including PBS grievant,
there will be no need for the GOE and DPs to create an independent tribunal for PBS cases. These
emerging grievance procedures have demonstrated a potential for identifying and correcting
maladministration in the delivery of government services and benefits. These indisputable gains in
governance and accountability, however, are fragile and reversible and need to be strengthened and
capacitates at all levels.

The existence of a strong grievance redress mechanisms in the regional states and the creation of federal
grievance redress mechanisms that meet international standards will provide an adequate substitute for an
independent PBS grievance tribunal, then the PBS partners should take responsibility for ensuring that
these grievance redress mechanisms are as strong and credible as possible, are based on international best
practices, and provide citizens, including PBS grievant, with a forum in which to voice complaints.

25
Study on Strengthening Grievance Redress Mechanisms for the Protection of the Basic Services (PBS) Program in Ethiopia,
September 30, 2011

181
To achieve this end, the study recommended that the Government and development partners should
provide financial, political and moral support for the GRM initiative and that, as first steps, make the
GRM initiative a part of the ongoing PBS (II) process and a permanent part of the new PBS (III) process
with its own policy dialogue. There should be a continued regional cross-pollination of the home-grown
initiatives in the regions with the aim of strengthening GRMs in the regional states and the creation of
GRMs at the federal level that function in accordance with international best practices. Based on the
recommendations of the study, the GOE and the Development Partners (DPs) have agreed to include
support for the GRM as sub components (b1c) in the Promotion of Basic Services (PBS) III.

Among the activities that were envisaged under PBS III is strengthening the GRM work by the use of
appropriate media through which (a) the role of EIO and its regional branches, (b) the principles of GRM,
(c) the benefit of GRM for good governance, and (d) the accessibility of the GRM system by citizens, (e)
the step by step process which the grievant should follow to get his/her complaint addressed, can be
communicated on a wider scale to citizens, and (f) to enhance awareness of service providers in
understanding the rights of service receivers citizen’s awareness about their right to question and get
prompt response about services delivery. To use the available media, it would be important to design
media tools.
Objective
The core objective of the work outlined in this TOR is to procure consultancy service for the design
media tool(s) for the dissemination of the objectives and mission of the Ethiopian Institute of
Ombudsman and its regional branch offices; (b) to create public awareness on good governance; (c) to
create awareness on the access and procedures of grievance redress mechanism to the wider section of
citizens; and (d) to enhance awareness of service providers to understand the rights of service receivers
citizen’s awareness about their right to question and get prompt response about services delivery.
Scope of the Work
The proposed designing of appropriate media for the GRM initiatives will be carried out by the
consultant/service provider will include:
• Products that can be transmitted on the radio and television programs (which include
advertisements, messages, dramas, discussions, etc.)
• Develop prototype brochures, leaflets, and other creative GRM tools that will help for the
disseminating GRM procedures to citizens at different levels of education.
Expected Outputs
• Design of radio/TV programs that will be broadcasted through radio and TV programs for the
promotion of the GRM promotional program
• Design of appropriate GRM media tools to disseminate GRM procedures to citizens. This
includes brochures, leaflets, etc., that can be used to disseminate the GRM initiative at different
levels
Impacts
• Improved service delivery
• Improved public awareness of GRM
• Wider coverage of GRM procedures
• Feedbacks and proposals to further enhance media dissemination will be received
• Helps Regions and Woredas build their capacities in understanding and promoting GRM
procedures
182
 Annex 18
TERMS OF REFERENCE FOR JOINT BUDGET AND AID
REVIEW(JBAR)

1. Introduction
The Ethiopian Government is committed to the Joint Budget and Aid Review (JBAR) as a key element of
the ongoing planning and budget cycle. This note briefly outlines the JBAR’s objectives, key actors,
timing and outputs as one of the most important review and dialogue mechanisms underpinning the PBS
III. Accordingly, the JBAR in the subsequent years shall give due emphasis to monitoring and reviewing
of developments in service delivery in a decentralized environment. It also sets out the links to key related
processes, in particular, Growth and Transformation Plan(GTP) monitoring and updates, as well as the
Public Expenditure and Financial Accountability (PEFA) Assessment. The frequency of JBAR dialogue
will be six-monthly and the scope of each review has been revised in order to adequately capture issues of
decentralized basic services delivery by sub-national governments and intergovernmental fiscal transfers.

2. Objective
The broad objective of the JBAR is to provide comprehensive and timely information on the budget so as
to close the loop between policy, strategic formulation, and the budget. The JBAR has both forward- and
backward-looking parts, which have distinct data, processes, timing, and objectives. The three principal
Components of the JBAR are the macro and fiscal framework, expenditure allocation, and aid review.
Though specialized studies are not formally part of the regular JBAR, analytical topics emerging out of
the dialogue and which are relevant in understanding better the efficiency and effectiveness of public
spending will be undertaken as supplementary inputs.

More specifically, the objectives of the JBAR are laid out as follows, in terms of:

(i) improving information and predictability on expected resource flows to sector agencies and
lower levels of government;
(ii) giving decision-makers a better sense of where money is going, and that money is being spent
on intended uses;
(iii) providing better information on overall fiscal aggregates and how this is financed, to better
inform macro-level discussions; and
(iv) improve the availability and quality of aid.

3. Components of the JBAR

3.1. Macro-Economic and Fiscal Framework(MEFF)

On macroeconomic issues, given the anticipated increases in PBS flows and the prevailing
macroeconomic imbalances, it will be important to broaden discussions on relevant economic variables
and policies during the PBS III review process. The PBS reviews are nested within a range of government
and donor fora to discuss macroeconomic policies. At the highest level, the High Level Forum provides
an opportunity for donors to raise selected economic issues with the Minister of Finance & Economic
Development. At a more technical level the IMF’s enhanced Article IV surveillance provides a six
monthly comprehensive assessment and dialogue on the full range of macroeconomic issues. This is
supplemented by the Public Financial Management Committee (PFMC) which organizes the JBARs, that
183
provides donors with the opportunity to engage the government on issues around budget allocations and
execution. Key issues for the review process will include: (i) Revenue mobilization to ensure that over
time domestic revenues will reduce reliance on donor support, thereby ensuring the long-term
sustainability of the program. (ii) The impact of high inflation on the gains made through PBS. It is
important that aggregate fiscal discipline is maintained and the impact of inflation on the budget is closely
monitored so that gains are not eroded. (iii) Aid plays an important part in financing the budget. Therefore
reviews will monitor improvements in the predictability, alignment and timeliness of aid.

3.2. Public expenditure broad allocation

In regard to budget allocation, the JBAR will look in to the composition of the budget at the sectoral, sub-
sectoral, regional and local levels – in terms of the links to national growth, as well as poverty and human
development outcomes as laid out in the GTP. The focus would be on annual allocations, although the
envelopes set out in the MEFF for the outer years would also be reviewed in light of the analysis and
dialogue. This analysis will highlight issues for the next annual and medium term budget preparation
cycle. Because of the significance of development assistance in the budget, the review should also report
on and analyze forward information on flows for the coming year, and progress in harmonization.

3.3. Fiscal Decentralization and Issues of Basic Service Delivery

Understanding issues of public expenditure in general and decentralized basic service delivery in
particular requires a close look at the intergovernmental fiscal relation and monitoring of performance at
lower administrative levels.

In the context of managing pro- poor spending, the Ethiopian fiscal system is highly devolved with more
than two-thirds of general government expenditure being managed by sub-national administrations.
Excluding debt and defense, regional budgets accounted for about 60% of consolidated general
government budget in 2010/11(2004 FY). In line with their functional assignments, the lion’s share of
regional resources is expected to be allocated for poverty sectors including agriculture, natural resource
and food security, water sector development, rural roads, primary and secondary education, as well as
primary health delivery.

Given limited revenue raising power at the regional level, the current fiscal arrangements entail vertical
imbalance between revenue collection power of Federal Government and expenditure responsibility of
regions. This imbalance is addressed through Federal transfers in the form of block and Specific Purpose
Grants (SPGs). At present, the Federal transfer covers more than 75% of planned regional spending. Fast
progress has been noted in devolving expenditure assignment from regions to Woredas. In FY 2004,
between 60 to 80% of the regional spending in the four large regions was planned to be executed by
Woredas. From a primary service perspective, sub-national administrations are key in influencing the
coverage and quality of service delivery and hence the poor’s access and utilization of public services.

In light of this, the JBAR shall give due emphasis in informing partners on the adequacy and fairness of
budget allocation, the predictability of inter-government resource flow, and the effectiveness in utilization
of budget at the lower administrative levels. For monitoring developments in primary service delivery,
there are an agreed set of formats and time line for reporting disbursements and expenditures. Moreover,
the public finance monitoring system shall be complimented with selected public service delivery
outcome indicators to inform the JBAR events of October/November and April/May each year.

A key focus of the JBARs will be on the basic service sectors covered by this operation, with sessions or
entire reviews devoted to the education, health and water, agriculture and rural roads areas. These will
focus on, among other things: (i) the extent to which budgets and expenditures are aligned with sector
objectives, and how to improve this alignment; (ii) how to improve the efficiency of resource use in the
specified sectors; and (iii) policies that should be enacted to improve outcomes, given the scarce resources
available.
184
4. Data Requirements
The value of the JBAR is contingent on information availability at a reasonable time lag, frequency, and
appropriate disaggregation. In terms of coverage, data should include budget, disbursement and
expenditure, by sources of fund (own, treasury, block grant, SPGs/food security) and use of fund
(function/sector, sub-sector, recurrent (wage and operational), capital). The level of reporting should
include general government, Federal, Region, Zone (where applicable), Woreda (urban, rural),
municipality (to be included in the future) levels. The quality of the data should be good enough in
providing a comprehensive, realistic and up-to-date picture. The reporting period for different types of
data is agreed to be: a) disbursements (transfers) – monthly, b) budget –annually, c) expenditure, revenue
and financing – semi-annual, while the lag for disbursements - two months (max), while for reporting
annual budget and consolidated annual spending as well as quarterly in-year performance reports, a
maximum lag of three months after the end of each budget/spending year and quarter.

Particular effort is needed to ensure the required level of disaggregation in terms of (sub) sectors (e.g. in
education—primary, secondary, TVET, tertiary); items (capital, wage and non-wage recurrent); and (sub)
regional breakdowns, which is needed both for spending plans, as well as out-turns for the preceding year.
Moreover, a quarterly expenditure and financing report is expected from all regions.

5. Expected Outputs and Links to Other Processes

The outputs would include the key summary tables and analytical findings, as well as agreed next steps
emerging from the review, that would be transmitted to the appropriate forum for consideration. These
would be expected to be picked up in the Annual Progress Reports on the GTP. Recommendations may
be made to improve the resource allocation in terms of expected poverty and growth impacts, as well as
addressing problems related to resource flows and utilization. Identified needs and suggestions to improve
data quality, availability, and reporting, will need to be fed back into related processes.

There are several related processes that are critical to the JBAR. The JBAR generates the information on
spending needed for the sector reviews and the annual GTP Progress Reports. The sector reviews, which
are in the process of becoming better aligned with the fiscal calendar, in turn provide updates on the wider
sector policy context, outcomes and strategic information to underpin the expenditure analysis. The
monitoring of the GTP will enable information on both outputs and outcomes to be considered alongside
trends in spending.

On sector linkages, the focus of PBS III will be much more on the quality and effectiveness of basic
service delivery than in the case of PBS II. Accordingly, the participation of key government as well as
donor representatives of the PBS sectors is essential and their engagement will be strengthened. In order
to reflect lessons from PBS II implementation engagement with the sectors on discussions regarding
decentralized service delivery and sub-national financing for the sectors, PBS III will build in a JRIS and
JBAR structure that incorporates specific sessions on two of the five sectors during each review. Thus at
each Review, there will be a session for the selected sectors, led by the Planning Directorate or equivalent
of the relevant Federal agency, and with the participation of key regional sector representatives. These
PBS sector discussions will not duplicate the work of the sector Annual Review Meetings, but rather
serve as an opportunity to showcase progress in key areas of relevance to decentralized service delivery.
They will also ensure a coherent flow of information between the Finance/Planning and Sector authorities
on financing as well as results, facilitating the achievement of better value-for-money.

185
6. Participants in JBARs
JBARs will be organized by the Macroeconomic Policy and Management Directorate of MOFED. JBAR
participants will include relevant Federal sector Ministries (eg. Education, Health Agriculture , Water and
Energy, Roads), Regional BOFEDs, PBS financing partners, citizen representatives from the
Parliament’s Budget and Public Finances Standing Committee, and Regional Councils’ budget
committees.

7. Reporting
PBS Reviews—Core Structures. The PBS reviews will continue to be a central mechanism for assessing
ongoing performance of both the Government and development partners, and for informing disbursement
decisions.

• As is the current practice, the Joint Review and Implementation Support or JRIS missions of the
PBS will be carried out semi-annually with Government and Development Partners to review the
overall progress of implementation and achievement of program development objectives.

• The Joint Budget and Aid Reviews (JBAR) constitutes a core mechanism to provide the
analytical underpinnings for the six-monthly PBS reviews. As is the current practice, the JBARs,
which are open to a wider set of development partners than the PBS financiers, will be timed to
coincide with the PBS JRIS missions. Main findings and heated issues will be included in a
JBAR report to be drafted at the end of each semi-annual exercise.

• The JRIS will also review Government performance vis-à-vis the “SAFE” principles described
earlier.

186
 Annex 19
TERMS OF REFERENCE (TOR) FOR
SOCIO-ECONOMIC STUDY

1. Background
Ethiopia’s Human Development Indicators (HDIs) have been amongst the very lowest in the
world for a long period of time. For this reason, the government with the support of
development partners has committed to at least reach the Millennium Development Goads
(MDGs) by encouraging a decentralized service delivery system. Protection of Basic Services
(PBS) I program was commenced in 2006 and phased out in 2009 to ensure an uninterrupted
support to basic services such as education, health, water and agriculture by strengthening local
government capacity and improving accountability in the management of public resources. The
program has been mainly focusing on expanding access to decentralized basic services at
national level with programmatic approach across several sectors, and channeling resources
through government financial systems directly to district government. Thus significant
achievements have been made in the primary school enrolment, child immunization and rural
access to potable water, improved transparency and strengthened accountability and fiduciary
systems.

Due to the excellent results of the PBS I, the second phase PBS II Program was approved in
2009 to extend the program until the end of 2012 aimed at supporting the country’s poverty
reduction and fiscal decentralization strategies, reaching Millennium Development Goals
(MDGs), ensuring enhanced local level governance and global partnership. Alike to PBS I, the
development objective for PBS II is to contribute to expanding access and improving the quality
of basic services in education, health, agriculture, water supply and sanitation, and rural roads
delivered by sub national governments. It has also embarks on deepening transparency and local
accountability in service delivery which is consistent with the government policies, strategies
and programs as well as the country assistance Strategies of various development partners. Now
the third phase of PBS will start from January 2013 onwards.

As part of the monitoring and evaluation activities of PBS, a socioeconomic study will be
undertaken to understand some of the critical constraints, which may hinder certain social groups
from accessing basic services. The study will also provide information on the status of service
utilization by various social groups and identifies factors associated with barriers in accessing
basic services by people with special needs and disadvantaged groups. The output of the study
will be utilized in shaping the design and implementation of the next phase of PBS project so
that these groups of people will have increased benefits from the expansion and improvements of
basic services.

It will further evaluate the results (outputs and outcomes) disaggregated by socioeconomic,
demographic, and sub-national characteristics. Identifying lessons and good practices from the
program implementation for next action are also parts of the assignment.

187
2. Objective of the Assignment

The purpose of the socioeconomic study is to develop evidence-based recommendations for how
the delivery of basic services (health, education, water and agricultural extension) might be
modified to address barriers, which currently constrain or prevent vulnerable and poor social
groups from accessing them. It will also evaluate the socioeconomic results (outputs and
outcomes) of PBS Program by employing a qualitative and/or quantitative methodology, and
identify lessons and good practices from the program implementation for next action. Specific
tasks and expected outputs are outlined below.

3. Scope of the Assignment

- Reviewing the targeted sectors by PBS Program and their connection with the country’s poverty
reduction strategies and the Millennium Development Goals (MDGs).
- Determining whether surveys, special analysis and modeling will be required to effectively
evaluation the socioeconomic results (outputs and outcomes) of PBS program at national level,
and identifying the lessons and best practices of the program implementation for next action.
- evaluating the socioeconomic results (outputs and outcomes) of PBS program at national level by
employing a vigorous (qualitative and/or quantitative) methodology which can conspicuously
assess the progress, performance, outputs and outcomes of the program
- Evaluating the socioeconomic results (outputs and outcomes) obtained at sub national level as a
result of delivery of basic services.
- evaluating trends of the socioeconomic results (outputs and outcomes) disaggregated by socio-
economic levels, demographic type, and geographic setting by employing the CSA’s Welfare
Monitoring and Household Income and Consumption Surveys .
- Employing quantitative methods such as Benefit Incidence Analysis, assess to what extent the
vulnerable and the poor is accessing basic services.
- Using qualitative methods such as Participatory Assessment, examine barriers to accessing
services by different social groups, and examine priorities of the various disadvantaged social
groups (e.g. disabled, People with HIV, Diabetic children, marginalized people, etc)
- Identify and analyze the lessons and good practices from program implementation for next
action. Specifically, the following areas should get proper and meticulous attention (see the
project appraisal document). This should be done by visiting at least two emerging regional
states26 and two others.

the barriers to girl’s completion of eight years of primary school

impact of Health Care Financing Strategy on poor users

How to make agricultural extension services more accessible to women

Barriers to the uptake of basic services by pastoralist communities

- Providing a comprehensive document which is worked out based on the objective and scope of
the assignment specified above.

26
Emerging regional states are Somali, Gambella, Benishangul Gumuz and Afar
188
4. Methodology

The consulting firm is expected to submit clear and detailed methodologies to evaluate the socioeconomic
results (outputs and outcomes) of PBS Program at the national level, and identify the lessons and good
practices of the program implementation for next action. Even if the methodology will be determined by
the consulting firm after reviewing the targeted sectors by the program, we suggest that the following
sources of information should consulted.

Continuous consultation with the Channel I Programs Office and Development Planning and
Research Directorate of the Ministry of Finance and Economic Development (MoFED)

PBS II Program Document

Quarterly and Annual Implementation progress reports of PBS program

Program performance report of relevant sectors

The previous National Plan (PASDEP) Annual Progress Reports and Final Evaluation reports
by relevant ministries, authorities and agencies,

Socioeconomic surveys and studies, and other relevant information from the Central
Statistical Authority (CSA) which is mandated to collect, organize and disseminate survey
and census information at the national level

evaluation studies of Protection of Basic Services Program, and

Field visits of at least two emerging regional states and two others

5. Management of the Assignment

To successfully evaluate the results (outputs and outcomes) of PBS Program at the national level, the
contract administration, follow up and coordination will be managed by Channel I Programs Office of
MoFED. Channel I Programs Office and Development Planning and Research Directorate of MoFED
and other relevant public bodies including Ministry of Agriculture (MoA), Ministry of Health (MoH),
Ministry of Education (MoE), Ministry of Water and Energy,Central Statistical Authority (CSA) and
Ethiopian Roads Authority (ERA) with their regional and Woreda counterparts also play an important
part in facilitating the study. The consulting firm can therefore consult with these institutions to secure
relevant information. The consulting firm is expected to report to the Channel I Programs Office of
MoFED as per the contract agreement while he Development Planning and Research Directorate of
MoFED will provide technical backstopping at each stage of the study, and appraises and comments the
final document of the study on the basis of the ToR. The study will also be enriched by the comments
from the relevant ministries indicated above and relevant development partners including the World
Bank. In general, the follow up, coordination, and monitoring of the assignment will be entrusted to the
Channel I Programs Office of the Ministry of Finance and Economic Development with an active
involvement of other stakeholders.

6. Qualification and Experience of the Consulting Firm

The consulting firm has to fulfill the following qualifications and experiences relating to both the
coordinator and staff members.

189
 A. Essential skills:
• Experience of managing large scale complex social research programmes in developing
countries involving international and national researchers
• Established track record of undertaking operational research, which delivers practical, policy-
oriented recommendations
• Experience of working in a research capacity with a diverse range of target audiences,
including: communities, civil society, service providers, local, regional and federal
government officials and international development partners
• Experience of understanding diverse perspectives and developing practical and sustainable
solutions, which accommodate a number of these perspectives, especially the perspective of
the poorest and most marginalised
• Ability to develop simple but creative research methodologies
• Experience of providing mentoring support to national researchers
• Strong analytical abilities
• Experience and strong capability in developing tailored policy-influencing materials
• Excellent inter-personal skills, including facilitation, communication and negotiation skills
• Excellent management skills

B. Desirable Skills:

• Knowledge and experience of working in Ethiopia, ideally with government or in the

area of access to basic services
• Knowledge of donor harmonisation approaches
• Proven experience in employing both quantitative and qualitative research methods
for social research in general, and specifically tailored to this assignment in particular.

C. Staffing

The firm will have at least the following consultants in addition to hiring junior and senior
research assistances;

i) Coordinator

At least Masters Degree in Socioeconomic fields, economics and development
economics, development evaluation and management or related fields,

A minimum of 8 years of relevant experience in socioeconomic impact studies of
national and regional programs and projects,

Rich experience in regional and national policy evaluations, development
program analysis and evaluation at different levels (national, regional and local),

Knowledge of the Ethiopian Economy and policy is also desirable and an asset,

Knowledge of the Ethiopian Protection of Basic Services program, and

Excellent Communication Skill

ii) Staff members

At least Masters Degree in socioeconomic fields, economics , development
economics, development evaluation and management or related fields,

A minimum of 8 years of relevant experience in socioeconomic impact studies of
national and regional program and projects

190

Ability to apply both qualitative and quantitative methodologies to evaluate the
outcomes of huge and nationwide programs and projects at different
administration levels,

Ample experience and knowledge in development and program evaluation and
differentiating output, outcome and impact evaluations

191
 Annex 20
LOAN/CREDIT CONDITIONS AND COVENANTS

Condition of Effectiveness:
• Adoption of Project Operational Manual for PBS III satisfactory to IDA and partners.

Dated Covenants:
December 2012: Satisfactory outcome of JRIS, with involvement of Regions and sectors
June 2013: Satisfactory outcome of JRIS, with involvement of Regions and sectors
December 2013: Satisfactory outcome of JRIS, with involvement of Regions and sectors
June 2014: Satisfactory outcome of JRIS, with involvement of Regions and sectors
December 2014: Satisfactory outcome of JRIS, with involvement of Regions and sectors
June 2015:
• Satisfactory outcome of JRIS, with involvement of Regions and sectors
• Complete a Mid-term Review of the PBS Program
• Complete an Independent Procurement Audit of PBS Sub-Program B activities
December 2015: • Satisfactory outcome of JRIS, with involvement of Regions and sectors
June 2016: • Satisfactory outcome of JRIS, with involvement of Regions and sectors
December 2016: • Satisfactory outcome of JRIS, with involvement of Regions and sectors
June 2017:
• Satisfactory outcome of JRIS, with involvement of Regions and sectors
• Complete an Independent Procurement Audit of PBS Sub-Program B activities

Conditions of Disbursement:
• Annual sub-national budget for basic services (for Sub-Program A) and annual
workplans (for Sub-Programs B) have been delivered to the Association;
• Satisfactory outcomes of JBAR, JRIS, and Core PBS Principles performance assessment
(for Sub-Program A).
• Submission of satisfactory IFRs (for all Sub-Programs).
Other:
• Annual progress reports on the actions taken on significant audit findings, six months
after those Project Audit reports are due

192
 Annex 21
PROCUREMENT ACTIVITIES

Sub- Program B: Strengthening Local transparency and Accountability Systems

Component B1- Citizen's Engagement

Sub Component B1a: Increased Financial Transparency & Accountability (FTA)
Estimated
Metho Review Procuring start
Activities amount Category
USD d Type Entity date
Training and workshops for woreda citizens to
raise awareness and understanding of public in-
1 7,461,773 training post EMCP Jan-13
budgeting and planning process: 100 participants house
per woreda
Non
Disclosure of local public budget issues through
2 1,419,978 NCB consulting post EMCP Jan-13
mass media service
Develop FTA templates to disclose audit and COPCU/E
3 138,889 QCBS Consulting prior Jan-13
procurement activities MCP
Citizen participation on pre-budget (planning in
4 317,500 training post EMCP Jan-15
stage) house

Orientation on service delivery templates for

in-
5 woreda Health, Education, Agriculture, water and 322,759
house
training post EMCP Jan-14
woreda Finance offices : 2 participants per sector
Procuring of bill-boards and suggestion boxes for
6 posting templates and getting feed back in regions 1,461,322 NCB Goods post EMCP Jan-13
and woredas
Refining and simplifying the budget and in-
7 138,161 Consulting post EMCP Jan-13
expenditure and service facility templates house
Printing and dissemination of FTA Temples by Non
Local
8 regions to post the budget information in woerdas 412,667
shop
consulting post EMCP Jan-13
and service delivery centers service
Intra regional workshops to support cross regional in-
9 160,387 work shop post EMCP Jan-13
& cross-woreda experience sharing house
Experience sharing and Practical Training on FTA
COPCU/E
10 initiatives in regional and/or international 116,667 tour training prior
MCP
Jan-14
practices
Conduct annual review meeting with regions on 50,360 in- work shop post EMCP Jan-13
11 house
FTA performance issues
Impact Assessment survey on budget literacy of 138,538 QCBS Consulting prior COPCU/E Jan-15
12 MCP
citizens
13 Salary and Operational expenses 311,000 operation post EMCP Jan-13

Total (B1a) 12,450,000

193
Sub Component B1c: Grievances Redress mechanism(GRM)
Estimated
Review Procuring
Activities amount Method Category start date
Type Entity
USD
Strength EIO’s internal capacity by COPCU/EIO Jan-14
in-house
designing procedures, guideline and manual
1 150,000 and hiring consultancy post
for GRM at regional and Federal level (in-
consultants)
house and hiring consultants)
Capacity building training for EIO staff EIO Jan-13
both at head office and branch office
(investigators, trainers, planning,
2 180,000 In-house training post
communication and result based report
writing) on grievance handling and
redressing mechanism (In-house)
Conducting study on existing grievance COPCU/EIO Jan-13
hearing and redressing mechanism at federal
3 150,000 QCBS consultancy post
and regional state and system strengthening
(Hiring consultants)
Designing procedures, guideline, manuals to COPCU/EIO Jan-13
4 have similar standard procedures in the 140,000 QCBS consultancy post
country (Hiring consultants)
Printing of procedural manuals and COPCU/EIO Jan-13
5 170,000 NCB Goods post
guidelines
Conduct training for staffs of regional EIO Jan-13
6 250,000 In-house training post
grievance hearing offices (In-house)
Provide training on grievance redressing EIO Jan-13
7 150,000 In-house Workshop post
mechanism for key stakeholders
Capacity building training & exposure visit EIO Jan-13
8 on international practice on grievance 120,000 tour abroad prior
redressing mechanism
Awareness creation for citizens on
opportunities and procedures for grievance
handling in regions(by publication of
9 magazine, brochures, newspapers, articles,
billboard, etc, and by promotional activities
through audio and visual (radio & TV) -
(Procurement of services)
Non post COPCU/EIO Jan-13
. EIO’s (federal level) 360,000 NCB consulting
services
300,000 Local Non post COPCU/EIO Jan-13
. Regional support (9 regions and 2 city
Shopping consulting
administrations)
services
50,000 local Goods post COPCU/EIO Jan-13
10 Procurement of office equipment shopping
Total (B1C) 2,020,000

194
Component B2: Local Public Financial Management
Sub-component B2a: Woreda PFM & Procurement Strengthening

Estimated Review Procuring Possible

Activities Method Category
amount Type Entity start date
Providing facilities to strengthen Woreda PFM
activities (procuring photocopy and fax
1 machine) 2,791,333 ICB Goods Prior COPCU Jan-13
Photo copy machine 948 unites & Fax machine
948 unites
Conduct awareness creation workshops on
PFM activities for Woreda Council and Cabinet EMCP/
2 members; WoFEDs heads and deputy heads (
3,415,673 in-house training post
BoFEDS
Jan-13

including Zones)
Strengthening Woreda capacity for effective
management and implementation of the EMCP
3 existing pool system (covering procurement, 2,872,405 in-house training post /PPPA/ Jan-13
accounts, budget, treasury, property BoFEDs
management and internal audit)
Develop simplified procurement directives for EMCP
4 woredas and give trainings for all woredas 869,816 in-house consultancy post /PPPA/ Jan-13
procurement staffs BoFEDs
Strengthen woreda-level internal audit
5 operations by establishing Audit committee for 1,520,000 in-house consultancy post EMC/BoFEDs Jan-13
400 woredas
Internal audit conference on issues of woreda EMCP/
6 level Audit (Zones to be included) twice a year
1,896,067 in-house conferences post
BoFEDS
Jan-13

Conduct need assessment study to identify

EMCP/
7 woredas hard wares and office equipment 400,909 in-house consultancy post
BoFEDS
Jan-14
need (year 2) & Procure accordingly (year 3)
Roll out of the following manuals at Woreda
level (Liquidity/cash management, single
EMCP/
8 treasury and commitment control, 971,174 in-house consultancy post
BoFEDS
Jan-13
Performance audit, Procurement standard bid
documents)
operating EMCP/
9 Operating Expenses- stationeries 758,400
cost
post
BoFEDS
Jan-13

operating EMCP/
10 Transport allowance for woreda PFM teams 3,792,000
cost
post
BoFEDS
Jan-13

Massive trainings for woreda finance office EMCP/

11 employees on PFM components
1,877,040 in-house training post
BoFEDS
Jan-13

Procurement of 13 vehicles for regions who do

12 have zones (exclusively to support woredas).
780,000 ICB Goods Prior COPCU Jan-14

Procurement of 14 vehicles for regions who do

not have zones (exclusively to support
13 woredas) (3 for Afar,4 for Tigray, 3 for
840,000 ICB Goods Prior COPCU Jan-14

Benishangul-Gumuz, 4 for Somalie) .

Total (B2a) 22,784,817

195
B2b: IBEX Roll-Out and Support
Estimated Possible
Review Procuring
S/N Activities amount in Method Category start
Type Entity
USD date
Operation costs for IBEX
support and rollout at
1 754,009 N/A Operational post EMCP Jan-13
MoFED, BoFEDs, ZoFEDs
and WoFEDs
Procurement of 11 units
2 windows server 2008 for 213,889 NCB Goods post COPCU Jan-13
each Regions
Salary and operational
3 expenses for IBEX support 895,538 N/A Operational post EMCP Jan-13
unit (ISU) at MoFED.
Operational, service and
material costs to connect
woredas, zones, regional
4 3,556,921 N/A Operational post EMCP Jan-13
sector bureaus and federal
bodies with woreda net
network
Total (B2b) 5,420,357

196
Sub-component B2c: Regional training and Program Support
Possible
Estimated Review Procuring
Activities Method Category start
amount Type Entity
date
1 Roll out of the following manuals at Federal
and regional (Liquidity/cash management,
single treasury and commitment control, 1,206,966 QCBS Consultancy Prior EMC/PPA Jan-13
Performance audit, Procurement standard bid
documents)
2 Conduct internal audit forum with Federal and
in-house workshop post EMC/PPA Jan-13
Regional/City administration twice a year 193,928
3 Providing facilities for PFM Teams at Zones So
that they can give adequate support to Woredas
NCB GOODS post COPCU Jan-13
Photo copy machine 56 unites, Fax machine 56 469,778
unites, & Lap tops 224 units
4 Procuring of 12 vehicles for Regions and 3 for
ICB GOODS Prior COPCU Jan-13
EMCP PFM support activities 900,000
5 Costs for contract employees at the Federal and
7,331,400 operational post EMC Jan-13
Regional levels
6 Operating expenses to support PFM (including
procurement) activities at Woredas, Zones,
Regions and Federal levels, (including
transportation allowance, transportation cost, 1,441,138 operational post EMC Jan-13
fuel, maintenance of vehicles, office
refreshments, per diems, costs for special study
teams, other goods and services).
7 Operational costs to support timely reporting and
closure of accounts at federal, regional and woredas operational post EMC Jan-13
49,600
8 Costs associated with PFM short term trainings
1,816,667 operational post EMC Jan-13
at the Federal and Regional level
9 Costs associated with PFM institutionalized
1,230,167 operational post EMC Jan-14
trainings at the Federal and Regional level
10 In- house Short term trainings on procurement PPPA
in-house training post /EMCP/ Jan-13
and property management 578,582
BoFED
11 Establishing Ethiopian Institute of Procurement
PPPA
and Asset management (EIPAM) and provide 2,158,333 in-house training post
/EMCP
Jan-13
institutionalized trainings
Workshops , awareness creations and Forums on PPPA
12 Procurement and property administration in-house training post Jan-13
174,937 /EMCP
Administrative and operating costs for COPCU
13 Operational post COPCU Jan-13
1,238,566
Proc. of IT, office Equip & furniture
14 Goods post COPCU June-13
110,256 NCB
15 Procurement of 8 vehicles 480,000 ICB GOODS COPCU June-13

Total (B2c) 19,380,318

197
B2d: Support to External Audit and Parliament

Estimated Review Procuring Possible

No. Activities Method Category
Type Entity start date
amount

operational post OFAG Jan-13

Increase Woreda-based audit coverage
1 1,823,050.00
from 26% to over 50%
operational post OFAG Jan-13
Carry out Woreda-level continuous 1,800,001.00
2
audits
Goods post OFAG Jan-13
3 To be allocated bt OFAG 376,949.00 /operation

operational post OFAG Jan-13

Strengthening the capacity of Public 1,000,000.00
Accounts, Budget and Finance,
Agriculture and Social Affairs standing
4
Committees at Federal, Regional and
Woreda levels to discharge their
oversight responsibilities

Total (B2d) 5,000,000

198
 Sub- Program B: Strengthening Local transparency and Accountability Systems
Component -B3: Managing For Results
Sub-component B3a Results Framework & Monitoring
Category---Consultancy

No Description Amount Method Type Review Procuring Start

Type entity Date
1 Ministry of Water and Energy ---WASH MIS Strengthening
System Updating to synchronize with
NWI (technical support) 123,800 CQS Consultancy post MoWE/COPCU Jan-13
2 Ministry of Agriculture ---MIS Strengthening
Expanding the new AGMIS to the
remaining regions(as a follow-up to
PBS II) 400,000 QCBS Cons. prior MoA/COPCU Jan-13
Trainings for phase 2 regions on the Training/Co
new MIS (follow up from PBS 2) 200,000 In house ns post MoA/COPCU Jan-14

3 Central Statistics Agency

Implementing EDQAF (two sectors
per year) 1,800,000 QCBS Consult. prior CSA Jan-13
Geo-referenced rural facility data for
regions 1,455,000 QCBS Consult. prior CSA Jan-13
CSA
Water system assessment 200,000
CSA
Agriculture system assessment 200,000
CSA
Woreda Poverty Profile & mapping 145,000

4 Ethiopian Road Authority Cost

Baseline data collection for all
regions 1,000,000 QCBS Consult. prior ERA/COPCU Jan-13
Consultancy for training woreda staff
on the new MIS 200,000 QCBS Consult. prior ERA/COPCU Jan-15
5 MoFED/COPCU
Implementing Results Based Management
training for decentralized levels (11 regions
including operational) 3,721,645 In house Consult. post COPCU Jan-13
Effectiveness (linking financing and results)
study (on two sectors) and experience
sharing (Agriculture and Water) 550,000 In house Consult. prior COPCU Jan-14
Equity in access to basic services through
socio-economic study(follow up from PBS
2) 2 studies 800,000 QCBS Consult. prior COPCU Jan-13
Sustainability studies 200,000 QCBS Consult. prior COPCU Jan-14
Study on innovative mechanisms of effective
service delivery (data Collection) 200,000 QCBS Consult. prior COPCU Jan-13

Total B3a 11,195,445

199
 Sub- Program B: Strengthening Local transparency and Accountability Systems
Component -B3: Managing For Results
Sub component B3b strengthening M&E system
Category---Goods
No Description Quantity Amount Method Type Review Procuring Start
Type entity Date
1 Ministry of Education -- Woredal level EMIS
Rollout
supply & installation of schools ICB Goods Prior MoE/COPCU Jan-13
1,323,177
based information system27
Cables: 28 300 24,900
Switches 650 89,700
Desk top computer 650 432,900
UPS 650 72,150
Divider 650 14,300
Software 633,950
Anti-virus 11 27,500
school based application 1
27,777
software
2 Ministry of Health ---Health Post and Health Center level Community Health
Information System Strengthening
Printing cost for HMIS 1 ICB Goods Prior MoH/COPCU Jan-15
3,250,000
Materials for four Regions
MPI box for 50 % (1500) of 1,500 NCB Goods Post MoH/COPCU Jan-15
500,000
Health Centers
Server procurement and 1 Local Goods Post MoH/COPCU Jan-15
installation for Master 20,000 shopp
database at the Federal level ing
Standard Shelves for the 7500 NCB Goods Post MoH/COPCU Jan-15
rest of 50 % Health posts 500,000
(7500)
3 Ministry of Water and Energy ---WASH MIS Strengthening
Procurement of 390
computers, cables, and batch
Good
other accessories for of 780,000 ICB prior MoWE Jan-14
s
woreda MIS roll out items
(390 woredas)
4 Ministry of Agriculture ---MIS Strengthening
Procurement of computers, 250
cables, and other accessories batch of Good
for woreda MIS roll out (250 items
500,000 NCB Post MoA Jan-14
s
woredas)
5 Central Statistics Agency
Procurement of Cars for 10 ICB Good Prior CSA Jan-13
500,000
System Assessment s
6 Ethiopian Road Authority Cost

27
Items listed are materials required within the package
28
CAT 5e UTP cable will allow a network access point to be 95cm away from the switch in structured cabling. It also allows 100Mbps and 100
MHz. CAT 6e (with 250 MHz) could be offered as option.
200
 Sub- Program B: Strengthening Local transparency and Accountability Systems
Component -B3: Managing For Results
Sub component B3b strengthening M&E system
Category---Goods
No Description Quantity Amount Method Type Review Procuring Start
Type entity Date
Procurement of 20 NCB Good Post ERA/COPC Jan-13
computers and servers 500,000 s U
for the MIS system
Procurement of 200 NCB Good Post ERA/COPC Jan-13
computers & GPS for 200,000 s U
woreda level offices
7 MoFED/COPCU
Procurement of 15 Local Good Post COPCU Jan-13
computers (Laptops) 30,000 shoppin s
g

Total B3b 8,103,177

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 Sub- Program B: Strengthening Local transparency and Accountability Systems
Component -B3: Managing For Results
Sub-component B3c: Demand-driven, Collaborative Analytical Works
Category---Consultancy
N Description Amount Method Type Review Procuring Start
o Type entity Date

1 Ministry of Education COSTS---Woredal level EMIS rollout

Data Quality Assessment (internal validation) 200,000 MoE/COPCU
QCBS Consultancy prior Jan-14
Service Facility/Delivery Survey (2 times) 420,000 QCBS Consultancy prior MoE/COPCU Jan-13
Staff tracking study 200,000 MoE/COPCU
QCBS Consultancy prior Jan-13
2 Ministry of Health COST---Health Post and Health Center level Community Health
Information System Strengthening
Health Facility Survey (Service Delivery
Indicator –SDI) Survey 600,000
QCBS Consultancy prior MoH/COPCU Jan-13
Patient Satisfaction survey 200,000 QCBS Consultancy prior MoH/COPCU Jan-14
3 Ministry of Water and Energy ---WASh MIS Strengthening
Service Delivery and Facility Survey 600,000 QCBS Consultancy prior MoWE Jan-13
Internal validation and Data Quality
100,000
Assessment QCBS Consultancy prior MoWE Jan-13
4 Ministry of Agriculture ---MIS Strengthening
DAs tracking survey 200,000 QCBS Consultancy prior MoA Jan-13
Facility survey 300,000 QCBS Consultancy prior MoA Jan-15
5 MoFED/COPCU
Basic service staff tracking studies (four QCBS Consultancy prior COPCU Jan-13
800,000
PBS sectors)
Total B3c 3,620,000

Operational Costs
Ministry of Health 257,800
Ministry of Water and Energy 358,805
Ministry of Agriculture 435,000
Central Statistics Agency 2,703,900
Ethiopian Road Authority 160,000
MoFED/COPCU 169,767

Total Operational Cost 4,085,272

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